1. The most important individual in setting district policy is the district Superintendent, and Burbio's Superintendent Turnover Tracker measures changes in that role nationwide. Tracking includes:
- Identification of upcoming district leadership change immediately upon the resignation or termination of the previous Superintendent
- Interim leadership (if applicable), and new Superintendent start dates
- Tracking where new leaders came from and where outgoing Superintendents are heading
Superintendent turnover often begins mid-year through announced resignations or planned departures. Districts typically target summer start dates while conducting searches, creating a surge of new leaders during that period. Currently, 570 districts are targeting a new superintendent hire between June 30 and August 15; 40% have already been identified. Below is the geographic breakdown of new Superintendents starting this summer:
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2. Burbio’s Signals Tracker analyzes district school board discussions and delivers clients highly specific insights on district intent. This week we look at signals from districts adopting new math curriculum in the last 60 days. Below are top reasons districts cite in adopting new curriculum:
- Addressing Declining Performance and Achievement Gaps: Schools seek new programs to boost math outcomes and close opportunity and achievement gaps, particularly among diverse learners and minority subgroups.
- Alignment with New State Standards and Mandates: Districts must address the need to align with state assessments or new graduation requirements.
- Outdated Materials, Discontinuation, and Adoption Cycles: Schools can be forced into an adoption because their current curriculum is being discontinued, and many districts are legally required to review and adopt new curricula on a set state-mandated timeline.
- Pedagogical Shifts Toward Conceptual Understanding: Districts often shift away from rote memorization toward curricula that emphasize mathematical thinking, number sense, and reasoning, prioritizing engagement and requiring students to justify their thinking.
- Enhancing MTSS and Targeted Interventions: Districts adopting new curricula to better align with MTSS frameworks so they can provide expanded Tier 2 and Tier 3 interventions such as high-dosage tutoring and skill-based intervention classes.
3. Last week we summarized recent trends in adopting ELA Curriculum. To continue with that investigation, below are the biggest challenges districts report around new curriculum adoptions:
- Implementation and Fidelity: Districts frequently struggle with the learning curve and instructional shifts required when adopting new programs, often finding the initial implementation overwhelming for teachers.
- Teacher Training and Capacity: Districts face gaps in specialized literacy expertise, requiring targeted professional development to effectively implement new standards.
- Curriculum Content and Pushback: Districts occasionally face pushback from board members, parents, and teachers regarding new curricula. Examples include:
- Removal of Literature: Concerns over the elimination of full-length novels and traditional literature in favor of new programmatic structures.
- Rigor and Depth: Stakeholders question whether programs adequately develop "deep analytical thinking and writing" and whether there is the right balance between standardized test preparation and more engaging learning.
- Addressing Literacy Gaps and Differentiation: Districts report low ELA proficiency, especially in third grade, requiring differentiated instruction to address gaps in decoding and fluency.
- Standards Alignment and Compliance: Some districts struggle with outdated materials that are misaligned with new state standards.
4. Last week we highlighted using Burbio's data to “show them you know them." Burbio’s District Research and Territory Planning Agent generates sector-specific summaries of a district’s initiatives, priorities, and vendors from Burbio's foundational datasets. The following is an excerpt from a summary for Wake County Public Schools, NC, for the facilities category:
Budget and Funding
- A March 2026 update to the 2027-2033 Capital Improvement Plan projects $180 million in spending for Partial Renovation Improvement Projects and temporary/mobile classrooms.
- In that same update, the district plans to spend $380 million on life-cycle building components. Capital improvements during this time are expected to top $2.9 billion.
- One-third of the projected 7-year expenditures on building security ($18.4 million of a total $54.8 million) is expected to be spent in FY2027.
Recent Programs and Initiatives
- Current RFPs show an emphasis on future building projects, in particular proposals for HVAC systems, plus replacement tennis courts and tracks at five schools.
- The December 2025 facilities committee meeting minutes show plans for using a newly constructed space as a “swing space” as new buildings move into the design and construction phases.
- The Facilities Committee announced a plan to expand the food waste recovery system to 10 additional elementary and middle schools, requiring more food carts and refrigeration.
Example Vendors
- The district contracted with TA Loving for preconstruction services of $131.5 million.
- The Morrisville High School build, overseen by Evoke Studio, occurs from 2027-2029.
- Dewberry Engineering performs asset management for the district; accounts from March, 2025, list multiple contracts with the firm.
Click here for the complete Wake County Public Schools, NC - Facility Category Report from Burbio's District Research Agent. Note the DRA generates reports from all K-12 categories, such as mental health, security, transportation, staffing, and more.