Position/philosophy statement
As a proud public school parent, I’ve seen firsthand the excellent education our three children have received in WS/FCS. I will advocate tirelessly for our students, educators, staff, and parents.
Current Occupation
Small Business Owner
Campaign Phone
336345-5349
For the last 22 years, I’ve called Forsyth County home. I'm a small-business owner and mom of three kids–two of whom have graduated from WS/FCS, one who’s a senior at Reynolds High School, and all of whom have benefited from an excellent education here. Originally from France, I became an American citizen in 2006.
As a small business owner, I’ll bring my problem-solving skills to the board: I’m constantly needing to adapt to new market realities, just as WS/FCS needs to adapt. I bring a unique perspective since I’m an immigrant who grew up with a totally different school system in France. I will also leave my ego at the door–I’m not running as a stepping-stone for higher office or for any personal agenda.
They hire and evaluate the superintendent.
They must act as good stewards in balancing the budget.
They set educational goals and policies.
They follow the curriculum outlined by the NC Department of Public Instruction (NCDPI).
They don't manage the day-to-day operations, make decisions as individuals. All decisions are decided with a majority vote (5 votes).
They have no taxing authority. The WS/FCS budget is based on money allocated by the state, the federal government, and Forsyth County.
WS/FCS has 8,427 Exceptional Children (EC) students—16.5% of its total enrollment. However, the state only funds EC services for 6,605 students because North Carolina caps EC funding at 13% of enrollment.
WS/FCS is legally required to serve all 8,427 EC students, meaning the district must cover the cost of 1,822 students without state funding. This unfunded mandate amounts to $7.4 million.
WS/FCS needs to advocate for more funding from the General Assembly, specifically to fill the gap. EC students' services should be a budget priority when money becomes available.
We are currently losing a lot of teachers because they’ve lost trust. The Superintendent's priority should be to regain the trust of teachers so they can see better days ahead. Teachers should have a seat at the table when big decisions are made that impact them directly.
That said, the new teachers pipeline in North Carolina is also getting lower and lower because the state does not compensate our teachers enough. We need to pay our teachers a higher salary. Sadly, North Carolina currently ranks 43rd in the nation for K-12 public school teacher salaries. Until the General Assembly changes course, it will be difficult for all NC districts, not just ours, to attract and retain qualified educators.
Early childhood education is crucial for future academic performance. What happens between 0 and 5 often determines the trajectory of a student. WS/FCS should advocate with the General Assembly and the County to have universal Pre-K in Forsyth County.
The current underfunding of our public schools can’t continue. NC ranks 50th out of 51 (including DC) in funding level after adjusting for regional cost-of-living differences. (Only Idaho ranks lower.) Underfunding doesn’t just affect academic achievement, it directly impacts the safety, stability, and well-being of children and school staff. Fewer dollars mean fewer counselors, fewer support staff, larger class sizes, and fewer resources to meet students’ needs.
I would like to see the school board create an Advocacy Committee. As school board members, we should be advocating for more funding and regularly meet with our elected officials to share our needs and find solutions to meet these needs. We should have a common legislative agenda with the county. The county, not the state, is having to shoulder more and more of the cost of educating our children, which impacts our property taxes.
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Position/philosophy statement
NC
Current Occupation
Vice President (Family business which own/operate two Child Development Centers)
Campaign Phone
3363456494
I am fortunate to have been able to blend my profession and passion to serve as a servant leader in our community. My background reflects career accomplishments across both nonprofit and corporate leadership. I have established and evaluated individual, team, and program performance throughout my career. Our family operates two early childhood development centers. over the past 30 years. I served various role in PTA including National PTA’s Secretary/Treasurer. In that role I oversaw a $20 Million budget/ a $20 Million investment portfolio. I am a lifelong learner. I continue to use to strengthen my skill set. I have presented to community leaders, elected officials, and community members.
The primary role of the school board is to hire and manage the Superintendent. The Superintendent selection will aid in setting the new tone for the district. Addition to managing the Superintendent, the board establish the leadership and mission of the district. Ensure that policies and procedures are followed. Increase scholars' academic performance. Restoring staff and community confidence in the board. Board must operate with a high standard of professionalism and norms. We need to reenergize the board’s decision-making process and financial stability. Finally, form open dialogue with ALL stakeholders.
