University of Nebraska Board of Regents District 4
Susanne Shore and Justin Solomon, both of Omaha, are seeking to succeed incumbent NU Regent Joel Makovicka of Omaha (2026-present), a Republican appointed to succeed NU Regent Elizabeth O’Connor of Omaha (2019-26), a Democrat who resigned Jan. 9.
NU Regents District 4, in eastern Douglas County, includes part of Omaha.
District map: https://nebraskalegislature.gov/media/images/maps/2021/regents/omaha.pdf
An asterisk denotes a question asked ahead of the Nov. 3 general election. The responses below include candidates’ responses to questions ahead of the May 12 primary.
The Candidates
Susanne Shore
Susanne Shore of Omaha, 62, is a community volunteer and former Nebraska first lady (2015-23). She has bachelor’s degrees in nursing and English and a master’s degree in business. She is a registered Democrat.
Justin Solomon
Justin Solomon of Omaha, 38, is the chief operating officer and chief financial officer for Integrated Life Choices. He earned a master’s degree in business administration and a bachelor’s degree, both from the University of Nebraska-Lincoln. He served as student regent and student body president for UNL (2010-11). He is a registered Democrat.
The Issues
Reason for Running
What should voters know about you and why you are running for this position? What is one interesting fact about yourself?
Susanne Shore
Our university system is Nebraska’s future — driving opportunity for students, supporting our workforce and strengthening our economy. We are at a pivotal moment. Real progress is within reach, but only with well-informed, discerning governance. My work in higher education has kept me engaged with university issues. Recent decisions — such as the Clarkson buyout and program cuts at UNO and UNL — have raised concerns about transparency, priorities and trust. Rebuilding that trust with all of our stakeholders requires experienced, steady leadership. After working at universities for a decade, I changed careers to become a nurse. That experience shaped how I approach complex systems — listening carefully, making informed decisions and focusing on outcomes that improve people’s lives.
Justin Solomon
I am running for the Board of Regents because I want to create the same opportunities for other Nebraskans that the University made available to me. I was raised in North Omaha, grew up in the district and am a proud graduate of OPS [Omaha Public Schools]. I'm a first-generation graduate from college and was only able to attend the University of Nebraska-Lincoln because of a Pell Grant and a Regents scholarship. I've had the lived experience of a kid who grew up in this district, attending the same schools and walking the same streets as the families I seek to represent. Attending UNL changed the trajectory of my life, and I believe, at my core, that this opportunity should be available to every Nebraskan. I have worked for Integrated Life Choices for the last 15 years and serve as COO and CFO. ILC supports people with developmental disabilities funded through Medicaid. I feel fortunate to be able to use the education I received to give back to our community and improve everyday life for Nebraskans. This work has also given me expertise in understanding how to do more with limited resources while prioritizing the services we provide for some of our state’s most vulnerable people. My Interesting Fact: During my time at UNL, I was elected to the Board of Regents as UNL's student representative. As a first-generation college graduate, I feel that my journey has come full circle — I’m running to be a champion for the next generation of students who, like me, just need a fair shot at a world-class education. It's our responsibility to create that opportunity for the next generation.
Priorities
What issues would you prioritize if elected, and why?
Susanne Shore
Many candidates focus on access and affordability. My priority is value. For students, that means a commitment: If you are willing to work for a first-rate education, you will leave with the knowledge and skills to build the life you want — without debt that limits your future. Access is essential, but it is not enough. We must ensure students have the support to persist and graduate and that their degrees lead to meaningful outcomes — good jobs, relevant skills and economic mobility. Delivering on that promise requires transforming our system into a true 21st-century university. The world is changing, and we can no longer educate as though it’s the 1990s. We must be agile, innovative and responsive. We must strengthen connections between education and workforce needs, integrate technology across disciplines and create interdisciplinary collaborations to solve today’s complex problems. This approach is how we ensure students, families and the state see returns on their investments and that our universities remain a powerful engine of opportunity and economic growth.
Justin Solomon
My campaign is built on three priorities to strengthen our state and our university — Affordability and access: A university degree must remain a realistic goal for Nebraska families. I will champion expanded pathways to college, including strengthening the transferability of credits between our community and state colleges and the university system. Protecting research and academic freedom: The university must remain a sanctuary for free inquiry. I will be a steadfast advocate for our faculty and students, ensuring that research, especially at UNMC, is guided by scientific integrity and academic excellence rather than political pressure. University modernization: To remain competitive, we must adapt to the modern economy. I will push for partnerships that allow us to develop and launch workforce-ready programs in months rather than years, ensuring our graduates are highly prepared for careers the moment they graduate.
