ILO Group – ��

Superintendent Churn Comes With a Cost for Students

Linda Jacobson — Mon, 14 Sep 2026 10:30:00 +0000

Compton, Calif. — Fifteen years ago, the challenge of leading the Compton Unified School District would have scared off even the most confident education leader. Darin Brawley almost passed it over.

The urban system, just off one of Los Angeles’ major freeways, was headed for state takeover and had a 58% graduation rate. When the opening was posted, “I thought, ‘Compton, I don’t want to be in Compton,’ ” Brawley said.

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But Brawley saw a “pocket of success” at some elementary schools that he could build on. Accepting the job in 2012, he instituted a set of routines, like in-school tutoring and frequent multiplication practice. Weekly quizzes let teachers know precisely which students need extra help.

Fourteen years later, the district, with a 91% poverty rate, is one of the nation’s .

“If you go back 15, 20 years ago, Compton was not the place where most parents would have kept their kids,” he said. In fact, it was the first district in California where families tried to convert a low-performing elementary school into a charter under a . “Now, we see a reversal.”

The district is also one of only 78, out of the nation’s 500 largest, that has maintained consistent leadership at the top since the pandemic, according to a from ILO Group, a consulting firm. At the state level, all but seven have changed education chiefs at least once, with more turnover coming once new governors take office next year.

As in Compton, ILO’s data shows, students are better off when district leaders stay longer.

In those with no leadership changes between 2019 and 2025, kids performed better in reading and math — showing at least a month of extra learning — than those in districts with turnover. In women-led districts, the advantage was nearly two extra months of learning in math, based on the Stanford Education Data Archive, a comparable measure of student learning across states.

“Stability really matters within a community,” said Julia Rafal-Baer, the ILO Group’s CEO. In those with high turnover, the kids who were in kindergarten at the start of the pandemic have likely seen multiple reading programs “or their parents were asked to start one more strategic planning process. It gets old.”

Other districts in the top 500, sometimes embroiled in controversy, have experienced multiple leadership changes since the pandemic. , for example, is on its fourth chief since 2020. Former Superintendent Devon Horton was on charges that he assaulted his wife in front of his two children.

The East Baton Rouge district in Louisiana is also on its fourth superintendent since 2020, with current leader Lamont Cole facing charges for bribery and money laundering stemming from his time as a . He denies the accusations, and board members say they support him. But they’ve also tightened up .

Overall, ILO’s latest review shows that churn is down for the first time since the pandemic. Last year, it appeared that districts had reached a “new normal,” with turnover ranging from 20% to 23% for five years straight. But this year, among the top 500, it has dropped to 17%, which is closer to the typical pre-COVID levels of reported by AASA, the School Superintendents Association.

Rafal-Baer cautioned that while the “carousel of leadership seems to have slowed down,” the results are just a snapshot. “This isn’t a return to normal so much as the system finally catching its breath.”

The decline in turnover, she added, could point to the current financial constraints on districts as they adjust to the end of federal relief funds and ongoing declines in enrollment.

“These searches are very expensive,” she said. A recently spent about $48,000 to find a new leader, while the Clark County district’s search in 2024 . “There may be less of a desire to tell your community, when you’re cutting assistant principals, that you’re now going to spend money on a search firm.”

A ‘flashpoint’

Rachel White, an associate professor at the University of Texas at Austin, and founder of a on school superintendents, suggested the pandemic years were an anomaly. School board fights over COVID-related closures, masks and culture war issues “were obviously quite volatile,” she said, and in multiple districts, led to superintendents being abruptly dismissed.

That was “hopefully a once-in-a-lifetime flashpoint,” she said. “Maybe school boards … are less likely to do away with the superintendent who they disagree with ideologically on one thing.”

Her own research on superintendent turnover echoes connections ILO made between student learning and consistent leadership. While studies prior to the pandemic showed of turnover on student outcomes, “chronic instability” can hit neediest students the hardest, White said.

