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Position/philosophy statement
I believe that every child deserves a champion who refuses to give up on them, and that our greatest responsibility as a community is to intervene with compassion before crisis becomes inevitable.
Current Occupation
Mental Health - Social Worker
Age (optional)
60
Campaign Phone
9102863894
My unique combination of experience positions me to see education from angles most candidates never consider. As a school social worker, I've worked directly with students and families navigating the most challenging circumstances—I understand what support systems work and what barriers prevent success. Through founding MALES of Distinction, I've built programs from the ground up that mentor young people and create pathways to achievement.
But what truly sets me apart is my previous work at the North Carolina Department of Adult Corrections. Every day, I see the end result of educational failure—young adults who needed intervention years earlier but fell through the cracks.
A school board member's primary responsibilities are to set policy that ensures every student receives a quality education, adopt budgets that reflect our community's values and students' needs, hire and evaluate the superintendent, and serve as the bridge between our community and our schools. Board members must listen to families, teachers, and students while making decisions based on evidence and what's best for all children—not just some. We're accountable for academic outcomes, fiscal responsibility, and creating safe, supportive learning environments. Most critically, board members must have the courage to ask hard questions, challenge the status quo when students are falling through the cracks.
My County's School District critical needs are teacher recruitment and retention, mental health services, and maintaining school safety programs. I would prioritize those needs first we're losing quality educators to neighboring districts. We must advocate aggressively for state funding increases while maximizing local supplements to remain competitive. I would also expand mental health and wraparound services. Early intervention prevents costly crises later. I feel that we also need to maintain School Resource Officers. These relationships-based safety programs work. I'll advocate for continued county funding while seeking state support. And very important is family engagement infrastructure that serves working parents and diversity.
Advocate aggressively for competitive salaries and benefits that match or exceed neighboring districts. Teachers shouldn't have to choose between passion and paying bills. Eliminate unnecessary paperwork and meetings so teachers can focus on teaching, not compliance. Pair new teachers with experienced mentors for their first three years—reducing burnout and building community.
Recruit diverse educators: Actively partner with HBCUs and launch targeted campaigns to recruit African American men and women into teaching. Our students need educators who reflect their community and serve as role models. I'll work to create pathways, scholarships, and support systems specifically designed to bring more Black educators to Moore County.
Pre-K is one of the most cost-effective investments we can make in breaking cycles of poverty and academic struggle. Research consistently shows quality early childhood education narrows achievement gaps, improves social-emotional development, and sets the foundation for lifelong learning.
From my corrections work, I see adults who lacked early intervention. Pre-K isn't just about ABCs—it's about identifying developmental delays, building school readiness, and supporting working families.
Moore County must expand Pre-K access, particularly for at-risk and economically disadvantaged children. Prevention starts at age 4, not after problems emerge. Every dollar in Pre-K saves seven dollars in special education, retention, and juvenile justice
In my previous work at the North Carolina Department of Adult Corrections, I see the end result of what happens when our education system fails to intervene early enough. I see young people who fell through the cracks who needed support, mentorship, and second chances but didn't receive them in time. I refuse to let another generation of Moore County children end up where I work when we have the power to intervene and redirect them toward success. This isn't theoretical for me. As a school social worker and through my work founding MALES of Distinction, I've witnessed both the problem and the solution. I know what it takes to break the school-to-prison pipeline, and I'm running for the Board of Education to ensure we invest in prevention, not just respond to crisis. The young men and women I encounter in corrections didn't start out as statistics. They were kindergarteners with dreams, middle schoolers who struggled silently.
Position/philosophy statement
Focusing on communication, community engagement, and future planning.
Current Occupation
Civil Engineer
Age (optional)
40
Our community can expect to receive a perspective from a graduate and current parent of Moore County Schools. This allows me to bring both the past and current issues forward and support our students by understanding what is actually happening day to day in our school system. Additionally, my background in design and planning will support future projects, with a primary focus on community engagement and outreach. I want to work together with our board to prepare a future facilities plan that will align with our strategic plan but also communicate to our community about our facility needs.
