Eight candidates are vying for four open seats on the New Hanover County Board of Education.
Incumbents Josie Barnhart and Pat Bradford are facing challengers Wendy Dale, Amy Dunning, Jerry Jones Jr., Brittnei LaRue and Chris Sutton in the school board race. Board members serve four-year terms and earn a salary of $16,732.
In-person early voting begins on Thursday, Oct. 15 and continues through 3 p.m. on Saturday, Oct. 31. Election Day is Tuesday, Nov. 3, and polls are open from 6:30 a.m. to 7:30 p.m.
Here are the candidates’ responses and their thoughts on current issues.
Candidate responses have been edited for style, grammar and length.
Josie Barnhart
Age: Did not answer
Occupation: Educator
Education: Bachelors degree Mathematics Education, Minor in Mathematics
Political experience: Board of Education Member since 2022
Political affiliation: Republican
Pat Bradford
Age: 73
Occupation: Member, New Hanover County Board of Education. Current freelance writer and editor. Retired publisher and editor. Co-founder of Wrightsville Beach Magazine, founder of Lumina News and The Wrightsville Beach Phonebook. Former Realtor.
Education: Appalachian State University –BA in Communication Arts; BS K-12 teacher training.
Political experience: Elected to the New Hanover County Board of Education in 2022, elected Vice Chair 2022-2023. Chair of the Finance Committee 2022-2026, later the joint Finance, Capital and Bond Committee, and Member Policy Committee, Curriculum Committee, and Calendar Committee. Prior member of Legislative Committee, Legion Stadium Committee, Educator of the Year and Head Start committees.
Political affiliation: Republican
Wendy Dale
Age: 52
Occupation: Sr. Contracts Specialist at Jama Software, Inc.
Education: UNC-Chapel Hill, B.A. in Communication Studies, concentration in Rhetoric, Minor in Social and Economic Justice. Duke University, Post-baccalaureate Certificate in Paralegal Studies
Political experience: None
Political affiliation: Democrat
Amy Dunning
Age: 39
Occupation: STEM teacher
Education: Bachelors in Elementary Education, Masters in Education, Ph.D. in Educational Studies
Political experience: None
Political affiliation: Republican
Margie Gewirtzman
Age: 46
Occupation: Bookkeeper
Education: Boston University, Human Physiology, New England School of Acupuncture - Masters of Acupuncture and Traditional Chinese Medicine.
Political experience: Volunteer with campaigns, Secretary of Precinct W33
Political affiliation: Democrat
Jerry Jones Jr.
Age: 50
Occupation: Environmental chemist
Education: MBA UNCW, BS Physics UNCW, BA History/Economics Warren WilsonCollege
Political experience: I ran for Board of Education in 2024, and have since participated in a candidate training program conducted by the Carolina Federation.
Political affiliation: Democrat
Brittnei LaRue
Age: 40
Occupation: Financial Professional; Wealth Management Certified Professional
Education: Bachelor of Arts in Foreign Languages, concentration in Spanish, magna cum laude, Monmouth University
Political experience: 2026 candidate for New Hanover County Board of Education; first-time candidate for elected office
Political affiliation: Democrat
Chris Sutton
Age: 38
Occupation: Commercial & Industrial Maintenance
Education: Laney High School/ NC State
Political experience: Did not answer
Political affiliation: Republican
What are the top issues facing the district?
Barnhart: The top issues in New Hanover County Schools are the aging facilities and overall slight decline in enrollment. As a leader we have been working on ways in which we can decrease overhead and put more funds back into student facing positions. While we have been able to secure more funding year after year working with our county commissions, the county's facility needs extend well beyond the increased annual capital budget and thus a bond will also be on this year's ballot. These projects were intentionally chosen to touch all the schools in the district thus positively affecting our entire community.
Bradford: Staffing, safety and the basics. Three budgets ago the district faced a $20 million shortfall and cut more than 300 positions, and our people are stretched thin. We must find the funding to fully staff our schools. Safe, civil and disciplined classrooms come next, because students cannot learn in chaos. Reading, math and science proficiency must keep climbing. Twenty years of deferred maintenance left us with aging buildings that need real capital planning. And chronic absenteeism is the one district goal that has not improved, along with growing strain on our exceptional children program.
