Candidate Q&A: Lee County Board of Education

There are eight candidates for four seats on the Lee County Board of Education in the 2024 election. The top four candidates will win seats on the board, and the election will decide partisan control of the board. Republicans currently hold the majority with four members.

These questions, asked of the candidates in August and September 2024, are printed without edits and as the candidates submitted them. Early voting – at the Hales Center at 147 McIver St. and the McSwain Extension Center at 2420 Tramway Road – begins Thursday and runs through November 2. Election Day is November 5.

1. Introduce yourself, describe your professional background and tell us what you think makes you qualified for a seat on the Board of Education.

Democrat Katie Eddings: My name is C.R. “Katie” Eddings, I am a retired Lee County Schools Teacher and a parent to two Lee County Schools students. It was my honor to serve my country in the United States Air Force and I am a product of a public school education. I have seen firsthand what a staffing shortage does to a school, teacher morale and student achievement. It will be my goal to be an advocate for Lee County Schools, school personnel, students and the significant adults in the lives of our students. It will be a priority to create a working relationship with the Board of County Commissioners that is based on mutual respect and the desire to enhance the lives of the people in Lee County. I bring a perspective to the school board as someone who has worked almost every job in a school, cafeteria worker, custodian, bus driver, coach, teacher and school administrator. It is this experience that makes me uniquely qualified for the Lee County Board of Education.

Republican Megan Garner: My name is Megan Garner, I am a passionate Safety and Engineering professional with over 15 years of experience. I graduated from 2 top Engineering schools and obtained both an undergraduate and graduate degree in Engineering. I believe I bring a unique perspective on organizational safety and implementation strategies. I have worked on many company lead teams and understand what it takes to make meaningful change and influence culture to improve outcomes.

I have 3 children who will be educated in Lee County schools. I want to be a part of the School board to improve teacher retention, school performance (STEM), disciplinary and safety initiatives.

Republican Carla Hooker: I am Carla Hooker, candidate for Lee County Board of Education in this election. I am known as a kids dance specialist because I have over 30 years experience in empowering children to gain confidence and resilience through the transformative art of dance. I have done this by using dance, showing love, and teaching children to respect and have empathy for others. As a result of my work and impact on children, I was awarded an honorary doctorate in Humanitarianism.  

I’ve had many roles in my life, including violence prevention expert and youth advocacy specialist. In collaboration with prestigious organizations like the FBI and local police, I’ve worked extremely hard and been passionate about  educating our youth on important issues that deter negativity such as violence, drug, crime, truancy, and teen pregnancy prevention,

In addition to working with children, I’m a published author and have studied with some of the leading coaches in business, mindset, marketing and pitch industry such as Jim Lutes, a global mindset and marketing expert, as well as Forbes Riley, queen of pitch and infomercials are among my mentors. They also include Les Brown and Jim Britt, Tony Robbins’ first coach. These experiences and ongoing coaching with these experts have greatly strengthened my resolve and enriched my own perspectives. I am one who truly strongly believes in the importance of education, lifelong learning, and personal development.

Over the past three decades, my community involvement with children and families and my commitment to empower young people has been further demonstrated by my involvement in five different school districts where I served as both a paid employee as well as in  volunteer positions. I have worked as a special populations advocate, teaching assistant, one on one special education assistant, restorative justice expert, substitute teacher, long term substitute, and marching unit and cheerleading coaches. If elected I will definitely carry with me the invaluable lessons I learned from the many children I had the privilege and honor to guide as I begin my electoral journey on the school board. I am also eager to continue advocating our youth’s bright futures.

(*)Democrat Patrick Kelly: As a lifelong resident of Lee County and a proud graduate of Lee County High School, I have always felt a deep connection to our community. After earning my degrees in Political Science and Public Administration from Western Carolina University, I returned to Sanford, where I’ve served our community through roles with Lee County Schools, the Lee County Sheriff’s Office, and my small business and farm.

For over a decade, I worked at Central Carolina Community College as the Assistant Director of Student Outreach and a Political Science instructor, where my commitment to education deepened. This dedication is rooted in the values instilled by my parents, Brooks and Pat Kelly, who both worked as staff members for Lee County Schools.

Having already served two years on the Lee County School Board, I am running for reelection to continue ensuring that every student in our county receives the education they deserve. This include my own children who attend Lee County Schools and the others who will in the future. 

As a member of the Board of Education, I am dedicated to reimagining how we engage with our students, emphasizing that school is about learning, growth, and preparation for life’s challenges. Our children are our future, and it is our responsibility to prioritize their education.

I humbly ask for your support in this election as we work together to build a brighter future for Lee County. 

(*)Democrat Jamey Laudate: My name is Jamey Laudate. I currently serve on the Lee County Board of Education and would be honored to serve this county again for a second term. I’m a proud product of Lee County Schools (Class of 1994), received a Computer Science degree from NC State University and I manage a software development group for SAS Institute. I have been married to Kelli for 23 years and we have 3 children — 1 attending West Lee, 1 attending LCHS, and 1 LCHS graduate in college.  My passion for public education and my corporate, technical experience make me uniquely qualified to serve on the Board of Education.

Republican Cindy Ortiz: My name is Cindy Ortiz, and I have proudly called Sanford home for over 31 years. My early career began in the Lee County Schools system as an Instructional Assistant at Greenwood Elementary, where I developed a deep appreciation for the importance of education in our community. This early experience in education, combined with my extensive career as a seasoned Realtor, has given me a unique perspective and a strong commitment to our local schools.

As a Realtor, I have developed strong negotiation, problem-solving, and communication skills—crucial for addressing the diverse needs of our schools. My passion for education and ability to collaborate effectively with various stakeholders make me a strong advocate for ensuring every student in Lee County receives the quality education they deserve. Schools are a top concern for potential homeowners, whether they have school-aged children or are planning for the future.

