2026 North Carolina General Election

When Bradley Williams left Cumberland County to study performing arts in Los Angeles, he envisioned building a career on the West Coast. But after returning home, the 37-year-old said he began asking himself a different question: Why should young people feel they have to leave Fayetteville to pursue their dreams?

A Godwin native and 2007 graduate of Reid Ross Classical School, Williams studied business and computer information systems at North Carolina Central University before graduating from the American Musical and Dramatic Academy in Los Angeles.

Why Bradley Williams Is Running for Cumberland School Board

After the meeting, Williams told The Fayetteville Observer that he cares about what parents, teachers and students need or are concerned about.

Next week he’ll be sworn in as part of the Fayetteville-Cumberland Youth Committee, and said he volunteers to help youth at his church, Lewis Missionary Baptist Church.

Residents offer feedback on Cumberland County Schools superintendent search

Bradley Williams is from Godwin. He studied business and computer information systems at North Carolina Central University before graduating from the American Musical and Dramatic Academy in Los Angeles. He volunteers to help youth at Lewis Missionary Baptist Church.

Residents say new Cumberland County Schools superintendent ...

Cumberland County Schools has faced difficult decisions involving school closures, facility maintenance, and consolidation. What principles would guide your decision-making when evaluating future facility needs?
A child is not a number, and a school is more than just a building. Before making any decision about closing a school, I believe board members should gather as much information as possible, listen to parents, teachers and principals, and fully understand how that decision will affect the community.

Cumberland County Schools has faced difficult decisions involving school closures, facility maintenance, and consolidation. What principles would guide your decision-making when evaluating future facility needs?
A child is not a number, and a school is more than just a building. Before making any decision about closing a school, I believe board members should gather as much information as possible, listen to parents, teachers and principals, and fully understand how that decision will affect the community.
I’ve seen examples where other districts chose to renovate schools instead of closing them, and I think every option deserves careful consideration before communities are disrupted.

How can Cumberland County Schools best support students with disabilities and ensure families have confidence in the district’s special education services?
The first step is listening. Parents and teachers need to feel like they’re being heard when they’re advocating for students with disabilities. Before making decisions, I think the district should communicate with families and educators to understand what classrooms need and where additional support is missing.

Calls for gathering information and community input, including considering renovations, before closing schools or disrupting communities.

Supports communicating with families and educators about classroom needs and the supports missing for students with disabilities.

- Calls for gathering information and community input, including considering renovations, before closing schools or disrupting communities.
- Supports communicating with families and educators about classroom needs and the supports missing for students with disabilities.

School Facilities & Resources

I also want students to have multiple pathways to success. College isn’t the right choice for everyone. Some students may want to attend Fayetteville Technical Community College, enter the trades, join the military, or pursue another career path. Our job is to make sure they understand those opportunities and have the support to achieve whatever dream they choose.

What are your views on year-round schools? What factors would you consider when making decisions about expanding or maintaining year-round calendars?
I support maintaining year-round schools because I believe families should have options. Every family’s schedule and needs are different, and I don’t think we should take those choices away.

When making decisions about expanding or maintaining year-round calendars, I would want to hear directly from parents, teachers, and students before making any changes. I don’t believe those options should be taken away without meaningful community input.

Supports providing students with information and support for college, technical college, trades, military service, and other career paths.

Supports maintaining year-round schools and seeking input from parents, teachers, and students before changing those calendars.

- Supports providing students with information and support for college, technical college, trades, military service, and other career paths.
- Supports maintaining year-round schools and seeking input from parents, teachers, and students before changing those calendars.

Access to Education

What steps can the Board of Education take to recruit, support, and retain high-quality teachers and staff?
It starts with competitive pay. Teachers deserve salaries that reflect the importance of the work they do and keep pace with the cost of living.

Beyond compensation, teachers need to know their voices matter. If they’re raising concerns, they should see action instead of feeling like they’re talking into the wind. When educators feel heard and supported, they’re more likely to stay.

