4 of 9 seats on the Memphis-Shelby County School Board have new members after Thursday's election | Here's who they are

MEMPHIS, Tenn. — As the Shelby County General Election winds down, new faces are coming to the Memphis-Shelby County School Board. 

Thursday marks the first school board election since then-superintendent Joris Ray was removed from his position, sparking an 18-month-long search for a superintendent, that at times drew major criticism towards the board.

Late July, we spoke with all 18 candidates hoping to represent Districts 2, 3, 4, 5 and 7 about their thoughts on the current state of Memphis-Shelby County Schools and what changes they want to see made moving forward. 

Three incumbents, Board Chair Althea Greene, Stephanie Love, and Mauricio Calvo were hoping for re-election, but just one, Stephanie Love, re-gained their seat.

The winners will be sworn in this September and receive a four-year term on the board. Here's what they have to say:

District 2 - Natalie McKinney

Are you happy with the direction Dr. Feagins is taking? 

"Dr. Feagins appears to be using data and information to make informed decisions concerning curriculum, teacher salaries and recruitment, budget cuts, etc. That I can appreciate. Additionally, I appreciate and commend her insistence on engaging internal and external stakeholders, e.g. students, parents, community, non-profit organizations, elected officials, etc. And yet, I believe an opportunity exists for better communication between her and the Board. The Board must clearly understand its role and responsibilities with respect to the budget and superintendent management to avoid any future need for public reprimands, like the resolution introduced by Board Chair Althea Greene and passed by the Board."

Give a grade on how you think the school board did on the superintendent search.

"The first superintendent search, led by Chair Althea Greene, failed to follow Board Policies 1002 Superintendent Selection and Appointment Procedure and 1003 Superintendent: Qualifications, which clearly set out the process for a superintendent search. As a result, the initial search failed. The second search, led by Board Members Stephanie Love and Joyce Dorse Coleman, followed Board policies, leading to a transparent and successful process. As the Board, it is charged with developing, monitoring, revising and ensuring policy is followed not only by the Superintendent and all applicable parties, but also that it too follows policy. Following policy is not optional."

What are you going to do to ensure district employees keep their job? 

"It appears Dr. Feagins made job cuts based on her assessment of the district's needs and fiscal capacity given the district had to cut $19M due to the end of ESSER funds; cuts the Board was made aware of in November of 2023. As we move forward, my hope is that the Board will align district personnel needs with a clear strategic academic, operations, infrastructure and fiscal sustainability plan; which it does not and has not had. It is the Board's responsibility to ensure the district has a clear strategic plan and the fiscal capacity to implement it with well-trained and dedicated personnel by advocating for additional funding from the County, State and Federal governments and funding from the city of Memphis. This requires the Board to advocate for new and/or revised legislation, on the state and federal government levels, and obtain legal commitments (e.g. Maintenance of Effort) from the County and City, that appropriately funds our district given our needs."

What are the three things you think needs to be done to move the needle on academics?

"We need a strategic plan that aligns with other systems (e.g. Shelby County Health Department, MATA, City Housing and Community Development, MLGW, workforce development, Chamber of Commerce, public safety, etc.), to impact the following: 

1. Literacy - we need literacy prescriptions for early childhood programming and across all grade bands and beyond; curriculum and instruction designed to create adaptive learners and critical thinkers; and lobbying to expand funding for early childhood education by expanding the definition of "elementary" education to include at least 2 year olds. 
2. Infrastructure investment and redesign - not only investing in facilities, but people, like teacher pay. 
3. Youth, Family and Community Engagement - actually engaging youth, families and community in a meaningful, authentic, inclusive, frequent and responsive way to identify issues and collectively craft fiscally sustainable solutions."

District 4 - Tamarques Porter

Are you happy with the direction Dr. Feagins is taking? 

"With any change in leadership, it’s crucial to consider the culture, past successes, and past failures while also building strong relationships within MSCS and throughout the community. In Dr. Feagins' case, I believe she came in ready to serve but was understandably unsure of who to trust initially. I applaud her 100-day initiative, which included visiting schools, building a dynamic transition team, meeting with elected officials and creating an aggressive marketing campaign to effectively communicate future plans. Although she did not include state officials on her transition team, her ideas bring hope and show promise for the future progression of our students. 

As with any new position, adapting, observing and training are essential. I believe it would have been beneficial for a neutral company to assist in her transition, guiding her on how to work with the board, what steps to take, etc. Board members should also consistently receive training on collaborating with a new superintendent, understanding their role and more. Just like we have new hire training at our jobs, we should have these kinds of support measures in place for both board members and superintendents for the first two years to ensure a smooth and effective transition."

