Disclaimer: This letter only represents Dr. Chao Wu’s personal opinion. It does not represent River Hill Board of Directors nor Columbia Association’s Board.  The Columbia Association’s (CA) Board of Directors approved its Strategic Plan in May 2014. The plan has a five-year horizon and is used to help guide the organization’s operational and resource allocation decision-making to ensure that actions and investments are in alignment with CA’s vision, mission, values, goals and objectives. This plan was created by CA board members, CA staff and community stakeholders before I joined the CA board and is structured around five goals. Annually, CA staff prepares a report outlining the organization’s achievements in meeting these goals. Below are some highlights from the FY18 Progress Report (May 2017 – April 2018).  Goal 1: “Deliver programs and services that meet stakeholders’ expectations and enhance the quality of life in Columbia.”  CA initiated a variety of changes at the fitness clubs based on customer feedback gained through the Clarabridge survey data system, CA’s member experience management system. The personal training program partnered with School Age Services to provide fitness programming in before and aftercare programs at Columbia schools. CA introduced programs to expand tennis offerings, including Tennis Whizz for three-and four-year olds with a guardian; Play Tennis Fast for new adult players; indoor Pickleball league play; and daytime tennis leagues for players who work in the evening or at night. The International Exchange and Multicultural Programs division hosted an Intracultural Conversation on Aging with the Korean Senior Association and Columbia Community Exchange participants.  Goal 2: “Maintain and enhance Columbia’s facilities, open spaces, connectivity and environmental stewardship.”  By the end of FY 18, CA had reduced its energy use intensity by 20 percent relative to FY12. CA in coordination with Ecotine was awarded a State Highway Administration (SHA) grant for a stream restoration project that will restore one-and-a quarter miles of stream that runs from Cedar Lane Park, through Wilde Lake, to Lake Kittamaqundi. CA continued to improve its pathway system with repaving and pathway widenings. Directional signs for Kendall Ridge (19 signs) and for the Lake Elkhorn to Hopewell Pool pathway (seven signs) were designed and produced.  CA completed construction of the Long Reach Indoor Tennis Facility to address the need for cutting-edge, indoor tennis courts.  Goal 3: “Develop and communicate a shared community vision for Columbia, and advance the vision through advocacy, partnerships and alignment of CA programs and services.”  In conjunction with many community partners, CA implemented the Columbia 50th Birthday celebration and events. The celebration goals were met: generate awareness of Columbia’s history and values, serve as a catalyst for imagination and innovation in creating community, and promote the original values of Columbia in addressing the needs of people  Goal 4: “Strengthen communication and community engagement in CA.”  Sports and Fitness held three open houses to invite the public into our facilities to experience what we have to offer. Over 900 non-member guests participated. ?The CA Camps webpage was updated to make it easier for the community to learn about camp program offerings and sign-up. CA established a New Climate Change and Sustainability Advisory Committee.  Goal 5: “Demonstrate the practices of a high-performing and responsive organization.”  CA established an internal Business/Technology Steering Committee to advise CA’s President and provide leadership in strategic business/technology planning, project prioritization/management, and project approval as well as direction on long-term technology strategies for CA. The Learning and Organizational Development Division introduced and taught a new Management Essentials Course designed to improve the management skills of our CA Team Leaders. School Age Services implemented online registration and had appointments for participants to turn in their paperwork for the 2017/2018 school year. Sports and Fitness implemented a new online reservation system at Hobbit’s Glen called Golf Genius and introduced live scoring for tournaments. Sports and Fitness also introduced an online coaching and communication platform in tennis called Tenicity, which links the player, coach and parent as part of player development for competitive juniors in the program. CA additionally launched PlaySight Smart Court Pro Technology at Long Reach Tennis Club, which can call lines, the score as well as be used for coaching.  In FY18 CA accomplished its strategic goals in many additional ways. To view the entire Progress Report, visit https://www.columbiaassociation.org/about-us/strategic-plan/ or visit my website. I look forward to hearing your feedback on CA’s strategic goals and the implementation of the plan.

