Orange County Schools Board of Education: Lori Russell

Name: Lori Russell

Age: 43

Party affiliation: Democrat

Campaign website: www.electlorirussell.com

Occupation and employer: Attorney, self-employed

1. What is your past or current involvement with Orange County Schools? What makes you qualified for this job?

I’m a parent of three raising my family in Orange County, and like many families, I experience Orange County Schools both personally and as part of the broader community. Over the decade that my kids have spent in OCS, I’ve stayed engaged with school and district issues, volunteered, and listened closely to educators, parents, and students about what’s working well and where support is still needed. 

Professionally, I’m a lawyer and have spent my career in leadership, governance, and accountability roles, most recently as a senior legal executive overseeing ethics, compliance, and public affairs for a global organization. That work required navigating complex systems, setting policy, balancing limited resources, and building trust across diverse stakeholders. Those experiences align closely with the responsibilities of a school board member: listening carefully, governing responsibly, and making decisions that are ethical, transparent, and grounded in the long-term interests of students and educators.

2. What are the three main issues that you believe the board of education needs to address in the upcoming year?

First, educator support and retention must remain a top priority. Staffing shortages and burnout directly affect student learning, and the board must focus on policies and resource decisions that help educators feel supported, respected, and able to do their work well.

Second, the board should continue addressing equity and access, particularly where families experience the system as difficult to navigate — whether that’s access to academic supports, exceptional children services, or clear communication. Ensuring that processes are understandable and fair is essential to fulfilling our mission.

Third, the board should strengthen trust and transparency with the community. Clear communication, consistent decision-making, and meaningful engagement with the community help build confidence in public schools at a time when trust in institutions is under strain.

3. For incumbents, what has been your greatest accomplishment on the board? For newcomers, what change would you bring to the board?

I have deep respect for everyone willing to serve, and I appreciate the dedication of everyone running. What I bring is a blend of policy and legal experience, a strong listening-centered approach, and a commitment to transparent leadership that builds trust over time. While I grew up in rural Alamance County, I also bring a perspective shaped by living and working in four countries, including my service in the U.S. Peace Corps. Those diverse experiences have taught me that change happens through partnership, humility, and consistent effort. 

I’m interested in helping our schools function better and feel better for the people inside them. I see the role of the board as setting clear policy, ensuring accountability, and supporting strong district leadership — not managing day-to-day operations. My goal is to support educators, students, and families with clear, ethical, accountable governance.

4. Nearly every public school district in the state saw a decrease in enrollment this year. With kids leaving for charter and private schools, what can OCS do to convince parents that this is the best option for their students?

As a parent, I understand that families are simply trying to do what they believe is best for their children. Charter and private schools in our area are very effective at clearly communicating their strengths, and Orange County Schools should be more proactive in telling its own story. As parents, many of us are making school decisions early — sometimes before our children are even in kindergarten — and the information families receive at that stage matters.

OCS has a strong school system, dedicated educators, and a commitment to serving every child in our district — and we should do a better job showcasing that. That could include more intentional outreach, school tours, partnerships with childcare centers, and clear, accessible information for families making early decisions about schooling. At the same time, marketing alone isn’t enough. We must continue investing in our schools to make them even stronger and, just as importantly, listen closely to parent feedback so we understand why some families are leaving and where we can improve. Trust grows when families feel heard and see their concerns taken seriously.

5. What’s the best or most important thing the OCS board has done in the past year? Additionally, name a decision you believe the board should have handled differently. Please explain your answers.

The board deserves credit for continuing to guide the district through challenging conditions, like the lack of a state budget, while maintaining focus on student learning and long-term planning. Stability and continuity matter, especially during periods of uncertainty, and that steady leadership has value.

As someone not currently on the board, I want to be careful about second-guessing specific decisions without full context. That said, I believe there is always room to improve how decisions are communicated to educators and families — particularly around complex or high-impact issues. Even when a decision is sound, clearer explanation and earlier engagement can strengthen trust and understanding across the community.

6. With state and federal funding declining, the Orange County Board of Commissioners fell short in 2025 of funding the district’s continuation request. OCS is committed to equity in education, but the “achievement gap” between white students and students of color persists. How can the district better fulfill its most basic mission of educating every child?

Equity means meeting students where they are to make sure every student has a real opportunity to succeed. Fulfilling the mission of educating every child means being honest about where gaps persist and directing resources where they will have the greatest impact, particularly through evidence-based strategies like early literacy, targeted academic interventions, strong mental health resources, and attention to barriers like language and disability. At the same time, the district must continue working with county leaders and community partners to advocate for sustainable funding at every level. 

When resources are limited, how decisions are made matters even more. Equity can’t be treated as a separate program or a line item — it has to be integrated into every budgeting, policy, and implementation decision the district makes. That can look like examining how timelines, communication practices, or eligibility criteria affect different families — and adjusting systems so access doesn’t depend on resources or insider knowledge.

