Former employee of Arkansas Baptist College exposes corruption of it's president William L. "Bill" Walker

A reader sent us a copy of a letter about sketchy and corrupt activities at Arkansas Baptist College involving it's president, Bill Walker, after we published a story about the most recent arrest of his wacko daughter Alyson.

The reader also reports that Walker has fired teachers for failing students that were failing, wanting them to pass them just to keep funds coming in.

To Whom It May Concern:

I am a current employee of Arkansas Baptist College in Little Rock, Arkansas. I am writing because I believe the college is experiencing serious problems involving governance, financial decision-making, conflicts of interest, accessibility, campus safety, academic priorities, information technology, vendor control, and possible misuse of institutional or federal funds.

Some matters described in this letter are based on conditions I have personally observed through my employment. Others are based on internal information communicated to me, statements made by employees or vendors, and public reporting. I understand that allegations involving particular people, transactions, or legal violations must be independently verified before being treated as established facts.

My purpose is not to damage Arkansas Baptist College. I want the college to survive, improve, and fulfill its educational mission. I am concerned that current leadership decisions are placing the institution, its employees, its students, and its future at risk.

Arkansas Baptist College’s financial condition

Arkansas Baptist College experienced a major public financial crisis beginning before and during 2025.

Employees went without timely pay. The institution publicly acknowledged severe cash-flow problems, inadequate enrollment revenue, and a lack of cash reserves. Services and vendors were not consistently paid. The college entered a restructuring period and declared financial exigency.

Although the college previously suffered from limited cash, I do not believe that every current failure can still be explained by a total absence of money. My concern is that money is selectively spent on projects intended to make the college appear exciting, entertaining, or attractive to prospective students while basic infrastructure, accessibility, sanitation, security, and academic resources remain neglected.

Bills have not been paid in an orderly manner. A financial employee identified internally as Lorna would allegedly not release certain payments unless President William L. “Bill” Walker Jr. personally directed her to do so.

This centralized payment process reportedly resulted in essential vendors remaining unpaid. The college’s internet service has been disconnected because bills were not paid. Vendors have appeared on campus in person in an effort to force payment. Summit Utilities personnel have reportedly appeared at the college on multiple occasions with red tags, disconnection notices, or similar documents in preparation for shutting off service.

These incidents should be verified through invoices, past-due notices, payment records, internet outage records, utility documents, vendor correspondence, and accounts-payable approval records.

Bill Walker’s transition from the Board of Trustees to the presidency

Bill Walker previously served as Chairman of the Arkansas Baptist College Board of Trustees. He also served in financial leadership on the board.

He later became interim president and was then quietly named the permanent president of the college.

My concern is that a person who previously led the board responsible for selecting and supervising the president was then placed into the presidency without a visibly independent process. I do not know whether a legitimate presidential search occurred, whether other candidates were considered, or whether Walker participated in or influenced the process that resulted in his appointment.

When Walker was made the official permanent president, employees were not clearly notified. Many employees did not know that his title had changed from interim president to permanent president.

Walker was required to leave the Board of Trustees after becoming president, but this does not resolve questions about how the appointment occurred, what role he played in the process, who voted for him, whether he recused himself, and whether members of the board had outside business relationships with him.

Records that should be reviewed include:

The college bylaws.
Board minutes.
The formal resolution appointing Walker.
The date his appointment became effective.
The board vote.
Presidential-search records.
Walker’s employment agreement.
His compensation.
Conflict-of-interest disclosures.
Recusal records.
Communications announcing or discussing his permanent appointment.
Records showing when he left the Board of Trustees.

Alleged nepotism and favored appointments

I believe Walker has used favoritism or nepotism to place personally connected or favored individuals into positions at the college.

I have not yet assembled a complete list of every person involved, their relationship to Walker, their salary, their qualifications, or whether a competitive hiring process occurred.

This area requires further documentation, including personnel records, job descriptions, hiring announcements, applicant records, qualifications, salaries, grant funding sources, and conflict disclosures.

