Not much has changed since May in terms of the Asheville City Board of Education field. Of the nine candidates on the primary ballot, eight advanced to the general election. Voters will now chose four to serve on the first city school board to have elected members.
The district those candidates hope to lead, however, has seen major upheaval. Former Superintendent Gene Freeman, who had announced in April that he would retire at the end of November, instead took a $94,000 “negotiated separation agreement” and left Asheville City Schools in June. Interim Superintendent Jim Causby now leads ACS; the newly elected school board will be tasked with hiring his permanent replacement.
Meanwhile, the district continues to struggle with staff recruitment and retention, with many workers saying wages fail to meet the area’s cost of living. The Asheville City Association of Educators, a professional group that represents school staff, has endorsed Liza English-Kelly, Amy Ray, Rebecca Strimer and Jesse Warren.
Ray and Strimer were also among the top four picks of primary voters, along with Sarah Thornburg and Pepi Acebo. Rounding out the field are William (Bill) Young Jr. and Miri Massachi.
The name of each candidate is linked to their responses in the post below.
- Pepi Acebo
- Liza English-Kelly
- Miri Massachi
- Amy Ray
- Rebecca Strimer
- Sarah Thornburg
- Jesse J. Warren
- William (Bill) Young Jr.
Pepi Acebo
Website: Pepi4Asheville.com
Occupation: Manufacturer of children’s blocks
Previous candidacy or offices held: Seven years as a Parent Teacher Organization officer at different schools. Prior applicant for appointed school board with votes from Julie Mayfield and Esther Manheimer in 2019.
Key endorsements: Asheville City Association of Educators (2021) and Buncombe County Association of Educators (2021)
Amount of money raised: Self-funded.
Top three donors: Self-funded.
Among the board’s most important responsibilities will be hiring a new permanent superintendent. What qualities will you seek in candidates for this hire? We need a superintendent with competence, grace and a service mentality who puts teachers, students and families above expediency. Knowledge of our district and a commitment to our city are vital. I support a second year with an interim superintendent and a search process starting in the winter/spring of 2023-24 with significant community engagement and proper vetting. A spring search yields a larger pool of qualified candidates. A delayed search allows the board to make a better selection.
What steps should the board take to address the system’s staffing issues, both in teaching and support roles? We need to increase pay beyond a living wage, working with our Buncombe County commissioners and the N.C. General Assembly to fulfill the Leandro funding mandates to provide suitable public education for all students as required by our state constitution. We also need to address a culture of retaliation so that educators can work with community members to address management and resource issues in our district and so that we can retain our great teachers and staff.
What resources or programs should schools employ to help students feel more secure in the classroom? School violence is never acceptable. I’ve advocated for teacher-led, school-based approaches for effective behavioral management, communicating clear behavioral expectations and providing tools to instill student self-discipline and appropriate initiative. A school-based approach might include resources like Conscious Discipline, Love & Logic, Montessori, PBIS, CRM, SEL, but the professional learning community (student-facing staff) needs to select and implement this at the grassroots so that the school culture has a school language that allows staff to function together to support students and families.
What does a thriving school district mean to you, and what do you see as the district’s biggest current obstacle to achieving that vision? A thriving school district has thriving schools where students, staff and families feel welcome and supported to provide the best education for every student. Our schools need students who are ready to learn, which means universal access to quality early childhood education, better retention of teachers, staff continuity in our schools and pay that supports teachers and staff living in our communities. Our biggest obstacle is fingers-in-ears worship of policy governance that shields the board from addressing failures in leadership.
Liza English-Kelly
Website: See Liza English-Kelly for ACS Board of Education on Facebook
Occupation: Teacher
Previous candidacy or offices held: None
Key endorsements: Asheville City Association of Educators, Buncombe County Association of Educators, Asheville-Buncombe N.C. Retired School Personnel
Amount of money raised: Did not respond.
Top three donors: Did not respond.
Among the board’s most important responsibilities will be hiring a new permanent superintendent. What qualities will you seek in candidates for this hire? I would expect an ideal candidate to understand the history that has plagued our district with regard to racism, inequitable policies and financial issues. The candidate will be highly qualified through their hands-on experience in classrooms and can demonstrate empathy and understanding of the complexity of issues that teachers and school staff face on a daily basis. He or she will be communicative, down-to-earth and inviting to students, parents and staff alike and amplify the whole community’s voices and concerns.
