Shaheen Sheik-Sadhal: Laguna Beach School Board Candidate 2026

I’m running because I believe LBUSD is an exceptional district that can be even stronger when decisions are collaborative, educators are respected, families are heard, and students remain at the center.

I’m an LBUSD parent, attorney, longtime PTA leader, and community advocate. I bring more than 20 years of experience advising organizations on governance, complex decision-making, and fiduciary responsibility, along with years of hands-on involvement in our schools. I would bring a collaborative, thoughtful, and student-centered approach to the Board.

Strong schools depend on trust and collaboration among educators, staff, families, district leadership, and the Board. I will work to rebuild those relationships through collaborative decision-making that respects professional expertise and keeps students at the center.

I want every student to be appropriately challenged and growing. LBUSD’s strong district-wide performance gives us an excellent foundation, but we should continue looking closely at student growth across the academic spectrum and building on the great work already happening in our classrooms.

Finally, we must prepare students for a rapidly changing world while supporting the whole child. That means strong writing and critical-thinking skills, thoughtful and purposeful use of AI and technology, and continued attention to student well-being so every student feels challenged, supported, and seen.

Based on the information made publicly available, I would not have supported the separation agreement with Dr. Glass or the process used to appoint his successor.

A superintendent transition is one of the most consequential decisions a school board makes. It should be handled deliberately, transparently, and with appropriate community input.

Dr. Austin is now LBUSD’s superintendent, and I want him and the district to succeed. The lesson going forward is that sound process matters. Major decisions should strengthen public confidence rather than leave the community questioning how or why they were made.

Yes. I support Measure A and believe maintaining high-quality school facilities is an important long-term investment in our students and community.

Bond expenditures should remain tied to the projects and purposes presented to voters, with priorities guided by the district’s Facilities Master Plan. I support strong taxpayer safeguards, including independent audits, a citizens’ oversight committee, transparent public reporting, competitive procurement, and careful monitoring of project budgets and timelines.

We have an exceptional district, talented educators, strong programs, and students who consistently achieve at high levels. My focus is on building on that strong foundation and continually asking where we can do even better.

One opportunity is to look more closely at whether every student is appropriately challenged and growing, including students who are doing well but may have greater potential. I would support using student-growth data alongside teacher expertise to identify opportunities for greater challenge, engagement, and support.

In a high-performing district, continuous improvement should be the standard. Doing well should give us the foundation, and the ambition, to keep getting better. I also want continued attention to student mental health and belonging. Academic success and student well-being are connected; every student should feel appropriately challenged, supported, and seen.

The Board should govern; the superintendent should manage.

The Board’s role is to establish priorities and policy, oversee finances and district performance, hire and evaluate the superintendent, and remain accountable to the public. It should not micromanage day-to-day operations or substitute individual trustees’ judgment for professional expertise.

I would work toward more predictable and accessible Board meetings, timely agendas and supporting materials, clear public communication, and collaborative relationships with district leadership and employees. Good governance should generally be steady and uneventful, allowing educators and administrators to focus on students rather than Board politics.

Collaboration and independence are not opposites. Good decisions come from listening to different perspectives, asking difficult questions, examining the evidence, and then exercising independent judgment.

As an attorney, I advise clients every day in situations where thoughtful people may disagree. You can disagree respectfully without making the disagreement personal.

I will listen to fellow Board members, educators, staff, parents, students, and community members, but no individual or organization will determine my vote. My responsibility as a trustee will be to make the decision I believe best serves LBUSD students and the district as a whole.