Democrat Shonda Ray: My name is Shonda Williams Ray and I am a native of Sanford and proud graduate of Lee County Senior High School in 1990. As a Nurse Manager at a regional medical center, I have the privilege of leading a team of 130 skilled staff members. Throughout the past 25 years working as a Registered Nurse, I have dedicated my efforts serving others to promote their well being at their most vulnerable times. Now, with great passion I am shifting my focus to the well being of our public school system. My children are products of the Lee County public school system and I currently have grandchildren enrolled in Lee County public schools. I possess the leadership skills and the ability to collaborate effectively with others. Most importantly, I care and am deeply invested in enabling every child, regardless of zip code or socioeconomic status, to reach their full potential. 

(*)Republican Sherry Lynn Womack: I am a native North Carolinian and a retired Army Lieutenant Colonel with 33 years of active duty experience, including combat tours in Afghanistan and Iraq. During my military career, I served as a senior trainer and educator in the medical profession at all levels battalion through FORSCOM level. I developed a strong appreciation for the need to adequately prepare our children — including our future servicemembers — with a sound basic education for service to their communities and nation.

I have successfully served two terms on the Lee County School Board and am seeking one more term to finish important work I have begun for our community. I am thoroughly familiar with our complex school system and its many stakeholders.

I bring important skills and experience back to the board so we can sustain recent improvements in achievement and growth.

As Board Chairman, I was the chief proponent for replacing our Superintendent, for performing our first ever performance audit, and for conducting internal investigations of recent alleged abuse in our school system. I orchestrated the plan to put our schools back on an annual calendar conducive to improving student EOG and EOC scores. All four initiatives have proven to be important in turning around our school system’s performance.

2.  The Board of Education and the Board of Commissioners have been at odds, specifically over funding, in each of the past two years. What would you do as a school board member to help improve this relationship and ensure both bodies are able to address their priorities?

Eddings: There must be a collegial relationship between these two groups of elected officials. This means having conversations about our schools and community which must be a priority for the Board of Commissioners and the Board of Education. Much like families we will disagree, and just like families we need to come together and put our community first. An important part of that community is the families who entrust their children to Lee County Schools. The Board of Education and the Board of Commissioners must work toward the same goal, which is providing outstanding opportunities for Lee County residents. Each group must also understand the priorities of the other and how we can support one another as we strive to meet the needs of our community.

Garner: I have watched the Lee County Board of Education struggle to communicate its needs to the Board of Commissioners for years. Some of the blame is shared.

The attitude of some commissioners is that school funding is a state-level responsibility. Others understand we have a local funding responsibility but they do not wish to increase taxes on property owners to pay for our school needs. In past years, the Board of Education refused to share important financial and performance information that the commissioners wanted to justify expenditures. The lack of open communications resulted in lower funding for public schools. I believe we can improve the exchange of information between the BOE and the BOC by asking both boards to formally meet every 3-6 months.

I believe each board should have a designated liaison who attends the other board’s meetings and reports back to their respective boards on all matters affecting them. I also think both boards should be more transparent about their spending and budgeting plans. For example, I think the BOE should provide its draft annual budget in purpose and function format so the County Manager and commissioners can more easily determine precisely where school spending is planned.

I think the commissioners would be well advised to read the Board of Education’s audit results and see what competent professionals recommend on school funding. As a new Board of Education member, I will be careful to justify each and every expense by explaining how it contributes directly to school performance and helps to generate a sound basic education as required by our constitution.

Hooker: My primary goal as a school board member will be to cultivate a harmonious, peaceful, productive relationship between the Board of Education and the Board of Commissioners. This will help us work as a team for the betterment of our youth, teachers and staff to resolve the funding disputes that have unfortunately lasted for the past two years. I will suggest a strategic planning approach and attempt to advocate for regular collaborative meetings and an annual retreat to help open and establish clear lines of communication. I believe these joint gatherings will provide a forum for both boards to share their budgetary priorities in advance, which will also facilitate constructive dialogues about budgetary constraints and needs. This proactive measure allows both boards to understand each other’s concerns, goals, and challenges. I also would also like to suggest the creation of a joint committee that includes members of both boards in order to promote cohesive decision-making, and to efficiently resolve any impending issues. By adopting these initiatives, I’m confident that we can pave a way for a more productive and cooperative partnership between two esteemed organizations for the betterment of our public school district and our county that we have been elected to do by the voters.

Kelly: To improve the relationship between the Board of Education and the Board of Commissioners, particularly regarding funding disputes, I would focus on fostering collaboration, communication, and shared priorities.

1. Regular Joint Meetings: I would initiate regular joint meetings between the two boards to promote open dialogue and understanding. By discussing each board’s priorities and challenges, we can work towards solutions that benefit the entire community.

2. Enhanced Communication: While we have a high level of transparency, improving communication is key. I would work to ensure that our budgetary needs and educational goals are clearly conveyed, helping the Board of Commissioners understand the direct impact on students. This enhanced communication can build stronger relationships and reduce misunderstandings.

3. Common Goals: While our priorities may differ, there are areas where we can find common ground, such as the link between strong schools and economic development. I would work to identify these areas and build partnerships that align both boards’ objectives.

4. Community Engagement: I would encourage greater community involvement in these discussions, ensuring that the voices of parents, teachers, and residents are heard. Demonstrating the community’s support for education can strengthen our case for adequate funding.

5. Long-Term Planning: I would advocate for a long-term strategic plan that aligns the goals of both boards, focusing on measurable objectives for student achievement and community development.

By emphasizing collaboration and shared goals, we can improve the relationship between the Board of Education and the Board of Commissioners, ensuring both bodies effectively address their priorities.

Laudate: Communication is the key. That’s why I worked with Alan Rummel last year to create an ad-hoc budget committee that met with county commissioners throughout the year to strengthen our communication between boards. We (the board of education) also made a full, 40 page presentation to county commissioners two months earlier than previous years. The presentation was full of data collected from the salary study, staffing study, and performance audit authorized by the board the previous year. I think our communication between the boards is as strong as it’s ever been but there is always room for improvement. I think we (the board of education) also need to help the board of commissioners, and the community, to understand that public school funding is an investment in the future of Lee County. The board of education and Lee County Schools use those dollars to strengthen programs that help create an educated workforce that will power this county for years to come.

Ortiz: To address the ongoing tension between the Board of Education and the Board of Commissioners, I would prioritize fostering open, transparent communication and collaboration. This includes initiating regular joint meetings to discuss shared goals and concerns in a setting that promotes constructive dialogue.

