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Detroit Public Schools Community District Board of Education

The seven candidates who win the most votes will fill the seven-seat board. The top two vote-getters will have six-year terms. The next three will have four-year terms and the final two will serve two-year terms. Note, the Detroit Public Schools Community District Board is the new school public school district in the city of Detroit, replacing Detroit Public Schools.

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  • Betty J. Alexander
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    Leslie Andrews
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    Penny Bailer
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    Phyllis Berry
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    Brandon Brice
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  • Gwendolyn Britt
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    Phillip Caldwell II
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  • Rita McFadden Carpenter
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    Annie Carter
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    Vonetta D. Clark
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  • Dejoyce Courtney
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    Stephen Czapski
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    Herman L. Davis
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  • Ronald Diebel
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    Carol Pratt Farver
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  • Victor B. Gibson
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  • Norma Galvan
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  • Valencia Robin Grier
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  • Charles M. Hale
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  • Juvette Hawkins-Williams
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  • Elena Herrada
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    Deborah Hunter-Harvill
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  • Andrew Jackson, Jr.
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  • Joann Jackson
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    Charmaine D. Johnson
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  • Kimberly R. Jones
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  • Miriam Keyes
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    Mary Kovari
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  • Georgia Lemmons
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  • LaMar Lemmons
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    Ryan Charles Mack
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  • Valerie Elaine Massey
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  • Theresa Mattison
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    Sonya Mays
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  • Markita Meeks
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    Renae A. Micou
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  • Steven Miller
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    Kathy Montgomery
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    Reverend D. Murray
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  • Yolanda Y. Peoples
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    Tamara Perrin
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    Angelique Nicole Peterson-Mayberry
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  • Christopher Pompey
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  • Willetta Ann Ramey
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  • Wanda Redmond
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  • Victor D. Robinson
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  • Ida Carol Short
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  • Tawanna Simpson
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  • Patricia Singleton
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    Aaron Renaldo Smith
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    Mary Brenda T. Smith
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    Misha Stallworth
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    Iris A. Taylor
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  • John Telford
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  • Robert Earl Thomas
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  • Ryan Townsend
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    Kevin Turman
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    Nicole Latrice Vaughn
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  • Ingrid Walton
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    Ben Washburn
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  • Tonya Renay Wells
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    Karen White
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    Keith Linnaeus Whitney
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  • Ryan C. Williams
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  • Tammy L. Young
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  • Anthony Zander
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Social Media

Biographical Information

What would you do to ensure that every child in the city has access to a quality education?

What should the board do to retain and attract teachers to the district given the financial constraints and concessions teachers have taken?

With limited funds available, how do you balance the physical needs of district buildings with spending money to improve academics?

Should the district penalize teachers who participate in protests/sickouts?

How would you improve parental engagement?

What does the district need to do to improve academic achievement?

What’s a realistic time frame for Detroit schools to meet their academic targets?

What is your position on the use of non-certified teachers in the district, as allowed by the DPS legislation that was signed into law earlier this year?

How can the board hope to exercise governance over public education in Detroit at a time when most Detroit residents attend schools outside its jurisdiction?

How can DPS hope to stem enrollment losses in a marketplace to which private charter operators have virtually unlimited entry?

Should the state change its funding system to provide more funding for districts like DPS that have a disproportionately high number of high-poverty students?

How would you attract parents who have taken their children out of Detroit Public Schools and sent them to charters or the suburbs?

What should the relationship between the school board and the Financial Review Commission look like?

Do you support the creation of a Detroit Education Commission, which would have oversight over the openings, closings, location of both traditional public and charter schools in the city?

How would you address the surplus of seats in Detroit’s public schools?

What qualities would you look for in a superintendent?

Have you ever been convicted of a felony or misdemeanor? If so, explain.

Have you ever filed for personal bankruptcy? If so, explain.

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City of residence Detroit
Age 49
Family NA
Education Cass Tech - 1984 Spelman College - BA 1988 Northcentral University - MNBA 2016
Vehicles owned One
Professional Experience Rock Ventures/Quicken Loans - 4 years United Negro College Fund - 8 years
Political Experience None
Race/ethnicity Black/African American
Campaign Website http://andrews4education.com
We need to make certain that all DPSCD provide a high quality education for every child regardless of location; alll parents/guardians are able to obtain accurate, current and comprehensive information about the schools in order to be able to select the best one for their child; and ensure that all students have reliable transportation options to get to the schools.

The board will need to affirm a strategic plan that is supported by policies and goals designed to achieve these outcomes. TO drive this agenda at the school building level, the board will need to select a Superintendent who possesses the experience and leadership to accomplish these targets.
The best teachers in DPSCD should also be the best paid teachers in the state. Cost savings in the operations budget must be identified at every opportunity and where possible, prioritized for teacher performance compensation and incentives. These teachers face the toughest challenges, and should be able to receive compensation commensurate with these challenges and successful outcomes.

Balancing between the competing interests of facilities and academics can be difficult. Two scenarios exist: Where schools operate under the leadership and decision-making of the Superintendent and Chief Financial Officer, the board has to allow the central administration to develop and propose an annual budget that takes into consideration the competing needs. In most cases, following inquiry and discussion, the board will hopefully be able to adopt these recommendations, and then adopt an annual operating budget that supports the specifics set forth in the recommendation. If well thought out by the key central office administrators, the expenditure of funds based on the adopted annual ope
The board should follow the law. If the law allows or even requires a public school board to take action against employees who violate the law, the board should carry out its legal duty and do so. If there is no law in place that covers the activity, the board should make the activity the subject of collective bargaining. When there is a clear expectation between employees and the board as to what activities are prohibited, and the resulting penalty for engaging in such activity, the appropriate penalty should be imposed. When there is no expectation or an unclear expectation, the board should work to clear that up for the future through the collective bargaining process.
Parental engagement occurs at the school level and thus,each school will need to develop a strategy for engaging the parents at that particular school. Those schools with great leaders and an engaging leadership team, will engage their parents. Another idea to explore is the provision of additional services to families that ensure parental participation, e.g. family literacy, computer lab hours for parents seeking employment, etc.

The best practices of the schools with the highest number of active parents should be shared district-wide and those schools with specific needs should be referred to the Superintendent and his/her central office administrators for suggestions and guidance.
There are 2 things that the board can do to improve student academic achievement: (1) allow those schools that want to be controlled locally to be able to have control over their budget, curriculum and personnel, and then hold them accountable for the results or outcome, and (2) hire a Superintendent who can provide leadership for the remaining schools. The Superintendent’s contract should be for a short term such as 1 year, and be performance based.
Because every child and their academic circumstances in the DPSCD is unique, the Board should be prudent when setting time frames for goal achievements. In this instance, I believe that solid data, sufficient financial resources and strong leadership at all levels should be confirmed before timetables are established.

The board should follow the law and its collective bargaining agreements. If any activity is not allowed or unlawful, the board should not engage in its use. All legal options and strategies available for educating our children, should be allowed and even pursued if they can make a difference. If the goal is to see to it that our children receive the best public education possible, someone would have to explain why any lawful and useful option would be rejected out of hand. Where individual schools decide who to bring onto their staff, they would be in the best position to know who to select.
The board will be responsible for the governance of schools operating under its umbrella, not other schools that are physically located in Detroit, but not under the DPSCD umbrella. To do so would require a change in existing legislation. Unless and until that occurs, the board will have to succeed within the authority that the Michigan legislature has given it. If we want more parents or “customers”, we will have to offer a better product, and get the word out about the quality of our product. The goal is to offer such high-quality options for educating their children, that all Detroit parents will choose DPSCD.
The way to win in the marketplace is by either offering a superior product at the same cost, or a similar product at a lower cost. And since the government pays for the cost of children attending public schools, this means that DPSCD will need to offer a superior product to those that many parents select outside of the district. Since we still have the best principals and teachers in the state, we need to devise a strategy that allows them to excel: move decision-making to those local schools that want it would be the way to increase the number of quality options for parents.
High-poverty students need more resources than other students. Instead of simply sending additional funds to the district where such students are enrolled, send it the school that the student attends. This is one area where local control can high the highest probability of positive impact, getting financial resources to the schools in the shortest time frame, instead of the current structure
Whether we are attempting to attract parents who have their children in charters, suburban schools or even private schools, the answer continues to be the same. DCPS must offer quality options under our umbrella that are at least as attractive to those parents as the choices they have made.
The board should attempt to maintain close and continuing communication with the Financial Review Commission to facilitate cooperation. Hopefully in a short time the FRC will come to respect and appreciate the work of the board so that the presumption can become one of starting with recommendations of the board as the starting point of reference.
We already worked on that and lost. We now have to turn our attention to making certain that our students achieve academically, and that we do it within a balanced budget. Since the structure, power and authority of the board is determined by the Michigan legislature, all individual board members need to work to elect the best folks to serve in our legislature.
Rather than focus on trying to increase student enrollment to hit a target that doesn’t relate to student academic achievement, how about a board being committed to making certain that regardless of the total number of students enrolled, the goal will be to provide those students with the best possible public education that the district can provide. As for locally controlled schools, they should be allowed to decide for themselves how much of their budget they want to allocate for unused seats and space since their decisions will not impact the district’s overall annual operating budget.
S/he needs to be visionary, proven leader, able to improve student academic achievement, and do so within a balanced budget. This person would also need to be able to implement a plan of allowing schools to be locally controlled. Finally, leadership experience with a district facing similar challenges is an added bonus.
No
No
City of residence Detroit, Michigan
Age 75
Family Married 29 years to Kermit G. Bailer (deceased 1996) Married John Van Camp 2008 Son (43) - Ryan Kermit Bailer - Brooklyn, NY Daughter (46) - Kelly Bailer Krauss, Lebanon, NJ 2 grandchildren (ages 2.5 & 4)
Education Public schools K-12 in Atlanta, GA BFA University of Georgia, Music/Piano Performance 1962 1 - year toward MA (Music/Piano) - PSU 1962-63 MBA, Eli Broad Executive MBA (Advanced Management Program, Troy, Campus of MSU Graduate Education 1987-89
Vehicles owned (Leased) Ford Fiesta (my 3rd one! Before that, a Focus.)
Professional Experience 32 years as nonprofit Exec. Dir/CEO - -- 17.5 years, CEO of Michigan Metro Girl Scout Council (43,000 girls in Detroit, ½ of Wayne County and ⅔ of Oakland County. Had troops in 195 DPS Schools (1983-2000) -- almost 14 years as Executive Director, City Year Detroit (2001-2014); AmeriCorps program in which outstanding young adults 17-24 serve FULL TIME as positive role models, tutors and mentors on teams of 8-10 embedded in a school from the 1st bell in the morning to the end of after school program. Work in classrooms with teacher/partner and tracking academic progress in math and reading with data-driven goals to get kids back on grade level. 7 years in Washington, DC and LA, Calif in Human Resources/Recruitment - Federal Housing programs (HUD) and in the Urban Renewal Program of the City of LA
Political Experience Ran for office in Detroit 3 times - won once. 1981 - Detroit City Council - won primary; finished 16th in General Election -- terrific experience! 1990 -- Ran for (and won) District 1 Seat on the DPS Board of Education; served 4 years during period when Deborah McGriff was Superintendent. (Just imagine if she had stayed as our Supt for 20 years! We'd not be in all this trouble, if we had been able to keep her, but she left of her own accord due to discord on/with the board. 1996 - Ran City-Wide and finished 2nd in Primary and 5th in General (with 4 seats open), 84,000 votes; (NOTE: my husband suffered from Prostate Cancer for 15 months and died 3 weeks after the election, so I while I campaigned vigorously, I was unable to do as much as would have been required to win; he insisted that I go forward with it, however, and it was a great experience, as always. pvnb
Race/ethnicity Caucasian
Campaign Website http://(none)
YouTube http://(none)
1. Elect serious, well-qualified Board; recruit/appoint outstanding Supt. 4 5-10 yrs in DPS (outcome-based) w/superior track record in similar demographics/socio-economics, using top local and/or world/nationwide evidence/data-based Best Practices 2. Thorough IEP 4 every student; engage parents/teachers in understanding/supporting/tracking it. In-home visits. 3. Evidence-based wrap-around services 2 meet needs of whole child (mental, physical, dental, health & home-based issues/problems). 4. Robust curriculum including STEM, music/art/drama/dance/careers/PhysED to achieve college/career- readiness; 5. Top after/out-of-school prog 2 assure quality/safety/variety/inspiration/motivation/sports
1. Find way to restore lost/loaned wages/benefits in order 2 make DPS teacher positions competitive state/region-wide. 2. Hire Supt w/track record of cultivating great relationships w/interactive partnerships w/teachers 3. Great Supt. will inspire all staff 2 recognize importance of classroom teachers and the respect teacher/student relationship. 4. Get input from teachers as 2 what improvements should be prioritized 5. Use innovative best practice ideas 2 build trust w/teachers 2 progress 2 positive outcomes for STUDENTS 6. Continue training Teachers in Restorative Practices to keep classrooms safe and productively resolve/prevent conflicts.' 7. Regularly listen to/dialogue w/ teachers
1. Research effective best practices nation/worldwide in similar districts 2. Ask facilities staff for input and respect their advice 3. Seek assistance throughout community, esp. corporate institutions who can lend/donate expertise 4. Build partnerships throughout corporate/university communities toward solving these challenges, as many have addressed similar dilemmas 4. Develop long-range plan for disposition/replacement of unneeded/unusable/dangerous buildings 5. Seek innovative funding strategies through partnerships with financial communities whose expertise could be beneficial 6. Sponsor a national/international competition of experts local and worldwide 2 address these challenges
1. No. Instead, the goal should be to eliminate the hostility that create the need for them 2. There should be a performance goal for the Supt and entire administration to build better relationships with teachers and develop a culture of partnerships. 3. Listen to teachers and others and set a goal to reduce/end the combative culture and transform it into respectful partnerships
1. I have experienced a rather astonishing result when engaging parents through HOME VISITS instead of always expecting parents to "come to the school". Many have had lifelong (even childhood) negative experiences in "coming to the school" and do not feel welcome and/or are intimidated there. Reverse the attitude to one of inclusiveness and willingness to meet parents where they live; this often proves to open a floodgate of dialogue and relationship building, when respect is shown for the parent through a willingness to make these home visits on a regular basis.

2. Continue parental training in developing their skill sets in how to support their children's academic progress/success..
1. Provide supplementary services for students/1:1 mentoring/tutoring by program providers skilled/trained in outcome based best practices (positive role models and individual attention). 2. Use evidence-based research such as JHU's "Early Warning Indicators" of dropping out: Attendance, Behavior & Course performance in math & English. (Of 10th graders who fail even 1 of these 4, 80% will NOT GRADUATE. The best way to improve performance is small group or 1:1 tutoring/mentoring. 3. Pay attention 2 whole child; often the issue isn't inability but serious problems @ home or in neighborhood. (Almost lost 1 8th grader b/c he lived in a car w/mom; no place to take a bath; had no hope.)
I'm worried that this is going to take a while, as it's important that we start at BIRTH (not just pre-school @ 4). Research shows that under-resourced children hear only 3,000 words by age 3; middle class children hear 30,000. Brain research shows that the 1st 3 years of brain development are crucial & can't be re-done; losses are permanent. This is heartbreaking! We need to engage pregnant moms (long-term!) & teach them the importance of quality parenting.

If we achieve robust 0-5 support, then kids could be at grade level in K & 1st grade. Keeping them at grade level is a challenging "must". Especially in middle school. The 4 "EWI's" above are true.

5-10 yrs w/great Supt & board.
This is an abomination. Except for proven programs like TFA (which actually are "non-certified" teachers, although were not, I believe, the target of the legislature) teaching in a small percentage of classrooms (when mixed and partnered in a total school staff with mature experienced teachers as TFA mentors), I find it insulting that anyone would consider it acceptable for Detroit children to be taught with less-well-trained/experienced teachers than EVERY OTHER CHILD IN THE STATE. (I do not believe that they thought they were being "helpful".)
We cannot. "Public education" includes charter public schools + traditional public schools, & DPS has no jurisdiction over non-DPS charters. The massive # of students who attend school in the "inner ring suburbs" is astonishing, but understandable when day after day, they hear that DPS scores are "worst in the nation" and/or have negative experiences in DPS schools. Plus outside schools heavily RECRUIT them. Many enjoy great DPS schools, but when parents r/fed up/disgusted, there are many charter public schools awaiting/enticing them.

A huge problem w/charters (same % r excellent as % top DPS schools) is they are not required to accept Special Ed. Isn't this unconstitutional?! Unfair!
We have to do a better job of telling our story. There are good features of many DPS schools/teachers/administrators/staff/parents. The competition w/charters is extremely unfair, especially with their Special Ed advantage of pleading "Oh, I'm so sorry; we don't have the facilities or budget to accept Special Ed students." Well WHY NOT? They are PUBLIC SCHOOLS, and they should be required to accept ALL students.

I support the DEC concept of leveling the playing field somewhat, i.e., setting common standards 4 ALL public schools, and especially in ending the "sprouting dandelions" approach to locating charters. There are awful mismatches of # of schools vs # of students in key nghds.
Absolutely. This is supposed to be the rationale behind Title I -- but it's not nearly enough to provide the serious wrap-around services 2 vast %s of Detroit students need. Class sizes should be much smaller, esp when there are so many children with severe unaddressed problems. Transportation is an issue -- no child should have to take 2-3 busses across town - in the winter freezing while transferring & waiting intolerable lengths of time in dangerous neighborhoods -- usually either dark in the morning or evening and totally unsafe. There is no way to justify these inequities. The cost would be enormous, but this is where a dynamic Supt could establish partnerships with corporations.
We'd have 2 find how 2 attract them 2 conversational meetings & ask THEM what they want & why they left & what it would take 2 get them back. Many r spending a fortune on transportation 2 do this -- but one can't blame them, especially if SAFETY is an issue, not 2 mention better academic opportunities. The Detroit Promise Zone Authority scholarship program (whose board I chair) has a great incentive, offering free tuition for Det residents/grads Then we'd have 2 make serious changes in our inventory of outstanding schools w/a massive marketing campaign. Check similar districts' best practices; it's a national problem. Before they will come, we have 2 have more innovative schools 2 offer.
Respectful & professional. There r still those negative voices out there acting as if the state has NO BUSINESS having anything 2 say about DPS, even after 20+ years of massive failure (some under the state control). Unpleasant as it may be, it's a legitimate practice 2 hold us accountable 2 a Financial Review Board. The City has 2 work with one, also, and that makes sense, since they had built such huge deficits. It's understandable. But most people don't even know that the state has responsibility 4 the schools overall. They believe that these are "OUR" schools and the state should GET OUT. That's not going 2 work, so we have 2 enlighten everyone as 2 reality and be professional!
Yes. I thought it was a fine idea to have common performance standards for ALL "public schools" (public charters and traditional public schools and the EAA continues or is under DPS). That way both charter and DPS schools would be under their review, leveling the playing field. It would also have to approve the acceptability/need for the particular "site" the charter is proposing to occupy. That should be coordinated with the Mayor's office and Planning Department to coincide with housing and neighborhood development as well as school age population. Closing any school is tough, but if it's done fairly, across the board including charters, people may learn to accept it.
Closing schools destroys neighborhoods and the confidence of the public, but we absolutely have too many buildings/seats for the number of children who are attending. Hopefully that will change, but in the meantime we have to financially support those buildings, which have astronomical cost. Need a true educational campaign to the public and parents about the economic peril we'd be in if we continue at this rate. Perhaps there are ways to make the situation more palatable -- increasing amenities in the remaining schools, for example. Our buildings should be up to code and sparkling clean every DAY (and NEVER run out of toilet paper!). Get ideas from the parents, once they understand.
Integrity. Confidence. Experience. Vision. Leadership. Intellectual capacity. Inspiring. A great customer service attitude. Best practice mentality. Compassionate personality, excelling in building partnerships w/staff/students/parents/public and Board. Prior achievement under same conditions.

The last time we actually recruited a Supt. (Calloway?), there were hardly any qualified candidates and the responses that were received were negative re coming 2 Detroit, as we were seen as "dysfunctional", the same reason outstanding national charters (like KIPP and others) won't come. Our city is rebounding bit by bit, but if we don't transform our schools, none of that matters. We're DONE!
Never.
Never.
City of residence Detroit
Age 59
Family Husband: Charles E. Berry Sr. Sons: Gerald and wife Yer Edwards; Phillip Edwards and friend Nelita Taplet A total of 5 lovely, talent and smart grandchildren from both my children.
Education Master of Science in Organizational Leadership & Administration, Concordia University - Ann Arbor, MI Bachelor of Science in Business Management, Lawrence Technological University - Southfield, MI Mumford High School - Detroit, MI
Vehicles owned None
Professional Experience Educator Administrative Coordinator Customer Service Representative Tax Preparer
Political Experience N/A
Race/ethnicity Afro- American
To ensure that every child in the city has access to a quality education I would make sure that the superintendent is following and implementing state regulations. Also, I would read reports, and ask questions of the superintendent about how are the school performing, do we have enough certified teachers to teach in each school, do the students have sufficient supplies and resources to complete their tasks?
The DPSCD Board should retain and attract according to the funds that are available to obtain certified teachers who understands (emphatic) to the district correct situation. We don't want to go back to where we ended, but begin and end in a better place.
The Detroit Public Schools have set aside given monies from the state to improve the physical needs of the district buildings, and interim superintendent have great plans to improve academics. I would also encourage the superintendent to motivate each school to find ways to increase enrollment.
The district should take under consideration and work on equitable solution to solve problems before a protest or sickout occurs. According to the Michigan law strikes by a public employee is illegal.
I would improve parental engagement by working along with the Office of Parent and Community Engagement.
In my opinion the district need to do to improve academic achievement is to become focus on how to position are children to become global leaders. The community as a whole need support, respect and teach our children how to learn.
I can not set a realistic time frame for Detroit schools to meet their academic targets. But, I would like for the target to be reached within three to five years.
Although the DPS legislation signed into law earlier this year a law that allows the use of non-certified teachers in the district I take the position that the teachers should be certified. Certification is proof that the teacher knows and understands what they are doing. Also, a non-certified teachers need to be trained and prepared in the subjects one chose to teach.
Whereas, most Detroit residents attend schools outside its jurisdiction the DPSCD board may continue to exercise governance over public education in Detroit. I believe the community will take a second look at DPSCD through DPS Interim Superintendent Alycia Meriweather marketing and communication about how innovated, and customer friendly Detroit Public Schools District are to commit to the betterment of our students.
DPS hope to reach enrollment because they are reaching the unreachable students, the loss students and the forgotten students with programs to serve their personal needs to become better.
In my opinion the state should provide more funding for disproportionately high number of high-poverty students.
I would attract parents who have taken their children out of Detroit Public Schools through communicating the changes Detroit Public Schools Districts have made such as the Montessori, dual language immersion, includes homework assistance, and parent readiness programs.
The relationship between the school board and the Financial Review Commission should look like a team working with transparency.
No, I do not. It takes a community to build and a community to oversee the wellness of a plan to make a school successful, therefore it should take a community to open, close, and chose locations for schools.
I would address the surplus of seats in Detroit's public schools due to relocating and a school not being favorably mentioned. In addition the surplus exists because the community of parents, teachers, local and state government not working together.
The qualities I would look for in a superintendent is honest, integrity and respectful mannerism.
No, I have never been convicted of a felony nor misdemeanor.
Yes, I have filed for personal bankruptcy many years ago. The reason I filed for bankruptcy because I extended my credit to the point I was unable to pay in creditors in a timely manner.
City of residence Detroit
Age 33
Education Howard University, BBA Rutgers University, MS
Vehicles owned 2015 Ford
Professional Experience Non-Profit Executive
Political Experience Never Held Public Office
Race/ethnicity African American
Campaign Website http://www.BrandonBrice.com
As a Board member it's my duty to know how students are doing academically. Data, test scores, grades, student disciplinary reports, parental involvement and attendance should be taken seriously. It's great for DPS students to win State Championships, attend White House events, travel and be exposed, but our first priority is making sure that students are growing academically. Local control and empowering principals/teachers to make decisions all play a role in the quality of education, while preparing our students for the future.
Me and my colleagues want the best teachers in DPS, to be the best paid teachers in the state. Our teachers face the toughest challenges, and should be able to obtain the highest compensation for these challenges and successful outcomes. Although teachers have succeeded, their pay scales for the most part are still very low with teachers when compared to teachers in other districts. Simply put, for DPS to be successful we must keep and pay good teachers and allow them to be involved in the decision-making process.

