Every District Deserves a Strong Superintendent
February 28, 2025
Every District Deserves a Strong Superintendent
Kentucky’s public education system thrives because of visionary leadership. This happens in our classrooms, in our schools, and across our districts. For many years, Kentucky superintendents have led this work and work tirelessly to overcome complex challenges, shape policy, and drive long-term improvements that benefit every student. In this blog, we explore the multifaceted roles of KY superintendents and why competitive compensation and robust support are essential for the future of our schools.
The Expansive Role of Kentucky Superintendents
Kentucky superintendents carry a heavy responsibility. Their role goes far beyond traditional management and with each year and increasing mandates, the role continues to expand. In addition to being the educational leader for their local districts, school superintendents must also:
- Ensure compliance with state and federal mandates that have only increased over the years and include a substantial number of regulations.
- Oversee a large number of employees. Local school districts are often the largest employer in many counties.
- Secure and manage hundreds of thousands of square feet of building space, including construction, routine upkeep, and the usage by the school community.
- Ensure the safety and well-being of every student and employee in their care.
- Steward a significant budget and be prudent with taxpayer dollars.
- Optimize efficiency in major operations including transportation and food services
This is just a sampling of the vast responsibilities of today’s superintendent. To be successful, the role demands an exceptional breadth of expertise. Superintendents must be:
- Educational visionaries who can implement research-based strategies to improve student outcomes
- Financial managers who can navigate complex state funding formulas and maintain fiscal responsibility
- Political liaisons who work effectively with school boards, community stakeholders, and state officials
- Crisis managers who handle everything from weather emergencies to public health challenges
- Human resource executives who attract and retain quality educators in a competitive market
- Facilities managers who oversee maintenance and construction of physical infrastructure
- Public relations professionals who maintain transparent communication with diverse constituencies
Undercompensation in a Demanding Field
In the private sector, executives managing organizations of similar scale and complexity routinely command significantly higher salaries, often complemented by substantial bonuses and stock options that superintendents don't receive. When making a comparison to this group, it is clear that when comparing executive leadership roles across industries, Kentucky superintendents lag behind their counterparts in the private sector.
The compensation package for Kentucky superintendents, while substantial, typically falls well below what private sector executives earn for managing organizations of comparable size and complexity. A CEO of a mid-sized company with similar budget and personnel responsibilities often earns two to three times more than a superintendent, not including equity compensation and performance bonuses.
Furthermore, the stakes in education leadership are arguably higher than in many private sector roles. Superintendents' decisions directly impact community development, social mobility, and the future workforce. Their success or failure affects not just quarterly profits but the life trajectories of thousands of students and the long-term economic health of their communities.
Consider also the demanding nature of the position. Superintendents regularly work 60+ hour weeks, attend numerous evening events, and must be available 24/7 for emergencies. They operate under intense public scrutiny, with their decisions and actions constantly subject to community oversight and media attention. Unlike private sector executives, they must conduct all business in the public eye, adhering to strict transparency requirements and open meetings laws.
The qualifications required for the position further justify the compensation. Kentucky superintendents must possess advanced degrees, specialized certification, and extensive experience in education leadership. Many hold doctoral degrees and have invested significantly in their professional development. Their compensation should reflect this substantial investment in expertise and credentials.
When comparing superintendent salaries to other public sector leadership positions, the compensation appears even more reasonable. University presidents, hospital administrators, and other public agency executives often earn comparable or higher salaries while managing smaller budgets and fewer employees.
Looking at the return on investment, effective superintendents create value that far exceeds their compensation. Through strategic leadership, they can:
- Improve student achievement metrics that enhance property values
- Secure grants and alternative funding sources
- Implement efficiency measures that save taxpayer dollars
- Drive economic development by producing well-prepared graduates
- Build community partnerships that leverage additional resources
Finally, the Kentucky Superintendency operates in four year contracts. Unlike other educational professionals or those in leadership positions, superintendents have no guarantee of tenure or continuing employment status. Much like their private sector counterparts, they are on a specified contract, determined by an elected board of education, every 4 years.
A Future Built on Informed Investment
The success of Kentucky’s public education system hinges on the strength and stability of its leadership. By recognizing the full scope of a superintendent’s role—from strategic vision and daily operations to overcoming budgetary and contractual challenges—we see that the compensation for superintendent salaries are best set when locally elected boards of education, held accountable by elections from their community, work with key stakeholders to hire, evaluate, and extend contracts to superintendents, without state directive or outside influence. When we invest in our superintendents, we invest in the future of every student and impact every community in the Commonwealth.