I also believe the district should create more opportunities for professional growth. If a teacher wants to become an assistant principal, principal or district leader, there should be mentorship and support to help them reach that goal. We shouldn’t make people feel like they’ve reached a ceiling in their careers.

Cumberland County Schools currently has several schools identified by the state as low-performing. What role should the Board of Education play in improving student outcomes at those schools? What strategies would you prioritize?
That starts with supporting teachers. We should continue investing in professional development, workshops, and training so educators have the resources to adapt as technology, careers, and the world around us continue to change.

Supports competitive teacher pay that reflects teachers’ work and keeps pace with the cost of living.

Supports responding to educators’ concerns and creating mentorship and support for teachers pursuing leadership roles.

Supports continued investment in professional development, workshops, and training to help educators adapt to changing technology and careers.

- Supports competitive teacher pay that reflects teachers’ work and keeps pace with the cost of living.
- Supports responding to educators’ concerns and creating mentorship and support for teachers pursuing leadership roles.
- Supports continued investment in professional development, workshops, and training to help educators adapt to changing technology and careers.

Teachers

What are the top two issues the Board of Education should focus on over the next four years? How would you approach them?
My biggest priority is making sure every student has the tools, resources, and knowledge they need to succeed after graduation—not just academically, but in life.
I believe financial literacy should become a much greater focus. Every student should graduate understanding how to file taxes, manage money, buy a home, understand interest rates, and explore investments. Those are life skills that too many students, including my generation, weren’t taught in school.

The world is changing quickly, especially with technology and artificial intelligence. Schools have to prepare students for the future, not just for today’s workforce. That means embracing technology, teaching skills that will still matter years from now, and giving students opportunities to explore careers before they graduate.

Supports making financial literacy a greater focus so students learn taxes, money management, homebuying, interest rates, and investments.

Advocates for technology instruction, future-relevant skills, and career exploration before graduation.

- Supports making financial literacy a greater focus so students learn taxes, money management, homebuying, interest rates, and investments.
- Advocates for technology instruction, future-relevant skills, and career exploration before graduation.

School Curriculum

I also believe every student should have someone at school they can trust—a mentor or support system they can talk to when life gets difficult. Education isn’t just about test scores. It’s about investing in students’ dreams, giving them hope, and making sure they know their community believes in them.

Mentorship is another area I would prioritize. Every student should have someone who believes in them and helps connect what they’re learning in the classroom to the goals they have for their future.

I also believe technology can play an important role in supporting students with disabilities, but we also have to recognize that sometimes one teacher can’t do it all. Providing additional classroom support and giving students the extra attention they need can make a real difference.

Creating an environment where students feel accepted and supported is equally important. Every child deserves to feel safe, included and valued at school.

Prioritizes mentorship and trusted support systems for students, including connections between classroom learning and students’ future goals.

Supports using technology and additional classroom support to give students with disabilities more individual attention.

Supports school environments where students feel safe, included, valued, and supported.

- Prioritizes mentorship and trusted support systems for students, including connections between classroom learning and students’ future goals.
- Supports using technology and additional classroom support to give students with disabilities more individual attention.
- Supports school environments where students feel safe, included, valued, and supported.

Student Wellbeing

Bradley Williams

LinkedIn

Bradley Williams is originally from Godwin. He studied business and computer information systems at North Carolina Central University before graduating from the American Musical and Dramatic Academy in Los Angeles.

- Supports additional classroom assistance and technology to help students with disabilities receive the attention they need.
- Proposes exploring community partnerships, workshops, and learning opportunities outside the classroom to support students' continued learning.

- Wants students to have support pursuing multiple post-graduation paths, including community college, trades, military service, or other careers.
- Wants meaningful input from parents, teachers, and students before expanding, maintaining, or ending year-round school calendar options.

- Supports competitive teacher pay that reflects the importance of teachers' work and keeps pace with the cost of living.
- Wants school leaders to act on teachers' concerns so educators feel heard and are more likely to remain in their positions.
- Supports mentorship and career-development opportunities for teachers seeking to become assistant principals, principals, or district leaders.
- Believes year-round school calendars can benefit teachers by providing breaks throughout the year to recharge.
- Supports continued investment in professional development, workshops, and training to help educators adapt to changing technology and careers.