Balancing between facilities and academics can be a difficult choice. Here's the deal. Schools will operate under the decision-making of the Superintendent and Chief Financial Officer. The board has to let the administration develop and propose an annual budget that takes into consideration special needs. In most cases, the board should be able to adopt these recommendations, and then adopt an annual operating budget that supports certain recommendations.
The Board should always follow the law. If the law allows or even requires a public school board to take action against employees who violate the law, the board should carry out its legal duty. If there is no law in place that covers the activity, the board should make the subject of collective bargaining. When there is an expectation between employees and the board as to what activities are prohibited, the appropriate penalty should be imposed and executed. When there is no expectation or an unclear, the board should work through the collective bargaining process.
Parental involvement with the District is important when addressing the needs of our children, both in and out of the classroom. Parents and legal guardians will be significant in re-establishing and encouraging parents to play an active role in DPS schools. Administrators and principals having access to all parents for monthly academic reports, updates, parent-teacher conferences and phone calls for behavioral matters are part of bringing parents back the School District. Parents help to reinforce learning at home, and it's a solution towards community building and volunteerism in schools.
The DPS School District must make a commitment to understanding how to address poverty and wrap-around services before we address academic achievement. If a child is distressed, this will have a negative effect on learning. Second, we must promote community partnerships and parental choice for all parents who send their children to a DPS school. Parents and community partnerships are critical when educating children both inside and outside the classroom.
So if we are talking about an ideal time frame, 5-6 years might be a reasonable goal. But we don't have a lot of time. Realistically we are talking about a 9 or 12 year old who is most likely reading way below grade level, and has difficulty with reading and writing, we will need at least 5-6 years ideally. So the time frame should be one that demonstrates academic improvement beginning with year one. There is not time for trial and error or on the job learning training at our kids expense.
Anytime a school districts teachers do not have to be certified to educate our children, yet every other school district requires certification, it questions the value we place on our children's education and future. We want to guarantee to every Detroit parent that quality teachers who are certified will be teaching their children. Just imagine, we wouldn't ever seek legal counsel or get medical care from someone who isn't licensed or certified, so why would we seek any different for our children?
We must put a value on public education, and the types of kids attending some our DPS schools. We can not address education until we address poverty and how to combat poverty through community building. We must first reinforce an agreement to make sure that every DPS child will be guaranteed success through quality education, certified teachers, parental choice and vocational programs for High School students as alternative options for prospective graduates. As a Board we need to reestablish value and integrity in our schools and promote a competitive environment. Governance starts and begins with the Board, so integrity, governance accountability and making policy that benefit our youth.
DPS Schools enrolls all students and alternative schools can often select who they admit. So the advantage is that DPS schools have a wider gap for enrollment. Now it's time as board members we helped institute competitive incentives for teachers and parents through innovative curriculum, new data driven programs and making sure Detroit parents are invested in our mission to educate and prepare our students for the global market.
Yes, the State should provide more targeted funding for wrap-around services for staff and training. High poverty typically correlates with high crime and Post traumatic Stress Syndrome (PTSD) is a reality for many of our students. So wrap around services for DPS students and 'special education' students becomes important for all students, because we can't begin to inspire and educate until we deal with the social services needs for many of our students who deal with life changing, and life threatening issues daily.
As a board member, we must guarantee parents that they're children will receive a quality education and be successful with our focus of local control, fiscal accountability and high student achievement. Part of that success is quality teachers who are certified and equipped with the tools and resources needed to educate our children. For parents interested in their children's academic success, college readiness and a focus on literacy standards becomes a reality as we attract parents back to DPS Schools.
The board is responsible for adopting all policies that do not violate law, and that are designed to move the district forward towards achievement. The Financial Review Commission should have no intention to make any policy decision for the Detroit Public School Board and should work in collaboratively with DPSCD. In fact, the Financial Review Commission should only address financial and fiscal related matters acting as a partner not another 'emergency manager'. Simply put, monetary decision can and will important for many decisions made by the board.
My support remains with making sure the Detroit Public School Community District Board has a voice in all oversight and matters with regards to our children. We have 97 schools and 15-16 charters are already within the district so Detroit parents should always have a choice and have quality schools. As for the adoption of Detroit Education Commission, if this effort aims for surveying neighborhoods and addressing the communities needs, which goes back to parental choice then I'm in favor. In fact, parents shouldn't have to go across town or across 8 mile to find quality schools nor should they be stuck in failing ones.
DPS has a “surplus” of seats because the student enrollment has dropped significantly. One goal could be to work to increase student enrollment and fill as many seats as possible. However, the more effective use would be to reduce the district’s surplus space by downsizing and combining schools and closing unused buildings. The focus as board members we remain committed to making certain that regardless of the total number of students enrolled, we provide those students with the best education.
A Superintendent should have a number of quality experiences in and outside the classroom. Although it may not be limited to someone from the area, it would be nice to have a Detroit native who understands the demographics and concerns of the City. As a Board we must hire and evaluate, at least annually this Superintendent who serves as the School District's CEO. Superintendents as well as the board should know how well students are doing academically. Superintendents should be able to use all data available to them, such as test scores, grades, incidents of students, etc. The most important indicator of how well a Superintendent is doing is is how well the students are doing academically.
No
No
City of residence Detroit
Age 55
Family yes.
Education BA - Marygrove College
Political Experience none
As a board member, I believe it is my duties to make sure that all children have access to a quality education in a qualified classroom setting. I would be sure to make myself available to community leaders and organization in order to hear what their needs are. i would then take these needs to the group and work towards ways in which to address issues in a positive, constructive, and efficient manner.
Teachers are typically concerned with medical care, lack of supplies in the classroom, decreasing pay scale, overcrowded classrooms, and safety. As a member of the DPSCDB I am supportive of Division of Talents goal of increased customer satisfaction, collaboration, and efficiency for all employees. The November 2016 Enhancement Millage would give the District approximately 17.5 million dollars of unrestricted funds annually for six years which can be used to supplement teacher needs along with their current contract.

This means: Increased pathways to Certification, consistent talent acquisition process, employee growth opportunities, professional development, increased support for n
I would provide for the academic needs of students by creating, developing, and implementing ways in which to raise additional revenue to help offset cost.
No.
As a member of the DCSDB I will make myself available to the residents of Detroit through the implementation of an online and physical satellite office. I will conjoin myself with community groups by attending monthly meetings across the city which will give parents, teachers, students (I.e. general public) the opportunity to have their concerns heard. All issues, concerns, and solutions will be published online in compliance with the goal of transparency.
My vision for student well-being and success is for all students to have access to a positive learning environment that improves the students mental, emotional, and social state. The teaching and learning environment is a multidimensional function and requires a multidimensional approach. A good learning environment embraces open communication between students, parents, and teachers. It is collaborative, tolerant of differences, invites student participation, is caring and safe. Quality classrooms are equipped with highly trained staff and a curriculum that includes mandatory strategies to develop interpersonal skills teaching self-management and relationships management. This means, in
I believe three years, as proposed by the DPSCD Interim Superintendent is realistic.
I am not in favor of using uncerteifed teachers in the classroom. A 21st century learning looks like a well-equipped safe, sanitary environment in which children are able to learn and grow intellectually, socially, spiritually, and personally. In this environment class size is commensurate with staff (25:1) or even less for classes that accommodate special education student. Every class has internet access, technological tools (white board, etc.), adequate and up-to-date textbooks, and adequate space to work independently and collaboratively. Teachers are trained, qualified and proficient in: 1. Classroom management 2. Technology 3. The Art of Teaching 4. Curriculum planning 5. A good stu
It is the districts goal to change the public image of DPS with new innovative programming and student services. This task cannot be accomplished without the inclusion of the community. Instead of painting the community with a broad brush, I expect the board to take a heighten interest in the needs and ideas of the community in an effort to create a sense of ownership and commitment. This ownership and commitment should help to drive increase enrollment.
Candidate did not provide a response.
Yes of course, Our students in high poverty areas will not improve without it.
As a member of the DCSDB I will make myself available to the residents of Detroit through the implementation of an online and physical satellite office. I will conjoin myself with community groups by attending monthly meetings across the city which will give parents, teachers, students (I.e. general public) the opportunity to have their concerns heard. All issues, concerns, and solutions will be published online in compliance with the goal of transparency. I would do my best to determine and meet needs through extensive wrap-around services, help to create a school environment of success by increasing student services in the schools.
Both groups must be committed to do the work of creating a successful environment for all DPS students, parents, and surrounding communities. It is imperative that we work together with transparency, honesty, and a willingness to be flexible yet firm and fair in our dealings. We must share information and support and respect the ideas and work of parties involved.
It depends on the commission relationship with the board. if this commission exercises with complete autonomy, like that of the Financial Review Committee, then no I do not support its development. If the commission works in conjunction or partnership with the DP'SCDB with shared and equal powers on a collective basis, then yes I would support its development.
Student vacancies can be addressed by limiting student enrollment per school in an effort to keep student population commensurate with teacher availability., Typically at a 25:1 ratio.
I look for a person that is dedicated to the education of children, educated, an innovative thinker, hard worker, honest, and transparent.
Candidate did not provide a response.
Yes, my husband is a retired city worker and due to extensive salary cuts,layoffs and employee restrictions imposed by the city we were forced to file a personal bankruptcy in 2005. This bankruptcy made it possible for our family to remain in our home of eleven years here in the city of Detroit.
City of residence Detroit
Age 38
Family Martina Caldwell (wife), Peyton Caldwell (5 years old), Paige Caldwell (1 year old)
Education UNIVERSITY OF WISCONSIN-MADISON SCHOOL OF EDUCATION DEPARTMENT OF CURRICULUM AND INSTRUCTION Doctorate of Philosophy in Curriculum and Instruction, emphasis in Mathematics Education May 2016 UNIVERSITY OF MISSOURI-SAINT LOUIS COLLEGE OF EDUCATION DEPARTMENT OF EDUCATIONAL LEADERSHIP AND POLICY STUDIES (K12) Master of Administration in Educational Administration, emphasis in Education Leadership, Policy and Analysis May 2007 FLORIDA A&M UNIVERSITY DEPARTMENT OF MATHEMATICS Bachelors of Science in Mathematics Education April 2000
Vehicles owned Honda Accord Sport 2013
Professional Experience 2015 – Present President RESOLUTE EDUCATIONAL SOLUTIONS, L.L.C., Detroit, MI 2013 – 2015 Director of Assessment and Accountability THE EDUCATION ACHIEVEMENT AUTHORITY OF MICHIGAN, Detroit, MI 2012-2013 Education Consultant Manager MICHIGAN DEPARTMENT OF EDUCATION, Lansing, MI 2011 – 2012 Mathematics Teacher OLD REDFORD ACADEMY, Detroit, MI 2009 – 2011 Director of Education Outreach and Partnerships School of Education, UNIVERSITY OF WISCONSIN-MADISON, Madison, WI 2007 Coordinator for Career and Technical Education (CTE) Programs Division of Career and Technical Education, ST. LOUIS PUBLIC SCHOOLS, St. Louis, MO 2005 – 2006 Program Contractor for Science and Mathematics Curriculum and Instruction Garden Education Compact Program, MISSOURI BOTANICAL GARDEN, Saint Louis, MO 2003 – 2005 Mathematics Teacher LEWIS CASS TECHNICAL HIGH SCHOOL, Detroit, MI 2000 – 2002 Mathematics Teacher PALMER TRINITY EPISCOPAL SCHOOL, Miami, FL 2000 Mathematics Student Teacher RICKERDS HIGH SCHOOL, Leon County Public Schools, Tallahassee, FL
Political Experience None
Race/ethnicity African-American
Campaign Website http://Vote4Caldwell.com
Members of the governing board, when convened at a public meeting, are empowered to enact public policies to ensure that every child has access to a quality education. As a member of the school board for the Detroit Public School Community District (DPSCD),my role will be to help ensure that we as a board work collaboratively with the Superintendent and the broader educational community to:1.Create a shared vision for quality education,2.Ensure a structure that supports equity and quality educational opportunities for all Detroit Public School Community District students,3.Be accountable for that structure and vision,4.Serve as an advocate for a shared vision of a qualitylearning environment
There is no single solution to optimize how to retain and attract teachers to the district. Given there is no reliable short and long-term analysis of DPSCD’s supply and demand need of teachers.Yet, given the broad challenges in the area with the proply increase the pool of certified teachers for DPSCD? and 2.What levosed high levels of school turnover, as a board we should seek to raise the following questions to the Superintendent and leadership district team to focus on eliminating this challenge:1.What specific working condition improvements would most directel of salary increase would most directly increase the pool of certified teachers for DPSCD?
The board should seek to adopt policies informed by the Detroit Public Schools (DPS) Transition Team Report & Recommendations (2016), School Portfolio & Real Estate (pg. 78-90):

1. Expand the DPS Office of Energy and Sustainability Pilot Programs, 2. Plan for sustainability, 3. Create a public real estate trust, 4. Access sources of federal government funding and private sector funding.
Michigan has a long history of allowing citizens to exercise the right to protest, and I support that right without penalty. If teachers break the law,then perhaps they should be penalized. However,I offer the argument,that when Rosa Parks refused to give up her seat she was breaking existing law.Without her and the many others who engaged in acts of civil disobedience,our society would have been even slower than it was to acknowledge the systemic racism that plagued and continues to plague American society may have not observed and acknowledged the systemic racial, social and economic challenges needing our full attention in order to be acted upon.
As a first step, our board should build on the work and recommendations of the DPS Transition Team Report & Recommendations, sections Communications and Community Engagement(2016, pg.25-36).This report calls for a “strategy built on honesty, an open exchange of information and ideas.” Given this foundation, the board should seek to work collaboratively to develop policies that are informed by this aforementioned long term vision and seeks the following outcomes:1.Engaging parent groups and enhancing their participating at board meetings,2.Creating a platform on social media to share ideas with parents and community stakeholders,3.Making families and communities a part of the decision-making.
There are three policies that the Board of Education should adopt because they are at the core of improving academic achievement:

1. Promoting equity and quality educational opportunities for all Detroit Public School Community District students, 2. Guaranteeing safe learning environments that support students’ emotional, social and intellectual development, and 3. Supporting (e.g. providing a rigorous and robust compensation system) the retention, recruitment, hiring, and evaluation of high quality staff in order to meet the needs of our students, parents and community.
We must identify the measurable outcomes we expect to achieve in three years and then again in five years. Three to five years is enough time to collect reliable data and see financial and academic trends. Lastly, long-term sustainable results will likely take 10 years before systematic academic reform is demonstrated and validated.
In urban and poor settings, having certified and qualified teachers perhaps represents the single greatest source of inequity in education. That is, the disparity in the availability and distribution of well-qualified teachers. As a board member, I would work and advocate to my board colleagues to support policies that support the use of certified teachers. For instance, individuals who read and understand the law, are typically not allowed to practice law without the appropriate credentials. Our board must come to agreement regarding the critical and urgent need to support policies that ensure we have certified teachers for the district.
We as a board have to work to develop policies that ensure DPSCD is competitive in the public education ecosystem of Detroit. Effective school boards focus on student achievement and engage with the community in order to better understand its needs,challenges and interests. The role of the board is to ensure that:1.the district is in compliance with laws, best practices, policy and procedures,2.the resources dedicated to student learning show results,3.the obligation for effective budget oversight is met,and 4.the alignment of resources (e.g.human,material,and social) matches the delivery of high quality education to every student every day.
DPSCD is currently losing enrollment in least in part because too many parents have concluded that other educational institutions provide greater educational value.Enrollment will increase only if parents are convinced that DPSCD is offering the children of Detroit a topnotch education.Right now,there is a perception of a lack of quality in DPSCD.That is not entirely justified, but both the perception and the reality of deficient performance must change and change quickly.Once the system is sustainable,with a strong curriculum and a commitment to meeting the needs of every child,there will be no reason for parents to enroll their children elsewhere.
Yes, Our board should advocate, collaborate and lobby among City of Detroit and State of Michigan leaders and legislators to review and develop a plan for increasing the distribution of resources to DPSCD and other disproportionality high poverty districts.Here, our board could find agreement and build upon the following recommendation:“Re-evaluate the entirety of the state’s funding model with a focus on DPS. DPS’s funding per student does not sufficiently cover their cost of education and is lower than many other districts" (Transition Team Report & Recommendations, section on Revenue Optimization,2016,pg.72-77).
Again, we must build a system that parents want their children to attend. We can attract parents with proven outcomes and success stories from our district. The reality is that word of mouth is very strong, and we have an opportunity to build confidence in our school district. Becoming stable financially and building a system of quality instruction will bring parents back.
The relationship between the school board and the Financial Review Commission should represent a collaborative effort to ensure good public policy regarding the use of public funding. Together, we must adopt policies that impose financial safeguards that ensure the necessary controls for appropriation and use of school resources dedicated to the needs of our kids. In addition, the school board and FRC will need to work strategically together to ensure that the district has the support and ability to borrow money, conduct collective bargaining, and approve contracts, hire and terminate the superintendent and chief financial officer, and control out-of-state travel reimbursements.
No, I do not support the creation of a Detroit Education Commission. Our focus as school board trustees ought to be on ensuring the school district provides a quality education to all students through rigorous academic programming.

