McPherson & Jacobson, L.L.C. 7905 L St.

, Suite 310 Omaha, Nebraska 68127

July 16,2012

RE: Superintendent

of Schools, Duval County

Members of the Search Committee: I am writing to express my interest in the position of Superintendent for the Duval County Public Schools. I have had 30 years of experience as a school administrator, including 11.5 years as Superintendent of the Washtenaw Intermediate School District in Ann Arbor, Michigan. Iam currently employed as the Executive Director of the Michigan Association ofIntermediate School Administrators, a statewide association that serves the 56 regional service agencies in Michigan. I hold a Doctor of Philosophy degree from Michigan State University with an emphasis on curriculum, instruction and administration. The combination of my formal education, extensive experience in large and diverse school districts and my commitment to quality education for all students make me particularly well suited as a candidate for the Duval County Schools superintendency. In addition to my proven leadership ability and excellent record of accomplishment, I have demonstrated the ability to influence education policy on the state and national level. As a strong advocate for public education Ihave established a reputation for building collaborative learning organizations that work with the community to innovate and adapt to the ever changing landscape of public education. Ipossess the dedication to excellence needed to forge an exciting and promising educational future for the students, school staff and citizens of Duval County. At this point in my career the Duval County superintendency offers a career challenge and professional opportunity that matches well with my experiences. Ihave come to possess demonstrated competencies that are essential in a leadership role in a large diverse school system. Iam experienced with all aspects of school operations including human resources, finance, negotiations, government relations, facilities planning and management, public relations and instruction. I have the ability to communicate clearly, to inspire others, to manage change and to handle stressful situations with poise. I pride myself on exhibiting the highest level of integrity in all personal and professional matters. Ihave earned the respect of my peers by dedicating my career to providing a quality education for all students. Ihave prepared my entire professional career for this opportunity to lead and serve. Iam enclosing a copy of my resume that details my professional service and accomplishments. Ihave also included a list of professional references. Iam available for and would appreciate the opportunity to be invited for an interview. If you have any questions please feel free to contact me.

William C. Miller 208 Montgomery Avenue Ann Arbor, Michigan 48103 (734) 663-8083 Williammiller4@comcast.net

~~e~

Duval County Public Schools

Application Information Form

Jacksonville, Florida
Position: Superintendent

Title:
Name:

x Dr.

o Mr.
Ann Arbor Michigan

OMs.

o Mrs.

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

list)

William C. Miller 208 Montgomery Avenue

Home Address:

(517) 327-9260 (734) 663-8083 (734) 260-7052 Williammiller4@comcast.net

Zip Code:

48103

Record of Professional Education (in reverse chronology) Institution Michigan State University Michigan State University Eastern Michigan University Graduation Date 1991 1982 1975 Major Curriculumllnstruction Ed. Administration Teaching Ph.D M.A. B.A. Degree

Record of Professional Experience (in reverse chronology) Title Executive Director Dates 1/11 to current District Michigan Association of Intermediate School Administrators Washtenaw Intermediate School District Washtenaw Intermediate School District Traverse City Public Schools Traverse Bay Area Intermediate School District State Mich. Enrollment 1.5 million statewide

Superintendent

7/99

to

1/2011

Mich.

