K

KIPP

Runs public charter schools nationwide

Principal

Full-Time
$136k - $165.8k
Expert
Bachelor's
Philadelphia, PA, USA
In Person
EducationSchool Leadership & Administration

About the job

Requirements
  • Experience leading transformational change and driving school improvement initiatives.
  • Demonstrated success leading school turnaround efforts that resulted in significant academic gains.
  • A proven track record of setting and achieving rigorous academic standards aligned with school and district goals.
  • Ability to exercise sound judgment in complex, high-stakes situations.
  • Ability to recruit, hire, lead, and develop educators into future teacher and school leaders.
  • Ability to envision, establish, and drive a positive, collaborative, results-oriented staff culture.
  • Evidence of improving teacher and leader performance in a school.
  • Ability to set direction and aligned expectations across an entire school and motivate others to act.
  • Demonstrated resilience and focus on student outcomes.
  • Ability to articulate and operationalize a vision for a safe, healthy, and joyful student culture.
  • Commitment to students' potential and success, cultural competence, inclusion, anti-racism, and eradicating anti-Blackness; ability to build strong relationships with families.
  • Adeptness in school-wide data analysis and extracting actionable insights.
  • Expertise in school-wide academic standards and state assessment expectations, and translating mastery requirements into instructional plans and strategies.
  • Deep understanding of differentiation and application of high-leverage instructional strategies, child development, and pedagogy.
  • Experience implementing best practices for students with Individualized Education Programs, 504 plans, and those receiving Multi-Tiered System of Supports intervention.
  • Bachelor's degree.
  • At least 3 years of experience leading a school serving an under-resourced population; Principal experience is required.
  • Strong relationship-building and interpersonal skills to connect authentically with diverse stakeholders.
  • Strong data analysis skills and ability to use insights to drive decisions and improve systems.
  • Excellent written and verbal communication skills.
  • Ability to manage multiple workstreams, meet deadlines, and maintain accurate information.
  • Demonstrated ability to navigate change, solve problems, and work effectively in an ambiguous, fast-paced environment.
  • Openness to feedback, continuous learning, and personal and professional growth.
Responsibilities
  • Establish and communicate an ambitious school-wide vision aligned with the regional vision for learning, school experience, and culture, and build investment in that vision.
  • Create a welcoming, inclusive school environment and treat families as authentic partners in children's school experience.
  • Apply knowledge of the academic and social-emotional skills, knowledge, and mindsets needed for middle-school development and success, ensuring students receive rigorous, grade-appropriate content.
  • Ensure school programming serves all students; monitor and enhance special education, intervention, and student support services as needed, in compliance with state law.
  • Set and implement an equitable student-culture vision in which students are affirmed, valued, and challenged, with clear approaches and systems communicated to all staff.
  • Plan and prioritize time and resources toward annual goals and the school's broader vision; regularly analyze data to identify, plan, and drive initiatives and practice improvements.
  • Prepare an annual operating budget, project revenues and expenditures, review actual spending against projections, and adjust for unforeseen changes.
  • Cultivate a cohesive leadership-team culture grounded in trust and shared norms for communication, collaboration, decision-making, and use of systems.
  • Establish an adult-culture vision rooted in shared values, purpose, and pride in the school's vision.
  • Create and refine communication and collaboration systems across school staff, enabling authentic discourse and clarity.
  • Build relationships with staff, students, and families, and create opportunities to understand and respond to their needs and perspectives.
  • Directly coach, develop, and manage leadership-team members through check-ins, observations, walkthroughs, feedback, practice, data analysis, co-planning, and other support.
  • Create a culture of feedback, continuous improvement, and psychological safety for trying new approaches.
  • Ensure teachers have the data, development, and consistent support needed to provide rigorous, affirming, high-quality instruction.
  • Align with Assistant Principals on classroom analysis and instructional expectations through walkthroughs.
  • Observe and coach Assistant Principals to help them provide teachers with high-impact, actionable feedback each week.
  • Ensure teachers collaborate, analyze their practice and student data, and adjust instruction in content teams.
  • Lead whole-school professional-development workshops to improve teacher practice.
  • Develop a diverse, high-potential school leadership pipeline from teacher leader through Assistant Principal to successor.
  • Interview, select, and onboard new staff members.
  • Develop and implement a strategy for staff and teacher retention.
  • Create and model a warm, inclusive school environment for students and families with diverse needs; proactively engage families throughout the year and in response to student behavioral concerns.
  • Maintain a visible presence, model engagement with students, families, and staff, and ensure a strong school culture.
  • Ensure families are treated as partners and understand and engage with school systems, practices, and student programming.
  • Refine the positive student-culture vision using school context, lessons learned, and staff feedback, including the desired student experience; shared adult mindsets about students, families, and culture; mindsets staff aim to foster in students; and proactive and reactive practices for restoring trust, repairing harm, building relationships, creating accountability, communicating with stakeholders, and designing and monitoring interventions.
  • Ensure practices, systems, and protocols are codified, communicated, and consistently executed.
  • Support the Dean team and Social Worker in providing meaningful school traditions and milestones that foster community, joy, and collective identity.
  • Support the Dean team and Social Worker in ensuring students have access to varied after-school activities, clubs, and groups aligned with their interests, social needs, and aspirations.
  • Support effective execution of disciplinary processes, including incident follow-up and investigation, team decisions on next steps, hearing protocols, and AEDY referrals.
  • Support development of individual behavior plans and other supports for students with significant behavior needs, in conjunction with the Assistant Principal of Student Support, while accounting for students with Individualized Education Programs.
  • Ensure student safety and movement systems are operationalized, communicated, and codified, including arrival, dismissal, and transitions.
  • Track and monitor school-culture data, coordinate stakeholder collaboration, and implement responsive plans.
  • Manage behavioral and emotional supports through the school's Multi-Tiered System of Supports structure, ensuring students with demonstrated needs can access evidence-based mental-health supports.
  • Strengthen the tutoring program, ensure it addresses critical academic needs, and monitor its impact.
  • Connect students and their families or caretakers with community resources and services.
  • Model school-wide practices and core values for leaders, teachers, and students to support a positive learning culture.
  • Use a management approach that centers staff members' humanity while maintaining high expectations and care.
  • Lead equitable practice by identifying and addressing school- and region-wide barriers to inclusion.
  • Lead change by supporting staff, students, and families in adopting new approaches and establishing the investment, ownership, and operational systems needed to sustain change.
  • Set the tone for the school and shape staff norms, beliefs, reactions, and values through daily actions.
  • Hire, develop, and retain a talented, diverse team and cultivate a strong staff culture.