The board, which represents the district will “have to, support and maintain an advisory body” to coordinate and rationalize citywide education functions in partnership with Regional Councils to incorporate neighborhood-level input. This is not what was envisioned by those that advocated for the Detroit Education Commission (DEC), but the board could leverage this legislative resource to inform policies around school development and closure.
The surplus of seats is a result of systems not working appropriately. The surplus will shrink if we can work collaboratively on a plan to rebuild our systems starting with curriculum, teaching staff, administrator staff, services, financial stability, etc. I am more concerned with building a quality educational system for our stakeholders.
I would look for a mission-driven leader, a thoughtful problem-solver who is a lifelong student and scholar.
In 2006, I was discharged from a guilty plea to an Impaired Driving misdemeanor after completing requisite coursework and community service, as well as paying the associated fees. This was an isolated event and I have not had any further legal issues since that time.
No. Yet, I appreciate and understand the utility of this tool for businesses, municipal government and families.
City of residence Detroit
Age NA
Education BS Education, MA Guidance Counseling
Vehicles owned NA
Professional Experience Teaching Counseling and College Recruiting
Political Experience School and Community Organizations
Race/ethnicity NA
I will promote innovative academic programs I will facilitate the importance of the role of parent and guardians I will facilitate the important roles of Teacher Principals and Support Staff I will be committed to maintaining a balanced budget I will work towards reducing class sizes I will promote hiring high qualified teachers I will promote improving technology I will promote repairing of school buildings I will work on expanding art, music, physical education and for all students I will expand after school and summer school programs I will expand Early Childhood and Adult Education Programs I will promote new STEM programs I will promote safety, support services and resourced
The Wayne County Education Enhancement Millage needs to be passed for school programs therefore allowing more budgeted money to be used to hire high qualified teachers.
With the passage of The Wayne County Education Enhancement Millage there will be funds for the improvement buildings and with partnership of Corporate American Stakeholders buildings will be repaired and up kept.
The Teacher sick outs was for the benefit for education of the children's in the district which includes reducing class size improving technology paying qualified teachers with a good benefit package repairing school buildings
I would provide parent in services on various topics including parenting skills.
The district needs to put in place curriculum enhancement including phonics proficiency which will improve reading skills.
I believe that a realistic time frame would be within the first two years of the new district to meet their academic targets.
My positions is I support the hiring of certified teachers in all classrooms in the district.
The governance of the new school district will do all that's necessary to exercise improvements academics which will support the growth of the district.
I believe that DPS could hopefully stem enrollment losses in a marketplace to which private charter operators have virtually unlimited entry by providing a quality education including extracurricular activities.
Yes of course more funding should be allotted to the district because the number of impoverished students.
I would attract parents who have taken their children out of Detroit Public Schools and sent them to charters or the suburbs by advertising the improvements of the new district.
The relationship between the school board and the Financial Review Commission should be one of cooperation
I support the District having control over the openings, closings, location of both traditional public and charter schools in the city
I would address the surplus of seats in Detroit’s public schools by advertising the improvements of the new district would you address the surplus of seats in Detroit’s public schools?
The qualities I would look for in a superintendent would be someone who is fair, knowledgeable, innovative compassionate and has integrity.
No I have not ever been convicted of a felony or misdemeanor.
No I have never filed for personal bankruptcy.
City of residence Detroit
Family 4 Adult Children, 7 Grand Children and Husband
Education MASB Contenting Education Credits Wayne County Community College- Computer Programming Ser-Metro Business School – Business Industry & Computer (Certification ) Georgia – General Education
Vehicles owned yes
Professional Experience Computer Technician/Education, 13th Democratic Party Education Committee Chair. The Detroit Schools-Higher Education Consortium, West Point Leadership Committee, Parent and Community Subcommittee, Subcommittee for Student Readmission Hearings, Implementation Team (DPS), Technology and Academic Committee, Superintendent Search Committee, Facilities Committee. Assistant Attendance Agent. Election Ambassadors. Safe Street Program (NCCJ/ AmeriCorps), Advisory Board Member of Health and Safety, Compact Executive Board, At-Risk Program (DPS), FAMS, Executive Board (School to Work Program), Parents High School Scholarship, Michigan Association of School Board (MASB), Wayne County Association of School Boards (WCASB), National School Boards Association (NSBA), NAACP (Life Member), NCTI/CIP (Title 1/Chapter 1 Parents), US Army Advisory Board and Military Moms United
Political Experience Elected to Detroit Board of Education and Precinct Delegate
Recruit, retain and equal pay for all teachers.
Teachers benefits 100% paid by the district.
Superintendent Job to come up with a budget for academics and board approve it.
NO
Host Community Meeting each month.
Request the state to stop experimenting with our student education from 1999 to present. STOP
5 years without the state intervening.
Don't support
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The state need to adequately fund public education so that our schools have the resources they need to meet state standard so we can prepare our students to succeed
Promote smaller class sizes, Safety in every school and welcome feeling when you enter the building.
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Promote them as smaller class sizes.
The Superintendent should have knowledge of DPS, worked in an urban district, PhD in academic and able to work with all stakeholders,
NO
NO
City of residence Detroit
Age 40
Family I am co-parenting my 13 year old daughter and raising my 15 year old sister.
Education Renaissance High School 1993; Clark Atlanta University BS- Biology; Wayne State University - Teacher Certification; Cambridge College, M. Ed
Vehicles owned 2015 Mini Cooper; 2006 Ford Explorer
Professional Experience 1999-2001 Flight Attendant; 2001-2016 Private Sector, public and charter school teacher; 2004-2007 Black Jack Dealer
Political Experience N/A
Race/ethnicity Black
Fill every classroom with a highly qualified, well compensated and professionally developed educator prepared to meet the needs of every child. Engage parents economically, mentally, emotionally and socially to help them better advocate for their child's education. Ensure school infrastructure and facilities maintenance provide clean, safe learning environments that enhance learning for all students.
The board must negotiate for the appropriate funding to give back to teachers much of what has been inequitably stripped away. Teacher incentives for student growth, improved attendance and increased graduation rate are a few ways to give back to teachers. Another way to retain and attract high quality teachers is to provide instructional coaching and support that builds capacity and longevity in teachers' skills and abilities. Job embedded professional development with stipends and opportunities for advancement are other key incentives to keeping the best teachers in DPSCD.
Funds cannot be limited for education, especially when three times the amount of per pupil funding is spent on prison inmates annually. Legislators at all levels must find areas to cut spending that can be reallocated to education infrastructure and academics. Collaboration and partnerships between mega corporations and charitable organizations like Illitch Holding, Quicken Loans, Life Remodeled, Habitat for Humanity, Google Classrooms and The Bill and Melinda Gates Foundation would greatly benefit the district while helping to absorb costs and accomplish goals for infrastructure and academics.
If the district creates favorable work conditions for teachers there will be no need to address sick outs and protests. Teachers have a right to fight for fair compensation, safe working conditions and optimal learning environments e.g. 25 students or less in a classroom. If doctors and nurses were forced to operate or treat patients in moldy buildings with leaking roofs and asbestos, they would walk out as well. The profession of teaching is noble and little respected. When we treat teachers with the professional courtesy they have earned through years of education and experience in their field, this question becomes a distant memory and a moot point in the conversation.
I would improve parent engagement by offering parents the opportunities they desire. Employment support, continued education and GED completion, support with social services from organizations like Step Forward, legal aid, THAW, and The Human Utility for assistance with water bills etc. Once we support parents in effectively managing their households and providing for their children, we can engage them in advocating for academics and extra curricular programs that advance opportunities for their children. Parent mentoring and support groups are another avenue to draw parents, meet their needs and prepare them to better parent their children.
Improving academic achievement begins with students being present every day for the rigorous and engaging instruction teachers are trained to provide through Common Core Standards and stimulating 21st century curricula. The average attendance rate in Detroit Public and EAA schools is about 75%. When students are not present 95-100% of the time school is open, gaps in students' cognitive development emerge in the elementary school years. This problem of diminished knowledge base and school attendance is exacerbated at the high school level with older students disengaging from school altogether.
Detroit schools have the ability to realistically make academic growth targets for some students within the 2016-17 school year. Students needing more targeted interventions will likely require an additional 2-5 years depending on the level of educational neglect students have experienced. There are students already thriving in the Detroit Public School System. System wide excellence will be steady and incremental, however, the district can experience success in meeting academic targets within the first year of operation.
I believe all classrooms must have a certified teacher with appropriate credentials. Unfortunately there is a teacher shortage in Michigan, and urban cities like Detroit due to the working conditions teachers experience. When the district treats teachers as the professional educators they are, and pays them accordingly, teacher shortages will diminish. Until then uncertified teachers who fill vacant classrooms on a regular basis must be required to attend weekly professional development through the district outside of the school day and be enrolled in a teacher education program at an accredited university as a condition of their employment and service to children.
The board must lead by example and implement best practices that will show parents how dramatically the district has changed. Providing valuable first rate education will win families back to the district at a time when the city is experiencing a Renaissance within neighborhoods and communities. Strong schools are the anchor that keep families living in and moving to Detroit. The district's evidence needs to manifest in the form of increased attendance, test scores, parental involvement and graduation rates. Conversely, the district must continue to decrease crime in schools, truancy and other negative occurrences that deter families from enrollment.
Increased enrollment will come with improved results in increased attendance, test scores, parental involvement and graduation rates. Although charter organizations have an unlimited entry into the educational marketplace, few charter organizations have consistent positive results for its pupils. Children are still failing abysmally in unregulated charter schools. DPSCD has a ripe opportunity to reclaim its excellence in urban education. Academics, scholarships, athletics and community involvement are the high levers needed to dispel the myth that charter schools provide better educational opportunity for our youth.
The state should absolutely change its funding system to provide more funding for cities like Detroit where poverty is more prevalent. Many bordering cities and school districts benefit from the infrastructure, water supply and employment opportunities in Detroit without adequately giving back to support the city upon which suburban prosperity thrives.
Again, attracting families back to DPSCD begins with a concerted effort to get results beginning with infrastructure and academics. Parents want clean, safe buildings for their children to spend their waking hours learning and growing. This is the basis for providing a great education. Academics are the second tier of creating stellar learning communities within DPSCD. With highly qualified and well developed teachers leading every classroom, students will thrive. Using Common Core standards with high level curricula and aligned assessment, students will be prepared to demonstrate knowledge and skill that will allow them to gain access to unlimited college, career and trade opportunities.
This relationship will function best as an equal partnership with checks and balances that are predicated upon fiscal efficacy that implement short and long term financial plans in the best interest of students' academic future. Working together to create fair and equitable distributions of financial resources is critical to ensuring a legacy of success for students in the district.
In order for a Detroit Education Commission to exist, it must be governed and closely monitored by the board, the mayor and the people. No one entity can have too much power in the rebirth of the DPSCD. Transparency in practice must be the order of the day for all parties making decisions that affect the educational future of Detroit's children.
The surplus of seats in schools will diminish as quality education returns. Child by child and family by family the district must earn back the trust of Detroit's citizens. We have been failed by the politics of education in the commission of educating Detroit's children. There is an African Proverb that says "if you want to go fast, go alone, if you want to go far, go together." The reemergence of the district as a top notch education system only happens when federal, state and local resources combine efficiently. The surplus of seats is a temporary problem that will be resolved when the district restores excellence in education to Detroit residents from Brightmoor to East English Village
A superintendent must be innovative, compassionate, culturally invested and committed to long term sustainability. It helps if the candidate has spent considerable time in the classroom as a teacher. Alycia Merriweather has done a phenomenal job in her tenure as interim. The district would be smart to keep her in place.
I have never been convicted of a felony or misdemeanor.
I have never filed for personal bankruptcy.
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City of residence Detroit
Age 71
Family Three Children Frank Czapski, Steven Czapski, Meg Cappelli, Wife Ann Czapski Deceased
Education Clippert Elementary School in Detroit 1950-1959 Attended and graduated from Onarga Military School, Onarga, Illinois 1959-1963 Bachelor of Science in Education, The University of Detroit, 1970 (Cum Laude) Master of Special Educational Leadership, Wayne State University, 1975
Vehicles owned 2010 Pontic G6 four door
Professional Experience 38 years of service in the Detroit Public Schools. Appointed Assistant Principal Moore School of Observation 1977 Appointed Assistant Principal Metzner Careers Center 1977-1979 Promoted to Junior Administrative Assistant Adaptive Physical Education Programs 1979-2009
Political Experience Millage Coordinator City Wide Special School 1978,1980,1982,1984, Political Campaigns. Did a total of eight millage campaigns and won seven of the eight! Last millage campaign work was done in 2006.
Race/ethnicity White
The number one thing that needs to be done is the passage of the WCISD Special Education Millage and the Detroit Community Millage which are the essential ingredients to the funding of the budget of the Detroit Community Schools. The development of a new office of legislative affairs/community fund raising/marketing and public relations for the Detroit Community Schools is needed. This new office would be involved in advocacy issues as they relate to the Detroit Community Schools. Issues such as the Detroit Education Commission the opening and closing of schools, the Annual Mackinaw Conference and the ongoing legislative debates that take place in Detroit and Lansing
The Board of Education should assist and support funding for teachers who want to earn a Master's Degree, a Specialist Degree and or Doctoral degree at no cost to the teachers. The Board of Education Should reimburse teachers for course work taken to earn a Master's Degree a Specialist Degree and Doctoral degree in their cost of there tuition. Tuition reimburse is an important fringe benefit for Detroit Teachers. The Detroit Public Schools have a positive history regarding tuition reimbursement.
A strong and new bid process must be implemented immediately by the elected Detroit Community School Board, Vendors are required to bid on all Detroit Community Schools contracts. Openness and transparency are required to be in place in each and every contract, whether it is for school building upgrades or curriculum purchases. There is no such thing as a sole source vendor. There also should be no practice of prepayment prior to services rendered allowed.
State law states that teachers can not strike and withhold services, however safety and health concerns for students and staff are always issues that should be exposed. We really have to define what we mean as freedom of speech as opposed to protesting ones work environment.
Parents first and foremost are our number one consumers, their children are the reason we are in business, School climate is a important factor in how parents are received and perceived. The school and the home should have open lines of communication.
Every classroom must have a certified teacher in front of the children as well as a para professional or a teacher aide working in concert with the teacher. Class size limitation is an important measure of school success. Each classroom should have two instructors.
Three years is the time that I feel it would take a school to reach their target. Academic targets can be reached if we have two instructors in each class everyday!
Using un-certified teachers is a desperate move because the teacher is not prepared to teach the children on a daily basis. Certified teachers is the norm and the standard that needs to be followed daily.
The Detroit Public have to make sure each school they operate is a positive place in the community. Each school has the responsibility to retain and to regain the lost students within there scope of service. The regaining of students to the Detroit Community school district is a major fight that lies ahead for all Detroit Community Schools. Being the local school close to where the family lives is a positive factor to school selection. Travel time to the new school can be an issue.
The Detroit Public schools must continue to be a school district that services all students within their boundaries. Charter schools #1 Goal is to make a profit each year.
Yes, the state of Michigan needs to deal with all of its students especially those students in large urban areas, such as Detroit Flint and Saginaw where poverty is a given consequence of living in large urban areas.
First and foremost I would invite them to come and see the new Detroit Community school within there neighborhood. Travel time to Districts outside of Detroit can be a problem. Bring back lost students is a long drawn-out process. DPS has to woo parents and children back by the school's good-works!
The Detroit Community School Board are the elected citizens of Detroit As elected school board members the board members should have input into the overall financial expenditure process. Both school board members and the Financial Review Commission should strive for a good working relationship.
I support the creation of a Detroit Education Commission whole hardly, the commission ideally should be run by the mayor of the city of Detroit. All schools both Charter and Public should be subject to the Mayors' control. The governor should not have the authority to close schools state-wide based on questionable test scores.
First and foremost the seats available in the Detroit Public Schools needs to be filled attracting parents and students to your individual school should be a top priority. Recruitment drives within the community must begin A.S.A.P. and continue through-out the year.
Fiscal integatory is the number one issue our Superintendent must plus he should have the issue of foreseeability for finding new ways to do old things is essential. The new Superintendent must be a 7/24 advocate for children. In previous years some of our Superintendents have been renters some of our Superintendents have been managers, but our new Superintendent needs to be an owner.
No
No
City of residence Detroit
Age 78
Education BBA - University of Detroit Mercy
Vehicles owned 2004 Dodge Stratus
Professional Experience See Resume
Political Experience Former member Det Bd of Ed, 1974-1982, and Current member of Det Bd of Ed, 2011 to Present
Race/ethnicity Black
Democracy has to be restored in Detroit, for the will of the people to elect a Bd of Education that has the same guarantees that every school district in Michigan has, has been stolen. Even with the upcoming election, the State of Michigan still has major control over our children's education, and has put our students at risk and harm, because the corruption and theft of money.
We must hire a Superintendent, that will move swiftly to restore order in our school system. Reduce class size, recall excellent teachers that were forced out, restore the wrap-around programs for our students, restore community involvement in our schools, and regain our students that were abused.
The State of Michigan is responsible for the mismanagement of our Bond Money and has to return money misappropriated.
No
Restore the PTA's and the Local School Community Advisory councils.
The District, under the State of Michigan, was deprived of academic achievement, because of privatization and theft. We must gain local governance and restore order, because the Skillman Foundation along with the State of Michigan had a Boot Camp in 2010 to Dismantle Det Public Schools. We have to restore order and correct the harm that has been done.
This can be accomplished within two years.
This would harm our children, as they have already done, and violates state law, and Brown v Board of Education.
Detroit residents were forced out of Det Public Schools, by the Emergency Managers willful, and deliberate violations of the public trust.
Charters can not compete with the Det Public Schools, when run with all the wrap-around programs our children are promised, for Charters only purpose is to make a profit.
Special needs students must be accommodated with the opportunities to succeed.
Once our schools are readjusted, our neighborhood schools will surpass the Charters.
I don't like it, for the State still has not allowed local governance to succeed. The same people that have not cared about the success of our Children.
The DEC was another bad proposition, for as long as Det Public Schools has an equal access, same as our suburban neighbors, we will succeed, and overwhelm the Charters.
That's done on purpose, remember the Skillman 2010 Boot camp, that tells it all.
Education & Experience in Education and Supervision of a District like Detroit, and eager to move forward with the policies and procedures of the Detroit Board of Education.
No
I was invested in real estate, and when the Bubble burst, my holdings suffered a collapse.
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City of residence Detroit
Age 59
Education Ph.D. Technology - Eastern Michigan University, Ypsilanti, MI MS, Technology Management - Eastern Michigan University, Ypsilanti, MI BBA, Finance - University of Detroit Mercy, Detroit, Michigan
Vehicles owned One SUV vehicle
Professional Experience • Design and development of programs • Designed, enhanced and corrected business processing systems. • Lead implementation and/or modification of systemic enhancements. • Lead development of documentation, forms, processes, and training pertaining to accounts, corporate programs and policies to support new processes/programs. • Represented Michigan on national workgroup for development and implementation of new programs involving interaction among multiple systems owned by external entities. • Performed in leadership capacity on integration of multiple systems involving numerous vendors. • Performed in a lead capacity for the corporate goal of migrating the business to a new platform. • Managed staff of business analysts. • Developed online processes and procedures. • Analyzed and recommended modification to processing rules and policies based on trend analysis and standard industry practices. • Developed information/systemic flow to ensure account data was appropriately used to develop database and needs for external account customers. • Implemented new program to accommodate tertiary processing of benefits involving both federal and private insurance plans. • Consulted with external parties/vendors with regard to the sharing and/or access of data.
Political Experience Served as Precinct Delegate in the city of Detroit. I routinely interact with local government representatives as a community representative looking out for the best interests of the community and our city.
Race/ethnicity African American
In order to ensure that every child in the city has access to a quality education, I would first identify the barriers. So often, the barriers are items outside of the school system that creates a block for the child; which is why I would be interested in implementing a "GEAR UP" type of program within the school system that would engage the entire family dynamics and progress the child through the education system learning as well as giving back. Preparing the child for not only college; but for living as a productive citizen of society.
Teachers do not choose the occupation for the pay, they choose the occupation because they have an innate desire to help children learn. Given this position, we need to ensure that teachers are given the freedom to teach as they desire. We need to create a system that supports them as oppose to critiquing them. Evaluation is standard tool, however, we should not take a negative approach to individuals who only want to help our children. Given this scenario, we need to progressively work to ensuring that teachers are adequately compensated. You attract teachers by showing you respect them, by giving them a secure place to work and the tools they need to do their job.
The education of the youth is important to all parties in the community as well as parties outside of the community. Most everyone has a vested interest in their success. In fact, this vested interest is what promoted "COMMON CORE". If children are unable to attend or be comfortable in school because of the physical condition, this negates the education process. As such, I would work to balance the physical needs of the district by soliciting support from business and higher education institutions in the community.
This is a tricky question. When teachers protest or have sickouts, it impacts the education process for the children. However, teachers are human just as the rest of us are. If they feel a need to promote a united front with a protest, should we punish them for demonstrating the same rights extended to other employment organizations. We must respect our educators and not treat them like criminals. If we mistreat them, they may in kind mistreat our children. Is that what we want? I don't. If a teacher has available time off and utilizes it within the boundaries of the employment agreement, what is there to say? If they do not, they will be counseled. Let's just respect/work with the
To improve parental engagement, I would first review the existing laws to determine parental responsibility for educating their children. We need to know the limits of the law. I would work with external organizations to identify family dynamics for the children starting with those showing the worst attendance/performance. By building a support network for the family, I would seek to remove some of the life struggles that prohibit children from focusing on education. By providing the parent/family support, I would educate the parent on supporting their child through school, the impacts to the child and family and offer resource counseling; educating the family as a unit.
Children (and their family) need to feel that education is relevant to their lives. If one has little hope that 1) they can learn, 2) what they learn is relevant to life and 3) they will be able to use this information as an adult to improve their lives, they will have blinders on and not adequately absorb the information. We need to make it relevant, fun, easy, smooth and have a great transition between levels of learning and grades. We need to glean off of the "best industry practices" and tweak of applicability to our children. We need to engage them in the learning process and not just "teach" them. We need to empower the students to take the information and use it.
We are starting with a new school District. We need to use the current year academic status as a benchmark. We should expect to make academic progress yearly with the expectation of meeting state grade level standards within a three to five year timeframe. You have to set a goal. You want to meet the goal with 100% success knowing that you may only make 95%. However, without a goal, what are you striving for?
My position is - what is the rationale for using non-certified teachers in a district that is struggling academically and financially when doing such a thing is outside the industry practice? It makes no sense.
By engaging the community in DPS as a community resource and community partner. Making them a part of DPS regardless of the jurisdiction of the child’s school. When they can touch, see and feel DPS, they can begin to see the commitment and changes and develop that confidence needed to join the team.
By advertising the advantages in going to a DPS school. As the school system gets stronger and more stable, the advantages will grow and ultimately become obvious. There should never have been an unlimited entry for private charter schools. That was a recipe for disaster for DPS from the beginning. However, I do understand why they became attractive. If you have a choice between a clean, neat store with reasonable prices and a store that’s unkempt with high prices, which do you choose? That was then, now, DPS is morphing into a shinning education system.
The state should change its funding system. Education is for the benefit of the community. In this case, that would be the state. If you want to ensure that all children have equal education, you have to balance the funding according to the needs. Otherwise, you will continue to have major disparities in the education received. There will always be some disparities, however, they should not be major.
By engaging the community in DPS as a community resource and community partner. Making them a part of DPS regardless of the jurisdiction of the child’s school. When they can touch, see and feel DPS, they can begin to see the commitment and changes and develop confidence needed to join the team. Once parents see the progress and gain the confidence, they will prefer their children go to school in their own community.
It should be a relationship of mutual respect. The Financial Review Commission serves as an overseer of the financial decisions to ensure they are within the realm of reasonability and where the costs are warranted and the results are worth the monies spent. Unfortunately, previous activity has not always been reasonable, warranted, worthy or beneficial to DPS and thus this new relationship is needed.
I do support a creation of Detroit Education Commission. The city needs to be strategic in respect to how many schools we have, what grade the schools cater to, the logistics of schools in respect to the neighborhoods. Without a strategy, you have chaos.
I am not sure how to interpret this question. If there is a surplus of seats (more desks than students), I would free up as many classerooms as possible, turn vacant classroom into dedicated activity rooms and possibly rent out rooms to organizations that meet and educate
I look for a superintendent to 1) love children, 2) be passionate about education, 3) be innovative, 4) be a team member and advocate for children.
I have never been convicted of a felony or misdemeanor.
I have never filed for personal bankruptcy.
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City of residence Detroit
Age 46
Family Married w/ One Child
Education Graduate of Southeastern High, a Detroit Public School and, a graduate of Central Michigan University. Her educational background is in Community Development, and Curriculum & Instruction Education. Mrs. Williams earned her Michigan Teacher Certifications in Early Childhood Education, and Elementary Education.
Vehicles owned Two
Professional Experience PROFESSIONAL EXPERIENCE 2010-Present Detroit Board of Education, District Elect Member – As an elected official, this role is to ensure students receive the best education Detroit Public Schools can offer. The Detroit Board of Education make decisions that affect policy, programs and allocate resources in a manner that enhance critical thinking, keeps students in school, and better prepare all our students for life, the worlds of work, and higher learning. 2006-Present Founder/President - *E.M.B.R.A.C.E. 501- C 3- Non-Profit Early Childhood Education Organization which is still in its infancy, and advocacy stage. Development of a funding plan in conjunction with the Board of Directors and secure sufficient funding to assure financial resources for all Center activities. Develop and manage annual budgets and financial procedures for the school. Assure that the Center is staffed at all times with a full team of child sexual abuse specialists. Assure that the site is supplied with materials and equipment in good working order. Assure a professional, safe, comfortable, non-threatening environment at the Center. Develop and implement policies, procedures, and protocols under the director of the Board of Directors. Assist in the identification and development of new service and programs. Supervise intake, scheduling, and record keeping. Hire, with the approval of the Board, and supervise other Center staff. Provide staff support to investigators and medical personnel. Provide staff support to the Board of Directors. Supervise the data collection and analysis, statistical reporting, research, and evaluation. Arrange and plan training for staff and community and design and implement community awareness programs Assure communication and coordination among community agencies, disciplines, services, and programs involved with the Center. Interviews all prospective employees Trains agency personnel Supervises all Center Staff Nurse Volunteer Coordinator Functions as records control office and maintains all documents necessary to fulfill legal and regulatory requirements. Works cooperatively with Board of Committees to draft appropriate policy 2001-2008 Director/Owner -*Little Gems Day Care & Learning Center, Detroit, MI. *(Closed) Responsible for implementing quality learning experiences and age appropriate activities in all areas of development (i.e., social, emotional, intellectual, and physical) to help children gain knowledge, skills and confidence necessary to succeed in their present environment and in later responsibilities in school and life. Maintain a curriculum in which children have many opportunities for play, exploration, and reading. Other responsibilities include managing; advertisement; marketing and operating a welcoming sterile/clean child development and care facility. Continued compliance with Licensing Rules and State Policies Schedule meetings with families and encourage parent participation Interview/Hire/Terminate staff and families; Payroll; Billing, Accounts Receivable/Payable; Employee Taxes; Conduct child assessments and observations; organize fundraisers for child care program; send correspondences and monthly newsletters to community, government keeping them informed on current events or issues. I have managed to embark on many other unforeseen responsibilities both personal and professional that pertain to the business. LICENSES & CERTIFICATES Michigan Association of School Boards Certification Michigan Teacher Certification (MTTC) Early Childhood Education & Elementary Education Michigan Child Development & Care License Infant/Child/Adult CPR & First Aid & Blood Pathogens Certification Workplace Education & Training Certificate - Wayne State University
Political Experience 2010-Present Detroit Board of Education, District Elect Member – As an elected official, this role is to ensure students receive the best education Detroit Public Schools can offer. The Detroit Board of Education make decisions that affect policy, programs and allocate resources in a manner that enhance critical thinking, keeps students in school, and better prepare all our students for life, the worlds of work, and higher learning.
Race/ethnicity African American
Campaign Website http://N/A
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YouTube http://N/A
There are systemic deficiencies in which affect the healthy development, and education of our children. I have proposed “Whole Child Development” from conception. We must begin to create environments, community, and education systems with the “Brain” in mind. This means to maximize every moment for long-term success. Information sharing, data management, and strong parental involvement is essential for quality education.
Allow our teachers to have a voice. Listen to their concerns. Communication is key to any relationship. Establish clear and concise performance metrics for evaluating teachers, staff, and administrators, and hold all accountable for delivery including the principals. We must place children at the center of all decisions.
Children cannot be expected to learn and excel if we fail to provide them with sufficient and adequate learning environments. Studies have proven that children need nourishing, and stimulating environments for healthy development. We may need to consolidate schools that are better equipped to deliver healthy experiences. No child should be subjected to substandard conditions. At home...In the community or in school.
No
Parental engagement is paramount to any successful school. Parents need to be a part of every decision making discussion. This means all committees, roundtable meetings, and some staff meetings. Parents must feel that they are valued.
We can no longer continue "Forecasting" a child's life with "Academics" as we know it. There are "Straight A+" students who are socially, emotionally, and physically unhealthy. Standardized test can not be the only determining factor when assessing our children. We must ensure that our children are developing in every facet.
Uncertain. When Detroit eradicate POVERTY.
The new and improved updated Michigan Teachers Certification Test (MTTC) is great to have, however it does not determine methodology or pedagogy approach. There are terrific educators out there who are effective, and efficient in teaching/learning-delivery. With that said, as a policy maker...We can always "Exceed the Law", not undermine the law. Policy could be adopted to only hire certified teachers, etc...
We must control the education narrative, and help residents gain trust in Detroit Public Schools Community District. The district needs to promote...promote...promote the qualities of DPSCD.
DPSCD must be above average. Mediocracy can not be the standard. Be inviting. Be community oriented. Be transparent in all aspects.
No. DPSCD must build strong partnerships with businesses, social services, and become more innovative in obtaining grant funding. Become more resourceful. Complacency can not thrive in the new district.
DPSCD must create an environment of healthy "whole child" development. We must offer additional programs that are a cut above the rest with proven best practices. Again...INNOVATION IS KEY! Think outside the narrow box.
Both sides must be open minded, and always place the needs of our children/families at the forefront in all decision making. The "Bully Pulpit" tactic will not suffice in either situation.
NO. The D.E.C. studies have not proven that the oversight would enhance the lives of any community or student success.
We must repurpose our spaces in DPSCD. Leasing to Higher Education Institutions may be a great way to utilize our spaces, and allow adults to take college courses or for professional development units.
The superintendent must have an understanding of How Children Learn. A "One Size Fits All" methodology does not work. This individual should have at least five years of experience in a superintendent capacity with a district comparable to DPSCD.
No
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City of residence Detroit
Age 60
Family Walter Harvill - Husband Krystle Hunter - Daughter Jevin Hunter - Son Shayla Croff Harvill - daughter Shayla Croff Harvill, Daughter
Education Educational Doctorate - Wayne State University Master's Education - Special Education, K-12 Bachelor of Arts K-9, Sociology Grade 9
Vehicles owned Chrysler Jeep Cherokee, Chrysler Dodge Caravan and a Lexus 350
Professional Experience Superintendent Principal in Detroit Public Schools (McMichael Middle, Pelham and Damon J. Keith Elementary)
Political Experience Worked in various school districts and with their legislators (House Representatives and State Senators) Visited them in Washington DC at the Congressional Black Caucus Conferences and the NABSE Legislative Conferences)
Race/ethnicity African American
Search for the absolute best qualified leader, support staff, teachers, faith based representatives and business partners to reform the district and make students, teachers and parents accountable for teaching and learning. Students will need a mentor based on their interest level, A weekly conference call and/or visit to the school will be in order.