Give a grade on how you think the school board did on the superintendent search.

"I would give the school board a grade of "B" on the superintendent search. The board made a concerted effort to find a candidate who is dedicated to the advancement and well-being of our students. An external firm was hired to assist in the search. Dr. Feagins, with her strong initiative and commitment to engaging with the community, is a testament to their dedication to finding a capable leader. 

However, there were areas where the process could have been improved. The transition could have been smoother if there had been more support and training for both Dr. Feagins and the board members to foster effective collaboration from the early start date of the new superintendent. Additionally, greater transparency and communication throughout the search process could have further built trust and confidence among parents, teachers, and the community."

What are you going to do to ensure district employees keep their job? 

"I would prioritize efficient budgeting, seek additional funding sources and focus on retaining essential staff who directly impact student success. I personally wouldn’t have drastically made the decision to lay off teachers and staff immediately within my first 100 days. I think the best step in that situation overall would have been to give proper notice such as 3-6 months at the end of the 2024-2025 school year. This would have provided people with enough time to prepare for the financial effects of the change. Overall, it’s about our teachers and students!" 

What are the three things you think needs to be done to move the needle on academics?

1. "Increase teacher support & development while also empowering teachers with the creativity and autonomy to teach effectively; 
2. Improve parent/student engagement and support;  
3. Meet the students where they are. What this looks like is teaching students on the level in which they understand through music, advanced technology and more."

District 5 - Sable Otey

Are you happy with the direction Dr. Feagins is taking? 

"As a new superintendent, Dr. Feagins is still in the early stages of her tenure, and it's challenging to fully assess progress at this point. However, I believe she has demonstrated strong intentions and a well-structured plan to redirect resources towards student achievement in the classroom. Her efforts to engage with our district, community and culture in Memphis show promise. I am encouraged by her dedication and believe she is on the right path to positively impact our schools."

Give a grade on how you think the school board did on the superintendent search. 

"I would grade the school board's superintendent search process as "needs improvement." The process was prolonged, and additional funds were spent, yet the board seemed uninformed and dissatisfied with the candidates. This lack of clarity left the general public confused. While the process had its flaws, it was ultimately educational. Based on thorough assessments and data, we did select the most qualified candidate, but there's much to learn to improve future searches."

What are your thoughts on the job cuts and if you could, what would you do to ensure district employees keep their job? 

"The chronic disinvestment in funding over the years made a thorough assessment and job cuts necessary. As an educator, I understand the hardship of losing income unexpectedly. Almost a decade ago, my husband was struck by an 18-wheeler, leaving him temporarily injured and jobless, and we lost a much-needed income. My heart goes out to those affected. To ensure district employees keep their jobs, I will advocate for a fiscal plan that includes a financial cushion each year. I’ll push for funding and budget allocations that maintain healthy staff levels, support skills development and training, ensure open communication and promote fair, transparent performance evaluations."

What are the three things you think needs to be done to move the needle on academics? 

1. "Recruiting, developing, and retaining quality educators who are passionate and well-trained. 
2. Providing safe and supportive environments that foster social-emotional learning, inclusion, and strong family and community engagement. 
3. Utilizing data to track, assess, and identify areas for growth and improvement, ensuring we make informed decisions to enhance student outcomes."

District 7 - Towanna Murphy

Are you happy with the direction Dr. Feagins is taking? 

"I am happy with the direction she's going. I see some things that we could work on, but for the most part, I am happy with the way that she's going. But there's some things that I see that we need to probably address."

Give a grade on how you think the school board did on the superintendent search.

"I would say a 'C.' The one thing I didn’t like is the fact that we had to search twice, and so that showed me that we have to do something different. Just in case we have to go and look for another superintendent, we shouldn’t have to go through this long, draw out process. Then we find out that the top three are not even qualified, then we have to go back and look again. So, I think that was a fault made on the school board. The positive is that the community was engaged, we were able to give our feedback and listen in and see what these candidates bring to the table."

What are you going to do to ensure district employees keep their job? 

"I agree that we are top petty, but I disagree with letting them go within the 15-30 days. We should have given them at least six months to a year, so that the ones that we are letting go could find a job, versus saying “they are done” with no job, and they have to figure out how they're going to provide for their families."

What are the three things you think needs to be done to move the needle on academics?

"Number one, we need more after-school reading programs. Two, we need more community centers open and three we need mental health organizations inside the schools. In order for us to move the needle on the education of our children, we have to be able to work together and get the job done. It's not just the teachers, it's the parents, but the community."