We asked Lexington 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 nine candidates seeking four at-large seats in the Lexington 1 school board election on Nov. 5. Our full Q&As are below. Incumbent Mike Anderson ignored our repeated emails and phone calls. A 10th candidate’s name, Adriannah Greyson, will appear on the ballot, but she told us she dropped out of the race.

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:

• Incumbent Mike Anderson
• McKenzie Flashnick
• Incumbent Kathy Henson
• Dana Homesley
• Nicholas Pizzuti
• Mariel Taylor
• David P. Terry
• Scott Whetstone
• Shelton Yonce

Incumbent Mike Anderson

Anderson did not reply to our survey.



McKenzie Flashnick

Q: What are your top three priorities and why?

A: The most important issue facing Lexington One is making sure education decisions match our community’s values. Therefore, my top three priorities are:

A champion for parental voices. Whether it’s about curriculum, dress codes, e-learning or other concerns, I am committed to being a strong voice for all parents in our district. Our current board and administration have lost sight of the importance of these key stakeholders, and I will work tirelessly to restore their influence.

An advocate for teachers. Our students’ success hinges on the quality of their teachers. Attracting and retaining great educators goes beyond competitive salaries — it’s about clear contract language, strong school leadership, autonomy, trust, benefits, work-life balance and more. I am dedicated to empowering teachers and local administrators by ensuring they have the resources and support they need to educate and inspire our students.

A responsible steward of taxpayer dollars. The current board and administration’s decision to raise taxes has placed a heavy burden on our small business community. Lexington One doesn’t suffer from a lack of funding but from poor spending decisions. As a school board member, I will ask the hard questions: Are our solutions effective? Do we need so many administrators? Does our existing debt service truly enhance academic outcomes? We need to make sure we have appropriate resources and infrastructure in place to support the plan for the future.

Q: How much latitude should teachers have over their curriculum?

A: There isn’t a one-size-fits-all approach to learning. Adhering to state standards and core educational objectives is important. This can be accomplished while simultaneously allowing teachers flexibility in how they deliver content. Providing autonomy enables our educators to adapt lessons to address students’ needs and learning styles, incorporate innovative teaching methods, respond to immediate classroom dynamics and more. By trusting our teachers to tailor their approach, we empower them to use their expertise to enhance student comprehension and enthusiasm for learning.

To ensure this is possible, our board must make policy and financial decisions that empower our local administrators and teachers with the tools and resources they need. We must trust their judgment at the local level.

Of any board candidate running, I am best positioned to do this. As a senior director of sales for Gray Television, I did just that. With over 100 TV stations across the entire U.S, each of the local stations had different ways of accomplishing the same goal. I had to hear what my team was saying. There wasn’t a one-size-fits-all approach. What worked in Columbia, South Carolina, wasn’t going to work in Tucson, Arizona.

If elected to the school board, I promise to understand the unique needs of each of our schools and ensure everyone has a voice in the boardroom.

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

A: This starts with board governance. The school board is responsible for carefully developing policies and making financial decisions for our schools. We need to evaluate the funding priorities and ensure more dollars are making it directly into the classroom.

For example, at the April 16 board meeting there was discussion about program evaluation. The district does not have a full list or count of funded programs. That means there has been no documentation of what programs exist, the programs’ goals and key performance indicators, or an evaluation method of their effectiveness in increasing our student outcomes.

Additionally, according to the district’s website, there are 53 employees in the Instructional Services department. Neighboring districts with similar student counts operate with about half of that. What is the impact of these positions on student learning?

The school board has an obligation to understand where the money is going and ensure that every dollar spent in our district drives an increase in student learning and improves student educational outcomes. There are other factors that affect this issue such as e-learning, chronic absenteeism, discipline policies and class sizes.

The board’s job description includes the phrase: “to carefully develop policies, take actions, and make decisions for our schools.” The current board has off-loaded policy creation to administration and is using model policies. While I agree with using model policies as a jumping off point, our board needs to take a more proactive role to ensure all policies clearly drive educational outcomes.

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

A: We are asking our teachers and support staff to do more and more with less and less while simultaneously funding Taj Mahal school buildings and providing substantial raises to our central services administrators. We must address spending priorities.

There is a lot more to attracting and retaining teachers than salaries. In talking with current and previous teachers, both in our district and in neighboring districts, they have told me that while compensation is important, they also want strong school leadership, autonomy, trust, benefits, work-life balance, clear contract language and more.

We need to work with state legislatures on SC Code 59-25 . We are asking teachers in our state to sign employment contracts without knowing what they are going to be paid.

The board also needs to revise Policy GCQF on discipline, suspension and dismissal of professional staff to outline specific scenarios where certified educators will not be reported to the state Board of Education for failure to comply with contract provisions. Situations that should be considered are family hardship (death of an immediate family member, spousal job loss, transfer of a spouse, etc.) and life changes (divorce, birth of a child, etc.), to name a few.

