ALDS: White Sox surge past Guardians for 2-0 series lead

• October 6, 2026

By JOE REEDY AP Sports Writer

CLEVELAND — Braden Montgomery lined a two-run double down the right-field line, Sean Burke allowed one hit in 5⅓ innings of splendid relief and the Chicago White Sox beat the Cleveland Guardians, 4-3, on Monday to take a 2-0 lead in their American League Division Series.

The surprising White Sox are one win from advancing to the AL Championship Series for the first time since winning the World Series in 2005. Chicago became the first team to reach the postseason after three straight 100-loss seasons, including a post-1900 record 121 in 2024.

Jo Adell hit an RBI triple in the eighth and Chase DeLauter had two hits for the Guardians.

Gavin Williams struck out 11, tied for second-most in a Cleveland postseason game. But the offense failed to produce for the second straight game.

Grant Taylor worked 1⅓ innings and allowed one hit as he got his second straight save.

The best-of-five series shifts to Chicago for Game 3 on Wednesday.

Kyle Teel got Chicago’s first hit with a single up the middle leading off the fourth. He advanced to second on Miguel Vargas’ walk and scored on Munetaka Murakami’s base hit to pull Chicago within 2-1.

The White Sox went ahead with a three-run sixth.

Vargas led off with a base hit to chase Williams and advanced to second on a groundout. Randal Grichuk drew a walk before Erik Sabrowski’s wild pitch with Tommy Pham at the plate advanced the runners to second and third. Pham flied out to shallow left before Montgomery jumped on a first-pitch fastball to drive in the go-ahead runs.

Montgomery celebrated at first base before scoring on Chase Meidroth’s single to right.

Williams allowed two runs and four hits in five-plus innings.

Burke came on with one out in the third. After Travis Bazzana walked with one out in the fourth, the right-hander retired 13 straight until DeLauter had a base hit to left to end Burke’s night.

Burke struck out six and threw 83 pitches, including 53 strikes.

Taylor entered and allowed an RBI triple to Adell before Nathaniel Lowe flied out to end the inning.

After getting shut out on Saturday, the Guardians struck quickly with a pair of runs in the first inning.

Steven Kwan led off with a base hit and José Ramírez drew a walk before Chase DeLauter’s grounder off opener Anthony Kay moved the runners to second and third. Sean Newcomb came on and intentionally walked Adell to load the bases. Lowe hit a high chopper to drive in Kwan, but Newcomb threw it wide of the bag at first, allowing Ramírez to score on the error.

It marked the first time in four games this postseason the White Sox were behind.

Kay faced three batters and threw 17 pitches, including eight strikes.

More to come on this story.

​ Orange County Register 

Robert Ruesch, Mission Viejo City Council District 1 candidate, 2026 election questionnaire

• October 5, 2026

Ahead of the November general election, the Southern California News Group compiled a list of questions to pose to the candidates who wish to represent you. You can find the full questionnaire below.

Name: Robert Ruesch

Age: 73

Current job title: Councilman District 1

Incumbent: Yes

Other political positions held: President, Orange County Mosquito and Vector, Board Member of Orange County Fire Authority

City where you reside: Mission Viejo

Campaign website or social media: bob4mvcouncil.com

How can the city best meet the demand and mandates for more housing, including at lower price points, while also preserving local control and the quality of life for existing neighborhoods and residents? (Please limit your answer to 200 words or less.)

We can look at careful placement of less dense projects throughout the city, adding additional affordable options in each that blend into the existing community and will provide affordable housing for our children, young families, health workers, educators, and technicians that need local housing. Low income in Orange County is over $100,000. Smaller projects do not stand out like multi-story big developments and help new residents assimilate into the existing community structure and eventually buy more expensive homes, opening affordable housing to others. Increased traffic concerns are mediated with many smaller developments rather than a few more concentrated developments.

How should the city balance rising costs, paying off debts, such as pension liabilities, and building reserves, all while meeting residents’ needs? Should a solution involve finding new revenue, economic development, trimming the budget, or something else entirely? (Please limit your answer to 200 words or less.)

Mission Viejo continues to maintain a balanced budget using continuous oversight by staff and council to only spend within the constraints of projected income. Our pensions are adequately funded from decisions made by previous councils and maintained by current council. Mission Viejo has an active Chamber of Commerce along with a business-friendly Planning Commission tasked with helping new businesses find a home in Mission Viejo. Council recently implemented an incentive program to buy from our auto dealers and receive gift cards to local businesses. Our involvement in hosting Olympic teams projects to bring in an additional $60 million–$100 million in revenue to local businesses during 2027-2028.

The public expects transparency from public leaders in spending and governance. How can this be achieved? How can the city do better in this area? (Please limit your answer to 200 words or less.)

Mission Viejo continues to work on making available all the information about decisions coming before the council. Recent additions include interactive town hall meetings on subjects of concern to the public like fire insurance, revamping the digital footprint of the city, including a redesigned website incorporating AI for better navigation, and public input into the upcoming budget. Improvements should be made with the direct input of the residents and additional workshops as needed.

