SUPERINTENDENT EVALUATION /Goals Update - Mr. Douglas Mentzer, ED.S
MASB FORMAT (GOALS 1- 8)
Your superintendent portfolio reflects systemic progress in safety, governance, finance, and instruction, paired with community engagement and fiscal wins. The combination of structural reforms (new positions, evaluation process, budgeting), financial victories (millages, contracts, advertising), and programmatic expansion (CTE, SOC, student-centered learning) demonstrates both long-term strategy and tangible results.
Superintendent of Trenton Public Schools, Douglas Mentzer brings over 30 years of leadership in education, from coach and teacher to district leader. He oversees the district’s Crisis and Mental Health Team, chairs the Executive Safety Council, and facilitates both the Parent Advisory Team and Student Leadership Council. Under his leadership, Trenton has implemented a high-impact advertising program generating $75,000–$100,000 annually, restructured central operations, and embedded strong fiscal practices. He has forged strategic partnerships with organizations such as K12 Media, Trane Technologies, Bradley + Co, and local vendors to enhance resources and support for students. Guided by a vision of safety, engagement, and excellence, Mentzer continues to drive transformative change across the district.
I. District-Wide Leadership Goal:
To continue to build systems and processes that will create practical consistency, an ethical baseline, and professional integrity across all district functions and operations.
Action Items/Processes:
Support proactive financial practices that foster responsible decision-making and ensure district efficiency.
Action Items/Processes:
Promote effective governance and collaboration with the Board of Education.
Action Items/Processes:
Build public trust and confidence through open, transparent communication and family/community partnerships.
Action Items/Processes:
Maintain and expand a comprehensive safety culture and preparedness across the district.
Action Items/Processes:
Establish a positive district culture focused on teaching, learning, and student-centered growth.
Action Items/Processes:
Provide a supportive environment addressing student mental health and engagement.
Action Items/Processes:
MASB FORMAT (GOALS 1- 8)
- District-Wide Goal (2025-26): to continue to build systems and processes that will create a practical consistency, ethical baseline, and professional integrity to all functions and operations within the district.
- To establish and promote highly effective district governance by building a trusting, productive, collaborative relationship with the Trenton Public Schools Board of Education (Governance & Board Relations).
- To build public trust and confidence through open, honest communication and positive relationships. Collaboration with families and the community to support student learning (Community Relations).
- To increase organizational effectiveness and efficiency and ensure high performance and support to schools (Business & Finance, Staff Relations, Business & Finance)
- To continue to support proactive, long-term and short-term financial practices that foster fiscally responsible decision making (Business & Finance).
- To establish a respectful, positive district culture centered on teaching and learning (this includes curriculum alignment and professional development focused exclusively on best practice and student learning) (Instructional Leadership).
- Social-Emotional: The district will create a supportive school environment and support structure in all grades which focuses on students’ social-emotional well-being and engagement. Effectiveness will be measured by various data sources including but not limited to MTSS data, SST data, and student survey data.
- Student Growth & Achievement Goals.
Your superintendent portfolio reflects systemic progress in safety, governance, finance, and instruction, paired with community engagement and fiscal wins. The combination of structural reforms (new positions, evaluation process, budgeting), financial victories (millages, contracts, advertising), and programmatic expansion (CTE, SOC, student-centered learning) demonstrates both long-term strategy and tangible results.
Superintendent of Trenton Public Schools, Douglas Mentzer brings over 30 years of leadership in education, from coach and teacher to district leader. He oversees the district’s Crisis and Mental Health Team, chairs the Executive Safety Council, and facilitates both the Parent Advisory Team and Student Leadership Council. Under his leadership, Trenton has implemented a high-impact advertising program generating $75,000–$100,000 annually, restructured central operations, and embedded strong fiscal practices. He has forged strategic partnerships with organizations such as K12 Media, Trane Technologies, Bradley + Co, and local vendors to enhance resources and support for students. Guided by a vision of safety, engagement, and excellence, Mentzer continues to drive transformative change across the district.
I. District-Wide Leadership Goal:
To continue to build systems and processes that will create practical consistency, an ethical baseline, and professional integrity across all district functions and operations.
Action Items/Processes:
- Hiring Process (objective and easily replicated).
- Board Policy Updates (via NEOLA); ongoing and current. See here: Neola Doug.mp4
- Budgeting Process (multi-step hearings, prioritization, finalization); efficient processes lead(s) to fiscal responsibility.
- School of Choice (SOC) Enrollment Strategies. 42% increase in six years or $2.9 million annually during my tenure.
- Development of Sub Administrators (effective and proven leadership = liability reduction/safeguards for the district).
- Executive Safety Council (continuous and current).
- Crisis Team Meetings (continuous and relevant - improved student and staff support).
- Administrative Evaluation Process (fall, mid-year, EOY - increased accountability and effective support).
- Year 6 reflects functional consistency in operations.
- Revised budgetary process for long-term planning.
- Millage success (Hold Harmless + Sinking Fund + Non-Homestead).
- SOC enrollment at 505 students (19.5% = $5 million annual revenue).
- Expanded administrative structure with new HR/Operations Chief Director, CFO, Director of Technology, and Assistant Superintendent roles.