What steps should the board take to address the system’s staffing issues, both in teaching and support roles? ACS must guarantee that classified staff is making at least an actual living wage before the local supplement is figured in — the local supplement is a bonus. ACS leadership must commit to a long-term strategic plan that includes a commitment to rigorous curriculum, developmentally-appropriate and equitable testing and a culture of accountability. Incentivizing and recruiting educators of color should be a priority, and thinking creatively about the district’s financial situation could free up funding to attract and retain new teachers.
What resources or programs should schools employ to help students feel more secure in the classroom? Individuals’ basic needs must be met before we can attempt academic learning. Universal access to mental health care and support services housed throughout our schools and increased access to healthcare and wellness/social services would go a long way to ensuring those basic human needs are met. We also have to focus on relationships and mutual respect. Every student should feel a sense of belonging and have a deep sense of their value as a member of the school community.
What does a thriving school district mean to you, and what do you see as the district’s biggest current obstacle to achieving that vision? ACS has established a culture where the only constant is change. Reactionary policies, a revolving door of superintendents, shifting discipline practices, and curriculum and testing that change every couple of years all contribute to a feeling that our district is unpredictable at best and ill-informed at worst. We need a strong culture of accountability reflected from central office down into every school in the district. We must expect and demand excellence from every person who serves in ACS.
Miri Massachi
Website: MiriForACS.com
Occupation: Preschool-8th grade movement instructor
Previous candidacy or offices held: None
Key endorsements: None at this time.
Amount of money raised: Not actively fundraising at this time.
Top three donors: None at this time.
Among the board’s most important responsibilities will be hiring a new permanent superintendent. What qualities will you seek in candidates for this hire? I think we all need consistency of leadership in this district. So, in addition to the experience and skills we normally seek in a candidate, we need to find someone who will get to know and be a part of this community, co-create a vision with our families and be with us long term to help see the vision come to fruition. We need someone creative and open-minded who is not afraid of making changes.
What steps should the board take to address the system’s staffing issues, both in teaching and support roles? At the board level, we need to ensure that our principals and administration are taking care of their teams to keep the quality people we employ. Then, we need to strengthen our relationships with the city and county to ensure our community is attractive and affordable for newly licensed teachers and other professionals who could work in our schools. We need to listen to our teachers and staff and hear what they have to say about this as well.
What resources or programs should schools employ to help students feel more secure in the classroom? I tend to think of security in terms of safety and belonging. Do all diverse students feel welcome in their schools? Do they have an adult they trust in their building? Are they safe to share when they are struggling? Any programs that promote this kind of relationship building and grow the capacity of educators and students to build their social-emotional skills serve these purposes. I support restorative justice and practices, resilience and trauma-informed programs and equity training for teachers.
What does a thriving school district mean to you, and what do you see as the district’s biggest current obstacle to achieving that vision? A thriving school district means thriving students and families, which also means thriving teachers and strong partnerships with community organizations to make sure our families and community have the resources they needs to support everyone. A thriving district means students feeling they are an important part of our community. It means teachers are fulfilled and feel like they are truly making a difference. It means parents are happy and thankful for sending their kids to school in an amazing district.
Amy Ray
Website: AmyforACS.com
Occupation: Attorney
Previous candidacy or offices held: No elected office; have served on public and private boards, including the board of the Housing Authority of the City of Asheville and the board of the Asheville City Schools Foundation.
Key endorsements: Asheville City Association of Educators, Buncombe County Commissioner Al Whitesides, Buncombe County Commissioner Jasmine Beach-Ferrara, Gordon Grant, Holly Jones
Amount of money raised: Did not respond.
Top three donors: Carol Cobble, Deborah Crowder, Daniele Wikoff
Among the board’s most important responsibilities will be hiring a new permanent superintendent. What qualities will you seek in candidates for this hire? I am looking for a superintendent who is a servant leader — someone who understands that leadership is listening to, empowering and supporting every student-facing educator, from teachers to bus drivers, principals to cafeteria and custodial personnel. Leadership is not dictating from above but fostering an atmosphere of trust, creativity and joy. I am also looking for a superintendent who has already demonstrated successful servant leadership in a school district. We must do our due diligence to ensure an excellent fit.
What steps should the board take to address the system’s staffing issues, both in teaching and support roles? As supervisor of the superintendent, the board should hold the superintendent accountable for (1) retaining educators by listening to them and giving them the resources they need; and (2) expanding our recruitment efforts, especially of educators of color. As a public advocate, the board must lobby state leaders for higher salaries and fewer mandates and work with local leaders on affordable housing to enable educators to live and thrive here. We will attract and retain educators when we treat them well.
