Maureen ‘Quinn’ Flaherty, Long Beach Unified District 5, 2026 primary election questionnaire – Press Telegram

Ahead of the June primary election, the Southern California News Group compiled a list of questions to pose to the candidates who wish to represent you. You can find the full questionnaire below. Questionnaires may have been edited for spelling, grammar, length and, in some instances, to remove hate speech and offensive language.

Name: Maureen “Quinn” Flaherty

Current job title: Education Specialist

Age: N/A

Incumbent: No

Other political positions held: None

City where you reside: Long Beach

Campaign website or social media: MFlaherty4LBSchoolBoard.com

What is your position on LBUSD’s current efforts to address the budget crisis, and what would you bring to the table in terms of solutions? (Please answer in 200 words or less.)

LBUSD’s budget can be stabilized with a mix of cost control, smarter staffing and targeted revenue, without undermining classrooms.

• Protect classrooms, trim central costs: Freeze non-essential hiring, audit central office positions and consolidate overlapping departments. Set a target ratio for administration-to-school spending and move dollars to sites.

• Align staffing to enrollment: Declining enrollment drives deficits. Adjust staffing through attrition (not layoffs where possible), balance class sizes within contract limits and right-size under-enrolled programs.

• Renegotiate and sequence obligations: Phase in raises tied to revenue triggers, review vendor contracts, transportation and facilities costs for savings.

• Use reserves strategically (not habitually)

• Grow and stabilize enrollment: Expand magnet/CTE programs, improve school choice marketing and partner with charter/private schools to win families back.

• Pursue new revenue: Aggressively capture grants, partnerships and consider a local parcel tax, with clear accountability.

• Transparency and trust: Publish a clear, multi-year recovery plan with monthly dashboards so the public sees the progress. The key is structural balance — ongoing revenues matching ongoing costs.

District leaders have said layoffs, school closures and other cuts to programs may be necessary to combat the budget crisis. How would you handle making tough financial decisions, if elected? (Please answer in 200 words or less.)

First, I would insist on a clear, publicly accessible budget picture that shows not just shortfalls, but also spending trends, staffing ratios and administrative overhead. Before any cuts are made, I would ask: Are we allocating resources in a way that directly supports classroom instruction and student outcomes?

Second, I would prioritize core academic programs, special education services and supports for the most vulnerable learners. Reductions should begin with areas that least impact classroom learning, including administrative efficiencies, duplicative programs and non-essential contracts.

Third, I would explore alternatives to layoffs and closures, including attrition-based staffing reductions, shared services with neighboring districts, renegotiation of contracts and use of one-time funds only for one-time needs.

Finally, I would engage parents, educators and the community early and often. Tough decisions should not be made in isolation, and trust is built through honest communication and clear tradeoffs.

Declining enrollment and absenteeism continue to pose challenges for LBUSD and other school districts across the state. How do you plan to improve the district’s efforts to address these challenges? (Please answer in 200 words or less.)

Declining enrollment and chronic absenteeism are interconnected challenges that require both stronger support systems and a renewed sense of confidence in our schools. Families are more likely to stay and students are more likely to attend when schools are safe, engaging and responsive to their needs.

To improve attendance, I would prioritize early identification of at-risk students using real-time attendance data, paired with rapid intervention by school-based teams. This includes attendance liaisons, home visits when appropriate and stronger partnerships with families. Chronic absenteeism must be addressed with wraparound supports such as mental health services, school nursing and connections to community resources. Reliable transportation and consistent campus safety are also essential.

To strengthen enrollment, we must make LBUSD schools more compelling choices. That means expanding high-quality academic and career pathways, such as dual enrollment. We should also invest in strong school marketing that highlights student success and outcomes. Finally, rebuilding trust with families through consistent communication, welcoming school climates and meaningful engagement will help both retain and attract families.

When LBUSD schools are places where students feel supported and inspired, attendance improves and enrollment follows.

Some parents and guardians have expressed concerns about how LBUSD fosters open communication with district stakeholders. How would you ensure the concerns of your constituents are adequately addressed? (Please answer in 200 words or less.)

Trust and communication are built through consistency, transparency and follow-through, not just meetings or messages.

First, I would strengthen two-way communication between families and the district by expanding multiple, accessible channels: regular town halls (both in-person and virtual), school-site listening sessions and clear, user-friendly digital updates that explain decisions in plain language. Families should not have to navigate complex systems to be heard or understood.

Second, I would ensure concerns are tracked and responded to in a timely and accountable manner. That means creating a clear process so when parents raise issues, whether at the school or district level, they receive acknowledgment, a timeline for response and a resolution or update.

Third, I would prioritize engagement that reaches beyond the “usual voices.” Many families who feel unheard are those facing language, time or access barriers. Providing interpretation, flexible meeting times and outreach through trusted community partners is essential.

Finally, I would make sure feedback actually informs decisions. Too often, stakeholders are asked for input but do not see how it was used. Closing the loop by reporting back what was heard and what changed as a result builds real trust. When families feel heard, respected and informed, confidence in the district grows.

What experience do you bring to the table for this role? (Please limit your answer to 200 words or less.)

I bring 22 years of direct experience working in public education, with a focus on supporting some of the most vulnerable students in the system. My career as a special education teacher, Least Restrictive Environment (LRE) counselor and special education department chair has given me a deep understanding of how schools operate at the classroom, site and district levels. In these roles, I have worked to ensure students with diverse learning needs receive appropriate services while also being meaningfully included in general education settings. I have collaborated daily with teachers, administrators, families and support staff to develop individualized education plans, resolve challenges and improve student outcomes. As a department chair, I gained experience with program leadership, compliance requirements, budgeting priorities and staff development. I understand how policy decisions made at the board level directly impact classrooms, caseloads and student services. Most importantly, my experience has taught me how to listen to families, advocate for students and balance legal requirements with practical, student-centered solutions. I will bring that same collaborative, problem-solving approach to the LBUSD Governing Board to ensure decisions are grounded in what is best for students and feasible for educators.