After Biden’s exit, Tennessee Democrats rally behind VP Kamala Harris as the presumptive Democratic nominee — Page 4
NO LONGER GREEN DOT
Freshly rebranded, IOTA Community Schools aims to expand offerings. — Page 9
by
POSTMASTER: Send address changes to The Tri-State Defender, 1509 Madison Ave., Memphis, TN, 38104.
GENERAL INFORMATION: Inquiries may be submitted in writing or by calling (901) 5231818 or by email.
TELEPHONE: (901) 523-1818.
The Tri-State Defender (USPS 780-220) is published weekly. The Tri-State Defender 1509 Madison Ave. Memphis, TN, 38104. Second-class postage paid in Memphis, TN.
The Tri-State Defender is a member of The National Newspaper Publishers Association and the Tennessee Press Association. All materials covered by copyright. No materials herein may be reproduced without the written permission of the Publisher. (901) 523-1818 | 1509 Madison Ave, Memphis, TN 38104
■■ NEWS
County Commissioners elect Whaley, Avant to leadership positions
By James Coleman Special To The Tri-State Defender
Fresh o budget season, Shelby County Commissioners elected new leadership during the Monday, July 22 meeting.
Whaley nabbed the top spot a er pulling out a one vote margin during the third round of voting. e second-term Democrat won 6-2, a er Brandon Morrison and Mick Wright - both Republicans - switched their votes. Edmund Ford, Jr. also added his name to the total, a er not voting during the rst two rounds. He was one of several members that were reticent to cast a vote - or pro er a nomination.
Whaley, who represents East Memphis and Cordova, was nominated by Charlie Caswell. Bradford was pitched by Amber Mills. ey were the only members nominated.
Both nominees are White. ere were no Black members proposed by a peer, despite holding a seven-member majority. ere are four Republicans on the 13-member body.
During pre-vote comments, the political makeup of the commission was of more importance. While the commission is dominated by Democrats, the state legislature is dominated by the other side of the aisle.
“We are split that way, unfortunately. Of course, at the state level there is a very big R contingency, as we saw previously this term. ey don’t like us very much and I think having an R to help support Whaley when we’re going to the state would be very helpful to this body,” said Bradford.
Vice Chair-elect Shante Avant was voted second in command, a er receiving Whaley’s nomination. According to Whaley, she approved the nod.
“I think she would certainly serve as
a great vice chair…has a lot of experience from before, with her work on the school board. I think we’ve worked well together because she’s been able to take on a lot of the constituents that I work with. So I’ve been able to see some of the work she’s done out in the community in some of the areas I used to represent,” said Whaley.
Earlier in the meeting, commissioners opted to send a proposal to reallocate a six-percent pay raise for county employees back to committee. It was originally approved on July 17, as a part of Shelby County’s FY2025 budget.
Under Sugarmon’s equity-based proposal, the county’s 163 top-paid em-
ployees - including division directors and managers - would receive a smaller percentage than rank-and- le county workers.
“We’re always taking care of those who have and very seldom those who have not. This is a chance to make things right,” said Sugarmon. “Instead of giving a flat rate, which is regressive, give a dollar amount increase for people who are making below a living wage to give them a more livable wage because it’s still not a living wage.”
An administration compensation study requested by the commissioners is underway.
The Tri-State Defender
President Calvin Anderson Interim Editor Lee Eric Smith
Four things to watch in the 2024-25 MSCS school year
By Curtis Weathers Special to The Tri State Defender
ere is so much going on in our school system these days. It’s hard to know what is important and what is staged drama.
However, the issues listed below are very important to the future of our great city. I will be keeping a close watch on each of them throughout the entire school year and reporting back to you on what I see.
Teacher Shortage and the Impact on Memphis Shelby County Schools
First, let’s begin with what I think is the most important of all the ones listed below - the shortage of teachers in our school system.
e teacher shortage has become a signi cant concern for Memphis Shelby County Schools (MSCS), echoing a national trend exacerbated by the COVID-19 pandemic. is shortage has several immediate and long-term implications for students, parents, and the broader Memphis community.
In the coming school year, we will surely see an increase in class sizes as the struggle to ll teaching positions stretches into the rst half of the school year. Larger class sizes can negatively impact student learning, reducing the amount of individualized instruction and making it more di cult for teachers to manage their classrooms e ectively.
Consequently, MSCS might have to rely more heavily on substitute teachers and non-certi ed personnel, which could adversely a ect the quality of education students receive.
