Nonpartisan and Education-based News for Cambridge
The Spy’s Dave Wheelan and WHCP Community Radio’s Jim Brady continue their monthly check-in with the City of Cambridge’s police chief, Justin Todd. In this segment, Chief Todd talks about the drug overdose challenges in Cambridge, the retention of officers, and how the police use different modes of patrol.
This video is approximately 12 minutes in length.
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Robbie Gill
On the evening of June 18th, a crowd gathered in the gymnasium of the Pauline F. and W. David Robbins Family YMCA in Cambridge for a meeting on a controversial subject. People sweated in the sauna-like conditions of the echoey gym as Robbie Gill, CEO of YMCA of the Chesapeake, presented the results of a market study on the possible future of the Cambridge Y.
“We were working on a plan, as some of you may have heard, to renovate this facility prior to the pandemic and trying to figure out how to build a bigger wellness center,” said Gill, who added that they had wanted to “really try” to make the current facility the best they could.
But then the pandemic hit in 2020, and all the services of the Y were shut down. However, at the same time, they began building a new 52,000-square-foot facility in Chestertown, which opened in January 2022. With a double gymnasium, walking track, warm water pool, and other state-of-the-art offerings, it became very popular and currently has 6,100 members.
“And it was at that point we really paused, and we said, maybe we need to get a better understanding of what Dorchester County needs from a facilities, amenities, and programs standpoint before we try to navigate a building that was built in 1929 to teach kids,” said Gill.
So, they contracted Triangle 2 Solutions for a market study of the Cambridge community to find out what potential Y members would want and need in a facility and which of three locations they would most likely wish to visit. The sites tested were the current facility on Talbot Avenue, a property on the corner of Maple Dam Road and Route 16, and the waterfront area that is intended to become the Cambridge Harbor complex. Gill made sure to reach out to Cambridge Waterfront Development, Inc., which is responsible for the Harbor project, and CWDI was interested in the partnership.
Gill turned the presentation over to Lori Swann and Tom Massey, Triangle2’s CEO and president, respectively. Massey explained that their company, which was founded in 2000, works only with nonprofit organizations, churches, hospitals, boys and girls clubs, and YMCAs, the last of which they’ve conducted more than 250 studies for. Then Swann went through some data slides and explained the results of their Cambridge investigation.
Triangle2 interviewed 814 households that were not already members of the YMCA. While they did conduct a small email survey, the results Swann presented at this meeting were those of only the phone interviews. The majority of the people who participated in the survey, 68%, had lived in the county more than ten years.
Before mentioning anything about the sites, prices, or amenities, Triangle2 asked if the respondents would be interested in joining the Y, and 44% said they were likely to join, while 25% said they were “somewhat likely.” Some said they wouldn’t join because “they were too old.”
“The Y’s a lot more than exercise,” countered Swann. “But this was just community perceptions.”
People who were interested said they would want to use the cardio or strength-training equipment, participate in group exercise, or meet new people. But the most popular facility named was a warm-water pool “with fun features” (61% of respondents).
“Water exercise, exercise classes come in real close behind that,” said Swann, “but everybody wants it all when it comes to aquatics.”
It should be noted that the current Cambridge Y does not have a warm-water pool.
Swann ended her talk by stating that a building at Cambridge Harbor would double the number of people who could be served at the other two sites tested. “I’m not saying they weren’t good sites, but they’re not as good a site as the waterfront site.”
When Gill took over again, he picked up on the theme of the pool, which currently is a lap swimming pool that has no shallow entry and so cannot accommodate children who haven’t yet learned to swim. Also, people with limited movement ability have challenges in accessing the pool.
“These new pools that we build have one or two steps in a very shallow area,” Gill said.
He added that a new, larger facility would allow for a double gymnasium that could have multiple programs and features, including a track where members could walk in the air conditioning on a hot day.
“And so, in essence,” said Gill, “what we want to do is address community need, and there’s no community that’s more deserving of a newer YMCA than this one.”
A sample of the slides shown.
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In a sudden and unexpected move, Dr. Susan Morgan, the vice president of the Dorchester County Board of Education, announced her resignation following a heated board meeting last week. Dr. Morgan, who has been a board member since 2020 and has previously served as its president, cited recent events as the tipping point for her decision.
Dr. Morgan’s resignation email, sent last Friday, came after a contentious board meeting where two significant issues were addressed: criticism from board member Chris Wheedleton and the termination of a contract with VisionQuest for alternative schooling. Dr. Morgan joined me to discuss these events and her reasons for stepping down.
The Criticism from Chris Wheedleton
“Chris Wheedleton’s statement at the meeting was largely vague, but he blamed the board’s leadership, which includes me and President Mike Diaz, for unspecified problems,” Dr. Morgan explained. “He was particularly upset about a school budget vote that took place in his absence.”
Dr. Morgan clarified the circumstances around the emergency meeting where the budget was approved. “It wasn’t a secret. We informed all members, including Mr. Wheedleton, via email and announcement. He even told Mr. Diaz he couldn’t attend because of a new client commitment. Despite being reminded of the meeting’s importance, he assumed it was just a presentation.”
