Durham Public Schools Board of Education District 2: Bettina Umstead

Name: Bettina Umstead

Age: 37

Party affiliation: Democrat

Campaign website: https://bettinaumstead.com/

Occupation and employer: Self-Employed

1. What is your past or current involvement with Durham Public Schools? What makes you qualified for this job?

If re-elected, I will be the senior-most member of the Board of Education by six years, bringing necessary institutional knowledge while remaining open-minded to new ideas and ways of doing things. In my professional work, I served as Chief Program Officer at Student U, a Durham based community nonprofit that provides summer and after-school academic enrichment, college and career advising as well family engagement as we walked alongside families on their journey to and through college. I’ve also served as an Equity Leadership Coach supporting school districts and nonprofits across the country to adopt policies and implement practices that interrupt the predictability of who succeeds and who fails in their institutions. In my time on the Board, I served as Board Chair during the COVID-19 pandemic and through the budget shortfall of 2024. All of my experiences have prepared me to continue leading as we work to rebuild trust and ensure a greater level of fiscal transparency.

2. For incumbents, what has been your greatest accomplishment on the board? For newcomers, what change would you bring to the board?

Durham Public Schools has achieved significant improvements in student outcomes (DPS District Profile Data at https://files-backend.assets.thrillshare.com/documents/asset/uploaded_file/5035/Dps/df47e024-82a7-4b13-965a-241be719cc06/DISTRICT-Data-Profile-2024-25.pdf?disposition=inline ) during my time on the board. Grade level proficiency is up, English Learner proficiency is up, and ACT scores are up. We also have fewer low performing schools with 90% of our schools meeting or exceeding growth. We identified more children as academically gifted, many of whom were Black and brown and previously shut out of such programs. We certainly still have work to do, and I am proud of how far we have come.

I am also proud of a landmark LGBTQIA-inclusive policy, which took a step in the right direction of protecting our students during a time when they have been targets of discrimination by our state and federal governments. I voted to adopt a historic Meet & Confer policy to establish a formal place for employee representative organizations to meet with DPS leadership. I have advocated for increased funding from Durham County Commissioners including a historic $27 million increase in 2024. I have consistently voted to adopt budgets that increase educator salaries and prioritize supporting our students through increasing counselors, social workers and school nurse positions. DPS is also building and renovating school facilities so our students can learn and educators can work in better school environments. 

3. For the past two years, the district has uncovered budget shortfalls and had to make midyear cuts and adjustments. How can the board ensure that every DPS dollar is being put to best use?

My experience leading through the budget shortfall of 2024 has prepared me to continue leading as we rebuild trust and ensure a greater level of fiscal transparency. Our Superintendent has hired an excellent Chief Financial Officer who has implemented new procedures and practices to improve our internal systems. This work includes working closely with our School Planning teams regarding projections for student enrollment as well as maximizing our state dollars. We continue to consider how to publicly discuss our budget which led to the start of the Dollars & Decisions YouTube series and interactive tools series which we will improve upon for this upcoming budget season. I have and will continue to advocate for improved systems of evaluating programs and budget priorities to ensure they work towards improving student achievement. I will continue to advocate for improved budget documents to increase transparency for the public. Last but certainly not least, the Board must continue to require regular financial updates to ensure the practices and procedures in place are working. We must continue to consider policies that increase transparency and accountability.

4. The superintendent is the board’s sole employee. The current board recently unanimously extended Anthony Lewis’s contract for another year. What letter grade do you give Lewis, and how could he do better?

As a current Board of Education member, I am a part of the team that evaluates Dr. Lewis annually and the contents of his evaluation are private pursuant to North Carolina general statutes. As shared in my comments regarding his evaluation, I’m grateful that Dr. Lewis began his tenure listening and learning to our community, diving headfirst into our challenges all while keeping his focus on student achievement as evidenced by 90% of our schools meeting or exceeding growth.

Dr. Lewis has shared his goal of making Durham Public Schools a premier school district and the Board of Education must be an enthusiastic partner in that work. As a governance team, we must hold each other accountable to our mission, vision and strategic plan goals. As a Board member, I will continue to advocate and adopt policies that create the conditions for improving student achievement and supporting our educators. We also must continue to fight for public education on the state and federal level. 

