Candidate Q&A: West Lafayette school board
Six candidates will be on the Nov. 5 ballot, running for four at-large seats on the West Lafayette school board.
This is part of a series of Q&As with candidates in contested races in the Nov. 5 general election in Tippecanoe County.
Six candidates will be on the Nov. 5 ballot, running for four at-large seats on the West Lafayette school board.
Here, the six – incumbents Amy Austin and Yue Yin, along with Maria Koliantz, George Lyle, David Purpura and Beau Scott – answer questions about their approaches to serving on the seven-member school board.
For more: Find bios of each candidate, along with information about where and when to vote, at the end of this article. Expect Q&As with candidates in other Greater Lafayette contests in coming days.
Why do you want this job? And why are you running now for this position?
Amy Austin: I want to ensure the continued success of our great schools by making sure our schools are safe, our teachers have the resources they need to educate our children, and our administrators know what the community expects from them. I've spent the last four years taking advantage of every learning opportunity available. If I am re-elected, I will be the second most senior member on the board, in terms of experience and length of service, and that institutional knowledge is important. Stability in board leadership has contributed to West Side’s success. I believe that my continued presence on the board is what is best for students – if I didn't believe that I wouldn't be running.
Maria Koliantz: I believe I have unique experiences and talents that can benefit our district. I've detailed a few in my response to the last question, so I won't share spoilers here. My passion for public education began when my oldest started Pre-K in Detroit, where we witnessed the district's challenges and the start of the turnaround. Since moving to WL in 2021, I've attended board meetings and learned about our schools. Many stakeholders have helped me recognize the skills and experiences I have to serve our district effectively.
George Lyle: I've actually never viewed this process as me campaigning for a job. I've always looked at this process as me asking to be a steward. I want to ensure the continued success of one of our community's great institutions. West Side schools are a selling point that makes people want to move here. They are one of the first things mentioned when Purdue and local businesses are trying to bring in new faculty and employees. I want to make sure that West Lafayette schools continue to be a standard-setter in Indiana, and across the country.
David Purpura: I want to offer my expertise in educational research, practice and policy to make our schools better for all students. We have excellent schools — amazing teachers and administrators, talented students, engaged families and substantial community resources. We have to work together to identify and support opportunities for success. I’m running now because there are many state efforts that could impact funding and school success for public education. We need a board with diverse experiences across education, finance and leadership to constructively plan for the future and advocate for our community and I believe that I have the experience to help.
Beau Scott: I am passionate about education and committed to serving our community, which is why I’m running for the school board. With my children in West Lafayette schools, I’m personally invested in our district’s success. My career spans classroom teaching and work with the Indiana Department of Education, providing insights into aligning district policies with state mandates. As our district undertakes strategic planning, my expertise in needs assessments and implementing plans can greatly benefit us. Inspired by Dr. Jennifer McCormick’s words, I want to contribute my experience to make a positive impact.
Yue Yin: I am grateful for the outstanding education my three children are receiving in our district. I am eager to give back to the community, and I especially wish to help all students receive the best education possible in our district. During my first term, I have advocated for many positive changes–see my work reports at yueyin.us. I have deepened my understanding of the challenges our district faces and the diverse needs of our community. I have also learned the pathways to address these challenges and meet those needs. I am eager to promote more positive changes alongside a new group of board colleagues.
Name two of your top priorities for improving West Lafayette schools. And how will you handle those?
Amy Austin: The corporation is in the early phases of strategic planning, during which the West Lafayette community will come together to decide what our priorities are. The board will use that collective wisdom to guide our decision making for the next three to five years. There will be surveys, meetings, conversations, and I hope everyone will participate so that we can truly move in the direction that our community thinks is important. It isn't about my priorities; it's about the priorities the community will choose together. Good leadership is gathering that information and implementing the vision of the community as a whole – not the narrow issues of a friend or whoever shouts the loudest.
Maria Koliantz: My top priorities are to build on the excellence of WL schools for all students and foster a community of inclusiveness and respect, from the board to our youngest learners. This can be achieved through continued state-level advocacy and local policies that consider our most vulnerable students/families. For example, our current background check system can be costly for immigrant families and transient families. When it’s time for a new contract, I hope we can find a solution to ensure safety while making it easier for parents and caregivers to volunteer and engage in school activities.
George Lyle: My first priority would be to try and help dial down some of the rancor and rhetoric that seems to have taken over the school board. I'm not asking for total agreement from all board members on all issues. Instead what I'm seeking is a way to disagree without being disagreeable. The second priority would be to hire a communications director. That person would do two things – provide clear reporting on what the school board is doing, and serve as a central point of information during emergencies and major events. We have seen the need for both of those functions over the past few years.
