Travis Dahle (South Washington County Schools, At-large, Minnesota, candidate 2025)

Travis Dahle

Nonpartisan

Candidate, South Washington County Schools, At-large

Elections and appointments

Last election

November 4, 2025

Education

Bachelor's

Gustavus Adolphus College, 2004

Personal

Birthplace

Duluth, Minn.

Religion

Christian

Profession

Accounting

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Travis Dahle ran for election for an at-large seat of the South Washington County Schools. He was on the ballot in the general election on November 4, 2025.^[source]

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

Biography

Travis Dahle provided the following biographical information via Ballotpedia's Candidate Connection survey on September 2, 2025:

• Birth date: July 30, 1981
• Birth place: Duluth, Minnesota
• High school: William Kelley High School
• Bachelor's: Gustavus Adolphus College, 2004
• Bachelor's: University of Minnesota Duluth, 2007
• Gender: Male
• Religion: Christian
• Profession: Accounting
• Incumbent officeholder: No

Elections

General election

General election for South Washington County Schools, At-large (4 seats)

The following candidates ran in the general election for South Washington County Schools, At-large on November 4, 2025.

		Candidate
	Submit photo	Chad Borseth (Nonpartisan)
		Travis Dahle (Nonpartisan)
	Submit photo	Elizabeth Bockman Eckberg (Nonpartisan)
	Submit photo	Bryn Forstner (Nonpartisan)
	Submit photo	Louise Hinz (Nonpartisan)
	Submit photo	Juan Huerta (Nonpartisan)
	Submit photo	Lori Pecchia Michalski (Nonpartisan)
	Submit photo	Katie Schwartz (Nonpartisan)
	Submit photo	Sharon H. Van Leer (Nonpartisan)

---

	Incumbency information for this election was not available.
= candidate completed the Ballotpedia Candidate Connection survey.
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Endorsements

Ballotpedia did not identify endorsements for Dahle in this election.

Campaign themes

Ballotpedia survey responses

See also: Ballotpedia's Candidate Connection

Travis Dahle completed Ballotpedia's Candidate Connection survey in 2025. The survey questions appear in bold and are followed by Dahle's responses. Candidates are asked three required questions for this survey, but they may answer additional optional questions as well.

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Who are you? Tell us about yourself.

My name is Travis Dahle and I’ve lived in South Washington County for many years. This community is home for my family, and I care deeply about ensuring our schools remain strong for current and future students.

I am a Certified Public Accountant and currently serve with the State of Minnesota’s Management and Budget department. My work has given me extensive experience in financial oversight, compliance, and long-term planning—skills I believe are critical for responsible stewardship of our district’s resources. Beyond my professional work, I have always valued service and accountability. I believe in strengthening the partnership between families, educators, and the school board. My outlook is traditional in that I respect the foundations that make strong schools—solid academics, fiscal responsibility, and preparing students for meaningful futures.

I am running because I want to ensure that South Washington County Schools continue to provide excellent education while managing resources wisely. With my financial background, commitment to the community, and respect for our schools’ traditions, I believe I can contribute positively to the board.

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?

• As a Certified Public Accountant serving with the State of Minnesota, I bring strong financial oversight skills. I will ensure taxpayer dollars are managed responsibly, budgets are transparent, and resources are used efficiently to benefit classrooms first.
• I believe in strong fundamentals: reading, writing, math, and critical thinking. I will advocate for policies that strengthen core academics, support teachers, and prepare students for success in both college and careers.
• Our schools are strongest when families, educators, and the community work together. I will listen carefully, respect diverse perspectives, and uphold the traditions and values that make South Washington County Schools a cornerstone of our community.

What areas of public policy are you personally passionate about?

I am passionate about ensuring that every tax dollar entrusted to our schools is spent wisely. With my professional background in public finance, I believe strong financial oversight is critical for sustaining excellent schools without burdening families with unnecessary costs.

I strongly believe schools should focus on providing students with a solid foundation in reading, writing, math, and critical thinking. These core skills prepare young people to succeed, whether they pursue higher education, vocational training, or enter the workforce.