The board must also take a more active approach to policy revisions related to discipline, safety and e-learning.

Q: How would you improve financial management and transparency?

A: Effective financial oversight is a cornerstone of board governance. I will push hard for an agenda structure change requiring administration to provide a financial report during meetings. While the current board receives financial statements, the financial health of the district is not discussed during meetings.

Every board that I have served on receives a visual and oral financial report during the meeting. In our own businesses, we review our financial statements on a weekly basis. Not doing so is irresponsible.

The following financial statements should be discussed in each board meeting:

• statement of activities (income statement)
• statement of financial Position (balance sheet)
• cash flow statement
• budget vs. actual

The board is tasked with the ultimate responsibility for financial oversight of Lexington One. It’s impossible to know if funds are being managed effectively and in alignment with strategic goals. The current board is unable to proactively manage financial risks and ensure sustainable growth and stability.

The current CFO is well-versed and brings a wealth of experience to the position. However, it is never a good idea to have someone auditing their own work. Having an internal auditor would not only provide checks and balances, but it would increase public confidence.

The South Carolina School Boards Association, which Lexington One adheres to, states that together your school board should “monitor budget expenditures regularly, keep the community informed about the financial needs of the district and invite public input during the budget process.” If elected, I will ensure this becomes a reality.

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

A: As the owner of three small businesses right here in Lexington, I would bring a wealth of experience and a unique perspective to the Lexington One School Board. Prior to joining my husband in the family business, I worked for Gray Television (previously Raycom Media) as the senior director of sales. I have experience managing multiple budget lines totaling more than the current district budget.

I am deeply invested in the well-being of our community. I understand the local economic landscape and the specific needs of our families and students because my businesses are embedded in the fabric of Lexington County.

The day-to-day operations of a small business require creative problem-solving and adaptability. Managing multiple businesses involves careful financial planning and accountability. I have a proven track record of ensuring profitability and financial health, which will be critical in overseeing the district’s budget and ensuring that resources are allocated wisely.

I’ve led teams, built strong relationships and fostered a collaborative environment. These leadership qualities are essential for working with fellow board members, school administrators and the community to achieve our educational goals.



Incumbent Kathy Henson

Q: What are your top three priorities and why?

A: I desire to see happy, healthy students in safe Lexington One schools who are prepared for their futures.

One priority to make that desire a reality is employing high-quality educators. I am currently working with our board and district leadership to redo our certified salary schedule to make the yearly steps even. This change will help teachers feel valued for their work and experience.

A second priority is our high school student-teacher ratios. While we staff our three largest high schools at an 18-to-1 ratio, that is not practically what is seen in our schools. Some classes may be as small as 8-10 students while others are 30-plus. I believe staffing our schools at 18:1 is good, but we should put a cap on our core academic classes of 25 maximum. If we want to boost student success and teacher retention, we must make the class size more conducive to quality instruction and learning.

A third priority is to address the growth in our community. We have schools that are overcrowded, and that overcrowding needs to be addressed. We have opened three new schools since I’ve been on the board. We have pockets of our district that need additions or possibly a new school. I would love to see an expansion of our Lexington Technology Center. This facility not only helps train our students in so many different skills and trades, but also benefits our community by putting students straight into the workforce as soon as they graduate.

Q: How much latitude should teachers have over their curriculum?

A: Teachers are the content area experts. As a certified teacher in South Carolina, I know the training and education that goes into becoming a teacher. After teaching high school math in a local high school, I moved to the University of South Carolina. The last 15 years, I have worked with pre-service and in-service teachers in South Carolina. These teachers are creative, passionate, hard-working and intelligent individuals who know their students and know how to best differentiate instruction to meet each student where he or she is so that they can learn. I believe teachers should have the strongest voice in the curriculum we choose, but once the district adopts the curriculum, I think teachers should have flexibility in their instructional methods. If we try to micromanage their instruction, we then take away the unique qualities that make exceptional teachers, such as their creativity and their ability to choose different instructional methods based on the student needs in their classrooms.

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

A: As a school board member, I believe it is of utmost importance that we hire the best superintendent to oversee our district. He or she must put in place leaders, teachers and support staff that can get the job done. Then, it is our job to hold him or her accountable each year during the superintendent’s evaluation for the students’ success in their learning and their results on assessments. From a financial standpoint, I think it is important to make room in our budget for instructional specialists like reading interventionists and math coaches to work closely with students who are falling behind so that they can have a boost in their learning growth and be successful.

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

A: Respect and money.

Teachers are professionals and want to be respected as such. We have the best teachers in our district, and I believe a happy employee can be one of the best recruitment tools. If he or she feels valued and enjoys going to work each day, he or she will tell their friends how great of a place Lexington One is. If our teachers are not respected, they will look for a place where they can serve and be respected.