50,000

Associate Superintendent Elementary Principal Director of Special Education

1988

to

1999

Mich

42,000

1986 1982

to to

1988 1986

Mich Mich

12,000 30,000

Thank you for the opportunity to respond to these statements that provide insight into the profile the Board and community desires for your next Superintendent. Behind each statement is the theme of leadership. Leadership is the art of influencing, directing and supporting others in a manner that wins their confidence, respect and enthusiastic cooperation in achieving shared goals. I will be the candidate with the qualifications and experience needed to lead the Duval County Public Schools with vision and unity that creates a world class school system for our students and community. 1. A leader is one who solicits, respects and values the input of stakeholders at all levels of the organization inside and outside and who has demonstrated leadership in utilizing that input to create and sustain a culture of shared decisionmaking toward mutual goals. Throughout my career I have has the pleasure to work with highly talented and motivated professionals. Virtually all of the accomplishments we have made can be attributed to talented teamwork. In order to manage change in large complex organizations there must be shared vision and a comprehensive, coherent and aligned process for improvement. As Superintendent of Washtenaw County Schools (WISD) we built a learning community focused around a futuring process that was built on organizational and moral imperatives for action. The fundamental nonnegotiable principles of inclusion, diversity and equity formed the core values for our culture of shared decision making. Since the development of the WISD 2003 plan to the subsequent adoption of the 2010 and 2020 plans, we have had laser-like focus on common goals and annual objectives. We put together a diverse team where valuing diversity and inclusiveness was everyone's business. Just as our organization led the state in building inclusive programs for students with disabilities, we extended these values to every aspect of our system. Through successful professional development programs in customer service and diversity awareness we were able to create a workforce where each staff member and job is respected and each contribution is recognized and appreciated. Our diversity and inclusion strategy was focused on achieving results and we were able to take advantage of this opportunity to be more creative, innovative and culturally sensitive and to bring out the best in every person we touched. We reduced staff turnover and raised expectations that ultimately had a positive impact on student achievement. 2. A leader who supports and empowers principals, teachers and staff to improve organizational and student performance outcomes. Building a successful and continuously improving organization is dependent upon the quality of the ideas, the process and the staff that carry out the plan. Our staff is the most valuable asset we have, every school deserves to have an excellent principal and well prepared and supported teachers and support staff. The process of empowering staff involves setting a clear and compelling direction for the district and school and issuing a professional challenge to meet student

performance standards. By aligning resources to focus on students first and working to garner community support for the school and district efforts are key parts of the empowerment strategy. One of the best strategies for empowering staff is to align district and community resources around organizational imperatives that increase the likelihood of success. By working with the community to assure that our youngest citizens are ready to learn when they start school is a strategy the district must use to support teaching and learning. As Superintendent I was a founder of our Success by Six community collaborative with the United Way. Making sure that students get the help they need before they fail is essential for successful performance. We instituted a research based Instructional Consultation Team (lCT) prevention model to address this issue, with great success in improving student achievement and reducing special education referral and identification rates. We accomplished this by building teacher capacity, which is the heart and soul of ICT process. Providing resources that close the achievement gap and raise standards, our close the gap/raise the bar initiative is our Statewide System of Support (SSoS), a school improvement approach sponsored by the Michigan Association Of Intermediate School Administrators(MAISA) and the Michigan Department of Education. We can also empower principals, teachers and support staff by giving them more access to program options and tools that can be used to personalize education. This includes both equipping the schools and students with the technology and facilities they need to support teaching and learning in a safe and nurturing environment.

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. To be a learning organization that is able to adapt to changing expectations and unfunded mandates demands that the vision, the decision making process, the staff empowerment strategy, the community involvement and the instructional goals for students are aligned under a planning, delivery and accountability system based on non-negotiable goals. The theory of action is that we can create the future that we prefer if we can envision that future and align our values, resources and efforts to our desired end results. Adapting to the future will mean that we must look at our students individually and define student success by each name and each face. Our technology today allows us to personalize education for each student and to measure progress by more that test scores. Our decision making about student needs will need to take in many forms of data, an evidence

enhance formative assessment model that allows us to develop a personalized plan for each student. At MAISA we have developed a system for personalizing data through our statewide Regional Data Initiative housed at county school districts. We must prepare for the day when learning is not confined to a school but can happen anytime, any place, any way and at any pace. To meet this changing dynamic we must assure that all students master the instructional core, focusing on literacy across the curriculum and on numeracy. At WISD our Reading Apprenticeship program was a model for reading and writing proficiency. Our staff must dig deeply into pedagogy and we must support professional development to assure that we are implementing the best practices in instruction. The district must be prepared to give students and parents ever increasing opportunities for voice and choice in the learning plan. The district will also need to build the capacity for mass customization. This will necessitate working more with the community and other institutions to assure that a wide variety of curriculum options are available, including an emphasis on the arts, music, heath and the humanities.

