Molly Davidson:

What is your vision for the future of Alberton School over the next 5–10 years, and what role do you see the school playing in our community?

My vision for the next five to ten years is to build on the positive momentum at Alberton School and create a thriving, vibrant experience for every student. While there is work ahead, I see tremendous potential in our school, and I am committed to supporting that progress. I believe that a strong, local school best serves the students and families of our community. Alberton Public School is the heart of our town, and maintaining local governance ensures that decisions reflect our shared values and priorities.

My experience as a parent at Alberton School has given me a firsthand view of the significant and positive strides the Alberton School District is making. This includes an influx of resources through the $1 million Montana READs Grant, the hiring of a qualified and experienced administrator, high engagement and volunteerism from community members, the successful return of local athletics, and the positive experiences we have witnessed with the small class sizes and talented educators.

I will leverage my strategic and and visionary strengths, combined with a practical sense, a willingness to hear perspectives, and a get-things-done approach. I see a future in Alberton where the Alberton School thrives and attracts local families to choose Alberton School over out-of-district schools. My intent is to support academic performance improvement, discover ways to enrich curriculum options, expand access to extracurricular activities, and increase opportunities to support students' well-being, preparing them for life experiences.

I see the role of Alberton School in our community as providing local access to resources that support student well-being, fostering a sense of community and identity, and offering academic and extracurricular opportunities close to home. By supporting a locally governed school, we not only enhance our students’ futures but also strengthen the long-t

Why are you running for the Alberton School Board, and what personal or professional experiences have prepared you for this role?

I am running for the Alberton School Board because I believe in Alberton's students and community and want to help make it an even better place. I want to leverage my professional experience and strengths to support the Alberton School, and it would be an honor to serve if selected by the community. When I asked my fourth-grade daughter why she thought I should run, she said, “Because you are nice and you are good at managing things because you’re an engineer.” I take that to mean she sees my respectful approach and my ability to thoughtfully solve problems to move initiatives forward, which are qualities I would bring to the Board.

Through my personal and professional experiences, I have developed strong governance skills, long-term planning expertise, and financial oversight. I also embody a positive, respectful, proactive approach grounded in practicality and sound judgement.

I have spent 25 years as an engineer with Morrison-Maierle, working to solve challenges that directly impact the communities we serve. Growing from intern to senior leadership has deepened my commitment to investing in the places we call home and building relationships grounded in trust, accountability, and service. Through my career work with local governments, I have learned the importance of listening carefully, gaining perspective, and planning thoughtfully.

I have experience on numerous Boards, including Big Brothers Big Sisters of Missoula. This experience was both personal and leadership-driven—I was first a Little Sister, then a Big Sister, and later served as Board president. Experiencing mentorship from both perspectives shaped my commitment to youth opportunity and reinforced my belief that strong governance and community partnership directly influence student success.

Currently, I am applying my professional expertise to the PEAK Foundation Grants Committee and preparing a grant application to support critical infrastructure needs for the Alberton School District. If elected, I would bring that same dedication to community, collaboration, and long-term focus to the School Board, ensuring decisions reflect the values and priorities of Alberton students.

For more than a decade, my husband and I have operated Crescent Ridge Farm here in Alberton, which keeps us closely connected to the community and the families we serve. That connection reinforces my commitment to supporting a strong, locally governed school.

With a tight school budget and difficult financial decisions ahead, how would you approach setting priorities and making budget decisions while keeping students’ best interests at the center?

Achieving a vibrant, thriving school environment while faced with limited resources is challenging in most public school systems. This is even more challenging in rural schools such as Alberton Public School, where limited revenue and budget changes can have a significant impact. My approach to setting financial priorities involves staying focused on student outcomes, maintaining transparency and collaboration, and exercising fiscal responsibility.

If budget reductions became necessary, my priority would be to minimize the impact on students while maintaining fiscal responsibility. Any short-term adjustments should be paired with a long-term plan focused on strengthening enrollment, improving academic excellence, expanding community partnerships, and pursuing grant opportunities to provide continued stability and growth.

My experience managing a 22-person engineering department, co-owning and operating Crescent Ridge Farm, overseeing complex infrastructure projects with multi-million-dollar budgets, and serving in fiscal leadership roles on other boards has developed my capacity for strong financial stewardship and sound strategic judgment. I am comfortable making thoughtful, even difficult, decisions while keeping a clear focus on long-term stability and growth.

How would you balance academic success, student well-being, and extracurricular opportunities when making decisions as a board member?

Academic success, student well-being, and extracurricular opportunities are all deeply important for the students of the Alberton School. I acknowledge that these are not competing priorities but are interconnected. Our students must be prepared for the real world with a solid academic foundation and, at the same time, maintain strong well-being to thrive. Extracurricular programs function to keep students connected to school and each other. Ultimately, the goal should be to support the whole child, academically, socially, and emotionally, so students graduate prepared not just for tests, but for life. The key to finding balance is being guided by data, such as performance metrics, attendance and participation, and community input, while keeping focus on long-term stability.

