Board of Education / Board Vacancy Questionnaire

Please see the responses of candidates in the tabs below by clicking on their names.

Aliya Moore

What contributions can you make to the school district?

I'm an advocate for equitable resources allocation,champion for community and parent engagement.I also focus on academic achievement and opportunity. I promote transparent and accountable governance.As a parent and resident I bring that perspective and the ability to navigate difficult decisions with empathy /fairness. Prioritizing safe,supportive school environments

Describe how you'll advocate openness and democratic processes in all board activities with emphasis on team decision-making and consensus.

Commitment to transparency, respectful debate,collaborative goals, proactive listening,regular community forums

What approach would you take to help pass millage renewals, millage increases or Headlee override elections? (If applicable now or in the future)

Educate community with factual info,highlight the impacts on students/staff/community,engage and listen,maintain accountability and transparency

If you were faced with a tough issue as a board member (raising taxes, cutting staff, programs), what kind of data would you need to help you make your decision?

Academic performance data,enrollment /demographic data,financial/resource allocation reports,program effectiveness data,stakeholder input and compliance or legal requirements

Why are you interested in serving on the school board?

I'm an engaged parent and stakeholder. I attend the district's committee and board meetings and feel I can bring solutions ,hope and community relationships. Together we are stronger.

After review and discussion of significant issues, the DPSCD Board operates by majority vote. When the majority vote is different from your position - how would you manage the situation?

I will respect the decision of the board and uphold the will of the majority. I believe in the importance of thoughtful debate and encourage community transparency concerning decision making.

How do you view the relationship between the Board of Education and the Superintendent? Administration/staff?

The relationship should be built on clear roles,respect and a shared commitment to staff and student success.

From your perspective, what are the challenges facing our school district?

Declining enrollment,underutilized /aging facilities,chronic absenteeism,funding and resources gaps,teacher recruitment/retention,parent involvement,competition with charters/choice schools

Identify a recent DPSCD Board decision that you felt strongly about and describe how you would balance community concerns, student needs, state and federal law, staff considerations and your personal values.

The 13 to now 19 schools that can not sustain themselves. The list has schools that have been on it for 3yrs plus and enrollment is getting any better.

How can the Board know if its goals are being accomplished and its policies are carried out?

Strategic plan monitoring,assessments results,program evaluations,administrator evaluation system and public reporting /Transparencyg

If appointed to the Board, would you seek re-election when the appointment expires?

yes

Is there anything that we haven't asked you that you want us to know? Is there anything about you that we should know or would make us regret moving forward in the process?

I'm committed to Detroit and a quality public education for our staff and students.

This is an acknowledgement of your name being released to the public as a candidate for the DPSCD Board Vacancy seat.

Yes, my name can be release to the public.
Ashley Marie Pearson

What contributions can you make to the school district?

As single mother, I understand firsthand the challenges many families in the district face. I would make sure children will get the support they inside and outside of the classroom.

Describe how you'll advocate openness and democratic processes in all board activities with emphasis on team decision-making and consensus.

I would support consensus-based decision making by encouraging open dialogue, respecting different viewpoints, and helping the board find the bottom line that reflects the values of the entire district.

What approach would you take to help pass millage renewals, millage increases or Headlee override elections? (If applicable now or in the future)

I would advocate for straightforward campaigns that explain how mileage funds improve school facilities.

If you were faced with a tough issue as a board member (raising taxes, cutting staff, programs), what kind of data would you need to help you make your decision?

I would rely on comprehensive, clear, and relevant data to guide my decision making. I would analyze budget reports and community needs.

Why are you interested in serving on the school board?

I am interested in serving on the board because I am deeply committed to supporting our children's education and future education and ensuring students have resources that they need.

After review and discussion of significant issues, the DPSCD Board operates by majority vote. When the majority vote is different from your position - how would you manage the situation?

I would respect the decision and move forward. My priority will always be what is best for the students, families, and educators of the district.

How do you view the relationship between the Board of Education and the Superintendent? Administration/staff?

I view the relationship between the Board of Education and the Superintendent as a partnership rooted with respect, accountability and student sucess.

From your perspective, what are the challenges facing our school district?

From my perspective, some the biggest challenges our school district are facing is addressing mental health and social-emotional needs. Many families are facing challenges outside the classroom that impacts inside learning.

Identify a recent DPSCD Board decision that you felt strongly about and describe how you would balance community concerns, student needs, state and federal law, staff considerations and your personal values.

A current board decision I supported was the pilot for yellow bus transportation to reduce absenteeism. I would focus on student needs, community feedback, staff input, and legal guidelines..

How can the Board know if its goals are being accomplished and its policies are carried out?

The Board can access progress by regularly reviewing data tied to its goals. Goals like graduation rates, attendance, student achievement, and community feedback.

If appointed to the Board, would you seek re-election when the appointment expires?

Yes, if I am appointed to the board, I would gladly seek election if my term expires. My goal is to focus on student success.

Is there anything that we haven't asked you that you want us to know? Is there anything about you that we should know or would make us regret moving forward in the process?

I am dedicated, hardworking and open to collaboration and learning. I am confident that moving forward with me would be a positive choice for the district.

This is an acknowledgement of your name being released to the public as a candidate for the DPSCD Board Vacancy seat.

Yes, my name can be release to the public.
Bessie Lee Harris

What contributions can you make to the school district?

As a retired principal I bring my administrative expertise, my understanding of the impact a school board can make on decision making. The board decisions affect students, staff and families. My experience gives me the ability to ask the right questions and find the best solutions. I am a team player, a good active listener, cooperative, transparent, sensitive and empathetic. I aim to contribute thoughtful perspectives on curriculum development, resources, analyze data, and community engagement, ensuring every decision is student-centered. I commit to being a voice for students and staff, thus, All my decisions will be made with all students in mind

Describe how you'll advocate openness and democratic processes in all board activities with emphasis on team decision-making and consensus.

To advocate openness and democratic processes I will be transparent, inclusive communication and collaborative decision making. Ever board member brings their own unique perspective that deserves to be heard. I will actively foster a culture of respect by: Encouraging open communication where questions and concerns are welcomed, promoting consensus building by structured discussions and participating in workshops. strengthening access to information so all stakeholders can understand the why. I will remain open minded, this is not my personal victory but a teams victory.

What approach would you take to help pass millage renewals, millage increases or Headlee override elections? (If applicable now or in the future)

As a person who has led a school and worked closely with families, staff and community, I understand how critical it is to communicate the direct link between funding and student achievement. I would take a proactive, transparent, and community centered approach. I would make sure the stakeholders understand what these initiatives mean, break down how these dollars translate into better learning environments, safer schools and competitive programs. I would engage parents, staff and community leaders in open forums to ask questions and to listen to their concerns. My leadership experience equips me with the tools to navigate these conversations with empathy and authenticity.

If you were faced with a tough issue as a board member (raising taxes, cutting staff, programs), what kind of data would you need to help you make your decision?

When faced with a challenging decision like raising taxes or cutting programs, the key is to rely on comprehensive, transparent data to guide the outcome. Data needed would be: Student achievement data, that shows how cuts or increase taxes affect student performance, and graduation rates. Data showing enrollment number, success and outcome of academic and extracurricular programs at risk. A clear picture of revenues, expenditures, and cost saving projections tied to the proposed changes Data that shows how cuts would affect classroom instruction and support services. Town halls to reflect stakeholders priorities and concerns. Data should also reflect the impact on the underserved population. With this scope of data gathered I can approach a decision with transparency.

Why are you interested in serving on the school board?

With my background as a DPS retired principal, I've seen firsthand the power that thoughtful student focused leadership can have on a school. I am so passionate about ensuring ALL students have access to a high quality education and opportunities to thrive. Serving on this board allows me to use my experiences to shape policy, strengthen support systems, and advocate for resources. I understand the challenges educators face, pressure on famililes, and the importance of transparent communication between schools and the community. My personal goal is to contribute to decisions that empower teachers, students and build schools that parents are proud to send their children too (like back in the day).

After review and discussion of significant issues, the DPSCD Board operates by majority vote. When the majority vote is different from your position - how would you manage the situation?

I understand there will be moments when my position doesn't align with a final decision. I would respect the outcome while staying true to the values and rationale that informed my decision. It is important to agree to disagree. I will listen closely to the reasons presented by my fellow board members and seek to understand the concerns that led them to their decision. Just because my motion didn't carry doesn't end my responsibilities to my district. I must make sure that the motion passed is carried out in a way that upholds our district in equity and excellence.

How do you view the relationship between the Board of Education and the Superintendent? Administration/staff?

The Board sets polices and set guidelines for the district. The Superintendent carries out those procedures set by the Board. The Superintendent works for the Board of Education. All parties are expected to work hand in hand with the goal at the at end of the rainbow the success of every student.

From your perspective, what are the challenges facing our school district?

A challenge that stands out for me is ensuring equitable access to resources across all schools. As a principal I saw how funding gaps can affect everything from classroom materials, staffing, to after-school programs. Another challenge is to ensure educational equity across schools. Their are disparities in technology, staffing and support services. We must continually assess how funding is distributed and if it is meeting the needs of our population. Staffing is also a challenge I see, recruiting and retaining high quality educators and support staff amid budget constraints and burnout. When educators don't feel supported or valued, it affects everything from school culture to student achievement. Lastly our district faces the reality of aging infrastructure in many of our buildings., which affects safety and the learning environment.

Identify a recent DPSCD Board decision that you felt strongly about and describe how you would balance community concerns, student needs, state and federal law, staff considerations and your personal values.

I feel strongly about the closure of schools permanently. We must be transparent with our community. We must include public forums, data sharing to ensure parents and staff are a part of the process. I will shoot for solutions that minimize disruption. I would ensure staff are supported with clear communication and contingency plan, and reflect on my belief that every child deserves a safe and equitable learning environment.

How can the Board know if its goals are being accomplished and its policies are carried out?

The Board will know if goals and policies are carried out by consistent evaluation through measurable outcomes, active listening, and open communication. There should be regular data reporting such as academic performance, graduation rates, attendance and disciplinary trends. Annual financial audits, program assessments and internal reviews help ensure that policies are being responsibly carried out. Surveys from students, parents, staff and community stakeholders offer valuable insight to how things are looking. Board members engaging directly with schools provides insight to how goals are being accomplished. As a principal I daily relied on student data, staff input, and my community for feedback to ensure the schools goals were being carried out.

If appointed to the Board, would you seek re-election when the appointment expires?

YES! Without hesitation. Completing this term affords me the opportunity just to get a toe wet not the entire feet. I will definitely need more time to contribute and make an impact on my school district.

Is there anything that we haven't asked you that you want us to know? Is there anything about you that we should know or would make us regret moving forward in the process?

I have served in this school district loving every minute of it, with no regrets. I would like to continue serving as a DPSCD Board Member. Thank you for the opportunity thus far.

This is an acknowledgement of your name being released to the public as a candidate for the DPSCD Board Vacancy seat.

Yes, my name can be release to the public.
Bonzetta D. Ferrell, PhD

What contributions can you make to the school district?

I bring valuable experience and Leadership that can benefit the school district in key areas: Strategic Leadership: With over 20 years in operations and continuous improvement, I focus on data-driven decision-making and strategic planning, setting a clear vision for the district. Accountability and Transparency: My expertise in financial oversight ensures fiscal responsibility and Transparency, enabling me to oversee the district's budget and economic health effectively. Equity and Student Focus: I am committed to ensuring that all students have access to quality instruction and support, advocating for their needs, and representing the community's interests in education. Community Engagement: As an active community member, I build partnerships with families, teachers, and local organizations to address neighborhood needs. Operational Excellence: I work to streamline processes and enhance facilities by developing and approving policies that promote efficiency. Innovation: I advocate for innovative curriculum and technology initiatives to prepare students for future success, including hiring and evaluating the superintendent to align with our educational goals.

Describe how you'll advocate openness and democratic processes in all board activities with emphasis on team decision-making and consensus.

To promote openness and democratic processes in board activities, I am committed to the following practices that emphasize team decision-making and consensus-building: Foster Transparent Communication: I will support all stakeholders in having access to timely and relevant information through regular updates, clear agendas, and accessible meeting minutes. Encourage Inclusive Participation: I will support a culture where all board members feel empowered to share their perspectives and advocate for structured discussions that enable equitable input from everyone. Prioritize Consensus Over Majority Rule: The best decisions come from consensus rather than majority rule. I'll collaborate to identify common goals and mutual interests, facilitating shared understanding. Support Public Engagement and Feedback: I will support and promote public forums, surveys, and feedback mechanisms to enable students, parents, and community members to influence policy and board priorities. Model Respectful and Ethical Leadership: I will lead by example, uphold high standards of professionalism and integrity, and respect board decisions made as a team. By focusing on transparency, collaboration, and inclusivity, I aim to support a board culture that reflects our community's democratic values and best serves all students.

What approach would you take to help pass millage renewals, millage increases or Headlee override elections? (If applicable now or in the future)

To support millage renewals, increases, or a Headlee override election, I propose a straightforward and community-focused approach, such as: Community Education and Engagement: Use simple language for terms like "Headlee override." Stakeholder Coalition-Building: Partner with local groups to share information and gather support. Targeted Communications Strategy: Develop a comprehensive plan that incorporates social media, print materials, and targeted email outreach. Data-Driven Voter Outreach: Utilize phone banking and canvassing to educate voters about voting procedures and logistics. Proactive Messaging: Clarify that renewals do not raise taxes and explain the necessity of increases. For Headlee overrides, communicate that it's about restoring funding, not adding new taxes. Transparency and Accountability: Provide clear breakdowns of fund use and commit to public updates on implementation. This approach encourages informed public participation, a key factor in the success of ballot initiatives.

If you were faced with a tough issue as a board member (raising taxes, cutting staff, programs), what kind of data would you need to help you make your decision?

