Jennifer Canrobert

Questionnaire from The Chamber of Catawba County

Please tell us a little about yourself and what prompted you to run for office.

What prompted me to run for the Newton-Conover Board of Education is simple: I care deeply about this school system and the students, families, teachers, and staff who make it what it is. My connection to Newton-Conover Schools is personal. I watched my son, Luke, grow through this school system from a student and athlete to a graduate who went on to pursue his master’s degree in education. I have seen firsthand the impact that dedicated teachers, coaches, administrators, and support staff can have on a young person’s life.

I have also had the privilege of serving as an assistant women’s basketball coach at Newton-Conover High School. Coaching has given me another perspective not just on athletics, but on the importance of discipline, accountability, teamwork, leadership, and making sure every student has an opportunity to succeed. Professionally, I have spent more than a decade working in K-12 education finance. That experience has given me a strong understanding of school budgets, funding, accountability, and the responsibility that comes with making decisions that directly affect classrooms and students. I am running because I believe my personal connection, professional experience, and commitment to our students give me a unique perspective to serve. I want to listen, ask the hard questions, protect the resources our schools have, and always keep students at the center of every decision.

What experiences, skills, or perspectives have best prepared you to serve in this role?

My experiences have prepared me for this role from several different perspectives: as a parent, an educator, a coach, a school finance professional, and a longtime member of the Newton-Conover community. I have spent more than a decade working in K-12 education finance, giving me firsthand knowledge of school budgets, funding sources, accountability, and the financial decisions that directly impact classrooms. I understand that every dollar has a purpose and that school board members have a responsibility to make informed decisions that put students first. My connection to Newton-Conover Schools is also deeply personal. I watched my son, Luke, grow from a student and athlete into a Newton-Conover graduate who chose education as his own career path. I have seen firsthand how teachers, coaches, and school staff can shape a young person's future. As an assistant women's basketball coach at Newton-Conover High School, I have learned the importance of listening, accountability, teamwork, leadership, and building relationships with students. Coaching has also reinforced for me that every student has different strengths, challenges, and goals. Most importantly, I bring a perspective that combines personal investment with professional experience. I am prepared to ask questions, listen to different viewpoints, understand the financial impact of decisions, and remain focused on what matters most: providing our students and staff with the support they need to succeed.

If elected, what would be your top two priorities?

If elected, my top two priorities would be protecting the classroom and practicing responsible financial stewardship. First, I would keep students at the center of every decision. That means supporting strong academic opportunities, safe schools, qualified teachers and staff, and programs that help every student succeed. As a parent, coach, and longtime supporter of Newton-Conover Schools, I understand that decisions made in a boardroom ultimately affect what happens in our classrooms and on our campuses.

Second, I would make responsible and transparent use of taxpayer and school resources a priority. My professional experience in K-12 education finance has given me a strong understanding of school budgets, funding, and accountability. I would ask questions, examine the numbers, and make sure we are maximizing the resources available to our schools while protecting the programs and services that directly benefit students.

My goal would be straightforward: students first, responsible spending, and decisions based on facts not politics or personal agendas.

Elected officials often face difficult decisions involving competing priorities, limited resources, and differing perspectives. How would you approach those decisions and work with people who may see an issue differently than you do?

I believe difficult decisions should be approached with an open mind, good information, and a clear focus on students. I would listen to all sides, ask questions, review the facts and financial impact, and consider how a decision will affect students, teachers, staff, and families before making my decision.I understand that not everyone will agree, and I believe that is part of serving on a school board. Disagreement does not have to become division. I can respect someone’s perspective while still standing firm on what I believe is best for our students and our schools. My professional experience in K-12 education finance has taught me to look beyond the immediate issue and understand the long-term consequences of decisions. As a coach, I have also learned that successful teams are built by listening, communicating, holding one another accountable, and working toward a common goal.

I will not always have the same opinion as everyone else, but I will always be willing to listen, have respectful conversations, and work toward solutions. At the end of the day, my responsibility is to put students first and make decisions based on facts, fiscal responsibility, and what is best for Newton-Conover Schools.

What steps should the school system take to recruit, support, and retain high-quality teachers and other employees?

Recruiting and retaining high-quality teachers and employees starts with creating a school system where people want to work, feel valued, and have the support they need to be successful. First, we need to be competitive in compensation and benefits while being responsible with available funding. We should also look at the entire employee experience, including manageable workloads, adequate resources, professional development, and opportunities for growth. Second, we need to support employees once they are hired. New teachers and staff should have strong mentoring and onboarding, access to experienced colleagues, and administrators who communicate, listen, and provide meaningful support. Employees should know that their work is recognized and appreciated. Finally, we need to listen to our employees and understand why people stay and why they leave. Exit interviews, employee feedback, and regular communication can help identify challenges before they become retention problems. As someone who works in K-12 education and has spent years working with school finances, I understand that we cannot simply say “spend more” without identifying sustainable funding. We need to be creative and intentional about how we use our resources so that more of those resources reach the people working directly with students. Teachers and staff are one of our greatest investments. When we recruit good people, support them well, and make them feel valued, our students ultimately benefit.

