We asked Richland 2 school board candidates about issues that matter. Read our full Q&As.

McClatchy’s South Carolina opinion team set out to interview all 10 candidates seeking three at-large seats in the Richland 2 school board election on Nov. 5. Our full Q&As are below. Incumbent Monica Elkins declined to participate. Incumbent Lashonda McFadden and candidate James Mobley ignored repeated emails and phone calls.

Every candidate received six questions and 250 words of room for each answer as part of our endorsement process . We are publishing interviews edited for accuracy, clarity and style before we publish our endorsements so readers can assess the candidates on their own. Expect all of our endorsements the week of Oct. 20.

Early voting begins Oct. 21, and you can find a location here . Find your polling place and sample ballot here . If this public service helps, please consider supporting our journalism here .

Your subscriptions and support make this massive undertaking possible, so thank you for reading our work. If you have questions about our interviews or eventual endorsements, please email me.

Meet the Candidates:

• Brenda Branic
• Franklin Davis
• Gary Dennis
• Incumbent Monica Elkins
• Dionne Sumpter Fleshman
• Incumbent Lashonda McFadden
• James Mobley
• Brett Porterfield
• Larry Smalls
• Shelley Williams



Brenda Branic

Q: What are your top three priorities and why?

A:

Support the current administration. The district is on the right track for improvement. The superintendent is relatively new to District Two and came to the district with a great deal of experience, bright ideas and plans for improvement. There are tenured employees on her team who are working towards a common goal, improvement. Collaborative efforts to support the administration and continue on the path of improvement are priorities.

Increase salaries for classified employees to the national average. Everyone who interacts with each student is vital to successful days without disruption. High turnover in these positions adds stress to teachers responsibilities and reduces the consistency needed for successful collaborative efforts. The district has done a great job with increasing teachers’ salaries and can now focus on increasing other salaries as well.

Increase the number of behavioral specialists/school psychologists in each school. Having trained professionals dedicated to one school will provide consistent support for students and administrators. Additional resources may assist with reducing recidivism, which will decrease expulsion rates and school disruptions.

Q: How would you change what the state cited as board infighting and inattention to academics?

A: My plan is to support the current administration with cultivating student experiences, reducing the teacher shortage, increasing the salaries for non-certified workers to the national average and maintaining board professionalism. Board infighting is not attractive or productive for any of the parties involved. There are currently three newer board members and a new superintendent. Board participation in team building and board governance workshops by qualified facilitators would greatly benefit the entire team. Getting to know team members better affords the opportunity for increased understanding of one another.

Q: How would you boost student learning and test assessments?

A: I believe involving students in learning increases knowledge retention, school attendance and a sense of value. I would advocate to increase our children’s involvement in the learning process. There is empirical data that shows involved children thrive. Let us create opportunities that include their imaginations. An old proverb says it best; “Tell me and I forget, teach me and I may remember, involve me and I learn.” Perhaps we could involve students in the selection process for both text books and library books, but at the very least have student selection teams weigh in on library book selections. Library books are geared towards student interests, needs and curriculum support across content areas. Who better to determine student interests than students.

Free and reduced lunch has been resolved in other districts and should be revisited in District Two. Food insecurities are a huge problem with underserved students. Every student should be guaranteed two meals each learning day. When the stomach is not fed, the brain is not engaged in learning. Students react differently to hunger. The district could scale free summer enrichment programs to include middle and high school instead of costly summer camps the students probably cannot attend. Our assistance with reducing at least one problem students have may assist with reducing behavioral problems. Additional behavioral specialists or school psychologists would assist with understanding students’ needs, reduce behavioral problems and increase desired outcomes that are viewed as win-win situations.

Q: How would you tackle teacher turnover and retention issues?

A: Bill S.305 has been introduced to increase teachers’ salaries, which is an excellent start. Expansion of the rubric to include merit increases and the increased salary would incentivize teachers who are performing well. Performance reviews would require empirical data to support the merit increase. The performance evaluations should have qualitative and quantitative factors because relying solely on test scores does not demonstrate the totality of classroom execution.

Some educators have reported they leave the profession because teaching has become the focus of political groups whose focus is not improving the quality of education but governing lessons and classroom activities. Allowing creativity with boundaries in the classroom would not only benefit the student, but would also provide a sense of autonomy for teachers. Improved job satisfaction through intrinsic factors would produce increased tenure and therefore reduce turnover. Reduced turnover and improved satisfaction would eventually assist with resolving the teacher shortage. Perhaps revamping the contract process to incorporate Maslov’s hierarchy of needs would improve teacher job satisfaction rates.

