萝莉网

The superintendency is perhaps one of the most challenging and dynamic roles in education. In recent years, our colleagues have faced numerous challenges that have disrupted operations and the stability of district leadership nationally.

Research from at the University of Texas at Austin is jarring: 44.4 percent of school districts nationally have seen a superintendent departure since 2019-20. Even more concerning, 13.8 percent of districts experienced two superintendent departures, and three percent had three or more departures.

The data paints a clear and concerning landscape: rising superintendent turnover...emphasizing the need for diverse and visionary leadership.

Within my educational service agency in upstate New York, 14 of 22 districts, or 63.6 percent, lost a superintendent since 2019-20. Forty-one percent of districts saw the exit of two or more superintendents and 18 percent had three or more leave.

Moreover, by the ILO Group shows that in just the past year, 114 of the largest 500 largest districts, or 23 percent, replaced their superintendent. This figure is 20 percent higher than the previous year and surpasses AASA鈥檚 pre-pandemic historical averages of 14-16 percent.

Within my tri-county region, the past year鈥檚 turnover rate was even higher, with 27.3 percent of superintendents changing. Moreover, 27.3 percent of our districts are led by interims 鈥� above the national average of nearly 22 percent.

The data paints a clear and concerning landscape: rising superintendent turnover, increasing interim appointments, and fewer applicants. As the 2023-24 萝莉网President, I highlighted superintendent turnover as a top crisis, emphasizing the need for diverse and visionary leadership.

Strengthening the Leadership Pipeline

With the adoption of AASA鈥檚 Public Education Promise, this is an opportunity to promote this framework for success. The Promise鈥檚 principle to 鈥� attract, hire, retain, and reward the best people鈥� can have an impact far beyond the classroom. The scarcity of people seeking teacher jobs creates a pipeline deficit in principal and superintendent roles.

It is critical that we work with school boards, associations, and other stakeholders to prepare the next generation of district leaders. I challenge every 萝莉网member to find and nurture future administrators within their systems and regions. Invite them to participate in leadership development, such as the and leadership preparation programs sponsored by AASA.

The collective power of 10,000+ 萝莉网members supporting aspiring leaders 鈥� especially those underrepresented in our roles 鈥� can have a cascading effect. I am proof of what happens when an organization intentionally taps future leaders. More than 25 years ago, I was one of three individuals asked to join a leadership group, which ultimately produced two superintendents and a deputy superintendent within our organization.

Look for those who have the potential and meet with them to express your belief and confidence. Districts and ESAs should create structured mentor programs or partner with 萝莉网or other associations for leadership development. AASA has numerous cohorts and academies. I am proud to co-lead the Aspiring Superintendents Academy庐 for Latino and Latina Leaders and to support the National National Superintendent Certification Program庐.

Cultivating a diverse pipeline isn鈥檛 about preferential treatment; it鈥檚 about building stronger, more representative systems that serve all our students.

In a November 2024 , the Harvard Graduate School of Education called the superintendent鈥檚 role 鈥渃hallenging and evolving鈥� and that educators often 鈥渟tep into this leadership position not fully prepared for what鈥檚 ahead.鈥�  As a superintendent search consultant for local boards, I have witnessed instances where candidates are talented and interested but lack a full understanding of the role they are seeking.

To attract and retain more superintendents, we need to be honest about the role. Aspiring leaders must understand the complexities of the position 鈥� including the public facing and political elements that can be difficult for newer leaders to navigate.

Building a Diverse and Sustainable Future

We must also broaden the candidate pool as district leadership remains strikingly homogenous. In February 2024, The Superintendent Lab found that one out of every five superintendents was named . Within my region, this trend is even higher: 36.4 percent of superintendents have one of these male names.

While the ILO Group found that one-third of the top 500 superintendent positions are now held by women (a 2.8 percent increase from July 2024), parity between men and women won鈥檛 be reached until 2054, based on . Cultivating a diverse pipeline 鈥� including women and people of color 鈥� isn鈥檛 about preferential treatment or filling a quota; it is about building a larger pool and stronger, more representative systems that serve all our students.

The data is clear: the instability in district leadership is a threat to the sustainability of public schools. Our collective responsibility is not just to maintain our districts, but to secure the leadership legacy that will sustain them for years to come. We have the framework in the Public Education Promise and the capacity within 萝莉网to develop the next generation of leaders.

Will you join us?