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. Through my career the organizations that I have led have a reputation for being performance driven, forward thinking and quality focused. We have also been able to consistently deliver solid results for our students and our community. High levels of stakeholder involvement are necessary for any school district to serve their community. As Superintendent I served as Vice-Chair of the County Workforce Development Board for 8 years and also served on the MEGA partnership for economic development. Strong well managed schools are critical for job creation and attracting investment to a community. Washtenaw County has consistently been the leader in the State of Michigan in growing and attracting business. One of my most satisfying accomplishments was working with or higher education partners to design and implement early and middle college programs. The Washtenaw Technical Middle College opening in 1996 was the first of its kind in Michigan. In 2008 the Early College Alliance at Eastern Michigan University opened as the first early college to offer high school students up to 60 transferable college credits and a high school diploma simultaneously. Today, our team at MAISA is developing support systems to scale early college, dual enrollment and project based learning statewide. These programs let the fast runner run, increasing both high school and college graduation rates and making college more affordable.

Working with county government to develop programs and services in the area of the arts and culture was also an emphasis. As a member of the Arts Alliance I cochaired, with the County Administrator, the Community and Culture planning initiative. Working with schools, artists interfaced with students providing enrichment programs and partnerships. I also served as the education representative on the Ann Arbor Area Success Plan, a strategic plan for building a stronger community. Much of the Success Plan was focused on improving education and follow up on these strategies continues.

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 keeper of the public trust for over 30 years I have learned that your reputation defines you as a leader. Leadership matters, staff will come to respect a leader who is open and honest. The community also demands transparency and honesty in public officials. Building collaborative relationships within and outside of the organization is key to the success of the district. These relationships must be built on trust and trust is earned through a track record of solid recommendations and delivering on promises. I pride myself on exhibiting the highest level of integrity in all personal and professional matters. Most importantly, I have demonstrated the personal qualities of trust, respect and integrity in my relationships with the Board of Education and currently with our Board of Directors. It is important to note that the development of trust and sustaining it lies in mutual respect and recognition of one and another's capacity and contributions. Trust, respect and recognition within local education agencies however gets caught up in the political spectacle of federal and state tensions over who controls the direction and the measurement of merit and worth of local education improvement efforts. It is therefore incumbent upon the leader to lead within a consensus on the purpose(s) we are trying to achieve. To lead within a set of principles and values that guides our decision-making and practice. Since education is a social learning process with multiple stakeholder groups who may see loss rather than gain within selected decisions, it is even more important to work on set of purposes guided by a set of public values that are inclusive, equitable, and universal. Many difficult decisions will face the district, by building this mutual set of understandings and values the administration and the Board can together move the Duval County Public Schools forward.

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 State of Florida, contact the Florida Department of Education) in the

Yes_x_

No

I certify that the information ~~ (initials)

provided herein is true and complete to the best of my knowledge.

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 upon inquiry under this application.

Signature of Applicant:

ttJ~Zh. CldL/.i./t<lhtlP11 ~

Printed name of Applicant:

111: lfft-rC

Date:

04ty lD,dD/~ 7

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: apps@macnjake.com Fax: (402) 991-7168

AAlEEO Employer

Duval County Public Schools, Jacksonville,

FL

Closing date July 23,2012

William C. Miller, Ph.D. 208 Montgomery Ann Arbor, MI 48103 (734) 663-8083 (home) (734) 260-7052 (work) E-mail: williammiller4@comcast.net
EDUCATION 1987-91 Doctor of Philosophy Michigan State University East Lansing, Michigan Major: Curriculum and Instruction Minor: Educational Administration Dissertation: The Multi-age Classroom: A Description of Multi-age Group Teaching Practices, 1991, Michigan State University Press, East Lansing, Michigan. Master of Arts Michigan State University Major: Educational Administration Emphasis areas: Elementary and Special Education Administration, School Finance, School Law, Instructional Supervision ' Bachelor of Arts Eastern Michigan University Major: Elementary and Special Education Minor: Social Science Teaching Certificate K-8 and Special Education K-12 Colorado State University Fort Collins, Colorado Oakland Community College Farmington, Michigan

