Sheffield retains key Duggan officials, calling them 'proven leaders'

LOCAL NEWS

Jan 2

Detroit Mayor Mary Sheffield is retaining several high-ranking city officials from the Duggan administration, the mayor's office announced Friday. (Detroit News)

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Pregnant moms in Detroit to get $1,500, then $500 monthly with Rx Kids

I. The Rise Higher Approach

Rise Higher Detroit was a six-month process to translate community priorities into City policy. It is the largest, most diverse, and most inclusive community engagement initiative in Detroit history.

November 2025
Mary Sheffield Wins
December 2025
Rise Higher Community Survey Design
Nearly 300 community leaders — the members of the Sheffield Transition Committee — design the Rise Higher Community Survey.
January 2026
Inauguration Day
January – March 2026
Community Members Share Their Priorities
Over 9,000 community members engage with the Rise Higher Survey, providing input on 19 questions about what they want and need from City government.

Over 1,200 residents join five Community Conversations, digging deeper into community priorities with City leaders.
April 2026
Action Plan Workshops
Community leaders and City staff collaborate in workshops to shape the Community Framework.
Mid-2026
Coming Soon
Community Framework Launch

Transition Committees

Rise Higher Detroit Transition Committees brought together a diverse group of subject matter experts, community leaders, youth advocates, and civic stakeholders to contribute their expertise and lived experience to a rigorous and inclusive process for shaping the Administration's early policy agenda.

These committees played a critical role in translating community voice into actionable direction for the Administration. Committee members were responsible for developing recommendations to inform the Administration's first 100-day priorities, designing and shaping the citywide community survey, and helping to drive participation in both the survey and Community Conversations across Detroit. They worked to interpret community feedback, elevate key themes and needs, and ensure that the perspectives of Detroiters were accurately reflected in the Administration's priorities.

Building on this work, the Transition Committees partnered closely with City leadership to translate community input into concrete recommendations for the Administration's first term. Through this collaborative process, they helped ensure that the policies, programs, and operational strategies outlined in this plan are grounded not only in expertise, but in the lived experiences and priorities of Detroiters across every neighborhood.

Across 18 committees, this work spanned a wide range of issue areas, including:

Arts, Culture & Entertainment; Education & Youth Affairs
Ethics Compliance
Finance
Health, Human Services, Homelessness & Poverty Solutions
Housing Development & Planning
Human Resources & Labor Relations
Infrastructure, Sustainability & Climate Change
Innovation & Emerging Industries
Internal Administration & Operations
Law & Civil Rights; Neighborhood Revitalization; Philanthropic Services
Public Policy; Public Safety & Emergency Services; Transit Improvement & Mobility Innovation
Tourism, Branding & Special Events; and Workforce, Economic Development & Small Business.

Six Critical Policy Topics

Community members and City government worked together on six critical policy topics:

Thriving Neighborhoods
Safe and Just Communities
Reliable Transportation and Sustainable Infrastructure
Equitable Economic and Workforce Development
Robust Education and Youth Opportunities
Open, Accessible, and Responsible Government

How the Survey Worked

The Rise Higher Detroit Community Survey collected responses for nine weeks between January 9 and March 7, 2026. The survey was offered digitally and on paper and translated into the four languages most commonly spoken by Detroit residents: Spanish, Arabic, Bengali, and French.

The survey was distributed in partnership with the Sheffield Administration and community-based organizations citywide. To reach residents who are often left out of civic engagement efforts and decision-making processes, the Rise Higher Detroit team partnered with three canvassing organizations (Detroit Action, Eastside Community Network, and MI Poder) who conducted door-to-door outreach across Detroit neighborhoods, set up survey stations at community sites, and engaged residents through their existing networks. These organizations focused their efforts on historically underrepresented communities to ensure the survey captured a wide range of voices from across the city.

The Rise Higher Detroit team monitored response rates throughout the collection period and adjusted the outreach strategy weekly to reach as representative a cross-section of Detroit residents as possible.

“First, I want to express sincere excitement and support for the new administration... the early emphasis on engaging residents across multiple platforms — community meetings, surveys, and other outreach — is deeply appreciated. This survey itself signals a real intention to listen...”

— Rise Higher Detroit Survey Respondent

In total, 9,190 people responded to the Rise Higher Detroit Community Survey. After cleaning the data and filtering out responses from outside of Detroit or from people who did not respond to any substantive questions, 8,215 responses remained for analysis.

So that survey findings reflect the city as a whole, the Rise Higher Detroit team reviewed the breakdown of respondents' reported race and ethnicity, compared it to Detroit's citywide racial and ethnic composition as measured by the 2024 American Community Survey, and applied weights to calculate citywide results.