Monthly College and Career Assemblies will be scheduled by the School Principal and students will listen to them with the Goal(s) of selecting a College, university or armed services career.

Provide qualitative Professional Development to support staff, teachers, administrators, parents and students as well.

Post schoolwide data to educate,
This is a new beginning. I would take the funding and make certain that support staff, teachers and administrators are paid (3%) to facilitate teaching and learning for students. Review insurance and decrease 10% cut. Recruit back to the district, the best and the brightest that really care about our students.

I would explore merit pay because motivation and better test scores will make change evolve. We cannot keep doing the same things we have done in the past. We must seek out proactive change and give teachers the opportunity to teach Support staff must be treated with fairness too. Professional Development must be given 180 days a year.

Technology enhancements will be key.
I believe we do more with less. We seek out physical plant partners to help complete our community buildings for. Partners want to see Detroit Public Schools return to its 100% physical status. I also believe the City of Detroit and the Mayor's Office can help to facilitate this process. The City must own the School District as soon as possible.

We must have resolutions in place so that the City of Detroit and the DPSCSD can merge and collaborate on plans to assist in making us a world class district. We will find the resources,Financial In-Kind, Business Partners like Mike Morse, Esquire, ACE Hardware and Hewlett Packard. We will allow businesses to adopt School Clusters for Improvement.
I think everyone should have their rights when it comes to protests and sickouts. Believe it or not, we won't have that anymore when we all commit to renewing our district. We will all buy into Excellence and making it happen for our City and School District. Protsts and Sit Outs should become teachable moments for students if that is going to happen. Make certain while students are at home they understand: Outcomes, IMPACT, Persuasive Protocol, and the Elements of Writing.
I notice that the district has gown back to a Model that we used 25 years ago. It is the Ambassador Model. Train parents about the district. Let them know of our goals. Give then talking points and materials to convey to their faith based families, their block clubs, etc.

Keep parents engaged with learning, the Quarterly Honors Assemblies and more.

Let parents have a presence in school buildings. Place good reading in the Parent Rooms. Work with Dr. Ivory at WCCCD to have a satellite center for parents to take education classes that will give them an Associate Degree.

After an Associate Degree, there could be talk about a partnership with Marygrove and Wayne State University for a BA.
An Achievement Policy must be adopted for a Daily Ritual.

Wall Words Classroom Goals Venn Diagram Usage Daily Usage of Graphic Organizers Data Assemblies and Conversations Use of 2-3 Days of Consistent Technology Usage Work strategically and systemically on the Superintendent's Pillars Post Current Student Work
We will need consistent, teacher time on task strategies, an academic policy that is used by all staff. If we comply this year, we will see some small growth at the end of the first academic year. It will take at least 3-5 years of consistent proactive policies which include academic targets for: Reading Writing Science Technology Mathematics Engineering
I believe in certified teachers. My concern is right now no one seems to want to work for the Detroit Public Schools Community District. The reason is that they(the teachers and support staff are poorly paid). So, I would like to see actual data that tells me how many teachers we need. I would go to Universities and Colleges in the South and other geographical areas and recruit certified teachers that want to help our school district.

A signing bonus would be needed.In the meanwhile, non-certified teachers would be enrolled in Professional Development Cohorts through Wayne State University, WCCCD and Marygrove College for subsequent graduation and certification.
The Board will exercise governance because the new Board Members for the Future will have integrity, display professionalism at all times, listen and work with all including Faith Based entities to get the word out about a new and improved Detroit Public Schools Community School District.

The Governance Protocol can be mailed to all that pay taxes. We will request participation from the City of Detroit residents. Again, we must take ownership of our City of Detroit School District.
I believe that we must rebuild the Detroit Public Schools with Academic Excellence, Integrity, certified and renewed staff, Professional Development Satellite Centers and more.

Enrollment will increase only when the Media shares our positive stories consistently.

The Ambassadors of the district will help us one school at a time recruit one child at a time from the Faith Based Community and other places.

Charter school operators will collaborate with public schools, private schools and maybe we can become one entity because we are for all of our children.
Absolutely, allow us an increase for at least 3-5 years. DPS is so far behind. We need additional funding to make a change happen. High performing districts have consistent, relevant professional development. High performing districts retain their staff because they are respected and paid well.

Our high numbers of high - poverty students is clear. We need to sit at the table and discuss how to increase funding for high poverty students. With funding, applicable experiences will be at hand. Funding for bi monthly field trips and writing experiences will increase vocabulary and assist student learning.
I would attract parents back with: DPSCSD Aluni Students DPSCSD Parent Ambassadors DPS Retired Educators (Administrators, Teachers and Support Staff Testimonials) DPSCSD Happy Teacher B;itz Use Faith Based Councils and Civic Organizations to share the stories with; ask them to recruit students for the district in good faith.
It will be extremely important.

Respectful, Displayed Integrity, and Meaningful.

Cordial, Professional and Collaborative

We are a TEAM united for the Good of All Students, Support Staff , Teachers and Administrators in our district
I could support such an entity. I believe that it would be supportive to the Superintendent and the Board of Education,

The Commission could help to decrease the needs for so many administrators in the district on the Central Office Level.. We could downsize better.

Members of the Commission would come with specific skillsets. These skillsets could make us a high performing school district.
We need a Wayne County Recruitment Plan that mirrors or exceeds some of the specifics that other districts use to get Detroit students to their districts. In Detroit I see pick up signs for other school districts and I wonder why is that acceptable.

Most of all we must be come Number One in Academics, Teacher Leadership, Support Staff Leadership and Administrative Leadership. Service to Customers and Stakeholders would be initiated.Parents would be able to visit schools again and see some of our programs in action.

We must own our city and our school district. We will rebuild the City of Detroit.
A High Performing Individual One who is knowledgeable One who is a "People Person" One who can Work More with Less Resources One who can withstand Challenges and Develop an Action Plan for Success A Collaborator and a Person that is Inclusive Understands General and Special Education Experience as a Building Principal Must understand student populations that are challenged and have resolve to develop a Plan of Action Must have financial savvy, curriculum wit, negotiation skills, and understand cultural relevant pedagogy. Must have Administration and Supervision Certification. A Detroit Resident
No
No.
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City of residence Detroit
Age 60+
Family One daughter and three grandchildren
Education Northwestern High School Wilberforce University University of Hartford Wayne State University Ecumenical Theological Seminary
Vehicles owned Saturn View, 1997 Mercedes 1979 MGB
Professional Experience Teacher, Administrator, Program Director Supervisor
Political Experience Precinct Delagate
Race/ethnicity African American
1. Provide teachers with materials and resources so that their needs are met. 2. Physical appearance of building. 3. Qualified and highly skilled teachers. 4. Attention to the special needs of children. 5. Reduction of class size 6. Accommodations, services 7. Extra curriculum activities 8. Provide the BEST quality of services. 9. City schools have the same as suburban schools.
1.Current and updated materials. 2. Safety, comfortable setting. 3. Opportunities for advancement. 4. On going support, feedback, supervisors 5. RESPECT, professionalism 6. Innovation, refreshing, 7. Salary 8. Show appreciation
1. Support and encourage high volunteerism. 2. Schools to seek grants. 3. Ask corporations to provide materials and repair services. 4. Ask state of Michigan to support more funding to our district. 5. Accountability 6. Partnerships
I don't support penalizing teachers. What I do support is hearing their concerns and working together to take action and solve the issues and before they get to the point that a sickout must take place. Communication is essential.
1. Have schools that are welcoming. 2. Connect, support and engagement. 3. Translators where needed. 4. Use text, twitter, Facebook, and available voice service where parents can leave messages. 5. Answer questions in a timely manner. 6. Events for families that are convenient. 7. Incentives, conduct surveys,for their concerns. 8. Promote, when parents are involved children do better in health and education. 9. Child care and transportation available 10. An expectation that school and parents partner
1. Hire the best, qualified, skillful and prepared, teachers. Those with a passion for education and learning. 2. All disciplines are offered. Academics as well as art, music, and physical education k-12. 3.Classroom management, leadership and early childhood education for all children. 4. Have high expectations of students and parents. 5. Provide teachers with the tools, supplies and materials they need. 6. Assist teachers with mentoring, in-service training, and support. 7. Assist parents with supporting their children. Spend time with them. 8.Attendance is critical
1. Academic targets are short term and long term. 2.. Each year, progress should be made. 3. Evaluation and assessment must be ongoing. 4. Set reasonable, and measurable targets. 5. Each grade level and school should meet yearly progress.
1. Teacher who are certified and have rigorous preparation, students achieve. 2. Student performance increases when teachers are certified in their discipline, 3. Non-certified teachers may assist the certified teacher.

1. Actions meet the district's goals, clear vision 2. Positive images. 3. Visibility 4. Procedures which are stable and effective. 5. Best practices, feedback, competence, analytical skills 6. Management, professionalism
1. Restore accountability 2. Offer more career options. Vocational education centers utilized to the fullest. 3.Partnerships with industries. Co-op experiences. 4. What makes a private charter school so unique? More discipline? Students have less family challenges? Families and children are not classified as "at risk?" 5. Do private charter schools have higher expectations and less tolerance for misbehavior? 6. Aid parents with reducing many of their social issues. 7. Appearance and curriculum.
1. Provide Detroit with what other districts have. 2. Equal resources, accommodations 3.Yes, re-evaluate the funding so that equality is present.
1. Promote our best programs. 2. Uniforms and student appearance. 3. Instill an academic setting with high expectations. 4. Teacher diversity, administrative diversity. 5. Transportation 6. Scholarship opportunities. 7. School grounds. 8. Office staff, and teachers are professional with appearance and language. 9. Ask media to promote great events. For example, Evening of Fine and Performing Arts." 10. Outstanding early childhood curriculum. 11. Technology 12. Accountability
1. Excellent and open communication. 2. No hidden agenda's 3. Mission and goals are clear 4. Working relationship with collarbration.
1. I'm for the best services for our children.
1. Let's fill these seats. 2. The demographics of the neighborhoods have changed. 3. Vacant homes and neighborhoods. 4. Residency requirements for employees is absent. 5. Culture, incomes, educational levels of parents. More income and education sometimes encourages relocating.
1. Former educator or teacher. 2. Education, certifications with undergraduate and graduate work. 3. Experience in various levels in schools. Grade levels or administrative. 4. Up to date, current in the field of education, pedagogy,evaluation, assessment and research. 5. Education issues, concerns, problems, strategies for success, 6. Policy implementation. 7. Served as a volunteer, community involvement, and or mentoring.
NO
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City of residence Detroit
Family I am single with three adult children and one grandchild
Education I received a Bachelor of Science in Education from Wayne State University and a Masters of Art in Education from University of Michigan, Ann Arbor
Vehicles owned 2012 Lincoln MKZ
Political Experience None
Facebook http://@mkovari
Twitter http://@mkovari
I believe three of the biggest challenges facing a new school board will be first creating safe and secure schools; second will be recruiting, developing and retaining highly qualified educators and lastly making sure there is transparency in the form of strong communication with the entire Detroit community. These actions will bring parents who have left back and encourage the parents who have stayed. The new school board will have to hire a dynamic superintendent that understands and is familiar with doing this work successfully. We will also have to work with all stakeholders to ensure a balanced budget without shortchanging students and families.
In order to recruit and retain teachers you must ensure optimal work conditions. I think the new DFT contract that reestablishes step increases for teachers and bonuses for teachers who work in critical shortage areas is a step in the right direction. But we will also have to limit class size and most importantly, ensure the tools, resources and training that provides opportunities for all teachers and principals to be successful. I do not think we have to necessarily spend more money but possibly reallocate monies closer to the classroom and create new delivery systems. This will mean working closely with a superintendent and other stakeholders and innovate around strong solutions.
I think as a board we must have the latest data in terms of what the physical needs of the buildings in the district are and then expect the district to develop a plan on how best to meet these needs. This could include partnering with other organizations and stakeholders to create safe and clean buildings. We cannot do this on the back of academics. Working collaboratively with a strong superintendent, the FRC and advisory council we will work to bring additional resources to both the physical needs of our buildings and support for a strong academic program. Academics must be the district's first priority.
I do believe that protests and sickouts are detrimental to the students, teachers and families who attend Detroit Public Schools. That is why we must ensure that educator voices are heard and teachers and principals collaborate on school level decisions that benefit students and their families. If teachers and principals do not have ownership over what constitutes a safe and secure climate, how academic programs are created and sustained and how school budgets can be leveraged to make good decisions then we will continue to have labor strife in our schools. I believe that broad policies that penalize teachers will only exacerbate this situation.
Parental engagement works if schools have the capacity to do outreach work to parents. If outreach is done at the district level it will not result in the kinds of partnerships we need to improve academics for all our students. A system whereby schools and parents partner around what the schools are doing to improve achievement for their student and what parents can do to support this work is essential. Every school must be able to deliver information about the strengths and weaknesses a student has in reading and mathematics and parents have much information to give teachers about their children. Outreach must include home visits as well as asking parents to come into schools.
I think the district must begin to act like a service delivery entity to provide tools and resources and then train principals and teachers in how to best use those resources to create a coherent system of academics for all schools. Aligned assessment with strong curriculum and an established intervention system that teachers are able to execute, sustain and improve over time are essential for improving academics. This does not mean establishing meaningless assessments and mandates that force teachers to teach to the test or teach a scripted curriculum. It means developing a holistic academic system that both teachers and principals buy into and know how to execute and sustain.
I believe a realistic time frame for Detroit schools to meet academic targets is three to five years. In three years if the right systems are put into place Detroit schools should see a significant increase in reading and mathematics proficiency. In order to sustain this momentum, improvement to systems will have to be made and this will take up to five years of hard work.
As a national board certified teacher from 2004 until 2014, I received the highest certification that any teacher can receive. This opportunity improved what I knew and was able to do in the classroom. Therefore, I believe that the experience of student teacher programs, like residency programs for doctors, is an important one that highly qualified teachers possess. This is what we want for all Detroit students. However, I realize that the district must ensure someone is prepared to stand in front of children on the first day of school. We must be innovative about how we handle this problem without sacrificing quality for quantity.
I believe we must attend to the schools in our jurisdiction and the parents who choose to send their students to our schools. We must act to provide quality schools for Detroit students and their families. We do this by ensuring a dynamic superintendent with experience in improving student achievement and then supporting and holding the superintendent accountable. I also believe we must improve communication with our parents and families about what we will clearly be doing to improve these schools and expect them to hold us accountable. We must instill hope and trust by delivering support for strategies that work. Only then will parents and teachers return to Detroit Public Schools.
I believe that Detroit Public Schools must transform the system that is now in place to best meet the needs of the students they serve. This includes first taking a high level view of who these students and families are, what are the needs and then creating and implementing goals and strategies that can meet these needs. Schools must become systems that are more charter like in their approach to meeting these needs and the district must become a service delivery entity that supports the capacity of schools to do this work versus a top down administrative function. We will also have to continue to advocate for a more equitable and fair accountability system for all schools in Detroit.
I believe Michigan should provide equitable funding for all school districts that struggle to meet the needs of high-poverty students. This includes, rural, suburban and urban school districts. But we know that money alone will not provide opportunities for students and teachers to be successful. Money must be intentionally and systematically allocated to areas that we know provide the most leverage for improving academics. I also believe Michigan must strengthen its support for all its schools in Michigan, especially those with a critical mass of high needs students. This would include much stronger leadership within the Michigan Department of Ed and the School Reform Office.
I think if we want parents to come back to Detroit Public Schools, it will take improving schools for safety and security, attracting highly qualified educators and providing work conditions in which those educators are able to produce proficiency in reading and mathematics K-12 across the district. Word-of-mouth about what is working and not just marketing strategies will instill confidence and bring parents back to Detroit. I also believe transportation and enrollment systems must be improved and equitable accountability for all schools is essential.
I think the relationship between the school board and the financial review commission should be a collaborative one whereby the FRC is seen as a resource that strengthens the capacity of the school board to deal with the most vexing issue of funding. I see the FRC as an entity who could participate in proposing innovating solutions to budget allocation issues versus affirming or not affirming budget proposals. Especially if goals and objectives are clear and transparent and proposed budget allocations are in alignment. It will take a strong superintendent and board to do this work collaboratively with the FRC.
I do support the creation of a DEC to have oversight of openings and closing of schools. A surplus of seats exist both in Detroit Public Schools and other charter schools. Seats are also segregated in certain areas of the city making it difficult for many families to access. A DEC would serve the best interests of all Detroit schools by supporting enrollment systems that stem the havoc of students enrolling or disenrolling on a continuous basis and transportation for students who make choices to attend schools not in their neighborhoods. This kind of entity would go along way in improving underlying systems that strengthen the capacity of schools to do the work of teaching and learning.
The new School Board must have a clear picture of where these surplus seats exist and an analysis of why. Some schools are at capacity and others are not. We then must collaborate with a superintendent and other stakeholders to identify the most appropriate ways to deal with the surplus which might include an fixing the current enrollment system, creating schools that target a specific student population like Montessori schools and then creating transportation systems that meet the needs of students and families to get them to these schools. The underlying cause of a surplus of seats in a particular school must be identified before decisions are made to solve the problem.
The qualities I would look for in a superintendent would be ones that show tangible success in the area of improving student achievement for all students, especially in the areas of safe and secure schools, recruiting, developing and retaining qualified teachers and being transparent about what is working and what still needs improving. This would mean that the superintendent can present a strategic plan both short term and long term that includes benchmarks and goals around these issues. He or she is able to attract highly qualified educators and build their capacity for doing this work by ensuring spending as close to the classroom as possible.
No, I have never been convicted of a felony or misdemeanor.
No, I have not ever filed for personal bankruptcy.
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City of residence Detroit
Age 39
Family Single
Education University of Michigan Ross School of Business - BBA in Finance
Vehicles owned Ford Fusion - 2016 Pre Owned Certified
Professional Experience Operation HOPE, Inc Detroit, MI 5/14 - President Michigan Market President • Lead business development and fundraising for the state of Michigan. • Recruit and hire staff to conduct financial literacy programming for adults and youth. • Organize community outreach initiatives to promote empowerment services to the community. • Recruit board members and advisory council members to assist in the cultivation of the programming in the market. • Teach financial literacy programming to adults and youth to support hired staff. The Optimum Insitute of Economic Empowerment, Inc. Bk, NY 11/10-2014 President/Founder • Organizing town hall meetings across the country to educate the community of the importance of economic empowerment. • Teaching communities across the country of the importance of financial literacy. • Establishing and utilize a global network of professionals who can effectively articulate the community of the importance of fiscal responsibility. • Forming partnerships and creating impactful programming to inspire communities of their potential to grow and accumulate wealth. Optimum Capital Management, LLC Brooklyn, New York 09/04-Present President/Founder • Use clients’ personal data gathered and place it in a format that will be useful in determining clients’ financial status, reviewing financial activities, and developing and using a budget to assist all clients in the accomplishment of goals and objectives. • Monitor economic fluctuations, unexpected life changes, and market turns that affect the future status of client retirment. • Review clients’ current insurance coverage and implements appropriate insurance amounts from a selection of over 10 providers. • Develop an investing strategy and assist all clients in choosing from a wide array of investments. • Provide advice on how to prepare clients’ taxes so as to maximize returns. • Developed and instructed workshops for unions, non-profits, churches, and schools. • Developed and instructed a financial literacy courses for Hostos Community College and Touros Community College. Knight Securities Jersey City, New Jersey 10/00-9/04 Assistant Vice President/Assistant Equity Trader • Communicate with institutional and retail clients to facilitate trades and discern investment opportunities • Analyze market trends and economic information while incorporating them into day and position trading • Develop and employ proprietary trading strategies, using information systems such as Bloomberg and technical analyses packages using Neovest 7/99-10/00 H & R Block Financial/Olde Discount Corp. Detroit, Michigan Agency Division • Successful completion of series 7,63, and 55 licenses • Executed daily trading activity including NASDAQ, Listed Orders and Option trades Summer Alpha Capital Management Detroit, Michigan 1998 Student Intern • Enhanced personal knowledge of financial anlaysis • Assisted in various tasks of portfolio performance measurment 9/95-5/99 Western Golf Association-Evans Scholar Ann Arbor, Michigan Active Member • Coordinated regular fund raising and community service activities • Tutored other in-house members in various class-related subjects Education: University of Michigan Ann Arbor, Michigan Ross School of Business Administration Bachelor of Business Administration • Emphasis in Finance • Founder/President, Blacks on Wall Street College of Literature, Science, and the Arts • Liberal Arts Curriculum with pre-business emphasis • Marketing/Sales Comimittee for Gargoyle Newspaper Personal: Extracurricular Activities and Proficiencies • Chairman of the Educational Foundation of Medgar Evers College • Author of “Living in the Village” • Author of “Playing Smart” • Coauthor of “The Stop and Frisk Handbook” • Coauthor of “The Black Male Handbook”, and Contributor to “A Covenant in Action” • Financial Literacy Expert/Contributor for CNN, CNBC, and Other Media Outlets • Writer for Huffingtonpost.com, Fortune, Black Enterprise, Essence, and Other National Publications • Leaders Of Tomorrow (Youth Programming) -Founder/Head Coach • All About Business (Youth Programming) – Founder/Head Instructor/Active Member • Proficient in Microsoft Word, Excel, Bloomberg, Neovest, PowerPoint • Adjunct professor and public speaker with an expertise in personal finance.
Political Experience None
Race/ethnicity African American
1-Make certain that all DCPS provide a quality education for each child who attends, wherever the school is located. 2-Make certain that all parents/guardians are able to obtain accurate, current and comprehensive information about schools to be able to select the school they believe will best serve the needs of their child. 3-Make certain that students are able to physically access the schools where their parent/guardian chooses to enroll them. In order to accomplish this, the board will need to adopt policies and establish goals designed to achieve these outcomes. The board will also need to select a Superintendent who is willing and able to provide leadership to achieve these goals.
My team wants the best teachers to work for DPSCD with a salary that is as competitive as anywhere else in the state of Michigan. Compensation should be commensurate with the tough challenges they face on a day-to-day basis. Teachers have made too many sacrifices and many feel they can achieve higher pay for lesser stress in surrounding districts. If we are to attract and keep good teachers we must provide them with the opportunity to be involved in decision-making process at their respective schools. We MAY not be able to afford higher pay at the moment, but we can make them feel appreciated and respected by giving them a voice.
Two scenarios exist: 1. Where schools operate under the leadership and decision-making of the Superintendent and Chief Financial Officer, the board has to allow the central administration to develop and propose an annual budget that takes into consideration the competing needs.