In your opinion, what is the biggest need your city faces, and how would you address it? (Please limit your answer to 200 words or less.)

Mission Viejo needs to reenergize its current business climate while encouraging new businesses to invest in becoming part of our community. We need to find ways to encourage younger families to move to our community while providing affordable living for both them and our seniors living on fixed incomes.

The city also needs to continue to work with the housing mandates required by the state while working to keep the city safe, managing traffic, and finding ways to help the city adapt to these and other changes keeping the uniqueness of our city.

I propose to work on these by listening to the community, using the talents of the next council, engaging staff, and the resources they have to meet these challenges and continue to keep Mission Viejo the beautiful place it continues to be..

Why would you make a good leader, and how would you represent the diverse communities of your city? (Please limit your answer to 200 words or less.)

During my current term, Mission Viejo has experienced challenges and successes. As Mayor, staff members and new employees took the roles of those who retired or left. Those included many of the most senior positions in the city staff. Being able to quickly collaborate with fresh staff to keep the needs of the council and the city moving forward could be challenging. I was able to bring my business experience to assist in all these transitions.

Our city is diverse in age, ethnicity, and needs. I maintain a policy of listening to everyone to be able to have the best understanding of issues before me to make informed decisions. Additional innovative programs created during this term include the $700 million Mission Hospital addition with nine new emergency rooms, and a completely rebuilt Fire Station 24, with plans to rebuild our other two fire stations. The Dutch Olympic and Paralympic teams asked to practice in Mission Viejo. Their agreement stated that they must pay their own way with a $1 million payment to the city to cover our costs.

These are examples of my leadership and my desire to continue to keep Mission Viejo budgeted while managing new challenges.

​ Orange County Register 

Laura Parisi, Laguna Beach City Council candidate, 2026 election questionnaire

• October 5, 2026

Ahead of the November general election, the Southern California News Group compiled a list of questions to pose to the candidates who wish to represent you. You can find the full questionnaire below.

Name: Laura Parisi

Age: 67

Current job title: City Treasurer

Incumbent: No

Other political positions held: City Treasurer

City where you reside: Laguna Beach

Campaign website or social media: None

How can the city best meet the demand and mandates for more housing, including at lower price points, while also preserving local control and the quality of life for existing neighborhoods and residents? (Please limit your answer to 200 words or less.)

I think that Laguna should facilitate/develop a coalition of other coastal cities to arrive at a solution that would meet all of our needs while addressing the demands and mandates.

How should the city balance rising costs, paying off debts, such as pension liabilities, and building reserves, all while meeting residents’ needs? Should a solution involve finding new revenue, economic development, trimming the budget, or something else entirely? (Please limit your answer to 200 words or less.)

I think it is important to stay laser focused on the basics. Maximizing the revenue we currently have and ensuring that expenditures fit within the city objectives. I would also like to see better municipal reporting, including monthly financial reports to the city council, city Council training on financial requirements for municipal governments and a study of utilizing AI in municipal accounting system systems.

The public expects transparency from public leaders in spending and governance. How can this be achieved? How can the city do better in this area? (Please limit your answer to 200 words or less.)

Laguna Beach, I am a firm believer in transparency in city accounting. At a minimum, cities should follow Generally Accepted Accounting Principles, but also move toward a standard practice of monthly financial reporting. Further, I would insist on a more complete analysis of potential projects and the evaluation of both the advantages and disadvantages of projects and options to complete projects.

In your opinion, what is the biggest need your city faces, and how would you address it? (Please limit your answer to 200 words or less.)

Laguna Beach needs to improve the trust that the citizens have in the governing process. I would address this through increased public involvement, more balanced financial analysis and increased financial reporting.

Why would you make a good leader, and how would you represent the diverse communities of your city? (Please limit your answer to 200 words or less.)

Laguna Beach, I promise to listen and bring the public’s thoughts to my council decision-making process. I lead by example.

​ Orange County Register 

John Delavigne, Los Alamitos City Council District 5 candidate, 2026 election questionnaire

• October 5, 2026

Ahead of the November general election, the Southern California News Group compiled a list of questions to pose to the candidates who wish to represent you. You can find the full questionnaire below.

Name: John Delavigne

Age: 53

Current job title: Senior Director

Incumbent: No

Other political positions held: None

City where you reside: Los Alamitos

Campaign website or social media: None

How can the city best meet the demand and mandates for more housing, including at lower price points, while also preserving local control and the quality of life for existing neighborhoods and residents? (Please limit your answer to 200 words or less.)

The City of Los Alamitos has done well with the existing Housing Element that was passed in 2023. The State of California has placed housing mandates on each city, and not having an established housing element places the city at risk of losing control on where and what type of housing is developed. Each city, including Los Alamitos, must look for suitable projects that increase the number of housing units, including affordable housing. However, this should not be at the expense of established neighborhoods, specifically single-family neighborhoods. For example, if the City had not passed the Housing Element with established zoning or a general plan, a developer could conceivably propose a high-density multifamily project in an area where it would not otherwise be permitted.

