Editor’s note: The Daily Freeman-Journal asked the Webster City Community School District Board

of Education candidates to answer a series of questions regarding their decision to seek a seat on the board.

This is the first installment in a series of three. We begin with the at-large candidates.

David Stoakes, incumbent

Tell us a little about yourself personally — family, education, where you grew up.

I graduated from Goldfield High School in 1978 and Ellsworth Community College in 1980 with a degree in Ag Business. My wife, Kim Stoakes, and I moved to Webster City in 1990. I am the owner of DS Consulting Services, which manages AgVet Supply, PLLC,; Lynx Supply and Diamond In The Rough.

Do you have school-aged children?

No. My children have all graduated from the Webster City School District: Daniel (2011), Doug (2014), Kelly and Devon (2022). This gives me a bit of a working knowledge of each of the buildings in the district, outside of the Blairsburg facility, since one or all of them attended classes in them.

What is your professional background?

My businesses are primarily based in the agriculture industry, with a significant focus on swine.

I work with professionals across several states, from veterinarians to herdsmen, working in acquisition of products and the logistics to get them where they need to be — all while observing necessary biosecurity practices. Diamond In The Rough follows my family’s passion for baseball and softball to offer a place to develop player skills for their respective game.

Why do you think you would be a good addition to the school board?

I now have four years of experience on the school board. It was a pretty steep learning curve for the first one to two years as a new member. I had the opportunity to learn from current and previous board members: Beth Van Diest, Eric Patterson, Marlin Pruismann, Sally Greenfield, Rich Stroner, Kelsey Clarken, Trey Seiser, Cindy Im and Scott Oswald.

What do you think is important as a member of the school board?

You find it is best to take time to realize there are two sides to every situation. It is best to

follow the chain of command to flush out all the pertinent information to adequately evaluate

challenges and opportunities. There can be information that cannot be publicly available, either

due to privacy laws or state/federal rules that protect students and/or staff.

Do you feel the communications between the school system and families are adequate?

Communication between the school and families can be subjective. In the past, I felt the school

was slow to respond and release information. Pertinent components of that previous administration are no longer part of the district. Steps have been taken to be more proactive to

get information out to families in a timely manner. A few examples of this are the new school

website and consolidating social media to one primary Facebook page. Communication is an

area where steps will continue to be made and input from the district’s families is important in

their development.

What is your position of the future of the high school and maintenance of other school

property?

Everyone wants a new high school, but there are many questions needing answered before any movement can be made:

Should we build new or remodel?

How big? What will be our class sizes in 2040, 2050 or even 2070? Do we need to plan for class sizes of 130 to 150 students or more or less?

Where? Should the current facility be completely torn down and replaced? Do the current athletic fields need to be moved, temporarily during construction, or permanently due to needs for the facility, parking and/or driveways? Where will classes be held while construction is in progress?

And then there is a big question, how do we pay for it?

The district has a current general obligation bond from the competition gym and HVAC

upgrades to the Sunset Heights and Pleasant View buildings that should be paid off in the next

couple years. This pay-off is ahead of schedule, saving the district a sizable amount of dollars

in interest payments. Do we then go to all residents of the district and ask for the approval of

another general obligation bond to pay for total replacement, partial replacement or remodeling

of the high school? Or do we try to build a large enough cash reserve to pay for the project up

front?

The school board has a 2026 priority already established to collect data, acquire mock design

options, with associated costs so there is something both the board and the public could

actually “see and touch” and then evaluate. There is an investment in time to research the next

sentence that needs to follow, “We need a new high school.” And it is already in motion.

What is your biggest concern on the infrastructure of the existing buildings?

While there are desires for a new school to evaluate, we still have more immediate needs:

replacement of aging roofs on most district buildings, keeping our transportation fleet of buses

serviceable, plan for an old boiler that could fail at any time in the Blairsburg building — requiring a great deal of money to replace.

Do you have other issues you would like to bring to light or areas of concern?

I chose to run for school board four years ago because of a conversation I had with the late Steve Kehoe. Steve said, “It is your civic duty as a citizen to serve.” He also explained one should not be worried about getting re-elected. Do what is right, which may not always be popular.

From the beginning, I have felt my role within the school board was to establish accountability

while being a watchdog for the district’s exposure to liability. These principles still stand true:

In any decision, is it what is best for the kids?

Look out for your staff and administration.

Be aware of how your decisions will impact the taxpayers.

In closing, I encourage everyone to go vote, either at the polls, early voting or by submitting an

absentee ballot. I would appreciate your support and look forward to continuing to serve

another four years.

Ariel Bertran

Tell us a little about yourself personally — family, education, where you grew up.

I moved to Webster City in 2007 and graduated from Webster City High School in 2009. After high school, I attended AIB College of Business in Des Moines, earning an associate’s degree in Travel and Hospitality and Business Administration, and a bachelor’s degree in Business Administration. I returned to Webster City in 2013, and when my husband and I were choosing a place to settle down and plant roots, we knew we wanted to do so here.

I married my husband, a lifelong Lynx born and raised here, in 2016. Together, we are raising four children, two currently in the district and two more who will join in the coming years. Our children are involved in youth sports and dance.

