In alignment with that direction, Atlanta Public Schools and �ڹϳ����� have jointly determined that the 2026–2027 school year will be the final year of operation for Carver STEAM Academy. Carver STEAM will not enroll a freshman class for the upcoming 2026–2027 school year.

While this marks a significant transition, it is also an opportunity to reflect on what Carver STEAM has meant to students, families, and the broader south Atlanta community.

A Record of Growth and Achievement

Since its launch, Carver STEAM has been grounded in a commitment to academic rigor, real-world learning, expanded opportunity, and changed trajectories for thousands of young people. Between 2018 and 2025, the school has:

• Increased its graduation rate from 65.7% to 91.04% in 2025, representing an impressive 12-point increase from previous years and the largest of any APS school in 2025.
• Expanded access to Advanced Placement and dual enrollment coursework.
• Enrolled 31 students in paid summer internships.
• Exposed students to Project-Based Learning and rigorous, relevant, and deeply engaging learning opportunities.
• Connected students to diverse learning opportunities and vital resources through our extensive Community Engagement Program.

A Community That Shows Up

Beyond metrics, Carver STEAM has been defined by its people.

Dedicated educators invested in students’ success inside and outside the classroom. Families advocated, volunteered, and partnered with the school. Students demonstrated resilience, creativity, and leadership.

Together, they built a school community rooted in possibility.

Looking Ahead

As the Carver campus prepares for its next chapter, Atlanta Public Schools remains committed to ensuring a smooth transition for students and staff. All impacted students will have access to school choice options during the APS transfer window, and current Carver STEAM staff will receive priority consideration for positions within Atlanta Public Schools.

While this transition marks the end of Carver STEAM as we know it, the future vision for the Carver campus includes new districtwide programming designed to expand opportunities for students across the community. We remain committed to supporting our students throughout this period of change and to helping each young person continue on a path toward success.

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Previously, Siobhan was Principal of KIPP South Fulton Academy in East Point, where she partnered with families, students, and staff to build a joyful, high-performing school community—leading the school from a “C” to an “A” rating in just two years and earning recognition as a Title I Distinguished School.

A former middle school math teacher with Teach For America, Siobhan’s leadership is grounded in data, transparency, and authentic partnership with students and families. We’re proud to have her join PBSA as we continue strengthening academic systems and ensuring every student has access to an excellent and affirming education.

“Siobahn’s experience, values, and approach make her well-suited to help lead PBSA into its next chapter, and I’m confident she will build on our momentum with clarity, care, and purpose,” said Mike Davis, CEO of �ڹϳ�����.

Please join us in welcoming Siobhan to the PBSA community!

In too many school districts, especially those serving historically marginalized communities, we have made a habit of treating every school year like a fresh start. But new doesn’t always mean better. The constant pivoting from one initiative to the next is wearing out our educators and distracting us from what matters most: student learning.

We don’t need more programs; we need more purpose.

I’ve seen this firsthand. In my 25 years as an educator and leader, I’ve learned this truth the hard way. As Chief Schools Officer at �ڹϳ����� (PBSA), I’ve seen what happens when a system focuses not on piling on initiatives, but on anchoring in shared purpose. And more importantly, I’ve seen the results when schools move from confusion to clarity.

The Problem With “Program Stacking”

Every program sounds promising in isolation. A new curriculum. A coaching framework. A technology tool. A behavior system. But when we implement them without a clear throughline, we dilute their power. Instead of deep, lasting instructional change, we get pockets of compliance and islands of excellence—rarely scaled and rarely sustained.

The impact on teachers is real. Program fatigue leads to burnout. It fosters cynicism. It sends the message that nothing sticks, and that maybe nothing matters. And the impact on students? Missed opportunities to accelerate, connect, and reach their full potential.

Start With the Why

The antidote isn’t another rollout. It’s reflection and recalibration. We must start with a bold, shared answer to the question: What do our students deserve?

At PBSA, we call that answer our Portrait of a Graduate, which is a clear vision of the skills, mindsets, and experiences every student should have by the time they walk across the graduation stage. It’s not a document for the wall. It’s a living promise to our students.

