Nashville Public Schools/Superintendent/Director of Schools Online Application Register, Jesse - AppNo: 6212 Date Submitted: 12/1/2008

Transcription

1 Personal Data Name: Register DR Jesse B Other: Address: Postal Address (Last) (First) (Middle Initial) Other name(s) under which transcripts, certificates, and former applications may be listed: (Last) (First) (Middle Initial) Jesse@jregister.com Permanent Address Work Address Number & Street: 3191 Clear Brooks Drive Number & Street: U.T. Chattanooga City: Signal Mountain City: Chattanooga State: Tn State: Tn Zip Code: Zip Code: Phone Number: Phone Number: (cell) Fax Number: Fax Number: Cell Number: Where would you prefer to be contacted: Work JobID 433 Questions If requested under the Tennessee Public Records Act, Tennessee Code Annotated , the Metropolitan Nashville Public Schools (MNPS) and/or its agent, Hazard, Young, Attea & Associates, Ltd. (HYA) are legally obligated to release to any requester, including the press, any application and related material either started or completed for this position. Applicants need to be aware that Hazard, Young, Attea & Associates, Ltd. (HYA) receives all application material as prepared by the applicant, even prior to an applicant s formal submission of the application. If an applicant prefers to complete the application prior to having it available for public scrutiny under Tennessee s public information law, the applicant can choose not to select any specific search while completing the application, and then adding the search(es) for which one desires to be considered upon completion of the application. If there are any questions relative to this, please feel free to contact Marcia Tingey in HYA s office at * Please indicate you have read this statement before proceeding. I agree Current Personal Data Current Employer: Brown University, U.T.C. and self employed consultant. Current Position: Senior Advisor, the Annenberg Institute, Brown Univ.; Assoc. Prof., UTC Years in Position: 2.5, Previously 10 as Supt. in Hamilton County Enrollment: N.A., Previously 42,000 Number of Staff: N.A, Previously 6000 Annual Budget: N.A, Previously $300 Million operating approx. Current Gross Income: $215,000 Type of District: K - 12 Most Recent Degree From: Duke University Degree Earned: EdD. Education Administration Page 1 of 10

2 Administrative Experience Superintendent, Hamilton County Schools Chattanooga, Tn 10/96 7/06 Chip Baker, 2006 Chairman of the Board cell: work: I started employment with the Hamilton County Board of Education in October, 1996 to plan and implement the merger of the Hamilton County Schools and the Chattanooga Public Schools. I became superintendent of the county system in January 1997 and then of the unified system in July 1997, serving in that capacity until July Early milestones reached after merger included the following. A comprehensive zoning and pupil assignemnt plan was developed that resulted in the voluntary resolution of a USDOE Office for Civil Rights complaint previously filed by the Chattanooga Board of Education against the Hamilton County Board of Education. District-wide academic standards for all students were created using many teachers from the newly combined district that became the foundation for later major reform initiatives. The district received the first of three USDOE magnet school grants that would later total in excess of $20 million. A comprehensive facilities development plan was developed using a community based task force that resulted in the construction of over $100 million in new construction and rennovations in Phase I. A new organizational structure for effective management of the district was developed and implemented. Traditional, adverserial bargaining which resulted in no contract with the teachers union for the first two years of the merged district was converted to interest based bargaining and the beginning of a productive and collaborative relationship with the union. Soon after the initial work of implementation of the merger, attention focused on a group of very low performing high poverty, high minority inner-city schools. A comprehensive and sustained effort in the district resulted in the very successful transformation of these schools into schools that are performing at district and state average. That progress has been sustained into a new administration. The comprehensive reform efforts emphasized the recruitment, retention and support for high performing teachers and administrative teams in those schools. Thirteen schools were reconstituted in one three year period of time without one grievance being filed. The urban reform efforts successfully eliminated double standards in teacher quality, reduced the achievement gap and significantly improved student achievement in these schools. Strategies used included the development of highly effective instructional leadership teams and intense, ongoing, job embedded professional development for teachers. A partnership with the mayor of Chattanooga resulted in the beginining of a differentiated compensation plan for recruiting and keeping high performing teachers in these schools. The Benwood Foundation and the Public Education Foundation of Chattanooga became key partners in the urban education work, initially funding reform efforts with $7.5 million in grants. Recently the Benwood Foundation has continued and expanded funding of these reform efforts. During the same period of time, a major high school reform program was started for the seventeen high schools in Hamilton County. The district was one of eight districts in the country to receive a "Schools for a New Society" grant from the Carnegie Corporation of New York and the Bill and Melinda Gates Foundation to reform entire systems of high schools. The grant led to the creation of academies and small learning communities in the high schools and the adoption of a rigorous academic core curriculum for high school graduation. Graduation rates and college enrollment rates have increased and many parents, students and teachers have been engaged in the high school reform efforts. Different schools have been nationally recognized as a result of improvements made. Recognition such as the National Academy of the Year and The National Academy teacher of the year have been received. One academy has for several years served as the national model for construction academies for the Association of General Contractors. Innovative practices also include the launch of the Virtual High School and the first Adult High School. The Tennessee Department of Education later contracted with Hamilton County Schools to adopt the virtual school and develop it as the state on-line educational system. The Adult High School has been very successful in recruiting students who were dropping out, developing a program to keep them in school and seeing them graduate with regular district diplomas. This was a small school, but the first year saw the awarding of 138 diplomas to students who would not have graduated from a traditional high school. Plans for a second adult high school have recently been delayed due to budget constraints. Page 2 of 10

