Kimberly Smith: Laguna Beach School Board Candidate 2026

I am running because our schools are at the heart of our community, and I want to help ensure they remain strong for this generation of students and those who follow. As the mother of two LBUSD students, I experience the district every day as a parent. Professionally, I am the CEO of a national public benefit technology company, where I lead strategy, operations, budgets, personnel, and accountability to a board of directors. I currently serve on the board of directors and finance committee of Loaves and Fishes, a nonprofit organization, and most recently served on the board of directors of Sunsar Maya, an international nonprofit that builds pathways out of poverty through education for women and children. I would bring the perspective of a current parent, an experienced executive, and a board member who understands the distinction between effective oversight and day-to-day management.

Student achievement and well-being: Make every district decision with the best interests of our students first and foremost. From the earliest grades through graduation, students should build strong foundations in literacy, mathematics, critical thinking and collaboration while having access to arts, athletics, enrichment, advanced coursework, Career Technical Education and other pathways that reflect their interests and talents. At every stage, students should feel safe, supported, connected and known. Progress should be measured through academic growth, participation and success across programs, postsecondary readiness, mental and social well-being, and clear reporting on where gaps remain.

Trust and effective governance: Restore confidence through transparent decision-making, civil board conduct, adherence to the Brown Act and respect for clearly defined governance roles. The community should see more accessible meetings, timely information, and consistent opportunities for meaningful input.

Responsible stewardship: Align district spending with clear priorities and measurable student outcomes. Voters should expect understandable financial reporting, disciplined long-term planning and regular public updates on major expenditures and initiatives.

Based on the information made available to the public, I would not have voted to approve the separation agreement as presented. Major leadership changes require a compelling rationale, a lawful and carefully managed process, and appropriate transparency regarding the financial and organizational consequences.

I am not opposed to Dr. Austin’s appointment, and I wholeheartedly desire for him and the district to succeed. As a parent and community member, I was, however, concerned by the lack of process by which the appointment was made. The two dissenting trustees stated publicly that they were not informed that discussions to select a new superintendent were underway and did not learn that contract terms had been negotiated until after the fact. Excluding two elected trustees from a decision of this magnitude undermines confidence in the process. Superintendent selection should involve the full Board and follow a formal, transparent process that assures the community its options were carefully considered and the best leader was selected for our schools.

The broader lesson is that even when personnel matters involve legitimate confidentiality, the Board must communicate as openly as the law permits, strictly follow the Brown Act, and establish a clear process for major leadership decisions. Leadership transitions should be deliberate, stable, and centered on what best serves students, employees, and the broader community.

Yes. I support the bond. In 2001, 80% of Laguna Beach voters approved Measure R, reflecting how deeply this community values its schools. Approval of Measure A would continue that investment by replacing the existing school bond tax as it expires, rather than increasing the current estimated tax rate.

Funding should prioritize documented health and safety needs, aging infrastructure, code compliance and projects that directly support students. Every expenditure should be tied to a publicly available project list, budget and timeline. Safeguards should include an independent citizens’ oversight committee, annual financial and performance audits, competitive procurement and regular public reporting on costs, progress and any changes in scope.

I am personally very invested in understanding and supporting our district’s technology plan. Technology should be developmentally appropriate and used to enhance learning, not replace strong instruction, critical thinking, creativity, collaboration or meaningful human connection. I am thrilled that LBUSD recently promoted Andy Crisp from within the district to serve as Coordinator of Learning and Innovation. I look forward to hearing his thoughts and learning more about his and the district’s plans. Additionally, I would support clear guidelines, meaningful input from teachers, students and parents, and regular evaluation based on demonstrated educational value rather than novelty or convenience.

I have also recently been hearing more and more about the unfortunate reality of bullying in our schools. Our schools should provide a mentally and physically safe environment for children to learn and for staff to teach. I look forward to connecting with more concerned parents to understand where they believe there may be a breakdown in the process, including in school leadership, and to identify ways the district can respond more consistently, promptly and effectively.

The Board establishes vision and direction, adopts policy, approves budgets, and evaluates the superintendent against clearly defined goals. The superintendent manages personnel, implements policy, and operates the district. Individual board members should not direct employees, bypass administrators, or insert themselves into daily operations. These are distinct roles and responsibilities, and knowing which lane you are responsible for is critical to a well-functioning organization. I would maintain my independent judgment by focusing on the Board’s responsibilities, asking informed questions, and holding the superintendent accountable through the appropriate governance process, while respecting the superintendent’s authority to manage the district.

To improve public trust, I would insist on full adherence to the Brown Act, timely and understandable agenda materials, accessible meetings, and clear explanations of significant decisions. Board members should hear and thoughtfully consider public comments before arriving at a decision, while recognizing that public comment is one important part of a broader decision-making process. Productive relationships also require board members to prepare thoroughly, ask questions respectfully, address disagreements professionally, and communicate with one another and district employees through appropriate channels.

I will approach each decision by reviewing the facts, listening to the people most directly affected, and considering what best serves students and the district as a whole.

Independent judgment and collaboration are not in conflict. Effective board members should be willing to ask difficult questions, reconsider their assumptions and disagree respectfully. I will engage openly with employees, parents and community organizations, while remaining mindful that no single group represents every student or resident. I will also adhere carefully to the Brown Act and ensure that collaboration occurs through lawful, transparent channels rather than through private discussions that circumvent public process. My responsibility will be to listen broadly, exercise sound judgment and make decisions transparently.