The board’s vote to approve the budget and a new RFP for middle and elementary alternative programs was a necessity, Dr. Morgan emphasized. “The emergency meeting resulted in a three-to-one vote on the budget and the RFPs. One member was firmly against VisionQuest, leading to the decision to accept a different proposal.”
The VisionQuest Contract Termination
“The vote to discontinue the contract with VisionQuest was a primary factor in my decision to resign,” Dr. Morgan stated. “Some members were determined to end this contract despite its success. Seven students graduated this year who wouldn’t have without VisionQuest. Their parents and the students themselves saw value in the program.”
Dr. Morgan expressed frustration that some board members had never visited VisionQuest’s campus or classrooms, relying instead on hearsay. “This program was more cost-effective than previous in-house programs and other private vendors we’ve used.”
Financial Mismanagement
In a prior, unaired interview, Dr. Morgan and President Diaz discussed efforts to control school spending. “The financial habits we found were disastrous. There were no constraints, and the spending was rampant,” she said. “Some budget categories were overspent by millions.”
Challenges from the County Council
“The county council has been a huge roadblock,” Dr. Morgan noted. “They haven’t provided the 1% needed for capital projects, forcing us to use reserve funds and hurting our budget. The board members’ stipend hasn’t increased in over 20 years, despite state mandates.”
Dr. Morgan’s Reflections and Future Plans
Reflecting on her resignation, Dr. Morgan admitted to mixed feelings. “I was elected to represent my district, and it feels bad to step down early. But with three members consistently outvoting us, I saw no value in staying when the atmosphere had become toxic.”
As for her future, Dr. Morgan looks forward to enjoying her retirement. “I’ve been retired for eight years but always had board responsibilities. Now, I’ll travel and truly enjoy my retirement.”
Final Thoughts
Dr. Susan Morgan’s departure marks a significant change for the Dorchester County Board of Education. Her efforts and dedication to improving the school system are appreciated, and she leaves with the best wishes from the community.
This is Jim Brady, WHCP News Director, signing off for Mid-Shore Midday.
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Delmarva Community Services has announced the appointment of Andrew Hollis of Easton as President and CEO of its organization, effective July 1st. Hollis currently serves as Executive Director of Upper Shore Aging.
DCS serves individuals with developmental disabilities, seniors, and individuals living in poverty, and provides childcare and transportation services. In 2022, the organization assisted more than 6,000 residents and employed more than 250 people. This multi-service, non-profit agency is dedicated to helping people who wish to maintain dignity, and an independent lifestyle within their community on the Delmarva Peninsula.
“Andy Hollis joins us at the beginning of a new and exciting chapter for DCS. He will be focused on
supporting existing programs and growing new ones. While leadership change can be challenging, with Andy’s previous experience with the agency, he will acclimate quickly back into DCS. His legacy in human services reflects his passion for helping those in need which is what our agency is all about,” comments William Batson, President, DCS Board of Directors.
For the last 20 years, Hollis has held several key leadership roles in government and nonprofit organizations on the Mid-Shore. He has provided leadership in day-to-day operations, administration, and fiscal, including overseeing multi-million-dollar operating and capital budgets.
“As the incoming President/CEO of Delmarva Community Services, I am excited about the opportunities to assist those in need by building on programs we already have in place. In addition, I look forward to seeing what additional areas of support we can offer to the communities we serve. By strengthening our relationship with community partners, we can help meet the growing needs of our neighbors.
We have an outstanding administrative team led by Keith Adkins, as well as the dedicated agency staff that serve day in and day out. With our full team, we will identify new opportunities of benefit, while remaining a good steward of the government and community resources we receive.”
Hollis previously served as Talbot County Manager, Executive Director of Londonderry Retirement Community of Easton, Inc., and as Town Manager of St. Michaels, Maryland. He holds a Bachelor of Arts Degree with a major in Urban Studies/Urban Planning from the University of Maryland, College Park. Hollis serves on the Talbot County Department of Social Services Advisory Board, Responsible Fathers Initiative, and St. Mark’s Housing Ministry, and volunteers at the St. Vincent de Paul food pantry. He resides in Easton with his wife Karen.
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The June 4th session of the Cambridge Planning and Zoning Commission featured a presentation by Chase Powell of Green Street Housing. He talked about the proposed redevelopment of 505-509 Race Street—which includes the dilapidated Hearn Building—into a new mixed-use property.
Their proposal is that the ground floor would be commercial with a few residential units in the back while the rest would be residential. In this 14-minute video, Powell presents the plan’s particulars, including their intention to raze the venerable Hearn Building. Ultimately, Commissioner William Craig stated that the ground-floor residential portion would not comply with city code, and the Green Street reps promised to rework the plan before representing at a later date.
This video is approximately 12 minutes in length.
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Two weeks ago, the Spy took note of Easton Town Council President Frank Gunsallus’s proposal to forbid the use of town funds to support organizations or causes he considered ideological.
