EDUCATION POLICY TO
MOVE OUR CITY FORWARD
By Authority: Committee to Elect Catherine E. Pugh, Keith Timmons, Treasurer
1
A SCHOOL SYSTEM WORTHY OF OUR PRIDE
The Baltimore City Public Schools, by every
standard of measurement, are not serving the
needs of our young people and are seriously
limiting the redevelopment of our neighborhoods
and the city. The poor quality of the schools
influences resident’s decisions to stay in the city,
it discourages people from moving to the city and
it makes it difficult for employers to hire the people
they need. For Baltimore to move forward and to
address the needs of our youth, we must
significantly enhance the quality of education.
The city’s schools performance on test scores, in graduation rates, and in the retention of
teachers and staff is among the worst of all the urban school districts in the country. When
one speaks to national and local experts on education or principals, teachers, and
parents, one quickly realizes that the problems in our school system are pervasive and
cannot be overcome with a few adjustments and cannot be done without sustained and
consistent effort over an extended period of time.
The issues we face in our schools did not come about overnight nor were there only a
few factors that caused them. It does not and will not help to point fingers at those
individuals in the past whose actions brought us to this point. Nor is it helpful to blame
current or past constituents or policies. We have to look ahead and the only strategy that
will work is one based on a comprehensive plan that has the support and commitment of
everyone to work together over many years to make that plan a reality. We must recruit
the best leaders to carry out the plan and demand that progress be made. Our students
their families and our city require that that we move with urgency and persistency.
As we address the problems that are so great, we must keep in mind that there are
pockets of excellence in many of our schools and there are thousands of individuals in
the system and in the community who are passionately committed to making the
education of our youth not only better but at a level we can be proud of. There has been
millions of dollars provided by local businesses, foundations and individuals to enhance
our schools, and there continue to be many leaders at the state level working to find ways
to strengthen the city schools, including providing millions of dollars to upgrade the
facilities. It remains critical that we harness these resources and have them as partners
in our efforts.
Because so many of the city’s challenges are tied to the quality of our school system, no
plan for moving the city forward can be effective without also enhancing our schools.
Therefore, it is critical that the leadership of the turnaround of the schools be the Mayor.
– a mayor who will hold the management of the city’s schools accountable to formulating
a plan and implementing it on a timetable that will engender the ongoing support of all
involved and who will step in when there are impediments to progress and remove them.
For the mayor to play this role, it is critical that the appointment of the school board and
the superintendent allow the mayor to play a decisive role. It also requires that that the
mayor recruit a school board made up of community leaders who understand their role is
that of hiring an outstanding superintendent, being certain that there is an effective plan
and ensuring that the plan is being implemented. It is also critical that the board know the
difference between their role and that of the superintendent.
For many years, there have been efforts to find a quick fix to the staggering problems in
the schools. There have been reorganizations, changes in personnel and curriculum, new
budget procedures, and the insertion of special initiatives. None of these efforts have
improved the overall quality of the schools in a significant way. There have also been
efforts to blame the teachers, principals, and even the social/economic conditions from
which the students come. However, this practice does not lead to progress. Only a
comprehensive plan that over time addresses all the issues will lead to the quality of
schools we all want.
The first step in creating a plan should be a thorough system wide audit to asses all the
dysfunctional management procedures and processes against the standards of national
best practices. This review must cover the operations of the facilities, human capital from
recruitment to employment and training to termination, finances and budgeting, and the
use of technology throughout. The review should draw upon the best practices around
the county in education and in the private sector. Whenever possible the resources of the
higher education community should be used in carrying out the assessment and in
implementing the changes that are required.
Key to making the changes that will be needed is the quality and commitment of the
management, staff and faculty. In recent years many very qualified individuals have left
the system. Others who have remained will need significant professional development.
The system must retain it best people and help them grow to the challenge. It must also
recruit outstanding people at all levels to lead the effort. Furthermore, to make the
changes required, the current focus on resolving crises and meeting minimal standards
of compliance must be replaced with one focused on long- term progress and excellence.
Paralleling the changes in management must be a plan to address the issues on the
academic side. This plan begins with a system wide, consistent curriculum that
incorporates what is recognized nationally as best practices in urban education. This
curriculum must include the investment in
teaching resources and professional
development for the teachers. It also has to include a plan to address the diverse cultural
background of our students and requirements of the students with special needs.
Although testing, assessment and accountability are important to measure results, one
has to also assess how effective all the efforts are and whether they are actually
interfering with learning. When assessment does not result in changes in the quality of
teaching and learning and when it does to lead to changes in outcomes, it is not only not
productive, but takes away from time required to help the students improve performance.
If assessments identify weaknesses, principals and teachers have to be given the support
and resources to overcome the issues and improve results.
The educational needs of our students do not begin when they go to kindergarten and
are not limited to the 8 to 3 day or the academic year. They demand strong pre-K
programs, Judy Centers, after school programs, athletic programs, and summer bridge
programs. Our schools have to be resources for the development of our children 12
months a year and from early morning till evening. Baltimore has many businesses, nonprofit organizations and cultural institutions who want to partner with the schools and work
with our youth. However, in the past these organizations have been frustrated by policies
and practices that kept these partnerships from working. The plan to strengthen our
schools has to facilitate ways to engage these resources.
Yes, Baltimore schools can be great again. The can be an asset rather than a liability to
our city. They can be the reason families and companies come to Baltimore. However, to
make this dream a reality, we need strong and effective leadership, a comprehensive plan
and the engagement and support of all the constituents and resources. This begins with
a passionate mayor with a commitment to education and the experience to pull all the
community’s resources in the same direction.
Creating a System of Accountability
From the Cradle to College to Careers
Best Practices will be the corner stone of this administration. As Mayor I will continue to
do as I have in the past to research best practices and apply and share what I have
learned in the development, management and execution of programs and policies that
lead to a well-run city. We will create a system of collaboration with businesses,
community and philanthropic organization to create a unified system of delivering quality
education to every school in our city.
ACCOUNTABILIITY

