Candidate name: Alicia Darensbourg

Place of residence: Fort Washington

Date of birth: Feb. 22, 1968

Place of birth: New Orleans

Current occupation: Education Management Consultant

Education: Ed.D., George Washington University; M.P.A; George Washington University

Community associations, involvement:

Professional associations:

Family:

Campaign office address and telephone: Citizens for Alicia Darensbourg, PO Box 301 Clinton, MD 20735; phone (301) 518-3774

Link to candidate’s Web site, if site exists: www.moreprogressnow.org

Link to state Board of Elections campaign finance database

Over the course of the next four years, I plan to work to help transform Prince George’s County Public Schools into the best school system in the state. To accomplish that goal it is necessary to transform the culture of and attitudes toward public education in Prince Georges County from one that accepts mediocrity to one that demands superior performance from our schools. As a Board member my priorities include focusing on (1) academic excellence, (2) family and community involvement, and (3) leadership accountability. Through collaboration with the school CEO and local and state leaders I plan to ensure that the Board adopts policies and channels available resources to aggressive, sustainable improvements in our schools.

How would you rate the performance of the current school board: excellent, good, fair or poor? Why?

The current board was appointed primarily to improve PGCPS by addressing issues related to the management and financing of the school system. Although the Board has done a good job overall of dealing with the financial issues of the school system, the Board did not perform as well in the area of leadership, as evidenced by the hiring of three different school CEOs over a four year period. Notwithstanding the successes or shortcomings of the outgoing appointed Board, the most important matter before the citizens of Prince George’s County is electing a new Board that will build on the successes of the last Board by taking the school system to the next level.

Is the county funding for schools too much, about right or too little? If too little, where would you find additional funds?

Based on the needs of students enrolled in the public school system, current funding levels are inadequate. One way to increase school funding at the local level, would be to work with County leaders to examine existing tax structures, impact fees, and user fees on goods and services to identify opportunities for creating additional revenue streams. Another strategy would be to work with local officials to investigate and eliminate any duplication of funding for the same services through a realignment of appropriations for overlapping support services provided to schools by other County agencies. The school system must also compete for federal, state, and foundation grants, especially those support school specific activities. Partnerships between the school system and private sector organizations can also be instrumental for financing targeted programs. Finally, increased funding for County schools can be attained through continued and consistent state funding of the Bridge to Excellence Act (also known as the Thornton legislation) and earmarking portions of lottery and ‘sin tax’ proceeds specifically for education.

What should the school system do to raise student achievement?

In collaboration with the CEO the Board must establish standards for school system performance and a comprehensive plan for improvement that identifies goals for the entire school system and individual schools. Measures must be taken to ensure that the most qualified teachers and support staff are assigned and⁄or are available to the lowest performing schools and overcrowded classes. Likewise, diagnostic student needs assessments and goal-oriented education plans are needed to identify and respond to students’ educational interests and needs. Finally, student achievement can be raised by increasing school and home support for learning through educator and parent training on motivating students, identifying student strengths and weaknesses, and reinforcing learning within and outside the classroom.

What would you do to recruit and retain quality teachers?

I would establish a recruitment package that provides equitable bonuses for assignments to shortage areas and low-performing schools, housing relocation and tax-abatement incentives, and continuous support and classroom-based mentoring of first and second year teachers. I would collaborate with the CEO and PGCEA to establish a merit pay system, develop strategies for improving teacher and principal rotations across County schools, and ensure current teacher salaries and compensation packages reflect parity with more competitive school districts in the state and metro area.

What would you do to reduce student truancy?

First, I would work with the CEO to determine whether new policies are needed that can foster increased student and parent accountability for school attendance. I would encourage the Board to work with business partners and local law officials to achieve complete county-wide participation in the existing Businesses Against Truancy program. I would also work with school PTAs, homeowner associations, and civic associations to create ‘community watch’ networks where community liaisons in every subdivision in the County consistently monitor their neighborhoods and notify schools, local authorities, and, when possible, parents when they observe students who may be truant. Finally, I would collaborate with County officials to develop a public awareness campaign that routinely informs citizens about school schedules, policies, and truancy prevention through radio and television public service announcements or community advisories.

Would you support having more charter schools in Prince George’s County?

I believe that parents and students should have the option to attend the schools they regard as best for their children. The Board should continue to support applications for charter schools to ensure that there is a wide range of variety in the academic offerings available in the school system. I support the expansion of charter schools provided they are held to the same standards and participate fully in the same statewide and local testing programs as public schools.