For the community, the teacher shortage can undermine con dence in the school system to do its job e ec-
tively, potentially prompting families to seek alternatives such as private schools or homeschooling. District leaders are working hard to ll vacant positions, let hope they see some immediate success.
Superintendent Dr. Marie Feagins: Year One
e arrival of our new school superintendent has generated a mix of hope and cautious optimism among residents and educators alike.
Many see this change in leadership as a crucial opportunity to address longstanding issues such as the teacher shortage, academic performance, and resource allocation. We all, parents and community members alike, are particularly hopeful that the new superintendent will bring fresh perspectives and innovative solutions that can rejuvenate the district and improve educational outcomes for all students.
ere is clearly a level of cautiousness among both residents and educators, re ecting the challenges that come with any leadership transition. Teachers who have been at the frontlines of navigating the challenges posed by the COVID-19 pandemic and the persistent teacher shortage are eager for a leader who understands their struggles and prioritizes their needs.
Past experiences with administrative changes here in Memphis have made some stakeholders wary of promises that do not translate into tangible improvements. Many of these individuals are adopting a “wait and see” approach, focusing on the new superintendent’s actions over rhetoric.
So far, the reviews have been mixed. Dr. Feagins has done a good job navigating the choppy waters of the Memphis educational community, but she has an incredibly challenging job ahead of her. I wish her nothing but the best in her new job.
School Board Elections
e upcoming school board elections are pivotal for MSCS, as the elected members will play crucial roles in shaping the district’s policies and priorities going forward.
ese elections o er an opportunity for the community to voice their concerns and preferences for how schools should be managed. Candidates’ positions on key issues such as the teacher shortage, funding allocation, and curriculum standards will signicantly impact their campaigns and the resulting policy directions.
Active and informed participation in these elections can lead to a school board that genuinely re ects the community’s values and priorities. Conversely, low voter turnout and apathy could result in a board that is out of touch with the needs and challenges faced by students and educators. e outcomes of these elections will also a ect the level of oversight and support the new superintendent receives, in uencing the district’s overall governance and e ectiveness.
I hope the citizens of Memphis are taking these elections seriously. ere is a lot at stake!.
provide families with the freedom to choose the best educational setting for their children, potentially leading to better educational outcomes and increased competition that could challenge public schools to improve.
However, opponents raise concerns about the negative impacts of diverting funds from public schools. School vouchers can exacerbate inequities, as they o en bene t families who already have the means to access private education, leaving the most disadvantaged students in underfunded public schools.
e “ugly” side of the voucher system includes potential misuse of funds and a lack of accountability for private institutions receiving public money. ese issues can undermine the voucher system’s intended bene ts and lead to broader systemic problems.
e future of school vouchers in Tennessee is already a ecting the education landscape across the state, in uencing school funding, equity, and the overall quality of education available to all students. Let’s keep an eye on where this issue is headed; its impact will be signi cant.
Conclusion
e coming school year for Memphis Shelby County Schools will be shaped by signi cant challenges and opportunities.
Addressing the teacher shortage, navigating the leadership of a new superintendent, engaging in critical school board elections, and debating the future of school vouchers are all pivotal issues that will a ect the students, educators, and citizens of Memphis.
Ugly
The Future of School Vouchers in TN: The Good, the Bad, the
e debate over school vouchers in Tennessee, including Memphis, remains contentious, with strong arguments on both sides.
Proponents argue that vouchers
It is going to be an exciting year at so many levels, but these four issues, in my opinion, will have the greatest impact on our school system and thus warrant our full, undivided attention going forward.
Curtis Weathers
“As dedicated supporters of the Biden-Harris administration, we stand united in our endorsement of Vice President Kamala Harris as the Democratic nominee for President of the United States.”
— State Senator Raumesh Akbari and State Representative Karen Camper
‘I’M WITH HER’
After Biden’s exit, Tennessee Democrats rally behind VP Kamala Harris as the presumptive Democratic nominee
By Lee Eric Smith Interim Editor
It only took hours for Tennessee Democrats to throw their unanimous support behind Vice President Kamala Harris as she became the heir apparent to the Democratic Presidential Nomination on Sunday.
Statewide party leaders were already scheduled to meet on a video call Sunday evening. When news broke of President Joe Biden’s withdrawal from the race, Tennessee Democrats rapidly rallied around Harris. Soon, social media was ooded with endorsements, among them, State Senator Raumesh Akbari and State Representative Karen Camper.
