Mariel Taylor, Lexington One
Name: Mariel Taylor District: Lexington One
Contact Information:
Email: taylorforlexington1@gmail..com
Phone Number: 803-397-5682
Website: None
Social Media: Mariel Taylor for Lexington 1 School Board on Facebook
School Board Trustee Duties
1. Why are you running for School Board Trustee?
As a candidate for school board trustee, I am running because I believe our school community deserves more than just rhetoric; we need actionable change. While the current board speaks passionately about retaining teachers, being transparent with funds, and ensuring all students have the necessary support for success, I have observed that their actions have not reflected these important commitments.
Teachers are the backbone of our education system, and without a dedicated effort to truly support and retain them, we risk losing the talent that our students depend on for their growth. Promises of transparency in spending are essential, yet we must ensure that these commitments translate to real accountability and clarity for our community members. Similarly, while the goal of setting every student up for success is admirable, it has not been fully realized under the current leadership.
I am committed to bridging the gap between promises and performance. My approach will focus on listening to our educators, engaging with parents, and fostering an environment where every student feels empowered to thrive. I believe that with the right strategies, we can cultivate a supportive atmosphere for both our teachers and students. I will not just talk a big game; I will deliver results that reflect the true needs and aspirations of our community. Together, we can create a system that truly prioritizes our children’s education and well-being.
2. What is the most important issue facing your school district today or a key problem you want to address?
Students across our district have a diverse set of needs and the most important resource our kids require are teachers and support staff who feel valued as well as are trained through highly qualified education programs. Like many schools across the country, Lexington One is facing a teacher shortage that seems to be growing each year and just like many districts this is due to factors including stress and burnout, lack of support, and student behavior. Drawing from a decade of experience as a first and second grade teacher, including six years at Lexington Elementary School and four years in Richland 2, I can confidently affirm these insights, having personally navigated the educational landscape. When I made the heart-wrenching choice to resign from teaching in 2022 my struggle was not with the 'how' or 'who' of teaching, but with the constant lack of time for effective planning within my contracted hours and a feeling that my professional judgment for my students' needs wasn't fully trusted. Precious planning time was frequently taken to attend meetings or trainings multiple times a week, pushing my lesson preparations into personal hours meant for family and self-care. Moreover, the relentless introduction of new curricula meant that the in-depth learning of any program was rare, with expensive materials often going to waste. This pattern wasn't just a drain on resources; it signaled a misalignment in leadership, with student learning taking a backseat. Ultimately, the relentless erosion of work-life balance began to impact my health and family life to the point where I could no longer sustain my role in the system, despite my passion for the profession.
Unfortunately, this problem has continued to fester in our district which is evident by our district’s current state. Experienced teachers who still love teaching are resigning or feel that they soon will, and it is getting harder and harder for our district to attract teachers when they will not consider salaries that match or are better than neighboring districts.(2024 Midlands Teacher Salaries) I haven’t been able to find much information about how our current board is combating this issue outside of a Lexington County Chronicle article from January 2024 in which current superintendent Dr. Gerrita Postlewait said the district is doing “an outstanding job at coming up with creative ways to recruit and retain teachers” as well as a five-year goal is “to do a better job at helping teachers with curriculum work, claiming that coming back from COVID the district has tended to leave teachers in a situation where they are still having to put together their own curriculum and instructional materials.” (Lexington County Chronicle, January 2024) Unfortunately, we do not have five years to wait to find creative ways to recruit and retain teachers and due to this lack of urgency, our kids are going to suffer the most. Attracting the most qualified teachers with a well thought out and intentional plan must be the most urgent and prioritized goal of our district if we are going to live up to the reputation of being the best school district in the state.
3. If you could make one change, what would you advocate?
I envision a shift where district decision-makers truly grasp the daily realities faced by teachers, support staff, and administrators. Often, policies are crafted at the district level without the hands-on perspectives of those within school walls, or their input is solicited only to be overlooked. For policies to be truly effective and informed, those in power must understand the practicalities of child development and the unique dynamics of each school's location.
