A senior Buffalo Public Schools official has filed a notice of claim alleging sexual harassment, retaliation and failures by district leadership to protect her after she reported misconduct.
Editorial Note
This article is provided for general educational and informational purposes. It does not constitute legal advice.
The allegations discussed in this article come from a notice of claim filed on behalf of Buffalo Public Schools Chief Equity and Governance Officer Antoinette Amos. A notice of claim alerts a public entity that legal action may follow. It is not a judicial finding, a verdict or proof that the alleged conduct occurred.
Former Superintendent Pascal Mubenga and Buffalo Board of Education member Lewis “Muki” Hawkins are entitled to respond to the allegations. Hawkins has publicly denied wrongdoing and said he intends to remain on the board while an investigation continues. The district, its board and the individuals involved should be presumed not legally liable unless the claims are established through an appropriate investigative or judicial process.
A senior Buffalo Public Schools administrator has accused two of the district’s most powerful former and current leaders of sexual harassment, retaliation and abuse of authority.
Attorneys representing Antoinette Amos, the district’s Chief Equity and Governance Officer, filed a notice of claim on July 16 against the Buffalo Board of Education and the school district. The filing describes alleged conduct involving former Superintendent Pascal Mubenga and sitting board member Lewis “Muki” Hawkins.
Amos alleges that Mubenga subjected her to an escalating pattern of unwanted sexual advances and physical contact. She separately alleges that Hawkins engaged in unwanted conduct and later threatened or retaliated against her after she rejected him and reported concerns.
The claim also raises questions about the district’s institutional response. Amos alleges that officials failed to provide adequate protection after receiving her complaints, even though the allegations were eventually referred to human resources personnel and outside counsel.
The case remains at an early stage. No court has ruled that harassment, retaliation or discrimination occurred.
Even so, the allegations have deepened an existing leadership crisis within New York’s second-largest public-school district and renewed questions about how school systems respond when an employee accuses senior leaders of misconduct.
What Was Filed on July 16
The document filed on Amos’ behalf is a notice of claim rather than a completed civil lawsuit.
Notices of claim are commonly required before a person may sue a New York public entity. They provide the government body with formal notice of the allegations and an opportunity to investigate before litigation proceeds.
Amos’ attorneys said the district may question her under oath during the notice-of-claim process. Her legal team indicated that it expects to file a formal lawsuit after the preliminary requirements have been completed.
This distinction is important for accurate reporting.
The filing contains serious allegations and signals potential litigation, but it does not mean a judge or jury has accepted Amos’ account. It also does not establish that the district is legally responsible for the alleged conduct.
The next stages may include sworn testimony, document review, an internal or outside investigation, settlement discussions and eventually a lawsuit.
Who Antoinette Amos Is
Antoinette Amos serves as Buffalo Public Schools’ Chief Equity and Governance Officer.
The district describes her office as responsible for policy review, organizational accountability, workforce equity, compliance, inclusive leadership, resource oversight and stakeholder transparency. The role places Amos within the district’s senior leadership structure and gives her responsibilities connected to the very governance and workplace systems now at issue.
Her position makes the allegations particularly significant.
Amos was not a newly hired or entry-level employee attempting to navigate an unfamiliar organization. She was a cabinet-level official responsible for helping evaluate whether the district’s systems were fair, accountable and responsive.
If a senior governance official believed she could not secure adequate protection after reporting alleged misconduct by top leaders, the dispute may raise questions extending beyond one employee’s experience.
It may also test whether the district’s internal accountability procedures operate effectively when the accused individuals occupy positions capable of influencing employment, policy and institutional decision-making.
The Allegations Involving Former Superintendent Pascal Mubenga
The notice of claim alleges that Mubenga engaged in an escalating course of unwanted conduct beginning after he became Buffalo’s superintendent in 2025.
According to reporting based on the filing, Amos alleges that he made repeated advances, summoned her to his office without legitimate professional reasons, attempted to isolate her and made comments or gestures connected to her continued employment.