- Advocates for greater emphasis on financial literacy so students learn skills including tax filing, money management, home buying, interest rates, and investments.
- Advocates for a curriculum focused on the future that embraces technology, builds lasting skills, and gives students opportunities to explore careers before graduation.

- Prioritizes trusted mentors and support systems for students, including mentoring that connects classroom learning to their future goals.
- Believes every child should feel safe, included, valued, and supported at school.

Isaac Brickman

Buket Urgen

Broxie Pone says serving on the Cumberland County Board of Education has been a goal decades in the making.

A Fayetteville native, retired educator, and real estate agent, Pone spent 30 years teaching history at Hope Mills Middle School after beginning her career in banking and later earning her teaching certification from Methodist College. She also earned a master’s degree in educational leadership from Gardner-Webb University and has served as a curriculum developer, standardized test writer, school improvement team leader, and administrative intern.

Why Broxie Pone Is Running for Cumberland County School Board

A Fayetteville native, retired educator, and real estate agent, Pone spent 30 years teaching history at Hope Mills Middle School after beginning her career in banking and later earning her teaching certification from Methodist College. She also earned a master’s degree in educational leadership from Gardner-Webb University and has served as a curriculum developer, standardized test writer, school improvement team leader, and administrative intern.

Broxie P. Pone is a Fayetteville native. She earned a master's degree in educational leadership from Gardner-Webb University.

16 Candidates File to Run for Cumberland County Board of Education

Broxie P. Pone is a retired educator and real estate agent. She previously worked in banking and taught history at Hope Mills Middle School. She has also served as a curriculum developer, standardized test writer, school improvement team leader, and administrative intern.

Broxie is a first-time candidate for political office.

When evaluating future facility needs, I believe all stakeholders must be proactive rather than reactive by regularly assessing enrollment trends, demographic projections, facility conditions, deferred maintenance, educational programming, and long-term financial sustainability. Comprehensive feasibility and sustainability studies should guide planning to ensure responsible stewardship of district resources while maintaining safe, high-quality learning environments for current and future generations.

However, they must be balanced with declining enrollment, aging facilities, operational costs, and our responsibility to provide equitable educational opportunities for all students.

Before considering closure, every reasonable alternative should be explored, including adjusting attendance boundaries, consolidating programs, sharing facilities with community partners, repurposing underutilized space, pursuing grants and public-private partnerships, or leasing portions of buildings to offset maintenance costs. Decisions of this magnitude should be guided by objective data, careful planning, and meaningful stakeholder engagement—not personal opinions or politics.

As a Board member, I will promote collaboration, accountability, and fiscal responsibility by ensuring resources are allocated transparently and effectively, pursuing grant opportunities and community partnerships, and keeping students at the center of every decision. By working together, we can create safe, high-performing schools that prepare every student to become a productive citizen and future leader.

The Board of Education plays a vital role in improving low-performing schools by setting clear expectations, strategically allocating resources, and holding district leadership accountable for measurable results. While the Board does not manage daily operations, it must ensure the policies, support, and resources are in place for student success.

Advocates for proactive facility planning based on enrollment, demographics, building conditions, deferred maintenance, educational programming, and long-term financial sustainability.

Wants alternatives such as boundary changes, program consolidation, shared facilities, repurposing space, grants, partnerships, or leases explored before school closures.

Pledges to allocate district resources transparently and effectively while pursuing grants and community partnerships.

Supports setting clear expectations, strategically allocating resources, and holding district leadership accountable to improve low-performing schools.

Promotes holding district leadership accountable to improve low-performing schools.

- Advocates for proactive facility planning based on enrollment, demographics, building conditions, deferred maintenance, educational programming, and long-term financial sustainability.
- Wants alternatives such as boundary changes, program consolidation, shared facilities, repurposing space, grants, partnerships, or leases explored before school closures.
- Pledges to allocate district resources transparently and effectively while pursuing grants and community partnerships.
- Promotes holding district leadership accountable to improve low-performing schools.