As the experts they are, they need to be compensated fairly. In the four years I have been on the board, we have made significant raises to teacher pay, but our district and state can do better. We just gave a 3% cost of living raise plus a $2,000 raise to all of our certified and licensed professionals. That is definitely a step in the right direction. We are already looking ahead to next school year for ways that we can be more competitive financially for our teachers and other employees. I would also encourage readers to reach out to their local legislators and encourage them to provide more state funding to districts for teacher salaries next year.

Q: How would you improve financial management and transparency?

A: Our budget is quite large. Our funding comes from several different places. As a new board member, I found the learning curve steep in trying to understand fund balance, operational budget, mills, etc. After participating in four budget seasons, I have a much better grasp on district finances. Our new chief financial officer has extensive knowledge in this area and has been a phenomenal resource to us in managing our district’s finances. I believe people, myself included, struggle with the size of the budget and putting it into perspective. For example, if our district budgets a certain amount, but has $5 million left over, while that is A LOT of money, it is only about 1.3% off, which is pretty good. I think moving forward, we could host more meetings like the three “community conversations” we had last year, but focus them specifically on finance where we can have dialogue with our community members and, in full transparency, answer their questions.

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

A: I have worked hard the last four years to serve our community well. There is still work to be done. I have intentionally visited all of our schools, which has been quite valuable. I have seen great things happening as well as things that can be improved. I have been able to advocate for safety by seeing a school that was not enforcing student IDs that is now enforcing this policy. I have been able to advocate for policy enforcement of dress codes by seeing schools that were not enforcing it, but are now. This ensures that students across the district, no matter at what school, are having policies enforced equally. I have been able to see needs for resources, for example, storage at one of our elementary schools that we were able to provide because I was there to see the need. I have spent hundreds of hours on the phone with parents and employees listening to their thoughts and answering their questions. I have built good relationships with our local delegation so that I can work with them to do what’s best for our district. I am a mom, a passionate advocate for public education, a hard worker and an involved community member with great integrity who will continue to work hard to help my hometown school district, Lexington One, not only continue to excel but to be the best district in the state of South Carolina!



Dana Homesley

Q: What are your top three priorities and why?

A:

1. BUDGET. I will approve an accurate budget that increases staff pay without raising taxes as we have a spending problem, not a funding problem. I will review financials with a fine-tooth comb, alert the public about concerning expenses and work to ensure fairness of funding and resources across the district. After June, when salary scales of surrounding districts were published, the board realized Lexingtone One was the only Midlands district paying the minimum required starting salary, while district office employees had been given raises ranging from several thousand to tens of thousands of dollars the last couple of years. Only then did the board increase teacher pay. I want an internal auditor who reports directly to the board, followed by a forensic audit as you cannot audit your own work. The community has rightfully lost its trust in the school board.
2. POLICIES. We have policies from the 1980s. We should bring back the ad hoc policy committee to revise and create policies that reflect our educational values and school issues. Board members should spend time in schools to understand issues and prioritize a safe learning environment, and then support teachers and administrators as they enforce policies. We should not rely on the South Carolina School Boards Association for draft policies, as their models have conflicted with state laws.
3. ADVOCATE. Students and staff deserve to voice concerns without fear of retaliation. Stakeholders deserve responses to calls and emails, fiscal transparency, proper policy, and consistent access to information and feedback.

Q: How much latitude should teachers have over their curriculum?

A: The South Carolina Department of Education determines curriculum standards, district administration selects the curriculum, and the board approves the curriculum. The teacher’s role is crucial in ensuring that the curriculum is effectively implemented, meeting the needs of students and supporting their overall learning. Through proper policy and fiscal responsibility, the board ensures that our teachers are given the ample tools, resources and flexibility they need.

Education is both an art and a science. The science is “what” is taught. The art is “how” it is taught. We need to give teachers the most latitude to teach the curriculum in the best way they see fit. No one knows the way their students learn best other than the teacher. Why should the school board or any administrator put teachers in a position where they are not able to use their expert knowledge and experience to teach our students in a way that ensures their success? We need to trust our teachers and respect their professional knowledge and expertise.

We do not want to stifle them. They are with their students every day and should be free to use professional judgment to tailor lessons to their students’ needs. I believe if we do this, we will see the unleashing of student achievement and an increase in teacher satisfaction.

Right now, the people with the least amount of front-line experience are given the most amount of power. We need to empower educators to have an influence on the direction of their classrooms.

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

A: Earlier this year, the board was presented results from a curriculum audit . The audit showed unequal access to learning opportunities, performance gaps between demographic groups and lack of controls over curriculum development. Our board received 12 of 105 points for policies related to curriculum. Board policy was silent in areas supporting student learning and developing student assessment data.

Why does Pelion High only offer one AP course compared to other high schools that offer more than 20? Why do schools with the highest levels of poverty have the lowest levels of achievement?

