Director of School Leadership and Community Services - 2026-2027

Director of School Leadership and Community Services - 2026-2027 Tempe School District No. 3, Sanchez- Student Success, Tempe, Arizona. Open in Google Maps. Job Details Job ID: 5768012 Application Deadline: Jun 14, 2026 11:59 PM (Mountain Standard Time) Re-Posted: Jun 09, 2026 6:00 AM (UTC) Starting Date: Immediately Job Description TITLE: Director of School Leadership and Community Services About You: You excel at making connections with people, motivating and inspiring them, building buy-in and engagement, and persuading people to take action to achieve results. You have a strong sense of urgency and you thoughtfully weigh multiple options before making decisions. You enjoy being a key part of a strong, positive and closely-knit team that you can lean on for support, collaboration and share in each other's success. You also have a great sense of fun. You have the ability to learn quickly and thoroughly while continually recognizing and adapting to changing conditions. You are thoughtful, disciplined and detail-oriented. When given a task you ensure that it is completed in accordance with quality standards. About Us: Established in 1874, we have grown to 21 schools, serving over 10,000 students with over 50+ languages spoken by our students. Our organization is centered around our values and beliefs that our students are confident self-advocates with interpersonal and critical thinking skills who productively and innovatively make a positive impact in their current and future communities. We are proud of the family-like culture that permeates our system. Our system boasts award winning faculty and principals, high achieving students, signature programs and unparalleled parental and community support. We take our mission and vision seriously and we are committed to inspiring excellence in every child and every adult so that our students are prepared to embrace the opportunities of tomorrow. At Tempe Elementary, you have an opportunity to change the world and life trajectory of over 10,000 students. About the Role: The Director of School Leadership and Community Services is accountable for the leadership health of Tempe Elementary schools. Working under the direction of the Chief Leadership and Learning Officer (CLO), this role directly supervises and develops 11 principals, builds the school-level systems and structures that enable consistent execution of the Superintendent’s vision, and ensures that families and the community are meaningfully connected to the work of every school. Where the Director of Academic and Instructional Programs owns the what of learning, this role owns the who and how – ensuring the right people are developed, the right structures are in place, and the right relationships are built to deliver results for every student. This role commits a minimum of 80% of the workday to schools – coaching principals, conducting walkthroughs, supporting school leadership teams, and maintaining the close, ongoing presence that makes effective principal development possible. This is a rare opportunity for an individual to step in and be a part of transforming an organization’s outcomes and student learning environments. Essential Functions (Essential functions, as defined under the Americans with Disabilities Act, may include any of the following tasks, knowledge, skills, and other characteristics. This list is ILLUSTRATIVE ONLY, and is not a comprehensive listing of all duties and responsibilities performed by the incumbents of this class.) Core Responsibilities & Deliverables The Director of School Leadership and Community Services is held accountable for three outcomes. Each outcome is a direct contribution to the CLO’s districtwide accountabilities. This role owns the school leadership and community lane of each outcome — ensuring that principals are developed, school structures are strong, and community relationships are built and maintained in service of the Superintendent’s vision and measurable student results. Outcome 1: Execution of the Superintendent’s Instructional Vision — School Leadership and Community Lane Ensure all 11 directly supervised principals can clearly articulate the Superintendent’s instructional vision and demonstrate measurable alignment between that vision and the daily operations, culture, and priorities of their school. Establish and maintain school-level structures – including leadership team routines, data review cycles, and communication systems – that create the conditions for consistent vision execution in every building. Serve as the CLO’s liaison to families and community partners, ensuring that community engagement efforts are strategically aligned to district priorities and contribute to a stronger support structure for student success. Identify schools where leadership systems are misaligned with the Superintendent’s vision and develop specific, time‑bound corrective action plans in collaboration with the CLO. Report on the quality and consistency of school-level leadership and community engagement to the CLO on a defined cadence – with specific observations, data indicators, and recommended next steps. Outcome 2: Principal Development — School Leadership and Community Lane Directly supervise, coach, and evaluate 11 principals as assigned by the CLO – conducting rigorous, growth‑oriented evaluations with documented evidence, honest feedback, and clear expectations for continued development. Establish an individualized development plan for each supervised principal that identifies specific growth targets, support structures, and measurable milestones tied to the Superintendent’s instructional priorities. Conduct regular school visits with documented coaching conversations that track principal growth over time and inform evaluation ratings with observable, specific evidence. Build a professional learning community among supervised principals that creates structured opportunities for peer learning, shared problem‑solving, and collective accountability for school improvement. Identify principals who are not meeting performance expectations and develop targeted intervention plans in collaboration with the CLO – with clear timelines, support structures, and defined decision points. Actively identify and develop emerging leaders within TD3 schools, creating a pipeline of future principals who are ready to lead before a vacancy occurs. Outcome 3: Student Achievement — School Leadership and Community Lane Monitor student achievement data across all 11 supervised schools on a defined cadence – using multiple data sources to diagnose trends, identify schools needing intervention, and elevate findings to the CLO with recommended action. Hold each supervised principal accountable for student achievement outcomes in their school – ensuring that achievement data is regularly reviewed, goals are clearly set, and progress is tracked and acted upon. Ensure that discipline systems across all 11 supervised schools are equitable, consistently applied, and contribute to student learning and achievement – collaborating with the Director of Student and Community Engagement on districtwide discipline consistency. Build and sustain family and community engagement structures that translate into measurable support for student success – including attendance, participation in learning, and access to wraparound services. Identify and address recurring patterns of disproportionality in discipline, achievement, or opportunity across schools – developing and implementing targeted strategies with measurable outcomes. Provide the CLO with a clear, evidence‑based account of student achievement progress across supervised schools each semester – including what is working, what is not, and what actions are being taken in response. Who We’re Looking For: Minimum Qualifications State of Arizona administrative certification. Applicants must have on file in the Human Resources Department a copy of the appropriate valid certificate or evidence of eligibility to be appropriately certified by the Arizona Department of Education. A demonstrated history of building a strong, cohesive team that excels in customer service and support. A strong commitment to service and personal accountability. A minimum of ten (10) years of administrative and/or management experience. A minimum of three (3) years of teaching experience. Ability to successfully implement organizational change. The ability to make big ideas and complex concepts simple, easy to understand and compelling. Experience as an elementary and/or middle school principal. Excellent organizational, written, communication and problem‑solving/creative thinking skills. Performs other duties/tasks as assigned by the CLO. DEPARTMENT: Student Success Enterprise SALARY: Commensurate with experience (aligned to district administrative salary schedule) WORK YEAR: 12 months REPORTS TO: Chief Leadership and Learning Officer (CLO) EVALUATION: Administrative Evaluation SUPERVISES: 11 Principals (as assigned by the CLO) Position Type: Full-Time Salary: $99,000 Per Year Job Requirements Citizenship, residency or work visa required Contact Information Human Resources 3205 S Rural Road Tempe, Arizona 85282 Phone: View phone number on click.appcast.io Email: View email address on click.appcast.io #J-18808-Ljbffr Young World Physical Education