PTA Leader Jennifer Kerns Runs for School Board with Focus on Academics and Family Engagement

At Te Lo Cuento News, we are closely following the 2025 St. Joseph School Board elections. As part of our commitment to informed civic engagement, we sent each candidate a questionnaire with key questions aimed at helping voters understand their ideas, priorities, and plans for the district. Below are the full responses from each candidate, edited only for grammar and clarity.

Can you provide a brief biography about yourself? (Include your experience, education, and any relevant background in education or community service).

My name is Jennifer Kerns. I am a mother of two daughters raised in Saint Joseph who attended/are attending SJSD public schools. Currently, I am the Council PTA Vice President for Saint Joseph, and the Pony Express Regional Director with Missouri PTA. I am actively participating in the following organizations: Project Graduation Committee, Junior League, InterServ, and the Philanthropic Educational Organization (P.E.O.). In 2022, I graduated from the United Way Leadership of St. Joseph program. I worked for Mosaic for 17 years and then changed my career path to become an Integrated Technologies Consultant with Oracle after furthering my education. I currently hold a bachelor’s degree in medical diagnostic imaging.

What is your primary motivation for running for the St. Joseph School Board?

I have volunteered and worked with the community, students, families, and teachers/staff in many roles over the years, especially through council PTA. I see and hear the needs of our community and our school district. There is potential in both to thrive. I believe it is beneficial for a school board to include people with different perspectives who work as a team to make sound decisions. My focus will be on student advocacy, academics, teacher/staff support, and family and community engagement.

In your opinion, what have been the main successes and failures of the current School Board?

Successes: Early Education programs are a major success, as early intervention is critical for academic achievement. Another success is hiring a superintendent who has worked in our district and is from our community.

Improvements: The board should foster a more respectful, team-oriented environment. Disagreements have too often become personal and public, which damages community trust. Another area for improvement is regularly assessing and updating outdated policies that directly impact academics and student behavior.

What areas of the education system do you consider a priority for improvement, and how do you plan to address them?

Academics are a priority. To improve English and math proficiency, we need strong instructional practices, targeted interventions, and clear academic expectations supported by behavioral policies. Teachers and staff need effective training and resources to deliver high-quality education. If elected, I will advocate for data-driven solutions, parental involvement, and policies that directly impact student achievement and discipline.

Early intervention should be offered to all students regardless of income or ability, giving kindergarten students the head start they need. Additionally, absenteeism and teacher shortages are major issues that must be prioritized.

What is your stance on the proposal to transfer education administration to the states, limiting federal government oversight?

This decision has already been made at the federal level. I do have real concerns about funding, especially for Title I programs and students with 504 plans or IEPs. However, I remain optimistic and trust that our state will step up to ensure these students continue receiving the support and resources they need.

What do you think are the biggest challenges faced by children and families with an Individualized Education Program (IEP) in the district?
One of the biggest challenges is the inconsistent implementation of services. Families face communication gaps that make advocacy difficult. Staffing shortages and a lack of specialized training also affect service quality. Trust and transparency between families and the district need improvement. We must prioritize stronger support systems, clearer communication, and accountability.

 How familiar are you with the school community of migrant students and those who do not speak English as their first language?

Many families in our district do not speak English as their first language. Through my work in PTA and healthcare, I’ve seen how language barriers can leave families uninformed and disconnected. I’ve spoken with parents who often don’t understand school communication. We must improve engagement with multilingual communities to ensure families are informed, included, and supported—because student success starts with a well-informed home.

In your opinion, what has been the greatest success of the school district in serving this community? What aspects need improvement?

The district has shown strength in offering a wide range of programs and support services tailored to community needs. We have dedicated educators and staff committed to student growth. Hiring Dr. McGinnis as superintendent was a major success—she brings a deep understanding of our community.

Still, there is work to do. We must improve academic performance across all schools to remain competitive, especially with open enrollment on the horizon. Family and community engagement, particularly with non-English-speaking and special education families, must be enhanced. Addressing classroom behavior is also key to maintaining safe, focused learning environments.

The St. Joseph School District has placed a proposal on the ballot to secure funding for the creation of a new high school. If approved, what would be your vision for engaging those who oppose the project? How would you involve them more in the district?

I will always support efforts that move our district forward. We need change, especially with our current facilities. If the bond passes, I want to ensure we build more than just a new school. All stakeholders should be involved to avoid mistakes and ensure wise use of taxpayer dollars. Community input and transparency will be crucial.

If the bond fails, I still believe we need to address facility issues. We have beautiful buildings that can be renovated and restored to meet student and district needs. Whether it passes or fails, the process must include community engagement and transparency.

Do you think the school district will be affected if student enrollment is opened to all schools, allowing them to transfer more freely between institutions?

Yes, I do believe our district will be affected. With current academic ratings below expectations, we risk losing families if we don’t take action. Raising academic performance and improving school environments must be top priorities to make our district a place families want to stay.

How do you envision the school district in four years if you are elected to the School Board?

There is tremendous potential for our school district and community to thrive. We have passionate educators, staff, and community members who can make it happen. My vision includes a district where families want to move because of strong academics, family engagement, and community support. I envision teachers and staff who want to work and stay here because they feel valued and supported by leadership. As a board member, I will help establish goals and vision with community input and ensure progress is evaluated.

On April 8, 2025, voters in St. Joseph will head to the polls to elect two new members to the School Board. These individuals will serve a three-year term, working without compensation to shape the future of education for the children and youth of our community. Their decisions will impact classrooms, families, and the next generation—make your vote count.