We asked Richland 1 school board candidates about issues that matter. Read our full Q&As.

McClatchy’s South Carolina opinion team interviewed all but one of the 11 candidates seeking four seats in the Richland 1 school board election on Nov. 5. Our full Q&As are below. Incumbent Tamika Myers ignored repeated emails and phone calls.

Five candidates — John Black, Angela Brown, incumbent Angela Clyburn, Richard Moore and Myers — are competing for two at-large seats. Four candidates — Lee Carroll, incumbent Jamie Devine, Steven Diaz and Christa Williams — are running for the District 2 seat. Two candidates — incumbent Cheryl Hinton-Harris and Ericka Roberson Hursey — are seeking the District 4 seat.

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:

• John Black
• Angela Brown
• Incumbent Angela Clyburn
• Richard Moore
• Tamika Myers
• Lee Carroll
• Incumbent Jamie Devine
• Steven Diaz
• Christa Williams
• Cheryl Hinton-Harris
• Ericka Roberson Hursey



John Black

Q: What are your top three priorities and why?

A: Advocating for students, teachers, parents and taxpayers!

Teacher/student support: Teachers must have all the resources they need to increase our students’ success. To retain and attract new teachers, we must increase teacher pay and include them in the decision-making process that affects them. In doing so, our students will become more successful, and we will increase our teacher retention.

Transparency: Whether it’s finances or contracts, the District MUST have crystal clear transparency and accountability. I will strongly advocate to provide whatever information that is provided to the Board of Commissioners to the public so it is aware of what is going on within the district.

Q: How would you restore trust amid the early learning center construction fiasco?

A: This project has tarnished the legacy and name of Vince Ford and has created a dark cloud over the district that will not easily fade away.

The district MUST go back to the drawing board and start this process over, ensuring that every i is dotted, every t is crossed and every board policy is complied with as well as every county and state regulation! Additionally, it can NOT proceed without written approvals and permits that are physically issued and in hand.

The days of the ”good ol’ boy systems” are over and with public tax dollars being used, that should have never taken place. In order to dissipate the cloud hovering over the district, we MUST ensure that going forward we are properly communicating what’s going on and admit our failures and ensure that they don’t continue to occur.

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

A: Equipping classrooms and teachers with the right tools. Then, the board can boost student learning by implementing strategic policies, fostering strong partnerships and ensuring accountability.

Data-driven decision-making is going to be key moving forward. We have to achieve benchmark progress for our students; otherwise, we are just wasting taxpayer money and failing our students.

We MUST implement programs and policies that move us to meet the basic requirements established by the state, and if we fail to do so, we are failing our students, teachers, parents and taxpayers.

Q: How would you address soaring teacher turnover and vacancies?

A: Obviously increasing teacher pay is a step in the right direction, but that will only do so much. I will advocate for increasing teacher involvement in the decision-making process at the school level. Teachers are the ones in the classroom, and they – not someone sitting in a district office, regardless of how many years they have been with the district in different capacities – know what they need for our students to succeed.

When elected, I will advocate for a tentative salary schedule to be shared prior to contracts going out in the spring. Teachers should have an idea as to what their salary schedule will be and where they could possibly be placed BEFORE signing their new contract.

Additionally, teachers should be able to have a choice in school assignments when contracts go out. As an example, Teacher A has a preference for schools 1, 2 and 3. Teacher B has a preference for schools 1, 3 and 7. Allowing teachers an option in placement will show that they are valued and included in the decision-making process.

How would you improve financial management and transparency?

A: I would advocate that every report generated and prepared for the administration and the Board of Commissioners be duplicated with redactions of any confidential information to be released to the public immediately!

These reports and information should be readily available and posted online for the public.

Transparency shouldn’t come at a cost to those seeking information and clarification. It should be your friend and not your foe!

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

A: My candidacy and campaign is not about running against anyone. It’s about putting myself out there as an option to the voters to represent them on the Board of Commissioners for Richland One.

I may not have a Ph.D. or a doctorate. I haven’t been a principal or administrator for decades in this district. But what I do have is a desire to ensure not only my child but the other students in our district are provided with outstanding educational opportunities to ensure they are capable of being successful in life.

I will be an advocate who ensures all students, including those with special needs like my own, have a voice. I will also be an advocate who works hard to ensure transparency is crystal clear and who makes sure that our teachers have the resources they need and are included in the decision-making processes that affect them. Showing our teachers that they are valued will potentially increase our testing scores and move us forward to meet the state mandated requirements.

That’s why you should vote for me over the others running for the at-large position.



Angela Brown

Q: What are your top three priorities and why?

A:

1. Student achievement: I am committed to making Richland County School District One a model of excellence, where every child can succeed. With your support, we can achieve this vision and create a brighter future for our students and our community.

