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Chief Executive Officer

Lorain (Ohio) City School District | Lorain, OH

James Henderson

Candidate Packet

910 W Van Buren, Suite 315, Chicago, IL 60607 www.atlanticresearchpartners.org

Catalyst Transforming Education 1

Real. Trusted. Advisors.

Chief Executive Officer

Lorain (Ohio) City School District | Lorain, OH


910 W Van Buren, Suite 315, Chicago, IL 60607 www.atlanticresearchpartners.org

Catalyst Transforming Education 2

Real. Trusted. Advisors.
1532 Wildhorse Parkway Drive, Chesterfield, MO 63005


Impeccable Resources Educational Consulting Firm ___ _ _______July, 2016 Present

Chief Executive Officer
As an Educational Consultant, I am currently combining two of my greatest educational acumen
Instructional Leadership and Human Resources to develop, support and coach school leaders to
become POWERFUL agents of change.

St. Louis Public Schools, St. Louis, Missouri July, 2012 -2016
27,300 Students; 5,192 Employees; Budget - $330 Million
Superintendent selected me for my areas of expertise (instructionally and operationally) to
further enhance the districts needs
Associate Superintendent for Academic Supports:
Selected by the superintendent of schools to strategically lead and create an organizational
infrastructure to support principals through the Academic Supports Division more efficiently; my
team and I were accountable for the mission-critical task of meeting and/or exceeding academic
standards in the following divisions:
College and Career Readiness (CCR)
Career and Technical Education (CTE)
Virtual School (K-12 Program)
Alternative Education
Innovative Pathways (Department of Juvenile Justice)
Adult Education
College Submit
Dropout Prevention
A+ Program
AP/IB Programs
Dual Credit Program
Lead the increase in the state accountability CCR points from 12/30 to 26/30
Co-Leader in requiring points to qualify for State of Missouris full accreditation
Co-Leader in the academic improvements under Missouri School Improvement Program-5
(MSIP-V) 2013-34.5/140, 2014-60.5/140, 2015-106.5/140
Co-Leader in the development of the Districts Transformation Plan
Ensured more than 700 students were able to graduate with their cohort due to our newly
developed virtual school initiative
Defended aggressively the districts position against the Missouri State High School Activities
Associations (MSHSAA) decision to place the St. Louis School District on athletic probation,

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Chief Human Resources Officer
District's Chief Human Resources Negotiator
Ensured cost savings of $4.2 million due to the bidding of Districts medical benefits
Developed and implemented a Position Control System to ensure budget and personnel are
Worked in tandem with unions leaders to ensure Policy Statement violations are addressed
swiftly to remove barriers to students academic success
Implemented a one-stop-shop customer service model to ensure customers needs are met with
limited wait-time
Implemented a robust and aggressive recruitment plan to identify the best and brightest
teachers/administrators for the children of SLPS
In conjunction with AFT, St. Louis Local 420 develops and plans for a comprehensive
compensation study (Baltimore/Newark Model)
In conjunction with AFT, St. Louis Local 420 implements revised Performance-Based Teacher
Evaluation (PBTE) using the New York State APPR Model to ensure strong accountability
Created Professional Standards protocols to effectively resolve employee relations concerns
Created paperless HR environment
Teacher Recruitment Special Project
Developed and monitored an aggressive recruitment campaign, including social media with a
keen interest on approximately 70 Historical Black Colleges and Universities (HBCU)

