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It has never been more important to support public education in Arkansas. Education is foundational to the success of individuals, families, communities, and systems. 

During my 5 years on the school board, we’ve supported teachers and staff with raises, building-level support, and efforts to improve school culture. We finalized a strong strategic plan that sets SMART goals focused on equity, growth, achievement, and career pathways. We’ve made significant progress in areas like staff diversity, representation in AP classes, and strategies that help professionals share valuable insights with their peers. We’ve raised the status of our Career and Technical Education programs by celebrating CTE students with a Signing Day ceremony, and we’ve invested heavily in our facilities to accommodate growth, build social capital amongst students and families, improve access for all, and save money with solar and energy efficiency. 

In the coming years, we will welcome our new superintendent, update the district’s strategic plan, and take a holistic look at our future facility needs. My experience, future-focused vision, and relationships throughout our community will help us maximize each of these opportunities for our community, our kids, and our future.

BIG IDEAS AND A VISION FOR FAYETTEVILLE PUBLIC SCHOOLS

I envision schools as neighborhood hubs that bring families together, build social capital across economic groups, and support kids with wrap-around services. In order to accelerate this strategy, I’d like to see the district embrace the Community Schools model and work closely with the City and the development community to leverage our respective investments in K-12 facilities, infrastructure, housing, and supportive services. 1+1 can equal 3 when institutions not only partner, but strategize together.

I believe now is the time to establish a big vision for the growth of internships, apprenticeships, work-based learning, concurrent credit, and our Career and Technical Education offerings. Everyone agrees that we have a workforce shortage, and that means opportunities for our students. We should invest time and resources in efforts that connect students with the jobs of the future, providing real-world experience in the fields that have the highest demand for talent. This will require a continuation of existing efforts around stakeholder engagement, thinking outside of the box, collaboration, innovation, and problem-solving to reduce logistical barriers. 

Sustainability is not only a passion of mine - it’s an engaging topic and a growing career path for many kids in our district. Sustainability efforts save money and make more efficient use of limited financial resources, and we’ve made significant investments in solar, energy efficiency, bike education, school gardens, and healthy local food. I believe we are poised to take these efforts to the next level by elevating student voices around these issues that are so important to their future. 

 

FILLING IN THE GAPS STRATEGICALLY

In any large organization, it requires intentional effort to break down siloes and work across institutions and departments - both internally and externally. This is no one’s fault - it’s just a fact of life, and Fayetteville is not alone in seeing this as an opportunity for growth. 

After 5 years (2 of which were heavily impacted by COVID), I’ve developed a strategy to deepen coordination between the City and School District. This strategy calls for the identification of shared values and shared goals. I believe that both entities want to make better use of existing infrastructure. We both want to reduce concentration of poverty. We both want mixed-income neighborhoods and more balanced school zones. We both want expanded public transit and active transportation options for kids and families. I would like to see us coordinate at a deeper level to develop shared goals and strategies on community challenges that neither institution can solve by itself. 
 

 

AS A MEMBER OF THE SCHOOL BOARD, IT IS OUR JOB TO

  • hire and evaluate the superintendent

  • set the strategic plan for the district

  • establish school district policy.

 

This position represents the entire Fayetteville Public School district, whose boundaries are different from the City of Fayetteville. The school district reaches further east towards Elkins and includes Goshen. 

 

I BELIEVE THE SCHOOL BOARD AND THE COMMUNITY CAN WORK TOGETHER

Working together looks like a whole-community approach to education in and out of the classroom.

  • Career pathways, trade certifications, Career and Technical Education, concurrent credit, business engagement, internships, and apprenticeships - all the things that create real-world experience, life skills, and career opportunities for our kids. 

  • An entrepreneurial approach to school facilities innovation, including school siting, school design, and co-locating facilities with community partners - strategies that ensure our facilities investments do everything within our power to meet our core mission of educating kids

  • Strategic coordination between City and school district

  • Higher Ed and other regional partnerships

  • Pre-K expansion

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