“As dedicated supporters of the Biden-Harris administration, we stand united in our endorsement of Vice President Kamala Harris as the Democratic nominee for President of the United States,” Akbari and Camper said in a joint statement. ey also praised Harris’ leadership and experience, expressing con dence in her ability to lead the country forward. calling her “battle-tested and battle-ready.”
State Rep. London Lamar posted on Facebook: “I’m with HER! Let’s make Vice President Kamala Harris President of the US! People! is is our choice. Democracy is on the line so fall in line and vote #Harris2024!!!
“I wholeheartedly support Vice President Harris,” posted Freda Player, a Nashville educator who will cast a ballot as a delegate next month at the Democratic National Convention in Chicago. “ is is a historic moment. A woman of color is on the
Vice President Kamala Harris. (Photo: White House)
ballot to be President of the United States. She has local, state, and federal governing experience. She is uniquely quali ed to be President of the United States of America for ALL people. She is the future of our party. I cannot wait to vote for her nomination at the Democratic Convention.”
“We were excited that it brought new energy,” Player also told Nashville’s WKRN. “We knew what energy it was going to bring to young people and to new voters and current voters who’ve been apathetic or who have been sitting out that there would be a new energy that feeds o of her energy.”
e National Women’s Political Caucus also issued a full-throated endorsement.
“Vice President Kamala Harris is prepared to run this country at this time when we are so divided on issues important to women and children,” said NWPC President and delegate Deidre Malone, who also sits on the board of e Tri-State Defender.
“ e National Women’s Political Caucus is proud to endorse her.”
Harris has stood with Tennessee Democrats too. In 2023, when State Reps. Justin J. Pearson, Justin Jones and Gloria Johnson were expelled from the Tennessee Legislature for loudly protesting in favor of gun reform, Harris met with leaders to encourage them.
“Today, I stood with parents, students, and the Tennessee ree,” Harris shared on X at the time. “ ey won’t be silenced and their demands for gun reform must be heard. In Congress and in state legislatures around our nation, leaders must have the courage to act.”
In 2003, Vice President Kamala Harris supported the Tennessee Three. Harris shared on X, “Today, I stood with parents, students, and the Tennessee Three. They won’t be silenced and their demands for gun reform must be heard. In Congress and in state legislatures around our nation, leaders must have the courage to act.”. (Photo: Whitehouse.gov)
While speaking at a political event in Milwaukee, Wisconsin Tuesday, Vice President Kamala Harris attempted to contrast her campaign with the wealthydonor-backed Trump candidacy. She said “We are running a people-powered campaign. We just had the best 24 hours of grass-roots fund raising in presidential-campaign history. And because we are a people-powered campaign, that is how you know we will be a people-first presidency.” (Screen capture)
Chalkbeat Staff
Chalkbeat
■■ COMMUNITY
Memphis-Shelby County school board candidates weigh in on Superintendent Marie Feagins’ strategic plan
growth with a budget that is aligned for academic advancement.
Natalie McKinney
Early voting has kicked o in Memphis, and ve of the nine seats on Memphis-Shelby County Schools board are on the ballot in the Aug. 1 election. Twenty candidates are vying for board seats in Districts 2, 3, 4, 5, and 7.
Marie Feagins, the new Memphis superintendent, o cially started leading Tennessee’s largest school district in April. Because one of the board’s main responsibilities is to hire, manage, and evaluate the district’s top leader, Feagins’ actions are especially relevant this election cycle.
As the school board awaits Feagins’ rst strategic plan for the district, candidates to serve on the board have di erent de nitions of what a successful blueprint would look like.
We asked candidates: Feagins expects to have a new district strategic plan in place by September 2024. Describe a successful strategic plan, and how you’d use the plan to evaluate the district’s progress and budget recommendations as a board member. eir responses are below. Chalkbeat lightly edited and condensed the candidates’ bios for clarity, but not their responses, other than adjusting the formatting to improve readability. (Alvin Crook for District 4 and Chavez Donelson for District 7 did not respond to our voter guide questions). Find candidate responses on more topics — like chronic absenteeism and struggling school buildings — in our in-depth voter guide for the Memphis-Shelby County school board race.