David Purpura: 1. Inclusive Strategic Planning – I will advocate for inclusion of all community voices in the strategic planning process — ensuring implementation reflects the diverse needs and aspirations of our community. 2. Enhancing Learning Opportunities in School and Beyond – I will support our school administrators to foster collaborations between our schools and local organizations to enrich in-school and after-school learning opportunities. I will use a collaborative approach with community members, the administration, teachers, families and the other board members – building off my professional experience leading strategic plans – ensuring our schools are meeting the needs of all our students.
Beau Scott: My top two priorities are enhancing support for students with special educational needs and realigning the school board’s focus on strategic planning and accountability. I hope to continue engaging the community to understand specific needs, collaborate with educators to address service gaps, and advocate for funding, teacher training and inclusive practices like Universal Design for Learning. Drawing on my experience in district-wide strategic planning, I want to ensure our strategic plan guides all decisions, promotes transparent hiring aligned with our objectives, and will be used as one form of accountability for the work our superintendent is carrying out.
Yue Yin: Increase Enrollment: Our enrollment numbers have dropped by 20 from last year. Smaller class sizes mean we serve fewer students and receive less state funding. We must strive to boost enrollment, especially since we have available space after recent renovations. To achieve the enrollment increase, we should regularly solicit feedback from students and families, better meet diverse needs, and improve communication and marketing efforts. Build a Collaborative and Collegial Board: To achieve this, board members should approach discussions and decisions with respect for differing opinions and suggestions, making good use of collective wisdom/effort.
What do you consider the role of a school board member, and how would you approach that?
Amy Austin: My job is to bring the vision and values of the community to the school administrators so they can bring it to fruition. It's my job to listen to everyone. It's the board's job, technically, to oversee finances, to set policies and to supervise the superintendent, but we do all that through listening.
Maria Koliantz: A school board's primary responsibilities include setting the mission and vision, hiring and evaluating the superintendent, establishing the budget, and creating policy. Any actions beyond these should be in collaboration with the superintendent. When a community member raises an operational issue, the board's role is to listen, assess the concern, and ensure the District takes appropriate action through the proper channels. This approach fosters accountability and strengthens the relationship between the board, the superintendent and the community.
George Lyle: A school board is structured very much like a corporate board of directors or a university board of trustees. Such boards hire the chief managers of the organization (CEO, superintendent, etc.) and then hold that manager to account. Boards also provide the platform and the resources for the organization to be successful. In the case of a school board, the board members write the budget (resources) and create policies and long term planning (the platform). The manager, or the superintendent, then does their best to use the given resources to build upon the platform the board has provided.
David Purpura: School boards are responsible for governance and oversight of the superintendent and the administration. Specifically, the Indiana School Board Association states, “School boards are responsible for setting policy, program oversight, superintendent evaluation, approving the budget, approving recommendations brough by the superintendent, establishing appropriate and safe facilities, and acting as liaisons to the community.” As a board member, I would work with the other board members to listen to the broader community, craft the mission and vision for the schools that reflect the needs of the community, and provide the administration and teachers with the needed resources to succeed.
Beau Scott: I believe a school board member’s role encompasses three key responsibilities: A. Engaging the Community: Actively fostering open dialogue with parents, students, educators and community members to ensure district initiatives align with their needs. My experience in needs assessments equips me to facilitate these vital conversations. B. Shaping Effective Policies: Diligently reviewing and enacting policies that comply with legislative mandates and reflect best educational practices, while ensuring accountability in their implementation. My background with the Indiana Department of Education aids in aligning district policies with state laws. C. Ensuring Leadership Accountability: Holding the superintendent accountable for fulfilling their role and aligning hires with strategic goals, while also collaborating to support them using each board member’s skills. My leadership experience in guiding superintendents through professional development positions me well for this task.
Yue Yin: Here are the major roles: Set the vision and make strategic plans for the district, including both educational goals and capital projects; hire, oversee, provide feedback to, and evaluate the superintendent; oversee school finances and budget; establish various policies. To fulfill these roles, it is important for board members to: Listen to input from various stakeholders, such as parents, students, teachers, staff members, administrators, and taxpayers; consult experts when a particular issue requires professional input; discuss with other board colleagues; make decisions based on all the information collected, as well as personal knowledge and judgment.
