In my commitment to an inclusive approach for Howard County Schools, I will prioritize incorporating parent and student views. This involves open communication, regular surveys, and advisory committees to gather diverse perspectives. Additionally, I will emphasize meeting with parent and student groups, and listening sessions for direct engagement. I will visit schools, PTACHC meetings, and school events to ensure a hands-on understanding of on-the-ground needs.

I will advocate for a stakeholder group to create a multi-year budget plan. The county, schools, and leaders needs to work together so current and future infrastructure is growing at a common sense speed to not overwhelm the school system, and providing the right revenue and resources to our schools. I would prioritize safety repairs first and then renovations of current school buildings before considering a new school while we work to get our school budget in order.

As a former teacher and education advocate, I will champion teacher skills mentorship program, proactive respect education, strong anti-bullying measures, enhanced student support, mental health wellness and peer mentorship programs, and offering students quality community service opportunities. I believe empowering students and staff will foster a holistic safety approach in our schools.

My most pressing concern is the Blueprint is a state mandate that is not fully funded. Though the five pillars are admirable goals, hard conversations must be had with state and local lawmakers on what is possible on current funding. In addition, I will focus on supporting our current career readiness program, ensuring our pay scale remain competitive to recruit and retain quality teachers, and work so critical programs are not cut, while getting our schools' fiscal house in order.

The next superintendent faces critical challenges like addressing our budget deficit, educational equity, and fostering a positive learning environment. Candidates must demonstrate a commitment to transparency, innovative problem-solving, engaging diverse stakeholders, and a focus on decentralization and supporting schools over central office. I will prioritize candidates with a proven track record in navigating challenges and implementing innovative strategies for student success.

Each year, community members are invited to participate in curriculum, program and policy reviews. The Board must do a better job making people aware of those opportunities. I joined the Board’s Community Advisory Council so my voice could be among the many diverse perspectives CAC represents, and as a Board member, I will engage with CAC as well as PTAs. I’ll attend community events and visit schools. I want to hear from parents and students and I will prioritize making myself available.

We need more schools. Portables are a subpar learning environment. Older buildings are more likely to have duct and plumbing issues that contribute to adverse health outcomes. Deferring improvements costs more as things deteriorate further. Legislation that would generate revenue for capital improvements by taxing new construction has been proposed, but that is only a start. We need to explore new financing models and advocate for the county and state to identify/create new revenue streams.

Safety is the reason I am in this race. We have a responsibility to protect our students and staff from physical, emotional, and psychological harm while they are in the school’s care. Teen suicide, drug use, violence and bullying are all things that schools must take more seriously. All staff should be trained in de-escalation techniques and trauma-informed responses. Policies are only as good as their implementation and that part falls on the Superintendent, who we must hold accountable.

The Board does not have discretion in how it allocates funds for Blueprint mandates. It isn’t like a menu that districts can order from. However, it will utilize a great deal of our operating budget, leaving fewer dollars for positions, programs and services that are not legally required. The real challenge is deciding how to allocate funds for those items. As a Board member, I will always prioritize class size, special education, and positions that provide close adult supervision.

The next Superintendent will be chosen by the current board and I am encouraging them to prioritize candidates with an understanding of large operating budgets, no legacy of deferred maintenance, demonstrated excellence in the implementation of special education and a track record of high teacher morale in their previous districts. Staff retention, budget shortfalls, buses and Blueprint implementation will be some of the most challenging demands for the next superintendent.

Use the public forum to engage with witnesses; expand and actively publicize all existing committees and other ways for parents to get involved and get heard. Allow an opt out of classes where the topic is so controversial as to interfere with the family’s culture, religion, or moral code. Without this ability more higher-income parents will remove their children from the public schools, while lower-income families will not have that choice – an inequity that should not exist.

I would pursue using a public private partnership model similar to the one used by Prince George’s County to get six new schools built in just two years. With over 240 trailers being used as classrooms, speed is critical. Reinstatement of the 25% rule for prevailing wage as it pertains to school construction can further reduce the construction costs by 15%-30%. It is also important to create objective measures for determining maintenance priorities and stick to them

Restorative Justice is an important first step in addressing bad behavior, but, currently, many students continue to act out even after going through the restorative justice process. It is important to hold students accountable and to be sure they understand the impact of their behavior on others. Use creative efforts to construct consequences that students will respect enough to change their behavior.

Much of the education budget is committed to programs and activities required by law. However, we cannot ignore the fact that some timelines for enacting Blueprint programs are impossible to meet. We need to work with other counties to get the legislature to provide relief. It is concerning that we are expanding pre-kindergarten to full day while not adequately funding special education. Board members must have the courage to put the welfare of the students before any political considerations.

I am impressed with our Interim Superintendent and would like to see him in the job permanently if he meets the state requirements. Knowing our system intimately and knowing the unique needs of Howard County is an asset, particularly in difficult times. He has shown a willingness to meet problems head on along with a caring and sensitive respect for the pain that the proposed cuts may cause, and he is listening to the public. These are the qualities I will look for in any candidate.