3 Experience Continued At the time of my departure, student achievement was in a sustained upward trend based on state test scores. The last data available on TCAP at my departure for the district showed the following: 1. The district improved its academic scores in all twenty-four areas tracked by TCAP. 2. Students in suburban schools were 91.9 percent proficient in Reading/Language Arts and 90 percent proficient in Math, a two year increase of 7.1 and 5.2 percentage points respectively. 3. Students in high poverty, urban schools were 80.1 percent proficient in Reading/Language and 76.5 percent proficient in math, a two year increase of 19.8 and 16.1 percentage points respectively. 4. The school system had a very positive trend toward closing the achievement gap between economically disadvantaged students and non-economically disadvantaged students. Over three years, the gap decreased by 11.1 percentage points in Reading/Language arts and by 10.2 percentage points in math. Scores for both groups were improving. 5. Graduation rates, college enrollment rates and ninth to tenth grade promotion rates were all experiencing an upward trend. I am pleased that the major reform initiatives that had a beginning during my tenure have been sustained after my departure, and are continuing to show success. Reason For Leaving: It was the right time for transition after ten years. I proposed an exit strategy that was accepted. Last Annual Salary: $156,000 Last Annual Gross: $210,000 Enrollment: 42,000 District Type: K - 12 Admin Experience Continued Superintendent, Iredell-Statesville Schools Statesville, NC July 1991 October 1996 Bill Long, Chairman, Iredell Statesville Board of Education Phone: I went to the district to lead the merger of the Iredell County Schools and the Statesville City Schools, including the implementation of a new zoning and pupil assignment plan for the district and the reorganization of the district. I actually became superintendent on the effective date of the merger. 2.The first major bond issue in 40 years was passed in a general election to build new schools and rennovate poor facilities to accommodate new programs, shifting population, overcrowded buildings and the new pupil asignment plan. 3. Numerous instructional program improvements were made by engaging teachers and principals in school improvement planning, and student achievement for all students began an upward trend that lasted through my tenure there. 4. A new organizational culture was created in the district that led to a unified county vision for public schools and moved past old political rivalries and roadblocks in both districts and the community. 6. A foundation for a very strong public school system was created that has continued to serve the district and community very well through a prolonged period of rapid growth and prosperity. 7. Student achievement continues to be very good in the district. Reason For Leaving: Professional growth and my desire to lead a large urban district. Last Annual Salary: $100,000 Last Annual Gross: $125,000 approx Enrollment: 17,000 District Type: K - 12 Page 3 of 10

