С³óߣ

Question Number 1
Please provide 3 strategies in which you will work with the School Board and School Police Chief to combat increasing acts of misconduct by students and teachers in our schools and school events. This includes gun violence, fights, and inappropriate contact with students and/or teachers.

Addressing misconduct by students and teachers requires a collaborative and strategic effort involving all stakeholders.  Positively impacting the current trends begins by understanding the issues and establishing clear expectations, on-going education/professional development, and measures of accountability.

This relationship between the Board, Police Chief, and Superintendent is critical for strategic implementation as the system will need appropriate policy, funding, and execution. Fundamental to implementation are district and school leaders.  As a unit, we must engage with students, teachers, unions, parents, and community leaders. We must utilize town halls, community dialogues, and other community engagement strategies to draw their voice into the process. We must analyze incident data and regularly review information on student and employee misconduct. Combined with the information from our community engagement process, data will assist in identifying patterns and trends to support our development of expectations, educational themes, and accountability measures.

While gathering stakeholder voice and information is vital component, we must concurrently plan and identify our specific expectations for the members of our school community. With stakeholder input, we must set high expectations that will establish the model of personal, professional, and disciplined organizational conduct.  Discipline is linked to self-control and not situational.  It is the capacity to regulate your behavior, actions, and habits. Discipline involves the concept of intentional choice and is rooted in integrity, honesty, and respect. Therefore, the expectation of being disciplined is vital to setting the expectations for all employees and students.

Any initiative of this nature is second order change and just having expectations is not sufficient. The intentionality of instruction and professional development will be critical to a successful foundation and the ongoing implementation of expectations for employees and students. As leaders we must actively support and champion the desired cultural changes. We must serve as cultural creators by demonstrating the behaviors we desire to see in the organization. We must be the example of our expectations. We must also help our employees, students and families know and understand those expectations. We need to assist them in realizing their role and how it contributes to both their personal and organizational goals. To support this transformational change, all stakeholders will need clear, written expectations and policies. They will need regular and on-going education and training surrounding expectations, behavior, discipline, compliance, and consequences.

All of this will not be enough without accountability. As leaders we must be accountable for measurable outcomes. It is not enough to have expectations; we must inspect what we expect, regularly and often.   We must operationalize success though legal, measurable metrics and be transparent about progress. We must recognize and support positive behaviors aligned to our expectations. We must also address misconduct promptly and consistently, documenting incidents and ensuring alignment with district procedures. When fully realized, the outcome will be a safer school environment and community for all and a culture that practices self-regulation and holds each other accountable. (480)  

Question Number 2
The Duval County Public Schools' annual budget exceeds two billion dollars. Please describe the work experiences you have had that show your ability to manage a budget of this size. Additionally, please describe your approach to budget forecasts, i.e., factors to be considered, appropriate timelines, etc.

My entire career I have worked in organizations with budgets that ranged from $2.1 billion to $5.3 billion. As superintendent, I am ultimately responsible to deliver a balanced budget, accounting for estimated revenue, expenditures, and reserves while concurrently monitoring revenue and expenditures to produce the actual budget and financial reporting for the closing of each fiscal year.

A simplified explanation of the budget process begins in the Fall with budget forecasting. This financial planning process estimates future revenue and expenses based on historical data and other relevant factors. To forecast, you need to collect historical data, predict revenue streams, estimate expenditures, consider assumptions and possible scenarios, and build a timeframe and budget cycle. At the same time, legislative priorities and lobbying strategies are developed to support the legislative session. By February/March numbers start to finalize and we begin to understand the application of the FEFP formula to our student population. Ongoing and regular presentations of progress are provided to the board. As the forecast becomes more accurate, a draft budget is developed and reviewed with the board. School budgets begin development. Bargaining authority for compensation should be discussed. In April, scheduled dates are set for the Tentative Budget Hearing in July and a Final Hearing and approval in September.

Creating a successful budget is a balance of competing expenditures and a focus on three critical areas: Student Achievement and Operations, Compensation, and Reserves. I often refer to this as a three-legged stool. Balancing these three legs is critical for positive educational outcomes, sustainable financial health, and stability. When these areas are in harmony, districts can provide a strong foundation for student learning and growth, employee compensation, and be prepared for the unknown.

Student Achievement and Operations: This focus ensures students and staff have the materials they need to support learning. It prioritizes the execution of the strategic plan and seeks operational efficiencies to support learning and achievement. (i.e. New Site Based School Budget, School Proximity Plan)

Compensation: This focus ensures competitive total compensation structures for all employees. It prioritizes employees and the school district’s competitive position in the educational marketplace.  (i.e. Beginning Teacher Salary = $50,000, Absorbing Medical Insurance Inflation, 8% Increase to All Employees)

Reserves: This area ensures that in time of need, the district will have the dollars necessary to move forward and cover unexpected expenses.   Reserves safeguard the district by providing operating capital in time of need. (i.e. $ 270 million dollars of damage from Hurricane Ian, 2023 Unassigned Fund Balance Percentage = 14.5%)

Additionally, monthly monitoring of the budget includes examination of revenues, expenditures, and impact on student achievement. Revenue streams (i.e. FTE), must be monitored like all sources to ensure the school district is securing the predicted funding. Effective oversight also requires that expenditures are kept in check and aligned to educational priorities. The monitoring of all budget revenue, expenditures, and variances allows for early intervention and correction. (483)

Question Number 3
Given significant declines in student enrollment in recent years and escalating construction costs, our district is facing school closures to address district budget shortfalls and will also need to revise the “15 Year Facility Plan” funded by our half penny referendum.  If selected as our new superintendent, what steps would you take to bring our current district budget into alignment and prioritize projects within the 15-year facility plan?  Additionally, how would you incorporate community feedback into your decision-making process?