Spending
What should the University of Nebraska and NU regents do to prevent or minimize harm from future budget cuts? What investments should the university make?
Susanne Shore
We could face significant budget cuts in the near future. Regents must respond with balanced, responsible leadership — protecting the university’s core mission while recognizing its role as a critical public investment. First, decisions must be informed by those closest to the work. Faculty, staff and administrators bring expertise. Engaging them ensures decisions reflect student needs and academic integrity. Second, we must protect academic quality and student outcomes. Every student should graduate with a degree that delivers real opportunity. Third, we need a disciplined, data-driven approach to prioritization. Programs and services should be evaluated for impact, demand and duplication, with resources focused to best serve students and workforce needs. We must also avoid shifting costs disproportionately on students and families. Finally, transparency and accountability are essential. Stakeholders must understand how decisions are made, what criteria are used and how we are safeguarding the system’s long-term strength.
Justin Solomon
We must frame the university budget not just as an expense, but as an investment in the state’s economic future. To protect the university from continuous budget cuts, the regents must paint the picture for state appropriators. I propose creating a transparent, 10-year master plan that identifies long-term goals and garners buy-in from the public, the Legislature, students, faculty and community partners. NU needs the ability to plan for its budget and future, just like any family in Nebraska. This plan will allow NU to chart a path forward with a budget it can use to make long-term investments. If budget reductions become unavoidable, my priority will always be protecting the academic core and essential student services.
Tuition/Fees*
What is the proper balance between tuition and taxpayer dollars in funding the university? How would you balance proposed changes to tuition, housing and student fees with student affordability?
Susanne Shore
Students should not be the default solution to every budget problem. Those who work hard should leave with real skills, not a lifetime of debt. The University of Nebraska is a partnership among students and families, taxpayers and the university. As regent, I will advocate for greater, sustained state support because an educated workforce strengthens Nebraska’s economy and communities. In return, the university must use those dollars responsibly. I will work to keep tuition, housing and fee increases limited, predictable and tied to a clear long-term plan rather than used to patch budget gaps. Every dollar comes from someone’s budget, and we are obligated to use it wisely and with respect. Expanding work-study, paid internships and co-ops helps students afford college while gaining practical experience, skills and professional connections that prepare them for the workforce. Increasing need-based aid, dual enrollment and flexible, lower-cost pathways can reduce the cost of a degree and give more students a realistic path to completing it. Affordability and quality are not opposites. With disciplined spending and clear priorities, we can protect both.
Justin Solomon
The biggest threat facing the University of Nebraska today is the cost of obtaining a degree. UNL's own estimate of the total cost of attendance for an in-state student living on campus is nearly $30,000 a year, and tuition is less than half of it. Housing and food alone now cost more than tuition and fees, and they get raised with far less scrutiny. We're pricing out the next generation, and it isn't because we lack state support. It's because we aren't treating affordability like the strategic advantage it is in today's higher education environment. In Nebraska we've correctly decided public support for higher education is a top priority in the state budget, and NU enjoys more support than most of our regional peers. Nebraska taxpayers have done their part. The regents haven't done theirs by passing that support on to students. Affordability is how the university starts to earn back the trust of people across Nebraska, and we don't have to do it on the backs of academic programs or at the cost of pay increases for our faculty and staff. We do it by getting the university's fiscal house in order before we ask students and families to pay more for tuition, housing or fees. I've done that work in a large organization for years, and I'll bring that experience to the board.
Government Funding*
How would you specifically work with state and federal policymakers to secure funding for the University of Nebraska?
Susanne Shore
Regents must be strong voices for the university, but that takes more than asking for money. It means showing Nebraska the value it receives in return. I will build on my relationships with state and federal lawmakers and connect our funding priorities to workforce development, healthcare, agriculture, research and economic growth. I will also bring employers, community leaders, faculty, students and alumni into those talks so lawmakers hear directly about the university's impact. I will support the university as it pursues federal research dollars and partnerships with businesses that advance its mission and address state needs. Trust matters. When we ask taxpayers to invest more, we must show a clear strategy, the reasoning behind tough choices and wise use of public money. Speaking up and staying accountable must go together.