Restore governance of our schools to the city. I have submitted the following
legislation - (Senate Bill 640 Baltimore City Schools – Local Governance and
Accountability Act of 2016).

Thorough system-wide audit.

After evaluation of the city school
budget by the Mayor and
collaboration
with
school
administration we will establish a
goal of increasing our contribution
to the city school budget from 20 to
35% over the next four (4) years.
The average contribution by
surrounding jurisdictions is 35-50%.

Establish metrics through the uses of technology that will monitor, evaluate and
assess student and teacher performance that will result in greater outcomes.

System-wide audit of all departments, policies and the establishment of metrics
that will insure better outcomes based on best practices throughout the nation.

Hire the best and the brightest and employ a system of evaluation, accountability,
retention and reward.
IMPROVING LEARNING
Education has to start at the earliest possible age. Studies say the earlier a child starts
learning, the better he or she does down the road, but we are not doing enough to give
all our kids that chance. Fewer than 3 in 10, four year olds are enrolled in a high quality
preschool program.” - President Barack Obama (2013 State of the Union Address)

Several studies indicate that learning begins in the womb – collaborate with the
medical community to provide information for expectant mothers at their earliest
stage of pregnancy to help improve their child’s learning capacity.

Expand and support Judy Centers. Teaching
at Judy Centers begin as early as six weeksold-by definition Judy Centers provide early
childhood education and support services from
birth through kindergarten and they provide
services to the families of these children in low
income communities. Judy Centers provide
opportunities for young people to start their
formal education on a level playing field.

Universal Pre-K and All Day Kindergarten:
Seek and secure funding for Universal and
early education programs through public and
private partnerships and support of our state
and federal partners.

Summer and Year Round Job and Intern
Programs
o Coordinating with our Office of Employment Development, School System
and our business communities and unions- implement a system that
provides meaningful internships and jobs for young people that will lead to
promising careers and career opportunities.
o Distributive Education Clubs of America (DECA) replicate in Baltimore
Schools- a nearly 70 year old program that uses the latest technologies in
preparing high school students in entrepreneurships, marketing, finance,
hospitality, technology, and management. Many of the programs provide
for students go to school a half a day and work a half a day in a field they
have determined will assist them in meeting their career and college goals.
This blended learning program also provides, internships and paid work
experience.