II. First 100 Day Accomplishments

Introduction

From day one, this Administration has been committed not only to listening, but to acting. In our first 100 days, we have already made targeted commitments and investments aligned with the needs Detroiters have voiced. Those actions are summarized here.

At the same time, we know that even with this progress, there is far more work to be done, and that work must continue to be defined by the voices of Detroiters. The sections that follow reflect that commitment: an expansive set of community-sourced recommendations that will guide this Administration's policies, programs, and operations over the next four years.

These recommendations were shaped not only by thousands of residents across the city, but also by a dedicated group of community leaders who served on our transition committees, working alongside Detroiters to help translate community priorities into action.

The Sheffield Administration has already made strong commitments and investments in Detroit's neighborhoods. These accomplishments focus on improving housing stability and expanding access to affordable housing by breaking ground on new housing, investing in housing development, and supporting homeownership opportunities. Key actions include:
- Advanced equitable neighborhood stability through property assessment reform. The Administration announced over $500 million in gains in Detroit home values, reflecting continued neighborhood recovery and growing household wealth. To ensure these gains benefit residents equitably and address longstanding concerns over fairness in property taxation, the Mayor issued an executive order directing the Office of the Assessor to align assessment practices with national standards, improve transparency, and better reflect neighborhood conditions.
- Increased investment in affordable housing to support family stability. The Administration issued an executive order directing 100% of proceeds from the sale of City-owned commercial property to the Affordable Housing Development and Preservation Trust Fund, more than doubling annual contributions to an estimated $4 million. This expanded investment strengthens the City's ability to build and preserve affordable housing, reduce displacement, and support stable living conditions for Detroit families.
- Expanded access to homeownership through down payment assistance. The Administration launched Round 3 of the Detroit Down Payment Assistance Program, providing up to $25,000 to help residents overcome upfront costs and purchase homes. This round is expected to support an additional 450 homebuyers and builds on earlier phases that already helped nearly 800 households to build wealth and achieve housing stability.
- Advanced affordable housing development for Detroit seniors. The Administration broke ground on the Greystone Senior Living Apartments, a new 49-unit affordable housing development designed for seniors earning between 30% and 80% percent Area Median Income. Built on a long-vacant site, this $13 million investment expands access to high-quality, affordable housing and ensures that longtime residents can age in place.
- Invested in neighborhood infrastructure to improve safety and accessibility. The Administration allocated $8 million to address a backlog of 6,300 requested sidewalk repairs across Detroit. Work is expected to begin summer of 2026, improving walkability and making it safer for residents to travel to school, work, and neighborhood programs.
The Sheffield Administration has made early, concrete investments to address the conditions that shape safety across Detroit. These efforts focus on strengthening economic stability, preventing housing insecurity, expanding access to support, and improving how systems respond — so fewer residents reach crisis in the first place. Key actions include:
- Launched a citywide poverty reduction strategy within City government. The Administration appointed Detroit's first Chief of Health, Human Services, and Poverty Solutions to lead a coordinated, citywide effort to reduce poverty and improve access to opportunity. This role is charged with embedding poverty reduction across departments and aligning services to better support families before crisis.
- Established the Office of Neighborhood and Community Safety through executive order. The Administration created Detroit's first Office of Neighborhood and Community Safety, housed within the Mayor's Office to ensure accountability and coordination across departments. The office is charged with implementing a public health approach to safety, with a focus on upstream interventions and addressing root causes of violence — including domestic and intimate partner violence, which accounts for 19% of homicides in the city.
- Expanded mental health and crisis response through 24/7 co-response capacity. For the first time, a blended unit of police officers and mental health professionals will operate 24 hours a day, 7 days a week — expanding the City's ability to respond to crises with appropriate care and support.
- Invested in youth safety through prevention and summer engagement. As part of a citywide violence prevention strategy, the Administration launched "Occupy the Summer," investing $1.5 million to expand youth programming, extend recreation center hours until 11 PM, and relaunch midnight basketball with wraparound services. These efforts provide safe, structured environments and consistent engagement for young people during critical periods.
The Sheffield Administration has moved boldly on transit, making foundational investments in the people, vehicles, and facilities that Detroiters depend on every day. These early actions are the first steps in a broader commitment to reliable transportation and sustainable infrastructure across the city. Key actions include:
- Made a historic $30 million investment in the Detroit Department of Transportation (DDOT), bringing the Transportation Operations Budget to $220M. This includes $24 million in competitive wage increases and incentives, raising bus driver starting pay by $6 per hour to $25 per hour, competitive with regional Suburban Mobility Authority for Regional Transportation (SMART) driver pay, and $6 million in additional operations funding. Reducing missed and late buses ranked among the top priorities for residents citywide, and this investment directly addresses the staffing and operational conditions that have undermined that reliability.
- Committed to upgrading bus stops across the system. The Administration plans to install 100 new shelters and 175 benches citywide, responding directly to the top-ranked community priority: improving bus stop conditions to make them safe and functional year-round.
- Expanded DDOT's fleet, facilities, and workforce. In April 2026, the Administration opened the new Coolidge Terminal, a state-of-the-art facility providing a modern home for Detroit's growing fleet, and graduated its largest-ever hiring class of 73 new bus operators and maintenance personnel, directly addressing the staffing shortages that have contributed to missed buses and reduced service quality. Combined with 129 new buses now in service representing 44% of the entire DDOT fleet, these investments mark a turning point in the City's capacity to deliver for riders.
