Erie's Schools Enter a New Era

Contributed

School Superintendent Dr. Natalyn Gibbs ushers in students on the first day of school as they walk the red carpet to their classrooms. Gibbs is actively working with Board President Jay Breneman and newly appointed Chief Accountability Officer ShaQuita Gatewood to stay connected with students and make changes based on their needs.

As a parent with three children in Erie's Public Schools and as President of the Board of Directors, I see this fall as more than the start of another year. We are opening the doors to a new chapter.

In recent years, our board has prepared the way for a historic national superintendent search – one marked by rigor, transparency, and broad participation. It was more than a hiring decision; it was a statement of how this community expects its schools to be led.

The outcome is the appointment of Dr. Natalyn Gibbs, a superintendent whose leadership is grounded in both vision and heart, and whose work begins with listening and building trust.

This moment is not about replacing what came before, but about building on it. Generations of teachers, staff, and administrators have carried Erie's schools through difficult decades of underfunding and inequity. Today, even as we remain more than $90 million short of what our families and classrooms are owed by the state, we are beginning to see the resources and strategies to match our students' potential. That combination – improved governance, new leadership, new resources, and the voices of those who learn, teach, and live in Erie – is what sets this year apart.

We also took a hard look at our own work. For the first time in more than 30 years, we rewrote every district policy and established clear processes to ensure decisions are consistent and transparent. We created a Governance Committee to hold ourselves accountable, strengthen our partnership with the superintendent, and focus on long-term goals instead of day-to-day management. And it means expanding opportunities for students to lead – like our new Student Leadership Program, which will bring voices from all three high schools (Erie High, Collegiate Academy, and Patrick J. DiPaolo Student Success Center) into the boardroom.

That shift created a new culture: directors who stay connected to what's happening on the ground while leading strategically from the board table. Strong governance gives us a foundation, but policies and goals alone don't change a child's experience in school. To make that foundation real in classrooms and hallways, you need leadership who can shape systems while building up people. That is why we turned to Dr. Gibbs. – JB

Leading With Heart and Determination

When I was named superintendent, I knew Erie's Public Schools were ready for a new chapter – and I knew we couldn't wait until July to begin. On April 1, I joined the district and immediately launched a 100-day plan. It was a roadmap not just for the hard work ahead, but what I call the "heart" work. That meant showing up in schools and neighborhoods, listening carefully to students, staff, and families, and beginning to build the trust that lasting change depends on.

Since then, I've been in classrooms and cafeterias, hosting listening sessions, and walking hallways to understand the daily realities our students face. This fall, we held the district's first convocation in more than a decade, and for only the third time in as many decades – not as a formality, but as a reminder that every adult in Erie's Public Schools has a part in shaping the success of our students.

People often notice my energy, but what matters most is determination. I try to remember every face and every detail, because every detail belongs to someone's child. That mindset comes from my years teaching and leading in Nashville where I saw firsthand how much of a difference it made when teachers knew their students and invested in their growth – and how quickly opportunities could close when they didn't.

I found my calling in third grade in the form of one of my favorite teachers, Mrs. Judy Ace, one of those transformational people who enter your life and make a permanent impression. I felt like she walked on water; she studied her craft and made learning come alive. Every student was a learner and leader in their space – whether it was using manipulatives or building volcanoes, you were learning in everything that you did. She pushed me to my potential but also maintained the joy of teaching and learning.

And that's what it's about: experiences. Experiences matter. It's about personalizing experiences for both students and adults, and that starts with building relationships. My leadership begins with people first. If we create schools where students are seen, valued, and supported, results will follow.

My vision for Erie is simple but urgent: every student should graduate prepared for college, career, and life. That means stronger core instruction in reading, math, and science. It means building a culture of mentorship and collaboration, where staff are supported and trusted.

But vision and energy alone are not enough. They need to be tested, measured, and refined. That's why one of my first recommendations was the creation of a Chief Accountability Officer — to make sure our progress is visible, transparent, and real. – NG

Turning Promises Into Proof

Leadership sets the vision, but progress only becomes real when we can see it, measure it, and trust it. That is the work of accountability.

When Dr. Gibbs recommended the creation of this role, it was because she understood that Erie needed more than hope – we needed systems that could turn promises into proof. As the district's first Chief Accountability Officer, I am here to make sure that our goals aren't just words on paper, but realities felt in every classroom and household.

That means something different for everyone. For a teacher, accountability means having clear, timely information on how their students are doing, so they can adapt lessons and celebrate growth. For a principal, it means being able to track attendance, climate, and achievement in ways that help them lead proactively instead of reacting when it's too late. For a parent, it means straightforward updates – not jargon – about whether resources are reaching their child. For a student, it means knowing their experiences matter and that they are not invisible. And for the board, it means having reliable evidence to guide decisions and ensure that long-term goals stay on track.

As a child growing up in an urban community, I vividly recall traveling 45 minutes each morning to attend my elementary school. One of my earliest experiences occurred on my first day in Mrs. Freeman's classroom. Although I was a great distance from home and one of only a few students who looked like me, Mrs. Freeman cultivated a structured learning environment in which I never felt different. She consistently welcomed me with warmth while maintaining a classroom culture that was both rigorous and supportive. Within this space, I was able to develop academically as well as socially and emotionally. My identity was no longer confined to being "a student from the Northern Community," instead, I was recognized as a child with aspirations worthy of cultivation, regardless of my zip code.

It was through her example that I discovered my own calling. Inspired by her unwavering care and uncompromising expectations, I chose to dedicate my life to education. My purpose is to serve as a voice for those who may not always be heard and to ensure that every student has the opportunity to thrive – academically, socially, and emotionally. That lesson has never left me: accountability isn't just about numbers, it's about whether children feel like they matter. Those experiences convinced me that accountability has to mean more than compliance. It must drive action, build trust, and create the kind of clarity that empowers teachers, families, and leaders to work together for better outcomes.

That's what this role is about: making sure our progress is visible and our direction is clear, so no child is left behind in the gap between intention and reality. – SG

Building Excellence Together

Erie's Public Schools don't exist apart from the city; they are woven into its fabric. When our schools thrive, neighborhoods grow stronger and families choose to stay. When they falter, the whole community feels it.

What we are building now is more than a new plan or leadership team. It is a culture where excellence is the expectation, where every adult owns a piece of our students' success, and where trust is earned through openness and follow-through. That culture has a name: #BuildingExcellenceTogether.

But it cannot be built by leadership alone. It will take parents who show up to listening sessions, students who raise their voices through the new Student Leadership Program, teachers and staff who bring their expertise, and taxpayers who believe in the value of public education.

The truth is simple: Erie cannot rise without strong public schools. And strong schools are not built by chance; they are built by intention, collaboration, and persistence. This is our charge as leaders, and our invitation to you. Walk with us, challenge us, and help us create the schools our children – and our city – deserve.

Dr. Jay Breneman, President of the Board of School Directors; Dr. Natalyn Gibbs, Superintendent; and ShaQuita Gatewood, Chief Accountability Officer, all serve Erie's Public Schools.