How should the school board measure student success, and what should it prioritize to improve student outcomes and ensure students and educators have effective, safe learning environments?

Student success should be measured by more than test scores. While academic growth and proficiency are important, we should also look at graduation rates, attendance, student growth, career and college readiness, participation in advanced and career-focused programs, and whether students are developing the skills they need to be successful after graduation. The school board should use that information to identify where students need additional support and make sure resources are directed where they will have the greatest impact. We should regularly review data, look at trends, and hold ourselves accountable for whether the strategies we fund are actually improving outcomes. Creating effective and safe learning environments must also be a priority. Students and educators need schools where they feel physically safe, respected, supported, and able to focus on learning. That includes adequate staffing, strong classroom support, school safety measures, mental and behavioral support, and clear expectations for students. As a board member, I would also listen to teachers and staff because they see the challenges in our classrooms every day. My experience as a coach has taught me that when you give people the tools, support, and accountability they need, you create an environment where both students and educators can succeed. Ultimately, I believe we should measure what matters, invest in what works, and keep students at the center of every decision.

How should the school system prepare students for success after graduation, and what role, if any, should employers, community colleges, higher education, and other community partners play in that work?

I believe preparing students for life after graduation means recognizing that success looks different for every student. Some will attend a four-year college, some will pursue a community college or technical program, some will enter the workforce, and others may choose a military or apprenticeship pathway. Our schools should prepare students for all of those opportunities. Students need strong academic foundations, but they also need practical skills such as communication, financial literacy, problem-solving, technology skills, and the ability to work as part of a team. Career and technical education, internships, job-shadowing, dual enrollment, apprenticeships, and career exploration can help students connect what they learn in the classroom to their future. Community partnerships are an important part of that preparation. Local employers can provide internships, work-based learning, mentorships, and insight into the skills they need. Community colleges and universities can help provide pathways to additional education and training. Other community organizations can provide resources, mentorship, and experiences that schools may not be able to provide on their own. As someone who works in K-12 education and has coached students, I have seen how important it is for young people to understand that their education is preparing them for something beyond graduation. I would support building strong partnerships throughout our community so our students leave Newton-Conover with choices, confidence, and the skills to pursue the path that is right for them.

How should the school board prioritize and communicate its facility and capital needs while working with county commissioners, who are responsible for funding school construction and maintenance?

I believe the best approach to facility and capital needs is one built on communication, collaboration, and long-term planning. The school board and county commissioners have different responsibilities, but we share the same goal: providing safe, quality learning environments for our students and staff. The school system should regularly assess the condition and needs of our facilities, prioritize projects based on safety, student needs, urgency, and available resources, and communicate those needs clearly and transparently to the commissioners and the community. I would want the board to provide commissioners with accurate information, realistic cost estimates, and a clear explanation of why each project is important. I also believe it is important to listen to the county's financial perspective and understand the competing needs facing our community. Capital projects require significant taxpayer investment, so I would support thoughtful planning that looks beyond the immediate need and considers long-term maintenance, operating costs, enrollment, and the future needs of our schools.Most importantly, I believe the school board and county commissioners should work as partners. We may not always agree on priorities or timing, but respectful communication and a willingness to work together can help us find responsible solutions that serve our students and our community.

Catawba County commissioners have approved a plan to merge the county’s three public school systems, subject to State Board of Education approval. What opportunities and challenges do you see in the proposed merger?

Combining three school systems with different cultures, policies, programs, staffing structures, budgets, and community identities is a major undertaking. The transition would need to protect the programs and opportunities students currently have while ensuring that resources are distributed fairly and transparently. I am particularly concerned about the financial impact on each district and whether projected savings will actually translate into additional resources for classrooms and students. As someone who works in K-12 education finance, I believe the numbers need to be thoroughly examined—not just the potential savings, but what funding each district could gain or lose and how those differences would be addressed. I also believe governance and community representation are important considerations. The current plan calls for a nine-member interim board, with two representatives from each existing district and three at-large members appointed by the County Commissioners. I would approach the merger by asking hard questions, reviewing the data, listening to educators, families and communities, and focusing on the long-term impact on students. Whether the merger moves forward or not, my responsibility would be to make sure Newton-Conover students and schools are protected and that decisions are based on facts, transparency, and sound financial stewardship.