How do you believe the school board should work with families, staff, and the community—especially when there are disagreements or tough decisions to be made?

As a School Board Trustee, I understand that this role is to govern and oversee the School District. This is an important responsibility that should not be disregarded. A Trustee must be willing to fully understand issues through respectful engagement with community members, taking the time to listen to and understand various viewpoints, and making informed decisions with the best interests of the students always at the forefront.

Through my professional role managing a department at an engineering firm, including project management of large construction projects, my experience lends a thoughtful approach to disagreements and making tough decisions. I have strong skill sets, including respectfulness, integrity, and professionalism, and I strive to be informed. There will be times when a tough decision is made that not everyone will agree with. Under those circumstances, it is important to have a thoughtful and informed approach guided by the intent to uphold the students' interests first.

Brad Davis (No photo provided)

What is your vision for the future of Alberton School over the next 5–10 years, and what role do you see the school playing in our community? 

Alberton Schools needs to be a place where children are encouraged to think independently and with an open mind, where they can aggressively pursue a depth and breadth of information which helps expand their worldview and where they may potentially fit within that world as they discover and develop who they are. This can involve adapting, modifying, or developing and introducing new targeted teaching methods, policies, and disciplines. If this means novel approach(es) to interpreting state and federal standards resulting in improved learning results then I will consider this a success. 

Additionally, the school system, as led by the board of trustees, must begin looking to the future, what the path should look like, and determine how best to get there without becoming (or being perceived) as a burden to the community. Frankly, the school should begin developing unconventional/non-traditional profit centers which could open doors to better financial compensation for staff and teachers and additional funding for educational program expansions. 

The student body should be encouraged to volunteer around the community. Business can be offered the opportunity to petition for assistance from the school for various jobs that can be considered a positive learning experience (to be reported on by the students) or an enhancement of a student’s skill set from a trade-related task. There is also opportunity to send the students into the community for recycling, cleanup, town-related tasks which may need completed. 

Why are you running for the Alberton School Board, and what personal or professional experiences have prepared you for this role? 

I feel this community (which includes the school of course) has the potential to step beyond the status quo even if only a little bit and be recognized as a place full of opportunities. We have always had the potential - it’s time to take greater advantage of that potential. 

My daughter Raeleen graduated from Alberton schools as co-valedictorian. She had expressed a number of times that the coursework lacked challenge. Specifically, her concern was that the classes were designed and executed to cater to the lowest common denominator of student performance. Based on the school’s recent performance results with the state, it appears that isn’t good enough. I admit I am not a fan of a standard that doesn’t accommodate a broad range of students with a variety of learning methods, but neither should we aim to rubber stamp or meet the bare minimum on behalf of our children’s education. 

I have previous experience as a trustee of the Alberton school board. I also have 30 plus years in Quality and Regulatory management in the aerospace and medical device industries. Managing projects was a key function of those positions.

With a tight school budget and difficult financial decisions ahead, how would you approach setting priorities and making budget decisions while keeping students’ best interests at the center? 

Given our current position with the state, I would not prioritize anything beyond the essentials or core curriculum which meet the requirements as established by the state - everything else requiring funding is irrelevant and must pay for itself. We should define clearly what the state’s expectations are and assign objectives and goals which minimally meet or exceed those expectations via the shortest and most efficient path. 

Student interest with regard to their educational quality and experience must always be a priority, relative to meeting the defined standard of the state. 

How would you balance academic success, student well-being, and extracurricular opportunities when making decisions as a board member? 

1) Student well-being first and foremost, 

2) Academic success as it is the foundation for their future, and lastly 

3) Extracurricular opportunities, as these can be shifted elsewhere, e.g. intramural sports, community athletics, national/local clubs… parents can participate in the same way, but also need to be keenly aware that if the money isn’t available, then neither will a school-sponsored activity. 

How do you believe the school board should work with families, staff, and the community—especially when there are disagreements or tough decisions to be made? 

The current hierarchical structure is acceptable for now - there’s many justified reasons it’s in place, not the least reason is so that every party has an opportunity to offer their input for consideration. Realistically, everyone involved has a job/career. It is not always convenient to coordinate schedules in a reasonable way between all interested parties. 

Ultimately disagreements are a matter of opinion. Opinions have their place, but should be weighted for what they’re worth. Facts and truths matter most when making decisions. The board of trustees is elected to make those decisions after considering and weighing opinions, facts, and truths, period.

Gary Gagliardi

What is your vision for the future of Alberton School over the next 5–10 years, and what  role do you see the school playing in our community? 