How should the city balance rising costs, paying off debts, such as pension liabilities, and building reserves, all while meeting residents’ needs? Should a solution involve finding new revenue, economic development, trimming the budget, or something else entirely? (Please limit your answer to 200 words or less.)

The first priority of any city is to provide adequate services to its residents, which includes public safety, capital improvements and economic development projects. A fiscally responsible city can provide its residents with these essential services while also balancing its budget. However, with economic uncertainty and rising costs such as pension liabilities, the city must also look for other ways to raise revenue. The City of Los Alamitos did just that in 2020 with the passage of Measure Y, which was a 1.5% sales tax. The result put the city in a position to fully fund the police department, fund much-needed capital improvement projects as well as economic improvement projects. These results not only look good on paper, but they are the reason people, like myself, choose to live and raise their families in Los Alamitos. We want a city that works!

The public expects transparency from public leaders in spending and governance. How can this be achieved? How can the city do better in this area? (Please limit your answer to 200 words or less.)

Every resident should expect complete transparency from its public leaders. The public is encouraged to attend and participate in City Council and Planning Commission meetings. The agendas and minutes are also available online. In addition, posting important information online to keep residents appraised is a good way to maintain trust.

In your opinion, what is the biggest need your city faces, and how would you address it? (Please limit your answer to 200 words or less.)

I believe Los Alamitos has such potential to move forward with a strong economic development plan. We live in a city that people want to live in, with amazing city services, schools and public safety. Knowing this, we have the potential to bring in businesses, small and large, that will flourish here, while also retaining the businesses we currently have. I speak with so many people who would love to dine and do business in Los Alamitos, but often have to go outside the city to do so. I would also like to see the development of underutilized properties and improvement of existing properties to attract these businesses.

Why would you make a good leader, and how would you represent the diverse communities of your city? (Please limit your answer to 200 words or less.)

I believe I would make a good leader because I listen. I am very excited to hear from the residents their thoughts on how our community can improve. I would then bring those thoughts or concerns to the table for discussion in implementation. The district I hope to represent includes a diversity of people that may have very different priorities of what they hope the city can do to improve their lives. Another attribute of a good leader is putting what is best for the city over personal aspiration. I have no further political aspirations and will do my absolute best to represent our city in a way that is best for our city!

​ Orange County Register 

Frederick Fascenelli, Serrano Water District Division 4 candidate, 2026 election questionnaire

• October 5, 2026

Ahead of the November general election, the Southern California News Group compiled a list of questions to pose to the candidates who wish to represent you. You can find the full questionnaire below.

Name: Frederick W. Fascenelli

Age: 61

Current job title: Attorney

Incumbent: No

Other political positions held: None

City where you reside: Villa Park

Campaign website or social media: Fred4Water.org

Tell us what your No. 1 priority is for this office, should you be elected. (Please answer in 200 words or less.)

My first priority is protecting a reliable and affordable water supply for our community in a period of increasing uncertainty.

Southern California’s water system depends upon imported water, local groundwater, infrastructure, conservation and careful long-term planning. The Colorado River is entering an especially important period as the federal government develops new operating rules for Lake Mead and Lake Powell after 2026.

Conservation is important, but conservation alone is not a water policy. When customers use less water, district revenues can decline while the fixed costs of maintaining pipelines, pumps, reservoirs and treatment systems remain. The result can be increasing rates even as residents do exactly what they have been asked to do.

I want Serrano to plan for that reality rather than simply react to it.

That means protecting and diversifying our water supplies, maintaining infrastructure before failures occur, scrutinizing expenditures, and understanding how state and federal decisions will affect our local ratepayers.

My goal is straightforward: reliable water, responsible rates and sound planning for the next generation.

What does this department do for citizens? What do you view as its most important role for residents, and why? (Please answer in 200 words or less.)

Most residents rarely think about their water district, and in many ways, that is a sign that it is doing its job.

We turn on a faucet and expect safe, reliable water to be there. Behind that simple act is a complicated system involving water acquisition, treatment, storage, pumping, pipelines, maintenance, regulatory compliance, emergency preparedness and long-term financial planning.

The district’s most important responsibility is reliability: making sure our community has safe water today while protecting the system that will provide it tomorrow.

That requires balancing several responsibilities. Infrastructure must be maintained and replaced before it fails. Water supplies must remain dependable as imported supplies become less certain. Rates must provide enough revenue to operate the system without placing unnecessary burdens on residents.

A water district board should therefore look beyond the next budget year. Decisions about infrastructure and water supply made today can affect residents for decades.

Good water policy is ultimately about stewardship, leaving the community with a system at least as reliable and financially sound as the one we inherited.

Your neighbors may not be so familiar with this office on their ballot. How would you promote more general knowledge of the district and the importance of its work? (Please answer in 200 words or less.)

I would make the district easier for residents to understand.

Water policy is complicated, but explaining it does not have to be.

Residents should be able to understand where their water comes from, what it costs, why rates change, what infrastructure needs replacement, and how decisions in Sacramento, Washington and throughout the Colorado River Basin ultimately affect their water bills.

