1. Real Transparency, Before Decisions Are Made

The single biggest complaint I hear about this district — and the one I've experienced myself — is that decisions come down as ultimatums. Schools close, programs disappear, and nobody outside the room knows how or why the decision was made until it's already done. Some of those decisions may even be defensible, but the community never gets the chance to weigh in, ask questions, or offer alternatives.

When the public understands the real constraints — what the board can control and what it can't — we can have honest conversations about hard choices. And the community is a resource: parents and teachers on the ground often have practical solutions that leadership hasn't considered. But if leadership won't share the problem, the community can't share the solution.

On the board, I will insist that major decisions are explained publicly, with the reasoning and the numbers, before they are finalized — not after.

2. A Louder Voice for Students, Families, and Teachers

Right now, teachers and staff across our district feel they can't raise concerns without fear of reprisal. That's unacceptable. A school without teachers is just an expensive, empty building — and teachers who don't feel heard leave. Our teacher turnover has run higher than Buncombe County's and the state average, and constant churn in the superintendent's office has only added to the instability.

Families deserve the same respect. When parents show up to meetings, speak during public comment, and send emails, that engagement should shape decisions — not bounce off them.

Through twenty-plus years working in mental health, I've built relationships with people across every part of this community. They know I listen, and they know they can bring me their concerns. I'll be a board member that students, families, and teachers can actually reach — and I'll carry what I hear into every board discussion.

3. Cuts That Harm Kids Are a Non-Starter

Every time budget trouble hits, something gets taken from our students: schools closed, programs eliminated, staff cut. We closed Asheville Primary. We closed Montford North Star. We eliminated the middle school orchestra program. And each time, families leave the district — which makes the next budget crisis worse.

Meanwhile, roughly $7 million is budgeted for central office salaries. When we're talking about cutting teachers, closing schools, and taking programs from kids, that has to be where we look first. Before a single dollar comes out of the classroom, we should trim from the top — starting with central office — and protect the services and people who work directly with our students.

4. Keep Asheville City Schools Strong, Independent, and Distinctive

I'm a strong proponent of keeping Asheville City Schools independent — not merged into Buncombe County. A small district can offer things a large one can't: magnet elementary schools where kids discover their interests, unique programs like SILSA, and a genuine sense of community in every building. But we keep eroding those advantages away, and every time we do, we give families one more reason to leave.

I do not support consolidating SILSA into Asheville High. We should be building the identity and reputation of our distinctive schools and programs — because that's exactly what grows enrollment.

5. Grow Enrollment by Giving Families a Reason to Stay

Our district has lost students year after year while charter and private enrollment grows. Families vote with their feet: when we close schools and cut programs, we make ACS less attractive at the very moment parents are deciding where to send their kids.

The way back is to offer more, not less — strong programs and real choices from pre-K through 12th grade that let every child explore their interests and get the services they need. And it means engaging families early and often, addressing achievement concerns from the earliest grades — not waiting until standardized testing starts in third grade. Every student deserves a district that invests in them from day one.