Dionna Herbert
Groveport-Madison Local School District school board At-large
Tenure
2026 - Present
Term ends
2029
Years in position
0
Elections and appointments
Education
Personal
Contact
Dionna Herbert is an at-large member of the Groveport-Madison Local School District school board in Ohio. She assumed office on January 1, 2026. Her current term ends on December 31, 2029.
Herbert ran for election for an at-large seat of the Groveport-Madison Local School District school board in Ohio. She won in the general election on November 4, 2025.
Herbert completed Ballotpedia's Candidate Connection survey in 2025. Click here to read the survey answers.
Biography
Dionna Herbert was born in Columbus, Ohio. Herbert's career experience includes working as a human resources director. She earned a bachelor's degree from Auburn University at Montgomery in 2005.[1]
Elections
2025
See also: Groveport-Madison Local School District, Ohio, elections (2025)
General election
Withdrawn or disqualified candidates
Endorsements
Herbert received the following endorsements.
2025
Ballotpedia survey responses
See also: Ballotpedia's Candidate Connection
Dionna Herbert completed Ballotpedia's Candidate Connection survey in 2025. The survey questions appear in bold and are followed by Herbert's responses.
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My name is Dionna Herbert. I am a mother of three, a volunteer youth coach, and a Human Resources professional. My family and I have lived in Groveport Madison School District for the past two years, and two of my children attend Groveport Madison schools.
I currently serve as the Personnel Officer, where I oversee staff onboarding, policies, and support for a diverse team of legislative professionals.
Growing up in Columbus City Schools, I know the difference that strong schools and dedicated leaders can make in a child’s life. I come from humble beginnings and have worked hard to create a better future for my family. That experience drives my passion for advocating for students and families in our district.
Whether on the court coaching youth sports or in the community, I am committed to building bridges, strengthening relationships, and putting kids first. - Putting Students First: Every decision I make will be centered on what’s best for our students, ensuring they have safe schools, quality education, and opportunities to succeed.
- Building Trust and Transparency: I will work to strengthen relationships between families, staff, and the district through honest communication and by creating a school board that truly represents our diverse community.
- Strong Schools, Strong Community: When our schools thrive, our whole community thrives. I will fight for resources, equity, and partnerships that improve outcomes for all children and make Groveport Madison a source of pride for everyone.
Fair School Funding Reform: Our district has been historically underfunded, forcing us to stretch limited resources while addressing overcrowding and increasing enrollment. I support policies that fix Ohio’s broken school funding formula and ensure every district receives equitable state support.
Accountability in Voucher Programs: The rapid expansion of private school vouchers has diverted millions of dollars away from public schools like Groveport Madison. I support policies that hold voucher programs accountable and ensure taxpayer dollars are spent responsibly. Public funds should strengthen public schools, not weaken them.
Not everyone grows up with role models or mentors to guide them, and for much of my life, I had to figure things out on my own. Because of that, I look up to ordinary people who overcome extraordinary challenges, parents working two jobs to provide for their families, students pushing through obstacles to reach their dreams, and community members who step up to help others even when no one is watching.
I want to follow the example of those who lead through service, resilience, and integrity. My goal is to be the kind of leader I once needed, someone who listens, advocates, and opens doors for others. By doing that, I hope to inspire the next generation to believe in themselves and know they are not alone on their journey.
The most important characteristics for an elected official are integrity, transparency, and accountability. Leaders must make decisions based on what is right for the people they serve, not personal interests or politics.
The core responsibility of anyone elected to public office is to serve with integrity and put the needs of the people first. This means listening to the community, making informed decisions, managing resources wisely, and being transparent and accountable in all actions.
My children are my greatest legacy. The values I instill in them and the opportunities I work to create for them will live on long after me. But my legacy also extends beyond my family, it is found in my advocacy. I want to be remembered as someone who stood up for what was right, who fought to give every child the same chance to succeed that I want for my own.