1977-82

1973-75

1971-73

1970-71

PROFESSIONAL EXPERIENCE
111111

Employer:

Present Position: Duties:

Michigan Association of Intermediate School Administrators/Michigan School Administrators Executive Director/Associate Executive Director

Association of

Chief Executive Officer charged with leadership and management responsibilities that coordinate the efforts of 57 educational service agencies that serve 1.5 million students within Michigan's system of public education. Administer an annual budget in excess of 10 million dollars Coordinates programs, grants and services on a statewide basis in the areas of assistance to low performing schools, regional data initiatives, curriculum and assessment, professional resources, staff development and educational innovation Formal partnership agreements with the Michigan Department of Education

Government relations and educational policy development Membership services for 2,000 members

7/1/991/1/11

Employer: Position: Duties:

Washtenaw Intermediate School District Superintendent

Chief Executive Officer for the 50,000 public, private and charter school students served by Washtenaw Intermediate School District within the boundaries of the ten local school districts. Administer an annual budget in excess of 100 million dollars Chair of the Washtenaw Superintendents Association Recording Secretary of the Washtenaw Association of School Boards Community and Government Relations for regional school operations Leading school transformation and innovation initiatives Long Range Planning and Regional Economic Development State level leadership in instruction and consolidation of services

1988-99

Employer: Position:

Washtenaw Intermediate School District Associate Superintendent for Educational Services

Duties: Responsibility for coordinating instructional support programs for 42,000 students from ten local school districts and three public school academies. Preparation and management of the district budget (1997-98 operating budget in excess of 40 million dollars). Coordinate and lead the activities of200 teaching professionals and support staff. Coordinate and lead the activities of 13 school administrators. Design and implement long-range plans in curriculum and program development. Oversee instructional services, staff development, career and technical education, special education, talent development, grants, planning and assessment services to ten local school districts and three public school academies. Act as the chief executive officer of the district in the absence of the superintendent of schools. Coordination of interagency higher education and business/education partnerships. Manage personnel operations, including negotiating and implementing union contracts. Responsibility for public relations and public committee involvement in program governance. Served as Assistant Superintendent for Special Education, August, 1988 to June 1993. 1986-88 Employer: Traverse City Area Public Schools Dr. Vernon Oxender, Superintendent Elementary principal, Traverse Heights Elementary School

Position: Duties:

 Responsible for designing and implementing educational programs for 325 students in grades K-6. Responsibility for supervision of 20 professional staff in a progressive school program, utilizing the clinical supervision model in a multi-age grouped design. Development of a school design based on effective schools research. 1982-86 Employer: Traverse Bay Area Intermediate School District Mr. Richard Asiala, Superintendent Local district director/supervisor of intermediate special education programs

Position: Duties:

Director oflocal special education programs in the Traverse City Area Schools. Supervisor of center programs servicing 600 students. Responsibility for the development, organization, administration and maintenance of programs and services. Supervision and evaluation of 50 professional staff. Responsible for hiring personnel and administering the master agreement. Planning and administration of the 1.2 million dollars special education budget. Development and presentation of staff workshops and inservice training programs. To represent the superintendent in matters relating to special education programs. 1981-82 Employer: Traverse Bay Area Intermediate School District Mr. Charles Mayer, Director of Special Education Special Education Teacher Consultant

Position: Duties:

Design and implementation of individualized education programs for secondary students with disabilities. Writing performance objectives and vocational plans, and conducting evaluations of students. Providing in-service training for parents and teachers. Assisting staff in mainstreaming students. 1978-81 Employer: Mancelona Public Schools Mr. Michael Murch, Superintendent Resource Room Teacher High School Special Education Program

Position:

Duties: Teacher for students ages 15 to 21, including learning disabled, educable mentally impaired, emotionally impaired, and visually impaired students. 1976-78 Employer: Marquette-Alger Intermediate School District Ms. June Schaefer, Director of Special Education Teacher of the severely mentally impaired

Position: Duties:

Curriculum planning, implementation and needs assessment homebound instruction and coordination of supportive services.

of students, including

1/76-6/76

Employer:

Montcalm Intermediate Schools Ms. Edna Hansen, Director of Special Education Teacher ofthe severely mentally impaired