To bridge this gap, I propose that district leaders engage directly with the educational frontlines. By participating in the same professional development as teachers and substituting in classrooms across elementary, middle, and high schools for three days a year, they would gain invaluable firsthand experience. This would not only enhance the relevance of their policies but also foster a greater empathy for those who implement them.
4. What knowledge and skills are currently lacking that you will bring to your School Board of Trustees?
As I stand for election to the school board, I bring a unique perspective rooted in my experience as a classroom teacher and project manager. These roles have refined my skills in collaboration, data-driven decision-making, and clear communication. Regrettably, the current board has not consistently demonstrated these essential qualities, resulting in missed opportunities for our students and educators.
I am committed to infusing our school board with a focus on purpose and a commitment to transparency. My extensive background in strategic planning empowers me to ensure that our board's decisions are not only intentional but also grounded in common sense. I believe that by prioritizing collaboration and leveraging data effectively, we can make informed choices that truly benefit our students, teachers, and community.
Together, we can create a culture of accountability and responsiveness, setting a new standard for effective governance that aligns with the aspirations of our school community. It’s time for a board that embodies these values and is dedicated to fostering an environment where every voice is heard and every decision counts.
5. What does the word “stakeholder” mean to you?
Great schools are essential to vibrant communities. In public education, stakeholders include anyone with a vested interest in the success and well-being of our schools and school systems. Since schools significantly impact their surrounding areas, it is vital for everyone—from homeowners and business owners to civic leaders and taxpayers—to recognize their unique stake in local educational institutions.
While the most evident impact of schools is seen in the academic achievements and development of their students, the benefits extend well beyond the classroom, affecting the entire community. Schools that receive investment and support can profoundly enrich their neighborhoods. Desirable schools enhance the appeal of the surrounding communities, creating a ripple effect that stimulates economic growth. Thriving neighborhoods become attractive to businesses, leading to increased investment and fostering further development.
Importantly, taxpayers are affected by school boards that have the authority to raise property taxes and determine how those funds are allocated. Our current board has gotten in the habit of raising taxes through milage increases and bond approvals without having a clear vision on why they are voting for these increases. They also do not provide the public with clear insight as to how they will be spending these extra dollars which leaves room for questionable motivations and usages. It’s crucial that we all advocate for those funds to be spent thoughtfully, with the intent of supporting the students in those schools. In this interconnected ecosystem, the success of our schools directly contributes to the overall vitality of our community, cultivating an environment where everyone can thrive.
6. How do you plan to communicate with constituents and how accessible will you be?
Day-to-day communication will be conducted through various methods, including email, texts, phone calls, social media, and community meetings. Constituents can expect a response to all messages within a 24-48 hour window. I am committed to ensuring that everyone’s questions and concerns are addressed in a timely manner.
7. Have you supported millage increases in the past and what are the circumstances where you would support them in the future?
While raising taxes is not a desired circumstance especially in tight economic times like these, there are times when a millage increase is necessary due to inflation and growing community sizes. If a millage increase is necessary during my term as school board member, I would only feel comfortable supporting an approval when and if a thorough audit has been completed by an external party. I would also want the reasoning for the millage increase to be outlined with specific details for why the increase is needed and a time frame that will be abided by and enforced if the increase is approved. It is also not enough to make a decision like this by school board alone. Public opinion must be factored in once the two previously mentioned requirements have been fulfilled. Public opinion could be gathered through surveys, open forums, as well as a vote.
8. What should be the top funding priorities?
The top funding priorities for our district should begin with an immediate forensic audit to assess our current financial standing and identify opportunities to recapture or reallocate funds effectively. This audit will provide a clear picture of our resources and areas for improvement.
Following this, we should prioritize attracting and retaining highly qualified teachers and staff across all levels of education, including both general and special education. Investing in our educators is crucial for student success.
