I am an accomplished Correctional professional with over 28 years of experience with the Department of Public Safety and Correctional Services. Having witnessed the shortcomings of some educational systems, I am deeply aware of the gap between its promise and the reality experienced by those students. Bridging this gap is essential; without a robust foundation, our young adults face unnecessary barriers to their future success.

Effective teacher and administrative staff recruitment and retention requires a multifaceted approach focusing on competitive compensation, supportive leadership, and a positive collaborative culture. A key strategy is fostering a shared decision-making environment where staff feel appreciated, trusted, and respected as professionals. Another key strategy is providing targeted professional development through mentorship programs for new staff and job-embedded professional development.

To ensure sustainable funding that maintains and improves school success, I will prioritize transparent, data-driven budgeting that aligns resources with strategic goals. My approach includes auditing expenditures to maximize efficiency without compromising classroom quality. A point of contention with the current Carroll County Public School system budget is outdoor school. Although it is expensive, I believe that it is also necessary to aid in the development of our students.

Addressing overcrowded classrooms requires a multi-faceted approach that balances administrative solutions to create physical space with pedagogical strategies to maintain learning quality. When managing class size in overcapacity schools, it is effective to combine immediate classroom-level adjustments with long-term structural solutions. Managing class size is paramount in ensuring that our students are successful.

I do not believe that the “one size fits all” approach of Blueprint works for the Carroll County Public School system. Long term, I believe that we should introduce legislation that will allow our school system to find a middle ground that benefits the students, staff and members of the Carroll County community. Short term, we will meet the Blueprint for Maryland’s Future requirements by viewing its mandates as a vehicle for supporting our staff and students.

Educational material presented to our student must be suitable for their age, cognitive ability, and social-emotional stage. This ensures that complex viewpoints are introduced in a way that matches the student's understanding. Evaluations should be driven by learning standards and educational goals, rather than political or personal preferences. Parents also have a responsibility and a right to educate their children on certain topics.

I was an educator for over 40 years in the Carroll County Public School system. I served two terms on the Carroll County Board of Education, 3 years President, 2 years Vice President. I have a great deal of experience on both sides of the table. My record speaks for itself. I am the most experienced and qualified candidate

The Carroll County Board of Education needs to continue funding the Career Ladder required by BluePrint. My last year as President of the Board, I made sure that the CCPS system met the $60,000 Beginner Salary Blueprint requirement for educators a year early. We must continue to meet salary and benefit needs for our educators.

First of all, CCPS received a Waiver from the AIB last Spring. The Carroll County Delegation, Dr McCabe, and her team worked well together. This waiver has allowed Carroll County to delay but not eliminate required funding distribution for compensatory education and multilingual learners. The Carroll County Board of Education, the Carroll County Commissioners, and the State Delegation must continue an open dialogue about school funding and be transparent at all times.

With the waiver, Blue Print will allow Carroll County Public Schools to avoid immediate layoffs and increased class size until fiscal year 2028. This will be a double edge sword, educator layoffs and larger class size, due to the implementation of Blueprint which is required by law. This will be a wait and see implementation.

The Blueprint implementation plan will develop career ladders for each educator, including professional development, along with providing mental health support. Students who are struggling, will receive support through evidence- based practices. Carroll County Public School system needs to actively involve the community to help develop the plan

CCPS has a curriculum committee that evaluates and develops appropriate materials for CCPS students, along with the Assistant Superintendent and the Curriculum Supervisor. This Committee reports to the Board of Education on a regular basis. Material should be age appropriate!

As a parent of three children with very different learning abilities and interests, I have seen how important it is for teaching methods and programs to be carefully evaluated before implementation. These experiences taught me that the school system must rely on proven strategies, listen to teacher feedback, and continually assess the impact of new programs. I will ensure that changes to curriculum or teaching methods are thoroughly vetted, so all students have the best opportunity to succeed.

Recruitment and retention start with fair, competitive compensation that reflects Carroll’s cost of living and rewards experience and performance. Equally important is supporting educators by maintaining safe schools, addressing student behavior, keeping class sizes manageable, and ensuring reasonable workloads. By creating a respectful and supportive environment, we can attract and retain effective teachers and staff while continuing to maintain fiscal responsibility.

I will work with our commissioners to secure funding to recruit and retain qualified educators, purchase high-quality educational materials, and maintain our core programs and facilities—within an efficient and accountable government. Funding alone does not guarantee success, but when combined with careful management, it ensures CCPS can continue its tradition of excellence.

I would want the Board to closely review enrollment projections, building capacity, and how students are distributed among schools to make sure we are using our existing facilities as efficiently as possible. If growth truly requires additional space, those decisions should be made carefully and transparently using clear data. Just as importantly, we should listen to teachers and administrators who are experiencing class size pressures every day, so we understand where the needs are greatest.

Blueprint includes positive elements, like extra support for learners and opportunities for teacher salary increases. However, much of this law, particularly funding requirements, are challenging to implement in CCPS. As a board member, I would carefully review staffing and resource decisions to comply with the law while minimizing impact on teachers and students. I also support continuing waivers or seeking legislative adjustments when state requirements don’t align with local needs.

I support the use of instructional materials that tackle difficult issues, as long as they are age-appropriate, not explicit, and represent a variety of viewpoints. Parents have the right to question anything in schools that pertains to their children, including assigned or available reading materials. CCPS provides processes like the curriculum council, family life advisory committee, and reconsideration committee to address these concerns.

I attended MD public schools, earned an engineering degree from a public university, and learned critical thinking and problem-solving skills. All students should be provided an education that encourages curiosity, enables their pursuit of interests, and provides challenging opportunities for growth. I’m concerned that insufficient resources will hinder our schools from maintaining a diverse course offering, challenging programs, and support for all students to reach their full potential.