I have served on the Chamber board, including a term as Chamber president in 2021, and I serve on the parent committee at Riverview Early Childhood Center. I also serve on the Heart of Iowa Regional Housing Trust Fund Board and the MIDAS Board. I have stayed actively engaged in our community through volunteer work, service on boards, and supporting local initiatives that strengthen Webster City for families and students alike. Webster City is our home, and our schools are at the heart of our family and community.

Do you have school-aged children?

Yes. Two of my children are currently in the district, one in first grade and one in kindergarten, and my younger two will be joining them in the next few years. This gives me both a current perspective on what is working well and a long-term investment in the success and advancement of our schools, ensuring decisions benefit all students.

What is your professional background?

I started my career in banking in 2007 and worked in the field through 2022, progressing from teller to branch manager and eventually to vice president of Retail. In every role, I helped create and implement policies and procedures, gaining experience in team leadership, operational oversight, and managing complex processes. I took a hiatus in 2018-2019 to work at Iowa Central Community College in the business office, assisting with collections and supporting administrative processes while welcoming our first child.

Since 2022, I have served as Community and Economic Development Director for the City of Webster City. In this role, I help plan for the city’s future, collaborate with other departments to ensure infrastructure adequacy for new developments, oversee the Building Department while working with our building inspector to review code compliance, and propose new adoptions to City Council as necessary to continue the advancement and modernization of the city. I also perform other duties that support the growth and vitality of our community and help review and develop policies and procedures to ensure the city operates efficiently and stays up-to-date.

My professional experience in financial management, strategic planning, community engagement and leadership directly translates into the responsibilities of a school board member, including budget oversight, vision-setting, collaboration, accountability, and ensuring policies support student success.

Why do you think you would be a good addition to the school board?

I bring a unique combination of perspective as a parent, professional experience in finance and community development, and a deep commitment to our community. I also bring fresh ideas, which I believe are essential for driving positive change and innovation in our schools. I am not afraid to ask tough questions, listen openly and work toward practical solutions. My goal is always to keep students at the center while supporting teachers and being fiscally responsible with taxpayer dollars. I want to help create an environment where students, families and teachers feel supported and heard.

What do you think is important as a member of the school board?

A school board member sets a clear vision for student success, ensures accountability and builds trust with families and the community. This means prioritizing transparency, supporting teachers, making decisions based on data and long-term sustainability, and keeping communication open. Above all, it means keeping the focus on what is best for students.

Do you feel the communications between the school system and families are adequate?

Communication is an area that can be improved. Families sometimes feel they are left searching for information or hearing things too late. Communication with the broader community, not just parents, also needs strengthening. Clear, proactive communication and transparency help families and the community feel informed, engaged and like true partners in the success of our schools.

What is your position on the future of the high school and maintenance of other school property?

The high school’s future is among the most critical decisions our district will make. The building has served our community well for many years, but it is aging and does not fully meet the needs of modern education. Any decisions we make must be fiscally responsible and transparent to the community while prioritizing safety, accessibility and functionality. We must take a comprehensive, data-driven approach beginning with a full facilities audit to determine what upgrades, renovations or replacements are necessary. Safety must remain a top priority, including building security, updated systems and reliable infrastructure. Basics like heating and air conditioning are necessities for creating a comfortable and safe learning environment.

All of our school properties require consistent maintenance and enhancements. Our facilities plan should be realistic, financially responsible and reviewed at least annually to ensure we are progressing, meeting goals and staying on track. It is important that the plan continues beyond the first set of goals so that we are continuously improving, staying ahead and not falling behind. Involving administration, teachers and fiscal experts ensures accountability. Our schools should be safe, modern and supportive of student success while reflecting the pride and values of our community.

What is your biggest concern on the infrastructure of the existing buildings?

My biggest concern is deferred maintenance. Small issues can quickly become expensive problems if not addressed early. We need a clear plan to keep our schools updated, safe and innovative, whether that is HVAC systems, accessibility or modern classroom spaces. Strong infrastructure is a direct investment in student learning and in the long-term stability of our district. All decisions must be fiscally responsible, transparent and focused on ensuring safe, effective and innovative learning environments.

Do you have other issues you would like to bring to light or areas of concern?

Teacher recruitment, retention and support must be a focus, as we want our district to be a place where great teachers want to stay and grow, and where new talent is attracted. Expanding opportunities for students, both academically and through extracurricular activities, is critical to preparing them for the future. Improving academic excellence should always be at the forefront, including supporting innovative teaching methods and programs that provide students with the skills to succeed in college, careers and life. Student safety is equally important, and strong, transparent communication with families and the community builds trust and unity around our schools.

Closing Statement

I am running for the school board because I believe in the future of Webster City Schools and the role they play in shaping both our students and our community. My priorities are clear: strengthen communication, ensure safety, maintain and enhance facilities (including addressing the high school), support teachers, pursue academic excellence through innovation and opportunity, and be fiscally responsible with taxpayer dollars. As a parent of four children who will all go through this district, and as someone with professional experience in finance, planning and community leadership, I am deeply invested in making decisions that will serve our students well today and for generations to come.