Our Vision

  • The mission of CCPS is to provide an opportunity for all students to receive a quality education that is academically challenging. However, data from the MSDE shows that we are missing this goal.

    The report revealed a system-wide underperformance, with fewer than 1 in 4 students proficient in math, and significant achievement gaps that persist across race, income, and ability. To truly meet academic excellence, it’s essential that we take a more rigorous and consistent approach. 

    Charles County’s “Good Faith Effort Rule” implements a minimum grade of 50% based on “genuine student effort”. However, effort cannot be consistently measured, and this policy can disadvantage students who need additional support, and is inaccurate in academic evaluation.

    If elected, my plan is to:

    • Establish a rigorous grading policy that is aligned to the academic standards of CCPS and is fair to disadvantaged students. 

      • Currently, teachers are asked to mark performance indicators for each area using a scale of “1,2,3” or “N,P,M” for elementary schools. My plan will expand on metrics being used to mark performance to be more holistic.

    • Prioritize Core Proficiencies (Math & Reading) by creating targeted data-driven interventions for elementary students to build foundations early. 

    • Expand public reporting on academic performance and grade-based feedback to every 7 business days

      • Currently, grades are updated every 10 days in Parent and StudentVue. Feedback on individual assignments are returned within 10 business days. By reducing the timeline, we are enabling students to actually retain information and seek support before learning gaps widen. 

  • A successful CCPS begins with supporting our teachers and educators in the classroom. Teachers in Charles County face instability and bear the brunt of financial shortfalls, leading to burnout, low morale, and an unfair system. When our teachers succeed, our students succeed.

    If elected, I plan to: 

    • Honor and Enforce Teacher Contracts 

      • The recently revisited contract between the EACC and Charles County was previously respected by the BOE and County Commissioners. By revisiting and re-negotiating this contract, it creates severe uncertainty across the industry and the public. Teacher salaries should not be first on the chopping block. Teachers deserve stability. 

    • Prioritize Recruitment and Retention especially for educators within the high-risk of turnover (3-5 years)

      • It’s essential to retain the talent we have in Charles County while creating a pathway to the future. Neighboring countries offer more competitive salaries for teachers, and with 1 in 8 educators leaving each year, retention must be targeted and intentional. 

    • Strengthen Early-Career Mentorship 

      • Unions are the backbone of the working class and by partnering with the EACC, I plan to implement a structured program that supports new and experienced teachers in a way that does not burden their workload. 

  • Health is wealth and that applies to mental well-being. Data from the MSDE Report Card for Charles County proves that students in high-risk categories, including students with disabilities, economically disadvantaged, and English learners, are severely underperforming in academia. 

    If elected, I plan to:

    • Expand Mental Health Interventions and Support Systems to identify and assist students in need.

      • Services are typically sought after issues show up. By that time, students have already been impacted by mental health challenges that may be affecting their academic performance. 

      • Early interventions may be the key to identify and assist sooner. 

    • Expanding and Improving Protections for Students with Disabilities

    • Strengthening Bullying Prevention and Accountability with mandatory 2-week action-based follow-ups. 

      • Currently, bullying incidents are reported to the Director of Student Services and school administration and lack defined timelines and procedures. I propose a mandatory follow-up timeline with parent and student communication to ensure consistent support and accountability.

  • With a school system of over 27,000 students, families, educators and community stakeholders are essential in the establishment of a successful school system. 

    If elected, I plan to: 

    • Transparent Communication between the Board and the Public to include reasonable response timelines for inquiries from public forums and emails directed to Board Members. 

      • As elected officials, we have a duty to our constituents and that duty means actively responding instead of choosing to ignore.

    • Increase Public Participation and Input 

      • Regular town hall meetings with the public to share Board priorities and progress to allow time for community feedback.