4 Admin Experience Continued Superintendent, Cabarrus County Concord, NC 1/89 Sam Davis, former Bd. Chair. Work: Schools 7/ I was employed as principal, assistant superintendent, and superintendent in the district for 19 years. 2. Two school districts in the county consolidated in 1982, a time when I was assistant superintendent in the county district, and I was a part of the planning team for the creation of the new district. 3. When I left in 1991, the district was ranked in the top ten high performing districts in the state. At that time there were 117 districts in the state, and Cabarrus County was a consolidated and diverse district. 4. Instructional reform included extensive staff development programs and decentralization of instructional leadership from the central office to the schools. 5. The district was very fast growing and an aggressive bond and building program was well underway, with some new schools opened and another phase on the drawing board. Reason For Leaving: School board elections caused a shift in power and I chose to leave for Iredell-Statesville Schools. Last Annual Salary: $ Last Annual Gross: $100,000 (est.) Enrollment: 14,000 District Type: K - 12 Assistant Superintendent, School Concord, NC 1981 Joe Fries, Superintendent Operations, Cabarrus County Schools Jan I developed the pupil assignment plan for the merger and served on the planning team for consolidation. 2. As assistant superintendent for curriculum and instruction, I developed a new instructional support model that was implemented in the district. 3. I initiated an instructional leadership development program for principals in the district. Reason For Leaving: To become superintendent of the district. Last Annual Salary: $70,000 (est) Last Annual Gross: Enrollment: 8900 (pre-merger) District Type: K - 12 Principal, Mt. Pleasant Elementary Mt. Pleasant, NC July 1972 Jay Robinson, Superintendent, deceased school, Cabarrus County schools I was the first principal of a new elementary school in Mt Pleasant and served as the school doubled in size and facilities to 1100 students. 2. Coordinated with UNC-C a field based Masters program for the teachers in the school that resulted in 29 teachers on the faculty receiving masters degrees at one time. 3. The school became a base for student teacher training for UNC-C. 4. The school was recognized by Governor Jim Hunt for its community partnerships. Reason For Leaving: Promotion to assistant superintendent Last Annual Salary: $65,000 (est) Last Annual Gross: Enrollment: 1100 District Type: Elementary Page 4 of 10

5 Admin Experience Continued Principal, Allen Elementary School Concord, NC June, 1971 Dr. Jay Robinson, Superintendent June, 1972 The school completed the accreditation process and achieved Southern Asociation Accreditation status the year I was principal. Reason For Leaving: Asked by the superintendent to open a new school. Last Annual Salary: $12,000 (est) Last Annual Gross: Enrollment: 350 District Type: Professional Experience Senior Advisor, District Leadership, Annenberg Institute for School Reform, Brown Univ. (40% FTE) Providence, RI August 2006 present Marla Ucelli, Director, District Re-design cell: work: Significant Accomplishments at this positions: 1.I was the first person to fill the position of senior district advisor for the Annenberg Institute. 2.I currently advise superintendents in Mobile Public Schools and Knox County Schools on issues of district design and leadership. 3. I was asked to develop a new Action Phase of the Central Office Review for Results and Equity (CORRE) offered by the Annenberg Institute for requesting school districts. This Action Phase has been successfully completed in Mobile over the past year and is currently being started in the Knox County Schools. It is designed to enhance the capacity of districts to implement changes and reform recommendations given districts that participate in the CORRE process. 4. The Annenberg Foundation funded the Senior Advisory position to bring a practicing district leadership perspective to the Institute to influence its work. It has been very rewarding to work with the staff and to see the influence on the work of the Institute. 5. As external advisor to the Urban Education Task Force for the Governor of Rhode Island, I have had the opportunity to observe and advise a state task force charged with urban school reform. 6. I have developed a draft of "Principles of Leadership" for the Annenberg Institute that in the future will serve as guiding principles for district redesign recommendations. 7.I have been a presenter and facilitator at Annenberg s annual Emerging Knowledge Forum for the past three years. 8. I have published two articles for the AISR on school reform and have made numerous regional and national presentations on issues of school reform. 10. I have participated in various work groups and convenings for research and reform for Annenberg, such as Data Driven Decision Making, Central Office Size, etc. Reason For Leaving: current position Last Annual Salary: $104,000 Last Annual Gross: $104,000 Page 5 of 10