Relationships between board members have been strained during the past two years. Do you believe that’s a fair assessment? And what, if anything, should be done to improve that situation?
Amy Austin: That's a fair statement. As board chair, I’ve tried a lot of things to improve board harmony. I’ve met with each board member individually to try to reduce the strain by understanding what each member’s concerns and priorities are. I’ve conducted the meetings in a way that allows every member to voice their thoughts and opinions. I’ve even changed the physical space to facilitate conversation and make the space more inviting. In the end, though, I can only control my own behavior. I always do my best to remain professional and personable, to keep the focus on the students, and to set a positive example for my colleagues.
Maria Koliantz: Yes, that’s a fair assessment. Every board member must be willing to get to know each other, build mutual respect, and see one another as both people and neighbors. This year, I've focused on this through my church’s theme of “proximity” and a Dale Carnegie leadership class, both emphasizing how understanding others fosters trust and respect. Diversity on a board is crucial — different views, experiences, and talents bring strength. But to be effective, there must be respect, collaboration, and a commitment to honoring the board's decisions.
George Lyle: I think it is fair to say that relationships are strained. As to why, there are an infinite number of answers and those will always depend on whom you ask. I think the board needs to refocus on what's important – the students and teachers in our schools. Board members are not elected to serve personal agendas or egos, they are elected to serve the students, their parents and the teachers who make the schools the award-winning institutions that they are.
David Purpura: I prefer to look forward and see how we can build a collaborative working group, helping each other see beyond the current differences. I genuinely believe that the current board members and candidates have the best interests of our schools and children at heart. There are differences in priorities, goals and processes, but not overarching goals. It’s critical that the new school board engages in constructive collaboration building through open and honest goal setting, as well as short- and long-term planning. I commit to working to find a shared vision, see commonalities and create a constructive and collaborative environment.
Beau Scott: Yes, I acknowledge that relationships between board members have been strained over the past two years, evident in public meetings and social media. Despite this tension, it’s clear that each member deeply cares about education in West Lafayette, which I find inspiring. To improve the situation, I wish for board members appreciate and respect each other’s dedication to our schools. By fostering mutual respect and open communication, we can engage in constructive conversations, ones that demonstrate to the public how ideas can be shared, thoughtfully critiqued, and then voted upon without remorse, knowing, and being confident that the majority’s decision is the best course of action for our schools. I’m not going to be one to dwell on a lost vote, rather I will continue looking ahead alongside my colleagues to keep the focus on students and teachers.
Yue Yin: Yes, to improve: Attitude: All board members should keep the following beliefs in mind: They are elected by voters to serve and represent our community; they support our students, teachers, staff and administrators; they bring diverse expertise, perspectives, and community voices that should be respected and valued; the board should leverage collective wisdom and strive to reach consensus whenever possible. Practice: The board officers should include members with diverse views and assign work to various committees, making it more likely to bring a comprehensive and well-thought-out agenda to the table for the board to discuss and make decisions efficiently and effectively.
What’s the best way the district can recruit and keep the best teachers, at a time when the number of teachers entering the profession has dipped in the past 10 years?
Amy Austin: I am proud of the fact that our teachers have received a raise every year since I've been on the board. Building our partnership with Purdue and other universities will help us recruit the best talent. Continuing to be a top-rated district is another good recruitment tool, but ultimately what will keep teachers is knowing that their school leaders care about them as individuals and want to work with them to achieve the very best outcomes for the students. What does NOT help is having online groups where people take their gripes and display them for all the world to see. This dynamic is discouraging to current and potential teachers and administrators. If parents have concerns, I wish they would call me and have a conversation rather than posting online (765-409-4009).
Maria Koliantz: We must continue fostering an environment that respects teachers as professionals and experts, while advocating for the funding needed to offer competitive salaries and support the administrative hiring team. WL schools have been a desirable place to work, and we’ve faced fewer teacher shortages compared to neighboring districts. If shortages arise, the board's role is to collaborate with the administration, supporting creative solutions and any necessary policy adjustments to address staffing needs.
George Lyle: I believe you recruit teachers the same way you'd recruit anyone to work a job – we have to offer good pay and a good working environment. As budgets become more constrained and more teachers leave the profession, the working environment becomes even more important. I've heard from dozens of teachers about the discouragement they feel with the current board environment. If we don't improve that environment, teacher recruiting and retention will only keep getting harder.