Community engagement and involvement in decisions of this size and significance are critical to any level of success for a school district and superintendent.  Without engaging the community and stakeholders, you surprise people, and no one likes this kind of surprise. While we were not closing schools, my work with student assignment, school budgets, school board re-districting, and Lee County’s Proximity Plan are all examples of successful community/stakeholder involvement surrounding critical and important issues. Each of these situations was unique and required specific actions, but the principles of the process are the same and outlined below.

Strategically realigning an existing budget or facility plan to cover potential shortfalls requires thoughtful planning, communication, and effective decision-making. Reprioritizing someone else’s plan involves reflective consideration and collaboration. Below are principles I have utilized in leading to my organizations to successful outcomes:

Assess the Plan (Existing Budget and 15 Year Plan):  Review the current budget or plan thoroughly to ensure understanding of its priorities and goals. Evaluate to determine if current allocations and plans align with the district’s mission, values, and strategic outcomes.  Identify any dependencies and critical deadlines.

Assess the Context:  Consider factors such as decreasing student enrollment, population shifts, class size, organizational goals, district history, and resource/revenue availability. Develop a clear understanding of why the budget and plan need adjustment.

Identify Priorities: Prioritize student needs, academic programs, and essential services. Determine the most critical areas that need funding or facilities that must be renovated or constructed.

Analyze For Trade-Offs: Be honest and transparent; not all is possible, and everything cannot be accomplished. Review and determine if there is overlap between the budget and the referendum language that can be utilized to an advantage. Establish if categorical funds may be utilized before impacting the general fund. Weigh trade-offs and potential decisions for both the intended and unintended consequences.

Engage Stakeholders: Communicate with the people who created the plan you are reprioritizing and those impacted by your decisions. Seek input on budget priorities and potential changes. Dialogue to gather their perspective and input and share your perceptions. Involve the board, teachers, staff, parents, and community members in regular cadence of meetings and updates.

Explore Cost-Saving Measures: Determine and consider efficiencies, such as shared services, energy conservation, and transportation requests vs. requirements. Evaluate contracts and vendor agreements for cost-effectiveness.

Propose All Changes Respectfully: Present the rationale for reprioritization with openness to feedback and adjustment based on the other’s perspectives. Make it known and acceptable to revisit priorities.

Focus on Equity and Fairness: Ensure and demonstrate that changes consider the needs of all stakeholders.

Communicate Transparently: Be open about budget challenges, changes and potential shortfalls during each step. Be ready to explain the rationale behind all decisions to build trust.

Declining enrollment, choice options, ESSER funding and the facility plan will require a shift for С³óߣ. As leaders, the process to positively impact the trajectory of the school system regarding financial conditions begins by understanding the issues, engaging stakeholders, and establishing a collaborative path forward.  (499)

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Video Submissions

Videos cannot exceed 13 minutes total (approximately 3 minutes per question). Candidates could submit one video with all answers or videos, one per question, or any combination desired.

1. How will you approach the integration of innovative schooling models and emerging technologies like OpenAI and ChatGPT to enhance in Duval, and what strategies do you envision to adapt to the changing educational landscape while ensuring equitable access for all students?
   
   
   
2. Describe a time you recognized a systematic problem within an organization. What was it and how did you create scalable systems and reorganize the department to improve the flawed process?
   
   
   
3. What is your detailed plan to eliminate all D and F graded schools?
   
   
   
4. Florida is wide open for school choice. What are you going to do to lead С³óߣ to compete for students?
   
   
   

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Question Number 1
Please provide 3 strategies in which you will work with the School Board and School Police Chief to combat increasing acts of misconduct by students and teachers in our schools and school events. This includes gun violence, fights, and inappropriate contact with students and/or teachers.

All Duval County Public School students and staff deserve learning environments that are safe, inclusive, supportive, and fair.

The Board, Superintendent, and School Police Chief must take an integrated, systemic approach that focuses on prevention, which will lead to increased safety through a collaborative response that supports students and staff. The strategies begin with district policies and procedures that support staff and students that are then incorporated into comprehensive school safety plans, and community collaboration.

First , we begin a comprehensive review of Board policy. Policies that contribute to harsh or unfair exclusionary discipline contribute to students feeling unwelcome, unsafe, and unsupported should be revised. New policies should reflect an inclusive and collaborative approach that supports student discipline fairly, and provides a safe, positive, and nondiscriminatory educational environment for all students and educators. New policies should reflect the social, emotional, physical, academic, and mental health support needed to thrive and succeed. Recommendations approved by the Board are communicated in writing to first line stakeholders.

Secondly, the team needs to focus on ensuring that each campus has a current, comprehensive safety plan. Each school, department and partner organization should develop a plan that is aligned to Board policy. Safety plans should include input from students, families, and the community. They should provide evidence of an inclusive process, driven by data, that builds consensus and leads to shared responsibility and individual accountability. Each plan must be approved by both a site committee and district entity that includes first responders and community members.