Q: How would you improve financial management and transparency?

A: I would need to have an understanding of the entire process, any variances and the expenses versus revenue streams to provide a comprehensive response to this question. I feel certain there are many nuances to the budgeting process.

Q: Why should voters choose you over your opponents in this election?

A: Voters should choose me over my opponents in this election because my ‘Why?’ is a better, bolder, brighter future for the students. It is important to know all students are treated with dignity and respect regardless of his or her social economic status. Having a district where all students may thrive in an atmosphere that fosters a safe space for all involved is critical to the successful transition of life after K-12. The Richland School District Two service area is experiencing exponential growth. My priorities will assist with meeting the moment of growth by producing highly educated adults who will flourish and become productive members of society fueled by meaningful community partnerships, highly functioning administrators, teachers, classified employees and board members whose desire is to support them and their growth. My daughter is a product of Richland School District Two, and my three grandbabies are matriculating through Richland School District Two. I have been an active member of this community for over 25 years and I would like to become a long-term board member with a promise to represent the district in this role with civility and dignity.



Franklin Davis

Q: What are your top three priorities and why?

A: My top three priorities for the school board are cellphones in classrooms, chronic absenteeism of students and increasing teacher and faculty pay. The current board was aware of the state’s cellphone ban prior to the school year starting and they had no plan in place for teachers when they returned. Teachers have enough on their plates without having to cobble out a plan of how to deal with cellphones. This was the board’s responsibility, and since I have taught for over 20 years, I have an insight that would help the board deal with these issues that others running do not. Absenteeism is a huge problem in our district. We must do more to hold parents accountable for their child’s attendance. The district’s focus has been on recruiting new teachers, but evidence shows that most new teachers leave the profession in the first five years. We must focus on increasing veteran teachers’ pay, those who stay and are loyal to the district.

Q: How would you change what the state cited as infighting and inattention to academics?

A: The board is in place to serve the schools and community. We cannot do that with petty infighting. We must focus on the issues at hand and remove any personal feelings from our work. I would come to the board with a clear focus on student achievement and supporting our teachers. I have taught end-of-course classes, which impact the schools’ report cards. I have the ability to advise the board on how rigorous those courses are and on resources that are needed to help our teachers increase rigor in their classes, which will lead to higher test scores. The board needs to be more present in the schools. We must visit and go to the classrooms and see what our teachers are dealing with. How can you create policy and provide support when you have no idea what teachers are dealing with? If elected, I would be able to help board members understand what goes on in a class and what they are seeing when they visit the schools.

Q: How would you boost student learning and test assessments?

A: I have taught end-of-course and Advanced Placement classes for the past several years. We will not be able to increase scores until we get a handle on absenteeism. Students aren’t learning when they are not in school. We must enforce our truancy policy and hold parents accountable for their child’s attendance. While we are working on this issue, we must increase rigor in our classrooms. Our district has instructional specialists, both on the elementary and middle/high school levels. We need these individuals to do more to help teachers implement rigorous materials and model new instructional practices. We as a district must seek the guidance of educators within our district who have been successful in state testing and have those teachers model what they do so that we can lift other teachers up to their level. We don’t always need to bring educational consultants in to do this when we have a wealth of knowledge within our own district. And those teacher leaders who will do this professional development must be compensated for their time and work, in addition to their salary.

Q: How would you tackle teacher turnover and retention issues?

A: I applaud our district for increasing first-time teacher pay. It was long overdue and needed in order to attract new teachers. However, if you have taught in our public schools for more than 15 years, you only get a few hundred dollars more per year. This isn’t right. Then, veteran teachers are asked to mentor new teachers during their first year for a couple of hundred dollars (before taxes). This new teacher has received a sign-on bonus and a $13,000 raise in salary from what new teachers received last year. What about that is attractive to a veteran teacher? What reason does a veteran teacher have to stay? They could leave, go to another district and get a sign-on bonus of $3,000 to $5,000. If you were in the veteran teacher’s shoes, what would you do? Bonuses are great and we must do more to attract new teachers, but the large bonuses should go to the veteran teachers who stay, not the new ones coming in. We need to appreciate those who are loyal to this district.