Last night, there was a significant follow-up to the Gunsallus proposal and his intentions regarding such a legislative act. With a packed meeting chamber, the Town Council heard from many residents who took issue with the council president’s comments from the May meeting and his example of the use of town banners displaying the LGBTQ pride flag. Other community members supported the measure. In addition, council members took turns expressing their responses to those who spoke.
Community Voices
Easton Town Councilmembers response
These video segments are 24 minutes and 13 minutes in length
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Maryland public school students are approaching their summer vacations, but some school officials won’t get the same break, as they continue plugging away on the state’s huge education reform plan.
School officials from the state’s 24 districts filed updated documents last month detailing their progress on, and problems with, the Blueprint for Maryland’s Future.
The latest filings are a follow-up to brief March reports, of a dozen pages or fewer, in which school officials responded to at least five questions and prompts from the state on the top challenges they are facing implementing the Blueprint. Those documents and the ones filed last month are on the website of the Blueprint’s Accountability and Implementation Board (AIB).
School officials in the latest reports cited progress, but they also said they still face challenges that range from funding, to meeting diversity goals and implementing full-day prekindergarten, among others.
Many were like Harford County Superintendent Sean Bulson, a Blueprint supporter who acknowledges challenges.
In a recent interview, Bulson said the Blueprint has helped his district in several areas such as higher pre-K enrollment, youth apprenticeships and high school students taking courses at a community college, a program called dual enrollment.
But while schools receive state funding and additional resources as part of the Blueprint, Bulson and other school and county leaders have expressed concerns over a need for funding and a lack of flexibility in implementation of the plan.
For instance, Bulson said certain funding requirements could cause cuts to specialty programs and elective courses such as art and physical education.
He said one bright spot, however, has been collaboration with the Maryland State Department of Education (MSDE), particularly Superintendent Carey Wright.
“In the last few months, we’ve seen that begin for the first time. I’m very encouraged by Dr. Wright’s work,” Bulson said. “But they [state officials] have to stay on track with that because we can do great things with this Blueprint.”
Wright said in a recent interview that she held a four-day meeting to review all 24 school district Blueprint documents, along with state education officials, local school leaders and officials with the AIB, the independent unit that oversees and approves all Blueprint plans.
The reports from each school district are based on the Blueprint’s five priorities: early childhood education, hiring and retaining high-quality and diverse teachers, preparing students for college and technical careers, providing additional resources for students in need and governance and accountability.
Wright said her staff will compile data and other information into one document including some of the challenges cited by local schools and present that report to the state Board of Education. In addition, she said state officials will provide feedback to school officials.
“It informs us if is there something else we could be doing to help facilitate that implementation. That gives us a better idea of what’s happening across the state,” Wright said.
“I think that everybody is invested in the Blueprint. I think that everybody’s trying to do the very, very best that they can to help children learn,” she said.
The Mid-Shore
“CCPS (Caroline County Public Schools) has 7 out of 22 instructional assistant positions that meet the Blueprint requirement based on their associate degree or higher. There are 6 out of 22 instructional assistants enrolled in the CDA (Child Development Associate) cohort. These assistants should earn the endorsement by the end of the 23-24 school year. Overall, CCPS continues to face the barrier of finding certified staff or current staff that are willing and want to pursue a higher degree or CDA credential. CCPS mitigates challenges by attending more recruitment events at institutes of higher education including additional states.”
“We did see an increase of 3.04% in our minority professional staff. We increased our recruitment fairs to include areas as far as Mississippi. Our strategy to include a more diverse group of recruiters has paid off as we have been able to offer on-the-spot interviews and contracts for the first time. Our number of conditional teachers has decreased from 60 to 46. This is due to an aggressive approach towards meeting twice a year with these staff to monitor their efforts’ progress towards certification and/or licensure. As we acquire certified teachers, these conditional positions will be replaced, especially ones that are not making progress towards their certification.”
“KCPS (Kent County Public Schools) is committed not only to minimizing the disparity between students and teachers of diverse backgrounds but also to ensuring that school leaders represent the diversity of the student body. The MSDE data file demonstrates that over the last three years, the percentage of Black school administrators increased by 9.7% while the percentage of Hispanic school administrators decreased by 12.5%. The percentage of white school administrators has remained fairly constant, increasing by 2.8% over the past three years. Through its partnership with BSU (Bowie State University), 14 KCPS staff members are pursuing their doctorate degree in Educational Leadership through the BSU doctoral cohort.”
“QACPS (Queen Anne’s County Public Schools) offers opportunities for the private partner to participate in all professional development offered by the district. However, attending the professional development is challenging for private providers as they do not have extra staff available to cover the care of children while they attend. The strategies to be continued in School Year 2024-2025 in order to increase the number of private partners to reach the Blueprint expectation include private providers will be invited to observe a pre-k classroom(s) to view how instruction is delivered and how the classrooms are physically arranged to support the Accreditation Standards.”