2. In the 2nd scenario, schools that elect to be locally controlled schools or self-governed schools would decide for themselves how much of their annual budget should be allocated to facilities, and how much for improving academics. The idea here is that the adults at that school should have the best knowledge and understanding of what it takes to improve academics at that particular school.
It is critical to outline policies and be sure these pIf the law allows or even requires a public school board to take action against employees who violate the law, the board should carry out its legal duty and do so. If there is no law in place that covers the activity, the board should make the activity the subject of collective bargaining. When there is a clear expectation between employees and the board as to what activities are prohibited, and the resulting penalty for engaging in such activity, the appropriate penalty should be imposed. When there is no expectation or an unclear expectation the board's role is to provide clarity.
One way I have promoted parental engagement in the past is by partnering with local CBOs to provide empowerment services at the school. At Cody High School we are offering free credit repair and budgeting services INSIDE the school full time for the parents and surrounding community turning the school into a comprehensive resource center. Ultimately each school will need to develop a strategy for engaging the parents at that particular school. Those schools with great leaders and an engaging leadership team, will engage their parents. Those that can’t will need to look to the Superintendent and her central office administrators for suggestions and guidance.
There are 2 things that the board can do to improve student academic achievement: (1) allow those schools that want to be controlled locally to be able to have control over their budget, curriculum and personnel, and then hold them accountable for the results or outcome, and (2) hire a Superintendent who can provide leadership for the remaining schools. The Superintendent’s contract should be for a short term such as 1 year, and be performance based.
We don't have time to wait and I feel a fierce urgency to show immediate results. Many of our youth are reading below grade level, haven't learned how to compute, and have difficulty writing. Along with a deficit free budget for the next three years while under the FRC, I would like to show a considerable turn around in performance.
The board should follow the law and its collective bargaining agreements. If any activity is not allowed or unlawful, the board should not engage in its use. All legal options and strategies available for educating our children, should be allowed and even pursued if they can make a difference. If the goal is to see to it that our children receive the best public education possible, someone would have to explain why any lawful and useful option would be rejected out of hand. Where individual schools decide who to bring onto their staff, they would be in the best position 2 know who 2 select. If they choose non-certified the Superintendent would be charged 2 learn the schools screening process
The board will be responsible for the governance of schools operating under its umbrella, not other schools that are physically located in Detroit, but not under the DCPS umbrella. To do so would require a change in existing legislation. Unless and until that occurs, the board will have to succeed within the authority that the Michigan legislature has given it. If we want more parents or “customers”, we will have to offer a better product, and get the word out about the quality of our product. The goal is to offer such high-quality options for educating their children, that all Detroit parents will choose DCPS.
The way to win in the marketplace is by either offering a superior education at the same cost, or similar education at a lower cost. And since the government pays for the cost of children attending public schools, this means that DCPS will need to offer a superior education to those that many parents select outside of DCPS. Since we still have the best principals and teachers in the state, we need to devise a strategy that allows them to excel: Moving decision-making to those local schools that want it would be the way to increase the number of quality options for parents.
High-poverty students need more resources than other students. Instead of simply sending additional funds to the district where such students are enrolled, how about sending almost all of that additional money right to the school that the student attends? In fact, let’s just send almost all of the money for all DCPS students directly to those schools that choose to be locally controlled.
Whether we are attempting to attract parents who have their children in charters, suburban schools or even private schools, the answer continues to be the same. DCPS must offer quality options under our umbrella that are more attractive to those parents as the choices they have made.
The board should attempt to maintain close, professional, and continuing communication with the Financial Review Commission to facilitate cooperation. Hopefully in a short time the FRC will come to respect and appreciate the work of the board so that the presumption can become one of starting with recommendations of the board as the starting point of reference. One of my goals is to accomplish three straight years of deficit free budgets and have the FRC waive its oversight of the DPSCD as the law states.
We already worked on that and lost. We now have to turn our attention to making certain that our students achieve academically, and that we do it within a balanced budget. Since the structure, power and authority of the board is determined by the Michigan legislature, all individual board members need to work to elect the best folks to serve in our legislature.
There is a “surplus” of seats in DCPS because the student enrollment is a lot less than it was just 25 years ago. One goal could be to work as hard as possible to increase student enrollment to fill as many empty seats as possible. Another approach might be to reduce the district’s available surplus space by downsizing including combining schools and closing or disposing of unused buildings.
Must be a visionary.

Must have a track record of improving student achievement within a balanced budget, or skills that will lend to this.

Must be able to implement a plan of allowing schools to be locally controlled.
No
No
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City of residence Detroit
Age 40
Family Daisye Mays (mother): retired DPS teacher (30 years) Porter Mays (father): retired GM employee (25 years) Porter Mays, III (brother): educator, University YES
Education * MBA, Ross School of Business at the University of Michigan • Juris Doctor, University of Michigan Law School • B.S., University of Michigan, Ann Arbor • Detroit Renaissance High School
Vehicles owned Ford Expedition
Professional Experience ** DEVELOP DETROIT INC. - President & CEO (2015-present) - Led the creation and start-up of Develop Detroit – a newly formed nonprofit real estate development firm focused on improving housing stability and creating real estate investment opportunities across Detroit. ** CITY OF DETROIT - OFFICE OF THE EMERGENCY MANAGER - Senior Advisor to Emergency Manager Kevyn D. Orr (2013 – 2014) - Original member of a three-person core internal team advising the Emergency Manager on Detroit's $18B municipal bankruptcy and on all aspects of the day-to-day management of the City of Detroit. - Primary problem-solver for a diverse range of legal, financial, operational and economic development issues across Detroit’s financial and operational restructuring efforts; served as coordination point person for the City’s multiple bankruptcy and restructuring advisors. - Negotiated and conducted due diligence on all City property transactions, including commercial real estate, municipal parking assets, outsourcing initiatives and the monetization of key municipal assets. - Coordinated operational restructuring effort in the Planning and Development Dept.; responsible for planning and implementing a citywide centralized grants management function (Office of Grants Mgmt.). - EM point person for public-private citywide Blight (elimination) Task Force; served as lead for the cross-functional federal government team providing assistance to Detroit. - Functioned as EM general counsel; executed the Emergency Manager's confidential and highly sensitive special projects and assured both legal and governance compliance across all restructuring efforts. ** DEUTSCHE BANK - CORPORATE AND INVESTMENT BANK (CIB) - Vice President, Global Industrials Investment Banking Group, New York City, NY (2008 - 2012) - Raised over $4 billion in corporate debt, equity, and equity-linked securities for large-cap diversified industrial, construction, building products, automotive and private equity clients. - Critical execution leader on multiple sole and lead-managed M&A and capital markets transactions. - Responsible for managing day-to-day interactions with client senior management teams, including coordinating the preparation of valuation reports, deal terms and formal recommendations. - Led teams of financial analysts in analyzing new business venture opportunities and strategy projects, including acquisitions, joint ventures, divestitures, spin-offs, dividend recaps and business reorganization.
Political Experience * Volunteer across a number local, state and national campaigns over past twenty years.
Race/ethnicity African American
Campaign Website http://sonyamays.com
YouTube http://NA
I believe that universal high quality preschool must be a long term goal of the Detroit Public School Community District (DPSCD) to give all of our young people a solid educational future. We must ensure that our schools our safe and secure so that our students and educators can concentrate when in the classroom. We must create the conditions in which educators can succeed, facilitating the recruitment and retention of high-performing teachers. Finally, comprehensive policies must be created that address student absenteeism on a consistent and rigorous basis.
As a Board Member, I will advocate for a comprehensive and centralized hiring, training and ongoing professional development system for teachers and administrators that will identify and spread best practices, develop leadership capabilities at all levels, monitor student improvement through information systems and create a culture of accountability. I will fight to ensure that only certified teachers are in DPSCD classrooms. Collaboratively with the unions, I will work to create a pathway to DPSCD teacher compensation parity with the surrounding school districts and to create the conditions that allow the district to retain a higher percentage of high performers for longer periods of time.
As a Board Member, I will advocate for the development of individual school-level safety plans and violence prevention programs that support students’ healthy social and emotional development. These plans should be informed by the specific needs and resources at each school, involving teachers, parents and local community participants. These plans should also aim for very detailed assessments of a school’s physical condition and deferred maintenance needs. Finding the funds to address the physical needs of our school will be a significant challenge, but must be a key priority for this new Board. One of the most important roles this new board can play is one of advocacy on this issue.
I understand that DPS teachers have conducted sickouts out of frustration with the lack of support and deplorable school conditions. DPS teachers have worked in extraordinarily difficult circumstances. Clearly sick-outs are illegal under MI law and can never be encouraged, even passively. As a board member, I would push to understand the underlying issues motivating teachers to conduct such actions. Once understood, I would push for collaborative, cooperative approaches to resolving. I do believe that the district should penalize teachers who conduct frivolous protests/sickouts, particularly ones that are not motivated by clear deficiencies clearly affecting students.
By providing a stable, high-quality educational experience that includes the retention of highly effective teachers and administrators who understand how parental engagement intersects with teaching efficacy. We must remember that local schools are the centers of family life in our communities. Our schools’ parents should be offered a platform through which they can community organize and advocate for neighborhood improvement and social change. As a board member, I would advocate for parental engagement strategies that are defined at the local-school level, supported by a set of districtwide policies designed to encourage the facilitation of community and parental engagement.
Consistent attendance is a precondition to successful educational engagement, with frequent absences from school having a devastating consequence to a child's education. As a Board Member, I will advocate for a logical, effective student attendance program that includes monitoring, prevention, intervention activities, as well as other "wrap-around" services. Specific attendance policies should address student physical and mental health, student engagement, school facilities, academic and discipline programs, and community-based initiatives. If elected to the DPSCD Board, we must be leaders in bringing more resources to our schools and classrooms for these initiatives.
Without question, time is of the essence. But to be frank, it would be a disservice to our students to propose a broad ‘guesstimated’ time frames for meeting academic targets. This entire thinking reduces our young people and their education into nameless widgets and our schools into soulless factories of learning. In essence, it is a top down approach to thinking about education. We need to appreciate that operational reform is difficult, difficult work with sometimes long implementation timelines. If elected to the School Board I will lead in crafting a bottom up approach meeting academic targets, supported by a long-term commitment for steady improvement from a range of stakeholders.
I will fight to ensure that only certified teachers are in DPSCD classrooms. I want the same credential standards that exist elsewhere for our Detroit children. There is a baseline set of skills that make for an effective teacher and the certification process is our best proxy for making sure that teachers have that baseline set of qualifications to effectively engage and teach children. Collectively, we have decided that certification is proper for the teaching profession and I do not see any good reason why that concept should be loosened in Detroit. I find it completely and thoroughly unacceptable to invalidate in Detroit the certification standards that exist elsewhere in the state.
The elected school board can only exercise governance over the DPSCD schools. By statute, it does not have the authority (nor the resources) to extend outward to charter schools. As a school board member, I would direct my time and talent to creating successful policies and strategies for the DPSCD schools only. However, I would advocate alongside other municipal and community leaders for continued structural reform across the disjointed public education landscape.
By providing a stable, high-quality educational experience. That will take some time to achieve, so the risk is that the system continues to destabilize through population loss eroding the ability to achieve meaningful reform, i.e., a death spiral. In the near-term, one of the best strategies available to DPSCD is to quickly create basic safe, secure school environments at all DPSCD schools. However, the unfettered access that private charter operators have in Detroit will remain a significant risk factor. What is required is for our local district to begin to have a say in which private charter operators can operate and under what accountability standards.
Such a change would be ideal, but with this Legislature I highly doubt it would ever happen…but let’s play “what-if”. Michigan should explore adopting a “foundation budget” funding system similar to Massachusetts’: where the state determines a base level of per-student funding for each school district AND how much a school district should be able to fund from its local taxes. The state then makes up any gap in funding. Districts and regions would be free to raise more money locally that could supplement the state’s baseline funding. This new funding system should have mechanisms that reveal the “real” cost of educating students, especially special-needs students and low income children.
By providing a stable, high-quality educational experience. In the near-term, one of the best strategies available to DPSCD is to quickly create basic safe, secure school environments at all DPSCD schools. I am opposed to heavy marketing efforts to temporarily attract students – considering it a race to the bottom. Consistent execution is the best marketing tool we have in education. As a new board member, I would advocate and externally communicate all positive changes within the district on a regular basis. I would work with organizations like Excellent Schools Detroit to ensure that achievement metrics are being adequately captured and disseminated.
The reality is that DPSCD is not being fully returned to local control. Several key oversight provisions were included in PA 192, including oversight by the Detroit Financial Review Commission (FRC). Particularly in the near term, the new board will need to forge a good working relationship with the FRC, which can be greatly facilitated by the presence of the DPSCD superintendent and the board chairperson on the FRC. If there was a decision by the FRC that I believed would harm our district’s students then I would fight against it and bring public attention in protest to its enactment. If elected, my first commitment will always be to the best interests of our students.
Without hesitation.
The board will probably need some external help. While the financial “bail-out” helped to remedy some of the long-term financial imbalances faced by the district, the State did not deal with the most significant structural issue – the unfettered access that private charters have to operate in Detroit. I am opposed to rashly closing schools. Neighborhood schools serve as community and generational anchors and the loss of neighborhood schools have significant near-term and long-term consequences on students, teacher, alum, local residents and the physical landscape of our neighborhoods. We should seek to avoid closing schools where possible and to provide a high-quality education to all.
DPSCD will need a dynamic, energetic and passionate leader. The targeted superintendent should have previous leadership experience in a school district that mirrors Detroit’s student population, though not necessarily its size. I would also hope to identify someone who has some reform experience or, even better, some heavy restructuring experience…where they have maybe turned around a group of schools or a functional area within a school. They should be adept at navigating complicated politics and environments of scarcity. Above and beyond though, they must be moved by the children, i.e., the type of person who treats all children exactly as they would their own.
No, I have never been convicted of a crime – felony or misdemeanor.
No.
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City of residence Detroit
Age 47
Family Mother of 3 Grandmother of 1
Education Bachelor of Arts Child Development Master of Arts Counseling
Professional Experience I have over 15 years of early childhood education. I have 5 years experience working in a middle school as a paraprofessional and a substitute teacher. I have five years experience working as a counselor at my church in our family counseling center.
Political Experience I have worked on several campaigns. This is my first bid for election.
Race/ethnicity Black/ African American
I would ensure that we have qualified, certified teachers in the classrooms. I want to develop policies and procedures that would provide services to children that need additional services to support their academic needs as well as their social and emotional needs. I would also like to promote partnerships with businesses and the community that would offer our children a choice other than college. We have to encourage those that do not want to attend college and expose them to other vocational options. And lastly, I would like to encourage and empower parents to be our (school district) partner in educating their child(ren).
The board would have to restore the money the teachers loaned to them in good faith. By doing this it will be the beginning of the healing process needed to restore faith between the district and the teachers. Then the board would have to provide competitive wages for teachers that are equivalent to other districts.
Balancing the physical needs of district buildings means partnering with the parents and alumni that work in the community and creating a program in which they can give back to the district. This way alumni and parents can donate their gifts, talents and time to a worthy cause and be included in the process. This would allow for more funds to be allocated to improve academics.
I do not believe that teachers should be penalized for participating in protest/ sickouts. I believe that it is every teacher's right to advocate for fair wages and work conditions.
To improve parental engagement we have to change how we interact with our parents. I believe we have to provide forums that address the concerns and needs of parents. We have to build more relationships with our parents so that they feel like a partner in their child's education. As stated above I would encourage the district to create a program for parents to use their gifts, talents and skills in ways that empower them and benefit the district in a positive way. Lastly, by supporting parent groups and assuring that they have information and resources that will enable parents to become their child's advocate.
The district as well as the parents have to advocate for less standardized testing and more hands on project based learning. The district will need to provide safe, healthy, developmentally appropriate learning environments that is attractive to students. Additionally, the teaching styles should accommodate the varying learning styles of students. Hire competent staff: including but not limited to teachers, principals and counselors that create a supportive environment for students to excel.
A realistic time frame for Detroit schools to meet their academic targets would be 5-7 years. This allows the district time to actually collect and analyze data to determine significance of change. Many times I believe that we alter directions before we have allowed enough time to actually analyze our data and detect the results.
I believe that all teachers should be certified in order to teach in the district. Although, with the shortage of certified teachers I would support the usage of non-certified teachers working on certification. This would be an incentive for new teachers to come to the district. New teachers working on certification would have a time limit of three years to become a fully certified teacher.
The board shall govern public education in Detroit and as the public witnesses the growth and stability in the district it is hoped that the people will begin to return their children to the district.
We have to continue to highlight all the great things happening at DPSCD and over power the negative image with a positive one. Also, we have to become the stable district that people trusted with educating their children before the state takeover.
The state should change its funding system to provide funding for DPSCD because it has a high number of high-poverty students. Studies show that high-poverty students need more resources and support in order to excel academically. The funding would ensure that students receive the additional support they need.
As a board member I would constantly remind them about the great things happening in the district. I would also encourage unity between all shareholders so that we can build trust among parents. Additionally, I would inform them about the various benefits their child(ren) would receive by attending our schools.
The relationship between the school board and the Financial Review Commission should look like a relationship. Relationships are give and take and compromise. This relationship should look like one that has the children's best interest first. This relationship should be one that supports and provides what is best for the children in the district.
I will support the creation of a Detroit Education Commission that is made up of the community to oversee the openings, closings and locations of both traditional public and charter schools in the city.
According to statistics the surplus in seats are in neighborhoods of low socioeconomic status. In order to address the surplus in seats the needs in the community must be addressed. As a board member I will work with the community to provide a secure and thriving neighborhood that parents would want to live and educate their children in.