I would encourage the district to communicate those issues visually and in plain English—short explanations, maps, graphics and regular updates that a resident can understand without becoming a water-policy expert.

Board agendas and major expenditures should also be accompanied, whenever practical, by concise explanations of what is being proposed, why it is necessary and what it will cost.

Transparency is more than making documents available. Information is only useful when people can understand it.

A public agency earns confidence when residents know what it is doing, why it is doing it and how their money is being spent.

What experiences and priorities do you bring to this role? What have you learned in prior leadership roles that makes you the person for the job? (Please answer in 200 words or less.)

I do not claim to be a water engineer. I bring something different to the board: decades of experience analyzing complicated problems and asking experts the questions necessary to make informed decisions.

I have practiced law for approximately 30 years and spent 26 years as a criminal litigator. Litigation teaches you to examine evidence critically, question experts, identify assumptions and make complicated subjects understandable.

My education and experience also extend beyond law. I began college studying chemistry and the sciences, earned a minor in business, studied surveying, have experience involving property and easement rights, and am a patent holder. For decades, my work has required me to read and interpret statutes, regulations and technical information.

Those experiences taught me not to be intimidated by complicated subjects—and not to accept an answer simply because it sounds technical.

A director does not need to replace the district’s engineers, financial professionals or water experts. A director needs to understand their recommendations, test the assumptions behind them and exercise independent judgment.

You don’t have to be the engineer to ask the engineer the right questions.

What will you do to establish trust with your community that you will tackle this job well? (Please answer in 200 words or less.)

Trust begins with independence and transparency.

If elected, I will approach decisions the same way I have approached difficult professional decisions throughout my career: obtain the facts, ask questions, understand the alternatives and explain the reasoning behind the decision.

I will not pretend to know something I do not know. When an issue requires engineering, financial or scientific expertise, I want to hear from the people who possess that expertise—and then ask questions until I understand the recommendation well enough to make an independent decision.

Residents also deserve to know how their money is being spent. I will scrutinize budgets, contracts, rate proposals and major capital projects and ask whether expenditures are necessary, whether alternatives have been considered and what the long-term consequences will be.

I also believe disagreement is healthy. Board members do not build public confidence by agreeing with one another automatically. They build it by conducting their business respectfully, openly and based upon evidence.

My commitment is simple: I will do my homework, ask questions and explain my decisions.

Bonus question: What is the best book you’ve read this year? Explain why you found it compelling.

“Cadillac Desert” by Marc Reisner.

I found it compelling because it tells the history of how water shaped the American West, economically, politically and physically. What struck me most was how decisions about dams, aqueducts and water allocation made generations ago continue to affect communities today.

The book also illustrates how easy it is to assume that water will always be available simply because it comes out of the faucet. In Southern California, our water supply is actually the product of an extraordinary system of engineering, law, agreements and infrastructure developed over many decades.

I particularly enjoyed the intersection of history, engineering, politics and law. It reinforced something I have learned throughout my career: complicated problems rarely have simple answers, and today’s decisions can have consequences long after the people who made them are gone. That is especially relevant today as the West considers how to manage a limited water supply for future generations.

​ Orange County Register 

Alex Rounaghi, Laguna Beach City Council candidate, 2026 election questionnaire

• October 5, 2026

Ahead of the November general election, the Southern California News Group compiled a list of questions to pose to the candidates who wish to represent you. You can find the full questionnaire below.

Name: Alex Rounaghi

Age: 28

Current job title: Laguna Beach City Councilmember

Incumbent: Yes

Other political positions held: Former Chair of Laguna Beach Housing and Human Services Committee; former Senior Policy Advisor for Supervisor Katrina Foley

City where you reside: Laguna Beach

Campaign website or social media: rounaghiforcouncil.com

How can the city best meet the demand and mandates for more housing, including at lower price points, while also preserving local control and the quality of life for existing neighborhoods and residents? (Please limit your answer to 200 words or less.)

It’s critical that the City comply with state housing mandates to preserve local control, while also meeting the needs of our seniors, artists, and workers that are core to our community’s identity. I’m proud of our work to have a compliant 6th Cycle Housing Element, ensuring that we can retain local control and not be subject to Builder’s Remedy.

On City Council, I championed updating our zoning code to allow second-story residential space where commercial space is already allowed, initiated the Housing Trust Fund, and supported the Community Land Trust, which has preserved more than 70 artist live-work spaces. I also led the overhaul of our inclusionary ordinance so affordability requirements do not deter housing production, And I prioritized extending the affordability covenants on the City’s largest senior housing project, which I will continue advancing if elected to a second term.

The best way to support housing is an efficient and clear planning process. I promoted streamlining the permitting process, which cut permit times 30%, and introduced an AI Plan Check Pilot program.

It is a false choice between retaining our community character and addressing our housing needs. To retain local control, we must do both through innovative and thoughtful solutions.

How should the city balance rising costs, paying off debts, such as pension liabilities, and building reserves, all while meeting residents’ needs? Should a solution involve finding new revenue, economic development, trimming the budget, or something else entirely? (Please limit your answer to 200 words or less.)