About the company

KIPP is a network of public charter schools that operates 279 schools across the United States, serving more than 210,000 students and alumni and supported by over 16,000 educators. The organization runs college-preparatory programs focused on long-term student growth and success. Its programs provide rigorous K-12 instruction, with an emphasis on building strong academic skills, character development, and college access. Rather than a single product, KIPP’s value comes from its school network, shared curriculum, professional development for teachers, and a commitment to expanding public education in underserved communities. The goal is to provide high-quality education, improve student outcomes, and expand access to public charter schools for more students.

Company Size

501-1,000

Company Stage

N/A

Total Funding

N/A

Headquarters

New York City, New York

Founded

2000

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Simplify Jobs

Simplify's Take

What believers are saying

  • KIPP Legacy School enters Broward’s Dandy Middle in 2027-28 under Schools of Hope.
  • KIPP invested $2.4 million in Miami-Dade’s Poinciana Park before opening.
  • Howard University dual-enrollment at KIPP DuBois expands college-credit pipelines and HBCU access.

What critics are saying

  • KIPP Texas closed seven campuses in 2026 after enrollment declines.
  • Broward officials force KIPP to absorb maintenance costs inside closed district buildings.
  • Vitatoe v. KIPP, Inc. in Texas keeps legal overhang alive through 2026.

What makes KIPP unique

  • KIPP’s 279-school network serves nearly 125,000 students across 2026, dwarfing regional rivals.
  • Shavar Jeffries’ One KIPP strategy centralizes operations, branding, and best practices nationwide.
  • Florida designates KIPP New Jersey a Schools of Hope operator, validating performance.

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Benefits

  • Health Insurance
  • Dental Insurance
  • Vision Insurance
  • Parental Leave
  • Sabbatical Leave
  • Childcare Support
  • Elder Care Support
  • Life Insurance
  • Disability Insurance
  • Professional Development Budget
  • Tuition Reimbursement
  • Paid Vacation

Company News

ITEMLIVE
Oct 5th, 2026
KIPP Academy combats absenteeism.