Two major strategies I recommend addressing the EC scholars budget constraints:
• Expand targeted training for non-EC certified educators and staff. By providing focused professional development, coaching, and easily implemented instructional strategies, we can increase the number of team members able to deliver high-quality, accessible instruction to EC students. This approach builds capacity within our existing workforce as an alternative to hiring additional EC-certified staff, helps distribute support across classrooms, and fosters more inclusive practice schoolwide.
• Provide families with resources and materials to support learning at home. Supplying families with age-appropriate materials, concise guidance for at-home activities.
Non-traditional actionable steps for recruitment and retention:
RECRUIT:
• Tap our non-classified staff as a licensing pipeline. Encourage and support paraprofessionals, office staff, and other non-classified employees to pursue licensure.
• Recruit college students from diverse majors.
• Continue and expand Winston-Salem Teach. Maintain and promote this 14-month program. that prepares career-changers for high need schools and offers technical and financial support.
RETENTION:
• Advocate for increased county supplement funding.
• Compensate non-classified staff fairly. Adjust pay and recognition for non-classified staff.
• Restore and relaunch Teach Academy. Provide every first-year teacher with a mentor.
Pre-Kindergarten programs are key to our scholars’ educational foundation. Our family has owned and operated two Early Child Development centers for more than 30 plus years that mirror the district’s programs. It encourages to witness scholars’ growth and development from year to year. At our centers annually, we invite Kindergarten teachers from the school district to come in and conduct a day long training session over the summer. The teachers share their goals and behaviors which they are seeking in their scholars. They demonstrate methods to connect with scholars and families. Their resources and materials to provide scholars with solid learning foundation. A common issue that both the district and us have been limited funding.
To strengthen WSFCS’ academic performance, I recommend a three-prong approach:
1. Strengthening support for our ESL scholars
• ESL scholars are our fastest growing population; deepening relationships with these students and their families will improve engagement and outcomes.
• Provide more targeted enrichment programs, tutoring, and mentoring.
2. Invest in our scholars
• Offer advanced enrichment, leadership development, and life skills programming so they continue to be challenged and prepared for future opportunities.
• Encourage breadth of experiences (e.g., project-based learning, competitions, internships) to broaden their knowledge and skills.
3. Target low performing scholars with data driven supports
• Use assessment data to identify specific growth areas and tailor instruction accordingly.
• Provide additional interventions, focused instructional time, and progress monitoring to accelerate learning.
• Ensuring interventions are culturally responsive and coordinated.
Position/philosophy statement
NC
Current Occupation
Middle Grades Math Teacher
Age (optional)
58
Campaign Phone
3367618890
I believe I am the best candidate because I have more than 30 years of experience in two key areas.
First I have spent the last 12 years teaching middle grades math. For most of the last decade I have worked at some of the most challenging middle schools in our district. I understand what works and what doesn't and am familiar with the disconnect between district level management and student facing staff.
Prior to entering education I earned an MBA from Wake Forest, earned the CFA charter and spent 20 years working in finance. I have worked for a mutual fund company, on a municipal bond desk, and spent 15 years running my own Investment Advisory locally. The financial failings of the last several years make this experience critical.
Some of the roles of the Board of Education are: hiring and evaluating the Superintendent, financial oversight, budget management, maintaining school facilities, creating policies regarding curriculum, student conduct, and operations among others.
They are all important. The failures that have come to light in the last year highlight the important of hiring a strong Superintendent and sound financial oversight. My direct experience in district classrooms has highlighted the importance of a code of conduct that puts a strong classroom learning environment as a non-negotiable. Students need to be safe and must be able to work without distraction. The code we currently have in place has failed on both accounts and must be refocused.