I am passionate about preserving the partnership between families, teachers, and the school district. Parents and guardians are essential to student success, and their voices should be heard.

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

An elected official must be honest, transparent, and willing to be held accountable. The community deserves leaders who will make decisions openly and stand by them.

Stewardship of public funds is a serious responsibility. An elected official must manage resources carefully, ensuring they are used wisely for the benefit of the community.
Public office is about serving others, not personal agendas. A good official listens, respects differing views, and puts the needs of students, families, and taxpayers first.

In a time of constant change, steadiness is important. Good leaders respect the values and traditions that have long supported strong schools while also preparing for the future.

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

One of the primary duties is to ensure that the school district’s budget is managed wisely. This means careful oversight of revenues and expenditures, setting priorities that direct funds into classrooms, and making sure taxpayer money is used efficiently and transparently.

The board establishes policies that guide the district. That includes setting academic priorities, ensuring a focus on core educational outcomes, and supporting long-term planning. It is not about running day-to-day operations—that is the superintendent’s job—but about providing governance and accountability.
A school board’s most important decision is hiring, supporting, and evaluating the superintendent. The superintendent then manages district staff and operations, while the board provides oversight and accountability.
Board members are elected to reflect the voice of the community. That means listening to parents, taxpayers, teachers, and students, and making decisions that balance their perspectives while keeping the district’s mission at the center.

Finally, school board members must lead with integrity, respect, and transparency. The role requires steady leadership that builds confidence in the schools and in the district’s future.

What legacy would you like to leave?

The legacy I would like to leave is one of steady leadership, fiscal responsibility, and commitment to strong academics. As a Certified Public Accountant who has spent his career working in public finance, I understand the importance of managing taxpayer dollars with care and integrity. One of my highest priorities as a board member would be ensuring that every dollar entrusted to our district is used wisely, transparently, and in direct support of student learning. If, at the end of my service, parents, staff, and community members can say that our schools were financially stable and well-managed, that would be a legacy worth leaving.

Equally important, I want to be remembered for keeping the focus of our schools where it belongs—on academic excellence and the fundamentals that prepare students for success in life. Reading, writing, mathematics, science, and civics are the bedrock of education, and I believe students deserve to graduate with a strong command of these subjects. My goal would be to ensure that South Washington County Schools consistently provide the rigorous instruction and support students need to thrive, whether their next step is higher education, vocational training, or entering the workforce.

Beyond finances and academics, I hope to leave behind a district strengthened by trust. Parents should feel confident that their voices are respected, teachers and staff should feel supported in their work, and taxpayers should know that the district is accountable to them. If I can help build stronger partnerships between the schools and the broader community, I will consider that one of the most meaningful parts of my service.

In short, my legacy would be defined by leaving the district stronger, steadier, and more trusted than when I began. I want to be remembered as someone who honored tradition, listened to the community, and worked tirelessly to provide students with the best possible foundation for their future.

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

The board’s role is to set vision, policies, and direction—not to run daily operations. That responsibility belongs to the superintendent. The board acts as the “big picture” leadership body.

Board members safeguard taxpayer dollars. Their job is to approve budgets, set spending priorities, and ensure that financial resources are directed toward classrooms and student success.
Hiring, supporting, and evaluating the superintendent is perhaps the most direct responsibility. The superintendent leads the district staff, while the board holds them accountable to the community’s expectations.
Board members serve as a bridge between families, taxpayers, and the school system. Listening carefully, balancing perspectives, and reflecting community values in board decisions is central to the role.

At the heart of the job is earning and keeping public trust—through transparency, integrity, and steady leadership that respects both tradition and the needs of the future.

Who are your constituents?

Students – The primary responsibility is to ensure every student in the district receives a high-quality education in a safe and supportive environment.

Families and Parents/Guardians – Families are partners in education. Their voices, concerns, and values deserve respect in shaping the direction of schools.
Taxpayers and Community Members – Whether or not they currently have children in the schools, all community members fund and are impacted by the quality of the district. Stewardship of public resources must honor their trust.

