The Scottsboro Board of Education has selected Jennifer Williams to serve as the next Scottsboro City Schools superintendent.
After a multi-week superintendent search process that included public interviews and board deliberation, the Scottsboro Board of Education voted to appoint Jennifer Williams as the district’s next superintendent.
The decision followed finalist interviews held during public meetings last week, and a called meeting on Saturday, Dec. 13, 2025, when the board conducted a roll-call vote to make its final selection.
Williams, currently the Chief Academic Officer of Guntersville City Schools, was selected by a 3-2 vote following an initial motion that failed to appoint the district’s interim superintendent, Jason Hass.
Hass was nominated by board member Patrick Woosley with a second from board member Jason Williams. Board members Patrick Dicus, Cheyenne Bennett and Gary Speers each voted no.
Then, Williams was nominated by Bennett, and the motion was seconded by Dicus. Board members Williams and Woosley voted no, while board member Speers voted yes. The motion passed.
The Board of Education opened its superintendent finalist interview process the week of December 8.
Board members questioned each candidate on leadership philosophy, instructional priorities, fiscal management, personnel matters, decision-making, community relationships and long-term district planning.
Jennifer Williams, Ed.S., currently serves as the Chief Academic Officer for Guntersville City Schools, where she oversees district-wide curriculum, instructional programming and academic support systems. She has held the role since 2021.
Williams earned an Education Specialist (Ed.S.) degree in Instructional Leadership from Jacksonville State University and began her career in education in 2002.
She began working in a Central Office setting in 2009. Her professional experience includes service as a teacher, instructional coach, and central office administrator, with a background rooted in instructional improvement, professional development and curriculum leadership.
During interviews, following approval of the agenda, board members questioned Williams on her approach to leadership, decision-making, financial oversight, personnel management and her vision for Scottsboro City Schools.
Williams described her first month in the role as “fast and furious,” centered on building relationships and listening to stakeholders across the district and broader community.
She outlined a 100-day plan built on family and community partnerships and supported by five pillars: relationships and trust, communication, teaching and learning, systems and alignment, and operations.
Williams said the initial phase of her leadership would focus on listening, with meetings planned with teachers, staff, students, parents, district departments, civic leaders, career-technical partners and public safety agencies. She also said she would meet individually with board members to learn their priorities and preferred communication styles.
Williams told the board she had reviewed district materials prior to the interview, including 2024–2025 board minutes, the district’s strategic plan, capital improvement priorities, and school safety planning documents, saying familiarity with district history and direction is essential before implementing change.
When asked about her greatest professional disappointment, Williams referenced a previous ACT improvement initiative she believes moved too quickly without sufficient buy-in from stakeholders.
“I really probably went too fast, too soon,” she said, adding that meaningful instructional change requires leaders to spend time clearly explaining the “why” before expecting progress or results.
Williams described her leadership style as servant-minded and relationship-centered, sharing examples of stepping into schools during staffing shortages, including supporting special education classrooms and assisting in cafeterias during COVID-era disruptions. She said visible leadership builds trust and strengthens school culture.
On decision-making, Williams said she values collaboration and bringing the “right people to the table,” but emphasized that superintendents must also be prepared to act decisively in emergency situations, particularly when student or staff safety is involved.
She referenced a communication principle she follows known as “TAFT”—Tell it all, tell it fast, and tell the truth—within legal limits, emphasizing the importance of transparency and timely communication with families.
Williams identified opportunities for improvement in communication, transparency, and community partnerships, citing feedback she said she has observed in similar districts. She noted Scottsboro’s elementary schools are rated “A,” while the middle and high schools are rated “B,” suggesting opportunities for continued academic growth at the secondary level and possible expansion of career-technical offerings.
She also cited leadership stability as an important factor in sustaining progress, noting that frequent changes in key administrative roles can disrupt momentum and trust.
Regarding facilities, Williams said she reviewed the district’s capital plan and noted a proposed elementary facility associated with Collins Intermediate, currently targeted for 2030 funding. She said the timeline may warrant discussion depending on funding realities and facility conditions, including aging infrastructure such as roofs.
Williams cited strengths she would bring to the district, including operational experience, financial oversight, leveraging federal and state funding, instructional leadership and relationship-driven leadership. She described managing grant funding as fitting multiple funding sources together like a “jigsaw puzzle” to avoid over-reliance on local funds.
Williams said she addresses performance concerns through root-cause analysis, professional development, mentoring, and clear expectations, with accountability measures applied when necessary in consultation with the board and legal counsel.
She also shared an example of braiding funding sources to expand student mental health supports following COVID disruptions, using temporary funding alongside community partnerships to sustain services long-term.
In closing remarks, Williams said she mentors school leaders across the state and is open to relocation discussions. She noted that in previous districts, her level of involvement often led people to assume she lived locally.
\
“If you were to select me, you’re going to get all of me,” Williams said. “You’re going to get everything I have to offer.”
Jason Hass, Ed.S., currently serves as the Interim Superintendent of Scottsboro City Schools. A lifelong Scottsboro resident, Hass said all but one year of his 27-year education career has been spent in the district. He holds an Ed.S. in Instructional Leadership from the University of West Alabama and began his career in 2000.
Hass’s experience includes service as a teacher and coach, bus driver, assistant principal and athletic director at Huntsville High School, principal at Scottsboro Junior High School and Collins Intermediate, and central office administrator, before becoming assistant superintendent and later interim superintendent. Junior High School and Collins Intermediate, and central office administrator, before becoming assistant superintendent and later interim superintendent.
When asked about a 100-day onboarding plan, Hass said his interim tenure had already functioned as a “180-day onboarding,” citing meetings with board members, administrators, faculty, and staff, as well as what he described as a smooth start to the school year.
He outlined community involvement during his interim tenure, including service on the mayor’s council, the Impact Learning Center council, and as a board member of the Chamber of Commerce, along with collaboration with neighboring school systems.
Hass described his leadership philosophy as relationship-based, emphasizing five characteristics: humility, inspiration, backbone, integrity and gratitude. He said he believes empowering others produces stronger outcomes while maintaining accountability.
He outlined an eight-part decision-making matrix centered on student impact, staff considerations, community effect, data, expert input, financial implications, consensus and implementation logistics.
Hass identified morale and continued academic growth as key areas for improvement, noting the lasting effects of COVID-era challenges. He referenced district efforts in instructional coaching, Tier 1 rigor, and renewed emphasis on the humanities.
He identified two top priorities for the district: replacing an aging school facility and strengthening relationships between schools, central office and community partners.
In closing remarks, Hass described himself as a “practicing superintendent” committed to growth, mentorship, and service, saying his passion for Scottsboro City Schools would remain regardless of the board’s final decision.
The Board of Education reconvened for a called meeting on Saturday, December 13, to make its final selection.
Following a roll-call vote, the motion to choose Williams passed by a 3–2 margin, officially naming her as the next superintendent of Scottsboro City Schools, pending contract negotiations.
Williams is expected to begin her position as SCS superintendent on January 1, 2026.
After the vote, the board approved a motion to adjourn, concluding the meeting shortly thereafter.