According to a new , she found that students in high-poverty districts with repeated leadership turnover were about two months of learning behind in math and six weeks behind in reading compared with those in systems with the same leader since 2019.

Leaders who stay in a district longer are more likely to transfer knowledge throughout the organization, she said, and often build up trust with the public.

“The longer a superintendent stays, the more people believe they are committed to that community,” she said. “You can take some risks. It’s really important to be able to say, ‘Hey, this might not work out, but I think there’s potentially some return on investment here.’ ”

Policy experts like to talk about “durable” learning and success for schools. , a senior fellow at the conservative American Enterprise Institute, says that not only is leadership churn “one of the greatest threats to durability,” but that school boards need superintendents who view instruction as the chief priority, not just one of many initiatives.

Brawley, who was a science teacher and principal in other districts before moving into leadership, has such a “strong convictions” about improving math and reading, White said, that he’s been able to keep the district moving forward despite other political issues that superintendents often navigate.

“There’s a real belief that these students are brilliant and they just need the right resources and a stable teacher workforce,” she said.

His methods aren’t popular with everyone. The Compton teachers union president has on testing. But Cecilia McDuffie, principal of Foster Elementary, said the emphasis on data, combined with practices implemented at all schools, has helped her students rise from the bottom.

On a recent morning, a week after school started, Foster students spent time responding to the writing prompt: What do you like about your teacher? Leaders increased their focus on writing — and significantly cut back on screen time — after observing that students couldn’t recall what had been taught.

“We know that writing elicits a connection,” Brawley said. “If you don’t write it down, you’re not really learning it.”

Foster was not a “pocket of success” when Brawley arrived in Compton. In 2014, less than a quarter of students met or exceeded state standards in reading and math. Last school year, 77% of students scored that high in those subjects, and 73% reached that level in science, nearly hitting the goal of 75%.

McDuffie said that Brawley has created systems that will outlast him.

“If he were to leave tomorrow, I would know that I always need to have a plan. I need to always refine my plan based on data,” she said. “And I need to start all my interventions early. You can’t wait until March.”

Cecelia McDuffie, principal of Foster Elementary School, said systems, like a districtwide focus on writing and frequent multiplication practice, has helped her school become one of Compton’s highest performing. (Linda Jacobson/��)

While ILO’s data captures the pandemic period, some districts, like Bridgeport, Connecticut, have experienced frequent turnover across a much longer period. Since 2005, the district has had eight superintendents, and former leader Carmela Levy-David left in late 2024 after a near-unanimous from the teachers union. Each transition “carries some costs,” said Joseph Sokolovic, vice-chair of the board.

“New leaders often bring new priorities, and different approaches to implement those priorities,” he said. “Community and board relationships must be rebuilt. Trust must be earned again.”

But he said it’s important to put the instability in context. Two turnovers occurred while the district was . The district also has one of the highest-poverty rates in the state, and spends than wealthier districts like Greenwich, which has seen even in the past 20 years.

“No superintendent, regardless of talent, can eliminate concentrated poverty or erase decades of economic neglect,” Sokolovic said. With the district currently conducting another search, he said the district needs “a leader willing to commit for the long term, someone who understands the complexities of an urban district and is willing to confront difficult issues directly.”

‘Route to the superintendency’

School boards should also look for instructional expertise, said Rafal-Baer.

A women-owned organization, ILO Group keeps close track of where women are becoming district chiefs and their routes to the position. shows that women are twice as likely as men to have an academic post, like curriculum specialist, on their resume. But just a handful of current superintendents came from a position leading curriculum and instruction.

“Given where student outcomes stand right now, you would expect the academics seat to be the surest route to the superintendency. It turns out to be one of the rarest,” she said. “Boards keep saying instruction is the priority. Their hiring says otherwise.”

Among the top 500 districts in the U.S. the percentage of leaders who are women is up to 34%. (ILO Group)

Overall, 34% of superintendents in the top 500 districts are women, a 1 percentage point increase since last year and a 6-point jump since 2019. Fifty-one of the nation’s women superintendents are also a first of some kind in their districts — first woman superintendent, first Black woman or first Latina superintendent. California has the most, with 11 leaders who fit one of those descriptions, while Texas has six.