There are too many to discuss in the space I have here so I will focus on what I believe needs to be the initial focus, the Exceptional Children's Department. The recent RIFs have decimated this area. We have lost so much experience and institutional knowledge with hundreds of teachers losing their jobs. Many of those that were spared have left as their jobs have become exponentially more difficult if not impossible to perform. We are currently in a position where we may not be able to meet the needs of our students as legally required. When this happens we are not only failing to serve our most vulnerable students but we are opening ourselves up to lawsuits that may result in funds leaving our system. We must remedy this situation.
Simply put, we need to improve the working conditions in Forsyth County. People experience working conditions daily and they are extremely important. WSFCS has earned the reputation of being a difficult place to work. I currently teach in Davidson County, and 15% of our employees used to work for WSFCS but have decided they will work for thousands of dollars less to have a better work environment.
We need to ensure our teachers have protected time for planning. This can save seven hours per week of unpaid work outside of contracted hours. We need to make sure our policies allow school employees to do their jobs without threat or distraction. This applies to any student facing staff from bus drivers to child nutrition workers to teachers.
Pre-Kindergarten is hugely important but is not enough. Studies have shown that Pre-Kindergarten does boost learning but that the effects do not last. We need to continue beyond Kindergarten and focus as much energy on our students as we can throughout elementary school. I have taught so many students that are five or more grade levels below expectations by the time they reach 7th or 8th grade. This cannot continue. If students arrive to middle school on grade level then they have a real chance for success throughout their K-12 education. On the other hand, if they enter middle school at a first or second grade level it is extremely difficult for students to thrive.
We need to restore sound financial policies and oversight as well as public trust. The Board and the Public must have access to monthly budget to actual reports, statements of cash flow, and reconciled cash balances. We must correct audit finding in a timely manner. I have the financial background to help get this done.
We need to refocus our district on learning. This means protecting the learning environment for ALL of our children, not just those in accelerated classrooms. We need to provide support for our children beginning with the earliest grades ensuring that they leave elementary school ready for success.
We need to cultivate the culture of the board, our schools and our classrooms so stakeholders are proud of our district. I have begun planting the seeds by reaching out to other candidates working to establish a relationship now. We need to improve the working conditions and learning environments so that we can attract and retain students and staff.
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Position/philosophy statement
I believe that public education is the foundation of our community. We can draw businesses and people to Forsyth County with a strong education system.
Current Occupation
School Social Worker
Age (optional)
56
Campaign Phone
336-960-0602
As a school social worker with over 25 years in North Carolina Schools, I have a long history of working with individuals from diverse backgrounds and life experiences. I listen to understand, not just to give a response. I believe in public education and have advocated for it to be funded at a higher level and for the resources for students and educators. I will work to make certain that we advocate for the needs of our students and educators to ensure that they are successful, regardless of where the school is located or the students in the school.
The most important responsibilities of a school board member are to oversee the budget, hire and evaluate the superintendent, and adopt policies.
At this time, we need to have qualified educators in every classroom and not long-term subs. We need to keep our students physically and emotionally safe. We need to partner with community organizations that can provide programming that the school would have traditionally provided. We may access our volunteer pool to have more volunteers in the building during morning arrival, lunches, and dismissal. Needs are to be prioritized based on what has a direct impact on the children's ability to learn and receive a quality education,
We first have to work on the trust and lack of morale in the district. We have to start with acknowledging that there is a problem and being willing to begin to address it. We have to listen to the educators district-wide and find out from them what needs to change or be done to make the district welcoming to educators.
Pre-K programs are vital to the district. Those programs can help students become school-ready. There are basic academic and social skills that are taught. Programs like these help with the narrowing of the achievement gap and increase the likelihood that children will start school on a more level playing field. Students who may need educational supports can be identified earlier and receive services.
Public education is important for us as a community. I have advocated for public schools to be fully funded. Every school should have the resources in the form of people as well as tangible items to help them reach their fullest potential.
Position/philosophy statement
School Board (At Large)Experienced Leadership ☘️
Current Occupation
Host of Poets and Writers (Wehc 90.7)
Former teacher..administrator public schools and App State..Boone Town Council..international teacher..Order Long Leaf Pine..Prison Reform (OAR)
To hire the Superintendent and Controller..also oversee them..next help to insure students and teachers are safe and supported…be in the schools and communicate with the community..guide new ideas into the curriculum!!