I would advocate for a collaborative budgeting process, allowing both boards to work together from the outset to understand each other’s needs and constraints. By building mutual respect and focusing on shared objectives, we can create solutions that best serve our students and community.

While I am unsure whether these approaches have been fully tried and tested, they would be my recommendation. Additionally, I would emphasize the importance of establishing a long-term strategic plan that aligns the priorities of both boards, ensuring sustainable and equitable outcomes for our schools. These efforts aim to strengthen the relationship between the Board of Education and the Board of Commissioners, ultimately benefiting the entire Lee County community.

Ray: In our roles as public servants, we must prioritize the community and its citizens in all decision – making processes. Challenges emerge when we have competing priorities. During these times, both boards should seek feedback from the constituents and take into account the viewpoints of the other board. As a Board of Education member, I would be dedicated to compromising where possible but never at the expense of my own integrity or that of the students, teachers, staff, and community that I would represent.

Womack: I have continually advocated for quarterly meetings between the Lee County School Board and the Lee County Board of Commissioners. I believe these meetings to be pivotally important for communicating the merits for funding public schools and the justification for requested expenditures. In my third term, I hope to compel these quarterly meetings in a structured manner to build a business case for funding important school initiatives and capital expenses that will truly improve the quality of our public education and sustain the recent recovery of school performance after 20 years of decline. I have a strong working relationship with several of the county commissioners and several of the candidates for commissioner this election cycle.

I believe I can leverage those relationships to better inform their board and to improve our funding profile.

3. Test scores and student achievement have started to slowly come back up following a collapse during the COVID pandemic. What do believe the role of an individual board member as well as the board as a whole to be when it comes to seeing student achievement trend upward?

Eddings: First let’s be very clear: student achievement did not collapse because of COVID. Yes there was some learning loss and many students have made up that loss and are excelling. Those students who struggled before, after COVID, are still struggling. Student achievement and test scores are on the rise when we have adequate staffing in every school. My role is to ensure teachers looking for jobs come to Lee County Schools and that means sharing the wonderful things that are happening in our schools and that it’s a place every teacher would want to work. As a board we need to keep teachers in Lee County Schools and provide them with resources that support student success.

Garner: My research reveals that Lee County schools has consistently declining performance scores from 2004 until 2021. In some years, nearly half our schools failed to achieve growth standards and we suffered with multiple “low performing schools.” At the end of the COVID period, new leadership on our Board of Education replaced the Superintendent with a more dynamic personality, completed a performance audit to discover potential improvements, and altered the school calendar to better support testing.

As a result, test scores have improved for the first time in two decades. It appears our schools are recovering from COVID learning loss faster than our peer counties.

No doubt, all our schools are benefiting from these changes of leadership and new instructional measures. As a newly elected board of education member, I will apply my managerial skills to the committees I am appointed to, with an eye towards objective assessment and measurable results. I expect that parents and taxpayers will hold me and the entire board accountable for school performance, as they should.

Hooker: In the wake of the Covid epidemic, students’ academic performance was greatly affected. Now there is a ray of hope that test scores are beginning to improve due to the hard work of our teachers, parents, students and administrators. This is very exciting and encouraging. As a future member of the board, and one who has experienced Covid-19 on multiple occasions, I totally understand the impact that this crisis has had. My commitment to foster the resurgence in student achievement is based on genuine empathy and an unwavering dedication to seeing our children and this community thrive that I live and serve in.

Individual board members can continue to play a crucial role in accelerating this upward trajectory by advocating policies and initiatives which prioritize academic recovery and progression. Board members can continue to influence the direction of academic excellence by actively participating in discussions and decision-making. Each member must continue to use their individual skills and experience to make a meaningful contribution towards developing strategies that benefit both students, teachers, staff, and our superintendent. Collaboration, innovation and the relentless pursuit of improving education and academic achievement are cornerstones on which board members can continue driving student achievement to new heights.

Board members should all continue to embrace the responsibility that has been placed upon us and must be unwavering in their commitment to academic success. These individuals can empower students and inspire positive change by fostering a culture that continues to encourage support, encouragement,  and continuous improvement. In these difficult times that are often trying, board members’ role in driving student success is not only crucial, but truly transformative. It paves the way on this academic journey and leadership role for an exciting future full of promise and possibilities.

Kelly: As we see test scores and student achievement gradually improving post-pandemic, it is essential for both individual board members and the board as a whole to play proactive roles in supporting and sustaining this positive trend.

Individual Board Member Role:

Advocate for Resources: An individual board member should advocate for necessary resources, including professional development for teachers, updated instructional materials, and support services. Ensuring that educators have what they need is crucial for continuing to improve student outcomes.

Engage with Stakeholders: Board members should actively engage with students, parents, and teachers to gather feedback and understand their needs and challenges. This engagement helps in making informed decisions that directly impact student achievement.

Support Data-Driven Decisions: Utilizing data to identify areas of improvement and success is vital. Board members should support and promote the use of data analytics to tailor interventions and strategies that address specific needs and drive progress.

Board as a Whole:

Set Clear Goals: The board should set clear, measurable goals for student achievement and regularly review progress towards these goals. This includes developing and supporting strategic plans that are focused on academic improvement and equity.

Foster Collaboration: The board should foster collaboration among schools, districts, and community organizations to share best practices and resources. Partnerships can amplify efforts to improve student outcomes and address gaps.

Ensure Accountability: It is important for the board to ensure that there is accountability in the implementation of educational programs and initiatives. Regular assessments and evaluations help in maintaining focus on achieving desired outcomes. By focusing on these roles, both individual board members and the board collectively can contribute to a sustained upward trend in student achievement.