As a board member addressing issues like raising taxes, cutting staff, or eliminating programs, I rely on key data to make informed and transparent decisions, including: Financial Data: Budget trends, cost-benefit analyses, and revenue sources. Enrollment and Demographics: Current and projected student enrollment and community demographic trends. Program Impact: Student performance and participation rates and alignment with district goals. Staffing Information: Staffing Ratios and retention rates. Community Feedback: Input from surveys and town hall meetings. Legal Considerations: Compliance with laws and contractual obligations. Comparative Data: Benchmarking with similar districts. By integrating data with community values, I aim to make inclusive decisions that align with the district's mission.

Why are you interested in serving on the school board?

I want to serve on the DPSCD school board because I am deeply committed to creating safe, high-quality educational environments for all students in Detroit. With over 20 years of leadership experience in operations and environmental management, I have successfully led initiatives to enhance systems, ensure compliance, and promote healthier environments, all of which contribute to improved learning outcomes. I plan to bring the same level of commitment, along with a collaborative, student-first approach, to drive equity, accountability, and long-term success throughout the city.

After review and discussion of significant issues, the DPSCD Board operates by majority vote. When the majority vote is different from your position - how would you manage the situation?

If the DPSCD Board votes contrary to my position, I will respect the democratic process and support the decision, even if I disagree with it. I will continue to advocate for my concerns in a respectful manner. I believe in professionalism, collaboration, and maintaining the public’s trust in the Board’s integrity. While disagreements are natural, it is essential to move forward as a unified body to serve students and families effectively.

How do you view the relationship between the Board of Education and the Superintendent? Administration/staff?

The relationship between the Board of Education and the Superintendent, as well as the broader administration and staff, should be based on collaboration, mutual respect, and clear roles and responsibilities. Board and Superintendent: Defined Roles the Board sets policies, establishes vision and goals, and ensures accountability. The Superintendent, as the chief executive officer, implements these policies, manages daily operations, and provides leadership to the district. This relationship thrives on mutual trust, communication, and a commitment to student achievement, with the Board supporting the Superintendent’s performance without micromanaging. Board and Administration/Staff: Oversight and Support the Board does not directly manage most staff but provides governance and resources to support their work. It should create conditions for success, including the provision of appropriate staffing and professional development. Concerns about staff operations must be directed to the Superintendent, respecting the chain of commands. Overall Philosophy A healthy relationship is built on professionalism, accountability, and shared goals. Each member of the Board, the Superintendent, administrators, and staff plays a vital role in delivering quality education to students.

From your perspective, what are the challenges facing our school district?

The challenges facing our school district are urgent and complex, particularly around literacy. Michigan’s literacy rates reveal a deep-rooted issue, with over one in six adults reading at a 4th-grade level or lower. This problem is both generational and systemic in nature. The 2022 National Assessment of Educational Progress (NAEP) data showed that Michigan’s fourth graders ranked 43rd nationally in reading proficiency. This ranking underscores the risk that many children may face increased academic challenges as coursework becomes more dependent on reading proficiency. Early reading proficiency is a key predictor of future success, making this a critical community issue. Key challenges include Early Childhood Education Gaps: Many children lack foundational language skills when entering kindergarten. 2. Resource Inequities: Schools in low-income areas often lack high-quality reading materials and trained specialists. 3. Teacher Support: Teachers need ongoing training in effective literacy instruction. 4. Chronic Absenteeism: Many students miss essential instructional time due to economic or transportation issues. 5. Family Literacy Engagement: Parents may struggle to support reading at home due to their literacy challenges. Addressing these issues requires collaboration among schools, families, community organizations, and policymakers. We must invest in early literacy, expand support services, and commit to long-term solutions to improve literacy rates and positively impact students’ lives.

Identify a recent DPSCD Board decision that you felt strongly about and describe how you would balance community concerns, student needs, state and federal law, staff considerations and your personal values.

A significant decision made by the DPSCD Board that resonated with me was the adoption of a student uniform policy in the Detroit Public Schools Community District. This policy aimed to reduce distractions and promote unity among students. However, several concerns emerged during its implementation, including Community Concerns: Some older students felt the policy was too strict and reinforced stereotypes, particularly around items like hats and leggings. Equity Issues: Parents argued that the policy disproportionately affected students who could not afford specific uniform items and did not effectively prevent style-based bullying. Student Needs: While uniforms may have reduced fashion-based bullying and helped some students focus, the impact was limited. Sense of Belonging: Uniforms could restrict self-expression and potentially affect attendance and well-being. Legal Compliance: DPSCD needed to ensure compliance with Title IX, prevent gender discrimination, and accommodate the needs of individuals with cultural and religious dress requirements. Staff Considerations: Staff required clear guidelines to enforce the policy fairly and without bias. Cost and Support: Schools were expected to offer affordable uniform options and provide support to families in need. Personal Values: As a board member, I sought to strike a balance between order and individuality, aiming for unity and equity. Voting Approach: I supported holding student feedback sessions, maintaining uniforms for elementary grades while offering flexibility in middle and high schools, ensuring legal alignment, collaborating with nonprofits for uniform support, and focusing on respectful enforcement. Proposed Vote: Yes, with amendments. I advocated for safety, reduced disparities, flexibility, equity, and incorporating student feedback into the policy development process.

How can the Board know if its goals are being accomplished and its policies are carried out?

The Board of Education can assess its goals and the effectiveness of its policies through various strategies: Set clear goals - Establish SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals that align with the district's strategic plan, focusing on student achievement and community engagement. Utilize Data - Review relevant student performance data, such as test scores and graduation rates. Track key performance indicators (KPIs) and monitor budget reports for insights. Superintendent Updates - Require regular updates from the Superintendent on policy implementation and progress toward goals to evaluate the impact and identify any gaps. Board Self-Assessment - Conduct annual evaluations to assess the effectiveness of the Board's governance and stakeholder engagement. Collect Feedback - Gather input from the community and staff through surveys and forums to understand the impact of policies on students and families. External Reviews - Utilize third-party evaluations and audits to measure compliance and effectiveness objectively. Review Policies - Regularly assess and revise policies to ensure they are implemented as intended based on feedback and results. By integrating these approaches, the Board can effectively achieve its goals and ensure that policies deliver the desired outcomes.

If appointed to the Board, would you seek re-election when the appointment expires?

Absolutely! If appointed to the Board, I will confidently seek re-election at the end of my term. Serving on the Board presents a tremendous opportunity to drive the success of our students and schools. I am committed to long-term accountability, and my continued involvement is essential for building on the progress we've made. Running for election will empower me to expand on the work I've started, backed by the support and trust of our community.

Is there anything that we haven't asked you that you want us to know? Is there anything about you that we should know or would make us regret moving forward in the process?

Absolutely! I want to emphasize that I hold a Ph.D. in Organizational Leadership with a focus on Behavioral Analysis. This background has provided me with a profound understanding of systems thinking, data-driven decision-making, and the behavioral dynamics that impact organizational effectiveness. Combined with my professional experience in environmental and operational management, I bring a unique blend of academic insight and real-world leadership skills. I'm passionate about utilizing these tools to enhance outcomes for students, support staff development, and foster trust with families. As a lifelong Detroiter and advocate for our public schools, I'm committed to helping the district thrive. Is there anything about you that we should be aware of or that would make us regret moving forward in the process? Absolutely not. There is nothing in my personal or professional background that would cause concern or regret. I lead with integrity, transparency, and a deep respect for public service. I fully understand the responsibilities of Board membership and am committed to fulfilling them with dedication, professionalism, and a student-centered approach.

This is an acknowledgement of your name being released to the public as a candidate for the DPSCD Board Vacancy seat.

Yes, my name can be release to the public.
Brandy Mitchell

What contributions can you make to the school district?

I’m all about service and community. I’ve always believed that strong schools are built by strong, engaged parents, and I’ve lived that out since my kids were in 1st and 3rd grade. I made the choice to pull them out of private school and bring them into DPSCD because I wanted to be part of something bigger—helping to strengthen my neighborhood school. Every kid, no matter where they come from, deserves access to a great education, and I’m ready to do the work to make sure that happens. I’m passionate about giving back, which is why 90% of my real estate clients are first-time homebuyers in Detroit. I believe that strong neighborhoods start with neighbors who care and are willing to put in the effort. When it comes to the school board, I’m not trying to climb any political ladders—I’m here to serve and make an impact. I’m not running for office. My mission is simple: be a voice for the families in this district, making sure their concerns are heard and that the decisions we make are rooted in what’s best for our kids and their futures.

Describe how you'll advocate openness and democratic processes in all board activities with emphasis on team decision-making and consensus.

I’m all about keeping things open and real. On the board, transparency is key—no secret meetings or behind-the-scenes deals. Everyone’s voice should be heard. I’ve done this before, in everything from church to my job to every board I’ve sat on. Sure, those were smaller-scale projects, but the approach is the same: making sure people feel heard and that the process is transparent. I want to keep it real with the community, the teachers, and other board members. When it comes to decision-making, I believe in collaboration over competition. The best ideas come when everyone can share their thoughts and work together. It’s not about pushing one opinion—it’s about getting on the same page to make choices that help our kids and strengthen our community. We might not always agree, but at least we’ll know everyone’s thoughts were considered. At the end of the day, it’s all about creating the best possible environment for our students, and that takes all of us working together.

What approach would you take to help pass millage renewals, millage increases or Headlee override elections? (If applicable now or in the future)

First things first, we need to make sure families actually understand what a millage renewal, increase, or Headlee override even is. A lot of people hear these terms and get scared or confused because they don’t fully understand what they mean or how they impact them. With my background in marketing and video/audio production, I can help break down these concepts in a simple, digestible way. We need to explain how DPSCD is funded, what taxes go toward, and why these renewals and increases are essential for the future of our schools. But it’s not just about understanding the terms—it’s about helping the whole community see the bigger picture. Funding our schools is so important because educated children grow up to be thriving, educated adults. These adults become the leaders, the workers, and the citizens who help build strong neighborhoods and vibrant cities. Even people without children need to understand and care because we all benefit when our schools are strong and our community is educated. If we’re truly invested in the future of Detroit, we need to invest in our kids and their education. To clear up the confusion, I’d hold forums for question-and-answer sessions where families can ask questions, get real-time answers, and walk away feeling informed and confident. The goal is to make sure everyone in the community has a clear understanding of how these decisions affect their children’s education and the district’s overall success. We live in a digital age, so I’d also use videos and social media to reach as many families as possible and make sure they’re fully informed.

If you were faced with a tough issue as a board member (raising taxes, cutting staff, programs), what kind of data would you need to help you make your decision?

When it comes to tough decisions like raising taxes or cutting programs, I’d need data that shows the real impact on students, teachers, and the community. For example, I’d want to see how changes might affect student performance, which programs are actually benefiting our kids, and where funding is being allocated. I’d also look at feedback from teachers, parents, and staff—after all, they’re the ones on the ground and they know what’s working (and what’s not). But we all know in the real world, we can’t please everybody, and tough decisions sometimes have to be made. That’s where my years of being hands-on in the district and having conversations with teachers, staff, and parents will come in. I’ve built relationships with people who are directly impacted by these decisions, and their insights will help guide me in making the best choice possible for the district. Ultimately, I’d rely on data and the feedback I gather to make decisions that best support our students and educators.

Why are you interested in serving on the school board?

I’m interested in serving on the school board because, honestly, it’s something I never even considered before. But over the years, countless parents, teachers, and staff have pushed me to take this step, and as everything started to fall into place, I truly believe it’s divine order. I’ve always been deeply invested in our community, and my heart for service has guided me to this point. It’s about ensuring that every child gets the education they deserve, no matter where they come from. I’m not looking to climb a political ladder—I’m here to serve. Whether I make it onto the school board or not, my commitment to serving DPSCD students, staff, and families will never stop. This is just another way I can help make a difference.

After review and discussion of significant issues, the DPSCD Board operates by majority vote. When the majority vote is different from your position - how would you manage the situation?

I would absolutely respect the majority vote, but I also believe in standing firm in my values, especially when it comes to decisions that impact our kids and community. As a person of faith, I’ve learned the importance of having the courage to speak up for what I believe, even if it’s not the popular opinion. While I’m very mild-mannered and easy to get along with, that doesn’t take away from my passion for ensuring the best outcomes for our students. Disagreement doesn’t mean division—it’s an opportunity to learn and grow. I’ve been through tough decisions in the past, and I know that with prayer, humility, and collaboration, we can find a path forward that’s best for our students and families.

How do you view the relationship between the Board of Education and the Superintendent? Administration/staff?

Teamwork makes the dream work, and the relationship between the Board of Education and the Superintendent is exactly that—a partnership. But just like a coach and a team, everyone has their clear roles. The Board sets the game plan, provides oversight, and ensures the district is staying on track, while the Superintendent is out there executing the day-to-day operations and making those policies come to life. When it comes to the administration and staff, they’re the heart of the operation—they’re the ones on the field, making sure everything’s running smoothly and working directly with the students. It’s all about collaboration and communication. Everyone needs to be on the same page, supporting each other to make sure the students are always the priority. Without that kind of teamwork, we can’t win the ultimate game of providing the best education for our kids.

From your perspective, what are the challenges facing our school district?

Of course, we all know the main issue is funding, which leads to a whole chain of challenges—things like building issues, staffing shortages, and limited programs. But it’s not just about the money. We also have a lot of families who are struggling with poverty, and let’s be real—home life can be tough for some kids. That definitely contributes to absenteeism, which makes it harder for students to succeed. On top of that, DPSCD has to deal with the ongoing effects of the past debt from DPS, which puts us at a disadvantage compared to other districts. So it’s definitely a complex situation with a lot of moving parts. But that’s where the work is—it’s about finding ways to address these challenges while keeping the focus on our kids’ success and supporting our families.