Q: How would you improve financial management and transparency?

A: Transparency and communication is an area we must improve on in this district. Our financial department works hard and their job is complicated. However, our employees are entitled to know what is taking place with their checks and the community must know where their tax dollars are being used. Being transparent is proof that everything is above board.

There were some issues with the first payroll check this past August. Teachers were confused about the new changes and how stipends were or were not being paid. They later learned that payroll had implemented a new system and there were some issues. All of that could have been avoided by telling the employees that a new system was in place. This should have been done before their first paycheck and all of the confusion could have been avoided. Just be upfront and tell people what is going on. It’s not hard. If people are incapable of being transparent and doing what is in the best interest of the district, they need to be replaced with a person who can be.

Q: Why should voters choose you over your opponents in this election?

A: Voters should choose me over others because I have been a teacher and have taught a number of history, geography and government classes. This is my first year of retirement; therefore, I have first-hand knowledge of what our teachers and staff go through on a daily basis. I know what our students need because I have worked with them for the past 20 years. I know what administrators need because I have worked with them for the past 20 years. I know what teachers need because I have worked with them for the past 20 years. I know what our staff needs are because I have worked with them for the past 20 years. I know the concerns that parents have because I am a parent of a District Two student and I have worked with parents for the past 20 years. I have experience, and experience matters.



Gary Dennis

Q: What are your top three priorities and why?

A: I don’t see this as just three priorities but rather as a comprehensive vision supported by three key pillars: safety, education and transparency.

Safety: Ensuring a safe learning environment for all students, teachers and staff is our highest priority. This includes advocating for the installation of metal detectors in schools and addressing discipline issues to help students become responsible members of society. Additionally, we will explore the possibility of installing cameras in classrooms to improve discipline, protect teachers and create a safer space for learning.

Education: We are committed to increasing opportunities for parents and the community to engage in education, whether through trade programs, college preparation or electives focused on real-world skills. We will also focus on reducing teacher stress by simplifying professional development requirements, and we’ll work on improving pay scales to retain our excellent educators and attract new talent as others retire.

Transparency: Transparency is essential for a well-functioning school board. We will ensure open and honest communication with students, parents, teachers, staff and the wider community. Additionally, we will implement an open-budget system to clearly show how district funds are spent, and we will address any necessary policy changes in a timely and transparent manner.

Q: How would you change what the state cited as infighting and inattention to academics?

A: Leadership is more demanding than it seems. It requires bringing together diverse perspectives to ensure the best outcomes for students, faculty, parents and the community. When individuals serve more than two terms, complacency can set in, limiting fresh ideas and new approaches. This often leads to the mindset of “This is how we’ve always done it,” which hinders progress. There is no space for personal agendas or using leadership as a springboard into politics. Our focus must remain on the greater good of the district.

Academic policies require thoughtful evaluation, not quick decisions to simply move items off the agenda. These choices shape the future, and it’s essential that we take the time to address them properly. We can’t wait for specific seasons to tackle critical issues; instead, we must work year-round to identify policies that can be updated to strengthen the pillars of safety, education and transparency. This proactive approach will build a solid foundation for academic success.

Q: How would you boost student learning and test assessments?

A: One of the most common concerns I’ve heard from both educators and students is the disruption of instructional time due to student discipline issues. We can address this by implementing policies that empower administrators to effectively handle these challenges. Additionally, we must prioritize our reading and math Intervention programs. Many students are currently below grade level in these critical subjects, which serve as the foundation for success in other areas of learning.

It’s essential to identify students who are below or borderline during benchmark testing so we can provide them with the extra support they need during instructional downtime. A recurring issue in districts with lower test scores is the lack of sufficient reading, math and behavioral interventionists. Addressing this gap will be key to improving overall student performance.

Q: How would you tackle teacher turnover and retention issues?

A: Our veteran teachers and staff are considering leaving because their pay has not been properly addressed. Many worked for nearly a week and a half without knowing their exact pay, creating uncertainty that impacts their ability to explore better opportunities. This also harms our district’s ability to attract new talent, as it gives the impression that the district does not value its current employees. In the tight-knit teaching community, word spreads quickly, and in today’s social media landscape, it’s more important than ever to ensure we take care of our employees.

