Quincei Lovejoy

Quincei Lovejoy, of Parkton, is a financial planning and analysis manager for the Fayetteville Public Works Commission.

According to her campaign announcement, she is also a parent who knows "what it's like to want answers, transparency, and a school environment where every child feels safe, supported, and valued."

One incumbent, 15 challengers vie for Cumberland County school board seats

She has over 10 years of experience in accounting, financial management and process improvement. Mrs. Lovejoy holds a bachelor’s degree in finance and accounting and a Master of Business Administration with a concentration in Leadership. She is a licensed Certified Public Accountant (CPA) and Certified Management Accountant (CMA).

Quincei Lovejoy

Quincei Lovejoy, of Parkton, is a financial planning and analysis manager for the Fayetteville Public Works Commission.

According to her campaign announcement, she is also a parent who knows "what it’s like to want answers, transparency, and a school environment where every child feels safe, supported, and valued."

Cumberland County school board candidates file for seats

Quincei Lovejoy is from Parkton. She holds a bachelor's degree in finance and accounting and a Master of Business Administration with a concentration in leadership. She is a parent.

One incumbent, 15 challengers vie for Cumberland County school ...

Team | Fayetteville Public Works Commission | BondLink

16 candidates file for for Cumberland County school board seats

Quincei Lovejoy joined the Fayetteville Public Works Commission in June 2025. Prior to joining PWC, she worked in the construction, long-term care and home services industries, serving in leadership capacities such as Senior Accounting Manager, Controller, and Vice President of Finance. She has over 10 years of experience in accounting, financial management and process improvement.

Mrs. Lovejoy holds a bachelor’s degree in finance and accounting and a Master of Business Administration with a concentration in Leadership. She is a licensed Certified Public Accountant (CPA) and Certified Management Accountant (CMA).

Quincei currently works as a financial planning and analysis manager for the Fayetteville Public Works Commission. She previously served as a senior accounting manager, controller, and vice president of finance in the construction, long-term care, and home services industries. She is a licensed Certified Public Accountant and Certified Management Accountant.

Quincei Lovejoy - Ballotpedia

Quincei is a first-time candidate for political office.

2026 North Carolina General Election

One of the biggest principles that would guide my decision-making is informed curiosity. Before I vote on a major decision involving a school closure, consolidation, or significant facility investment, I want to fully understand the “why” behind the recommendation. I would ask questions about what led us to this point, what alternatives were considered, what the long-term financial impact will be, and whether we could have identified or addressed the issue earlier.

Why Quincei Lovejoy Is Running for Cumberland School Board

Another important principle for me would be proactive planning rather than reactive decision-making. If a facility has millions of dollars in deferred maintenance or enrollment has been declining for years, the board should be aware of those trends well before we reach the point where closure or consolidation feels like the only option.

I would want regular, transparent information about facility conditions, anticipated capital needs, enrollment projections, and the costs of delaying necessary maintenance.

Plans to scrutinize school closure, consolidation, and major facility-investment recommendations, including alternatives, long-term costs, and whether earlier action was possible.

Calls for regular, transparent reporting on facility conditions, capital needs, enrollment projections, and the costs of delaying maintenance.

- Plans to scrutinize school closure, consolidation, and major facility-investment recommendations, including alternatives, long-term costs, and whether earlier action was possible.
- Calls for regular, transparent reporting on facility conditions, capital needs, enrollment projections, and the costs of delaying maintenance.

School Facilities & Resources

I think the top two issues the Board of Education should focus on over the next four years are improving the [Individualized Education Program (IEP)] and exceptional children process and addressing school safety. To me, both of those issues are also symptoms of a much bigger problem we’re seeing—dwindling public school enrollment.

When it comes to IEPs, I think we need to take a serious look at the entire process, from how quickly children are evaluated to whether they’re actually receiving the services outlined in their IEPs. I know the school system is currently working to address some of the staffing concerns and has approved additional funding to support exceptional children services, and I think that is a positive step.

Building family confidence requires communication, transparency, and responsiveness. Parents should understand where they are in the IEP process, what services their child should be receiving, who they can contact with questions, and what happens when something isn’t working. And if a parent becomes so frustrated with the process that they take the time to write directly to the board, I believe they are owed a response from the representatives elected to that board.

One opportunity is to expand and strengthen programs for students who may not want to attend a four-year college or join the military. If elected, I would work toward more access to career and technical education and skilled-trade pathways, such as electrical, HVAC, plumbing, welding, construction, automotive technology, and other programs connected to real employment opportunities in our community.

We should also strengthen partnerships with local employers and community colleges so students can graduate with industry certifications, apprenticeships and work experience.

If elected, I would work toward more access to career and technical education and skilled-trade pathways, such as electrical, HVAC, plumbing, welding, construction, automotive technology, and other programs connected to real employment opportunities in our community.

We should also strengthen partnerships with local employers and community colleges so students can graduate with industry certifications, apprenticeships and work experience.

What are your views on year-round schools? What factors would you consider when making decisions about expanding or maintaining year-round calendars?

I believe year-round schools, when available, should be a choice left to families based on what they feel is the best learning environment and schedule for their student. Every family and every student has different needs, and I think having different educational options within our public school system can be a strength.