David Purpura: First, through the strategic planning process, the board and administration should work with teachers to identify initiatives that would support their success and reduce administrative burden. Second, relative to other schools, WLCSC has a strong salary scale for teachers, but we need to continue to work to increase teacher pay. Educators are foundational to the success of our schools and go above and beyond in this demanding profession that regularly requires them to work unpaid hours while supporting our children. Finally, from a board perspective, we need to continue working with teachers and administrators in a collaborative and non-adversarial way.
Beau Scott: To recruit and retain the best teachers, we should actively promote our district’s successes and commitment to growth, innovation and professional development. Showcasing our district as a dynamic, forward-thinking place attracts passionate educators. Providing ongoing training, mentorship and career advancement opportunities enhances teacher satisfaction and retention. Fostering a collaborative and inclusive culture where teachers feel valued and involved in decision-making is essential. While competitive compensation and benefits are crucial, they must be complemented by a supportive work environment that prioritizes teacher well-being and professional fulfillment.
Yue Yin: 1. More Appreciation for Teachers’ Hard Work: We should establish various awards and recognitions for teachers, such as innovative awards, Teacher/Staff of the Month/Semester/Year, and service milestones for 5, 10, and 15 years. 2. Better Compensation: We should increase our funding by soliciting donations in addition to state funding and local taxes, while also reducing unnecessary spending, so we can provide better compensation for teachers/staff. 3. Better Support: a) Reduce teachers' workloads by utilizing advanced technology and streamlining administrative tasks. b) Provide necessary classroom supplies and additional support from parents, students and Purdue. c) Offer professional development and growth opportunities for teachers and staff.
If you had to give West Lafayette Community School Corp. an A-F grade, what would it be? And what would be the best way to improve that grade?
Amy Austin: The schools get an A. The board gets an F. There is no reason the board should have to spend hours of meeting time discussing routine matters, rather than spending that time ensuring that our administrators and teachers have the resources and support they need to do their jobs. I think if the board could come together we could do great work. The individuals on the board all have unique and valuable knowledge, experience and skills. I have a lot of hope that the four members who will be elected in November will give us a fresh start and allow us to start over with a cleaner slate.
Maria Koliantz: I would give WLCSC an A-. The minus reflects our potential for improvement, while the A acknowledges our successes. Our RDP is evident in our dedicated teachers, coaches, conductors, directors, administrators and students. Whether it's Mr. Daning leading the band or Coach Polk praising the junior high runners for their kindness, I see this spirit at every event, making me proud to be part of this community. Improvement comes from critical self-assessment and listening to negative experiences, paired with a strong commitment to do better.
George Lyle: I would give our schools a B+. We are close to an A+, but we have to get the board and its reputation back on track. In 2023 an outside consultant on the "Yes" referendum told the board that they themselves were the biggest potential obstacle to the referendum passing. Now here in 2024, some have blamed the board’s reputation for the fact that there were few candidates for the Jr/Sr High School Principal opening. We have to keep West Side and the premier place where educators want to work because without them, our students suffer and the community suffers.
David Purpura: I don’t agree with giving overall letter grades to school corporations. When I served on the local ESSA Accountability Committee, one of the committee members remarked that an “A” school could be Awesome for one child and Awful for another child. We’re an excellent school district, one that I’m proud my children go to. But, not every family has had the same experience. We can’t dismiss their experiences by saying, “I didn’t experience that.” We have to seek to understand why families are having different experiences and work together to make the schools better for every single child and family.
Beau Scott: Looking purely at the achievement scores of our students, West Lafayette Community Schools would receive an ‘A.’ However, something to consider in this is that even though we are an ‘A’ school district, does not mean there aren’t things we can and should be doing to improve. Each school, whether you have earned a letter grade of ‘A’ or ‘F’ must turn in a school improvement plan each year. This means no matter the success of your school, there is always opportunity for improvement. Something I have learned in my current role is that when someone provides you with critical feedback, it’s not always them passing judgement. It can also be taken on board as an opportunity to create something even better.
Yue Yin: A. Overall, our district is doing well, but we need to maintain a growth mindset and continuously seek areas for improvement. In particular, we should focus on meeting the diverse needs of various subgroups to ensure that all students feel welcomed, well-supported and receive the best education possible. The subgroups may include students with special needs, those struggling academically, those needing more financial support, those seeking greater academic challenges across different grades and subjects, students facing mental health challenges (such as anxiety, depression, and stress), those experiencing bullying, those who have difficulty graduating, and all the students from various minority and marginalized groups.
What, if any, changes would you make in West Lafayette’s transfer policy, allowing students into West Side schools?
