2025 Trustee Election Questionnaire: Charlie Farmer

Charlie Farmer

My name is Charlie Farmer, and I am a fifty-two-year-old resident of Anaconda, where I have lived for twenty-five years. Born and raised on the Blackfeet Indian Reservation in Browning, Montana, I currently work in law enforcement as a detention officer for the Anaconda Police Department. My wife, Jamie, is a native of Anaconda and works as a psych counselor at the Job Corp, providing support to youth. We have two sons, Tyler and Billy, aged twenty-three and nineteen, respectively, who were both born in Anaconda and graduated with honors from Anaconda Junior/Senior High School. While my education has been largely experiential, I did obtain my GED at sixteen from the Blackfeet Community College. I am proud to serve as the current vice chair for the school board and vice chair for the county park and recreation board. Additionally, I am a member of the Montana Indian Athletic Hall of Fame and the World Powerlifting Hall of Fame. 

Question 1: Why are you running for school board, and what skills will you bring to the board?

I am seeking re-election to continue my commitment to our community’s children, teachers, and citizens. My skills include honesty, directness, hands-on experience, punctuality, and a proven track record of attendance, having never missed a board meeting in my three years of service. My agenda is straightforward: prioritizing the needs of our children. With over twenty years of experience volunteering with youth in Anaconda, I have established valuable friendships and connections throughout the state, which have been instrumental in securing free meals for our children and implementing a summer program that we hope to expand to include holidays. I am a straightforward individual who makes decisions based on the information presented, always prioritizing the well-being of our communities kids. I would rather make an unpopular decision that benefits the community than compromise my values for personal gain. This is who I am, and this is why I am seeking re-election.

Question 2: How will you work to improve communication in the school district among the board, the administration, staff, students and the public?

This is a matter I recently discussed with our acting superintendent. Effective communication begins at the top, and it is essential that everyone understands their roles and responsibilities. As someone who responds to every email I receive, I have been an active member of the negotiation committee for the past two years, facilitating yearly contracts regarding pay raises, concerns, and other pertinent issues. Notably, the district has not required the services of a mediator, as was necessary in the past, and the teachers union has expressed gratitude for the negotiations. I strive to keep the public and taxpayers informed about district happenings and regularly post weekly activities on social media. To maintain a positive and collaborative work environment, I recommend continuing to work closely with our administration to foster camaraderie throughout the district.

Question 3: The percentage of students with special needs continues to rise in our district. What can the board do to guarantee this population receives access to a quality education while still providing the same opportunities to its traditional and exceptional students?

Here are the numbers that I have: 2021-2022 - 252/1071 = 23.5% - This is the last year the District Partnered with AWARE (note our district population of 1071). 2022-2023 - 234/1028 = 22.7%. 2023-2024 - 236/1028 = 22.9%. 2024-2025 - 238/1033 = 23%. They have remained relatively consistent. Our issue lies in our community’s demographics. I have addressed this with our current superintendent, inquiring about alternative settings, such as charter schools, for which state funding is available. He provided an example of a school in the state with similar characteristics and a charter school. Is this a potential solution? I am uncertain, but I do believe it is a problem. What many citizens fail to realize is that there are laws beyond our capacity. When I was a kid, we had classes for kids at a lower learning level, and we currently have classes for kids at higher levels, such as honor classes and dual credits, which my last son to graduate was enrolled in. Many of our current children have experienced trauma and have high Adverse Childhood Experiences (ACE) scores, impacting their readiness for learning. While some of these issues are beyond our control, we can prepare our staff to address these adversities head-on. I am merely one component of the effort to bring continued improvements to our district

Question 4: School safety continues to be a concern for students, parents and staff. How will you work with your fellow board members as well as administration, educational staff, parents, students and other stakeholders to address school safety concerns?

When I initially joined the board, my primary concern was safety. I strongly advocated for a safety levy, which we successfully implemented and our taxpayers approved. As a law enforcement professional, I am well-versed in our active shooter program and the comprehensive measures we have taken to ensure safety, including the utilization of apps and training. Additionally, I engaged with students over the summer to discuss bullying prevention and the importance of students supporting one another. I emphasized to a class of students that true strength is not about putting others down, but rather lifting them up, which underscores the value of empathy, compassion, and support for others. I firmly believe in this principle.

Question 5: In an era of uncertainty in public education and with an increasingly high cost of living in our area, how will you work with other board members, administrators and community stakeholders to recruit and retain high-quality educational staff for our schools?

Uncertainty is the prevailing theme. Currently, legislation such as the Stars Act aims to increase teacher compensation, among other provisions. Our current political climate is characterized by uncertainty, with many unanswered questions. As the legislative process unfolds, more information will become available. My priority is attracting and retaining top teaching talent. In this context, the school district must operate as a business, strategically securing available funding and grants. To remain competitive, we must surpass other districts by ensuring the right personnel are in place to procure resources without imposing additional tax burdens on local taxpayers. Teachers must feel supported by the board and administrators. One pressing concern is the availability of affordable housing. Collaboration between districts and counties is essential. As the proverb goes, “it takes a village to raise a child.” In conclusion, I respectfully request your vote. I pledge to dedicate myself to the betterment of our teachers, staff, community, and most importantly, our children, who are the future leaders of our society.

To read Angela Galle's questionnaire, go here, and to read Keriann Orrino's questionnaire, go here.