Identify a recent DPSCD Board decision that you felt strongly about and describe how you would balance community concerns, student needs, state and federal law, staff considerations and your personal values.

One recent decision I felt strongly about was the Board amendment to the volunteer policy, allowing convicted felons to volunteer in certain capacities within the district. This is a sensitive issue, and I completely understand the concerns around safety—keeping our students and staff safe is always the top priority. But I also believe that there’s real power in testimony. Sometimes, people can learn more from someone who’s made mistakes and turned their life around than from someone who’s always walked the "perfect path." If we have someone who has completely changed their life, their story could be incredibly powerful for a student who might be headed down a similar path. For example, having someone like that come in for a career day or as part of a mentoring program could make a real difference. They can show students that it’s possible to overcome struggles, make positive changes, and still contribute to society. Hearing a real-life story about redemption could be life-changing for a student, and if someone’s journey can help a student avoid making the same mistakes, then I believe we should offer them the opportunity to share that experience—especially when the proper screening and safety measures are in place. Ultimately, I would vote in favor of this because it’s about finding a balance. We can ensure safety while also offering opportunities for growth, mentorship, and learning from others’ experiences. We all have something to contribute, and everyone deserves a chance to make a positive impact, particularly when they’ve worked hard to turn their life around.

How can the Board know if its goals are being accomplished and its policies are carried out?

It’s simple—just talk to the people. Be active in the schools, build real relationships with not just the staff, but also with parents and students. The Board should be out there, engaging with the community, listening to what’s really going on. It’s not all about the data or reports—those are important, but the real feedback comes from being present and hearing directly from the people who are living it day in and day out. We need to set clear goals, of course, but we also need to stay flexible. If we’re not seeing the results we want, it’s time to have those open conversations and figure out what needs tweaking. At the end of the day, if we’re hearing that things are improving—whether it’s in the classroom, in school culture, or in the community—then we know we’re on the right track.

If appointed to the Board, would you seek re-election when the appointment expires?

I can’t really answer this with a simple yes or no. When the time comes, I would take it up in prayer and truly reflect on what’s best for the community and my family. What I can say, though, is that I am here now for a reason, answering these questions with a genuine desire to serve. I’m fully committed to doing the work needed to make a real difference for our students and families. When the time for that decision comes, I’ll be guided by faith and what feels right for the next chapter.

Is there anything that we haven't asked you that you want us to know? Is there anything about you that we should know or would make us regret moving forward in the process?

One thing I think you should’ve asked all applicants is how they would respond to a negative public comment directed at them. Trust me, I’ve seen it get wild in some meetings, and it’s a tough spot to be in. But I feel confident in my ability to handle public comment with grace. My calm, level-headed approach to life helps me understand that sometimes people just don’t know how to communicate their frustrations clearly. I know how to give grace without letting people push over me. You can be both calm and assertive, and that’s how I’d handle those tough moments, always keeping the conversation focused on what’s best for the students and families we serve. On a personal note, this work is important to me because I live in Detroit, work in Detroit, lead a church in Detroit and my kids go to school in Detroit’s public school system. I’m fully committed to helping build this city. I’m deeply invested in our community, advocating for education, home ownership, and faith as key ingredients for success.

This is an acknowledgement of your name being released to the public as a candidate for the DPSCD Board Vacancy seat.

Yes, my name can be release to the public.
Debra Duren

What contributions can you make to the school district?

I will bring a voice for community and advocacy. I will champion policies that close achievements gaps, expand access to arts,trades and stem programs.

Describe how you'll advocate openness and democratic processes in all board activities with emphasis on team decision-making and consensus.

By promoting open dialogue and shared responsibility, I will work to strengthen trust between the board and the community to ensure we are reflecting the needs of our students.

What approach would you take to help pass millage renewals, millage increases or Headlee override elections? (If applicable now or in the future)

First by fully understanding the millage proposal. Then using data engage the community through a strong communication campaign.

If you were faced with a tough issue as a board member (raising taxes, cutting staff, programs), what kind of data would you need to help you make your decision?

I would need financial data, community impact data, and performance metrics coupled with legal ramifications.

Why are you interested in serving on the school board?

Since my retirement my hope has been to be a help and advocate for the community. The board position while being one of the most challenging could likewise be the more awarding and life changing for generations.

After review and discussion of significant issues, the DPSCD Board operates by majority vote. When the majority vote is different from your position - how would you manage the situation?

I will respect the outcome and stay engaged and remain a professional.

How do you view the relationship between the Board of Education and the Superintendent? Administration/staff?

Although we must maintain a checks and balance relationship the relationship doesn't have to be adversarial one

From your perspective, what are the challenges facing our school district?

chatGPT You said: How should I respond to this question as it pertains to my interest in a vacant DPSCD school board seat: What approach would you take to help pass millage renewals, millage increases or Headlee override elections? ChatGPT said: Here's a

Identify a recent DPSCD Board decision that you felt strongly about and describe how you would balance community concerns, student needs, state and federal law, staff considerations and your personal values.

I was particularly concerned about the under enrollment of 19 schools and the financial imbalance in the District. I would need to see the demographics of those neighborhoods to see if closings were warranted

How can the Board know if its goals are being accomplished and its policies are carried out?

Regular reports and updates from the Superintendent that include metrics, challenges, and next steps. Audits and evaluations provide critical information.

If appointed to the Board, would you seek re-election when the appointment expires?

I would definitely seek re-election

Is there anything that we haven't asked you that you want us to know? Is there anything about you that we should know or would make us regret moving forward in the process?

We are living in challenging times and the possibility that the Federal government may dismantle the Department of education and move all the power to the State of Michigan will require individuals who are creative and have executive background. I believe I can work with the District to formulate a strong plan.

This is an acknowledgement of your name being released to the public as a candidate for the DPSCD Board Vacancy seat.

Yes, my name can be release to the public.
Dr. Shinese Johnson

What contributions can you make to the school district?

As a Detroit Public School Community District Board Member my contribution would be to ensure that the schools remain at the heart of community equity. I want to help ensure that all students, regardless of background, ability, or zip code have equal opportunities to succeed. That means addressing disparities in funding, curriculum, and support services with intentionality and compassion. I would serve as a bridge between the district and the community as I currently serve as the Director of School Based and Community Programs for the Black Caucus Foundation of Michigan. I bring to the school district with my background in education as both a certified classroom teacher and school administrator the ability to build trust through transparency, responsiveness, and collaboration.

Describe how you'll advocate openness and democratic processes in all board activities with emphasis on team decision-making and consensus.

The following comprehensive approach to advocating openness and democratic processes in board activities, with a strong emphasis on team decision-making and consensus-building such as open communication channels, transparent decision making, and inclusive agenda setting. Open Communication Channels encourage regular, honest dialogue among board members by utilizing shared platforms such as collaborative documents, group chats, and/or forums to ensure everyone has access to the same information. Transparent Decision-Making would include the sharing of documents that outline the rationale behind decisions. Meeting minutes, voting records, and strategic action plans should be accessible to all stakeholders. An invitation from all board members when creating meeting agendas ensures diverse concerns and ideas are represented from the outset.

What approach would you take to help pass millage renewals, millage increases or Headlee override elections? (If applicable now or in the future)

To help pass millage renewals, millage increases, or Headlee override elections, a strategic, community-centered approach is essential. These initiatives often hinge on public trust, clear communication, and demonstrated value. A comprehensive plan should include community engagement and education that aims to inform, not just persuade with clear jargon-free materials explaining what the millage or override is, why it is needed, and how it benefits the community. Hosting town halls and listening sessions will provide forums for residents to ask questions, voice concerns, and feel heard. testimonials from teachers, community leaders, or families who benefit from the services funded and serve as a coalition of support through real-life impact stories to aide in voter turnout and those likely to support the passing of millage renewals, support millage increases or Headlee override elections.

If you were faced with a tough issue as a board member (raising taxes, cutting staff, programs), what kind of data would you need to help you make your decision?

When faced with making tough decisions like raising taxes, cutting staff, or eliminating programs requires a careful, data-informed approach that balances fiscal responsibility with community impact. The kind of data I would seek as a board member to make a sound, ethical, and transparent decision: would include the current budget breakdown of detailed view of revenues, reserves, and debt obligations. Historical financial trends would provide multi-year comparisons to identify patterns in spending, revenue strength, and cost growth. Log-Term financial modeling showing the impact of proposed changes over 3-5 years will allow a greater forecast and a projection of the necessary changes. Finally, a cost-benefit analysis evaluation of the financial and social return on investment for programs and staffing.

Why are you interested in serving on the school board?

My interest in serving on the school board starts with my agreement with the Detroit Public School Community District's mission to educate and empower every student, in every community, every day, to build a stronger Detroit. It is with a data-driven approach to learning and decision-making, planning, or policy development, that I want to ensure our resources are used wisely and sustainably to support long-term success. Serving on board is my way of giving back and helping shape a future that reflects our highest values.

After review and discussion of significant issues, the DPSCD Board operates by majority vote. When the majority vote is different from your position - how would you manage the situation?

When the DPSCD Board reaches a majority decision that differs from my position, I would approach the situation with professionalism, integrity, and a deep respect for the democratic process. Understanding that the board functions through majority rule, and I fully respect that structure, even if I disagree with the final decision, I will honor it as the collective will of the board and support its implementation in good faith. Disagreement does not mean disengagement. I would continue to participate actively in board discussions, offer insights, and collaborate on ways to ensure the decision is executed effectively and equitably. My focus would remain on serving students and families.

How do you view the relationship between the Board of Education and the Superintendent? Administration/staff?

These relationships thrive when roles are clear, communication is open, and everyone is focused on the shared mission: student achievement and equity. The Board sets policy, vision, and strategic direction. The Superintendent executes those policies and manages day-to-day operations. I view this relationship as a collaborative partnership, not a supervisory one. The Board holds the Superintendent accountable through clear goals, evaluations, and performance metrics. In turn, the Superintendent provides the Board with transparent data, expert recommendations, and regular updates. I see the Board as a champion for staff morale, professional development, and fair working conditions. The Board does not manage staff directly but supports them through policy, budget decisions, and advocacy. Open, honest, and respectful dialogue is key in all capacities.

From your perspective, what are the challenges facing our school district?

The Detroit Public Schools Community District (DPSCD) faces a complex set of challenges that reflect both historical struggles and current pressures. DPSCD is navigating a delicate balance between recovery and risk. While there have been improvements in financial management and governance, the district still faces deep-rooted challenges in funding, academic performance, infrastructure, and public trust.

Identify a recent DPSCD Board decision that you felt strongly about and describe how you would balance community concerns, student needs, state and federal law, staff considerations and your personal values.

The recent decision by the DPSCD Board to reorganize the Exceptional Student Education (ESE) department. While I support the plan aimed to increase the number of self-contained classrooms for ESE students in the fall from 174 to 185 classrooms; the balance of community concerns would need to be addressed for students with disabilities. The reduction of the number of schools offering these services from 60 to 38 which will require some students to transfer require some students to transfer to schools closer to their homes. To balance community concerns, student needs, state and federal law, staff considerations and my personal values/beliefs on this issue would be to address families concerns about frequent school transfers, especially students with trauma or attachment disorders. I would prioritize minimizing disruption and ensuring transitions are handled seamlessly and with care. Insurances that the students would not lose access to trusted teachers, therapists, or peer networks during the transition would determine my vote as well. Proof of centralized programs operating that comply with IEP evaluations and service deliveries to continue alignment with the Individuals with Disabilities Education Act (IDEA) would also be a determining factor on how to vote on this issue.

How can the Board know if its goals are being accomplished and its policies are carried out?

Knowing whether its goals are being accomplished and policies are being carried out requires a robust system of accountability, transparency, and continuous evaluation. Clear SMART goals tied to student achievement, equity, financial health, and operational efficiency must be monitored. Regular progress reports and independent audits and evaluations via third-party could be utilized to assess program effectiveness, policy compliance, and financial integrity. Holding the Superintendent accountable for policy execution and providing feedback on how well policies are implemented and goals are met. School visits by the board as well as stakeholder input and surveys drive the effectiveness of the board.

If appointed to the Board, would you seek re-election when the appointment expires?

Yes, if appointed to the Board and I find that I’m making a meaningful impact, building trust with the community, and helping advance the mission of Detroit Public Schools Community District (DPSCD), I would absolutely seek re-election when the appointment expires. I am committed to continued service with an accountability to the community as a public trust that I represent all stakeholders. I bring long-term vision and sustainable leadership. I would like to see current and present initiatives through to help shape long-term success

Is there anything that we haven't asked you that you want us to know? Is there anything about you that we should know or would make us regret moving forward in the process?

I want you to know that I approach this opportunity with deep respect for the responsibility it carries. I’m not here because I have all the answers—I’m here because I believe in listening, learning, and leading with integrity. I bring a collaborative spirit, a commitment to equity, and a belief that public education is the foundation of a just society. I’m not afraid to ask hard questions, challenge assumptions, or admit when I’m wrong. I believe that’s what good governance requires.

This is an acknowledgement of your name being released to the public as a candidate for the DPSCD Board Vacancy seat.

Yes, my name can be release to the public.
Jeremiah Spellman Steen

What contributions can you make to the school district?

My core focus will be on addressing Detroit’s enrollment crisis. Data shows that representation matters: When Gen-Z leaders are placed on boards, youth engagement increases significantly. Nothing about us, without us. As founder of the youth-led Steen Foundation, I’ve facilitated student-designed grants, supported career development programs through our partnership with Tradesforce (which placed 1,600 youth in green economy jobs), and secured philanthropic partnerships with organizations like the Skillman Foundation to fund intergenerational solutions. I’ll also work to simplify vendor approval for nonprofits so more youth-serving orgs can provide in-school support. In partnership with the Board Foundation Chair, I will host quarterly prospect development roundtables that bring funders, parents, students, and teachers together to co-design solutions aligned with their needs—targeting workforce development, mental health, and career pipeline strategies. According to NAEP, only 13% of Detroit fourth graders read at grade level, and student attrition spikes in grades 6–8. That urgency demands a representative who can build trust, funding, and momentum now.