Amy Austin: We’ll need to be creative to solve our enrollment problem and continue to offer a world class education in the face of shrinking enrollment. One solution is opening up the district and taking transfer students from anywhere, versus only accepting TSC students as we do now. However, that should only be an option if we can implement it without having a negative effect on class sizes, and some are justifiably concerned about property values. We are working to identify a solution that allows us to continue to provide the best possible opportunities for our students. I invite anyone with an opinion on this issue to call me or email me at austina@wl.k12.in.us.
Maria Koliantz: Given our enrollment declined some, I would explore loosening the transfer policy requirements to help meet our enrollment goals. It's important to remember that these goals aren't just about increasing student numbers; we must also ensure we have enough students to meet our budget and the appropriate staff to support them. Additionally, we need to consider class sizes, the number of classes per grade and the physical space constraints of our buildings.
George Lyle: West Side has some unique geographic constraints. The boundaries of the town don't line up with the boundaries of the school district. If nothing else, the transfer policy allows people who live in West Lafayette but outside the school zone to send their kids to their local West Side school rather than being bused miles away.
David Purpura: The transfer policy is important for our district to have the flexibility to meet enrollment needs, especially as grades fluctuate year-to-year. I wouldn’t immediately make any changes to this policy, but rather believe that the board needs to have a review of the process, its transparency, and equitability before recommending any changes. This is a perfect example of a practice that needs to be incorporated into the strategic planning process and should have input from all partners in our community.
Beau Scott: As the board reviews policies, I hope for clarity on transfer student guidelines. Currently, terms like “Cash Transfer Student” lack definition, and Indiana’s legal code doesn’t mention this term. My recommendations are: 1. Clarify what constitutes a cash transfer student; 2. Provide explicit criteria for student transfers; 3. Ensure transfers are based solely on scholastic merit or need, not for the sole pursuit of athletic opportunities. This addresses concerns that athletes from neighboring districts are taking spots from local students, impacting opportunities for West Lafayette students to compete and represent our schools.
Yue Yin: 1. We should continue to offer transfer options for the children of all teachers/staff working in our district. 2. We should do our best to serve the students who live in our district. Some residents choose to homeschool their children or transfer them to neighboring districts. We need to understand why they make these choices and how we can better meet their needs so that their children can attend our schools instead. 3. If we still have space to accept transfer students from other districts, we should re-evaluate the fee for transfer students to ensure it is fair and covers the educational costs.
What do you think should be done with West Lafayette’s Happy Hollow Elementary property?
Amy Austin: Parts of Happy Hollow are being used for student activities. Parts of it (mainly the plumbing) need to be repaired or replaced in order to fully use the space. We have talked about several solutions. Personally, I'd love to see the facility fully used, but it has to be safe for its purpose. The last few years it was open as a school, the bathrooms were frequently closed for, um … let’s say “unscheduled maintenance.” I recognize the limitations of my personal abilities, as someone who is not a building or plumbing expert, and would rely on the expertise of administrators, financial planners, architects and others who can provide professional guidance on what is possible and desirable. I am also hopeful that a good path forward will emerge from our strategic planning process.
Maria Koliantz: With the upcoming strategic planning process, we should first analyze the data to determine our district's needs and do so in collaboration with the city on what our community needs. While I haven't seen the analysis of the existing structure, I believe one exists. From my construction experience, I know that sometimes it's cheaper to demolish and rebuild rather than renovate, as renovations can uncover costly unknowns. Once we identify the needs for that space, we can decide if a complete demolition and rebuild is necessary or if a partial demolition with some renovations would suffice.
George Lyle: Happy Hollow still serves as space for school board meetings, extracurricular activities and as a local depot for West Side school buses. It would be very difficult to move those activities somewhere else. I would like to see Happy Hollow remodeled in such a way that it can keep serving the important functions that it hosts now.
David Purpura: Options for this property could include space for a future school, space for an afterschool and community learning center, and more. But, it doesn’t really matter what I think – it matters what the community thinks. The board’s responsibility is to listen to the voices of all key partners and integrate that into the vision for the space. The board needs to solicit feedback from the community for what it values, and weigh the options with financial costs and needs. They should also collaborate with city departments to determine if there are ways to use the space for the maximal benefit.
Beau Scott: I believe decisions about Happy Hollow Elementary should begin with community engagement to gather stakeholder input. Since it currently houses the robotics program and supports Wonderland Education Inc., we must consider the impact on these initiatives. I propose transforming Happy Hollow into a hub for educational and community needs through a partnership with the city and Purdue University, similar to Union City’s collaboration with Ball State University. This would repurpose the facility for CTE programs, innovation labs and community services, preserving current programs and offering new opportunities. By leveraging resources, we can create a vibrant center promoting education and community engagement.