The claim also includes allegations of unwanted kissing, inappropriate touching and other physical conduct of a sexual nature. Amos maintains that she rejected the behavior and made others aware of her concerns.
These allegations are graphic and serious, but they remain unproven.
Mubenga had not provided a detailed public response in the sources reviewed for this article. His resignation does not itself establish that the allegations are true or explain why he left the district.
Responsible coverage should therefore avoid treating the resignation as an admission.
The Allegations Involving Board Member Lewis “Muki” Hawkins
Amos also alleges that Hawkins engaged in unwanted sexual conduct and later subjected her to threatening or retaliatory behavior.
The notice reportedly accuses Hawkins of making an unwanted advance and later spreading false allegations that Amos was involved in an affair. Her attorneys characterize the alleged conduct as part of a broader pattern of hostility and retaliation.
Hawkins has denied wrongdoing.
He told local media that the claims remain allegations under the law and said he would respect the continuing investigation while remaining in his elected position.
That response is legally important.
The public may evaluate whether Hawkins should continue serving during the investigation, but the underlying facts must still be established through evidence, testimony and a fair process.
A demand for accountability does not eliminate the need for due process.
Mubenga Resigned Before the Claim Became Public
Mubenga abruptly resigned as superintendent on July 13, approximately 11 months into a four-year contract.
The Buffalo Board of Education waived the contract’s ordinary 90-day notice requirement and appointed Ebony Prophet-Bullock as interim superintendent effective July 14.
Local reporting indicated that the contract did not provide Mubenga with a severance or buyout connected to the resignation.
The notice of claim became public several days later.
The timing naturally generated public speculation, but the available evidence does not establish precisely what prompted the resignation or what board members knew when they accepted it.
District officials initially provided little public explanation beyond confirming the leadership change.
That lack of detail contributed to concerns among parents and community leaders who were already questioning the stability and transparency of district governance.
The District Had Already Announced an Investigation
Before Amos’ filing became public, the Buffalo Board of Education had acknowledged that a board member was facing sexual-harassment allegations.
The board did not initially identify that member, but it retained outside counsel to conduct an investigation. Subsequent reporting connected that investigation to Hawkins.
Amos’ claim alleges that district officials did not respond quickly or effectively enough to protect her. Her attorneys maintain that written complaints were eventually forwarded to human resources and outside counsel but that meaningful protective measures were not implemented.
The existence of an investigation does not automatically prove that the district’s response was adequate.
A legally and ethically sufficient response may depend on how quickly officials acted, whether the accused individuals retained influence over the employee, what interim protections were offered and whether confidentiality was handled properly.
Those facts will likely become central if the dispute proceeds to litigation.
Why Retaliation May Be as Important as the Initial Harassment Claim
Sexual-harassment cases often focus public attention on the alleged advances or physical conduct.
The retaliation allegations may be equally important legally.
Workplace retaliation generally involves punishing, threatening or disadvantaging an employee because the employee reported discrimination, opposed harassment or participated in an investigation.
Retaliation can take many forms. It may involve termination, demotion or lost pay, but it can also include threats, professional isolation, reputation damage, hostile treatment or actions intended to discourage an employee from continuing a complaint.
Amos alleges that she faced threatening conduct and damaging claims after resisting and reporting the alleged behavior.
If proven, those actions could support a retaliation claim even if some aspects of the underlying harassment allegations were disputed.
Schools should therefore treat protection against retaliation as a separate obligation rather than assuming that opening an investigation is enough.
Why Power Differences Matter
The phrase “abuse of authority” reflects more than the alleged sexual nature of the conduct.
Mubenga served as the district’s chief executive. Hawkins serves on the board responsible for governance and superintendent oversight. Amos was a senior official, but both men allegedly occupied positions capable of affecting district leadership, policy and employment conditions.
A supervisor or governing official does not need to issue an explicit statement such as “accept this advance or lose your job” for a power imbalance to matter.
Employees may reasonably fear that rejecting a powerful official could affect assignments, evaluations, advancement, reputation or continued employment.
