Dr.

Douglas Hendrix 2517 Fair Oaks Drive Jonesboro, Georgia 30236

July 11,2012

DCPS Board of Education 1701 Prudential Drive Jacksonville, Florida 32207 To Whom It May Concern: I am applying for the position of Superintendent for the Duval County Public School District. Currently, I serve as the Chief of Human Resources and the Public Information Officer for the Clayton County Public School District, a large urban school district just south of Atlanta. It is my belief that my professional experiences, personal qualities, and desire to make a positive difference in an urban environment are a perfect fit for the needs of your school district. I have garnered a multitude of experiences in my 17 years as a public school education practitioner. I have served on both the academic and operational sides of my profession. Teacher, assistant principal and principal are vital academic positions I have held that are the foundation for my professional beliefs. Additionally, I have a wealth of operational experience from working in human resources, finance, professional development, and communications. Collaboration, respect, transparency, consistency and accuracy are hallmarks of my leadership experience and style. I have been very successful in bringing diverse groups together for the purpose of sparking innovation and finding solutions to challenges. Nothing has been more rewarding than seeing communities come together with the genuine purpose of making life better for children. Together, I believe, we can make this level of cooperation be the standard for making a difference in the city of Jacksonville. With the aforementioned introductory information about me in mind, I, humbly ask for the opportunity to interview with you to discuss a topic for which we share a great passion. That topic is a commitment to children, their welfare, and the opportunity we have to help them charter a positive and productive path in life by way of their educational experience. I look forward to sharing with you why I am the best candidate to lead the Duval County School District in this endeavor. Thanks in advance for this opportunity.

~!-----::>
Douglas Hendrix, Ed.D.

Duval County Public Schools

Application Information Form

Jacksonville, Florida
Position: Superintendent

Title: Name:

Dr.

o Mr.
Jonesboro Georgia

OMs.

o Mrs.

o (other-please
Telephone Office: Home: Cell: E-mail:

list)

Douglas Hendrix 2517 Fair Oaks Drive

Home Address:

(770) 473-2754 (678) 593-5143 (678) 516-8451 drdouglashendrix@gmail.com

Zip Code:

30236

Record of Professional Education (in reverse chronology) Institution Nova South Eastern University Columbus State University Fort Valley State University Graduation Date 08/2004 08/2007 07/1995 Major Ed. Leadership Ed. Leadership English Degree Doctorate Master's Bachelor's

Record of Professional Experience (in reverse chronology) Title Chief of Human Resources/Public Information Officer Chief Administrative Officer Chief Of Human Resources Acting Chief of Human Resources Director of Human Resources Principal Interim Principal Asst. Principal Teacher Teacher Dates
1111

District to
Present

State GA

Enrollment 51,000

Clayton County

7/10

to

1/11

Clayton County

GA

50,000

8/09 3/09 11/07

to to to to to to to to

7/10 8/09 3109 11/07 7105 11/04 7/00

Clayton County Clayton County Clayton County Clayton County Clayton County Clayton County Clayton County Griffin-Spalding

GA GA GA GA GA GA GA GA

49,000 46,000 53,000 53,000 53,000 53,000 50,000 20,000

7/05
11/04

7/00 8/99
8/96

8/99

Duval County Public Schools, Jacksonville,

FL

Closing date July 23, 2012

The School Board has identified the following

qualities for the superintendent

of schools.

Please respond to each of the qualities stressing your experience, strengths, and abilities in each area, limiting your responses to between 200 and 300 words for each item.

1. A leader who solicits, respects and values the input of stakeholders at all levels of the organization and who has demonstrated leadership in utilizing that input to create and sustain a culture of shared decision-making. I have had many experiences working with various stakeholder groups in a large, urban school district. Defined challenges I have addressed include stagnant academic achievement, subjective hiring processes, inadequate financial management, employee apathy, poor public and community relations, and the loss of stakeholder confidence. It has always been my practice to solicit the help of others when aspiring to innovate or needing to address challenges. My ground rules for participation in these groups have always been predicated on respecting and valuing all stakeholders input, regardless of age and level of expertise. It is my belief that all stakeholders have valid perspectives relating to the educational process. In current and previous roles, some of my experiences leading efforts to solicit internal and external stakeholder input include the following areas: designing the district strategic action plan, choosing an operational system, resolving internal job classification issues, creating the school district's budget, and redesigning internal processes. I also believe that utilizing stakeholder input is as valuable as soliciting it. I have never led a stakeholder input session where information garnered was not utilized. As a district leader, ensuring authentic, consistent and equitable community engagement with stakeholders on issues affecting schools and the school district has been a standard component of how I conduct business. In order to improve these efforts, I have led a team in the creation of a framework based on best practices adapted from the International Association for Public Participation. A key component to this framework is a spectrum of participation, which describes how stakeholders can engage in schools and the school district decision-making and describes the school districts commitment to the different options for stakeholder involvement. I strongly believe no level of participation is more or less important than the others.