2. Communication: I believe in fostering open communication between the board, teachers, parents and the community to ensure that every voice is heard and valued. With a focus on equity and inclusivity, we can address the diverse needs of our student population and provide the resources necessary for their success.

3.Transparency: I believe every board member who pledges to serve and protect must be responsible for implementing transparent and sound policies in accordance with state laws for all stakeholders. Every board member should be accountable for the proper management of funds.

Q: How would you restore trust amid the early learning center construction fiasco?

A: We anticipate that our students adhere to established processes, or they will face repercussions. I hold the same expectation for the district’s leaders. It is crucial to thoroughly review the funds allocated for this project, alongside the cease and desist order from the state Department of Education, and convey this information to our stakeholders. Additionally, a transparent plan moving forward to address the construction issues while minimizing expenses and restoring trust should also be communicated clearly.

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

The COVID-19 pandemic has highlighted both challenges and opportunities in equipping students for college and career readiness. It is essential to evaluate the amount of UNINTERRUPTED teaching time dedicated to the state’s curriculum. In addition, we must examine class size and ensure we have a certified teacher in every classroom while also offering additional support for students who require alternative learning strategies. Teachers should have a good understanding of the tested curriculum to help students score well. Effective teaching methods must be aligned to students’ learning style. More parental involvement is crucial to grade-level standard conversations as early as kindergarten. Furthermore, engaging families in the process and developing personalized learning plans are all critical for fostering students’ post-secondary success. It’s important to acknowledge that educators are not the sole influencers; families also play a significant role.

We have reached a pivotal moment where we must ramp up our efforts, concentrating on specific actions in four key areas: addressing chronic absenteeism, implementing high-dosage tutoring and providing summer, expanded/after-school learning programs, and disciplinary behaviors.

I would love a plan that formally requires students to become self-monitors of their learning and progress through assessment charts each grading period. This will aid teachers in creating a balance with formative and summative assessments. In addition, teachers MUST input grades weekly to biweekly in the district’s online grading portal, so both parents and students can better monitor academic performance progress.

Q: How would you address soaring teacher turnover and vacancies?

A: Recruiting and retaining teachers is crucial for improving student learning. Unlike many districts, Richland County School District One has three higher institutes of learning right in its own community, which provides a great opportunity for teacher recruitment. Every successful student teacher should be offered a contract prior to leaving and returning to their prospective college/university. Teams of principals should be provided with the opportunity to visit college/university campuses to interview on site with the prospect of filling their teacher vacancies.

The district should pursue avenues to provide high-quality teacher education, a strong induction/mentoring program to reduce new teacher attrition, competitive salaries, ongoing enhanced professional development, incentives, improved working conditions, and modeling by experienced highly qualified teachers. Effective alternative programs offer comprehensive training, including supervised practice. Additional Saturday time, on a volunteer basis, should be made available for teachers seeking to improve discipline strategies, parental involvement strategies and effective delivery of content. Retaining teachers is the key to solving teacher shortages. We must believe that every teacher desires to be a great teacher. When teachers work collaboratively with students, it makes students more receptive to feedback.

Q: How would you improve financial management and transparency?

A: I will encourage school leaders to practice financial transparency and provide opportunities for community members to give input. There should be an ongoing review of all documents that pertain to district auditing, both internally and externally, to track actual expenses against the budget and adjustments, and any other spending infractions. In addition, public hearings should be held to keep stakeholders informed and rebuild trust. I believe it is important to conduct regular budget reviews. The board must also collaborate as often as necessary with external auditors and attorneys to remain compliant with financial regulations.

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

A: I believe voters should choose me because of my 17 years of teaching experience spanning grades K-12, and my 18 years as an administrator at John P. Thomas, Hopkins and Hyatt Park elementary schools and the district. The academic results of my students, staff and parents have yielded numerous awards, including: Orangeburg School District Five Teacher of the Year; a three-year “teacher-in-residence fellowship” with the South Carolina Center for Teacher Recruitment, now called The South Carolina Center for Educator Recruitment, Retention, and Advancement; increased student achievement at Hopkins Elementary School in one year; an Honor Roll School for National School Change Award; continuous low teacher turnover at Hopkins Elementary School for 12 years; numerous S.C. Palmetto Silver and Gold Awards and S.C. Palmetto School Showcase Awards; and the Richland County School District One Stevenson Award of Excellence.

I also wrote and received a VH-1 grant to purchase a complete set of orchestra instruments for the school’s strings program so students didn’t have to rent instruments and a Sisters of Charity grant to provide training for five daycare centers in Hopkins and supply each center with learning rugs, science equipment and other educational materials. I served on numerous Southern Association of Colleges and Schools Commission teams throughout South Carolina as a peer evaluator, the Richland County First Step Board and The South Carolina Education Association Board and currently serve on the Allen University Education Foundation Board. I’ve completed the state Department of Education’s School Leadership Executive Institute.



Incumbent Angela Clyburn

Q: What are your top three priorities and why?

