Kim Butler (Port Angeles School District school board Position 1, Washington, candidate 2025)

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Kim Butler

Nonpartisan

Candidate, Port Angeles School District school board Position 1

Elections and appointments

Last election

August 5, 2025

Education

High school

Columbine High School

Bachelor's

Texas Tech University, 1979

Graduate

City University, 1993

Personal

Birthplace

Orange, TX

Religion

Christian

Profession

Retired

Kim Butler ran for election to the Port Angeles School District school board Position 1 in Washington. She was on the ballot in the primary on August 5, 2025.^[source]

Butler completed Ballotpedia's Candidate Connection survey in 2025. Click here to read the survey answers.

Biography

Kim Butler provided the following biographical information via Ballotpedia's Candidate Connection survey on July 6, 2025:

• Birth date: May 25, 1957
• Birth place: Orange, Texas
• High school: Columbine High School
• Bachelor's: Texas Tech University, 1979
• Graduate: City University, 1993
• Gender: Female
• Religion: Christian
• Profession: Retired
• Incumbent officeholder: No
• Campaign slogan: Skills Build Success!

Elections

General election

General election for Port Angeles School District school board Position 1

Ned Hammar and Sarah Methner ran in the general election for Port Angeles School District school board Position 1 on November 4, 2025.

		Candidate
	Submit photo	Ned Hammar (Nonpartisan)
		Sarah Methner (Nonpartisan)

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	Incumbency information for this election was not available.
= candidate completed the Ballotpedia Candidate Connection survey.
If you are a candidate and would like to tell readers and voters more about why they should vote for you, complete the Ballotpedia Candidate Connection Survey.

Nonpartisan primary election

Nonpartisan primary for Port Angeles School District school board Position 1

Kim Butler, Ned Hammar, Sarah Methner, and Ruth Replogle ran in the primary for Port Angeles School District school board Position 1 on August 5, 2025.

		Candidate
	Submit photo	Kim Butler (Nonpartisan)
	Submit photo	Ned Hammar (Nonpartisan)
		Sarah Methner (Nonpartisan)
	Submit photo	Ruth Replogle (Nonpartisan)

---

	Incumbency information for this election was not available.
= candidate completed the Ballotpedia Candidate Connection survey.
If you are a candidate and would like to tell readers and voters more about why they should vote for you, complete the Ballotpedia Candidate Connection Survey.

Endorsements

Ballotpedia did not identify endorsements for Butler in this election.

Campaign themes

Ballotpedia survey responses

See also: Ballotpedia's Candidate Connection

Kim Butler completed Ballotpedia's Candidate Connection survey in 2025. The survey questions appear in bold and are followed by Butler's responses.

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Who are you? Tell us about yourself.

I’m a recent retiree from Parker, Colorado, now happily rooted again in the Pacific Northwest. My career began in Seattle, where I managed food service operations for private contractors at Sea-Tac Airport and Boeing’s Plant 2. These early leadership roles sparked a passion for operational excellence. While working full-time, I earned my MBA from City University. That business foundation shaped my next—and most meaningful—chapter: school nutrition. As a School Nutrition Director, I was committed to more than just healthy meals—I wanted meals kids actually enjoyed. I tested that by inspecting trash cans during lunch (and yes, becoming good friends with school janitors) to reduce waste and improve menus. It wasn’t glamorous, but it made a difference.

Over 25 years in school nutrition, I led multiple cafeteria operations, managed HR and procurement, and ensured USDA compliance. At the Colorado Department of Education, I deepened my policy expertise by auditing federal programs—blending frontline experience with regulatory insight.

Now I’m ready to serve on the school board. We need bold changes in our district, and that starts with returning to the basics: prioritizing foundational skills in reading and math. We can't afford to maintain the status quo. Throughout my career, I’ve pushed for innovation and accountability—and as a board member, I’ll champion strong communication with parents to build meaningful partnerships that set students on a path to success.

Please list below 3 key messages of your campaign. What are the main points you want voters to remember about your goals for your time in office?