My broader concern is that people are selected based on loyalty or personal relationships rather than institutional needs, experience, or qualifications.

The sale of the former Premier Funeral Home property to the college

Walker publicly operates or has operated Premier Funeral Home.

The former Premier Funeral Home property is located at approximately 1518 South Battery Street in Little Rock. The funeral home relocated, and the former property was placed for sale.

Arkansas Baptist College purchased the former Premier Funeral Home property. The college reportedly intends to use the property for its band program.

The transaction began before Walker was formally made permanent president. The transaction closed within approximately one week of his quiet permanent appointment.

I believe Walker used his influence over Arkansas Baptist College to arrange for the college to purchase property that he wanted to sell at the amount he wanted.

The transaction financially benefited Walker or a Walker-controlled business while he was transitioning from board leadership into the presidency of the nonprofit college.

This is one of my most serious concerns.

The timing raises the possibility that negotiations and approval occurred while Walker still had significant influence over the board or while he was serving as interim president. The closing then occurred almost immediately after he became permanent president.

The transaction should be investigated to determine:

The legal identity of the seller.
Whether Walker personally owned the property.
Whether the seller was Premier Funeral Home, a related corporation, an LLC, or another Walker-controlled entity.
The actual sale price.
The original asking price.
The final amount Walker received.
Whether the college obtained an independent appraisal.
Whether the college considered less expensive alternatives.
Whether the property was actually needed.
Whether Walker proposed or negotiated the transaction.
Whether Walker participated in board discussions.
Whether he recused himself.
Whether disinterested trustees approved the purchase.
Whether the college used cash, debt, restricted funds, grant funds, or another source.
Whether the college was still failing to pay employees, utilities, internet providers, or vendors when the transaction closed.
Whether the purchase was disclosed to auditors.
Whether it will be disclosed on the college’s nonprofit tax filings as a related-party transaction.

The property is near Centennial Park. I understand the surrounding area to have a history of violence and gang activity. Public reports document serious violence in the surrounding Battery Street area, although the specific claim that Centennial Park itself is officially considered a gang location should be independently verified through police calls, incident reports, crime statistics, and gang-related records.

If students will use the property as a band facility, the college should also have evaluated:

Student transportation.
Nighttime access.
Security.
Parking.
Lighting.
Surveillance.
Emergency response.
Building occupancy.
Fire code.
Zoning.
Accessibility.
Clery Act reporting responsibilities.
The safety of storing instruments and equipment there.

Title III funding and recreational technology projects

Walker’s apparent strategy is to make Arkansas Baptist College appear like a fun place to attend.

The college has pursued or discussed projects involving:

A full game room.
High-end custom-built computers.
Driving or racing simulator rigs.
Three-dimensional printers.
Gaming equipment.
Technology labs.
The META or META24 program.
Other expensive equipment intended to attract or entertain students.

I understand that Title III money may be intended or proposed for some of these projects.

My concern is not simply that gaming computers or 3D printers exist. Such equipment can have a legitimate academic purpose.

My concern is that the college has purchased or plans to purchase substantial technology without providing meaningful instruction, qualified teachers, structured courses, certifications, curriculum, assessments, or measurable technical-skills training that would support the equipment.

Students are allegedly being given expensive equipment to play with rather than being taught the technical skills necessary to justify the purchases.

The college publicly describes META24 as an educational and credit-bearing program. An investigation should determine whether the program actually operates as publicly described.

Questions that should be answered include:

What courses use the equipment?
Who teaches those courses?
What are the instructors’ qualifications?
Are there syllabi?
Do students earn credit?
Are attendance and outcomes measured?
Are students receiving certifications or technical instruction?
Is the equipment primarily used for recreation?
What federal grant paid for each item?
Were the purchases included in the approved Title III grant?
Were grant changes approved?
Were funds drawn for authorized purposes?
Were competitive bids obtained?
Are any vendors connected to Walker, trustees, employees, or family members?
Are the assets properly inventoried and tagged?

