Gioia Giannotti Frye, LTHS Board Candidate

LA GRANGE, IL – Gioia Giannotti Frye is one of five candidates for four seats on the Lyons Township High School board.

Here are her responses to the Patch questionnaire:

Name:

Gioia Giannotti Frye

Town of residence:

La Grange Highlands

Age:

No answer.

Campaign contact email:

gioiagiannotti24@gmail.com

Family:

My husband and I are grateful and delighted to be the parents of an LT Alum and soon-to-be graduate of UIUC, a current Junior at LT, and our puppy of 9 years.

Does anyone in your family work in politics or government?

No

Education:

MBA Candidate, Gies College of Business: University of Illinois at Urbana-Champaign; Executive Program, SMU Cox School of Business; Bachelor of Arts: University of Illinois at Urbana-Champaign

Occupation:

Co-owner of (r)evolution architecture, llc. and Giannotti Multicultural Marketing and Communications

Previous or current elected or appointed office:

Most recently appointed to D204’s Board of Education; Past Vice-President of the Association of Consultants to Non-Profits; Past Vice-President of the La Grange Highlands Civic Association; Past President and Vice President of D106 Parent Teacher Association; Past President to the Board of North Avenue Day Nursery.

The single most pressing issue facing the school board is _______, and this is what I intend to do about it.

The most pressing issue facing the school board is the mental health of our high school students. Rising rates of anxiety, depression, and stress are affecting their sense of belonging, attendance, behavior, and academic performance.

Our students are navigating an unprecedented era—still feeling the effects of the pandemic, facing the reality of school shootings, and growing up in a digital world that fosters both connection and pressure. While online platforms enable collaboration and learning, they also introduce challenges like cyberbullying and highly challenging portrayals of success standards that intensify stress on young minds.

LTHS has taken steps by hiring more counselors and expanding mental health resources, including the GPS parent education series, Elyssa’s Mission, and educational programs for staff and more. However, we still have challenges to overcome, and I am committed to exploring how we can further support all students equitably ensuring that every student and the school community has the resources and environment needed to thrive.

What are the critical differences between you and the other candidates seeking this post?

I commend my fellow candidates and those before us for their dedication to our school community by sharing their life experiences for the greater good. My unique life experience and professional expertise bring value to the board in the following manner. As an immigrant from Bolivia who navigated the challenges of learning a new language and culture as well as navigating numerous visible and invisible systems, resilience and perseverance are ingrained in me. As such, giving back isn’t just a value—it’s my nature. As a business owner, market researcher, and strategist, I rely on data and expert insights to understand past trends, assess the present, and develop solutions. As a current board member, I apply this approach by asking critical questions and analyzing data, and addressing key issues such as improving school environment, chronic absenteeism, and disproportionate disciplinary actions among more vulnerable communities, as well as further improving access to higher-level classes for all students through a more visible roadmap.

What accomplishments in your past would you cite as evidence you can handle this job?

From my early years of volunteering and leading youth organizations to my experience on various boards, working with Fortune 500 companies, and co-owning (r)evolution architecture, llc and launching my own marketing firm, I have built a track record of collaboration, strategic problem-solving, and community engagement. I have worked alongside cross-functional teams, C-level executives, and community leaders to analyze data, identify challenges, and implement solutions that help communities thrive.

Some key accomplishments include:
• Founding Board Member, OptWell – Partnering with nonprofits, businesses, schools, and organizations to promote health and wellness in the western suburbs through education, resource access, and social support, making healthy lifestyle choices more attainable.
• Community Advocacy, Highlands – Negotiated improved terms and lower costs with Groot Waste Management. Led the creation of the Traffic Safety and Sustainability Committee, working with the Cook County Sheriff’s Department, Lyons Township, and D106 to slow traffic on side streets and establish a community recycling program.
• Chair, Health & Wellness Committee (La Grange Business Association Board) – Organized and led a Health & Wellness Community Expo at LTHS for two consecutive years, bringing together over 40 businesses and nonprofits and drawing more than 100 attendees.
• Creator & Partner, Operation Gratitude – Collaborated with D106 administrators and staff to launch an outreach initiative honoring first responders and veterans, including partnerships with the La Grange Fire and Police Departments, American Legion Post 1941, and Wounded Warriors.
These experiences demonstrate my ability to lead, collaborate, and create positive change—skills I will bring to this role to serve our students and school community effectively.