In 2018, when the Aldine Independent School District, near Houston, was looking for a new superintendent, two of the board members wanted a Hispanic leader. With a 73% Hispanic population, Superintendent LaTonya Goffney, who is Black, understood why.

“I didn’t take it personally,” she said. “But I’ve been intentional about building relationships and connecting with the community.”

As another one of the 78 districts that has kept the same leader since the pandemic, more than neighboring districts to bounce back from academic declines. Too many inexperienced teachers was one reason, an . But the board gave Goffney more time and in 2022 through next year.

The district in state accountability rankings, but the number of F-rated schools has fallen from 21 since 2023, and the district’s overall score increased this year from .

Under Aldine, Texas, Superintendent LaTonya Goffney’s leadership, the number of F-rated schools has dropped from 21 to 2. (Aldine Independent School District)

Still, in a state where districts with low-performing schools are increasingly , Goffney feels constant pressure to show steady progress. As enrollment begins to decline in the state, the district sees competition not just from charter schools and a new private school choice program, but from neighboring districts trying to “cherry pick” Aldine’s students, she said.

“My focus, she said, “is on making sure that Aldine is the best choice.”

Exclusive: Superintendent Churn Is Up, But More Districts Choose Women Leaders

Linda Jacobson — Mon, 15 Sep 2025 10:30:00 +0000

Five years after the pandemic, superintendent turnover in the nation’s top 500 districts hasn’t settled down.

Leadership changed hands in 114 of those districts — 23% — within the past year, a jump from 20% the year before, according to data, shared exclusively with ��, by the from ILO Group, a consulting firm. The project — the only current publicly available resource on leadership turnover in the 500 largest districts — listed about 15% of districts replacing their superintendents prior to the pandemic.

One surprise outcome of that turnover is an increase in female superintendents: Women now represent a third of district chiefs, up from 30% last year. Of the 114 new chiefs, 44 were women.

But even with those gains, it would take another 30 years for women to reach parity with men in district leadership, the authors said.

To Julia Rafal-Baer, CEO of ILO Group, this year’s results offer a mixed picture, coming just days after the latest scores from the National Assessment of Educational Progress. The results showed declines in reading for 12th grade girls and in science for all 8th graders.

“There is a continued destabilizing of leaders at a time when we really need to have a coherent agenda that is driving instruction,” said Rafal-Baer, also a member of the National Assessment Governing Board, which oversees the NAEP program.

Even so, she was pleased with the gains for women. “I’m encouraged by the fact that we’re starting to see some meaningful progress.”

Women now represent a third of superintendents in the top 500 districts, but at the current pace. it would take another three decades for them to fill half of the seats. (ILO Group)

Superintendent turnover happens for myriad reasons — from stagnant student performance to disagreements over salary. But it’s clear that COVID and the cultural debates that followed — embroiling districts in disputes over mask mandates, “anti-racist” curriculum and sexually explicit books — transformed the nature of the position.

“It’s always been political, but it’s never been so partisan,” said Gustavo Balderas, superintendent of the Beaverton School District in Oregon. Since 2011, he has led five districts in the Pacific Northwest and will leave next year to become of the Puget Sound Educational Service District, a regional agency in Washington.

On top of local concerns, today’s superintendents have the added weight of responding to threats of funding cuts and policy shifts from Washington, Balderas said. “I was just visiting a school … that had a family deported.”

Beaverton School District Superintendent Gustavo Balderas said being a district leader has “never been so partisan.” (Beaverton School District)

‘Worn out’

Researchers who focus on the superintendency and school board politics echoed Balderas’ view. Rebecca Jacobsen, an education policy professor at Michigan State University, said district leaders are “worn out.”

“I think that the toll of the past few years continues to ripple and really push people out,” she said. Several faced personal attacks, including , from angry members of their communities. “For many who entered education 15-20 years ago, this is not the landscape that one envisioned.”