Finally, a Board Safety Committee which includes first responders, district personnel and community representatives and a Youth Commission composed of representatives from each high school should meet monthly. The Youth Commission is a tremendous opportunity to make schools safer by including student voice in decision making. Therefore, the meetings are an inclusive method of gathering information about exceptional practices, emerging trends, resources available or needed that support the physical, social and emotional well being of the entire school community.

Question Number 2
The Duval County Public Schools' annual budget exceeds two billion dollars. Please describe the work experiences you have had that show your ability to manage a budget of this size. Additionally, please describe your approach to budget forecasts, i.e., factors to be considered, appropriate timelines, etc.

I understand that building the С³óߣ budget is the fundamental task upon which all district operations depend and is a reflection of the communities shared values and priorities that ensure equitable resources and an equal opportunity for a great education for all students.

My work experiences have provided me with over 10 years of direct involvement in the development, implementation and evaluation of district budgets in excess of $350 million. While this is a small amount in relation to С³óߣ the process and determining factors used to generate equity focused budgets is the same. Developing the strategic financial plan as a long-term road map for implementing the district’s instructional priorities and creating a plan of action describes how the strategic financial plan will be translated into coherent actionable steps.

Budgeting discussions begin with detailed planning and preparation in early Fall and include a review of existing programs, previous and current budget expenditures and district priorities. In November we begin preliminary budget development, which includes anticipated costs of new initiative, reductions to existing programs and salary and benefit estimates based on state and federal allocations. In January, a recommended budget is presented at a regular business meeting. The Recommended budget is based on input by Department Heads, Principals and Administrators, and Faculty. It incorporates budget guidelines, collective bargaining requirements, Federal and State mandates such as the provision for Special Education, and elements of the District’s Strategic Plan. It also updates planning information such as the latest estimates in enrollment, utility and special education costs. In February, the Board deliberates on the recommended budget and develops a final budget that is approved in mid-March, to ensure sustainability and be replicable in the future in order to ensure the district remains focused and plans accordingly for reaching its strategic goals.

С³óߣ must make difficult and challenging budget decisions using an inclusive and transparent process that supports equity that puts students first.

Question Number 3
Given significant declines in student enrollment in recent years and escalating construction costs, our district is facing school closures to address district budget shortfalls and will also need to revise the “15 Year Facility Plan” funded by our half penny referendum. If selected as our new superintendent, what steps would you take to bring our current district budget into alignment and prioritize projects within the 15-year facility plan? Additionally, how would you incorporate community feedback into your decision-making process?

As Superintendent I will work to increase engagement with students, staff, families, and community members to ensure the alignment of the 15 Year Facility Plan with the С³óߣ budget. This engagement is not simply to create the budget goals but to increase literacy, foster a friendly inclusive environment to accelerate learning, provide access and entry points for participating. Guiding this work means facilitating the development of a collaborative community authentically contributing to preparing all students for college and career.

As Superintendent I would begin with independent audits of the budget and facilities. It is critical that an independent audit of the fiscal solvency of the district and the condition and need of facilities to provide accurate and up to date information. This information allows for actions that align the district budget and prioritize projects in the 15 Year Facility Plan. The resulting actions can mitigate declines in student enrollment and actually lead to increases, by providing state of the art facilities to promote safety and inclusion resulting in equitable outcomes for students.

As Superintendent current costs for rehabilitation, maintenance and new construction are vital to guiding the work. This information allows me to prioritize maintenance over further erosion, because maintenance is much cheaper than rehab or new construction. As superintendent this is critically important in developing a new Facility Master Plan by partnering with the Independent Citizens' Oversight Committee. In addition to the ICOC it’s important to gather information from students, teachers and staff and members of the community in order to incorporate their priorities into the budget and facility plans.

As Superintendent I recognize that the budget is an indication of our values and our facilities are a reflection for the public. My work as Superintendent focusing on student learning requires engaging the district in a rigorous and robust budget process that is inclusive and transparent. A process which aligns our facilities, personnel and community resources creating a great school district and ensures the public continues to trust and invest in the С³óߣ. 

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Video Submissions

Videos cannot exceed 13 minutes total (approximately 3 minutes per question).  Candidates could submit one video with all answers or videos, one per question, or any combination desired.

1. How will you approach the integration of innovative schooling models and emerging technologies like OpenAI and ChatGPT to enhance in Duval, and what strategies do you envision to adapt to the changing educational landscape while ensuring equitable access for all students?
   
2. Describe a time you recognized a systematic problem within an organization. What was it and how did you create scalable systems and reorganize the department to improve the flawed process?
   
3. What is your detailed plan to eliminate all D and F graded schools?
   
4. Florida is wide open for school choice. What are you going to do to lead С³óߣ to compete for students?
   
   
   

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Question Number 1
Please provide 3 strategies in which you will work with the School Board and School Police Chief to combat increasing acts of misconduct by students and teachers in our schools and school events. This includes gun violence, fights, and inappropriate contact with students and/or teachers.

As students returned to school after COVID-19, we've seen a significant increase in severe student behaviors and a lack of executive functioning skills. Our students are struggling, and this poses a challenge for teachers, administrators, and staff, necessitating additional resources and targeted support.