Describe how you'll advocate openness and democratic processes in all board activities with emphasis on team decision-making and consensus.

As the youngest board member in the history of the Michigan Nonprofit Association and former trustee of the Skillman Foundation, I have served on highly collaborative boards with diverse value systems. My guiding principle is this: every member brings an essential viewpoint. Democratic processes thrive when differences in axiology—our underlying values—are not dismissed but explored in service of a shared mission. I believe in creating consensus through dialogue, clear communication, and a shared commitment to DPSCD’s long-term success.

What approach would you take to help pass millage renewals, millage increases or Headlee override elections? (If applicable now or in the future)

The key is voter engagement—especially among young and first-time voters. Many don’t realize important decisions affecting schools appear on the back of the ballot. Mistrust and disinformation also suppress turnout. Through my leadership at Life Leaders, we conduct mock ballot simulations and host civic bootcamps to build comfort and knowledge about the process. I would also partner with our nonprofit ecosystem—including those already embedded in schools through Steen Foundation grants—to provide community education and outreach tailored to local concerns. Together, we can rebuild trust and increase participation.

If you were faced with a tough issue as a board member (raising taxes, cutting staff, programs), what kind of data would you need to help you make your decision?

I would need disaggregated data on enrollment trends, per-pupil funding, building utilization, projected long-term costs, and stakeholder input. As someone who’s helped balance a statewide board budget that led to staff reductions, I understand the weight of these decisions. I approach them with care, data, and transparency—and always with students at the center.

Why are you interested in serving on the school board?

This is not just a position—it’s personal. Since high school, I’ve built a career rooted in youth development, from my early days with Jane Goodall’s Roots & Shoots program to my current work at the Steen Foundation. Serving would allow me to expand this impact and send a clear message to young people: Your voice matters. According to BoardSource, only 2.2% of board members are under 30. We cannot continue to leave out the next generation from rooms where decisions about them are being made. I want to show youth—and Detroit—that we can lead, serve, and build together.

After review and discussion of significant issues, the DPSCD Board operates by majority vote. When the majority vote is different from your position - how would you manage the situation?

I would respect the vote and act in alignment with the board’s collective decision. If my perspective differs, I would continue to advocate respectfully using data, community feedback, and lived experience. I’ve learned from mentors like Dr. Jane Goodall that persistence and professionalism can co-exist. Even when we disagree, we must move forward with mutual respect and focus on student outcomes.

How do you view the relationship between the Board of Education and the Superintendent? Administration/staff?

The Board should serve as a strategic governing body—providing oversight, guidance, and accountability to the Superintendent. That includes regular performance reviews, transparent communication, and timely information sharing. The Board must also be a good fiduciary, ensuring every dollar serves our mission. Our relationship with administration should be collaborative and rooted in shared goals, but it must also include partnerships with advocacy organizations to bring forward real-time feedback from classrooms.

From your perspective, what are the challenges facing our school district?

Detroit students are facing the compounded effects of illiteracy, absenteeism, and underfunding. The “Big Beautiful Bill” under the Trump administration slashed support for mental health services, and afterschool programs. Privatization pushes further disadvantage neighborhood schools. These issues aren’t unique to DPSCD—they’re systemic. As someone who’s engaged Michigan’s Youth Advisory Councils and seen these issues from both a grassroots and policy lens, I know we need urgent, community-centered, scalable interventions that reconnect students and families to opportunity.

Identify a recent DPSCD Board decision that you felt strongly about and describe how you would balance community concerns, student needs, state and federal law, staff considerations and your personal values.

The evaluation of under-enrolled schools is a critical conversation. While I understand the fiscal implications, closures can devastate communities. I would use my full-time availability to personally visit schools, speak with families, and co-design alternatives—such as merging or transforming buildings into community hubs. This appointment would show students and families that a young person is on the job, listening, and fighting for them.

How can the Board know if its goals are being accomplished and its policies are carried out?

We need metrics tied to enrollment retention, literacy improvement, and post-graduate confidence. Are students graduating with the tools to enter skilled trades, college, or start businesses? Are teachers, administrators, and parents reporting reduced barriers? Data should reflect equity—not just efficiency.

If appointed to the Board, would you seek re-election when the appointment expires?

Yes. My goal is to build a long-term presence that normalizes youth leadership and proves that this kind of intergenerational partnership is possible. I want students to grow up seeing people who look like them and share their struggles in positions of power—and to believe they can lead too.

Is there anything that we haven't asked you that you want us to know? Is there anything about you that we should know or would make us regret moving forward in the process?

My name is Jeremiah Steen. I founded Detroit’s only youth-led philanthropic institution following the Critical Youth Theory model, which has awarded community microgrants, employed dozens of young people, and will be distributing over 375 boxes of free books (2025-26). I’ve secured investments from Skillman, DTE, Flagstar, and Tradesforce. I’ve called out predatory high school systems to advocate for 340B protections, led youth endowment recommendations for Bill & Lisa Ford, and helped revive one of Detroit’s beloved bookstores. My entire career is about unlocking potential—and if appointed, I will do everything in my power to help our students, staff, and schools thrive. The need is urgent—and I’m ready.

This is an acknowledgement of your name being released to the public as a candidate for the DPSCD Board Vacancy seat.

Yes, my name can be release to the public.
Jonathan Demers

What contributions can you make to the school district?

As a Board member, I will bring a unique blend of professional experiences: classroom leadership, community development, social entrepreneurship, and legal guidance in complex governance settings. And I am a proud DPSCD parent, with kids enrolled at Nichols. As a former DPS teacher, I will bring the classroom to our Board room—I will ensure our decisions are informed by the practical realities of teaching today’s kids, bridging high-level strategy with effective, on-the-ground implementation. As a non-profit Executive Director, Board Officer, and social entrepreneur, I have led staff teams, raising several million in private and individual philanthropic commitments, and helped launch The Commons: a mixed-used community center headquarters anchored by a café-laundromat. I have a track record of creative problem-solving, fostering partnerships, and leveraging resources for community benefit. As an attorney, I have spent most of my legal career advising governmental bodies—the City of Detroit, and the Detroit Wayne Integrated Health Network—on a wide range complex transactions and regulatory matters. Ultimately, I am a practical, solutions-oriented leader prepared to contribute to the District's continued progress, building on the foundation laid by Dr. Vitti and dedicated board members like the outgoing Angelique Peterson-Mayberry. And I will be eager to bring all those perspectives and experiences into conversation with each of you, and to the discussions and decisions we will make, together, to solve our District’s multifaceted challenges.

Describe how you'll advocate openness and democratic processes in all board activities with emphasis on team decision-making and consensus.

The current Board's commitment to a public and transparent selection process for this vacancy aligns with my own values for democratic governance and rebuilding community trust. I am committed to fostering a culture of financial transparency and accountability. My experience—advising governmental organizations, leading community initiatives—has instilled in me the importance of robust community input and collaborative decision-making. I believe in open dialogue, active listening, and working towards consensus, even on difficult issues, to ensure all voices are heard and decisions reflect the collective best interest of the District.

What approach would you take to help pass millage renewals, millage increases or Headlee override elections? (If applicable now or in the future)

Passing millage renewals or increases—such as the replacement operating millage planned for 2026—will be essential to improving the District’s ability to serve its students. It will also require sustained community awareness and strong buy-in. My approach would be multi-pronged, though in collaboration with this Board and the District administration: • EDUCATE: Clearly communicate the District's unique financial challenges, particularly how Detroit's local property taxes have been used to repay the original Detroit Public Schools' outstanding debt until 2027, hindering capital funding (in ways distinguishable from other, wealthier districts). • DEMONSTRATE: Showcase how current investments and proposed funds directly translate into improved student outcomes, modernized facilities, and enhanced programs. • ENGAGE: Leverage my experience in fundraising and community engagement to foster broad support, ensuring residents understand the critical need for local investment in our schools. • REPORT: Maintain transparent financial reporting that furthers builds trust and demonstrates responsible stewardship of taxpayer dollars, a practice the District has excelled at with zero audit exceptions for several years.

If you were faced with a tough issue as a board member (raising taxes, cutting staff, programs), what kind of data would you need to help you make your decision?

financial forecasts, audited financial statements (like the Annual Comprehensive Financial Report), and an analysis of current revenue streams and expenditure trends. • OPERATIONAL: Enrollment projections, facility utilization rates (especially for the 19 schools with high per-student operating costs due to low enrollment), program effectiveness evaluations, and staffing needs assessments. • STUDENT OUTCOME: Academic performance metrics, attendance rates (critical given the challenge of chronic absenteeism), and data on student well-being and support service utilization. • COMMUNITY IMPACT: Analysis of how proposed changes would affect students, families, and staff, including potential equity impacts. • STRATEGIC ALIGNMENT: Consideration of how the decision relates back to previously established, agreed-upon District strategy, including Blueprint 2027. • BEST PRACTICES: Data and case studies from other urban districts that have successfully navigated similar challenges, particularly in facility modernization and student support.

Why are you interested in serving on the school board?

Serving on the DPSCD Board is not a political aspiration for me; it is a profound personal commitment. I’m more than an attorney with a teacher’s eyes and a community developer’s heart; I’m a parent with children currently thriving within our District. That means that my engagement will always be uniquely grounded and passionately driven by their daily experiences. I am also not seeking to serve so that I can join the chorus of naysayers. Anyone can problem-spot. My career has been about problem-solving. And I believe that I can bring that collaborative, solutions-oriented, data-driven, problem-solving approach to this Board and continue to advance the work that’s being done to serve our students. And yes, when it comes to our District, I am proud of what has been accomplished. The District has emerged as one of the most improved in the nation post-pandemic, both in literacy and mathematics, even outpacing state-tracked improvements among many suburban and charter schools. Yes, there is much more work to be done, but I would be honored to join that work alongside you, advocating for, investing in, and building up the children of Detroit and the future of our great city.

After review and discussion of significant issues, the DPSCD Board operates by majority vote. When the majority vote is different from your position - how would you manage the situation?

Effective governance requires respect—for each other, and for the democratic process of collective decision-making. While I would advocate strongly for my position during discussions, should the majority vote differ from my stance, I would support the Board's final decision. My commitment is to the District's overall progress, and to the well-being of its students, not to individual political platforming. I would work collaboratively with my fellow board members and the Superintendent to ensure the adopted policy is implemented effectively, and I would continue to contribute constructively within the framework of the Board's consensus, much like the integrity and spirit of service demonstrated by outgoing Board Member Peterson-Mayberry.

How do you view the relationship between the Board of Education and the Superintendent? Administration/staff?

I view the relationship between the Board of Education and the Superintendent as a strategic partnership. Superintendent Dr. Nikolai Vitti has demonstrated strong leadership in rebuilding the District after decades of disinvestment and state control, achieving significant improvements in enrollment, student achievement, teacher recruitment, and financial stability. My role would be to build upon this existing momentum, acting as a strategic partner to further accelerate progress, providing oversight, and ensuring accountability, rather than seeking to disrupt or contradict current leadership.    With administration and staff, I believe in a relationship built on mutual respect, clear communication, and support. As a former teacher, I understand the realities of the classroom and the importance of empowering staff. The Board's role is to set policy and strategic direction, while administration and staff are responsible for implementation. I would ensure policies are clear, resources are allocated effectively, and staff have the support needed to achieve our District’s goals.

From your perspective, what are the challenges facing our school district?

From my perspective, the Detroit Public School Community District faces several critical, interconnected challenges: • UNFAIR FUNDING STRUCTURE: Michigan's school funding system disproportionately burdens DPSCD, as local depreciated property taxes are used to repay historical debt at the expense of critical capital projects, unlike wealthier districts. • HYPER-COMPETITIVE CHARTER SCHOOL ENVIRONMENT: Nearly 50% of Detroit students attend charter or private schools, resulting from an unfair competitive landscape that strains DPSCD's enrollment and resources. Many charters lack sufficient oversight, operate for-profit, and are outside the state pension fund, impacting public school teacher retention. • AGING INFRASTRUCTURE: The District is grappling with aging and underutilized school buildings, requiring substantial investment beyond the current $700 million capital program to modernize facilities and create optimal learning environments. • CHRONIC ABSENTEEISM: Despite improvements, student attendance remains a significant challenge, impacting academic scaling. • TEACHER RECRUITMENT AND RETENTION: While progress has been made, ensuring a stable, highly qualified teaching force remains paramount, especially given competition.

Identify a recent DPSCD Board decision that you felt strongly about and describe how you would balance community concerns, student needs, state and federal law, staff considerations and your personal values

A critical issue the DPSCD Board is currently grappling with--as highlighted by Dr. Vitti--is the strategic management of aging and underutilized school buildings, with 19 schools facing high per-student operating costs due some having low enrollment. While no specific recommendations have been made to the board for these schools, potential solutions include merging, reconfiguring grades, or relocating programs. If faced with a decision to consolidate or reconfigure a school, I would balance concerns by: • COMMUNITY CONCERNS: Prioritize robust community input, holding multiple public forums to understand the impact on families, neighborhood identity, and access to services. I would explore innovative models like "school-within-a-school" to maintain community ties where possible. • STUDENT NEEDS: Focus on ensuring that any consolidation leads to improved educational outcomes, access to better facilities, and enhanced programs for students. Data on academic performance, attendance, and access to wraparound services would be critical. • STATE & FEDERAL LAW: Return our focus to applicable laws and regulations regarding facility management, student rights, and equitable access. • STAFF CONSIDERATIONS: Evaluate the impact on teachers and staff, advocating for clear communication, professional development, and support for transitions, recognizing their vital role in student success. • PERSONAL VALUES: My personal commitment to fiscal responsibility and maximizing resources for all students would guide me to seek the most efficient and effective use of District assets, while my passion as a parent would ensure decisions prioritize the long-term well-being and educational opportunities for every child.