To bring that promise to life, we’ve developed an Instructional Vision rooted in that portrait and aligned to our strategic plan. This vision wasn’t created behind closed doors. It was shaped by teachers, school leaders, and instructional coaches. Because when those closest to the work co-create the path forward, they are more likely to walk it with conviction.

From Vision to Practice

With that purpose in place, every decision has a litmus test: Does this move us closer to what our students deserve?

We’re aligning professional learning communities across our schools to this vision. We’re refining our instructional coaching model, ensuring it’s responsive and reflective of our goals. And we’re cutting what no longer serves students, even if it’s popular.

It’s not easy work. In fact, creating coherence is one of the hardest and most important jobs of system leadership. But the early signs are clear: our schools are no longer on Georgia’s Comprehensive Support and Improvement (CSI) list. Our graduation rates and senior scholarship dollars are up. And more importantly, our teams are more focused, more hopeful, and more aligned than ever.

What Other Districts/Organizations Can Do

This work isn’t unique to Atlanta. Any district/organization can begin by taking these steps:

• Clarify your vision. Define what students should know, do, and become.
• Engage your people. Co-create the path forward with those closest to the classroom.
• Streamline your focus. Do fewer things, deeply and well.
• Measure what matters. Align data collection to your vision—not to vanity metrics.

Let go of what’s “trendy” and instead stay committed to what’s transformative. Programs may come and go, but purpose? �ڹϳ����� is what endures.

The Bottom Line

Our children are not data points. They are dreamers, doers, and future leaders. They deserve more than a revolving door of initiatives. They deserve a school system built on clarity, consistency, and conviction.

The work ahead is not to add another thing—but to center everything around the one thing that matters: what our students truly deserve.

Let’s build from that place. Let’s lead with purpose.

“We are thrilled to welcome Joshua, Brittany, and Shannon to our board,” said Mike Davis, CEO of �ڹϳ�����. “Their diverse experiences and shared commitment to equitable education and community transformation will be critical as we continue our mission to build high performing neighborhood schools that help meet the needs of our students, families and community.”

�ڹϳ����� partners with Atlanta Public Schools to operate three neighborhood schools—Slater Elementary School, Price Middle School, and Carver STEAM Academy—providing additional resources and high-quality academic programs so that students in south Atlanta can reach their full potential.

With more than 18 years of experience in education, Dr. Patterson brings a strong track record of advancing student achievement through data-informed instruction, equitable learning environments, and collaborative leadership. He is widely respected for his collaborative leadership style, coaching expertise, and steadfast focus on instructional excellence. Most recently, he served as School Improvement Coordinator for Atlanta Public Schools, where he led strategic turnaround efforts for schools performing in the bottom 5% statewide.

We’re excited to welcome Dr. Patterson and look forward to the impact his leadership will have in shaping a brighter future for every PBSA scholar.

At �ڹϳ����� (PBSA), we are committed to providing an outstanding education and transforming communities to ensure every student has the opportunity to reach their full potential. We are excited to share a significant milestone in our journey—a newly completed five-year strategic plan that will guide our efforts through 2029.

A Thoughtful Journey to Transformation

In Fall 2024, we partnered with the education consulting firm Bellwether to engage in a comprehensive strategic planning process. This reflection allowed us to celebrate our successes while identifying opportunities for growth. Read the entire plan.

Four Strategic Priorities

To turn this vision into reality, we have identified four strategic priorities:

• Strategic and Aligned Leadership – Strengthening leadership at all levels to drive our mission forward.
• Rigorous and Relevant Learning – Ensuring high-quality education that prepares students for the future.
• Galvanized Caregivers and Community Partners – Building meaningful connections with families and the broader community.
• Organizational Sustainability – Establishing long-term success through strong operational and financial foundations.

Moving Forward

Starting in Spring 2025, we will implement this plan, embedding these priorities into our daily work. Together, we will drive meaningful progress and further PBSA’s mission to cultivate students’ skills and agency as they pursue their unlimited potential.

