Interim superintendents outline needs for Humphreys, Yazoo City and Knoxville districts; common themes include attendance, teacher turnover and instructional C
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Summary
Three interim superintendents presented district needs assessments to the State Board, citing chronic absenteeism (esp. high school), teacher turnover and resource constraints; each gave plans for instructional improvements and monitoring.
Three interim superintendents briefed the State Board of Education on Oct. 16 about needs assessments and corrective actions in their districts: Humphreys County, Yazoo City Municipal and Knoxville County.
Humphreys County interim superintendent Stanley Ellis said the district (1,085 students as of the prior day) is pursuing daily central-office presence in schools, expanded classroom walkthroughs, adoption of an explicit-direct-instruction model and incentives to boost attendance. Ellis said Humphreys’s graduation rate was about 74% and that district leadership aims for a B or higher district accountability rating; he described plans to reduce teacher turnover, increase graduation rates and improve attendance and engagement.
Dr. Earl Watkins, representing Yazoo City Municipal School District (reported enrollment 1,701), described financial recovery since 2022 — a $4 million increase in fund balance achieved through use of available one-time funds and facility consolidations, including closure of Webster Elementary and additions to McCoy Elementary. Watkins reported declines in proficiency and growth in 2024–25 and identified root causes including loss of ESSER-funded instructional leadership positions, teacher turnover and licensure gaps. He said Yazoo City’s high school had a 20‑point graduation-rate drop that translated to a 40‑point accountability-model impact and that the district is strengthening tiered instruction, MECCA PGS observations and partnerships (Project AWARE, Marion Counseling, UMMC).
Knoxville County interim superintendent Washington Coe said his district (about 1,380 students) has invested in facilities and staffing changes after a period of acute financial distress (a negative balance at takeover). Coe said the district expanded dual-enrollment and AP offerings, rebuilt facilities (HVAC, roofing, middle-school renovations), raised pay scales, and increased fiscal reserves (district maintenance fund reported around $6.99 million as of Feb. 2025). Coe said chronic absenteeism, math proficiency and middle-school growth were particular pain points; the district is using MTSS reviews, PBIS, weekly attendance monitoring and partnerships with local colleges to recruit and develop teachers.
Board members asked each presenter about chronic absenteeism interventions, use of parent liaisons and the mechanics of correcting data (attendance and graduation paperwork). Presenters described parent-liaison outreach, coordination with the MDE compulsory-attendance officer and youth court when needed, and the use of early-warning systems to target interventions. Several presenters noted that data accuracy and timely paperwork are factors in measured graduation rates and accountability outcomes.
The board thanked the interim superintendents and noted the difficulty of turnaround work; the presentations were described as an opportunity for the board to see district progress and ongoing challenges.