I would like to see the school get back to full, or near full enrollment in the next 5-10 years, as I  believe this is key to a vibrant and successful school. I picture a school where we have a full time music program again, maybe even some additional electives. I see a school where the  teaching staff is well paid, happy, and stays in Alberton for the long term, hopefully setting down  roots and further entwining school and community. 

Why are you running for the Alberton School Board, and what personal or professional  experiences have prepared you for this role? 

I am running for school board because I believe, as a community, one of our most important  responsibilities is educating our youth. I care deeply about our students and want to see that they  are given the best possible opportunities that we can offer. 

I feel exceedingly prepared for this task because I have previously sat on the school board. Because of this experience, I possess an understanding of the unique challenges faced by our  district, as well as the mechanics of how a school is run. As well, I have more than ten years  experience as a small business owner, during which I have learned a lot about managing people,  promoting positive culture, and fiscal responsibility. 

I also started the Alberton PTSA in 2020. 

With a tight school budget and difficult financial decisions ahead, how would you  approach setting priorities and making budget decisions while keeping students’ best  interests at the center? 

Given the budgetary constraints the school faces, I believe we need to be very careful about how  we spend our resources. I believe that in a constrained system, when assigning resources, it is  important to look at the number of students benefitted. I would prioritize things that benefit a  larger number students over just a small group.

An idea I would like to challenge the board to take up when looking at budgeting priorities, is to  find ways to cut waste and redundancy and then use that funding to give the teachers raises. I  think our school faces systemic issues that could be relieved by lower teacher turnover rate and having overall more satisfied employees. Happy employees contribute to better culture which in  turns improves all outcomes. While this idea may seem “teacher centered” it’s effects would be  in the best interest of the students and community. 

How would you balance academic success, student well-being, and extracurricular  opportunities when making decisions as a board member? 

While I do believe all three of these things are important, I feel they need to be prioritized  accordingly. Student well-being is first and foremost. If a student does not feel safe and their  needs are not met, they will not be successful academically or in extracurricular activities. I  believe it absolutely starts with student well-being. 

Once student well-being is taken care of, the next priority would be academic success. Students  who are academically successful are better prepared for life. Successful students tend to have  more self-confidence, better mental health, improved life skills, time management skills,  effective communication and other benefits that are important for success later in life. In my  mind this is the main job of a school system. 

Extracurriculars are also an important part of student life. They foster resilience, cooperation,  teamwork, and better mental health among other things. They can very much benefit students as  they make their way to adulthood. While they are important and beneficial, I feel they do need  to come second to learning. Resources should be focused first on curricular activities and then  on extracurricular activities. 

How do you believe the school board should work with families, staff, and the  community—especially when there are disagreements or tough decisions to be made? 

I believe school board meetings should be a place where the community feels welcome and  encouraged to have their voices heard. I think the school board can and should do more to  engage with the community and let everyone’s opinion be heard, even ones that don’t align with  the trustees’ opinions. 

If elected to the school board, I intend to make myself very available to families and the  community for conversations regarding the school. During my previous time on the board, I  held “office hours” weekly for two hours on Tuesday nights at Sporty’s, where I invited anyone  who wanted to chat to come visit. I also, widely shared my email address and phone number. 

As elected officials, I believe the board owes it to the community to make time to engage and  listen. Even when we don’t share the same opinions, it’s a board members duty to listen and 

consider the other perspective. I believe that if we work through disagreements and tough  decisions with integrity and good intention, we will find the best outcomes. 

With regards to working with staff, while I am very open to having conversations with staff  members, I do believe certain topics and conversations need to follow a hierarchy and protocol  which is outlined in the board policy manual. 

Please feel free to reach out to me with any questions, concerns, or other input (406) 274-4747,  gary.j.gagliardi@gmail.com. Thank you for considering me for this position on the school board.

Michelle Patterson (Wilson)

What is your vision for the future of Alberton School over the next 5–10 years, and what role do you see the school playing in our community?

My vision for Alberton School is simple: that it remains strong, sustainable, and thriving for generations to come. I graduated from Alberton in 2012, and it is my deepest hope that my children and grandchildren will have the same opportunity I did, which is to grow up in this school and this community. Alberton School is more than a building; it is the heartbeat of our town. Schools like ours serve as the foundation of community life; places where children learn, friendships are formed, and families find connection and support. I am committed to protecting that foundation and ensuring our school remains a source of pride for every family in this valley.

Why are you running for the Alberton School Board, and what personal or professional experiences have prepared you for this role?

I am running because I believe every child in our community deserves access to a quality education, including my own. I have three children, as well as nieces and a nephew, who walk through the doors of Alberton School every day. This is personal and runs deep. Many of your children already know my face—from volunteering in classrooms, chaperoning field trips, and cheering in the stands at home and away games (Go Panthers!). I have also had the privilege of working with some of Alberton’s youngest learners at the Alberton Early Learning Center. This school shaped me, and I want to help shape its future. I am not running to sit on the sidelines, I am running to show up, just as I always have.

