CPS Board Candidates Talk Yearwood Departure, Charter Schools
Voters in the Columbia Public Schools on April 8 will choose two candidates from the three individuals vying for a pair of three-year terms on the board of education.
The candidates are Erica Dickson, Ken Rice, and incumbent school board President Suzette Waters.
Blake Willoughby, whose term expires in April, didn’t seek re-election.
Dickson is the founder and CEO of the Mid-Missouri Black Doula Collective. A mother of three, she earned a Master of Arts in teaching from Columbia College in 2018. Dickson joined Columbia Public Schools in 2016, serving in various roles such as attendance secretary, instructional aide, Homeschool Communicator and assistant director of student services.
Rice is the chief operating officer of Pickleman’s Franchising LLC, a gourmet sandwich shop which began in Columbia in 2005 and now has thirty-two locations in seven states. He has been married to his wife, Rebecca, for seventeen years, and they have five children. He had been an executive board member of Spaulding for Children, an organization that looks to place challenged children with families. Rice is a decorated combat veteran who served as a nuclear, biological, and chemical non-commissioned officer during the Gulf War.
Waters is a CPS graduate and parent who has lived in Columbia for more than forty years. She’s a dental hygienist at Como Dental. She and her husband, Andy, have two college-aged kids. She is in her third year on the Board of Education and in her second year as board president.
COMO Magazine emailed all three candidates the same questions. The questions focused on Superintendent Brian Yearwood’s recent departure, school attendance policies or initiatives, diversity training, and charter schools. Here are their responses.
A new superintendent was named before the election, but the candidates weighed in on the qualities they want the new superintendent to possess.
Rice
The next superintendent should have a proven track record in turning around districts similar to ours from mediocre to great with data to support their claims, Rice said. They need to have an impeccable record of transparency, integrity and the ability to listen and bring diverse groups of people together around the common goal of excellence in education for our CPS students.
Waters
“The board reviewed the feedback gathered from staff, students and the community to understand what traits are most important to our stakeholders. We considered that and our district needs in determining the key skills and personal qualities we wanted to see in our next superintendent. Among those are ethics and integrity, a track record of collaboration with all stakeholders, ability to retain staff and develop leaders, honest communication and ability to manage and evaluate a complex organization to foster continual growth. The goal is to find a leader that can build on the good things CPS is doing and take us to the next level.”
Dickson
“The next superintendent must have a proven track record of closing equity gaps and boosting performance across the district. Communication skills will be key—this leader must excel in building trust with staff, students, families, and the broader community. With anticipated enrollment growth and budget challenges, understanding how to manage resources efficiently is essential. Additionally, the new superintendent should be committed to data-driven decision-making and fostering a culture that attracts and retains high-quality teachers.”
Questions remain about the early departure of Brian Yearwood, the previous superintendent.
Superintendent Brian Yearwood, after receiving a cancer diagnosis, resigned before the end of his contract, reportedly to spend time with his family. Then, the school board paid Yearwood $667,268.90. There’s a public narrative that the board of education was less than forthright with the public about his departure. And most recently, he was an unsuccessful finalist for a superintendent job in Garden City, Kanas.
Did the school board mishandle Yearwood’s departure? Why or why not?
Waters
“As one of the seven board members that made the unanimous decision to separate from Dr. Yearwood, I can confidently say that this action was taken professionally, respectfully, and in the best interests of our students, staff, and the future of the district. What may have appeared as a sudden move was the result of a great deal of discussion and deliberation over months.
“I understand the desire of the public to know the reasons for the change in district leadership. Although the board and the district are public entities, we are also the employer in this case. The law protects all employees’ privacy by prohibiting employers from disclosing personnel details about any employee, no matter their position.
I know some people in the community had questions about the use of the word “retirement” in the statement announcing his departure. That mutual public statement was negotiated by attorneys as part of the separation agreement. The word “retire” was used because it was the word the superintendent and the board agreed to as that was what both parties understood was going to happen. Of course, the board has no control over what any employee decides to do after they leave CPS.
Dickson
“These are tough questions to answer. I say this because I, just like every other citizen, don’t have enough information and would be answering this from a place of speculation. I can say a lack of transparency about why this decision was made, and how it aligns with public interests, naturally breeds skepticism. The public backlash that the board is facing is not due to the community being certain of any particular thing, but in fact being uncertain of so many things. And the only thing that I am certain of is that the handling of this has created an air of doubt and insecurity amongst our citizens.
“This ‘mishandling’ may have come by way of not having the foresight and consideration for how this might affect us moving forward. ”
Rice
“The school board failed miserably in how they handled Dr. Yearwood’s departure. First, they allowed a lie to be generated, that he was retiring, and another lie, that he was leaving to spend time with family in Texas. This of course is untrue as shown that Dr. Yearwood was a finalist in a superintendent position in Kansas. Next, they did not treat Dr. Yearwood with any dignity or empathy as they espoused are part of their values, when they did not invite him to participate in the best results the district had had in the past twelve year unveiling meeting.