• Parents are the primary partners and advocates in their children’s lives and especially in their education. Their insight, involvement, and communication are essential to building strong academic foundations and fostering school community trust. School districts must prioritize meaningful parental involvement, rather than placing sole authority in the hands of the school or the state. The district's role is to serve as a partner and a reliable support system- working in collaboration with families to ensure policy decisions reinforce, not replace this essential bond. Its core mission is to cultivate a safe, focused learning environment where every student can develop critical thinking skills and master the basics.
• Focus on Reading and Math Scores. Our district must make a bold shift toward improving academic achievement—starting with the fundamentals. In Port Angeles, only 55% of students met or exceeded proficiency in reading, and just 44% did so in math. These are essential skills, and if students don’t master them early, they risk falling behind for years to come. Incremental gains of 1% or 2% aren’t enough. That requires evolving our teaching methods and combining proven strategies with fresh, creative ideas.
• Focus on increasing attendance, which would help support the other issues identified. The attendance policy needs to be re-written. It reads like a legal contract. Currently, I do not believe parents would read it unless there was a specific problem with their child. The district also needs to customize the policy to suit the different programs at the PASD. Other ideas include using data to identify patterns and target interventions. Add incentives like special events on low-attendance days. Have pizza parties through the National School Lunch Program and the cost would be zero. Engage families with clear communication and support. If parents have transportation issues, help parents collaborate with other parents. Use student mentors.

What areas of public policy are you personally passionate about?

Parents are the primary stakeholders in their children’s education—and they must remain the ultimate decision-makers. With the rising cost of living and increasingly demanding schedules, many families are stretched thin. That’s why, as a school board member, I would champion timely, accessible communication that meets parents where they are.

Digital platforms should be used proactively to share vital information—curriculum outlines, behavioral trends, extracurricular opportunities, and safety alerts. In addition, tools like text notifications can offer gentle reminders for PTO meetings, policy updates, or school events, helping parents stay informed without adding to their mental load.

When major policy changes are proposed, transparent and

Is there a book, essay, film, or something else you would recommend to someone who wants to understand your political philosophy?

My vision for education is rooted in the enduring principles of the United States Constitution. I believe in the right of every child to access a quality education, the responsibility of schools to operate transparently, and the importance of empowering families to advocate for their children. Just as our Constitution enshrines checks and balances, I believe our school systems must be accountable to the communities they serve. Local voices matter, and decisions should reflect the needs of students—not bureaucracy. My commitment is to uphold the foundational values of liberty, equity, and civic duty by fostering collaboration between families, schools, and the broader community.

What characteristics or principles are most important for an elected official?

Hard work. Respect. Personal responsibility. Integrity. Helping others without being asked to. These are the foundation of a strong community. Real leadership isn’t flashy or self-serving—it’s doing the right thing when no one’s looking and staying true when the pressure hits.

Being elected to serve a community ought to be rooted in simple, time-honored truths—being honest, keeping your word, listening more than talking, and doing what actually helps people. That means taking care of the basics: making sure families feel heard, schools are focused on real learning, neighborhoods are safe, and public money is spent wisely.
People don’t expect perfection, but they do expect purpose. They want leaders who show up, follow through, and don’t forget who they work for. It’s about being steady and fair. About making decisions that are good for the long term—not just good for headlines.

This isn’t about politics. It’s about people. And it’s time we get back to that.

What qualities do you possess that you believe would make you a successful officeholder?

I believe that I am persistent and that I stay focused until the job is done.

What do you believe are the core responsibilities for someone elected to this office?

The role begins with shaping the strategic vision for the district, ensuring that goals reflect both community values and the academic needs of students. Elected officials are expected to adopt policies that guide operations, define academic standards, and uphold professional conduct. Legal compliance, the “rule of law” is also critical, especially when it comes to adhering to state and federal mandates around public education and funding.

Equally important is meaningful engagement with families, educators, and local stakeholders. Officials serve as a bridge between the district and the public, facilitating transparency and ensuring that community voices inform major decisions. Trust is built through open communication and responsiveness to concerns.
From a financial perspective, there's significant responsibility in reviewing and approving budgets. Wise resource management means evaluating which programs actually support student outcomes and making sure public funds are spent effectively. Monitoring contracts and expenses helps preserve accountability and boost operational efficiency.

Finally, collaboration is key. Officeholders work closely with superintendents or other district leaders to implement policies and oversee day-to-day functions. They may also represent the district in regional advocacy efforts or appoint members to advisory bodies that broaden public input.

What was your very first job? How long did you have it?

Dairy Queen, 3 months before college.

What is the primary job of a school board member in your view?

A school board member sets the district’s direction, ensures resources match classroom needs, and holds leadership accountable. They listen to families and educators, advocate for policies that empower students, and work transparently to build trust. Current priority is to focus on increasing reading, and math scores. These are basic foundational skills. If students are not at or above proficient in their younger years, there is a good chance they will fall behind in their studies in their later years.

Who are your constituents?