District 2 MSCS board candidates
Althea Greene
I look forward to reviewing Supt. Feagins strategic plan for the district. I believe any strong strategic plan should have a clear academic strategy for
A successful strategic plan requires effective strategic planning. Effective strategic planning includes taking the time to determine the goals necessary to reach our stated vision and mission, while staying true to our core values (which we must determine). Given our district’s vision and mission, the Board, Superintendent, and all stakeholders would need to invest the time to set our core values that will drive our work towards each of our goals. Those goals should include academic proficiency and preparedness, effective and efficient business operations, strategic infrastructure investment (facilities, teachers and staff), safety, strategic systems alignment, and fiscal sustainability. We must then clearly understand our district’s capacity, be open and honest, include all relevant stakeholders to provide input and feedback, prioritize, and provide an implementation plan that includes the activities/ programs/tactics to meet the stated goals, expected outcomes and impact, SWOT analysis (strengths, weaknesses, opportunities and threats), set metrics, benchmarks, a timeline, and cost projections. Clear expectations, processes, metrics, and evaluation provide us with data to inform how we allocate district resources and address challenges. As one of nine Board members, it is our collective responsibility to hold the superintendent responsible for implementing, with fidelity and demonstrated progress, the strategic plan; develop, approve and monitor a budget aligned to the district’s strategic plan; through policy, set, follow, and hold ourselves, and others, accountable to the parameters for governance and the strategic plan; and advocate for
local, state and federal policies and sustainable resources to successfully implement the strategic plan.
District 3 MSCS board candidates
Jesse Jeff
A successful strategic plan would be the blueprint or schematic. It should include an academic, safety and security, fair compensation, facility maintenance, constituent inclusion, and e ective educator deployment components. e way I would use the plan to evaluate the district’s progress and budget recommendations boils down to a simple matrix. I would ask the two speci c questions. Did you follow your blueprint to the letter? Were you able to achieve your plan within the allotted budget? e answer to these questions would inform my opinion of success or failure.
Stephanie Love
Supt. Feagins has not shared a plan with the school board yet. A successful plan will be one that addresses growth in academics and strategies around obtaining additional funding resources that we need for our school district.
Ozell Pace Jr.
A successful strategic plan should have a mission, vision, core, and goals. e mission and vision must be clear, concise, and attainable. It should be one that the entire board, administrators, teachers, sta , students, and community can truly buy into.
e goals should focus onMaintenance & Upgrades of Facilities Sta Recruitment & Retention - Student Readiness & Holistic Well Being Community Engagement & Partnerships
I believe in Dr. Feagin and will fully support her.
Angela Rogers
A successful strategic plan is one
that has scoped out and assessed the needs of the target population and put a plan in place to address the needs. A successful strategic plan shows well thought through strengths and capacities to meet the needs and has identied the barriers that provide opportunities to partner for the success of the mission and goals. Our superintendent is spot on with her plan from what I have seen. I trust it. I am ready to lock in, partnering with her and holding her accountable for the follow through. District 4 MSCS board candidates
James Q. Bacchus
From my experience, the superintendent strategic plan should align rst with the goals that the Board has set for the district. Secondly, the plan should provide a clear snapshots of the district current standing related to those set goals with outcomes with a minimum of a three year trend data. Finally, the superintendent will prioritize goals that she will address in the rst three years that will include the who will do it, what it will look like, when it will be done, how it will be done, and what cost, and there should be an aggressive timeline to demonstrate the urgency of the plan. Finally, it should provide clear communication on how each division, department and school strategic will be connected to the district’s plan. Also, if there are budget concerns, the plan must show what you will stop doing, how or if what you stop will impact the district and how the funds will be redirected to cover the new initiatives cost. is structure of a strategic plan will ensure alignment of the Board’s goals, proven clear data driven picture, prioritized, timely, and nancially responsible. As a board, the ability to forecast from the plan should lead to making a budget decision to move forward as is or with recommendations to consider.
Eric Harris
Tamarques Porter
■■ COMMUNITY
A successful strategic plan for MSCS will clearly communicate the priorities and goals of the district and detail how the district plans to achieve them within a set timeframe. It should be a guiding document for the school and larger Memphis community about how the district can respond to critical needs while always prioritizing positive bene ts for our students. Once adopted, the board (and therefore public) should receive quarterly updates on the district’s progress to review which policies and programs are helping us reach our intended results. Similarly, budget considerations must also be weighed on how they further the district’s ability to meet our stated priorities and goals in the strategic plan.
A successful strategic plan for the district would prioritize safety, academic excellence, mental health, and community engagement. In light of new laws such as guns in classrooms and the correlation between third-grade reading levels and prison bed projections, the plan must include robust safety protocols and targeted literacy programs. Student feedback would be integral to the planning process, ensuring the plan re ects their needs and experiences.
