Leon County Schools Chief Financial Officer Kathy Sanders told board members the district likely will have to seek a loan next year because of its financial outlook. Monthly payroll expenses total approximately $22 million.

The Tax Anticipation Note will be provided by Capital City Bank at a 3.95% interest rate and will become available Oct. 15. The district expects to repay the borrowing after property tax revenues begin arriving in December.

The loan comes as district reserves have declined and officials acknowledge additional spending reductions will be necessary.

School Board member Alva Smith, who supported the loan, offered one of the most direct assessments of the district’s financial condition.

“The reason we’re here is because we are spending more than we’re making,” Smith said.

Smith said Leon County Schools has never before needed such borrowing and called for spending reductions that would prevent the district from making the loan an annual practice.

The district’s 2026-27 budget totals $629.4 million, nearly $18 million below the previous year’s spending plan, according to the Democrat. More than $5 million in reductions were made over the past year.

Superintendent Rocky Hanna acknowledged that additional reductions will be required and described the district as being in its worst financial position in a decade.

“Do we have a funding issue? Yes, we absolutely do,” Hanna told board members. “Do we need to continue to make cuts? Yes, we absolutely do.”

The discussion also renewed a debate over declining enrollment and whether Leon County should consider consolidating under-enrolled schools.

Smith has previously advocated consolidation as a way to reduce operating costs and redirect money toward teacher salaries. She told the board that without controlling expenditures — potentially including consolidation — the district could continue borrowing to make payroll.

Board member Darryl Jones opposed that approach, arguing that closing or consolidating schools that have improved academically would amount to a temporary solution to a long-term financial problem.

Board Chairman Marcus Nicolas called for development of a multi-year financial strategy rather than treating the loan as an isolated event.

The debate represents a significant change from the district’s previous explanation of the borrowing.

Hanna had characterized the loan largely as a timing issue: Schools incur substantial expenses beginning in August while significant property tax revenue does not arrive until later in the year. In previous years, however, the district was able to bridge that gap by temporarily using available money from other district funds.

Those resources are no longer sufficient to comfortably cover the gap.

The board’s latest discussion indicates officials now expect the financial pressure to extend beyond this year’s seasonal cash shortage.

Any portion of the $30 million that is not needed for payroll is expected to be reinvested to offset future district expenses.

Hanna said the administration plans to bring forward proposals addressing the district’s finances at a December business meeting, ahead of the School Board’s January 2027 retreat.

“We will do our best to bring forward a plan to right the ship,” Hanna said, “to address our financial situation and to bring solutions.”

Leon County Schools is preparing to borrow $30 million to meet payroll and operating expenses, a move that highlights the district’s deteriorating financial reserves and raises questions about whether additional spending reductions, including administrative staffing cuts and school consolidations, will be necessary.

The proposed loan comes as other Florida school districts facing similar financial pressures are taking steps to close or consolidate underutilized schools. Meanwhile, Leon County School Board members remain divided over whether the district employs too many administrators.

In an October 8 opinion column published by the Tallahassee Democrat, Superintendent Rocky Hanna explained that the proposed borrowing is necessary because the district no longer has sufficient reserves to cover expenses before property tax revenues arrive in December.

The district proposes borrowing $30 million from Capital City Bank at an annual interest rate of 3.95%, with repayment due January 31, 2027. The loan could be repaid early without penalty.

Hanna explained that the district previously managed the seasonal revenue shortfall by temporarily transferring money between district funds.

This year, however, the district’s financial cushion is insufficient to comfortably continue that practice.

Hanna noted that 15 other Florida school districts have used similar tax anticipation notes to address seasonal cash-flow problems.

The superintendent also cited inadequate state funding, noting that the base student allocation under the Florida Education Finance Program increased by only $173 per student over four years, while operating expenses increased substantially faster.

Hanna said the district reduced spending by more than $6 million last year and faces additional reductions.

Declining Enrollment and School Closures

While short-term borrowing is not unusual among Florida school districts, the need for a loan comes amid longer-term financial challenges associated with declining enrollment.

For example, Broward County Public Schools, which has regularly issued tax anticipation notes, is considering closing or consolidating 10 schools.

