1. What would be your 3 highest priorities if elected MAYOR or to City Council. And, what steps would you take to address them?

Housing & Healing

Durham’s growth must not come at the cost of its people. As Mayor, I will establish Durham’s Resident Power & Protection Standards—a framework that ensures tenants are not just protected in policy, but empowered in practice. This includes advancing strong protections against unjust evictions and rent exploitation, while creating pathways to ownership and long-term stability through community-rooted development models like land trusts and expanded public housing.

Homeownership is one of the most tangible and proven ways to build generational wealth. Under my leadership, Durham will commit to more developments that afford our residents—not corporations or outside investors—the opportunity to own, build equity, and stay rooted in this city. We will shift the focus from speculative profit to community prosperity, ensuring that the people who have invested in Durham with their lives and labor are not priced out of its future.

My leadership will ensure that development is approached with responsibility—minimizing harm, rejecting forced exits, and prioritizing people over speculation. Healing requires more than services—it demands structural change that shifts power back to residents and protects legacy communities before displacement happens.

Opportunity & Ownership

Durham does not need more programs that help small businesses survive—we need strategies that help them own. As Mayor, I will create a Small Business Equity Fund designed to invest in Durham’s underrepresented and legacy entrepreneurs—those who have been historically excluded from access to capital, contracts, and growth opportunities. This fund will provide seed funding, equity capital, and strategic support to ensure that Durham’s economic growth includes the dreamers, builders, and business owners who reflect the heart of our city.

Economic development must no longer be a story of extraction. We must reject the model where new development “creates opportunity” only after pushing out long-time residents and local businesses. Growth should not require people to be priced out, bought out, or pushed aside for new investments to happen.

Under my leadership, Durham’s economic future will be built with the people, not over them. I will lead with policies that ensure ownership—of business, of land, of future—is a real and accessible pathway for Durham’s people, not a gated privilege for outside interests. This includes expanding procurement opportunities for local, diverse businesses and implementing a Community Investment Scorecard that holds developers accountable to equity benchmarks. Growth in Durham will be inclusive, intentional, and anchored in community prosperity—not speculative profit.

People’s Safety & People’s Trust

Safety in Durham begins with trust. While early steps toward community-centered crisis response are in motion, pilot programs alone will not deliver the safety our people deserve. As Mayor, I will lead the transition to a fully integrated system that ensures mental health crises, quality-of-life calls, and non-violent emergencies are met with care, not criminalization.

At the same time, I will expand reentry support for returning citizens and create transparent public safety dashboards that hold systems accountable to the people. However, no system will work if those tasked with protecting the community are operating under low morale, lack of trust, and fear of retaliation.

We must repair the relationship between first responders and the community. Our residents need to know that those sworn to serve and protect will be present, accountable, and equipped to do so with integrity. At the same time, those who serve—particularly within city law enforcement—must know they are supported, valued, and led with fairness. Both sides deserve leadership that understands: being seen, heard, and supported is not optional—it is essential.

I will create intentional spaces where community members and first responders can engage without fear, fostering an environment where trust is rebuilt, expectations are clear, and accountability is mutual. Safety is not a one-sided demand; it is a relationship built on presence, respect, and a commitment to shared responsibility.

2. What do you feel are the greatest challenges currently facing Durham?

Durham’s greatest challenges are rooted in displacement, distrust, and disconnection.

Growth is moving fast, but it is not moving fair. Long-time residents, local businesses, and cultural anchors are being priced out, bought out, or left out of the city’s economic future. Development has become a story of displacement masked as progress, where profit is prioritized over people and equity is treated as an afterthought.

Public trust in leadership and systems is eroding. People and families feel unheard, unseen, and excluded from decisions that shape their neighborhoods and their future. Policies are made for people, not with people. This disconnection breeds frustration, disengagement, and a widening gap between the city’s vision and the people’s lived reality.

Economically, Durham faces the challenge of moving from a model of extraction to one of inclusion. Black, Brown, and legacy communities are too often left carrying the burdens of progress while the benefits flow elsewhere. Opportunity cannot be built on forced exits.

Public safety is another core challenge—not just in how we respond to crises, but in how we rebuild trust. People and families experiencing gun violence are not just asking for numbers to go down—they are asking to be seen, heard, and protected. The challenge is not just crime—it is the failure of systems to connect safety strategies to the realities people and families face every day. Leadership that ignores this disconnection leaves communities to grieve in silence while policy debates happen from a distance. Safety is not a number on a report; it is a relationship between people and those entrusted to protect them. Without mutual trust, no system will succeed.