With experience as a former teacher and principal across all levels, preschool through 12th grade, I have directly engaged with students and staff across school environments, providing leadership and support across a spectrum of needs. I believe in a two-fold approach to safety and security. First, we must establish order, set clear expectations for students and adults, and communicate the consequences of choices. We must not tolerate severe behaviors, including possession or use of weapons in our schools or community. While ensuring safety and security is paramount, it's crucial to acknowledge that students and staff require more than physical safety. They must also feel a sense of belonging. When students and staff feel cared for, they're more likely to attend school, meet expectations, and achieve desired outcomes. We want students to feel connected to their school through teachers, administrators, and staff, and through engagement in activities such as clubs, athletics, or performing arts. As educators, it's imperative to understand each student's needs, clearly communicate expectations, and consistently apply consequences for individual choices.

To address these challenges, my first step would be to gather and analyze data, including perspectives from students, teachers, parents, and administrators. This would involve reviewing current procedures, protocols, and resources such as the student code of conduct, climate and culture surveys, disciplinary data, and relevant policies and regulations. Additionally, conducting a comparative analysis with other districts would provide insights into the root causes of behavioral issues and inform targeted interventions.

Fostering open communication and understanding is essential and another key strategy for success. Drawing from my experience as superintendent of Loudoun County Public Schools, I would facilitate community listening sessions to rebuild trust and gain insights into the issues at hand. I would also strategically and intentionally leverage local, state, and federal resources and expertise to support our efforts. For instance, in my current role, I have collaborated with law enforcement partners and external experts to establish a Blue-Ribbon Panel for Safety and Security. This panel assessed the current state of safety and security within the school division and made recommendations for improvement across all aspects of technical, physical, cybersecurity, and mental health. Utilizing assessments like these allows us to identify immediate steps and long-term actions to enhance safety and security measures.

In my current role overseeing safety and security efforts within the school division, I've gained firsthand experience in providing comprehensive and targeted support across a large district. By employing the above-mentioned strategies, we can identify and address the underlying issues affecting students and staff, ensuring clear communication, accountability, and access to necessary resources. I believe that by understanding our data, processes, and stakeholders' perspectives, we can effectively address misconduct and uphold our commitment to providing quality education for every child every day. 

Question Number 2
The Duval County Public Schools' annual budget exceeds two billion dollars. Please describe the work experiences you have had that show your ability to manage a budget of this size. Additionally, please describe your approach to budget forecasts, i.e., factors to be considered, appropriate timelines, etc.

As Superintendent, I was fortunate to lead Loudoun County Public Schools and spearhead our district’s efforts to create, present, advocate for, and pass our $1.7 billion budget for fiscal year 2024. Currently as Chief of Staff, I remain deeply involved in all aspects of budget development, proposal, advocacy, and monitoring processes across the district.

A year-round process, our budget is intentionally tied to our Strategic Plan, which is driven by our mission, vision, goals, and objectives. I firmly believe that our budget should reflect effective investments in our organization while striving for maximum efficiency. The budgeting process begins with a needs assessment, including opportunities for reallocation of resources. By projecting student enrollment, specialized programs, and other major programmatic needs, we estimate potential budget shortfalls or surpluses from our local, state, and federal revenue streams.

During my tenure as superintendent, I engaged with various stakeholder groups to ensure that our budget was targeted and specific in addressing our needs while fostering innovation and significant advancements in line with our strategic plan goals. Principals provided insights into school-based needs and collaborated with their staff to develop their respective budgets. Department heads worked with staff to compile and present needs-based budgets, considering ongoing initiatives throughout the district.

To gather additional input and feedback, I established the Superintendent’s Student, Teacher, and Principal Advisory Councils, each representing voices and perspectives from schools across the district. Monthly meetings allowed representatives to discuss key topics, ensuring that our actions aligned with our needs and supported our primary focus of student learning. These groups also played a crucial role in providing initial input on budget needs and offering feedback on the budget proposal.

I believe that the budget development process should be collaborative and inclusive of the School Board. Therefore, I met individually with each board member to discuss their perspectives on district needs. This step was pivotal in co-creating a budget while addressing other non-budgetary priorities outside the budget process.

In January, I presented the budget to the School Board, explicitly linking district needs to our strategic plan goals and objectives. Building on our strategic plan and making explicit connections to our budget needs was essential for community understanding. Following the budget presentation, several elected officials praised the clarity of the $1.7 billion budget request, emphasizing its significance in contributing to our continued success.

The presentation of the budget proposal to the School Board marked the transition from the proposal phase to the advocacy and understanding phase. I took our budget proposal on the road and presented it to various stakeholders, including principals, senior staff, Superintendent Advisory Groups, the Board of Supervisors, the Chamber of Commerce, parent and community groups, and educational committees. Throughout the process, I maintained regular communication with School Board members, keeping them informed and updated on budget developments. Board members advocated for the plan with their constituents and community leaders. Due to our collective efforts with our local governing and funding body, we passed the first fully funded budget in over six years. 

Question Number 3
Given significant declines in student enrollment in recent years and escalating construction costs, our district is facing school closures to address district budget shortfalls and will also need to revise the “15 Year Facility Plan” funded by our half penny referendum. If selected as our new superintendent, what steps would you take to bring our current district budget into alignment and prioritize projects within the 15-year facility plan? Additionally, how would you incorporate community feedback into your decision-making process?