With a tight school budget and difficult financial decisions ahead, how would you approach setting priorities and making budget decisions while keeping students’ best interests at the center?

Responsible budgeting starts with clarity on what your students truly need, and protecting those things first. I believe the process should begin by identifying the non-negotiables: the programs, services, and supports that directly impact student outcomes and cannot be compromised. From there, every budget decision should be built around those priorities, shaped by input from educators, parents, and community members who understand what our kids need most. Our community deserves transparency in how decisions are made and confidence that every dollar is working for our students.

How would you balance academic success, student well-being, and extracurricular opportunities when making decisions as a board member?

I do not see academics, well-being, and extracurricular activities as competing priorities; I see them as one. A child cannot truly succeed in the classroom if they are struggling emotionally, and they cannot reach their full potential without opportunities to discover who they are outside of it. As a board member, my goal is to support a school environment where these three pillars reinforce one another, so that every student in Alberton has a real chance to thrive, not just academically, but as a whole person.

How do you believe the school board should work with families, staff, and the community—especially when there are disagreements or tough decisions to be made?

Trust is earned through transparency, and I believe that is where every difficult conversation has to start. The board’s responsibility is to keep students at the center, even when the path forward is not easy or universally agreed upon. That means actively listening to families and staff, being honest about the challenges we face, and never losing sight of who we are here to serve. When disagreements arise, structure and respectful dialogue is essential. A community that is this dedicated to its school deserves a board that meets that dedication with openness, integrity, and a genuine commitment to doing right by every student.

Hunter Roehl

What is your vision for the future of Alberton School over the next 5–10 years, and what role do you see the school playing in our community?

My vision for Alberton School over the next 5-10 years is to see it strengthening as a high-performing, financially stable, and student-centered district that families are proud to be part of. I want our school to provide strong academic foundations while also preparing students with practical skills, leadership qualities, and real-world readiness.

Our school drives local engagement and plays a direct role in keeping our town active and attractive to new families. A thriving school supports property values, strengthens community pride, and helps ensure long-term sustainability for Alberton. 

Why are you running for the Alberton School Board, and what personal or professional experiences have prepared you for this role?  

I am running because I have three children currently attending Alberton Schools, and I am fully invested in ensuring decisions are made in the best interest of our students, teachers, and community.

I’m a native Montanan and have lived in Alberton for 16 years. Our children have attended other nearby schools, and we have found that Alberton has exceeded our expectations in many ways.  I believe strongly that our school is an asset worth protecting and strengthening.

Professionally, I have over 18 years of leadership and advanced analytics experience. I currently serve as Principal – Advanced Analytics, where I lead strategic initiatives, develop forecasting models, manage performance metrics, and deliver measurable financial impact. My background includes team management, training development, fraud prevention, and cross-functional collaboration with finance and operational leadership.

I understand how to evaluate complex information, ask the right questions, identify risks and opportunities, and make disciplined decisions based on data. Those skills translate directly to responsible board governance.

Additionally, I have coached and led youth sports programs for several years, giving me firsthand experience mentoring students, working with families, organizing volunteers, and building positive team cultures. Service is a core value in our household, and we actively support local initiatives that strengthen both our school and community. I also volunteer my time operating the scoreboard at Panthers and Lady Panthers basketball games. These experiences reflect my commitment to student development both inside and outside the classroom.

With a tight school budget and difficult financial decisions ahead, how would you approach setting priorities and making budget decisions while keeping students’ best interests at the center?  

Responsible financial stewardship is critical.  My approach would be disciplined, data-informed, and grounded in our community’s values. That means:

• Clearly identifying core priorities that directly impact student learning and safety

• Measuring performance and outcomes where possible

• Evaluating trade-offs with transparency

• Planning with long-term sustainability in mind

How would you balance academic success, student well-being, and extracurricular opportunities when making decisions as a board member? 

Students perform best when they feel safe, supported, and connected. Athletics, arts, clubs, and activities often drive engagement and build leadership, resilience, and teamwork skills that directly enhance classroom performance.

As a board member, I would focus on:

• Maintaining strong academic standards

• Supporting safe and positive school culture

• Ensuring extracurricular opportunities are sustainable and equitable

How do you believe the school board should work with families, staff, and the community —especially when there are disagreements or tough decisions to be made?  

Strong governance requires transparency, respect, and steady leadership.

Disagreements are natural - especially when decisions affect children and taxpayer dollars. The board’s responsibility is to listen carefully, evaluate facts objectively, and focus on long-term student success. 

I have led cross-functional initiatives across departments with differing priorities. Success comes from keeping the shared objective front and center and maintaining professionalism throughout the process. The same principle applies here: stay focused on students, communicate clearly, and lead with integrity.