Laudate: Student achievement should be at the forefront of every decision the board makes. I think there are several areas the board can prioritize to maximize achievement. (1) We can establish programs to recruit and retain the best teachers, and make sure we have a certified teacher in every classroom. An example of this is the teacher referral program we created last year. But we can do more. (2) We need to give teachers the resources they need to teach. This includes textbook funding and other classroom supplies needed to make for easier instruction. (3) We need to provide professional development opportunities and training for teachers to grow in their positions. For example, our Beginning Teacher program is a strength of our district. We need to expand on these programs and others like it. (4) We need to clear the red tape teachers and administrators deal with on a regular basis, that distracts from instructional time. (5) We need to value our classified staff (teacher assistants, custodians, bus drivers, cafeteria staff, etc.). All of these employees are invaluable to efficient operation of a school. Last but not least, (6) we need to promote and encourage wellness programs for our students like (a) the free student breakfast and lunch program we implemented this year district-wide. I’m very proud of that program. (b) Extracurricular activities for our students are proven to improve student outcomes. And (c) we need to establish mental health programs to help our kids navigate the challenges of today’s world.

Lastly, I think the board — and the public — need to understand that there are a number of equally important programs that are not reflected in student achievement scores, such as CTE programs and trade programs, CCP classes, and soft skill programs to name a few. The board can’t sacrifice these programs while chasing performance scores.

Ortiz: The role of a board member is vital in helping our students succeed. While I’ve never been able to make these decisions or be part of the decision-making process, I’m eager to step in and help. I would focus on setting clear, achievable academic progress goals and ensuring the district meets those goals. This means backing strategies that work, making smart use of our resources, and keeping a close eye on the results.

As a board member, pushing for high standards and fair opportunities for everyone is essential. I’d listen to our educators, parents, and students to make decisions that truly address their needs.

The board should create policies that build a positive learning environment, support our teachers, and ensure every student has what they need to thrive. By focusing on continuous improvement and being responsive to our community, we can help keep our schools moving in the right direction.

Ray: I witnessed firsthand the devastating impact of the Covid pandemic in our Intensive Care Units and then the challenges it posed for my staff members as they adapted to remote learning with teachers leading the way. Teachers, students , and parents worked together in innovative ways to achieve the best outcomes during these challenging times.  The Board of Education in its entirety must prioritize teachers, students, and support staff have all the tools and resources they need to be successful. We must keep student’s achievements a priority and ensuring they have access to wellness and mental health resources also. We must invest in and explore creative ways to recruit and retain the best teachers and support staff. 

Womack: As a School Board member and former Board Chairman, I am professionally accountable for the successes and failures of our school system. I accept that responsibility and I strive to find ways our school system can continue improving while staying mindful of the already overburdened taxpayers in Lee County.

As a recent appointee to the Legislative Advisory Committee for the State School Board Association, I plan to work with key legislators to improve the funding model for public schools, to optimize the school calendar for all state public school systems, to ensure fair and balanced school choice for all families, and to ensure parental rights are fully protected.

I am confident the initiatives I have begun in Lee County Schools and my future work on the state committee will continue to benefit our county and reflect strong growth in the performance of our schools.

4. Student enrollment is up significantly since the start of the current school year, and with more growth expected, that trend is likely to continue, even with an abundance of private and charter schools in the area. What process do you believe the school board should use in deciding when and where to locate new schools if necessary?

Eddings: Schools are not built for the moment, they exist for decades and therefore the process of when and where needs to be a strategic plan. A plan that looks at community needs and growth over the next 5 to 10 years. We should be looking at available real estate (land, buildings and community infrastructure) that has room for expansion when the need arises. Available funding will be a crucial part of the long term plan for school expansion in Lee County. That is why building collegial relationships between the Board of County Commissioners and the Lee County School Board is vital for the success of Lee County residents. Lee County Schools is currently developing a strategic plan and this is a great time to work collaboratively with community partners to address the need for expansion.

Garner: Lee County is blessed to have abundant educational opportunities from diverse institutions. Parents have a wonderful blend of private, Christian, charter, home, and public school institutions to choose from in educating their children.

Enrollments in public schools are on the rise because of two factors- the faltering economy and the growth of the county. Because of high inflation and rising private school costs, traditional public education is becoming more attractive to many middle class families. Recent economic expansion in the Lee County area has stimulated the construction of homes here, with thousands of units under development.

We expect our public school population to continue to rise incrementally over the next few years. We must program now to build at least one new elementary school and to complete expansion at Southern Lee High School. We need to work closely with the private and charter school planners to anticipate shortages of educational facilities by grade level. We also need to work closely with County planners and private developers to determine where population growth necessitates redistricting of our school population or the construction of new school facilities. These plans should be included in the county commissioners’ strategic plan and should be updated annually in the county’s Capital Improvement Plan.

Hooker: The trend of increasing student enrollment has been evident since the beginning of the current school year. It is expected to continue in Lee County and seems to continue despite the existence of our many charter and private schools nearby. Therefore, It is important that the school board adopts a calculated and judicious approach to establishing new schools in light of the promising trajectory in our county and parents from other counties transporting their children here to our great county and being proud to invest in their children and pay out of tuition to enroll in our phenomenal,, exceptional schools.

These rapidly growing enrollment numbers are a testament to our educators’ dedication. It is also a display of the confidence our community has in our public schools and our school district and board. In order to maintain a positive future, we must make decisions about the creation of new schools with the greatest care and consideration.

This process begins with a comprehensive assessment of needs, as the current school board has previously done for the benefit of the school district to prevent any wasteful spending, which is crucial to the budgetary constraints. This crucial step requires the collection and analysis of meticulous data on both the current and anticipated student growth. The Lee County school board will gain valuable insights by carefully analyzing these findings. This will allow them to make informed decisions about the best locations and timings of new educational facilities that will be needed in the near future.

By doing these necessary procedures, responsible spending processes and combining strategic planning with data-driven decisions, the school board continue to be able to ensure that educational needs are met and that growth is maintained in a way that aligns itself and is congruent with the overall goals of providing a quality education for all students in Lee County.

Kelly: To effectively manage the significant increase in student enrollment and potential growth, the school board should adopt a strategic approach for locating new schools:

1. Data Analysis: Begin by analyzing current enrollment trends, demographic data, and projected growth. This involves assessing areas with the highest growth rates and identifying overcrowding issues in existing schools. We benefit from a strong relationship with our city and county partners, who assist us in gathering and interpreting this data.

2. Community Needs Assessment: Conduct a thorough needs assessment by engaging with parents, teachers, and local stakeholders. Understanding their concerns and preferences is crucial for ensuring that new schools meet the community’s needs. For example, I support the establishment of a school dedicated to Career and Technical Education to better prepare our future workforce.