Critical needs..safety by ensuring that students and teachers feel safe ..identify disruptive students and see that inappropriate behavior is stopped immediately..see that all funds are used to ensure reading and academic standards…involve donors ..lobby at local..state and national level..too numerous to name other strategies.. !!
As Assistant Dean at ASU we trained great teachers however nationally we loose fifty percent after the first fine years…must have better teaching environment and an adequate pay scale with a career path …evaluation of all school personnel however teachers must be part of evaluation of principals and administrators..get rid of authoritarian top down management..State must raise salaries !!
Absolutely I worked with Jim Hunt when he was Governor..he was known for his work in early childhood..get them reading by third grade or it’s too late ..reading teachers must have more say!!
I am an experienced educator and also worked in prison reform..we must work with young males ..they are 12 times more likely to go to prison and four times more likely to commit suicide..See my book Experience Based Education Source Book..also my experience on the Boone Town Council gave me great experience in working on a board..thank you ..Henry McCarthy School Board (at Large)
Position/philosophy statement
I believe my experience on the school board from 2006-2022 working with 4 different boards will be valuable in this new board in rebuilding trust both inside the district and in the greater community.
Current Occupation
Retired PA
Age (optional)
68
Campaign Phone
3369726257
I served on the board for 16 years with many other board members and understand what practices make a board work for both better and worse. I have a Masters degree in Bioethics which is focused on addressing complicated decisions with competing needs. I practiced medicine for 30 years and have learned to both listen carefully, diagnose, and treat a diversity of people and those skills are needed on a school board.
Hiring and overseeing the Superintendent. Developing relationships with the range of stakeholders and gathering as much input as you can to make good decisions. Overseeing the budget and the calendar. Being a strong, broad advocate for your district. Focusing on your most important constituents- STUDENTS.
Most critical issue is of course the classroom! Adequate teachers, admin, special personnel like speech pathologists, school psychologists, librarians, ESL teachers, EC teachers, classified employees and all others who support student learning. State law gives funding for many of these positions but not nearly enough-and not enough to meet the needs of our current students.
Our district has suffered a huge drop in trust and restoring that must be the highest priority for our district. Until our teachers trust us again it will be very difficult to recruit and retain qualified teachers.
Pre-K is certainly very helpful for children before entering kindergarten and should be funded across the state.
I love this district and built solid trusting relationships with a large range of people inside the district. I think this is vitally important going forward.
Position/philosophy statement
Watts want to make it better: I want to make the WSFCS the best in Accountability, Achievement, Attendance and Safe Schools for ALL students.
Current Occupation
Assistant Director of Outreach for Crosby Scholars
Campaign Phone
3364132239
I have served the WSFCS for 32 years in the roles of teacher, assistant principal and principal. I was selected principal of the 2 times by my colleagues. I understand the roles of many in the school system. Also as a resident of Forsyth County for over 40 years, I have strong connections with the community: parents, organizations and businesses. As a current school board member, I have the foundational and historical knowledge of school system.
To hire the Superintendent and then hold him accountable to follow the processes and policies of the School system.
To be an advocate for personnel, students, and parents that are a part of our school system by creating policy and processes that support public education
Recruitment and Retention of highly qualified staff
Adequate resources at each school to facilitate quality instruction
School Building Maintenance and upkeep
School safety
If i had a magic wand, restore master's degree pay for staff.
Teachers must feel revered in our system. I will continue to advocate for duty free planning time, extra pay for extra duties, competitive compensation (local Supplement), quality staff development, leadership opportunities for staff, and finally what can be done to remove the unnecessary items off teacher plates so that adequate time to plan and to deliver meaningful and quality instruction.
Pre-Kindergarten is the foundation to a strong education. We must advocate full funding of it at the national , state and local levels. Early learning opens doors for growth and expansion of learning. Pre-Kindergarten program creates an equitable space for all students to be successful
When you support Richard Watts for school board, you are not just supporting a candidate , you are supporting plan to MAKE IT Better.