2. A leader who supports and empowers principals, teachers and staff to improve organizational and student performance outcomes. I learned very early in my career that teachers, principals and support staff are essential to improving school climate and increasing student performance outcomes. It has been my experience that increased student achievement occurs in districts where collaborative working relationships exist between schoolsite and district personnel. It has also been my experience that little improvement occurs in schools and school districts where most reform initiatives are centralized and where the district is not concerned with empowering and building the capacity of principals, teachers, and support staff. I have had multiple experiences working with and empowering the aforementioned groups in my current and previous leadership roles. Some of those efforts include establishing a clear focus and a strategic plan of action for increasing student achievement, organizing and engaging the district office in supporting each school in the creation of an individualized plan for improvement within the district's overall framework for improvement, solidifying instructional coherence by aligning curriculum, instruction, and assessment, and optimizing human, financial, and other resources to provide support that is adequate for schools to produce predetermined student performance outcomes. Through those experiences, I surmise that it is the responsibility of district level leadership to encourage and empower internal stakeholders. This
Duval County Public Schools, Jacksonville, FL Closing date July 23, 2012

district level sponsorship invites innovation, improves employee morale, and increases ownership in district initiatives. 3. A proactive visionary, able to consider, plan and implement systemic change that increase the district's ability to recognize and respond to current and future challenges as they arise.

4. Someone with strong organizational and leadership skills, able to collaboratively align and focus internal and external stakeholders' efforts to accelerate progress on achieving the district's goals for student and organizational performance. One of the most challenging tasks for a school leader is bringing a community together and aligning the efforts of internal and external stakeholders. My experience has been that successful school districts have leaders who provide opportunities for collaboration between stakeholder groups for the purpose of achieving organizational goals with fidelity. A great example of my work in this area is the formulation of the "Principal Partners for a Day" initiative. Working with the local Chamber of Commerce, I organized an effort by which business partners shadow principals and district leadership for a day. The purpose of the activity is to align and focus internal and external stakeholder efforts through networking and the sharing of experiences between the district leaders and the business community. Additionally, it is an effort to promote the school district to business partners and to solicit financial resources. As a principal, I worked with parents to create an organization that endeavored to support teachers and school-site staff. The organization was called Dedicated and Diverse Support (D.A.D.S.). A priority for the organization is enlisting fathers' participation in their children's education, training fathers to be volunteers at the school, and promoting fathers as mentors. The organization went from being an initiative I founded with parents and staff at my school-site to a fixture in each of the sixty-plus schools in our district. Today, the initiative has taken a new name, "500 Men Standing in the Gap", and is a priority for implementation by the National Parent Teacher Association. 5. A person of integrity who is trustworthy and whose relationships, with the board and across the district, are predicated on honest and open communications. As a leader and a role model, I am cognizant of the importance of integrity. Throughout my life and my professional experiences, I have sought to be a person of consistency of actions, values, methods, measures, principles, expectations and outcomes. I believe in honesty, transparency, and accuracy. I have always found great success in establishing and retaining positive and productive relationships. It has been my experience that 3 relationships will determine the level of success a school district will achieve. They are the independent relationships the superintendent has with the local school board, the employees, and the community. I have experience fostering positive, professional relationships with each of these entities. My experience has been that board members, staff, and parents all desire leadership that provides them with timely, accurate information that equips them with the insight needed to make great decisions in the best interest of children. I have made numerous reports, provided training, and solicited and utilized input from each of these groups. As a school district executive, I have presented information to the local school board, staff, and parents relating to academics, financial disclosures, and personnel decisions. I have found that accurately communicating intentions and the direction of the school district yields great results and breeds trust.

