Stephanie Enoch
Stephanie Enoch
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Born to Pastor Herman M. Long and Shirley Bozeman Long, raised in Burlington, NC, with seven siblings, two sons, and six grandchildren. Academic Achievements: Graduated from Graham High School (1977). Earned an AAS in Business and Legal Office Technology from Alamance Community College (1994), serving as Secretary of the Student Government Association. Obtained an AAS in Paralegal Technology from Guilford Technical Community College, serving as President of the Student Government Association (1997). Completed a BA in History with a minor in Political Science from Georgia State University (2003). Received a Master's in Education Administration from Strayer University (2010).
Community Involvement includes serving on the Green Level Town Council, a Board of Delegates member for the Piedmont Triad Regional Council, Kernersville NC. Active in the Alamance County NAACP Finance Committee, Ways & Means Committee as well as the Membership and Political Action Committees. Also serve as a Member of the NC League of Municipalities Legislative Policy Committee and the Burlington-Graham Metropolitan Planning Organization Transportation Advisory Committee. I have worked in the past with ABSS for many years as a Substitute Teacher and is now in the process of completing a new application as a Substitute Teacher for this school year.
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My main motivation for running for ABSS School Board is to exhibit that I have firsthand experience with the school system, while representing the needs of working families, single parents and students who live in underserved communities. As a Board member, I would like to be a bridge between the community and the school system to ensure that district decisions serve the whole community not a select few. I am motivated by my genuine love and interest for all our students that they have access to quality education. This in turn will improve their academic outcomes while expanding more opportunities for our students to succeed while attending ABSS. This is one way to give back as I contribute my services to my community help make our communities great again. This will be so appealing to me as I value our democracy and working for community engagement as a Board member. By running for ABSS School Board, I will be able to address issues such as curriculum quality, school safety, mental health support, and extracurricular opportunities, ensuring that all students have the resources they need to thrive. As a Board member, I will be in a position to contribute my knowledge while working as a team member to achieve shared goals for the future students enrolled in ABSS.
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1. My first priority is to continue advocating for county and state-wide funding. This would require a combination of relationship building, strategic messaging, coalition building, and policy knowledge. This requires identifying and getting to know the key decision makers; having a meaningful engagement with relevant state legislators including US Senators, Representatives, County Commissioners, federal and state officials and other local leaders. Must build relationships and credibility framed around the needs of the community while also measuring the outcomes aligned with policy goals. There has to be a chance of establishing trust with decision makers through constant involvement with one another, which includes meetings, phone calls and following up. After all this is done, the opportunity will come to make a strong case for getting state-wide and county funding.
2. Secondly would be to focus on equity for all students. According to recent studies, it's been proven that building a more racially, ethnically, culturally, linguistically, gender and disability educator workforce is essential for improving teaching and learning, addressing disparities and reflecting the communities being served. Provide multiple means of engagement, representation, and expression so all students especially those with disabilities or English Language Learners can access and demonstrate learning while understanding and addressing their own barriers.
3. Thirdly, is to increase student academic outcomes by providing academic support services such as tutoring, mentoring, and supplemental instruction to improve retention and completion rates. A student well-being directly impacts learning. Addressing mental health and fostering a positive school culture can improve many desired outcomes. Interventions that support a students’ emotional needs will enhance engagement and reduce behavioral problems before they become an issue in the learning process.
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Every child in Alamance County deserves a high-quality education no matter what school they attend and right now that's not guaranteed. Our district ranks near the bottom in the state and local funding and teachers pay lag behind neighbors in other counties which makes it hard to recruit and keep great educators. As a Board member, I'd focus on five things;
1. Would be fighting for fair need-based funding from the county, so every school, not just the loudest gets what is required.
2. Strengthening early literacy though "K12", because kids who fall behind in reading rarely catch up.
3. Expanding career and technical pathways so every student graduates with a credential or a clear or a clear next step, not just a diploma.
4. Ensuring every school has counselors and mental health support, since that shouldn't depend on ZIP Code.
5. Real partnership with parents, churches and local employers so our strategic plan reflects what our community actually needs.
This isn't about doing more with less forever, it's about honesty with our community, about what our kids need and the care to fight for it.
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Define the ABSS Goals, Assess the Needs, and Align those needs with School Facilities Master Plan (SFMP).
1. Align Every Dollar and Task with Organizational Objectives
All financial expenditures be directly connected to goals and strategies.
2. Collect Data and Stakeholder Input
Gather data to identify operational, instructional, technological, and facility’s needs.
3. Prioritize Needs Objectively
Establish objective criteria for evaluating requests and proposed projects, and cross- reference back to SFMP.
4. Apply an Urgency-and-Impact Framework
Use a prioritization framework to distinguish urgent and high-impact needs from lower impact or deferrable tasks.
5. Balance Immediate Needs with Long-Term Investments
Immediate demands should not undermine the district’s ability to achieve its future strategic and facilities objectives.