I believe year-round schools can be an effective option when they improve student achievement and meet the needs of students, families, and educators. The goal should be to maximize learning, reduce learning loss, and provide timely opportunities for enrichment and intervention—not simply extend the school calendar.

When considering whether to expand or maintain year-round calendars, I would evaluate student outcomes, attendance, teacher and family feedback, operational and transportation costs, childcare expenses, availability of extracurricular activities, and the overall impact on the community. Decisions should be guided by data, fiscal responsibility and meaningful input from all stakeholders.

If a year-round calendar demonstrates positive academic outcomes and serves the needs of students and families, I will support it as one of several strategies to strengthen Cumberland County Schools.

Supports year-round school calendars when data show positive academic outcomes and they meet student, family, and educator needs.

- Supports year-round school calendars when data show positive academic outcomes and they meet student, family, and educator needs.

Achieving this goal requires strategically investing in financial, physical, technological, and community resources, while also investing in our greatest asset—our students. Recruiting, retaining, and supporting highly qualified educators, administrators, and staff through meaningful professional development is essential to improving student outcomes. I also support using data-driven instruction, targeted interventions, tutoring, and evidence-based teaching practices to help every student succeed.

Every student deserves to feel valued, supported and safe, regardless of the services or accommodations they require. Cumberland County Schools can best support students with disabilities by recruiting and retaining highly qualified special education teachers and support staff while providing ongoing professional development in evidence-based instructional practices.

Great schools begin with great teachers. The Board can support them by advocating for competitive local supplements, improving working conditions, reducing unnecessary paperwork, ensuring safe and orderly classrooms, expanding mentoring and professional development opportunities, and recognizing educators’ contributions throughout the year. Building partnerships with colleges and educator preparation programs can also strengthen the teacher pipeline.

Supports recruiting, retaining, and supporting qualified educators, administrators, and staff through meaningful professional development.

Advocates for competitive local salary supplements, improved working conditions, less unnecessary paperwork, safe classrooms, mentoring, professional development, and educator-preparation partnerships.

Advocates for competitive local salary supplements, improved working conditions, less "unnecessary" paperwork, safe classrooms, mentoring, professional development, and educator-preparation partnerships.

- Supports recruiting, retaining, and supporting qualified educators, administrators, and staff through meaningful professional development.
- Advocates for competitive local salary supplements, improved working conditions, less "unnecessary" paperwork, safe classrooms, mentoring, professional development, and educator-preparation partnerships.

My top priority is improving student achievement by getting back to the basics—ensuring every student is proficient in reading, writing, and mathematics while developing the critical thinking, problem-solving, communication, and life skills needed for success. Every budget decision, policy, and partnership should answer one question: Will this decision create a safe, supportive environment that expands opportunities and prepares our students for future success?

Prioritizes reading, writing, mathematics, critical thinking, problem-solving, communication, and life skills as core goals for student learning.

Supports data-driven instruction, targeted interventions, tutoring, and evidence-based teaching practices.

- Prioritizes reading, writing, mathematics, critical thinking, problem-solving, communication, and life skills as core goals for student learning.
- Supports data-driven instruction, targeted interventions, tutoring, and evidence-based teaching practices.

Strong partnerships with families are equally essential. Parents and guardians should be respected as valued members of the Individualized Education Program (IEP) team, with open communication, transparency, and meaningful involvement throughout the evaluation, planning, and implementation process. Building trust requires listening to families, addressing concerns promptly and ensuring they are informed every step of the way.

The district should also strengthen partnerships with healthcare providers, mental health agencies, colleges, workforce partners, and other community organizations to expand support for students and their families.

By investing in qualified staff, fostering family engagement, and building strong community partnerships, Cumberland County Schools can create an inclusive environment where every student has the opportunity to reach their fullest potential and every family has confidence that their child is valued, supported, and empowered to succeed.

Supports meaningful parent and guardian involvement, communication, and transparency throughout Individualized Education Program evaluation, planning, and implementation.

Supports partnerships with health care providers, mental health agencies, colleges, workforce partners, and community organizations to expand student and family support.