First and foremost the superintendent must believe that children deserve the best education that the district can provide. A superintendent should have a minimum of a master's degree, previous teaching experience, experience in a supervisory position and the ability to work with all stakeholders to provide an excellent learning experience for students. Other qualities they should posses are leadership, great communication and organizational skills. They must have problem solving skills and the ability to make critical decisions efficiently and effectively.
I have never been convicted of a felony or misdemeanor.
I have never filed for personal bankruptcy.
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City of residence Detroit
Age 68
Family Divorced; Mother of 1 daughter and 2 sons; Grandmother of 3 girls and 2 boys.
Education Visitation High School Diploma- 1966 (Detroit) Marygrove College, BA Degree, Major in Sociology- 1970 (Detroit)
Vehicles owned 2014 Dodge Dart
Professional Experience I worked as a Child Care Worker with adolescents with severe behavioral or psychotic disorders at Hawthorne Center (1976-78). Later, I worked as a Legal Investigator for the Wayne County Public Defenders Office (1982-87). After working with a client accused of killing his partner's 3-year-old son, I chose to work for children and families, to prevent child abuse and negect. I was hired by the Michigan Department of Human Services, as a Foster Care Specialist in 1989. In that position, I worked with children who were at highest risk of failure. Most of them had severe emotional problems, due to the abuse and/or neglect they suffered, but this also affected their ability to succeed academically. Oftentimes, they required Special Education services, as well as psychological counseling. During my employment for MDHS, I also spent 3 years working as a Juvenile Justice Specialist, with juvenile delinquents, and also with families, as a FIP Worker. I retired in 2006.
Political Experience I have volunteered on several campaigns of candidates I supported over the years, mainly phone banking, door-to-door canvassing, passing out literature at the polls and providing financial support. I ran for Detroit City Council District One, as a Write-In candidate, in 2013, unsuccessfully.
Race/ethnicity Caucasian/ German-Irish descent
I would insure that education funds would be used for their budgeted purpose, preventing fraud, providing academic excellence for each student, according to their needs and abilities.
I would provide assurances to teachers that their contract will be honored, that school funds will be handled properly, preventing any chance of payless paydays. All guaranteed pay raises, based upon teaching experience and performance, as well as fringe benefits will be assured. Every effort will be made to fill all vacancies with certified teachers, so that classroom size is reasonable.
With limited funds, it is imperative that we stick to the budget that is currently in effect, or a new budget, if deemed necessary by the new Board. Of course, academics, teacher, administration and other staff salaries are imperative, but having a safe and comfortable environment in which to learn is also very important. If the Education Enhancement Millage in Wayne County is passed this November, this would provide much needed additional funding, approximately $385 annually per student. DPSCD would choose how best to utilize this money.
I do not want teachers, who participated in protests/sickouts last school year, to be penalized. These teachers brought attention to some very serious problems that they were facing. At that time, there was danger that there would not be funding to complete the school year. Their salaries were at risk, especially those who had their salaries paid through the summer months. Several school buildings were in serious disrepair, making it unsafe for the children and staff. The teachers made the public aware of these serious problems and applied pressure to the State legislature and the Governor to resolve these problems.
I would encourage Parental Engagement by offering informational forums, that may be of interest to parents. Suggested topics could be: Child Development, Discipline Alternatives, Talking About Sex and Drugs with Your Child, Preventing Sexual Abuse, Teaching Your Child about Stranger Danger, Becoming Aware of the Signs of Depression, Mental Illness, and Drug Abuse, Financial Advice and Debt Management, Info on Adult Education and Job Fairs. Also, I would like teachers to become more available to parents, by e-mail or a note left at the office. Teachers should be encouraged to contact parents by phone, email or mail, if a student is having serious problems in class.
To improve student achievement, we need to offer tutoring services to any child who is struggling to learn, especially in Math, Reading and Writing. If there is any indication to the teacher or the parent that the student may need Special Education Services, an IEPC be should be convened in a timely fashion, and services should be provided, if needed. Students should not simply be promoted from one grade to the next, if they have not adequately mastered the skills needed to be promoted. We need to offer more career preparation courses, in addition to college preparatory classes.
I expect all DPSCD schools to meet their academic targets within 1-2 years. When the EAA schools are returned to DPSCD next school year, it may take 1-2 years for those students to adjust to the new academic environment.
I am absolutely opposed to the hiring of uncertified teachers, for the teaching of any major subjects, such as Math, English, Science, Social Studies, Foreign Languages, or Special Education. To do so would be a grave disservice to the children at DPSCD, who deserve the same quality education as every other child in the State of Michigan.
Although I understand that slightly more than half of Detroit students attend charter schools or EAA schools, the most important thing is that the new School Board exercises good governance over DPSCD schools. If we provide quality education, in a safe environment, we will not only retain the students that we currently have, but we will certainly lure many of the students, who are currently attending other schools to return to DPSCD. Next school year, we can expect all the students, who are currently in the EAA schools (approximately 5180), to return to DPSCD. Much evidence has surfaced stating that children in charter schools have performed about the same or worse than DPS students.
DPS can stem enrollment losses by making DPSCD the BEST CHOICE for parents and children in Detroit. When we offer an excellent academic program, in a safe and respectful environment, we will attract those students who may have left DPS looking for a better and safer school. Many of these charter schools are being operated for profit, not for the success of our children. When parents realize that their child may be earning As in his/her classes, but they are not getting homework and they are not really mastering the subject matter, they will start looking back at DPSCD. The charter schools do not want to be evaluated by the Michigan Department of Education or a DEC or anyone.
Yes. I believe the State should revise their funding system, offering greater funding to districts with a high portion of high-poverty students. It is well known that children living in economically deprived households do not have the support systems that higher income households have. Oftentimes their parents have limited educational backgrounds, so they are unable to assist their children before and during their school years. Pre-school and tutoring are often needed. Many children in these homes have emotional problems and low self-esteem, which distracts them from the learning process. Many need Special Education Services, which is more costly than Regular Education.
As a School Board Member, after we make all the needed improvements in DPSCD during the 2016-17 school year, I would recommend that we begin a massive educational campaign promoting DPSCD. We should have radio commercials on local stations (as is being done now). We should have Open Houses in June, 2017 at all neighborhood schools, as well as Special Schools designed for Gifted and Talented Students, Montessori Programs, Schools with Special Programs for Science, Medicine, Aerospace, Career Preparation,etc. Invitation letters should go out to all households with school age children.
The School Board and the Financial Review Commission (FRC) should be able to work cooperatively for the best interest of the students in DPSCD. I expect that the FRC will respect the members of the School Board and listen to their concerns and recommendations. Both the Board and the FRC should be equally concerned with financial responsibility in the operation of the school district. As long as there is total transparency and clear communication between the Board and FRC members, and the FRC does not overstep their authority (ie. academic matters), I expect their relationship to be positive, leading to the educational success of the district.
I support a Detroit Education Commission. However, I do not want the Commission members appointed by the Governor or the Mayor of Detroit. In my opinion, the Commission should be composed of 3 members of the DPSCD School Board (chosen by them), 3 members chosen by the top-performing Detroit charter schools, who have been operating successfully for at least 3 years, and finally, 3 members, who are either parents or grandparents of Detroit students, elected by Detroiters. In my opinion, a Commission composed of these members would be most invested in making the best choices regarding the opening and closing of schools in Detroit.
If there is a surplus of seats in Detroit public schools, I would request an evaluation of surrounding neighborhood schools, to see if there are overcrowding situations there. It may be necessary to reassign students to schools where there are vacancies. Some of these vacancies may be filled by students, who leave the EAA schools, when they close at the end of the 2016-17 school year. Once DPSCD makes anticipated improvements, I expect to lure many more students back to our district schools from failing or under-performing charter schools. If surplus seats persist after the next school year, it may be necessary to consider closing older schools, which are in need of major renovation.
The qualities I would look for in a Superintendent are: a strong background in teaching in the classroom, a minimum of a Masters or Doctoral Degree in Education, total transparency with the School Board and members of the community regarding decisions and recommendations, respect for teachers and the Detroit Federation of Teachers, respect for Board members, students, parents and other school personnel, openness to suggestions of improvements in academic offerings and parental involvement, no criminal record, and a pleasant and agreeable disposition.
No.
Yes. I filed for bankruptcy in 2007, after I retired from my employment with the Michigan Department of Human Services. Our country was in the midst of a severe economic recession at that time. I had hoped to be able to sell my home in Detroit. However, housing values had plummetted. My home was valued at approximately one-fourth of what I still owed on my mortgage. My income was cut in half, when I retired. I was unable to maintain my mortgage payments and other bills. My best option was to file for bankruptcy and allow my house to go into foreclosure.
City of residence Detroit
Age 63
Education Master of Social Work Master of Criminal Justice Master of Arts in Teaching
Professional Experience Retired social worker
Political Experience I have been a Detroit School Board Member since1999.
Race/ethnicity African/ American
Campaign Website http://rev.murray8@yahoo.com
I would help create policy, work with parents teachers and community leaders in order to promote the highest quality of education.
The board must act within the limits of the law to assure that every child has an equal opportunity for an education.
Must work in conjunction with the person in charge of finances to coordinate the efforts of building and safety personnel for best practices.
The teachers should not be punished for standing up for their rights, and being a positive role models for the students.
I would make myself available to the parents and provide transparency.
The district needs more certified teachers and social workers. It also needs more community involvement.
It's all depended upon the degree of funding received from the state.
I totally oppose the hiring of non-certified teachers for providing public instruction.
We should provide active recruitment efforts to bring the students back to DPS.
Ongoing recruitment efforts and efforts toward parental involvement should be implemented.
Yes
With improved marketing efforts.
Cooperative efforts that lead to improved academia and safety. The Financial Review Commission should always work collaborately with the Board.
No.
Again, ongoing recruitment efforts, and community use of schools.
Well educated, experience in academia, a willingness to work with the public as well as the Board, no-combative, and can demonstrate a commitment to children, parents and stakeholders.. Capacity to meet and deal on the issue of labor management.
Never.
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City of residence Detroit
Age 70
Education High School Graduate,
Vehicles owned General Motors Product
Professional Experience Board Chairman of treatment facility Board member for a community association (UDCA), UAW representative, Employee Assistance Professional, Addictions Counselor, Consultant for a health management company, Crisis worker for Common Ground Administrator of a Suggestion Program Educator and Presenter for both public and private school Draftsman in die engineering for a manufacturing corporation Taught in public and private schools as a paid employee and volunteer, Literacy tutor
Political Experience Precinct Delegate, Non-Profit Organization Leadership, UAW
Race/ethnicity African American (African, French, Blackfoot)
Campaign Website http://none
Facebook http://none
Twitter http://none
YouTube http://none
Research, analyze, advocate, assess, and monitor the policies and procedures to be implemented to ensure efficacy of the deliverables within the education process within the district, to support the superintendant.
Reduce the class sizes, especially at the high school level to a maximum of 25 students per class; ensure that the cameras are functioning and operative at all times to promote safety and security for all in the building; review the resumes and place teachers in education levels where they are most suitable or qualified and WANT to teach the disciplines in the curriculum. Hire more master level teachers and permit teachers and base pay on student data and performance. Treat teachers with dignity and respect. Demand respect for substitute teachers. Educate the students and parents/guardians on the purpose of a PUBLIC education; Random drug test all administrative staff and employees.
Enforce accountability at every level to ensure the dollars are being spent and used where they have been assigned. Implement procedures to track purchased items, building maintenance; vehicles (mileage and gas) and have more frequent audits in the physical and electronic methods to ensure transparency and accountability in the good management of funds. Provide flow charts and process flow instructions to assist staff, teachers, parents and other stakeholders to help in identifying discrepancies. Provide a budget sheet for students and their parents to assist them in seeing where the dollars assigned to each student are being spent per their child and how they can assist to improve spending
The District is the policy maker. The Union is the advocate for the teachers; however as a teacher one does not give up their first amendment rights to protest against a system that exercise unjust treatment. Teachers have no choice but to assume methods of direct-action; which is to protest and create a situation that it will inevitably get the attention of all the stakeholders and open the doors to change through negotiations. Privileged groups seldom give up their privileges voluntarily; implying those who do not sit in the teacher seats on are engaged in the day to day operations of being in the trenches of educating the students who attend public schools.
Have a conversation with the parents to inquire how and when they can be involved and engaged more; use social media,telephone blast to bridge communication gaps beyond hard copy documents; implement better methods or procedures for schedule listening and learning gatherings;which may include weekends and evenings to create opportunities in various forms of workshops that are engaging and inspiring for parents/guardians to participate. Offer professional development courses to parents to assist them in promotion in their current occupations, and partner with the community colleges to assist them in earning associate degrees, and vocational skills.
There are many options the district can implement beyond the traditional methods of teaching to the test. A curriculum inclusive of reading assessments such as the Slossin; extensive critical thinking activities; courses that are for both right and left brain processes; involve students in collaborative and self-directed learning activities; have declamation contests; extend spelling bees at ninth grade level; link learning to specific board games which include family interaction; such as monopoly, Chinese checkers, Chess, have students do research term projects for every class (writing, reading, social studies, science, sports, etc. Think outside the box and design the lessons to do so.
A.S.A.P - realistically we're dealing with people and not robots, therefore, it is situation dependent. People learn at different paces and levels. Making the academic goals visible in the form of actual words and mnemonics at the being of the course to the students, parents, and teachers would be a help. Using research, data, and benchmarks of other under-developed countries would also help to meet academic targets. Because it helps to respond to the cultural learning differences that are barriers to learning in our school districts. Implementing documentaries and movies to better inform students and parents on the significance of education in spite of economic status.
"Without diversity the species dies" is my position. We need both certified and non-certified, highly qualified and skilled educators, in a system that offers wrap-around services. Certification means you passed the exam to demonstrate proficiency, it doesn't always guarantee you can TEACH what you know, and is not the total answer to student academic achievement. You have many professionals who have knowledge, intelligence, and skills and can teach; but are not going to pay the expense in dollars and time to go back to school for teacher certification, nor are some teachers going to cram for certification exams, based on their current classroom population and course loads.
Do the best job they can with the student population and resources they have and the work will speak for itself. Clean up and clear up the mess that has preceded them and focus on the quality, content and delivery of services to the school superintendent to ensure he/she is getting the job done that is required to educate the students and their parents/guardians.. The data will speak for itself.
Competition will always be present. The positions stay the same only the people change. Therefore, DPS has to improve, by all means possible. The evidence will be in the outcomes of the product which is the students. We must work harder to be smarter and to demonstrate efficacy in the midst of it all by working together and put the egos and titles behind to ensure the children and students are at the fore-front of successful outcomes within the system. Maybe we can achieve more with less.
Yes. However, this should not disregard accountability and justification for expenditures at every level, for administrative and support staff, teachers, students, parent organizations, security, equipment, supplies, vehicles, etc. There needs to be more investigative responsibility and tracking of how the funds are managed and distributed; which would save dollars in the overall scheme of things regarding furniture, equipment, supplies, vehicles, etc. and free up funds to pay for capital improvements to benefit those schools in need. We don't have sufficient funds because there is too much waste and mismanagement of resources, money and equipment.
Present a good business case on the economics of leaving the district, indicate the direct and indirect affects of their decision; emphasize the need for their full participation; reveal and share the actual data on the other schools performances; use some venn diagrams and force field analysis information to provide logical reasons to support a decision for their child.children to return, and offer some options that are appealing to encourage them to change their minds. There are no specifics at this time because all of these recommendations would have to be a collective and well thought out decision at the board level to pass on to the superintendent to implement.
A very professional one with scrutiny; transparency; no nepotism, a commitment to a cooperative, comprehensive balanced financial process that is candid and accessible with the financial books and records demonstrating best reporting practices.
No. There is no need to re-invent the wheel. Gov. Rick Snyder already created one (Executive order 20)at the state level. Let them do their jobs they're being paid to do to benefit all of the schools within the state. We don't have money to keep duplicating services and paying the expected high salaries of those who don’t manage the current system by presenting a facade.What needs to be done is to effectively manage the system we have by being prudent and not afraid to penalize those who don’t do their jobs with integrity and proficiency. Demand the state do its job with diligence and integrity and without discrimination to the poverty stricken districts.
Use the challenge to reduce class sizes, if this question relates to actual students and not the physical chairs. Lease or sell the furniture to other schools, colleges, community organizations, etc. to generate revenue. If it relates to pupil population increase student enrollment by offering more vocational courses in the alternative education sector. Or increase the seats for special education or performing arts (exclusive school).
Integrity, competency, proficiency, efficacy, being accessible, ability to communicate with all levels of stakeholder; having intelligence and knowledge of the facts and data; be conceptual thinker; experience in the task of administration; not afraid to do the grunt work to lead and educate by example; not afraid to make the hard decision; and a sincere commitment to the quality and delivery of education in our district.
No
No
City of residence Detroit
Age 42
Family Husband - Christopher Mayberry Son - Jorden Peterson Daughter - Brooklyn Peterson
Education 2017, Summer, Masters of Arts Degree Expected, Central Michigan University 1997, Bachelor Degree, Detroit College of Business 1992, High School Diploma, M.L. King High School
Vehicles owned Lincoln MKX
Professional Experience January 2014-Present; Community Relations Director UAW Ford – Detroit, MI Responsibilities included: Leading a team that develops and facilitates the implementation of projects related to community involvement while increasing awareness and visibility with resources that foster community support. January 2005-2014; Senior Administrative Executive Ford Motor Company – Dearborn, MI Responsibilities included: Extensive administrative support to management, coordination of personnel, scheduling task, clerical duties, efficient multi-tasking, and manage project documentation. October 1995-January2005; Housekeeping Ford Motor Company – Dearborn, MI Responsibilities included: Daily environmental maintenance of occupied space to enhance appearance and promote healthy working environment.
Political Experience None
Race/ethnicity African-American
1) Work with community and fellow school board members to create a system for the physical placement of school buildings that ensures each community has the necessary seats to service children. 2) Develop a working budget that fully funds schools and focuses on learning. 3) Create a new culture that fully supports both students and educators,with provisions for professional development and much needed wraparound services which will help to close achievement gaps. 4) Invest in recruitment and a compensation plan that attracts the best available talent. 5) Work to ensure that every school is both safe and welcoming for both students and educators.
1) Develop a recruitment plan that identifies highly qualified educators 2) Work to develop a budget that focuses on learning, eliminates waste and inefficiencies and compensates educators with a competitive wage and compensation package. 3) Develop an evaluation system that would identify areas of teacher need and provide the necessary supports to address them.
With quality education and a safe learning environment being prioritized budget items, to otherwise improve funding levels we should: 1) Engage the legislature to establish a funding formula that recognizes the additional expense associated with servicing special education/ special needs students. 2) Engage the legislature to release the system from debt incurred under Emergency Manager control and seek payment of funds owed to the district from the EAA 3) Engage the business community and other philanthropic organizations to provide funding that will help to improve capital assets and provide necessary academic programming. 4) Leverage funding from federal grants and all other sources.
I believe that every educator has the right to have a voice in their workplace, and in education, this is done through the teacher's union and the collective bargaining agreement established with the union. Additionally, in instances of special circumstance, I would agree to the development of a system where educator concerns can be heard by the school board, which should minimize instances of protests that result in decreased learning. The bargaining agreement is in place for everyone's benefit. The board, administrators and educators alike, must comply with the rules and standards as outlined in the collective bargaining agreement. Those who don’t are subject to disciplinary action
Providing quality education and revitalizing the school district must become a communal responsibility, and parental engagement is a critical component to that communal responsibility. I would drive efforts to build capacity in existing organizations ( i.e. the DPS Office of Parent & Community Engagement, the Detroit Parents Network). I would also create new avenues in which parents can become involved (i.e town hall meetings, school advisory boards etc.) I would also make parental engagement an agenda item at every board meeting so that parents can be assured that concerns are being heard and addressed.
Invest in School Leadership. High-quality principals who implement quality programming, attract the best teachers which is the most critical factor to improve student achievement. We have the ability to leverage available federal grant funding to support leader development, improve teacher quality and programming that supports school transformations. Additionally, we should develop a detailed action plan that focuses on turning around schools which perform significantly below set standards.
The district should strive to meet or exceed the national averages with the next 10 years, and by I'm plementing a purposeful and strategic plan, we can achieve substantial academic gains. With proper supports in place for educators and a wrap around services plan for students, educational outcomes could far exceed national averages.
I am whole-heartedly against the use of non-certified teachers in the district. Every child deserves a quality education and this can increasingly be accomplished with educators that meet the necessary standards to provide such an education due to state certified training requirements.
The board, at this time, can only govern education within the Detroit Public School District and not any other educational entities, however, with the implementation of new policies and programming that focuses on students and a quality education with new and innovative wraparound services, we will allow the district to truly compete with other forms of public education in Detroit and thereby offer parents better options for their children.
Continuing to grow world class schools that close the achievement gap and offer wrap around support services will make DPS facilities an attractive option for parents. We must also ensure that every community has a quality DPS school. We must also educate the parent community to the fact the public schools perform as well and often better than charter schools. In any marketplace, what you offer must be properly communicated for customer to know what is available. DPS must do a better job at communicating what it does well and how it is continuing to improve the education of our children.
Yes the state should change its funding system to provide more funding for districts with a high number of poverty students. I would also hope to encourage the legislature to move toward equalizing the "per pupil" funding allowance with the "real" costs associated with educating a child. The difference between "real" costs and funding is even greater in Detroit where there is a disproportionate number of special education students... students which charter schools are not obligated to educate.

To attract parents, we have to offer them better options than some of those which they currently have. We must work to stabilize the school district financially, close the achievement gap, offer new and state of the art programming and provide wrap around services to support the whole child if we hope to stimulate a return to Detroit Public Schools.
The relationship between the school board and the Financial Review Commission should be one in which both entities share the same vision for Detroit Public Schools... a financially secure district with a balanced budget and checks and balances to ensure transparency and honesty. An understanding should be established that the board is the elected body with full power over curriculum, policy and operations. The Financial Review Commission should have oversight to see that expenditures are performed properly and that they are in line with the districts vision and budget.
I would support the creation of a Detroit Education Commission "ONLY" as an advisory entity, which may provide insight and "NOT OVERSIGHT" to the opening and closing of schools. The school board should have autonomy over the opening, closing and location of schools within the district.
There is a surplus of seats in certain Detroit communities. In others, there are not enough seats to accommodate the community's need. As a school board member, I will work with communities and school board to create a system for the physical placement of school buildings that ensures each community has the necessary seats to service children. This will eliminate wasted funds where there is a surplus and ensure that each child and each community has the necessary facilities and resources to access a quality education.
The Superintendent must have an understanding of educational policy and practice and have experience in a large educational setting that equips them to address the issues facing public education in the district, including a commitment to accountability and expectations for high achievement. They should have experience in and a committment to closing the achievement gap, especially at high priority schools. They should have a proven record of success in improving the performance and outcomes of educational systems and programs, and be a skilled manager of both people and financial resources. Lastly, they should also commit to being accessible to parents, administrators, teachers and the board
Misdemeanor; Traffic violation
Yes; during a period in 2002 where I had to take an extended FMLA medical leave from work and my former husband was under-employed, we were forced to file for bankruptcy, however, since that challenging time, I have successfully been able to fulfill all of my financial obligations without disruption creating an extended lifestyle of financial stability.
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City of residence Detroit
Age 38
Family One Daughter (Mariah Smith)
Education Wayne County Community College District -Associates of General Studies Wayne State University -BS in Global Supply Chain Management
Professional Experience 17 years in Business Management which also includes automotive manufacturing 2 years as an educator in the role as a teaching assistant working with “At Risk Youth”
Political Experience Ran as a write-in candidate for Detroit City Council in 2013
Race/ethnicity Black
I would give the superintendent all the necessary resources to ensure they can fulfill their responsibility to provide a quality education. I would also partner with the Mayor's office to develop outreach programs to reach the parents and community.
As a school board, we would hold recruiting events and go to college campuses and advertise the good things DPSCD is doing. Ensure them they will have resources and the backing of the school board to do their job effectively. Give them the vision of the new DPSCD and create policies to link the classroom to community; pairing teachers and parents to foster a stronger bond within the classroom and community.
Safety of our children is our first and foremost concern. We want our children to have a safe environment conducive to learning. We would partner with the city of Detroit to assist with maintenance of the facilities. Cultivate partnership with the local communities to help maintain the buildings. These would hopefully free up funds to be allocated towards improving academics.
Absolutely not. If we are doing our job as a school board and if we have sickouts/protest, it is our job to resolve them. It is our job as a school board to work with teachers in the classroom to ensure they have the proper support in the classroom.
By creating after school outreach program to encourage parents to participate. Whether it be through newsletters, emails or other forms of media. Encourage parents to attend parent-teacher conferences and other after school activities.
Better technology, more training for teachers and incorporate standardized test preparation courses into the curriculm
Two to three years
Non-certified teachers are unacceptable in Detroit Public Schools. It would be equivalent to an unlicensed dr. performing brain surgery
The board has to use the resources that we have at our disposal to operate effectively and efficiently. We would need the assistance of the city of Detroit and the parents to ensure that DPSCD is a success.
We have to reach the parents and let them know that DPSCD is offering a quality education as well. We have to reestablish trust between the community and school district to ensure parents that we are going to offer our students the best education to compete regionally, nationally and globally.
Yes. School districts that are struggling need more attention financially to provide the necessary support to our students. Cutting funding and closing schools are not the answer. It disenfranchises the community when we should be investing in our children and future.
Have more open houses at Detroit Public Schools to allow the parents and the community to see the great programs we offer at all our schools, not just at Cass, King and Renaissance. We have a lot of good things developing in the district and we need to get that message out rather it be through social media or good old fashion newspapers. We want to encourage parents to come to school board meetings and other after school activities. I believe in having total transparency.
Whatever relationship that the school board and the FRC have, it should be aligned with one goal and one mission, and that is to educate our children. Whatever decisions are made, it should be made to ensure that Detroit Public Schools have the resources to compete globally and be successful
I believe that the citizens of the city of Detroit should have the right to select who their elected officials should be. Therefore, the Detroit Education Commission is truly an extra entity. I believe the school board should be competent enough to ensure schools are performing at high levels by creating policies to help the superintendent perform their job effectively. No I do not support the creation of a Detroit Education Commission.
We have to go back to the basic and start from the bottom. It starts with regaining the trust of the parents and teachers. Ensuring the children receive the best education in a safe environment. I would like to see Detroit Public School Community District become one of the largest districts in the country. Just as we have recruiting events for teachers, we need to host those for students and parents to let them know we want them back and they can trust us with their safety and educational future.
Integrity, accountability, dependability, appreciation for education and last by not least a genuine love of children
No
No
City of residence Detroit
Age 68
Family Daughter, Shavonne N. Smith Cousins, Claice M. Jackson Marciavye E. Jackson
Education Associates, Ferris State U., 1968 Bachelor Science, Ferris State U,1971 Masters Art, Eastern MI U, 1976 Ed. Specialist, Wayne State U., 1979 Ed.D., Wayne State Univ., 1981
Vehicles owned Currently- 2016 Nissan Juke
Professional Experience 39 + years with Detroit Public School System- 1971-1976 Denby High School, Business Teacher; 1976-1977-English Teacher,Mumford HS 1977-1983-Business Teacher, Central HS 1983-1985 -Department Head, Mackenzie H.S. Summer, 1990-Principal, Wade McCree Elementary/Middle 1985-2005-Assistant Principal, Mackenzie HS
Political Experience Union leader, 1977-1978, Central H.S.
Race/ethnicity African American
Ensuring there is a place, a school, a program and a curriculum for all youth and young adults and that what is provided in the district addresses all youth in and around the city of Detroit. Create a beltway of education making sure there is a quality DPSCD elementary, middle and high school within a 5 mile radius of all major neighborhoods.
Provide on-going recruitment to ensure there is a pool of available staff. Utilize on-site recruitment in colleges and recruiting fairs. Providing a fair work environment and programs that building employee morale on a local level. As a board member, I will fight to make sure financies are available and the district puts their money where their mouth is. If you want quality teachers, you have to pay quality salaries. I would demand review of the salaries of top-level administration to ensure accountability.
Consolidation of district level buildings to cut back on cost and put our resources where the need is most and that is servicing the students. Without students there is no district. Without parent and student satisfaction there is no district. Without improved academics there is no district. And no districts means no buildings.
No. The education of our students is our first priority. Teachers are on the front line with our students daily and understand the needs and deficiences on a deeper level than we can. For this, we know that when our teachers choose to participate in protests/sickouts they have what they believe is the best interest of the district and its students at heart. It is our job as a board to support the teachers and ensure that their needs are met so they can meet the needs of the students.
It is bivotal to my success as a board member to engage and understand the needs of our parents. Information and data can be gathered and shared through Monthly Community Cafes established affording parents, students, school faculty, board members, etc. to talk among themselves as families and communities. Bi-Monthly blogs, recapping and recounting the different things we work on will be initited to provide accountability and updates.
The district needs to shift from an outdated delivery method of instruction to a more relevant, hands-on, exploratory innovative. The district needs to have an open and honest discussion about the academics among all stack holders in the cities education. The city needs to look at a backwards by design, true school understanding and learning, comprehension instead of rote learning; revisiting higher education to determine what the gap is in our students education, what they are missing when they come to college and start looking at alternate sources of data other than the MEAP, MAP and Mi STAR.
Detroit Public Schools has a track record of implementing new strategies every one to two years and changing or discarding it shortly after implementation before any measurable gains can be seen. The district needs atleast five to seven years to develop, implement and evaluate a quality academic plan in order to see and meet academic targets.
Having Certified teachers in the DPSCD should be a priority with the highest recommendation; however having teachers, not holding certification in select areas, may be recommended for skill, trade or critical shortage areas.If at later time, for the survival of the district, it seems necessary to look at alternate places to find teachers, we would need to ensure that there is a plan and process to bring uncertified individuals who atleast have a bachelors degree into the district add direct them through a teacher certification process similar to the Limited License Instructor (LLI) of the past.
The board is elected by the residents of the city of Detroit. By restoring goverance of the schools back to a elected board, the confidence will be restored to the Detroit residents. The board will give the residents voice in the public education system and confidence to bring their children back to the schools in the citities jurisdiction.