Duval County Public Schools, Jacksonville,

FL

Closing date July 23,2012

Do you have a Superintendent Endorsement for the state represented by the position listed on this Application Information Form?
(If you have questions regarding the requirements to be a superintendent in the State of Florida, contact the Florida Department of Education)

Yes_X_

No

I certify that the information provided herein is true and complete to the best of my knowledge.

@
(initials)

I am aware that the Florida Sunshine Act will require that all applicant information is public and can be released to the media upon request.

Applicant hereby waives his/her right to confidentiality with regard to his/her work record or criminal record and consents to and authorizes the release of information from current or former employers and/or law enforcement personnel ~jnq.uiJ:Y. under this application.

Signature of Applicant:

Printed name of Applicant:

P<.:I <.:"j l (.~

orv:l '( '- y~

Date:

1 \ ~a \ OJ. n a e

This application must be COMPLETED and RETURNED by:

MONDAY, JULY 23,2012

Duval County Public Schools McPherson & Jacobson, L.L.C. Executive Recruitment and Development 7905 L St., Suite 310 Omaha, Nebraska 68127 Phone: (402) 991-7031/(888) 375-4814 E-mail: 9~~1~:?::)ybi;"'I.:J11~~I~(~,c;9r:,! Fax: (402) 991-7168

AAlEEO Employer

Duval County Public Schools, Jacksonville,

Fl

Closing date July 23,2012

DOUGLAS HENDRIX, Ed.D.

2517 Fair Oaks Drive-eJonesboro, Georgia 30236+:'C: 678-516-8451+:drdougiashendl'ix@gmail.com

SCHOOL SUPERINTENDENT

CANDIDATE

Proven executive with a commitment to student growth, development, and academic excellence. Exemplary leader focused on providing students with a rigorous and challenging education, along with the confidence, tools and skills required to build and advance toward a framework of success. Able to shape the district's values, vision and goals. Ability to lead the district in the development of policies and programs that challenge and motivate students towards lifelong achievements and enhance positive educational experiences.

NOTABLE ACHIEVEMENTS
s

Member of executive leadership team that facilitated the restoration of the district's accreditation. Facilitated stakeholders in collaboratively creating and implementing a systemic strategic action plan. Balanced a budget with $190 million in projected deficits over multiple years. Achieved 100% highly qualified staff in 2012, the first large district to achieve this federal mandate in Georgia. Executive producer and host of an award winning television talk show celebrating students, staff and community members. Administrator responsible for hiring and training staff at the only "Distinguished" high school in the district (made AYP for 3 consecutive years). Principal of the only middle school in the district to never have been in "Needs Improvement" status. Teacher of the Year 1997. Member of the "Middle School Team of the Year" in Georgia 1997. PROFESSIONAL BACKGROUND

Clayton County Public Schools zooo-Present Chief Human Resources Officer 2011-Present Public Information Officer Head of the overall personnel operations for a large, urban school district, including personnel hiring and retention, benefits, risk management, personnel investigation, professional development, certification, legal, and teacher quality. Head of the overall communications department, including community and media relations, the education access channel and television studio, and print services. Achievements Updated and improved all personnel hiring processes.

Restructured an organization of 10,000 employees and revised organization charts and job descriptions. Achieved 100% certified and highly qualified staff in 2012, the first large district to achieve this federal mandate in Georgia. Trained all teachers and administrators on the Common Core Standards and developed a "train the trainer" model for continuous support of employees. 6> Decreased vacancies in critical hard to fill positions by 50%. Implemented a paperless personnel management system. e Designed and implemented professional learning academies for leaders and aspiring leaders. Designed and implemented the "Principal Partners for a Day" program. Equipped every school in the district with a healthcare professional. e Gained positive media exposure for the school district. II> Increased viewership on the education access channel with innovative programs for students and community stakeholders. Led department that won 5 electronic media awards at the Georgia School Public Relations Association.
It
!II

Fiscal

Management Reduced litigation against the school district. Minimized workers compensation claims against the school district. Decreased unemployment claims against the school district. Increased employee attendance by 7%.
2010 -2011

Clayton County Public Schools Chief 'Adminietrative Officer

Led the Human Resources and Business and Finance departments simultaneously. Included all Chief of Human Resources Officer responsibilities as well as procurement, payroll, accounts payable and receivable, the budget process, year-end-close out, SPLOST management, tax digest, and title funds.