That fear can make conduct coercive even when the parties hold professionally senior titles.
The district’s challenge is therefore not limited to determining whether specific physical acts occurred. Investigators must also consider whether professional authority was used to create pressure, silence objections or discourage reporting.
School Boards Have a Special Governance Responsibility
A board of education is not merely another workplace committee.
It exercises public authority over budgets, policies, senior appointments and the superintendent. Board members also have access to sensitive information and may influence the professional environment in which district employees work.
When a board member becomes the subject of a harassment allegation, the district faces a difficult conflict.
The board must protect the rights of the accused member while ensuring that the employee who complained is not exposed to retaliation or continued contact.
Members should avoid using executive sessions, committee assignments, access to records or public statements to influence the investigation.
An outside investigator may help reduce conflicts, but independence depends on more than hiring an external law firm. The investigator must have access to relevant evidence, freedom from political interference and clear authority to report findings.
The District’s Response Will Be Closely Examined
Amos’ claim reportedly alleges that Buffalo Public Schools failed to take adequate protective action after learning of her concerns.
One allegation involves the disclosure or inadequate redaction of her identity in documents. Another concerns the absence of a clear safety or workplace plan while the accused leaders remained connected to the district.
Whether those actions violated law will depend on facts not yet established.
Still, school districts should understand that confidentiality is not simply a courtesy.
Complaints involving senior officials can expose employees to professional pressure, rumors and public attention. Districts should share information only with individuals who need it to investigate or administer protective measures.
They should also explain what protections are available, who will supervise the employee, how contact with the accused will be handled and where the employee should report new concerns.
Silence and uncertainty can allow retaliation fears to grow even when an investigation has technically begun.
Teachers and Parent Leaders Called for Accountability
The Buffalo Teachers Federation publicly expressed alarm over the allegations.
Union President Rich Nigro said the accusations were particularly troubling in a profession where most employees are women and questioned whether immediate action was taken when the misconduct was first reported.
Parent advocates also said the allegations raised concerns about district culture, transparency and the example being set for students.
These responses show why leadership misconduct allegations rarely remain confined to an employment dispute.
Teachers may question whether they can safely report concerns involving their own supervisors. Parents may question whether leaders entrusted with student welfare hold themselves to the standards they expect from employees and students.
A district’s credibility depends not only on the final investigative outcome but also on whether the process appears fair, independent and transparent.
The Crisis Expanded Beyond the Original Claim
The allegations emerged during a period of broader turmoil in Buffalo Public Schools.
A board vacancy, Mubenga’s resignation and concerns about district governance prompted state and local officials to discuss whether outside intervention was necessary.
New York Education Commissioner Betty Rosa advised the board that it could delay filling a vacant seat because of the district’s extraordinary circumstances. The board nevertheless proceeded with an appointment after its president said she had clarified the commissioner’s letter.
Some officials described the district as facing a crisis of confidence.
The harassment claim did not create every governance concern in Buffalo, but it intensified questions about board decision-making, leadership stability and whether internal systems were functioning properly.
The district must now manage ordinary educational responsibilities while responding to a legal and institutional crisis involving its former superintendent and a sitting board member.
State Intervention Has Been Discussed but Not Ordered
Local and state officials have called for greater oversight, but no full state takeover had been ordered when this article was prepared.
New York’s education commissioner may have several tools available depending on the legal issue, but a complete takeover of a school district would involve broader statutory and political considerations.
Governor Kathy Hochul publicly condemned sexual harassment while noting that a state takeover would require legislative involvement.
Outside intervention may help restore confidence, but it is not automatically the best or only solution.
A state review should identify specific failures, establish enforceable corrective actions and preserve the district’s ability to serve students.
A takeover pursued primarily as a political response could create additional instability without resolving the workplace and governance problems that produced the crisis.
What an Independent Investigation Should Examine
A credible investigation should assess each alleged incident separately and examine the broader institutional response.
Investigators should review emails, messages, calendar records, meeting locations, witness accounts, personnel actions and any written complaints submitted by Amos.