Perhaps the most critical challenge is the absence of bold, systems-level action. Too often, leadership settles for pilot programs and temporary fixes instead of building permanent solutions that shift conditions at scale. The people of Durham deserve leadership that does not just react to problems, but redesigns the systems that create them.

As Mayor, I will lead with presence, policy, and accountability—ensuring Durham grows with care, governs with integrity, and builds a future where everyone belongs.

3. With what organizations or community groups have you been involved that are indicative of your involvement in our community? And, what has your role been in the groups or organizations which you identify? 

Durham Public Schools (Dance Educator & Program Leader):
I returned to Durham Public Schools not just to teach—but to build. As a Dance Educator, I developed high-performance programs where students gained discipline, confidence, and results. I led curriculum design, coordinated performances, and built platforms where excellence was expected and delivered. My leadership ensured that students left knowing their value, prepared not just for the stage, but for life.

Leadership Triangle (Fellow, Collaborative Strategist & Event Producer):
Through Leadership Triangle, I honed my skills in coalition-building and strategic leadership across civic, business, and nonprofit sectors. Beyond the fellowship, I worked directly with top leadership to produce their annual fundraising and recognition event, managing logistics, program design, and stakeholder engagement. This experience strengthened my capacity to align diverse voices, execute high-caliber public events, and drive collaborative solutions that deliver measurable outcomes.

Bellan Contemporary Dance Theatre (Founder, Executive Director & Platform Builder):
I founded Bellan to create what did not exist locally—a professional platform where artistry, athleticism and opportunity met. I led the organization’s vision, operations, partnerships, and growth, turning Bellan into a space where overlooked talent was elevated, and community engagement was deepened. My leadership here demonstrates not only creative vision but strategic execution in building a sustainable, high-impact organization from the ground up.

North Carolina Arts Council (Director of Dance & Program Strategist):
At the NC Arts Council, I expanded access and equity in arts funding, tripling the number of dance artists and organizations engaged with state resources. I led program reforms that ensured funding processes reflected excellence, equity, and measurable community impact. My leadership turned policy into real opportunity.

North Carolina State Parks (Director of Arts in the Parks & Program Innovator):
I directed Arts in the Parks, bringing new arts and cultural programming into North Carolina’s public park system. I traveled to all 41 state parks, collaborating with leadership, artists and staff to design and execute initiatives that connected art, environment, and community engagement. This role required strategic planning, multi-agency coordination, and on-the-ground leadership to deliver programs that reshaped how communities interacted with public spaces.

Heroes in the Park (Executive Producer & Citywide Event Leader):
I produced Heroes in the Park, a large-scale, city-defining event that brought Durham together to celebrate civic leadership and community excellence. Transforming the Durham Bulls Stadium into a red-carpet stage, I led every facet of this immersive experience—from vision to execution. The event was more than a tribute; it was a statement of what Durham’s future could look like when community, culture, and leadership align. This demonstrated my ability to lead major public initiatives, engage cross-sector partners, and deliver at a citywide scale.

4. Within the last 2 years, what decisions were made by the City Council that you would have addressed or decided differently? If not on council when the issue was decided, what would your position have been on the Shotspotter program? 

Within the last two years, there have been decisions made by the City Council that reflect a failure to lead with presence, accountability, and community respect. Two decisions in particular would have been addressed differently under my leadership.

First, the Council’s decision to approve the ShotSpotter program is one I would have opposed. Surveillance technology is not a solution to systemic trust deficits. It does not heal communities, prevent violence, or address the root causes that lead to harm. I would have brought to the table those most impacted and entrusted with public safety: law enforcement officers who understand the realities on the ground, people and families living through the trauma of gun violence, and returning citizens who carry firsthand knowledge of the systems that succeed and fail in addressing violence. Their voices should have been centered in crafting a response, not sidelined in favor of a quick technological fix. I would have opposed ShotSpotter as a leading tool.

Secondly, the City Council’s handling of the Hayti Heritage Square rezoning proposal was a missed opportunity to stand with the people of Durham. After a lengthy presentation where the developer outlined what they would “offer” the community if their rezoning request was approved, the Council allowed the developer to withdraw their application without hearing from the public. This should not have happened. The Council should have voted to deny the withdrawal, listened to the community’s voice, and forced a formal vote. By allowing the withdrawal, the Council not only silenced residents but enabled a process where developers dictate the terms of engagement. On merit alone, the developer’s legal team insulted the intelligence of the community—suggesting that their offer was a favor to Hayti and that no one else would bring a better proposal. That stance is inflammatory, reckless, and unacceptable.

