Meet Moore County School Board Candidate David Norris

Questions for the Moore County School Board Candidates

Each candidate was emailed the same questions, and responses are published individually.

Question 1. Read the following and explain your support for oversight committees.

School boards interact with city and county governments, developers, investors, and realtors, sometimes with relatives involved, creating concerns among some residents about potential conflicts of interest or inadequate transparency. For example, through legislation, the school superintendent is allowed to allocate up to $50,000 without a board vote.

In the purchase of land for the new Carthage Elementary School, the Moore County Commissioners stated they wanted joint meetings, and discussions occurred only after their request. Carthage’s Land Use Plans (LUP) repeatedly state the school should remain within town limits. While the 2025 Moore County LUP allows rural schools, it “highly discourages” development in areas lacking infrastructure. Yet, the new school and IT building are destined for an undeveloped zone connected to Century Farmland, something the LUP states it will protect, and county commissioners have thrown the decision to the voters to decide in Nov. 2026 with a school bond. It is well known that infrastructure invites more development.

According to the board clerk, materials from committee meetings are prepared into an “authorized version” before public release, which some residents have questioned.

Citizen oversight committees, especially in a county with many residents holding security clearances, could reduce concerns about confidentiality during land negotiations conducted in closed sessions, something the legislation allows.

These oversight committees would also increase overall transparency because board committee meetings are not recorded and only edited “authorized versions” are released. Independent oversight groups, unpaid and free from loyalty pressures, could document meetings in notes and with images of all unedited handout materials for immediate public access.

Elected boards already form committees on many issues, so creating this type of oversight committee is not complicated. Some board members may be hesitant to adopt this, but oversight committees would support transparency.

Read the deep-dive environmental companion article here.

Answer:

Oversight committees strengthen trust in school governance by giving citizens a clearer window into how major decisions are made – especially those involving land purchases, finances, and long-term planning. In Moore County, we’ve seen legitimate public concern about transparency when school boards interact with developers, investors, realtors, and even other government bodies. These interactions are routine, but without strong oversight they can appear closed-off or vulnerable to conflicts of interest.

For example, state law allows a superintendent to spend up to $50,000 without a board vote. That authority is lawful, but it increases the need for independent eyes on budget decisions. The same is true for land acquisition. With the Carthage Elementary property, county commissioners only entered discussions after requesting a joint meeting, and the final site selected contradicts long-standing Carthage Land Use Plans, which state that the school should remain within town limits. Even the 2025 County LUP – though it allows rural schools – highly discourages development in areas with no infrastructure and aims to protect Century Farmland. Yet the land chosen for both the school and IT building is in an undeveloped zone that could invite further development. When decisions of that scale occur through closed-session negotiations, the community deserves an additional transparency mechanism.

Another concern is how committee information is released. The board clerk has stated that materials from committee meetings are prepared into an “authorized version” before the public sees them. If residents only receive edited or curated documents, confidence naturally erodes. Committee meetings also aren’t recorded, leaving no full public record of discussions.

Citizen oversight committees – especially in a county filled with residents who already hold security clearances and understand confidentiality – offer a solution. These committees could observe processes, review unedited materials, and document meetings with notes and images. They would not compromise closed-session legality, but they would add credibility, reduce speculation, and make more information available to the public in real time. Importantly, these committees would be volunteer-based, free of political or administrative loyalty pressures.

School boards already create committees for policies, facilities, budgets, and more. Adding a transparency-focused oversight committee is not complicated. While some board members may initially resist additional scrutiny, I believe accountability strengthens good decision-making. Oversight committees would reinforce public trust, ensure that information is complete and accurate, and make it clear that decisions – especially those involving taxpayer money – are being made openly and responsibly.

That is why I support them.

Question 2: The district’s 2024-2025 results showed reading and math proficiency at five-year highs and improvement in graduation rates, but some schools remain “low-performing.” Read details here.