I am concerned that educational language may be used to justify spending whose real purpose is recruitment, entertainment, or appearance.

Reduction and repurposing of the library

Walker has planned or begun significantly reducing or repurposing the college library.

Faculty members have reportedly been required to teach in library spaces instead of ordinary classrooms because leadership wanted to repurpose computers or other instructional space.

The library is a basic academic resource. Reducing it while spending money on game rooms, gaming computers, racing simulators, and appearance-oriented projects raises questions about whether institutional spending is aligned with the college’s educational mission.

Records that should be reviewed include:

Library renovation plans.
Floor plans.
Removal of books or equipment.
Computer reassignment records.
Faculty schedules.
Classroom assignments.
Title III proposals.
Accreditation records concerning library resources.
Emails explaining the purpose of the changes.

Restroom and sanitation conditions

A large portion of the college’s restrooms are in seriously poor condition.

Approximately half of the restrooms are dirty, damaged, unusable, or otherwise unacceptable.

Problems may include broken toilets, sinks, stalls, doors, plumbing, lack of supplies, odors, insects, and general lack of maintenance.

At the same time, Walker had his own presidential office painted.

This contrast is important to me because it demonstrates leadership priorities. The issue is not that an office can never be painted. The issue is that an executive office received attention while ordinary bathrooms used by students and employees remained in bad condition.

The college should provide:

Restroom inspection records.
Work orders.
Repair requests.
Custodial schedules.
Plumbing invoices.
Pest-control reports.
Photographs.
Dates complaints were made.
Records showing which repairs were approved or denied.

Pest infestation

The campus has a serious and obvious pest problem.

The problem should be independently verified by identifying:

The buildings involved.
The type of pests.
The duration.
Complaints.
Pest-control contracts.
Treatment records.
Food-service inspection reports.
Housing complaints.
Photos and videos.
Work orders.

My concern is that visible recreational and promotional projects are being prioritized while basic sanitation conditions remain unresolved.

Broken ADA doors and accessibility buttons

Nearly all of the automatic ADA entrance buttons on campus do not work.

To my knowledge, only one automatic accessibility button is functioning.

The failures have lasted for an extended period, not merely a short repair interruption.

Some manual doors cannot be independently used by a person with limited mobility. In practice, people may have to wait for someone else to open the door.

This is particularly concerning because a college employee uses a mobility wheelchair.

The wheelchair-using employee and the inaccessible office

A college employee who uses a mobility wheelchair was assigned an office on the third floor of the General Studies Building.

For months, the elevator needed to reach that office was unavailable.

The employee’s only workaround was to:

Enter Old Main.
Use the elevator in Old Main to reach the second floor.
Travel through the skybridge.
Enter the General Studies Building.
Depend on someone else being present to open the connecting door.
Continue to the employee’s third-floor office.

If no one was present to open the door, the employee could not independently reach the office.

Because the college did not provide a consistently accessible route, the employee was eventually allowed or effectively told to work from home.

Remote work can sometimes be a legitimate accommodation. My concern is that remote work was used as a substitute for repairing the elevators, doors, and access route.

The employee may have been removed from campus instead of the college removing the barriers.

An investigation should determine:

Whether the employee requested remote work.
Whether it was voluntary.
Whether an interactive accommodation process occurred.
Whether the employee requested elevator or door repairs.
Whether the college considered moving the employee’s office.
Whether an accessible first-floor office was offered.
Whether the employee lost access to meetings, students, coworkers, equipment, or advancement.
Whether the college claimed repairs were unaffordable.
Whether discretionary spending occurred during the same period.
How long the inaccessible conditions lasted.

The identity of this employee should be protected unless the employee personally agrees to be identified.

Elevator failures

Elevators in multiple campus buildings were out of service for at least six months.

Some elevators have recently been repaired, but the elevator in Hill Hall remains broken.

The Hill Hall elevator outage is particularly serious because Hill Hall is a residence hall.

