Transparent Leadership

People should know that I am a dedicated and passionate individual committed to making a positive impact in our community. Currently serving as the co-founder and executive director of ALL4LOVE, I am deeply involved in community service and have a hands-on approach in working directly with students.

In addition to my role at ALL4LOVE, I volunteer with Dorchester County Young Life, coach youth football with Dorchester Youth Football and Cheer, and serve as a baseball coach at Cambridge-South Dorchester High School. These experiences highlight my commitment to youth development, mentorship, and community engagement.

As a young leader, I am ready to make a positive change. My background, experiences, and values shape my approach to leadership. I believe in transparency, collaboration, and inclusivity. I am approachable, open to diverse perspectives, and eager to work collaboratively to address the needs of our community. Above all, my dedication to educational excellence and community service is at the core of who I am. I am excited about the opportunity to serve and contribute to the well-being and success of every individual in our community.

My age, being 22 and turning 23 on March 1st, is a unique aspect of my candidacy that I embrace wholeheartedly. While some may see it as a factor, I view it as an asset that enriches my ability to serve. As a younger candidate, I bring a fresh perspective, unbridled energy, and a deep connection to the current experiences of students in our educational system.

I believe my age enables me to better understand the evolving needs, challenges, and aspirations of our community's youth. It allows me to bridge generational gaps, fostering a more inclusive and forward-thinking approach to education. Additionally, I am not only a product of our local educational system but a current participant, providing me with firsthand insight into the issues our schools face today.

I see my age as a strength that amplifies my commitment to creating positive change within our educational community. It fuels my passion for innovation, collaboration, and the pursuit of educational excellence. Ultimately, I believe my age positions me as a unique and relatable advocate, ready to serve and contribute to the betterment of our educational landscape in Dorchester County

While serving as the co-founder and executive director of ALL4LOVE, I am dedicated to maintaining transparency and preventing any conflicts of interest with my potential role on the Board. It's crucial to note that ALL4LOVE has a Memorandum of Understanding (MOU) with Dorchester County Public Schools (DCPS), with a contracted amount of $0 per year, renewed annually. This MOU aligns with similar agreements held by several other community-serving agencies actively working with students within the school system.

In the past, our MOU was not presented for a formal vote before the Board. However, in the event that this changes and the MOU is proposed for a formal vote in the future, I am committed to abstaining from the vote. This approach ensures the preservation of ethical standards, upholds transparency, and underscores my dedication to the best interests of our students, parents, and educators in Dorchester County. My role on the Board will always prioritize the community's welfare and educational excellence above all else.

A copy of the current MOU between DCPS and ALL4LOVE can be accessed here. 

To learn more about ALL4LOVE, visit our website by clicking here. 

My perspective on Weapons Detection Systems (WDS) is shaped by the existing positive outcomes observed in secondary schools, including DCTC, NDLA, NDMS, MLMS, NDHS, and CSD-HS. These systems have proven effective in deterring potential threats and enhancing the overall safety of these institutions.

However, when considering the implementation of WDS in primary schools, particularly at the elementary level, the dynamics shift. I oppose the introduction of WDS in primary schools as I believe it may amplify an already intimidating environment for younger children. Instead, I advocate for a shift in budget priorities to ensure a School Resource Officer (SRO) is placed in every school.

In my opinion, an SRO not only contributes to enhanced safety but also fosters a positive and supportive presence within the school community. This approach aligns with my commitment to balance security measures with the well-being and comfort of our youngest students, creating a safe and nurturing learning environment for all.

Addressing the recent surge in gang violence and juvenile crime is a critical priority for me. Drawing from my track record with ALL4LOVE, where we have successfully engaged directly with students, my approach involves a comprehensive strategy that prioritizes prevention, intervention, and community collaboration.

PREVENTION PROGRAMS: Building on my experience with ALL4LOVE, I am committed to implementing proactive initiatives within schools and community centers. By meeting students where they are, our focus will be on providing mentorship, educational resources, and extracurricular activities that not only divert them from criminal influences but also empower them to make positive life choices.

LAW ENFORCEMENT PARTNERSHIPS: Leveraging my community leadership approach, I will collaborate closely with law enforcement to enhance community policing. Leadership presence will not only be within school buildings but also actively visible in the community. This involves fostering positive relationships, ensuring officers are engaged.

COMMUNITY ENGAGEMENT: Reflecting my commitment to community-driven solutions, I will establish forums and town halls for open dialogue. This engagement will extend beyond the school setting, involving community members, law enforcement, and local leaders. Creating partnerships with community organizations will address the root causes of juvenile crime, including poverty, lack of educational opportunities, and limited access to social services.

MENTORSHIP PROGRAMS: Building on the success of mentorship programs with ALL4LOVE, I will expand these initiatives. The focus will be on connecting at-risk youth with positive role models, guiding them towards making positive life choices. This personalized approach ensures that each student receives the support they need.

EDUCATIONAL REFORM: Advocating for educational initiatives that directly address underlying issues contributing to juvenile crime, I will work to ensure our schools provide a supportive environment. This involves meeting students where they are academically and emotionally, fostering an atmosphere that encourages academic success.

By combining these strategies, with a strong emphasis on my track record with ALL4LOVE, I aim to create a holistic and collaborative approach to combat gang violence and juvenile crime. My dedication is not only to be present but visible as a leader, ensuring a safer and more secure community for all residents, especially our youth.

