Why Robyn Chadwick Is Running for Cumberland County Board of Education

For years, Robyn Chadwick has worked with students in the classroom while also making decisions for residents from a seat in local government.

The lifelong Spring Lake resident is an educator and counselor who has spent more than a decade working in education. Chadwick is also a former Spring Lake commissioner, first elected to the town’s governing board in 2021, where she later served as mayor pro tem. In 2025, she ran for Spring Lake mayor, finishing second to now-Mayor Kia Anthony.

After leaving elected office, Chadwick remained involved with Spring Lake students through tutoring and literacy work. Her connection to children is personal, too: Chadwick has previously described herself as a former foster parent and said her son is a major reason for her passion for working with children.

Now, Chadwick is seeking one of three at-large seats on the Cumberland County Board of Education, bringing both her background as an educator and her previous experience in elected office to the race. Her priorities include addressing chronic absenteeism and academic performance at low-performing schools, navigating school closures and consolidation with greater community involvement, and strengthening support for teachers and students.

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

While it is difficult to narrow the needs of Cumberland County Schools down to only two issues, several priorities must be addressed over the next four years to strengthen student outcomes and support educators. However, the two most pressing concerns—based on current CCS challenges and statewide discussions—are closing the academic gap of 27 low-performing schools while addressing chronic absenteeism, and school consolidations and closures. 

Chronic absenteeism: The academic gap will not close until students are consistently in classrooms. I would push for a district-wide attendance strategy that blends early intervention, family engagement, and real accountability. That means identifying at-risk students sooner, partnering with families to remove barriers, and making attendance a community expectation rather than a suggestion. CCS must confront absenteeism by increasing counselors, social workers, and nurses who can address the root causes and support student well-being. Together, these efforts create a healthier learning environment and a stronger path toward long-term student success. 

School consolidation: With enrollment shifts and aging facilities, consolidation must be handled with transparency and precision. I would prioritize clear communication, data-driven decision-making, and a transition plan that protects students, staff, and neighborhoods. The goal is to right-size the district without disrupting learning or eroding trust. 

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?

The decisions surrounding school closures, consolidations, and long-term facility planning must be anchored in transparent, data-driven analysis and shaped by the voices of the people most affected. Cumberland County Schools has faced challenging moments in recent years, and moving forward requires a commitment to processes that build trust rather than erode it. 

Families, educators, and local leaders must be involved from the very beginning of any facility planning process, with listening sessions, draft proposals, and meaningful opportunities for feedback that shape the final decision. Research shows that when communities feel blindsided, school closures create long-term distrust, especially in historically disenfranchised neighborhoods already impacted by underinvestment. 

A truly equitable approach requires evaluating who is most affected, including transportation needs, access to specialized programs, neighborhood stability, and the historical patterns of closures that disproportionately burden marginalized communities. At the same time, students deserve safe, modern, 21st-century learning environments that support achievement and reduce long-term maintenance costs. To avoid rushed or reactive decisions, the district should commit to a transparent, data-driven 10–15-year facility roadmap that is updated annually and gives families time to prepare for any changes. 

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

Cumberland County Schools can best support students with disabilities by building a system rooted in clear communication, consistent progress updates, and genuine partnership with families. Confidence grows when families feel heard, informed, and included in decisions about their child’s learning. The district must also invest in retaining highly qualified special education teachers by offering competitive incentives, providing adequate teacher assistants, and creating structures that reduce excessive caseloads and paperwork, so educators have the time they need to plan meaningful, individualized IEP meetings. 

Equity must remain at the center of every decision—every student, regardless of color, creed, or location, deserves access to the same high-quality services and opportunities. Removing barriers means designing classrooms where students can learn alongside their peers using lesson plans that incorporate multiple formats such as visual supports, audio tools, and hands-on materials. When families see a district that communicates openly, supports its educators, and prioritizes inclusive, accessible learning environments, they gain confidence that their children are receiving the strong, equitable special education services they deserve. 

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?

Student enrollment has declined in recent years, and the Board of Education plays a critical role in restoring confidence by recruiting principals with strong leadership skills and hiring qualified teachers who can deliver high-quality, standards-aligned instruction. With charter schools and state-funded voucher programs expanding, families have more financial freedom to leave public schools when they perceive issues such as low performance or bullying. 

To retain students, Cumberland County Schools must create safe, supportive classroom environments where bullying and negative peer pressure are addressed proactively. Strong classroom management builds character, respect, and long-term success, while safe spaces help students feel protected and valued. When families see effective leaders, skilled teachers, and a district committed to safety and academic excellence, they are far more likely to choose and remain in CCS. 

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

The Board of Education can strengthen recruitment and retention by investing in strong school leadership, competitive compensation, and meaningful support systems for teachers and staff. That includes offering competitive pay for veteran teachers and restoring master’s pay, which research shows improves retention and attracts highly qualified educators. 

The district must also hire principals who inspire excellence, expand mentoring programs, and reduce unnecessary administrative burdens so teachers can focus on instruction. When workloads are manageable, professional development is high-quality, and educators feel valued and supported, they stay—and families gain confidence in the stability and quality of Cumberland County Schools. 

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

When I think about year-round schools, I believe the Board of Education has a responsibility to look at both the academic benefits and the real-world impacts on families and staff. Year-round calendars can help reduce summer learning loss and keep students more consistently engaged, but any decision to expand or maintain these models must be based on clear data and community input. 

I would consider enrollment trends, transportation needs, staffing capacity, and the financial impact on families who rely on traditional summer schedules for childcare.It’s also important to evaluate how year-round schools affect teacher workload, building maintenance cycles, and access to enrichment programs. Ultimately, my goal is to make decisions that support student achievement while respecting the needs of families, educators, and the broader Cumberland County community. 

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?

I believe improving outcomes in low-performing schools starts with fixing the structural issues that directly impact teaching and learning. We need to reduce excessive computer time and return to strong, foundational instruction that moves at a pace students can master. Principals must also stop stacking classrooms with only one type of student—such as placing all EC students or all low-performing students with disciplinary challenges together—because it leads to teacher burnout and prevents students from receiving the individualized support they deserve. 

Teacher assistants must be a priority in K–3 classrooms, where small-group learning is essential for building early literacy and math skills. In grades K–1, we should implement transitional learning that supports social and emotional development while building academic foundations, making students less likely to be placed in special education or retained in later grades. When we balance classrooms, strengthen foundational teaching, and provide the staffing needed to support young learners, we create schools where students can grow and succeed.