School board member's decisions and actions directly impact students, staff, and families. While there are several responsibilities of school board members, I believe advocacy and community engagement is the top one. Our school board members should be advocates for our community and their desires/goals for the public education system in Moore County. Additional top responsibilities include fiscal oversight, strategic planning, legal and ethical compliance, and monitoring student achievement. Being a school board member requires a commitment to serving the community, making informed decisions, and upholding the highest standards of integrity.
We have several critical needs in our school system to include the new school construction projects, facility/school maintenance needs, and better community engagement and communication. We can all acknowledge that our latest projects could use more community engagement and communication surrounding them. Part of that communication can improve with proper planning and targeted focus on reaching out to our community. We can also agree that there our schools need upgrades and maintenance. All of these needs will require our board to communicate and engage with the community to get aligned with priorities and how to effectively deploy our resources. This will also require us to work collectively with our county commissioners for funding.
The easiest answer to this question is advocating for and allocating appropriate teacher compensation. Our school board is limited on our ability to affect change on this as funding is provided by the state legislature and county commissioners. I want to continue to work with our county commissioners to advocate for appropriate funding of teacher pay. So that leads to the next question, what else can we do besides compensation? When speaking with current teachers, it is clear that there is concerns of support in our public school system. When elected, I will strive to create a leadership environment that ensures our teachers know they are supported, and their concerns are being heard and addressed to the best of our abilities.
Studies have shown that children who attend high-quality Pre-K programs are better prepared for kindergarten and are more likely to graduate from high school (citation: UNC Frank Porter Graham Child Development study and MIT - "The Long-Term Effects of Universal Preschool in Boston"). The more we can have students prepared for the learning environment and interaction with peers, the more our teachers can focus on teaching curriculum. We currently have the NC Pre-K system that assists at risk children and we also have other tuition based programs. I support these programs and want to continue to learn more on how we prepare our students for success in and out of the classroom at an early age.
I'm a Moore County native that graduated from Moore County Schools (Union Pines - '03). I decided to run to give back to the community that laid the foundation of who I am today. I want to help others succeed by empowering our schools and students to be exemplary.
Position/philosophy statement
I believe public education should be student-focused, transparent, and accountable to the community it serves.
Current Occupation
Systems Analyst
Age (optional)
65
Campaign Phone
9804289548
I bring experience in public governance, budgeting oversight, and strategic planning through service on local boards and committees. My professional background emphasizes accountability, data-driven decision-making, and long-term planning—skills directly relevant to school board service. I am accustomed to working with diverse stakeholders, asking hard questions respectfully, and focusing on outcomes rather than personalities. I understand the distinction between governance and operations and believe effective boards set clear expectations, provide oversight, and hold leadership accountable while maintaining transparency with the public. My approach is collaborative, analytical, and grounded in serving the community’s best interests.
The primary responsibilities of a school board member are to set policy, approve budgets, hire and evaluate the superintendent, and provide oversight to ensure the school system is meeting its educational and operational goals. Board members must safeguard student safety, ensure fiscal responsibility, and uphold transparency and ethical governance. Equally important is listening to parents, educators, and community members while making decisions based on data, law, and the long-term interests of students. The board must focus on governance rather than day-to-day management and remain accountable to the public it serves.
The most critical need in the district is filling vacant School Resource Officer (SRO) positions, as this directly affects student safety and school operations. A secure learning environment is foundational to academic success and must be the top priority. Available state and local funding should first ensure required safety staffing is in place before expanding or adding discretionary programs. The board should work collaboratively with local partners to address recruitment challenges, review compensation and deployment models, and ensure funds allocated for safety are used effectively. Remaining resources should then be directed toward classroom staffing, instructional support, and facility needs, guided by data and transparency.
