EDITORIAL: Jag Lathan, Contra Costa County superintendent candidate, answers Bay Area News Group's primary questionnaire

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Ahead of the June primary election, the Bay Area News Group compiled a list of questions to pose to the candidates for Contra Costa County superintendent. You can find the full questionnaire below. Questionnaires may have been edited for spelling, grammar, length and clarity.

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Name: Jag LathanCurrent job title: President of the Antioch Unified School District Board of EducationDate of birth: May 17, 1975

Political party affiliation: N/AOther political positions held: Vice president of the Antioch Unified School District Board of EducationCity where you reside: Antioch

What are the top three problems you're seeking to tackle if elected?

First, ensuring our schools are adequately and sustainably funded. That includes working with county office leaders across the state and advocating at the state and federal levels to fully fund Proposition 98 and move away from one-time funding that makes long-term planning difficult for districts.

Second, strengthening literacy and academic foundations. We must align instruction, professional learning and accountability to make that a reality.

Third, investing in strong educator pathways and student well-being. This means building accredited pipelines to recruit and retain high-quality educators, while also ensuring schools are equipped to support students' mental health and overall well-being.

Why are you uniquely qualified to address the three problems you've identified above?

My experience spans the classroom, school leadership, county-level systems work and board governance, giving me a comprehensive understanding of how to lead change at every level.

As a principal, I led a school turnaround that improved student outcomes and reduced suspensions. At the county level, I partnered with district and school leaders to strengthen instructional systems, build leadership capacity and support continuous improvement across diverse communities.

As a current board president, I understand the governance and financial realities districts face, including the urgent need for stable funding. I also recognize that balancing student mental health and academic learning is imperative.

What differentiates you from your competition?

The breadth and depth of my experience across every level of the education system - from the classroom, to school leadership, to executive leadership at the county level, to board governance. I also bring a systems-level perspective grounded in real experience. In my county leadership roles, I have worked directly with district and school leaders to strengthen instructional systems, build leadership capacity and support improvement across multiple districts and communities - including supporting leaders serving students impacted by incarceration. Finally, I lead with a focus on results and people. I believe strong academic outcomes and student well-being must go hand in hand.

What did Lynn Mackey do right as Contra Costa County Office of Education superintendent?

Lynn Mackey has provided steady leadership for the county office and has expressed a commitment to supporting students impacted by incarceration.

What did Lynn Mackey do wrong? How would you have led the office differently during her tenure?

I would lead with a greater focus on developing countywide initiatives that districts can opt into, aligned to their needs and designed to strengthen outcomes. That includes partnering more intentionally with districts on competitive grants, expanding high-quality professional learning for educators and leaders, creating accredited pathways for current and aspiring educators and working with colleges and labor partners to build programs for students that lead to employment.

My approach would be to position the county office not just as a support agency, but as a catalyst, bringing districts together, aligning resources and helping lead the next phase of public education.

West Contra Costa Unified School District is in litigation over its use of long-term substitute teachers. Was that district right in using these long-term substitutes? Do you support the district's policy? Or not? Please explain.

As county superintendent, my priority would be ensuring that every classroom is staffed with a qualified, credentialed teacher and that districts have the support they need to build a strong, sustainable educator workforce.

Long-term reliance on substitutes is not a sustainable solution and raises important questions about instructional quality and compliance. Students deserve consistent, well-prepared educators in every classroom.

I would focus on solutions - partnering with districts to expand accredited educator pathways, strengthen recruitment and retention and build the systems needed to ensure every student has access to a fully prepared teacher.

In what ways could the California Department of Education and/or the state Legislature help Contra Costa County schools?

The state needs to fully fund Prop. 98 and move away from one-time funding so districts can plan and sustain programs. We also need to modernize the funding model to reflect the real cost of educating students, including rising medical premiums, regional cost-of-living differences and the true cost of special education.

Finally, the state should invest in educator pipelines and give counties and districts more flexibility to innovate. When funding is stable and aligned to real needs, schools can focus on delivering strong outcomes for students.

West Contra Costa USD's finances have been teetering on a knife's edge. How did it get to this point? How do you assess its fiscal solvency moving forward? If elected, what demands of the district would you make to ensure its fiscal health?