Position: Duties:

Established program for students in Montcalm County. 7/75-12/75 Employer: Lincoln Elementary School Wayne-Westland Schools Long-term substitute teacher Preschool and Kindergarten

Position:

Duties: Teacher in the S.P.A.R.K.E.y' grant. ADMlNISTRATIVE CERTIFICATION model early childhood programs sponsored by a federal

Michigan Central Office Certificate Director of Special Education Approval Supervisor of Special Education Approval Michigan Elementary Principal Certificate

HONORS AND APPOINTMENTS National Excellence in Education Award, AdvancEd, presented at the International Summit, 2012 Distinguished Service Award, Michigan Association of Intermediate School Administrators, 2009 Excellence in Education Leadership Award, University of Michigan School of Education and the University Council for Educational Administration, 2006 Superintendent of the Year, Region 8, Michigan Association of School Administrators, 2005 Leadership Award, Michigan Coalition of Inclusive Schools, 1993 Educator of the Year, Traverse City Chamber of Commerce, 1985 Dean's List, Michigan State University, 1980-91; graduated cum Iaude (3.96 GPA) Dean's List, Eastern Michigan University, 1973-75 (8 semesters); graduated cum laude Dean's List, Colorado State University, 1972-73 (2 semesters)

PROFESSIONAL ORGANIZATIONS Phi Delta Kappa American Association of School Administrators Association of Educational Service Agencies Association for persons with severe handicaps (TASH) Association for Supervision and Curriculum Development Michigan Association of School Administrators, Region 8, President 2005 Michigan Association of Intermediate School Administrators (MAISA), President 2007 Council of Administrators of Special Education (CASE), President 1991

PUBLICATIONS "Education Networks are Forming to Spread 21st Century Skills and College Success, "MASA Leader, Michigan Association of School Administrators Journal, Fall 2011 "Engagement; Listen Up!" MASA Leader, Michigan Association of School Administrators Journal, April 7, 2006, vol. 1, issue 12. "Making Learning Rigorous, Yet Personal; An ESAlConstituent District Partnership," Perspectives, A Journal of Research and Opinion about Educational Service Agencies, p. 57-64, vol. 9, September 2003. "Are Multiage Grouping Practices a missing link in the Educational Reform Debate?" Research Brief, National Association of Secondary School Principals, NASSP Bulletin, February 1995, p. 27-32. "Implementing a Collaborative Inclusion Model Program for Children with Disabilities," ARC Journal, Publication of the Michigan Association for Retarded Citizens, spring/summer, 1990. "Ten Ways Schools Can Help Slow Rate Learners," Principal, winter, 1988, vol. LXI, no. 1, p. 27-28. "Pedagogy, Andragogy and the Future of Schooling," Adult Literacy and Basic Education, 1988, vol. 12, no. 1, p. 49-51. "Creating Effective Schools," a model for school improvement, video communication, Traverse City Area Schools Public Relations and Staff Development, videotape file, 1986.

PROFESSIONAL CONSULTATIONSIPRESENTATIONS Presentation/paper "Effective School Leadership" National African American Parent Involvement Day (NAPPID) 2009 Washtenaw Leadership Academy, 1996 University of Michigan Leadership Forum, 1996 Washtenaw Professional Development Inservice, 1990-98 Association of Rural Educators (ACRES), 1986 Presentation/educational Consultant

"Inclusive Community Schools" National Association of School Boards, Orlando, FL, 1993 Sault Ste. Marie Area Educators, 1993 New Jersey Department of Education, 1991 Michigan State University, Taubman Foundation, 1990 The Association for the Severely Handicapped (TASH), Chicago, 1990 Muskegon Area Schools, 1989 Saginaw Area Schools, 1989 Traverse City Public Schools, 1989 Council for Exceptional Children, Toronto, 1989

Consultant! schoo I Improvement projects

"Multi-age Elementary Schools"

Lincoln Consolidated Schools, 1998 Tecumseh Public Schools, 1994

Pinckney School District, 1993 Bangor Township Schools, 1992 West Branch-Rose City Area Schools, 1992