Justin Solomon
The university needs fighters. It's the job of a regent to build champions and ambassadors for the University of Nebraska, both in our communities and among our elected leaders. By building champions in the community, we empower the voices and stories needed to convince lawmakers that funding the University of Nebraska is worthwhile. Creating advocates takes hard work, and a candidate isn't qualified to do it simply by raising their hand to run for public office. They prove it by having a history of showing up for their community, by going door-to-door and by rolling up their sleeves to deliver for the people around them. That's what I've spent my career doing, whether it was gathering signatures for paid sick leave, serving on the local PTO or fighting for Nebraskans' right to access Medicaid. Regents can't protect the university on their own. Building local champions is the answer.
Recruitment/Retention*
How should the board encourage teacher and staff recruitment and retention? What can the regents do to encourage more students to attend and stay at NU?
Susanne Shore
An exceptional university depends on talented people. Recruiting and keeping faculty and staff requires fair pay, but also a workplace where people feel respected, supported and confident in their leaders. Regents shape that culture through the leaders we hire, the budgets we approve, and the expectations we set for communication, accountability and collaboration. For students, strong academic programs are our best recruiting tool, but that is only the beginning. We must help students stay and graduate. That means manageable costs, clear paths to a degree, stronger advising, more paid internships and co-ops and flexible options for both younger and returning students. Our goal should not simply be higher enrollment. It should be drawing students to respected programs, helping them finish their degrees and giving them reasons to build their future in Nebraska.
Justin Solomon
I've built my company, Integrated Life Choices, from 50 employees in two cities to 1,800 employees in three states. We support people with developmental disabilities, and we're funded through Medicaid. Every day we recruit and retain both the people who need our services and the employees who provide them. That's a real skill set I bring as a candidate: someone who has led people through hard times, who has had to build and keep trust across an organization, and who has had to think hard about how to stand out in a competitive market for talent. The university is suffering from a lack of public trust, and it's important the regents rebuild it so our students, faculty and staff want to come here, stay here and help us grow. It starts by fulfilling our end of the bargain as regents and senior leaders: showing these groups how and why they matter to the university, listening to them in earnest so they know they're valued, and showing up where they are instead of waiting for them to come to us. We must pay competitive living wages to faculty and staff. And for students, the answer is the same one I gave on tuition: offer an affordable, quality product that leaves them better off after they graduate.
Partisanship
Susanne Shore
This role is not about advancing a political agenda — it is about stewardship of a public institution. Regents must ensure the university fulfills its mission: providing every student the opportunity to earn a high-quality degree that leads to real opportunity, without unsustainable debt. The values I bring — accountability, opportunity and good governance — are not partisan. They are foundational for strong public institutions and keep the focus on students, outcomes and long-term strength. In my work on the child welfare system, I brought together stakeholders across political, geographic and professional lines. By focusing on shared goals and using data to guide decisions, we achieved measurable progress, including an 18% reduction in foster care placements. As a regent, I would take the same approach: listen carefully, engage broadly and build consensus around practical, outcome-focused solutions.
Justin Solomon
I’m a Democrat and proud to be endorsed by Omaha leaders who also value public education, including [State] Sens. Terrell McKinney, Dunixi Guereca and Victor Rountree, as well as former Sen. Tony Vargas. From my party I bring a deep commitment to equity and the firm belief that our university is stronger when diversity is celebrated and protected. In an era of increasing polarization, my approach to leadership remains simple: Treat everyone with respect, listen more than I speak and focus on the common ground that exists when we all want a stronger Nebraska. I have spent my career working with people of all political stripes to solve problems, and I will bring that good-faith leadership to the board.
Local Issues
What local concerns or issues have you heard from constituents that need to be addressed and why?
Susanne Shore
I consistently hear three primary concerns. First, budget pressure and affordability. With the state facing a shortfall, there is concern that students will bear the burden through tuition increases. Constituents expect disciplined choices, broad engagement of stakeholders and clear communication about the university’s value as a long term investment in Nebraska’s economy. Second, the strength of Omaha’s campuses. There is strong interest in ensuring that UNO and UNMC continue to serve as economic and workforce engines, requiring sustained focus on quality, innovation and workforce alignment. Third, trust and transparency following the Clarkson buyout. Many community leaders and Nebraska Medicine staff have raised concerns about communication and decision making. Rebuilding trust will require broader engagement and clearer communication.
Justin Solomon
In conversations with constituents, two issues consistently rise to the top: affordability and the politicization of our institutions. Families are rightfully concerned that the cost of tuition is rising faster than household incomes. Furthermore, there is a deep-seated worry that political interference could threaten the independence of our doctors at UNMC. As a regent, I will address these by keeping tuition increases as a last resort and ensuring that our world-class research and medical centers remain independent from political agendas.