Broward officials report losing more than 48,000 students over the past decade, resulting in approximately 60,000 empty classroom seats and a substantial reduction in funding. District leaders say maintaining underutilized campuses is financially unsustainable.

Duval County Public Schools has also established procedures for school closures and consolidations as districts confront changing enrollment patterns.

Leon County has experienced similar enrollment pressures but has not announced a comparable districtwide school consolidation plan.

Administrative Bloat Debate

The proposed loan also comes amid an ongoing debate over administrative staffing.

A January 2026 Tallahassee Reports analysis of Florida Department of Education data found that Leon County Schools added 47 school administrative positions between 2018-19 and 2024-25, a 28% increase.

During the same period, enrollment declined approximately 8%, while the number of teachers decreased.

Spending on school administration increased from $20.4 million to $25.1 million.

A subsequent Tallahassee Reports analysis found that Leon County employed more administrators and non-instructional personnel relative to enrollment than the statewide average and several comparable districts.

The analysis estimated that matching the statewide non-instructional staffing ratio would eliminate approximately 130 positions.

The issue surfaced during September budget deliberations when School Board member Alva Smith voted against the district’s budget, arguing that additional administrative reductions were necessary.

Board member Rosanne Wood defended administrative positions, emphasizing their importance in supporting teachers, students and families.

Hanna has acknowledged concerns about administrative staffing and indicated that the district is reviewing those decisions.

Financial Decisions Ahead

The district’s financial challenges were evident when the School Board approved its tentative $615 million budget in July.

At that meeting, Hanna said emergency reserves were at their lowest level during his 11 years as superintendent.

The proposed $30 million loan addresses an immediate cash-flow problem, not the underlying structural challenges associated with enrollment declines, staffing costs and rising operating expenses.

For School Board members, the larger question is whether additional administrative reductions and possible school consolidations will be necessary to restore financial stability and reduce the likelihood of future borrowing.

Although the loan would provide temporary financial flexibility, the debate over how Leon County Schools allocates its resources is likely to continue.

LCSO reported 60 arrests across the schools it serves in 2025-26, down from 91 the previous year, a decline of approximately 34%. At the same time, deputies recorded 132 civil citations and 761 diversions, compared with 106 civil citations and 276 diversions in 2024-25.

The change was particularly noticeable at Leon County’s five major public high schools. Arrests at Leon, Lincoln, Rickards, Godby and Chiles fell from 65 in 2024-25 to 30 in 2025-26 — a 54% decline.

The latest numbers reverse the trend highlighted by Tallahassee Reports last year, when arrests at the five high schools increased 38%, from 47 in 2023-24 to 65 in 2024-25.

The new data also indicate that the decline in arrests was not simply the result of fewer incidents requiring law-enforcement attention. LCSO recorded 475 criminal complaints in 2025-26, virtually unchanged from 470 the previous year. Instead, the numbers coincide with a substantial increase in the use of diversion programs and civil citations as alternatives to arrest.

Diversions increased from 276 to 761, or approximately 176%, while civil citations increased about 25%, from 106 to 132.

At the high-school level, LCSO reported 30 arrests, 73 civil citations and 154 diversions during 2025-26.

The largest reductions in high-school arrests occurred at Leon and Rickards. Leon High School arrests fell from 36 to eight, a 78% decrease, while Rickards arrests declined from 17 to three, an 82% decrease.

Godby High School moved in the opposite direction, with arrests increasing from five to 11. Lincoln remained unchanged at six arrests, while Chiles increased from one to two.

The numbers suggest a significant change in how student offenses are being handled: criminal complaints remained essentially flat, but substantially fewer incidents resulted in arrests as the Sheriff’s Office increased its use of alternatives to the juvenile justice system.

The publicly posted audit covers the fiscal year ending June 30, 2023. Tallahassee Reports could not locate audits for the fiscal years ending in 2024 or 2025 on the Foundation’s publicly accessible financial information.

The 2023 findings take on added significance following the school district’s announcement that Deputy Superintendent Dr. Michelle Gayle and Foundation Executive Director Margaret Farris have been placed on administrative leave while LCS conducts a review of financial records related to the Foundation.

