Meet The Dublin School Board Candidate: Dan Cherrier

DUBLIN, CA — Patch reached out to all candidates running in contested races for the Dublin Unified School District Board of Trustees. Two candidates are running for Area 3, and two are running for Area 5.

We reprinted their answers verbatim.

Below, read the responses of Dan Cherrier, the incumbent for Area 5.

What is your educational background?

I hold degrees in Finance/Accounting from the University of Arizona and Civil Engineering from Northern Arizona University. My engineering background led me to a 35 year career as a Civil Engineer specializing in transportation. My education has given me a combination of technical problem-solving, financial analysis, project-management and leadership skills that I have applied throughout my professional career and my service on the DUSD Board.

What is your professional background?

I am a Civil Engineer with 35 years of experience specializing in transportation, with experience working on complex projects involving planning, engineering, construction and financial management. Earlier in my career, I also worked as a construction equipment operator, owned and operated a long-haul trucking business, and I hold a commercial small-plane pilot’s license. These experiences have given me a practical perspective in planning, operations, safety and financial stewardship.

Have you ever held public office, whether appointive or elective?

Yes. I was first elected to the Dublin Unified School District Board of Trustees at-large in 2016 and subsequently elected to Trustee Area 5 in 2018 and again in 2022. I served three consecutive terms as Board President during 2020, 2021 and 2022. Before joining the Board, I served on the John Green Elementary School Site Council, the DUSD Citizens Bond Oversight Committee, including two years as chair, and the District Optimization Committee.

What are the top three issues facing DUSD right now?

First, we need to address overcrowding, particularly at Fallon Middle School, which has been operating well above its originally designed capacity, built for 1,200 students and currently houses 350 students over capacity impacting students’ day to day experience. We need a long-term facilities and enrollment plan for all of Dublin, including planning for future growth.

Next, we need to restore long-term financial stability. DUSD has made significant reductions in recent years, and future commitments must be matched to sustainable revenues.

Third, we need to rebuild trust and improve collaboration between the district, employees, families and community following the 2026 labor dispute. We need constructive negotiations that protect both employees and the facilities and programs our students depend upon. For instance, Dougherty elementary is 26 years old, needs maintenance and our district needs to be able to have sufficient funds for repair and maintenance of older schools.

What is one specific action you would prioritize during your first year in office?

I would prioritize developing a comprehensive enrollment and facilities plan for Dublin, with particular attention to Fallon Middle School and projected growth in east Dublin. The plan should examine capacity, attendance boundaries, future housing development, facility options and funding sources, including whether an east Dublin bond or other facility financing would be appropriate. The goal would be a clear, data-driven roadmap rather than continuing to address overcrowding one year at a time. Mental Health of our teens is equally important and something I am glad that the school board and district leadership has been prioritizing.

DUSD is facing serious financial challenges. What spending would you protect, where—if anywhere—would you support reductions, and would you consider new sources of revenue?

My first priority would be protecting direct student services: classroom instruction, special education, student safety, counseling and programs that directly support learning. At the same time, every category of spending should be reviewed for effectiveness and sustainability.

I would support reductions where they can be made without unnecessarily reducing student-facing services, including identifying administrative and operational efficiencies and avoiding commitments that create structural deficits. Compensation decisions must be sustainable over the full life of a contract, not just affordable in the first year.

I am willing to consider additional revenue from the new Parcel Tax, but taxpayers should have a clear understanding of the amount, purpose, duration and accountability requirements. Any new revenue should be tied to specific student and educational priorities, with transparent reporting and independent oversight.

After the 2026 teachers strike, what would you do to improve labor relations while keeping employee compensation and district finances sustainable?

The 2026 labor dispute demonstrated that we need a better process for resolving differences before they reach an impasse. I would support earlier and more frequent communication between district leadership and employee representatives, with both sides working from the same financial information and clearly understanding the long-term consequences of proposed agreements.

Employees deserve competitive compensation and a respectful workplace. At the same time, the Board has a responsibility to ensure that compensation commitments are sustainable and do not force future reductions in classrooms, staffing or student programs.

The goal should be multi-year agreements that provide employees predictability while giving the district a financially sustainable path forward to benefit students.

DUSD has limited the number of AP and honors courses students may take, citing academic pressure and student well-being. Do you support that policy, and how should the district measure whether it is working?

I support the goal of reducing unhealthy academic pressure while preserving access to rigorous coursework. There has to be a healthy balance. The AP and Honors limits should therefore be evaluated based on outcomes, not assumptions.

DUSD should track student stress and well-being, AP/Honors enrollment and completion, course access across student groups, academic performance, attendance, sleep and counseling indicators, college readiness and admissions outcomes. The district should also monitor whether students are moving to outside providers to obtain courses they cannot take within DUSD.

If the data show that the policy is not achieving its intended purpose, or is creating unintended barriers for students seeking advanced coursework, the Board should be willing to adjust it. Student well-being and academic opportunity should be considered together and the policies should serve ALL students well.

Measure I would levy a parcel tax of $228 annually for eight years, with possible inflation adjustments of up to 2% per year, to support Dublin schools. Do you support or oppose Measure I, and what assurances would you give taxpayers about how the approximately $3.8 million in annual revenue would be spent?

I fully support Measure I aka the Parcel Tax because it helps pay for important programs like specialized academies, after school tutoring and support, technology and libraries etc that are very important to enhancing the academic experience of Dublin students.

Why do you feel you're a better candidate than your opponents?

I bring a decade of elected experience on the DUSD Board and served as President for three years, while managing a career in civil engineering & finance that has helped manage multi-million dollar budgets, complex contracts, new construction & maintenance of older schools

Since 2016, I’ve worked on school facilities, district finances, enrollment growth and accountability. I was involved in planning & completion of Emerald High School and fought for it to receive adequate funding. It is now a state of the art comprehensive institution. I helped deliver Cottonwood Creek and Shamrock Hills K-8 schools to address needs. I’ve ensured that east and west Dublin are represented in decisions. I am not backed by special interests, so my commitment is always to students

The next Board must make tough decisions based on facts, long-term financial sustainability and what best serves students. My record gives voters the chance to evaluate how I have approached those responsibilities over 10 years