A:

School safety: It is imperative that we continue advancements for school safety, especially anti-bullying efforts and violence prevention. We have installed metal detectors at all our high schools and are working towards installing them in all middle schools, as well as increasing the number of vape detectors. I support extensive public service announcements (PSAs) in schools and on social media to communicate values related to safety and expectations. We also must continue to focus on restorative justice to build on positive school culture and climate, in order to promote conflict resolution and healthy relationships.

Student achievement: I support current and future early childhood programs and initiatives. We must ensure expansion of college and career readiness initiatives and increase student access to those programs throughout Richland One to keep students engaged and reduce truancy. One example that I advocate is the offering of student choice through career pathways of which there are 16 options.

Recruitment and retention: I support enhancing teacher recruitment and retention efforts to attract and retain quality educators, such as supporting competitive salaries for all levels and district staff. It is vital that we keep qualified and committed teachers and staff in classrooms and around the district. Student achievement and the morale of district staff increases when respect and value are shared by all parties.

Financial literacy: I also support expanding financial literacy programs for Richland One grade K-12 students and continuing established programs for families, which increases the likelihood of managing finances and planning for their future.

Q: How would you restore trust amid the early learning center construction fiasco?

A: Recommendations to proceed have been made to district administration, and the administration’s support team of professionals for the early learning center project have reviewed and made relevant corrections. Data shows 50% of the 3k through second-grade students are not being served due to the lack of space in existing classrooms. The desperate need for the programs this center will provide is too great to not get this done. Moving forward, I believe, and feel confident, the district will maintain communication with the public and all required departments within the state, through all stages of development

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

A: I believe student learning is best achieved by assessing each student. As far as initiatives to boost student learning, I think early childhood learning is key and the foundation to the pathway for higher student achievement and outcomes. This type of instruction is needed for as many children as early as possible in order to increase the chances of achieving this goal. Studies have shown over half of the children in that age group need this service, but are not receiving it due to the lack of classroom space. Richland One has math and reading interventionists for students in need. The administration recently recommended an increase based on data following assessments after returning from the pandemic; I fully supported this recommendation.

Our teachers work with other teachers and the administration to collaborate on ways to increase learning for all students at every level. Test assessment levels are on the way back to pre-COVID-19 levels, but are not where they need to be. I believe student success could be easier to recognize if the measurement tools remain more consistent. Just as consistency is best for our students to learn, I believe steady evaluation standards would yield better results. Also, the establishment of the Professional Learning Community within the Department of Teaching and Learning provides a tool to determine growth of student learning. The strategic plan outlines how we use some of the strategies I mentioned previously and will continue to help to improve student learning and test scores.

Q: How would you address soaring teacher turnover and vacancies?

A: As states grapple with their own challenges with teacher vacancies, I believe each district is doing its best to manage and reduce the number of vacancies. Richland One, as one of the most diverse districts in our state, has taken various steps to address this issue. Our teacher vacancy rate is continuing to trend downward and we have raised teacher salaries to be competitive. Also, R1 has implemented initiatives such as the “Teacher Think Tank” to engage teachers across the district in collaborative discussions on ways to help them engage and educate our students on higher levels. This is a creative way to get teachers’ buy-in and for them to feel valued, appreciated and included.

Q: How would you improve financial management and transparency?

A: For the past 35 years , Richland One has maintained clean audits, which are performed both internally and by an independent third party. In fact, this district has been nationally recognized by two independent governmental finance organizations for the level of financial oversight and safeguard implementations that aim to prevent and or detect intentional and unintentional occurrences. It should be noted that Richland One has implemented reporting methods to release annual audits and budgets, as some other districts have not done. The results are released publicly, during school board meetings, and the location of this information on the district website is publicized as well. I will continue to support the district to abide by reporting requirements.

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

A: In my role as commissioner and as a parent, I keep children and families at the forefront of my thoughts and actions. I ask myself how I can contribute to improving the lives of children, no matter what ZIP code they live in or how much money their parents may have in their bank accounts. I believe that a quality education, dedicated teachers and a committed board can provide the pathway to success. I believe I should be reelected because I have demonstrated during my first term a commitment to truthfulness and a compassion for high educational standards to address student academic needs.



Richard Moore

Q: What are your top three priorities and why?

A: Student achievement is No. 1. We need to focus our resources and efforts on providing safe, nurturing, effective learning environments for students and teachers. This leads to No. 2, recruiting, developing and retaining high quality teachers and administrators at the school level. Finally, holding the administration accountable for its efforts and results. I believe this means a change in the current administration. As the chief administrator, the superintendent would either have to change strategies or actions, drastically and soon, in order to stay. There would have to be an interim found and a search team put in place. Other administrators would then be viewed in light of their individual effectiveness and their compatibility with a new administration.

Q: How would you restore trust amid the early learning center construction fiasco?