5. Nearly every public school district in the state saw a decrease in enrollment this year. Durham’s was particularly dramatic, with over 1,000 fewer students than last year. With kids leaving for charter and private schools, what can DPS do to convince parents that public schools are the best option for their students?

Our enrollment data is a sobering moment for DPS. Durham Public Schools has to take a look in the mirror to better understand the reasons why families are making different choices. While we know birth rates are lower in 2020, which may account for lower numbers in kindergarten, we are also aware that families are moving in Durham County. 

From my own reflections, there are numerous factors that we should work to improve in order to attract families back to DPS. Approximately 575 elementary school families chose a different option. We have to consider how the lack of capacity for our after-school programs and challenges with reliable bus transportation have impacted families’ choices. This school year, DPS piloted non-licensed after-school sites to increase the number of students who can participate. We need to continue to consider opportunities to expand partnerships with after-school programs so families have options. To address the transportation challenges, we partnered with Durham Public Schools Foundation to support applicants with the costs associated with applying to be a bus driver. This initiative started after directly listening to applicants sharing the application process is cost-prohibitive. We are also conducting training in-house to help expedite the onboarding process for new bus drivers. We have continued to review routes to increase efficiency and have opened a bus driver lounge space for drivers to have access to during the day between shifts. This year, every bus route is covered for DPS and we have improved arrival times. While our progress is great so far, we must continue to do the work at tackling our challenges head on by listening, learning and implementing new and innovative ideas.

Last, but certainly not least, DPS can continue to improve our approach to telling our story, highlighting our academic growth (which outpaced charter schools) and the variety of options available for families. Our Office of Public Affairs continues to share great profiles on our students, educators and school district using social media. The office supports our schools by developing toolkits to utilize in marketing their schools and our principals are working hard to celebrate their schools. The data shows a decrease in 9th grade students and DPS has a variety of options for high school students across the district. We must share those stories using trust messengers – our students and our parents.

6. DPS is committed to equity in education, but the “achievement gap” between white students and students of color persists. How can the district better fulfill its most basic mission of educating every child?

The achievement or opportunity gap, as I like to describe it, has come to be after decades of systemic racism through policy, procedures and practices. Our work as a school system is to be intentional about interrupting inequitable practices, strengthening policies that increase access and hold ourselves accountable for the education of every child. I believe it’s our moral imperative to do so. 

This past year, our Board spent too much time talking about a lot of things that were not student outcomes. In many ways, this was appropriate given the circumstances. But it’s time to shift away from this. Data can be a flashlight to highlight areas of achievement and areas of improvement, and the Board needs to see that data. Once we identify the areas of improvement, we need to give clear direction to the superintendent on what changes are necessary to improve student outcomes. High expectations, consistent monitoring and celebrating our successes along the way.

This school year, our academic and instructional leadership teams are working to increase the rigor in our classroom teaching. By providing high quality instruction, we increase the academic growth of our students. We continue to invest local dollars in a full release mentor teacher model that supports our beginning teachers across the district. We need to continue to address retention efforts to ensure that as teachers grow in their skills over time, they can remain committed to our students. Ensuring qualified staff in every position (in classrooms and in support positions), and consistent implementation of existing curriculum and policies. We must continue to push our educators towards racial and educational equity. I fought for the Racial & Educational Equity Policy, which was a strong start, but now we need to continue to push our educators through comprehensive equity professional development and strong monitoring.

7. North Carolina recently received an “F” grade from the Education Law Center, which reported that the state is second to last in average funding per student. As of January 2025, the state legislature hasn’t passed a budget, leaving educators without a cost-of-living adjustment. What can the Durham school board do to help student outcomes with a state government that seems uninterested in supporting public schools?

North Carolina is staring at a fiscal cliff as lawmakers continue to reduce our corporate income tax to 0%. Even with a surplus, our state government has failed to fully fund our public schools. Indiscriminate caps on funding for English Language Learners and Students who qualify for Exceptional Children services and staffing allotments that do not align with best practices, shift more responsibilities onto local school districts to fill the needs for some of our most vulnerable students. The Leonardo plan still has not been fully funded by the State which could create additional funding to address the challenges previously mentioned. The current delay in passing a budget has meant no raises for our educators despite the increased cost of living.