How can the Board know if its goals are being accomplished and its policies are carried out?

The Board can ensure its goals are accomplished and policies are carried out through a robust system of data-driven monitoring and transparent reporting, practices that the District has embraced and improved over recent years. These include: • CLEAR METRICS & KPIs: Establishing specific, measurable, achievable, relevant, and time-bound (SMART) goals with clear key performance indicators (KPIs) for all strategic initiatives, such as those outlined in the Blueprint 2020 strategic plan. • REGULAR REPORTING: Implementing a system for regular, comprehensive reports from the Superintendent and administration on progress towards goals, financial health, and operational efficiency. This includes budget vs. actuals, enrollment trends , student achievement data, and facility condition assessments. • AUDITS & OVERSIGHT: Utilizing independent audits and internal controls to ensure financial integrity and compliance with policies and regulations. The District's record of nine consecutive balanced budgets with zero audit exceptions demonstrates a strong foundation in this area. • COMMUNITY FEEDBACK: Actively soliciting feedback from parents, students, staff, and community partners through surveys, forums, and direct engagement to gauge the real-world impact of policies. • STRATEGIC PLAN REVIEW: Regularly reviewing and updating the District's “Blueprint” strategic plan to ensure alignment with evolving needs and best practices.

If appointed to the Board, would you seek re-election when the appointment expires?

My commitment to the District is long-term and deeply personal, driven by my children's enrollment in the District and my passion for its future. I view this as an ongoing opportunity to contribute to the sustained progress and transformation of our schools. My appointment would be to complete the remainder of Angelique Peterson-Mayberry’s term through 2026, and I would be honored to continue serving beyond that should circumstances support it and the Board welcome it.

Is there anything that we haven't asked you that you want us to know? Is there anything about you that we should know or would make us regret moving forward in the process?

What truly sets me apart is not just my professional background in education, law, and community development, but my lived experience as a current DPSCD parent. My sons are students in our local public schools, and my daughter will join them soon. This direct, daily connection means my engagement as a board member will always be uniquely grounded and passionately driven by the realities faced by our students and families. I am also not seeking a political platform; I am seeking to serve my community and ensure that my children, and all the children of Detroit, receive the quality education they deserve. There is nothing in my background that would make you regret moving forward; my commitment is unwavering and transparent, aligning with the Board's desire for a candidate who is "rooted in the community" and brings "courage, clarity, and commitment".

This is an acknowledgement of your name being released to the public as a candidate for the DPSCD Board Vacancy seat.

Yes, my name can be release to the public.
Kenya Avant

What contributions can you make to the school district?

I have a unique blend of experience, having worked in education as a classroom teacher, administrator, school council member, and at the state level as a policy analyst. Additionally, I am a parent of children educated in public school. Through my experience as a district administrator for Somerville Public Schools, I presented to the Board, facilitated strategic planning sessions, and contributed to conversations regarding equity, weighted funding, and goal-setting/performance monitoring. These experiences honed my ability to engage diverse stakeholders, identify and plan around shared priorities, and use data to guide decisions that impacted schools, staff, and students.   Outside of my professional background, I am a single parent of two school-age children, which grounds my perspective in the day-to-day experiences that families face. I am committed to ensuring that decisions and policies represent the needs of those who bear the impact of those decisions – students, families, staff. Additionally, my default lens is equity centered, in ensuring that policies have a disproportionately positive impact on the most underserved members of our community.   I would contribute both data-based strategic clarity and lived-in experience to Board discussions and governance. I would hope to serve in a way that deepens trust, honors transparency, serves well, and honors the right of every student to a great education.

Describe how you'll advocate openness and democratic processes in all board activities with emphasis on team decision-making and consensus.

I believe that openness and adherence to democratic process is essential to ensuring the School Board serves its constituents effectively and with transparency. To advocate for openness, I would provide clear communications about the work of the School Board for community stakeholders. Additionally, I would bring data and background information to bear on items being brought forward for Board consideration. Openness also includes making sure that materials and communications are accessible to a wide audience and that the ‘why’ behind Board decisions is made clear.   Regarding democratic process, I believe that every vote should truly count and consensus is the best way to ensure a fair outcome. I am aware that consensus does not mean that everyone will agree, but it does mean that everyone has had an opportunity to raise concerns, to be heard, and for their voice to count. I engage with all ideas, know the difference between disagreeing with an idea versus the person, and treat others with respect.   I would strive to embody collaborative leadership, humility, deep listening, transparency, and ensuring that all voices – especially those that are often marginalized – are heard.

What approach would you take to help pass millage renewals, millage increases or Headlee override elections? (If applicable now or in the future)

To successfully pass millage renewals, millage increases, or a Headlee override, I would make sure the community understands what the measure currently supports so they can understand the value of the measure. This would include identifying what the consequences would be if it doesn’t pass. I would share accurate information by working with leaders of the community, religious leaders, educators, and students to spread accurate information about the measure and to gather their stories to share. And lastly, I would be sure to highlight the impact that funds have had on the community, how they have been used responsibly, and progress that has been made.

If you were faced with a tough issue as a board member (raising taxes, cutting staff, programs), what kind of data would you need to help you make your decision?

When faced with a difficult decision, I prefer to have as much data and information about the issue as possible and in advance of making a decision. I would need data on the current state – what isn’t working and why, who will be impacted by the decision to guard against unequitable impact, information on alternative solutions, existing program evaluations, budget/fiscal data, and direct feedback from those who would directly bear the cost as community input.   Some of these data are quantitative in nature, as in the number of programs to be cut or long-term financial projections. But just as valuable are the “data” from stakeholders regarding their experiences, concerns, and suggestions for how to address the issue.

Why are you interested in serving on the school board?

I’m interested in serving on the School Board because I care about public education. As a former teacher and professional educator, yes. But also as a parent, a neighbor, a member of the Detroit community. I have witnessed how student-centered programming and decisions can change a child’s future for the better. I have also borne witness to how decisions that marginalize students can create barriers for students in our community, barriers they often struggle to overcome.   I believe that we can do better as a city, as a school district, as a community and this is what drives me. That “good enough” is never good enough and that we can do more than we think, even with “not enough.” I want to help steward a district culture that represents this belief from the way we look at the problems we face, to the way we engage them, and the way we grow forward.

After review and discussion of significant issues, the DPSCD Board operates by majority vote. When the majority vote is different from your position - how would you manage the situation?

I believe there is a balance between standing firm and honoring the decision of the group. If the majority vote differs from my position, I would respect that vote and continue to serve well as a member of the Board. I would not let a differing vote interfere with the functioning of the Board or its ability to continue to carry out its work.   If I believed that a particular majority vote has serious equity implications or unintended consequences for students and/or families, I would continue advocating for constructive dialogue – in a way that does not undermine the Board process. Disagreement can strengthen trust and improve outcomes when handled in the appropriate way.

How do you view the relationship between the Board of Education and the Superintendent? Administration/staff?

I believe the relationship between the Board and the Superintendent should be built on trust, accountability, partnership, and transparency. The Board establishes policy, sets strategic priorities, and holds the superintendent accountable. The Board provides oversight and support. The Superintendent is responsible for implementing the Board’s vision and policies through the daily operations of the district and the use of staff expertise. Both the Board and Superintendent are responsible for working toward a shared vision and are transparent about data and processes.    As it relates to administration and staff, the Board’s role is not to manage staff directly but to create conditions where staff can do their best work. This means creating and enforcing, policies and developing budgets that are respectful of staff well-being, time, and talent, which allows staff to contribute their best work.

From your perspective, what are the challenges facing our school district?

From my perspective, the main challenges facing our school district are 1) the need to keep building the plane while flying it, 2) a reliance on business as usual, and 3) culture.   DPSCD has not had a chance to breathe since before the district was placed under receivership. And attempting to bounce back after the pandemic has added to the work that needs to be done. Not only is the district currently trying to improve student achievement, it is doing so in an environment that has struggled economically, where families are still recovering, and community is still being forged. This is the main challenge that I see: the need to both recover from years of learning loss balanced against the need to move forward simultaneously. As challenging as this is, I believe I can be done but it requires willingness to think differently about how we address issues in the district and how we bring the community together to address them.   This ties into the second challenge I see, which is a tendency as a district to rely on business as usual. Keeping things the same – programs, projects, methods, strategies – works well when external conditions are constant and when there is not a need for drastic improvement. However, the district may not have the luxury given the gains that need to be made quickly – not in 5 years – for our students. Currently, there is a dearth of innovating thinking and a reluctance to do what we know works.   Finally, culture is a major challenge. Adult interactions with students are often troubling, as are staff interactions with one another. Additionally, while district policies are strong, they are often implemented in a way that targets some and insulates others.

Identify a recent DPSCD Board decision that you felt strongly about and describe how you would balance community concerns, student needs, state and federal law, staff considerations and your personal values.

The use of the Literacy Lawsuit money is an issue I felt strongly about. The plan included increasing the number of academic interventionists, lowering K# class sizes, expanding reading materials for home use, and providing more support for English Language Learners. I believe that – as outlined – it was a step in the right direction with its focus on early literacy and equity.   If I had been voting on this issue, I would have considered student needs as my main priority. I would have looked at literacy rates across the grades, identified school-based or location-based pockets of substantial need, and considered student subgroups that may be struggling the most. I would have also gathered feedback from the community on how funds should be spent. This would have included families, educators, and literacy experts. I would have made it a point to engage families in schools where literacy rates are lowest, even if that meant providing small incentives for focus group participation. Armed with feedback, I would have held that against the data available to see where there is alignment – where we could address family concerns and location-based or subgroup issues.   At the same time, I would have considered staff capacity and implementation timelines (and whether a pilot made the most sense). Adherence to state and federal law is most important in any implementation and so I would have ensured that the proposed uses of the funds was not in violation of any law.   My personal values/beliefs would not factor into how I vote on the issue per se. However, I value dignity, equity, due diligence. And I would have brought these to bear in which data I requested about the use of the Literacy Lawsuit monies, how I engaged community members, and ensuring that there was a disproportionately positive impact for students and areas of the district with the greatest need.

How can the Board know if its goals are being accomplished and its policies are carried out?

The Board can know if its goals are being accomplished and it policies are carried out by setting clear priorities and goals, and establishing key feedback loops and data cycles. An effective performance management system would have the following elements: •              Performance dashboards that are kept up-to-date and always available to Board members. Dashboards would have disaggregated data to be able to see how various student groups are being served. •            The ability to request ad-hoc data analyses that provide necessary detail regarding project or program status and outcomes. •            Regular feedback from teachers, staff, families, community members, etc. to understand how implementation is going and gather information on program outputs and leading indicators of impact/change. This is also a time to identify unintended consequences so they can be addressed early. •       Implementation updates that indicate how policies, programs, projects are being carried out in practice. This should not just include what’s working, but should focus intensely on barriers, problems, and unintended consequences. •          Whether there is budget alignment and early indication that additional resources may need to be allocated. Also avoids surprises in scaling programs. •           Outline of the anticipated program evaluation (or external audit) at the start of each major program and the result of the outcome evaluation at the end of the evaluation cycle (6 months or 1 year, depending).

If appointed to the Board, would you seek re-election when the appointment expires?

Yes

Is there anything that we haven't asked you that you want us to know? Is there anything about you that we should know or would make us regret moving forward in the process?

No

This is an acknowledgement of your name being released to the public as a candidate for the DPSCD Board Vacancy seat.

Yes, my name can be release to the public.
Pageant B. Atterberry

What contributions can you make to the school district?

I bring over two decades of experience in early childhood education, youth development, and community leadership within the City of Detroit. As the owner and executive director of New Beginnings Child Care and Academy, I have successfully led seven early learning centers that serve more than 500 children annually. My work has focused on building strong partnerships with families, educators, and school districts to ensure smooth transitions from early childhood programs into the K–12 system. I would contribute to the Detroit Public Schools Community District by bringing a deep understanding of educational equity and early intervention, particularly for underserved communities. My academic training and professional leadership roles have equipped me with the policy and administrative knowledge needed to support effective governance. I also offer strong communication skills that can help elevate the district’s messaging and transparency. I am committed to increasing meaningful family engagement and ensuring that the voices of parents and caregivers are included in decision-making. As a collaborative, data-driven leader, I aim to support the Board in advancing child-centered policies, closing achievement gaps, and building sustainable pathways for student success from preschool through graduation.

Describe how you'll advocate openness and democratic processes in all board activities with emphasis on team decision-making and consensus.

As a board member, I will advocate for openness and democratic processes by promoting transparency, inclusive dialogue, and shared leadership in all decision-making. I believe effective governance begins with listening—genuinely engaging fellow board members, educators, families, students, and community stakeholders. I will support structures that ensure meetings are accessible, that information is shared in a timely and understandable way, and that decisions reflect the collective voice of the community. My leadership style emphasizes consensus-building; I value diverse perspectives and seek common ground through respectful, evidence-based discussions. I will help foster a team environment where collaboration is prioritized over competition, and where every board member’s input is respected. Together, we can model civic responsibility for our students by making decisions that are thoughtful, inclusive, and rooted in the district’s mission to serve all children equitably.

