Franco Ruggeri
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Franco Ruggeri ran for re-election to the Miller Creek School District, At-large in California. He was on the ballot in the general election on November 5, 2024.[source]
Ruggeri completed Ballotpedia's Candidate Connection survey in 2024. Click here to read the survey answers.
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Biography
Franco Ruggeri provided the following biographical information via Ballotpedia's Candidate Connection survey on October 17, 2024:
Elections
General election
Election results
Endorsements
To view Ruggeri's endorsements as published by their campaign, click here. Ballotpedia did not identify endorsements for Ruggeri in this election.
Ballotpedia survey responses
See also: Ballotpedia's Candidate Connection
Franco Ruggeri completed Ballotpedia's Candidate Connection survey in 2024. The survey questions appear in bold and are followed by Ruggeri's responses. Candidates are asked three required questions for this survey, but they may answer additional optional questions as well.
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As a dedicated leader, parent, and community member, I am committed to ensuring every student in the Miller Creek School District has the opportunity to succeed in a safe, inclusive, and well-equipped learning environment. Through transparency, collaboration, and a focus on educational excellence, I will continue to advocate for the success and well-being of our students, educators, and community.
- As a resident of the Miller Creek School District for over 13 years, I am deeply committed to our community's well-being and success. My involvement extends beyond the boardroom—I coach youth soccer, actively participate in local school events, and have a vested interest as a parent of two children (ages 8 & 11) currently attending district schools. My experiences as a coach and parent give me a unique perspective on the challenges and opportunities our students and families face, and I am dedicated to fostering an environment where every child can thrive.
- Professionally, I lead product initiatives at Salesforce, where I develop solutions by leveraging my expertise in executive leadership, financial management, and cross-functional collaboration—skills that directly strengthen my contributions to the school board.
- If re-elected, I will continue to advocate for educational excellence, equity, and the well-being of our students. I am committed to maintaining our district's high standards while adapting to the evolving needs of our community. I respectfully ask for your vote to continue this important work.
Finance, educational programs, community
For anyone interested in understanding how I think about leadership, "Leaders Eat Last" by Simon Sinek is another excellent choice. It’s a book about servant leadership and how great leaders prioritize the well-being of their team, which directly relates to my approach in working with teachers, staff, and families. I believe leadership is about serving others, not holding power.
The most important characteristics for an elected official are integrity, transparency, and a strong commitment to serving the community. Integrity ensures that decisions are made in the best interest of constituents, not for personal gain. Transparency builds trust, enabling the public to hold officials accountable for their actions. Finally, a deep sense of community service drives an official to prioritize the needs and voices of those they represent, ensuring their work reflects the values and aspirations of the people.
I believe that several key qualities would make me a successful officeholder, especially in my role as a school board trustee. First and foremost, I bring a deep commitment to the community. As a parent of two children in the district, a youth coach, and someone who has lived in the community for over 13 years, I have a genuine passion for the success of our schools and a vested interest in ensuring that every student has access to the best possible education.
Another quality that sets me apart is my ability to listen and collaborate. In my professional life as a product manager and my role on the school board, I’ve learned how important it is to hear all perspectives and bring people together to find common ground. I take the time to understand the concerns and needs of parents, teachers, students, and staff, and I’m committed to making decisions that are informed by those voices. I’m also not afraid to make tough decisions when necessary, but I always do so thoughtfully, with the best interests of the community in mind.
I also bring a strategic mindset. My background in product management has honed my ability to think long-term, analyze data, and develop strategies that deliver results. I approach challenges with a solutions-oriented mindset, always looking for ways to improve and innovate while staying grounded in the district’s mission and values.
Finally, I believe my transparency and accountability make me an effective leader. I hold myself to a high standard of integrity, and I’m committed to open communication with the community. I believe in being accessible and transparent in my actions and decisions, ensuring that everyone feels informed and confident in the direction of our schools. The core responsibilities of a school board trustee revolve around ensuring that our schools are providing the best possible education for all students. This includes setting the vision and strategic direction for the district, supporting policies that improve academic outcomes, and ensuring that all students have access to a safe and inclusive learning environment. It's also crucial to oversee the responsible use of district resources, ensuring fiscal accountability and transparency in budgeting decisions.