West Contra Costa USD's financial challenges reflect a combination of long-standing structural deficits, rising costs - particularly in special education, staffing and benefits - and the use of one-time funds to support ongoing expenses.

Moving forward, fiscal solvency will require disciplined, multiyear planning and a clear alignment between resources and priorities.

I would expect clear, transparent financial plans, realistic assumptions and accountability for spending. At the same time, I would partner with the district to strengthen financial practices, support long-term planning and advocate at the state level for more stable and adequate funding.

WCCUSD is mulling renewing Measure T. Do you support renewing that parcel tax? Have you thought through what actions the district might have to make if it doesn't pass? Please explain.

I generally support efforts like Measure T when they are tied to clear priorities and strong accountability. At the same time, those decisions ultimately belong to the voters, and districts have a responsibility to clearly communicate how funds are used and the impact on students.

If Measure T does not pass, the district will likely face difficult decisions, including reductions to programs, staffing and services. That is why it is critical to plan ahead, ensuring transparency with the community, aligning resources to core priorities and preparing contingency plans that protect the classroom as much as possible.

In what areas do students in your county's school districts need the most improvement? How would you measure that improvement?

Across the county, we need to continue strengthening literacy and academic foundations, particularly in early reading and writing. We also need to expand access to high-quality STEM and career pathway opportunities so students are prepared for a rapidly changing workforce, while continuing to support student mental health and well-being.

I would measure improvement using multiple indicators, including literacy and math outcomes, graduation rates and college and career readiness metrics, alongside measures of student engagement, attendance and well-being. Improvement should be academic and holistic, ensuring students are not only achieving, but are also supported and prepared for life beyond high school.

Teachers want to be well paid. Parents don't want schools to close. And county taxpayers are usually resistant to paying higher taxes to fund higher salaries, school construction, etc. Each group has legitimate interests. How will you manage these inevitable conflicts? Why should we believe you can navigate these often-competing stakeholders?

We have to be responsible stewards of public resources. That means making transparent decisions, aligning spending to student outcomes and being honest with communities about the trade-offs.

My approach is to bring people to the table - educators, families and community members - and focus on shared priorities. I have experience navigating these decisions as a board president, where I've had to balance fiscal responsibility with the needs of students and staff. I lead by being clear, data-informed and focused on long-term sustainability so that we are not just solving today's challenges, but also building a system that can endure.

Much of this position requires a deep understanding of finance. How has your background prepared you to manage the fiscal health of the county's school districts?

As a school board member and now board president, I have been directly involved in budget oversight, multi-year financial planning and making difficult decisions to ensure fiscal stability.

I understand how funding flows, the impact of rising costs and the importance of aligning resources to student outcomes. At the same time, I believe strong leaders continue to learn and surround themselves with expertise. I will work closely with fiscal experts, including chief business officials, to ensure decisions are informed, responsible and sustainable.

How, if at all, do you plan to protect Contra Costa County students from federal immigration raids?

My priority is ensuring that every student feels safe, supported and able to learn. As county superintendent, I would work to provide districts with clear guidance, training and resources on how to protect student safety and uphold student rights within the law.

If elected, how should we measure your performance?

By whether our initiatives are taking hold and leading to meaningful outcomes for students. I believe in leading from the inside out - starting with strong systems within the County Office of Education, including expanded programming, high-quality educator development and increased access to grants and resources for districts.

As those internal systems strengthen, we should see external results follow, including improved academic outcomes, increased college acceptance and completion, stronger career pathway completion and job placement and reductions in recidivism for students in juvenile justice programs. Ultimately, success means building systems that lead to measurable, lasting improvements in students' lives.

Please tell us anything else that we didn't ask you that might inform our board about your candidacy.

My leadership is grounded in both personal and professional experience, and a deep commitment to public education. As a teenage mother, I faced challenges that could have derailed my future - but they did not. With the unwavering support of my mother, grandmother and a high school English teacher - who continue to be sources of inspiration - I stayed focused on pursuing my education and my goals. That experience shaped who I am as a leader. I am running because I believe Contra Costa County can be a beacon for innovation and forward thinking.

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