Long-term fiscal stewardship is critical to protecting public safety and quality of life. The budget is the City’s most important policy document. Laguna has a strong tax base and low debt, but costs are outrunning revenue.

That’s why earlier this year I worked with Councilmember Kempf to initiate a comprehensive efficiency initiative. We did a deep dive on our budget and long-term financial position, looking beyond next year to the decade ahead. Working with the City Manager, we identified $1.5 million in FY 26-27 savings, with direction to find more at mid-year. The Council also approved our recommendations for performance audits and outcome-based budgeting.

Reserves are full: our 20% operating reserve exceeds GFOA standards. A separate $7.4 million Disaster Contingency Fund means we are prepared for rainy day scenarios. Pension payments peak in 2029, then decline. Based on 2025 audited financial statements, Laguna ranks second of Orange County’s 34 cities in unrestricted net position for governmental activities per capita.

I voted in 2024 and 2026 against placing tax increases on the ballot. In my second term, I will continue prioritizing efficiency to ensure we can make investments in public safety, long-term infrastructure, and other priorities.

The public expects transparency from public leaders in spending and governance. How can this be achieved? How can the city do better in this area? (Please limit your answer to 200 words or less.)

As Councilmembers, we work for the public, and I take transparency seriously. Residents deserve to understand why their leaders make decisions and how the City prioritizes their tax dollars.

Whenever an issue comes before me, I listen to residents, consult the relevant stakeholders, shadow frontline City employees to see how things actually work, and do my research to make an informed and independent decision. While I cannot promise to agree with everyone, the public deserves a clear explanation for why I am making a specific decision. I find that when you explain your methodology, even those who might not be happy with the outcome are able to understand.

We can always do better to instill a culture of transparency for city finances. That’s why Councilmember Kempf and I put our 15-page memo on the City’s long-term finances in front of the Council and the public this year, numbers and all. The budget should tell residents what they get for their money. Until now the City has reported workload instead of outcomes. Overhauling our budget, based on recommendations from our efficiency initiative, will enhance transparency and government efficiency.

In your opinion, what is the biggest need your city faces, and how would you address it? (Please limit your answer to 200 words or less.)

The health and safety of our community is my top priority.

I have championed significant investments in state-of-the-art wildfire mitigation, including fuel modification, utility undergrounding, helopods, and AI detection technology. As Mayor during the Rancho Fire in 2025, I saw firsthand how these investments paid off. In addition, I voted to fully fund law enforcement; based on 2024 data, Laguna Beach had the lowest violent crime per capita among Orange County coastal cities.

My top focus now and going forward is retaining Laguna’s access to emergency care. Earlier this year Providence announced plans to close the Emergency Room and hospital that have served our community for more than 50 years. In response, City Council adopted an action plan and created a task force to fight the ER closure. As co-chair of the task force, I’ve met with the Attorney General’s office, County health officials, Laguna’s emergency responders, other hospital providers, and outside experts — and many times with Providence. After our latest meeting with Providence, they agreed to study a smaller hospital with an ER. While this is a positive step, I’m after more than a study. I’m committed to a solution that preserves emergency care access now and for future generations.

Why would you make a good leader, and how would you represent the diverse communities of your city? (Please limit your answer to 200 words or less.)

As a lifelong resident, I’m honored to serve the town three generations of my family call home. Laguna Beach is no accident. Visionaries built and preserved Laguna’s unique character by tackling long-term challenges in unconventional ways. I’m proud to have led the same way as a Councilmember and Mayor, thinking outside the box to find innovative solutions to complex problems. I signed the historic agreement transitioning Laguna from 100% imported water toward majority-local supply, and I led efforts to restore the Irvine Bowl as a year-round concert venue.

Representing everyone starts with communicating clearly with constituents and welcoming every perspective, including the ones I disagree with. In 2025, the Register named me among Orange County’s 125 most influential people, citing my mayoral term for bringing “civility to the chambers by emphasizing the importance of disagreement without incivility.” As incivility and chaos unfold at all levels of government, I will continue embracing civil discourse in Laguna Beach.

There is no place like Laguna, and soon it will turn 100. The next four years will shape Laguna’s next century, and every perspective belongs in those decisions. The generations before us left Laguna worth celebrating. Our job is to leave it worth inheriting.

​ Orange County Register 

Tracy La, Garden Grove Unified School District Area 4 candidate, 2026 election questionnaire

• October 5, 2026

Ahead of the November general election, the Southern California News Group compiled a list of questions to pose to the candidates who wish to represent you. You can find the full questionnaire below.

Name: Tracy La

Age: 31

Current job title: Nonprofit Executive Director

Incumbent: No

Other political positions held: Santa Ana Rental Housing Board Chair, Orange County Housing & Community Development Commissioner

City where you reside: Santa Ana

Campaign website or social media: votetracyla.com

What are the top two needs of your school district, and how are you prepared to address them? (Please answer in 200 words or fewer.)