Office Role
What qualities define a good NU regent, and how would you meet those?
Susanne Shore
An effective regent governs for the long-term interest of a public institution — strengthening the university today and for future generations. That requires sound judgment, financial responsibility, leadership oversight and the willingness to ask difficult questions while maintaining respectful, productive relationships. I bring those capabilities through my experience building and managing a nonprofit and serving on nonprofit boards, where I was responsible for leadership oversight, financial stewardship and accountability. As Nebraska first lady, I worked to address complex challenges — ensuring people were heard and practical solutions were created. That work required balancing perspectives and making thoughtful decisions in uncertain situations. I would serve with integrity, independence and a strong commitment to advancing opportunity and strengthening the university.
Justin Solomon
A successful regent must have deep roots in their community and the professional experience of navigating a multi-billion-dollar institution. I understand the unique needs of our neighborhoods because I grew up in them. My service on the boards of Nebraska Cures and CASA for Douglas County has allowed me to advocate for scientific research and vulnerable children alike. This history of service, combined with my executive experience managing large-scale budgets, equips me with the skills necessary to best represent District 4.
Constituent Engagement*
Do you commit to continue engaging with constituents and hearing feedback from them after the election? If so, how would you do so?
Susanne Shore
Yes. A regent cannot govern effectively from a meeting room alone. Our universities should be connected to every community in the state, as should regents. I will remain present on our campuses and hold town halls across the district so students, faculty, staff, business and community leaders and taxpayers can bring me their concerns and ideas directly. The best decisions often begin with those conversations. During COVID, our weekly statewide partner meetings surfaced that many schools lacked laptops and tablets for remote learning. I worked with community leaders and state agencies, rallied companies to donate devices and personally delivered them to schools across the state. I will bring that same practical, community-informed approach to the board. Listening does not mean everyone will agree with every decision, but trust grows when people know they were heard, understand how a decision was reached and see that their leaders are willing to explain it.
Justin Solomon
Of course. Engagement is one of the main reasons I decided to run. When I was student regent, we had board members across the state who were engaged leaders and champions for the University of Nebraska. We need a return to that sort of leadership, because it's the only way regents can bring diverse voices and perspectives back to the table when making decisions. That kind of relationship-building is how I've earned the support this campaign has. The Nebraska State Education Association, several OPS school board members, Omaha's members of the State Board of Education, state senators and more than 20 elected officials from across District 4 have trusted me with their endorsement because I've shown up for years, and not just because I'm on the ballot. Those same organizations and leaders will be a sounding board for me, and they'll hold me accountable. I'll hold regular office hours across District 4 on a published schedule. I'll be present in our neighborhoods and in the civic groups working to make our city and state stronger, because that's where you find out what people need from their university.
Closing Message*
What is one thing that makes you stand out as the right person for the job?
Susanne Shore
I bring a track record of getting real results, not just good intentions. My experience in higher education, healthcare, nonprofit leadership and statewide public service gives me a broad understanding of the university and the state it serves. I spent a decade working at public universities and later became a nurse. I have led organizations through both stable and difficult times, as a board member, chair of Child Saving Institute and founder of my own nonprofit. As Nebraska's first lady, I helped build a program that cut foster care entries by 18%, proof that steady, evidence-based leadership works regardless of politics. I ask hard questions, listen to different perspectives, focus on what we can control and follow a clear strategic plan. The university faces real challenges. It needs regents who look beyond the next budget cycle and make thoughtful decisions for the long term. I am focused on building a strong, sustainable university that delivers lasting value to students and to Nebraska.
Justin Solomon
I grew up in District 4, graduated from the Omaha Public Schools, and became the first person in my family to graduate from college thanks to a Pell Grant. As a two-time UNL alum, few people understand the life-changing impact of an NU degree better than I do. I served on this board as student regent. I've spent my career building a company that supports thousands of people with developmental disabilities, and I bring the executive skill set this job requires. And I've shown, over and over, that I'll show up for District 4. That's the difference in this race. My opponent's path to this seat runs through the political class that has controlled our state for far too long. Mine runs through this district: its schools, its neighborhoods, its people. This role needs people who are truly passionate about the University of Nebraska, who will do the work every day and who have a history of showing it. I'll answer to the students and families of District 4, to NU's faculty and staff, to the Nebraskans who rely on this university, and to no one else.
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