While the district has made strides in raising starting salaries, the needs of our experienced teachers and staff have been overlooked. I would prioritize reviewing and proposing salary adjustments that recognize and reward the experience and long-term dedication of our educators in the Richland Two School District. Additionally, I would focus on improving the overall work environment by addressing the discipline issues in our schools. Teachers should be able to focus on teaching, not constantly managing classroom behavior problems.

Q: How would you improve financial management and transparency?

A: First, I would prioritize the implementation of real-time online tools that allow the public to track district spending and provide feedback on budget priorities. Transparency in financial decisions is key, and we shouldn’t wait until budget season to start working on the budget. We need to continually assess whether our spending is effective and, if a better or more cost-efficient option becomes available, we should be prepared to pivot. However, it’s important to remember that cheaper isn’t always better; sometimes lower-cost options don’t include essential components, which can end up costing more in the long run.

We must also keep an eye on the future, ensuring we aren’t putting the district in a position where taxpayers are asked to bail us out due to poor planning. Too often, the district seems to rush budget approvals at the last minute, without fully addressing all the facts or being transparent about the details. When board members ask important questions, they often go unanswered, yet the budget still gets pushed through. This approach needs to change.

Q: Why should voters choose you over your opponents in this election?

A: With over 20 years of military service in the United States Air Force, I’ve honed critical skills in facility management, safety oversight, financial management, training, emergency response and aircraft sortie production, and I served as a lead inspector on the Inspector General team. Grounded in the core values of Integrity First, Service Before Self, and Excellence in All I Do, I have remained committed to serving my community since moving here in 2016.

As a local business owner, my dedication to service is evident through my involvement in various leadership roles, including past president of the Lonnie B. Nelson Parent Teacher Organization, former vice chair of the Round Top Elementary School Improvement Council, and past member of both the District Parent Advisory Council and the District Cellphone Tower Committee. Additionally, I’ve served as vice chair of the Richland County Planning Commission and currently lead as president of the Dentsville Youth Baseball League.

I am also a devoted husband to a district reading interventionist, a father of two students in the Richland Two School District and the son of a retired national board-certified teacher from both North Carolina and South Carolina. My commitment to my family and community continues to be a driving force in all that I do.

You can also find out more by visiting dennis4r2.com and reading my blogs.



Incumbent Monica Elkins

Elkins declined to participate in our survey.



Dionne Sumpter Fleshman

Q: What are your top three priorities and why?

A: My priorities are to . . .

1. Ensure that all students receive a quality education that prepares them for the future, the academically gifted, the average student and the academically challenged.

2. Emphasize the importance of character, courtesy and commitment being reflected in leadership and as part of the educational process in Richland School District Two.

3. Strengthen the partnerships between the business community and the school district to help retain our best and brightest students, providing opportunities for students to be educated and trained in the community, so that they remain here to work and make an impact in the community.

Q: How would you change what the state cited as board infighting and inattention to academics?

A: I believe that emphasizing the importance of character, courtesy and commitment being exhibited and reflected in leadership and as part of the educational process in Richland School District Two will go a long way in strengthening the board and keeping the public and media focus on the students and their academic success.

Q: How would you boost student learning and test assessments?

A: I think we need to focus more on national curriculum standards required in each subject area. The information that needs to be provided to the students for them to be able to compete nationally and globally in those subject areas should be top priority. Focusing on these standards and aligning our goals to meet these national standards will allow us to become more competitive when being measured by these standards.

Q: How would you tackle teacher turnover and retention issues?

A: To attract top talent and then to retain them, the initial wage must be one that can sustain the households of the persons looking at the jobs. Without a livable working wage, we lose top talent to other positions, careers and even to other states that have a higher starting pay.

On the other end of the spectrum, retaining teachers is critical to stemming the teacher shortage. We are losing a lot of seasoned and knowledgeable teachers. Showing our teachers respect, giving them spaces in which to be heard when they have issues with curriculum requirements and assisting with classroom management and discipline in ways that do not “blame” the teacher but allow the teacher to effectively manage and teach the material needed is only the beginning of things that need to be addressed to help teachers stay on the job. Our teachers need to feel supported!

Teacher pay raises and salaries across the board is an issue here as well. The annual salary of a teacher who has a bachelor’s degree and 28-plus years of experience has only increased by $14,000 from a starting salary of $47,000 to $61,000. The state of South Carolina needs to prioritize our educators’ compensation and classification scale. This is a legislative issue that we need to pursue statewide. The education profession is the most critical profession we have in our country, and fixing the problems of teacher pay and retention are critical to our future.