Promotes partnerships with health care providers, mental health agencies, colleges, workforce partners, and community organizations to expand student and family support.

- Supports meaningful parent and guardian involvement, communication, and transparency throughout Individualized Education Program evaluation, planning, and implementation.
- Promotes partnerships with health care providers, mental health agencies, colleges, workforce partners, and community organizations to expand student and family support.

Broxie P. Pone

- Supports meaningful parent and guardian involvement, communication, and transparency throughout Individualized Education Program evaluation, planning, and implementation.

As a father of two sons who have attended Cumberland County Schools, a local Realtor, and President of the Terry Sanford Athletic Booster Club, I’ve spent countless hours listening to parents, teachers, coaches, and students. Their concerns, hopes, and frustrations have shaped my understanding of what our schools need—and what our children deserve.

Why I’m Running for the Cumberland County Board of Education

Bryan Moore is the father of two sons who have attended Cumberland County Schools.

Bryan Moore: Why I'm Running for Cumberland County Board of ...

Bryan Moore (North Carolina) - Ballotpedia

Bryan previously lost the 2024 race for Cumberland County Schools school board District 3.

Athletics & Student Activities
Athletics, arts, music, and extracurricular activities build leadership, discipline, teamwork, and school pride. I support investing in programs that help students grow both inside and outside the classroom.

Fiscal Responsibility
Taxpayer dollars must be spent wisely. I am committed to transparency, accountability, and ensuring funding goes directly toward classrooms, student success, and school safety.

Supports investing in athletics, arts, music, and extracurricular programs.

Is committed to transparent, accountable school spending directed toward classrooms, student success, and school safety.

- Supports investing in athletics, arts, music, and extracurricular programs.
- Is committed to transparent, accountable school spending directed toward classrooms, student success, and school safety.

My campaign is centered on restoring confidence in local public education and ensuring every student has a clear path to success—whether that path leads to college, military service, or a skilled trade.

Career & Technical Education
Not every student is headed to a four year university. I want to expand career and technical education, apprenticeships, skilled trades, and workforce partnerships that lead directly to high paying careers.

Parent Partnership
Parents should be respected as essential partners in their children’s education. Transparency, open communication, and meaningful parental involvement strengthen schools and improve student outcomes.

Plans to ensure students have pathways to college, military service, or skilled trades.

Wants to expand career and technical education, apprenticeships, skilled-trades programs, and workforce partnerships.

Supports transparency, open communication, and meaningful parent involvement in schools.

- Plans to ensure students have pathways to college, military service, or skilled trades.
- Wants to expand career and technical education, apprenticeships, skilled-trades programs, and workforce partnerships.
- Supports transparency, open communication, and meaningful parent involvement in schools.

Supporting Teachers
Teachers deserve respect, support, and the tools necessary to succeed. I will advocate for policies that improve teacher retention, strengthen classroom resources, and allow educators to focus on teaching—not bureaucracy.

Advocates for policies to improve teacher retention and classroom resources while reducing bureaucracy for educators.

- Advocates for policies to improve teacher retention and classroom resources while reducing bureaucracy for educators.

Academic Excellence
Our classrooms must return their focus to strong reading, writing, mathematics, science, and critical thinking. I will work to ensure teachers have the resources they need and students graduate prepared for life beyond high school.

In conclusion, my vision is simple: safe schools, high academic standards, empowered teachers, involved parents, and students who graduate prepared for whatever path they choose. We must improve literacy, raise academic standards, and restore pride in our public schools and earn back the trust of our community.

Calls for classrooms to focus on reading, writing, mathematics, science, critical thinking, literacy, and higher academic standards.

- Calls for classrooms to focus on reading, writing, mathematics, science, critical thinking, literacy, and higher academic standards.

Safe Schools
Every student and teacher deserves to feel secure. I support strengthening school safety through improved campus security, stronger partnerships with law enforcement, and proactive strategies that create safe learning environments.

Supports improved campus security, partnerships with law enforcement, and proactive school-safety strategies.

- Supports improved campus security, partnerships with law enforcement, and proactive school-safety strategies.

