This post is part of a week-long series about educator and leader pipelines. Read the rest of the series here.
We’ve talked a lot this week about the teacher pipeline. My colleagues have dug into issues like innate inequities in teacher hiring and the retention of high-performing teachers. There’s absolutely work to be done to ensure districts recruit, train, and retain high-quality educators, and we’re able to ground these efforts in demographic data, with insight into teacher and principal demographics from the Department of Education’s National Center on Education Statistics’ Schools and Staffing Survey. As we make efforts to diversify and expand our teacher pipeline, it’s valuable to know what our current teacher workforce looks like, especially on a state-by-state level.
What we don’t have though, is reliable, state-level data on school superintendent demographics. While we look to improve teacher pipelines, we should not ignore leadership pipelines. And if we don’t know what our existing superintendent pool looks like, it can be challenging to determine how or even if that network could be expanded.
The American Association of School Administrators prints an annual Salary and Benefits Study, which includes survey data capturing school leader demographics. Unfortunately, the survey’s 15 percent response rate prevents it from being truly representative. While we can make broad estimates about the country’s 13,674 districts and their respective leaders based on national figures, there is not, to my knowledge, a publicly available data set of state-level superintendent demographics across race and gender. Anyone know of such a set? I’d love to talk: email@example.com.
These roles are powerful, and representation matters. If we can’t analyze broad trends in school leadership at the state level, we miss opportunities to highlight states with diverse administrators, as well as those which may benefit from targeted outreach and recommendations. The same questions we ask about educator diversity — like “is our teacher workforce representative of our student population?” — can be applied to superintendents. We could further answer equity questions around wage gaps, mentoring, and access to leadership opportunities. And finally, as several of the nation’s largest school districts scramble to appoint new superintendents from a finite applicant pool, this field landscaping work becomes especially valuable.
We can and should work to improve our teacher pipeline. But we should also strive to know more about our school leaders. Knowing where we stand is the baseline first step, and it shouldn’t be this challenging to get there.