Ideally, we both work together to ensure an education for all children; however, our goal as DPSCD board should be to get students in the DPSCD. As the two must coexist and both serve the public, more information should be sought on both charters and DPSCD and a collaboration should be initiated with a focus for both or best practices.
With the current funding system being based on the financial base of an area a high-poverty city like Detroit will continue to suffer. In order for our students to be truly competitive the funding received by the district needs to be competetive as well. The students of DPS rely on the school to provide more than a traditional education and that is where the supplemental funding we have received is used but we should not rely on supplemental funding to make up the difference in the core educational needs of our students.
Realizing that every parent has choice in determining where they want to enroll their child, one of the Problems may be the lack of information and misinformation. Sharing information is vital. Information is readily available that prints dps in a good light, we are in a public relations nightmare. As a board member I would work to ensure that all things are highlighted, not just the negative, At the core, DPSCD is an educational system and by ensuring that we provide the best quality education to are students, which is the main concern of parents, we can draw the parents back into the system.
Respect, mutual respect and understanding that each of us has a role to play, a position to fill and is an expert in their own subject area. I am not a financial genius so I am open to listen and learn from the financial review commission but I expect them to listen and learn from me as an educational professional and as a representative of the parents and students it the district I will serve.
Depending on the makeup of the Detroit Education Commission. If the commission is representative of the cities residents with the best interest of the students at heart and not merely an all seeing eye or extention of certain political personnel of our city and state then I do support the creation of the Commission. Oversight is not a negative thing when it is fair, just and balanced and laced with understanding.
Recruiting and enrollment is always a top concern for Detroit Public Schools, most important is retention. I've heard the idea of closing schools and consolidating the student population is one of the remedies discussed for addressing the surplus of seats. This is something I don't support. In the city of Detroit we have closed enough schools and displaced enough students and educators which i believe has lead to the decline of enrollment in DPS. When we do not show strength, faith and consistency, we lose the confidence of the parents that we rely on to enroll their children to fill these seats.
A true innovator. A person that has integrity and is willing to change the landscape of education. A fearless individual who is passionate about teaching and learning. Someone is who standing up for what is right and stand up for the underpriviliged and educationally neglected.
No
No
City of residence Detroit
Age 27
Family Thomas F. Stallworth, III-Father Sharon James-Mother Thomas F. Stallworth IV, Joseph Stallworth-Brothers Alma G. Stallworth-Grandmother Keith Stallworth-Uncle
Education University of Chicago, BA Psychology University of Michigan School of Social Work, MSW Community Organizing/Community and Social Systems, Minor: Interpersonal Practice
Vehicles owned 2012 Honda Crosstour 01 Honda CR-V
Professional Experience Detroit Area Agency on Aging—Detroit, MI January 2014 – Present Advocacy, Planning and Volunteerism Coordinator Nutrition Program Supervisor January 2013 – January 2014 Cody Rouge Community Action Alliance—Detroit, MI Youth Coordinator, Cody Rouge Youth Council January 2012 – December 2012 University of Los Angeles Youth and Family Recreation—Los Angeles, CA Camp Coordinator, UCLA Camp Explore June 11—August 11 City Year, Inc.—Los Angeles, CA Corps Member/Evaluation Coordinator, Virgil Middle School August 2010—June 2011 School Partnership Program—Chicago, IL Creative Writing Class Instructor, Donaghue Grammar School November 2008—June 2009 Gary Comer Youth Center—Chicago, IL Upward Bound Coordinator/Mentor October 2006—November 2010
Political Experience Never before run for political office. As an advocacy coordinator, I have experience reviewing legislation, making legislative recommendations and working with elected officials to represent community needs.
Race/ethnicity Black
As a school board member, I would advocate and work with lawmakers for a system that creates centralized oversight for the physical placement of school buildings to ensure that communities have the necessary seats to service their children. I would engage the community in school closing decisions and educational needs. I would strategize to invest in professional development for teachers and school administrators as well as develop a recruitment and compensation plan that attracts the best available talent. Finally, I would work to improve school performance reporting so that there are early alerts, targeted improvement plans and post secondary success tracking.
The board should review policies and procedures to ensure they reflect an organizational culture that values its teachers and other staff. This review should include utilizing best practices to improve human resource decisions. The board should improve planning such that prospective employees can be hired earlier and be able to better plan for themselves, and such that all employees know what to expect and have the tools to do their job. The board should drive a culture change that includes measurement of employee empowerment and job satisfaction to better identify staff priorities and needs.
Bringing buildings up to code and making them environmentally safe must be an initial priority. With a budget that will be strained by many things, it will be important for the district to first ensure that internal processes are not inappropriately straining the budget. This includes making sure current administrative processes are operating efficiently and implementing an organizational culture that values identifying and eliminating waste. To generate more revenue, the district needs to work with legislators toward a funding formula that addresses the additional expense of serving special needs and it will need to develop philanthropic and corporate partnerships.
Teachers must comply with the uniform rules and standards as outlined in the collective bargaining agreement. All activities that are in compliance should not be penalized. Those that don't are subject to disciplinary action.
As an organization, it's important to build a culture that is inviting, supportive and comfortable for parents and children. It must be communicated and displayed that staff care about them. Parents should be engaged through surveys and other feedback processes so that planning can be done at the school level. Parents should also have easy access to information about the district and board through the website and community hubs--transparency should be increased for their benefit. Finally, I think it's important to meet parents "where they are" and collect feedback there--this could be, for example, at a park clean up or local community center.
The district should work with the superintendent to review and take action to turnaround bottom performing schools and work with top tier school leaders to drive transformation and build community confidence. The district should also invest in developing strong building leadership and a pipeline for future leaders. Last, and of incredible importance, the district should develop partnerships with local organizations to provide wrap-around services that increase stability in student lives so that they can perform better in the classroom.
The district must match or exceed national averages in 10 years.
Local policies implemented by the school board and district should require that teachers be certified.
The board must focus on its responsibility for governance over Detroit Public Schools Community District. A clear focus on the challenges facing this district, the courage and fortitude to make tough decisions, the competency to compete and maintaining a student first mindset will win back many parents who have left Detroit's jurisdiction.
The public must be educated on how to determine a school's performance so they can make well-informed decisions. They must also be educated on the backgrounds of schools and charter authorizors entering their communities. As a district, working toward and achieving a vision of world class schools that close the achievement gap and are inclusive of wrap-around services that focus on the well-being of the whole child will make the district an attractive choice.
Yes. The need in high-poverty districts is much higher than in those that are not. Additionally, Michigan as a whole has underfunded public education and the cost of educating a special education/needs student is significantly higher than the cost of educating a student without those needs. However, given that legislators will want to protect their own districts from funding cuts, it's unlikely this system change will occur.
Parents will be attracted back to DPSCD only if the district is stabilized, predictable and able to outperform other schools. That means, to name a few, maintaining a balanced budget, ensuring there are enough resources directed toward classrooms, that teachers and staff are highly qualified, trained on an on-going basis and compensated fairly.
The relationship should be forged with the common objective of ensuring the district is financially stable, budgets are balanced and effective controls are in place to insure financial integrity. The board should be respectful of the commissions oversight responsibility while maintaining their strong advocacy for DPSCD students, parents, teachers and other stakeholders. The Commission should be respectful of the board's and superintendent's responsibility to oversee the districts operations.
Yes.
While some schools have a surplus of seats, others have overcrowding. It's essential to address the placement of schools based on community needs. One way of addressing this challenge is to engage community members and work with lawmakers for a system that rationalizes physical placement of school buildings to eliminate school deserts and fill underpopulated schools.
A superintendent should have a student-focused mindset and share the community vision for DPSCD. I would look for comparable experience especially that which occurred in urban, high poverty, and/or minority dense geographic areas, a professional degree and would be attracted to candidates who are certified.
No.
No.
City of residence Detroit
Age 64
Education BSN, MSN, Ph.D. (Wayne State University ) Johnson and Johnson Fellow Wharton School Business
Vehicles owned Ford Edge, Malibu, Discovery Land Rover and Lexus
Professional Experience 40 years in progressively more leadership in Hospital Administration and Nursing
Political Experience First experience
Race/ethnicity Afro-Americian
Campaign Website http://Iris Taylor.net
A Demonstrate advocacy for adequate funding that supports high academic performance. B Ensure that all decisions, such as school closings consider the community educational needs. C Develop a vision that is supported by a structure and strategic plan The vision would be inclusive of staff development and training. D Drive development of school performance reporting and intervention system that ensure early detection and execution of action plan.
A Create environments that are conducive teaching to support recruit and sustain teachers

B Foster empowerment and staff engagement. Identify what is most important to educators and leaders and involve them implementing best practices
A The District would have to manage multiple priorities while preserving a focus on improving academics. Thus being creative in streamlining, right sizing of central staff and the realign resources

B Advocate with lawmakers to recognize funding necessary for serving students with special challenges
Teachers who do not comply with the rules and regulations of the bargaining agreement should be subject to disciplinary action.
A Creating a culture that is engaging, and builds confidence

B Provide opportunities, identify community needs through community forums, web based surveys and other events planned at the local level.

C Create an environment that builds on student strength and implement restorative practices rather than traditional discipline.
A Utilize strategic management to drive performance improvement and right sizing the district. B Support the superintendent in a turnaround plan for poor performing schools to demonstrate achievement at expected standards within three years C Demonstrate levels of District transformation that builds community confidence. D Leverage financial opportunities to support academic improvement leader and educator development
Improvement in academic performance should be evident year one and incrementally improve to meet or exceed national average within eight years
The single standard should require that all teachers be certified.
A The Detroit Public School Community District is responsible for the district school not public education city wide

B Driving academic excellence, improving confidence and engaging the community while maintaining focused advocacy for the student will increase enrollment.
A The District must ensure quality school choices are in every community B Close the achievement gap, provide wraparound services and maintain focus on the wellbeing of every child. C Continuous marketing and educating the public regarding the District’s performance
Social determinants effect every aspect of learning, which makes for some of the District’s most difficult challenges While increase funding would be appropriate, it is most likely not to happen. However, funding should be advocated for students with special challenges.
The District must demonstrate academic excellence
A The school board must develop a partnership with the financial review commissions, which is based on a single focus of the child first.’ B The relationship should be respectful of each other and ensure that the district is financially stable, efficient and effective in financial managed

A I support a mutually agreed process to determine opening, closing of both traditional public and charter schools that considers the education needs of the population’
Considering the community need I support the development of the Detroit Education Commission
I would look for a superintendent that is: Innovative’ Creative Risk- taker Engaging Academically sound Trustworthy Administrative Skills Understanding all funding streams (State, Federal and Grants) Knowledgeable of basic financial management
no
no
City of residence detroit
Age 80
Family wife adrienne and grown son and daughter
Education doctorate in educ. admin.
Vehicles owned 2
Professional Experience 60 years an educator from classroom to superintendency
Political Experience none
Race/ethnicity w
ensure that our city's imperiled traditional public education recover and thrive, that all children can read, that career and technical ed. will be enhanced, and that all schools will be freed post haste from the state oversight that has caused the current crisis.
petition Lansing to repay the money the 17-year state takeover squandered in order to pay teachers a competitive wage, and hire no uncertified staff.
Lobby Lansing to pay back the money and clean up the mess it made.
no.
conduct forums in the community.
ensure that all children can read.
three years
oppose
when parents whose children don't attend the district schools see a democratically elected board and its appointed superintendent in place, they will return their children to the district.
put a cap on charters and require them to follow the same rules as the district must.
yes
they will return when they see democracy has returned
there should be no financial review commission, but as long as it exists, it should follow the lead of the board and the board-appointed superintendent in decision-making
no
fill them with returnees and with suburban students who want to come here
academic and fiscal expertise, familiarity with urban challenges and with Detroit's in particular
no
no
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City of residence Detroit, MI
Age 61
Family Wife - Denise, Sons - Rev. Theodore Turman (32), Benjamin (24)
Education A. B. American Gov't, Harvard College; Master of Divinity, Yale Divinity School; Doctor of Ministry, United Theological Seminary
Vehicles owned Buick Lucerne, Chevrolet Equinox
Professional Experience Pastor, Ebenezer Baptist, Boston, MA 1982-88; Second Baptist Detroit 1988-Present, Chaplain, US Navy Reserve 1980-2010
Political Experience None
Race/ethnicity African American
Twitter http://None
YouTube http://None
Quality education depends on a variety of factors including family and community support for the student; the student's safety and security, to, from and during school; the quality of the educators preparing the facility and classrooms for the student and the quality of the curriculum used to teach the student. I would hold the superintendent accountable for ensuring the Board's priorities of safety, teacher preparation, and the utilization of curriculum which has been researched with demonstrable success. I think it is also incumbent upon the Board to impress upon the entire community how instrumental they can be in providing the necessary support for a culture valuing public education.
I believe that DPSCD teachers must receive competitive compensation in order to retain them in our District, beginning with a return of the funds which were previously cut from their salaries. The Board can utilize site based oversight of education; a decreased financial investment in central administration and a comprehensive review of our discretionary expenses, to put as many resources as possible into the classrooms. Beyond that, there are simple but meaningful acts of gratitude, such as notes, rest periods, gift cards, and appreciation days coordinated by the Board and the community, that can acknowledge the contributions which teachers make to provide quality education possible.
There is no question that both of these concerns are significant, legitimate and often competing. I think the priority of improving academics depends on the physical needs of the buildings where our students are learning. Poor management of funds leads to a wealth of resources in certain areas or certain schools, while other schools are left in deplorable condition, with some lacking sufficient books for classes and/teachers for instruction. Provided that the facility is clean, temperate and safe, resources should be invested in improving academics. Without those benchmarks, academic improvement will remain an unmet challenge.
I do not believe it is necessary to penalize teachers who have participated in protests or sickouts, when their purpose in doing so is to bring greater awareness to unaddressed issues related to the delivery of education to our students. I would perceive such actions to be reflective of a failure of the Board, Superintendent and community to hear and respond to legitimate concerns.