The skills superintendents bring to the position sometimes don’t match the demands of the job, added Rachel White, an associate professor at the University of Texas at Austin and founder of the Superintendent Lab, a source of research and data on district leaders. Most were teachers and principals before moving to the central office and spent years overseeing instruction, finance or teacher development.

Now they’re responding to social media, and the “proliferation of misinformation and disinformation campaigns often rooted in ideology,” White said. “This has shifted what superintendents are increasingly spending their time on — debunking stories being told about what is happening in their schools and classrooms that simply are not true.”

As was the case in 2022, some of the turnover is due to school boards firing superintendents before their contracts expire. Since January, the in Georgia, the district in Tennessee and the district in Florida have fired their chiefs.

Most leaders, however, leave on their , sometimes because they’re seeking a new challenge.

Mary Elizabeth Davis spent nearly seven years as superintendent of Georgia’s Henry County Schools, overseeing the suburban-Atlanta district during a period of growth in both and . She eliminated a $12 million deficit and built teams to support instruction, facility planning and operations.

Last year, she started over in Cherokee County, another metro Atlanta district, where she aims to keep board meetings more focused on core academic issues rather than just building projects and the budget. They still need to keep the public informed about finances, but “it is no longer the only thing,” she said.

Inline photo

Cherokee County, Georgia, Superintendent Mary Elizabeth Davis spent seven years leading another Atlanta-area district, where she managed schools during the pandemic while also seeing academic gains. (Cherokee County School District)

In Davis’ part of the country, women are still the least likely to be superintendents, the data shows. Twenty-two percent of chiefs in the Southeast are women, while the Northeast has the highest percentage of female district leaders — 46%, or 17 of the 37 districts on the list.

This year’s report also delves into the routes leaders take to the top job.

In 2018, when ILO began collecting the data, fewer than half of superintendents were internal hires. Last year, the majority, 58%, were hired from within, and about 40% had served as an interim superintendent in their district before the board officially gave them the job. Moving up within the same school district is slightly more common for women than men, 55% compared to 50%.

Over a 20-year period, Cliff Jones worked his way up from teacher to of the Fulton County Schools in Atlanta. Once he entered the central office, he said he “took notes” during a time of leadership turnover and learned the importance of communication in making relationships work with the board.

“The more successful superintendents that I saw were trying to be out in front, trying to create proactive communication,” he said.

Newly hired as the superintendent in Horry County, South Carolina — with an unusually large 12-member board — he has work to do. He said he doesn’t want to just be a “911 guy,” contacting members when there’s an emergency.

Cliff Jones, now superintendent of the Horry County schools in South Carolina, said he “took notes” on how other superintendents handled communication with school board members. (Horry County Schools)

‘Priorities and values’

Not all candidates spend that much time in a deputy or other cabinet position, which Balderas said is likely one reason why turnover remains high. He calls it “leadership compression.”

Among the 500 districts in ILO’s analysis, 10 male leaders skipped straight from principal to superintendent. They include , named interim superintendent of Texas’ Conroe Independent School District in May, and , who took over in February as acting chief of the South Bend Community School Corporation in Indiana.

“People are just bypassing roles” instead of serving four to six years in a mid-level role where they might tackle some of the same challenges as the superintendent, Balderas said. Maybe, they’re “less prepared to understand the political navigation that’s needed” to stay in the position long enough to make lasting improvements.

After leading multiple districts, Balderas said it’s possible to work with a politically divided board. He tried to build connections with members by taking on other responsibilities in the community outside of the education sector, from the local chamber of commerce to the Rotary club.

People active in those groups “see that you care about your community,” he said. That word “gets back to your board in one way or another.”

ILO Group’s analysis of pathways into the superintendency shows that men are most likely to be named superintendent after serving as a chief in another district or as an assistant superintendent. Women are most often promoted after serving as a deputy. (ILO Group)

Despite division among board members, districts can stay focused on academic improvement, said Davis, who was hired in Cherokee on 4-3 vote.