3. Site Evaluation: Evaluate potential sites for new schools based on factors such as accessibility, safety, land availability, and proximity to existing schools. Consider the impact on transportation and infrastructure to minimize logistical challenges such as increased traffic.

4. Financial Planning: Develop a detailed financial plan covering construction, maintenance, and staffing costs. Secure funding through local, state, and federal sources, and ensure long-term financial sustainability.

This process will help the school board make informed decisions on new school locations to effectively address current and future enrollment needs.

Laudate: I have had the honor of serving as chairman of the Facilities and Technology Committee, so we’ve talked quite a bit about school expansion and covering additional enrollment. I think the board has a fiscal responsibility to taxpayers to maximize the space we have first, and I think we have more available capacity at our existing campuses than most people think. My decisions are very data-driven, so I speak with city and county planning regularly and monitor the Technical Review Committee for upcoming housing projects. The data says we will need to build an elementary school in about 3 years and the county has graciously allocated funds to purchase our next site this year. Again, we’ll need to work with commissioners and city and county planning staff while balancing fiscal responsibility with a site location that supports the growth areas of the county.

Ortiz: Again, I would like to stress that I have not had the opportunity to participate in any of these decision-making processes, so I am merely bringing my thoughts and ideas to the table.

So, I would say when it comes to deciding where new schools should go, the board needs to take a practical and community-focused approach. We should look closely at enrollment trends, demographics, and how our area is growing. Bringing in local planners, demographers, and other stakeholders will help us determine where new schools are needed.

We should prioritize locations that solve current overcrowding issues and plan for future growth, keeping things like accessibility, transportation, and the impact on existing schools in mind. Getting input from the community is crucial, so holding public forums to ensure new schools  meet local needs and expectations is necessary.

Collaborating with local government and exploring grant programs or other public funding opportunities will be key to securing the financial resources needed for these projects. By thinking ahead and working together, the board can make informed decisions that will support our community’s educational needs as it grows.

Ray: First of all, it’s gratifying to see an uptick in enrollment in our public schools. As our community continues on this growth curve, we understand there will be a need for additional schools. This will take a team approach from various entities to ensure we maximize every dollar invested. We must be forward thinking when these projects arise to ensure the functionality of future needs. Lastly, we must encourage collaboration from all stakeholders – local community, parents, teachers, and students. When collaboration of this nature occurs, it creates a more engaged community for our public schools.

Womack: Average Daily Membership (ADM) is beginning to rise in Lee County schools after many years of decline. This rise is attributable, in part, to the high cost of private education, but also to the improvements we are making to the public school system.

Our reputation is starting to turn around after languishing for 20 years. We need to begin planning and programming now for the increasing ADM we will need to educate in coming years. By working with the County Planning Department, we already know where the projected growth is to occur.

We should be earmarking 8-10 acre tracts in those high growth areas for potential future school sites. We should be doing that in coordination with the major developers. We should be projecting the occupancy dates for those schools in the County Capital Improvement Plans each year.

All of this needs to be done in coordination with the administrators for the many private and charter schools in the surrounding area to prevent over-building public schools as has been a problem in other counties around the state. As with everything else, we must not burden our taxpayers more than is essential.

5. Last month we asked you about the rebound in test scores following the COVID pandemic’s end, and what role a member of the school board plays in seeing those scores increase. Are you happy with where the scores are, or do you see there still being room for improvement? 

Eddings: There is always room for improvement in the area of academic growth for all students. I believe that as a board member my focus must be on getting qualified teachers in the classroom, which is key to academic improvement for the students in Lee County Schools.

Garner: No response

Hooker: School leaders play a pivotal role in shaping student success. The COVID-19 pandemic impacted our academic performance, particularly by declining test scores. That reality prompted board members to reassess the school system’s educational strategies, programs and policies. School board members were key in those efforts. The current Superintendent and his Republican-led board have advocated for and produced innovative solutions that have improved academic performance and they have implemented policies to ensure every student feels valued and supported.

While we celebrate the progress that’s already been made, we also recognize much work remains to be accomplished to get our schools back to the state median in achievement and growth. Much of the COVID-related learning gap has been eliminated, but we still have too many students not on grade level for reading and math. We must continue seeking growth, creativity, and the exploration of new possibilities to help all students thrive. As a new member to this elected board, I expect to see continued improvement in our School System Report Cards and I will carefully evaluate all our programs to ensure we are providing the very best environment for our students to excel.

*Kelly: While it’s encouraging to see a rebound in test scores following the disruptions caused by the COVID pandemic, it’s essential to recognize that these scores are just one measure of student success. A child’s potential, creativity, and ability to thrive cannot be encapsulated by a single test result. Schools should be seen as vibrant learning environments that foster growth in various dimensions—social, emotional, and academic.

In Lee County, we excel because we offer diverse opportunities for our students, from specialized academies to apprenticeships. These programs allow students to explore their interests and talents, providing practical, hands-on experiences that enhance their learning. As a member of the school board, I advocate for this holistic approach to education, which values diverse learning styles and recognizes that every student has unique strengths.

Test scores can provide useful insights, but they shouldn’t define a child’s capabilities or a school’s effectiveness. Instead, we should focus on creating inclusive programs that support students who may struggle academically, offering additional resources and individualized attention where needed.

By involving parents and the community in discussions about educational goals, we can ensure our strategies align with the needs of our students. Ultimately, while we strive for academic excellence, true educational success encompasses more than just numbers. It’s about nurturing well-rounded individuals prepared to contribute positively to society. In Lee County, our commitment to providing varied pathways for success helps all students thrive, both in and out of the classroom.

*Laudate: Let me say first that there is always room for improvement. Always. The biggest thing that will improve school scores is full employment. We have about 20 open teaching positions at the moment. My daughter’s 8th grade science class is being taught by a rotation of substitute teachers, and she’ll take a standardized test at the end of the year that will be part of West Lee’s school score. Further, there are about 60 classified position openings (bus drivers, teaching assistants, custodians, food service, etc.). 