For a school board member, constituents are more than just registered voters—they’re the heartbeat of the district. That includes families with kids in public schools, educators and school staff, local taxpayers, business leaders, and even students themselves.

How would you support the diverse needs of your district’s students, faculty, staff, and community?

For students, that means pushing for curriculum and support systems that build strong foundational skills, especially reading and math skills. For faculty and staff, it's ensuring they have the professional development, tools, and trust they need to innovate and lead in the classroom. And for families and the broader community, it's about transparency, collaboration, and opening doors for them to be real partners in shaping district priorities. Good communication is also key in supporting the diverse needs with all the stakeholders.

How will you build relationships with members of the broader community? Which groups, organizations, stakeholders will you specifically target?

Building authentic relationships means showing up consistently, listening without defensiveness, and investing in shared goals—not just school goals. I'd focus on connecting with parent organizations, local nonprofits, and neighborhood groups, especially those that haven’t historically had a seat at the table. Civic clubs, youth mentoring programs, chambers of commerce, and even local faith-based networks can be allies when they understand how education impacts community well-being.

I’d also prioritize partnerships with colleges and workforce development boards to bridge the gap between education and economic opportunity. And I wouldn’t overlook student voices—collaborating with youth councils or advisory groups can bring fresh insights and build trust from the ground up.

Specific organizations I would target that I am sure that at the PASD has relationships with is the Peninsula College, newspapers, Boys and Girls Clubs, YMCA’s, Kiwanis Clubs, Elk’s Clubs, United Way, Healthy Families of Clallam County, or any non-profit organization that might be of assistance to the Port Angeles School District. I would also contact Microsoft, and bigger companies like Boeing for possible endowments. The sky’s the limit when asking for assistance and resources.

What constitutes good teaching? How will you measure this? How will you support advanced teaching approaches?

Good teaching begins with deep command of content and an unwavering focus on student growth. In a strong classroom, lessons are thoughtfully planned yet flexible enough to meet diverse learning needs, encouraging curiosity and critical thinking. Teachers foster a culture where high expectations are balanced with genuine support, and every learner feels seen, challenged, and valued.

Student progress in reading, math, and science is tracked over time through the district and state proficiency standards.

Sustaining innovative practices means investing in continuous learning and collaboration. Educators benefit from embedded coaching, peer observation, and professional learning communities where they can experiment with project-based or interdisciplinary units. Aligning district resources—like innovation grants and partnerships with universities or ed-tech providers—ensures that teachers have both the time and tools to bring advanced strategies to life.

In what areas would you like to expand curriculum? For example, do you see a need for advanced technical training or apprenticeships? What sort of innovative programming would you advance if given the opportunity?

Expanding curriculum should reflect where the world is heading—and where students need to be to thrive. I'd prioritize areas like advanced technical training, digital literacy, and apprenticeships that connect students with real-world career paths. That could mean building programs in coding, robotics, healthcare tech, or sustainable agriculture—fields with both local relevance and global demand.

What strategies or plans would you advance to ensure the schools are properly funded?

I would identify inefficiencies and redirecting funds toward high-impact academic programs. That builds trust with the community and gives leverage when advocating for increased investment. I’d explore diversified revenue streams, from grants and public-private partnerships to leveraging available state and federal programs more effectively.

What principles drive your policies for safety in schools?

Ensuring student safety means creating a culture of vigilance, collaboration, and proactive support. The PASD I am sure currently partners appropriately with law enforcement, families, and mental health experts to identify threats and responds effectively. Protocols are in place. As a school board member, I would review those protocols. I would also make sure that all students have a safety net in case there are issues at home. I would also ensure that parents have the tools that they need from the district to deal with challenging issues.

I believe that specifically the following safety issues are ongoing issues that will need to be addressed and policies updated on a consistent basis.
1. Mental Health Crises: Rising concerns around anxiety, depression, and suicide among students.
2. Violence & Threats: Includes fights, weapons on campus, and targeted violence.

3. Bullying and Cyberbullying

How might you support the mental health needs of students/faculty/staff?

Supporting mental health is absolutely doable with smart, community-focused strategies. I’d start by equipping existing staff—like teachers and counselors—with free professional development on trauma-informed practices and social-emotional learning, often available through state education agencies or nonprofit partners. School leaders can build in time during regular staff meetings for peer check-ins or mindfulness activities, making wellness part of the routine.
For students, creating a culture of care starts with daily practices: morning check-ins and perhaps buddy systems to build connections and trust. Encouraging positive relationships and teaching emotional regulation through existing curricula can make a huge impact. Anonymous feedback tools or suggestion boxes can help identify those who need extra support, allowing adults to respond early and compassionately.