“I think that when you start from that position, you have a lot of work to do to understand the priorities and values of individuals,” she said. She met with each board member, hearing concerns over teachers spending their own money on supplies and a desire for more presentations on student data.

Having a divided board was familiar for Davis. The Henry County board hired her on a 3-2 vote. During her tenure, public meetings turned into over a mask mandate and a in 2023 that kept students locked out of the internet for nearly a month.

But she had plenty to celebrate. The majority-Black district saw enough to come off the state’s list of failing school systems and a 9% increase in students scoring at the proficient level or above in .

“I’ve never seen harmony as a requirement for effectiveness,” Davis said.

Report: Half of Largest School Districts Changed Leaders Since Pandemic

Linda Jacobson — Mon, 12 Dec 2022 16:13:53 +0000

Half of the nation’s 500 largest school districts have changed superintendents or are in the midst of a transition, according to a report tracking leadership churn since the pandemic began.

Forty-seven of those districts have seen two or more leadership changes. The turnover has been particularly hard on women: Of the 94 female superintendents who left their positions, two-thirds were replaced by men, according to the report, released Monday from ILO Group, a consulting firm that focuses on female school leaders.

“The challenges women face to get the top job are not new; they’re the systems that have been in place for generations,” said Julia Rafal-Baer, the firm’s managing partner. “With all the churn in districts happening right now, one positive outcome could have been the addition of new perspectives, but instead we are seeing the opposite.”

This is the third time ILO has published findings on superintendent turnover, which it based on news reports and press releases. Superintendent transitions are up 46% in the 500 largest districts — 228 this fall, compared to 155 in 2018. Many of the changes followed intense political strife and debate over issues such as book banning, transgender student rights and confronting issues of historical discrimination in the classroom. When there’s sudden leadership turnover, “a reset button gets hit,” said Susan Enfield, superintendent of the Washoe County School District in Reno, Nevada.

“It’s sad, it’s wrong and it’s not good for kids,” she said.

While Enfield, former superintendent of the Highline schools in Washington, is among those who left for a new position this year, it was after 10 years in the same district, which allowed for a meaningful transition.

She wishes that board members set on ousting their leaders would “understand that the superintendent store shelves aren’t chock full” of candidates who are both eager and prepared for the job.

“You will find people to move into these jobs,” she said. “But will you find the right people?”

Some of the more dramatic departures over the past year have taken place in Florida, where Republican Gov. Ron DeSantis has endorsed and replaced local board members. Moms for Liberty, a conservative advocacy organization, has also endorsed candidates in the state.

Superintendent is on his way out in Sarasota, Florida, after conservatives gained a majority in the November election. That’s despite the district’s from the state and .

Paulina Testerman, who founded Support Our Schools to counter Moms for Liberty’s influence in board elections, spoke in .

“There have been many decisions that you have made over these harrowing two years that I have personally disagreed with, but that is the definition of a good superintendent — someone who isn’t a lapdog,” she said at a Nov. 22 school board meeting. “You’re being forced out of your position … not because you were inept, but because you are not a bobble head who just nods his head.”

At the , Asplen pleaded with members to “do better by your next superintendent” and to keep them from being “dragged into the quagmire of the political arena.”

Bridget Ziegler, an incumbent on the board who won re-election in November — and also co-founded Moms for Liberty —only said during that he “needs improvement.” She did not elaborate.

While some turnover stemmed from culture war issues, parents in many communities mobilized after district leaders repeatedly pushed back reopening dates in 2021. Watching their children fall further behind in school, some left for private schools and charters, or chose to instruct their children at home.

When she looks at Sarasota, Rafal-Baer sees another issue affecting district leaders: Double standards for women. Before Asplen was hired, the board . They later when she said her husband and daughter wouldn’t relocate to the area with her if she was hired.

But when Rafal-Baer worked with Chiefs for Change, its Future Chiefs program supported four men between 2018 and 2020 who left family members at home when they relocated for jobs.