When considering whether to maintain an existing year-round program, I would look at enrollment and capacity, continued family demand, feedback from the families currently using the program, and most importantly, whether we are seeing the desired learning outcomes for students. Those factors would help determine whether the program continues to meet the needs of the students and families it was designed to serve.

Advocates for reviewing special-education evaluations and service delivery to ensure students receive timely Individualized Education Program services.

Calls for transparent communication with families about the Individualized Education Program process, services, contacts, and responses when services are not working.

Plans to expand career and technical education and skilled-trade pathways and strengthen employer and community-college partnerships for certifications, apprenticeships, and work experience.

Supports family choice about year-round school enrollment and evaluating existing programs by demand, capacity, family feedback, and student learning outcomes.

- Advocates for reviewing special-education evaluations and service delivery to ensure students receive timely Individualized Education Program services.
- Calls for transparent communication with families about the Individualized Education Program process, services, contacts, and responses when services are not working.
- Plans to expand career and technical education and skilled-trade pathways and strengthen employer and community-college partnerships for certifications, apprenticeships, and work experience.
- Supports family choice about year-round school enrollment and evaluating existing programs by demand, capacity, family feedback, and student learning outcomes.

Access to Education

Cumberland County Schools can best support students with disabilities by making sure every child receives the services they need in a timely and consistent manner. That starts with having enough qualified teachers, psychologists, therapists, evaluators, and support staff to manage caseloads effectively. It also means looking at the entire IEP process—from initial referral and evaluation to implementation and progress monitoring—to identify where delays or breakdowns are occurring.

What steps can the Board of Education take to recruit, support, and retain high-quality teachers and staff?

The short answer is: pay them competitively. Competitive compensation is one of the most important things we can do to recruit and retain high-quality teachers and staff. The longer answer is more complicated because declining enrollment affects the resources available to do that.

Aside from compensation, we have to create an environment where good employees want to stay. That means addressing concerns as they arise, supporting employees when they face difficult situations, and providing clear opportunities for professional growth.

Teachers should be able to see a path forward in their careers through leadership opportunities, advanced credentials, additional responsibilities, and locally funded incentives or supplements when resources allow.

Teachers should be able to see a path forward in their careers through leadership opportunities, advanced credentials, additional responsibilities, and locally funded incentives or supplements when resources allow.

We should also create or expand grow-your-own programs that help teacher assistants and other school employees earn their teaching licenses and move into classroom positions. This allows us to invest in people who are already part of our schools and community while building a stronger pipeline of future teachers.

Supports staffing special-education services with qualified teachers, psychologists, therapists, evaluators, and support staff to manage caseloads effectively.

Supports competitive pay to recruit and retain teachers and school staff.

Advocates for addressing employee concerns, supporting staff in difficult situations, and providing professional-growth opportunities to improve retention.

Proposes creating or expanding programs that help school employees earn teaching licenses and move into classroom positions.

- Supports staffing special-education services with qualified teachers, psychologists, therapists, evaluators, and support staff to manage caseloads effectively.
- Supports competitive pay to recruit and retain teachers and school staff.
- Advocates for addressing employee concerns, supporting staff in difficult situations, and providing professional-growth opportunities to improve retention.
- Proposes creating or expanding programs that help school employees earn teaching licenses and move into classroom positions.

Teachers

As of September 2, 2026, Quincei Lovejoy did not have a website or any information online.

School Curriculum

The second issue is school safety, and I think we have to look at safety as more than just securing buildings. It includes bullying, fights, weapons, mental health concerns, how incidents are handled, and whether students actually feel safe when they come to school. I would want us to look closely at our current policies, listen to students, parents, teachers, and staff about what is and isn’t working, and use the data to identify schools or issues that need additional attention.

The second issue is school safety, and I think we have to look at safety as more than just securing buildings. It includes bullying, fights, weapons, mental health concerns, how incidents are handled, and whether students actually feel safe when they come to school. I would want us to look closely at our current policies, listen to students, parents, teachers, and staff about what is and isn’t working, and use the data to identify schools or issues that need additional attention.

The board should be asking questions not only after something serious happens, but beforehand about what trends we are seeing and what we can do to prevent incidents.

Advocates for a school-safety approach that addresses bullying, fights, weapons, mental health, incident handling, and whether students feel safe.

Plans to review school-safety policies using community input and data to identify concerns and prevent incidents before they occur.

- Advocates for a school-safety approach that addresses bullying, fights, weapons, mental health, incident handling, and whether students feel safe.
- Plans to review school-safety policies using community input and data to identify concerns and prevent incidents before they occur.

Student Wellbeing

LinkedIn

As of September 2, 2026, Quincei Lovejoy’s website did not contain information on this issue.

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- The Board of Education runs the public school system. They create policies that establish standards, accountability and evaluation of essential operations of the school system.
- The Board of Education member hires a superintendent and can remove them when necessary. The superintendent assists the Board of Education in implementing the board’s policies. 
- The Board of Education is charged with deciding the school budget. This means they decide how to allocate money between different services, such as teacher pay, repairing school facilities, or access to technology.
- Board of Education members are elected every four years. 

Member of the board that governs your county's public school system