Our schools must remain places of safety and opportunity for Garden Grove Unified students, families, and staff. As a Garden Grove Unified trustee, I will advocate for needed expansions to mental health support and basic needs programs, such as farm-to-school nutrition programs and support for GGUSD families facing immigration issues. I will champion Vietnamese and Spanish dual-language immersion education, early college credit opportunities, career technical education, and support for students with special needs at GGUSD. I believe that all GGUSD students should have what they need to succeed, whether they live in Santa Ana, Westminster, Garden Grove, or Fountain Valley.

Additionally, as a trustee, I will fight for accountability and transparency in GGUSD’s fiscal resources. Every dollar spent at GGUSD should go toward strengthening the quality of public education at GGUSD schools – including retaining quality teachers and staff, upgrading classrooms and facilities so they are safe and modern, and ensuring all students have the resources they need to succeed.

To you, what is the role of a school board in education? Is it driving policy, being involved in curriculum, something else entirely? (Please answer in 200 words or fewer.)

Our school board is responsible for driving policy to ensure the school district is responsive and accountable to the public. Garden Grove Unified students and families deserve school board members who fight to make sure the school district puts our tax dollars to work effectively – whether through expanding academic programs like early college credit, investing in modernized classrooms, or growing mental health and basic needs services to support GGUSD families.

Our school board is also responsible for making important decisions about how taxpayer dollars are spent by the school district. School board members must ensure that the school district maintains fiscal responsibility and transparency so our schools can continue to deliver quality public education for our students.

Ultimately, our district’s teachers should lead decisions about instructional materials and curriculum because they are the experts when it comes to teaching. While the school board does play a role in curriculum adoption, I am committed to following the leadership of Garden Grove Unified teachers to ensure that curriculum meets academic standards, is responsive to community needs, and represents our shared values.

How do you feel artificial intelligence is, or isn’t, safe in the classroom? In what instances should it be expanded in the classroom? What about when it should be limited? (Please answer in 200 words or fewer.)

Many educators, parents, and students have raised serious concerns about the cognitive and privacy risks of carelessly incorporating artificial intelligence, especially generative AI, into learning spaces. School districts already have guardrails in place that limit students’ internet access to appropriate websites and sources. A similar approach should be used regarding any AI tools to ensure students only have access to academically appropriate content while using school devices. School districts are responsible for keeping our students safe, and that includes keeping students’ data, privacy, and well-being safe as well.

Our educators must also be given the training and resources to teach students about how to use relevant technological tools while safeguarding their well-being and privacy. Too often, teachers and staff are tasked with implementing the use of various digital technologies or programs without adequate support to set themselves and their students up for success.

How do you believe schools can better teach or engage students in civil discourse? How would you like to see your district tackle this issue? (Please answer in 200 words or fewer.)

As the executive director of a nonprofit that works directly with youth and teaches students about local government, I believe that strengthening civil discourse starts with promoting mutual respect and open-mindedness. Safe, inclusive schools help foster campus communities where students are encouraged to engage in respectful and productive conversations with their peers about issues that are important to them.

Our schools can also better engage students in civil discourse by ensuring that teachers are supported enough to do so. Garden Grove Unified teachers are already doing the work of not just teaching government and history classes, but also serving as advisors for a variety of student clubs like debate, civics, and culture clubs where students learn to engage in civil discourse and respect one another. We should make sure that teachers have the resources, support, and training they need to continue to promote civil discourse at our schools.

Some school districts around California are recruiting teachers by building subsidized housing. How would you suggest your district could better attract — and retain — educators? (Please answer in 200 words or fewer.)

When it comes to school employees, their working conditions are our students’ learning conditions. GGUSD can better recruit and retain high-quality staff by guaranteeing competitive compensation and adequate support for school employees. I am committed to ensuring that Garden Grove Unified invests in our teachers and classified staff so that they are supported in delivering quality and inclusive education – whether that be enhancing core subject curriculum instruction, strengthening dual language immersion programs, expanding career technical education offerings, improving special education classes, or implementing ethnic studies. When school staff know their district has their back during difficult times, they can feel more empowered to continue delivering quality, inclusive education to all students and will be less likely to search for employment elsewhere.

GGUSD families and staff continue to struggle to make ends meet. I am committed to working with municipal and county officials to ensure that our school staff can afford to live where they work, including by exploring any potential options for education workforce housing.

What experiences and priorities do you bring to this role? What have you learned in prior leadership roles that makes you the person for the job? (Please answer in 200 words or fewer.)

For the past eight years, I have served as the executive director of VietRISE, a nonprofit organization in Little Saigon that works with Vietnamese and immigrant communities in Orange County. Through VietRISE, I led the development of an educational program for Little Saigon youth, have overseen training for dozens of staff members, and understand how to manage an organizational budget. I also led several key efforts to support working families in our community — including the passage of the Santa Ana rent stabilization ordinance, which was achieved by organizing with Vietnamese senior mobile home residents.

