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:
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.
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.
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.
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.
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?
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?
What is your detailed plan to eliminate all D and F graded schools?
Florida is wide open for school choice. What are you going to do to lead DCPS to compete for students?