Additionally, we should allocate funds toward updating our current school buildings to ensure they reflect Lexington One's reputation as the best district in the state. These initiatives will enhance both educational quality and community pride.
9. It is difficult to get an IEP or 504 for Special Education. How would you address this and how would you support Special Education?
As a parent and former educator, I recognize the challenges families face in obtaining IEPs and 504 Plans for special education. To address this, I would advocate for enhanced training for educators to streamline the eligibility process. Additionally, I would support workshops and informational sessions to improve communication with families about these processes. Fostering collaboration among teachers, specialists, and parents is essential for identifying needs effectively. Finally, regular evaluations of our special education programs will ensure they meet students' needs. My goal is to create an inclusive environment where every student receives the necessary support to thrive.
10. What are your thoughts on the budget proviso requiring use of restrooms and changing facilities based on birth sex?
I recognize that issues surrounding restroom and changing facility usage are complex and sensitive, and it's essential to balance the rights and needs of all students while ensuring a safe and supportive environment. The South Carolina budget proviso requiring the use of facilities based on birth sex raises significant concerns about inclusivity and the well-being of transgender and non-binary students. It's crucial to consider the potential impact on their mental health and sense of belonging while also considering the needs of students who are not 0transgender or non-binary.
Given that the transgender population in our schools constitutes a small percentage of students, one possible solution could be allowing them to use single non-gender bathrooms, which are typically reserved for faculty. I believe that open dialogue among stakeholders—parents, educators, and students—is vital to discuss these issues thoughtfully and respectfully. Schools should prioritize creating an inclusive atmosphere where all students feel safe and respected.
Ultimately, I would advocate for policies that support the dignity and rights of every student while also complying with state regulations. Working collaboratively to find the best solutions that protect all students is essential for fostering a positive learning environment.
11. Would you make any changes to your district’s policy on challenging instructional material, and if so, what would those changes be?
Currently, I believe the policy on challenging instructional material is appropriate as it stands. However, it's essential to regularly review and assess policies to ensure they effectively meet the needs of our students and community. Any potential changes should take a common-sense approach, focusing on simplifying the process for raising concerns while ensuring that all viewpoints are considered. Engaging with stakeholders, including parents and educators, can provide valuable insights, helping us refine the policy in a way that addresses challenges to instructional materials effectively and thoughtfully.
12. Teachers often complain about the lack of discipline in the classroom, stating that many times students are sent to the principal’s office and promptly returned to the classroom, where the student continues to disrupt the class. As a board member, how would you address student discipline through policy?
A key challenge in our district is the lack of a clear, enforceable strategy for addressing students who repeatedly disrupt class—a plan that holds both the students and their parents accountable. Every student deserves to learn in an environment that is safe and undisturbed. To address this, I propose a structured "three-strikes" policy with robust support. A three-strikes policy may look like the following:
On the first strike, after a teacher's behavior management efforts are exhausted, the student should remain in the administration office until a parent is contacted to discuss the behavior and the consequences of future disruptions. The second strike would involve the student being placed in in-school suspension for the day once a parent is notified. On the third strike, the student would either be sent home, or the parent would be required to accompany them in class. Subsequent disruptions would result in a day of out-of-school suspension. This policy aims to reinforce a culture of respect and learning in our classrooms.
Experience
13. What has been your involvement at a school level and at a Board of Trustee or district level?
From 2012 to 2022, I worked as a first and second grade teacher in two public schools: Polo Road Elementary in Richland 2 and Lexington Elementary in Lexington 1. I am also a parent of two children and have actively participated as a PTO and SIC member at both the elementary and high school levels.
14. How many board meetings have you attended in person and over how long?
Over the past four years, I have attended 5 board meetings in person.
15. Have you spoken during citizen’s participation? If so, how often and what topics did you address?
I have spoken during citizen’s participation two times. Once in November 2022 to address the literacy crisis in our district due to the curriculum, Units of Study, being implemented in schools. The second time was in September 2023 to thank the board for making meaningful changes in our district’s literacy curriculum that was more researched based.