As a board member, I would use the strategic plan to evaluate progress through regular assessments and quarterly reviews in each department, including sanitation and safety. Ensuring a secure and clean learning environment is foundational to student well-being and academic success. e plan should also encompass mental health support, expanding the number of counselors and resources to address students’ emotional needs.
Parental involvement is another critical component. I would advocate for programs that educate and empower parents to support their children’s learning at home, reinforcing the connection between school and home environments. Healthy food programs must be part of the plan, ensuring students have access to nutritious meals that fuel their academic performance.
By setting clear goals and metrics, the strategic plan will guide budget recommendations, ensuring resources are allocated e ectively to meet these priorities. Quarterly reviews will be essential to ensure that each department is meeting its goals and addressing any emerging issues promptly. is comprehensive approach will help create a thriving educational environment where every student can succeed. Regular evaluations and adjustments based on data and feedback will keep the district on track, ensuring we are not failing our students.
Anecia Washington
A successful strategic plan would focus on the following strategic framework as de ned by the Chief Counsel of State School O cials (CCSSO) as it is implemented in the MSCS community:
Response & recovery
Equity, access & critical infrastructure
Modernizing the education system ese standards address many of the issues that plague school districts today, including literacy, digital access, and updated assessment models. Every decision and dollar should be accountable to the people of this great community.
District 5 MSCS board candidates
Mauricio Calvo
Any organization or corporation that owns facilities should have a regular assessment and a plan to make decisions about those buildings (we have about 200 facilities). Is this in the best interest of students? Is the facility adequate, safe, and e ective? Can we properly sustain it? A successful plan
will include a building assessment of its condition and repair needs. e plan will also look at the under-over student capacity of the school, the classes and activities o ered, and our ability to adequately sta teachers. Parental and student input is another consideration; however, I will make decisions based on the data and in the best interest of current students.
Audrey Elion
A successful strategic plan for the district should include clear, measurable goals, evidence-based strategies, and a detailed implementation timeline. It should prioritize academic achievement, equity, community engagement, and the well-being of students and sta . Key components of
See Page 8
New Superintendent Marie Feagins participates in a pep rally at Ed Rice Community Center, engaging with students, teachers, and community members on April 23, 2024. As the Memphis-Shelby County school board awaits Feagins’ first strategic plan, candidates to serve on the board have different definitions of what a successful blueprint would look like. (Photo: Ariel J. Cobbert for Chalkbeat)
From Page 7
this plan should include:
■■ COMMUNITY
Speci c targets for improving literacy and numeracy, graduation, and college and career readiness.
Initiatives to close achievement gaps, provide resources for underserved communities, and promote inclusive practices.
Strategies to enhance communication with parents, students, and community partners, ensuring their input shapes decision-making.
Programs to support mental health, reduce bullying, and ensure safe, supportive learning environments.
Plans for e cient use of nancial and human resources to support educational goals. As a member, I would use the strategic plan to set benchmarks and evaluate progress by regularly reviewing performance metrics tied to each goal. is would include analyzing data on student achievement, equity indicators, and feedback from community surveys. By comparing these metrics against the strategic plan’s benchmarks, I could identify areas of success and those needing improvement. Additionally, implementing a system for routine monitoring of progress reports to track performance against the benchmarks. When making budget recommendations, I would ensure that funding priorities align with the strategic plan. For instance, if the plan highlights the need for more mental health resources, I would advocate for budget allocations to support this area. Regular progress reports from the superintendent and district sta would be essential to maintain transparency and accountability, ensuring that the strategic plan drives meaningful improvements across the district.
Sable Otey
As a school board member, a successful strategic plan must be comprehensive, data-driven, and community-focused. My platform centers on transparency, equity, and student success, which aligns with best practic-
es in strategic planning. A successful strategic plan involves clear goals, measurable objectives, and speci c actions that address the needs of all students.
For our district, I envision a strategic plan with three key pillars: academic excellence, community engagement, and resource optimization. Academic excellence focuses on enhancing curriculum, investing in teacher development, and supporting diverse learning needs. Community engagement ensures that parents, students, and local stakeholders have a voice in decision-making processes. Resource optimization aims at maximizing budget e ciency, investing in essential programs, and ensuring equitable resource distribution.
To evaluate the district’s progress, I would use a continuous improvement model. is involves setting speci c, measurable, achievable, relevant, and time-bound (SMART) goals and regularly reviewing performance data. For example, we might set a goal to improve reading pro ciency by 10% over two years. Regular assessments and data analysis would help us track progress, identify areas needing attention, and adjust strategies accordingly.