What approach would you take to help pass millage renewals, millage increases or Headlee override elections? (If applicable now or in the future)

1. Build early stakeholder engagement and clear communication Successful millage campaigns in Michigan, like Detroit’s Proposal S and Wayne County’s enhancement millage, prioritize transparent, consistent outreach. DPSCD held virtual town halls, shared FAQs, and explained how funds would accelerate debt payoff and reinvest in classrooms and teachers. Early in the process, I’d spearhead similar efforts, hosting community forums, sharing clear messaging on the purpose, tax impact, and benefits to students and families. 2. Frame it as a renewal, not a new tax Because operating millages often get rolled back under the Headlee Amendment, it's helpful to describe the ask as a “renewal” or “restoration” of existing levy rather than a new or increased tax. This framing positions the effort as preserving existing funding—especially since—for non-homestead properties only, it doesn’t raise homeowner taxes. 3. Use data and transparency to build trust Voters respond well when they see exactly how funds are used. Wayne County’s enhancement millage renewal emphasized independent audits and funds allocated toward career programs, bus fleets, and classroom support. I would advocate for DPSCD to commit to similar transparency—publishing semi annual usage reports, hosting budget check ins, and ensuring community oversight. 4. Highlight local impact As owner of early-childhood centers, I’d use my community roots to show how millage funds would support the district’s pipelines: smaller class sizes, improved transitions from preschool to K 12, and boosted teacher recruitment. Making the link between this funding and real benefits, such as improved literacy rates and reduced class overcrowding - resonates with voters. 5. Build coalitions across stakeholders Polls and campaign history show that trusted voices: educators, parent groups, local businesses, and nonprofits all amplifying the message increases credibility. I’d coordinate endorsements, letters of support, and joint appearances with trusted Detroit institutions to show unified backing for the proposal. 6. Prepare for the unique Headlee override case If a Headlee override (to reverse rollbacks) is required, the ballot language and campaign might have to include both the renewal and an override question if the rate difference is greater than 0.5 mills. I would work with legal counsel to craft clear, legally compliant proposals, potentially bundling renewal and override carefully, and develop public-facing explanations that demystify these processes. In summary, I would lead with transparent communications, frame the measure as a renewal, provide clear data-backed community value, build partnerships across the district, and ensure legal-technical precision in the campaign strategy. By positioning the millage as a renewal that maintains essential services, without raising homeowner taxes, and backing it with robust oversight and community trust, we can maximize the likelihood of voter approval.

If you were faced with a tough issue as a board member (raising taxes, cutting staff, programs), what kind of data would you need to help you make your decision?

If I were faced with a difficult issue as a board member—such as raising taxes, cutting staff, or reducing programs—I would rely on comprehensive, transparent data to make an informed and responsible decision. First, I would review budgetary and financial data, including multi-year revenue and expenditure trends, fund balance projections, and the potential fiscal impact of each proposed action. I would also seek student impact data, such as enrollment patterns, program participation rates, academic achievement, and equity indicators to understand how changes might affect different student populations. Staffing data, including student–teacher ratios, vacancy rates, and roles impacted, would be critical, as would feedback from stakeholder engagement—such as surveys, focus groups, or public forums involving families, educators, and community leaders. I would also consult comparable district benchmarks, state requirements, and any legal or union obligations. Ultimately, I would use a values-based approach—grounded in fiscal responsibility, equity, and student well-being—while striving to find sustainable solutions that minimize harm and preserve the core mission of public education.

Why are you interested in serving on the school board?

I believe that access to high-quality public education is the foundation of opportunity and equity in our city. As a lifelong Detroiter, an educator, and the owner of New Beginnings Child Care and Academy, I have spent my career supporting children and families—especially those in historically underserved communities. I have seen firsthand the systemic barriers that our students face, but I’ve also witnessed the power of strong, community-rooted schools to change lives. I want to bring my experience, my voice, and my commitment to the Board to help shape policies that promote academic excellence, fiscal integrity, and deep family engagement. This is not just about governance for me—it’s about investing in the future of Detroit’s children and ensuring that every student, regardless of zip code, has the resources and support they need to thrive.

After review and discussion of significant issues, the DPSCD Board operates by majority vote. When the majority vote is different from your position - how would you manage the situation?

When serving on a board that operates by majority vote, I believe it’s important to respect the democratic process while remaining true to my values. If the majority vote differs from my position, I would accept the outcome with professionalism and continue to collaborate constructively with my fellow board members. My responsibility would be to ensure that my viewpoint was clearly and respectfully communicated during deliberation, backed by data and grounded in the best interest of students. Once a decision is made, I would focus on implementation and supporting the success of the board’s collective actions, even if I initially disagreed. At the same time, I would remain engaged, seeking ways to monitor outcomes and advocate for any needed adjustments based on evidence and community feedback. Ultimately, my role is to serve the district as a unified body, and I believe maintaining integrity, trust, and collegiality is essential to effective governance.

How do you view the relationship between the Board of Education and the Superintendent? Administration/staff?

I view the relationship between the Board of Education and the Superintendent as a partnership built on mutual respect, accountability, and clearly defined roles. The Board is responsible for setting policy, approving budgets, and providing strategic oversight, while the Superintendent serves as the chief executive responsible for implementing those policies and managing day-to-day operations. A healthy, effective relationship requires open communication, trust, and shared commitment to student success. Likewise, the Board’s relationship with administration and staff should be supportive and collaborative, but not managerial. The Board should listen to the concerns and insights of educators and staff, ensure that their needs are reflected in district priorities, and advocate for the resources they need to serve students well. However, it must also respect the administrative chain of command and avoid micromanaging operations. Overall, I believe the most effective school boards foster alignment and unity of purpose across leadership levels—creating a culture of accountability, professionalism, and student-centered decision-making.

From your perspective, what are the challenges facing our school district?

Detroit Public Schools Community District faces several interrelated challenges that directly impact its students and community. First, financial sustainability remains a pressing concern. The district operates numerous under enrolled schools, 19 of which cost more to run than the funding they receive, due to declining enrollment (from over 156,000 in 2002–03 to roughly 49,000 now). Addressing the fiscal strain of these facilities without compromising educational quality is essential. Second, infrastructure and facilities need significant investment. DPSCD is advancing a comprehensive master facilities plan, but completing these updates and maintaining safe, modern learning environments is a long-term endeavor. Third, student academic outcomes and support services are uneven. Reading proficiency remains a concern, and delays in special education evaluations threaten equitable access to essential services for students with disabilities. Fourth, rising mental health needs among students, marked by high levels of anxiety, depression, and trauma, require a robust response in school-based support systems. Finally, DPSCD continues to work against broader systemic inequities rooted in historical segregation and funding disparities that undercut its ability to serve economically disadvantaged families effectively.

Identify a recent DPSCD Board decision that you felt strongly about and describe how you would balance community concerns, student needs, state and federal law, staff considerations and your personal values.

A recent decision that stands out is the Board’s January 2025 decision to withdraw its proposal to eliminate virtual public comment during online meetings. This reversal followed significant public feedback, reflecting concerns about access and civic. If I were in that deliberation, I would weigh several key factors. First, community concerns were loud and clear, in that residents voiced that virtual comment is vital for inclusivity, allowing broader participation. Second, student needs hinge on community trust and engagement; listening to families and students helps ensure the Board remains responsive to classroom realities. Third, I would confirm that any policy aligns with state and federal open meetings laws, ensuring transparency obligations are met. Fourth, I’d consider staff and administrative logistics, including managing virtual platforms effectively without burdening district personnel. Finally, my personal values of equity and civic inclusion would guide me toward a decision that preserves access and amplifies diverse voices. Ultimately, balancing public feedback, legal compliance, operational feasibility, and my belief in equitable participation, I would support retaining and improving virtual comment options, including enhancing technology, translation, and accessibility features, to uphold democratic engagement in Board governance.

How can the Board know if its goals are being accomplished and its policies are carried out?

The Board can determine whether its goals are being accomplished and its policies are being carried out by establishing clear, measurable objectives and holding the Superintendent accountable for regular progress reporting. This includes setting specific benchmarks aligned with student achievement, equity, fiscal responsibility, and operational effectiveness. Ongoing data collection, such as academic performance metrics, budget reports, attendance data, and school climate surveys, should be reviewed at regular intervals to assess progress. The Board should also receive updates from the Superintendent and district leadership that directly connect implementation efforts to Board-approved policies. Additionally, engaging with community stakeholders through public comment, forums, and surveys provides valuable insight into whether policies are having their intended impact. Ultimately, a combination of quantitative data, qualitative feedback, and transparent reporting ensures that the Board can monitor its effectiveness and make informed, timely adjustments when needed.

If appointed to the Board, would you seek re-election when the appointment expires?

Yes. If appointed to the DPSCD Board, I would absolutely seek re-election when my term expires. My goal is to provide sustained leadership and contribute to long-term progress on student outcomes, community trust, and educational equity. Running for re-election would give me the opportunity to continue collaborative efforts, such as strengthening early education pathways, improving fiscal transparency, and supporting student-centered initiatives, and to build on the momentum created during my appointment. Serving on the Board is a privilege I take seriously, and I would welcome the chance to earn the community’s support to continue making a positive impact on Detroit’s public schools.

Is there anything that we haven't asked you that you want us to know? Is there anything about you that we should know or would make us regret moving forward in the process?

Thank you for the opportunity to be considered for this role. One thing I would like you to know is that I approach this opportunity with deep humility, a spirit of service, and a long-standing commitment to the children and families of Detroit. I am not a politician—I am a practitioner, an entrepreneur, and an advocate who understands the realities our students face every day. I bring experience, vision, and a collaborative mindset to the table. There is nothing in my background that would cause regret in moving forward; however, I am transparent in acknowledging that I lead with passion and urgency. I care deeply about this work, and I believe in pushing for solutions that are both bold and achievable. If selected, I would work diligently and respectfully with my fellow Board members to ensure every student in this district is seen, supported, and given the opportunity to thrive.

This is an acknowledgement of your name being released to the public as a candidate for the DPSCD Board Vacancy seat.

Yes, my name can be release to the public.
Rev. Curtis C. Williams

What contributions can you make to the school district?

Make the most informed decisions that affect students, teachers, and families. 1) Ensure clear communication from the Board. 2) Provide a listening ear with other Board members and the community at large. 3) Serve with integrity when faced with tough decisions. 4) Have an open mind to new ideas and a willingness to adapt. 5) Commitment displayed through attendance at meetings and active engagement.

Describe how you'll advocate openness and democratic processes in all board activities with emphasis on team decision-making and consensus.

As a community leader, I have always been open to hearing different opinions If elected, I would determine my vote and decisions as an individual or team member to achieve the best outcome for the students, teachers and families.

What approach would you take to help pass millage renewals, millage increases or Headlee override elections? (If applicable now or in the future)

I would advocate in the community and anywhere else I would be needed to promote the passage.

If you were faced with a tough issue as a board member (raising taxes, cutting staff, programs), what kind of data would you need to help you make your decision?

The data needed to make an informed decision would be program success rates, test scores and staff descriptions.

Why are you interested in serving on the school board?

I ran for the Board previously and I believe as a business owner and retired Pastor, I can bring my knowledge to compliment the current makeup of the Board when decisions have to be made. My children attended DPS in the past and by joining the School Board I would be giving back.

After review and discussion of significant issues, the DPSCD Board operates by majority vote. When the majority vote is different from your position - how would you manage the situation?

Majority rule is a democratic process and I would be in support, hear opposing views and move forward.

How do you view the relationship between the Board of Education and the Superintendent? Administration/staff?

The Superintendent is an employee of the Board and works collaboratively with the Board. Ms. Moore and Ms. Drake are employed with the school district but assigned to assist the Board with clerical tasks and meeting preparation.

From your perspective, what are the challenges facing our school district?

The challenges facing the school district are as follows; 1) Poor morale in the schools and central office. 2) Chronic Absenteeism. 3) Low test scores.

Identify a recent DPSCD Board decision that you felt strongly about and describe how you would balance community concerns, student needs, state and federal law, staff considerations and your personal values.

I appreciated the Board's decision to hear all of the community members during public comments concerning the student from Western High School who was detained by ICE and eventually deported. One of my business is located in Southwest Detroit and the community was pleased that the Board heard their concerns.

How can the Board know if its goals are being accomplished and its policies are carried out?

The Board will know if its goals and policies are carried out by regular review of data and information provided by the Superintendent.

If appointed to the Board, would you seek re-election when the appointment expires?

Yes, I would seek re-election in November, 2026.

Is there anything that we haven't asked you that you want us to know? Is there anything about you that we should know or would make us regret moving forward in the process?

Nothing

This is an acknowledgement of your name being released to the public as a candidate for the DPSCD Board Vacancy seat.

Yes, my name can be release to the public.
Rev. Dr. Steve Bland, Jr.

What contributions can you make to the school district?

Thank you for your question. First of all, let me state that I believe we have a great School District at DPSCD. Like other school districts, it has its challenges but has tremendous promise. I believe navigating the rough terrain and facing tough challenges with all facets of our District working together is what will aid in our ultimate elevation to be a more polished jewel among School Districts in the State of Michigan. To that end, I offer to bring the following contributions to the DPSCD Board: a) I will be a fierce advocate for our greatest asset, our children and our chief aim: the shaping of their educational and vocational development, which equips & prepares them for a quality life. b) I will help critically think through tough budgetary decisions to continue to secure and insure financial stability. My background in data analysis and critical decision-making will aid in facing a future with limited general fund resources, declining ARPA funds, and potential DOE federal cuts we may face. My experience serving on various local, state and national Boards will be useful. c) I will help to review and shape appropriate policies, procedures and protocols that lead to the visionary goals and proposed outcomes for the DPSCD school district. This includes student academic achievement, facility upgrades/enhancements/construction, and good governance. d) I will gladly serve on the Academic Committee that was the assignment of the resigning School Board member, Angelique Peterson-Mayberry, and offer assistance in increasing academic achievement outcomes while minimizing impediments to learning (truancy, absenteeism, etc.). Parent involvement and community engagement are key factors, to which I can greatly assist. e) Being a Goodwill Ambassador for the District both on the Board and in the larger community. My relationships as a community leader and child advocate will allow me to assist in promoting whatever the DPSCD programs and initiatives are; including millages and renewals agreed upon.