“For FY 2025, the most significant challenge we face in implementing the necessary pay increase is a small per-pupil increase coupled with declining enrollment, which will reduce our FY 2025 Foundation Aid funding by $11,981. Thus, we do not project having additional Blueprint funding to pay for the mandated Blueprint salary increases. This coincides with the fiscal cliff (loss of COVID relief funding) which has supported many needs, including technology and coaching/mental health positions, that are now competing for resources in our FY 2025 budget along with the unfunded salary increase.”
Maryland
“The latest New Permanent Staff Data shows no progression in diversifying leadership roles, with 98% of new staff members for the 2023-2024 school year being white, marking an increase compared to the previous two years. ACPS (Allegany County Public Schools) intends to reverse this trend by increasing marketing efforts, collaborating with organizations such as DIVERSITY in Ed, and maintaining strong partnerships with institutions of higher education such as Frostburg State University. Despite having the aforementioned strategies in place, ACPS must also consider the potential impact and resulting challenges that the Career Ladder could pose on the system’s ability to recruit and retain aspiring leaders.”
“We have seen an increase in the total number of applicants applying to positions in our county from 12,206 in the 2022-2023 hiring season to 13,744 in 2023-2024. AACPS (Anne Arundel County Public Schools) continues to use numerous strategies to recruit educators that reflect the diversity of our student population. AACPS recruiters completed 70 recruitment trips this hiring session, 20% of which were diversity-focused events at:
“Providing specialized services and supports to students with disabilities is an area where historic inequities and underfunding have acutely impacted City Schools. While the Blueprint is bringing much needed increases in dedicated funding for special education, we will not reach full funding until 2033, and costs will continue to far exceed dedicated revenue for many years. Projected special education costs for FY25 (fiscal year) to provide City Schools’ students with disabilities with all the services to which they are entitled and deserve are around $300 million, while dedicated funding is expected to be only about $125 million.”
“Teacher certifications at the elementary level do not typically require training in mathematics. This creates significant challenges for teachers (particularly in the intermediate Grades 3–5) as they plan for and execute mathematically sound lessons grounded in the rigor of the content and practice standards. To address, BCPS (Baltimore County Public Schools) plans to include a focus around Common Core domain specific capacity building of school-based math teams through intentional Professional Learning Communities; implementation of an ongoing strand of professional learning around content development for targeted standards, the Major Work of the Grade & Required Fluency standards for Grades 3, 4, and 5.”
“As the Career Ladder is finalized and we define the characteristics (e.g., roles, responsibilities, and key attributes) of leaders across the system (including teachers), current and to-be-developed professional learning opportunities will support professionals to move through the teacher and leadership levels. Leadership development begins with hiring and recruitment (as described in the question); however, our focus is on building leaders within our system – to build an internal pipeline of leaders – rather than relying on recruitment of leaders from outside. Our strategies … include partnering with IHEs (Institutes of Higher Education), professional learning through a Next Level Leadership Academy, mentoring and leadership development, and leveraging the career ladder leadership tracks.”
“While there has been growth in the percentage of CCPS (Carroll County Public Schools) minority teachers since 2018, a drop from October 2022 to October 2023 (4.9% to 3.4%) was reported in the October 2023 MSDE Professional Staff by Assignment, Race/Ethnicity and Gender report. The hiring of minority teachers continues to be extremely competitive due to the shortage of certificated applicants in Maryland and across the United States. All applicants for CCPS teaching positions must first and foremost provide documentation that they are eligible for Maryland teacher certification to move forward in the hiring process.”
“Funding is a concern as we have only one elementary coach for our 17 schools and zero secondary coaches or specialists to facilitate PD (professional development). Overall, there is still no formal way for CCPS (Cecil County Public Schools) to assess a teacher’s training needs. In the 2024-2025 school year, CCPS will implement a new platform to capture professional learning opportunities. One solution for the 2024-2025 school year is to repurpose our current ‘lead teachers’ to provide PD once per month at the secondary level. The PD will be on techniques for analyzing student work in a manner that leads to better use of real-time formative data to guide instruction.”
“With the Southern Maryland Summit: Teacher Preparation Pipeline held less than a week prior to the deadline of the May 2024 Blueprint submission, CCPS (Charles County Public Schools) has already started its planning to help address the teacher shortage in the district. CCPS is also looking into pathways for educators to become licensed through new pathways established by MSDE including approved alternative programs and in-district training. CCPS is also working with Calvert and St. Mary’s to create these programs together, recognizing that the collective work of the three districts could result in sustainable change and supports leading to less workforce shortages.”
“Another ongoing challenge is refining eligibility for accessing the DE (dual enrollment) pathway, as there is currently an incongruence in what FCC (Frederick Community College) requires and the state CCR (college and career readiness) standard. As it currently stands, some students can be eligible for credit-bearing courses at FCC without having met the CCR standard (e.g., course grades in English or math). While FCPS intends to continue allowing access to as many students as possible, funding restraints require a closer examination of when students are able to take advantage of dual enrollment opportunities.”