Budget recommendations would be closely tied to our strategic goals. For instance, if data shows that reading intervention programs are highly e ective, we would prioritize funding for these initiatives. Regular budget reviews and community feedback sessions would ensure transparency and accountability.
By aligning our strategic plan with budget decisions and continuously evaluating our progress, we can create a dynamic and responsive educational environment that fosters student success and community trust.
District 7 MSCS board candidates
Danielle Huggins
When elected this is how I envision Superintendent Feagins new district plan. First the plan should have measurable goals and objectives to target. Focus on expanding access to early childhood education, addi-
tional support services for students, and strengthening partnerships with community stakeholders. I would use the plan to evaluate the district budget by the priorities outlined in the plan. Lastly, the plan may need to be adjusted or adapted over time in response to the needs of the district. With Superintendent Feagins and administration I will revisit the plan periodically and make necessary revisions.
Frank Johnson
na
Towanna Murphy
A course of action that outlines the steps needed to achieve a speci c goal. is plan should be clear, measurable, purpose-driven goals, and full team working together to collaborate on a plan and budget. is plan and budget should be consistent and doable for all involved. I can’t give you a precise plan until I get in o ce, speak with the
Superintendent and the fellow school board members in order to come up with a direct, pro cient, successful acceptable plan.
Jason Sharif
A successful strategic plan will clearly communicate the District’s priorities and goals. Key priorities I would like to see in the strategic plan are strengthing family and community engagement, improving academic success, and improving our public school facilities. A successful strategic plan will include speci c, measurable, achievable, realistic, and time based goals that I would use as a Board member to evaluate the District’s progress and make budget recommendations based on the data collected on each strategic plan benchmark.
(“Chalkbeat (chalkbeat.org) is a nonpro t news organization covering public education.”)
Freshly rebranded, IOTA Community Schools aims to expand offerings
By Lee Eric Smith Interim Editor
What’s in a name?
Yes, that’s a line from Shakespeare, and it may well be on the test. But for the purposes of this story, I’ll rephrase the question: “What exactly is the di erence between Green Dot Schools and IOTA Community Schools?” We’ll get to an o cial answer to that in a moment. First, some context. rough the Achievement School District, California-based Green Dot Schools began operating several schools here in Memphis — among them, Fairley High, Hillcrest High, Kirby High, Wooddale Elementary and Blu City High School.
However, when Green Dot decided to shrink its national footprint and focus on its main service areas in California, the decision was made to spin the Memphis operation o into IOTA Community Schools. “IOTA” is an acronym for innovation, opportunity, transformation and access.
One constant through it all is Jocquell Rodgers, former executive director of Green Dot Schools in Memphis, and now serving in the same role with IOTA. Rodgers, with more than 24 years of experience in education, is spearheading this change with a focus on local control and community engagement.
During a wide-ranging conversation (edited below for length and clarity), Rodgers and I talked about what IOTA schools o er, what the learning priorities are and what teachers and students can expect. She started by explaining . . . well, what’s in a name:
Lee Eric Smith: Let’s dive into “IOTA.” How would you describe the relationship between Green Dot and IOTA? Is it the same organization just
branded di erently?
Jocquell Rodgers: No. Green Dot started in California and decided to expand around 2012. ey were invited to Memphis to be part of the Achievement School District. Green Dot Public Schools Tennessee came here about 10 years ago, beginning with Fairley High School, and expanded to ve schools. e national organization decided to end their expansion e orts last year. We could either cease to exist or continue as a local entity. We chose to become IOTA Community Schools, fully local. All operations, from nance to IT, are now handled by our own team in Memphis.
Smith: Why is it important to have in-o ce access to those functions?
Rodgers: Our funding comes from state and federal sources, just like other public schools. It’s crucial to manage these funds responsibly, ensuring every dollar is used e ectively to bene t our students. Local control means we can respond faster and more appropriately to our community’s needs. We have our own nance and accounting team, data people, and IT sta all in-house, which makes a huge di erence in how we operate.
Smith: How are parents reacting to the transition from Green Dot to IOTA?
Rodgers: ey’re curious, right? ey o en ask, “What’s the di erence?” But their main concerns are whether the same sta will be there. “Is Dr. Johnson still going to be the principal at Kirby?” Yes, Dr. Johnson will still be at Kirby. “Will Mr. Ramirez still going to be here if I need some translations done?” “Will Ms Reed still be teaching English?”
