The Manning Times invited candidates in local and state races to participate in a question-and-answer feature addressing their backgrounds, qualifications, priorities and positions on issues affecting our communities.
Candidates seeking the same office received identical questions, allowing readers to compare their responses on the same topics. Questions were tailored to the responsibilities of each office, with some addressing recent developments covered by The Manning Times. The Q&As are organized by race, with candidates listed alphabetically by last name within each race.
Candidates were asked to limit their responses to approximately 100 to 150 words per question and were offered the option of participating through a phone or in-person interview. Candidates seeking the same office received identical response guidelines. Answers are published as submitted, with only minor edits for grammar, spelling, punctuation, clarity, space and AP style. Response lengths vary according to the information provided by each candidate.
All candidates were given the same deadline to participate, which was subsequently extended to 10 p.m. Oct. 19 to allow additional time for responses.
Linda P. Lemon, incumbent
Tell voters about yourself, including your background, professional experience, community involvement and what motivated you to seek or continue serving on the Clarendon County School District Board of Trustees. What experience would you bring to representing your district?
My name is Linda P. Lemon, and I am proud to call Clarendon County home. Although I was raised in Queens, New York, my family has deep roots here. I have lived in Clarendon County for over 30 years. My children attended local schools, and my granddaughter is currently enrolled in a Clarendon County school.
I served as Clarendon County's human resources director for 20 years, working with adults and planning and delivering professional development. I have also mentored preteens, teenagers and young adults. Together, these experiences — as a parent, grandparent, mentor and school board member — have given me a broad understanding of our schools and the people they serve.
My decision to continue serving on the Clarendon County School District Board of Trustees is rooted in my commitment to public education and the future of our community. Serving on the board has given me an opportunity to participate in important decisions that affect students, families, teachers, staff and schools throughout Clarendon County.
I understand that effective school board service requires thoughtful decision-making, responsible oversight, collaboration and a willingness to listen to different perspectives. My experience as an incumbent trustee has strengthened my understanding of the responsibilities involved in district governance and financial accountability.
I have also received Level 2 Honors recognition through the South Carolina School Boards Association. I am seeking reelection because our students deserve continued advocacy, sound leadership and a school district focused on helping every child succeed.
What do you believe are the three most pressing challenges facing Clarendon County School District, and what specific steps would you support to address them during your term?
I believe three of the most pressing challenges facing Clarendon County School District are improving academic achievement, recruiting and retaining qualified educators, and addressing student attendance and engagement.
First, we must continue strengthening reading, mathematics and other foundational skills while ensuring struggling students receive timely, effective support.
Second, we must create an environment where teachers and staff feel valued, supported and equipped with the resources needed to succeed.
Third, we must work with families and community partners to address barriers that prevent students from attending school consistently.
What are the most significant needs or concerns facing students, families and schools in District 4, and how would you ensure those concerns are represented in decisions affecting the school district as a whole?
As the representative for District 4, it is important to understand the specific concerns of the students, families, employees and communities within my district. Priorities should include strong academic programs, safe and well-maintained school environments, reliable transportation, consistent communication and access to appropriate educational resources.
I will continue listening to residents, attending community discussions and encouraging families to share both their concerns and suggestions. When issues arise, I believe they should be communicated through the appropriate district channels and followed up whenever possible.
At the same time, I recognize that decisions made by the board affect the entire school district. My responsibility is to advocate for District 4 while considering the needs of all students and schools. Every community deserves a voice, and every student deserves an opportunity to succeed.
The district's 2026 school report cards showed improvements at some schools, while others experienced declines. What do you believe the results reveal about the district's academic progress? How should the board evaluate the effectiveness of academic interventions, tutoring and other support programs, and what changes would you support to improve student achievement in areas where performance continues to lag?
The 2026 school report cards demonstrate why we must celebrate progress while remaining attentive to schools and student groups that continue to face academic challenges. Improvements at some schools are encouraging, but declines elsewhere remind us that achievement must remain a districtwide priority.
The board should receive regular, understandable reports on student performance, growth, attendance and progress toward established academic goals. Tutoring, intervention programs and additional instructional support should be evaluated using measurable results rather than participation numbers alone.
We need to determine whether students are improving, which strategies are effective and where adjustments are necessary. I would support targeted assistance for struggling students, professional development for educators, early identification of learning gaps and stronger partnerships with families.
Our goal should be continuous improvement, with every school held accountable and every student given the support needed to reach their potential.
Maintaining safe learning environments, addressing student behavior and improving attendance are important responsibilities for school districts. What do you see as the greatest challenges in these areas, and what specific policies, programs or resources would you support to ensure students and employees feel safe while keeping students engaged and in school?
Students and employees must feel safe, respected and supported in every Clarendon County School District school. Our greatest challenges include preventing violence and bullying, addressing disruptive behavior consistently and reducing chronic absenteeism.
I would support effective school safety procedures, regular emergency preparedness training, appropriate supervision and access to counseling and behavioral support services.
Student discipline should be fair, consistent and focused on maintaining safe learning environments while helping students and parents understand the consequences of their actions.