They should determine when district officials first learned of each allegation and what steps were taken after each report.
The investigation should also examine whether Amos experienced changes in her duties, access, evaluations, relationships or professional reputation after reporting concerns.
Any inquiry into Hawkins should address potential conflicts created by his continuing role as a board member.
Investigators should document whether he had access to confidential discussions, influenced district decisions affecting Amos or participated in matters related to the investigation.
The final report should distinguish confirmed facts, disputed evidence and conclusions that cannot be resolved.
Due Process and Employee Protection Must Coexist
High-profile allegations often produce pressure for immediate punishment.
School districts must protect complainants without pretending that allegations have already been proven.
Interim measures can help achieve both goals.
Officials may limit contact, change reporting relationships, restrict access to confidential materials or assign an independent decision-maker without declaring anyone guilty.
These steps should be designed to prevent harm and preserve the integrity of the investigation rather than retaliate against either party.
The accused individuals should receive notice of the allegations and a meaningful opportunity to respond.
The complainant should receive information about available protections and should not be forced to bear the professional consequences of avoiding the accused.
A process that protects only one side is unlikely to produce a credible outcome.
What This Case Means for District Employees
The Buffalo allegations may cause employees in other districts to reconsider whether their own reporting systems are safe.
Employees should know where harassment complaints may be submitted when the ordinary supervisor is the accused person.
District policies should provide multiple reporting channels, including human resources, a compliance officer, the board, an outside reporting service or legal counsel.
Employees should document dates, statements, witnesses, messages and the response they receive after reporting.
They should also document possible retaliation rather than assuming it must involve termination or a formal disciplinary action.
The burden should not fall entirely on employees.
Districts should regularly train administrators and board members on harassment, retaliation, boundaries and conflicts of interest.
Leadership status should result in greater accountability, not greater insulation from oversight.
What School Boards Should Learn From Buffalo
Boards should adopt procedures for complaints involving the superintendent or individual board members before a crisis occurs.
The policy should identify who receives the complaint, who authorizes an investigation, how outside counsel is selected and whether the accused official may vote on related matters.
It should also explain how the district will protect the employee’s confidentiality and working conditions.
A board should not wait until allegations become public to decide how conflicts will be managed.
Clear rules reduce the risk that personal relationships, political alliances or public pressure will determine the response.
The policy must apply consistently.
A district that promotes strict standards for teachers but responds slowly when allegations involve senior officials risks creating the impression that accountability depends on rank.
The Impact on Students Should Not Be Overlooked
This is fundamentally a workplace and governance dispute, but students may still experience its consequences.
Leadership turnover can delay hiring, budgeting, curriculum implementation and long-term planning.
Public conflict can distract administrators and weaken trust among employees.
Students also observe how adults in authority respond to allegations involving power, boundaries and retaliation.
A district cannot teach students that harassment should be reported while appearing indifferent when an employee reports alleged misconduct by senior leaders.
The lesson students receive will come not only from the final result but from the fairness and seriousness of the process.
How New To Education Supports Accountability in Schools
New To Education publishes accessible reporting on educational law, employee rights, school governance and decisions affecting students, educators and families.
Cases involving senior officials require careful language.
A notice of claim is not a verdict. A resignation is not an admission. An investigation is not proof that misconduct occurred.
At the same time, due process should not be used as an excuse to dismiss complaints, expose employees to retaliation or avoid examining institutional failures.
Responsible accountability protects both the integrity of the investigation and the people who depend on the school system.
Learn more about New To Education:
Key Takeaways
Buffalo Public Schools Chief Equity and Governance Officer Antoinette Amos filed a notice of claim on July 16 alleging sexual harassment, retaliation and abuse of authority.
The allegations involve former Superintendent Pascal Mubenga and sitting Buffalo Board of Education member Lewis “Muki” Hawkins.
Amos alleges that Mubenga engaged in escalating unwanted sexual advances and physical contact. She separately alleges that Hawkins engaged in unwanted conduct and later threatened or retaliated against her.