Dale: Funding is by far the top issue facing New Hanover County Schools. Teacher morale is suffering due to wages being stagnant for years. There aren’t enough teaching assistants. Staffing positions have been cut, and we don’t have enough bus drivers. The Board of Education is faced with the daunting task of approving a budget when there simply aren’t enough funds to provide for everything our schools need. Advocacy for full funding should include revising the state’s formula for funding schools so that it is based on actual needs rather than the number of students.
Dunning: The top issue facing New Hanover County Schools is funding. The funding formulas set at the state level do not adequately support the needs of our district. This makes it difficult to provide the resources, staffing, and services required for all students to thrive. The Board of Education plays a crucial role as an advocate for change by clearly demonstrating where these formulas fall short. Our district must also remain focused on maintaining and growing student achievement, strengthening teacher effectiveness, and ensuring school safety. Addressing these priorities alongside funding advocacy is essential to sustaining high-quality education across NHC Schools.
Gewirtzman: The top issues facing our school district are a lack of resources to support teacher hiring and retention; continued deferral of critical maintenance for our crumbling schools; and the huge disparity between the "have and have nots" of our individual schools. In New Hanover County, various Federal and state funding sources have either been eliminated or failed to keep up with our students’ needs creating understaffed learning environments. Sixteen of our 45 schools are Title 1 and with that comes increased emotional burdens on teachers, demonstrating the criticality of mental health services to support everyone in our school system.
Jones: First and foremost, our district is suffering from lack of resources, and we need a school board that advocates much more aggressively for them. We face shortages across the district – not enough substitutes, not enough bus drivers, and inadequate school facilities – and those challenges affect some schools more than others. We also need to rebuild trust among the board, parents, faculty, and support staff. That means better communication, greater transparency, and leadership that genuinely listens. Families and educators should know how decisions are being made, have meaningful opportunities to shape them, and feel like they have a seat at the table.
LaRue: Our district must improve academic outcomes while addressing aging facilities and recruiting and retaining an excellent workforce. These challenges require both immediate attention and long-term planning. We must understand where students are succeeding and where gaps remain, using various types of data to guide decisions and ensure resources and strategies are responsive to student needs. At the same time, we must responsibly address significant facility needs and support the educators and staff who make student success possible. The board’s role is to keep student outcomes at the center while providing strong oversight and responsible stewardship of district resources.
Sutton: Our district faces several challenges that require focused, innovative solutions. Chronic absenteeism continues to impact student achievement and needs to be addressed through early intervention and stronger family engagement. Disciplinary issues can disrupt learning for students and teachers, making consistent accountability and effective intervention essential. We must also address the growing number of students with IEPs by ensuring staff have the resources, training, and support necessary to meet their needs. Staff recruitment, retention, and morale remain critical priorities. Finally, aging infrastructure and growing enrollment are putting additional pressure on our schools, requiring responsible long-term planning and investment.
What goals do you have for the district?
Barnhart: Academics is the number one priority. Replicating effective teaching practices across the district so that more students are academically successful. I strive for a district with no failing schools, where every school is at least meeting growth expectations and continually working to exceed them. Maintaining a consistent standard of excellence is imperative no matter where a child is zoned for school.
Bradford: Finish the turnaround. NHCS is ranked first among surrounding school districts in reading grades 3-8, and fourth among the state’s big 12 districts. Math 1 proficiency jumped from 32.4% to 47.1% this year, and our 89.4% graduation rate is the highest in a decade and above the state average. The number of low performing schools dropped from 10 to five. My goal is to increase gains, continue building excellence, rebuild our fund balance, restore lost positions, turn around attendance and relieve the strain on our exceptional children program - all while keeping the budget transparent, and living within our means.
Dale: I want to implement policies that allow us to achieve excellence in every public school in New Hanover County. The Board should ensure that professional educators are given the right they have earned through their education and experience to determine the curriculum for their students and the materials displayed in their classrooms. Diversity, equity, and inclusion should be promoted as concepts that unite students and educators alike and contribute to the education and social development of students. Also, I support free universal school meals and an environment that fosters healthy, positive relationships between educators and students.