All school employees are valued members of the education team. Listening and being accessible to them would be my first step. I admire and respect our educators who deal with increasingly difficult challenges daily. I support employee compensation being a priority. Manageable workloads could be achieved by advocating for a budget that is sufficient to maintain appropriate staffing. I support increased professional development opportunities that enable all staff to advance their careers.

Sufficient resources, both financial and human, are required to maintain and improve our school system. I will advocate for the budget that is needed to provide the school system our county expects and deserves. I will continue to follow the county budget process closely and work to bring the Commissioners on board with the request. I will work hard to inform our elected officials and members of the community of the needs of CCPS given that our system is arguably the leanest in the state.

Adding on 70+ year-old buildings is not the best use of capital. I will work to develop a long-term plan for modernizing or replacing old buildings so students attend school in their home community. This January, I advocated to the Commissioners for including the feasibility study for the Liberty HS modernization in the capital plan after the request went unfunded the last 2 years. Liberty HS made it into the capital plan this year and I will push to keep making progress on building needs.

Although work with the consultants improved the Blueprint implementation situation for CCPS, I have concerns over the staffing levels and workloads, particularly for reading specialists, reading interventionists, and math specialists at some schools. We must maintain sufficient adequate resources to accomplish our goals. I advocated for flexibility with the Blueprint as part of the Carroll Education Coalition and will continue to push for future adjustments to the law to benefit our students.

I support materials that are grade-level appropriate that have been recommended by either professional reviews or CCPS staff and reflect various perspectives. Duplicative efforts by CCPS media staff under the current process may be reduced by centralizing efforts to select books for media centers. It is impractical to have CCPS librarians read every book from cover to cover. It is important that the media collection contain factual information and be reflective of different viewpoints.

I am a product of public schools and have been a CCPS parent (to 5 children in 4 schools) for more than a decade. I have spent countless hours volunteering in classrooms and working with administrators, teachers, and parents to support my children’s schools. In that time I have come to place a high value on cultivating a nurturing, supportive community for children and educators. I will continue to do all in my power to work toward positive, engaging environments that help our students succeed.

I believe that CCPS should work to ensure that its educators and staff feel empowered and prepared to do the job they are asked to do. Workloads should be reasonable, the professional expertise of educators should be respected, pay should be competitive to neighboring jurisdictions, and work environments should be fair and reasonable. If CCPS is seen as a positive, supportive place to work, it will attract and retain effective, high-quality educators and staff.

I believe it is important to be honest and transparent with County residents about how their tax dollars are used – especially regarding CCPS, as it makes up the largest part of the County’s budget. I will work to convey an accurate understanding of the financial challenges facing CCPS and a comprehensive picture of its current offerings, so that County residents, and the County Commissioners, better understand the financial commitment required to support the school system they want and expect.

As we enter a period of declining enrollment systemwide, and yet continue to experience overcrowding in some parts of the County, I think it is important to think creatively about how we can best use our resources to serve our children. Unfortunately, new schools are unlikely to be a practical option, but perhaps renovated, replaced, or rethought schools can serve new populations of students, relieving the pressure elsewhere.

I am encouraged that in CCPS’ recent collaboration with APA (consultants sent by the State to take a look at Carroll’s Blueprint implementation plan), they were able to establish a more reasonable, workable plan for ensuring that all schools have the basic staffing needed to operate a school. I would encourage CCPS to continue to be open about any Blueprint implementation challenges, and to be tenacious in pursuing solutions that will best serve our students, educators, and staff.

I believe it’s important for CCPS to balance parents’ desire to ensure their children are exposed to age-appropriate and morally acceptable material with a healthy respect for the good will and professional expertise of educators. In rare instances (i.e. the CCPS health curriculum), I support alternative curricula so parents can make different decisions. Re: media center purchases, I think CCPS should find practical ways of implementing relevant policy so its staff are not duplicating efforts.

As an experienced special educator and parent to two elementary aged children, I understand what is necessary to guarantee student success. I have experience teaching at the elementary, middle, and high school levels in both Carroll and Baltimore counties. Although each level differs, the road to success includes highly qualified educators equipped with the necessary resources and support. The decisions I make for the school system will always prioritize the needs of students and educators.

Educators and staff who feel valued and supported are not only more effective but are more likely to continue in their positions. By prioritizing competitive teacher salaries and manageable workloads, we prioritize students. It is essential that educators feel heard by both administration and the Board of Education. Decisions pertaining to educational matters should be made using the insights and experiences of educators.

I believe that a balanced approach to school funding depends on a community-wide commitment to supporting and investing in our public schools. To ensure fiscal responsibility of the largest portion of the county budget, I plan to work closely with the Carroll County Board of Commissioners. The Board of Education is elected to serve as a liaison between the community and the school system, and as such, should act as its strongest advocates.

As an educator, I understand that class size is the most significant predictor of student success. Educational research consistently shows that smaller class sizes, especially in elementary grades, significantly improves student engagement, behavior, and overall academic success. We must prioritize the recruitment of additional educators, the reorganization of schedules, and the implementation of targeted, evidence-based interventions to effectively reduce class sizes.

Blueprint, although burdensome, has many positive aspects to support our teachers, staff, and students. The goal of Blueprint was to provide additional state funding for our schools and improve the quality of education for all students. I plan to continue working with the AIB and their consulting firm to modify Blueprint’s pillars to fit the uniqueness of Carroll County Public Schools.

I believe that it is important to ensure developmentally appropriate materials in schools but also respect educators as professionals. We need a more balanced approach that involves families and educators working together without such a burdensome workload for educators. I also believe that the school board needs to prioritize regulating the unlimited access students have to the internet on their school computers by installing more effective firewalls and safety precautions.