The Platform
Student Discipline: Addressing the current state of student discipline in our district offers us a valuable opportunity for improvement. While our existing strategies have not fully met our expectations, this presents a chance for us to reevaluate and enhance our approach to ensuring accountability for student behavior.
By equipping our dedicated teachers with the right tools and consistent administrative support, we can empower them to manage classroom disruptions effectively. It is essential to foster a culture where all students are held accountable for their actions in a fair and constructive manner.
We have noticed that the current Responsibility-Centered Discipline (RCD) program has led to some talented teachers leaving our district, which highlights the need for positive change. We want to create a supportive environment that prioritizes both student and teacher well-being. Together, we can work towards establishing clear expectations that promote a safe and conducive learning atmosphere for everyone involved.
Student Achievement: Three years after the pandemic, we have an opportunity to improve student achievement scores in FCPS, which currently lag behind those in most Virginia school districts. While some progress was made in the 2024-2025 scores, we can strive for even greater improvement to close the gap between state averages and our district's performance. With only 1 out of 4 city schools accredited in 2025, we must focus on enhancing accreditation, which is vital for securing state and federal funding.
Addressing the 11% dropout rate, particularly among Hispanic students, and the approximately 27% of students facing chronic absenteeism is crucial. FCPS is home to a richly diverse student population: 80% are minorities, 36 languages are spoken, 57% are socio-economically disadvantaged, and 14% have special needs. Recognizing that a student’s ability to succeed in school starts with their overall well-being is essential.
To foster a positive learning environment, we need to nurture strong interactions among students, teachers, and administrators. Building effective support systems, ensuring easy access to resources, and implementing innovative teaching methods are key. Establishing a clear and sustained path forward is vital, allowing us to focus on long-term growth rather than short-term fixes. By promoting a culture of collaboration and support at both the central office and school levels, we can enhance our strategies and create a thriving atmosphere for our students. A committed effort to this culture shift will undoubtedly lead to positive outcomes for our entire community.
Funding Concerns: Federal K-12 funding is currently facing a proposed reduction of $4.5 billion, which could significantly impact programs such as special education and Title I-designated schools. Additionally, cuts to teacher training initiatives might exacerbate the existing teacher shortages.
As we navigate these changes, Fredericksburg City Public Schools (FCPS) has an opportunity to make proactive and thoughtful budgetary decisions. By prioritizing the development of effective student discipline and achievement plans, enhancing teacher support, and focusing on retaining our skilled educators, we can address the challenges of operating five schools for the first time.
Local funding for education typically relies on a combination of federal, state, and local resources, with tax revenue serving as the backbone for these budgets. Since this revenue is closely tied to the health of the real estate market, we find ourselves in a unique position given the current market's unpredictability. If housing prices stabilize or improve, this could lead to an increase in tax revenue, allowing us to better align our budget with the needs of our students.
Moreover, investing in quality schools can enhance the overall appeal of our community, ultimately boosting tax revenue and supporting funding that reflects our students' requirements. By working collaboratively and thoughtfully, we can prepare for these challenges and build a strong foundation for our students’ success.
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FCPS has the opportunity to enhance student discipline and achievement by addressing some long-standing challenges with innovative solutions. To foster meaningful progress, the School Board can benefit from encouraging more public discussion on proposals from the Central Office. Moving beyond the routine 6-0 votes can lead to a more dynamic exchange of ideas and perspectives.
Additionally, ensuring that all state awards accurately reflect the comprehensive data collected within the district will create a more honest assessment of our progress. By seeking out fresh ideas and strategies, the School Board can break the cycle of applying the same solutions to persistent issues. Emphasizing collaboration and open dialogue can lead to effective, long-lasting improvements that truly benefit our students and community.
When my husband and I moved to Fredericksburg in 2004, we were drawn to the city for its small school district, walkability, and inviting small-town atmosphere. We appreciated the school district's Title I designation, which provides crucial federal funding for schools with a high percentage of students from low-income families. This support not only benefits individual students but also helps create a more equitable learning environment through smaller class sizes, enhanced remediation programs, and better access to food.
Over the past two decades, however, there have been challenges in the city’s schools that we need to address. We have observed rising levels of disruptive behaviors and bullying, alongside a downward trend in test scores. Importantly, there is a need for more focused funding in high-risk areas of concern. While FCPS has opened three new schools since 2006, we must ensure that these facilities are paired with adequate support for teachers and essential resources to improve student achievement.
Additionally, it is concerning that 30% of the student population is either attending private or county schools or being home-schooled. This highlights the need for a stronger commitment to our public schools.
Ultimately, school districts are more than just the buildings they occupy. They require dedicated teachers and administrators who receive the necessary support and funding, as well as students who are eager and ready to learn. By working together to address these challenges, we can foster an environment that truly engages and supports all learners.
I am dedicated to fostering accountability among the central office staff, administrative staff, and the school board regarding the current situation in Fredericksburg City Public Schools. My background in speech pathology and special education, along with my experience as a special needs teacher, adult educator, business owner, advocate for my children's education, and volunteer in our schools, equips me to collaborate effectively with board members on important district issues.
With over 20 years of experience in contract writing, negotiation, risk management, employee training, public relations, marketing, and budgeting, I bring valuable skills to this role. I am committed to transparent practices and have no conflicts of interest, past, present, or future.
I approach this position as a concerned parent, business owner, and engaged community member. While there are many commendable initiatives in our district, it’s essential to address areas where we can improve. I believe we have an opportunity to embrace positive change and work together towards achieving greater success for our students and community.
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Fredericksburg City Voting Districts
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THE CITY AREAS MAPPED IN GREEN ARE ALL PART OF WARD 3.