What existing district policies would you like to change, or what new policies would you like to implement?

Our top priority must be raising reading and math proficiency across every grade. To do that, we should launch targeted summer academies for any student who falls below benchmark, using existing classrooms and an adjusted teacher calendar so no one’s workload spikes. With an average class size of just under eleven, we can tailor instruction by revising the 180 day teacher calendar.

Nightly practice is equally critical. Homework will be re-invented: before- and after-school study halls staffed by peer tutors and community volunteers will give every child the chance to get help, ask questions, and build confidence. Early literacy and numeracy screenings—beginning in kindergarten—will flag needs immediately, so interventions happen proactively, not reactively.
By blending extended instruction, deliberate practice, and real-time data, we ensure that every student in Port Angeles has the support and structure to master reading and math—and the opportunity to thrive.

Another strategy to look at is to change the curriculum. If the district is not getting a good success rate with students, let's change it up.

Describe your ideal learning environment for students.

An ideal learning environment meets students where they are and stretches them to where they can go. It’s safe and academically focused. Every student feels known, challenged, and supported.

Instruction is clear and adaptive, with hands-on, real-world learning built into the day. Reading, math, and science aren’t just taught—they’re applied through projects and problem solving. Expectations are high, but so is encouragement.
The culture values effort, accountability, and mutual respect—among students, teachers, and families. Parents are welcomed as partners, and data is used to improve outcomes, not just report them.

The ideal learning environment, small class size, best and brightest teachers / administrators /support staff in a building that is safe, secure in an updated building. Experts could share their real life experiences when appropriate and students could also go on field trips to enhance their learning experiences.

How do you feel like your school district handled the coronavirus pandemic? What, if anything, would you do differently in the future?

During the pandemic, I worked in a district where chaotic decision-making and broken communication left staff, parents, and students in the dark while a handful of administrators scrambled to keep buildings afloat. In the future, I’d launch with a concise short-term plan crafted by the superintendent, board, and department heads, then hold regular virtual briefings to assign tasks, set deadlines, and name liaisons for each school. A central website would deliver daily updates, while small on-site teams in every building would manage operations in person. Continuous feedback would inform longer-term strategy, because transparent, accountable leadership—and visible presence on campus—are nonnegotiable in any crisis.

What will you do to build a relationship with parents in the district?

I’d prioritize being visible and available, whether that’s through attending school events, hosting Q&A forums, or simply being responsive to emails and calls. More than anything, parents want to know that someone’s listening and that their concerns aren’t falling into a black hole. Maybe create a “parking lot party” event where board members go to an elementary school and talk to parents when picking up students. It would be a great way to get ideas and for parents to communicate concerns.
I’d create regular touchpoints like community coffees, virtual town halls, or parent advisory panels where families can speak candidly. I’d also work to simplify how information is shared—breaking down policies, decisions, and goals into plain language so no one feels left out or overwhelmed.

What are your preferred strategies for faculty, staff, and administration recruitment?

Recruitment must align with district values—academic excellence, innovation, and inclusion. I’d prioritize outreach to universities, and internal talent pipelines to attract candidates driven by student success. I’d also focus on new graduates, whose fresh perspectives can help implement alternative curriculum strategies that target meaningful gains in reading and math. Again the focus on the basics. I would also try and reward successes on curriculum strategies with all faculty by trying to get donations through out outside organizations.

What are your views on financial transparency and government accountability?

Financial transparency and government accountability are the bedrock of trust between institutions and the people they serve. Transparency in budgeting and spending allows citizens to see how their money is being used, which encourages confidence in public systems and helps prevent misuse or inefficiency. When governments openly share financial data, communities are better positioned to advocate for fair resource allocation and smarter investments.

Accountability, meanwhile, ensures that public officials and agencies are held to standards that prioritize outcomes over intentions. It allows for meaningful reform when inefficiencies are exposed and strengthens collaborative efforts by fostering a culture where leaders are honest about challenges and proactive in reporting progress. This is especially important in education systems, where every dollar and decision can directly impact students, families, and teachers.
I am certain that the PASD identifies expenses and incomes that can be readily understood, but that is also an important aspect in financial integrity.

As much as possible and as long as it is within the “rule of law,” I believe that every contract the district is fiscally responsible for, should be posted on the school website, prior to contract acceptance for community comment.

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Other survey responses

Ballotpedia identified the following surveys, interviews, and questionnaires Butler completed for other organizations. If you are aware of a link that should be added, email us.

• VoteWA Profile

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