douglas hendrix application

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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 SchoolsApplication Information Form

Jacksonville, FloridaPosition: Superintendent

Title: Name:


o Mr.Jonesboro Georgia


o Mrs.

o (other-pleaseTelephone Office: Home: Cell: E-mail:



Douglas Hendrix 2517 Fair Oaks Drive

Home Address:

(770) 473-2754 (678) 593-5143 (678) 516-8451

Zip Code:


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 Dates1111

District toPresent

State GA

Enrollment 51,000

Clayton County




Clayton County



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


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


7/00 8/998/96


Duval County Public Schools, Jacksonville,


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. ThisDuval 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