Q: How would you improve financial management and transparency?

A: My background is in human resources. I have spent countless hours instructing clients on how to effectively communicate with their employees and ensure that the data they share is factual and consistent. This is the same concept for the school district. The key to financial transparency is providing various financial data to the school community on a regular basis in a way that the data can be understood and/or interpreted.

To be fully transparent, districts should implement processes and protocols to share financial information online and throughout the community, and create financial committees with students, parents, staff, community members and business owners to collaboratively develop budgets and long-term financial plans for the district.

Q: Why should voters choose you over your opponents in this election?

A: I believe my business experience and work with various schools within the district provide me with the skill set to effectively work and lead in this area. It is our responsibility as community members to work and make a difference when and where we can. I believe I can make a difference in this area, and I am prepared to take on this challenge.



Incumbent Lashonda McFadden

McFadden did not reply to our survey.

James Mobley

Mobley did not reply to our survey.



Brett Porterfield

Q: What are your top three priorities and why?

A: My top three priorities are ensuring our children receive a valuable education, providing solid support for our teachers and staff, and proactively engaging parents in the educational process.

As a proud graduate of Richland School District 2, I personally can attest to how a quality education can affect your overall well-being, both personal and professional life. I am committed to delivering the same results for our students. Our teachers and staff are the bedrock of the educational system. They should be within the fabric of everything we do. Having engaged and active parents is essential to having a strong district as well.

Part of that is to ensure all students and staff are protected. This means working together to address school safety, mental health, nutrition and access to technology and internet in school and at home .

Lastly, we must inspire each other to be our absolute best. As a board member, I will be the example that I would like to see. That means respecting and working alongside my fellow board members as we strategically and collectively reimagine the pathways to success for our district.

Q: How would you change what the state cited as board infighting and inattention to academics?

A: In addressing the state Inspector General report about board infighting and inattention to academics, I would employ a collaborative mindset in my board interactions. It is important to recognize that the citizens of the district will elect us to be problem solvers not problem causers. All board members should work toward the best interests of the district and students.

Establishing a united and professional culture will allow the board to focus fully on academic and social progress. As board members, we have the responsibility of setting the tone for the district. We are role models, and I know at times we can be deeply passionate about the things we care about, but we should always remember we always have the microscope on us and what we do and say is always magnified.

I will advocate to implement strategies such as:

• Fostering collaboration and communication.Clearly defining each board member’s role to minimize overlap and confusion, which can lead to conflicts.
• Promoting professional development.
• Supporting development on effective practices, conflict resolution and the importance of focusing on academic achievement.
• Enhancing accountability and transparency.
• Conducting regular assessments of board performance and adherence to academic goals, and using these reviews to identify areas for improvement and to hold board members accountable for their contributions.
• Ensuring that board meetings and decision-making processes are transparent to the public. This helps build trust and allows the community to hold the board accountable.

Q: How would you boost student learning and test assessments?

A: It is a personal goal of mine to provide strategic leadership vision that will enhance instructional practices, support students’ needs and refine assessment methods. I would work with district partners to:

• Provide ongoing training for teachers on effective instructional strategies, including differentiated instruction and the use of technology in the classroom.
• Foster collaboration among teachers to share best practices and develop cohesive instructional strategies.
• Regularly analyze student performance data to identify areas where students are struggling and adjust instruction accordingly.
• Tailor teaching methods to accommodate diverse learning styles and needs. Providing numerous ways for students to engage with content can help ensure that all students can succeed.

Q: How would you tackle teacher turnover and retention issues?

A: For me, the full picture would be to develop comprehensive onboarding programs and mentorship opportunities for new teachers; ensure they have access to continuous professional growth opportunities; and implement programs to regularly acknowledge and celebrate their accomplishments and contributions.

Q: How would you improve financial management and transparency?

A: As a board and/or the finance committee, we should be developing and maintaining a detailed and transparent budgeting process. We should work to align fiscal responsibilities with the district’s strategic goals and conduct regular, independent audits that assess accuracy and compliance.

Q: Why should voters choose you over your opponents in this election?