How would you rate the performance of the current school board? Explain.

The current school board has been effective in fostering greater transparency and communication with the community while entrusting the superintendent to implement policies and oversee daily district operations. Since my appointment in November 2024, I have observed the board’s performance firsthand and have seen a strong commitment to thoughtful governance.
Board members actively engage by asking critical questions, reviewing policies, and collaborating with one another, as well as with the superintendent and his Central Leadership Team. Their efforts seek to ensure that policies equitably support student health, safety, and academic excellence while also providing necessary support to teachers, staff, and administrators. Additionally, the board staying focused on delivering on the community-informed strategic plan through financial stewardship, ongoing evaluations of operational performance to date, ensuring the students’ well-being is at the forefront, all of which has created a positive trajectory for LT.

Are the district's property taxes too high, too low or just about right? Explain.

Property taxes are relative to each family’s home and where they live as they are calculated based on the value of the property itself, and includes both the land and the buildings on it. Property taxes are also impacted by other taxing agencies and community support services, such as road maintenance and emergency services, therefore where one lives highly influences their property taxes.

LTHS has only one tax rate for all taxpayers within the district, and their tax levy document provides details on how property taxes fund essential educational costs like building maintenance, staff salaries, and supplies. It also highlights that the tax rate fluctuates yearly due to inflation. LTHS maintains financial transparency through independent annual audits, consistently earning a AAA rating.

What is your view of students' performance on standardized tests? What can be done to improve scores?

While standardized test performance is one measure of student achievement, LTHS’s vision extends beyond test scores to ensure all students graduate prepared for life, career, and college success. In the wake of COVID-19, like many schools, LTHS has faced the challenge of re-establishing essential school norms, such as attendance and readiness to learn. A critical foundation for academic success is ensuring that students' fundamental needs are met and that they feel genuinely supported in their education. Research-backed education experts emphasize the effectiveness of trauma-informed and culturally responsive teaching, along with co-teaching models—strategies that LTHS is developing and expanding. I support the school’s commitment to innovation and adaptive learning because by embracing new approaches, LTHS is not only addressing current challenges but also fostering a more inclusive and effective learning environment that supports student success beyond standardized assessments.

How can the district narrow the gap in performance between low- and high-income students?

Same answer as prior question.

The high school is looking at tens of millions in building projects. Is the board on the right track with its plan?

Research shows that modernizing school buildings has a significant impact on student learning, health, and safety. It also enhances teachers’ effectiveness and improves retention. Recognizing this, the current administration and board developed a thoughtful, community-informed facility improvement plan, approaching the task with care and responsibility. I appreciate their phased and prioritized strategy for modernizing both campuses. North Campus, in particular, faces aging infrastructure that requires upgrades to enhance accessibility, comfort, and technology—improvements that will benefit not only students but also teachers and staff.

Should the board put a property tax hike on the ballot to pay for building projects?

Before considering a property tax increase, I would envision that the board, in collaboration with the administration, would once again review the community insights and prioritization of building projects that were gathered as part of the strategic planning process. Additionally, I would like to think that the board with the administration would do their due diligence and once again explore all available funding options as well as assess the long-term financial impact on the community. Fiscal responsibility and transparency should guide any discussions on this matter, ensuring that decisions align with the district’s needs while being mindful of taxpayers.

Which other sources of money could the board tap into for such projects?

Fortunately, past leadership demonstrated foresight by purchasing land in Willow Springs to accommodate future growth. The sale of this property presents a significant funding opportunity that can support ongoing and future projects at LTHS. Additionally, the board can explore state and federal grants, public-private partnerships, and capital improvement funds to supplement costs and minimize the financial burden on the community.