A: I will immediately familiarize myself with all the pertinent information on this issue. As I look at it now, I believe the board needs to take whatever steps are needed to put this behind us with the least amount of additional cost. In my opinion, the early learning center is not needed when all of our elementary schools already have four-year programs and 3-year-olds are served in Montessori programs and special needs programs. We need to look at how to achieve the goal of supporting families with the facilities we have currently. More information (which has been difficult to get) could cause me to reevaluate my stand on this.

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

A: I will use my expertise and experience as an effective school leader to ensure that the board policies and practices support creating safe, nurturing, challenging and effective learning environments for all of our teachers in all of our schools. As stated earlier, that requires teachers and administrators that can create those environments in our schools. In addition, we need to have the administration ensure that our curricula and our practices and materials support good results in the classroom and on state and national assessments. There has to be an alignment between what is taught and what is assessed.

We also need to ensure that there are plans in every school that include developing strong relationships between students and adults who want them and encourage them to do well. That may be parents or guardians, teachers or other staff members or volunteers, but every student needs a relationship like that, and we need to be intentional about providing that.

Finally, the board needs to spend more time getting reports and reviewing the efforts of the administration to boost student achievement. This sends a clear message to the administration and the public that student achievement is our No. 1 priority and that there is no need to discuss and waste time and resources over anything that is not directly related to that effort.

Q: How would you address soaring teacher turnover and vacancies?

A: I will ask that the administration review our current recruitment hiring and retention data and practices to identify areas that need improvement. This includes specific information on exit interviews and concerns expressed. I would then ask that those areas be addressed right away. The hiring process needs to be effective and selective but streamlined in order to ensure that we start every year ready to make the most of the time we have with our students. Our pay schedules and benefits packages need to be competitive with surrounding districts, but that is not enough. We need to make sure teachers feel safe, supported, challenged and heard.

School level leadership is key. Include parents and staff in finding principals. Once identified, the administration must have programs in place to provide them support in their efforts. Teachers who feel good about the environment in which they work do not leave, and they encourage other teachers to come to work there.

Q: How would you improve financial management and transparency?

A: I will routinely ask that complete, accurate information be provided by the administration. As a board member, I will not be able to make good decisions or effectively review programs and data without that information. I will also support other members of the board who may need information that I do not or more information than what I may need. Every board member is different, and the administration has an obligation to give the board member what he or she needs to be effective. All members should demand that the administration provide that information to everyone on the board and to the public as appropriate. There is also a need to carefully review whatever is brought to the board and make every effort to ensure that policies and procedures are followed. Finally, I will take steps to see to it that the administration is accountable for these things and be ready to make changes in the administration when it does not act responsibly and effectively.

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

A: My two main competitors are the incumbents holding the at-large-seats. They have consistently supported the current administration. Based on the data and the issues that have arisen over the last few years and the inconsistent student performance, change is needed and I will help provide that change. It is never effective to keep doing the same thing over and over when it is not producing the desired result.



Tamika Myers

Myers did not reply to our survey.

Lee Carroll

Carroll did not provide a photo.

Q: What are your top three priorities and why?

A: My three top priorities are expanding our early childhood programs; updating our dilapidated buildings, including safety protocols; and creating metrics for the superintendent. Our district is not meeting or exceeding the metrics for improving our early childhood education. I would work to create policy to expand these programs in our existing school. We need to prepare our children earlier, while also including cultural and linguistic immersion into these programs. The district’s current infrastructure has been neglected for far too long, and a review of updating our building to include infrastructure needs to occur, to ensure that all schools are safe as well as healthy environments for our children and staff to thrive. Finally, I will work with my colleagues to create metrics for the superintendent, which should include outreach to the community, staff and stakeholders. There needs to be some accountability that should occur to fix the numerous issues that continue to plague the district’s reputation.

Q: How would you restore trust amid the early learning center construction fiasco?

A: The early learning center’s trust cannot be restored, as the intention of the facility remains unclear. The use of this facility has changed too many times. There are too many lawsuits and other issues that have arisen from a project, and it has irrevocably broken the trust we held with many entities. The funds used for this project could’ve been used in our classrooms and to pay our teachers, classified employees and staff. I will work with my colleagues to find a way to decommission this project. After review of the plans submitted to the Department of Education, it would appear the district does not currently have the funds to operate or staff this facility, and it would be an undue burden to ask the taxpayers to foot the bill for a project that can be expanded in existing schools that have room. In conclusion, I would work with my colleagues to expand our early childhood programs in our existing elementary schools.

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

A: I think the first place you start is with getting leadership who will provide data. A complete review of the data needs to occur with the superintendent to see what improvement the metrics show, along with what the i-Ready diagnostic scores entail. Also considering the environments of many of our schools, it’s not conducive to learning. I would work to help create policy that would help make our schools welcoming and safe. I would also think looking at the district grading scale needs to occur, to include ensuring all individualized education programs (IEPs) have been completed and are working.