These responsibilities are filled by teachers and staff until those positions are filled. I talked to an assistant principal that drives a bus in the morning (because the school is short bus drivers), fills a classroom in the morning (because the school is short teachers), serves lunch at lunchtime (because the school is short food service workers), does her assistant principal duties in the afternoon, drives an afternoon bus route, then stays late to do more paperwork before she finally goes home for the day. And there are hundreds of staff members just like this across our district, who are going above and beyond to fill needs each and every day. It sounds overly simple, but filling classrooms with certified teachers and allowing them as much instructional time (and planning/grading time) as possible is a formula for success.

Ortiz: The rebound in test scores since the COVID-19 pandemic has been a positive sign, and I’m grateful for the dedication of our educators, students, and families who’ve worked hard to make this happen. While I’m happy with the progress, I believe there will always be room for improvement. We need to continue pushing to ensure that every student has the opportunity to succeed.

A vital part is hiring and retaining great teachers and support staff. Our educators are on the front lines, and having the right people in place is essential to student success. As a school board member, I’d advocate for recruiting top-notch talent and providing them with the support and resources they need to flourish. Creating an environment where teachers feel valued and can focus on helping students reach their full potential is also essential. Improving test scores isn’t just about numbers; it’s about building a system that works for every child.

Ray: Upon the release of the latest school achievement report, there were notable achievements to acknowledge among schools that met or surpassed their benchmarks, while concerns arose regarding schools that fell short of their objectives. I think there’s always space to improve in everything we do! My ultimate satisfaction would stem from witnessing all our schools consistently meeting and surpassing established benchmarks. By examining schools that have met or exceeded their objectives, we can gain valuable insights from their experiences and identify additional innovative strategies to empower all children to achieve excellence.

*Womack: Our Republican-led board certainly was responsible for replacing our previous Superintendent with a more focused administrator, Dr. Dossenbach, who has reformed our approach to achievement and growth at all grade levels. The performance audit along with establishing defined goals and expectations have provided more accountability and transparency . The most recent annual jump in performance is just the start. We are committed to restoring our public school performance to the levels of the early 2000’s when we last measured in the top half of school districts across the state. All the credit for our recent turnaround goes to our Superintendent, his key staff, our excellent school  administrators and our wonderful teachers. I am happy with the direction we are going but will not be satisfied until we have no low performing schools. We will be the best in the state.

6. Dr. Chris Dossenbach has been superintendent of schools for nearly a year now. How would you rate his performance so far? Is there anything you would like to see be done differently?

Edddings: In June 2024, I retired from Lee County Schools and so I was able to see first hand Dr. Dossenbach at work. He has been in our schools, talking to our students and staff, that visibility has meant alot to those of us working in Lee County Schools. One thing I would like to see done differently is having school improvement teams included in the search for principals and other administrative positions within their schools.

Garner: No response

Hooker: I believe Dr. Dossenbach is doing an outstanding job, and he appears to be earning his pay. As a new board member, I hope to work closely with him to ensure we are getting the very best outcomes possible from our public schools. Over the past year, our superintendent has enjoyed very notable achievements. Under Dr. Dossenbach’s guidance, the district has successfully navigated leadership transitions, personnel changes, and complex issues, all with a focus on promoting success and improving our test scores and policies. Naturally, the county’s leadership structure has evolved so our Superintendent can implement the changes necessary to meet state standards.

Significant strides have been made under new board leadership in Dr. DOssenbach’s first full year including the board’s proactive response to the Parents Bill of Rights, where they addressed critical issues before state legislation passed. An internal investigation exposed a long-standing issue resulting in new policies on mandatory anti-grooming training and Title IX compliance. Additionally, a performance audit led to organizational restructuring, financial savings, and a more focused strategic direction. Other key accomplishments include starting school two weeks early after community consultations, improving transparency in budget presentations, and strengthening relationships with local government leaders.

Looking ahead, the board is committed to promoting academic growth through measurable goals, holding regular retreats to align objectives with the new superintendent, and maintaining a focus on discipline, mentorship, and mental health support. These efforts will help ensure the board remains dedicated to the success of Lee County students and the broader community. The district is well-positioned to help Dr. Dossenbach build on our recent achievements.

*Kelly: Dr. Chris Dossenbach’s performance as superintendent over the past year has been commendable in many areas. His efforts to engage with the community and prioritize student well-being are particularly noteworthy. Initiatives aimed at improving mental health support and enhancing communication between schools and families reflect a strong commitment to holistic education.

Moreover, Dr. Dossenbach has effectively restructured our administration, creating significant savings that can be redirected toward student resources. His data-driven approach has also led to streamlined curriculum decisions, resulting in several million dollars in savings. These financial improvements demonstrate a keen understanding of how to optimize resources for the benefit of students and educators alike.

However, there’s always room for improvement. I’d like to see more focus on finding ways to enhance teacher retention and recruitment, which are crucial for maintaining a stable and effective learning environment. Strategies such as competitive compensation, professional development opportunities, and continuing mentorship programs can significantly impact attracting and retaining talented educators.

Overall, while Dr. Dossenbach has made important strides in his first year, continuing to address these areas could further strengthen our school system. Open forums for feedback from educators, parents, and students could also help identify additional opportunities for growth. I’m optimistic about the direction in which he’s leading us and look forward to seeing further developments in the coming year.

*Laudate: In my opinion, Dr. Dossenbach is off to a great start. He’s had to make some tough decisions, and he’s had to pivot quickly in a few situations. Of course the reorganization has been a large focus in his first year. But one of the more underrated programs he implemented is the aspiring leaders program, which has already produced 3 new homegrown principals in our district. This is critical for 2 reasons: (1) it proves that we’re able to grow our own leadership, and (2) it shows teachers and staff that we are very serious about providing a career path and career advancement in Lee County Schools. The focus now changes from establishing leadership, to supporting leadership and helping them reach their goals. The board of education plays a role in this leadership support as well, it’s not just Dr. Dossenbach and his central office leadership team. As I have said before, I think our middle schools need to be a point of emphasis for the next board. I am extremely excited about the 3 new middle school principals that started this year. Providing them support and resources will lead to quicker improvement.  

Ortiz: Dr. Dossenbach has done a great job in his first year as superintendent. His 18 years of experience as a teacher, principal, and more before stepping into this role gives him a valuable perspective on what our educators and students need to thrive.