What strategies would you support to improve D-rated schools?

Answer:

Strategies to Improve D-Rated Schools

I’m encouraged by the district’s five-year highs in reading and math proficiency and the improvement in graduation rates. These gains show that our teachers and students are working hard. But the fact that several schools remain “low-performing” means progress is uneven. We cannot celebrate district-wide growth while leaving certain schools behind.

I would support strategies that are proven, targeted, and sustainable:

1. Strengthen early literacy and math foundations.

Low-performing schools often have higher percentages of students who enter below grade level. I support structured literacy, strong phonics-based instruction, and evidence-based math intervention that ensure students master fundamentals before moving on. Catching skill gaps early prevents long-term struggle.

2. Put high-quality teachers where they’re needed most.

Teacher vacancies and turnover disproportionately impact D-rated schools. We should offer incentive packages, mentoring support, and leadership pathways that attract and retain highly effective teachers in these schools. Great teaching is the strongest driver of student growth.

3. Expand targeted tutoring and small-group intervention.

High-impact tutoring—short, frequent, skill-focused sessions—has some of the strongest research behind it. Providing structured intervention blocks during the school day helps struggling students without requiring extra transportation or after-school attendance.

4. Strengthen school leadership and give principals autonomy.

Schools succeed when principals are empowered to make staffing, scheduling, and instructional decisions that fit their building. Leadership coaching, clearer accountability measures, and flexibility with resources can rapidly improve school culture and performance.

5. Engage families as partners.

Schools improve when families feel informed and valued. I support better communication, parent-friendly data dashboards, and on-site family workshops that help parents understand curriculum, testing, and how to support learning at home.

6. Address behavior and classroom disruption.

Teachers cannot teach and students cannot learn in chaotic environments. I support consistent discipline policies, tiered behavior interventions, and more access to counselors, social workers, and behavior specialists in high-need buildings.

7. Ensure school facilities and resources are equitable.

A D-rated school should not also be the school with the oldest textbooks, the highest teacher turnover, or the most outdated technology. Equality of opportunity begins with equality of resources.

8. Protect instructional time.

Teachers in struggling schools often lose time to testing, administrative tasks, and non-academic interruptions. Protecting focused learning time – especially in reading and math – can drive measurable gains.

Improvement doesn’t happen from one program or one initiative. It comes from consistent leadership, strong teaching, meaningful family engagement, and the right supports in the right places. D-rated schools can succeed, and our students deserve nothing less than a system that ensures every school has the tools to reach excellence.

Question 3: What business experience do you bring to the school board to prioritize spending, and do you believe collaborating with other boards would ensure successful outcomes? Consider that, according to Dr. Michael Cline, North Carolina’s state demographer, Moore County’s population is expected to climb from about 110,000 in 2025 to 148,500 by 2040.

High schools are especially overcrowded, with Pinecrest and Union Pines each enrolling hundreds more students than their designed capacities and relying on mobile classrooms to make up the difference.

The school board estimates renovations around $245 million, while building a new 1,400–to–1,700-student high school may cost between $150 and $310 million. Middle schools are also under pressure: West Pine Middle School could reach an enrollment of 1,161 by 2028, above its 700-student capacity.

Moore County will likely need to construct at least one new high school and one new middle school over the next decade, and potentially one or more elementary schools.

Answer:

I bring over 30 years of experience as an IT professional, systems analyst, and project manager – roles that require disciplined budgeting, long-term planning, and evaluating the return on investment for every dollar spent. In my career, I’ve managed complex technical projects, coordinated cross-department work, negotiated contracts, and ensured that limited resources were aligned with organizational priorities. These skills translate directly to school board budgeting: understanding needs, analyzing data, eliminating inefficiencies, and making decisions that support students while respecting taxpayers.