Q: How would you address soaring teacher turnover and vacancies?

A: The first thing we should do is approve our staff or hire a third party to review exit interviews. The next thing would be to work with the administration to speak with teachers, classified employees and staff to see what is working and look to solutions for what is not. I would also work with my colleagues to let the district employees know that there will be no more retaliation tolerated by developing new policies and I’d include new leadership at the top. We would work to ensure policy is in place to make the district less top heavy and put more resources in the classroom. We would work with the superintendent to ensure policy is in place to give our staff a competitive salary and more resources in their class. Our goal would be to make this district one that is welcoming and accountable to ensuring our teachers and staff know they can be heard.

Q: How would you improve financial management and transparency?

A: I would request an audit, and start by reviewing our vendors, contracts and procurement plans. We would work to ensure that we understand where money has been going, and why, and ensure transparency.

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

A: Voters should choose me because I have been working to “save our kids” since 1998. My role in the community then and now has always been to ensure our children have what they need to be successful with education as the top priority. I will work with my colleagues to ensure our common goal is to get our children prepared for life, whether it’s college or entry into a career after graduation. I would also work to bring dignity and respect back to school board meetings by ensuring they are professional and we are doing the children’s work. I will bring no distractions to this role. My role will always be about if it’s good for our children.



Incumbent Jamie Devine

Q: What are your top three priorities and why?

A:

1. Student safety: Safety is a fundamental right for every student. I have consistently supported policies that create safe, inclusive and nurturing school environments. Whether it’s advocating for enhanced security measures, promoting mental health resources or addressing bullying, I am committed to ensuring that our schools are safe havens where students can learn and grow without fear. As a board member, I have supported metal detectors in middle and high schools throughout the district and school resource officers. I have been an advocate for community forums about the school’s approach to safety. I have also voted to increase mental health counselors and social workers in the school and was part of the team that started the “Handle With Care” program with the Columbia Police Department, which is now a model across the state.

2. Student achievement: I have championed initiatives that place student success at the forefront, such as enhanced curriculum standards, support for teachers and targeted interventions for struggling students. By focusing on data-driven results and accountability, I have worked tirelessly to raise academic performance across our district.

3. Public school choice: I understand families deserve the power to choose the best educational path for their children. That’s why I have worked to expand public school choice options, ensuring that every family has access to schools that meet their unique needs. By supporting charter schools, magnet programs and other innovative educational models, I am committed to giving parents and students the freedom to choose what works best for them.

Q: How would you restore trust amid the early learning center construction fiasco?

A : I would disagree with the characterization of the early learning center as a “fiasco.” The early learning center has been discussed in our strategic plan since 2014 and funding was approved during the 2022 school year. I acknowledge that construction started before the necessary permits were obtained. Although it’s common practice to allow school districts to advance construction projects without a formal permit as reported and documented by the state Inspector General’s report on page 21, I will ensure the district will comply with securing necessary permits for future projects. Additionally, as a board member I will continue to work together with the various entities to ensure the district remains in compliance with all regulations.

Additionally, the board has quarterly work sessions that are open to the public to ensure transparency. At these work sessions, we discuss topics in detail to get an in-depth understanding of the specific issues. I will continue to encourage the public to participate in these work sessions to help build trust and confidence in the board.

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

A: Throughout my tenure, I have championed initiatives that place student success at the forefront, such as enhanced curriculum standards, support for teachers and targeted interventions for struggling students. By focusing on data-driven results and accountability, I have worked tirelessly to raise academic performance across our district. I will continue to seek innovative solutions to support our teachers and students such as continuing Professional Learning Communities (PLCs) which focus on learning rather than teaching, working collaboratively, and holding each other accountable for the work. I will continue to emphasize a growth model to learning versus an absolute “grade” model. In addition, I do not believe students are “test scores.” As the mission of Richland One states, we transform lives through education, empowering all students to reach their potential and dreams.

Q: How would you address soaring teacher turnover and vacancies?

A: Teacher retention and recruitment is one of the cornerstones of maintaining an excellent organization. We know that retention efforts must be ongoing all year, and improving retention serves to improve our educational system as a whole. As a board member, I have voted to support the following initiatives: home closing cost assistance, employee referral appreciation, student teaching stipends, signing bonuses, tuition reimbursement and the pursuit of education degrees. As we meet quarterly, I will ensure that retention and recruitment are discussed. We also have collaborative and supportive environments. Richland One is a diverse district with a rich history of challenges, and we rise to meet them.

Q: How would you improve financial management and transparency?

A: Richland One is transparent in its reporting and management. We have received clean audits for the years I have served on the board. We continue to receive monthly reports, we have the check register and P-Card transparency reports online for review. I will continue to engage in thorough advance planning with staff and community involvement in order to develop budgets and to guide expenditures. The annual budget is for the financial plan for the operation of the district. Planning the budget is a continuous process. It translates into financial terms the educational programs and priorities for the district.