Kentucky superintendents are more than administrators—they are visionary leaders dedicated to creating thriving, future-ready schools. Through the combined efforts of our superintendents, school leaders, educators, and our committed stakeholders, we will continue pave the way for a brighter educational landscape in Kentucky.
In a recent KASS Live episode, KHSAA Commissioner Julian Tackett addressed the growing complexity surrounding high school athletics in Kentucky. From transfer eligibility under open enrollment to NIL guardrails and mid-season movement, the pressures facing districts are increasingly operational and immediate. Tackett emphasized that the KHSAA’s responsibility is consistent rule application grounded in member-approved policy, while superintendents remain central to maintaining fairness, clarity, and community trust when eligibility questions arise. The conversation also underscored the importance of safety, supervision, and partnership. Whether addressing fan conduct, officiating shortages, or compliance concerns, athletics reflect district leadership and school culture. With clear communication and steady collaboration between districts and the KHSAA, superintendents can protect student opportunity while preserving competitive integrity and public confidence. 👉 Watch the full conversation with Julian Tackett
When education funding debates move into budget season, conversations often revolve around line items, percentages, and projections. For district superintendents, however, the implications are far more tangible. They are measured in teacher salaries, bus replacement schedules, classroom resources, and student services. This session’s budget conversation centers heavily on recurring revenue through the SEEK formula. While multiple targeted investments are under discussion, the clearest message emerging is the importance of the SEEK base and its connection to district stability. Why the SEEK Base Matters The SEEK base is not simply a number in statute. It is the primary recurring funding mechanism that districts rely on for sustainable planning. When the base increases meaningfully, districts gain the ability to invest in instruction, remain competitive in staff compensation, and address long-term workforce challenges. When it remains flat, the pressure shifts locally. Over time, districts have experienced diminished buying power relative to 2008 levels. Inflationary pressures and rising operational costs continue to compound that challenge. Without recurring revenue growth, districts absorb those increases within fixed budgets. The result is not theoretical. It is operational. A Local Example: Rockcastle County Schools A funding impact report shared this week illustrates how these pressures manifest at the district level . On page 1 of the report, Rockcastle County Schools documents a 26 percent decrease in purchasing power compared to 2008. Bus replacement costs increased significantly, with a single bus rising from $97,115 in 2021 to $154,702 in 2026. The district will purchase four buses at a total cost of $618,808. Insurance costs tell a similar story. General and property insurance increased from $168,977 in 2020 to $467,555 in 2025 . Instructional curriculum now totals $1.2 million annually, and even a limited Chromebook replacement cycle at select grade 0 levels requires $300,000 plus additional charger Y . These are not optional expenses. They are core operational realities. Transportation and Instructional Tradeoffs On page 3 of the same report, Rockcastle details the transportation impact specifically . Fully funding SEEK transportation using prior-year spring data would provide $413,906, nearly funding three of the four buses needed for the upcoming year. Over a ten-year period, the district estimates a $7,040,240 deficit resulting from transportation not being fully funded . When transportation funding falls short, districts must redirect general fund dollars to close the gap. That shift carries instructional consequences: delayed salary adjustments, postponed program investments, and limited capacity to address workforce shortages. Superintendents presenting to budget committees emphasized this dynamic clearly. One district reported being funded at roughly 74 percent of actual transportation cost, requiring approximately $900,000 to be covered locally. The instructional opportunity cost of that gap is real. Tier I and Geographic Equity The third recurring revenue lever under discussion is Tier I equalization. An increase from 17.5 percent toward 20 percent has been referenced as a way to strengthen equity across districts with varying property wealth. As described in the Rockcastle report on page 4 , recurring SEEK funding supports: Expanded mental health services Special education and intervention staffing School resource officers Student services such as counseling and food access Cost-of-living salary increases Rising instructional programming costs These needs do not fluctuate annually. They are ongoing, and they require stable funding. The Power of Telling the Story The most effective advocacy this week did not rely on abstract percentages. It relied on district-level numbers and clearly articulated tradeoffs. Transportation funded at 71 to 74 percent. Four buses costing over $600,000. Insurance increases of nearly $300,000 in five years. A decade-long transportation deficit exceeding $7 million. These details shift the conversation from policy theory to district consequence. Legislators consistently respond to local impact framed through data and student outcomes. When superintendents connect SEEK base increases to competitive salaries, to workforce retention along border states, to expanded mental health supports, the budget conversation becomes grounded in operational reality. Recurring Revenue Is the Stability Strategy Targeted investments have value. School safety, induction programs, and principal mentoring initiatives all matter. But recurring revenue remains the foundation. The SEEK base, fully funded transportation using current data, and equitable Tier I adjustments represent structural stability. They allow districts to plan beyond a single fiscal year. They protect classroom resources from operational volatility. They restore balance between state and local funding responsibility. At the center of this discussion is not a formula. It is stewardship. District leaders are tasked with protecting instructional quality, sustaining safe environments, and maintaining public trust. Recurring revenue allows them to do that with foresight rather than reaction. Moving Forward Budget negotiations will continue to evolve. Early signals suggest interest in raising the SEEK base and improving transportation funding. Final outcomes will depend on continued engagement and clear communication from district leaders. The most effective approach remains consistent: Present the numbers. Connect them to instruction. Explain the consequence of inaction. Reinforce the long-term return on investment. As the Rockcastle report concludes, the return on investment is not abstract. It is the future leaders of Kentucky communities . In this budget cycle, the SEEK base is more than a funding mechanism. It is the clearest signal of the Commonwealth’s commitment to sustaining strong, stable, and future-ready public schools.