BACKGROUND: Several Howard County Public Schools are outside of the target utilization range (90 percent – 110 percent) as defined by Policy 6010 School Attendance Areas. Specifically, Howard HS, Centennial HS, Long Reach HS, Mt Hebron HS and Hammond HS are projected to be above 110 percent capacity utilization, excluding relocatables, within the next five years of the projection. Long Reach HS is expected to receive relief from the JumpStart program to lower the capacity utilization below 110 percent in SY 2018-19. The Board of Education voted on June 7, 2018 to direct the Superintendent to provide comprehensive options in order to relieve crowding, specifically at the high school level and attendance areas for HS #13. EXISTING OPPORTUNITIES: Jumpstart program As of this date, approximately 500 students, including 260 out-of-district students from Centennial HS, Long Reach HS and Howard HS, have enrolled in JumpStart at River Hill HS or Oakland Mills HS. It is anticipated that trailing siblings will take advantage of JumpStart as well. Based on historic trends, 12 to 14 percent of the student population at Centennial HS, Long Reach HS and Howard HS are out of their home school during some portion of the day to attend Applications Research Laboratory (ARL) or Howard Community College (HCC), or to participate in work-study, internships or other off-campus obligations. In SY 2019-20, we estimate 13 to 24 percent of students at Centennial HS, Long Reach HS and Howard HS will take advantage of either JumpStart or other the existing off-campus programmatic offerings. relocatable classrooms As of this writing, HCPSS employs 229 relocatable classroom spaces, in one, five or nine classroom units. This count includes relocatables used for Howard County Recreation and Parks. Including relocatable classrooms, all elementary, middle and high schools are projected to be under 110 percent capacity utilization. ADDITIONAL OPPORTUNITIES: BOUNDARY ADJUSTMENTS As demonstrated in the summer 2017 boundary review process, to access available capacity, changing boundaries in the central part of the county is likely. OPEN ENROLLMENT:    1. This option is not associated with enrollment in JumpStart or any other regional program. 2. The proposed sending schools are Centennial HS, Howard HS, Long Reach HS, and Mt. Hebron HS. 3. The proposed receiving schools are Glenelg HS, Marriotts Ridge HS and Oakland Mills HS. 4. Because of the JumpStart out of district students and anticipated trailing siblings, River Hill HS is not a viable option to receive more students in this open enrollment scenario. RISING NINTH GRADE CLASS(ES) 1. The following two ideas focus on providing relief to Howard HS, but can apply to Centennial HS as well. They vary slightly, but both options offer the school relief of approximately 25 percent of the student population. This option would end with the opening of New HS #13 in SY 202324. 2. Either of these options could start in SY 2019-2020 with the rising ninth grade class (those students completing eighth grade in SY 2018-2019). Reassignment of the rising ninth grade class provides immediate relief, is not voluntary, uses existing capacity and incurs no capital costs. 3. There is a temporary reassignment of rising ninth graders and permanent reassignment of rising ninth graders. NINTH GRADER ACADEMY 1. The model’s key features include clustering of instructional staff into a 9th grade team, provision of additional mental health supports, and, physically separating the 9th grade student cohort to facilitate feelings of a supportive 9th grade community. 2. In order to facilitate a ninth grade academy, a new capital project is required. The capital project involves use of the Faulkner Ridge building.   The estimated project capital cost is $34 million, with annual operating costs estimates for transportation and maintenance about $600,000 and $235,000.

Dr. Chao Wu’s Reply to HCEA August 2018 Howard County Education Association (HCEA) asked each BOE candidate to send them a letter focusing on past advocacy, top three issues and campaign plan for the endorsement. Here is my answer. I cut it under 200 words at the end. I strongly urge HCEA to endorse my campaign based on my past advocacy, education priorities and campaign plan. PAST ADVOCACY I have been a strong advocate within HCPSS long before running for the school board. I served on the BOE Operating Budget Review Committee (OBRC) in 2016. I have testified on multiple issues including the school calendar, later school starting times, school redistricting, bus transportation, and high school curricular setup since 2015. I have been an active participant in the CAC and in my local PTA meetings. I also testified on tightening APFO in front of the county council since I believe APFO will affect our education system significantly. In addition, I have been elected twice as a Board Member of Columbia Association (annual budget $80 millions) and River Hill Village Association since 2015. TOP THREE ISSUES I was educated in three different education systems, China, Singapore and USA. I believe my unique education experience and my identity as a first-generation immigrant allows me to have a new perspective on education and allows me to hear the voices of those previously unheard. I highly prioritize giving a voice to those who don’t have a voice and representing those who have previously been unrepresented. I also prioritize creating a Board of Education that isn’t entangled in toxic party politics. I believe each board member should approach education in a nonpartisan manner and I’m here to offer an independent voice. Finally, I prioritize recognizing that student performance is a collaborative effort between a student, a student’s family, and the school system. A student cannot perform at their best and achieve their highest potential without all three putting in their utmost effort to support the student. CAMPAIGN PLAN My solid 4th place finish in the primary campaign speaks volumes about my well-funded and well-staffed campaign team. I have received widespread support from the community and my team continues to grow each day. It is well known that we were able to fill all 4 early voting stations with volunteers at every hour and a good number of polling places on the primary Election Day as well. I am confident that in November, I will win a seat on the board. It would be great if I could also win the support of the HCEA.