Fundamentally, I believe that we, the school district and School Board, should represent the values and wishes of the community in which we serve. To do this we need to ensure that we understand the local and community issues. We must ask the right questions, listen, and work to make sure that we are hearing from all voices in our community.

Our community needs to understand the issues facing our district and it is our responsibility to have a clear and transparent process for understanding, review, and decision-making. The recent third-party report on enrollment and information on boundary options and potential school closures are helpful points for the community to understand. While seeking to listen and understand, we need to recognize that there will be differing opinions and perspectives. By listening and considering differing ideas, it will allow us to consider alternative solutions.

In my current role and district, I have supported the development, presentation and leadership of our district’s six-year Capital Improvement Program (CIP) and Capital Asset and Preservation Program (CAPP). In fiscal year 2025, this CIP represents outlay and improvements of over $513.8 million and CAPP expenditures of over7.8 million.

Community feedback from representative and unique voices across our district regarding capital projects and expenditures, like many other key topics, is critical and I have experience consistently working collaboratively with our community to support our work. As an example, in my current district, as each School Board policy is reviewed, it is shared publicly and sent directly to each of the Board advisory groups for review and feedback. Feedback is collected over a two-week period and then shared publicly for review and discussion by the Board. I have also led similar processes to collect community feedback on capital projects using regional or district town halls and electronic tools, to share the work that is planned, associated timelines, and key considerations.

As a part of our transparent process, shared across our district and community, we will need to analyze and consider all the data to drive our decision-making. As we revise our “15 Year Facility Plan” we will need to prioritize projects based on need and impact, recognizing the escalating construction costs and limitations on funding. The six factors that were used to propose prioritization of projects in the February 13, 2024, Board Workshop, are a great starting point for consideration and discussion. Using data to drive our decision-making, not emotion, we can leverage the expertise inside and outside of our district and community to make the best decision for the future of our students.

In the end, as Superintendent, I understand that we have challenges and constraints within our budget and capital improvement plan. I recognize that we must act and that not doing anything is not a solution or option. I am willing and able to have these difficult conversations that are needed.

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Video Submissions

Videos cannot exceed 13 minutes total (approximately 3 minutes per question).  Candidates could submit one video with all answers or videos, one per question, or any combination desired.

1. How will you approach the integration of innovative schooling models and emerging technologies like OpenAI and ChatGPT to enhance in Duval, and what strategies do you envision to adapt to the changing educational landscape while ensuring equitable access for all students?
   
2. Describe a time you recognized a systematic problem within an organization. What was it and how did you create scalable systems and reorganize the department to improve the flawed process?
   
3. What is your detailed plan to eliminate all D and F graded schools?
   
4. Florida is wide open for school choice. What are you going to do to lead С³óߣ to compete for students?
   
   
   

   ---

   
   

Question Number 1
Please provide 3 strategies in which you will work with the School Board and School Police Chief to combat increasing acts of misconduct by students and teachers in our schools and school events. This includes gun violence, fights, and inappropriate contact with students and/or teachers.

I joined Broward County Public Schools four years after an event that fundamentally and permanently changed the fabric of our community. Coming to BCPS, I had already experienced the horrors and stresses of combat and had a strong background in force protection, counterterrorism, and security management. However, there was nothing in my background that could have prepared me to comprehend the experience I had while walking through the 1200 building of our Marjory Stoneman Douglas campus.

Planning numerous walk-throughs, helping teachers collect their belongings from their classrooms, and planning the sanitization and demolition of the 1200 building has given me a deep and direct understanding of how an entire district community is traumatically impacted when our sacred promise, that when people come into our schools safe, they will come home safe, is broken.

As Superintendent of Duval County Public Schools, I would bring this profound understanding to diligently work with the School Board and Police Chief to ensure our sacred promise is upheld. To accomplish this, we would employ a Comprehensive Safety and Behavioral Management Plan that emphasizes proactive measures and clear, consistent communication.

Three strategies with this plan that I would like to highlight would include:

1. Enhance Community Partnerships: When we open our doors each morning, we welcome our communities, along with all the societal challenges they may face into our schools. To put it simply, school violence is community violence and school safety reflects community safety. Understanding how these dynamics influence school safety and security is crucial to ensuring the safety of our educational ecosystem. As Superintendent, I would work closely with our School Board, Chief of Police, local law enforcement, mental health services, local business, and community organizations to create a holistic and transparent approach to school safety.
   
   
2. Cultivate a Positive School Culture and Climate: 80% of student misbehaviors happen outside the classroom, 80% of classroom misbehaviors happen during the first and last five minutes of class, and only 4% of misbehaviors happen during supervised instruction. Therefore, to cultivate a positive school culture and climate district-wide, our approach would focus on the following key elements:
   1. Bell-to-Bell Engagement
   2. Supervision of Non-Instructional Areas
   3. Positive Behavior Messaging and Consequences
   4. Objective and Consistent Enforcement of Discipline Plans
   5. Building Appropriate Relationships
   6. Teaching Coping, Conflict-Resolution, and Character-Building Skills to Students, Teachers, and Staff
      
      
3. Create a Comprehensive Reporting, Response, Accountability, and Communication System: The system would ensure that:
   1. All students and staff are fully aware of how report issues
   2. The systems to report issues are easy to find and simple to use
   3. Data from various reporting systems (FotifyFL, GoogleForms, etc.) are captured, consolidated, and routed within a single system
   4. Accountability measures, such as removing employees under investigation from student contact, are carried out swiftly and with fidelity
   5. The Cabinet, Superintendent, and School Board are notified of situations quickly and seamlessly
   6. Community and Stakeholder communications are timely and transparent.