I am focused on 3 A's
Accountability: ensuring our district is transparent with your tax dollars
Achievement: Providing every student the tools to thrive
Attendance: Finding solutions to keep our schools full and students learning
Safe Schools: Making our campuses a sanctuary for belonging and growth
Position/philosophy statement
I am running because I believe that every school in the WS/FCS system can be a thriving school. We have thriving schools in this district. How do we get all schools to that level? There are solutions. We need the vision and will to apply them.
Current Occupation
Consultant for Enrichment and Opportunity, Winston-Salem Freedom Schools
Campaign Phone
336-777-9923
Campaign Youtube URL
I am a lifelong educator. I have worked in a university lab school and with teacher training. Most importantly, though, I have worked in this school district at schools with high-performing status - Whitaker and Sherwood Forest - and low-performing status - Old Town - where I had my longest tenure.
Having those experiences shaped how I now lead and what I will bring to the Board. I don’t just name problems -I look for solutions, such as with my work with Winston-Salem Freedom Schools.
This Board needs a member who understands how Board decisions impact staff, students, and families. The vision, perspective, and voice that I can provide, can help the School Board set the district in the direction to make every school a thriving school.
The most important responsibilities of a school board member:
1) Having a strong understanding of the structure of public school financial systems, and providing strong oversight over those systems; participating in rigorous training about those systems offered by either the NC School Board Association (NCSBA) or the UNC School of Government.
2) Having strong rigorous hiring and evaluation procedures for the Superintendent; participating in training by the NCSBA for this responsibility should be required.
3) Setting the direction for the district so every school is a thriving school; a starting point would be looking at models such as the Community School model being implemented statewide through the NC Community Schools Coalition.
Critical needs in our school district:
1)Eliminating the significant and persistent achievement gap that exists along socioeconomic and racial lines.
2)Addressing the root causes of the gap such as the lack of access to pre-K for all 4-year old children.
3)Ensuring every school is safe and a community of belonging.
Addressing the achievement gap with a Community School model, also will address root causes, such as access to community resources and enrichment opportunities, and expanded family engagement. Title I funds, along with community partnerships, can supplement state and local funding for the piloting of this model. Other NC county governments and community partnerships support pre-K for all. The Board must be advocates in Forsyth.
To recruit and retain qualified teachers in the district:
1)advocate for higher supplemental pay by the county;
2)make collaborative leadership more than a phrase: respect and implement teachers' ideas; provide meaningful leadership opportunities;
3)understand that teachers cannot provide everything; take non-classroom responsibilities off the teachers' plates with community partnerships that provide the outside resources students and families need for learning in school to occur;
4)protect planning time with policies that ensure it is uninterrupted and meets teachers' needs;
5)support teachers with staff who are trained to work on effective behavior modification strategies with students who disrupt instruction;
6)recognize their value.
Access to pre-Kindergarten opportunities is vital for student achievement and success. My experience has shown that across the district, it is not a level playing field on the first day of Kindergarten. Through no fault of their own, the vast majority of students who do not attend pre-K, enter Kindergarten with literacy skills that are one to two years behind their pre-K attending peers. Thus, the journey of 'catch-up" begins. Students without pre-K experience are expected to make two, maybe three years, of growth to be proficient by the end of the year, whereas their peers who attended pre-K only need to make one year of growth. Leaders from other NC counties recognize this discrepancy and are responding. Forsyth needs to join them.
Culturally Responsive Literacy
After graduating from Duke University with a degree in Comparative Literature, I decided I wanted to help others enjoy my love of reading. Thus, I went on to receive an M.Ed. and Ph.D. in Education from the University of Pittsburgh. With both degrees, my focus was on the teaching of reading.
Reading is like any skill. The more you practice and engage with it, the better you become. So what motivates students to read so they will become better readers? Research indicates that students are motivated when they can identify with the text from their cultural background, lived experiences, and community context. I can relate to that. I also can affirm it with my work with Children's Defense Fund (CDF) Freedom Schools, where the reading curriculum relies heavily on culturally responsive literacy. The affirmation this approach provides results in student well-being and achievement. I've seen it work and will advocate for its increased use where needed.
