When you were first elected as Franklin County Schools Superintendent in November 2020 you came to the position in what some would consider “unconventional” as your experience was outside of the public education realm. Prior to seeking the superintendency, you served 5 years in the U. S. Air Force and 22 in the U. S. Navy for a total of 27 years of active duty, stationed at 14 different duty stations including two foreign countries, before retiring as a senior officer with the rank of Commander.
How did your leadership training and experience in the military help prepare you for the job of being a Florida public school district superintendent?
There is no better place to have learned how to be a leader than to have been on active duty in both the Air Force and Navy for a combined 27 years. I was very fortunate that I had the opportunity to serve in two branches of the armed forces and to have worked alongside highly trained professionals with extensive leadership experience.
Being a Navy Commander and superintendent are very similar in the same respect as we both take an oath of office which is a commitment and obligation. Our offices hold the expected special trust and confidence and the distinguishing privilege of being in a unique position because we are strictly required to show ourselves as good examples of honor and virtue to everyone. One thing that is identical is that human beings’ lives are at stake. In both positions, we are role models, servant leaders, and the buck stops with us. As an officer, I was loyal to my unit, sailors, fellow officers and to the mission. As superintendent, I am loyal to my schools, students, staff, families, and community members and always do what is best for the school district mission: student learning.
The Navy defines leadership as the art, science, or gift by which a person is enabled and privileged to direct the thoughts, plans, and actions of others in such a manner as to obtain and command their obedience, confidence, respect, and loyal cooperation. I bring all the traits and leadership skills I learned in the Navy to my job every day as superintendent. I believe that I am a better superintendent because of my long military career and the leadership opportunities and experiences that I had while on active duty.
My leadership training and experience in the military taught me the value of connecting, communicating, challenging, on-going training, evaluation, and dedicating myself and my team to pursue the best performance possible. Both positions require us to serve with a positive, professional attitude as we listen, plan, problem-solve, work with the teachers, participate in events, encourage others, and give staff guidance.
I believe that we all must serve at our maximum capacity and inspire others to be the best they can be. Personal and intellectual connections are essential to achieving the highest levels of performance. Relationships are the basis of all leadership. As I learned in the military and carry on as superintendent, the way for a leader to create and sustain relationships is for them to know the people that they are leading. This requires creating a fair, disciplined, and orderly system of organizational operation that acknowledges, affirms, and rewards people for their work. Trust is central to establishing these relationships. Qualities like integrity and working inclusively with a diverse group of individuals, using problem solving and teamwork skills are critical components to our overall success.
What was the impetus that led you to pursue being a public school superintendent?
I ran for superintendent because I wanted to make a difference. After I retired from the Navy, I moved back to Franklin County and was employed as the Executive Director of the Apalachicola Housing Authority.
With no real intent or desire to run for public office, I was approached by a group of concerned citizens who asked me to run for superintendent. I met with these citizens on several different occasions and listened to the school-related problems they identified and issues they spoke about in the district.
I was honored that so many in my community had trust and confidence in me to turn our school district around. After careful consideration and discussions with my family and close friends, I decided to run. I knew that I could make a difference in the lives of our students and have a big impact on their futures. I was confident that I could change the culture and trajectory of our school district. I made a career in the service and served my country with grace and dignity and gave all I had, so why not give the same back to the community where I was raised and where I was needed.
You have just completed the Chief Executive Officer Leadership Development Program (CEOLDP). What effect has your CEOLDP challenge had on your district, and how has the CEOLDP program benefited you professionally?
The CEOLDP experience has allowed me to enhance my leadership skills and the opportunity to be the best leader I can possibly be for my school district. It has helped me establish a logical and easily understood way to formulate solutions and programs I am putting in place, identify the root causes and problems that have been in our district for years, and to give our teachers and staff the tools they need to be successful.
I have had many leadership courses as well as practical leadership experiences during my Navy career, but the CEOLDP is leadership training at its finest. The CEOLDP has strengthened my school district management and leadership skills, has challenged me, and the result is I have become a better superintendent. I am thankful for the outstanding FADSS staff and instructors and appreciate the opportunity to have participated in this executive leadership development program.
What are some innovative/impactful initiatives in your school district that you are most proud of during your tenure as a superintendent?