Leadership must be present, accountable, and aligned with the people. Under my leadership, community voice will never be treated as optional, and the decisions that shape Durham’s future will be made with transparency, respect, and accountability.

5. Have you been involved in any legal matters or other circumstances which if publicly known would bring into question the Durham Committee’s decision to endorse your candidacy? 

There are no legal matters that should bring the Durham Committee’s endorsement of my candidacy into question. I am transparent about my journey, including personal and financial challenges. These experiences have deepened my commitment to leadership that is rooted in integrity, accountability, and lived understanding of the systemic barriers many in Durham face.

6. What are your greatest strengths or attributes which would assist you in serving as an effective member of the City Council? 

I am a leader who communicates with clarity, listens with intention, and moves with action. My strengths are grounded in collaboration, self-awareness, and a deep understanding of how leadership must align people, policy, and purpose to be effective.

• Clear, Transparent Communication. I believe leadership begins with how you communicate. I make sure people are informed, included, and understand how decisions are made. I create spaces where dialogue is honest, direct, and solution-driven.

• Collaboration and Sharing the Spotlight. I do not lead for attention—I lead for outcomes. I know how to share the spotlight, elevate others, and build teams that move together. My leadership is rooted in collective work, not personal ego.

• Self-Awareness and Open Leadership. I understand my role—not to control, but to convene, align, and activate. I lead with humility, knowing leadership is not about having all the answers, but creating the conditions where solutions emerge through shared effort.

• Bringing Council and Community Together. I understand the role of the Mayor is to unify, not divide. My leadership ensures Council members, city staff, and residents are working from a shared table. I am intentional about bridging gaps between governance and community, ensuring decisions reflect broad input and shared responsibility.

These qualities—clear communication, collaboration, and a people-first leadership standard—are what ensure I not only serve, but serve effectively and with integrity.

7. Please explain how your candidacy or service honors the values of the Durham Committee on the Affairs of Black People and how would you honor those values should you be elected?

The Durham Committee on the Affairs of Black People was founded to protect, uplift, and advocate for Durham’s Black community. My candidacy does not honor that legacy with words—I honor it with action. I am not running to maintain systems that have failed us. I am running to build the structures that will light the way forward.

As a daughter of Durham, I have lived the very experiences this Committee was formed to address. My leadership is not about being a spokesperson—it is about being a steward. Stewardship means moving with the people, building with the people, and ensuring that the systems governing Durham reflect the people. I do not ask to lead for the sake of holding a title. I lead to deliver results, build power, and ensure Black Durham is not an afterthought in this city’s future.

When I say presence, I mean showing up in the rooms where decisions are made—and ensuring those rooms are filled with the voices that have been left out for too long. When I say equity, I mean policies that shift power—not slogans that sound good. When I say leadership, I mean lighting up the sky—making it undeniable that Durham’s future is built with the people, not for them.

Should I be elected, I will honor the Committee’s values by ensuring advocacy is matched with accountability, and visibility is matched with investment. My leadership will ensure Durham’s systems serve the people—boldly, unapologetically, and with results.

8. What examples can you point to or identify that demonstrate your ability to work as a consensus builder with colleagues?

As the Director of Dance at the North Carolina Arts Council, I convened creative leaders, administrators, and educators from across the state to determine funding awards for dance artists and choreographers. Each person brought a different lived experience and lens of excellence. My role was to ensure these diverse perspectives were not just heard—but unified around the important task of advancing artists whose work would uplift communities statewide. We aligned around values of artistic integrity, community impact, and equitable opportunity.

Consensus building is not about getting everyone to agree for appearance. It is about creating a process where every voice is valued, every perspective is considered, and alignment is built through shared purpose. We did not always start from the same place, but through honest dialogue, clarity of mission, and a commitment to greater purpose, we reached decisions that reflected both artistic excellence and community impact.

This is how I lead. Collaboration is not performative—it is strategic, inclusive, and designed to build trust in outcomes. My leadership ensures people are not just heard—they are part of building what comes next. As a leader, my role is not to control the conversation, but to align people and purpose toward building systems that reflect the people and light Durham’s way forward.

9. Given Duke University’s large footprint in Durham, both economically and politically, what relationships do you enjoy that could leverage benefits for the underprivileged and Black citizenry in the Durham community? Most importantly, are you willing to spend such relationship capital?

Duke University has played a significant role in Durham’s growth and success. Its contributions to our economy, healthcare, and educational landscape are undeniable. However, with great influence comes a greater responsibility to ensure that the benefits of growth are shared with the people who have long carried Durham’s heart—especially underrepresented and Black communities.