The district has stressed that placing employees on administrative leave is not a presumption or finding of wrongdoing.

Auditors Identify Two Material Weaknesses

The Foundation’s 2023 independent audit identified two material weaknesses in internal controls over financial reporting.

One involved the segregation of financial responsibilities. According to the audit, one Foundation employee was responsible for collecting payments, entering deposits into the accounting system and making the bank deposits. Another employee reviewed invoices, entered disbursements into the accounting system, and prepared and mailed checks.

Auditors also reported that there was no official review process for journal entries or credit card transactions.

The auditors concluded that the arrangement increased the risk that receipts and disbursements could be manipulated and potentially result in materially misstated financial statements or misappropriation of assets.

The auditors recommended increasing Board review of financial activity, including reviewing bank statements, journal entries and credit card transactions.

The finding does not mean auditors determined that money had been misappropriated. Rather, it identified weaknesses in controls designed to prevent or detect such problems.

Accounting Adjustments Required

The second material weakness involved the Foundation’s accounting records.

According to the audit, significant adjustments were necessary during the audit process to bring the Foundation’s financial statements into conformity with generally accepted accounting principles. The auditors reported that Foundation management had relied on the auditing firm to propose accounting entries that had not previously been recorded.

Because the adjustments resulted in a material change to the financial statements, auditors classified the deficiency as a material weakness.

Despite the two findings, the independent auditors ultimately issued an unmodified, or “clean,” opinion on the Foundation’s corrected financial statements. The auditors concluded that the statements fairly presented the Foundation’s financial position in all material respects.

Foundation Financial Activity Was Growing

The audit also shows an organization experiencing significant financial growth.

On the governmental-fund basis presented in the audit, the Foundation reported $757,930 in revenue for fiscal year 2023, substantially higher than its original budget of $408,734. Public contributions totaled $369,795, compared with a budget of $144,554, while grant revenue reached $241,492, compared with the $143,000 budgeted.

Foundation expenditures totaled $717,118.

The largest expenditure was $322,785 for classroom grants, followed by $242,038 classified as grants, contributions and programs. Together, those categories totaled approximately $565,000, or about 79% of expenditures.

Leon County Schools also provided significant support to the Foundation. The audit reported $137,829 in in-kind contributions from the district, including $100,389 in salaries and $37,440 for office space.

The Foundation is considered a direct-support organization and component unit of Leon County Schools because of its relationship with the district.

More Recent Audits Not Publicly Posted

The absence of more recent publicly available audits leaves an important unanswered question: Were the internal-control weaknesses identified in 2023 subsequently corrected?

That question is particularly relevant because the Foundation’s financial activity continued to increase after the 2023 audit.

Federal nonprofit filings show Foundation revenue subsequently exceeded $1 million annually, including approximately $1.5 million during fiscal year 2024. A significant portion of the increase was associated with grants and government-supported education programs.

Records from the Consortium of Florida Education Foundations also show a $672,759 payment to the Foundation for work associated with Resiliency Through the Community and the New Worlds Reading Initiative.

However, without the subsequent independent audits, the public cannot determine from the Foundation’s currently posted audit records whether auditors found that the 2023 material weaknesses were corrected, continued, or were replaced by other findings.

The timing is notable given the district’s current review.

LCS announced this week that Gayle and Farris were placed on administrative leave while officials review Foundation financial records. Farris became the Foundation’s executive director in 2025 and therefore was not serving in that position during the period covered by the 2023 audit.

The district has not publicly alleged financial misconduct by either official and has said administrative leave should not be interpreted as a finding of wrongdoing.

The Foundation’s 2023 audit consequently does not establish a connection between the earlier internal-control weaknesses and the district’s current review. It does, however, provide the latest publicly available independent assessment of the Foundation’s financial controls — an assessment that identified two material weaknesses.

Whether those weaknesses were subsequently corrected remains unclear from the financial audits currently available to the public.

The statement notes that “Administrative leave should not be interpreted as a presumption or finding of wrongdoing. This action allows the district to conduct a thorough and appropriate review of circumstances and determine whether any official action is warranted.”

