Sunday, April 02, 2000
Covington schools head praised for initiatives
District's struggles put focus on leader
BY ANDREA TORTORA
The Cincinnati Enquirer
COVINGTON — In three years at the helm, Covington Schools Superintendent James Kemp started initiatives to boost student academic performance and welfare, improve buildings and involve parents.
Yet as the district undergoes a scholastic audit and scrutiny from state Education Department officials and the public, Mr. Kemp's leadership is being questioned by some school board members.
Mr. Kemp's performance evaluations, obtained by The Enquirer, show that the board of education thinks highly of its superintendent. Mr. Kemp received two very positive reviews in 1997 and 1998. He is still waiting to receive his 1999 review. Some board members say they want to see stronger leadership and follow-through from Mr. Kemp. Others offer reminders that the problems plaguing the urban district are not one person's to bear — and that they have existed for decades.
Board member Jim Vogt said while board members must take some leadership responsibility, the majority falls to the superintendent.
“What I'm hoping at this point is that Mr. Kemp can exert the leadership we need to turn what could be a real negative experience into a positive one,” Mr. Vogt said. “We're not judged on what we're going to do, but on what actually happens.”
Mr. Kemp, 54, points out to critics the dozens of new programs, strategies and studies he has implemented, such as an alternative school for problem students. He mentions others in the works, including an overhaul of Holmes Junior High.
Mr. Kemp started the Covington job in January 1997 with an $85,000 salary.
State law requires school boards to conduct annual reviews of their superintendents.
Mr. Kemp received a 4.2 out of 5 in 1997 and a 4.5 out of 5 in 1998. His salary was raised to $95,000. The board approved an extension of Mr. Kemp's contract in December 1999, keeping him here through June 30, 2001.
Diana Taliaferro, former board chairwoman, said Mr. Kemp was the best choice for running the 4,800-student district.
“His record spoke for him,” Mrs. Taliaferro said.
Mr. Kemp came to Covington from the superintendent's job at Stuttgart, Ark., Public Schools. He has a doctorate in philosophy, a master of arts and a bachelor of science, all from Florida State University.
Susan Hodge, another former board member, said she was impressed by Mr. Kemp's innovative nature. “He was very willing to attack our district and get to work. He still strikes me as a man who is very positive and very upbeat.”
The job evaluations praise Mr. Kemp for his listening skills and ability to make strong decisions. His competence in budget control and facilities management is cited as one of his greatest strengths.
The superintendent received positive marks for being visible in the community and the progress students made on the state's assessment exam.
Board members rated Mr. Kemp highly for keeping them informed of daily school happenings. And they cited Mr. Kemp as instilling expectations of success among staff and students.
Weak areas mentioned in the reviews include personnel leadership, handling crisis situations and communicating with the public and parents. Board members expressed a desire to see more training for site-based council members in an effort to retain parents on those committees for a longer period of time.
In the 1997 evaluation, the board gave Mr. Kemp a 3.5 in “leadership for student welfare” or disciplinary matters. In 1998, Mr. Kemp's score jumped to 4.6. He was praised for starting the Covington Academy of Renewal Education, an alternative school; and two new student achievement programs, as well as clarifying the district's disciplinary code.
The superintendent's weakest spot in 1998 was “school/community relations.” Mr. Kemp received a 3.6 in this category.
Board members expressed concern with the way Mr. Kemp handled the closing of the Fourth Street School and the temporary closing of Latonia Elementary School because of asbestos.
“There is concern that communications suffer during periods of crisis or great stress, when they need to be most effective,” the evaluation reads. It calls for better management strategies to deal with future incidents.
Hensley Jemmott, board chairman, said he did not know when Mr. Kemp's 1999 review would be complete.
Board member Joe Meyer said there are a lot of things that need to be done differently.
“Ultimately the responsibility for the overall performance of the district, both scholastically and from the business perspective, rests with the superintendent,” Mr. Meyer said. “The performance of the district leaves an awful lot to be desired.”
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