Question Number 2
The Duval County Public Schools' annual budget exceeds two billion dollars. Please describe the work experiences you have had that show your ability to manage a budget of this size. Additionally, please describe your approach to budget forecasts, i.e., factors to be considered, appropriate timelines, etc.

Throughout my career as an Army Officer, Entrepreneur, and Educational Leader, I have created and managed substantial budgets ranging from several hundred million to several billion. In my current role, I directly manage a significant $100M+ Division budget and work together with the Deputy Superintendent of Operations to ensure the fiscal strategies of our $6B+ budget are aligned with district-wide educational goals.

Additionally, in my roles at Kansas City Public Schools and Volusia County Schools I spearheaded the Data Management Committee to ensure meticulous attention to detail in managing the district’s budget and state school accountability measures. My role involved ensuring that all potential funding was meticulously accounted for, and that performance metrics were met, leaving no points or dollars on the table. This proactive management was instrumental in maximizing our resource utilization and supporting our district's financial health.

Overall, I am committed to transparency and fiscal responsibility. I am also a strong proponent of zero-based budgeting and believe that the organization’s budget should be a reflection and driver of its strategic plans, operational goals, and guardrails. I created the first ever zero-based budget for the BCPS I&T Division and am excited that BCPS is expanding zero-based budgeting throughout the entire organization.

Approach to Budget Forecasts:

• Stakeholder Collaboration: with department heads, school leaders, the School Board, and community members to ensure the budget aligns with the district’s educational priorities and operational requirements.
• Economic and Legislative Analysis: of local and national economic trends and legislative changes that impact state funding, property taxes, and other financial sources. An example is the current conflict between new Title IX regulations and Florida’s Parental Rights in Education Act. This conflict could potentially impact over $430M of federal funding including Title I, Title II, Title IV, IDEA, National School Lunch Program and School Breakfast Program, Pell Grants, Career and Technical Education (CTE), Head Start, Federal Work-Study Programs, Grant Programs for Improving Teacher Quality.
• Enrollment and Staffing Projections: to maintain optimal teacher-to-student ratios, enhancing educational effectiveness.
• Capital Expenditures and Strategic Investments: according to budget availability and district priorities, ensuring sustained infrastructure growth.
• Risk Management and Contingency Planning: including maintaining reserves for unforeseen expenses, to safeguard financial stability.
• Innovation in Technology: advancements in educational technology and infrastructure upgrades to continually improve teaching and administrative capabilities.
• Performance Metrics and Accountability: to evaluate the effective use of funds and conduct regular reviews to ensure fiscal accountability and facilitate timely adjustments.
• Feedback and Continuous Improvement: from regular stakeholder reviews, allowing me to remain responsive to the needs of the district.

Timeline for Budget Forecasts:

• Initial Planning Stage: Should begin 9-12 months before the fiscal year to analyze trends, project needs, and engage with stakeholders.
• Drafting and Revision: It should be expected for the initial draft to be revised multiple times based on stakeholder feedback and updated economic forecasts.
• Finalization and Approval: Ideally completed 3-4 months before the new fiscal year. This allows for School Board review and public input, ensuring transparency and compliance with state statutes.

Question Number 3
Given significant declines in student enrollment in recent years and escalating construction costs, our district is facing school closures to address district budget shortfalls and will also need to revise the “15 Year Facility Plan” funded by our half penny referendum. If selected as our new superintendent, what steps would you take to bring our current district budget into alignment and prioritize projects within the 15-year facility plan? Additionally, how would you incorporate community feedback into your decision-making process?

As Superintendent, I will be committed to addressing these issues head on with a strategic, data-driven approach that balances fiscal responsibility with the educational needs of our students. I will also work diligently to ensure we do everything we can to take care of our impacted employees. We are a people-first organization made up of amazing people who wake up every day to serve our students and this aspect cannot be lost in our efforts to realign our budget.

Budget Realignment:

1. Comprehensive Audit and Review: My first action will be to conduct a thorough review of our current and projected expenditures against the backdrop of changing enrollment. I will consider our enrollment drop from 101,556 to under 98,000 for FY25, the implications of our projected 13,000+ student drop since the inception of the 15-year facility plan, and the estimated $1.4 billion increased costs associated with this plan. I will also initiate a comprehensive audit across all major budget areas to identify inefficiencies and potential cost reductions.
   
2. Zero-Based Budgeting: I will begin working closely with the CFO and other stakeholders to implement zero-based budgeting practices where every dollar spent is justified back to our core functions that directly impact student achievement and align with our strategic plan and operational goals.
3. Enhanced Financial Forecasting: I will review our current financial models and work with the CFO and other stakeholders to develop new robust financial forecasting models that incorporate our new data points.