The board must overcome its infatuation with a spotless reputation and do the work that is required of it. Systems need to be put in place to ensure that all students have equal access to learning opportunities and that gaps in performance between demographic groups are closed. It’s the board’s job to ensure all students have equal access to a high-quality education and that is not happening in Lexington One.

Since the No. 1 factor influencing student achievement is teacher quality and our schools with the highest levels of poverty have the lowest levels of achievement, I would recommend piloting a program similar to one in Greenville County schools , where certified staff and instructional aides in the lowest-performing schools are paid more than other schools.

The curriculum audit gave the board all of the answers it needed to identify its role in boosting student learning and test assessments. The board needs to get busy, do the work, and require accountability.

Q: How would you address soaring turnover and vacancies?

A: JUST LET THEM TEACH.

As one educator put it, “I am dying from a thousand paper cuts.” It’s always something — the newest program, the latest fad, the newest technology (with no training). As soon as teachers become familiar with a program or initiative, it’s on to the latest, greatest thing.

Jennifer Stanley, a principal at South Lake Elementary School, that just opened this year, had an excellent idea: student teachers in every classroom. But where are those students coming from? We can have “pipelines” with local colleges, but if the students aren’t pursuing a career in education, there’s nothing coming down the pipeline. According to the South Carolina Center for Educator Recruitment, Retention, and Advancement, for the 2023-24 school year, 17% of new hires were recent grads of a South Carolina teacher education program. This means we need a “Grow Your Own” program.

And it’s not just educators we need to be worried about — it’s everyone who supports our students — the instructional assistants, food service workers, bus drivers, custodians, etc. Soaring turnover and vacancies are problems across the board that need to be addressed from every angle, and in order to do that, board members must spend time in the classroom, on the bus, in the hallways and in the lunchroom. Board members need to provide a safe place for employees to voice their concerns. Only then can their budget priorities align with employee priorities — higher pay, better working conditions, leadership opportunities, relevant, meaningful professional development opportunities, and the list goes on. They are talking — but who is listening?

Q: How would you improve financial management and transparency?

A: Hire an internal auditor who reports directly to the board, followed by a forensic audit. Currently our CFO audits the district’s internal controls. You cannot audit your own work without a conflict of interest. The three board members who were recently elected promised a forensic audit, but have yet to deliver.

Based on what little financial information the board receives, it cannot assure the public that it is being good stewards of our money. The board should be briefed on all district finances during monthly meetings, instead of receiving reports labeled “For Board Information” with no discussion. The community has rightfully lost its trust in the school board.

Through a Freedom of Information Act request to the South Carolina Department of Education, I learned that the district knew that the cost of the transportation facility was going to triple — from $3 million to $9.5 months before administration brought that information to the board for an “urgent” vote.

I’m not a “yes woman.” I won’t vote “no” just to be disagreeable, but because I have educated myself. I’m not going to vote to approve a tax increase when I know we have a surplus of millions each year. I’m not going to sit quietly while our board approves a budget that includes the state-required minimum salary for teachers.

I will serve the community through proper policy, fiscal transparency and responsibility, all while keeping citizens informed. I will follow up with citizens who take the time to speak during board meetings.

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

A: School board is the only ballot I have ever put my name on. I made the decision to run for school board after attending a board meeting three years ago. What began as a simple request for three minutes of “citizens’ participation” time in front of our school board turned into a years-long journey. I couldn’t unsee what I had seen. Some board members never looked up while I was speaking and others were visibly agitated. I began showing up regularly to meetings, each time leaving with more questions than answers.

When I reached out to board members, IF I received a response, it was from one or two members, and my questions remained unanswered. After trying to communicate with this board, having my microphone cut off during citizens’ participation and watching this board claim to be transparent, civil and open to questions, I feel like the only option IS to run for school board. The people need a voice, and right now I don’t feel like they have one. My personal and professional life reflects years of working with teams, organization and time management. For the last three years I have submitted FOIA requests, sharing that information with the board and the public through the Facebook page “Informed Citizens of Lexington County School District One,” which I co-founded. The page has over 4,200 followers and shares information obtained through records requests that you won’t find anywhere else. I am ready to hit the ground running!

Nicholas Pizzuti

Q: What are your top three priorities and why?

A: Our No. 1 priority should always be the students and their families. The goal of public education is to prepare each child for their future. In order to prepare them, we must make it a priority to support the teachers and staff who work with them daily. We must keep the taxpayer in mind and budget wisely to make sure that the needs of the classroom are prioritized over the wants of a few. We have to be transparent to the parents and let them know what is happening in the schools.

Q: How much latitude should teachers have over their curriculum?

A: Curriculum should be taught based on the state standards. Curriculum should be taught that gives the students the tools to be successful in life whether they go to college, a trade or the military. Teachers should be able to teach the approved curriculum as they see fit, however. Education cannot be a one-size-fits-all approach.