Yue Yin: Funding Sources: Most likely, we will need to solicit donations (with naming rights) or partner with the City of West Lafayette and/or Purdue University to renovate and rebuild Happy Hollow. Functions: The new Happy Hollow can serve as a multi-purpose facility. The building will continue to host the robotics team, band and monthly board meetings. Several rooms could be used for preschool. Additionally, we could create cultural centers/clusters, event rooms, gyms, dance studios, art studios, maker spaces and lifelong learning centers for residents of all ages. It’s important to brainstorm with the community to develop plans that best serve our community’s educational needs.
Name two specific things that separate you from your opponents and why those things matter.
Amy Austin: Experience – I’ve served as secretary, president and legislative liaison over the last four years. I have earned “advanced” status from Indiana School Boards Association for the continuing education I have undertaken. I understand how the board functions and how it should function. I’ve used this knowledge to improve how the board functions. I will continue to do what is necessary to get the board functioning better every month and focusing everyone on prioritizing what is best for the students. Personable – I enjoy warm and healthy working relationships with nearly everyone. I am told that people enjoy working with me. Being the kind of person who is able to get along with a variety of people is an asset in this position.
Maria Koliantz: My unique career background and strength in Inclusiveness (Clifton Strengths Assessment) position me well for this role. I am currently a project manager for a general contractor specializing in commercial livestock facilities (mainly chicken eggs), overseeing projects ranging from a few million dollars to over $100 million. Additionally, I spent 4.5 years with the Detroit Public Schools Foundation, ensuring fiscal responsibility for grants from $500 to $23 million. These experiences will guide my decisions on capital projects and budgets. My Inclusiveness strength reflects my commitment to ensuring that everyone has a voice in decision-making.
George Lyle: I bring some expertise that I think the board could use going forward. My legal and technical backgrounds allow me to see and analyze trends in state and federal law, and in the technology concerns that our students and staff will face in the future. I also believe I will bring a steady, friendly hand to the board. Most of the things I've done in my career have required the ability to build bridges and get people to meet in the middle. I believe that once we can get the West Side board back to meeting in the middle, we can ensure our future success for years to come.
David Purpura: I believe that I can work effectively with any of the other candidates and returning board members. I have substantial experience working with colleagues and collaborators from diverse backgrounds with different points of view. I have a unique set of expertise that crosses early and elementary school education, fiscal management (managing more than $12 million in federal, state and foundation grants), personnel management (directing a research center), and community leadership (President of WL Parks and Recreation Board). These two things matter because the board has to work collaboratively, understand the unique perspectives and backgrounds of the other members, and be forward thinking.
Beau Scott: I commend all the candidates running this year; they bring exceptional backgrounds to the table. However, two aspects set me apart: A. Extensive K-12 Public Education Experience: With hands-on teaching, time at the Indiana Department of Education, and over five years collaborating with principals and superintendents statewide, I have a comprehensive understanding of educational challenges and opportunities at all levels. B. Vast Network of Educational Professionals: My statewide connections provide valuable support and insights. For example, I leveraged my network to vet Skybound for our strategic planning, providing testimonials from three or four district partners who had previously worked with Skybound. I shared this information with Dr. Greiner when I met with him this summer and in hopes of instilling confidence in the board’s selection of vendor partnership for this work. In order to provide voters with a more detailed account of my responses, I have included a link here to the unabridged version of each.
Yue Yin: Educational researcher with quantitative training: I have expertise in quantitative methods, data collection and data analysis, which I use to make data-informed decisions. Fresh eyes and unique perspectives of an immigrant: About 22% of WL residents were born in foreign countries. Each culture contributes its own unique and diverse wisdom, making our city a wonderful place to live. I was born in China, received my education in both China and the U.S., and have worked in Hawaii and Illinois. I believe my perspective resonates with our diverse community and brings valuable insight to the board.
CANDIDATE BIOS
Amy Austin
Age: 48
Occupation: Business manager for IN Space, LLC – an aerospace research and development firm – for 21 years
Education background: BS in education from Purdue (with a focus on students with special needs)
Past elected positions, if any: Current school board member since 2020.
