Tom Boasberg, who has earned a national profile as Denver schools superintendent, is stepping down.
Boasberg announced Tuesday he’s leaving his post at after an unusually long tenure – nearly 10 years at the helm of Denver Public Schools, a 92,600-student urban district nationally known for its innovative approaches to school improvement.
Boasberg will continue to serve for 90 days, as his contract with the district requires. The Denver school board will be tasked with choosing his successor. Boasberg, who is earning $242,125 as superintendent this year, said he does not have another job lined up.
“It’s been an extraordinarily difficult decision because I love this place, I am extraordinarily committed to our work and our mission, and I believe in it with all of my heart and soul,” Boasberg said in an interview Monday, a day before the public announcement. “I am going to miss it terribly, and I also know this is the right time for me and my family.”
Boasberg, 52, and his wife have three children, ages 17, 15, and 14. He said his decision was personal and not driven by the politics of the district. His oldest daughter, Nola, graduated from high school this year – a milestone he said made him stop and think about his commitments to his family, as well as his commitments to the district and to Denver students.
“I think we have lots of momentum and we’re in a strong place,” Boasberg said. Ultimately, he said his choice was born of a “deep desire to spend more family time with my kids before they’re all gone, and a very strong confidence in our board of education, our leaders in the Denver Public Schools, and our ability to have a successful transition.”
He did not offer an opinion on who should succeed him. When he took a six-month sabbatical in 2016 to live abroad with his family, the board appointed longtime district administrator Susana Cordova as acting superintendent. Cordova has since been named deputy superintendent.
The makeup of the seven-member Denver school board has shifted several times during Boasberg’s tenure, but he has always enjoyed the backing of a majority of members – a factor that has been key in advancing his vision. In the most recent election last year, however, two candidates critical of the district’s aggressive improvement strategies and its growing number of charter schools won seats on the board, breaking up what had been unanimous support.
But Boasberg said the latest political shift didn’t play a role in his decision. He called the board “strong” and “committed,” and he said he’s confident its members will continue the district’s momentum when he’s gone. Over the past 10 years, Denver Public Schools has seen its enrollment grow, its test scores improve, and its graduation rate increase.
Boasberg said he’s proudest of the fact that the numbers of black and Latino students graduating high school and going to college has nearly doubled in that time. In 2006, 1,706 black and Latino students graduated high school, according to the district. In 2017, 3,148 did.
However, the graduation rates and test scores of students of color and those from low-income families continue to lag behind the scores of white and affluent students. That has fueled sharp criticism in a district where 76 percent of the population is made up of students of color, and 67 percent of students qualify for free or reduced-price lunch, an indicator of poverty.
Closing those gaps continues to be the district’s biggest challenge, Boasberg said.
“We’ve been absolutely focused on that – and our data says we haven’t done enough, and we need to do more, and we need to do better,” he said. “For my successor, and likely my successor’s successor, that will be the No. 1 challenge.”
Boasberg joined Denver Public Schools in 2007 when he left a job as a senior telecommunications executive at Level 3 Communications in Broomfield to become the district’s chief operating officer under then-superintendent Michael Bennet, a childhood friend of his.
At that time, Bennet was two years into a plan to radically transform the district’s low-performing schools. When Bennet was tapped in January 2009 to fill an empty U.S. Senate seat, the Denver school board quickly decided that Boasberg should replace him as superintendent and continue the reforms underway, which included closing or replacing struggling schools.
Boasberg has refined those strategies and added plenty of his own. He has made Denver Public Schools into a national model whose tactics are revered by some and criticized by others. The latter group includes some local parent organizations and often the Denver teachers union.
The strategies the district has deployed include:
• A policy that lays out strict criteria for when low-performing schools should be closed or replaced. The rollout of this policy was rocky, and the school board recently announced it’s suspending the policy for a year while it conducts a community-wide “listening tour.”
• Creating a common enrollment system that allows families to use a single form to request to attend any district-run or charter school in Denver. The district also shares tax revenue with its independently run charter schools and allows charters to compete for space in district buildings. That has led to many charters sharing campuses with district-run schools, an arrangement that has at times sparked backlash from students and parents.
• Giving schools more freedom from district rules. This has taken several forms, including embracing a state law that allows district-run schools to be designated as “innovation schools” and freed from certain rules and regulations. The district also recently expanded its experiment with “innovation zones,” which are groups of schools with even more financial and organizational freedom. In addition, every district-run school may choose its own curriculum, teacher training programs, and school-based testing regimens.
• Allowing teachers to take on leadership roles. The district’s biggest initiative is its “teacher leadership and collaboration” program, which designates teachers in nearly every district-run school who spend part of their day teaching students and another part observing other teachers, providing feedback, and helping them plan lessons.
“That investment in people is by far the most important factor in our success,” Boasberg said.
Reflecting on his tenure, he said Denver Public Schools “is in a fundamentally different and better place” today than it was when he became chief of Colorado’s largest school district.
Asked about his best day on the job, Boasberg recalled a pair of championship basketball games in which the district’s two biggest high schools, East and South, were competing for the top place in their respective divisions.
The South team’s game was first. Boasberg, who as a young man played semi-pro basketball overseas, was there in the stands. In the waning seconds of the game, South lost in what Boasberg described as “an absolute heartbreaker.” But it was what happened next that still makes him smile when he thinks of it.
“Both the South and the East cheering sections starting chanting, ‘D-P-S,’” Boasberg said. “Not South. Not East. But DPS. And seeing our kids, this extraordinary diversity of both the schools and their sense of pride and joy. … It was an amazing moment.”
This is a developing story and will be updated.
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