“Lastly, if there was something Dr. Yearwood did that was so problematic that he needed to be terminated, they failed to do proper disciplinary procedures in order for the district to avoid paying out over $667,000 to him, showing everyone what poor stewards of our tax monies they are.
“This is an example of failed leadership and even more concerning an inability to own up their own mistakes in the termination, as well as allowing a patent lie to foster amongst the community. ”
What Could Have Been Done Differently?
Dickson
“If possible (because we don’t know what legal proceedings and negotiations took place), the board could have taken a more proactive approach in explaining Yearwood’s departure. From the outset, a detailed, transparent statement would have addressed public concerns and mitigated suspicion. The board could have offered clarity on the severance package, outlining how it aligns with district policies, and emphasizing the district’s commitment to accountability.
“At the very least, an honest dialogue would have reassured the community that decisions were made in the best interest of CPS students and taxpayers. In the future, the board should strive for transparency to avoid a breakdown in trust, particularly when sensitive financial matters are at stake.
“Moving forward, transparency will be essential to rebuild community confidence.”
Rice
“The school board needed to follow proper disciplinary procedures to avoid such a massive payout, been transparent about the truth, even if they could not speak on specifics, and treated a leader who they just renewed his contract with a raise earlier in the year with more dignity and empathy. Yearwood was fired despite a dramatic improvement of the district’s Annual Performance Report.
Waters did not add to her previous answer.
What can the school board do to ensure all students attend school? Schools that have the highest attendance have the highest state scores.
Dickson
“We all know that regular attendance is a cornerstone of academic success, yet many students still struggle with absenteeism. To ensure all students are present, the board must address individual and systemic barriers. Strong attendance often correlates with better academic performance.”
“Students are more likely to attend regularly when they feel seen and supported,” Dickson said. “CPS must continue fostering an inclusive and positive school culture, where students feel safe, valued, and excited to learn.”
Waters
“Regular attendance at school is critical to success. CPS students who attend school at least 90 percent of the time, when compared to their peers, have double the MAP (Missouri Assessment Program) scores in reading and nearly triple the scores in math. The district provides transportation well beyond what is required by the state and employs home school communicators that serve as a bridge between school and home, but the final responsibility for attendance belongs to our families. We need our families to be committed to daily attendance and we communicate often about that goal through emails, newsletters, phone calls, and conversations.”
Rice
“The school board’s number one job will be to hire a great superintendent who has a proven track record of solving these problems in districts with a similar size and makeup to ours. The district must address an overwhelming achievement gap with low-income and minority students. Closing this gap will encourage students to return to school.”
Please explain whether you think it’s important to continue equity training for teachers and administrators.
Dickson
“Equity in schools aims to ensure every student, regardless of background or circumstance, has the resources and support needed to reach their full potential. This extends beyond race and ethnicity, encompassing factors like socioeconomic status, ability, language proficiency, and more. It’s about recognizing and addressing the diverse needs of students and families through ongoing, transformative processes.”
The effort should be action-oriented, not just awareness of biases, she added. Engaging all community stakeholders also is required. Teachers also must understand students’ cultural backgrounds.
Rice
“Teachers and administrators at all times need to have a great understanding that many diverse voices must have a seat at the table, be heard and treated with respect, kindness and love.”
Waters
“I think it is important for teachers and administrators (as well as humans in general) to strive for fairness and kindness in our interactions with students and with each other. It is valuable to seek to understand the experience and beliefs of others, especially when your paths cross daily like they do in a school environment.”
Now that state law has been changed to allow charter schools in Boone County, what are your thoughts on whether a charter school would threaten CPS?
Waters
“I remain steadfast in my opposition to charter schools in Boone County for several reasons. First, taxpayers were never afforded the opportunity to weigh in on the decision to take not just state, but local funds that voters approved for CPS and divert them to another school system. Second, there is no other county in the state where a charter school can open unless approved by the local board or unless the existing district is unaccredited.
CPS is and has always been accredited and, in fact, our performance puts us in the top 20 percent of school districts in Missouri. Finally, it is not a question of a threat to CPS, as CPS will always exist to educate the children in our community. It is a matter of the cost to our local taxpayers to support more than one education system.”
Rice
“We must not be afraid of competition. We must make CPS such a bastion of excellence, no parent would want to send their children anywhere else than their local school. I am running to help bring back the excellence and academic rigor that is currently missing from many of our schools today.”
Dickson
“The recent state law change of allowing charter schools in Boone County has sparked debates about their potential impact on CPS. If charter schools attract a significant number of students, CPS could face financial strain, especially since state funding often follows students to charter schools.
The key for CPS will be to offer high-quality, inclusive education that meets the needs of all students — something charter schools may struggle with if they don’t serve students with special needs, diverse racial-ethnic backgrounds, and families living in underserved and marginalized communities.
“The district can focus on its strengths and commitment to success. Ultimately, the allowance of charter schools in Boone County doesn’t have to be a zero-sum game. With a focus on collaboration, CPS can thrive alongside charter schools, ensuring all students have access to an excellent education.”