To recruit and retain qualified teachers, the district must focus on the factors it can directly control. This includes maintaining safe and orderly schools, providing consistent discipline policies, and ensuring strong administrative support for teachers. The district should review local salary supplements, benefits, and onboarding practices to remain competitive with neighboring districts. Reducing unnecessary administrative burdens, expanding relevant professional development, and creating structured opportunities for teacher input can improve retention. Teachers are more likely to stay when expectations are clear, leadership is responsive, and they are supported in focusing on instruction and student success.
High-quality Pre-Kindergarten programs play an important role in early literacy, numeracy, and social development, particularly for students who may enter school with fewer early learning opportunities. When implemented effectively, Pre-K can help reduce readiness gaps and support long-term academic success. Any expansion or modification of Pre-K should be guided by measurable outcomes, availability of qualified staff, and sustainable funding. The board’s responsibility is to ensure Pre-K programs are aligned with district goals, coordinated with existing early childhood providers, and evaluated regularly to confirm they are delivering value for students and taxpayers.
School board service requires a focus on governance, accountability, and long-term planning rather than short-term politics. I believe decisions should be grounded in data, fiscal responsibility, and the best interests of students. Clear priorities—such as student safety, academic achievement, and effective use of resources—are essential. The board must maintain open communication with the community, support educators, and hold leadership accountable for results. My goal is to help build a school system that is safe, transparent, and focused on preparing students for future success.
Position/philosophy statement
Moore County Board of Education - Member at Large
Current Occupation
mental health clinician
I bring a combination of professional expertise and deep community involvement to this role. I am a counselor educator, licensed mental health professional, and small business owner with extensive experience working with students, families, and educational systems. My work has focused on student mental health, early intervention, and collaboration across disciplines, giving me a practical understanding of how policy, staffing, and resources impact learning outcomes. I also understand the importance of data-informed decision-making, fiscal responsibility, and long-term planning as our district grows. I am committed to thoughtful leadership, collaboration, and keeping students and schools at the center of every decision.
Board members must listen to the community, use data to guide decisions, and collaborate respectfully to serve the best interests of students, staff, and families. The most important responsibilities of a school board member are to provide effective governance, set clear policy, and ensure accountability while keeping student outcomes at the center of every decision.
Our county's critical needs include managing rapid growth, recruiting and retaining qualified staff, and strengthening student mental health support. I would prioritize funding that directly impacts student learning and attendance beginning with competitive compensation and support for teachers and essential staff. At the same time, we must invest in mental health services and early intervention to reduce absenteeism and disciplinary issues. Facility planning should be data-driven, balancing new construction with maintenance and improvement of existing schools.
Recruiting and retaining qualified teachers requires addressing both compensation and working conditions. I would advocate for competitive local salary benefits, while also prioritizing class size, planning time, and access to support staff so teachers can focus on teaching. I also support partnerships with universities and alternative licensure programs to strengthen recruitment pipelines. Using data to understand turnover and listening directly to teachers would guide decisions to ensure resources are targeted where they make the greatest impact.
Early childhood education supports literacy, social-emotional development, and school readiness, and it reduces the need for later academic and behavioral interventions. A strong Pre-K program also supports families and working parents while helping close opportunity gaps before they widen. I support expanding access to high-quality Pre-K in a fiscally responsible way, using data to guide investment, partnering with community providers, and ensuring programs align with evidence-based practices that prepare children for a successful transition into elementary school.
Candidate has not yet responded.
Position/philosophy statement
The purpose of local school governance is to provide a framework of policies and procedures to ensure each school is equipped to fulfill its primary purpose: to prepare each student well.
Current Occupation
Retired educator: Teacher, Principal, and University Professor
Campaign Phone
9103158983
I have a five-decade history in public education, beginning as an English teacher, moving into the principal's office, and retiring as a college professor preparing future principals. I understand public education from many perspectives: school, district, region, and state. Serving on the State Board of Education gives me a "front row" seat to see education laws and policies in action, from the General Assembly in Raleigh to school buildings across the state. Among the other candidates, I am the only one whose credentials and career experience align with the legislated duties of a local board of education. My beliefs are conservative-rooted, which is the best way to prepare our students for uncertain times.