Questions include:

How many floors the building has.
Whether students live above the accessible entrance level.
Whether students or visitors with disabilities can reach rooms or common areas.
Whether students with temporary injuries can use the building.
Whether the elevator has a valid inspection certificate.
Whether parts were ordered.
Whether repairs were delayed because leadership refused payment.
Whether the college has an actual repair schedule.

The General Studies elevator outage directly affected the employee who uses a wheelchair.

Records should include elevator inspection reports, maintenance contracts, repair invoices, work orders, parts orders, emails, and dates each elevator went out of service or returned to service.

Damaged dormitory entrance handles

Handles were torn off dormitory entrances and remained missing or damaged for more than six months.

This raises serious questions about:

Unauthorized access.
Whether residence halls could be secured.
Whether students were propping doors open.
Whether doors could properly latch.
Whether fire doors were compromised.
Whether emergency egress was affected.
Why a basic residential security repair remained incomplete for months.

The condition should be verified through photographs, security reports, work orders, access-control logs, and building inspections.

Hill Hall security-camera failure

The security-camera equipment serving Hill Hall was located in a room that depended on air conditioning.

The air-conditioning unit failed.

The room became extremely hot.

The surveillance equipment suffered catastrophic failure. It was described internally as having “blown up.”

I do not know whether the equipment actually caught fire or whether heat destroyed the electronics. That distinction should be confirmed through photos, reports, damaged equipment, insurance claims, fire records, and vendor findings.

The failure left Hill Hall without effective camera coverage.

Several incidents later occurred in the building. Because cameras were unavailable, campus personnel did not know what happened until it was too late to prevent harm, respond effectively, or determine responsibility.

The failure suggests that the college may have lacked:

Environmental monitoring.
High-temperature alerts.
Backup cooling.
Redundant recording equipment.
Offsite storage.
Health monitoring for cameras.
A continuity plan.
An emergency replacement process.

The college should produce:

HVAC work orders.
Camera outage records.
Temperature alerts.
Vendor service reports.
Photos of damaged equipment.
Replacement invoices.
Insurance claims.
Security incident reports.
Emails showing when leadership was notified.

Ineffective camera system and short video retention

The broader campus surveillance system is ineffective.

Problems reportedly include poor camera placement, inadequate coverage, offline equipment, weak image quality, limited monitoring, and insufficient storage.

The system stores video for only approximately two weeks before footage is overwritten.

A 14-day retention period may allow critical evidence to disappear before:

A student reports an incident.
A parent contacts the college.
Police request footage.
An internal investigation begins.
A Clery Act review occurs.
Litigation is anticipated.
Administrators understand the seriousness of an event.

I understand that federal law may not require every college camera to retain footage for a specific universal number of days. My concern is that the college knowingly uses a retention period too short for delayed reporting and apparently lacks an effective procedure to preserve footage once an incident is known.

An investigation should determine:

The exact retention period.
Whether retention differs by building.
Whether footage has been overwritten after reports were made.
Whether anyone requested footage that no longer existed.
Whether cameras cover residence-hall entrances.
Who controls the camera-system credentials.
Whether the outside vendor controls the system.
Whether footage can be preserved.
Whether crime reports or disciplinary matters were affected.

Public safety and Clery Act concerns

The college’s public safety materials should be examined for accuracy and currency.

At one point, a publicly linked annual security and fire safety report appeared to contain outdated crime and fire tables from earlier years while a separate webpage contained newer figures.

The college should be asked to provide:

The complete current Annual Security and Fire Safety Report.
The version actually distributed to students and employees.
Crime statistics for the required years.
Fire statistics for each residence hall.
The daily crime log.
The residence-hall fire log.
Timely-warning records.
Emergency notifications.
Records supporting Clery classifications.
Reports of incidents that occurred during camera outages.

Outside IT vendor withholding credentials

Arkansas Baptist College has an outside technology vendor or individual who refuses to provide internal IT staff with administrative credentials for systems belonging to the college.

The person or company is not operating like a conventional managed service provider with clearly defined responsibilities and institutional accountability.