Parents care more about the people and programs their children are involved in rather than the name of the organization. ey want to ensure continuity and that their children’s educational experience remains positive.
Smith: What are some key programs at IOTA, and why were they chosen?
Rodgers: We haven’t shi ed away from STEM, but we’ve added other aspects to education. At Wooddale, for example, we have an aviation program. One of our students even went to Florida for the summer to get his pilot’s license. We o er handson experiences like ight simulators and airport visits. We also have partnerships with TVA and Nike, providing internships and mentoring programs. Students interested in music can learn podcasting and music production through our partnership with Young Content Creators. We aim to provide paths for both college-bound students and those entering the workforce immediately. We want to ensure that no matter what trajectory a student is on, they are prepared and have opportunities to succeed.
Smith: How do your core values and guiding principles show up in daily school life?
Rodgers: Our core values—relationships, accountability, determination, and justice—were developed collaboratively with input from our entire school community. We focus on building strong relationships with students and families, ensuring accountability and excellence in everything we do, and fostering a sense of justice and equity. For example, we believe in speaking openly and honestly, respecting each individual’s experiences, and taking full ownership of our actions and learning. ese values guide how we engage with our school community daily, not just academically but socially and emotionally as well.
Smith: How do you engage parents at IOTA?
Rodgers: Engaging parents is crucial. We do everything possible to engage them, including virtual meetings, workshops, and providing resources through partnerships. We have bilingual sta to communicate e ectively with our Spanish-speaking families. We also have social workers providing wraparound services. For example, if parents need help with resumes or interview preparation, we o er workshops. We even provide health services through partnerships with local organizations like Livestock. We remove barriers to engagement by meeting parents where they are and o ering support in various ways.
Smith: What’s one example of how you’ve adapted to meet students’ needs?
Rodgers: We survey our students to understand their interests. For instance, at Wooddale, aviation has been a focus for years. We had a young man who went to Florida to get his pilot’s license. Students participate in various aviation-related activities, including airport visits and air tra c control experiences. We aim to give them real-world exposure and opportunities they wouldn’t otherwise have. We also have programs in supply chain management and cybersecurity, re ecting the needs and interests of our students and the job market.
Smith: Is there anything else you’d like to add?
Rodgers: We’re excited for the new school year starting August 5th. We’re currently enrolling students and o ering transportation services. If parents mention this article, they’ll receive three free uniform shirts when they register. We encourage families to visit our campuses, take a tour, and see what we have to o er. Our goal is to provide the best possible education and opportunities for all our students!
Jocquell Rodgers
■■ COMMUNITY
New CEO Leads Memphis Area Legal Services in Transition
By James Coleman Special to The Tri-State Defender
Although a new leader was recently appointed to direct the operations for Memphis Area Legal Services, the nonpro t’s mission won’t steer from the course plotted through its 55-year history.
“We operate pretty much like a typical law rm,” said Nicole Grida, the new CEO of Memphis Area Legal Services. “If you have a legal problem, you can come to us. We will make a determination, as to whether you meet our income requirements.”
However, the legal issue must fall within the scope of MALS’ priorities.
In addition to consumer and individual rights, the legal organization provides legal assistance with family and children-related issues, housing and real property, income maintenance, health and senior issues.
e nonpro t has lawyers, paralegals and other legal professionals on sta . ere are also several local attorneys that donate their services to clients in low-income areas of Shelby, Fayette, Tipton and Lauderdale counties.
“We couldn’t serve as many clients as we do without the support of the private bar,” said Grida.
While Grida’s title is new – she took the job on June 1 – her familiarity with Memphis’ legal community isn’t.
“My involvement with the legal community has equipped me with a number of skills to take this role and use the experience I have in those spaces to make an immediate impact…Most of our clients are from an under-represented group.”
is includes women. In 2022, the
demographic made up 80% of MALS’ client list.
A er earning her degree at the University of Tennessee College of Law in 2006, Grida spent the next 18 years as a civil litigator defending both individuals and companies, over matters ranging from product liability and toxic tort to catastrophic personal injury.
“Being a longtime member of the Memphis legal community has enabled me to do things, like be a longtime volunteer and supporter of Memphis Area Legal Services. It’s allowed me to serve on a number of di erent committees,” said Grida.
Among those is the Access to Justice Committee, as a part of the Memphis Bar Association. Grida was also a board member of the Tennessee Alliance for Legal Services, along with other council, committees and working groups focused on access to justice.