Coupled with rapid inflation over the last 4 years, significant increases to the cost of living locally here in Durham, DPS has found ourselves struggling to provide for our students without the resources necessary to make that a reality. Our local budget ask has increased year over year to our Durham County Commissioners. I’m grateful for the collaboration with our County Commissioners and their commitment to public school education. However, I also understand the tension they are feeling as the property tax rate increases and the need for social programs to ensure our neighbors are housed and fed increases.

There’s no simple answer here. Local appropriations are necessary, but largely unsustainable in the face of systemic state and federal funding cuts. This problem not only faces Durham Public Schools but every school district in North Carolina. I am eager to work alongside other school boards to advocate to the General Assembly about the needs of public schools. Over the next four years, we are going to have to get creative with our funding sources, seeking out grant opportunities when available, ensuring fiscal responsibility with the money we do have, and prioritizing our money is focused on improving student outcomes.

8. The majority-member staff union Durham Association of Educators (DAE) has, at times, clashed with the superintendent and the board over policy and procedure. What kind of relationship should the board have with the DAE, and how can you balance pressure from staff with pressure from administrators and taxpayers? 

Since joining the Board, I have sought to work collaboratively with educators and the Durham Association of Educators (DAE) on numerous efforts. DAE is an important constituency with a majority reach with the educators who are daily doing the work in our buildings. Their insights are valuable to help close the gap between the Board room and the classroom.

It is also my duty as a Board member to consider every student, every parent or guardian, our infrastructure and state laws as I consider my decisions on the Board of Education. I often seek to find collaborative solutions by listening deeply and considering what is possible. While we may not always agree on every point, collaboration amidst disagreements is the mark of true leadership. I will continue to come to the table ready to listen and collaborate toward solutions together.

9. With Durham School of the Arts and Northern High School moving to new buildings, the district still owns the defunct former sites of those and other schools. What should the district do with those sites? If it is beyond the jurisdiction of the school board, how can the board work with the county to make those sites useful for the Durham community?

I believe it is vital for us to plan for the use of the defunct former sites in a way that listens deeply to the community and provides positive value to the school system. I previously worked with members of the Durham delegation for local legislation that would allow DPS to pursue housing on the old Lowes Grove property and unfortunately, the bill never left committee. I am encouraged that DPS is partnering with the UNC School of Government Development Finance Initiative (https://www.youtube.com/live/a25sccVrO6s?si=lxm7TCEPD1oD1bRu&t=2244) to consider what is possible on the old Lowes Grove property. I asked to expand this work to include the old Northern High School site as well as the future former Durham School of the Arts. The work with the School of Government is in collaboration with Durham County. I am eager to partner with Durham County and the City of Durham to consider what is possible.

10. Thousands of students have stayed home from school during federal immigration enforcement sweeps. On one November day when agents were in the Triangle, over 20% of DPS students stayed home from school. What can the board realistically do to make DPS a welcoming and safe environment for all students, regardless of immigration status?

I wish I could put up a forcefield that would prevent any federal agents from entering Durham and all communities across the country. Since, unfortunately, I do not have superhero powers, I must consider what are the powers available to me. I voted to increase protections against law enforcement in 2017, again in 2025 and I am eager to continue to revise to provide as much protection as possible not only for our students, but for our families and our educators. 

Each school must be a welcoming, inclusive and safe environment for our students. As a Board member, I support funding cultural frameworks that aid schools in developing and nurturing this environment, increased celebrations of diversity and restorative practices that build and repair school communities.

11. Give an example of an opinion, policy, vote, or action you changed based on constituent feedback. If you have not yet held elected office, describe a time when you changed your position on an issue after listening to those affected by it.

I value gathering feedback from constituents including our students, families and educators. Balancing the varied needs of these constituencies has helped me navigate otherwise tumultuous decisions. This was true during the pandemic when we made the decisions we did to keep school closed, open school, continue mandatory masking, etc. It also became extremely important during the most recent pay crisis, where I was able to hear the importance of a meet & confer policy to our educators, but also listen to the attorneys and parents who had concerns that the draft policy would leave our district open to lawsuits. In the end, we were able to find compromise. And while many remained unhappy, I believe we made the decision that was best for our district at that moment. This balancing act has been a constant north star for me in governance and why I believe so many consider me a “moderate” voice on the School Board. I am committed to finding compromises to get all parties what they need, or at least move them in that direction.

12. If there is anything else you would like to address, please do so here.