Community boards or other community leadership and service: Former Girl Scout Leader, Parent Council president and secretary, long time school volunteer
Immediate family: Husband - BJ; Children - Mary Grace, college freshman; Claire, WLHS senior; and Jack, WLJS eighth-grader
Your campaign site online: www.amyaustin.org
Maria Koliantz
Age: 40
Occupation: Project Manager at Summit Livestock Facilities (Agricultural/Industrial Construction Company)
Education background: Purdue University, B.S. Building Construction Management, 2006, and Purdue University, Executive Graduate Certificate in Construction Management Technology, 2024.
Past elected positions, if any: Parent Teacher Association (PTA) President, Vice President, and Treasurer positions in Detroit. No public office experience.
Community boards or other community leadership and service: Current board member for West Lafayette Schools Education Foundation. I also served as a staff liaison to the Finance Committee of the Detroit Public Schools Foundation board during my employment there from 2018-2022.
Immediate family: My husband Ara (WLHS class of 2002) and I have two kids in WL schools. Zak is in eighth grade (Cross Country, Track, Marching Band) and Kaia is in fifth grade (GLRSA Soccer, Band).
Your campaign site online: mariakoliantz.com
George Lyle
Age: 41
Educational Background: Bachelor of Arts in Journalism (BAJ), Indiana University Bloomington; Juris Doctor (JD) - Washington University in St. Louis; Graduate Certificate in Information Security, Purdue Global
Community boards or other community leadership and service: Served on WLCSC Diversity, Equity and Inclusion Commission; served on "Yes" campaign committee for the 2023 school funding referendum; currently serving as a commissioner for the West Lafayette Human Relations Commission
Immediate family: Dr. Tiffany Lyle (wife/spouse), George (8, third-grader, WLES), Trinity (4, Pre-K, WLES), Aria (2, too young for school)
Campaign site - www.georgelyle.com
David Purpura
Age: 42
Occupation: Professor of Human Development and Family Science; Director of the Center for Early learning
Education background: BA in Psychology from Purdue University; PhD and MS in Clinical Psychology from Florida State University; Postdoctoral Fellowship in Curriculum & Instruction (Mathematics Education) from the University of Illinois at Urbana-Champaign
Past elected positions, if any: Governing Board Chair and Member of the Mathematical Cognition and Learning Society, which is an international research society (2021-2023)
Community boards or other community leadership and service: President, West Lafayette Parks and Recreation Board; Co-Chair of the Vote Yes for the Referendum Campaign (2023); Served on the K-3 Class Size Committee; advised the schools on the implementation of the new PreK Pilot Program; coached youth sports (numerous seasons across basketball, baseball and soccer); Every Student Succeeds Act (ESSA) Accountability State Advisory Committee
Immediate family: My immediate family includes my wife Ashley, my four kids (ages, 12, 10, and twin 7-year-olds), and our almost 1-year-old dog, Teddy Ballgame.
Your campaign site online: www.davidpurpura.com/school-board-campaign
Beau Scott
Age: 42
Occupation: Director of STEM Learning
Education Background: Bachelor’s of Arts: Elementary Education, Purdue University, 2007; Master’s of Science: Educational Leadership, Purdue University 2016; Educational Doctoral Candidate: Instructional Systems Technology, Department of Learning Design and Adult Education, Indiana University
Past elected positions: N/A
Community board or other community leadership services: Currently serving as a board member of the Public Schools Foundation of Tippecanoe County
Immediate Family: Aliya Scott, wife; children: Duke Scott, current fifth-grader at West Lafayette Intermediate School; Azriel Scott, current first-grader at West Lafayette Elementary School
Your campaign Site Online: www.BeauHawkEd.com
Yue Yin
Age: 50
Occupation: Professor of Educational Psychology, Measurement, Evaluation, Statistics and Assessment Program, University of Illinois Chicago
Education background: BS in Chemistry and MA in Education, Peking University; MA in Psychology and Ph.D. in Science Education, Stanford University
Past elected positions, if any: West Lafayette School Board
Community boards or other community leadership and service: Board Member, Public Schools Foundation of Tippecanoe County; Chinese Community Organizer; WL School Board Representative, West Lafayette Community Committee; De-Trash Wabash Volunteer; Board Member, Greater Lafayette Area Special Services; Co-Coach, Robotics Team; Board Representative, Teacher Discussion Group; Board Representative, Teacher Salary Negotiation; Vice President of Public Relations, Toastmasters at Purdue; Volunteer, Vote Yes Campaign for Referendum; Member, West Lafayette Park and Recreation Board
Immediate family: Husband-Qiang Liu; Children – Jiu Jiu Liu, Jiuru Liu and Jiuluo Liu
Your campaign site online: yueyin.us
ABOUT THE NOV. 5 GENERAL ELECTION
Early voting ahead of the Nov. 5 primary election started Oct. 8 with contested races on Tippecanoe County ballots for president, governor, U.S. Senate and Houses, Indiana attorney general, several Indiana General Assembly seats, Tippecanoe County commissioner and Tippecanoe County Council at-large seats, several county elected seats, and Lafayette, West Lafayette and Tippecanoe school corporation school boards. A few things to know:
VOTER REGISRATION/YOUR BALLOT: To check your voter registration and to see candidates and public questions that will be on your specific ballot, go to the Secretary of State’s portal at www.indianavoters.com.
