Why Chris Young Is Running for Cumberland County Board of Education

After more than two decades working in Cumberland County Schools, Chris Young says he’s seen firsthand what helps schools succeed—and where the district can continue improving.

Young, who serves as executive director of technology for Cumberland County Schools, is seeking one of three at-large seats on the Cumberland County Board of Education. Throughout his career, he has worked alongside teachers, principals, support staff, and families across the district, experiences he said have shaped his approach to leadership and public service.

His campaign focuses on improving student achievement while rebuilding public trust through transparency, accountability, and greater community engagement. One principle guides his approach to leadership: “Building trust doesn’t begin when the Board starts talking, it begins when the Board starts listening.”

What are the top two issues the Board of Education should focus on over the next four years? How would you approach them?

Over the next four years, the Board has an opportunity to strengthen both our schools and the public’s confidence in them. That begins with two priorities: improving student achievement and rebuilding trust across our school system.

Having worked alongside teachers, principals, support staff, and families across Cumberland County for more than two decades, I’ve seen firsthand what helps schools succeed, and where we can do better. Student achievement must remain our highest priority. Every decision—from budgeting and staffing to facilities and policy—should answer one question: How does this improve outcomes for students? We should support our teachers and staff, invest taxpayer dollars wisely, and make decisions based on measurable results rather than assumptions.

Trust is equally important. Throughout my career, I’ve learned that the best decisions are made when they’re informed by both sound data and meaningful community input. Our 2026-2031 Strategic Plan identifies “Committed Community” as one of the district’s core pillars, and I believe we should fully embrace that commitment.

Today, citizens are limited to three minutes to address the Board during a public comment period capped at 30 minutes. I believe it’s time to revisit that policy. A school board doesn’t exist simply to conduct meetings; it exists to represent the people it serves. While meetings should be efficient, meaningful public participation should never be sacrificed for convenience. I support giving citizens more time to speak and ensuring everyone who wishes to address the Board has the opportunity to be heard.

Listening doesn’t mean we will always agree, but every citizen deserves to be heard with respect. When families, employees and community members know their voices matter, they become partners in strengthening our schools. Trust is earned through transparency, accountability and listening. Building trust doesn’t begin when the Board starts talking—it begins when the Board starts listening.

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?

School facilities are among the district’s largest long-term investments, so every decision should balance educational quality, fiscal responsibility, and the needs of the communities those schools serve. The best facility decisions are proactive, not reactive. Long-range planning gives the district the opportunity to address challenges thoughtfully rather than under the pressure of a crisis.

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. Listening doesn’t mean everyone will agree with the final decision, but it does mean every voice should be heard and respectfully considered.

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.

How can Cumberland County Schools best support students with disabilities and ensure families have confidence in the district’s special education services?

Every child deserves the opportunity to reach their full potential, and every family deserves confidence that their child will receive the support and services they need to succeed.

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. Parents should feel like valued partners in their child’s education, not outsiders trying to navigate a complicated system. Families should never have to wonder who to call or where to turn when concerns arise. Clear communication, timely responses, and transparency build confidence long before problems become conflicts.

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. When schools and families work as true partners, children benefit. That partnership should be the foundation of every decision we make.

Student enrollment has declined in recent years. What role, if any, do you believe the Board of Education should play in attracting and retaining students and families in Cumberland County Schools?

Enrollment is ultimately a reflection of the confidence families have in their school system. The Board plays an important role in building that confidence by setting a clear vision, establishing high expectations, and ensuring the district continues to provide outstanding educational opportunities for every student.

I’ve seen firsthand the incredible things happening in our classrooms every day. We have exceptional teachers and staff, innovative academic programs, outstanding Career and Technical Education pathways, strong arts and athletics programs, and students who achieve remarkable things. Whether a student is interested in college, the military, a skilled trade, the arts, or entering the workforce after graduation, Cumberland County Schools offers pathways that prepare students for success. One of our greatest opportunities is making sure our community hears those success stories.

Families have choices, and every interaction they have with our district shapes their confidence in Cumberland County Schools. That means providing excellent customer service, communicating openly, responding to concerns, and creating an environment where every family knows they are valued and respected.

The Board’s role isn’t to create advertising; it’s to create a school system worth talking about. By setting high expectations, supporting our employees, celebrating student success, and earning the trust of our community, we make Cumberland County Schools a district where families want to enroll their children and employees want to build their careers. Families don’t choose a school district because of a slogan—they choose a district they trust.

What steps can the Board of Education take to recruit, support, and retain high-quality teachers and staff?

The success of Cumberland County Schools begins with its people. Every employee—teachers, instructional assistants, bus drivers, child nutrition employees, custodians, office staff, administrators, maintenance personnel, technology staff, and support personnel—plays an essential role in helping students succeed. Every employee deserves to know that the work they do matters and that the Board values their contributions to our students’ success.

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.

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.

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.

The best decisions aren’t driven by tradition or preference—they’re driven by evidence, thoughtful planning, and what’s best for 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.

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.

Improvement is not a one-time initiative; it must become part of our culture. Data should inform our decisions, but it should never replace conversations with the people doing the work every day. The Board should regularly review progress, celebrate success, ask thoughtful questions, and ensure schools have the support they need to continue improving.

I also believe we should recognize schools that are making meaningful progress. Celebrating success allows us to learn from what is working and share those best practices across the district. Our goal isn’t simply to improve school performance ratings. Our goal is to ensure every student graduates with the knowledge, skills and opportunities to build a successful future.