NATIONAL AND REGIONAL PRESENTATIONS May 2012 "Aligning Education Policy for Systems Change," Leadership Forum on Policy and Community Reform, University of South Florida, Tampa, Florida. "The College Acceleration Network," Governor's Education Summit, Lansing, Ml, "The Future of Inclusion," Global Summit 2008, U.S. Department of Education, Washington, D.C. "Instructional Consultation Teams," Governor's Education Summit, Lansing, Ml. "Conversation with Dr. Robert Moses," National African American Parent Involvement Day (NAAPID), Washtenaw Community College, Ypsilanti, Ml, "High School Exit Survey," Association of Educational Service Agencies (AESA) National Conference. "Early Childhood Collaborative," Association of Educational Service Agencies (AESA) National Conference. "Universal Education," Michigan State Board of Education, Lansing, Ml, "Long-Range Planning," Association of Educational Service Agencies (AESA) National Conference. "Implications of No Child Left Behind," Eastern Michigan University Policy Day, Ypsilanti, l'vll. "The Middle College Concept," Michigan Chamber of Commerce. "Chartering with Integrity," Association of Educational Service Agencies (AESA) National Conference.

March 2012 September 2008

March 2007 January 2006

December 2006

December 2005

November 2004 December 2003

September 2002

May 1999 December 1999

COMMISSIONS AND APPOINTMENTS 2007 -present 2006 Governor's Appointment to the Early Childhood Investment Corporation (ECIC). State Superintendent of Public Instruction Appointment to the National Governors Association Foster Care Task Force.

1999-2010

Washtenaw County Board of Commissioners Appointment to the Washtenaw Community Collaborative, Education Representative - Human Services Coordinating Body.

1990-1994

State of Michigan Board of Education Appointment to the Administration Standards Commission.

OTHER COMMUNITY 2004 - 2006 2006 2004-2007 1999-2010

SERVICE Chair, Finance Committee, Westside Methodist Church, Ann Arbor, MI Education Campaign Chair, Washtenaw United Way Honorary Chair, World in a Basket, Washtenaw Literacy Fundraiser Selection Committee, "Young Citizen of the Year" Award and Scholarship, Ann Arbor News, Ann Arbor, MI

COLLABORATIVE EFFORTS AND ACCOMPLISHMENTS 2009-present Collaboration with C.E.L.L. in Indiana, the New Tech Foundation and Knowledge Works Foundation to establish the New Tech High model and the New Tech Network in the State of Michigan. Providing support for cultivation and funding for the establishment of six schools to open in 2010 and the expansion to six additional communities in 2011. Chair of the Superintendent Oversight Group for the Early College Alliance, A Middle College High School collaborative located on the campus of Eastern Michigan University. Co-Chair, with County Administrator, Robert Guenzel of the Community and Culture Initiative; a planning initiative of the Arts Alliance. Executive Committee, Healthy Communities Initiative; sponsored by The Ann Arbor Y, Ann Arbor, MI. University of Michigan Mathematics Literacy Committee Member (collaborative with regional school districts). Executive Leadership Commission, Success by 6, Early Childhood Collaborative (founding member of the collaborative under the banner ofWashtenaw United Way). Vice Chair, Washtenaw Workforce Development Board and Member of The MEGA PARTNERSHIP for Economic Development. Michigan Education Technology Consortium (Washtenaw County local School districts and the University of Michigan); Co-Chair with Dr. Brian Rowan, University of Michigan. Washtenaw Education Work Consortium - Washtenaw Intermediate School District and Washtenaw Community College Business/Education Partnership.

2007-2010

2007

2007

2006-present

2001-2010

1999-2010

1997 -2000

1997-2000

OTHER SCHOLARLY SERVICE

2006 -present Advisory Committee Member for the Development of the Educational Leadership Center within the University of Michigan School of Education Search Committee for the Dean of Eastern Michigan University, College of Education. Adjunct Faculty, Indiana University, Special Education Summer Leadership Series Adjunct Faculty, Central Michigan University, Current Issues in Education Course.

2005

1994-1995 1984-1986