Elizabeth Bates: Laguna Beach School Board Candidate 2026

I am running because I believe LBUSD can be both an excellent school district and a district where students, parents, teachers and taxpayers feel heard and respected. I bring a perspective shaped by 26 years as an LBUSD parent, a Laguna Beach High School graduate, and a businesswoman with more than two decades of fiduciary and real-estate experience. I have raised four children in this district and have seen firsthand what is working and where families need better communication and accountability. My experience on the LBUSD Facilities Master Plan Committee also gave me a closer understanding of the district’s long-term facilities and financial challenges.

My three priorities are student achievement, responsible stewardship and a healthier board culture. Academically, I want clear measures of progress in foundational literacy, mathematics and critical thinking, with regular public reporting so families can see whether programs are producing results. Financially, I want stronger long-term planning, transparent budgets and measurable outcomes for major expenditures. Finally, I want a board culture built around listening, professionalism and collaboration rather than division. During my term, voters should expect published goals, regular progress reports and clear accountability for both academic and financial results. Success should be measured by outcomes—not simply by whether we approve another program or spend more money.

I was not a Board member when the May 12 separation agreement was approved, so I did not cast a vote. Based on what was publicly available at the time, I would have wanted the Board to establish a clear, documented process, carefully evaluate the superintendent’s performance and fully consider the consequences for students, staff and taxpayers before making such a significant leadership change. The Board ultimately approved the separation 3–2, followed shortly afterward by the selection of Don Austin. The lesson I take from the transition is that major leadership decisions require careful planning, clear communication within legal limits, and a transition plan that minimizes disruption.

I support addressing LBUSD’s aging facilities, but any bond must be accompanied by rigorous accountability. The proposed measure would authorize up to $83 million for facility improvements and would replace the district’s existing bond tax as it expires. LBUSD says the expected rate is approximately $8.85 per $100,000 of assessed value, not market value. I would prioritize health and safety, infrastructure, accessibility, modernization and projects that directly benefit students. For example, kitchens for Top of the World and El Morro for whole foods, not processed. We need to explore farm to table. I also support an independent citizens’ oversight committee, annual public spending disclosures, competitive bidding and regular public reporting of project budgets, timelines and outcomes. Taxpayers deserve to know where every dollar goes.

A strong overall district rating should never mean we stop asking which individual students are being left behind. I would focus particularly on foundational literacy, special education, student mental health and bullying. In elementary grades, students need strong fundamentals in reading, writing and mathematics before we layer on increasingly complex technology and curriculum. For example, pencil to paper and less screen time. I would also seek stronger measurement of special-education outcomes and more consistent communication with families. On bullying and mental health, students need adults who listen, clear reporting procedures and timely intervention. My goal would be to establish measurable outcomes in each area and regularly report progress to the community rather than assuming that a high districtwide rating tells the whole story.

The Board should govern; the superintendent should manage the day-to-day operation of the district. The Board’s job is to establish policy, approve the budget, set measurable goals, evaluate the superintendent and provide oversight—not micromanage principals, teachers or staff. At the same time, effective oversight requires meaningful information. I would support clearer reporting on finances, student outcomes, staffing, major contracts and strategic goals. I would also encourage regular communication with employee groups, parents and the community. Trust is rebuilt when people know what decisions are being made, why they are being made and how success will be measured. Transparency and respectful communication should be routine, not something that happens only when controversy arises. A strong leader with expertise can empower both the Board and staff working together to accomplish great things.

Collaboration does not require giving up independent judgment. I would listen carefully to Board colleagues, educators, parents, students and community members, consider the evidence and then make my own decision based on what I believe is best for students and responsible stewardship of public resources. I will disagree when necessary, but I will do so respectfully and without making disagreement personal. Once a lawful Board decision is made, I believe trustees have a responsibility to work together to implement it effectively. My goal is a Board where people can disagree about policy without becoming adversaries—and where decisions are driven by facts, student needs and the long-term interests of the entire LBUSD community.