3 vying for 2 Vermilion school board seats

Editor's note: Joseph Jones is a Register correspondent representing vermiliondaily.com. VERMILION — In Vermilion, three people seek two open school board seats. The top two vote-getters in this race each receive four-year terms, starting in January. Incumbent Sara Stepp seeks re-election. She faces two challengers, Sarah Scarvelli and Jill Treece. All three spoke about who they are, what they stand for and why locals should support them on the Nov. 4 ballot: On your personal background • Scarvelli: I'm 37 years old and work as an operations manager for a trucking company. I have four children who currently attend or have graduated from Vermilion Schools. I hold two associate degrees from Lorain County Community College and have 20 years of experience in operations and human resources management. • Stepp: I am running for the Vermilion school board. I am 51 years old, and my husband, Andrew, and I have been married for 23 years. We have two daughters, both attending Vermilion High School: Haley, 16, and Adelina, 15. I have 36 years of experience in culinary arts. And, for the past 20 years, my husband and I have owned Rudy's Bar and Grill. I have served on the school board for 10 years and am running for re-election. • Treece: As a proud graduate of Vermilion High School, I am honored to give back to the community that helped shape me. I have more than 20 years of experience leading programs in education, health care and business, providing a strong foundation for addressing complex challenges with practical, people-focused solutions. I have served on multiple boards and committees dedicated to strengthening organizations and supporting communities. My professional work at The Ohio State University centers on teaching leadership, operations and continuous improvement — skills that directly apply to the challenges facing our schools. As a parent with three children in Vermilion Schools, I understand the importance of creating an environment where students feel supported, teachers have resources and families remain engaged partners in education. On transparency and accountability • Scarvelli: To ensure transparency, I would encourage open conversations and debate at board meetings so the community can better understand what is being voted on. There seems to be a sense of comfort when meetings have few or no attendees, but public participation is essential. I would also make it a priority to respond to inquiries promptly and accurately. Accountability requires consistent follow-up and measurement of the decisions being made. Policies, procedures, academics and spending all need ongoing evaluation. The superintendent and board members must maintain frequent communication and be willing to challenge each other in a healthy, productive way to ensure effective results. • Stepp: As a board member, I represent the community and the students in our district. All of our decisions are voted upon in public meetings, which are recorded. We gather input through committees within the district, and, as a board, we hire the superintendent and treasurer, relying on their knowledge to make the best decisions for our schools. • Treece: Transparency and accountability are essential to maintaining trust and keeping our schools strong. As a board member, I believe in a straightforward and collaborative approach. We may not always agree, but by listening and showing respect, we can find common ground and set a strong example for our students. I support open communication about how financial, contractual and long-term decisions are made, including clear, easy-to-understand reports that show where funds are going and what progress is being made. Board materials should be available to the public in advance when possible, so residents can prepare questions and participate. Building trust starts with transparency, follow-through and a shared commitment to managing district resources responsibly. On financial responsibilities and operational oversight • Scarvelli: Student achievement should always be the top priority. It is the board's responsibility to make sure the facilities, administration, staff and policies all align to support that goal. Open discussions are needed to distinguish what is truly necessary versus what is secondary so that resources are used efficiently. The district should re-evaluate purchased programs, technology investments and even some employment decisions that do not clearly support student achievement. • Stepp: As a board member, student achievement is always my top priority. Students are the reason we are all here, and we must ensure they have the tools they need to succeed in school and beyond. To achieve this, our district must operate with the highest ethical and financial standards. We need to be data-driven and collaborative in our leadership. Treece: Strong financial stewardship requires more than balancing the books. It requires discipline, transparency and continuous improvement. I believe in applying operational-excellence principles by using leading indicators to monitor progress before issues become problems. Early data can reveal where adjustments are needed long before month-end reports or annual budgets are finalized. By combining data-based decision-making with open communication and community partnership, we can ensure Vermilion Schools operate efficiently, sustainably, and always in the best interest of students. On long-term challenges • Scarvelli: Operations are the district's greatest long-term challenge. Without effective and functional operations, every decision risks leading to inefficiency, overspending and low morale. The board must commit to consistent follow-up, strong communication and healthy debate whenever there are signs that something is not working. • Stepp: Over the next five years, we must be very diligent with school finances. Even though we are a shrinking district, we are seeing severe cuts in state funding. This will be a challenging time. We are fortunate to have a treasurer who provides valuable guidance and insight to help us make informed decisions that keep the district healthy. The board will work together to make the best possible choices to give our students and district a bright, successful future. • Treece: The district is facing some of its most significant challenges with aging facilities, transportation issues, tighter budgets and enrollment shifts all happening at once. Facility investments must be carefully planned to ensure safe and modern learning spaces while balancing taxpayer responsibility. Transportation and staffing constraints require creative solutions, such as schedule adjustments and regional collaboration. By engaging the community and local leaders in these discussions, we can make thoughtful decisions that ensure long-term stability while maintaining the quality education Vermilion families value.