6 Prof Experience Continued UT Chattanooga, Associate Professor (50% Fte.) Chattanooga, Tn July, 2006 June 2009 Mary Tanner, Dean, CHEPS work: Significant Accomplishments at this positions: 1. I am an associate professor in the doctoral and educational specialist programs and teach organizational theory and change leadership. 2. With a colleague, we modified and implemented an Educational Specialist Degree (post masters) in educational leadership for teachers and administrators. 3. I have turned down opportunities to seek full time, tenure track professorship. Reason For Leaving: current position Last Annual Salary: $40,000 Last Annual Gross: $40,000 Self-employed consultant.(10% FTE.) Chattanooga, Tn July 2006 N.A. present Significant Accomplishments at this positions: 1. I have been a member of the National support faculty for the Arkansas Superintendnet s Leadership Academy for the past two years. This year I am working with a cohort of 30 Arkansas Superintendents. 2. I have served on the Aspen Institute Advisory Faculty for senior Congressional staff for education. Topic: Pay for performance and teacher quality. 3. I have had independent consulting contracts with school districts on urban eduction, high school reform and school district consolidation. 4. I am presently developing with a colleague a comprehensive leadership development program for superintendents and district leadership teams for use by states and regions. We are currently negotiating in two different states for implementation of the program. Reason For Leaving: Current Last Annual Salary: Last Annual Gross: $50,000 (est.) Page 6 of 10

7 Education High School Attended: Graduation Status: Garinger High School, Charlotte, NC Colleges, Universities and Technical Schools Attended: Name and location Major Degree Date Conferred Duke University Education EdD 1982 Administration University of N.C. at Chapel Hill Ed. Admin. & Supv. 6th Yr University of N.C. at Charlotte Education Masters 1971 University of N.C. at Charlotte English BA 1968 List honors, awards or distinctions: Garinger High School Hall of Fame UNC-C Distinguished Alumnus Tennessee PTA State Superintendent of the Year Tennessee Facilities Managers State Superintendent of the Year Please list your professional memberships - please indicate leadership roles you may have had with any of them. Association of Supervision and Curriculum Development Former: American Association of School Administrators Lifetime Member, National PTA Please list your community and civic memberships and participation. Member, Signal Mountain Presbyterian Church Chattanooga Rotary Club, (Resigned due to travel.) Have served on the following Boards in Chattanooga: Public Education Foundation of Chattanooga Chattanooga Chamber of Commerce Chattanooga Symphony and Opera Association Hamilton County Fund for Excellence Westside Community Development Corporation United Way of Chattanooga Allied Arts Board of Directors Please list any publications you may have, including your doctoral and/or master s dissertations, if appropriate. Dissertation: A Study of the Administrative Staffing Patterns of Selected Local School Systems. 1982, Duke University Recent Publications: Register, J "Creating a Smart Education District in Hamilton County." In, City Schools: How Districts and Communities Can Create Smart Education Systems, edited by R. Rothman, Cambridge MA: Harvard Education Press. Register, J. and Thompson, J "Developing Effective Multiple Partnerships." Voices in Urban Education. 17: Please list major presentations made to national, state or regional audiences. Battelle for Kids National Conference on Value Added Final General Session, October 2008 "The Differentiated Compensation Debate" Champions for Education. Northern Kentucky Chambers of Commerce Education Summit. "Successful Urban School Reform Strategies" Education Trust, National Conference, 2005 "Their Fair Share: Lessons in Teacher Distribution" Page 7 of 10