There are two things that I am most proud of, and it starts with our graduating class of 2022. This class had the highest graduation rate (84%) in the history of our school district since we consolidated as a county school in 2008. Our graduation rate went up nine percent from the previous class. This was huge for our school and shows the dedication, commitment, and hard work that our teachers and the Class of 2022 exhibited to make this happen and shows a positive trend up for our graduating classes.
The second impactful initiative is the passing of the Half-Cent Sales Tax in November 2022 for our school district. This is the first time in the history of our district that the Half-Cent Sales Tax was placed on the ballot for vote, and the great news is that it passed! A lot of hard work was put into making this happen and it shows the confidence that our community has in the leadership and their approval of the school district’s direction. This significant accomplishment will provide up to $2 million per year for the next 20 years in our Capital Outlay Budget.
What do you feel is the most challenging barrier at this time in meeting the educational needs of students in your district?
Our state policymakers are constantly working to improve and make changes in the Florida public education system. While I respect and encourage many of these necessary improvements, not all of them are beneficial to my school district or other small rural districts because of the way these decisions affect the funds we receive. We are one of the smallest districts in the state and many times when policies are being discussed and then changed, there is usually no input from the smaller districts like mine on what the effect will be on us.
While I realize that our statewide legislative representatives are doing what they feel is best for the communities they were elected to represent, nobody knows better than the superintendent what these funding impacts are or how they will affect our students and schools. Some of these legislative decisions may be good for a larger school district, but not so good for a smaller school district.
I cannot speak on behalf of all the superintendents in Florida, but I am confident that many of my fellow superintendents would tell you that we should be part of the discussions concerning what is best for our school districts when it comes to taking funds away that have historically gone to our schools. Superintendent input is critical to the success of these legislative decisions and until our voices are heard, this will continue to be the most challenging barrier in meeting the educational needs of students in my district.
What do you feel is the most pressing issue facing public education as a whole?
High teacher turnover, shortages, and low teacher pay are the most pressing issues that we are facing in public education. High teacher turnover makes it more difficult to institute changes in education policies. We have a challenging time in retaining teachers because of the housing shortages in our county as well as the high cost of homes and rent in Franklin County. Workforce housing is a significant issue here, and it is something that many leaders in our community are working to improve. We also need to pay teachers more. Our teachers are the backbone of our schools, and I believe that they have been underpaid for years and now is the time to make this right for all our teachers.
Another issue we face each day is school safety. As superintendent, school safety is my top priority, and it is always on my mind. Students cannot learn and teachers cannot do their jobs if they are not safe. We have an excellent safety and security program in place along with an outstanding security specialist, Sheriff’s Resource Officers, and Guardians on campus to ensure the complete safety of our students and staff.
Outside of being a superintendent, what is something that your colleagues may not know about you that you would like to share.
When I was 17 years old, I rode a 10-speed bicycle with a group of 50 riders from Oceanside, California to Charleston, South Carolina. We rode 2,496 miles in 25 days. It was quite an experience that taught me the lesson to never give up.
Individual you admire most for their positive impact on public education:
The individual I most admire for their positive impact on public education would be Coach Mikel Clark, a long-time district employee from Franklin County. Coach Clark was the head football, head baseball, and head basketball coach at Carrabelle High School and was deputy superintendent of the Franklin County School District for many years until he retired. As a football and baseball player at Apalachicola High School, I always enjoyed going up against Coach Clark because he was always a tough competitor, and his Carrabelle teams were always well coached. Coach Clark has been very instrumental in public education in our community and still is to this day. I am proud to call him my friend as he is a mentor, excellent educator, and wonderful Christian man who is respected by all.
Any additional comments & thoughts you would like to share?
Being the superintendent of the Franklin County School District is an honor and privilege. This is a very gratifying and inspiring job for me because of the opportunity to truly make a difference in a student’s life and the positive impact we have on our community. I believe that there is no greater responsibility that can be given to an individual than to be entrusted with a child’s education. Public schools and education are the backbone of our community as they produce our thinkers, leaders, innovators, and future. I am committed to the growth, development, and well-being of every student and employee under my leadership and devoted to finding working solutions for the educational needs of Franklin County.