Dunning: My goals for NHC Schools center on ensuring that all students are academically equipped for their future, whether that path includes postsecondary education, military service, or entering the workforce. Every student should graduate with the knowledge, skills, and confidence needed to adapt, compete, and succeed in an ever-changing world. By maintaining high academic expectations, supporting effective teaching, and providing relevant, real-world learning experiences, NHC Schools can empower students to thrive beyond graduation while becoming engaged, responsible citizens.
Gewirtzman: If elected I will have several priorities: work with our schools to close the literacy gap so that all our children are reading at least at the 3rd grade level; ensure we prioritize mental health resources for our students; work to provide a safe learning environment, both physically and emotionally, for our children and teachers; and unite with our fellow county school boards across the state to lobby for more resources from the North Carolina General Assembly (NCGA) to support all of the above.
Jones: I want to build a culture of support and collaboration rather than one that feels adversarial to educators and families. I want the district to confront inequities between schools with urgency and a focus on solutions. I will aggressively advocate for public education funding from the state, county and Endowment. And I want the board to build stronger relationships with community organizations representing parents, educators and working families. A school board should not operate at a distance from the people it serves; it should actively seek out their experiences, expertise and ideas.
LaRue: My goal is a district focused on improving outcomes for every student while building greater public confidence in our schools. Many strong programs, initiatives and partnerships are already underway. We should measure their impact using various types of data, scale what works and better communicate this work to the community. I also want the board to remain focused on strategic goals, increase civility and minimize unnecessary governance conflicts by adopting fair, consistent policies and processes and following them consistently. Strong governance creates the stability necessary for educators to do their work, partnerships to grow and our district to make sustained progress.
Sutton: My vision is to prepare every student for success in life by helping them discover what they enjoy and connecting them to a career pathway that turns their interests into opportunities. Whether that means college, skilled trades, military service, entrepreneurship, or another path, every student should leave our schools prepared for their future. I also want to bring a level of transparency and accountability to our district that we have never had before, with policies ensuring parents and the community receive timely answers. Finally, I want to improve staff morale, strengthen retention, and make New Hanover County Schools an employer where educators are proud to build their careers.
Why are you the best candidate for this position?
Barnhart: As a leader I have been intentional about showing up for our staff and students. As a Board of Education member, it is important to have a pulse on what is happening in our schools and to communicate those needs effectively to local and state leaders. I have worked to strengthen relationships with fellow elected officials and members of the business community to create more opportunities and support for our students. If re-elected, I will continue building those partnerships and working together to help our students succeed.
Bradford: Experience matters as does a proven track record. When I took office, budgets were in shortfall, governance was chaotic and proficiencies were unacceptable. I made reading my first priority, and scores rose. My first act as Chair of the Finance Committee, later Finance, Capital and Bond Committee was to help build a balanced, transparent budget. The second was develop a school bond referendum for this year’s ballot. My background includes 25 years in this county running a business, managing multi-million-dollar budgets and staff. I trained as a K-12 educator, and served as a Guardian ad Litem speaking for children in court.
Dale: I am the candidate who has worked for more than a decade in the technology and software industry providing legal and contractual expertise to business teams as part of corporate in-house legal departments. I am trained in effective communication, creative problem solving, and legal ethics. Also, as a single mother, I raised a child with an IEP, so I am particularly attuned to the issues parents encounter when they need support for their child’s education. I envision a school environment where children are allowed to internalize healthy self-acceptance while developing good habits and strong character.
Dunning: I am the best candidate for the Board of Education because my academic preparation and professional experience are rooted in public education. I hold three degrees in education, including a Ph.D., which provide a strong foundation in teaching and learning, educational policy, research, and school improvement. I bring over 15 years of experience in public schools, giving me firsthand understanding of classroom instruction, teacher support, student needs, and district-level challenges. This combination of advanced academic training and practical, on-the-ground experience allows me to make informed, data-driven decisions while staying focused on students, educators, and the long-term success of our schools.
Gewirtzman: I have been and continue to be a fierce advocate for my three children - all of whom have learning barriers - during their public education schooling in New York, Texas and now here in Wilmington. I understand the issues and the challenges faced by parents as they navigate the school system, and am prepared to be that advocate for ALL children. I also have extensive experience working in a variety of non-profits and understand how to budget effectively to achieve specific goals. If our Board fails to find solutions to these and other challenges, it is our students that pay the price.