Background

Dr. Michelle Gayle is the Deputy Superintendent of Leon County Schools, serving as one of Superintendent Rocky Hanna’s senior administrators. She leads the district’s Office of Professional, Intervention and Community Services.

Gayle’s responsibilities are unusually broad. She oversees or works with School Board administration, prevention and intervention services, admissions, attendance and discipline, mental health and wellness services, purchasing, planning, marketing and events, School Choice, volunteers and mentors, business and community partnerships, the District Advisory Council and the Foundation for Leon County Schools.

Before becoming deputy superintendent, Gayle served as LCS Assistant Superintendent for Professional and Community Services. In that position, she acted as a liaison between the superintendent, School Board and community organizations and oversaw areas including communications, volunteers, school choice and the Foundation.

Margaret Farris is the Executive Director of the Foundation for Leon County Schools, the nonprofit direct-support organization associated with Leon County Schools. LCS lists Farris among its district administrators and places the Foundation under Deputy Superintendent Dr. Michelle Gayle’s Office of Professional, Intervention and Community Services. Farris works from the LCS administrative complex and uses an LCS email address and telephone number.

The available employment information indicates that Farris became executive director in April 2025, succeeding Eric Clark. A professional employment profile gives her tenure as April 2025 to present, and contemporaneous LinkedIn search results contain an announcement welcoming her as the Foundation’s new executive director.

The Foundation for Leon County Schools (FLCS) is a private, nonprofit 501(c)(3) organization that serves as the direct-support organization for Leon County Schools. It was created in 1986 to raise private and community resources for programs benefiting LCS students, teachers and schools.

The ranking places Leon County in the lower third of Florida counties for average teacher pay. The analysis also compares teacher compensation with the average wage of all workers in each county, providing another way to assess how competitive teacher salaries are within the local labor market.

Leon County’s average annual wage for all workers was $64,947 in 2025, ranking 13th statewide. That means the average Leon County teacher earned about 82% of the average wage for all workers in the county.

That produces a significant disparity between the two rankings.

Leon County ranked 44th for teacher pay but 13th for overall worker pay. In other words, while Leon County has relatively high wages compared with many Florida counties, its teachers’ average pay does not keep pace with the county’s broader labor market.

The analysis ranks Leon County 60th among the 67 counties when teacher wages are measured as a percentage of the county’s overall average wage. Only seven counties have a larger gap between teacher pay and the average wage of all workers.

That places Leon County in a notably different position from counties where teaching salaries are more competitive with local wages. In Bradford County, for example, teachers earned 129.6% of the county’s average wage, the highest ratio in Florida. Monroe County ranked second at 123.6%. At the other end of the spectrum, Miami-Dade teachers earned 69.8% of the county’s average wage.

The numbers have implications beyond the headline teacher salary.

For someone considering a teaching career in Leon County, the relevant comparison may not simply be what teachers earn in other school districts. Potential teachers can also compare the $53,226 average teacher wage with the $64,947 average wage available across the county’s broader workforce.

That makes teaching potentially less financially attractive to workers who have the qualifications to pursue other professions.

The same issue can affect retention. Existing teachers who can transfer their skills to other occupations or other Florida school districts may have an incentive to leave if competing opportunities offer higher compensation relative to the local cost of living and labor market.

The data therefore presents a two-part challenge for Leon County Schools. Its average teacher wage is already below the midpoint of Florida counties, ranking 44th, while the gap between teacher pay and other wages in Leon County is even more pronounced, with the county ranking 60th statewide on the teacher-to-overall-wage measure.

The figures do not, by themselves, establish that Leon County is losing teachers because of compensation or quantify the number of teachers who leave for higher-paying jobs. But they do show that teacher pay is comparatively weak both within Florida’s school districts and relative to the broader Leon County labor market.

For school officials seeking to recruit and retain high-quality teachers, that distinction could be important. Raising teacher salaries can make the profession more competitive not only against neighboring school districts, but against the other employment opportunities available to college-educated workers in Leon County.

Regional comparison raises additional concerns

The regional comparison provides another measure of Leon County’s competitiveness.