Do you think the current system for renovating and building schools is adequate or does it need changing?

Because overcrowding, undesirable physical conditions, and outdated equipment still exist in some schools, there is a need to examine in detail and potentially revise the existing system for renovating and building schools. The Board and school CEO must work together to identify the best strategies for school construction and renovation that provide the greatest support for long-term class size reduction.

Should the school system’s health curriculum include discussions of homosexuality and demonstrations of contraception use?

The Board should make decisions regarding including teaching on homosexuality and demonstrating contraceptive use on a school by school basis with extensive input and feedback from individual parents and⁄or PTAs. To the extent that parents favor demonstrations of contraceptive use, demonstrations should be provided via a workshop hosted by the county’s health department and should be open to parents to attend. An opt-out policy should be available that provides alternative activities for students whose parents do not consent to their child’s participation in the workshop or the class discussions that cover content that parents disapprove.

What do you think about the board’s relationship to the community?

The Board must act as a liaison that proactively engages input from the parents and the community regarding school policies and procedures. The Board should cultivate strong relations with school system stakeholders that ensure Board policies are adequate, fully implemented, and support the goals and purposes of public schools. The Board must function as the public relations arm of the school system and work aggressively with the CEO and central office staff to develop and implement public awareness initiatives on school system activities. The Board must work to ensure that public awareness initiatives are designed to change the community’s perception of County schools through better accountability and reporting on school system progress and success.

Does the County Council have too much, too little or not enough oversight of the school system?

A primary function of Council oversight of public schools is to maintain a system of checks and balances that ensures effective governance of County services. Because education is the largest and most substantial service provided by local government, it is necessary that only one government agency or Board be responsible for the school system. Therefore, the County Council’s authority over Prince George’s County Public Schools is adequate.

Do you think the school system is doing enough to meet the needs of special education students?

The school system strives but has not been able to fully address the interests and needs of its special students. Despite limited human and fiscal resources, the schools system is doing a good job at serving students with special needs. However, there must always be a commitment to continuous improvement that ensures the educational services to special needs students are reflecting best practices, use of advanced technology, and learning enhancement tools. The schools must continue working to ensure system early and accurate identification of children with special needs.

Are the schools safe for students and school personnel? If not, what should be done?

Generally speaking, most schools are safe for students and school personnel. However, it is necessary to work with the CEO and school staff to develop more effective policies to deal with unsafe schools. Strategies such as character development, school uniforms, strategically-placed cameras inside and outside bathrooms and schools, metal detectors, student identification badges, student councils, and peer accountability teams will help improve the school safety.

Do you think the school system is doing enough to meet the needs of students and parents for whom English is not their primary language?

The school system is continuing to identify and implement sound strategies that support quality education for students and parents that are not native English speakers. However, more aggressive measures can and must be taken to overcome language barriers and empower parents to be fully informed and able to participate in their child’s schooling.

With uniforms becoming the norm at many county schools, would you want a countywide policy established?

I support a countywide uniform policy to facilitate safety, structure, and the cultural transformation of our school system to foster student success. Decisions regarding selection of school uniforms should be made by school PTAs and parents. The Board must ensure that the countywide uniform policy includes provisions for financial assistance to schools and families in need. Board policy must also specify consistent standards that apply to all schools and students. Finally, the countywide uniform policy must provide direction and protections for technical support to schools when contracting with suppliers and incorporate flexibility provisions that favor parents.

What qualifications do you possess that make you a worthy candidate?

My academic credentials include a Masters degree in public administration and a Doctorate in education policy and administration. My professional credentials include extensive work in core areas of the public schooling process that are critical to effective decision-making for PGCPS, including educational research, assessment, policymaking, and instruction. My dissertation on state intervention in Baltimore City Public Schools and legislative work with the General Assembly have developed my expertise on the state’s role in school system operations and oversight, fiscal priorities, and the policymaking dynamics and processes specific to Maryland. Consulting and project management experiences with non-profit, government, and private organizations have strengthened my leadership, team-building, policy development, and budgeting skills. I know first hand through volunteer activities and classroom experience the limitations and strengths of educational practices in Prince George’s County schools. Beyond my formal training in the field of education, I am qualified to serve on the Board because my diverse heritage, life experiences, and commitment to the educational success of children, compel me to work diligently to transform the challenges facing our schools into opportunities.