Achievements 13 Achievement of Excellence in Procurement award from the National Purchasing Institute. Implemented a paperless asset management system. e Eradicated over hiring by instituting a position control process. e Lead revisions for all board policies. Fiscal Management Balanced a budget inclusive of a $21.3 million deficit. Turned a $21.3 million budget deficit into an $8.5 million surplus by recommending reductions, monitoring spending and maximizing revenues. Created a school district foundation, raising money for scholarship. Reduced overtime expenditures.

Clayton County Public Schools 2009 -2009 Acting Chief Human Resources Officer Led the Human Resources department during a transitional period. Duties included personnel hiring and retention, benefits, personnel investigation, certification and compensation. Achievements Restructured the compensation handbook. Instituted a new certified and classified employee hiring process. Restructured leave process and brought into compliance with state and federal mandates. Clayton County Public Schools 2007 - 2009 Director of Human Resources Oversaw all personnel actions for one half of the district including new hires, transfers, terminations, and class changes. Assisted school sites with leave, personnel investigations, and recruitment and retention. Achievements Redesigned the personnel investigation process. Incorporated podcast trainings for staff on topics ranging from professional ethics to mandated reporting. Increased the percentage of highly qualified teachers in the district by 5%. Clayton County Public Schools 2004 - 2007 Principal Responsibilities consisted of selecting and evaluating teachers and support staff, monitoring curriculum application, providing appropriate staff development, budgeting, scheduling, and public relations using multiple resources. Worked with external stakeholders developing and garnering support groups and resources for the school. Led systemic change initiatives to improve district climate and standardized test scores. Built capacity and developed long and short range plans. Achjevements Raised 8th grade writing scores by 31% points. Designed a "safety net" program, "Multiple Opportunities for Success" which allowed students multiple opportunities to be exposed to the curriculum and grasp concepts. Established an instructional in-school suspension program which included test prep, accelerated reader, behavior modification and one-on-one counseling activities. Clayton County Public Schools
2000 - 2004

Assistant Principal Responsibilities consisted of supporting the vision of the building principal, teacher performance evaluations, student attendance, technology, student discipline, and performance evaluations, master-scheduling, and the integration of technology in to daily lessons. Achievements Implemented the "Teacher Induction Program for Success" (T.I.P.S.); Retained 98% of teachers. Made AYP for 3 consecutive years.

Increased student attendance by 8%. Increased graduation rate by 11%at school.

1999 -2000

Clayton County Public Schools

Teacher
Teaching responsibilities consisted of teaching 6th grade science in a collaborative classroom setting. Responsible for delivery of curriculum, assessing students, communicating with parents, test administration, and grade reporting. Achievements "Teacher of the Month". Raised student achievement scores by an average of two grade levels in a collaborative classroom, inclusive of special education students. Coached the 8th grade boys' basketball team to the county championship. Griffin-Spalding County Public Schools 1996 -1999 Teacher Teaching responsibilities consisted of teaching 6th grade reading, language arts and social studies in a collaborative classroom setting. Responsible for delivery of curriculum, assessing students, communicating with parents, test administration, and grade reporting. Achievements Sallie Mae Award nominee, best new teacher in the district, 1996. "Teacher of the Year", 1997. "Middle School Team of the Year", Georgia Middle School Association, 1996. Red Ribbon Drug Free Schools 1st place recipient 3 consecutive years. EDUCATION and PROFESSIONAL TRAININGS B. A. in English, Fort Valley State University Teacher Certification, Fort Valley State University Master's in Education Leadership, Columbus State University Doctorate in Education Leadership, Nova Southeastern University Georgia Leadership Institute for School Improvement "Leadership, an Evolving Vision", Harvard University American Association of School Personnel Administrators "Boot Camp" Diamond 6 Leadership Workshops, Gettysburg, PA SUPES Academy (accepted) ProAct Search Firm PROFESSIONAL ASSOCIATIONS American Association of School Administrators American Association of School Personnel Administrators Society for Human Resource Management Association for Supervision and Curriculum Development Georgia Association of Educators
1995 1997 1997 2004 2006 2007 2008 2012 2013 (Jan.)