William L. Barbee

Questionnaire from The Chamber, Leading Business in Cabarrus

Note: The following responses are verbatim from the candidate and have not been edited.

Please provide demographic information about yourself to help voters (age, education, current occupation, where you live).

Live in Concord, Degree in Business Adminstration, 76,Real Estate

Why are you running for this role and why should voters pick you? Please share any experience in an elected role that would be relevant to voters.

I’m running for school board to focus on students, support teachers, respect parents, and make responsible decisions with taxpayer dollars. Schools should unite a community—not divide it.

Tell us about 2-3 professional accomplishments you have achieved in your work experience (not limited to public service) that give voters a sense of your leadership style or skills.

As part of a cost reduction team, eliminated leased space and more efficiently utilized existing space, resulting in a cost savings of $1.5M.  2.Wrote and implemented new contract for vendor delivery service, resulting in a savings of $350,000 per year. 3. Consolidated jobs in department, reducing off-site operations head count while maintaining steady production level.

What is one thing you would like to accomplish in the first six months if elected?

Develop plan to reatin teachers.

Public schools play a critical role in preparing students for both higher education and the workforce. How should the school system balance academic achievement, student growth, and Career & Technical Education to meet the needs of students and employers?

Great question—this is the tension public schools are trying to solve right now.

The short answer: it’s not an either/or. A strong school system treats academic achievement, student growth, and Career & Technical Education  as mutually reinforcing, not competing priorities. Schools should not operate in isolation. A balanced system:

Regularly consults employers about skill needs

Expands internships, job shadowing, and work-based learning

Uses advisory boards to keep programs relevant

School facilities and capital planning directly affect learning environments and community growth. How would you approach long-term facilities planning to ensure schools keep pace with enrollment and workforce demands?

Facilities planning should start with solid enrollment projections tied to local housing trends, birth rates, and economic development plans—not just past attendance. Partnering with county planners and employers helps anticipate where growth is actually coming from and what kinds of students and workers the community will need in 5, 10, and 20 years. The workforce is changing faster than buildings. New and renovated schools should include adaptable spaces—classrooms that can convert to labs,  workshops, or collaborative learning areas without major reconstruction. This allows schools to expand Career & Technical Education, STEM, and industry-aligned programs as demand shifts, instead of being locked into outdated layouts.eeping pace isn’t just about new schools—it’s about upgrading existing ones. Modern HVAC, technology infrastructure, safety features, and energy-efficient systems improve learning conditions and reduce long-term operating costs. Smart capital planning balances growth with responsible stewardship of taxpayer dollars

Attracting and retaining high-quality teachers remains a challenge statewide. What strategies should be prioritized to build a stable, effective educator workforce in Cabarrus County?

A top factor in teacher recruitment and retention is pay. North Carolina’s teacher salaries lag behind many neighboring states, making it harder to attract and keep talent. Competitive pay signals respect for the profession and helps teachers meet the cost-of-living pressures that often push them out of the classroom. The School Board should Advocate for higher base salaries and structured raises linked to experience and advanced credentials.

Expand sign-on bonuses, retention stipends, and differentiated pay for high-need subjects (like special education or STEM).Leverage federal/state grant funds to supplement pay where possible.

Teachers want growth without leaving the classroom. Cabarrus County already has Advanced Teaching Roles (ATR) that let high-impact teachers take on leadership while staying in instruction. These sorts of career ladders boost retention and morale.  We  need to expand ATR and related leadership pathways (e.g., instructional coaches, teacher leaders).Offer professional development that aligns with teachers’ career goals.Create transparent advancement routes that tie to compensation and recognition.

Beyond standardized test scores, what measures do you believe best reflect school performance and student preparedness for future success?

The best measure of school performance is whether students leave capable, confident, and prepared—academically, socially, and professionally. A balanced accountability system should reflect that reality, not reduce success to a single number on a spreadsheet.

Strong partnerships with local governments, businesses, and community organizations can enhance educational outcomes. How would you support collaboration to strengthen opportunities for students and families?

I’d support collaboration by focusing on purpose-driven partnerships that  benefit students and families, and not just feel-good agreements.

1. Schools, local governments, and businesses all care about workforce readiness, community stability, and quality of life. I’d bring partners together around concrete outcomes—career exposure, student support services, family stability, and safe, healthy learning environments—so everyone knows what success looks like.

2.  Partnering with local employers, community colleges, and trade organizations can expand internships, apprenticeships, job shadowing, and dual-enrollment opportunities. This gives students real-world experience and helps local businesses build a future workforce right here in the county.

3. Work with local governments, nonprofits, and faith-based organizations can help schools connect families to mental health resources, food security, after-school programs, and transportation support. Students are better positioned to succeed when ouside barriers are reduced.

4. Clear points of contact and accountability are needed. A partnership works best when someone owns them. We should look at designated liaisons or advisory councils made up of educators, business leaders, and community members to keep communication open and ensure partnerships stay active and effective.

Collaboration shouldn’t be top-down. Regular feedback from parents, students, and local stakeholders helps identify gaps, refine partnerships, and build trust.