Campaign Phone
904-509-0607
I bring 21 years of experience with Duval County Public Schools, serving as a teacher, academic specialist, early college coordinator, dean of student discipline, assistant principal, and principal, giving me firsthand knowledge of what schools need to succeed. I also have 35 years of experience as a serial entrepreneur in the Jacksonville community, building businesses, creating partnerships, and leading teams. My background in education, leadership, budgeting, strategic planning, community engagement, and student achievement uniquely qualifies me to make informed decisions that prioritize safe schools, academic excellence, fiscal responsibility, and opportunities for every student.
DCPS has many strengths, including Academic Services' commitment to high-quality professional development and ongoing training for educators. The district has also invested in building new schools, revitalizing existing campuses, and supporting athletics and the arts, creating well-rounded opportunities for students. Areas for growth include stronger marketing of our schools and programs, improved communication with parents and community stakeholders, and increasing teacher recruitment and retention to ensure every classroom is led by highly qualified, committed educators.
Recruiting and retaining high-quality teachers requires creating a positive school climate and culture where educators feel valued, supported, and respected. Schools should provide leadership opportunities that build personal buy-in and allow teachers to grow professionally without leaving the classroom. Offering choice-based professional development tailored to individual goals, strong mentoring programs, recognition for excellence, and opportunities for collaboration will help teachers continue to grow while increasing job satisfaction, retention, and student success.
I believe teachers deserve classrooms where they can teach without ongoing disruptions. Student discipline should be consistent, fair, and support learning, while recognizing that behaviors vary across schools and should not result in overly punitive responses. Having helped review and update the Code of Student Conduct for many years, I support clear expectations and accountability. At the same time, there is no place for bias or inequitable discipline. Students with IEPs and other disabilities need appropriate interventions, resources, and support, not just referrals, to address behaviors and improve outcomes.
Student and staff safety must remain a top priority. The district should provide ongoing emergency management training throughout the school year so all faculty and staff are prepared to respond confidently in any situation. Every school should have a dedicated School Resource Officer or certified law enforcement presence on campus. We must also strengthen partnerships with local law enforcement, regularly review and practice safety protocols, improve mental health resources, and ensure secure facilities so every student and employee can learn and work in a safe environment.
District-run schools should be promoted by highlighting their academic achievements, innovative programs, career and technical education, arts, athletics, and the dedicated educators who serve our students. We must strengthen marketing efforts, celebrate student and staff success stories, and build stronger partnerships with families and the community. While I support high standards and accountability for all public schools, I believe our district schools can remain the first choice by providing safe learning environments, highly qualified teachers, excellent academic opportunities, and transparent communication with parents.
My leadership and interpersonal skills have been demonstrated consistently in the classroom, in alternative education settings, and through my service in the community. I bring more than 20 years' experience supporting diverse learners and working alongside educators and families to improve student outcomes. I currently serve on several district committees, including the School Calendar Committee, the Student Progression Plan Committee, and the Teacher Negotiations Team. This work has provided me with a deep understanding of how policy decisions directly impact classrooms, staff, and student success. It has also strengthened my commitment to ensuring that every decision made by the board reflects the needs of students.
Strengths of the district include educators’ strong commitment to serving students and providing high-quality education through diverse academic programs, career and technical education, advanced coursework, and extracurricular activities. The district also offers strong student support services and professional development opportunities for teachers.
Areas for improvement include addressing students who repeatedly engage in disruptive behavior, improving teacher recruitment and retention by offering competitive salaries, reducing unnecessary administrative burdens, and ensuring teachers have strong support with classroom management and behavioral resources.
We must offer higher salaries to compete with neighboring districts, provide retention bonuses for experienced, high-performing teachers, teachers at hard to staff schools and in hard to staff subject areas; improve classroom support where teachers have access to instructional materials, technology, paraprofessional support( where necessary), and behavioral intervention resources so they can focus on teaching; discipline policies that hold students accountable while providing appropriate interventions; teachers want to feel supported and appreciated; continue building stronger mentorship and induction programs by pairing new teachers with experienced teachers, create buddy system; reduce paperwork and spend more time planning.
From my perspective, the school district's policies regarding disruptive behavior have been effective because the Student Code of Conduct provides clear expectations, interventions, and consequences. However, when it comes to students who are habitual offenders, I believe the district should review discipline data to determine whether additional or more consistent consequences are needed. This would help ensure that classrooms remain productive learning environments where instruction, rather than repeated disruptions, is the primary focus.
The district should continue to develop and regularly update comprehensive school safety plans to address the weather, fires, medical incidents; strengthen campus security by maintaining school cameras, secure entrances, managing visitors entrance in school buildings, and support students' mental health and well-being by making certain that they have access to school counselors, social workers, psychologists, and mental health professionals.
I support parents’ right to choose the educational setting that best meets their child’s needs. Families deserve strong options, honest information, and schools they can trust. At the same time, every school receiving public funding should be held to strong standards for achievement, transparency, and accountability. My goal is simple: every child deserves an excellent education, and every taxpayer deserves confidence in knowing that public dollars are used responsibly.
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My name is Dr. Gracie Bell Kearse-McCastler. I am an educator with 33 years of experience. My area of expertise was elementary and primary education, as a teacher and assistant principal. The title of Teacher of the Year was granted to me four times. Throughout my experience, I trained and mentored novice teachers.
Additionally, I served as a union representative for many years. Also, I served on the leadership team and as grade-level chairperson. It was a joy working in the educational field. Today, I am an advocate for education. My organizational affiliations provide the opportunity to advocate. The organizations are Delta Sigma Theta Sorority Incorporated, NAACP, and Black Women Education Leaders. I am the voice for effective change.
Our school district presently has an A rating. The strengths are effective teaching, great educators, a top-choice curriculum, and a system that communicates well with the parents and community. The district meets each student at the point of their needs, and provides guidance that would guarantee educational success. A great school district starts with effective leadership that leads well and instructs principals to do likewise. On the other hand, the principals are strong, operating their schools in an effective manner. Education is a family affair. Every stakeholder has to do their part in providing, executing connectivity, and gaining student success. That is what this district has provided. " Great Job Duval"
The teacher shortage has been an issue for some time. To maintain teachers they will convert if you show that you respect, value, and encourage individuals to rise to the highest level of expectancy. Perhaps, rewarding outstanding work is definitely a motivator. It encourages one to move to the next level. When you do good and someone notices it that person's mind is elevated and it makes them want to be even greater in their work. In addition to the recruitment of new teachers, the salary is the top priority, but if there were a built-in mentorship program to guarantee teacher success would be helpful. As well, furthering the education of Para professionals as a methodology for new teachers would be a great avenue.
Classroom management is the essential piece in a healthy learning environment. Every teacher should have a behavioral management program in their classroom. The student must learn and understand the expectations. The teacher must acknowledge and reward good behavior and discourage unacceptable behavior. It is my opinion that in-school suspension will provide sustainability in learning. Whereas, out-of-school suspension encourages, a repeat of misbehavior. Therefore, I would encourage more in-school suspension. The students with chronic misbehavior would have to attend a class with their parent, through the Parent Academy program.
The district should have quarterly assembly programs on student safety and discipline expectations for the schools. Each grade level could be in charge each quarter. The presentation of the program is up to the grade level.
The Charter and Voucher Schools are draining the public schools of funds. If elected, I would suggest to showcase regularly what the public schools have to office. The accomplishments, rewards, and great should be televised. It could be done through social media, posters outside of schools, parent community news letters, and bill boards. We must make it well known what the public schools have to offer. The families new to the district and formal parents could make a wise informed decision concerning the education of the child.