Prioritizing Projects within the 15-Year Facility Plan:

1. Establish a Collaborative and Transparent Methodology for Project Prioritization: A clear, collaborative, and transparent methodology is essential to the reprioritization of the 15-Year Facility Plan. The impacts of increased construction costs, declining student enrollment, and budget shortfalls are going to lead to some very tough decisions. It is imperative that these decisions are not made in isolation or through opaque processes. Therefore, it is essential that I work in partnership with the board, district staff, and community stakeholders to develop a clear and consistent methodology for this work. This methodology will:
   1. Incorporate input from parents, teachers, students, and community leaders.
   2. Define clear prioritization criteria on safety, educational impact, class size, programing, cost efficiency, legal compliance, parity, and resource adequacy.
   3. Align the project prioritization with the district’s strategic educational goals and financial capabilities, ensuring that every decision supports our overarching mission of enhancing student learning and well-being.
   4. Establish a process for regular review and adaptation of the prioritization methodology.

Community and Stakeholder Engagement: I am committed to involving community stakeholders in our budgeting and facility planning processes. This will be facilitated through public forums, surveys, and regular updates, ensuring that our community is not only informed but also at the table and has a voice in shaping the future of our schools.

Regular Updates: As we go through this process, I will provide regular updates in the form of quarterly stock takes to the board and community.

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Video Submissions

Videos cannot exceed 13 minutes total (approximately 3 minutes per question).  Candidates could submit one video with all answers or videos, one per question, or any combination desired.

1. How will you approach the integration of innovative schooling models and emerging technologies like OpenAI and ChatGPT to enhance in Duval, and what strategies do you envision to adapt to the changing educational landscape while ensuring equitable access for all students?
   
2. Describe a time you recognized a systematic problem within an organization. What was it and how did you create scalable systems and reorganize the department to improve the flawed process?
   
3. What is your detailed plan to eliminate all D and F graded schools?
   
4. Florida is wide open for school choice. What are you going to do to lead С³óߣ to compete for students?
   
   
   

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Question Number 1
Please provide 3 strategies in which you will work with the School Board and School Police Chief to combat increasing acts of misconduct by students and teachers in our schools and school events. This includes gun violence, fights, and inappropriate contact with students and/or teachers.

In my experiences in large urban districts like the School District of Philadelphia, serving over 197,000 students and Portland Public Schools, serving over 44,000 students, I’ve had to navigate the challenges of high misconduct, manage progressive discipline processes, and address escalating gun violence impacting schools. In tackling the rising incidents of misconduct within our school community, it's imperative to foster a collaborative approach involving the School Board, School Police Chief, and other relevant stakeholders. I’ll host roundtable discussions with the School Board, School Police Chief, district administration, emergency responders, district security specialist, and school leaders to develop a district wide plan, coordinate defined responses and review data on current practice. Schools will develop a School Security and Safety Plan outlining protocols aligned with board policy to address misconduct by students and teachers, gun violence, fights, inappropriate contract scenarios. Three strategies to employ in working with the School Board and School Police Chief include:

1. Incident Prevention through Orientation to Codes of Conduct/Expectations: We will prioritize proactive measures by ensuring all students and staff undergo comprehensive orientations regarding the school's codes of conduct and behavioral expectations. The Duval County Code of Student Conduct, Principals of Professional Conduct for Education Professionals in Florida will be enforced with signed acknowledgements ensuring students and staff are acquainted with the baseline standards and expectations. Training on harassment and professional misconduct will be conducted for staff while student assemblies will inform students of personal safety awareness. By instilling a culture of respect and responsibility from the outset, we aim to mitigate instances of misconduct before they escalate.
2. Incident Management with Consistency on Discipline Action Protocols: Consistency is key in addressing misconduct effectively. To achieve this, we will collaborate with the School Board and School Police Chief to establish clear and standardized protocols for managing disciplinary actions. These protocols will outline the steps to be taken in response to various infractions, ensuring fairness and equity in our disciplinary processes. By adhering to consistent procedures, we can promote accountability and deter future misconduct.
3. Progressive Disciplinary Outcomes – Establishing a Discipline Matrix: Recognizing that not all incidents warrant the same level of response, we will develop a discipline matrix in conjunction with the School Board and School Police Chief. This matrix will outline a range of disciplinary outcomes calibrated to the severity and frequency of infractions. By incorporating principles of proportionality and progressive discipline, we aim to provide a structured framework for addressing misconduct while also promoting rehabilitation and learning from mistakes.

To ensure transparency and informed decision-making, I’ll institute robust incident data review and reporting protocols to senior leadership and the board guaranteeing visible oversight of emerging trends. Fostering transparency and open communication channels, all stakeholders will be informed and engaged in our efforts to promote safety and well-being within our school community.

I’m committed to collaboratively addressing the challenges posed by misconduct in our schools and school events. Together, we can create a safer and more conducive learning environment for all.

Question Number 2
The Duval County Public Schools' annual budget exceeds two billion dollars. Please describe the work experiences you have had that show your ability to manage a budget of this size. Additionally, please describe your approach to budget forecasts, i.e., factors to be considered, appropriate timelines, etc.

Over the course of my 22-year career, I've gained extensive experience managing budgets within large educational systems, mirroring the scale of Duval County Public Schools' substantial financial operations. My tenure spans across significant districts, including Philadelphia and Portland, with budgets of 4.5 billion dollars and 2.3 billion dollars, respectively. Through these roles, I've honed an approach grounded in transparency and community involvement, essential for navigating complex budgetary landscapes.