The refusal to release credentials forces the college to remain dependent on the vendor.

When internal IT staff question the vendor, challenge decisions, or attempt to make changes, the vendor allegedly calls Walker directly.

Walker then protects or supports the vendor instead of requiring the vendor to comply with the college’s IT leadership.

This creates serious risks involving:

Institutional ownership of systems.
Student data.
Employee data.
Financial-aid systems.
Email.
Authentication.
Security cameras.
Network equipment.
Disaster recovery.
Business continuity.
Cybersecurity.
Vendor lock-in.
The ability to recover from an outage or breach.

The institution should own and control its own master credentials.

The vendor’s legal identity, ownership, contract, invoices, scope of work, support obligations, credential practices, insurance, and relationship to Walker should be investigated.

The college should provide:

Vendor contracts.
W-9.
Purchase orders.
Invoices.
Written requests for credentials.
Written refusals.
A privileged-access inventory.
A list of systems controlled by the vendor.
Network diagrams.
Backup procedures.
Disaster-recovery plans.
Vendor communications with Walker.
Equipment warranties.
Support agreements.
Security assessments.

Lack of internet redundancy and infrastructure planning

The campus does not have adequate internet redundancy.

The college lacks a backup internet service.

It lacks appropriate load balancing or failover.

The college has purchased equipment without sufficient support.

The lack of redundancy has contributed to outages and operational risk.

The absence of load balancing alone may not be illegal or inappropriate for every institution. My concern is the combined condition:

No backup connection.
Internet disconnections for nonpayment.
Vendor dependency.
Unsupported equipment.
Missing credentials.
Weak disaster recovery.
Leadership’s refusal to acknowledge or correct known risks.

These failures can disrupt:

Registration.
Financial aid.
Student systems.
Online instruction.
Email.
Phones.
Security systems.
Payroll.
Library databases.
Authentication.
Campus operations.

Walker’s repeated questions about student financial-aid money

Walker repeatedly asked the person responsible for financial aid when the college would receive or gain access to student funds.

At times, he asked multiple times in one day.

The repeated questioning occurred while ordinary bills were not being paid and essential services were at risk.

Asking when aid will arrive is not automatically improper. A college president may legitimately monitor reimbursements and cash flow.

My concern is the intensity and frequency of the questioning, combined with:

Unpaid bills.
Utility threats.
Internet disconnections.
Vendor collection visits.
Walker’s control over payments.
The property purchase involving Premier Funeral Home.
Spending on recreational or promotional projects.
The college’s federal cash-monitoring status.

An investigation should determine whether Walker ever pressured the financial-aid office to:

Post aid before students were eligible.
Accelerate disbursement dates.
Draw federal funds before requirements were met.
Keep withdrawn students active in the system.
Delay student refunds.
Hold student credit balances.
Change attendance records.
Change transaction dates.
Use federal cash for unrelated bills.
Ignore warnings from financial-aid staff.

I am not stating that these actions occurred. I am stating that the repeated demands for access to student funds warrant review of the records.

Relevant evidence includes:

Emails.
Text messages.
Meeting notes.
Financial-aid calendars.
Drawdown records.
COD and G5 records.
Student refund batches.
Bank reconciliations.
Student-ledger reconciliations.
Written objections from employees.
Records showing when funds were requested and used.

Student names, Social Security numbers, and protected financial-aid information should be redacted from any materials provided to a reporter or regulator.

Spending priorities and presidential office improvements

Walker had his presidential office painted while bathrooms, elevators, ADA doors, dormitory entrances, security cameras, and other infrastructure remained in bad condition.

The office painting itself is not proof of corruption.

Its significance is that leadership approved an executive-office improvement while necessary repairs remained incomplete.

The painting should be examined for:

Cost.
Vendor.
Approval.
Procurement.
Funding source.
Relationship between the vendor and Walker.
Timing.
Whether repair requests were pending at the same time.

Snacks and personal vendor

Walker has a preferred or personal vendor who stocks his office with snacks.

