Eric Hall

Eric Hall

• Biography

  Eric Hall has lived in Alamance County and worked at Elon University for 26 years. He is an educator, researcher, parent, and community member with professional experience focused on student success, research, leadership, and creating opportunities for people to learn and thrive.

  Eric and his wife are raising two children, one is attending Elon Elementary and the other Western Alamance Middle School. As both a parent and current Board of Education member, he has seen firsthand how strong schools strengthen families, local employers, and the future of our community.

  He believes strong public schools are essential to the success of students, families, and the broader community. His priorities include safe and supportive schools, evidence-based instruction, strong student supports, and the recruitment and retention of teachers and school staff.

  Eric is committed to collaborative, respectful, and transparent decision-making. He believes School Board members should listen carefully to educators, families, students, and community members while using evidence and thoughtful analysis to guide policy.

• What motivated you to run for ABSS Board of Education?

  I am running because I want every student in Alamance County to have the same opportunities for success that I want for my own children. As a parent of two ABSS students and someone who has worked in education for many years, I have seen how much our teachers, support professionals, school leaders, and families do every day to help students succeed.

  I want to contribute to a school system that is safe, supportive, academically strong, and prepared for the future. ABSS serves students with different backgrounds, experiences, strengths, and needs, and every student should have a meaningful opportunity to succeed.

  I am also motivated by the importance of listening to the people closest to our schools. Educators, students, families, and staff have important knowledge about what is working and where improvements are needed.

  I would bring a collaborative and evidence-informed approach to the Board. I am running to help strengthen public education, support school employees, improve student outcomes, and build trust among ABSS, families, county government, and the broader community.

• What are your three highest priorities for the county school system?

  My three highest priorities are:

  1. Great teachers and staff. Teachers, education support professionals, counselors, bus drivers, custodians, administrators, and other staff are essential to student success. They deserve respect, competitive compensation, meaningful support, and opportunities for professional growth. We need to do what we can to support and retain teachers and school employees.

  2. Student success and opportunity. ABSS should use evidence-based instruction, early academic supports, strong student services, and effective family engagement to help every student succeed. Students should also have access to advanced learning, career and technical education, arts, athletics, and other enrichment opportunities.

  3. Safe and supportive schools. Students learn best when they feel safe, respected, included, and connected to their school. This includes attention to mental health, school climate, physical safety, belonging, and appropriate support for students with different needs.

  Across all three priorities, I would emphasize transparent decision-making, meaningful community engagement, and responsible use of public resources.

• What strategies would you implement to ensure that all Alamance County students have access to a high-quality education that prepares them for their future?

  I would focus on several connected strategies. First, ABSS should use evidence-based instructional practices and monitor student progress so that students receive timely academic support. Early intervention is especially important.

  Second, the district must recruit, retain, and support excellent teachers and school employees. High-quality education depends on having enough qualified staff who feel respected and prepared to do their work.

  Third, students should have access to multiple pathways for success, including rigorous academic programs, career and technical education, dual-enrollment opportunities, arts, athletics, and experiences that build communication, collaboration, problem-solving, and other skills.

  Fourth, ABSS should strengthen partnerships with families, community organizations, colleges, employers, and local government. These partnerships can expand mentoring, career exploration, student services, internships, and other opportunities.

  Finally, we should use data to identify where students are struggling and direct resources where they can have the greatest impact. Students do not all begin with the same resources or face the same barriers. The district should use data and community input to identify gaps and direct additional support where it is most needed.

• How would you approach issues of budget, prioritization, and resource allocation?

  Every budget decision reflects priorities, and I believe we should prioritize investments that have the greatest impact on student success. I would approach budget decisions by focusing first on student learning, school safety, employee support, and the essential operations that allow schools to function effectively. The Board should use evidence, transparent criteria, and clear communication when making difficult choices. We should examine whether programs are meeting their intended goals, understand the consequences of reductions, and seek input from educators, families, students, and community members.

  I would prioritize resources that directly support students and employees, including classroom instruction, competitive compensation, mental-health and student-support services, transportation, special education, school maintenance, and safe facilities. I would also support long-term planning rather than relying on short-term solutions that create larger problems later.

