Dorchester County Public Schools will roll out its new three-year Strategic Plan in October, with Superintendent Dr. Jymil Thompson delivering the message to churches and schools across Cambridge and the surrounding communities.
The approach is deliberate: Thompson says churches remain cornerstones of local life, and he wants the school system to meet residents where they already gather.
The first stop will be St. Luke’s United Methodist Church in Cambridge on October 6, followed by the South Dorchester School S K-8 in Church Creek on October 8, and finally Hurlock Methodist Church on October 9.
The Plan, covering 2025 through 2028, is framed around a headline goal the district has been promoting since last year: moving DCPS from its current rank of 23rd among Maryland’s 24 systems to 15th within three years. The effort has been dubbed “23 No More.”
The document is built around four priorities: advancing academics, optimizing operations, partnerships, and cultivating conversations. At the center is a focus on Tier 1 instruction, the baseline classroom teaching every student receives.
Thompson said too many Dorchester students remain behind grade level in math and reading, which forces them into layers of intervention. Improving Tier 1 instruction, he said, is essential if more students are to achieve proficiency.
“We have a deficiency in our Tier 1 instruction,” Thompson said. “If we improve our core instruction, we should see our scores improve because that is where research says the biggest gains can happen.”
Professional learning communities are being formalized to give teachers structured time each week to share data, examine curriculum, and strengthen core instruction. The district has contracted with outside providers to train staff in best practices. Thompson stated that research indicates that when the majority of students receive high-quality Tier 1 instruction, reliance on remediation decreases.
The plan also addresses challenges in recruiting and retaining faculty. Dorchester, like districts statewide, faces a shortage of certified teachers. To help fill the gap, DCPS is expanding a “grow-your-own” pipeline to encourage instructional assistants to pursue certification and move into full teaching roles.
Maryland’s Blueprint for the Future legislation requires starting teacher salaries to rise to at least $60,000 by 2026, up from about $55,000 today. Thompson said the county is preparing for that increase while also weighing other incentives such as bonuses and expanded professional development.
He pointed to the energy generated by recent gains in student scores as a morale boost for staff. “The recent increase in test scores has changed the environment and added a lot of positive energy,” he said.
Financial pressures remain a major theme. Facing a $10 million deficit this year, DCPS was forced to cancel its summer school program. Thompson said that students who are retained will not simply repeat last year’s coursework but will instead receive modified programs to address their learning gaps. He opposes “social promotion,” arguing that advancing students without mastery sets them up for later failure.
The superintendent says the district is building accountability into every corner of the Plan. Each activity has a team lead, often a principal, supervisor, or central office director. Progress will be reported quarterly to the Board of Education, with updates built into leadership meetings. Thompson said the design avoids the common pitfall of strategic plans that “sit on a shelf” once adopted.
The plan was developed over the past year through surveys and listening sessions, many of which were held in churches and community halls. Thompson said the upcoming church tour represents the next phase: engaging residents in the implementation process.
“This is about activating the partnership,” he said, noting that education cannot rest on schools alone but requires the involvement of families, nonprofits, and faith organizations.
Community members told the district they want fairness across schools, consistent discipline, and equitable access to quality programs. Mental health support and stability for students were recurring themes.
Thompson acknowledged that poverty, truancy, and unstable home environments remain barriers, but he stressed that education can provide a path out of those challenges.
In addition to instructional initiatives, DCPS is beginning feasibility studies of elementary schools to determine whether aging buildings should be renovated or replaced. The state has signaled its willingness to help fund construction, although local leaders will weigh their options in the coming year.
To supplement state and local funding, the district has recently established the Dorchester County Public Schools Education Foundation, which is affiliated with the Mid-Shore Community Foundation. Its first fundraising event is scheduled for November 8. Proceeds will support classroom supplies, field trips, and other needs that may sometimes fall to teachers to cover personally.
Thompson said he views the plan as more than a checklist of goals. By embedding continuous improvement, requiring regular reporting, and assigning responsibility for each action, he believes the system can steadily move students toward proficiency. The ultimate aim, he said, is not just to achieve stronger test scores, but to prepare young people to be good citizens and change agents in their communities.
“Ultimately, we want more students reaching proficiency and becoming good citizens,” he said. “We want the very best for our kids.”
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At a Glance: DCPS Strategic Plan (2025–2028)
- Goal: rise from 23rd to 15th in Maryland by 2028.
- Focus: Strengthen Tier 1 classroom instruction to enable more students to reach proficiency.
- Teachers: Expand professional learning communities and grow a ‘grow-your-own’ pipeline for instructional assistants.
- Operations: prepare for Maryland’s $60,000 starting salary requirement by 2027 and pursue retention incentives.
- Accountability: Assign team leads to every activity and report progress to the Board quarterly.
- Community: take the plan to churches and partners; invite residents to support implementation.
- Facilities and funding: Conduct feasibility studies on elementary schools and establish the Education Foundation to support supplies and field trips.