Describe how you'll advocate openness and democratic processes in all board activities with emphasis on team decision-making and consensus.

Serving on a seven (7) member School Board should embrace and embody the diversity of thoughts, ideas, opinions and expertise that represents our large, urban, diverse school district and community. Therefore, each Board member should be respected as such and expected to be a colleague of mutual engagement, seeking consensus on often complex issues and difficult decisions. Too often, many issues are addressed with impassioned heat and not guiding light. Board meetings, committees, and any decision-making activities should be approached with a climate and expectation of open dialogue, active listening, respect for diverse opinions, and ultimately agreement to a majority consensus. This insures the best opportunity for civility, stability, and mutual respect among Board members as credible examples to our District staff, employees and students.

What approach would you take to help pass millage renewals, millage increases or Headlee override elections? (If applicable now or in the future)

One of the bright spots of our recent School District’s history after emerging from several years of emergency management and State takeover, has been our ability to initiate a millage renewal in 2016 followed by an 18-mil property tax renewal in 2020. This generated essential resources for about 11 years to shore up desperately needed funding for general operations, daily activities, and the complexities that arose from the COVID 19 pandemic we were faced with locally, nationally and globally. I recall in my 1st year as President of the Council of Baptist Pastors of Detroit and Vicinity being a strong advocate to inform our Pastors, congregations, community partners, and the general public of the need to pass this important millage. The fact that it passed overwhelmingly I believe was largely in part due to the community confidence and goodwill built up and fostered by effective information campaigns, listening events, relationship building, strategic marketing, and fear reduction measures. I would strongly advocate that this process be duplicated in the future need to get a millage to pass (noting the pending need to pass one in the immediate future). The Board initiates this with a metric based, data-driven strategic plan that can quickly answer pending questions and resolve doubts the taxpayers may have. Communications and marketing efforts should be clear, concise and consistent. They should also be targeted to specific communities. Digital platforms, community forums and townhalls are important.

If you were faced with a tough issue as a board member (raising taxes, cutting staff, programs), what kind of data would you need to help you make your decision?

I believe tough, complex issues should first be disaggregated and broken into smaller, manageable parts to better understand it. All sides of the issue should be examined without prejudice with both Board and community input encouraged. I would then incorporate a varied, comprehensive approach including appropriate and applicable data, ratios, budget parameters, revenue sources, and previous plus proposed expenditures. I would also weigh District staff and community opinion and impact for aid in final decision making or expediency in explaining a difficult decision made.

Why are you interested in serving on the school board?

As stated in my Letter of Interest, I am a visionary, faith-based leader with over 40 years of service in pastoral ministry, community engagement, civic advocacy, and nonprofit governance, I have consistently worked to uplift communities through educational advancement, youth empowerment, and strategic institutional development. My family roots include retired educators with stellar academic careers. I have always been interested and engaged in Public School Education my entire life. As a child starting in pre-school all the way through K-12, including being Valedictorian of my 8th grade class, I have been a beneficiary as well as a perpetual advocate for Public School Education. It has shaped my life experiences as well as my world view as both a citizen and a professional in varied and multiple ways. I am particularly interested in serving on the School Board at this juncture because I believe I can bring my many years of leadership experience and public policy engagement to join with our current Board of professional, passionate Board members with diverse backgrounds and perspectives. It is my belief that different does not mean deficient. I can help further foster a climate of stability and camaraderie necessary in making difficult policy, budget and academic decisions concerning our bright future. I am also driven by having a soon to be 7-year-old granddaughter and many children and youth in my congregation and sphere of influence that grounds my interest so that I don’t lose the big picture focus while dealing with day to day educational and decision-making concerns. I am primarily child focused!

After review and discussion of significant issues, the DPSCD Board operates by majority vote. When the majority vote is different from your position - how would you manage the situation?

I believe being privileged to serve on a School Board is an act of goodwill and public service, which requires an attitude of being selfless and surrendered to the larger good; not solely intentioned on one’s personal perspective or opinion being accepted as the primary goal. Dissent should be constructive. My belief is Board meetings, committees, and any decision-making activities should be approached with a climate and expectation of open dialogue, active listening, respect for diverse opinions, and ultimately agreement to a majority consensus. This insures the best opportunity for civility, stability, and mutual respect among Board members as credible examples to our District staff, employees and students.

How do you view the relationship between the Board of Education and the Superintendent? Administration/staff?

I believe the relationship between the School Board and the Superintendent is vital and crucial to the success of a School District. This is signified by the immediate search by a School Board for a quality replacement of said person given the retirement, resignation or dismissal of this individual in order to further lead the District. While there should be a harmonious relationship for an effective and efficiently run District, their roles are distinctively clear. In short, the School Board sets policy and reviews it as needed, and is primarily responsible for governance, participation in various committees that address academics, finance, etc., the approval of budgets, and the hiring and scheduled evaluation of the Superintendent. A harmonious relationship requires clear communication, trust and mutual respect for their roles, well defined roles and responsibilities, and adherence to established, documented vision and goals. The Superintendent is responsible for providing overall educational leadership and setting a positive climate for District administration and staff, while also managing and overseeing them. The Superintendent should bring all his or her expertise and skill sets to implement the established vision, goals and policies of the School District through its representative School Board, and is accountable to report to the Board and community the regular progress, challenges, concerns and recommendations for a quality School District. The School Board should be careful not to micromanage or overreach into the day-to-day operations and activities of administration and staff that limit the Superintendent’s effectiveness and maximized performance. The Superintendent should not disregard or disrespect the policies and directives properly established and communicated by the Board. Personal agendas that supersede these principles of mutual engagement by any one of these parties can prove to be not only hindering and damaging to the District’s operation, but can derail the mission to properly educate children and diminish the trust of the community at large. We’re better when we’re working together!

From your perspective, what are the challenges facing our school district?

From my perspective, our School District faces the following challenges: a) Limited revenue resources with expanding financial expectations. b) Chronic absenteeism and truancy of students. c) Maintaining State funded support in the wake of Federal funding challenges; including gross reductions in the U.S. Department of Education (DOE) being recently upheld by the courts. d) Building morale in the District and on the School Board, particularly while replacing a Board member. e) Ongoing challenge of increasing student achievement goals and student literacy f) Retention and recruitment of quality teachers and staff amid increasing retirements

Identify a recent DPSCD Board decision that you felt strongly about and describe how you would balance community concerns, student needs, state and federal law, staff considerations and your personal values.

I recently heard about the alarming rise of the use of marijuana edibles and vaping pens detected in the Detroit Public School District. It was reported that 750 or so cases have been reported since the beginning of the 2024-25 school year. I believe the School Board stands in support of the Superintendent’s stated concerns, but the challenge remains that local and state lawmakers need to examine and enforce ordinances that would aid in reducing the number of incidents that are on the rise. In particular, some teeth need to be put into City Ordinances and State law that will support suggestive measures by the Board, Superintendent, and many District staff to require clear labeling identifying edibles as marijuana, prohibiting copycat packaging that mirrors candy, and funding schools to purchase detection systems for vape pens and said substances. While I am clear that it is difficult to legislate against moral issues that infringe on human rights, we must raise this equally as a health concern vs. a moral problem. Consequences may include student penalties, public awareness, and some parental accountability. As a Board member, I would vote to address this matter as a health vs. moral concern.

How can the Board know if its goals are being accomplished and its policies are carried out?

The Board can know its goals are being accomplished and its policies carried out in a variety of ways: a) Periodic evaluations and assessments; b) Milestone checkpoints; c) 360-degree results and feedback from employees and staff surveys (preferably anonymous); d) Public feedback, forums, and townhalls.

If appointed to the Board, would you seek re-election when the appointment expires?

Yes, that is my intention.

Is there anything that we haven't asked you that you want us to know? Is there anything about you that we should know or would make us regret moving forward in the process?

No, there is not.

This is an acknowledgement of your name being released to the public as a candidate for the DPSCD Board Vacancy seat.

Yes, my name can be release to the public.
Sonja L. Beasley-Hall

What contributions can you make to the school district?

With over 25 years of experience in education-as a reading instructor, OST program leader, homeschool educator, and now Deputy Director of a faith-based youth organization - I bring a holistic understanding of what it takes to educate and support the whole child. I offer deep community roots, advocacy experience with legislators, and a personal commitment to ensuring Detroit students receive an education that affirms their identity, expands their opportunities, and equips them for lifelong success.

Describe how you'll advocate openness and democratic processes in all board activities with emphasis on team decision-making and consensus.

I believe transparency, communication, and community engagement are essential to good governance. I will support policies that invite stakeholder voice, ensure meeting materials are accessible, and prioritize collaborative decision making. Consensus doesn't mean uniformity - it means all perspectives are valued, and we work collectively toward solutions that serve our students.

What approach would you take to help pass millage renewals, millage increases or Headlee override elections? (If applicable now or in the future)

I would prioritize education and engagement. That means meeting with families, staff, and community partners to explain what the funding supports, why it matters for student success, and how it directly impacts classrooms, safety, and programming. I would also work to ensure our message is culturally relevant and accessible across communities.

If you were faced with a tough issue as a board member (raising taxes, cutting staff, programs), what kind of data would you need to help you make your decision?

I would need clear fiscal data, program impact evaluations, student achievement outcomes, community input, and legal guidance. It is critical to understand how any decision affects students, staff, equity, and long-term sustainability. Data should be both quantitative and qualitative, and decisions must align with the district's core mission.

Why are you interested in serving on the school board?

This is personal. As a child, I was bussed during the desegregation era - met with hostility, told I did not belong. That moment shaped my life's mission. Today, I work across the street from the very school I was once barred from, ensuring that today's students feel valued, supported, and prepared. Serving on the Board is a continuation of my commitment to Detroit's youth.

After review and discussion of significant issues, the DPSCD Board operates by majority vote. When the majority vote is different from your position - how would you manage the situation?

I would respect the will of the Board and the democratic process. While I may voice my position during deliberations, once a vote is taken, I would support the decision publicly and help move it forward with integrity, while continuing to advocate for underserved perspectives.

How do you view the relationship between the Board of Education and the Superintendent? Administration/staff?

It should be a relationship of mutual respect, clear communication, and shared accountability. The Board sets policy and vision, the Superintendent implements it. Staff should feel heard and supported. A strong district depends on strong, aligned leadership across all levels.

From your perspective, what are the challenges facing our school district?

Some of the challenges include addressing chronic absenteeism, ensuring equity in programming and facilities, recruiting and retaining qualified staff, and maintaining trust with families. We also face systemic underfunding, and must continue to uplift the social-emotional and academic needs of students still recovering from the impact of the pandemic.

Identify a recent DPSCD Board decision that you felt strongly about and describe how you would balance community concerns, student needs, state and federal law, staff considerations and your personal values.

The DPSCD Board approved a restructuring of its special education department that reduced the number of self-contained special ed sites from 60 to 38 while increasing total self-contained classrooms from 174 to 185. The goal was to fully staff these programs, decrease daily travel times for students, and bolster wrap-around services - such as speech, occupational therapy, and counseling - by creating regional "hubs" of support. As a board member, I would approach this decision by centering student and family voices: hosting listening sessions to understand how increased school changes affect students with mobility or trauma backgrounds, while also tracking staffing and transport data to ensure intended improvements are happening. If the restructuring showed positive gains in staffing but raised concerns around disruptions or communication, I would advocate for additional supports - transition liaisons, phased implementation, and peer mentoring - to ensure stability for students and families. Balancing data, equity, and community experience is key to making such a change truly beneficial.

How can the Board know if its goals are being accomplished and its policies are carried out?

Regular evaluation, community feedback, and transparent reporting are essential. We must set measurable goals and review progress through dashboards, staff updates, and community forums. Listening to those most impacted - students, families, and educators - tells us if our policies are making a difference.

If appointed to the Board, would you seek re-election when the appointment expires?

Yes. I view this appointment as both a service and a responsibility. If entrusted with this role, I would seek re-election to continue the work and serve with consistency and commitment.

Is there anything that we haven't asked you that you want us to know? Is there anything about you that we should know or would make us regret moving forward in the process?

Yes. I bring both lived experience and professional expertise. I am a child of Detroit. A product of its public schools, shaped by its racial history, and driven by its promise. I never stopped believing in what education could do. Whether appointed or not, I will continue to be a champion for our students - inside and outside of the classroom.

This is an acknowledgement of your name being released to the public as a candidate for the DPSCD Board Vacancy seat.

Yes, my name can be release to the public.
Traci Ricks

What contributions can you make to the school district?

I believe my strongest contribution to the school board would be a combination of my deep commitment to our students and my experience in education, and working with at-risk youth from undeserved communities. As someone who is a native Detroiter, educator and advocate with a vested interest in the future of our youth, I’ve seen both the challenges and potential of our schools. I bring practical skills in project management, community organizing and mediation. I have a firm belief that every child deserves equitable access to quality education. On the board, I would work to ensure transparency, strengthen family engagement, and support initiatives that improve literacy, attendance, and career readiness. I know that serving on the school board means listening to diverse voices and making decisions that reflect the best interests of our students and communities. I’m ready to bring thoughtful leadership, accountability, and a focus on real outcomes for Detroit’s kids.

Describe how you'll advocate openness and democratic processes in all board activities with emphasis on team decision-making and consensus.

I’ll ensure public participation remains accessible in all board activities—both in-person and virtual. I will insist on transparent board operations—including publishing budget documents promptly (as required by Michigan’s Public Act 94 of 1979), ensuring meeting notices and materials are posted well in advance, and that decisions and rationales are clearly communicated. I will champion inclusive decision-making—within the board and through advisory structures like parent/community/staff advisory committees, focus groups, and listening sessions—to ensure voices from across the district inform policy on curriculum, budgets, and policy direction.