It is unclear whether:

Walker pays personally.
The college pays.
The vendor provides snacks for free.
The snacks are intended for meetings.
The arrangement is a personal executive benefit.
The vendor has other college contracts.
The vendor is connected to one of Walker’s businesses.
The vendor relationship was competitively procured.

The college should produce invoices, purchasing-card records, delivery receipts, purchase orders, vendor records, and approval documentation.

Bill Walker’s restaurant interests

Walker is publicly identified as an owner of Chicken King Restaurant.

Chicken King has operated multiple Arkansas locations, including a North Little Rock location on MacArthur Drive and an Arkadelphia location at 1600 Pine Street.

The restaurant I initially referred to as Chicken Wings, Chicken Wangs, or Chicken Wangz appears most likely to be Chicken King.

There is a separate business called Chicken Wangs, but I do not currently have evidence connecting that business to Walker.

The RNB Group LLC and Chicken King

A business called The RNB Group LLC has been publicly associated with 1600 Pine Street in Arkadelphia.

That is the same address used by Chicken King’s Arkadelphia location.

Commercial business information has described The RNB Group LLC as doing business as Chicken King of Arkadelphia.

A publicly listed principal name appeared as “Roland Crosey,” although this may be a misspelling or inaccurate directory entry.

The possible identity of that person is significant because Arkansas Baptist College’s Board of Trustees is chaired by Roland L. Gosey.

Roland Gosey is also connected to the funeral-home business in Arkadelphia.

If the person identified in connection with The RNB Group LLC is Roland Gosey, the relationship could mean that the chairman of the board supervising Walker has a financial or operational connection to one of Walker’s restaurant businesses.

That possible relationship must be confirmed through official state records, business licenses, restaurant permits, contracts, bank records, or sworn testimony.

If confirmed, it would raise serious questions about the independence of the Board of Trustees in matters involving:

Walker’s appointment.
Walker’s compensation.
The Premier Funeral Home transaction.
College purchases from Walker-connected businesses.
Investigations involving Walker.
The possibility of removing or disciplining Walker.

Brandon Thomas

Brandon Thomas is the person I understand Walker uses to run or manage his outside business interests.

A vendor stated that Brandon represented himself as the manager or owner of an RNB or R&B business.

Brandon may be an operational manager rather than a publicly listed owner.

I understand Brandon to have a prior felony history, but that claim should not be published without identity-matched court records.

A prior conviction would not by itself prevent someone from managing a restaurant or LLC. It might explain why someone operates a business without appearing publicly as an owner, but that is only speculation unless supported by records.

The important issue is Brandon’s actual authority.

Evidence should determine whether Brandon:

Negotiates contracts.
Directs vendors.
Approves purchases.
Provides payment instructions.
Signs invoices.
Uses an RNB or Chicken King email.
Identifies himself as manager or owner.
Acts on behalf of Walker.
Communicates with Arkansas Baptist College vendors.
Receives money from Walker-affiliated companies.
Manages The RNB Group LLC.
Manages Chicken King.
Manages Power Group Enterprises.
Manages Premier Funeral Home.
Has any role in vendors paid by Arkansas Baptist College.

Roland Gosey and the Board of Trustees

Roland L. Gosey is publicly identified as Chairman of the Arkansas Baptist College Board of Trustees.

If Gosey is also involved in The RNB Group LLC or Chicken King of Arkadelphia, that relationship would be highly relevant.

It could create a conflict when the board considers matters involving Walker.

Questions for Gosey include:

Are you an owner, member, manager, investor, guarantor, or profit participant in The RNB Group LLC?
Are you connected to Chicken King of Arkadelphia?
Do you have a business relationship with Walker?
Did you participate in Walker’s appointment?
Did you vote on Walker’s compensation?
Did you approve the Premier Funeral Home purchase?
Did you disclose the restaurant relationship?
Did you recuse yourself from Walker-related matters?
Did the other trustees know about the relationship?

Walker’s political influence and the police incident

Bill Walker is a former Arkansas state senator and has longstanding political relationships.