Jones: I bring the perspective of a scientist, former educator, small business owner, and public school parent. My professional background has taught me to approach difficult problems with evidence, curiosity, and a focus on solutions; it’s also taught me how to manage a budget and nurture a classroom. I have raised two children in New Hanover County schools, which included additional support through IEPs and 504 plans. I also serve with community organizations, like Growing Resilience and the Northside Food Co-op, working to address structural inequities in our county. I’m already invested in our community and what our kids need.
LaRue: I bring financial experience, community involvement, preparation and a governance-focused approach to this role. I have taken this candidacy seriously by studying the board’s responsibilities, completing candidate training, visiting schools and consistently engaging with educators, families and community members across New Hanover County. I am committed to remaining a presence in our schools and community if elected. My professional background requires me to analyze complex information, ask questions, consider long-term consequences and act responsibly with other people’s resources. Effective school board leadership requires sound judgment, collaboration and a commitment to making decisions based on what best serves our students and district.
Sutton: I’m a lifetime local who knows our community and has developed a deep understanding of our school district. I’ve taken the time to study our policies, North Carolina General Statutes, budgets, and district operations — and I’ve advocated for changes where I believe our system can do better. My background gives me a practical, problem-solving perspective, while my experience researching and pushing for policy changes gives me the knowledge to understand how to turn ideas into action. Most importantly, I understand the responsibility of serving our students, supporting our staff, listening to parents, demanding accountability, and being a responsible steward of taxpayer dollars.
How will you address concerns about aging school facilities?
Barnhart: I have worked with both board members and district staff to have a facilities study identifying projects along with a timeline to keep up with maintenance, rather than retroactively attempt to contain maintenance. A proactive approach will set our staff and students up for success. I am proud to help support all school facilities with the projects identified in the bond that is on the ballot. In addition to projects hitting all schools, all of the large projects identified are needed changes to create a proactive approach to maintaining quality facilities.
Bradford: For 20 years, previous boards neglected capital and maintenance planning, and our children are paying for it. With the Superintendent and CFO, I led the Finance, Capital and Bond Committee in collaborating to reassess our facilities and identify the most urgent needs. Our work produced the $320.5 million school bond on the November 3 ballot, which funds safety and security upgrades, essential repairs and modern learning environments. I expect it to pass. Beyond it, we solidified the long-term capital plan, and I will keep the process transparent to ensure every dollar goes where it is needed most.
Dale: The Board of Education should take a proactive, rather than reactive, approach in maintaining, repairing, and improving facilities before significant problems arise. Of course, this will require adequate funding. The school bond that will be on the ballot in November is essential to making this a reality. Financial and redistricting decisions should be based on thorough research and analysis to avoid inefficient or undesirable outcomes. While it may be necessary at some point to close or repurpose outdated facilities, we should primarily look to preserve and upgrade existing facilities to the greatest extent possible, taking community input into account.
Dunning: I will improve school facilities by strongly supporting the NHC school bond, which will contribute over $320 million toward much-needed facility improvements across the district. The NHC bond focuses on addressing aging infrastructure, improving safety and security, reducing overcrowding, and upgrading learning environments so they better meet the needs of today’s students and staff. Supporting this bond is an investment in our students, educators, and community, and it reflects a long-term commitment to strong, sustainable public schools in New Hanover County.
Gewirtzman: The first thing we must all do is support the school bond referendum on this year's ballot! Although it's well under what our district needs to fix our schools as well as to fully address the need for additional schools to support our growing population, it is a critical first step in the process. We can also look at other creative solutions, such as within our own community. Working to build coalitions with faith groups, NGOs, parents, and businesses, among others, could help to bridge some of the funding gaps we currently have.
Jones: With mold in band rooms, water-damaged ceilings, and other aging facilities, it’s clear we can’t keep putting off needed investments in our schools. We need to approach school infrastructure proactively rather than waiting for problems to become crises. That means documenting facility needs, prioritizing them based on urgency and equity, and aggressively pursuing funding from both the County and the Endowment under their core pillar of Education. Our schools are essential community infrastructure, and students and educators deserve safe, healthy buildings that support learning. I will make the case that investing in them must be a priority.