Among the seven North Florida counties examined, five pay their teachers more on average than Leon County. Jefferson leads the group at $59,241, followed by Santa Rosa at $58,498, Okaloosa at $57,408, Bay at $55,787 and Escambia at $53,556. Leon’s average of $53,226 is higher than only Wakulla at $52,646 and Gadsden at $50,533.

But the more significant difference is how teacher salaries compare with wages for other workers within each county.

In Jefferson County, teachers earned nearly 20% more than the average worker, while teachers in Wakulla earned about 4% more than the countywide average. Bay County teachers were essentially at wage parity with other workers, and Santa Rosa teachers earned nearly 10% more than the county average.

The situation is different in the counties where teacher salaries are closer to or below Leon’s. In Escambia, teachers earned 85.4% of the average wage for all workers, compared with Leon’s 82%. Okaloosa teachers earned 89.9% of the countywide average.

The regional numbers suggest that Leon County faces competition on two fronts. Several nearby counties offer teachers higher average salaries, while others make teaching more competitive relative to the wages available in their local economies.

For Leon County Schools, that means teacher recruitment is taking place in a regional labor market where candidates can find districts offering higher salaries or, in some cases, a stronger relationship between teaching pay and other local employment opportunities.

The data does not establish how many Leon County teachers have left for these counties or whether salary differences are the reason they leave. But it does show that Leon’s teacher compensation is less competitive than that of many nearby counties, adding another challenge for the district as it seeks to attract and retain teachers.

Rusty Edwards, who presented the update, provided the board with a breakdown of out-of-school suspensions and expulsions, distinguishing between total disciplinary actions and unique students involved. The data revealed a complex “expulsion process” that often carries over from one school year to the next.

Board members expressed concern over the “purgatory” or “limbo” students face while awaiting final board action. Edwards clarified that for Zero-Tolerance Offensives or incidents involving weapons or knives, state legislation mandates a minimum one-year expulsion. Also, depending on when an incident occurs, a student could be expelled for the remainder of a current semester plus the following two semesters, totaling three semesters in rare cases.

Edwards also noted that the process is often delayed if parents fail to attend required meetings, though the student remains recommended for expulsion in the interim.

The “Consistency” Argument

Board member Mr. Jones noted a troubling trend, stating that at one of his schools, the number of students being suspended has nearly doubled in just four years. He questioned whether these “burgeoning numbers” indicated a failing school climate or a lack of resources to mitigate behavior.

Edwards argued that the high numbers are actually a sign of improved administrative integrity. He explained that the district has moved away from a “willy-nilly” approach in favor of a “strict adherence to the Matrix,” a standardized set of discipline guidelines. “The actual consistency of application, I think, is a reason as to why some of the numbers seem to be going higher,” Edwards told the board. He predicted that as students realize expectations are being held consistently, the numbers will eventually “come back down”.

Mitigation and Community Engagement

To address the current trends, the district is implementing several strategies. An ad hoc committee recently “tightened” the Discipline Matrix to ensure more efficient and fair application across all schools. Also, the district has partnered with the State Attorney’s Office, the Sheriff’s Department, and the Tallahassee Police Department to deliver presentations to freshmen regarding the dangers of weapons, vaping, and fighting. These presentations are slated to expand to middle schools this year.

In addition, district leaders are holding ongoing “summits” and monthly meetings with Deans and Assistant Principals to review data and share alternatives to suspension
.
Board members emphasized the need to communicate these changes to the public, ensuring the community understands that the high numbers reflect a “fair application” of rules intended to create a safer culture. “When you make certain that you respond to every incident fairly,” Mr. Jones remarked, “it then creates a culture of safety”.

A “Technology Center” in Crisis

The current TIS building, located at the corner of Appleyard and Pensacola Street, is a 46-year-old former electrical supply warehouse that has been “repurposed, repurposed, repurposed” over the decades. Justin Williamson, Director of TIS, warned board members that the facility’s infrastructure is no longer adequate to house the $5 million to $6 million worth of equipment that runs everything from district internet and security cameras to student data systems.

Williamson detailed several critical risks at the current site: The HVAC system, which must keep the server room at 68 degrees, is failing, risking equipment overheating. The fire suppression system is 30 years old, and the backup generators and power supplies are roughly 25 years old. The building suffers from constant leaks, including incidents where water poured directly into the server room.