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Bryan Moore

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Carol Stubbs

Carol Stubbs, of Fayetteville, retired from Cumberland County Schools as a custodian after 28 years of service. She is also a former president and vice president of the Cumberland County Association of Educators. Stubbs was defeated by West, Musgrave and Brown for an at-large seat in the 2022 election.

Cumberland County school board candidates file for seats

16 candidates file for for Cumberland County school board seats

Carol Stubbs retired from Cumberland County Schools after 28 years of service as a custodian.

Carol was defeated in the 2022 election for an at-large seat.

Carol was defeated in the 2022 election for the Cumberland County Board of Education.

Prioritizes better maintenance of school facilities.

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

Advocates for increasing pay for certified and classified educators to help retain them in the school system.

Calls for examining why schools perform poorly and adjusting curriculum if needed.

Wants school personnel trained to respond to school shootings and students encouraged to report concerns to appropriate staff.

Carol Stubbs

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

Chris Young earned a bachelor's degree from East Carolina University.

Chris Young
Chief Technology Officer
chrisyoung@ccs.k12.nc.us

Technology | Cumberland County Schools

Chris currently works as a chief technology officer.

Meet the Technology Team | Cumberland County Schools

I’ve learned that successful solutions are rarely one-size-fits-all. Every community has unique needs, and every decision deserves to be evaluated on its own merits. I would rely on objective information, including enrollment trends, building condition, educational adequacy, transportation, operating costs, and long-term sustainability to guide every decision.
Community engagement is just as important as the data. Before significant decisions are made, families, employees, and community members deserve meaningful opportunities to understand the facts, ask questions and share their perspectives.

Why Chris Young Is Running for Cumberland School Board

If elected, my focus will be on ensuring every student has access to the best possible learning environment. Sometimes that means investing in existing schools. Other times it requires making difficult decisions that position the district for long-term success. Every taxpayer dollar should be invested wisely, transparently and with a long-term focus on student success. Good stewardship means making decisions that are not only right for today, but sustainable for the next generation of students.

Cumberland County Schools currently has several schools identified by the state as low-performing. What role should the Board of Education play in improving student outcomes at those schools? What strategies would you prioritize?

Every child deserves the opportunity to attend a school where they can succeed, regardless of their ZIP code. Improving student outcomes at our lowest-performing schools must remain one of the district’s highest priorities.

Every child deserves the opportunity to attend a school where they can succeed, regardless of their ZIP code. Improving student outcomes at our lowest-performing schools must remain one of the district’s highest priorities.
Improving student outcomes begins with setting clear expectations, aligning resources with student needs, and holding district leadership accountable for measurable progress. Success requires more than identifying challenges. It requires consistently measuring results, asking difficult questions, and being willing to adjust strategies when they aren’t producing the outcomes our students deserve.

Improving student outcomes begins with setting clear expectations, aligning resources with student needs, and holding district leadership accountable for measurable progress. Success requires more than identifying challenges. It requires consistently measuring results, asking difficult questions, and being willing to adjust strategies when they aren’t producing the outcomes our students deserve.
Improvement efforts should be guided by student performance data, strengthened school leadership, recruiting and retaining outstanding teachers and staff, targeted academic interventions, and meaningful partnerships with families and the community.

Would use enrollment, building-condition, transportation, cost and sustainability data to guide school-system decisions.

Prioritizes improving low-performing schools through clear expectations, resource alignment, measurable accountability, academic interventions and family-community partnerships.

- Would use enrollment, building-condition, transportation, cost and sustainability data to guide school-system decisions.
- Prioritizes improving low-performing schools through clear expectations, resource alignment, measurable accountability, academic interventions and family-community partnerships.

Throughout my career with Cumberland County Schools, I’ve had the privilege of working alongside our Exceptional Children teachers, instructional assistants, therapists, psychologists, related service providers, and school leaders. I’ve seen firsthand the dedication they bring to supporting students and families every day. Supporting children with disabilities begins with supporting these professionals by ensuring they have the staffing, training, resources and leadership they need to succeed.
Just as important is building trust with families.

