From the Superintendent’s Desk | May 22, 2026

Listening, Learning, and Aligning for the Future
Reflections from My Entry and Transition Process

Over the past several months, I have had the privilege of listening, learning, and engaging with the Norfolk Public Schools community. From my first days in Norfolk, I committed myself to being present in our schools and throughout the community because I believe meaningful leadership begins with listening.

These first months have been energizing and inspiring. I have had the opportunity to meet students, educators, staff members, families, community leaders, and partners who care deeply about Norfolk Public Schools and believe strongly in the future of this division.

As part of my entry process, I shared a 100 Day Entry and Transition Plan focused on visibility, relationship building, communication, operational understanding, and long-term strategic alignment. Since my arrival, I have spent significant time visiting schools, attending community events, meeting with employees and families, and engaging with partners across the city. Those conversations provided valuable insight into both the strengths of Norfolk Public Schools and the tremendous potential that exists within this community.

One thing has become abundantly clear: Norfolk cares deeply about its schools.

I have seen passionate educators working tirelessly on behalf of students. I have seen principals and staff creating supportive environments where students feel valued and connected. I have seen families advocating for their children and students excelling in classrooms, on stages, on athletic fields, and within their communities. I have also seen organizations and community partners eager to invest in the future of public education in Norfolk.

That collective commitment gives me tremendous optimism about where Norfolk Public Schools can go in the years ahead.

As I continued listening and learning, several themes consistently emerged. Across the organization and throughout the community, there is a strong desire for clear communication, responsive support systems, strong relationships, and greater organizational alignment. Those observations ultimately led to an important question: How do we better organize ourselves to support schools?

That question is at the heart of the organizational alignment proposal recently supported by the Norfolk School Board.

This work is not about restructuring for the sake of restructuring. It is about ensuring our systems, departments, and leadership structures are aligned in ways that better support schools and strengthen our ability to serve students effectively.

Throughout this process, I have often used the phrase “moving from a division of schools to a school division.” A connected school division works toward shared goals with aligned support structures, coordinated communication, and a clear focus on student success.

Our central office exists to support schools. Every department and every leadership structure should ultimately strengthen the experiences and outcomes of students and families.

I remain incredibly optimistic about the future of Norfolk Public Schools. Over these past months, I have seen the talent, pride, resilience, and commitment that exist throughout this division and across the Norfolk community.

The best days of Norfolk Public Schools are ahead of us.

As we continue this work together, my commitment remains unchanged: to listen, communicate clearly, lead with transparency, support schools, and ensure that every decision remains centered on students.

I am grateful for the opportunity to serve this incredible community, and I look forward to continuing this journey together.

From the boardroom to the classroom, our work matters.

Be well,
Dr. Jeff Rose
Superintendent
Norfolk Public Schools