If the current facility were to experience a total failure, Williamson estimated it could take at least a month to fully restore all district services.

The Proposed Solution

The Killearn Center property, which was appraised between $3.4 million and $3.9 million, was built specifically for digital broadcasting. Unlike the current TIS building, the facility features raised floors, gas fire suppression, and triple-redundant HVAC systems already in place.

Superintendent Hanna noted that the district’s current TIS property has been appraised at roughly $2.2 million to 2.3million Also, a buyer is already interested in purchasing it. After accounting for the sale and necessary move?in costs,Hanna estimated the net investment for the newbuilding would be approximately $1.5 million.

A Push for “One Roof” Consolidation

While board members generally agreed that the TIS department needs a new home, some pushed for a more comprehensive strategy to consolidate the district’s various administrative offices.

Board member Alva Smith argued against “piecemealing” buildings, suggesting the district should explore housing all employees under one roof to reduce overhead costs like roof maintenance and plumbing. “Now is an optimal time for us to be having this conversation,” Smith noted, pointing to the decline of commercial real estate prices.

The board has requested a comprehensive audit of all current administrative spaces, including the main administrative building and satellite offices like those on Bloxham Street. The goal of the audit is to determine the exact number of offices needed to potentially consolidate the entire district administration into a single, more efficient location.

Next Steps

The board requested a “menu” of options and a detailed plan of action before moving forward with the Karnes Center purchase. Superintendent Hannah agreed to reach out to local brokers to see if other properties could accommodate both the high-tech requirements of TIS and the general office needs of the district’s entire administrative staff.

The discussion also touched on the potential impact of the upcoming half-cent sales tax referendum, which could provide additional capital for long-term facility planning and physical plant improvements.

Augusta Raa Middle School accounts for the largest share of the district’s construction program. The school is slated for four major projects totaling $76.6 million, including two new classroom wings, a new gymnasium and performing arts center, and renovation of the administration and media wing along with site improvements.

Elizabeth Cobb Middle School is scheduled for three projects with a combined estimated cost of $49.5 million. Those include an 18-classroom wing, a second 18-classroom wing and a new cafeteria and performing arts center. Two of the three projects are identified as unfunded in the work plan.

John G. Riley Elementary School is planned to receive two projects totaling $41.5 million. The projects include construction of a new classroom wing and a new cafeteria and performing arts center. The classroom wing is currently listed as unfunded.

Griffin Middle School is scheduled for two projects totaling $15.5 million. Plans include construction of a new six-classroom wing, demolition of the existing gymnasium and remodeling of Building 12.

The district’s spending is heavily concentrated in the first three years of the plan. Capital expenditures are projected at $2.5 million in 2025-26, $32 million in 2026-27, $29.5 million in 2027-28, $16.5 million in 2028-29, and $103 million in 2029-30, bringing the five-year total to $183.5 million.

The budget passed on a 4-1 vote, with District 1 board member Alva Smith casting the lone dissenting vote. The approved budget is approximately $32 million smaller than last year’s.

Superintendent Rocky Hanna said district leaders continue to face many of the same financial pressures that shaped last year’s budget.

“None of us are happy about this budget situation,” Hanna said. “Our staffing plan, we only funded at 98% this year. Our emergency reserves are at the lowest that I’ve seen now in my 11th year as superintendent.”

The district previously announced $7.8 million in budget reductions for the coming school year, citing continued enrollment declines. The cuts affect staffing, administrative operations, arts and athletics programs, and funding for community organizations.

Hanna said district operations have already absorbed significant reductions in an effort to protect classrooms.

“We cut our district cost centers, all district operations, by over 6% this year by consolidating positions and reducing operating expenses,” Hanna said. “We’ll continue to look at ways to cut at the district and not affect the classroom, but at some point, the classroom is going to be affected.”

Smith argued the district has not gone far enough to reduce spending before asking employees to shoulder the burden.

“I’m going to be a no on the budget this year until we find a way to make the deep cuts to support our teachers and support staff,” Smith said.

Board Chair Marcus Nicolas disagreed, saying substantial work has already been done to reduce costs and that school consolidation has been discussed as a possible future option.