In my role as a nonprofit leader, I work every day with Garden Grove Unified students and families. I hear directly from them about problems they face, like housing insecurity, fears of immigration enforcement, concerns about the quality of their education, and anxiety about their futures. I also serve on the OC Housing & Community Development Commission and previously served as chair of the Santa Ana Rental Housing Board. My nonprofit leadership and public service have provided me with the insight and experience needed to ensure Garden Grove Unified effectively serves our working-class community and provides all of our students with the quality public education they deserve.

If your campaign had a mascot, what would it be and why? (Please answer in 200 words or fewer.)

If our campaign had a mascot, it would be a water buffalo. Because of their key role in rice farming in Southeast Asia, many people consider water buffaloes to be the embodiment of strength and the humble dignity of providing for others. They also travel in herds to protect the vulnerable among them. Water buffaloes represent some of the core values of our campaign: hard work, perseverance, and standing with our community in the face of difficult challenges.

Bonus question: What is the best book you’ve read this year? Explain why you found it compelling.

I recently read “The Mountains Sing” by Nguyễn Phan Quế Mai in preparation for an installment of the VietRISE member book club.

“The Mountains Sing” is, hands down, the best book I’ve read this year. The book is a historical fiction novel that traces a Vietnamese family’s experiences through much of the 20th century, from the French colonial period to the post-war era after 1975. “The Mountains Sing” illustrates multiple generations of struggles and conflict that the Vietnamese people endured, including the famine under Japanese occupation, the violence that occurred during the North Vietnamese “land reforms” of the mid-20th century, and, of course, what we refer to here in the U.S. as the Vietnam War. I admire the author’s presentation of complex Vietnamese histories, and I also appreciate how the characters in “The Mountains Sing” are all grappling with ideas of independence in their own ways.

​ Orange County Register 

Katie McEwen, Irvine Unified School District Area 2 candidate, 2026 election questionnaire

• October 5, 2026

Ahead of the November general election, the Southern California News Group compiled a list of questions to pose to the candidates who wish to represent you. You can find the full questionnaire below.

Name: Katie McEwen

Age: 55

Current job title: Irvine Unified School District Board Member

Incumbent: Yes

Other political positions held: None

City where you reside: Irvine

Campaign website or social media: mcewenforiusd.com

What are the top two needs of your school district, and how are you prepared to address them? (Please answer in 200 words or fewer.)

Our first need is continuing to support the whole child by fostering both academic achievement and students’ social-emotional well-being. These needs are deeply intertwined: Students are better able to learn, take intellectual risks, and reach their potential when they feel safe, supported, connected, and well. I am committed to maintaining IUSD’s high academic standards while strengthening mental health, counseling, special education, and other supports to ensure every student has what they need to succeed and graduate prepared for college, career, and life.

Our second major need is adequate and sustainable funding. IUSD is one of California’s highest-performing school districts, yet remains among the lowest funded per pupil. Our board and district leadership have been strong fiscal stewards, strategically maximizing limited resources to provide exceptional educational opportunities. But California’s funding formula does not adequately reflect the costs of providing the high-quality education our community expects, particularly as we balance competitive compensation for outstanding employees with growing student needs and rising costs.

I will continue advocating for full and fair funding while ensuring every dollar is used responsibly and strategically to fulfill our promise to provide the highest quality education we can envision.

To you, what is the role of a school board in education? Is it driving policy, being involved in curriculum, something else entirely? (Please answer in 200 words or fewer.)

The role of a school board is to govern, not to manage, the day-to-day operations of the district. The board sets the vision and direction for the district, establishes policy, adopts curriculum and the budget, hires and evaluates the superintendent, and holds the district accountable for student outcomes.

While the board has an important role in approving curriculum and ensuring that it reflects high academic standards and the needs of our students, I believe we must also respect the expertise of our professional educators and staff who determine how that curriculum is taught in our classrooms. School board members also serve as a critical connection between the community and the district. We need to listen to students, parents, teachers, staff, and community members; ask thoughtful questions; use data to evaluate results; and ensure resources are aligned with our priorities.

Ultimately, our responsibility is to keep students at the center of every decision and create the conditions in which educators can teach effectively, and every student has the opportunity to succeed and thrive.

How do you feel artificial intelligence is, or isn’t, safe in the classroom? In what instances should it be expanded in the classroom? What about when it should be limited? (Please answer in 200 words or fewer.)

Artificial intelligence offers tremendous opportunities in education, but it must be introduced thoughtfully, safely, and in developmentally appropriate ways. Our responsibility is to prepare students for a future in which AI will be part of college, careers, and everyday life while protecting the skills and relationships at the heart of learning.

AI should be expanded intentionally and under the guidance of teachers when it enhances learning; for example, helping students brainstorm, receive individualized feedback, explore ideas, or access learning in new ways. It can also help teachers differentiate instruction and spend less time on routine tasks and more time connecting with students.

AI should never replace a student’s own critical thinking, creativity, writing, or problem-solving, nor should it replace the essential relationship between students and teachers. Its use should be limited when it compromises academic integrity, student privacy, or the teacher’s ability to understand what a student actually knows and can do.

I support IUSD’s thoughtful approach: use vetted, secure tools; protect student data; teach AI literacy and responsible use; and continually evaluate where AI enhances learning and where it does not.