“Not one of them faced questions about their commitment, or whether they could handle the dual responsibilities of chief executive and faraway parent,” she wrote in an op-ed for ��.

Thirty percent of superintendents are women — only one percentage point higher than in 2018, ILO’s report shows. But there are regional differences. Almost half of district leaders in the Northeast are women, compared with less than a quarter in the Southeast.

The report calls for more transparency in candidate searches. Boards and search firms, the authors write, should be required to report the qualifications and demographic characteristics of candidates, the report said.

“The combination of leadership churn and lack of representation in education leadership puts kids’ futures at risk,” Rafal-Baer said. “At a time when women are seen as decisive and trustworthy in [a]crisis, shouldn’t we be pushing hard to elevate more women?”

In the ‘Crosshairs’: Beleaguered Superintendents Face COVID Wave of Firings

Linda Jacobson — Tue, 25 Oct 2022 17:01:00 +0000

Just months after COVID closed schools nationwide, Carlee Simon took over the Alachua County Public Schools with a plan to close the yawning in reading scores between Black and white students. At close to 50%, it was the largest in Florida.

But 15 months later, the superintendent in Gainesville was after the district defied Republican Gov. Ron DeSantis’s ban on school mask mandates. DeSantis appointed a board member who tipped the majority 3-2 against her. She was the district’s sixth leader in close to a decade.

“My district will have a hard time explaining the turnover rate of superintendents and convincing the right person to pull up roots and move to our community,” she said. “The governor’s culture war has impacted the work environment so negatively that a school superintendent would be working to push back a very strong current of low morale.”

Former Alachua County schools Superintendent Carlee Simon was fired 3-2 in March. She had been a vocal opponent of the Florida Gov. Ron DeSantis’s ban on mask mandates. (Alachua County Public Schools)

Far from being an isolated incident, her termination is part of a COVID wave of superintendent firings from the to . The charged atmosphere is a sign of the times, as toxic national and state politics filter down to local school districts.

Julia Rafal-Baer

A recent poll showed a clear decline in parents’ opinions toward their local schools. Those on both sides of the culture war have turned out in force at school board meetings — sometimes calling for superintendents to. But the issues have not been limited to closed schools or classroom controversies. Even run-of-the-mill decisions, like renovating buildings or replacing staff, have toppled careers. With alarming national test scores released Monday and pandemic relief funds running out in two years, the temperature is only likely to increase.

“We’re about to hit a different level of vitriol,” said Julia Rafal-Baer, co-founder of ILO Group, a consulting firm that helps future district chiefs find jobs. “We’re asking our leaders to be a sponge for divisiveness.”

‘Taking a risk’

The job of leading school systems has always been tricky. As they navigate complex bureaucracies and clashing constituencies from parents to teachers unions, superintendents are paid well (average salaries are in the ) but frequently burn out.

What’s changing, according to Jeffrey Henig, a professor of political science and education at Teachers College, Columbia University, is that now “we’re seeing a whole range of issues migrate into districts that in the past were somewhat buffered.”

Recent and point to a general increase in superintendent turnover, but none has directly examined the spike in terminations. In conversations with district leaders and their advocates, however, many say the phenomenon is inescapable.

Kevin Brown, executive director of the 3,800-member Texas Association of School Administrators, said in his 31 years in the profession, he’s never seen more superintendents fired than he has in the past two years. And Steve McCammon, executive director of the National Superintendents Roundtable, a 100-member network, said it’s becoming common for members to be fired “without cause” — legal language that allows school boards to part ways with their chief executives without offering a reason, a hearing or other elements of due process. Previously, he recalled only one instance in the past 20 years.

“The stories are out there all over the place,” he said. “Everything has become a political decision.”

To get a sense of the scope of the issue, �� reviewed news clips detailing nearly 40 no-cause firings or forced resignations in 26 states since the beginning of the pandemic. �� also sent an informal survey to leadership networks, including the National Superintendents Roundtable, the Council of Great City Schools, Chiefs for Change, ILO Group and Education Counsel, another consulting organization. Out of 70 superintendents who responded, 15 said they’ve seen several district leaders fired or forced to resign since the pandemic began. Twenty said there have been many more. Nineteen worry they might be next.