16. Have you made SC FOIA records request for information? If so, what information were you seeking?
No
17. Have you served on any district boards or committees? If so, which ones?
While I was a teacher, I actively participated in various committees that helped shape our educational approach. I was a member of the textbook adoption committee, where I evaluated and selected learning materials. Additionally, I contributed to the curriculum writing committee for K-2 Social Studies and Science, and I played a role in the district mentor program, supporting new educators as they acclimated to our school community. These experiences allowed me to collaborate with colleagues and enhance the quality of education for our students.
Get to Know You
18. Do you have kids currently enrolled in Lexington One? If so, which schools do they attend?
New Providence Elementary (3rd Grade) Lexington High School (11th Grade)
19. What is your current occupation and are your hours flexible?
My current occupation is a Contractor Engagement Specialist with Gordian. I educate contractors on the Job Order Contracting process as well as onboard them once awarded. I work remotely during normal working hours (9 AM-5 PM), and have some flexibility.
20. What other occupations have you held, if any?
Prior to my current role, I spent 6 years as a first grade teacher at Lexington Elementary School, and 4 years at Polo Road Elementary School.
21. How much time do you plan to invest each week in board-related activities?
My plan is to attend each monthly meeting and events as required in this position. I know I will need to invest approximately 5-7 hours more each week to be able to read through documents, collaborate with stakeholders, and respond to constituents through emails/texts/calls.
22. Please list your community involvement - previous and current.
As a political candidate, I am deeply committed to community involvement, as I believe that active participation strengthens our neighborhoods and fosters positive change. I have volunteered with Cattin Around Town, where I helped clean and socialize cats who were up for adoption. Additionally, I have volunteered with Final Victory Animal Shelter.
Other opportunities include volunteering at Lexington High School wrestling matches as well as tutoring students at the local library. Furthermore, I enjoy attending events at the amphitheater, such as the Saturday Farmers Market, which not only supports local vendors but also brings the community together. These experiences have deepened my connection to our community, and I am eager to continue this commitment as a member of the board.
Politics
23. In an age where partisan politics have crept into K-12 classrooms and boards, how would you describe your position on partisan politics?
In my view, education should remain a space that prioritizes the academic and social development of students over partisan politics. While it is natural for individuals to have differing political beliefs, I believe that schools must focus on fostering an inclusive and respectful environment where all students feel valued, regardless of their backgrounds or beliefs. As a school board member, I would advocate for policies and practices that promote collaboration among educators, parents, and community members. It is crucial to avoid letting partisan issues divide us, especially when they can detract from the primary mission of fostering student success and well-being. Encouraging open dialogue and critical thinking while protecting our classrooms from political agendas is essential. Ultimately, my goal is to ensure that our schools remain a safe, equitable space for all students to learn and grow without the influence of partisan politics.
Other
24. Please include any other relevant information not mentioned above.
Lexington One-Specific
1. Do you support districted board seats? Why or why not?
Yes, I support the establishment of districted board seats. This approach would ensure more equitable representation for all areas of our district, especially for rural communities like Gilbert and Pelion, which have not been adequately represented on the board. By implementing districted seats, we can foster a governing body that is more in tune with the unique needs and concerns of all constituents.
Until districted board seats become a reality, I would advocate for forming a committee of representatives from various areas if I am elected. This committee could provide a platform for voices from underrepresented regions to be heard, ensuring that all perspectives are taken into account when making decisions that affect our district.
2. Do you support the planned 2025 bond referendum?
I am not aware of a planned 2025 bond referendum, nor have I been able to find information on it. Unlike the current board, I would only support passing a bond referendum if there is a detailed scope of what projects need to be completed and a clear timeline for those projects. Additionally, I would need to review how funds from the last referendum were spent and whether there is any money left over. Once I have access to this information and understand the plans, I would then ask that it be put on the ballot for constituents to ensure transparency and community involvement in the decision-making process.