How do you believe schools can better teach or engage students in civil discourse? How would you like to see your district tackle this issue? (Please answer in 200 words or fewer.)

Schools have an important role in teaching students how to engage respectfully and thoughtfully with people who may see the world differently. Civil discourse does not mean avoiding disagreement. It means learning how to listen, ask questions, evaluate evidence, express your own views effectively, and disagree without demeaning someone else.

I would like IUSD to continue creating authentic opportunities for students to practice these skills across the curriculum and through student leadership and civic engagement. Our annual Student Advocacy Program is a great example: Students spend weeks learning about complex education issues, developing their own perspectives, and listening to others in preparation for a culminating day in Sacramento, where they advocate directly with state legislators.

In an increasingly polarized world, I believe we should intentionally teach students how to distinguish facts from misinformation, consider multiple perspectives, find common ground where possible, and remain curious about viewpoints different from their own.

Ultimately, preparing students for college, career, and life also means preparing them to participate thoughtfully in our democracy. Schools should be places where students learn that strong disagreement and mutual respect can, and should, coexist.

Some school districts around California are recruiting teachers by building subsidized housing. How would you suggest your district could better attract — and retain — educators? (Please answer in 200 words or fewer.)

Outstanding educators are at the heart of excellent schools, so attracting and retaining them must remain a priority. That starts with competitive salaries and benefits, particularly given Irvine’s high cost of living. I am open to exploring creative solutions, including partnerships that could help make housing more attainable for educators, while carefully evaluating feasibility and cost.

But compensation is only part of retention. We also need to create working conditions that make excellent educators want to build their careers in IUSD. That means providing strong professional development and mentoring, maintaining manageable workloads, ensuring adequate classroom and student support, and giving teachers a meaningful voice in decisions that affect their work.

From my experience as both a classroom and substitute teacher, I understand how important it is for educators to feel respected, supported, and trusted as professionals. I will continue advocating for increased state and federal funding so we can invest in competitive compensation and the staffing and resources educators need to do their jobs well.

Ultimately, retaining great teachers requires both competitive compensation and a culture where educators feel valued and supported.

What experiences and priorities do you bring to this role? What have you learned in prior leadership roles that makes you the person for the job? (Please answer in 200 words or fewer.)

I bring four years of experience serving on the IUSD Board of Education, including one year as board president, when I helped lead the successful search of our new superintendent. I also bring deep roots in our schools and community: 22 years as an Irvine resident, 17 years as an IUSD parent and PTA volunteer and leader, and experience teaching in IUSD both as a classroom teacher and substitute teacher.

As the parent of three IUSD graduates, I have experienced our schools from kindergarten through graduation. I also spent more than a decade navigating the IEP process alongside one of my children, giving me an important perspective on special education and the needs of students and families.

These experiences have taught me that effective leadership requires listening, collaboration, thoughtful decision-making, and keeping students at the center. My priorities remain academic excellence, student well-being, strong support for educators and staff, and full and fair funding from the state and federal government, and ensuring that every student has the opportunity and support to thrive.

If your campaign had a mascot, what would it be and why? (Please answer in 200 words or fewer.)

If my campaign had a mascot, it would be Hurley, our small rescue terrier mix and the heart of our family.

Hurley is loyal, loving, and steadfast in supporting the people he loves. You would be hard-pressed to find a family photo from the time my children were in elementary school onward where Hurley is not being held. Most importantly, my son, who has special needs, often would not participate in or smile for family photos unless Hurley was in his lap. Hurley helped him feel comfortable, connected, and ready to be part of the moment.

That is why Hurley represents more than our family. He symbolizes the love, loyalty, patience, and steadfast support I hope to bring to the IUSD Board. Every student and family deserves to feel seen, supported, and included. Like Hurley, I want to be someone who shows up, listens, and helps create a community where everyone can thrive.

And if you’d like to meet my campaign mascot, you can spot Hurley being held in our family photo on the homepage of mcewenforiusd.com!

Bonus question: What is the best book you’ve read this year? Explain why you found it compelling.

The best book I’ve read this year is “Theo of Golden” by Allen Levi, a beautiful novel about a mysterious elderly man who arrives in a small southern town and quietly transforms lives through acts of generosity and connection. I loved the way Theo truly sees the people he encounters. Through the simple act of gifting portraits to their subjects, he takes the time to listen to their stories, understand what they are carrying, and connect with them on a deeply human level. In doing so, he often helps people find their way through difficult places in their lives.

I found the book incredibly uplifting. It reminded me of the extraordinary power of community, connection, kindness, and simply making another person feel seen and valued.

Those themes resonate deeply with me as an educator and school board member. Students bring their whole selves into our schools, and relationships matter. When a student knows that an adult sees them, believes in them, and cares about their well-being, it can change the trajectory of their experience.

“Theo of Golden” left me hopeful about what can happen when we genuinely pay attention to one another, and how individual acts of kindness and connection can ripple outward and strengthen an entire community.

​ Orange County Register