The budget also leaves little room for teacher pay increases. Hanna said the district may ultimately seek voter approval of a property tax increase to generate additional local funding for teacher and staff salaries.

The Leon Classroom Teachers Association posted a comment a social media account addressing the teacher pay issue.

The statement said ” We have consistently advocated for consolidating non-school operations before considering the consolidation or closure of schools. At the same time, the District cannot continue to make two conflicting arguments: that declining enrollment requires school consolidation while also claiming that vouchers have had little impact on student enrollment. Both cannot be true to the degree they are being presented…..Our analysis of the District’s financial data from the 2017–18 through the 2024–25 school years shows that instructional spending increased by approximately 9%, while administrative site spending increased by approximately 42%. We have repeatedly asked Leon County Schools to explain the reasons for this disparity, but to date no rationale has been provided. Before discussing the consolidation of schools, this is one area that deserves careful examination as a potential source of savings.”

The board is scheduled to formally adopt the final budget at its Sept. 8 meeting.

Leon County Schools announced that Julie Lawson was not reappointed as principal and that Nikki Bradley would lead the Midtown elementary school beginning with the 2026-27 school year. The district did not publicly detail the findings at the time of the personnel change, but confirmed the decision followed an internal investigation.

According to reporting by the Tallahassee Democrat, the investigation centered on the school’s handling of an incident involving a student and examined whether administrators followed district policies for reporting, documenting and communicating with parents. The investigation also reviewed allegations involving Lawson’s treatment of employees who raised concerns about school operations.

The investigation concluded Lawson failed to comply with several district policies, including timely parental notification and appropriate administrative procedures following the incident. The report also detailed allegations of retaliation against employees who reported concerns.

Leon County Schools has not publicly released the complete investigative report, citing personnel confidentiality requirements under Florida law. The district has also not announced whether Lawson resigned or whether additional disciplinary action was taken beyond her removal as principal.

Lawson became principal of Kate Sullivan Elementary in 2021 after serving as an assistant principal in Leon County Schools. During her tenure, she was recognized by the district and community organizations for her leadership and school improvement efforts.

Kate Sullivan Elementary, one of Tallahassee’s oldest neighborhood schools, serves approximately 725 students in pre-kindergarten through fifth grade. Nikki Bradley assumed leadership of the school following the district’s decision not to reappoint Lawson.

During a comprehensive presentation, David Solz, Director of School Improvement and Accountability, reported that Leon County saw proficiency increases across every core subject area. English Language Arts (ELA) proficiency rose by 4% district-wide, while math scores saw a significant 5-point gain in grades 3-5. Science scores were particularly strong, increasing by 5 points across all levels and placing the district 7 points above the state average in Biology.

“I have never been more proud of our school district,” said Superintendent Rocky Hanna, noting the achievements of staff and students alike. “We’re point twenty-five. Point 25 away from an A”.

The individual school results were equally striking, with 85% of schools (33 out of 39) either maintaining or improving their letter grade. The district now boasts 28 schools rated “A” or “B,” the highest number since 2012. Notable highlights included:

• Bond Elementary earned the first “A” in the school’s history, with historic growth for its bottom 25% of students (88% in reading and 90% in math).
• Fairview Middle School jumped from a “C” to an “A”.
• Cobb Middle School and Sealy Elementary both secured “A” ratings.
• Griffin and Oak Ridge successfully exited “Differentiated Accountability” status.

Board members attributed the success to “intentional investments,” particularly in early learning and the introduction of the UFLI reading program. Board Member Jones remarked, “The proof has been in the pudding,” while highlighting the “full evolution” of the district’s budget investments in student preparation.

Comparing Leon County to similarly sized districts, Board Member Wood highlighted that Leon’s 72% performance metric significantly outpaced Alachua (59%), Bay (68%), and Escambia (63%). “That’s the kind of comparison we need to be making right there,” Wood said.

Board Member Smith added that the data serves as a powerful marketing tool for public education. “No matter what area of town you live in… you’re going to be successful in Leon County Schools,” Smith noted. Superintendent Hannah concluded that the district would “scream it from the mountain tops” to ensure the community recognizes these historic gains .