Clark Callahan
From Ballotpedia
Clark Callahan is running for election to the Douglas County School District Board of Directors to represent District E in Colorado. He is on the ballot in the general election on November 4, 2025.[source]
Callahan completed Ballotpedia's Candidate Connection survey in 2025. Click here to read the survey answers.
Biography
Clark Callahan's career experience includes working as an educator and administrator. He earned a bachelor's degree from the University of Northern Colorado in 2003, a graduate degree from Fairfield University in 2005, and a graduate degree from Columbia University in 2009. Callahan has been affiliated with Colorado High School Charter.[1]
Elections
2025
See also: Douglas County School District, Colorado, elections (2025)
General election
The general election will occur on November 4, 2025.
General election for Douglas County School District Board of Directors District E
Clark Callahan and Dede Kramer are running in the general election for Douglas County School District Board of Directors District E on November 4, 2025.
Candidate | ||
 | Clark Callahan (Nonpartisan)  | |
 | Dede Kramer (Nonpartisan) | |
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Endorsements
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Campaign themes
2025
Ballotpedia survey responses
See also: Ballotpedia's Candidate Connection
Clark Callahan completed Ballotpedia's Candidate Connection survey in 2025. The survey questions appear in bold and are followed by Callahan's responses. Candidates are asked three required questions for this survey, but they may answer additional optional questions as well.
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I am running for the Douglas County Board of Education because I believe every child deserves a school system that helps them thrive. As both a parent and an educator, I’ve lived the highs and lows, watching one of my kids struggle to find the right fit, another lose interest because they weren’t challenged, and another discover the supports she needed to succeed. I want to help build a system where every student, no matter their learning style, interest, or challenge, can find their spark. With more than 20 years of experience as a teacher, principal, and executive director, I bring the leadership and perspective needed to champion excellence, expand opportunity, and build trust in our schools.
- Using data—not guesswork—to make decisions that improve outcomes.
- Creating multiple pathways so every student has options, whether their future is college, a trade, military service, or something entirely different
- Managing finances responsibly so we can meet every student’s needs and pay educators competitively
Expanding support for students with unique learning needs, including gifted learners, students with disabilities and ensuring that all of our young people have access to mental health supports.
My parents! I have been blessed with incredible parents. I was not an easy kid to raise. My parents knew when to pull me close and when to give me space and let me learn lessons through natural consequences all while loving me unconditionally. I aspire to find the balance of protecting my kids while also knowing the importance of natural consequences and a scraped knee can be more instructive than a parent saying slow down.
The most important characteristics for an elected official are integrity, transparency, and a deep commitment to service. Leaders must listen first, seek to understand all perspectives, and make decisions grounded in what is best for students and the community. An effective board member should also be data driven and fiscally responsible, able to weigh tough choices while never losing sight of the mission of public education: helping every child succeed.
The core responsibilities of a school board member are to set a clear vision for student success, ensure fiscal responsibility, and build trust with the community. That means adopting policies that expand opportunities for all learners, holding the district accountable for results, and making sure taxpayer dollars are used wisely. Board members must also support and value educators, partner with families, and create conditions where every child, no matter their background, learning style, or aspiration, can thrive.
I don't feel old enough to be talking about a legacy. I hope people say I am good listener, I put kids at the center of decisions and I work hard.
The first historical event I clearly remember was the tragic shooting at Columbine High School in 1999. I was a senior at Arapahoe High School at the time, and it had a profound impact on me, my classmates, and our community. For the first time, I realized that schools, places we all saw as safe and supportive, could be the location of previously unimaginable tragedies. That event shaped the way I think about education, safety, and the responsibility adults have to protect and guide young people. It continues to influence my commitment to creating schools where young people feel secure, supported, and able to focus on learning.
My first real job was being a life guard and swim instructor. I did so throughout high school and college. My final year life guarding and teaching swimming was when I fell in love with the camp director who is now my wife.
The primary job of a school board member is to ensure that every decision made by the district keeps students at the center. That means setting a clear vision, establishing policies that create multiple pathways for success, and holding the system accountable for results. Board members must also manage resources responsibly and build trust with parents, educators, and the community.
My constituents are all the students of Douglas County and the families, educators, and community members who support them. While students are at the heart of every decision, I believe board members must also listen carefully to parents, teachers, and taxpayers to ensure that our schools reflect the values and needs of the entire community.
I would support the diverse needs of students, faculty, staff, and our community by centering three practical priorities: high expectations with multiple pathways, targeted supports, and strong partnerships.
• Multiple pathways & personalized learning: Expand and protect a menu of high quality options (rigorous college prep, career & technical education, alternative programs, and strong charter and neighborhood schools) so every student can find the right academic fit.
• Early identification & targeted supports: Prioritize screening and early intervention (literacy, math, dyslexia, mental health) and ensure special education and intervention services are timely, well staffed, and data driven.
• Invest in educators: Pay and retain great teachers, provide meaningful professional development on differentiated instruction and inclusive practices, and reduce non-instructional burdens so educators can teach.
• Fiscal responsibility: Use data and community feedback to allocate resources responsibly so that every young person has the resources they need and so we can compensate our educators competitively.
• Family and community partnerships: Make the district accessible and accountable: regular community listening sessions, a clear process for parent input, and stronger ties with local businesses, nonprofits, and post-secondary partners to expand real world opportunities.
• Safe, supportive school climates: Support programs that promote social emotional learning, crisis response, and mental health services so students and staff feel safe and ready to learn.