In my view, the primary job of a school board member is to ensure that every student in the district has access to a high-quality education that prepares them for the future. This means setting the strategic direction for the district and supporting policies that create the best learning environment for students. It’s about putting students first, while balancing the needs of teachers, staff, and families.
My constituents are the students, parents, teachers, staff, and community members within the Miller Creek School District. First and foremost, my responsibility is to the students. Every decision I make is focused on ensuring that they receive the best education possible in a safe, inclusive, and supportive environment.
Supporting the diverse needs of our district’s students, faculty, staff, and community requires a commitment to equity, empathy, and collaboration. For students, this means creating an inclusive environment where every child has the opportunity to succeed, regardless of their background, learning style, or circumstances. I would advocate for programs that provide personalized learning opportunities, whether that’s through special education services, enrichment programs, or mental health support, ensuring that we address the academic and social-emotional needs of all students.
Building relationships with the broader community is essential to making informed, balanced decisions that reflect the needs and desires of all stakeholders. My approach will be consistent with what I have done over the past two years, and be rooted in consistent engagement, open communication, and inclusivity. I plan to reach out to a wide range of community groups, including parents, local businesses, civic organizations, and underrepresented voices to ensure that everyone feels heard and valued.
Good teaching goes beyond simply delivering content—it’s about inspiring students to think critically, fostering a love of learning, and adapting instruction to meet the needs of every student. A good teacher creates an engaging, student-centered classroom where lessons are interactive, inclusive, and relevant to real-world applications. They use a variety of teaching strategies to reach students with different learning styles and build meaningful relationships that motivate students to succeed.
To measure good teaching, I believe we need a holistic approach. First, student outcomes are, of course, one indicator. This includes academic achievement but also social-emotional growth. However, standardized test scores alone shouldn’t be the sole measure of success. We should also look at classroom observations, student and parent feedback, teacher self-reflection, and peer evaluations to get a comprehensive view of teaching effectiveness. It’s essential to consider how teachers foster a positive learning environment, encourage critical thinking, and support the individual growth of their students.
In terms of supporting advanced teaching approaches, I would advocate for ongoing professional development opportunities that keep teachers up to date with innovative pedagogies. This includes offering training on differentiated instruction, project-based learning, and the effective integration of technology. I would also support teacher collaboration, giving educators the time and space to share best practices and experiment with new ideas in a safe, supportive environment. Finally, providing resources for classroom innovations, such as modern technology, flexible learning spaces, or guest speakers, helps teachers bring more dynamic lessons to life.
By fostering a culture of continuous improvement, where teachers are encouraged to take risks and try new methods, we can ensure that our educators have the tools they need to deliver high-quality instruction. I see several key areas where we can expand the curriculum to better prepare students for the rapidly changing world. One of the most critical areas is advanced technical training. As technology continues to transform nearly every industry, offering students more opportunities to develop skills in coding, data science, robotics, and cybersecurity is essential. By introducing more STEM programs and hands-on technical learning at earlier grade levels, we can give students the tools they need to succeed in a tech-driven economy.
One of my top priorities would be to ensure that our schools are properly funded to meet the needs of all students. This starts with being fiscally responsible and transparent about how we manage our existing budget, making sure that every dollar is spent efficiently and aligns with the district’s priorities. However, we can’t rely on current funding levels alone; we need proactive strategies to secure additional resources.
First, I would advocate for the district at the state and local levels, ensuring we receive our fair share of funding. This means staying engaged with legislative discussions around education and working with other local leaders to push for more equitable funding formulas. I'd also explore opportunities for grant funding, whether from state or federal sources or from private foundations that support educational initiatives.