“GCPS (Garrett County Public Schools) places high value on ensuring a quality administrative workforce. To meet the minimum teaching salary of $60,000 on July 1, 2026, GCPS has committed to providing a 15% increase in salary for teachers over the next three years. The GCPS Board of Education made this same commitment for the administrator unit. This is a substantial local investment that elevates the importance of quality administrators. GCPS feels that this investment will allow GCPS to remain competitive locally and ensure quality candidate pools for administrative positions.”
“HCPS (Harford County Public Schools) has a two-year plan to transition all half-day Pre-K programs to full day by 2025-2026. The Early Childhood Office worked with Facilities to assess space in each elementary school. Five of eleven half-day programs have already become full day without reducing student numbers, doubling classroom spaces. Three more programs will expand in 2024-2025, and the final three by 2025-2026. Initial funding comes from the FY 2024 local Capital Improvement Programs (CIP). Projects include adding bathrooms, modifying playgrounds, and using temporary learning cottages (portable classrooms). Schools facing space challenges are evaluating adjacent sites for expansion.”
“HCPSS (Howard County Public School System) Teacher Academy of Maryland (TAM) educators are in the process of being trained to implement Child Development Associate (CDA) course offerings. HCPSS has added CDA as an alternate pathway within the TAM Program of Study and it will be offered starting with SY24-25. This pathway increases the early education pipeline for future educators who may wish to work as paraprofessionals in public and private Pre-K programs. Current HCPSS paraprofessionals who wish to pursue an AA (Associate in Arts) are eligible for reimbursement of up to 24 credits at higher education institutions, including Howard Community College.”
“Some challenges MCPS (Montgomery County Public Schools) continues to face in serving children with disabilities include:
MCPS is committed to providing professional learning and job-embedded coaching to support staff in serving our students receiving special education services. Two curriculum coaches use a support model that provides group and individual coaching for new teachers. In addition, MCPS convenes a new special educator professional learning community, quarterly, to provide additional professional learning on topics related to implementation of specially designed instruction.”
“An insufficient pool of qualified teachers, specifically Hispanic/Latino teacher candidates, continues to be a challenge for PGCPS (Prince George’s County Public Schools). Based on the PGCPS Blueprint Implementation Plan submission in March 2023, below are adjustments made to a few of the district’s current strategies to mitigate challenges and to ensure continued progress:
“One of the major challenges SMCPS (St. Mary’s County Public Schools) has faced is the change of guidance provided by MSDE regarding the requirements of the comprehensive literacy plan. Two committee meetings were canceled as SMCPS waited for MSDE to provide feedback and share the rubric that would be used to evaluate our district’s plan. While the guidance has helped us clarify our mission and goals in writing the comprehensive literacy plan, the delay/timing of the new requirements caused frustration amongst committee members and district staff. It also increased the scope of the project and will require more time than originally planned. To mitigate this challenge, our timeline for completing the comprehensive plan has been adjusted.”
“For the past two years we have been unsuccessful in hiring an intervention teacher at one of the high schools and at the middle school. Beyond financial and scheduling difficulties, the underlying issue is the lack of teachers with the mathematical and pedagogical knowledge to teach math. Without someone skilled and knowledgeable in mathematics, the student can become even more confused. This has been a challenge in providing intervention for students who are struggling. This year at the high school, which does not have an intervention teacher, teachers in 8th grade, Algebra 1, Geometry, and Algebra 2 have been trying to incorporate intervention within their courses, which has not been very successful …”
“For FY 2025, the most significant challenge we face in implementing the necessary pay increase is a small per-pupil increase coupled with declining enrollment, which will reduce our FY 2025 Foundation Aid funding by $11,981. Thus, we do not project having additional Blueprint funding to pay for the mandated Blueprint salary increases. This coincides with the fiscal cliff (loss of COVID relief funding) which has supported many needs, including technology and coaching/mental health positions, that are now competing for resources in our FY 2025 budget along with the unfunded salary increase.”
“WCPS (Washington County Public Schools) and Hagerstown Community College (HCC) have developed a robust partnership focused on enhancing dual enrollment opportunities for students. Challenges within the partnership include addressing the needs of students who are not CCR, inconsistent messaging, and lack of established protocols. For example, systems lack guidelines on integrating students who do not meet the MCAP (Maryland Comprehensive Assessment Program) or 3.0 GPA criteria into the dual enrollment program. To tackle these issues, WCPS has instituted an MTSS (multi-tiered system of support) support plan for students who are not CCR. To improve timely communication between stakeholders, WCPS and HCC are creating parent/student handbooks and adding additional information to both websites to ensure clarity and accessibility.”
“The expansion of transportation options represents a significant step forward in enhancing student access to Career and Technical Education (CTE) programs, particularly those not available at all comprehensive high schools. Notably, efforts will focus on facilitating access to programs like Interactive Media Production, currently offered at only one school site. However, amidst this progress, a notable obstacle arises: the need to develop systems to support students who are not currently enrolled in CTE programs in accessing apprenticeship opportunities. This challenge will be addressed through collaboration with school-based career coaches, who play a pivotal role in guiding students towards career pathways.”