Attendance also requires a proactive approach. Guidelines for attendance should be established at the beginning of the school year. Schools should identify patterns of absences early, communicate with parents and guardians, and connect families with available resources when transportation, family circumstances or other barriers interfere with attendance.
The board should regularly review safety and attendance data to assess progress. Every student deserves a safe school, meaningful instruction and the opportunity to learn every day. Every school must provide and ensure that the highest level of learning is attained.
Recruiting and retaining qualified teachers and staff remains an important issue for school districts, particularly in rural communities. What steps would you support to improve employee retention, strengthen morale and ensure students have access to qualified educators?
Qualified teachers and dedicated support staff are essential to student achievement. Recruiting educators is important, but retaining them requires a district culture where employees feel respected, supported and equipped to do their jobs effectively.
I would support reviewing employee feedback, examining turnover trends and identifying the reasons teachers and staff choose to leave, then using the findings to make recommended adjustments.
Competitive compensation, meaningful professional development, effective school leadership, manageable workloads and adequate classroom resources should remain important considerations.
I also believe recognition matters. Employees who consistently serve students and strengthen their school communities should know that their contributions are valued.
The board should work with district leadership to identify practical retention strategies and evaluate whether they are producing results. We must also consider the unique challenges of recruiting qualified professionals to rural communities.
Investing in our educators is an investment in our students and the long-term success of Clarendon County schools.
The school board is responsible for developing and overseeing the district's budget while balancing academic needs, staffing, facilities and other operating expenses. What would be your spending priorities, and how would you ensure taxpayer dollars are being used effectively and transparently?
My approach to the district budget would center on student needs, responsible spending, transparency and accountability. Academic instruction, qualified personnel, student support services, safe facilities, transportation and essential instructional resources should receive careful consideration when funding decisions are made.
I believe every proposed expenditure should be evaluated according to its purpose, expected benefit and alignment with district priorities.
The board should receive clear financial reports, monitor budget performance throughout the year and ask questions about spending patterns or unexpected costs requiring additional explanation.
I would also support regular reviews of contracts, purchasing practices and program effectiveness to identify opportunities for greater efficiency without compromising educational quality.
Taxpayers deserve confidence that public funds are managed responsibly. Our responsibility is not simply to approve a budget, but to provide meaningful oversight and ensure that available resources support the district's educational mission.
Clarendon County School District serves communities across a large geographic area, with schools facing differing facility and transportation needs. What do you believe are the district's most pressing infrastructure and transportation challenges, and what specific improvements would you prioritize to address them?
Clarendon County School District serves communities with diverse needs, and facilities and transportation decisions must reflect those differences.
I believe the district should regularly assess building conditions, maintenance requirements, classroom resources, accessibility and the reliability and safety of school buses. Preventive maintenance is especially important because addressing problems early can help avoid more expensive repairs later.
I would support a prioritized facilities improvement plan based on documented needs, safety concerns, building conditions and available funding.
Transportation planning should also consider bus conditions, route efficiency, staffing and the time students spend traveling to and from school.
Decisions should be guided by accurate information rather than assumptions or isolated complaints. The board should receive regular updates on maintenance projects, transportation performance and spending.
Our goal must be to provide safe, functional and supportive learning environments for students and employees across the entire district.
How would you improve communication between the school board, parents, employees and the public? What steps would you support to make board decisions more transparent and ensure residents have meaningful opportunities to raise concerns and receive responses?
Strong schools depend on meaningful partnerships among the board, parents, employees and the community.
I believe communication should be consistent, accessible, respectful and easy for families to understand. I would support using multiple communication channels, including the district website, public meetings, school communications and community forums, to share valuable information and explain board decisions.
Residents should have clear opportunities to ask questions, express concerns and understand how their feedback is addressed.
Board agendas, meeting materials, approved minutes, budget information and policy decisions should be made available in accordance with applicable laws and district procedures.
I also believe listening is essential. Community input may not always result in the outcome everyone prefers, but it deserves thoughtful consideration.
Transparency builds trust, and trust strengthens public education. As a trustee, I would continue encouraging open communication while respecting confidentiality requirements and the established responsibilities of district leadership.
School board members may have differing opinions about district policies, spending and leadership decisions. How would you work with fellow board members when disagreements arise, and how would you balance supporting district leadership with holding the superintendent and administration accountable for results?
Effective school board service requires professionalism, mutual respect, collaboration and a shared commitment to students.
Board members will not always agree on every policy, budget decision or leadership recommendation, but disagreements should be managed constructively and focused on the issues rather than personalities.
I believe trustees should ask informed questions, consider different viewpoints, review available evidence and make decisions in the best interest of the district.
Supporting the superintendent and administration does not mean abandoning accountability. The board must establish clear expectations, monitor district performance, evaluate progress toward established goals and address concerns through appropriate governance procedures.
At the same time, trustees must respect the distinction between oversight and day-to-day administration.
I would work to maintain productive relationships with fellow board members and district leadership while remaining committed to transparency, responsible decision-making and measurable results.
Ultimately, our responsibility is to the students, families, employees and taxpayers we serve.
