Dr. Douglas Hendrix2517 Fair Oaks DriveJonesboro, Georgia 30236

July 11,2012

DCPS Board of Education1701 Prudential DriveJacksonville, Florida 32207

To Whom It May Concern:

I am applying for the position of Superintendent for the Duval County Public SchoolDistrict. Currently, I serve as the Chief of Human Resources and the Public Information Officerfor 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 positivedifference 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 educationpractitioner. 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 foundationfor my professional beliefs. Additionally, I have a wealth of operational experience fromworking in human resources, finance, professional development, and communications.

Collaboration, respect, transparency, consistency and accuracy are hallmarks of my leadershipexperience and style. I have been very successful in bringing diverse groups together for thepurpose of sparking innovation and finding solutions to challenges. Nothing has been morerewarding than seeing communities come together with the genuine purpose of making life betterfor children. Together, I believe, we can make this level of cooperation be the standard formaking a difference in the city of Jacksonville.

With the aforementioned introductory information about me in mind, I, humbly ask for theopportunity to interview with you to discuss a topic for which we share a great passion. Thattopic is a commitment to children, their welfare, and the opportunity we have to help themcharter a positive and productive path in life by way of their educational experience. I lookforward to sharing with you why I am the best candidate to lead the Duval County SchoolDistrict in this endeavor. Thanks in advance for this opportunity.

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

Duval County Public SchoolsApplication Information Form

Jacksonville, FloridaPosition: Superintendent

Title: • Dr.

Name:

Home Address:

o Mr. OMs. oMrs. o (other-please list) _

Telephone

Office: (770) 473-2754

Home: (678) 593-5143

Cell: (678) 516-8451

E-mail: drdouglashendrix@gmail.com

Douglas Hendrix

2517 Fair Oaks Drive

Jonesboro

Georgia

30236Zip Code:

Record of Professional Education (in reverse chronology)

Institution Graduation Date

Nova South Eastern University 08/2004

Columbus State University 08/2007

Fort Valley State University 07/1995

Degree

Doctorate

Master's

Bachelor's

Major

Ed. Leadership

Ed. Leadership

English

Record of Professional Experience (in reverse chronology)

Title Dates District State Enrollment

Chief of Human 1111 to Present Clayton County GA 51,000Resources/PublicInformation Officer

Chief 7/10 to 1/11 Clayton County GA 50,000AdministrativeOfficer

Chief Of Human 8/09 to 7/10 Clayton County GA 49,000Resources

Acting Chief of 3/09 to 8/09 Clayton County GA 46,000Human Resources

Director of Human 11/07 to 3109 Clayton County GA 53,000Resources

Principal 7/05 to 11/07 Clayton County GA 53,000

Interim Principal 11/04 to 7105 Clayton County GA 53,000

Asst. Principal 7/00 to 11/04 Clayton County GA 53,000

Teacher 8/99 to 7/00 Clayton County GA 50,000

Teacher 8/96 to 8/99 Griffin-Spalding GA 20,000

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 ineach 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 theorganization and who has demonstrated leadership in utilizing that input to create andsustain 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 hiringprocesses, 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 whenaspiring to innovate or needing to address challenges. My ground rules for participation in these groupshave always been predicated on respecting and valuing all stakeholders input, regardless of age and levelof expertise. It is my belief that all stakeholders have valid perspectives relating to the educationalprocess. In current and previous roles, some of my experiences leading efforts to solicit internal andexternal 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'sbudget, and redesigning internal processes. I also believe that utilizing stakeholder input is as valuableas 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 withstakeholders on issues affecting schools and the school district has been a standard component of how Iconduct business. In order to improve these efforts, I have led a team in the creation of a frameworkbased on best practices adapted from the International Association for Public Participation. A keycomponent to this framework is a spectrum of participation, which describes how stakeholders canengage in schools and the school district decision-making and describes the school districts commitmentto the different options for stakeholder involvement. I strongly believe no level of participation is moreor less important than the others.

2. A leader who supports and empowers principals, teachers and staff to improveorganizational and student performance outcomes.

I learned very early in my career that teachers, principals and support staff are essential to improvingschool climate and increasing student performance outcomes. It has been my experience that increasedstudent achievement occurs in districts where collaborative working relationships exist between school-site and district personnel. It has also been my experience that little improvement occurs in schools andschool districts where most reform initiatives are centralized and where the district is not concerned withempowering and building the capacity of principals, teachers, and support staff. I have had multipleexperiences working with and empowering the aforementioned groups in my current and previousleadership roles. Some of those efforts include establishing a clear focus and a strategic plan of actionfor increasing student achievement, organizing and engaging the district office in supporting each schoolin the creation of an individualized plan for improvement within the district's overall framework forimprovement, solidifying instructional coherence by aligning curriculum, instruction, and assessment,and optimizing human, financial, and other resources to provide support that is adequate for schools toproduce predetermined student performance outcomes. Through those experiences, I surmise that it isthe 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 indistrict initiatives.

3. A proactive visionary, able to consider, plan and implement systemic change thatincrease the district's ability to recognize and respond to current and future challengesas they arise.