If my work inspires others to lead, serve, and make a difference, then my legacy will be a stronger, more united community where children can dream bigger and achieve more.
My very first job was at Target, where I worked as a cashier and on the sales floor. I held that job for about a year, and it taught me the value of hard work, customer service, and teamwork, lessons I still carry with me today.
I would choose Olivia Pope from the show Scandal. She is strong, strategic, and unafraid to face challenges head-on. Olivia represents resilience and leadership, especially as a Black woman navigating complex spaces. Like her, I value integrity and the ability to bring people together to solve problems, even when the odds are stacked against you.
The primary job of a school board member is to ensure students receive a quality education by setting policies, approving budgets, and holding district leadership accountable. Board members must also advocate for fair funding and foster trust between the schools and the community.
My constituents are the students, families, educators, and residents of the Groveport Madison School District. They include everyone who is impacted by the decisions made about our schools, whether they have children enrolled or not, because strong schools benefit the entire community.
I would support the diverse needs of our district by listening first and making sure every voice is heard, including students, families, staff, and community members. Our district includes many different backgrounds and experiences, and it is important that policies and decisions reflect that diversity.
For students, this means working to provide equitable access to quality education, resources, and programs so every child has the opportunity to succeed. For teachers and staff, it means advocating for fair pay, professional development, and a supportive environment where they can focus on teaching and serving our students.
For the community, it is about transparency and collaboration by building trust through open communication and inviting families and residents to be true partners in shaping the future of our schools. When we center equity and inclusion in every decision, we strengthen not only our schools but the entire community. I will build relationships with the broader community by being visible, accessible, and intentional about listening to concerns and ideas. My goal is to create consistent two-way communication so that families, staff, and residents feel included in shaping the future of our schools.
I will specifically engage with parents and guardians, teachers and staff, students, local businesses, and community organizations, including churches, youth sports leagues, and neighborhood associations. I also plan to work closely with groups like the PTA and local nonprofits to build partnerships that support students both inside and outside the classroom.
By connecting with a wide range of stakeholders, we can create a shared vision that strengthens trust and ensures decisions reflect the needs and values of the entire community. Good teaching inspires students, adapts to diverse learning needs, and creates a safe and supportive environment. It should be measured through student growth, classroom observations, and feedback from students and families, not just test scores.
I will support advanced teaching by investing in professional development, providing access to new tools and technology, and encouraging collaboration so teachers can share innovative strategies that improve student learning.
I understand that many families and seniors in our community are already facing high property taxes, and any additional cost is a serious concern. While I will advocate at the state level for fair school funding and accountability for voucher programs, there may still come a time when a levy or bond is necessary to address overcrowding, aging buildings, and growing enrollment. My priority will be to ensure we have a clear and transparent plan that explains exactly how funds will be used, while practicing responsible budgeting to make the most of every dollar we already have. This approach balances the need to invest in our schools with the reality of our community’s financial challenges.
My policies for school safety are driven by the belief that every child and staff member deserves to feel safe, supported, and ready to learn. Safety is about more than just physical security, it also includes emotional and mental well-being. I believe in prevention through strong relationships, clear communication, and early intervention.
This means fostering trust between students, staff, families, and the district, ensuring we have clear safety plans and training in place, and working closely with local law enforcement and community partners. It also means addressing bullying, mental health needs, and discipline issues in a fair and consistent way.
My goal is to create an environment where safety allows students to focus on learning and growth, and where families have confidence that schools are a secure and supportive place for their children. Supporting mental health starts with making sure the resources we already have are used effectively. I would work with district leadership to review staffing levels for school counselors, psychologists, and social workers to ensure they are being deployed where they are needed most. This may mean reallocating positions or restructuring schedules rather than adding new costs.
I would also encourage training for teachers and staff to help them identify early warning signs of stress, anxiety, or crisis in students, which can prevent small issues from becoming bigger problems. Partnering with local mental health agencies and nonprofits can bring in outside expertise and services at little or no cost to the district.