What approach would you take to help pass millage renewals, millage increases or Headlee override elections? (If applicable now or in the future)

As a proud Detroiter, lifelong educator, and committed advocate for our children and communities, I understand that millage renewals, increases, and Headlee override elections are not just about dollars—they are about ensuring our students have access to safe, high-quality learning environments and the resources they need to thrive. My approach would be grounded in community engagement, transparency and education. I would ensure the public understands exactly how millage funds are being used—whether for building improvements, technology upgrades, teacher retention, or student support services. I believe transparency builds trust, and trust builds support. I would collaborate with fellow board members, district leaders, union representatives, parent groups, clergy, neighborhood associations, and grassroots organizers to create a unified message and mobilize support. This means door-knocking, community forums, and town halls—meeting people where they are, in their language, with respect for their concerns. I would focus messaging on how these financial tools directly improve students’ lives—better facilities, stronger programs, and more opportunities for success. When we make it personal and student-centered, people are more inclined to say yes at the ballot box. I would pair the facts (budgets, performance data, return on investment) with real stories of student progress to show voters that their contributions are making a tangible difference. Ultimately, I believe passing these measures requires coalitionbuilding and clear communication rooted in our shared values as Detroiters who believe in the transformative power of public education.

If you were faced with a tough issue as a board member (raising taxes, cutting staff, programs), what kind of data would you need to help you make your decision?

Tough decisions require both a compassionate heart and a critical eye. Before making any decision that impacts our students, staff, or community, I would need to review a comprehensive set of qualitative and quantitative data to ensure my vote is informed, responsible, and rooted in equity. Specifically, I would want to know how the proposed action would affect student learning, access, safety, and well-being, particularly for our most vulnerable populations I’d want data disaggregated by race, income, and disability status to assess equity implications. I’d review current expenditures, revenue forecasts, fund balances, and cost-benefit analyses to understand the financial landscape and long-term sustainability. I’d also want comparisons to similar districts to help gauge reasonableness. I’d look at staffing ratios, program outcomes, enrollment trends, and performance data to understand the effectiveness of what might be cut or changed. Data isn’t just numbers, it’s also voices. I would prioritize listening to staff, parents, students, and community members through public comment, surveys, and forums. Their lived experience adds invaluable context. I’d review state laws, union agreements, and district policies to understand what constraints or commitments must be honored. Ultimately, I would ask: Does this decision preserve the integrity of our mission—to serve students with excellence and equity? If the data doesn’t point clearly to that answer, then we must keep working.

Why are you interested in serving on the school board?

I’m interested in serving on the Detroit Public Schools Community District school board because I am a proud native Detroiter, an educator, and someone who believes deeply in the transformative power of public education, especially for Black and Brown children in urban communities. I was educated in Detroit, and I’ve witnessed firsthand both the challenges and the brilliance that exist within our schools. I’ve also worked in education—as a teacher, mentor, and advocate—which has shown me just how critical school board leadership is to student success, staff support, and community trust. I want to ensure that every child in Detroit receives not just a basic education, but an excellent one—where they are seen, heard, and nurtured. I’m also committed to transparency, accountability, and community voice in decision-making. Our schools are the heart of our neighborhoods, and I believe that when we uplift our schools, we uplift our entire city. This is more than a service opportunity for me. I want to give back to the city that raised me, and I want to help shape a future where every child in DPSCD can dream big and achieve with confidence.

After review and discussion of significant issues, the DPSCD Board operates by majority vote. When the majority vote is different from your position - how would you manage the situation?

I understand that the strength of a governing board lies in its ability to work collaboratively, even when members disagree. If the final vote doesn’t align with my position, I would honor the outcome and support the decision publicly, recognizing that it reflects the democratic process and the collective will of the board. That said, I would also take time to reflect on the discussion, ensure my concerns were heard and part of the public record, and look for ways to contribute to the successful implementation of the board’s decision, especially if it affects students, families, or staff. It’s not about ego or winning a debate; it’s about doing what’s best for our students and maintaining public trust in the board. Even in disagreement, I would remain respectful, solution-focused, and committed to the success of the district as a whole.

How do you view the relationship between the Board of Education and the Superintendent? Administration/staff?

I view the relationship between the Board of Education and the Superintendent as a partnership built on mutual respect, accountability, and a shared commitment to student success. A healthy relationship requires clear communication, respect and trust. The Board should support the Superintendent while also holding them accountable through data, transparency, and regular evaluation. We must ask the hard questions, but also provide the space and support for effective leadership. As for administration and staff, I believe board members should engage with them respectfully but not micromanage their duties. Staff are the boots on the ground: teachers, counselors, custodians, paraprofessionals. These are the people who deserve to feel heard, valued, and supported. While the Board doesn’t directly supervise them, it should create policies that ensure a safe, equitable, and empowering work environment. In short: the Board sets the “what,” the Superintendent carries out the “how,” and our staff are the “why”—the heart of the work. When all three operate in alignment, our students benefit.

From your perspective, what are the challenges facing our school district?

ChatGPT You said: How should I respond to this question as it pertains to my interest in a vacant DPSCD school board seat: What approach would you take to help pass millage renewals, millage increases or Headlee override elections? ChatGPT said: Here's a strong and strategic way to respond to that question, tailored to your candidacy for a vacant DPSCD school board seat: Question: What approach would you take to help pass millage renewals, millage increases, or Headlee override elections? Response: As a proud Detroiter, lifelong educator, and committed advocate for our children and communities, I understand that millage renewals, increases, and Headlee override elections are not just about dollars—they are about ensuring our students have access to safe, high-quality learning environments and the resources they need to thrive. My approach would be grounded in community engagement, transparency, and education: Build Trust Through Transparency I would ensure the public understands exactly how millage funds are being used—whether for building improvements, technology upgrades, teacher retention, or student support services. I believe transparency builds trust, and trust builds support. Engage Stakeholders Early and Often I would collaborate with fellow board members, district leaders, union representatives, parent groups, clergy, neighborhood associations, and grassroots organizers to create a unified message and mobilize support. This means door-knocking, community forums, and town halls—meeting people where they are, in their language, with respect for their concerns. Lead with the Student Impact I would focus messaging on how these financial tools directly improve students’ lives—better facilities, stronger programs, and more opportunities for success. When we make it personal and student-centered, people are more inclined to say yes at the ballot box. Use Data and Stories I would pair the facts (budgets, performance data, return on investment) with real stories of student progress to show voters that their contributions are making a tangible difference. Ultimately, I believe passing these measures requires coalition-building and clear communication rooted in our shared values as Detroiters who believe in the transformative power of public education. Would you like a shorter version or one that adds more of your personal story or educator background? You said: How should I respond to the following question: If you were faced with a tough issue as a board member (raising taxes, cutting staff, programs), what kind of data would you need to help you make your decision? ChatGPT said: Here's a thoughtful, strategic way to respond to that question—highlighting your values, commitment to equity, and your educator’s perspective: Question: If you were faced with a tough issue as a board member (raising taxes, cutting staff, programs), what kind of data would you need to help you make your decision? Response: Tough decisions require both a compassionate heart and a critical eye. Before making any decision that impacts our students, staff, or community, I would need to review a comprehensive set of qualitative and quantitative data to ensure my vote is informed, responsible, and rooted in equity. Specifically, I would seek: Student Impact Data How will the proposed action affect student learning, access, safety, and well-being—particularly for our most vulnerable populations? I’d want data disaggregated by race, income, and disability status to assess equity implications. Budgetary and Financial Reports I’d review current expenditures, revenue forecasts, fund balances, and cost-benefit analyses to understand the financial landscape and long-term sustainability. I’d also want comparisons to similar districts to help gauge reasonableness. Staffing and Program Evaluation Metrics I’d look at staffing ratios, program outcomes, enrollment trends, and performance data to understand the effectiveness of what might be cut or cha

Identify a recent DPSCD Board decision that you felt strongly about and describe how you would balance community concerns, student needs, state and federal law, staff considerations and your personal values.

One recent decision that resonated deeply with me was DPSCD’s January 2025 vote to approve placing an 18‑mill operating millage proposal on the May ballot—contingent upon ongoing litigation with the state treasury about how that revenue could be used. The board’s intent was to protect up to $100 million in future operating funds in case the court ruled against the district’s interpretation of state law . I would balance community concerns, student needs and personal values by doing the following: I would center feedback from parents, students, local businesses, and community leaders—especially those directly affected by property tax implications. I'd consider if the millage would preserve essential services, keep class sizes manageable, and support literacy programs, special education, and mental health access. I’d ensure a detailed legal analysis has been conducted—especially because Michigan’s Headlee Amendment, treasury interpretations, and precedent on how millage revenue may be used would directly affect the district’s options. If revenue is lost, it could lead to staff cuts or program reductions. I would weigh the potential impact on educators, classified staff, and support personnel—recognizing the ripple effects on school climate and retention. I would look for clarity on how the funds will be used, timelines, and whether independent audits or regular updates would be provided to taxpayers. I support equitable funding for Detroit’s students, transparency in public decisions, and acting with foresight to avoid a mid-year financial crises.

How can the Board know if its goals are being accomplished and its policies are carried out?

The Board can determine whether its goals are being accomplished and its policies are being carried out through a combination of data-driven monitoring, regular reporting, community feedback, and transparent evaluation processes. • Clear, Measurable Goals First, the Board must set goals that are specific, measurable, achievable, relevant, and time-bound (SMART). Without clear benchmarks, it’s difficult to assess progress. • Regular Reporting from the Superintendent The Superintendent should provide consistent updates on key performance indicators tied to board goals—such as academic achievement, student attendance, staff retention, budget implementation, and facility improvements. These reports should include both quantitative data and narrative context. • Board Policy Monitoring Tools The Board can use dashboards or policy-monitoring frameworks to track implementation, flag areas needing attention, and celebrate successes. • Community and Stakeholder Input Surveys, town halls, and public comment allow the Board to hear from families, students, staff, and community partners about whether policies are having the intended impact at the ground level. • Superintendent Evaluation A thorough and fair evaluation of the Superintendent—aligned to district goals and priorities—helps the Board ensure policies are being executed effectively and that leadership is accountable. • Equity Lens To truly assess success, the Board must disaggregate data and evaluate outcomes through an equity lens. Are all students benefiting? Are vulnerable populations being uplifted? Ultimately, knowing whether goals are being met requires intentional follow-through, honest reflection, and a willingness to course-correct when needed. When the Board governs with clarity, consistency, and community connection, it becomes much easier to see—and measure—real progress.

If appointed to the Board, would you seek re-election when the appointment expires?

Yes.

Is there anything that we haven't asked you that you want us to know? Is there anything about you that we should know or would make us regret moving forward in the process?

No.

This is an acknowledgement of your name being released to the public as a candidate for the DPSCD Board Vacancy seat.

Yes, my name can be release to the public.
Whitney Laurence Clarke

What contributions can you make to the school district?

2. A few of the contributions I can make to the school board would be: lived experience as a parent, proven community engagement, consistency and accountability to name a few.

Describe how you'll advocate openness and democratic processes in all board activities with emphasis on team decision-making and consensus.

3. I advocate openness through transparent communication, listening first, and building public consensus through public engagement.

What approach would you take to help pass millage renewals, millage increases or Headlee override elections? (If applicable now or in the future)

My approach to helping pass mileages renewals etc is rooted in establishing rapport with the community establishing a cultural of fiscal responsibility.

If you were faced with a tough issue as a board member (raising taxes, cutting staff, programs), what kind of data would you need to help you make your decision?

The kind of data I would look to would be: budgetary financial reports, student enrollment and attendance data, program effectiveness and outcomes, staffing, and any relevant survey data from parents or other stakeholders would be the first places I would look.

Why are you interested in serving on the school board?

6. The comeback of Detroit will not be complete without better schools and I have children I am sending to these schools.

After review and discussion of significant issues, the DPSCD Board operates by majority vote. When the majority vote is different from your position - how would you manage the situation?

7. I would manage the situation by communicating the outcomes and/or changes to parents staff and stakeholders. I’m well aware that in life you very rarely always get your way.

How do you view the relationship between the Board of Education and the Superintendent? Administration/staff?

I view the relationship between the Board, Superintendent, administration, and staff as a collaborative partnership focused on student success. These relationships must be strong, respectful, and built on shared accountability.

From your perspective, what are the challenges facing our school district?

Staffing, budget, and culture.

Identify a recent DPSCD Board decision that you felt strongly about and describe how you would balance community concerns, student needs, state and federal law, staff considerations and your personal values.

A recent DPSCD board decision I felt strongly about was the discussion around potential school closures. When faced with decisions like this, I would begin by prioritizing what matters most: the needs of our students. From there, I would weigh community concerns, consider state and federal legal requirements, and evaluate staff capacity to carry out the decision effectively. Every issue is nuanced, and I believe good governance comes from thoughtful prioritization — not rushing, but making sure students remain at the center while still honoring the voices of families, staff, and the legal framework we operate within.

How can the Board know if its goals are being accomplished and its policies are carried out?

The success of our children is the clearest measure of whether the board’s goals and policies are working. Student achievement, attendance, graduation rates, and parent engagement should all reflect our progress. If our students are thriving, our policies are doing their job.

If appointed to the Board, would you seek re-election when the appointment expires?

Yes

Is there anything that we haven't asked you that you want us to know? Is there anything about you that we should know or would make us regret moving forward in the process?

No

This is an acknowledgement of your name being released to the public as a candidate for the DPSCD Board Vacancy seat.

Yes, my name can be release to the public.

Please see the responses of candidates in the tabs below by clicking on their names.

Aliya Moore

Ashley Marie Pearson

Bessie Lee Harris

Bonzetta D. Ferrell, PhD

Brandy Mitchell

Debra Duren

Dr. Shinese Johnson

Jeremiah Spellman Steen

Jonathan Demers

Kenya Avant

Pageant B. Atterberry