Central to my strategy is a commitment to comprehensive budget analysis and accurate forecasting. I believe in initiating the budget process by aligning with a robust Strategic Plan, which serves as our compass, guiding decisions towards achieving district goals while maintaining fiscal responsibility. This involves meticulously analyzing current spending patterns, assessing return on investment (ROI), and strategically reallocating resources to optimize outcomes.

In forecasting, I prioritize a multi-faceted approach, considering various factors such as enrollment projections, state funding formulas, levy initiatives, and revenue streams. This comprehensive assessment enables us to anticipate financial needs over time and mitigate risks associated with fluctuations in economic conditions. Moreover, I advocate for a transparent timeline that allows for stakeholder engagement at every stage, ensuring alignment with community priorities.

As I navigate the current budget season at Portland Public Schools (PPS), characterized by rising costs, revenue shortfalls, and enrollment declines, my guiding principles remain steadfast: prioritize student needs and sustain initiatives crucial for academic success. Consequentially, our budget gap means PPS will eliminate of 97 school-based and 108 centrally funded positions, reduce of programs and trim services in all to the tune of 30 million dollars total. Despite the challenges, I remain committed to minimizing the impact on students while making necessary adjustments to achieve fiscal stability.

Looking ahead as the prospective Superintendent, my approach to budget forecasting will remain rooted in data-driven analysis and strategic planning. I will continue to monitor federal and state revenue trends, expenditure patterns, millage levy, half-penny sales tax, and enrollment projections, all while prioritizing initiatives outlined in our Strategic Plan. Additionally, I recognize the imperative of addressing budget deficits, funding facility plans, and consolidating schools where necessary, all within a framework of stakeholder engagement and transparent decision-making.

By establishing a comprehensive financial plan with incremental goals and a clear timeline, we can navigate the complexities of budget management with full consideration of risk, challenges, processes for stakeholder engagement, asset, and resource management (for example reimaging the utilization of vacated district property) while ensuring the long-term success of Duval County Public Schools. Through collaborative efforts and prudent fiscal stewardship, we will strive to enhance student and educator experiences in the post-COVID era, ensuring equitable access to quality education for all.

Question Number 3
Given significant declines in student enrollment in recent years and escalating construction costs, our district is facing school closures to address district budget shortfalls and will also need to revise the “15 Year Facility Plan” funded by our half penny referendum. If selected as our new superintendent, what steps would you take to bring our current district budget into alignment and prioritize projects within the 15-year facility plan? Additionally, how would you incorporate community feedback into your decision-making process?

As the potential new superintendent, I understand the gravity of the situation our district faces, balancing budget shortfalls with the need to provide quality education for our students. My approach to addressing these challenges and revising the Duval County Public Schools Master Facility Plan would involve a multi-faceted strategy aimed at fiscal responsibility and community engagement.

Firstly, regarding budget alignment and consolidation of schools, I would conduct a thorough review of our current facilities, considering enrollment trends, operational costs, and educational outcomes. Through this evaluation, I would identify opportunities for consolidation where it makes sense academically, financially, and logistically. This process would involve collaboration with stakeholders, including parents, teachers, and community members, to ensure that any decisions reflect the best interests of students and the community as a whole.

Regarding the revision of the facility plan, I would prioritize projects based on several factors, including urgency, impact on student learning, and alignment with our educational goals. Understanding the constraints of escalating construction costs, I would work to scale projects appropriately based on their start dates, considering the projected 3% compounded increase per year. This approach would allow us to make informed decisions that maximize the effectiveness of our resources while staying within budgetary constraints.

To address funding challenges, I would explore various options, including taking advantage of returning debt capacity and extending the bond payback period beyond 2036 by issuing additional bonds. Additionally, I would consider increasing the use of millage allocated to the Master Facility Plan, under financial advisement. These strategies would provide additional financial resources to support our facility plan while minimizing the impact on taxpayers.

Community feedback is essential in shaping decisions that impact our students and families. To incorporate community input into the decision-making process, I would implement specific strategies for engaging families and employees. This would include hosting town hall meetings, conducting surveys, and forming advisory committees comprised of representatives from diverse stakeholder groups. By actively seeking input from the community, we can ensure that our decisions are informed by the perspectives and priorities of those we serve.

Overall, my approach as superintendent would be guided by a commitment to fiscal responsibility, educational excellence, and community collaboration. By working together with stakeholders, we can navigate the challenges ahead and create a brighter future for the students at Duval County Public Schools.

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Video Submissions

Videos cannot exceed 13 minutes total (approximately 3 minutes per question).  Candidates could submit one video with all answers or videos, one per question, or any combination desired.

1. How will you approach the integration of innovative schooling models and emerging technologies like OpenAI and ChatGPT to enhance in Duval, and what strategies do you envision to adapt to the changing educational landscape while ensuring equitable access for all students?
   
2. Describe a time you recognized a systematic problem within an organization. What was it and how did you create scalable systems and reorganize the department to improve the flawed process?
   
3. What is your detailed plan to eliminate all D and F graded schools?
   
4. Florida is wide open for school choice. What are you going to do to lead С³óߣ to compete for students?
   
   
   
   

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