Her breadth of experience has helped her grab the reigns of an organization in ux.
In April, Memphis Areal Legal Services lost its chief source of funding – $1.7 million – a er a congressionally- nanced nonpro t concluded “MALS has not shown an ability to improve program operations.”
In a letter, Legal Services Corporation President Ron Flagg also said “MALS failed to engage in best practices for e ectively and e ciently providing civil legal services under the grant.”
e yardstick for approval includes the American Bar Association’s standards.
In the six-weeks since Grida replaced the interim CEO, retired Shelby County Session Court Judge Royce Lambert, she has worked to stabilize
Nicole Grida
“We operate pretty much like a typical law firm,. If you have a legal problem, you can come to us. We will make a determination, as to whether you meet our income requirements.”
— Nicole Grida, the new CEO of Memphis Area Legal Services
the organization. In addition to upping the closure rate, regaining fundraising is another must. Other cities – like Detroit, for example – have lost LSC funding, only to regain it a er results improved.
“We did make sure to get an application in to secure that funding for 2025. We’ll hear later this year whether we
were successful…,” said Grida. “I’ve also been exploring additional funding, as well as stabilizing the other grants we currently have.”
Stabilization also requires a hard look at internal policies, processes, procedures to use grant and donor dollars e ciently. To gain further insight into “best practices,” Grida is collaborating with local partners, state-wide organizations and other legal aid rms to learn from their operations.”
“I’m also identifying ways to provide additional training to my team…so that we can collaborate with other legal aid attorneys, increase our leveraging of technology, and just otherwise becoming a more e cient legal aid law rm.” Typically, another requirement to meet the needs of the underserved is outreach, which is achieved through speaking engagements at community centers and hosting free legal advice clinics. e Benjamin L. Hooks Central Library at 3030 Poplar Ave. hosts a clinic the second Saturday of every month.
“We meet with clients. We also collaborate with the local private bar to make sure we get some volunteer attorneys, or some of my sta attorneys. It’s just a limited legal advice clinic. People can come in with their legal issue and we sit down and try to provide them with some guidance.”
e next clinic is scheduled for Aug. 10.
ere are also specialty clinics focused on a variety of topics, like consumer rights or domestic violence. Clinics are also held in MALS’ rural service area.
To learn more, visit https://malsi. org/, or call (901) 523-8822.
■■ COMMUNITY
Participants in the “Boots On Beale” march make their way down Beale Street, advocating for an end to gun violence in Memphis. The march drew dozens of concerned citizens united in their call for peace. (Photos: Gary S. Whitlow/GSW Enterprises/The Tri-State Defender)
‘Boots On Beale’ March draws dozens to march for peace on Memphis streets
By Joe Calhoun Special to The Tri-State Defender
ON Saturday, July 20, there was a city-wide call for an end to gun violence.
e march/rally was a joint venture sponsored by Keith Leachman with Stop e Killing Cut e Beef and Joe Calhoun from the Withers Collection Museum/Gallery. e march was a response to the rash of gun violence that has devastated our city. Dozens of people from all over the city came out to express their frustrations and pray for the city.
Memphis Mayor Paul Young came early to show support for ending the lawless violence in the city. Mayor Young assured us that
the city was using all resources available to him, but the community had to come together to “see something, say something.” Reducing crime is a top priority of his administration.
e march started with a prayer for the city and especially for our youth. e prayer was delivered by Anthony Blackman, Community Director of Warrior Center of Memphis. e march proceeded down Beale Street from Ida B. Wells’ Ave., chanting “stop the killing, cut the beef,” “save our children, save our city.” e call is for all of the city to take an active role in doing what they can to help make our city a safer place for all to live in.
A community leader addresses the crowd during the “Boots On Beale” rally, emphasizing the importance of unity and action in the fight against gun violence.
Several city and community leaders came out to lend their support, including Shelby County Commissioner Charlie Caswell, TN State Representative G. A. Hardaway, MSCS board member Joyce Coleman, activist Damon Curry, and Al Kapone from ree 6 Ma a. Keith Leachman made a passionate plea for everyone to put down their guns and solve their di er-
ences in a di erent way.
“We have lost two generations,” Leachman said. “We can’t keep losing our kids.” e rally ended the same way the march started, with a passionate prayer for the city by Blackman, as DJ Kai’rys Slayer played Teddy Pendergrass’ “Wake Up Everybody” in the background. Please pray for our city.