- Invested in mobility for seniors and residents with disabilities. The FY2027 budget dedicates $1 million to expand Accessibili-D, a program providing rides for those who face the greatest barriers to accessing transit. Residents described planning their entire day around mobility constraints, and this investment reflects the Administration's recognition that accessibility is not optional, it is a priority.
The Sheffield Administration has moved decisively to set a new economic floor for Detroiters and signal that the City is serious about being the easiest, most predictable place to build a business and a career. Key actions include:
- Set a $21.45/hour living wage for all full-time City employees. Through Executive Order, the Administration committed that effective July 1, no full-time City of Detroit employee will earn less than $44,616 per year. This raises pay for over 900 City workers, 70% of whom live in Detroit, and sets a public benchmark for what a livable wage looks like in this city.
- Continued and expanded core small business programs. The Administration has continued Motor City Match, the Detroit Legacy Business Program, and the Detroit Startup Fund (which announced its second round of grant recipients with $300,000 to 13 innovative startups). The Green Grocer program is also being expanded, with five new small neighborhood grocers expected to open this year alone.
- Announced the City's first-ever Director of Retail Attraction. This new position will lead an aggressive strategy to bring national and local retailers into Detroit's commercial corridors, advancing the Mayor's commitment to make Detroit the most attractive city in America for retail.
- Launched the Move Detroit incentive in partnership with the Move Detroit Coalition. The first program offers 313 current and future Detroiters $15,000 toward home ownership and business growth and $1,000 in relocation assistance — a concrete down payment on the population growth strategy.
- Launched the Neighborhood Anchor Plan, with neighborhood economic development as a core pillar. In her State of the City, Mayor Sheffield introduced the Neighborhood Anchor Plan organized around three pillars — Stabilize, Strengthen, and Grow — with the Grow pillar dedicated to bringing economic development directly into Detroit's neighborhoods and commercial corridors.
The Sheffield Administration has made early, tangible investments to support Detroit's children and youth. These efforts focus on reducing barriers to access, expanding out-of-school opportunities, and building the systems needed to deliver long-term, citywide impact. Key actions include:
- Invested in early childhood and family stability through Rx Kids. Detroit is now the largest city in the country to implement Rx Kids, a first-of-its-kind program providing direct financial support to families during pregnancy and early childhood. To date, the program has received over 1,200 applications and delivered $1.6 million in support. Community feedback consistently highlighted the need for stronger childcare support and early investments in families, with residents emphasizing that access to affordable care and stability in the earliest years is critical to long-term outcomes. This investment responds directly to that call and advances an upstream approach to improving outcomes for children.
- Built dedicated leadership and coordination capacity within the Mayor's Office. The Administration created a Senior Director of Youth and Education who also serves as the Education Liaison to the Mayor. The Mayor also appointed a new Director of Youth Affairs to center the voices of youth throughout the administration. In addition, the Mayor's youth focus will also grow to include an Office of Early Learning. Together, these capacities coordinate efforts across departments, strengthen partnerships with schools, and ensure youth voice is embedded in policymaking, while advancing strategic priorities such as coalition building, K–12 partnerships, and college and career access.
- Removed transportation barriers to education through universal student transit. Through the Mayor's new "Ride to Rise" program, all Detroit K–12 students can ride city buses at no cost, 365 days a year. This expands access not only to school, but also to after-school programs, jobs, and enrichment opportunities. Community feedback underscored that participation depends on whether young people can reliably get to opportunities and feel safe doing so, with transportation, distance, and safety shaping who can consistently take part. By eliminating cost barriers and improving access, this initiative helps ensure more youth can fully participate in educational and enrichment opportunities. Savings from fare-free transit are being reinvested into youth programming.
- Expanded access to after-school and youth programming across the city. The Administration increased funding for after-school programming by 120 percent to $2.2 million, with a goal of ensuring a program is available within two miles of every school. These investments respond directly to community demand for more accessible, neighborhood-based enrichment, mentorship, and youth supports.
- Invested in youth engagement and violence prevention through expanded summer programming. The "Occupy the Summer" initiative includes a $1.5 million investment to create a centralized youth portal accessible by youth and families, extend recreation center hours until 11 PM, relaunch the Midnight Basketball League with wraparound services, and offer weekly programming for youth and families in neighborhoods. These efforts provide safe, structured environments and opportunities for young people during critical summer months.
The Sheffield Administration has taken decisive steps to make City government more accessible, responsive, and accountable to residents. These efforts focus on improving how residents interact with City services, bringing resources directly into neighborhoods, and ensuring that government operates with both efficiency and long-term fiscal responsibility. Key actions include:
- Appointed leadership to transform the customer experience of City government. The Administration appointed a Chief Operating Officer and charged the role with restructuring how residents and businesses interact with City government, from accessing basic services to navigating licensing and permitting. This effort is focused on building a more customer-centric government that delivers services in a way that is efficient, reliable, and easy to navigate.
- Launched a citywide initiative to improve service delivery across four key areas. Through an Executive Directive, the Administration established a clear mandate to improve resident experience by advancing reforms across four pillars: customer service, efficiency, equity, and innovation. This directive sets a timeline for implementing changes that improve how residents' access and experience City services.
- Maintained a balanced budget while investing in community priorities. The Administration delivered a balanced budget that prioritizes investments in community safety, human services, and neighborhood needs while maintaining long-term fiscal stability. By balancing financial discipline with targeted investments, the City is strengthening its fiscal foundation while ensuring resources are directed toward the priorities that matter most to Detroit residents.