My commitment to Dorchester County Public Schools (DCPS) is reflected in my current schedule. I regularly make visits to Cambridge-South Dorchester, occurring twice a week to check in on our school mentoring program. Additionally, I visit Choptank Elementary School bi-monthly for our Breakfast Club program.

My intention, if elected, is to lead upfront and remain actively engaged. I aspire to be visible and available to the DCPS community. Understanding that students are the primary stakeholders, I plan to immerse myself in their daily experiences. From the early morning bus ride to the classroom, lunchroom, and playground, I want to witness firsthand what life is like for students in our school system. This approach ensures that my decisions on the Board are informed by a deep and personal understanding of the realities students face, allowing me to advocate more effectively for their well-being and success.

Social-Emotional Learning (SEL) is a vital aspect of education, emphasizing emotional intelligence and interpersonal skills. Currently, ALL4LOVE integrates an SEL curriculum into our NextGen mentoring program.

The impact of SEL on education is substantial, fostering emotional regulation, positive relationships, conflict resolution, resilience, and improved academic performance. By prioritizing SEL, schools create a positive and inclusive climate, enhancing students' overall well-being and contributing to a thriving educational community. Our commitment to SEL in the NextGen mentoring program exemplifies our dedication to nurturing well-rounded individuals who excel both academically and emotionally.

Addressing the current, ongoing staffing shortage is a critical challenge, especially given the nationwide teacher shortage crisis. I am committed to actively engaging on the front lines, working closely with teachers and administrators to understand and address their concerns.

The shortage is fueled by factors such as inadequate pay and increased risks related to student behavior and school violence. While I may not personally hire individuals for DCPS, I can serve as a dedicated ambassador for recruiting and supporting candidates. By being present in schools, I aim to foster a collaborative environment, advocating for higher pay and improved working conditions.

My advocacy aligns with the Blueprint for Maryland's Future (The Kirwan Commission), which mandates a starting teacher salary of no less than $60,000. I will champion this mandate to ensure that educators are fairly compensated for their crucial role in shaping the future. By actively supporting and working alongside current teachers, I strive to create an environment that attracts and retains qualified professionals, ultimately alleviating the staffing shortage in our schools.

While I endorse the ambitious goals set by the Blueprint for Maryland's Future in striving for a world-class education, it's crucial to acknowledge the inherent complexity of the law. My position reflects a nuanced understanding of the considerations it entails.

I offer wholehearted support for key mandates within the Blueprint, such as expanding publicly funded all-day Pre-K, initiating a minimum starting teacher salary of $60,000 by 2026 (with an acknowledgment of associated financial challenges), creating pathways for Paraprofessionals to become certified teachers, and emphasizing College-Career ready standards by the 10th grade with targeted intervention services for those in need. These align with my vision for a comprehensive and equitable education system.

However, I am deeply concerned about the financial pressures imposed on local school systems. The mandate for numerous new ideas and initiatives without commensurate funding poses a considerable challenge, especially in our economically challenged county. Addressing this issue necessitates collaborative efforts over the next four years to ensure the successful implementation of these mandates.

No personal opinion on the role of the Board can be argued when a clear and precise definition is laid out in Policy 100.03 of the Dorchester County Public Schools Policy Manual. Our role is defined by the 'why' and the 'direction.' We are not, and should not be, involved in the 'how.' That responsibility lies with the Superintendent, who manages the day-to-day operations of the school system. As outlined in the policy, our responsibilities span from appointing the local Superintendent to engaging in policy development, budget oversight, judicial functions, and contributing to the improvement of the school system and facilities. This delineation of responsibilities aligns with the model of successful business organizations, where boards focus on strategic direction and outcomes.

When a board member strays from this defined role, it introduces the potential for confusion and inefficiency. Adhering to the clear delineation in Policy 100.03 is essential for maintaining effective governance. Straying from this framework risks encroaching on the Superintendent's responsibilities and could lead to operational disruptions. A unified commitment to our distinct roles ensures a harmonious and purpose-driven approach to advancing the interests of the schools within Dorchester County.

One significant policy initiative I plan to introduce during my tenure is to advocate for the transition of non-voting student board member positions to full voting-member seats. This move is rooted in a commitment to transparency and accountability, recognizing that students are our number one stakeholders. I draw inspiration from the successful implementation of House Bill 402 in 2023, which granted voting rights to the Kent County Student Board Member. Empowering students with a direct voice and vote in decision-making processes ensures their perspectives are not only heard but also actively contribute to shaping the policies that impact their education and experiences within the school system.

My response to this question can be found in the example of the Mid-Shore Community Mediation Center contract, which was subject to a vote on September 21, 2023, resulting in a narrow 2-3 defeat. This contract, a yearly renewal by the Board, currently stands at $56,000, contingent upon Title IV Grant Funding. During deliberations, the now current Board President remarked, "he doesn't understand why Mid-Shore Community Mediation Center goes to SDS when they don't have conflict issues." This comment, at its core, demonstrates a lack of sensitivity towards the intricate dynamics of student and school life.

However, it's important to note that the proposal for third-party intervention, as suggested by Mid-Shore Mediation, has the potential to offer valuable assistance in various situations without compromising student success. Numerous school principals have emphasized the crucial role of Mid-Shore Mediation's support, highlighting that the contracted $56,000 is derived from Grant funds, which would be forfeited if not utilized.

This case exemplifies a concerning trend where the Board may operate under personal agendas or a presumption of superior knowledge compared to the seasoned leadership within our schools, entrusted with the crucial task of operations and management.