As detailed in General Statutes 115C-47, the duties of a school board are extensive and consequential. In large measure, a board must align policies with the State Board of Education's policies; however, some leeway in implementation is permitted. In accordance with this statute, a board's broad duty is to ensure that every child receives a sound basic education and to make decisions with the end in mind. The specifics include, but are not limited to, overseeing local, state, and federal budgets; implementing state-adopted academic standards; regulating athletics; and enforcing state and federal laws, including programs for Exceptional Children and Title I. Knowing the meaning of "free and appropriate education" is paramount.
The lack of clarity around long-range planning seems to be an issue; however, this shortcoming is common across the state. The problem could be rooted in differences of opinion about the purpose of education and how schooling in Moore County should look in 20 years. In general, the current board appears to differ on several fronts, which can stifle all scales of planning. It is unclear how the school board plans to address the shortage of school resource officers. Unfortunately, this issue has drawn the attention of the county commissioners, prompting a discussion of funding. Lastly, a few schools cannot overcome the ranking of "low-performing." I applaud the superintendent for addressing the issue with a detailed action plan.
First, I would evaluate current practices to assess the effectiveness of the strategies. Second, I would collect data on why teachers leave the district. In some cases, retention is inevitable when resignation is due to factors beyond the employee's control.
If the district has not implemented a Beginning Teachers Support Program. I would establish a program to prevent early-career resignations. Principals must be alert to signs of stress, isolation, and frequent illness. These signs should prompt the need for stress-management and wellness programs, as well as opportunities for teachers to network and socialize. Whatever it takes to build support systems is one solution to the teacher retention problem.
This state is a forerunner in the pre-school and kindergarten movement, and includes four models: 1) NC Pre-K, 2) Private Pre-K, 3, 3) Head Start, and 4) Montessori Programs. In Moore County, Vass-Lakeview is the site of one model, while a private program is housed at the O'Neal School. The local programs, however, are underfunded and face shortages of qualified teachers. Consequently, program directors must staff classrooms with substitute teachers. Oddly, however, research shows no correlation between pre-school and kindergarten achievement. Researchers point to the family as having the greatest influence on school success. Unless adequate resources are available, pre-K in Moore County is little more than a babysitting service.
Serving on a local board of education is a formidable undertaking and may be the most misunderstood public office. Because teaching looks easy from the outside, the public seems to think a school board member's work is a "cake walk."
I usually grimace when I hear people say, "Boards of education need to have business people elected." Yes, public education has a major business component, but the business is not profit-centered; the rules are different. From a strategic planning perspective, a business background is useful, as is experience in other applications. Ideally, the school board should reflect the district's community, but above all, the board must understand and practice respect for the collaborative decision-making process and its duty to taxpayers and, above all, to students. As I stated in a previous question, I have the background, knowledge, and desire to serve Moore County's 17,000 students fully and competently
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Position/philosophy statement
Math Teacher
Current Occupation
Teacher
Age (optional)
66
I have been a math teacher and a coach at the high school level for the past 44 years. During this time, I also served as an assistant basketball coach at the collegiate level. I taught at a variety of public schools from inner-city to small-rural to large-suburban schools. Early in my career, I taught at a parochial school and, now after retiring from public education, I am teaching at a “classical” Christian school. One of my accomplishments was organizing a plan for a “D-grade school” in Indiana where that school became an “A-grade school” and rated as one of the best schools in our area.
First, I will follow school board policy and procedures. Second, I believe it is important to be fiscally responsible with the taxpayers money. Third, I intend to be open and clearly communicate school board policies to our local communities and parents.
The building of new schools and the renovation of existing schools is a top priority in our school system since we have overcrowding in two of our high schools and possibly a middle school in the future. Currently over half of our schools do not have an armed security Officer at each school and that needs to be changed. Safety of our children should be a top priority of our school corporation. We have started a new innovative school which combines academics and certification in the trades.
One of the things that has to be addressed in our community is affordable housing so that teachers do not have to drive 30 or more minutes to get to work.
The importance of addressing literacy at an early age is essential to a child’s success later on in school.
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