“WCPS (Worcester County Public Schools) still faces challenges in forming a highly collaborative relationship with local childcare providers, due to low participation in professional development programs. Although WCPS has positive two-way communication practices in place, professional development opportunities offered by the public school are still not within reach for childcare partners. WCPS continues to offer training related to shared curriculum on weekends, evenings, and even independently paced, but lack high participation levels from childcare providers. To address this challenge, the Early Childhood Coordinator (ECC) is designing a survey to identify barriers to attendance, with results intended to inform future training opportunities. This survey will be distributed by the end of FY24, and the data obtained will be used to plan FY25 opportunities.”
BY: WILLIAM J. FORD
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Maryland has about 70 dentists per 100,000 residents, according data from the Centers for Disease Control and Prevention in 2020, but that doesn’t mean that they are equally distributed across the state.
State health officials and dental health advocates say that Baltimore and parts of the Eastern Shore and Western Maryland not only lack dentists, but have other barriers that make it difficult for residents to keep up with their oral health.
The Maryland Department of Health aims to change that with a new program urging dental students to launch their careers in areas with dental health care shortages.
The Pathways to Bright Futures program, which launched Wednesday, will educate those students about the dentistry profession in hopes of easing shortage in targeted areas.
Dr. Nilesh Kalyanaraman, the health department’s deputy secretary for public health services said Wednesday that fixing the workforce shortage “won’t be easy and is not going to happen overnight,” but improving access to dental services will help improve overall health equity in Maryland.
“When I think about our vision for health equity in Maryland, I see everyone in our state having a fair and just opportunity to be as healthy as possible. It’s going to take hard work … to ensure that health equity includes healthy mouths, teeth and gums for all Marylanders,” he said.
Dr. Debony Hughes, director of the department’s Office of Oral Health, said that many areas in Western Maryland, the Eastern Shore and Baltimore have fewer than 20 dentists per 100,000 residents, well below the national average of 61 dentists per 100,000 residents.
“This program is a collaborative effort to work with students and foster their interests in the oral health field and provide support to those who know they want to practice in the profession,” Hughes said Wednesday during the program kickoff at the Dr. Samuel D. Harris National Museum of Dentistry in Baltimore
Pathways to Bright Futures is funded by a grant to the state from the federal Health Resources and Service Administration. At Wednesday’s event, six dental health students were awarded funds to help pay their dental school tuition.Each of the students plan to practice dentistry in one of the state’s dental shortage areas.
“Cavities in children and adults, and gum disease especially in adults, are among the most prevalent chronic diseases in the United States,” Kalyanaraman said. “The main reason why oral disease is so prevalent is that far too many Marylanders experience barriers to preventative and essential dental care.”
He noted that when Maryland dentists set up their practice, they tend to gather in “more populated and higher income areas, creating significant gaps in access to dental care across other regions of the state.”
“This shortage creates an uneven distribution of dental professionals across the state, which leads to decreased access to dental care, especially in already underserved communities,” Kalyanaraman said.
Dr. George Shepley, a general dentist in Baltimore since 1978 who previously served as president of the American Dental Association, said dental care can help identify other health needs.
“They’re connected. Totally. Especially with things like diabetes and cardiac disease,” Shepley said Wednesday. “And in the world of dentistry, you’ll get insight into well-being overall. You’ll help diagnose other conditions and empower people to really take responsibility for their lives.”
Mary Backley, CEO of the Maryland Dental Action Coalition, said there are a multitude of logistical and economic barriers that can make it challenging for some Marylanders to get to a dental appointment.
Besides a lack of equal access to the state’s 4,300 registered dentists, another issue in dentist shortage areas is transportation, particularly for the more rural communities in Western Maryland and on the Eastern Shore.
“The biggest barriers, rural-wise, is the distance … It can take miles and miles and miles to get to a provider,” Backley said after Wednesday’s event.
Baltimore residents are more likely to be face a long waitlist to get a dental appointment, according to Backley. And both rural and city residents may struggle to afford child care or take time off work to go to the dentist in the first place.
There are also financial hurdles that make it harder for families to afford a trip to the dentist.
As of January 2023, Medicaid in Maryland began to cover certain dental services for adults. And the General Assembly this year passed legislation to study the feasibility of including full and partial dentures under Medicaid coverage. Gov. Wes Moore (D) signed the bill in May.
The state Medicaid expansions can help many low-income families receive dental health care, so long as they have access to a provider that accepts Medicaid. Not all dentists in Maryland do.
Backley hopes that the Pathways to Bright Futures program will encourage more young people to look to dentistry as a career path and help fill in some of the coverage gaps in the state.
On the bright side, Backley said that residents and Maryland health officials are taking dental health care seriously.
