02/28/2026
Sixteen years ago, I wrote an editorial in the *Laurinburg Exchange* addressing concerns about accountability and leadership in our local schools. Today, many of those concerns have intensified. Student proficiency in reading and mathematics remains unacceptably low, and with the exception of SEARCH, our schools continue to receive state grades of C or below. This is not a reflection of our children’s potential—it is a reflection of systems that must improve.
If we are serious about raising academic outcomes, we must address the full environment in which our students learn. Academic success cannot exist in isolation. A child who feels unsafe cannot focus. A child whose basic needs are unmet cannot thrive. When families feel unwelcome, trust erodes. When parents raise concerns about facility conditions—such as restroom supplies or maintenance issues—and are told nothing can be done due to contracts, confidence in leadership diminishes. Operational decisions must serve students first.
Family engagement is not a courtesy; it is foundational. Parents should feel valued and included in their children’s educational experience. Clear communication, consistency, and responsiveness are essential to building a culture where families and schools work together rather than in parallel.
We also know that many of our students are navigating significant trauma. Trauma-informed practices are not optional—they are necessary. Discipline must include accountability, but it must also include structure, boundaries, and support. Research consistently shows that students exhibiting challenging behaviors are often communicating unmet needs. Programs such as restorative practices and structured in-school suspension initiatives that incorporate mentorship, skill-building, and appropriate service opportunities can promote responsibility while preserving dignity. Without meaningful intervention and consistent consequences, we risk perpetuating negative cycles that extend beyond graduation.
Equally important is governance. There is a defined process for resolving concerns—beginning with teachers and principals, then moving to district leadership and the board. That process must function effectively. When families exhaust every step and still receive no resolution, the system has failed them. Accountability must extend to every level of leadership.
Fiscal stewardship is another critical responsibility of the board. Competitive bidding, when conducted transparently and fairly, can reduce costs and stimulate the local economy. When local businesses are given the opportunity to compete, districts can save taxpayer dollars while strengthening community partnerships. Responsible financial management ensures that more resources are directed into classrooms where they belong.
Despite spending above the state average per student, our academic outcomes remain concerning. This requires honest evaluation. Are resources aligned with student needs? Are we investing sufficiently in instructional support, mental health services, teacher retention, and professional development? We must examine outcomes, not just expenditures.
I believe in the resilience and potential of our students because I have seen what is possible. With the right support, healing, and structure, children who struggle can excel. Our district can achieve the same transformation—if we commit to thoughtful leadership, transparent governance, and student-centered decision-making.
This campaign is about restoring trust, strengthening accountability, and ensuring that every child feels safe, supported, and capable of success. Our teachers deserve competitive compensation and meaningful support. Our families deserve to be heard. And our students deserve schools that reflect their worth and their potential.
We cannot delay meaningful change. When we know better, we must do better. The future of our community depends on the education we provide today.