While his leadership has been solid, I believe there are areas where we can grow even more. I’d like to see more transparency in decision-making and stronger communication between the district and families. Engaging teachers, support staff, and parents more actively in shaping the direction of our schools is essential for long-term success.

I’m also hopeful that Dr. Dossenbach will continue focusing on addressing staffing challenges, ensuring that we’re hiring and retaining the best people to support our students. Overall, I’m confident in his commitment to our community, and I look forward to (hopefully) working together to continue building a stronger future for our schools.

Ray: Upon Dr. Dossenbach’s formal appointment as School Superintendent, the community responded positively. His prior leadership experience at Southern Lee High School and tenure as Interim School Superintendent had established him as a respected leader. With his roots in Lee county, he brings a distinctive perspective that integrates historical understanding, present-day awareness, and forward-thinking vision for future demands. He has shown grace under fire and remained steadfast at keeping children a priority with a team approach. Having successfully navigated his first year as School Superintendent, he has received commendations from students, staff, parents, and the community at large, reflecting his effectiveness in the position. As I stated in my previous response, there is always space for improvement. I would like to have deeper collaboration between all stakeholders in our public schools.

*Womack: Dr. Dossenbach has implemented much needed changes across Lee County Schools. He has tackled every mandate from our board with transparency and accountability. He welcomed the performance audit and immediately set about implementing programmatic and procedural changes to achieve greater efficiencies in operations and curriculum. No doubt, Lee County Public Schools will achieve even better results in coming years. Dr. Dossenbach has the full support and confidence of the School Board and we expect him to continue striving for excellence.

7. Under Dossenbach’s tenure, a great number of personnel changes have taken place both in the Central Office and in the administrations at individual schools. What are some of the things you’re looking for in terms of whether the county’s new leadership structure is a success?

Eddings: Their ability to be transparent and how they address questions or concerns from the community, teachers, students and the significant adults in the lives of our students. To be strong independent leaders within scope of their responsibility. Willingness to work at schools during open houses, testing, graduations and other times when additional support is needed at our schools.

Garner: No response

Hooker: Sometimes, change is necessary for progress. I believe Dr. Dossenbach acted in the best interest of the school system and its individual schools, particularly regarding Central Office and administrative staffing. He is experienced, competent, and well-qualified. I fully support his decisions so far. In order to continue improving, I would like to see greater accountability from school administrators, improved communications with parents, and further refinement of policies. The recent school performance audit uncovered significant findings that led to reorganization and financial savings. We need these recommendations through to completion. The board also addressed the Parents Bill of Rights proactively, six months before state legislation passed, demonstrating a commitment to student and parental rights. These accomplishments reflect a strong foundation for continued growth, and I believe further improvements will build on the momentum, reflecting positively on all the changes in leadership.

*Kelly: Under Dr. Dossenbach’s tenure, the numerous personnel changes in both the Central Office and individual school administrations are significant. To gauge the success of the county’s new leadership structure, I’m looking for several key indicators:

1.Improved Communication: Effective communication between the Central Office, school administrations, teachers, and parents is crucial. I’ll be assessing whether the new structure facilitates clear, open channels that promote collaboration and transparency.

2. Student Outcomes: Ultimately, the impact on student performance is a primary measure of success. I’ll be monitoring trends in test scores, graduation rates, and overall student engagement to see if the changes lead to improved educational outcomes.

3.Teacher Satisfaction and Retention: A successful leadership structure should foster a positive work environment for educators. Surveys on teacher morale, professional development opportunities, and retention rates will provide insight into whether the new administration supports and values its staff.

4.Resource Allocation: I’ll be looking at how effectively resources are allocated under the new structure. This includes not just financial resources, but also support services and instructional materials that directly impact the classroom experience.

5.Community Engagement: Strong leadership should involve the community in decision-making. I’ll assess how well the new administration engages parents and stakeholders, seeking their input and addressing their concerns.

Overall, these indicators will help determine if the leadership changes are translating into a more effective and supportive educational environment.

*Laudate: First I’ll discuss central office reorg. Fiscally, it has been a success because it has led to almost $300,000 in annual savings. And as a reminder, the performance audit last year showed that Lee County Schools had one of the smallest Central Office outlays when compared to peer school districts. Now, we need to hear from the staff at each of our 17 schools (principals, teachers and staff)… are they able to do their jobs and get the support they need? Do further adjustments need to be made? As for the 10 new principals in Lee County Schools, of course math and English proficiencies, performance grades, and growth grades will be important data to monitor. High school programs (trade programs, NAF academies, CCP, JROTC, etc.) need to remain strong and supported. Extracurricular clubs and teams are important as well. All lead to well-rounded students. But as I said before, there is always room for improvement. Superintendent and staff should be free to make changes they think will advance educational outcomes.

Ortiz: With the personnel changes that have taken place under Dr. Dossenbach’s tenure, I think it’s important to focus on a few key factors to assess whether the new leadership structure is successful. First and foremost, I’m looking for continuity and stability within our schools. Leadership changes can be disruptive, so it’s crucial that these transitions are smooth and that the focus remains on supporting students and teachers.

Secondly, I’d like to see whether these new leaders are fostering a positive culture that encourages collaboration and innovation. Strong leadership isn’t just about decision-making; it’s about inspiring the entire school community to work together toward common goals.

Finally, success will also be measured by results—whether in the form of improved student outcomes, better teacher retention, or an overall improvement in the atmosphere and morale within our schools. I’ll be looking to see how well these new leaders address challenges and if they’re driving meaningful improvements that benefit students and staff.

Ray: Emotional responses often arise from periods of change. Amidst team changes, the team’s focus on making children the top priority must endure, driving every action and decision. The key performance indicator of the new leadership structure’s effectiveness will be student academic achievement. My focus would also extend to feedback from educators and support staff highlighting positive aspects of their work environment.

*Womack: The bottom line for our stakeholders is performance. If the county’s public school leadership is well structured, it will show up in our school report cards. The board closely examines all aspects of our growth and performance as measured by the state, and we work with Dr. Dossenbach to make adjustments to staffing or programs where they are needed. Many of the changes in staff and structure came from the performance audit recommendations. The new leadership has already improved morale and the staff and teachers are motivated to bring change to our schools. You will not find more dedicated and excited principals and assistant principals willing to take on the challenges facing our public schools.