“The role of the superintendent has become a punching bag … during the pandemic and the attacks are personal,” one wrote.

Another said: “I have board members running to remove me, and I run a very strong and high-performing school district. It is a dark and sad time for superintendents.”

As in Alachua, debates over polarizing issues preceded firings in dozens of school systems across the country.

Snapshot

A COVID Wave of Fired Superintendents

When school boards fire their leaders, it is seldom done with transparency. Payouts to superintendents and non-disclosure agreements typically mean the public doesn’t get the full story. The map reflects a sample of school superintendents fired — primarily without cause — since the start of the pandemic.

When conservatives took over the board in Spotsylvania, Virginia, last January, they , who was set to step down just five months later. The district was embroiled in debates over books with LGBTQ themes, with some board members calling for not only banning, but burning, library books they deemed “sexually explicit.” After banning several books, the district after a public outcry.

In 2021, Kevin Purnell of Oregon’s was among a for simply complying with the law — in this case, a state mandate that students wear masks. The terminations prompted lawmakers to pass this year that protects superintendents from being removed for following laws.

The perception that schools prolonged closures to protect teachers rather than serve students fueled a huge backlash from parents. Dozens of parents’ rights groups have sprung up since 2020, and Republicans have seized on the issue as a critical plank for upcoming midterm elections.

“School leadership failed students and catered to union agendas during the pandemic,” said Sharon McKeeman, founder of Let Them Breathe, which sued unsuccessfully over California’s mask mandate. McKeeman, who’s also in the Carlsbad Unified district, told �� that “it’s time for leadership that will put students’ needs first and help them recoup the learning loss and social-emotional damage they incurred during school closures and COVID restrictions.”

Caption: Sharon McKeeman (at microphone), founder of Let Them Breathe, is among the anti-mask-mandate parent activists in California running for school board in the November election. (Courtesy of Sharon McKeeman)

Part of the problem in tracking the issue is that such firings are typically shrouded in secrecy. For ��, Rafal-Baer of ILO Group analyzed the departures of 210 chiefs who vacated their positions in the nation’s 11 were fired. But based on news coverage, she suspects many more were forced to resign. Superintendents fired without cause often and agreements for everyone involved not to discuss the terms.

“We never hear the real story,” she said. “They legally can’t talk.”

Issues over district management

But Cheryl Watson-Harris, fired in April from her post as superintendent of the DeKalb County schools in metro Atlanta, refused to go quietly.

Cheryl-Watson Harris, who previously served in the New York and Boston districts, became chief of Georgia’s DeKalb County School District in 2020. (DeKalb County School District)

Her termination capped off a two-week media storm following the posting of a that exposed mold, crumbling ceilings and other safety hazards at the district’s oldest school. High school students shot the video after the board voted not to renovate the facility — an action she .

Even before she walked into the job, Watson-Harris knew the district had a reputation for turmoil. Before they hired her, board members named former New York City schools Chancellor Rudy Crew as the sole finalist for the job, only to vote against hiring him two weeks later. for discrimination based on age and race, and the board later paid out a $750,000 settlement. Rafal-Baer of ILO Group said she even advised another candidate not to pursue the position.

Nonetheless, Watson-Harris, who previously served as second-in-charge under former New York City Chancellor Richard Carranza, hoped her status as an outsider would help her rise above the district’s troubled politics. It didn’t take long for controversy to find her.

She proposed that would require top deputies to reapply for their jobs in an effort to address what she felt was a lack of accountability over school improvement. She the district’s chief operating officer last year, according to local news reports, after an investigation found he bullied other employees and drank too much alcohol at a work conference. He , arguing that he was falsely accused of “a handful of minor violations” and that she retaliated against him for raising questions about accounting irregularities.

In an interview, Watson-Harris acknowledged “spotty recordkeeping” in the district, one reason she brought in outside evaluators to review finances and was upgrading outdated systems for managing staff and operations.