3. If the referendum passes in 2025, how would you ensure that projects stay on track both financially and within the scheduled time frame?
If a referendum were to pass in 2025, I would leverage my background in project management and education to ensure that projects stay on track both financially and within the scheduled time frame. My experience has equipped me with the skills to set realistic goals based on project size and scope.
To maintain transparency and keep the community informed, I would implement a public dashboard that includes Gantt charts to visually represent the progress of each project. This dashboard would clearly show timelines, milestones, and any potential delays, allowing stakeholders to monitor the project's status. Regular updates and engagement with the community will further ensure accountability and allow us to address any challenges as they arise, keeping projects on course for successful completion.
4. What are your thoughts on reporting teachers to the SC Department of Education for breach of contract when teachers do not know how much they will be paid prior to signing their employment contract?
I believe it is inappropriate to report teachers to the SC Department of Education for breach of contract when they have signed employment agreements without knowing their salary. This practice undermines the trust and transparency that should exist in the educator’s role. If teachers are forced to sign contracts before their salary information is made available, they should be granted a 10-day grace period to withdraw from the contract once their salary details are released. It's important to recognize that there is no other profession where individuals sign contracts without understanding their compensation. Educators deserve the right to make informed decisions about their employment, including the option to break their contract without facing penalties.
5. Do you believe Lexington One would benefit from a forensic audit of financial record?
Yes, I believe that Lexington One would greatly benefit from a forensic audit of its financial records. Transparency is essential for building trust within our community, particularly when it comes to financial decisions that impact our schools. Currently, our board lacks clear, well-thought-out plans when it comes to raising and spending taxes, which raises concerns among constituents. A forensic audit would provide a thorough examination of our financial practices, ensuring that taxpayer dollars are being used efficiently and effectively in support of our students and schools. It would also help identify any areas for improvement, enabling the board to communicate more transparently with the community
about how funds are allocated. Ultimately, such an audit can lead to greater accountability and foster a more trusting relationship between the board and the families it serves.
6. Are you in favor of electing officers by secret ballot? If not, will you go on the record prior to the vote, per policy, to announce that you want a voice vote?
No, I am not in favor of electing officers by secret ballot rather than voice vote. A voice vote promotes transparency and accountability, allowing everyone to hear how board members are voting and fostering a culture of openness. Secondly, it can facilitate more robust discussion among board members, encouraging collaboration and deliberation before making important decisions. Finally, a voice vote helps build trust within the community, as constituents can see their representatives openly expressing their choices and justifications. While secret ballots are sometimes necessary for confidentiality, I believe the benefits of a voice vote in this context outweigh those concerns, ultimately supporting a more engaged and transparent governance process.
7. How do you plan to communicate with your constituents, including providing nonconfidential information prior to and after meetings since all documents are not made available online?
I plan to communicate effectively with my constituents through various channels, including regular updates on social media posts to inform the community about meeting agendas and relevant nonconfidential information. Prior to meetings, I will ensure critical documents are shared via these platforms to promote transparency. After meetings, I will post summaries and key updates to keep everyone informed. Additionally, I will encourage open dialogue through community forums, ensuring that all voices are heard and valued in our district.
8. Citizen’s participation has been a big topic of discussion, with the board limiting the time of speakers...
I believe that citizen participation is crucial for fostering community engagement and accountability. Any citizen whose taxes contribute to Lexington One should have the right to speak for three minutes during board meetings, regardless of their residency status. This inclusivity recognizes the financial support these taxpayers provide. Additionally, I believe there should not be a limit on discussion topics as long as they are district-related, appropriate, and do not involve personal information about students or staff members. Broadening the scope of permissible topics would encourage open dialogue, empower community members, and ultimately strengthen the partnership between the board and the community it serves.
9. Currently the public has no way of tracking new positions that have been created or promotions from within. Would you support announcing the positions of the new hires and not just the number of new hires?