We are excited about this new chapter and look forward to working alongside our dedicated staff, students, families, and community partners to bring this vision to life. Stay tuned for more updates as we embark on this transformative journey!

Most recently, she served as an Instructional and Executive Coach, where she collaborated with district and school leaders to develop strategic plans, enhance instructional practices, and drive continuous improvement. Previously, she served as the Director of Professional Learning at Kairos Academies, leading professional development initiatives. As principal of KIPP St. Louis Public Schools, she helped improve student outcomes and school culture. Ms. Harts also held key leadership roles at Carondelet Leadership Academy and Gestalt Community Schools, where she helped drive a 40% increase in student enrollment and engagement in just two years.

She is pursuing an Education Specialist Degree in Educational Administration from Southern Illinois University, and also holds a Master of Education in Curriculum and Instruction from Union University, and a Bachelor’s in Marketing and Business Administration from the University of Arkansas Pine Bluff.

We are thrilled to welcome Ms. Harts as the new Director of Community Engagement and Partnerships!

After spending 15 years in education, Nichole worked briefly in the technology industry recruiting talent for Amazon. She soon returned to education, most recently serving as Director of Talent Services at an education-focused talent agency where she supported organizations including: KIPP, TEACH, and Zearn. She earned a Bachelor of Science in English and Communications from James Madison University.

We are thrilled to welcome Nichole to the �ڹϳ����� Built Schools family.

The importance and generational impact of this work cannot be underestimated.

A recent study showed that since 1989, family wealth where households had a college degree increased 89%. Family wealth where the head of households did not have a college degree was flat with a 0% increase.

We all know the stakes are even higher for our kids, being born into extreme poverty and facing all the inequities that come with growing up poor and Black in America. It is a privilege to work in an arena where the stakes are so high, amongst such dedicated, talented individuals whose work is truly making an impact. There are so few people working in this space – the turnaround space – because so many others have given up. Let’s be clear: the team at PBSA has taken on the hardest job in education. There are few, if any, examples of sustained turnarounds of long-term underperforming schools.

�ڹϳ����� is showing it is possible.

The APS-PBSA partnership has resulted in strong student growth, more stable schools with student-centered cultures and increased caregiver engagement, and unprecedented equity-based investments with more than $20 million invested in family support programming since 2016. Based on the Challenge Index and graduation rates, PBSA’s schools are among the most improved in APS over the last six years. Overall, our schools are more stable; we have achieved a 13% decrease in transiency. We have a better student culture and reduced out-of-school suspensions 40% across all four schools prior to the pandemic. Our parents are more involved with attendance at parent-teacher conferences having more than doubled. We are creating more opportunities for our students with advanced pathways, honors classes and AP classes, enrichments, interventions, and more. In short, our students are much better off than they were six years ago.

Check out our recent report Progress with �ڹϳ����� that goes deeper into our success.

While there is still much work to be done, we have built a strong foundation, and I believe PBSA’s new CEO, Mike Davis, will not only sustain the success of this organization; he will push it even higher. Mike is an energetic and highly accomplished leader.

I’m not going far. I am transitioning to Chair of the Board of Directors where I’ll work closely with Mike and continue to lead fundraising efforts to support the Student and Family Support Program. I am also excitedly looking forward to my new role as a first-time grandparent and spending more time with my family.

I will forever be invested in the important work and mission of PBSA.

With gratitude,

Greg

An engaging, innovative and experienced leader, Mike has more than two decades of non-profit, business, and educational experience, including leadership roles at Sheltering Arms Early Education and Family Centers (where he currently serves as Chief Impact Officer), Fulton County Schools, and Charlotte-Mecklenburg Schools. Mike began his career in the private sector, and he entered education as a Fellow in the Broad Residency in Urban Education. He also founded his own educational consulting company.

The trajectory of his career has always been focused on improving access to excellent education experiences for historically marginalized communities.

Mike earned a Bachelor of Arts in Business Administration from Morehouse College and his Juris Doctor from Fordham University School of Law.

We are thrilled to welcome Mike to the �ڹϳ����� Built Schools family.