LaRue: I support the 2026 school bond because our district has significant facility needs that cannot be responsibly ignored or indefinitely deferred. If voters approve the bond, the board must provide strong oversight to ensure funds are spent responsibly and the public receives clear updates on progress and costs. Priorities should be informed by facility conditions, enrollment, instructional needs and future growth, along with the expertise and recommendations of school staff and district leadership. Beyond the bond, NHCS needs disciplined long-term capital planning. Maintaining our schools is an ongoing responsibility, and thoughtful planning today can help prevent more expensive problems later.
Sutton: Having someone on the school board with significant building maintenance knowledge is paramount as our facilities continue to age. Being proactive is often far more cost-effective than being reactive. If elected, I will be a hands-on leader who regularly visits our schools, walks facilities with staff, and understands their needs firsthand so we can make responsible decisions with taxpayer dollars. I will also push to ensure new construction is designed with long-term maintenance, durability, and cost in mind. We don’t need buildings designed to be works of art; we need functional, efficient facilities with proven, reusable designs that can be adapted and replicated to save taxpayers money.
How will you increase public trust in the board?
Barnhart: As a board, we have brought in outside auditors to review our finances, maintenance, and facilities. Showing how and where taxpayer dollars are being spent has helped keep the community informed about the progress our district has made. Continuing to share my perspective, openly address concerns, and keep the community informed will remain a priority for me.
Bradford: Trust is earned by being open and telling the truth. We will continue explaining where every dollar comes from and goes. We will continue our remarkable turn-around in our working relationships between the county government, the business community, local institutions of higher education, the school district and well as state government. We restored order to board meetings, created an agenda review process and put our finances under an independent wellness review by School Operations Specialists, which found our structures “simply put, excellent.” The county and state responded with increased funding, and our Teacher Working Conditions Survey shows high job satisfaction.
Dale: Accountability and transparency are essential. The Board of Education website should be updated to be more user friendly so that the public can easily access a wide variety of information without having to make a specific request. The Board should keep the public apprised of the various infrastructure projects, including amounts budgeted and spent on each project. Additionally, the Board should provide a defined, transparent, and formal process to lodge complaints regarding violations of law, policy, or decorum by members of the Board.
Dunning: I believe building public trust starts with listening to our families, educators, students, and community. Before making important decisions, I want to make sure people have meaningful opportunities to share their perspectives through community forums, school visits, surveys, and conversations. I also believe in keeping our community informed by communicating clearly about decisions, the information considered, and how those decisions may affect our schools. Not everyone will always agree, but people should feel heard and understand how we arrived at a decision. By listening, communicating openly, and working together, I hope to build stronger relationships and greater trust in our Board of Education.
Gewirtzman: Transparency. Accountability. And getting back to the business of education. We need to make sure our constituents - parents, teachers, administrators, students, local business owners - all feel heard and understood. We can have more open houses and listening events, as well as make sure we follow up with people to see if challenges in our school system are being overcome. We need a thousand eyes to monitor a system this large and when glitches are discovered - as when stress testing the system - we must show gratitude and work in collaboration with stakeholders to find innovative and practical solutions to move forward for the benefit of all.
Jones: Public trust starts with making it easier for the public to participate. In my first 90 days, I would push for board meeting times that better accommodate working parents and make meetings more family friendly, including exploring childcare options. I would build ongoing relationships with community organizations that represent working people rather than waiting for residents to come to us. And I want teacher voice and student voice to have literal seats at the table. People are more likely to trust their school board when they can participate, know they will be heard, and see their experiences reflected in its decisions.
LaRue: Trust grows when people understand what their district is doing, why decisions are made and how that work contributes to our goals. NHCS is already working to strengthen communication, and I want to support and expand those efforts in partnership with district leadership. Using accessible tools such as newsletters, town halls, listening opportunities and social media, we can better connect the community to the work happening across our schools while creating ongoing opportunities for families, staff and residents to ask questions and provide feedback. I will also explain my decisions and support clear reporting that demonstrates our progress toward district goals.