Saturday Academies-Saturday Academies created by the NAACP/NASA-Program
is coordinated with and held on local colleges and university campuses and
promotes advance math and science and technology skills through a blended
learning concept that allows for the participation of parents. The program is
designed for 6-8th grades.
EXPAND LEARNING METHODOLOGIES
Integrate technology in our classrooms. Through
public and private partnerships we must assure
that all Baltimore public school are equipped with
technology to assure the ability for our students
to be competitive and prepared for careers and
opportunities of the future.
“Effective integration of technology is achieved
when students are able to select technology tools
to help them obtain information in a timely
manner; analyze and synthesize the information, and present it professionally. The
technology should become an integral part of how the classroom functions-as accessible
as all other classroom tools.” –National Educational Technology Standards for Students,
International Society for Technology in Education.

Align vocational curriculum with 21st century careers.

Provide advance placement programs.
CREATING A HEALTHY AND SAFE ENVIRONMENT

It is important for students to have a
healthy,
safe
and
comfortable
environment while assuring that meal
plans in our schools are healthy and
promote learning.

Promote a standard of Care. Every
school must have safe water fountains,
temperatures, and sanitation that does
not impede learning. Require school system to employ accountability standards
that assure that all schools are being appropriately upgraded and maintained.

Include students in the safety of our schools by promoting student safety patrols
and student governments.
PROMOTING ART, MUSIC AND PHYSICAL ACTIVITY
IN OUR SCHOOLS
“Studies show that all three programs contribute to
cognitive function and improved test scores in
math, language arts and other academic subjects.
All three are important to developing creativity-a
crucial factor in school and post-school success.”
Chuck Corbin, Healthy Kids
Over a decade ago, through partnerships
I initiated the FISH-OUT-OF-WATER
Project we created a city-wide art project
that raised a million dollars. Those
dollars were allocated to the public
school system to help wire our
classrooms and provide instruments for
our children. Programs in the arts and
physical education should be a regular
part of our system of education. To the
extent that our budget through our
revamping of our budget can support
these programs we will. However these programs beg collaboration so that there is
uniformity in our schools to provide all our students with the same standard of learning
and opportunities.
CREATE A TRUE COMMUNITY SCHOOL CONCEPT
Five years ago with my partners
we built the first new school in
Baltimore in 30 years, the
Baltimore Design School. The
concept is to provide an
opportunity for students interested
in careers in Fashion, Architecture
and Design to have a place to
pursue those careers. Baltimore
Design School is also a
community school. Its goal is to
extend our health, physical and
community services to the
community. We provide in our
school a health care suite with full-time services for our student. After school and
Saturday programs are available beyond the school day. The physical building is
accessed by groups and organization for usage for events, and community forums.
Schools should be used for recreation
access by community members to help
create a healthier community.
Community Schools are intended to
become the hubs of the community
bringing together partnerships to offer a
wide range of support and opportunities for
children, youth, families and the
community. Community schools are an
opportunity for collaboration of services
that enhance the students’ outcomes and
support community and family needs.
THE FUTURE OF EDUCATION IN BALTIMORE
USING BEST PRACTICIES
Improving Our School System will take a full
commitment on the part of the Mayor and
School Officials to provide best practices,
learning tools, well equipped and prepared
staff and the latest technologies that will
improve learning for our students and break
the cycle of poverty that currently exist in our
city.
We must think towards the future and thinking
out the box. How do we as a school system meet the job creation opportunities that will
be provided in the future as projected by industry experts in science and technology,
green industries, new technologies? As we grow our Silicon Valley business community
of the east coast in Baltimore we must prepare our students to help grow into the
industries as we prepare them academically.
Models such as the blended learning format which doesn’t cram learning into one format
but allows for multiple learning experiences spread or spaced over a period of time and
might include and internship or work experience that is credited as part of the grading for
a subject or program of pursuit.
Blended learning according to studies are a
way for students to retain learning and increase
understanding of the subject or the careers in
front of them.
Best Practices will require us to continue to
research and examine new methodologies to
improve our teaching tools and student
experience that will lead to well-rounded and
prepared students to meet the opportunities of
the future.
The coordination and relationship with the city schools and governance will aid in our
ability to secure funding at the state and federal level. We will research and apply for
grants that will also assist us in providing resources to develop a school system we can
be proud of. As Mayor I will bring together the philanthropic community, the business
community, federal and state partners to assure that as we move Baltimore forward we
move our schools forward.