A police incident involving his daughter Alyson Walker raised serious questions about whether Walker used his access to city officials to obtain favorable treatment.

During the police encounter, body-camera footage reportedly shows Walker on the telephone with Little Rock Mayor Frank Scott Jr. at or near the beginning of the interaction.

Walker was handcuffed during the incident.

Mayor Scott then contacted Little Rock Police Chief Heath Helton.

Chief Helton directed officers to release Walker without charges.

One officer who did not immediately comply with the order to remove Walker’s handcuffs later received a 40-hour unpaid suspension.

The sequence appears to be:

Walker was speaking directly with Mayor Scott during the police incident.
Mayor Scott contacted the police chief.
The chief ordered Walker released.
Walker was released without charges.
An officer who resisted the uncuffing order was later suspended without pay.

This sequence creates a serious basis to investigate preferential treatment and political intervention.

It does not by itself prove:

What Walker asked Mayor Scott to do.
Whether Walker requested his release.
Whether the mayor ordered the chief to release him.
Whether the police chief violated policy.
Whether Walker requested the officer’s suspension.
Whether the suspension was retaliation.
Whether a crime was committed.

The following records should be obtained:

Body-camera footage.
Exact timestamps.
A transcript of Walker’s telephone conversation.
Walker’s phone records.
Mayor Scott’s phone and text records.
Chief Helton’s communications.
Dispatch recordings.
Command communications.
The order to release Walker.
Internal-affairs records.
The officer’s disciplinary notice.
The officer’s appeal.
Communications concerning the suspension.

Alyson Walker’s traffic case

Alyson Walker was cited during the 2025 incident for:

Driving on a suspended license.
Failure to yield to an emergency vehicle.
Reckless driving.

She later pleaded guilty to driving on a suspended license.

The other two offenses were dropped under a plea agreement.

This means it would be inaccurate to say that the entire case disappeared.

The proper question is whether her treatment was consistent with comparable defendants and whether political access influenced:

The traffic stop.
The towing decision.
The handling of the vehicle.
The reassignment or recusal of prosecutors.
The plea offer.
Sentencing.
Dismissal of the other charges.

Later assault and battery charges involving Alyson Walker

In July 2026, Alyson Walker was publicly reported as having been arrested and charged with aggravated assault and second-degree battery.

These are pending allegations, not convictions.

She is presumed innocent unless proven guilty.

A secondary report stated that the district-court record was sealed before transfer to circuit court.

The existence and legal basis of any sealing order should be verified.

It should not be stated as fact that the judge sealed the case as a favor to Bill Walker without evidence such as communications, a sealing motion, a court order, testimony, or improper contact.

The larger concern is whether Walker uses his political relationships to protect his daughter from legal consequences.

The police incident provides a factual basis for investigating that concern, but it does not yet prove that Walker interfered with every case involving his daughter.

Overall pattern I believe exists

My concern is not based on one isolated event.

I believe there is a broader pattern:

Walker previously led the Board of Trustees.
He moved from board leadership into the presidency.
The permanent appointment was not clearly communicated to employees.
The process does not appear transparent or independent.
A sale of Walker’s former funeral-home property to the college closed within approximately one week of his permanent appointment.
Walker repeatedly asked when the college would gain access to student financial-aid money.
Ordinary bills allegedly required Walker’s personal authorization.
Vendors remained unpaid.
Internet service was disconnected.
Utilities threatened disconnection.
Vendors appeared onsite demanding payment.
Recreational and appearance-oriented projects were prioritized.
The library was reduced or repurposed.
Faculty were moved into library spaces.
Gaming computers, simulator rigs, and 3D printers were purchased or planned.
The academic justification for the equipment is questionable.
Restrooms remained dirty and damaged.
Pest problems remained unresolved.
Elevators remained broken for months.
ADA buttons remained broken.
A wheelchair-using employee could not independently reach an assigned office.
That employee was allowed or told to work from home instead of receiving reliable onsite access.
Dormitory entrance handles remained damaged for more than six months.
Hill Hall’s surveillance system failed after an HVAC outage.
Residence-hall incidents occurred without usable camera footage.
Campus video is retained for only approximately two weeks.
The IT vendor withholds credentials from internal IT staff.
Walker protects the vendor.
The college lacks adequate internet redundancy.
Walker’s office was painted while basic facilities remained neglected.
A favored vendor stocks his office with snacks.
Walker’s restaurant and business relationships may overlap with board members, vendors, or managers.
Brandon Thomas allegedly manages Walker-related businesses without necessarily appearing publicly as an owner.
The chairman of the board may have a business connection to a Walker-owned restaurant operation.
Walker has demonstrated immediate access to the mayor and police chief during an active law-enforcement encounter.
Walker was released without charges after that intervention.
An officer was later suspended after refusing to immediately uncuff him.