Another key strategy is to strengthen community partnerships. By collaborating with local businesses, nonprofits, and community organizations, we can create mutually beneficial relationships that provide both financial support and real-world opportunities for students, such as internships or apprenticeships.
I would also engage with the community to build support for local funding initiatives, like bond measures or parcel taxes, which can provide significant resources for schools. A big part of this effort involves transparency—explaining to taxpayers how funds will be used, ensuring accountability, and building trust by demonstrating tangible improvements in our schools.
Finally, I believe we need to think long-term by investing in initiatives that generate ongoing revenue, such as creating robust after-school programs or community-based services that benefit families and bring in additional funding streams. By diversifying how we fund our schools, we can protect against budget shortfalls and make sure we’re prepared for the future. The safety of students, teachers, and staff is my highest priority, and the principles driving my policies for school safety are centered around prevention, preparation, and creating a supportive school culture. First and foremost, I believe in taking a proactive approach to safety by focusing on prevention. This includes not only physical security measures, like ensuring secure entrances, modern surveillance systems, and clear emergency procedures, but also fostering a safe and inclusive school climate where bullying, harassment, and violence are not tolerated.
With counselors, PBIS, and SEL programs in place, our schools are already doing great work in supporting mental health. However, I believe there are opportunities to deepen this support by focusing on sustained mental health initiatives that reach all aspects of the school environment.
For students, while PBIS and SEL address emotional and behavioral support, we could consider enhancing access to services through after-school programs or offering group therapy sessions for students facing similar challenges. Creating partnerships with local mental health organizations can also help us provide workshops, mentoring programs, and additional resources that go beyond the classroom. I’d also focus on reducing stigma by normalizing mental health discussions through peer-led initiatives and student clubs centered around wellness.
For faculty and staff, in addition to the support from counselors, I’d advocate for regular mental health check-ins, wellness workshops, and stress management programs. These could include mindfulness training, resilience-building exercises, and access to confidential mental health hotlines or employee assistance programs. Teachers and staff need ongoing support to manage stress and avoid burnout, so implementing mental health days and self-care programs can also help them recharge during the school year.
Additionally, we can strengthen the overall school culture by reinforcing positive behaviors through recognition programs and incentives for both students and staff who contribute to a supportive, empathetic environment. A culture of mental health awareness starts with leadership, and I would ensure that school leadership is equipped to foster an environment where mental health is prioritized. Miller Creek Educators Association
Marin Professional Firefighters
Marin Women's Political Action Committee
Mary Sackett My ideal learning environment for students is one where every child feels safe, supported, and challenged to reach their full potential. It starts with creating a space that fosters inclusivity and belonging, where students from all backgrounds feel respected and valued. This means focusing not only on academics but also on the social and emotional well-being of every student.
I believe the Miller Creek School District did a commendable job navigating the unprecedented challenges of the coronavirus pandemic. The district prioritized the health and safety of students, staff, and families while doing its best to maintain educational continuity. The quick pivot to remote learning, implementation of health protocols, and efforts to support students and families in challenging times showed a strong commitment to the community.
Building a relationship with parents is all about trust, transparency, and active engagement. I believe the best way to do this is by creating regular, open lines of communication so parents feel informed and involved in decisions that impact their children. First and foremost, I would commit to holding regular town hall meetings, both in-person and virtually, to provide updates on important issues and to hear directly from parents. These meetings would offer a forum for parents to share their concerns, ask questions, and offer input on district matters.
When it comes to recruiting faculty, staff, and administration, I believe in a multifaceted strategy that focuses on attracting top talent, creating a supportive working environment, and ensuring long-term retention. My approach would center on three key areas: competitive compensation, a positive and inclusive work culture, and professional growth opportunities.
Financial transparency and government accountability are absolutely critical to earning and maintaining the trust of the community. I believe every taxpayer deserves to know exactly how their money is being spent and that decisions about budgets and resources should be made with complete openness. When it comes to school finances, this means ensuring that every dollar is used efficiently to directly benefit students and improve educational outcomes.
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