WHERE TO VOTE: In Tippecanoe County, registered voters may cast their ballot at any vote center.
EARLY VOTING
Oct. 8-Oct. 11, 8 a.m.-4:30 p.m., Tippecanoe County Office Building, 20 N. Third St., Lafayette
Oct. 15-Oct. 18, 8 a.m.-4:30 p.m., Tippecanoe County Office Building, 20 N. Third St., Lafayette
Oct. 19, 9 a.m.-1 p.m., McAllister Center, 2351 N. 20th St., Lafayette
Oct. 21-Oct. 25, 8 a.m.-4:30 p.m., Tippecanoe County Office Building, 20 N. Third St., Lafayette
Oct. 22, noon-5 p.m., First United Methodist Church, 1700 Mitch Daniels Boulevard, West Lafayette
Oct. 24, 10 a.m.-4 p.m., Purdue Co-Rec, 355 N. Martin Jischke Drive, West Lafayette.
Oct. 26, 9 a.m.-1 p.m., West Point Fire Station, 4949 Indiana 25 S., West Point; Otterbein United Methodist Church, 405 Oxford St., Otterbein; Clarks Hill Christian Church, 9510 Pearl St., Clarks Hill; 9 a.m.-4 p.m., Tippecanoe County Office Building, 20 N. Third St., Lafayette;
Oct. 28-Nov. 1, 8 a.m.-4:30 p.m., Tippecanoe County Office Building, 20 N. Third St., Lafayette
Oct. 29-Nov. 1, noon-6 p.m., Tippecanoe County Fairgrounds, 1406 Teal Road, Lafayette; Eastside Assembly of God, 6121 E. County Road 50 South, Lafayette; John Dennis Wellness Center, 1101 Kalberer Road, West Lafayette.
Nov. 2, 9 a.m.-3 p.m., Tippecanoe County Fairgrounds, 1406 Teal Road, Lafayette; Eastside Assembly of God, 6121 E. County Road 50 South, Lafayette; John Dennis Wellness Center, 1101 Kalberer Road, West Lafayette.
Nov. 2, 9 a.m.-4 p.m., Tippecanoe County Office Building, 20 N. Third St., Lafayette
Nov. 4, 8 a.m.-noon, Tippecanoe County Office Building, 20 N. Third St., Lafayette
ELECTION DAY VOTE CENTERS: Voting on Tuesday, Nov. 5, will be 6 a.m.-6 p.m. Registered voters in Tippecanoe County may choose any of these sites.
Lafayette
Tippecanoe County Fairgrounds, 1406 Teal Road
Lafayette Community Church of the Nazarene, 3801 Union St.
Evangelical Covenant Church, 3600 S. Ninth St.
Tippecanoe County Historical Association History Center, 522 Columbia St.
Wea Ridge Baptist Church, 1051 E. County Road 430 South
Eastside Assembly of God, 6121 E. County Road 50 South
Northend Community Center, 2000 Elmwood Ave.
West Lafayette
Faith West Community Center, 1920 Northwestern Ave.
Margerum City Hall/West Lafayette City Hall, 222 N. Chauncey Ave.
Connection Point Church, 2541 Cumberland Ave.
John Dennis Wellness Center, 1101 Kalberer Road
Others
Dayton Gathering Point Church, 7201 Wesleyan Drive, Dayton
Shadeland Town Hall, 2485 Indiana 25 West, Shadeland
Battle Ground Fire Station, 112 North St., Battle Ground
Tippecanoe Township Volunteer Fire Station No. 2, 448 W. County Road 650 North, West Lafayette
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Tips, story ideas? I’m at davebangert1@gmail.com.
Thank you, Dave, for asking excellent questions that are closely related to our district! I appreciate your commitment to staying informed and keeping the public informed.