6. Allocate and Monitor Resources According to Priorities
Board directs resources to be distributed according to the priorities agreed upon.
7. Leverage Technology for Accountability and Forecasting
Use of management and financial software to provide real-time tracking.
8. Monitor Key Performance Indicators and Adjust as Needed
Adjustment of resource allocations and priorities accordingly to reduce the risks.
When addressing issues with the budget, the core issue must be identified, and positive defined steps must be put in place and strictly adhered to accomplish meaningful resolution. We must do this all while acknowledging that funds are limited. Each item must be addressed on its own merit but bearing in mind that the school board must act as a business which has narrowing limits, while the education of our youth is in a fast changing and highly challenging time, so it's the Board's responsibility to be good stewards of the educational system so they cannot lose focus on the primary focus of this all…… the children.
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An effective relationship between the ABSS Board and our County Commissioners starts with communication, mutual respect, and remembering who we are all there to serve: our students, teachers, staff, and families. The relationship should consist of:
*Clear Financial Transparency,
*Shared Long-Term Planning,
*Respect for Statutory Roles,
*De-Escalation Before Dispute.
As a Substitute Teacher in the ABSS School system for many years, I saw firsthand what happens inside our schools. I saw dedicated teachers doing everything they could for their students, often with limited resources. I saw the challenges our students face, and I've learned that a child's opportunities should never be determined by their ZIP code, as I stated earlier. If elected, I will bring that experience with me. I will work with our County Commissioners respectfully and honestly, even when we may disagree.
My experience serving on the Green Level Town Council has taught me that local government works best when elected officials communicate, listen, and find common ground. I will always advocate for responsible decisions that give our teachers the support they deserve and every Alamance County student the opportunity to succeed.
In summary, both the County Commissioner and the School Board must be willing to communicate early, share information openly, respect their respective roles, and work together toward outcomes that benefit the community in which they serve.
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I will ensure that students, families, and community members have genuine opportunities to shape decisions—not just react after decisions are made. That means creating regular listening sessions in different parts of Alamance County, offering both in-person and virtual options, and using surveys that are easy to access and understand.
I believe student voices must be included directly. Students should have opportunities to share their experiences regarding safety, academics, mental health, transportation, school culture, and extracurricular opportunities. Their feedback should be considered when policies and priorities are developed.
Families also need communication that is timely, respectful, and clear. I will support meetings at convenient times, outreach through schools and community organizations, and efforts to include working parents, grandparents raising children, families without reliable transportation, and people whose voices may not always be heard.
Most importantly, I will be transparent. After gathering input, I will communicate what we heard, how it influenced the decision, and why certain actions were taken. Trust grows when people know their concerns matter and can see that leaders are listening.
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My plans to address the long-term needs of the district is to have a School Facilities Master Plan (SFMP) aligned with the district’s educational vision and long-term strategic goals: A framework for guiding school construction, renovation, modernization, maintenance, and capital improvement projects over the long term, A SFMP would move ABSS from a reactive approach to a proactive and strategic approach. Imperatively, the SFMP should align the physical learning environment with ABSS’s educational goals. School buildings and learning spaces should support effective teaching and learning, student safety, technology, innovation, accessibility, and the changing needs of students and educators.
Promotes equitable distribution of resources across the district, and establishes clear, consistent criteria for prioritizing capital improvements.
Importantly, financial accountability and long-term planning. A multi-year SFMP could help ABSS better anticipate major capital expenditures, coordinate projects, identify potential funding needs, and make better decisions regarding repair, renovate, replace or construct facilities.
Finally, a comprehensive SFMP would provide greater transparency and community engagement: A clear, publicly accessible plan would allow parents, staff, students, community members, and elected officials to understand the rationale behind the district’s priorities, and the anticipated timeline for improvements.
Ultimately, it would provide a strategic roadmap for creating and maintaining safe, functional, equitable, sustainable, and future-ready learning environments for every student.
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Solving complex problems under demanding timelines can be challenging; however, my experience on the Green Level Town Council has taught me how to navigate difficult situations by exercising sound judgment, creativity, and composure. Working with various personalities and perspectives can sometimes challenge a collaborative culture. My approach is simple: pay attention, listen, then speak. Effective leadership requires understanding different viewpoints and communicating in a way that is respectful, receptive, and inclusive of diverse cultural perspectives. My goal is to work collectively towards solutions that are beneficial. We do not always have to agree, but we can agree to disagree while continuing to work together. Leadership is demonstrated through measurable outcomes and continuous growth. During my time on the Green Level Town Council, I have consistently sought knowledge, education, and understanding of the issues affecting our community. This commitment has helped me build meaningful relationships with constituents who support and appreciate my community accomplishments. I am ready to continue that pursuit of service by running for the School Board. Our children are the future, and serving on the School Board would allow me to extend my dedication to public service and advocate for the educational needs of our children.