Sutton: True, tangible transparency and accountability are the foundation for rebuilding trust with our community. I will advocate for legislative changes, including a “Pass the Trash” law in North Carolina to ensure substantiated teacher disciplinary records follow employees from district to district. Too many bad actors have moved between districts without adequate accountability. I will also push for policies that improve public records transparency and ensure parents receive timely, meaningful answers to legitimate questions. When something goes wrong, as it inevitably can in an organization this large, we owe our community honesty, accountability, and a commitment to address problems rather than simply doing the bare minimum the law requires.
What's your plan to address staff shortages?
Barnhart: As a board member I have prioritized cutting district overhead positions and increasing resources for student facing positions. If elected again I will continue to support student facing positions and prioritize incentives for hard to fill positions. For over two years now, New Hanover County schools has had a turnover rate less than the state average and minimal staff vacancies. Continuing to support staff has been and will remain a priority.
Bradford: My plan is to keep our spending discipline so we can restore lost positions, prioritize classroom staff over central office growth, keep working with county partners on competitive supplements, and protect the improved climate that keeps good people here. Our people are our largest investment. Turnover is now lower than the state average, and with the new state budget our staff have received raises from 3% for classified employees to 17.1% for beginning teachers, plus bonuses in late October. The district also regained eligibility for $2.3 million in state supplemental teacher funds. We have already turned the corner.
Dale: Again, with school funding at crisis levels, we must engage the entire community to collectively demand more resources for our schools, including sufficient funds for teachers and staff necessary to meet the needs of students, while maintaining high morale and a decent standard of living for all. Everything depends upon the education of our youth, including the long term sustainability of our economy, our institutions, and even our democracy. Unfortunately, there is no other adequate answer. There is no cost cutting strategy or innovative idea that has not already been implemented or considered. We simply must make the full funding of our public schools a local, state, and federal priority.
Dunning: I believe addressing teacher shortages requires advocating for the resources our schools need to recruit and retain high-quality teachers and staff. North Carolina’s school funding formula does not always provide districts with the resources necessary to meet the needs of their students and schools. As a NHC Board of Education member, I will advocate with our state legislators for increased education funding, particularly funding that supports competitive salaries and additional staff. I will work to ensure our local schools have a strong voice in Raleigh and that funding decisions reflect the needs of our students, teachers, and communities.
Gewirtzman: We must show respect and trust for teachers and school staff. While pay is crucial for hiring and retention, the Board lacks budget control, so we must partner with other county school boards to advocate for state resources. Meanwhile, we can enact local policies that ensure a safe, supportive, and effective environment for staff to work and students to learn.
Jones: Staff shortages are a national problem, but that doesn't mean we are powerless locally. We should build our own educator pipeline by helping teaching assistants earn credentials through paid apprenticeship programs like TeachReadyNC, then backfilling those positions as they advance. We should make substitute teaching more competitive, including higher pay for last-minute and hard-to-fill vacancies. And we need to attack workload, not just vacancies: if a task doesn't require a teaching license–copying, data entry, lunch or hall monitoring–we should find appropriate support staff to do it and give educators more time to teach.
LaRue: Recruitment matters, but retention is just as important. I will continue advocating at the state level for better compensation, not only for new teachers, but also for veteran educators and classified staff. We must understand why employees stay, why they leave and what makes their jobs unnecessarily difficult. I would review vacancy, turnover and retention data across schools and positions and listen to employee feedback. While NHCS offers a competitive local supplement, the board should continue examining what is within local control, including working conditions, professional support and administrative burdens. Retaining experienced, effective employees is essential to student success and a strong school system.
Sutton: We need to make NHCS the place every public school employee wants to work. I will pursue innovative ways to support and retain our staff, including advocating for legislation giving counties the authority to offer tiered property tax credits to public servants, rewarding those who make a long term commitment to serving our community. This could encourage employees to live locally and keep more tax dollars here. I also want to explore bereavement policies so staff do not have to use sick leave to grieve, strengthen staff input without fear of retaliation, and improve working conditions. NHCS should not be a starting point. It should be where staff proudly build careers and retire.
Daniel Sheehan covers New Hanover County for the StarNews. Reach him at dsheehan@usatodayco.com.
This article originally appeared on Wilmington StarNews: Meet the candidates for the New Hanover County Board of Education