The former employee died in a car accident in September near Detroit, according to police reports. His attorney declined to comment on the status of his lawsuit.

Board Chair Vickie Turner declined to answer questions about Watson-Harris’s termination. The other three board members who voted to fire her, along with the school district’s attorney, did not respond to requests for comment.

“When you’re dealing with personnel matters such as this, you have to be very, very careful,” Turner said. “I don’t think it would be wise to speak to that, because we may have some things that are still not closed.”

Watson-Harris’s firing shocked many in the community, even drawing a from Georgia Gov. Brian Kemp, a Republican, who said the board chose “politics over students, families and educators.”

With just a month left in the school year, the board spent $25,000 to without her signature.

“I could have closed out [the school year] and given people some stability,” Watson-Harris said.

Because she was fired without cause, Watson-Harris believes she was denied a chance to respond to the accusations against her. For that reason, she said, she’s refused to accept a $325,000 severance package and is considering legal action.

After watching the district go through four leaders in three years, state Superintendent Richard Woods finds the volatility troubling.

“You cannot get any continuity of services and support,” he told ��, adding that consistent leadership is needed to “have some forward growth.”

‘In the spotlight’

Such churn is becoming commonplace. In her review of the nation’s 500 largest school districts, Rafal-Baer found more than 20 have had two leadership changes since COVID’s arrival.

Watson-Harris was both hired and fired during the pandemic. So was Florida’s Simon, who said she faced similar resistance from a board reluctant to challenge the status quo.

Alachua board member Tina Certain, who voted against Simon’s termination, said the former superintendent’s and creation of a teacher advisory committee that included non-union members likely contributed to discontent.

“Every department I looked at had financial efficiency issues and basic management concerns — lots of ‘this is how we do things around here’ excuses,” Simon said.

That issue came to the fore when she raised questions about the that runs outdoor education programs. She found that scholarships meant for poor students were being awarded to those without financial need, including the child of a former superintendent on a six-figure salary. She — and shared with �� — a text message between the camp’s director and a former staff member about scholarships given as a “thank you for being business partners.”

An internal investigation of wrongdoing, but the district continues to push for of the camp. The director filed a against Simon, the district and the former camp staffer. He denied the allegations and said he didn’t violate policies because there weren’t any in place. His attorney didn’t respond to requests for comment.

But for DeSantis, it would appear that Simon’s vocal opposition to his COVID policies was the tipping point. “She went on the national news and put us in the spotlight in a very negative way,” Mildred Russell, the DeSantis appointee who cast the deciding vote to fire Simon, told ��.

Simon now leads that backs board members and superintendents who push for equity and inclusion. She doubts she could find another superintendent job in the state.

“I think every board in K-12 or higher education would be taking a risk of being in DeSantis’s crosshairs in the event they consider my employment,” she said. “We are asking for people to risk financial and professional stability.”

The governor’s office did not respond to requests for comment.

Moms for Liberty, a conservative organization, presented Republican Florida Gov. Ron DeSantis with an award on July 15 at their summit in Tampa. He endorsed school board candidates in almost 20 districts this year. (Octavio Jones/Getty Images)

DeSantis — who is setting the GOP’s agenda on education policy and is widely seen as a potential 2024 presidential contender — expanded his reach into nonpartisan school board elections this year, 30 candidates in 18 districts. The majority won their races or have moved to a November runoff. Several of the governor’s candidates were also backed by the conservative organization Moms for Liberty, a parents’ rights group, and the , which has spent over $2 million on school board races in several states.

Daniel Domenech (AASA)

The charged atmosphere nationally is producing leadership candidates who aren’t seasoned or politically astute enough to withstand the pressure, said Daniel Domenech, executive director of AASA, the School Superintendents Association.

“There’s no time to learn,” he said. “You’re going into battle now.”

That’s why Alachua is holding off on looking for a new superintendent, said Certain, the board member.

“We’re not going to get anybody who is worth anything at this point because of the turnover,” she said.