“It’s been incremental, but each year there has been progress,” she said. “People understand the importance of oral health. And the importance of oral health to overall health.”
by Danielle J. Brown
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Richard Zeidman
The ongoing dispute between the City of Cambridge and Cambridge Waterfront Development Incorporated (CWDI) took a significant turn recently. Yesterday, Richard Zeidman, a CWDI board member whom the city had insisted should resign, stepped down from his position.
Equally noteworthy is that both parties have agreed to submit their issues to arbitration. This decision was confirmed after a CWDI meeting, where Cambridge Mayor Stephen Rideout provided WHCP with an update on the situation.
“We are going to be going into mediation to address all of these issues,” Mayor Rideout stated. He emphasized the importance of including the change in the articles of incorporation in the mediation to resolve all matters of controversy simultaneously.
When asked about the sudden move towards mediation, Mayor Rideout mentioned that the lawyers suggested it, and he agreed, recognizing the necessity of mediation to resolve the ongoing issues.
Mayor Rideout, a retired judge, expressed cautious optimism about the mediation process. He believes that resolving these issues is crucial for the betterment of Cambridge, anticipating that the development will benefit the city and its citizens.
The mediator, a retired judge with expertise in real estate, has been identified and is trusted by both CWDI’s and the city’s legal counsel.
As a result of these developments, the city’s plans to modify the charter that established CWD I have been put on hold. Both parties will request the judge overseeing the lawsuits and counter-lawsuits to stay those proceedings as they move into arbitration.
This agreement marks a pivotal step towards resolving the long-standing dispute, with hopes that it will lead to a positive outcome for the future development of Cambridge’s waterfront.
The Spy Newspapers may periodically employ the assistance of artificial intelligence (AI) to enhance the clarity and accuracy of our content.
Maryland Democrats appeared to make history Tuesday by nominating a Black woman to be their standard-bearer in the U.S. Senate race against Republican former Gov. Larry Hogan in November.
With 97% of precincts reporting, Prince George’s County Executive Angela Alsobrooks had 54% of the vote to 42% for Rep. David Trone (D-6th), ending a bitter campaign and the most expensive Senate primary in state history.
Alsobrooks will face off against Hogan in November, a rare Senate general election of consequence in Maryland. In unofficial returns, the former governor defeated his closest opponent, former state delegate and frequent candidate Robin Ficker, 62% to 30%. The GOP primary was called for Hogan less than an hour after polls closed.
Hogan and Alsobrooks will battle for the right to replace three-term Sen. Ben Cardin (D), who is stepping down after a 58-year career in politics.
Democrats expected that holding the seat would be easy; Republicans last won a Maryland Senate election in 1980. But Hogan’s entry in the race — on Feb. 9, the candidate filing deadline — transformed the state’s general election political landscape, and made electability in November a major part of Trone’s and Alsobrooks’ pitches to Democratic voters.
The Democratic Senatorial Campaign Committee wasted no time, announcing a campaign Tuesday night targeting Hogan as a “lifelong Republican” whose election could give control of the Senate to the GOP. The lifelong Republican phrase was echoed by Alsobrooks during her victory speech, in which she said a Hogan victory could give Republicans the majority they need in the Senate to pass national abortion restrictions and appoint anti-choice judges.
And Hogan wasted no time making his pitch to Democrats and independent voters. Standing on a stage at the Crowne Plaza Hotel in Annapolis, Hogan appealed to the coalition that helped him win two elections in a state where registered Democrats hold a roughly 2-1 advantage.
“To my Democratic and independent friends tonight, you know me. You know my proven track record of reaching across the aisle to find common ground for the common good,” Hogan said. “You know that I’m not going to be just one more Capitol Hill Republican.
“You know that I have the courage to put people over politics and to put country over party,” he said. “And you know that I will stand up to the current president, the former president, to the Democratic Party or the Republican Party.”
Hogan is sure to face an onslaught of attacks from Democrats in a year when both abortion and Donald Trump are on the November ballot, along with control of the Senate.
In the Democratic campaign, Alsobrooks rode the strength of support from the party establishment to her victory over Trone’s millions of self-funded campaign spending.
“Money can’t buy love,” Lt. Gov. Aruna Miller (D) told an enthusiastic crowd of Alsobrooks supporters at an election night watch party at Martin’s Crosswinds in Greenbelt.
The Maryland Senate race is already the most expensive election in the state’s history, shaped mainly by Trone’s ability to self-fund his campaign almost without limitation. Trone has spent at least $61.77 million of his own money on the race, according to campaign finance records.
Alsobrooks raised a healthy $7.8 million, helped in the last 10 days of the campaign by a $2.5 million ad buy from Women Vote, a political action committee affiliated with EMILY’s List. But it was no match for Trone’s unusual financial advantage. Trone was on the airwaves months earlier than Alsobrooks, and was able to target his message — on TV and radio, in digital ads and in slick campaign mailers — to distinct segments of the Democratic electorate.