8 Please list major presentations made to national, state or regional audiences. (continued) Southeastern United States Smaller Learning Communities Leadership Institute. USDOE Annual Conference Conference Keynote address, September 2006 Council of Chief State School Officers, National Conference. June Final General Assembly Presentation "Effective District/Union Partnerships" Please list significant workshops or conferences which you would like to highlight. Presenter: Rhode Island Superintendents Advanced Leadership Development Series, March "Building Central Office Capacity" Facilitator: Omaha Board of Education and Administrative Staff Two day work session. Winter, 2007 "The Chattanooga Story: Successful School District Consolidation." Facilitator: TSBA Leadership Academy for Aspiring Superintendents and "Change Leadership for School Leaders" Facilitator: TSBA Board Member Academy "Effective Collective Bargaining" Facilitator: TEA State Negotiators Workshop. August "Collective Bargaining: Not Business as Usual" Presenter: Hechinger Institute on Education and the Media, Columbia University. September "How Poorly Performing Schools Are Being Re-made" Presenter: Educational Writers Association Regional Conference. Chicago. October, "Teacher Quality and Differentiated Compensation" Harvard University Change Leadership Program Participant for three years with a leadership team from Hamilton County. Certifications Do you hold the appropriate certificate for this position? Type State Certificate Number Expiration Date Active? Superintendent: 67 OOSTT Tn /31/07 No Yes Please list all of the endorsements and/or verifications documented on your teaching/administrative certificate(s): Open Ended Questions For Nashville Public Schools/Superintendent/Director of Schools: 2. Please list the five accomplishments in your professional career of which you take the greatest satisfaction and why you do so. 1. The Benwood Initiaitve: When I went to Hamilton County as superintendent there was a group of inner-city Chattanooga Schools that served a very high poverty, high minority population of children that were among the lowest performing schools in Tennessee. In fact, in 1999, nine of the twenty lowest performing schools in the state were in Chattanooga. A comprehensive reform strategy in the district and key external partnerships resulted in the complete transformation of these low performing schools. Students in these schools now perform at district and state average, and the achievement gap has essentially been closed. This effort has been nationally recognized and written about for its success, and the work has been sustained and broadened since my departure.

9 Question Continued 2. Systemic high school reform in Hamilton County Schools: Beginning in the 2000 school year, Hamilton County launched a six year initiative to re-invent secondary education in the district. The effort in Hamilton County can be considered the most successful of the districts involved in the Carnegie Corporation s "School for a New Scoiety" national high school reform initiative. The comprehensive reform initiative resulted in the creation of small learning communities across the district, theme based academies in the schools, simultaneous higher graduation requirements and increased graduation rates, and the engagement and ownership of all high school teachers, many parents, students, community and business leaders in the reform effort. The high school reform work has continued since my departure. 3. The creation of a new organizational culture in the Hamilton County Schools: A culture of distrust, low expectations, a sense of helplessness and lack of focus and vision existed in the late 90 s in many schools and in the district. Over the course of three years, a very deliberate plan for developing a new organizational culture, unified vision and focus in the schools and the central office was developed. The attitudes, beliefs and behaviors of the leadership and the teachers in the district were dramatically changed. Complete restructuring of the central office and the development of a culture of "servant leadership" to support instruction was accomplished, and a belief in their collective efficacy on the part of teachers and administrators was achieved. A collaborative and healthy culture became apparent throughout the district. The development of multiple key partnerships outside the district while maintaining a very sharp vision and focus on the right work was a part of the culture change and the success of the district. 4. Instructional leadership development and improved teacher quality in Hamilton County: There was a sustained effort to increase the instructional leadership skills of all administrators in the schools and district and to improve the quality of teachers in all schools in the district. Intense, job embedded, school based professional development based on data and school improvement planning was implemented. An instructional support system was put in place in all schools, with emphasis on the low performing schools in the district. The support system for teachers and the highly effective professional development program became a recruiting incentive for the low performing schools and the district as a whole. Recruitment and retention of high quality teachers for all schools were significantly improved. The instructional leadership qualities of the principals and other administrators were significantly improved and a pipeline of future administrators and leaders was put in place. Sustained improvement in student achievement for the district over a number of years was a result. 5. Successful merger and improved quality of the Iredell-Statesville Schools: In many respects the challenges faced in the Iredell-Statesville School District were similar to those of Hamilton County and Chattanooga. Many improvements were made in the first five years of the consolidation during my time as superintendent there. The district continues to be an excellent school system that has continued to build on its beginning. For Nashville Public Schools/Superintendent/Director of Schools: 1. Please share why you are interested in this position and your unique qualifications for it. Although I have been very pleased with the new directions in my career over the past two years and have not been in the job market, I have become very interested in seeking the Director of Schools position in the Metro Nashville Schools. I have worked in Tennessee since 1996, and during that period of time I have watched with great interest the challenges and development of the Metro Nashville Schools, in large part because of the many similarities with Hamilton County. I believe that I am the right person for this job at this time. I have a good understanding of many of the challenges faced by the system and I have successfully addressed many similar issues in my previous positions. I am very confident that I have the knowledge, skills, the will and the experience needed to face the challenges in Nashville and to help create an outstanding school system that will serve the children, their families and the community very well. My professional experience in Tennessee has been very positive. I have developed good working relationships in state government and with the Department of Education as we have faced the challenges of an urban district struggling to meet accountability demands and improve student achievement. If chosen for the Nashville position, I believe this experience will benefit the school improvement efforts in the district. In addition, I have gained a much broader perspective after leaving Hamilton County because of the different opportunities I have had. That work includes teaching educational leadership and change leadership at the post masters level, consulting with superintendents and leadership teams in various districts and states, working at the Annenberg Institute which has a focus on supporting high poverty, highly Page 8 of 10