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

A: It starts in the classroom. Right now some class sizes are over 35 students. It’s hard for students to get the attention they need when they’re in classes this size. We also need to make sure we hold the students accountable for their actions. Those disturbing the class need to be removed, and administrators need to back up the teachers when these issues arise. We also must go back to the days of not allowing retakes on tests, and holding students accountable for their grades. Students need to learn the real-life consequences of their actions.

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

A: There is no doubt teachers need to be better compensated for the work they do. Let’s remember that money isn’t the only thing our teachers need. There are many intangible items needed also. Teachers need smaller class sizes for better one-on-one teaching, actual planning time where they don’t have to cover for other teachers, support from the administration with student discipline, relief from burdensome paperwork and meetings and just a big thank you for all they do. These are all things that can be done while we make sure to be good stewards of the taxpayers’ money.

Q: How would you improve financial management and transparency?

A: Having a budget that is balanced. Right now our district budgets based on the wants of the administration and not based on the funding we have. Yes, there are issues with funding from the state, but we have enough knowledge to know what we can afford. I also would like to see financial reports that show transactions and not just lump sum categories. We are told that money is going to the classroom, but with the ways accounting can be coded, we are not sure how much is actually making it to the classroom.

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

A: Throughout my life, I’ve gained the knowledge and skills that have prepared me to serve on this board. I’m a product of Lexington One, and I’ve witnessed firsthand the growth and changes over the years. My experience in finance, with a bachelor’s degree in finance and management and as a former CFO of a commercial construction company, equips me to make the tough budget decisions and to be a responsible steward of our taxpayers’ money. My background in construction and infrastructure, as a former contract negotiator for the South Carolina Department of Transportation and currently as SCDOT’s interim director of local government services, is crucial as we navigate the growth challenges facing our district and county. And above all, my communication skills allow me to be a listener, to truly hear the concerns of our teachers, staff and community members, and to act on their behalf.

It also serves me to be transparent to the parents. Parents should always know what their children are learning or what is happening in the district.

I’m not a politician who just wants to see my name relevant or someone who will quit when times get tough. I stand before you not just as a candidate, but as a committed member of this community, ready to bring my experience, my passion and my dedication to the role of school board member.

Mariel Taylor

Q: What are your top three priorities and why?

A: I am a former first-grade teacher from Lexington One. I resigned in 2022 due to the district’s lack of understanding of the daily challenges faced by teachers — an issue that has only worsened, with teacher retention becoming a critical problem. I am running to reverse this trend by prioritizing the well-being of teachers and support staff, ensuring all schools have equal access to resources, and serving as a common-sense voice for taxpayers.

The teacher retention crisis shows how little attention this issue has received from district leadership. Teachers are leaving because they lack planning time, feel unsupported, and are overwhelmed by excessive duties. In the last two months, I’ve spoken to educators who said they had only one day to prepare their classrooms, despite returning two weeks before students. Additionally, teachers are not consistently receiving their legally required unencumbered time. Our district must prioritize teachers by reducing their workload and providing them the support they need.

Lexington One is known as a top district, but our community has not received full transparency in how taxpayer dollars are spent, and some schools receive adequate resources while others struggle. If elected, I will advocate for a complete external audit and ensure that spending decisions are made public, with clear, accessible plans for everyone. I am committed to putting all students at the forefront of decisions made by investing in high-quality teachers who thrive, reallocating resources fairly across schools, and seeking out stakeholders’ input to ensure district decisions align with community values.

Q: How much latitude should teachers have over their curriculum?

A: The degree of flexibility a teacher should have with their curriculum is a complex issue influenced by educational goals, student needs and state standards. A balanced approach allows teachers to use their professional judgment while aligning with established standards. In South Carolina, these standards are designed to ensure every student is prepared for either a successful career after high school or higher education.

While a standardized approach guarantees that all students develop a core set of knowledge and skills, it doesn’t fully address the diverse needs found in today’s classrooms. Students vary in academic abilities, learning styles and backgrounds, which means teachers need a variety of instructional strategies and resources to help them meet their goals.

Although teachers must guide students toward mastering the same standards, they cannot use the same teaching methods for every student. Educators who have the freedom to experiment with new teaching methods, technologies and materials are better equipped to address the evolving needs of students, making learning more relevant and effective. Balancing teacher autonomy with curriculum, while ensuring accountability for core educational objectives, creates a structured framework that supports high-quality education. This balance is essential for ensuring that all students, regardless of their unique needs, receive the education they deserve.

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

A: A student’s physical, mental and emotional well-being is directly linked to academic performance, so taking a holistic approach to serving students is crucial for improving learning outcomes. Addressing both academics and student well-being will provide a valuable return on investment. Some strategies I think that would support this goal include:

First, investing in high-quality educators. Valuing teachers as experts, offering evidence-based professional development and reducing class sizes will enhance personalized instruction. Early intervention should be accessible to prevent learning gaps, with appropriate accommodations for students with special needs. Hiring an adequate number of specialists and reducing administrative burdens will increase instructional effectiveness and improve student support.

