Tim Forson, Superintendent, St. Johns County School District

In an interview with Invest:, Tim Forson, superintendent of St. Johns County School District, discussed the district’s rapid growth, accommodating an increase of 1,500 to 2,000 students annually, and the strategic plans to open new K-8 schools to meet the rising demand, while still ensuring quality education and infrastructure.

How would you describe the growth you’re seeing in terms of the student population?

Understanding our growth is crucial. We see an increase of anywhere from 1,500 to 2,000 students per year. Even during COVID, while many systems were in decline, we continued to grow. In one year, we added over 3,000 students, which equates to needing two to three new schools. Between now and the next two years, we’ll open five K-8 schools, all except one with a capacity of 1,500 students. These new schools are essential because the students are already here. We build based on current demand, not projected demand since revenue only flows when families are in homes and growth has occurred. This trend is likely to continue. In August, we opened two K-8 schools in northwest and north-central St. Johns County. Most of the growth is in the northern half, but we’re starting to see it push southward as residential development continues.

What do you attribute this constant growth of students to, even at the height of COVID-19?

From a humble position, I believe the success of public education here plays a significant role. We hear from families that move here with children in elementary school. In today’s world, people can find any information they want online about school performance and abilities. Additionally, the quality of life in St. Johns County is tremendous. Whether it’s opportunities in the arts, sports, or athletics or the depth of faith-based organizations, our community offers high-quality residential areas with beautiful amenities. We build schools within these communities, making them accessible as community schools. All these factors feed into the momentum for growth.

How does the district ensure that school facilities are safe, modern and conducive to learning?

Ensuring safe and modern facilities is a big part of our responsibility when constructing new schools. We focus heavily on safety, working closely with the St. Augustine City Police and the St. Johns Sheriff’s Office and other local law enforcement agencies. We also have a great working relationship with the county government, coordinating road design and infrastructure near schools. Everyone collaborates to do the best for the community. While growth can lead to congestion and delays, it’s a natural part of development. We must communicate clearly with families and the community that while growth is beneficial for the economy, it comes with its challenges.

What effect do you see AI having on student performance, and how is it affecting the way teachers teach their classes?

I think we’re learning more about AI every day. When I talk with high school students, their understanding of AI is far ahead of most adults in the system. They know how to utilize, benefit from and resource AI tools. For educators, particularly those of us who are more senior, we need to learn from these students. AI can be seen as a threat because it allows students to generate reports without doing the actual work. However, we need to adapt by ensuring students can discern quality information and meet educational goals. From an instructional standpoint, AI can provide immediate remedial and support instruction for students. Although we’re not there yet, the potential for AI to enhance educational learning is enormous.

Are there any potential challenges in the education sector related to new forms of education or student performance?

One significant challenge is student mobility. With over 40 schools in St. Johns County, we must ensure that all students have equal opportunities for success, regardless of their school. Additionally, social media has become the primary mode of communication among students, affecting their face-to-face interactions. Managing screen time and promoting physical interactions is crucial. While technology is beneficial, we must avoid over-reliance and emphasize the importance of personal connections in education. Another challenge is recruiting and retaining teachers. Many new hires are second-career individuals, and it’s becoming less common for teachers to spend their entire careers in education. We need to adapt to this trend and value the contributions of teachers, even if their tenure is only five to 10 years. We encourage those interested in serving children to consider a career in education, as their contributions are invaluable.

What are some key highlights and achievements in the past 12 months at the St. Johns County School District?

One of the most notable highlights is the leadership demonstrated by our principals. Leading schools today is more challenging than ever, especially as parents have become more engaged post-COVID. We’ve also seen significant growth since I became superintendent in 2017, from 36,000 to around 52,000 students. This growth has required us to restructure and adapt our system, which we’ve done successfully through collaborative efforts among district and school leaders. I’m particularly proud of our students’ achievements. This past year, we had over 30 National Merit semifinalists and several students accepted into military academies. However, what stands out most is seeing every student who walks across the graduation stage having a clear path for their future. Our students consistently perform at a high level in core subjects like reading and writing, and this is a testament to our excellent teachers and supportive parents. 

What is your vision for the future of the St. Johns County School District over the next two to three years?

Our vision involves continuing to identify and close performance gaps among students. While we are proud of our success rates, we recognize that not all students are achieving their potential. We are focusing on our exceptional student education program and examining various subgroups to find ways to improve. This includes analyzing geographic, gender and other demographic factors to tailor our support. We recently completed a new strategic plan, providing a roadmap for the next five years. This plan necessitates thinking differently and operating as a large system, given our growth to 52,000 students and over 6,000 employees. We’ve restructured our district leadership to include two regional superintendents, and we may add more to address the unique needs of different areas. This approach helps us provide focused support to our students and schools.

What measures are being taken to provide support services and extracurricular activities to students in need?

We’ve seen great success in engaging students and their families in schools through after-school activities and by making schools integral parts of their communities. We are also focused on maximizing the instructional time we have with students, ensuring our resources and instructional models yield positive results. This has led us to rethink some of our small group instruction and tutoring models to better support struggling students. Two of our elementary schools follow the Community Partnership Schools model, developed by the University of Central Florida. This model involves long-term partnerships with organizations like state colleges and hospitals, providing comprehensive support not just to students but also to their families. We are expanding this model to other schools, even without formal certification, by connecting the community to the school and offering additional resources.