Teachers and Staff – Educators and staff are on the front lines of delivering education. Supporting them with clear policies, fair resources, and respect is essential.

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

I would support students by ensuring strong academic foundations while also recognizing that each student learns differently. That means providing access to quality instruction, supporting special education and gifted programs, and making sure every student has the opportunity to succeed.

Teachers and staff are the backbone of our schools. I would advocate for policies that give them the resources, training, and respect they need to excel. At the same time, I would support accountability measures that ensure our classrooms remain focused on student achievement.
Families deserve a seat at the table. I would prioritize open communication, transparency, and listening to concerns so that parents and guardians feel confident their values are respected. For the wider community, I would be a careful steward of taxpayer dollars, making sure investments in schools are wise and responsible.

Ultimately, supporting diverse needs means finding balance. Not every group will agree on every issue, but my role as a board member would be to listen carefully, weigh perspectives fairly, and make decisions that keep the district strong for the long term.

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

I would build relationships through visibility, listening, and collaboration. Being accessible to the community is key, whether that’s attending events, meeting with families, or keeping open channels of communication.

Parents and Families – Listening sessions, school events, PTA/PTO meetings.

Teachers and Staff – Regular conversations with educators to understand their needs.

Students – Student council and youth organizations to hear their perspectives directly.

Taxpayers and Residents – Community forums and newsletters to keep everyone informed.

Faith-Based Groups and Civic Organizations – Churches, Rotary, Lions, and other service clubs that help shape community life.

Local Business Leaders – Partnerships for career pathways, internships, and practical learning opportunities for students.

Nonprofits and Cultural Groups – Collaborating with organizations that support families, diversity, and student well-being.

Local Government Partners – Coordination with city and county officials to align on safety, infrastructure, and shared resources.

Our schools are stronger when we partner with the broader community. My goal is to ensure every group feels heard and respected in the decisions we make as a district.

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

Good teaching is rooted in strong content knowledge, clear communication, and the ability to engage students in meaningful learning. A good teacher not only helps students master core skills but also inspires curiosity, builds critical thinking, and creates a respectful classroom environment.

Measuring good teaching requires balance. Student achievement data is one tool, but it cannot be the only measure. Observations by administrators, feedback from students and parents, and a teacher’s commitment to professional growth are also important indicators. Ultimately, effective teaching should show in both classroom performance and student outcomes.

I support professional development that equips teachers with effective and proven methods. Advanced approaches—such as differentiated instruction, use of technology where appropriate, and hands-on learning—should be encouraged when they strengthen student learning. My role as a board member would be to ensure teachers have access to training, resources, and the flexibility to use strategies that work best for their students.

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

I would ensure that every dollar is carefully planned and directed toward the classroom first. Strong oversight, regular reviews, and clear priorities help us avoid waste and make the most of existing funds.

I would work to make sure the district receives its fair share of state and federal funding by monitoring changes in education finance, advocating when necessary, and ensuring compliance with all requirements so no money is left on the table.
Transparency builds trust. By clearly communicating how funds are spent and why, we make it easier to gain community support for levies or bond referendums when needed. Taxpayers deserve to know their investment is being managed wisely.

Stable funding depends on forward-looking planning. I would promote long-range financial strategies that prepare for growth, maintain our facilities, and protect the district from unexpected shortfalls.

What principles drive your policies for safety in schools?

My first principle is prevention—safe facilities, clear policies, and proper maintenance. Schools must also be prepared for emergencies with up-to-date safety plans, regular drills, and strong coordination with local law enforcement and emergency services.

Safety isn’t just about buildings and procedures. A culture of respect and accountability among students, staff, and families is essential. Clear expectations for behavior and consistent enforcement of rules make schools safer and more supportive.
Parents and staff should know what safety measures are in place and be informed quickly when issues arise. Open communication builds trust and ensures the community is part of the solution.

Safety must be addressed in a way that protects students without creating fear or distraction. The goal is an environment where students feel secure and able to focus on learning.

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

I would support student mental health by ensuring access to guidance counselors and age-appropriate support services, while also keeping classrooms structured and focused on learning. Students thrive when expectations are clear and they know support is available if needed.