As former president of South Carolina School Boards Association, I have received advanced training on fiscal responsibility. In addition, I have trained school board members throughout the state on enhanced fiscal responsibility. I will work to ensure adequate resources are distributed equitably to schools, staff and students; ensure that written policies are set for efficient administration of purchasing, accounting and payroll procedures; monitor budget expenditures regularly and keep the community informed about the financial needs of the district and invite public input during the budget process.

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

A: Voters should choose me over the other candidates because of my extensive experience, dedication and personal investment in the district. In addition to serving locally, I have been elected by my peers as secretary/treasurer, president-elect and president of the South Carolina School Boards Association. I also have been elected to the Consortium of State School Boards Associations Unified Board Alliance, which is the national affiliate for SCSBA. My service on both the state and national level allows me to gain knowledge and resources to bring to our local board. I have a proven track record of navigating complex issues and advocating for the best interests of students, families, staff and the community.

As a parent of a recent graduate and children in the district, I bring a unique and personal perspective that aligns with the concerns and priorities of fellow parents. I have deep roots in the community and am committed to the district’s growth and success and will continue to be an invested advocate for continued improvement in education and student achievement.

For more information about my campaign, visit me at devineforrichlandone.com .



Steven Diaz

Q: What are your top three priorities and why?

A:

1. Fiscal responsibility: I will ensure that our district’s budget is managed prudently, focusing on eliminating wasteful spending and directing resources where they are most needed — our classrooms. It’s essential that taxpayers’ money is spent efficiently to enhance educational outcomes rather than being lost in bureaucratic inefficiencies.

2. Educational excellence: I am committed to improving academic performance by setting high standards for our schools, supporting teachers with the resources they need, and ensuring a curriculum that prepares our students for the future. Every student deserves access to a quality education that equips them with the skills necessary to succeed.

3. Putting kids first: Every decision made by the school board should prioritize the well-being and success of our students. Whether it’s through safe and modern facilities, access to mental health resources, or promoting extracurricular activities, our kids must be at the center of our policies.

Q: How would you restore trust amid the early learning center construction fiasco?

A: To restore trust, I will push for a thorough audit of the early learning center construction project, ensuring that every dollar is accounted for and that any mismanagement is identified and addressed. Transparency is key, and I will advocate for regular public updates on the progress and spending of the project. Additionally, I will work to establish stronger oversight mechanisms for future projects to prevent similar issues from occurring.

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

A: To boost student learning and test performance, I will support a back-to-basics approach, emphasizing core subjects like reading, writing and math while ensuring that teachers have the tools and support they need to focus on these areas. I will also advocate for data-driven instruction that tailors teaching methods to the needs of each student, using assessments not just as a measure of progress but as a tool for identifying areas where students need more support.

Q: How would you address soaring teacher turnover and vacancies?

A : Teacher turnover is a significant issue that impacts student learning. I will work to improve teacher retention by advocating for competitive salaries, better working conditions and a supportive work environment that values and respects educators. By reducing unnecessary administrative burdens and focusing on the professional development of our teachers, we can create an environment where they feel valued and motivated to stay.

Q: How would you improve financial management and transparency?

A: To improve financial management and transparency, I will push for the implementation of clear, understandable budget reports that are accessible to the public. Regular financial audits and reviews will be conducted to ensure that funds are being used appropriately. I will also advocate for the creation of a citizen oversight committee to provide additional scrutiny and input on financial matters.

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

A: Voters should choose me because I bring a unique and diverse set of experiences that equip me to serve our community effectively. As a Marine Corps veteran and Purple Heart recipient, I have a proven track record of leadership, resilience and dedication. My background as a financial advisor and human resources director ensures that I have the expertise to manage our district’s budget and hiring practices with precision and accountability.

As a community leader with over 20 years of community service, I am deeply connected to the people I serve, and I have heard firsthand the concerns of parents, teachers and community members. Being a first-generation immigrant and a parent with a child in the school district, I understand the challenges and aspirations of families striving for a better future.

My values emphasize fiscal responsibility, high educational standards and transparency — principles that will guide my decisions on the school board. Unlike my opponents, I have a clear and actionable plan to address the key issues facing our district. I am dedicated to ensuring that every child in our community has access to a quality education and that our schools operate efficiently and effectively.



Christa Williams

Q: What are your top three priorities and why?

