Superintendent, Covington Independent Public Schools

About Covington

Covington Independent Public Schools (CIPS), one of Kentucky's largest independent school districts, serves approximately 3,500 PreK‑12 students across an early childhood education center, five elementary schools, one middle school, a comprehensive high school with vocational and alternative pathways, and an adult high school program. As home to Kentucky's oldest public high school, CIPS carries a proud 200‑year legacy of serving its community with excellence.

Today, it serves a richly diverse student body—approximately one‑third White, one‑third Hispanic, and one‑third Black—and is united by a deep belief in the brilliance of every child.

Reporting to the five‑member elected Board, the next Superintendent will lead Covington Independent Public Schools at a pivotal moment in its 200‑year history. The next Superintendent will be called to lead with courage, humility, and vision—building on Covington’s strong foundation while boldly advancing a future where all students can dream, achieve, and succeed. This leader will honor the district’s pride, legacy, and diversity while working closely with staff, students, families, city leaders, and community partners to craft a clear vision for the future.

The ideal candidate will join the district at a critical inflection point, where stakeholders are hungry for change and recognize that current approaches must evolve to deliver the results Covington students deserve.

This person will bring the PreK‑12 educational leadership experience and cultural competence to address key challenges in academic performance and student success. They will build trust, deepen community confidence, and cultivate partnerships that expand access, elevate the district’s reputation, and position Covington Independent Public Schools as the first‑choice option for all families in our community.

• Build the roadmap to implement the community’s vision and design strategies that drive significant improvement in student achievement for all students
  • Above all, lead with students at the center—ensuring every decision is anchored in the belief that Covington children can thrive when given the opportunity, time, and support.
  • Using the Comprehensive District Improvement Plan as foundation, establish a vision for dramatically improving academic and instructional excellence, centering on what matters most to students and families.
  • Ensure alignment of the academic program across elementary, middle and high school to ensure a cohesive PreK‑12 experience for all students.
  • Champion and advocate for all students and strengthen support for multilingual and multicultural students and students with disabilities.
  • Bring to bear innovative instructional models and structures based on research and best practices to better prepare students for college and career pathways, including early college models, dual enrollment opportunities, and new apprenticeship and certification options.
  • Institute district‑wide systems for MTSS and Tier I instruction, so that all students have access to grade‑level content and especially for multilingual learners.
• Develop a culture of accountability, transparency, excellence and continuous improvement
  • Understand the district’s history, successes, and trends in order to improve the district’s academic and social‑emotional support model and service delivery to students and address achievement and opportunity gaps.
  • Implement transparent accountability systems that are clear, fair, and consistently applied across all levels—from teachers to central office.
  • Create feedback loops that turn data into action—ensuring that assessment data, staff and student input, and performance metrics drive continuous improvement in academics and operations.
  • Build systems and structures that enable teacher and principal autonomy while ensuring district coherence and empowering site‑based decision‑making where possible.
  • Cultivate a high‑performance culture across the leadership team and district by positioning the Central Office as a responsive, service‑oriented partner to schools—ensuring structures and roles are aligned to support…