Teachers and staff face pressures of their own, and a healthy workforce benefits everyone. I would support professional development on stress management, ensure workloads are reasonable, and encourage a culture where staff feel respected and supported.
Schools can’t do everything alone. I believe in building partnerships with families, local organizations, and community resources to make sure mental health support is available when needed without shifting the focus away from academics.

My principle is balance: mental health support should strengthen, not replace, the schools’ mission to educate. By maintaining discipline, respect, and clear expectations, while providing support systems, we can create an environment where both students and staff can do their best work.

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

I believe South Washington County has many strong policies in place already, and I would begin by listening and learning before calling for major changes. Stability and consistency are important for our schools.

One area I would like to strengthen is financial transparency. As a CPA, I would like to see clearer, more accessible reporting so that parents, staff, and taxpayers can easily understand how funds are being spent.
I would also like to ensure that curriculum policies keep the focus on strong fundamentals—reading, writing, math, science, and civics—while thoughtfully evaluating any new programs before they are adopted.

I believe we can improve how the district engages with parents and community members. Policies that promote open communication and consistent feedback would help strengthen trust.

Describe your ideal learning environment for students.

My ideal learning environment is one where students feel safe, respected, and supported. Discipline and structure are important, but so is making sure every child knows they belong and can learn without distraction.

I believe in classrooms that emphasize the fundamentals—reading, writing, math, and critical thinking—while also preparing students for practical skills and future opportunities. The environment should challenge students to do their best, with teachers supported by clear expectations and resources.
An ideal learning environment includes strong connections between teachers and parents. When families are engaged and communication is open, students thrive.

Classrooms should be well-equipped with the tools they need, but not overwhelmed with fads or unnecessary distractions. A balanced approach—where resources serve learning, not the other way around—is best.

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

I would make myself available to parents through listening sessions, community forums, and open channels of communication. Parents should feel that their questions and concerns are heard and respected.

Attending school events, PTA/PTO meetings, and community gatherings is a simple but important way to connect. Being present shows parents that their voices matter.

I believe parents are partners in their children’s success. I would support policies that keep families informed and engaged in district decisions, while also ensuring transparency in board actions and district priorities.

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

I believe we need to remain competitive in pay and benefits to attract and retain talented educators and staff, while also being responsible stewards of taxpayer funds. Strong financial planning can achieve both.

Recruitment isn’t just about salaries. Teachers and staff want to work in schools where they feel respected, supported, and safe. Clear policies, professional development opportunities, and resources for classrooms all make our district more attractive.
I support ‘grow-your-own’ initiatives—encouraging local graduates, paraprofessionals, and community members to pursue teaching or leadership roles. Building from within creates loyalty and strengthens ties between schools and the community.

Strong relationships with nearby universities and technical colleges can help us recruit new teachers, specialists, and staff by providing a steady pipeline of trained professionals.

Are there any areas of school curriculum you would like to see changed?

I believe our curriculum should stay firmly rooted in the basics—reading, writing, math, science, and civics. If anything, I would like to see an even stronger emphasis on literacy and numeracy skills at the earliest levels, because they are the foundation for all future learning.

I think there is room to expand instruction in financial literacy, civics, and career readiness. These subjects prepare students not only for higher education but also for trades, the workforce, and responsible citizenship.

Whenever new curriculum proposals come forward, I believe they should be reviewed carefully to ensure they are evidence-based, improve student learning, and reflect the values of our community—rather than being short-lived educational trends.

What role should artificial intelligence have in your school district?

Artificial intelligence can be a helpful tool in education, but it should never replace teachers or the human connections that are essential to learning. At most, it should be used to support instruction, not take it over.

AI may have a role in helping with administrative tasks, data analysis, or tutoring support—areas where it can save time and give teachers more freedom to focus on students. But its use should be carefully managed and aligned with district goals.

I believe we must approach AI with caution. Policies should ensure student data is protected, tools are age-appropriate, and parents are informed. AI should serve as a resource, not a distraction or a risk.

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