Moore County is facing enormous growth. Dr. Michael Cline, North Carolina’s state demographer, projects our population to rise from roughly 110,000 in 2025 to nearly 148,500 by 2040. Our schools are already feeling this pressure. Both Pinecrest and Union Pines operate hundreds of students above capacity, relying on mobile units. West Pine Middle could exceed its design limits by more than 400 students by 2028. The district estimates that renovations alone may cost around $245 million, and constructing a new high school could range from $150 to $310 million. The reality is clear: Moore County will need at least one new high school, a new middle school, and likely new elementary capacity within the next decade.

To meet challenges of this scale, financial discipline and cross-government coordination are essential. I absolutely believe collaboration with the Board of County Commissioners, municipal governments, and the Planning Boards is critical. School buildings drive infrastructure decisions – roads, water, sewer, emergency services – and those systems must be aligned before ground is ever broken. When boards work in isolation, the result is confusion, inefficiency, and costly delays. When they work together, we can identify land that already has utilities, plan for growth corridors, and avoid placing schools where infrastructure is inadequate or where development pressures contradict adopted land-use plans.

My business experience has taught me that successful outcomes come from clear processes, transparent communication, and shared goals. Joint planning sessions, data-sharing agreements, and early collaboration with the county can reduce long-term costs and ensure schools are built in locations that support both students and the community’s growth strategy.

As a school board member, I will prioritize responsible spending, evidence-based planning, and genuine collaboration across all levels of local government. The decisions we make over the next few years will shape Moore County for decades. We must get them right – and that starts with disciplined financial leadership and teamwork.

Question 4: Explain your stance on using sheriff’s deputies as school resource officers.

Answer:

My Stance on Using Sheriff’s Deputies as School Resource Officers

I support dissolving the Moore County Schools Police Department and transferring all School Resource Officer duties to the Moore County Sheriff’s Office. My position is based on safety, efficiency, accountability, and the need for a unified county-wide response structure.

Moore County is unique in operating its own school police force, but in practice this creates overlapping responsibilities, inconsistent training standards, and fragmented emergency coordination. In critical situations—whether it’s an active threat, a lockdown, or a major emergency—seconds matter. The Sheriff’s Office already manages county-wide communications, dispatch, tactical response, and investigative resources. It makes sense for the agency with the strongest capacity to lead school safety across all campuses.

Why Shift SRO Duties to the Sheriff?

1. Unified Safety Command Structure

A single law-enforcement agency overseeing all SROs removes confusion about authority, communication, and chain of command during emergencies. Students and staff deserve a response system that is seamless, coordinated, and tested under one leadership structure.

2. Higher Training and Certification Standards

Sheriff’s deputies receive broader law-enforcement training, including advanced crisis response, threat assessment, juvenile interaction protocols, and high-level de-escalation. Centralizing school safety under the Sheriff ensures every SRO meets these standards.

3. Better Coverage and Flexibility

The Sheriff’s Office can shift deputies across campuses when staffing shortages occur, provide immediate backup, and integrate specialized units—K-9, SWAT, forensics, cybercrime—without bureaucratic barriers between agencies.

4. Fiscal Responsibility

Maintaining an independent school police department requires duplication of leadership positions, administration, vehicles, insurance, records management, and training programs. Consolidating into one agency reduces overhead and redirects funds to classrooms.

5. Stronger Accountability and Transparency

Sheriff’s Offices operate under well-established oversight systems, public reporting, and clear investigative procedures. A single agency simplifies oversight and ensures consistent standards across all schools.

6. Deputies Are Part of the Community They Protect

Our Sheriff’s deputies already serve our neighborhoods, respond to our emergencies, and build long-term relationships with families. Having them serve as SROs creates continuity between school safety and community safety.

The Role of SROs Must Still Be Clear

Even with deputies in the schools, their role should remain focused on safety—not routine discipline. Teachers manage classrooms; deputies protect campuses, mentor students, and provide a trusted presence. Clear boundaries maintain a safe environment without criminalizing normal student behavior.