I would not support work stoppages as a means of compensation or benefit negotiation, as that is a function of collective bargaining, and the protests/sickouts would then do harm to the students about whom the teachers and the Board are primarily concerned.
The "It takes a village to raise a child" proverb is never more true than as it applies to education. In some cases, parents are inattentive or unable to provide the support necessary to help a child in his or her academic and social development. Parenting Skills Enhancement or a "Ten Commandments of Helping your Student" can be offered by the District. Beyond that, recognizing that the most responsible adult in a student's life may be an aunt or uncle; a grand parent, neighbor or community figure, we may need to identify the student's "Responsible Adult" and correspond with them along with parents to ensure that the value and importance of education is being reinforced outside of school.
According to the research, academic achievement depends on attendance, attentiveness, and an emphasis on science, mathematics and language expression and comprehension. The District needs to emphasize for the community the importance of consistent school attendance; it needs to make sure that students are not only ready to learn, but not hindered in their learning through bullying, peer pressure, or other inappropriate behaviors. Teachers who have been adequately prepared, utilizing curriculum which has been proven to be effective, in environments conducive to learning will improve academic achievement.
The challenge of academic targets will yield to the larger issues of selecting an effective Superintendent; improving the connection with the larger community; achieving consistent attendance; utilizing effective curriculum by well-trained teachers, working in quality, learning environments. Some of these, such as the determination of the Superintendent, choosing of curriculum, repair of facilities can occur relatively quickly. It will take two to three years of determined effort to reestablish a confidence that our District is delivering for our community's students. From that point on our targets will begin to come closer to our reality.
While non-certified teachers may offer much in the area of subject matter expertise, and the teacher shortage might increase the attractiveness of additional teachers, the broad scope of training reflected in teacher certification reminds us that much more is required in a classroom than mere subject matter expertise. The sociological and interpersonal skills necessary to be an effective teacher are an important aspect of certification. I am not in favor of putting our students health, welfare and academic progress in the hands of teachers who have not been certified in their ability to deliver it.
The Board can establish the standard by which public education is to be measured. While many of our youth attend charter schools or schools outside the District, we can provide, through connection and transparency, a consistent means of assessing student progress, social advancement and community involvement. While the Board cannot govern other schools, it can use the ability to compare, to require them to raise their level of performance in order to compete with DPSCD.
As a parent I sought and believe most parents seek, a quality education for my child as close to my home as possible. Our District has the resources, the teachers, the proximity and the pride and history of neighborhoods to continue to attract the children of our young families. Parents move their children out of District schools when they believe their local school is not good enough. The real challenge is not the entry of private charters, it is that we have sufficiently delivered for our students. When we reestablish our ability to provide an opportunity for an excellent education for every child in every neighborhood, we will stem enrollment losses.
As a society we agree in the principle of equality. We must also come to agree in the principle of equity, "To each as is needed". Utilizing financial resources in a fashion in which those with more need receive more resources is simply to recognize how justice must play out in the social condition. Our state must come to realize that those Districts within Michigan which educate a "disproportionately high number of high-poverty students" require a proportionately higher level of funds, to address class size, remedial educational needs, health and counseling services and a host of other resources which other districts either are able to fund themselves or do not require.
There must be a concerted effort to identify and recruit these parents. It would entail receptions, Town Hall conversations, and open houses at schools which mirror their charter school or suburban school choices. This would begin to address the needs of parents who have determined that their local school does not meet their needs. The decision to move a student from their friends and neighbors for their daily education is a difficult one. The District can in these instances share the alternative educational opportunities within the District. Even in failure, learning more about what were the deciding factors in the decisions to leave would be helpful in improving the District improve.
As the remnant of the Legislature's decision to remove governance of the public school system from local control, the Financial Review Commission will inevitably be viewed suspiciously. The decline of Detroit's public education has occurred under state oversight. However, to the extent that the Commission's participation in assuring the financial viability of the District's Budget, expenditures and educational priorities will facilitate greater resources to address the manifold needs within our community, it may be a help. If the Commission leads rather than supports; if it directs rather than suggests or if it appears to be undermining the leadership of the Board, it will be problematic.
The opening of the city to the varying quality of charter schools has introduced competition for the attendance of students within the city. Fair competition requires that all parties are under the same standard so that results are comparable across the board. The lack of a central form of governance, such as the Detroit Education Commission, allows the uneven placement and assessment of schools across the city. The result is often too many class seats in certain parts of the city while other areas are neglected. I support the creation of the Commission or similar entity working with the DPSCD Board to cast a vision and implementation plan to improve the delivery of education in Detroit.
Our school system is challenged not only by the number of students who attend non-District schools, but also by the reality that we live unevenly across the city. The result is overcrowding in some schools and the surplus of seats in others. While busing is the most commonly used approach to move students from where they live to schools with available seats, I would press for ways to keep neighborhood schools as the anchor for communities. It may require partnering with charters in some neighborhoods or it may require the relocation of schools. There is no doubt that this is a significant challenge to our system.
A great superintendent will show: 1. An excellent level and quality of experience as a teacher. The superintendent must deliver academic excellence for our students. S/he needs to know that experience first hand. 2. Experience as an executive leader. Meeting the challenge of working with a variety of stakeholders, sorting through a variety of priorities and establishing a system of accountability is of critical importance. 3. An established competence in the budgeting process, particularly as it pertains to resource allocation among differing but valuable priorities. 4. Demonstrated openness to innovation in teaching styles and the utilization of technology in curriculum delivery.
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City of residence Detroit
Age 45
Family Single adoptive parent of five fantastic children
Education MA - Counseling - CMU; M. Ed. - Special Education - U of M; MA - Teaching - U of M; MS - Human Resources - CMU; and BBA - Administration - Northwood University
Vehicles owned 2016 Chrysler Town and Country
Professional Experience Over 7 years as a DPS educator; over 10 years of human resources, customer service, foster/adoptive/child welfare training, and administrative assistance expertise.
Political Experience None
Race/ethnicity African-American/Black
Work closely with school superintendent on day-to-day operations to ensure that every child in the city has access to high quality education by promoting the five DPSCD Pillars: literacy, career pathways, innovation, family/community, and wrap around services. In order to help children, we must help families. In helping families, we are better able to elevate our communities.
As a former DPS educator who has been displaced due to school realignments/geography, teachers need support which includes resources, consistency/stability, professional development, and access to best practices in curriculum and instruction. Teachers need equitable compensation, quality health care coverage, as well as having a voice in DPSCD and being respected as professionals. Simultaneously, residents need reassurance that their children will reach the absolute best education in DPSCD. The school board must advocate for all stakeholders in order to improve DPSCD in making it a premier school district all of its stakeholders.
Through being fiscally responsible and prioritization one can balance the DPSCD budget while simultaneously improving academics. Most importantly, securing grants, obtaining community partners, and requesting donations, it is possible to meet the district's physical needs and improve academics.
I am very passionate about professional educators! Detroit teachers do more with less than any other school district in the state of Michigan. Teachers are professionals who deserve respect, support, and encouragement. If you take care of your educators, they are better able to take care of our students. No, the a judge has all ready ruled on this matter and teachers should not be penalized.
Welcoming parents to participate in the school community is an excellent way to improve parental engagement. Greeting the parents during morning and afternoon drop-off and pick-up times is a strategy that has always been successful for me. Providing a questionnaire regarding the needs and possible barriers, which may discourage parental/caregiver engagement. By simply asking what do parents/caregivers need is not enough, DSPCD must be able to meet a family's needs to that our students are empowered in the academic process and in the community.
Educate ALL students and create a safe, rigorous, supportive, competitive learning environment for children and simultaneously recruit and retain highly qualified teachers. By improving student attendance, parental engagement, literacy, building conditions, safety, and providing quality wrap around services, DPSCD students will achieve academically. Community supports for students are birth-to-career, schools are an excellent resource in education children, empowering families, and elevating the city of Detroit.
We are in a state of emergency! There is no more time. All students need a quality education NOW! No excuses.
Non-certified teachers cannot meet the academic needs of our children. The mere fact that only Detroit has been identified in the legislation makes it questionable. If there are non-certified teachers in the classroom, DPSCD cannot recruit and retain students. Non-certified teachers in the classroom is NOT an option. As a highly qualified teacher, I have spent tens of thousands preparing, obtaining, and maintaining my Michigan Department of Education professional teacher's certification. Teachers are like medical doctors/surgeons, we all want the very best!
This is very tough question and I believe the answer lies in improving the overall image and perception of DPSCD.
It is not a competition in Detroit, it is about offering children and their families the very best educational options. Those who have not met the needs of children, families, and the community will not succeed. Every parent and caregiver wants the best for their child, the marketplace must be able to me the diverse needs of families in providing a high quality educational experience. Good Better Best, ALL families work to provide the best possible for their children. DPSCD has very good schools but we need work to make ALL schools better so that all student have the best leaning outcomes possible. Schools must meet a child's social/emotional, academic, and post-secondary needs.
Absolutely! The state currently owes DPSCD - $50,000,000 for the 2016-2017 school year. Detroit is the largest city in the state; therefore, more resources are required to meet the student's needs.
You attract parents to DPSCD though 21st Century learning so ALL children receive supports, services, remediation, rigor, and relevance in the classroom and at home. Each young scholar should obtain that academic, social/emotional, and vocational/career readiness support necessary in order to become a productive citizen. Again, all families want the very best possible for their children.
The relationship between the school board & the Financial Review Commission must be collaborative with a common objective of meeting the needs of all DPSCD stakeholders.
Absolutely! Parents/caregivers in several neighborhoods travel great distances to transport their children to and from school. There are areas of the city where neighborhood schools are non-existent. In under-represented communities, it is often a hardship for children to commute to and from school daily, which attributes to excessive absenteeism. Through a Detroit Education Commission, DPSCD and charters to collaborate in best meeting the needs of Detroit children and their families. Likewise, DPSCD offers dynamic career and vocational programs which could benefit many young scholars, including those in a charter. Parents are opting to homeschool their children.
We cannot address surplus of seats until to address the staffing concerns. DPSCD must be able to recruit AND retain both staff and students. My personal goal has been to teach in a school district where my children can also flourish and achieve. If teachers are secure enough to enroll their own children in the school district in which they are employed, that speaks volumes to Detroit residents. At the end of the day, parents/caregivers have had to make very tough decisions as it relates to educating their children. The aforementioned concerns all must be addressed in order to fill the surplus of seats. What good is to fill seat when there are not enough teachers?
The school superintendent but have a vision, leadership, be accountable, approachable, commitment, focused, and most importantly create a district that is successful. Interim Superintendent Meriweather is doing a great job as DPSCD and as a school board member, I would definitely work closely with her in making DPSCD the best district in Michigan.
I have no criminal record. To my knowledge, I have only had minor traffic infractions, which occurred in my youth.
As of 2016, I have not filed for bankruptcy, had a vehicle repossessed, nor have I had a home foreclosed.
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City of residence Detroit
Age 80
Family Married since 1971 to Paulette. We have 3 children who attended Detroit Public Schools. All three of our children attended the DPS Open School from K to 8. Our oldest daughter, Kathryn, graduated in 1991, along with her close friend, Alycia Humphries (now Meriweather, from Renaissance High. They rented a house together, along with 3 other Renaissance grads in Ann Arbor at U of M. Kathryn has since been the Girl Friday in 3 successful dot-com start-ups in the Silicon Valley, an organizer of the Golden Gate AID's March, and the utility person for Children First, a national non-profit which does children's issues research. She now lives in Buffalo, N.Y. with our two grandchildren, and works as the coordinator of the Buffalo Area Association of Non-Profit Fund-Raisers. My youngest daughter, Lesley, graduated as Salutatorian from the DPS Communication and Media Arts High School in 1997, which provided her with a Presidential Scholarship at Wayne State. Back in her 8th grade at the Open School, they were visited by a new group in town called the Mosaic Youth Theatre, which she then joined as a tech. So, she studied Technical Theatre at Wayne and graduated in 2001. After working 2 years doing home remodeling, which her skills enabled, she went to the University of Montana in Missoula to get a Masters. There, she ended-up becoming the props manager for the Missoula Children's Theatre,. Their 48 teams take children's theatre each year to 2000 locations in the U.S, Canada, Mexico, and armed forces bases around the world. My son Elliot, from age 12 was hot on becoming a NHL professional hockey player. So, he went to Catholic Central which had a strong hockey program. The basketball coaches at Henry Ford tried to recruit him, but to no avail. These days, he is the ONLY hockey-playing hair stylist in Bloomfield Hills, but his hockey injuries will probably limit his future in this on-your-feet-allday job. f
Education 1953: Valdictorian of the 16 graduates of the Bagdad High School, Shelby County, Kentucky. 1954: 4.0 Freshman at the University of Kentucky College of Agriculture. 1955 to 1959: Various colleges as a member of the U.S Air Force, including Cleary College, Wichita Falls, Texas; the University of Omaha, Nebraska; the University of Maryland Overseas Campus; and Johanne Goethe University, Frankfort-am-Main, Germany 1959 to 61: BA in History and Sociology from the Univ. of Michigan. 1966: Juris Doctor, Wayne State Law School, which then was only granted to the top 10% of the graduating class. 1970: Certificate from the University of Wisconsin for a 4-week residential Program for the Advanced Study of Organizations. 1975: Certificate from the State Court Administration Colloguy, Denver, Colorado, for a two-week residential program in court administration.
Vehicles owned 1999 Honda Odyssey, purchased used. 2000 Lexus ES 300 purchased used. 2010 Lexus LX350, purchased used.
Professional Experience 1948 to 53: Kentucky tobacco and sheep farmer. 1954 to 59: Military intelligence operative in covert operations. 1962 to 1966: Personnel Examiner for the Detroit Civil Service Commission in testing, recruiting and classifying engineers, chemists, architects, foresters, veterinarians, building tradesmen, water and sewer systems maintenancemen, bus-drivers and mechanics, construction equipment operators, police cadets, firemen, etc. 1967-71: Head Grantsman for the City, in being the first in line for each of the programs Congress passed in the Johnson Great Society Years. 1971 to 1983: Deputy Director of the Detroit - Wayne Co. Justice Coordinating Council: We obtained and implemented $140 Million in making improvements in the justice system county-wide: - 9-1-1 in all police departments. -the Detroit Emergency Medical Service. -Crash program to eliminate backlogs in the Detrot Recorders Court 1971 and 1979. -Installing computer management systems in the jail, courts, and prosecutor's office. -Establishing Mini-Police Stations. - Improving reporting of crime statistics. -Establishing Detroit and Sheriff's Police Academies. -Establishing one day, one trial jury service. -Improving training of indigent defense counsel. -Jail upgrades to meet federal standards. -Diversion programs. -Release on Own Recognizance Programs (ROR) to reduce jail population. -Reorganization of the Juvenile Court. 1983 to 2009: Legal and policy advisor to the Wayne County Commission. Dratted 90% of the county ordinances now on the books. Defended legislative powers of the Commission, regarding budgetary control, executive oversight, and home-rule powers.
Political Experience As the policy advisor to the Wayne County Commission for 25 years, I have some pretty good insights into political realities. But, within 6 months after I came to the City in 1962, I have been involved in grassroots politics in the City. I worked for some of the first black candidates who were successful in Detroit politics, such as George Crockett for City Council and Warfield Moore for Common Pleas Court. I was a core team member of the HOPE Campaign in 1988, and ran successfully for the DPS school board, twice in 1990, and again in 1994 and 1998. Over the years, I have worked on some 30 different campaigns for locally elected officials.
Race/ethnicity White, although I may well owe my life to a black man and one-time family slave, Lidge Smith. Lidge was born in 1854 in the same year as my fathers' father, as a family slave. They grew up together as playmates, but by age 10, it was clear that Lidge would be a slave. At age 11 in 1865, Lidge became a "free man". But he continued to work for his whole life as a servant to my grandfather's two single brothers. They died off in the early 1930s, and left very little behind them, because they had continued to live as "country gentlemen" from 1865 until 1933 by mortgaging their land. They hated to actually work for a living, because that was simply beneath them. Well, when I was born across the road by the light of a kerosene lamp on a cold night at the very end of November in 1935, with the help of a Morman midwife from up the road, Lidge was 81 and lived just up the road in an old pioneer log cabin on the Truman Farm. (President Harry S. Truman's father was born up there, and moved to Missouri in the late 1800's). My father had picked-up on some of that mind-set of his uncles. He too hated to actually work for a living. He met and married my mother in 1934/35. She was a share-croppers daughter who had an 8th grade education, but she was also epelectic, which was then considered to be and shunned by many folks for having an infliction put by God upon the sins of her parents. Somewhat fortunately, my father had been a part-time trapper in his 20's, and had sold his furs to the jewish international fur and banking outpost in Louisville, the Rothschilds. In 1934, in the depth of the Depression when the banks were not making loans, he went to the Rothchilds, and based upon their past history with him, they made him a personal loan to buy a fifth of the old Washburn plantation. But, it was my mother who was the hard worker, and who got everyone up each day to make a go of the farm, and to pay-0ff the mortgage. My one younger brother and I grew-up in this 4-room farmhouse, with no closets, and no running water, or electricity. When I was still a tottler, and my mother needed to go to the fields, she called on Lidge to come down and watch-out for me and keep me from falling into the 40-foot deep uncovered well in the back yard. I do not clearly remember those times, but I vividly remember that day in 1940 when I was playing behind the kitchen stove, building little forts with corn cobs. The cobs were taken from out back when we ran them through a corn sheller to feed the chickens.. There was a can of kerosene on the top of the kitchen stove. My mother would dip the cobs in the can, and then use them as kindling to start the morning fire in the kitchen stove. That morning, as she lit the stove, she looked out the window up the hill, and screamed, because she saw that Lidge's cabin was aflame. He perished before anyone could get there. That was my most poignant moment in my lifetime as to racial relations.
Whoever coined this question is clueless as to existing realities. The more appropriate question is: given probable financial limitations, what is the best thing that we can collectively do? Bernie Sanders had it right: For the past 40 years, the only way that most middle income taxpayer have kept their heads just about water is: 1. Wife went to work. 2. Both worked more and more hours. 3. They borrowed against the equity in their home. 4. They have ran-up more and more credit card and student debt, and now they are at the end of the tether. Need more money in the Educational Trust? It's just not going to happen. Suggestions that it can are totally irresponsible & misleading.
There is little that the Board can do by itself to retain and attract teachers, other than to clearly demonstrate that it's old micromanaging ways are over, and that much of the future of our schools lies squarely in their hands. Real education requires a close collaboration between parents, students and staff, with high respect among everyone. It also takes continuity. We may not be able to pay teachers what they are worth, but we need to reward those who stick with the same group of students and parents, year after year. Actually, truly dedicated teachers have little problem with my statement. Most are proud to stick with their guns, despite the pay gap, so long as they are respected.
This is one of my top issues. Check my website. I'm concerned about debt service for the $2 Billion of bonds which are outstanding. Only 50% of Detroiters are paying taxes. How can that diminished revenue pay off the principal and interest of those outstanding bonds? It will be another 15 to 25 years before we can float another capital improvement bond issue. Meanwhile, all critical building maintenance expenses will have to come from the Foundation Grant, which means diminished academics. The CFO says that 51% of this year's budget is for instruction. The DFT doesn't trust those figures. For a healthy district, that should be closer to 60%. i get it. This gap is a front-burner issue.
From the first day that they could legally organize back in 1965, the DFT has waged battle against "jerk administrators". It's nothing new or recent. Top-down abuse has gone-on for decades, and it makes the unions intransigent. If we ever hope to turn this situation around, the School Board itself is going to have to pave the way, with truly squeeky clean behaviour. If the Board shows that kind of trustworthiness, I expect that the DFT and teachers will shout hooray, and let's get at it. These are mainly very dedicated people, but they do need to be respected, and by no one more that the Board in the way that it conducts itself!
Today's parents are mostly young, did not finish school, and have little respect for our schools. This is a fact that we need to face.. It does no good to send a paid employee to persuade or threaten these parents. That's why Board members need to expend at least half of their non-compensated time, at least 500 hours per year, in reaching-out to the older-church-going members of the extended families of our students, to begin to take an active part in their education. Get over the idea that education is a consumer service . Get parents to clearly understand that they need to forge a collaborative link with their child's teachers and that there needs to be a mutual respect.
We need to continue to harness an academic leader who is respected down the ranks, with respect to honing-in on attendance, cultivating high expectations, and intensifying mutual staff collaboration. We already have one; we need to support her.
The State School Reform Office says that half of our 94 schools are failing, and could be closed, but have allowed the district another 3 years to show improvement. I think that threatening to close schools is stupid as a motivator. But I also think that these schools can show significant progress within 3 years, if we sanitize the Board, focus upon attendance, get teachers working more closely together, get extended families pitching-in, and by providing some lower-cost wrap-around services. That is the low-hanging fruit. Meanwhile, we need to right-size the budget priorities and assure that we stay within our means; deficits damage teaching and morale all down the line.
i am open to discussion of using non-certified teachers, but I also have my reservations. One of the greatest teachers that my children ever had was a total volunteer. She was not an American citizen; she was from India, but she had a PhD and taught science, and the students loved her. I favor local school control of making these kind of decisions. When all of the impacted teachers at the local school are cool with this kind of choice, I support it. But, what if the locally empowered principal just wants to hire his friends and family? If we say "no way", we may forfeit some excellent options. And if we say "yes", someone may abuse the policy. The devil is in the details.
I personally am not "on the make" to dominate public education in Detroit, and anyone who does will not necessarily be acting in the best interests of the City. With regard to the existing "control" situation, I say it is what it is! The more that we get caught-up in trying to change that status quo, the more we take our focus off of the job before us. Fifty years ago, school systems outside of Detroit railed against Judge Roth's cross-district bussing plan. Times have certainly changed to some extent. Today, with declining enrollments, they actively recruit Detroit students. I can not say that that is a bad thing overall, whether for the students, the City, or the district.
I think that the data shows that the Charter movement has finally crested. Economics and experience weighs heavily against much further expansion of Charters. Some have already failed, and those mostly based upon the economics of running a charter school. So, I do not think that charters have "unlimited" entry, other than by law, which is insignificant.
Of course it should, but the likelihood of actually getting any change in the Foundation Grant distribution is nil. Given the current array of interests, If the formula is changed, it may be less advantageous to Detroit. In the 1960s, Detroit was 23% of the state population. Now, we are less than 7% of the population.. In a highly compressed struggle, how likely is it that we will come out ahead? Some folks think we only have to revive the tactics of the 60's. But, back then, everyone was earning more and more, and did not miss that 25% of their increased earnings that went to taxes. Today, the whole middle is hurting; more taxes means a real cut in the everyday standard of living.
I wouldn't. I would not encourage any parent to jerk their child out of any school, wherever it is. It is very important that parents make one good choice and stay with it through thick and thin. I have neighbors who send their children to charters and suburban schools. Yes, they wish there was something closer, which their children and their children's friends could attend. But this wish is extremely wistful. Kids need continuity; they need strong bonds and ties to classmates and teachers. These relationships underlie and undergird all that they learn. This should not be disrupted for some convenience. This is also why even failing schools should not be closed.
i have no problem with the Financial Review Commission (FRC). I think and know that the new Board will need to have a much tighter control over finances that is required by the FRC. Some people complain about the Foundation Grant, but without the passage of Proposition A, the Detroit Public Schools would today be looking at revenue of less than $4,000 per student. In 1993, we were within 2 mills of the Constitutional limit. Proposition A has now kept us afloat for the past 25 years. The FRC is also supposed to approve contracts over $750,000 or over 2 years in length. I say, let them do this and keep the Board out of also approving these contracts. Contract review corrupts the Board.
This can not be done without strengthening the notion that the schools must be run from the top-down. Seventeen years of emergency managers should have totally trashed that theory. But here it is, rising back to life just like a zombie.
There is no surplus of seats in the DPS. Our high schools are far too big to succeed. Anytime you have more than 400 to 600 students in a school, it will no longer be within the control of the teachers and administrators, because there are no significant bonds and ties between these elders and the students.. Mega schools were created to satisfy the egos of the jocks who used to be in control of the system. They make no educational sense. We need to find other uses for the unused parts of our buildings. But, closing buildings in order to consolidate space, only disrupts learning, and increases transportation costs and student loss by disaffected parents.
There is likely no one country-wide with a proven record of turning around a district with Detroit's sorry history. I would hope so, and I would go looking for him or her, but at the end of the day, I would want to find someone like Deborah McGriff overall, or like Alycia Meriweather on the academic side of the page, who has a proven ability, because of her past history in the District, to strongly appeal to teachers all down the ranks. Our teachers have heard from a dozen different "leaders", and after that, who can blame them for feeling "used". My concern with Alycia is on the budget; does she have the moxie to contend with her financial people and then still do the right thing?
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City of residence Detroit
Age 64
Family Three adult daughters; one a Detroit School of Arts graduate
Education Wayne State University Doctorate in Education General Administration and Supervision; Wayne State University Educational Specialist Certificate in Administration; Western Michigan University Master of Arts in Education Specialization: Teaching of Reading; University of Michigan Bachelor of Arts Specialization: Urban Education
Vehicles owned Element, Prius
Professional Experience Associate Superintendent for the Archdiocese of Detroit; District Improvement Facilitator- Michigan State University; Detroit Public Schools Principal of a Rewards School: Beating the Odds; Reading First Director; Supervisor of Reading; Assistant Principal; Language Arts Specialist; Elementary and High School Teacher; Past President of Michigan Reading Association; Former Instructor for Wayne State University, Wayne County Community College; Radio Talk Show Host: Teacher Talk
Political Experience Precinct Delegate
Race/ethnicity Caucasian
We need to make certain that all schools in the Detroit Public Schools Community District provide a quality education for each child who attends, wherever the school is located. We need to make certain that all parents/guardians are able to obtain accurate, current and comprehensive information about schools to be able to select the school they believe will best serve the needs of their child. We need to make certain that students are able to physically access the schools where their parent/guardian chooses to enroll them. In order to accomplish this, the board will need to adopt policies and establish goals designed to achieve these outcomes.
We want the best teachers to be the best paid teachers in the state. These teachers face the toughest challenges, and should be able to receive compensation commensurate with these challenges and successful outcomes. To attract and keep good teachers we need to provide them with the opportunity to be involved in decision-making. When teachers are empowered as professionals, they are more likely to receive satisfaction from their job. Our goal as a board has to be to make the job of teaching not only rewarding financially, but just as importantly, professionally.
Balancing between the competing interests of facilities and academics can be difficult. Where schools operate under the leadership and decision-making of the Superintendent and Chief Financial Officer, the board has to allow the central administration to develop and propose an annual budget that takes into consideration the competing needs. In most cases, following inquiry and discussion, the board will hopefully be able to adopt these recommendations, and then adopt an annual operating budget that supports the specifics set forth in the recommendation. If well thought out, the expenditure of funds based on the adopted annual operating budget will move the district forward.
The board should follow the law. If the law allows or even requires a public school board to take action against employees who violate the law, the board should carry out its legal duty and do so. If there is no law in place that covers the activity, the board should make the activity the subject of collective bargaining. When there is a clear expectation between employees and the board as to what activities are prohibited, and the resulting penalty for engaging in such activity, the appropriate penalty should be imposed. When there is no expectation or an unclear expectation, the board should work to clear that up for the future through the collective bargaining process.
We are not aware of any evidence or findings that show a board of education of a large urban school district can have a meaningful impact on parental engagement. What we do know is that parental engagement occurs at the school level. This means that each school will need to develop a strategy for engaging the parents at that particular school. Those schools with great leaders and an engaging leadership team, will engage their parents. Those that can’t will need to look to the Superintendent and central office administrators for suggestions and guidance.
There are two things that the board can do to improve student academic achievement: (1) allow those schools that want to be controlled locally to be able to have control over their budget, curriculum and personnel, and then hold them accountable for the results or outcome, and (2) hire a Superintendent who can provide leadership for the remaining schools. The Superintendent’s contract should be for a short term, and be performance based.
If we’re talking theory or about making widgets, five years might be a reasonable goal. But we’re not talking theory. We’re talking about a 6 year or 9 year or even 13 year old child, who may be reading way below grade level or hasn’t learned how to compute, and/or has difficulty writing a cogent paragraph. How long should they have to wait? For Detroit schools it is urgent that we hit our targets within the first three years.
The board should follow the law and its collective bargaining agreements. If any activity is not allowed or unlawful, the board should not engage in its use. All legal options and strategies available for educating our children, should be allowed and even pursued if they can make a difference. If the goal is to see to it that our children receive the best public education possible, someone would have to explain why any lawful and useful option would be rejected out of hand.
The board will be responsible for the governance of schools operating under its umbrella, not other schools that are physically located in Detroit, but not under the DPSCD umbrella. To do so would require a change in existing legislation. Unless and until that occurs, the board will have to succeed within the authority that the Michigan legislature has given it. If we want more parents or “customers”, we will have to offer a better product, and get the word out about the quality of our product. The goal is to offer such high-quality options for educating their children - such attractive options that all Detroit parents will choose DPSCD.
The way to win in the marketplace is by either offering a superior product at the same cost, or a similar product at a lower cost. And since the government pays for the cost of children attending public schools, this means that DPSCD will need to offer a superior product to those that many parents select outside of DPSCD. Since we still have the best principals and teachers in the state, we need to devise a strategy that allows them to excel: Moving decision-making to those local schools that want it would be the way to increase the number of quality options for parents.
High-poverty students need more resources than other students. Instead of simply sending additional funds to the district where such students are enrolled, how about sending almost all of that additional money directly to the school that the student attends? In fact, let’s just send almost all of the money for all DPSCD students directly to those schools that choose to be locally controlled.
Whether we are attempting to attract parents who have their children in charters, suburban schools or even private schools, the answer continues to be the same. DPSCD must offer quality options under our umbrella that are at least as attractive to those parents as the choices they have made. Parents are looking for academic opportunities that enable their children to excel.
The board should attempt to maintain close and continuing communication with the Financial Review Commission to facilitate cooperation. Hopefully in a short time the Financial Review Commission will come to respect and appreciate the work of the board so that the presumption can become one of starting with recommendations of the board as the starting point of reference.
We already worked on the creation of a Detroit Education Commission and lost. We now have to turn our attention to making certain that our students achieve academically, and that we do it within a balanced budget. Since the structure, power and authority of the board is determined by the Michigan legislature, all individual board members need to work to elect the best folks to serve in our legislature.
There is a “surplus” of seats in Detroit's public schools because the student enrollment is a lot less than it was just 25 years ago. One goal could be to work as hard as possible to increase student enrollment to fill as many empty seats as possible. Another approach might be to reduce the district’s available surplus space by downsizing including combining schools and closing or disposing of unused buildings. As board members we need to be committed to providing a quality education regardless of the total number of students enrolled.
The superintendent is the catalyst for change setting the expectations to accelerate learning. It is important that a superintendent can communicate a strong consistent message about the vision and how to get there. Collaboration with all stakeholders is key for "quick wins" and developing community trust. Having a superintendent with a solid knowledge base in the school reform and turnaround research is significant to our district's success.
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City of residence 367 Keelson Drive Detroit, Michigan 48215
Age 61
Family Annette(wife) ,Brandon,Laurence,Jarrett,Margaux,Martin Jr.
Education Mumford H.S. Virginia Union University B. A. Samuel Dewitt School of Theology M. Div. , United Theological Seminary, D. Min.
Vehicles owned Ford Fusion 2013
Professional Experience Pastor Sanctuary Fellowship Baptist Church, former Navy chaplain, former substitute teacher DPS,
Political Experience Community Orginization MOSES education Taskforce chairman, Civil Rights activist Misdississippi(1960's)
Race/ethnicity Black
I woul asvicate and work with parents, teachers, staff and the political communities to secures schools in areas where they are needed. School closing shift should be carefully thought I order to avoid school deserts.The educational needs of the community be considered and plans implemented to recruit teachers and students. The story of DPS achievement should be used as a recruitment tool.
The recruitment and retention of teachers is critical. Although the board will have restraints, it is important that teachers feel wanted, needed, and respected. The idea that you can have excellent schools without great teachers is impossible. We know that teachers must be paid a decent wage and that working with them, their unions and the financial oversight committee can produce opportunities for new and veteran teachers.
The buildings must be improved for example,bringing them up to code. All if the employees of the district must have input into how the buildings can be imprioved. Especially those who work in them daily. To, be sure, we are limited, however when a culture is created that allows "owernsihip" of the workplace, I believe that positive change is possible. In addition, engagement of the community can assist in creating an environment for change.
The collective bargaining agreement states that teachers must comply with the rules and standards agreed upon.
Parents must feel a part of the process. Building a culture tha invites parents to contribute to their child's education is paramount. Restorative practices should be implemented to stem the drop out and absentee rate.
The district need strong leadership. It should work with the Superintendent to turn around the bottom performing schools. In addition, getting the community involved, federal grants, business leader, and grants, can play a role in the process.
I believe that the turn around will take ten years. This crisis did not happen overnight band it wil take time to fix it
To have the top quality education we desire, we need teachers who are certified.
The board will govern Detroit Public Schools Community District.
Again, we must tell our own story. By developing a system that has wraparound services for students, especially special needs students, we can begin to stem the tide. In addition, the speciality schools must be features. Educating the public about DPSCD is tremendously important.
Yes I should, however it will not happen soon. The state should pay more attention to the "failing" schools. Michigan has underfunded schools as a whole and affects not just Detroit, but the entire state.
Again, tell our story. There is achievement in DPSCD, however it is not covered. Changing the narrative about DPSCD is another.
It should be one of common focus. Mutual respect will be if vital importance.
Yes I do. It was one of the items I helped to fight for with the community group MOSES. That could lead to the transparency for both traditional public and charter schools.
That one of the issues of the day. Perhaps adjusting where schools are located and attracting students could help solve the problem.
We should have a superintendent who is concerned with educating all students off DPSCD. That person should understand the challenges of the district and should be willing to work with all stakeholders.
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City of residence Detroit
Family Married 25 years, 3 adult children, which all went to Detroit Public Schools and 4 grandchildren.
Education Bachelor of Business Administration: Siena Height University, Master of Arts: Siena Height University, Doctor of Leadership and Management, Capella University (pending), Ordained Minister.
By making our schools more conducive for learning.
By offering a generous signing package, the district is too top heavy, we need to pay our teacher's, if the school have no teachers than who will teach the students, no students, no state money.
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By communication, parents want the best for their children and by working together we can get things done.
The following things needs to happen to improve academic achievement;

1.Improve Teacher's moral 2.Decrease student's disruptive behavior 3.Bridge the gap between teachers and parents

Its hard to give a time frame, it depends on what school, the students and what are the issues that are affecting the students academically. It's not just one size fit all, that's a major problem and a main reason for so little success.
Teacher"s need to be knowledgeable in Instruction, classroom management and subject matter.
A good marketing plan will get the job done.
First let me say that the public school system is the original, the first, the charter schools enter the market as a result of unhappy parents, and the public school dropping the ball. The goal for the public school is to take their place back as the first and the best way to educate our children.
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A good marketing plan.
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No, this would just take money that is needed to pay teacher's and run the schools, we do not need another set of people making decisions for how we educate our children.
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