Finally, I believe in creating a school culture of connection by supporting mentorship programs and peer leadership groups that give students safe, trusted spaces to talk. These are low-cost, high-impact strategies that strengthen relationships and make schools safer and more supportive for everyone. In Groveport Madison, I would like to strengthen policies that increase transparency and community trust. Many families feel left out of important decisions, especially when it comes to finances and major initiatives. I would support policies that make district spending easier to understand and create more opportunities for public input before the board votes on key issues.
I also believe we need to review our discipline policies to ensure they are applied fairly and consistently across all schools. The board’s role is to set clear expectations, monitor discipline data, and support practices that keep students in class while maintaining safe and respectful learning environments.
Finally, I would focus on policies that prioritize early literacy and math success, using data to guide where resources should be directed. While the board does not choose curriculum, we can advocate for investments in proven interventions and family engagement programs that help close learning gaps early.
These changes would help us better serve students, strengthen relationships with families, and ensure district decisions are transparent, equitable, and student-centered. My ideal learning environment is one where students are challenged academically while also developing real-world skills that prepare them for life beyond the classroom. This means maintaining a strong foundation in core subjects like reading, writing, math, and science while integrating modern skills such as technology literacy, critical thinking, and collaboration.
I believe public speaking should be a part of every student’s experience. The ability to communicate confidently is a skill that will serve them in college, careers, and civic life. By incorporating presentations, debates, and group projects into the curriculum, we can help students build leadership skills and self-confidence.
At the same time, I value traditional principles such as respect, personal responsibility, and perseverance. A balanced learning environment blends innovation with these timeless values, creating a safe and inclusive space where students feel supported and motivated to succeed.
Ultimately, my goal is for students to graduate not only with academic knowledge but also with the character, skills, and confidence to thrive in an ever-changing world. I will build strong relationships with parents by being accessible, listening to their concerns, and making sure they feel valued as partners in their child’s education. This means being present at school events, hosting listening sessions and town halls, and creating regular opportunities for open conversation.
I will also work to improve communication between the district and families so parents receive clear and timely information about decisions, resources, and ways to get involved. When parents are included in the process, we build trust and create a stronger foundation for student success.
As an HR professional, my preferred strategies for recruiting faculty, staff, and administrators focus on attracting high-quality candidates and retaining them long-term. This starts with building a strong district reputation through transparency, community engagement, and support for educators.
I believe in using a proactive recruitment approach, which includes creating partnerships with local colleges and universities to develop a pipeline of future teachers and leaders, attending job fairs, and connecting with professional organizations to reach diverse candidates.
Equally important is investing in staff development and workplace culture, so once people join the district, they feel supported and valued. This includes clear onboarding processes, mentorship programs, and ongoing training opportunities. When faculty and staff feel appreciated and see opportunities for growth, recruitment becomes easier because word-of-mouth builds a strong reputation for the district. I would like to see greater consistency in curriculum and performance across all schools in the district. Since all of our students eventually come together at the high school, they should have the same level of preparedness no matter which elementary or middle school they attend. This includes aligning expectations, teaching strategies, and support services so every student has equal access to a strong foundation in literacy, math, and other core subjects. While the board does not select specific curriculum, we can set clear priorities, monitor performance data, and ensure resources are distributed fairly to close gaps between schools.
Artificial intelligence should be used as a tool to complement foundational learning, not replace it. When used responsibly, AI can help teachers personalize instruction, provide real-time feedback, and identify where students need extra support. It can also reduce administrative tasks for staff, giving them more time to focus on teaching and student relationships.
However, strong policies and oversight are needed to ensure that AI use is safe, equitable, and aligned with our district’s values. Human connection and critical thinking must remain at the heart of education. AI should enhance learning, not replace the essential skills and experiences that come from great teachers and traditional classroom practices.
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See also
External links
- ↑ Information submitted to Ballotpedia through the Candidate Connection survey on September 21, 2025