What resources or programs should schools employ to help students feel more secure in the classroom? ACS has made strides in campus safety, but there is more to do. Sheriff Quentin Miller has a video surveillance tool that enables him and his staff to see all public spaces in and around every county school. This surveillance reduces unnecessary and scary lockdowns, and police can quickly and precisely locate any threat. We need this tool. We should also explore sensors that detect firearms as soon as they are carried through an exterior door and automatically lock interior doors.
What does a thriving school district mean to you, and what do you see as the district’s biggest current obstacle to achieving that vision? A thriving school district is one built on mutual trust: between district leadership and educators, between students and educators, and between parents and schools. Students’ needs are centered, and every educator understands that their role is to discern how best each student learns. District leaders understand that their role is to support teachers, instructional assistants and school-based staff to teach every single student. We have had inconsistent and sometimes poor leadership, but ACS is strong and poised to thrive again.
Rebecca Strimer
Website: StrimerForACS.com
Occupation: Housing counselor and program coordinator at OnTrack WNC
Previous candidacy or offices held: None
Key endorsements: Asheville City Association of Educators, Jasmine Beach-Ferrara, Elinor Earle, Dr. Amieris Lavender, Dr. Gordon Grant
Amount of money raised: $2,195
Top three donors: Marc and Linda Voorhees, Eleanor Lane, and Bob and Diane Strimer (21 total donors)
Among the board’s most important responsibilities will be hiring a new permanent superintendent. What qualities will you seek in candidates for this hire? This board’s most important duty will be the hiring of the next superintendent. Nearly every challenge our district faces is due to a lack of stable leadership and direction. As a board member, I will hire a leader who supports and listens to teachers and staff. Our district deserves someone who is invested in Asheville and plans to remain in the role for the long term. Finally, we must have a leader who understands that public schools serve all students.
What steps should the board take to address the system’s staffing issues, both in teaching and support roles? To address this issue, we must use a twofold approach: local innovation and state-level advocacy. Locally, we can leverage public and private resources to maximize compensation and enhance all staffs’ experiences. Partners like United Way’s United 4 Youth Network are already here and ready to support schools. At the state level, public schools have not been fully funded for too long. It’s time we demand that our state stop holding the shameful distinction of lowest-paid teachers in the region.
What resources or programs should schools employ to help students feel more secure in the classroom? Experts agree that building a positive, healthy and supportive school culture is key to preventing violence in schools and making students feel secure. When teachers have time, energy and support to foster authentic relationships, students feel safe and seen. This is the environment and culture that prevents unsafe behaviors and violence in our schools. Supporting teachers is key to students’ sense of security, and I will advocate for teachers to receive all that they need.
What does a thriving school district mean to you, and what do you see as the district’s biggest current obstacle to achieving that vision? A thriving school district is a stable school district with a strong leader. The next superintendent will receive steady support and be held accountable when I am elected. Ironically, our history of leadership instability is our biggest obstacle. Our new superintendent will have to face up to the struggling reputation our district now has. I am ready to serve on the board that will select and retain a solid superintendent and tend to a culture that ensures our students thrive.
Sarah Thornburg
Website: ThornburgForSchoolBoard.com
Occupation: Attorney, McGuire Wood & Bissette
Previous candidacy or offices held: None
Key endorsements: Al Whitesides, Jasmine Beach-Ferrara, Elinor Earle, Gordon Grant, Drew Reisinger
Amount of money raised: $1,865.97
Top three donors: David Cartner, Esther Manheimer, Amy Kelso
Among the board’s most important responsibilities will be hiring a new permanent superintendent. What qualities will you seek in candidates for this hire? 1) Commitment to a model where central office exists to support and nurture students, teachers, staff and parents in mind, body and spirit. The job of superintendent is a service role. 2) Ability to build trust with teachers, staff, parents, county budget officials and the broader community, accomplished in part by being present and visible in each of our schools frequently. 3) Willingness to engage in transparent decision-making. 4) Consistency, stability, professionalism and collegiality.
What steps should the board take to address the system’s staffing issues, both in teaching and support roles? Teachers are the most important school-based factor impacting student outcomes. We must: 1) Prioritize teacher recruitment and retention, particularly teachers reflecting the diversity of their classrooms. 2) Prioritize compensation from local funds. 3) Advocate on the state level to increase compensation. 4) Look creatively at affordable housing options such as district-owned housing or low-interest mortgages. Support staff are also vital to school operations, and we must offer a fair wage and a positive work environment built on trust and collegiality.