III. Preview of the Rise Higher Community Framework

The Rise Higher Detroit Community Framework reflects the Sheffield Administration's commitment to both listening and acting. It is a roadmap of resident-driven recommendations the Administration can implement in the years ahead.

“Detroit’s future will be shaped with its people, guided by their priorities, and delivered through action. ”

These actions are organized around six priorities that came directly from Detroiters:

Vision: Every Detroiter will live in a neighborhood that has access to affordable, high-quality homes, vibrant public spaces, healthy food, and essential services.
Community recommendations focus on actions to:
- Keep Renters Housed in Safe, Stable, and Affordable Homes
- Support Homeowners and Expand Access to Homeownership
- Bring Services and Amenities to Neighborhoods
- Improve Neighborhood Conditions, Safety, and Beautification
- Expand Neighborhood Arts and Cultural Opportunities
Vision: Every Detroiter will have access to the resources and support they need before challenges become crises.
Community recommendations focus on actions to:
- Break Cycles of Instability by Addressing Root Causes
- Expand Mental Health Response and Crisis Care in Moments of Need
- Strengthen Trust and Accountability in Public Safety
- Protect Immigrant Communities
- Keep Young People Safe Through Prevention, Support, and Opportunity
Vision: Every Detroiter can depend on safe, accessible transit and neighborhoods that are clean, resilient, and built to last.
Community recommendations focus on actions to:
- Expand and Modernize Detroit's Transit System
- Protect Residents from Flooding, Climate Harm, and Failing Infrastructure
Vision: Every Detroiter will earn a living wage, live near a thriving main street, and have the choice to start, stay, and grow a business here.
Community recommendations focus on actions to:
- Build Career Pathways That Lead to Family-Sustaining Jobs
- Support Small Businesses to Start, Stay, and Grow
- Grow Neighborhood Commercial Corridors and Local Economies
- Strengthen Worker Protections and Hiring Standards
- Bring Innovation and Emerging Industries to Every Neighborhood
Vision: Every young Detroiter and their families will have access to the support, opportunities, and pathways they need to learn, grow, and thrive.
Community recommendations focus on actions to:
- Build a Coordinated Citywide Youth System
- Center Youth Voice in Decision-Making
- Expand Out-of-School Time Opportunities for Detroit Youth
- Connect Education to Careers and Economic Opportunity
Vision: Every Detroiter can expect transparency, engagement, and the highest ethical standards from their City government.
Community recommendations focus on actions to:
- Improve Customer Service and Expand Access to City Government
- Increase Trust in City Government
- Ensure a Fiscally Strong and Responsive City Government

The full Community Framework is coming soon.

Contact

info@risehigherdetroit.com

For media inquiries, please contactmedia@risehigherdetroit

Sheffield retains key Duggan officials, calling them 'proven leaders'

Pregnant moms in Detroit to get $1,500, then $500 monthly with Rx Kids

New Detroit Mayor Mary Sheffield takes oath in a busy first day