4. Someone with strong organizational and leadership skills, able to collaboratively alignand focus internal and external stakeholders' efforts to accelerate progress on achievingthe 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 theefforts of internal and external stakeholders. My experience has been that successful school districtshave leaders who provide opportunities for collaboration between stakeholder groups for the purpose ofachieving organizational goals with fidelity. A great example of my work in this area is the formulationof the "Principal Partners for a Day" initiative. Working with the local Chamber of Commerce, Iorganized an effort by which business partners shadow principals and district leadership for a day. Thepurpose of the activity is to align and focus internal and external stakeholder efforts through networkingand the sharing of experiences between the district leaders and the business community. Additionally, itis 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 andschool-site staff. The organization was called Dedicated and Diverse Support (D.A.D.S.). A priority forthe organization is enlisting fathers' participation in their children's education, training fathers to bevolunteers at the school, and promoting fathers as mentors. The organization went from being aninitiative I founded with parents and staff at my school-site to a fixture in each of the sixty-plus schoolsin our district. Today, the initiative has taken a new name, "500 Men Standing in the Gap", and is apriority for implementation by the National Parent Teacher Association.

5. A person of integrity who is trustworthy and whose relationships, with the board andacross 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 myprofessional 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. Ihave always found great success in establishing and retaining positive and productive relationships. Ithas been my experience that 3 relationships will determine the level of success a school district willachieve. They are the independent relationships the superintendent has with the local school board, theemployees, and the community. I have experience fostering positive, professional relationships witheach of these entities. My experience has been that board members, staff, and parents all desireleadership that provides them with timely, accurate information that equips them with the insight neededto 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 havepresented information to the local school board, staff, and parents relating to academics, financialdisclosures, and personnel decisions. I have found that accurately communicating intentions and thedirection 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 bythe position listed on this Application Information Form?

(If you have questions regarding the requirements to be a superintendent in theState 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)

Iam aware that the Florida Sunshine Act will require that all applicantinformation 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 criminalrecord and consents to and authorizes the release of information from current or former employersand/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.en aThis application must be COMPLETED and RETURNED by: MONDAY, JULY 23,2012

Duval County Public SchoolsMcPherson & Jacobson, L.L.C.

Executive Recruitment and Development7905 L St., Suite 310

Omaha, Nebraska 68127Phone: (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 withthe confidence, tools and skills required to build and advance toward a framework of success. Able toshape the district's values, vision and goals. Ability to lead the district in the development of policies andprograms that challenge and motivate students towards lifelong achievements and enhance positiveeducational experiences.

NOTABLEACHIEVEMENTS

• Member of executive leadership team that facilitated the restoration of the district'saccreditation.

• Facilitated stakeholders in collaboratively creating and implementing a systemicstrategic action plan.

s 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 AYPfor 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 SchoolsChief Human Resources OfficerPublic Information OfficerHead of the overall personnel operations for a large, urban school district, including personnelhiring and retention, benefits, risk management, personnel investigation, professionaldevelopment, certification, legal, and teacher quality. Head of the overall communicationsdepartment, including community and media relations, the education access channel andtelevision studio, and print services.

zooo-Present2011-Present

Achievements• Updated and improved all personnel hiring processes.

It Restructured an organization of 10,000 employees and revised organization charts andjob descriptions.

• Achieved 100% certified and highly qualified staff in 2012, the first large district toachieve 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%.

!II 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.

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%.

Clayton County Public Schools 2010 -2011Chief 'Adminietrative OfficerLed the Human Resources and Business and Finance departments simultaneously. Included all Chief ofHuman Resources Officer responsibilities as well as procurement, payroll, accounts payable andreceivable, the budget process, year-end-close out, SPLOST management, tax digest, and title funds.

Achievements13 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 -2009Acting Chief Human Resources OfficerLed the Human Resources department during a transitional period. Duties included personnelhiring 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 - 2009Director of Human ResourcesOversaw all personnel actions for one half of the district including new hires, transfers,terminations, and class changes. Assisted school sites with leave, personnel investigations, andrecruitment 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 - 2007PrincipalResponsibilities consisted of selecting and evaluating teachers and support staff, monitoringcurriculum application, providing appropriate staff development, budgeting, scheduling, andpublic relations using multiple resources. Worked with external stakeholders developing andgarnering support groups and resources for the school. Led systemic change initiatives toimprove district climate and standardized test scores. Built capacity and developed long andshort 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 PrincipalResponsibilities consisted of supporting the vision of the building principal, teacherperformance evaluations, student attendance, technology, student discipline, and performanceevaluations, 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 AYPfor 3 consecutive years.

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

Clayton County Public Schools 1999 -2000TeacherTeaching responsibilities consisted of teaching 6th grade science in a collaborative classroomsetting. 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 -1999TeacherTeaching responsibilities consisted of teaching 6th grade reading, language arts and socialstudies in a collaborative classroom setting. Responsible for delivery of curriculum, assessingstudents, 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 1stplace recipient 3 consecutive years.

EDUCATION and PROFESSIONAL TRAININGS

B. A. in English, Fort Valley State UniversityTeacher Certification, Fort Valley State UniversityMaster's in Education Leadership, Columbus State UniversityDoctorate in Education Leadership, Nova Southeastern University

1995199719972004

Georgia Leadership Institute for School Improvement"Leadership, an Evolving Vision", Harvard UniversityAmerican Association of School Personnel Administrators "Boot Camp"Diamond 6 Leadership Workshops, Gettysburg, PASUPES Academy (accepted) ProAct Search Firm

20062007200820122013 (Jan.)

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