What resources or programs should schools employ to help students feel more secure in the classroom? 1) Participation in Sheriff Quentin Miller’s Real-Time Intelligence Center, with cameras installed at school campuses as is done in Buncombe County Schools. 2) Whole-school, whole-child framework, such as the N.C. Center for Resilience & Learning, where kids feel physically and emotionally safe so they can focus on learning. 3) Programs such as Ms. Earle’s summer jump-start program in Hillcrest, as well as ACS’ preschool program to help new kindergarten students feel secure academically in the classroom.
What does a thriving school district mean to you, and what do you see as the district’s biggest current obstacle to achieving that vision? 1) All students able to work toward and complete their individual academic and vocational aspirations. 2) Smaller class sizes where all students feel seen and heard, with a focus on growth and development rather than only achievement. 3) A community school model (such as our local engagement strategy through the United Way of Asheville and Buncombe County) where all students learn and thrive in a healthy, connected community.
Jesse J. Warren
Website: JesseForACS.com
Occupation: Current student at Fayetteville Technical Community College for funeral service; retired Asheville City Schools MCJROTC instructor, retired U.S. Marine Corps first sergeant
Previous candidacy or offices held: None
Key endorsements: North Carolina Association of Educators, Asheville City Association of Educators, former school board member Gene Bell, Buncombe County Commissioner Al Whitesides, former educator and Asheville City Schools principal Gordon Grant
Amount of money raised: Did not respond.
Top three donors: Did not respond.
Among the board’s most important responsibilities will be hiring a new permanent superintendent. What qualities will you seek in candidates for this hire? We will be seeking an engaged leader who knows how to build a culture of trust and care for students, teachers, families and the community. They need to have a presence in both the schools and community, as well as good communication so they will be ready to listen and discuss with staff and families before making overarching decisions.
What steps should the board take to address the system’s staffing issues, both in teaching and support roles? This is a state and national issue, so we should make sure we elect folks at every level of government who support and will vote to fully fund our schools and teachers. Locally, we need to address housing affordability for teachers. We have only six units of reduced-rent housing for ACS teachers. We need to reconnect to our larger alumni community to get them engaged and working in our schools in all roles. Young adults, join us.
What resources or programs should schools employ to help students feel more secure in the classroom? Our ACS mental health plan this year includes more student specialists and reset rooms at each school for students who are struggling. I have had the opportunity to run a reset room at one of our middle schools with an excellent group of teachers, and creating a safe environment was our top priority. I also ask parents to work with school staff to ensure students are not posing safety risks by bringing contraband to school or using social media destructively.
What does a thriving school district mean to you, and what do you see as the district’s biggest current obstacle to achieving that vision? A thriving school district only thrives when students thrive. A safe environment for students and teachers is the vision, and the current lack of trust is a huge obstacle. Not all students will go to college, and not all should. As a school district and community, we must find ways to support them so, as they decide, they will have multiple modalities of “self-confidence,” because it is imperative that they return to our community and assume positive intent.
Warren’s responses do not appear in the print version of the Voter Guide because they were not received in advance of the Xpress print deadline.
William (Bill) Young Jr.
Website: N/A
Occupation: Retired
Previous candidacy or offices held: N/A
Key endorsements: Keith Young, former Asheville City Council member
Amount of money raised: Under threshold.
Top three donors: N/A
Among the board’s most important responsibilities will be hiring a new permanent superintendent. What qualities will you seek in candidates for this hire? Experience in strong community engagement with diverse communities, specifically BIPOC and LGBTQIA. Also strong budgetary skills and a strong awareness and understanding of how to eliminate the achievement gap between black and white students
What steps should the board take to address the system’s staffing issues, both in teaching and support roles? It’s all about the budget and communication. Appreciation for staff starts in the pocketbook. Pay them well and then look at other incentives to keep them. We need stability.
What resources or programs should schools employ to help students feel more secure in the classroom? Make sure your school’s anti-bullying, harassment and nondiscrimination policies are current, reflect district and state guidelines, and include clear definitions and consequences. Reflect on the current and historical influences that shape your school’s culture. Consider the following: school mission and policies; how students interact; the racial and gender dynamics among students; how parents and families are involved and engaged; how celebrations are approached; the curriculum and instruction materials, etc. From there, develop meaningful action plans that maximize existing strengths.
What does a thriving school district mean to you, and what do you see as the district’s biggest current obstacle to achieving that vision? The biggest obstacle to a thriving school district at this point is stability. Superintendents, central office, and teachers. Our budget woes are also a factor. Lastly, the gap between black and white students is still very persistent.
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