School Board District 1

FCPS has a strategic plan and district priorities. However, there are some areas that I have a personal interest. I am excited about the work the Pritchard Committee is doing at Northern and Mill Creek Elementary schools as part of a five-year statewide initiative to develop full-service community schools that support student and family wellbeing. I have a great interest in career and college readiness programs like dual credit and career and technical education certifications. I expect both programs to grow exponentially in the next few years.

The Hub for Innovative Learning and Leadership (HILL) opens in the Fall of 2025 and will redefine career and technical education programs for students, industry partners and the community. Our construction of a new elementary school in Masterson Station and the Mary Britton Middle School in Hamburg will alleviate overcrowding in schools in their respective districts. We are all excited to start construction on the RISE Academy, and a new facility for Henry Clay High School. Like other districts around the country, FCPS will continue to invest in supports for the mental health and emotional wellbeing of our students, teachers and staff, and decrease absenteeism and behavior incidents.

The FCPS strategic plan, “A New Way Forward,” outlines the priorities for the district.

Student Achievement—Our investments in Pre-K programs, student mental health, grade level benchmarks, data informed decisions are yielding increases in MAP test scores with gains for our minority students. Our goal is to educate the whole child.

Unity, Belonging, and Student Efficacy—With over 90 languages spoken in FCPS, we strive to create a welcoming atmosphere by celebrating different cultures, eliminating barriers to learning and giving voice to our students.

Highly Effective, Culturally Effective Responsive Workforce—With a culturally diverse student population, we seek to hire and retain a culturally responsive workforce. We provide professional development for every employee and launched the “Growing Our Own” program for current employees to obtain certifications and degrees.

Outreach and Engagement--Community partnerships align with our mission to prepare our students for a global society. We are grateful for partnerships with Toyota, the Kloiber Foundation, the Fayette Education Foundation and many more.

Organizational Health and Effectiveness—Organizational effectiveness starts with a balanced budget that supports our priorities, programs that increase academic growth, and the wellbeing of our students, teachers and staff. We focus on continuous improvement in all we do.

The majority of our budget is spent on the people that support our students, staff and families. FCPS has 42,000 students, 9,300 employees and 70 schools and programs. We have given historic raises for teachers and increased starting teacher salaries to $50,000. We increased staff and pay for bus drivers, bus monitors, mechanics, food service workers and para educators.

We provide Chrome books for all students and hot spots for families that do not have access to internet at home. Post Covid, we made investments in mental health and wellbeing programs for students, teachers, and staff. Nurses are now in all schools with health clinics in areas to support our families. Over 1,000 homeless students were identified last year. While we have some supports in place, we welcome community solutions. FCPS operates 37 preschools with the most recent one opened at Paul Laurence Dunbar. We have an excellent Grow Our Own program that prepares students, teachers and administrators to receive additional education and supports to prepare for next level positions.

Our budget reflects our values. We value our students and our employees.

An equitable education starts before kindergarten. FCPS invests in birth to Pre-K programs and preschools in our district. Additional preschool classrooms and a playground are being built at Harrison Elementary to address growing needs. The investments we are making will allow students to enter kindergarten ready to learn.

Last year over 1,000 students in our district were identified as homeless. Those students and their families receive additional supports. Students can’t learn if they are hungry. Our free breakfast and lunch program is expanding. Many students are English language learners. We have employees on staff that speak the most common languages to engage with those students and families.

Para educators work with individual students with different abilities to allow them to integrate into our schools. We have standardized curriculum across elementary, middle and high school and created benchmarks for each grade level. We monitor test scores and review the progress of majority and minority students, socioeconomic groups, English language learners, and talented and gifted. We also look at individual student data and create individual learning plans to nurture talents and address gaps. We are making data informed decisions with a heart for the holistic wellbeing of each student.

The belief is that all people in the John D Price building are in a central administrative role and that’s not true. Many employees work in a support role. Between 2015 and 2021, I worked for the district in central office. We opened five new schools at a time when the district was growing at a rate of 600 new students a year, yet we did not make major additions to staffing because of public perception that there were too many people in central office. You cannot have operational excellence without adequate staffing. That additional staffing includes technology, human resources, benefits, operations, media services, procurement, risk management, etc. We currently have 70 schools and programs and will increase that number as we bring more schools onboard over the next couple of years. Superintendent Liggins shared a benchmarking report that shows our ratio of administrators to schools and staffing is well under the level of comparable sized school districts across the country. We have over 9,300 employees and 42,000 students. This is a complicated operation, and our students and families are depending on us.