Second, engaging our community. Partnering with local businesses, nonprofits and universities can bring additional resources, tutoring and enrichment opportunities to students. Offering a variety of learning experiences helps students develop their passions and talents.

Third, emphasizing nutrition. No student can learn on an empty stomach, nor should they worry about how to pay for meals. Providing free school meals ensures access without embarrassment. However, it’s not enough to remove financial stress; we must also prioritize high food quality. While some schools offer nutritious, appealing meals, this isn’t consistent across the district. Partnering with districts that have successfully implemented districtwide meal programs is a strategy I would implement to improve Lexington One’s offerings.

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

A: To address the crisis of teacher turnover, I would advocate for initiatives that empower educators, promote safe work environments and emphasize collaborative decision-making. Teachers, as lifelong learners, should be encouraged to explore new teaching methods that meet the diverse needs of their students. Allowing teachers to lead their professional development, with proper funding, will ensure they feel valued and respected. In return, they should be rewarded with meaningful leadership opportunities that don’t add unnecessary administrative burdens.

Creating safe work environments is equally important. Implementing a districtwide “three-strike” policy for managing disruptive students, particularly those who pose safety risks, ensures behavioral issues are addressed without leaving teachers to manage severe discipline problems alone. Teachers must also feel protected from retaliation when voicing concerns. A strong anti-retaliation culture is essential, with clear policies guaranteeing confidentiality and follow-up when issues are raised.

Ultimately, districts must listen to their teachers and make meaningful policy changes to resolve retention challenges. I will work to ensure teachers’ experiences and voices are at the center of policy development. As classroom experts, teachers understand better than anyone what they and their students need. Including teachers in district-level decision-making and holding leadership accountable with utilizing their feedback will create a more supportive environment that attracts new teachers and retains the ones we have.

Q: How would you improve financial management and transparency?

A: Suspicions around funding projects and approving a millage increase in the midst of a budget surplus are common frustrations for the taxpayers of Lexington County. Since we can’t know where we are without knowing where we’ve been, my first priority to improve our district’s financial management would be to conduct a full forensic audit of district funds. It is important to understand where funds have been spent and who has benefited in order to prioritize future spending. An audit would provide a clear picture before moving forward.

Other opportunities to ensure financial transparency include strengthening internal controls by implementing robust checks and balances on all financial processes, conducting regular internal and external audits, and separating responsibilities related to purchasing and financial approval.

Lexington One does not have a funding problem; it has a spending problem. Board members who prioritize financial transparency and accountability must be elected to fill the four seats up for a vote this election cycle. Restoring trust with taxpayers in our community is something I take very seriously, and if elected, I will make this a priority as one of the first orders of business in the new year.

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

A: I am running for the Lexington One school board because our school community deserves more than just words; we need actionable change. While the current board talks about retaining educators, being transparent with funds and supporting all students, their actions don’t fully reflect these commitments.

As a former Lexington One educator, I know firsthand how top-down decisions impact student performance and staff morale. Lexington One educators, from teachers to support staff, are our students’ most important resource and key to their success. Yet there is no dedicated effort to truly support and retain them, and I can no longer stand by and let that continue. I am ready to center educators’ voices, empowering them to make the best decisions for students and speak up when problems arise.

In terms of financial transparency, the district promises openness but hasn’t delivered accountability and clarity for the community. In my role as a contractor engagement specialist, I’ve worked with public entities and understand the importance of transparency with taxpayer money. I have the skills to ensure projects follow plans, deadlines and budgets with full visibility.

I am committed to bridging the gap between promises and performance by fostering an environment where students feel safe and supported. Together, we can create a system that truly prioritizes our children’s education and well-being.

David P. Terry

Q: What are your top three priorities and why?

A: My top three priorities are:

1. Fiscal responsibility and transparency. We are entrusted with almost $400 million a year given by our local tax base. The public should know how it is spent and see that it is well spent in areas that actually improve educational outcomes and classroom achievement.
2. Teacher and staff attraction and retention. Teachers and other classroom and building staff are the day-to-day backbone of public education, and they need to know they are appreciated. They should be well compensated so they aren’t incentivized to leave education or our district for better pay. They need a fair and effective discipline plan that honors them as professionals and is applied evenly to all students. They need smaller class sizes so they can effectively get to know and teach individual students. They need more school safety resources so they can feel confident going to work that they will make it home to their families in the evening.
3. Advocacy for our low socioeconomic status students, special education students and multiple language learning students. These students and families often need the most support and a bulk of our resources, but they are often overlooked by our district despite being a large group of our student populations.

Q: How much latitude should teachers have over their curriculum?