The Purpose Behind Synergy
In the KASS Live session with John Nash, superintendents were invited into a nuanced discussion about how generative AI is shaping the educational landscape and what it means for district leadership. Nash, Associate Professor of Educational Leadership Studies at the University of Kentucky and founding director of the Laboratory on Design Thinking, offered a grounded framework for understanding AI beyond hype and anxiety. He emphasized that the integration of AI should be deliberate, anchored in clear leadership goals and centered on supporting educators and learners rather than replacing essential human judgment. Throughout the conversation, Nash connected the promise of emerging technologies with enduring leadership principles — trust, reflection, and purpose. Rather than presenting AI as a side project or compliance task, he encouraged superintendents to consider how these tools might support problem-solving, instructional innovation, and operational clarity across their districts. His perspective reminded leaders that the essence of their role remains unchanged even as the tools evolve: guide people toward meaningful outcomes and keep students at the center of every decision. 👉 Watch the full conversation with John Nash
In this KASS Live episode, Beau Barnes — Deputy Executive Secretary of Operations and General Counsel for the Teachers’ Retirement System of Kentucky (TRS) — brought superintendents into a frank conversation about the health and future of the statewide retirement system that supports Kentucky’s educators. Barnes discussed the role of sustained investment, governance integrity, and transparent communication in ensuring that TRS remains a stable and dependable benefit for teachers and administrators alike. His insights underscored that secure and well-governed retirement systems are essential to recruiting and retaining high-quality staff across districts. Barnes also highlighted how reforms and strategic planning within TRS intersect with broader district priorities, from workforce stability to long-range financial forecasting. His discussion aimed to demystify complex pension topics and frame them in terms that district leaders can incorporate into their planning conversations. Rather than an abstract financial challenge, TRS became a lens through which superintendents could examine how retirement policy and operational decisions affect district morale, long-term hiring strategies, and community confidence in public education as a career pathway. 👉 Watch the full conversation with Beau Barnes: https://www.youtube.com/watch?v=0VgqkixoaAU&list=PL-5C6cZuwEFLtZQLLGV_A3n__fBWYWk6V&index=2
Representative Scott Lewis brought his perspective as both a former superintendent and current legislator to KASS Live, offering a forward-looking conversation on policy priorities shaping Kentucky’s public schools. Lewis discussed the importance of bipartisan efforts to refine the state’s accountability systems, strengthen the educator workforce, and reduce unnecessary regulatory burdens that can pull districts away from core instructional work. His insights blended legislative context with operational realities that superintendents face, bridging the gap between policy debate in Frankfort and decision-making in district offices. Throughout the session, Lewis emphasized that targeted investments — including support for classroom resources, workforce development, and pension stability — are essential to sustaining momentum in student achievement and operational excellence. He encouraged leaders to engage thoughtfully with lawmakers and framed collaboration as a strategic tool for advancing initiatives that align with district priorities. His conversation reinforced that legislative outcomes matter not just for compliance, but for their cumulative impact on student opportunities, district capacity, and community trust in public education. 👉 Watch the full conversation with Representative Scott Lewis: https://www.youtube.com/watch?v=WLcbk4AnClI