Yes, I strongly support announcing the positions of new hires rather than just providing the number of new hires. Transparency in staffing decisions is essential for building trust within the community and ensuring accountability. By publicly sharing the specific positions and promotions, we can keep stakeholders informed about the expertise and qualifications being added to our district. This information allows the community to understand how these changes impact our schools and supports engagement in the district's goals. Clear communication about new staff positions fosters a sense of collaboration between the board and the community, ultimately benefiting our students and schools.
10. Currently this board has no policy regarding censuring a fellow board member. Are you in support of censuring? How would you address violations of the Ethics Act by a fellow board member, a rogue board member, chronic absenteeism, or a board member that withholds information from other members?
Yes, I strongly support establishing a clear policy for censoring fellow board members. It is essential that board members maintain high ethical standards, as we represent the community we serve. A formal censure policy would provide a necessary framework for addressing serious violations of the Ethics Act, chronic absenteeism, or situations where a board member withholds information.
Such a policy would promote trust and integrity within the board, allowing us to take appropriate action when needed. Addressing these issues promptly is crucial for preserving the credibility of our leadership and fostering confidence within the community. By implementing a censure policy, we can reinforce our commitment to ethical governance and ensure that all board members meet the highest standards of conduct.
11. Would you support standing committees? Is so, what would those committees be?
Yes, I fully support the establishment of standing committees within the board. These committees can
enhance collaboration, focus on specific issues, and streamline decision-making processes.
Four examples of standing committees I would advocate for include:
Curriculum and Instruction Committee: This committee would evaluate and recommend educational programs, ensuring they meet our district’s academic standards and the diverse needs of our students.
Oversight Committee: This committee would oversee budget development and financial planning, ensuring transparency and prudent use of taxpayer funds.
Community Engagement Committee: This committee would focus on strengthening communication between the board and the community, facilitating feedback and participation in district matters.
Ad Hoc Committee: This committee would be responsible for addressing specific issues or projects such as developing new policies, evaluating curriculum changes, or managing budget concerns. These committees would be made up of diverse teams of stakeholders who would gather data, conduct research, and engage with other stakeholders for input. The ad hoc committee would provide detailed recommendations to the full board, making decision-making more efficient. Their role would allows the board to tackle complex matters without overburdening regular meetings.
These committees would help ensure that important issues receive the attention they deserve while improving overall governance.
12. Lexington One does not have an internal auditor and they do not review their monthly budget statements with the CFO during board meetings. Would you support the hiring of an internal auditor? Do you support being briefed on district finances during monthly meetings?
Yes, I strongly support hiring an internal auditor for Lexington One. The presence of an internal auditor would enhance our financial oversight, ensuring that funds are managed efficiently and in accordance with established guidelines. This position would provide an independent review of our financial practices and help identify areas for improvement, promoting fiscal responsibility.
Additionally, I believe it is crucial for the board to be briefed on district finances during monthly meetings. Regular reviews of budget statements with the CFO would ensure board members are fully informed about financial matters, allowing us to make sound decisions and maintain transparency with the community. Both measures would enhance trust and accountability within our district’s financial management.
13. Currently all schools in the district are eligible for the federal Community Eligibility Program. The board signed a resolution in June 2024 choosing not to participate in the program citing a “financial hardship”. Do you support participating in the district wide no-cost meal program?
Yes, I strongly support participating in the federal Community Eligibility Program to provide no-cost meals to all students in the district. Access to nutritious meals is essential for student health and learning, and this program would ensure that no child goes hungry during the school day.
The board's decision to forgo participation, citing “financial hardship,” lacks the necessary specifics to justify not feeding all kids who need it. We should conduct a comprehensive evaluation of the potential benefits versus costs to determine if the program could actually alleviate financial burdens in the long run. Students' well-being should be a priority, and participating in this program can create a positive impact on their academic performance and overall development.
