Bob Glascock

Bob Glascock
  • Non-Partisan
  • Age: 66
  • Residence: Ellicott City

About Bob Glascock

Education

Bachelor of Arts Degree, Towson University Social Sciences and Secondary Education, 1974 Master’s Degree, Loyola University, Modern Studies, 1981 Advanced Graduate Studies, The Johns Hopkins University, Loyola University, University of Connecticut, 40 hours beyond Masters Degree: administration & supervision certification, human relations, education research, statistics, doctoral seminars, curriculum development, and gifted education.

Background

I have 38 years experience as an Howard County educator including ten years as a social studies teacher, Coordinator of G/T Programs, Director of Elementary Curricular Programs, Director of K-12 Curricular Programs, Assistant Superintendent of Curriculum, Instruction, and Technology and six years as an Executor Director at the Maryland State Department of Education.

Questionnaire

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1
School safety
With rising concern over school safety, should county police officers or sheriff's deputies be assigned to all public schools, along with additional screening methods, such as metal detectors, student pat-downs and clear backpacks?
Glascock: I feel that a comprehensive security assessment should be conducted for each school in Howard County. Based on the results, each school needs to be provided the necessary resources to keep students and staff safe. I support the placement of Community Resource Officers in all high schools and middle schools as needed. Additional security measures need to be implemented according to schools’ specific needs.
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2
Crowding
Is the county school system's program to reduce crowded schools through redistricting an effective method given projected shifts in population growth, housing development plans?
Glascock: Given projected population growth , Howard County Public School System’s program to reduce overcrowding through redistricting is an effective method. Another method to address overcrowding includes modifying the system’s open enrollment policy to allow students the option to transfer from over crowed schools to schools with available seats. However, this method will not fully reduce the number of students in crowed schools.
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3
Budget
Superintendent Michael Martirano has shifted budget priorities and is proposing to eliminate a world language program that's in place at eight (of 41) Howard County elementary schools and his budget might require increasing class sizes, by one student, in several middle and high schools. He would like to increase the number of social workers — at a pace of three per year — to help students struggling with mental health issues. Are these prudent choices?
Glascock: Given the budget deficit and increasing student enrollment, Superintendent Martirano had to make very difficult decisions. Ensuring safe and nurturing schools is a top priority for the school system and community. I strongly advocate for increasing mental health resources to support students emotional well-being.
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4
Health care costs
The system's health fund has been in the red for several years — the deficit projected at $50 million by this summer — and Mr. Martirano has requested one-time funds from the county to start to pay down the deficit. But higher health insurance rates are also in the cards; this is one apparent sticking point in the ongoing union contract talks. How do you believe this problem should be addressed?
Glascock: The school system’s health fund was not fully funded for the operating budget for several years. The HCPSS should examine all possible ways to stabilize the health fund and provide employees with quality health plans. A task force should be created to bring together members of the community, county government, businesses, and non-profit organizations with school system staff and employee associations to study the problem and generate a short and long term plan to address employee health care.
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5
Achievement gap
How would you evaluate HCPS' efforts to reduce achievement gaps between students of different races and backgrounds? Does more need to be done?
Glascock: As a former Assistant Superintendent, I coordinated the development of The Comprehensive Plan for Accelerated School Improvement (CPASI) as a district and school reform initiative designed to accelerate achievement for all students and provide intense focus and support for the schools with the largest student achievement gaps in the district. The CPASI aligned processes and priorities throughout the school system and established clear expectations for all schools. Organizationally, I created the Department of Student, Family, and Community Services to coordinate development and implementation of academic intervention and student services, design and implement a model for family and community outreach in all schools linked to school improvement efforts, and align and integrate delivery systems for student, family, and community support services. To provide schools with instructional resources, I coordinated the development of a K-12 Academic Intervention Plan designed to accelerate student learning. The intervention plan was adopted and funded by the Board of Education. Student achievement gaps were reduced. Within two years, all of the schools in-improvement exited school improvement status as defined by the Maryland State Department of Education. Successful reduction achievement gaps requires a willingness to examine instructional, organizational, professional development, and operational practices for inefficiencies and willingness to engage in honest and open discussion about how to improve them. It requires involvement of school-based staff, central office staff, and parents, families and the community. The key is that everyone accepts responsibility for eliminating the achievement gaps. I feel we need to reignite our commitment to accelerating student achievement.
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6
Foose
Did the school board act appropriately in agreeing to pay former superintendent Renee Foose more than $1.6 million in salary and benefits to persuade her to resign?
Glascock: In order to avoid protracted litigation, I think the school board acted appropriately. To respond to community concerns about the school system leadership, the school board needed to hire an interim superintendent to to begin to positively turnaround the school system.
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7
Martirano
How would you grade Mr. Martirano's performance and his reorganization of the central office?
Glascock: I feel that Dr. Martirano has effectively responded to community needs and began to build trust with the school system parents, families, and school system staff. I support his reorganization in creating community superintendents who are responsible for a cluster of elementary, middle, and high schools. The restructuring provides parents, families, and community members with greater access to senior school system leadership.
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