  While ABSS must manage resources responsibly, we should continue advocating for the funding necessary to meet the needs of our students and schools. Local taxpayers should not be expected to solve every problem created by inadequate state investment in public education. Budget decisions will sometimes involve difficult tradeoffs, but the public deserves to understand those tradeoffs. I would work to ensure that financial decisions are responsible and aligned with the district’s educational mission.

• What is required for an effective relationship between the ABSS Board of Education and Alamance County Commissioners, and how will you work toward that as an elected official?

  An effective relationship requires mutual respect, regular communication, transparency, and a shared commitment to serving students and the community. The Board of Education and County Commissioners have different roles, but their responsibilities are closely connected. The Board understands the educational needs of the district, while the Commissioners play a critical role in local funding, facilities, and other community resources. During my service on the Board, I have seen that communication is most effective when it occurs year-round rather than only during budget discussions.

  As a Board member, I would support regular communication before budget decisions become crises. I would encourage sharing clear information about enrollment, staffing, facilities, transportation, academic needs, and long-term financial requirements. I would also work to build relationships outside moments of disagreement. When differences arise, both bodies should engage in good-faith negotiations, explain their reasoning publicly, and focus on the consequences for students and employees.

  ABSS cannot succeed without a strong partnership with county government. I would advocate firmly for the district’s needs while approaching county commissioners as partners in the shared work of building a strong community.

• How will you ensure that the voice of students, families, and the broader community are heard in the decision-making related to the county school system?

  I would support multiple ways for people to participate, including public meetings, listening sessions, school visits, surveys, advisory groups, and opportunities for students and families to communicate directly with Board members. Listening must extend beyond people who are already comfortable attending formal meetings. The Board should seek input from families whose schedules, transportation, language, work responsibilities, or past experiences make participation more difficult.

  As a Board member, I have found school visits and conversations with families and educators to be some of the most valuable sources of information about district needs. Student voice is especially important because students experience the school system directly. Community input should inform decisions early, not simply be collected after a decision has already been made. At the same time, Board members must balance individual perspectives with districtwide data, legal responsibilities, and the needs of all students.

  I would communicate clearly about what I heard, how that information influenced decisions, and why the Board ultimately reached a particular conclusion. People may not always agree with every decision, but they deserve to be treated respectfully and given an honest explanation.

• How do you plan to address the long-term needs of the district, such as facilities maintenance, growth management, and future planning?

  ABSS needs to continue to develop a long-term facilities and enrollment strategy based on accurate data, regular maintenance assessments, demographic trends, projected growth, and meaningful coordination with Alamance County. During my first year on the Board, I have seen the importance of long-term planning for facilities, enrollment, and infrastructure.

  The district should prioritize preventive maintenance because addressing problems early is generally safer and more cost-effective than waiting for major failures. Facilities planning should also consider accessibility, school safety, energy efficiency, technology infrastructure, transportation, and the quality of learning environments.

  Growth management requires close communication with county planners, municipal governments, developers, and community members. New housing and population growth can affect enrollment, traffic, transportation, school capacity, and staffing. The district should be involved in these conversations early.

  Long-term planning should also include the people who work and learn in the buildings. Students, educators, staff, and families can provide important information about facility conditions and operational needs. ABSS should plan not only for the next budget cycle, but for the schools our community will need 10, 20, and 30 years from now.

• Please share a specific leadership experience that illustrates how you will be effective as a leader for Alamance County.

  One example comes from my work at Elon University, where I led a collaborative initiative involving faculty, staff, and administrators from multiple departments. Participants brought different perspectives, priorities, and responsibilities. My role was to build consensus around shared goals, establish clear expectations, monitor progress, and ensure decisions were informed by evidence. The project succeeded because we focused on communication, trust, and accountability. That experience reflects how I approach leadership today: listening carefully, bringing people together, and finding practical solutions that advance shared goals.

  One lesson I have learned is that leadership is not simply about having the loudest voice or making decisions independently. It is about creating the conditions and opportunities for people to contribute their knowledge and do their best work. It also requires accountability: setting clear expectations, following through, evaluating progress, and adjusting when a strategy is not working.

  Those experiences would shape how I serve on the Board of Education. I would work to build respectful relationships with fellow Board members, educators, families, students, county officials, and community partners. I would approach disagreements as opportunities to understand the underlying concerns and identify practical solutions.

  As a Board member, I would bring a steady, collaborative, and evidence-informed approach focused on the long-term success of ABSS and the students it serves.