Throughout my leadership journey, I have worked alongside individuals connected to Duke who understand that equity and inclusion are not slogans—they are leadership standards that strengthen both institutions and communities. These values are not about criticism; they are about deepening the partnership between Duke and Durham to build a future that uplifts everyone.

I do not build relationships for appearance—I build them for purpose. Relationship capital is not a badge to be protected; it is a responsibility to be spent in service of the people. I will leverage every relationship I have, and every relationship I will build, to ensure Durham’s economic development reflects shared prosperity, not isolated privilege.

As Mayor, I will work to ensure that Durham’s partnerships with institutions like Duke are strengthened—not by influence alone, but by a mutual commitment to care, accountability, and community-centered growth. I will lead with respect, build with purpose, and ensure that Durham’s future honors both legacy and possibility.

10. Can you share an experience which called upon you to remain true to your principles instead of making the popular choice? How did you handle backlash or lack of support for that decision? 

As a dance educator, I held high standards for my students—standards that were not just about performance, but about discipline, respect, and commitment to the team. During a major rehearsal, a group of my most talented dancers chose to leave campus without permission. These students were used to being favorites, both by the previous educator and their peers. Their natural abilities often gave them a false sense of entitlement.

When they returned, there was an expectation that they would step back into their lead roles as if nothing had happened. I made the decision to recast the work on the spot. They were given a choice: accept a new role with humility, or sit in the audience for the performance. Some parents pushed back, defending their children’s talent and questioning my decision.

Leadership is not about making the popular choice. It is about standing firm in the values that shape a team, a classroom, a community. My decision was not just about the dancers who left—it was about honoring the students who showed up, did the work, and respected the process.

I handled the backlash with clarity and resolve—navigating concerns from parents, students who missed the lesson, and administration alike. I explained that talent does not outweigh integrity, and privilege does not override discipline. The lesson was greater than a single performance. It was about building a standard of excellence where everyone’s contribution is valued and no one is above the team.

This is how I lead—with fairness, clarity, and a commitment to principles that uplift the whole, even when it means standing alone.

11. Significant economic development has occurred in Durham, however, it has not been as active in the Black community. What specific policies or initiatives would you initiate to correct this imbalance? 

Durham’s economic development cannot continue to be a story of growth for some and displacement for others. The imbalance in how development has reached Durham’s Black community is not accidental—it is the result of systems that prioritize profit over people and extraction over inclusion.

As Mayor, I will initiate policies and structures that ensure Durham’s economic growth uplifts Black residents, entrepreneurs, and legacy communities, rather than pricing them out. This includes:

1. Small Business Equity Fund — A capital investment fund to support underrepresented and legacy entrepreneurs with seed funding, equity capital, and strategic growth support, ensuring Black-owned businesses have the resources to own, scale, and thrive—not just survive.

2. Community Investment Scorecard — A public accountability tool that evaluates developers and large projects against equity benchmarks, ensuring that economic investments align with community benefit—not just private profit.

3. Procurement Expansion for Local and Black-Owned Businesses — A policy initiative that increases access to city contracts and vendor opportunities for Black-owned and legacy businesses, ensuring that city spending reflects Durham’s diversity.

4. First-Look Rights for Community Stakeholders — An initiative that grants community-rooted developers, businesses, and residents the first opportunity to purchase or develop city-owned or transitioning properties, preventing outside speculators from controlling Durham’s future.

These initiatives are not about charity. They are about ensuring Durham’s Black community is positioned as co-creators of economic opportunity, not just participants in its aftermath. My leadership will ensure that development is a shared story of prosperity, not a repeated cycle of exclusion.

12. With municipal leadership, tough choices are inevitable. Tell the committee about a time you had to make such a choice and how did that choice impact your community or your credibility? 

As a dance educator and artist, I held high standards of excellence—not just in talent, but in discipline, respect, and presence. During a rehearsal, a group of my most talented dancers chose to leave campus without permission. These were dancers with major roles who believed their natural abilities gave them the right to disengage while others stayed, showed up, and put in the work.

When they returned, I made a decision. I recast the work on the spot. Those dancers could either accept the roles now available—or sit in the audience during the performance. Some parents intervened, trying to protect their children’s roles based on talent alone. I stood firm, because the lesson was greater than the spotlight. The lesson was about respect for self, peers, the work, and the process.

That decision affirmed my credibility as a leader who does not play favorites, who mirrors the standards I expect, and who believes every person has value—on stage and in life. The students who showed up learned their presence mattered. The students who sat out learned that talent without discipline is wasted potential. That is leadership—choosing principle over popularity.