The Board should regularly review staffing, compliance, student outcomes, and service delivery to ensure district leadership has the resources, accountability, and support necessary to continually strengthen special education services. Meeting legal requirements is the foundation, but our goal should always be to create an environment where families feel informed, respected, supported, and confident that their children are receiving the best education and services we can provide.

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

I don’t believe there is a single school calendar that is right for every community. Our district is diverse, and what works well for one school or community may not be the best fit for another. Having worked with schools across Cumberland County, I’ve learned that successful solutions are rarely one-size-fits-all.

When considering year-round schools, I would evaluate student achievement, enrollment demand, facility capacity, transportation, staffing, operational costs, and input from families, employees and the community.
I don’t believe we should maintain or change a calendar simply because it’s always been that way. We should be willing to evaluate every model honestly and adjust when the data supports doing so. Calendar decisions can also play an important role in managing facility capacity and supporting long-term growth, so those operational considerations should be part of the conversation as well.

Supports strengthening special-education services through staffing, training, resources, family trust and regular board oversight of services and outcomes.

Believes school calendars should reflect each community's needs rather than follow a single districtwide model.

- Supports strengthening special-education services through staffing, training, resources, family trust and regular board oversight of services and outcomes.
- Believes school calendars should reflect each community's needs rather than follow a single districtwide model.

The Board should foster a culture that values teamwork, collaboration, and mutual respect because every employee contributes to creating a positive learning environment. Recruiting great employees is important, but retaining them is even more important. The Board should focus on making Cumberland County Schools a place where talented people want to build long, rewarding careers.

That means advocating for competitive compensation whenever possible, prioritizing safe and well-equipped schools, supporting professional growth, recognizing excellence, and ensuring employees have the resources they need to be successful.
Retention is about more than compensation. It’s about creating a workplace where employees feel respected, supported and proud to serve. People are more likely to remain with an organization when they know their voices matter, when they’re included in conversations that affect their work and when they feel trusted to do what they do best work.

Throughout my career with Cumberland County Schools, I’ve learned that when we invest in our employees, they invest in our students. Strong schools are built by people who feel empowered to do their best work, and the Board should help foster a culture that attracts outstanding employees and inspires them to stay. Students thrive when employees thrive. Investing in the people who serve our schools is one of the best investments we can make in the future of our students.

Advocates for retaining school employees through competitive compensation, safe and equipped schools, professional growth, resources, collaboration and employee input.

- Advocates for retaining school employees through competitive compensation, safe and equipped schools, professional growth, resources, collaboration and employee input.

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

Chris Young

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

The article's candidate profile states: “Demetrius Stocks, of Fayetteville, is a Cape Fear High graduate, operations manager for logistics firm NFI and a former data manager for Cumberland County Schools, according to his Facebook and LinkedIn pages. He is also a foster parent and child advocate, according to his campaign announcement.”

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

Demetrius Stocks is from Fayetteville. He graduated from Cape Fear High School. He is a foster parent.

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

Demetrius Stocks works as an operations manager for logistics firm NFI. He previously worked as a data manager for Cumberland County Schools.

Demetrius works as an operations manager for the logistics firm NFI. He previously worked as a data manager for Cumberland County Schools.

Demetrius is a first-time candidate for political office.

In response to a question about school closures, maintenance, and consolidation, Stocks said: “Decisions about school closures, consolidation, and facility improvements should always put students first. I would rely on enrollment trends, building conditions, safety, transportation, and long-term financial planning while ensuring the process is transparent and informed by community input.”

Why Demetrius Stocks Is Running for School Board

In response to a question about low-performing schools, Stocks said: “The board’s role is to provide strong governance, accountability, and support by ensuring district leaders have clear improvement plans, measurable goals, and the resources needed for success. This includes using data to identify challenges, strengthening literacy and math support, investing in teachers and school leaders, and building stronger partnerships with families and the community.”

Plans to weigh enrollment, building conditions, safety, transportation, long-term finances, and community input in school closure, consolidation, and facility-improvement decisions.