A: Teachers should teach to the standards as dictated by state for each subject. Within that, they should have the latitude to teach in the methodology that they believe to be the most effective for the most students. As a former sixth and eighth grade English language arts teacher, I have experienced first hand the difficulties of teaching within a prescribed and dictated methodology as opposed to teaching in a manner that is direct and meets the needs of your students. I experienced lessons where I was told what and how to teach that completely flopped, and I and my fellow grade and subject level teachers had to teach those lessons again the following day to accurately convey the information to students. A large part of teaching is allowing teachers to get to know their students and their needs and adjust their instruction to the kids, not the kids to the curriculum.

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

A: I would boost student learning by allowing teachers to meet the needs of individual students, not just teach directly to the tests. Particularly now, post-COVID, we all see the learning loss as parents from the time out of the classroom. Rather than remediating and attempting to catch up on that lost learning, we have continued to move on and push kids to new skills they don’t have the foundation for due to the ineffectual online instruction during COVID. If you have a whole group of students in sixth grade reading on a third grade level due to learning loss, you don’t just throw them into sixth grade texts. You remediate and teach on a third or fourth grade level to allow them to find success and grow into that sixth grade level. Tests are an important measure of aptitude and competency, but the appropriate foundation has to be there first. We have to meet the students where they are, and teach and test at an appropriate level to increase competency and confidence to remedy the learning loss during COVID. Without a systematic focused remediation approach, I don’t believe we can get students back on track and back on grade level.

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

A:

1. Pay them as professionals. Teaching requires a college degree and professional certification. Teachers should be paid as knowledgeable professionals that we trust with our kids.
2. Fair and equal student discipline. Teachers should not worry that when they send a disruptive student for discipline that the student will be back in their room in 20 minutes continuing to cause problems. We should have a districtwide, grade-level appropriate discipline policy that applies to and and is equally enforced across all students. The teachers and students should both know immediately the consequences for their behaviors.
3. Smaller class sizes. This benefits both the students and the teachers. Smaller class sizes allow teachers to really get to know kids and teach to their individual needs. The smaller class size also helps with general classroom management, which cuts down on discipline issues.
4. School safety resources. A primary reason I chose to work in a middle school rather than a high school was I felt safer on a daily basis with younger kids. We have to ensure that our schools are safe on a daily basis for the teachers, staff and other students.
5. Respect unencumbered time. Teachers are legally required to have 30 minutes a day of unencumbered time. This should not require them to come in 30 minutes early or stay 30 minutes late.

Q: How would you improve financial management and transparency?

A: I would improve financial management and transparency by restructuring the district website and district informational emails. You should not have to hunt through the website to find information on our budget, income and expenditures. It is public information and should be readily and easily accessible to all of the public.

As a publicly funded district, we should also have a salary database similar to the state database for employees over $50,000 where you can just type in a last name, hit search, and pop up people’s total compensation if over $50,000. You should not have to file a Freedom of Information Act request to get salary information for district employees.

I do not believe we can currently rely on the district published charts and don’t believe they accurately represent the additional compensation and benefits that are given to some of our top administration. We also need continual financial auditing to quickly identify budget excesses and shortfalls and redirect the money where it can have the most impact on student achievement.

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

A: Voters should choose me because I have seen every side of the district. I was a student in Lexington One, I was a teacher in Lexington One, and I am now a parent of a student in Lexington One. I have seen the shortcomings of our district myself as a former student and teacher. Now as a parent of a student in our district and a taxpayer, I am seeing additional shortcomings from another angle.

I am not running to represent myself. I am running to represent everyone in our district. I am running to create a fiscally responsible district that will spend taxpayer dollars in a way that creates the most educational benefit. I am running to ensure that teachers are treated as professionals and feel that they have a voice and an advocate on the board supporting them and their needs. I am running to support and assist all students and parents, particularly those in special education, English Language Learning and low income areas.

We have incredible resources within our community and within our district but they are incredibly inequitably distributed, and I aim to fix that so that all students and parents can be proud of the education they receive in Lexington One.

Scott Whetstone

Q: What are your top three priorities and why?

A: First would be getting the budget under control by cutting frivolous glitz and glamour facilities to return more money to the hardworking taxpayers. For too long the citizens have complained about District 1 going over budget and buying land for more than its value. With my County Council background and knowledge of the tax base, I can fix these issues and help to trim spending

Second would be making sure that our teachers and support staff are taken care of with the same level of consideration as the administration in the district office as they provide the more crucial and vital role in our educational system. This priority is vital to me in the aspect that our school district can survive if we lose positions in the district office, but it will fail if we continue to lose teachers and support staff at our schools.

Third would be protecting the rights of the parents and children and being available to the parents and children. This priority I would say is the most important, as too many times once you are elected, you stop being available and stop listening as you fall into the motion of rubber stamping the big machine. This needs to stop and all those elected need to remember they are there to represent the parents who elected them and the children they are responsible for. I’m a parent and will never allow anyone to take my rights, so I will fight for this priority to always protect parental rights.

Q: How much latitude should teachers have over their curriculum?