KIPP Academy combats absenteeism. Emily Perez LYNN - KIPP Academy of Lynn announced that it had a large drop in chronic absenteeism, according to new data from the Department of Elementary and Secondary Education. The school outperformed the state average with a 10.7% rate of chronic absenteeism, according to the data released Monday. The Massachusetts' statewide rate reached 17.1% based on the 2025-26 end-of-year school data. "Students can't learn if they're not in school," Executive Director of KIPP Massachusetts Nikki Barnes said. "That's why we've worked tirelessly over the last few years to remove every barrier standing between our students and their classrooms - and this year's data is proof of that." The school attributes its success to daily attendance calls to families, weekly meetings with staff, and regular celebrations of attendance progress with its students. "Our collective efforts to invest in families, staff, and students are making a real difference in attendance and academic outcomes. We know that to deliver on our promise to prepare students with the skills and confidence to pursue the paths they choose - college, career, and beyond - we need them to be in our classrooms." In Massachusetts, chronic absenteeism occurs when a student misses at least 18 days during a standard 180-day academic year, which is around 10% of total school days. Although rates have decreased since its peak of nearly 30% in 2022, chronic absenteeism continues to surpass pre-pandemic rates of 13%. KIPP is also focusing on staffing as part of its efforts to improve student outcomes. During a People Committee meeting, the school said it met its goal of being at least 95% staffed by June 1. It started the school year with six vacancies, which include four school-based positions. However, math and ELA teachers do not make up these vacancies, and the school plans to focus on recruiting and retaining additional teachers. KIPP also renewed its partnership with Teach For America and hired five TFA corps members as part of its efforts to strengthen its teacher pipeline.

Miami Herald
Aug 26th, 2026
Broward is closing schools to save money. 'Schools of Hope' could complicate that.

Broward is closing schools to save money. 'Schools of Hope' could complicate that. By Amanda Rosa August 26, 2026 4:30 AM Gift Article As the Broward School Board debates closing more schools in the effort to right-size the shrinking district, they face another challenge - Schools of Hope charters moving into their facilities. Superintendent Howard Hepburn proposed the board to close 10 schools at a workshop on Tuesday, including William Dandy Middle in Fort Lauderdale, a school where a Schools of Hope charter school plans to move in. KIPP Legacy School, a charter school, will begin operating in a portion of Dandy Middle starting in the 2027-28 school year under Florida's newly expanded "Schools of Hope" law, board member Jeff Holness said in the meeting. The law, which was established to allow approved charter operators, like KIPP, to open schools near underperforming district schools, now allows charter school operators to run their own school programs in vacant or underutilized district school buildings at nearly no cost. In Miami-Dade, KIPP has already taken over the old Poinciana Park Elementary school building, which the district is leasing to them for one dollar. Broward County Public Schools is in dire financial straits after years of declining student enrollment - this year alone they lost 11,000 students - resulting in over 60,000 empty seats district wide. The school board closed and consolidated six schools last school year to save money. But amid the discussion about school closures, the board members also had to grapple with the potential financial strain that Schools of Hope operators setting up shop inside district-owned properties could cause the already cost-burdened district. 'A very nice way to kick us out of all our buildings' Dandy Middle has the capacity for 1,133 students, but only has 665 enrolled. KIPP plans to occupy about 25 percent of the available seats at the school, said Valerie Wanza, the BCPS Chief Strategy & Innovation Officer. "They are looking to eventually occupy whatever capacity is available that the actual Dandy Middle School does not occupy," Wanza said. Holness expressed concerns that the school district may still be liable to pay for certain costs if it closes Dandy Middle and allows KIPP to "take over" the vacant building. He suggested delaying any decision on closing Dandy for now. Instead, he said the school board should consider closing the middle school portion of Dillard 6-12 and move those middle schoolers to Parkway Middle. "If we close William Dandy as it is, we're basically giving that school over," Holness said. The school board directed the Superintendent to determine what the district's financial obligations would be if a Schools of Hope charter occupied a closed school. That information will be available later this week, a district spokesperson said. BCPS General Counsel Kathy Dupuy-Bruno said in the meeting that if a district-run school colocates with a School of Hope, the district is financially responsible for the building's maintenance costs, but it can negotiate for the charter school to pay for its portion of the utilities it uses, like electricity. KIPP's contract with Miami-Dade County Public Schools for Poinciana Park Elementary placed most of the operating expenses on the charter company. KIPP even invested about $2.4 million for improvements to facility over the summer before opening. Schools of Hope supporters say the program offers parents in districts with low-performing schools more options, while critics say the program siphons resources from district-run public schools. Broward school board members are among the latter. "This seems like a very nice way to kick us out of all of our buildings," said board member Maura Bulman. School board member Adam Cervera shared his concerns over how Schools of Hope may impact the already cash-strapped school district as it closes schools to save money. "This board needs to know essentially what our options are to protect those facilities," Cervera said. "Because it doesn't make a lick of sense to me for us to be doing this to potentially save taxpayer money... and then Schools of Hope comes in, and then we have to fund the majority of their operations, pursuant to the statute." This certainly won't be the last discussion the Broward School Board has on Schools of Hope. Four out of the 10 schools recommended for closure, including Dandy, fit the criteria to become a space for Schools of Hope, Wanza said. But so far, only Dandy Middle has been tapped for Schools of Hope. Holness told Hepburn he'd like the district to have a plan in place for what it intends to do after it closes a school that is eligible for Schools of Hope, like lease or sell it. "Yep, you got our commitment on that," Hepburn said. 'Why are we rushing this?' Along with Dandy Middle, Hepburn proposed the board close the following schools and send those students to other schools: Banyan Elementary in Sunrise, Coral Springs Elementary in Coral Springs, Silver Lakes Elementary in Miramar, Dolphin Bay Elementary in Miramar, Hollywood Park Elementary in Hollywood, Lloyd Estates Elementary in Oakland Park, Oakridge Elementary in Hollywood, Forest Glen Middle in Coral Springs, Walter C. Young Middle in Pembroke Pines. For about seven hours, board members pored over the details of Hepburn's proposal, asking questions, pitching ideas and ditching their ideas. Board member Allen Zeman suggested closing 26 schools, including the 10 Hepburn recommended, then revisiting school closures on a two-year cycle. "I don't think that's bold," he said. "I think that's right." Board member Lori Alhadeff expressed caution. "You are stirring the pot and making people very upset," she said about Zeman's proposal to target so many schools at once. Other board members showed interest in adding three or more schools to the proverbial chopping block, but ultimately decided not to by the end of the meeting. Cervera said he wanted to see data on the financial benefit of closing the schools and criticized the district "shuffling" employees from building to building, which Hepburn pushed back on. He also said the district is moving too fast to close schools before the calendar year ends and not allowing enough time for community feedback. "Why are we rushing this?" Cervera said. "Why is the lack of community involvement so apparent this go around that I'm starting to hear phrases from colleagues such as, 'We just need to rip the Band-Aid off and we just have to go go go.'"