A: If I am elected as a Richland District One Commissioner, my priorities will be student, teacher and family focused. I want to ensure that we exercise fiscal management of the funds that the district receives. The approximate $409 million budget should be used to improve the lives of students, and our school system should not be used as a politician’s “personal lawsuit” fund or be used as a social club “cookie jar” to fund nonprofits and groups that have personal ties to politicians while producing little results for our families, teachers and schools. If we invest more in our students, we can retain our teachers and have healthier and thriving communities. I want to ensure that every student graduates high school with a trade that will prepare them for entrepreneurship, for college or for the military. Also, these acquired trade skills will be an asset to student’s families and households. When we build stronger families and keep our students engaged, our teachers are able to effectively do their jobs in the classrooms. We must hold our school administration and General Assembly accountable to promote better teacher morale through competitive pay and funding projects that are positive outcomes in our communities. As a Richland District One Commissioner, I will work hard to ensure that our budget is used to ensure that our schools are a gateway to success for our students and not a pipeline to prison.

Q: How would you restore trust amid the early learning center construction fiasco?

A: The only way to regain trust with the public is to be transparent with all decisions that are made and to disclose information to taxpayers regarding public funds spent by District One. When it comes to the Vince Ford project, I felt that the decisions were made behind closed doors without much public input. If elected, I will work with families, teachers and community partners to ensure that the decisions regarding District One are put back in the hands of the public. I will work vigilantly to establish the public trust in the Richland District One School Board.

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

A: One of things that I remember vividly from grade school is the repetitive practices that were ingrained in our curriculum to assist me with learning how to multiply numbers and how to accurately write sentences. As a graduate of the public school system, I was able to successfully pass all standardized tests and pass all college prep courses during my time in grade school. Therefore, I believe that in order to boost student learning and test assessment scores, the curriculum in our public schools must align with the test assessment requirements.

I will promote that emphasis should be placed on working with educators to ensure that students are engaged and prepared for test-taking by ensuring that students have as much practice as possible. In addition to practice, students should understand the “why” in the reason for growing their learning curve, and students should also be able to apply the course work that they are required to pass to real-life scenarios and understand the usefulness of the curriculum to their everyday lives. During this process of growing a student’s learning curve and preparing them for test assessments, data must be collected along the way to determine the effectiveness of the district’s effort, and we must always invest in our private and public partnerships to ensure that we are creating a positive school and community culture for our students to thrive.

Q: How would you address soaring teacher turnover and vacancies?

A: If I am elected as a Richland District One Commissioner, I would first request and review all data that the district has collected through surveys, assessments, exit interviews, etc. that involve teacher retention. We have to determine the root cause of this issue in order to begin the path forward to addressing it. I will use this information collected and my own assessment and work to improve conditions and morale in the schools so that teachers feel supported in doing their jobs. Teachers should not have to take time away from preparing for class and/or teaching time to raise money for school supplies. As a commissioner, I would ensure that we allocate more of the budget to cover the cost of school supplies and build a relationship with businesses that can help cover these expenses. Also, promoting a collaborative work environment among teachers and providing mentorship programs and training for teachers along the way is key.

Q: How would you improve financial management and transparency?

A: Regarding transparency, we have to minimize executive session during school board meetings and have all budget information regarding any matter related to the public be published on the website, published in a handout/flier, email or text and also published on social media so that this information is easily accessible to parents who have children in District One.

We want to ensure that parents know what is going on in the district regarding the financial management and transparency of funds and districtwide matters. As a businesswoman, I am thoroughly familiar with budgeting and making financial decisions. If elected, I will be committed to establishing public trust back in the Richland District One School Board.

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

A: Richland District One has a budget of approximately $409 million. That is a little less than the budget that the entire city of Columbia operates off of. There is more than enough money in the budget to improve our schools, work to engage our parents and establish public and private partnerships with a track record of success. We have to establish community partners to work with our families to rally support for our students so that they enter the classroom ready to learn and not dealing with home life trauma at school. Having students dealing with trauma creates overwhelming and uncomfortable days for our teachers. I would also work with the district administration and the General Assembly to ensure that we are teacher morale-driven and our teacher pay is competitive.

I, Christa Williams, will be a voice for the parents, teachers and students of District One. I will not ignore you, and I will return your phone calls. I will work hard for you and the needs of your community. I would like you to know that I am a phone call away at 803-378-0182. As a small business owner, I am accessible and available, and everyday that I go to work, I am working to build relationships with the community. My experiences working as an educator in South Carolina Corrections, with the South Carolina Army National Guard and at Columbia College have prepared me to fight for our schools because our voices really do matter.



Cheryl Hinton-Harris

Q: What are your top three priorities and why?

A: My top three priorities are academic achievement and student outcomes, safety and security for faculty staff and students, and creating and maintaining more unique opportunities for students to thrive beyond graduation.

Q: How would you restore trust amid the early learning center construction fiasco?

A: Continue the work to ensure the facility is built and able to help the children that are in need of these services. Ensure that all i’s are dotted and t’s crossed. Make sure we are following the process thoroughly.

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

A: Continuing to ensure high-quality teachers are being hired and trained is one area of focus. Another is strengthening the family connection to our schools. Children tend to thrive better where parents are involved. I’m also focused on making sure resources are distributed across the district to ensure schools are able to teach and educate from a supportive standpoint.

