Curriculum committee preview: Cumberland County Schools outlines 2026–31 strategic plan pillars and next steps
April 30, 2026 | Cumberland County Schools, School Districts, North Carolina
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Dr. Leathers briefed the Curriculum Committee on Cumberland County Schools’ draft 2026–2031 strategic plan, describing the plan’s structure, priorities and next steps.
"We want to be the highest performing district in North Carolina by 2031," Dr. Leathers told the committee, outlining four pillars — Successful Students; Premier Professionals; Exceptional Environments; and Committed Communities — and describing the 13 core priorities and accompanying strategies. She said steering‑committee feedback has been incorporated into strategy drafts and that staff are now writing specific action steps and measures.
Key elements Dr. Leathers highlighted include expanding high‑quality academic pathways, building a comprehensive mental‑health system and restoring classroom‑management supports to reduce disruptions. On workforce, she cited efforts to develop leadership pipelines and a future‑educator pipeline through partnerships with high schools and universities. She said staff will finalize baseline measures by summer and then return in the fall with baseline data; the curriculum committee will have a deep review on May 28, and the board could adopt the plan in June.
Committee members sought clarification on measurement and baselines; Dr. Leathers said the measures are being finalized and baseline data will be available in the fall. The committee received the update and asked staff to return with the full strategic plan and measure set as scheduled.
Why it matters: The strategic plan frames the district’s priorities for the next five years, informing budgeting, staffing and program decisions across schools.
"We want to be the highest performing district in North Carolina by 2031," Dr. Leathers told the committee, outlining four pillars — Successful Students; Premier Professionals; Exceptional Environments; and Committed Communities — and describing the 13 core priorities and accompanying strategies. She said steering‑committee feedback has been incorporated into strategy drafts and that staff are now writing specific action steps and measures.
Key elements Dr. Leathers highlighted include expanding high‑quality academic pathways, building a comprehensive mental‑health system and restoring classroom‑management supports to reduce disruptions. On workforce, she cited efforts to develop leadership pipelines and a future‑educator pipeline through partnerships with high schools and universities. She said staff will finalize baseline measures by summer and then return in the fall with baseline data; the curriculum committee will have a deep review on May 28, and the board could adopt the plan in June.
Committee members sought clarification on measurement and baselines; Dr. Leathers said the measures are being finalized and baseline data will be available in the fall. The committee received the update and asked staff to return with the full strategic plan and measure set as scheduled.
Why it matters: The strategic plan frames the district’s priorities for the next five years, informing budgeting, staffing and program decisions across schools.
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