In 1891, the Kentucky Constitution legislated funding for common schools to allow for equitable opportunities for all students to be educated without cost. This funding was so important it was codified into law. This money is not to be used to fund private, religious, home based or for-profit schools. These schools do not have the same educational standards, oversight, or rules as public schools and are not required to accept all students.

Attempts to fund private schools with public funds was struck down in 2022 and 2023. If passed, Amendment 2 would have devastating consequences for public schools including budget and staffing cuts and a loss in services for our most vulnerable students.

Public schools educate 90% of the state’s population and are one of the largest employers, adding to the economic vitality of the communities they serve.

I’ll share this quote by Kentucky School Board Association Executive Director Kerri Schelling: “The Voucher Amendment is not singularly an issue of funding, or local control, or accountability, or equity, or efficiency, or student outcomes. It’s an issue binding them all together with enormous ramifications for all Kentuckians.”

On November 5, Vote No on Amendment 2.

My top priorities for the Fayette County Public Schools district are: • Student Achievement: Ensuring that every student has access to high-quality education, making academic success a priority. • A Positive Learning and Working Environment: Providing equitable access to resources for all students and staff, with a focus on fostering inclusive environments. • Transparency and Fiscal Responsibility: Understanding the importance of transparency in decision-making, budgeting, and district performance to ensure responsible management of resources. • Health and Safety: Expanding social-emotional learning and holistic services to support the health and safety of students and staff. I would like to see our school board focus on ensuring that all students not only meet but exceed expectations, performing at higher levels beyond just surpassing state averages. This involves fostering a culture of academic excellence, providing equitable access to resources, and supporting innovative teaching methods that challenge students to excel. To achieve this, we must emphasize personalized learning, expand social-emotional support, and enhance family engagement. By prioritizing student-centered approaches, we can prepare our students to thrive in an increasingly competitive global society.

As a board member, I believe it's essential to see the full budget—not just general tables and presentations. Transparency is key to understanding the details of our financial standing and making informed decisions. When it comes to budget cuts, I approach them thoughtfully, ensuring that reductions do not directly impact students or their academic achievement. Potential areas for cuts include: • Non-Essential Travel: I would prioritize assessing all non-essential travel expenses, focusing first on staff who do not have direct interaction with students. These funds can be redirected to critical areas that directly benefit our schools. • Reviewing Third-Party Contracts: We should closely examine the use of third-party vendors and contracts. If we have the expertise within the district, we should leverage those internal resources to save costs. • Focusing on Regularly Updating Facilities: I support a proactive approach maintaining a consistent renovation schedule to keep our existing schools and facilities up to date. Reducing the need to construct new buildings.Limiting New Administrative Positions: I would advocate for limiting the creation of new administrative positions that have minimal direct impact on student academic achievement or staff/student support services.

First, I will advocate that each school in FCPS (even programs not required by law) have a School-Based Decision-Making (SBDM) council or advisory board to address the unique needs of their school community. These councils, composed of parents, teachers, and administrators, oversee programming decisions, ensuring they reflect the specific needs of their students.Second, I will support consistent funding for arts, foreign languages, STEM, and music programs in every school, regardless of enrollment size or location. Every student deserves access to these vital programs for a well-rounded education.Equitable access to special programs, such as gifted and talented and career and technical education (CTE), is essential. No student should face barriers like transportation or limited enrollment to participate in these opportunities.Additionally, I will push for regular assessments of resource allocation and student outcomes to address any disparities and ensure accountability across all schools.Finally, engaging the community is key. Through open forums, surveys, and regular feedback, I will ensure that all voices are heard, and programming aligns with the needs of students, families, and educators. So that students and families can be provided the needed support to be successful.

I haven't seen any publicly available data on the current ratios between school and central office staffing in our district. As a candidate, I believe it's crucial for this information to be accessible to the community. School staffing should always be prioritized because the majority of resources need to directly support students, teachers, and classrooms.While central office staff play a critical role in supporting the district's overall function, we need to ensure a healthy balance, with the focus on schools where the most direct impact on student achievement occurs. If elected, I would advocate for a thorough review of these staffing ratios and work to ensure that the bulk of our resources and personnel are focused on supporting students and educators at the school level.Transparency and accountability will be key in making sure the district’s priorities align with what’s best for students. This includes making staffing data publicly available and regularly reviewed by the board to ensure we’re making equitable, student-centered decisions.

I stand firmly against Amendment 2. Every student deserves the right to a free and equitable education. Public funds should be dedicated to improving our public schools, where most students are educated.Our focus should be on using these resources to enhance academic achievement, increase family engagement, improve technology, strengthen community partnerships, and ensure the health and safety of all students. Public education dollars should be invested in enhancing our public school system. Strong public schools build strong communities.