The pattern I see is one of centralized authority, weak oversight, conflicts of interest, selective spending, favoritism, disregard for basic institutional needs, and the use of personal or political relationships to avoid ordinary accountability.

What I want investigated

I want an independent investigation of:

Walker’s transition from Board chairman to president.
The independence of the Board of Trustees.
Conflicts involving Roland Gosey and other trustees.
The sale of the former Premier Funeral Home property to the college.
The timing of that closing in relation to Walker’s permanent appointment.
The purchase price and appraisal.
Walker’s recusal or lack of recusal.
Use of college, grant, or federal funds for the transaction.
Title III expenditures.
META24 equipment and actual educational use.
Gaming computers, racing simulators, and 3D printers.
Library reduction and classroom displacement.
Financial-aid drawdowns and student refunds.
Walker’s repeated inquiries about student funds.
Accounts-payable approvals.
Internet disconnections.
Utility disconnection notices.
Vendors appearing onsite for payment.
Current unrestricted cash.
Spending on executive-office improvements.
Office snacks and related vendors.
Broken elevators.
Broken ADA entrance buttons.
The wheelchair-using employee’s accommodation.
Restroom and pest conditions.
Damaged dormitory entrance hardware.
Hill Hall surveillance failure.
Campus video-retention policies.
Clery Act and fire-reporting compliance.
The outside IT vendor.
Withheld credentials.
Vendor contracts and equipment support.
Lack of internet backup and disaster recovery.
Walker-connected restaurant entities.
The RNB Group LLC.
Brandon Thomas’s management role.
The possible relationship between Walker and Roland Gosey.
College purchases from Walker-related vendors.
Walker’s contact with Mayor Frank Scott during the police incident.
The chief’s decision to release Walker.
The officer’s later unpaid suspension.
Any intervention in cases involving Alyson Walker.

Closing

I understand that not every bad decision is illegal.

I understand that financial distress is not automatically corruption.

I understand that a related-party transaction can sometimes be lawful if it is disclosed, independently approved, fair to the institution, and properly documented.

I understand that remote work can sometimes be a lawful disability accommodation.

I understand that recreational technology can sometimes have a legitimate academic purpose.

I understand that asking about financial-aid reimbursements is not automatically misconduct.

My concern is the cumulative pattern and the lack of meaningful independent oversight.

Arkansas Baptist College is a historically significant institution. Its students, employees, alumni, donors, and community deserve leadership that protects the college’s mission and resources.

I am requesting that an investigative reporter, accreditor, regulator, auditor, attorney, or other appropriate authority independently obtain the records necessary to determine whether these concerns reflect poor management, violations of institutional policy, conflicts of interest, misuse of federal funds, nonprofit self-dealing, disability discrimination, campus-safety failures, fraud, or other misconduct.

I am willing to provide additional dates, names, locations, documents, and firsthand context where legally appropriate and where my identity and employment can be protected.

Respectfully,

A Confidential Ex-Arkansas Baptist College Employee

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Last year, we made posts on social media about the college not paying employees for several months.

In 2024, students were being stonewalled about financial aid and refunds.

Snarky Media Report

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