Cumberland County is home to 86 public schools, with 27 of them classified as low-performing by the State Board of Education. While an impressive 78% of our schools have met or exceeded the growth standards for academic performance, surpassing the statewide average of approximately 71%, the recent increase in low-performing schools from 15 to 27 is a cause for immediate concern. This pressing issue demands immediate and urgent action to ensure that every student has access to a quality education.
The school situation in Cumberland County is not a severe crisis, but it is certainly more than just a trivial concern. It demands our full attention and, most importantly, concerted efforts from all stakeholders to address it effectively. Every stakeholder, from school board members to educators and community members, plays a crucial role in this collective effort.
Underperforming schools play a significant role in perpetuating a cycle of poverty in communities, thereby limiting individual economic opportunities. This, in turn, leads to higher poverty rates, decreased workforce participation, and increased reliance on public services. These are not favorable outcomes for a county that is already grappling with its Tier One community status, one of the poorest counties in the state.
Addressing the issue of underperforming schools is crucial in breaking this cycle.
The 'right' superintendent is vitally important because they are the public face and ultimate communicator. They are the chief executive who leads the school district, sets its strategic direction, manages its operations, and directly influences student success and the community's educational quality.
Their leadership is crucial; our new superintendent, Dr. Eric C. Bracy, has the expertise to provide the professional guidance necessary to improve our low-performing schools. Bracy's leadership experience includes positions in Northampton, Sampson, and most recently, Johnston County Schools. Under his guidance, Johnston County Schools experienced significant improvement, rising from 83rd to 35th in statewide academic proficiency.
Additionally, the number of low-performing schools in the district decreased from 14 to just one. This success story is a beacon of hope for our own situation.
The community must actively engage with schools to address this challenge. Your involvement is not just significant, it's crucial. Together, we can make a difference. Change will not happen overnight. It is time to empower parents who believe that their children could benefit from a private school environment by providing them with the option of vouchers. The availability of vouchers, especially for students in underperforming schools, should be a fair and viable choice.