Meet Moore County School Board candidate Jim Pedersen

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: A lack of transparency is one reason I decided to run. I support creating independent, unpaid citizen oversight committees for future land deals and major projects to restore public trust. These committees would operate under clear guidelines—independence, access to information, diverse expertise, required public responses, and transparent, term-limited appointments—so they provide real accountability, not just a title.

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: Improving underperforming schools in Moore County requires targeted, accountable action—not one-size-fits-all solutions.

I support placing strong, experienced principals in struggling schools and giving them the authority and autonomy to build effective teams. The district should use student performance data to identify learning gaps early, strengthen evidence-based literacy and math instruction, and expand tutoring and intervention programs during and after the school day.

We must invest in recruiting, supporting, and retaining high-quality teachers, while providing mentoring and focused professional development tied directly to classroom needs. Student success also depends on addressing attendance, behavior, and mental health through counselors, social workers, and family engagement.

Finally, the board should set clear improvement goals, monitor progress publicly, and ensure resources are directed to the schools with the greatest needs, with transparency and accountability to taxpayers.

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: My background combines disciplined budgeting, operations management, and long-term planning. I served in the U.S. Marine Corps, managed operations for a nonprofit, earned a business administration degree, and worked in Moore County government—experiences that required prioritizing limited resources, accountability, and planning for future demand. With Moore County’s rapid growth and overcrowded schools, I support responsible, data-driven spending that compares renovations to new construction and plans ahead rather than relying on short-term fixes, consistent with the strategic approach outlined by David Hensley in his December 17th post. Collaboration with county commissioners, municipalities, and other boards is essential to align growth, infrastructure, and funding and deliver lasting, cost-effective solutions for students and taxpayers.

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

Answer: I support transferring the Moore County Schools Police Department and all School Resource Officer responsibilities to the Moore County Sheriff’s Office. School safety is a law-enforcement function and should be led by trained professionals with the resources, oversight, and accountability that come with a full law-enforcement agency. This change would strengthen school safety, improve coordination, and allow the superintendent and school board to stay focused on education while working in partnership with the sheriff to protect our students and staff.

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: Plan for Growth and New Schools
The Board must proactively plan for new schools and facilities to keep pace with growth, relieve overcrowding, and protect taxpayers through smart, long-term planning.

Restore Transparency and Public Trust and Confidence
The school board must operate openly and honestly. This includes improving communication, increasing public access to information, and rebuilding trust with families and staff.

Rebuild and Strengthen Community Relationships
Repair relationships with county commissioners and establish strong, cooperative partnerships with city commissioners, mayors, and community stakeholders to ensure shared goals and better outcomes for students.

Support Teachers and Raise Student Achievement
Our teachers deserve strong support, respect, competitive compensation and the resources they need to succeed. When we support educators, student achievement improves.

Ensure School Safety
School safety must be handled by trained law-enforcement professionals. I support a unified model that ensures Moore County’s School Resource Officers are the best trained, best equipped, and most capable in the state, working in full collaboration with schools.

Practice Responsible Budgeting and Strong Fiscal Oversight
Every tax dollar must be spent wisely. The school board must prioritize fiscal responsibility, transparency, and accountability that is guided by meaningful public input.

Dec. 23, 2025

Jim Pedersen

Stephanie M. Sellers

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