Bottom Line

Moore County students deserve the highest level of protection available. Consolidating all SRO responsibilities under the Sheriff’s Office provides stronger emergency preparedness, better training, lower costs, and clearer accountability.

This approach creates a unified, professional safety model that gives parents confidence and ensures our schools are protected by the best-equipped agency in the county.

That is why I support dissolving the MCS Police Department and transitioning school safety fully to the Sheriff.

Question 5: What do you see as the most important tasks for the school board at present and in the next four years, and what is your plan to assist?

Answer:

Most Important Tasks for the School Board Now and Over the Next Four Years

Over the next four years, Moore County Schools will face some of the most consequential decisions in its history. With major growth projected, overcrowded high schools, and shifting instructional needs, the board must be strategic, transparent, and fiscally responsible. I see several key priorities that must be addressed immediately and consistently.

1. Planning for New Schools and Managing Growth Responsibly

Moore County is projected to grow from about 110,000 residents today to nearly 148,500 by 2040. Our high schools are already hundreds of students over capacity, and middle schools are close behind. The board must:

Identify appropriate, infrastructure-ready sites for at least one new high school and one new middle school.

Ensure those decisions follow land-use plans, public input, and documented need.

Collaborate closely with county commissioners, planning boards, and municipalities to avoid placing schools where infrastructure does not exist or conflicts with long-term community planning.

My contribution: I bring decades of IT, project-management, and planning experience, along with service as Chairman of the Carthage Planning Board. I understand land-use processes, infrastructure constraints, and how critical it is that large capital projects align with local plans and taxpayer expectations.

2. Improving Transparency and Public Trust

Many recent decisions—from land purchases to committee communications – have raised public concern about information being filtered or edited before release. Oversight and clear communication are essential to rebuilding trust.

The board must:

Increase transparency in committee work, closed-session processes, and document release.

Create independent citizen oversight committees to provide unedited documentation and notes for the public.

Ensure all board business avoids conflicts of interest, perceived or actual.

My contribution: I have been vocal and consistent on transparency, open-meeting standards, and public accountability. I will push for real-time documentation of meetings, clear public explanations of decisions, and the elimination of curated “authorized versions” of committee documents.

3. Supporting Teachers and Raising Student Achievement

Even with recent district-wide improvements, several schools remain low-performing. The board must:

Prioritize early literacy, structured reading instruction, and evidence-based math strategies.

Reduce teacher turnover through strong support, professional development, and better working conditions.

Protect classroom time from unnecessary bureaucracy and testing overload.

My contribution: I will advocate for data-driven intervention programs, better retention strategies, and policies that give teachers more time to teach and less paperwork to complete.

4. Ensuring School Safety Through a Unified Approach

Moore County currently operates its own school police force. I support dissolving that department and transitioning all SRO duties to the Sheriff’s Office for stronger coordination, clearer command structure, and better emergency response.

The board must:

Establish a unified safety framework that leverages county-wide resources.

Ensure SRO roles prioritize safety – not student discipline.

Create transparency around safety agreements and emergency plans.

My contribution: I will support a full transition to Sheriff-led SROs, combined training, and unified emergency communication systems.

5. Responsible Budgeting and Fiscal Oversight

With school construction costs potentially exceeding $400M over the next decade, the board must:

Prioritize needs over wants.

Ensure all capital spending has clear justification.

Present bond proposals that are transparent, well-planned, and supported by public input.

My contribution: My IT and project-management background gives me the skills to analyze budgets, evaluate timelines, and identify inefficiencies. I will ask difficult questions and expect data to support every major expenditure.

Bottom Line

Over the next four years, the school board must focus on growth, transparency, academic outcomes, safety, and fiscal responsibility. My plan is to bring disciplined planning, openness, and a collaborative approach that respects both taxpayers and the educators who serve our children every day.

I will approach every decision with one central question: Does this improve the education, safety, and future of Moore County’s students?

Dec. 13, 2025

David Norris

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