Q: How would you address soaring teacher turnover and vacancies?

A: Continuing to grow our own teachers as well as ensuring pay for teachers is competitive. Ensuring learning environments are safe for teachers to teach in. Also partnering with colleges to allow student teacher opportunities and early offers for those teachers who wish to remain in the district.

Q: How would you improve financial management and transparency?

A: Ensure that all checks and balances are in place and working. Strengthen the internal auditors team as well as increased work sessions around financial management of the district.

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

A: I am dedicated to the work and ensuring that all children have every opportunity to be successful. I believe in true transparency, but I also believe in the safety and protection of all children and our staff. I believe I am the ideal candidate because I have done the work and I will continue to do the work to make sure that each child has a unique and successful learning experience in Richland One. It is evident that I have done the work for over 11 years, and it is evident that I will continue to do the work that enhances the lives of children and our community.



Ericka Roberson Hursey

Q: What are your top three priorities and why?

A: As a proud graduate of the district, my decision to run for the Richland One School Board reflects my passion for education and commitment to improving the district

My top three priorities are: (1) encouraging public accountability and transparency for the board and superintendent, (2) supporting policy and procedures needed to ensure students have transformative educational experiences, and (3) employee retention and recruitment.

Schools are supported by public funds; therefore, the school board must keep the public informed. Information should be shared with the public in a format that is easily understood and can be interpreted by the public. Highlighting the need for transformative learning experiences, safe work environments and data-driven decision-making are all supported by ensuring the board implements policies and procedures which are effective. An additional priority for Richland One should be to retain its current employees by ensuring they work in environments that are safe, free of bullying and retaliation, and supportive. Employees need to feel empowered to function as qualified professionals, with the freedom to express concerns openly and receive support in their roles. When employees feel safe, secure and valued, they are more likely to contribute to recruitment efforts by speaking positively about the district.

Q: How would you restore trust amid the early learning center construction fiasco?

A: To restore trust, it will be necessary for the district to be open, honest and transparent around all factors impacting the building of the early learning center. The residents affected and other community members should have an opportunity to express their concerns about the project. These events should be offered both virtually and in person, allowing for broader participation, while accommodating those who may have different preferences or schedules. The district will also need to offer the necessary support to remedy those homeowners impacted. To move forward, the district will need to consult with the right officials to implement a corrective action plan. Additionally, a needs assessment will need to be done to adequately determine the next steps for the acquired land.

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

A: The first factor to boosting student learning will be ensuring employees are properly supported and have the resources needed to support student learning. Having quality teachers and support staff in the classrooms is essential. Educators must find creative ways to help students understand and connect learning with daily life by incorporating interactive content and collaborative learning. Teachers must also align content to formative and summative assessments and provide immediate and timely feedback.

Q: How would you address soaring teacher turnover and vacancies?

A: The first priority for Richland One should be to retain its current employees by ensuring they work in environments that are safe, free of bullying and retaliation and supportive. Employees need to feel empowered to function as qualified professionals, with the freedom to express concerns openly and receive support in their roles. When employees feel safe, secure and valued, they are more likely to contribute to recruitment efforts by speaking positively about the district.

To further recruit new employees, Richland One can offer competitive salaries, comprehensive benefits and professional development opportunities. Additionally, establishing mentorship programs for new teachers and maintaining a healthy work-life balance can make the district more attractive to top-tier candidates. Finally, actively promoting the district’s culture of respect, growth and innovation can help attract high-quality educators.

Q: How would you improve financial management and transparency?

A: Financial management and transparency can be improved by doing the following:

1. Maintaining open lines of communication with all stakeholders in a format that can be easily interpreted and understood.

2. Involving stakeholders in the budgeting processes while developing budgets that can support the goals and objectives of the district.

3. Regularly training staff and evaluating staff to ensure financial policies and procedures are being properly implemented and followed through with strong internal controls.

4. Reducing unnecessary spending by evaluating all programs annually while measuring intended outcomes.

5. Holding all people accountable for work in their specific areas of expertise.

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

A: Voters should choose me over my opponent because I have more than 28 years of experience in education, which includes degrees in educational administration and educational leadership, management and policy. I am an accomplished and successful school administrator with a strong background providing services for students in grades 6-12 and adult learners. My extensive experience and dedication to education make me a strong candidate for the school board. My expertise in working with at-risk youth, program development, budget/resource allocation and strategic planning sets me apart from my opponent.

I am eager to work collaboratively with our community stakeholders, county representatives and elected officials. Building upon and improving relationships will be paramount in moving Richland One forward. I am driven by a genuine desire to contribute positively to Richland One School District and advocate for students, employees, and parents. I know that Richland One School District can be a premier district and is committed to ensuring that students receive a high-quality education in a safe and inclusive environment and that employees are happy.

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