Supports requiring improvement plans, measurable goals, and resources for low-performing schools, along with family and community partnerships.

- Plans to weigh enrollment, building conditions, safety, transportation, long-term finances, and community input in school closure, consolidation, and facility-improvement decisions.
- Supports requiring improvement plans, measurable goals, and resources for low-performing schools, along with family and community partnerships.

In response to a question about special education services, Stocks said: “Every student deserves access to a high-quality education, including students with disabilities. Cumberland County Schools should continue strengthening individualized support through effective Individual Education Plans, open communication with families, and ensuring educators have the training and resources needed to help every student succeed.”

In response to a question about year-round school calendars, Stocks said: “Decisions about year-round schools should be focused on what best supports student success while considering the needs of families, educators, and the community. A balanced calendar may provide opportunities for additional academic support, tutoring, and reduced learning loss, but decisions should be based on research, student outcomes, and community feedback.”

Supports strengthening individualized special-education services through effective Individual Education Plans, family communication, and educator training and resources.

Promotes strengthening individualized special-education services through effective Individual Education Plans, family communication, and educator training and resources.

Said year-round school calendar decisions should reflect research, student outcomes, and community feedback while considering families and educators.

- Promotes strengthening individualized special-education services through effective Individual Education Plans, family communication, and educator training and resources.
- Said year-round school calendar decisions should reflect research, student outcomes, and community feedback while considering families and educators.

In response to a question about the board's top priorities, Stocks said: “Great schools begin with great educators. Recruiting and retaining high-quality teachers must remain a priority by creating a supportive work environment, investing in professional development, reducing unnecessary administrative burdens, and ensuring educators have the tools they need to help students succeed.”

In response to a question about recruiting and retaining teachers and staff, Stocks said: “Just as important is creating a culture where teachers and staff feel valued, respected, and heard. My experience has taught me that the best solutions come from listening to the people closest to the work. By supporting our educators, we invest directly in student success and the future of Cumberland County.”

In response to a question about recruiting and retaining teachers and staff, Stocks said: “Great schools are built by great educators. Recruiting, supporting, and retaining high-quality teachers and staff must remain a top priority for Cumberland County Schools. We must continue strengthening partnerships with educator preparation programs, supporting competitive compensation and benefits, and providing professional development and resources that help employees succeed.”

Supports teacher retention through supportive work environments, professional development, reduced administrative burdens, and a culture where staff feel valued and heard.

Supports partnerships with educator-preparation programs, competitive compensation and benefits, and professional development to recruit and retain school staff.

Wants competitive compensation and benefits, and professional development to recruit and retain school staff.

- Supports teacher retention through supportive work environments, professional development, reduced administrative burdens, and a culture where staff feel valued and heard.
- Wants competitive compensation and benefits, and professional development to recruit and retain school staff.

In response to a question about the board's top priorities, Stocks said: “Every child in Cumberland County deserves the opportunity to succeed. While our district has made progress in graduation rates, career and technical education, and student achievement, we must continue closing learning gaps and ensuring every student is prepared for college, the military, a career, or skilled trades. As a board member, I will use student performance data to support evidence-based decisions, strengthen literacy and math instruction, expand intervention programs, and ensure resources reach the classrooms where they are needed most.”

In response to a question about declining enrollment, Stocks said: “Student enrollment reflects the confidence families have in Cumberland County Schools. The best way to attract and retain students is by providing safe schools, strong academic achievement, expanded career and technical education, and extracurricular opportunities that prepare students for success after graduation.”

Plans to use student performance data to strengthen literacy and math instruction and expand intervention programs.

Said that strong academic achievement and expanded career and technical education can help attract and retain students.

- Plans to use student performance data to strengthen literacy and math instruction and expand intervention programs.
- Said that strong academic achievement and expanded career and technical education can help attract and retain students.

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

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Demetrius Stocks

- 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. 

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Cumberland County Board of Education Member

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Cumberland County Board of Education Member

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School Facilities & Resources

Access to Education

Teachers

School Curriculum

Student Wellbeing

Candidates (16)
Choose 3