A: We have set guidelines on what should and shouldn’t be allowed in a classroom. A teacher should be allowed to create his/her lesson plan if they are going by the basics of reading, writing, math, history and science. These are the core educational functions this nation was built on, and there is absolutely no reason to try to change how they are taught. So their latitude should be to follow the approved basics and not venture into their personal beliefs.

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

A: I believe to improve these categories the district needs to have a larger focus on creating policies that support the following:

• Student feedback on where they tend to struggle with the testing and their concerns.
• Stronger professional development for teachers to stay updated on stronger means to coach and prepare children for the testing.
• Better resources for formative assessments to identify areas needing improvement and develop and adjust instruction accordingly.

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

A: The only way I would address this is through better pay by using methods to trim the budget and spending to allow for more dollars to go towards teacher salaries and also back into taxpayer pockets.

Q: How would you improve financial management and transparency?

A: Implement better transparent budgeting by creating an easy-to-access, clear, detailed and easily found budget online that outlines all income and expenses for all citizens to see.

Provide frequent financial reporting to stakeholders with a clear breakdown of why and where money is spent.

Provide better accountability procedures. The district is known for going over budget and overspending, so there needs to be stiff consequences for non-compliance with financial policies and budgets.

Provide training opportunities for board members to better understand budgeting and how to truly be available and listen to stakeholders.

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

A: Throughout my career, I’ve developed a unique blend of skills that make me an ideal candidate for the school board. My experience in utility and infrastructure has taught me the importance of strategic planning and efficient resource management. As a Lexington County Council member for eight years, I’ve honed my ability to navigate complex government systems and advocate for transparency. With over 25 years of high-level budget experience, I’m confident in my ability to make informed financial decisions. Most importantly, my years on the County Council have shown me the value of listening to the people’s needs and fighting for what’s right. I’m excited to bring this expertise to the school board and make a positive impact on our community’s education system.

Shelton Yonce

Q: What are your top three priorities and why?

A: Academic excellence, community engagement and fiscal transparency are my top priorities.

To achieve academic excellence, we must support our teachers and support staff. They are essential in ensuring our students receive the best education and achieve the highest outcomes.

For community engagement, I aim to strengthen relationships with local businesses through partnerships, career and technical education, mentorship and workshops. This will help align our curriculum with community needs.

Regarding fiscal transparency, I am committed to making sure stakeholders — parents, taxpayers and community members — can see and understand how public funds are used. Transparency builds trust and ensures responsible use of resources.

Q: How much latitude should teachers have over their curriculum?

A: I believe in giving teachers the freedom to teach. They know what works best in their classrooms. While the board should ensure high standards, teachers need flexibility to adapt their methods to the unique needs of their students. Our district is diverse, and a one-size-fits-all approach doesn’t work.

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

A: I’d start by giving teachers control of their classrooms to create a positive, encouraging environment. A supportive atmosphere helps students perform better. I’m a strong advocate for hands-on learning, whether through classroom projects or real-world experiences. By giving teachers the freedom to be creative and offering diverse learning opportunities, we can keep students engaged and excited about their education.

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

A: We need to start by listening to teachers about why turnover rates and vacancies are high. They know the issues and likely the solutions. Teachers need more support from administration, parents and the district. Pay is a key issue — we must ensure teacher salaries are not just competitive but provide more than a basic living wage. We’ve made progress for teachers, but support staff, who play a crucial role, have been overlooked, with some earning as little as $600 every two weeks. Discipline is another concern. When defiant behavior goes unaddressed, it undermines teachers’ authority and disrupts the learning environment.

Q: How would you improve financial management and transparency?

A: I want to ensure that stakeholders, including parents, taxpayers and community members, can access and understand how public funds are being used to support education. Transparency fosters trust between the school district and the community by demonstrating responsible and accountable use of public funds. To enhance this transparency, I believe the district would benefit from having an internal auditor. An in-house auditor would ensure that all departments within the district maintain fair transparency and full disclosure of all funding.

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

A: I want to start by saying how much I respect all the candidates running in this election. It’s not easy to step up and serve, and I’m grateful that there are still people who care deeply about our community.

Voters should choose me because of my commitment to better our community, and it starts by serving the students, staff and families in Lexington School District One. As a proud district graduate from the southern part of the county, I’ve learned that success isn’t solely defined by a college degree. With a strong work ethic, common sense and a commitment to lifelong learning, you can achieve anything.

This mindset guided my career, starting with my election to the Town Council at 21, which provided me with valuable experience in governance and leadership. I’ve also served on various boards and councils and represented taxpayers on the Lexington County Tax Assessment Board of Appeals. For the past seven years, I’ve worked as a local real estate agent, gaining insight into our local economy and housing needs.

My commitment to our community is unwavering. I aim to ensure Lexington One provides every student with the tools they need to succeed, whether they’re preparing for college, entering the workforce or pursuing technical education. I believe a young voice on the board can bring fresh perspectives. That’s why I’m running, and I respectfully ask for your vote on Nov. 5.