Basic Information
Email brenda@brendawolff.com
Website www.brendawolff.com
Facebook @brendawolffforboardofeducation
Twitter @brendawolff1
Other Instagram-blwolff2
Questions & Responses (All Candidates)
1 – What lessons learned do you have since the start of the pandemic?
First and foremost, the importance of open and honest communication. As Board members, we had to rely on the guidance of the medical professionals to make educational decisions. It was complicated at best and much of the reasoning was not explained to the public. Although we understand we can never make everyone happy, I think that we CAN provide more consistent communication that explains the thought processes behind the decisions that have to be made. Equity is a large concern of the Board, and that means making hard decisions to ensure students do not receive benefits or disadvantages because of their specific school assignment.
2 – If you could go back and do one thing differently from what was done in the last two years in Montgomery County that you would change?
I think in hindsight, it is easy to say we would handle the virtual situation differently. Now that we know that some groups of students actually excelled in virtual, we could create a more nuanced and hybrid program from the beginning (rather than just closing all schools). For example, we know virtual was very difficult for students who receive special services. If I knew then what I know now, I would have pushed for more hybridity from the beginning.
3 – What do you think are the three biggest and most pressing issues facing our county in the next four years? Why?
- Learning to live in an endemic as the pandemic transitions to something we learn to live with- we as a county will continue to have to make decisions because of COVID flares, scares, and increases in cases. We are learning a new normal, mask optional, but it will take time to find a “new normal”
- Large political changes- from county executive, to county council, to state legislature, to a new governor- This can be both a positive and a negative. New individuals give the opportunity for new ideas and fresh initiatives for our county- however, with so many positions turning over there is also a loss of institutional knowledge.
- Continued recovery from the last two years- not just in the education sector, but in the financial sector, hospitality sector, etc. – the county has seen many businesses close and a loss of community supports that need to be revitalized.
4 – What specifically do you plan to do in the 3 most pressing areas from question 3?
I think that it is important to be in constant communication with my county government counterparts to develop new processes and procedures to ensure a continuity of operations for the school system at all times. In addition, I think it is incumbent to work together to fully provide the supports necessary to address the mental health crisis and food insecurities we are seeing in the schools and around the county.
5 – Would you consider supporting changes to electoral process such as open primaries or non -partisan elections in Montgomery County to allow 155,000+ registered Unaffiliated/Independent in Montgomery County to vote locally when it counts?
Yes, I believe all residents should be allowed to vote in the primaries and that we should adopt an open primary system such as Virginia to allow independents to vote in primary elections.
Questions & Responses (BOE)
1 – What will you do to ensure MCPS is accountable to the BOE for decisions, contracts, and spending?
I will make sure that the fiscal management committee is fully operational as an arm of the board to provide oversight on contracts and spending and that they report to the full board on these issues. I will question and demand answers on program evaluations to ascertain what is working, what is not working and if its not working, what is going to be done to fix it or eliminate it. Fiscal responsibility demands that we eliminate programs that are not delivering on our strategic goals. I believe that you give the executive the space to determine how to achieve the Board’s strategic goals. However, if those goals are not achieved or if there is not progress towards those goals, I believe that the Superintendent must be held accountable.
2 – Would you ever consider going fully virtual again given the costs seen in hindsight (increased mental health issues, lowered test scores, and increased violence)?
My top priority is providing in-person instruction five days a week. I would not close school buildings and move to fully virtual instruction unless ordered to do so by state government officials. Contingency planning is key to address potential COVID-related issues that may arise throughout the next school year.
3 – Do you support the shift from balanced literacy to structured literacy/science of reading?
Structured literacy centers on the systematic and cumulative teaching of the five components of reading – phonemic awareness, phonics, fluency, vocabulary, and comprehension as well as writing. This shift is supported by research on improving how to teach reading and writing. Instruction will be differentiated for individual student needs. I fully support the shift to structured reading and the training for teachers, school-based reading specialists and administrators which began during the 2021-2022 school year, and will continue this summer and throughout the 2022-2023 school year.
4 – What is your plan for continued recovery from learning loss and proficiency issues related to COVID and virtual?
I support robust summer programs for students at all levels in summer 2022 to include offering programs at no cost to students with transportation provided for in-person programs; a more intentional, data-driven focus on students with the greatest need to maximize staffing resources; prioritizing traditional programs for Title I (Extended Learning Opportunities) and for students with disabilities (Extended School Year and Compensatory/ Recovery Services); maintaining a K-8 Virtual Program; and continuing to expand high school online/blended courses in place of traditional Regional Summer School.
5 – What do you think MCPS should do to deal with staffing issues, subs, and make MCPS a place that people seek out for employment again?
I have consistently called for a grow your own program and this year we saw the first cohort. I believe that this is a very competitive area for teachers and we must pursue this route. I will also ensure that we are gaining multilingual applicants. Additionally, I fully support the Blueprint for Maryland which I believe will finally treat our teachers like the professionals they are and thus make it more desirable for persons to enter the teaching field. I believe that teachers should be given more autonomy in reaching classroom goals while at the same time being held accountable. I will also continue to support career ladders that support our employees as they train for higher paying positions. An important component of strengthening our school system is ensuring that there are clear supported pathways for advancement within our system. MCPS is the cornerstone of the county, both because of the critical role of education and as a larger employer. MCPS must be both a great place to learn and a great place to work.