A: Voters should choose me because I am passionate about Richland School District 2. I am service minded, solutions oriented and driven to achieve the best possible outcomes. By electing me to the school board, the community gains a champion for public education. I will serve knowing that it is not about self but the continuation of the success of our students. My modus operandi has always been to seek a deep understanding of an institution’s culture and then to help build or strengthen that culture. And that is my vision for R2.



Larry Smalls

Q: What are your top three priorities and why?

A: I will prioritize initiatives that ensure our students not only graduate, but also acquire life skills for the workforce, implementing a more comprehensive approach to school safety that addresses physical and cybersecurity, mental health support and prevention. I am committed to ensuring that our budget is a priority.

To provide a viable education for our students in preparation for their future employment, improve test scores, provide a safe environment for learning, and to ensure financing capabilities for all the above.

Q: How would you change what the state cited as board infighting and inattention to academics?

A: Truth, facts and establishing a more collaborative environment for innovative ideas (more listening, less talking).

Q: How would you boost student learning and test assessments?

A: Working with the superintendent to relinquish the burdensome workload for teachers; setting measurable standards and requirements for much needed improvements on a realistic time schedule for transparency and effectiveness (accountability).

Q: How would you tackle teacher turnover and retention issues?

A: Working with the superintendent to relinquish their burdensome workload; to encourage more administrative support for student behaviors (i.e. discipline issues); receiving more teacher inputs regarding maximizing student output and test requirements; reducing ambiguous standards; improving pay.

Q: How would you improve fiscal management and transparency?

A: Being transparent as well as being committed to ensuring that our budget is a priority as well as providing direct classroom investments.

Q: Why should voters choose you over your opponents in this election?

A: I have a strong financial background in consumer lending (in management and currently as a senior loan officer) for 22 years. I am a parent with two kids currently in District Two. I will endeavor to work with the superintendent to establish a more trustworthy and collaborative work relationship between the district’s administration and parents. And most importantly, I am committed to improving student academic outcomes in District Two.



Shelley Williams

Q: What are your top three priorities and why?

A:

1. My top three priorities are:

Academic excellence: I want to focus on closing the achievement gap by ensuring that all students have access to quality instruction, resources and support, especially those who face challenges such as learning disabilities or socioeconomic disadvantages.

Teacher retention and support: Teachers are the backbone of our education system. Retaining high-quality teachers by providing professional development, fostering supportive work environments and offering competitive compensation will help keep our schools strong.

Fiscal responsibility and transparency: It’s crucial that taxpayer dollars are spent wisely and in the best interests of students. I will advocate for greater transparency in financial decisions and ensure funding is directed towards classrooms and student success.

Q: How would you change what the state cited as infighting and inattention to academics?

A: To address the board’s infighting and perceived lack of focus on academics, I would work to promote a culture of professionalism and collaboration among board members. Our role is to serve the community, not engage in personal disputes. By refocusing the district’s mission — “in partnership with our community, we empower students to discover their potential and prepare for a successful future” — we can shift the attention back to what matters most: ensuring high academic standards and promoting student achievement.

Q: How would you boost student learning and test assessments?

A: I would advocate for targeted interventions, such as expanded tutoring programs, individualized learning plans and after-school support for struggling students. Additionally, integrating technology and innovative teaching practices can make learning more engaging and accessible for all students. Regular assessment is important, but I would also push for holistic approaches that measure growth beyond standardized tests.

Q: How would you tackle teacher turnover and retention issues?

A: To tackle the issue of teacher turnover, I would focus on providing competitive salaries and benefits, improving working conditions and ensuring teachers have access to professional development opportunities. Listening to teachers and involving them in decision-making processes is essential for creating a supportive and engaging work environment.

Q: How would you improve financial management and transparency?

A: I would advocate for greater oversight of the district’s finances by implementing regular audits and making financial reports more accessible to the public. Transparent communication about how funds are being allocated and spent is crucial in building trust with the community. I also support participatory budgeting, where stakeholders, including teachers and parents, have input in how the district spends its money. However, the final decision would be made by the district.

Q: Why should voters choose you over your opponents in this election?

A: Voters should choose me because I am not only deeply committed to improving education for all students, but I also bring a unique blend of experience as a parent, educator and community advocate. I have the skills to navigate complex educational challenges while keeping the focus on what truly matters: student achievement and well-being. My record of public service and dedication to civic engagement shows that I am willing to work hard to create a brighter future for our schools. I will always put students and teachers first to build a stronger, more inclusive educational system that serves every child in Richland County School District 2.

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