7. North Carolina recently received an “F” grade from the Education Law Center, which reported that the state is second to last in average funding per student. As of January 2025, the state legislature hasn’t passed a budget, leaving educators without a cost-of-living adjustment. What can the OCS board do to help student outcomes with a state government that seems uninterested in supporting public schools?

As someone who grew up in North Carolina’s public schools and has deep roots in this state, I find it deeply concerning that the General Assembly has not fulfilled its responsibility to adequately fund education.

I believe local boards have a responsibility to advocate for the constitutional promise of equitable education, especially when state policies undermine opportunity. I also believe advocacy is most effective when it’s thoughtful and consistent, and when districts collaborate rather than acting alone. Practically, that can mean partnering with other districts, communicating clearly with legislators, and sharing local data and stories that show the real impact of policy choices. In my background, I’ve seen that institutions change when leaders stay steady and persistent — sometimes you have to repeat a message many times, in many ways, to many people to make progress. My aim would be to advocate for Orange County’s needs clearly, constructively, and persistently.

At the same time, we must focus on what we can control: prioritizing resources thoughtfully, supporting educator retention, and maintaining strong instructional practices. In challenging political environments, steady leadership and persistent advocacy matter. Progress often comes from sustained effort, not one-time actions.

8. Across the Triangle, thousands of students have stayed home from school during federal immigration enforcement sweeps. What can the board realistically do to make OCS a welcoming and safe environment for all students, regardless of immigration status?

This is an issue that is deeply personal to me. I have lived and worked in four different countries and have experienced the U.S. immigration system personally. I have also spent years supporting immigrant families in our community. I’ve seen how fear and uncertainty — even when nothing directly happens at school — can disrupt a child’s sense of safety and their ability to learn. Schools matter enormously as places of stability, trust, and belonging. Often, schools are the main nexus between these families and the larger community. 

While immigration enforcement is outside the board’s control, there are important, realistic steps the board can take within its authority. That includes ensuring clear, consistent guidance for staff and administrators so they are not left to navigate complex situations on their own; supporting transparent communication with families about student rights and school practices; and strengthening partnerships with trusted community organizations that families already rely on and trust for accurate information and support. The board can also prioritize mental health supports for students and staff, recognizing the toll that fear and stress take on learning and well-being.

I appreciate the care the board has already shown in navigating these issues and putting steps in place. One of the best resources that Orange County already has in place are the Family Liaisons present in each school. These dedicated individuals provide care and coordination to kids and their families. By continuing to provide clarity, coordination, and a strong focus on student well-being, the board can help reduce fear, maintain trust, and keep students engaged in school. Like so many of us, I want kids and families to know that they are welcome here and that they belong in our community.

9. Many districts are struggling with teacher recruitment. What are your ideas for recruiting and retaining educators?

Recruitment matters, but retention is just as important. Educators stay when they feel supported, respected, and able to do their jobs without constant burnout.

That includes competitive compensation where possible, but also mentorship, reasonable workloads, opportunities for professional growth, resources for classrooms, and a school culture that values the educator voice. Listening to what educators say would most improve their day-to-day experience is an essential first step. I fully support open, transparent conversations about compensation and working conditions, grounded in respect and realism. I’m interested in exploring partnerships with local institutions that help build a sustainable pipeline of educators who want to stay in our community. 

10. It takes about two minutes to get a free AI chatbot to write a book report, respond to an essay question, or generate a slide deck for a presentation. Regardless of classroom or district policies, students are using AI to complete assignments. How can the OCS board best support teachers who are trying to make sure that students are still learning the basics and thinking critically?

We need to keep looking at what the research is telling us about the impacts of technology, including AI, on cognitive development and we need to be willing to consider changing practices to do what is best for our kids. We need to see where the data leads us and be willing to take steps to allow students to spend more time away from screens and working with peers. 

Technology is changing education whether we like it or not, and the board’s role is to support thoughtful, realistic approaches. The board can support professional development, encourage sharing of best practices, and ensure policies don’t place unrealistic expectations on educators. In many ways, this is similar to past shifts with calculators or the internet: the goal isn’t to ban tools, but to help students learn how to think, question, and create responsibly in a changing world. Teachers need guidance, training, and flexibility to adapt assignments so they emphasize critical thinking, process, and understanding.

11. If there is anything else you would like to address, please do so here.  

I decided to run for the school board because I want to be useful to my community. I believe that we need to invest in our local communities now more than ever. Public education is the foundation of society and strong schools are built on trust — trust in educators, trust with families, and trust in steady, ethical leadership. I’ve spent my career developing skills in listening, governance, and navigating complex systems, and this felt like a place where those skills could be offered in service of our schools. 

I’m committed to listening, governing responsibly, and working in partnership with educators, students, and families to strengthen Orange County Schools. Even in challenging times, I believe thoughtful, transparent leadership can make a meaningful difference for our students and our community.