8. Efforts have been made to schedule multiple large ticket capital improvement projects, but in some cases they are repeatedly pushed out for a number of years with the result being that they may never come to pass. How would you address those projects?

Eddings: Immediate needs must be put at the top of the list, Lee Early College NEEDS a building and that is just one project that must happen and can no longer be pushed out. As a board member I want to see the improvements that are being proposed, which means I need to go to the school campus and have conversations with our maintenance personnel.

Garner: No response

Hooker: Transparency in budgeting and open communications with commissioners are key. For the first time ever, last year the Lee County School Board presented its budget to county commissioners as required by law, rather than relying solely on the Superintendent to make the case for the school system’s budget. Monthly meetings between the board chair, county commissioners, and the county manager have strengthened this collaboration. Leadership has actively researched grants to ease the tax burden on our community, ensuring responsible and efficient use of resources. Now, our many high-cost capital needs require a business case that convinces commissioners that our needs merit taxpayer funding. As a new board member, I will work tirelessly to help build that business case so we can fund our stadium improvements at LCHS, the auditorium and additional classroom space we need at SLHS, among other important capital projects. I am confident we will make the necessary adjustments to the county’s Capital Improvement Plan in the coming year to program for our future capital needs.

*Kelly: Addressing delayed capital improvement projects requires a proactive and strategic approach. Here are several steps I would consider:

1. Prioritization and Assessment: I would conduct a thorough assessment of all pending projects to prioritize them based on urgency, impact on students and staff, and available funding.

2. Stakeholder Engagement: Engaging with stakeholders—teachers, parents, and community members—can provide valuable input on which projects are most critical. Their perspectives ensure we address the most pressing needs.

3. Transparent Timelines: Developing clear, realistic timelines for each project helps set expectations. Communicating these timelines to the community fosters transparency and accountability.

4. Collaboration with County Commissioners: Partnering with county commissioners is vital for securing necessary funding and support. By working closely with them, we can align our goals with county priorities and explore shared funding opportunities, ensuring our school improvement projects are included in broader community planning.

5. Funding Strategies: I would explore diverse funding options, including grants, partnerships with local businesses, and potential bond measures. Identifying multiple funding sources can help prevent delays due to financial constraints.

6. Regular Updates: Implementing a system for regular updates on project statuses keeps the community informed and engaged. This also helps identify potential obstacles early, allowing for timely adjustments.

7. Long-Term Planning: Finally, developing a long-term capital improvement plan that outlines future needs and funding strategies can help avoid similar delays in the future. By taking these steps, we can ensure that essential capital improvement projects positively impact our schools.

*Laudate: This is one of the reasons I helped create the budget ad-hoc committee between board of education (BOE) and county commissioners, so that we could have an ongoing dialogue for General budget items and for Capital projects. The BOE needs to continue that dialog and do our best to advocate for a higher priority from the county for educational items. County Commissioners control the purse strings and they have the tough task of itemizing and funding these school capital projects among all of the other county projects (parks, library, community college, etc.). I commend our county commissioners for their work on our capital requests. I think the BOE also needs to continue to be fiscally responsible with our requests.  For example, we fixed the home side of Paul Gay Stadium last year with no additional funding from the county. The first estimate was $1,000,000-$1,500,000, and rather than just accepting that estimate and passing it along to the county commissioners, the Facilities and Technology committee that I chair pushed for a second opinion. We ended up repairing at a cost just under $250,000. We replaced the chillers at Lee County High School which were around $1,000,000 with no additional funding from the county. I’m very proud that Lee County Schools is positioned and structured to absorb these larger ticket items without involving the county. Another improvement Dr. Dossenbach has made is to aggressively pursue other avenues for funding these capital projects, so that it doesn’t fall on the county. Last year we applied for grants for four capital projects and were unfortunately turned down for all four, but we applied for another grant this year for the Southern Lee High School auditorium construction and the Lee County High School auditorium renovation. If there are other grant opportunities that keep costs off taxpayers then we will pursue those as well.

Ortiz: Capital improvement projects ensure our schools provide safe, modern, and effective learning environments. When these projects are delayed repeatedly, it can negatively impact both students and staff. We need a more strategic and transparent approach to planning and executing these projects to address this issue.

First, it’s important to prioritize projects based on urgency and need. Schools with aging infrastructure or overcrowding must take precedence, and we should communicate why specific projects are prioritized. I would also push for a realistic timeline with built-in accountability measures to ensure that projects don’t keep getting pushed out.

Additionally, we need to use existing resources better and work with local leaders to ensure the funding allocated for these projects is used effectively and efficiently. Delays often occur due to budgeting constraints, so we must ensure that capital improvement projects remain a priority in our financial planning.

Lastly, I’d focus on increasing transparency and community involvement. By keeping the public informed about the status of these projects and the reasons behind any delays, we can build greater trust and rally support for moving these improvements forward.

Ray: Maintaining capital improvements in our public schools is crucial. Investing in these upgrades is essentially investing in our children’s long-term success. Partnering with county colleagues in a collaborative mindset, we must emphasize the imperative of tackling these projects with expedition and purpose. While envisioning future growth and needs that come with that growth, we must remain proactive with our investments and balance it with fiscal responsibility.

*Womack: The board has already begun working on increasing communication with the County Commissioner and for the first time in history our board presented the budget request to their board. This task had previously been delegated to the Superintendent. Your question stating “the result being that they may never come to pass” is not factual. The School Board has an obligation to build a business case for all our capital needs.  If we fail to articulate those needs in a convincing fashion, we may suffer harmful delays in completing important expansions and new construction. We plan to expend even greater effort in documenting and coordinating our infrastructure needs in the coming budget year to get a few projects back on track. I am confident we will be successful because I know our Republican-led Board of Commissioners is equally committed to public school excellence in Lee County. The School Board and Superintendent will continue to aggressively research multiple grant opportunities to decrease the tax burden on our county by using state and federal funding and other DPI resources, where available.