I believe strong schools are built on strong community partnerships. I will prioritize listening and accessibility by holding regular community conversations, being present in schools, and maintaining open lines of communication. I plan to engage parents and families across both neighborhood and charter schools, connect with teachers and staff, and build collaborative relationships with local businesses, higher education institutions, and nonprofit organizations. I will also seek out the voices of students themselves, since they are at the center of our work. These priorities are all part of my current practice as a school administrator and are things I am not only experienced and comfortable doing they're also things I enjoy and look forward to. By bringing groups together, we can create more opportunities, expand pathways, and strengthen trust across Douglas County.
Good teaching combines high expectations, meaningful relationships, and evidence based practices that engage every student. I measure teaching success by student growth, mastery of standards, and the ability to inspire curiosity and critical thinking, while also considering feedback from students, parents, and peers. To support advanced teaching approaches, I would invest in professional development, provide collaborative planning time, and encourage innovative strategies such as project-based learning, differentiated instruction, and real world applications that meet students where they are and challenge them to go further.
To ensure our schools are properly funded, I would focus on two key strategies. First, we must demonstrate to taxpayers that every dollar is being used effectively, investing in high impact programs, supporting educators, and maintaining fiscal transparency. Second, I would advocate at the state level for a fair distribution of tax dollars so that Douglas County students receive the resources they need to thrive. By combining responsible stewardship with proactive advocacy, we can strengthen our schools without overburdening families.
The principles that drive my policies for school safety are prevention, preparedness, and support. Schools should proactively address risks through clear protocols, secure environments, and strong relationships between staff and students. At the same time, safety policies must include mental health resources and social-emotional supports so students feel protected, supported, and ready to learn. We need to continue to invest in things that we know work like Safe to Tell, School Resource Offices and mental health supports. While also continually assessing best practices and adjusting our approach and strategy to make our schools as safe as possible. My wife, three children and I are in schools five days a week ensuring that they and all of our young people and educators are as safe as possible is my number 1 priority.
I would support the mental health needs of students, faculty, and staff by ensuring access to qualified counselors, social emotional learning programs, and timely interventions. For students, that includes screening, support services, and partnerships with our mental health providers. For faculty and staff, I would advocate for professional development, wellness programs, and resources to manage stress and maintain a healthy work-life balance. The goal is to create a safe, supportive environment where everyone can thrive academically and personally.
I believe the Board should create a regular system for reviewing all district policies, as many have not been updated in over a decade. This would ensure our policies reflect current research, best practices, and the evolving needs of students, families, and educators. I would also advocate for policies that expand pathways for student success, strengthen supports for students with unique learning needs, and provide clear guidance for the responsible use of technology, including AI, while maintaining a focus on critical thinking and ethical decision making.
My ideal learning environment is one where every student feels challenged, supported, and inspired to reach their full potential. Classrooms and schools should offer multiple pathways for success rigorous academics, career and technical education, arts, and alternative programs so every child can find the right fit. Students should have access to timely support for academic, social, and emotional needs, while educators are empowered with the resources, professional development, and autonomy to teach effectively. Above all, the environment should be safe, inclusive, and built on strong relationships among students, teachers, families, and the broader community.
I will build strong relationships with parents by being accessible, transparent, and responsive. That means holding regular listening sessions, visiting schools, and making sure parents feel their concerns are heard and addressed. As both a dad and an educator, I know how important it is for families to trust that their children are supported, so I will work to create open lines of communication and genuine partnership between the district and parents.
My preferred strategies for recruiting faculty, staff, and administrators focus on three priorities: competitive compensation, a supportive culture, and opportunities for growth. We must pay educators fairly to attract top talent, but just as important is creating a climate where teachers and staff feel valued, supported, and trusted. I also believe in investing in professional development and clear career pathways so that great educators can grow into leadership roles without leaving the classroom or the district. By combining financial responsibility with a strong culture, Douglas County can become the destination district for the best educators.
I would like to see the curriculum evolve to prepare students for the modern world while maintaining strong foundational skills. This includes integrating instruction on how to use artificial intelligence effectively and ethically, fostering digital literacy, and emphasizing critical thinking, problem-solving, and creativity. By doing so, students can leverage technology as a tool to enhance learning while developing the judgment and skills needed to navigate our ever changing world.
Artificial intelligence should be a tool that enhances teaching and learning, not a replacement for critical thinking. Students should learn how to use AI effectively and ethically, applying it to research, problem-solving, and real-world projects. At the same time, educators should be supported in integrating AI into instruction in ways that promote creativity, collaboration, and higher-order thinking skills.
As I’ve shared my own family’s journey with dyslexia, I’ve heard countless families and individuals share theirs. Dyslexia affects 15–20% of people and impacts not only reading but also access to information and often, self-esteem. The good news is that once diagnosed, we know how to support learners, helping them build strong reading skills, access information, and grow in their confidence as students.
I am proud of leading the turnaround of the lowest performing high school in Denver. At the time the school had been on the State's Accountability Clock for four years. I was hired as the principal and told we had one year to turnaround the performance of the school or we would be closed down. We pulled together an awesome group of educators and used data to make our decisions and met the benchmarks we were given in the first year and two years later were one of the highest performing alternative education campuses in the City of Denver. Two years later our enrollment surged and we were able to add a second campus and today I am excited to go to work everyday as the executive director of that organization.
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See also
2025 Elections
External links
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Candidate Douglas County School District Board of Directors District E |
Personal |
Footnotes
- ↑ Information submitted to Ballotpedia through the Candidate Connection survey on September 24, 2025