Support proactive financial practices that foster responsible decision-making and ensure district efficiency.
Action Items/Processes:
- Needs Assessment (ongoing, linked to resource allocation).
- Interest-Based Bargaining for contracts.
- Athletic Budget established (three years ago - vital to effective operations and spending).
- Central Office restructuring and administrative handbooks.
- Passing of millages → 6x revenue increase from Hold Harmless.
- Partnered with Trane Technologies: $4M+ energy bonds. See here: trenton-cs-v1.mp4
- RTU replacements at AMS, HVAC/Chiller at THS.
- TEA contract settlements: 20% wage increase over 5 years.
- Custodial workshops → institutionalized in Operations.
- Staff and administrative handbooks revised and consistent.
Promote effective governance and collaboration with the Board of Education.
Action Items/Processes:
- NEOLA policy adoption (two year effort from 2021–2023).
- Weekly and daily superintendent updates (formal & informal).
- Legislative, Board Doc, and agenda updates embedded into processes and shared w/BOE, administrators, and staff.
- Administrative workshops tied to Board policies.
- Consistent BOE communication established through text, email, and phone. Access has been consistent and effective.
Build public trust and confidence through open, transparent communication and family/community partnerships.
Action Items/Processes:
- TPS Coordinated Marketing Plan.
- Superintendent Parent Council + Student Leadership Councils.
- TEF and Rotary engagement.
- DCTC Executive Council.
- SOC promotion through K12 Media partnership.
- New website (Aug 2023), expanded pages in 2025.
- First-ever advertising/sponsorship deal ($175k/5 years). This has evolved into a systemic effort that now includes at least 6 Gold and Platinum sponsors that brings in a minimum of $50,000 annually. We have partnered w/yournephew.com to begin filming 30 second ads for our partners.
- Six-eight promotional campaigns with K12 Media (annually since 2022). Data analytics reflect a +1000% increase in impressions to Facebook, Instagram, and our website since this partnership began (see here: Trenton Enrollment Marketing Report 2025.pdf).
- Increased Superintendent Parent and Student Council membership and influence. Action items have included the Get Involved Fair, Greenspace, Cellphone policy, Parensquare, etc.
- “Get Involved Fair” annual event.
- Active superintendent and admin presence on social media.
Maintain and expand a comprehensive safety culture and preparedness across the district.
Action Items/Processes:
- TPS District Safety Council established.
- C-STAG threat assessment training (first district Downriver to complete).
- School Safety Audit (SS&C, Summer 2023 - short and long term planning).
- Crisis and Mental Health Teams formalized and co-led.
- Monthly Crisis Scenario meetings.
- Abbreviated Crisis Guide for all staff.
- 4-phase Safety Signage Project (branding + safety).
- Safety coverage/signage tied to TPS Core Values.
- Coordination across Crisis, Mental Health, and Safety teams (continuous).
- Recognized as a Downriver leader in threat assessment integration.
Establish a positive district culture focused on teaching, learning, and student-centered growth.
Action Items/Processes:
- MTSS/SST framework expanded across all levels.
- Student-centered learning via accreditation/Communications by Design.
- Working towards the first ever EV auto class through THS/CTE.
- Annual Administrative Advance → reset priorities.
- Strong intervention systems in elementary, middle, and high school.
- Targeted at-risk student supports (tiers 1 & 2).
- District accreditation progress tied to individualized learning pathways.
Provide a supportive environment addressing student mental health and engagement.
Action Items/Processes:
- Crisis & Mental Health Teams embedded in each building.
- Threat Assessment Teams established.
- Media response protocols developed.
- Ongoing scenario training.
- Updated Crisis Guides (abbreviated + full).
- Mind Matters event at THS.
- Expanded coordination among safety/mental health/crisis teams.
- TPS Coaches Hall of Fame: Established 2023, with inaugural class inducted; have continued the process and created dedicated space at both our athletic complex and high school athletic entrance.
- CTE Expansion: TAC center for DCTC (closed on sale in Nov 2024); TPS to host DCTC Learning Hub (construction Spring 2025).
- Transportation: 1st district Downriver to deploy an electric bus fleet. TPS will be a featured school in an upcoming marketing DTE/Dean promotional video 2025-2026.
- Student Opportunities: EF Europe trip, vocational field trips, and expanded CTE partnerships - Gorno Ford, Bradley + Co., etc.
- Professional Leadership: MASA/RTM presentations with Trane and K12 Media.
- Finalized THS Auditorium naming (Dennis J. Hamilton), Posted Field Signage for Softball (John Biedenbach), rededicated Farrer Field and Dr. Robert J. Murray Athletic Complex, and most recently, recognized the winningest football coach in THS history (Robert Czarnecki).
- Worked w/the Estate of Dr. Sylvia Devine to create the Mountain. This was a four year process that culminated with a hands-on design of an activity center including posted excerpts from her poem and customized signage designed by the Superintendent.
- With thorough planning and focus, the project will continue to include an outside storage shed and updated outdoor complex (proposed: updated scoreboard, lighting, and bleachers - concession stand).
- Partnered with local historian/author/TEF Wall of Fame recipient, and former AMS middle school teacher John Wukovits to complete the history of Trenton Public Schools (in progress August 2025).