What is your view of the board's past effort to sell its land in Willow Springs to an industrial developer?

The process lacked the transparency it deserved, and this situation has underscored an important lesson: we are all in this together. Decisions of this magnitude have far-reaching consequences, not just for the board but for the entire community. Moving forward, it is essential to ensure that all stakeholders are engaged in discussions that impact our shared spaces and collective future.

Should the board have let other public bodies and residents know about its effort to go with an industrial buyer, rather than keep it under wraps for the better part of a year? Why or why not?

Transparency should have been prioritized. Informing public bodies and residents about the consideration of an industrial buyer would have fostered trust, invited diverse perspectives, and allowed for a more informed discussion about the potential impacts. Open dialogue ensures that decisions reflect the best interests of the entire community.

Was the attorney general right to find the board in violation of the Open Meetings Act to discuss selling the land to an industrial developer? Why or why not?

The Open Meetings Act (OMA) exists to uphold public trust by ensuring that government decisions are made openly and with public involvement. Discussions about real estate transactions that impact the community should be conducted transparently, with proper notice and opportunity for public input. Compliance with OMA is essential to maintaining accountability and fostering an engaged, informed community.

The board has released the recordings of meetings that the attorney general identified as violating the open meetings law. Should the board post them on its website? Why or why not?

As Warren Buffet states, “It takes 20 years to build a reputation and five minutes to ruin it.” Trust is the foundation of effective governance, and when it is damaged, the priority must be on rebuilding it.

While the board has already released the recordings as required, posting them on the website is unnecessary. The lesson has been learned, and the focus should now be on moving forward with transparency, accountability, and a renewed commitment to serving the community. With a significant turnover in board leadership, the path ahead should be centered on strengthening relationships, fostering open communication, and ensuring that past mistakes are not repeated.

Is the high school teaching critical race theory, Marxism or any other ideologies? If so, what should be done about it?

LTHS is committed to fostering a safe, affirming, and inclusive learning environment where every student feels respected, valued, and empowered to succeed. As outlined in the district’s Commitment to Equity, this means cultivating a supportive atmosphere that promotes trust—an essential foundation for both personal growth and academic achievement. Research consistently shows that students thrive in environments where they feel safe and included, leading to higher levels of engagement and performance.

Education at LTHS is centered on rigorous, evidence-based learning that challenges students to think critically, build on their strengths, and prepare for a diverse world. As noted by MIT’s Teaching and Learning Lab, meaningful inclusion enhances academic rigor, ensuring that all students are equipped with the skills to analyze complex ideas, collaborate effectively, and develop independent perspectives. The focus remains on academic excellence, intellectual inquiry, and critical thinking, equipping students with the tools to navigate an increasingly complex and interconnected world.

How is the district doing in getting good and bad news to the community?

The district has made significant strides in improving its communication with the community, utilizing multiple channels to ensure transparency and accessibility. As a parent of a current student, I receive regular updates through weekly emails, e-newsletters, and text messages when necessary with key developments and events. What I’ve also recently learned is that the district has established a community-centered page on its website, offering a wealth of resources and reference materials for parents, students, and stakeholders. Additionally, the Board of Education page highlights various opportunities for community engagement, ensuring that residents can connect with board members, stay informed about policy decisions, and participate in meaningful discussions. While these efforts have strengthened communication with the community, continuing to explore innovative ways to engage with the community may enable an even stronger sense of connection.

Is there any reason you would not serve your full term of office, other than those of health or family?

No. Not currently.

What else would you like voters to know about yourself and your positions?

I am a results-driven leader who values the power of collaboration, particularly in fostering a strong and supportive school community. Through my work with education-focused and community support organizations, I have built meaningful connections, worked closely with school leadership and parents, and identified opportunities to enhance resources and support systems for students. My goal is to ensure that every student and community member has the tools to grow and thrive. LTHS is on a promising path, and I am confident that my experience, insight, and dedication will further elevate student success.