But Trone’s enormous cash advantage was not enough. While the crowd at Trone’s election night party at the Baltimore Museum of Industry was buzzing after polls closed, things started to quiet down around 10 p.m. as returns began to break in Alsobrooks’ favor. By 10:45, Trone was delivering a quick concession speech, in which he told his supporters to “come together as a party” and back Alsobrooks, without mentioning her by name.
“I called my opponent. We had a chat. I conceded and I wished her best of luck. Offered our support,” Trone said. “And I need all of you to come together to support the Democratic Party so we can hold the U.S. Senate.”
He left without taking questions after his three-minute speech.
Alsobrooks said she spoke to Trone and “we are united in our focus to keep the Senate blue and I am grateful to have his support.”
Experts say she will need it: Despite a nearly 2-to-1 Democratic voter registration advantage in Maryland, Alsobrooks will again bank on the support of the Democratic establishment to beat Hogan, who was twice elected to statewide office.
U.S. Rep. David Trone (D) concedes to Prince George’s County Executive Angela Alsobrooks (D) as the Democratic nominee for U.S. Senate on May 14, 2024. Photo by Danielle J. Brown.Todd Eberly, a political science professor at St. Mary’s College of Maryland, said Tuesday afternoon that Hogan won two terms as governor by picking up Democratic votes, and he had a message for Democrats who supported Trone.
“They’ve got a choice: Either reunify and do it sincerely, or look to Maryland perhaps deciding control of the Senate for Republicans by electing Larry Hogan,” Eberly said. “I mean, the price of not unifying is pretty darn high.”
Rep. Steny Hoyer (D-5th), who easily won his primary for reelection Tuesday, said either Trone or Alsobrooks could beat Hogan, but “Angela was the strongest candidate we could run to hold this seat. The people today said about her being the strong candidate, they said ‘Amen. Amen. Amen.’”
Outside the polling place at Dr. Henry A. Wise Jr. High School in Upper Marlboro, where Alsobrooks began her day, Brandi Petway said one of the reasons she voted for the county executive was the looming fight over abortion rights.
“What better person to speak on women’s issues than a woman?” asked Petway, a human resources worker for Giant Food in Jessup. “She’s a strong woman. She has a very strong personality and is not afraid to speak out on the issues that we all feel strongly about.”
Hogan is sure to face questions about access to abortion in a year when Maryland voters will be asked to approve a constitutional amendment guaranteeing a woman’s right to the procedure. There is also concern that Republican control of the House and Senate could lead to a national law limiting access.
Hogan, a lifelong Republican, has repeatedly repudiated former President Donald Trump, the presumed 2024 Republican nominee. But he’s also said he would caucus with his own party if elected.
A Catholic, Hogan has said he personally opposes abortion but won the governor’s office twice, deftly avoiding the topic, saying it was settled law and that he would not try to change the state’s abortion laws passed more than 30 years ago.
But he also vetoed legislation that would have expanded abortion provider training. When that veto was overridden, he withheld $3.5 million in state funding for the training. Gov. Wes Moore (D) released the money as one of his first acts after being sworn in.
Hogan took on the issue Tuesday night.
“Let me once again, set the record straight tonight, for the women of Maryland, you have my word that I will continue to protect your right to make your own reproductive health decisions,” he said.
Hogan’s victory in a seven-candidate primary field was not unexpected. During the campaign, Hogan all but ignored his six opponents, including Ficker, who put more than $4 million of his own money into the race.
Ficker, whose loss Tuesday was his 22nd failed campaign, had emphasized his support of Trump while Hogan focused on emphasizing his own brand of Republican politics.
Hogan reached out repeatedly to the more than 113,000 Republicans who requested mail-in ballots. In videos and social media messages, Hogan encouraged those voters to return their ballots before the polls closed Tuesday. Eberly, the political science professor, said that ran counter to Trump’s insistence in 2020 “on the nonsense that mail-in voting can’t be trusted.”
“As a result, MAGA voters tend to vote on Election Day. Well, Larry Hogan isn’t looking for their vote. Larry Hogan is looking for the moderate, mainstream Republican people who don’t spend their days sort of lost in conspiracy theories about voter fraud and what have you,” Eberly said.
A senior Hogan campaign official downplayed the idea that they were seeking to appeal to an anti-Trump wing of the party with vote-by-mail appeals, saying mail-in voters are more likely to return their ballots and represent more of “a captive audience.”
“I feel pretty confident that we’re going to do just fine with early voting and on Election Day voting,” the campaign official told reporters.
Meanwhile, Yvette Lewis, former Maryland Democratic Party chair and an Alsobrooks supporter, said Democrats with hurt feelings need to “pick up the phone tomorrow morning and start making calls and mending fences. That’s what I always did the day after the election,” she said shortly after the polls closed Tuesday night.
“The ultimate thing for us to do is to win in November,” Lewis said. “This [primary] was a battle. This wasn’t the war. The war is coming.”
By Danielle J. Brown, William J. Ford Bryan P. Sears, and Josh Kurtz
The Spy Newspapers may periodically employ the assistance of artificial intelligence (AI) to enhance the clarity and accuracy of our content.
