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The essential relationship in education is between the teacher and student. Everything else needs to support that

The relentless focus of a school board needs to be on student outcomes. This must be the majority effort of the district.

The goals of education include civic engagement for students to learn to take their place in a complex society

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Teaching K-16, pioneering school improvement, engaging students in public discourse, and advancing policies to improve education.&nbsp;

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Re-establish trust and collaboration

Relentless focus on student achievement

Transparency in $$ and decision making

Better use of data to inform decisions

<h3>Fighting for Our Community</h3>These are some of the top priorities that focus our campaign.<img src="https://run.imgix.net/edaf66fe-6a7a-4e55-b8f5-5b9e86a8c8dc/4db0e3e4-822b-4754-be14-1a73aab37ca8/4db0e3e4-822b-4754-be14-1a73aab37ca8.jpg?ixlib=js-3.8.0&amp;bri=0&amp;con=0&amp;sat=0&amp;high=0&amp;shad=0&amp;usm=31&amp;rect=0%2C1007%2C2772%2C1907&amp;w=1500" alt="" caption="" align="center" alignwidth="50" variant="framed">

Priorities List

--Aptos resident since 1993--37 years in public education including 9 years at PVUSD as a teacher and administrator--Proud parent of two PVUSD graduates, Valencia/AJHS/AHS--Led a national standards-based teacher training institute for life science teachers, partnering with the National Academies of Science, the CDC, The American Museum of Natural History, and Princeton University.--led a countywide effort to implement climate awareness curriculum--a lifetime of community service including improving health care access, opportunities for affordable housing, and getting people a seat at the table who historically have not had one.

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Andrew Goldenkranz for PVUSD

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<h2>Experience, Advocacy, and Community</h2><img src="https://run.imgix.net/edaf66fe-6a7a-4e55-b8f5-5b9e86a8c8dc/159b9fb8-fa6b-4d08-83f8-0a3d0160ae66/777383f6-db99-44b8-bfec-779305ab46f8.webp?ixlib=js-3.8.0&amp;bri=0&amp;con=0&amp;sat=0&amp;high=0&amp;shad=0&amp;usm=25&amp;rect=0%2C0%2C4096%2C2966&amp;w=1500" alt="" caption="" align="left" alignwidth="40" tiltdirection="left" variant="framed"><h3>I've spent 37 years in education as a teacher, vice principal, principal/superintendent, and proud union member. I've advocated for students inside and outside of the classroom, and I'm running for PVUSD Trustee Area 1 (Aptos west of the freeway and Corralitos).</h3><h3>My mom was an award winning reading teacher and taught me the importance of working with all students--especially the kids who need the most help.</h3><ul><li>I became a teacher because education is the backbone of a thriving community. I firmly believe that great schools can make great neighborhoods. And along the way I've learned from districts all around the state and country about where real improvement is happening. I'm very careful to use data to measure the impact of innovation, so we are getting a payoff in student learning. Early in my career, I had the benefit of learning from some master social education teachers, so understanding differentiation, feedback, and the need for a welcoming environment becaue part of my educational DNA.</li><li>I've pioneered new curriculum (building AP Biology and the interdisciplinary Global Health Odyssey at Aptos High), was technology and standardized testing coordinator (where I learned a tone about student achievement data, led the charge for strengthened math requirements, and increased enrollment in STEM curriculum. I became the VP of curriculum and instruction at AHS. I also wrote two popular study guides to accompany best selling novels and films in science--Jurassic Park and The Hot Zone. My Hot Zone study guide got banned in Kansas!</li><li>At the same time I was selected to lead a national foundation funded teacher training program, partnering with the standards group of the National Academy of Sciences, The Museum of Nutural History in New York, and the CDC. We served hundreds of districts and thousands of teachers in implementing new standards based science learning at hte middle and high school level.</li><li>Three years running a high performing charter school and working for the California Charter School Association coaching new schools and developing a value-added assessment tool for school performance.</li><li>In 2008, my family and I decided I needed to go back to the classroom. I left school administration and spent the last 17 years of my career in Cupertino. This is a district with 37 home languages, so language access and development was always important. I taught, became a department chair and administrator, and ended by leading interdisciplinary climate awareness and implementation of new climate literacy requirement via SB 385.</li><li>Throughout my adult life I've been dedicated to public and community service. Currently, I serve on community boards including:</li><li>Santa Cruz Community Health</li><li>Housing Santa Cruz County</li><li>COPA</li><li>Santa Cruz County Democratic Party</li></ul>Now, my kids are grown and gone, I recently retired from my career as an educator, and after watching PVUSD face one large challenge after another while lacking community trust, I've decided it's time to give back.<h4>I would be honored to earn your vote in the 2026 election</h4>

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Andrew Goldenkranz Announces Bid for PVUSD

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High performing districts regularly spend 50% or more of their time on issues that are directly related to monitoring student achievement. PVUSD regularly spends less than 10% of board time on this most essential topic. There are great teachers and some outstanding learning and achievement, but those are islands rather than representative of a largest commitment to student success

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Focus on student achievement

Decisions are often made in secrecy while study groups have unfinished business. and important people are not present for input and discussiob There is little transparency in budget and planning, or student achievement. Consultants are hired and renewed without clear definitions about scope of work and deliverables. The strategic plan has more "activity goals" and not enough "outcome goals".

Transparency and sustainable decision making

The board currently models bad behavior for our kids. Staff and district management don't trust each other. No confidence votes, No wonder the community is not confident in the district.

Rebuilding trust

The end of Covid funding, declining enrollment, and budget cuts led to large layoffs of counseling and support professionals. There was no clear commitment to the continuity of care for kids who need it. As of now (June 2026) there is no clear path or restructuring of contracts with non profit partners. This system needs to be restructured with sustainable partners to support student needs.

Charting the future of mental health and wellness

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I've watched budget debates and collective bargaining debates where different sides are using different information. Student programs are evaluated without data about accomplishments or regular progress reports. Students do not regularly have learning plans with benchmarks for progress.