10 Question Continued diverse urban districts across the nation, and working nationally in the foundation and philanthropic communities. This national experience, exposure and the many contacts I have made will be valuable assets for the work in Nashville. Finally, while I realize that the Metro Nashville Public School District faces many difficult issues and the pathway to creating a great school system will be very challenging, there is great opportunity for success in Nashville now. I am confident that productive and collaborative relationships can be developed in the community, with the state, inside the system, and with key partners, and that great progress can be made. Language Skills Do you know any language other than English? No Professional References Name Position/Title Address Business Phone Home Phone Mr. Marty Puryear Former Hamilton Co. Bd. 201 Riverfront Parkway (cell) Member Chattanooga, Tn Ms. Debbie Colburn Former Ham.Co. Bd. Chair Clemons Rd. East Ridge, Tn Ms. Corrinne Allen The Benwood Foundation, Ex Dir. 736 Market Street Suite Chattanooga Tn Dr. Connie Smith Tenn. Dept of Education 6th Floor Andrew Johnston Tower 710 James Robertson Pkwy. Nashville, Tn Dr. Tammy Grissom Ex. Dir. TSBA 525 Brick Church Park Road Nashville, Tn Ms. Marla Ucelli Director, Annenberg Institute AISR 383 Benefit Street Brown University Providence RI Page 9 of 10

11 General Information List any additional information which will support your candidacy. I welcme an opportunity to discuss my candidacy further with the Board. Are you presently under contract? Yes When does contract expire? UTC, Spring 09 Have you ever failed to have your contract renewed, be rehired, been asked to No resign a position, or resigned to avoid termination? If yes, explain. Have you ever had a credential or certificate revoked, suspended or annulled in No any state, territory or foreign country? If yes, explain. Where did you hear of our vacancy? Recruited by HYA associate Referrals How did you hear of our vacancy(ies)? Recruited by HYA associate Other: Local and state news Legal Information 1. Are you eligible to work in the United States? Yes 2. Have you ever been convicted of a felony or misdemeanor involving a sex offense or a controlled substance? No If yes, explain, giving dates: 3. Have you ever had any indicated finding of child abuse filed in your name? No If yes, explain, giving dates: Confirmation I authorize the organization(s) to which I am applying and Hazard, Young, Attea & Associates, Ltd. to contact my references or any other references deemed necessary to ascertain the merits of my candidacy for this position. I authorize references to discuss my application and/or release information concerning me, and agree to hold them, the District, and the consultants harmless for providing and/or utilizing any information requested and/or provided. I also request that my application and interest in the administrative position remain as confidential as possible under the applicable laws of the state. I understand that my candidacy may become a matter of public record when I am presented to the Board. I further understand that elements of my resume may be available to the public and the news media at such time. However, I request that reasonable effort be taken to maintain the confidentiality of this application and other documents and information which accompany my application for the position for which I am applying. (Note: In some states, such as Florida, there can be no confidential written correspondence. Please call HYA if interested in one of these positions.) If you answer "yes" to any of the above questions, you must submit official copies of court records including disposition of the case(s). I hereby affirm that there are no misrepresentations, omissions or falsifications in the foregoing statements and answers, and that the entries made by me are true, complete and correct to the best of my knowledge and belief. I acknowledge that any misrepresentations, omissions or falsifications might be grounds for dismissal if employed for this position. Jesse B. Register (agreed online) Page 10 of 10