The filing also alleges that Buffalo Public Schools failed to provide adequate protection after receiving her complaints.
Mubenga resigned on July 13, several days before the claim became public. His resignation does not establish the truth of the allegations.
Hawkins has denied wrongdoing and said he intends to remain on the board while the investigation proceeds.
A notice of claim is a preliminary legal filing, not a judgment or finding of liability.
The case has intensified broader concerns about leadership stability, workplace culture and governance within Buffalo Public Schools.
Frequently Asked Questions
Has Antoinette Amos filed a lawsuit?
She filed a notice of claim, which is generally a required preliminary step before suing a New York public entity. Her attorneys have indicated that they expect formal litigation to follow.
Who is Antoinette Amos?
She is Buffalo Public Schools’ Chief Equity and Governance Officer and a member of the district’s senior leadership team.
Who is accused in the filing?
The allegations concern former Superintendent Pascal Mubenga and Buffalo Board of Education member Lewis “Muki” Hawkins. The district and school board are central public entities named in the claim.
What does Amos allege against Mubenga?
She alleges an escalating pattern of unwanted sexual advances, physical contact, sexually charged conduct and behavior connected to his authority over her employment.
What does she allege against Hawkins?
She alleges unwanted conduct followed by threats, hostile behavior and retaliation, including allegedly spreading a false claim about an affair.
Have the allegations been proven?
No. No court has ruled that the alleged conduct occurred, and the matter remains under investigation and at a preliminary legal stage.
Has Hawkins responded?
Yes. He has denied wrongdoing and said he will remain on the board while respecting the ongoing investigation.
Why did Mubenga resign?
The board accepted his immediate resignation on July 13. The available public record does not conclusively establish why he resigned, and the resignation should not be treated as an admission.
What is the district investigating?
The board retained outside counsel after acknowledging sexual-harassment allegations involving a board member. The full scope and findings of that investigation had not been publicly released when this article was prepared.
Could New York take control of Buffalo Public Schools?
State intervention has been discussed, but no complete takeover had been ordered. Officials have indicated that a full takeover would involve additional legal and legislative action.
Final Thoughts
The allegations facing Buffalo Public Schools are serious because they involve more than personal conduct.
They involve power, public trust and the systems designed to protect employees when allegations reach the highest levels of a school district.
Antoinette Amos has accused a former superintendent and a sitting board member of misconduct. She has also accused the district of failing to respond adequately after she reported it.
Those claims must be investigated fairly.
Mubenga and Hawkins are entitled to respond and should not be treated as legally responsible before the evidence is evaluated.
The district also has an obligation to ensure that due process does not become institutional silence.
Employees must be able to report alleged misconduct by powerful officials without fearing retaliation, professional isolation or damage to their reputations.
Buffalo’s leaders now face a test extending beyond whether individual allegations can be proven.
They must demonstrate that the district can investigate itself honestly, protect employees appropriately and continue governing schools during a period of intense public distrust.
The credibility of that process will affect not only the people named in the claim but also every employee, family and student who depends on Buffalo Public Schools.
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Sources
Buffalo Toronto Public Media — Mubenga and Hawkins Named in Sexual Harassment Claim
https://www.btpm.org/local/2026-07-16/mubenga-hawkins-named-in-sexual-harassment-claim
Spectrum News 1 — Former Buffalo Schools Superintendent Accused of Sexual Harassment in Court Documents
WKBW — Former Buffalo Public Schools Superintendent and Current Board Member Accused of Sexual Harassment
WKBW — Buffalo Public Schools Superintendent Resigns After One Year
Buffalo Toronto Public Media — State Education Commissioner Gave Buffalo School Board Leeway Amid Turmoil
Buffalo Public Schools — Equity and Governance Office
https://www.buffaloschools.org/page/diversity-equity-and-inclusion
Buffalo Public Schools — Superintendent’s Cabinet
https://www.buffaloschools.org/o/bps/page/superintendents-cabinet
Buffalo Public Schools — Board of Education