KIPP
Mar 3rd, 2026
Why college readiness isn't enough with KIPP Foundation's Shavar Jeffries.

Why college readiness isn't enough with KIPP Foundation's Shavar Jeffries. By Jim McCann At the iConnections Global Conference, Shavar Jeffries, CEO of the KIPP Foundation, joins Jim McCann of Worth to discuss the future of public education - and what it truly takes to create opportunity at scale. The conversation explores education as a lever for economic mobility, the importance of long-term investment in students, and why systemic change requires both public commitment and private support.

KIPP
Mar 2nd, 2026
KIPP DuBois seniors earn college credits through Howard University dual-enrollment program.

KIPP DuBois seniors earn college credits through Howard University dual-enrollment program. By6abc Digital Staff A group of seniors at KIPP DuBois Collegiate Academy is finishing high school while beginning their college careers, thanks to a dual-enrollment partnership with Howard University that is reshaping access to higher education and Historically Black Colleges and Universities. The program allows eligible students to take Howard University courses online while still enrolled in high school, giving them a direct pipeline to an HBCU experience and the opportunity to earn college credits before graduation. "It's inspired me to get ready for the rigorous work that colleges to hold, because high school is very different than college," senior Tysean White said. Senior Karmella Grant said the experience has helped her envision the next step in her education. "I think it's really cool because we get to step into, like, how college is going to be, in a way. Even though it's online, I feel like I'm still getting that experience. And it's like, it's Howard." Tysean and Karmella are among a cohort of KIPP DuBois students now entering their second semester of dual enrollment. School leaders in Parkside say the program has helped boost graduation rates and expand students' understanding of what is possible after high school, particularly when it comes to attending an HBCU.

KIPP
Aug 16th, 2024
KIPP Antioch Global High School opens in former Macy's store at Global Mall

KIPP Antioch Global High School opens in former Macy's store at Global Mall.