Normandy School District, St. Louis, Missouri __________ ___________________May, 2008 2012
Chief of Staff (Deputy Superintendent) 5,200 Students; 720 Employees; Budget - $67 Million
Student Achievement
Ensured district-wide data-driven decisions
Increased Graduation Rate by 3.3%
Increased Daily Attendance Rate by 3.2%
Increased third grade MAP Test Scores in Communication Arts by 5.1%
Increased fourth grade MAP Test Scores in Communication Arts by 4.1%
Increased MAP Test Scores in Mathematics (3rd 8.9%; 4th 8.5% and 5th 7.7%)
Increased End-of-Course (EOC) Mathematics Test Scores by 13.7%
Increased End-of Course (EOC) Communication Arts by 23.8%
Adopted and implemented a district-wide curriculum, aligned to Missouri and proposed common
core standards
Created and implemented a systemic K-12 instructional framework to ensure academic success
for all students
Revised and implemented the districts accountability plan with a focus on the Annual
Performance Report (APR)
Effectively shepherded the implementation of the districts $825,000 School Improvement Grant
Developed and ensured an effective implementation of the high school career academies
Instrumental in the development of a gender-based Ninth Grade Academy with one-to-one
computing initiative
Developed and implemented districts K-12 professional development plan
Created a state-of-the-art technology elementary school with one-to-one computing, equipped
with two additional technology labs
Deployed three computers per elementary classroom district-wide and five computers in each
secondary classroom
Prepared effective communication plan in the closure of three elementary schools, 2011
Opened state-of-the-arts elementary school, 2011
Ensured interactive boards (Promethean and whiteboard) in each elementary and core content
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Oversaw and promoted the newly developed Normandy Public Schools Strategic Plan 20102015
Developed a data dashboard and balanced scorecard district-wide
Implemented RTI, PBIS, and Character Plus initiatives
Implemented a Reach-Out-To-Dropouts initiative
District's Chief Human Resources Negotiator
Directed successful installation of soft/hardware systems, a new digital and voice
communications network and wide area network
Enhanced the district-wide technology plan; created district web-site
Enabled the district to receive more than $2.5 million in e-rate funds
Created and implemented monthly instructional technology training schedule for employees and
Human Resources
District's Chief Human Resources Negotiator
Developed and implemented a Position Control System to ensure district's budget aligned with
each personnel position
Created a paperless human resources environment through the use of the implementation of an
applicant's tracking system and a substitute teacher finder system
Implemented a district-wide comprehensive compensation study, inclusive of an operational
compensation manual
Developed partnerships with colleges and universities to ensure quality teachers and student
teachers in various discipline areas; created an aggressive teacher recruitment plan
Revised and implemented an evaluation and accountability system for administrators, in
conjunction with NNEA; revised teachers' evaluation and accountability system
Ensured No Child Left Behind (NCLB) hiring of 100% highly qualified, certified teachers
Created a formalized employee documentation process
Responsible Fiscal Stewardship
Instrumental in the development of a $57 million budget that aligns with the district's Strategic
Redirected or cut (through district reorganization) $3 million to create new initiatives in the
Strategic Plan to be implemented in 20102015
Implemented a payroll and human resources ADP module to ensure sound payroll and human
resources practices
Board Relationships
At the request of the superintendent, discussed and/or answered questions of board members
Collaborated with board members on various committees
Accessible to all board members at the request of superintendent
Facilitated and provided board members with weekly written communication updates
Student Engagement
Participated in Reading to elementary students district-wide
Actively engaged in K-12 classroom Walk-Throughs
Guest speaker for various programs
Twenty percent of time spent in buildings (weekly)
Parent and Community Involvement / Relationships
Visible at ALL community town hall conversations
Prepared and ensured successful annual Reach-Out-To-Dropouts initiative
Ensured that all parents concerns/issues were addressed
Extended office hours to address parental concerns/issues

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Cedar Hill Independent School District, Cedar Hill, Texas 2007 2008
Assistant Superintendent for Human Resources
10,000 students; 1,100 employees; Budget - $65 Million
Led the creation of a Position Control System to ensure budget and personnel alignment
Ensured the hiring of 99% highly qualified teachers district-wide
Awarded a $500,000 federal grant to launch a pilot pay-for-performance

Impeccable Resources, Houston, Texas 20052007

Chief Executive Officer
Primary role was to help school districts create operational guidelines relating to personnel decisions
in various areas; such as job performance, allegation of employee misconduct and/or dispute

District (Area) Superintendent and Project Manager for District's Charter Schools 20022005
Houston Independent School District, Houston, Texas
District-wide: 210,000 students; 30,000 employees; $1.1 Billion Budget; sub-district 16 schools; 21,000
students; 1,552 employees; $104 Million
Effectively collaborated with a twelve-member Charter School Board
All District Adequate Yearly Progress (AYP) goals were reached in 2003, 2004, and 2005
Fifty percent of schools earned an Exemplary or Recognized rating by Texas Education Agency
(TEA) Accountability System in 2005, 2004, and 2003
55% of student population labeled as At-Risk; 91% on Free/Reduced Lunch; 100% Title 1; 12%
Bilingual; 6% Gifted/Talented; 11% labeled as Special Education, yet a 95% Attendance Rate
District-wide Reading Improvement for sixth graders by 25% increase in 2002
District-wide Writing scores increased by 28% in 2003 and maintained through 2005
District-wide Social Studies Improvement by 13% points
District received "Recognized" Rating from Houston Independent School District in 2003, 2004,
Increased percentage of fully certified staff from 75% in 2001 to 98% in 2003
100% of Teachers met NCLB "Highly Qualified" status in 2004, 2005
Oversaw a $25 million restoration construction to three schools and the construction of an $8 million
elementary school and managed a sub-district budget of $23.5 million
Galvanized support from community to pass an $895 million bond program (Houston ISD District-
Increased minority male staffing by 40% in 2003-2004
Reconstituted a low performing school in 2002
Created the district's first technology center for residents of the Acres Homes Community
Created an Annual Professional Development Conference for all staff to ensure educational growth
for teachers, staff, and students
Created and designed the North/Acres Homes Charter District's Summer Writing Clinic for Gifted
and Talented Students
Created and implemented a PK-8 Writing Program for entire district in 2004, 2005
Wrote, received and implemented various grants: 21st Century Learning Community Grant ($3.5
million); TIFB Grant ($250,000.00); Improving Teaching and Learning ($150,000.00); and a Capital
Investment Fund Grant ($50,000.00)
Conducted quarterly facilities assessments of safety, maintenance, and cleanliness for all campuses
Sought and received partnerships with businesses and organizations for district

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Principal, M.C. Williams Middle School, 2001 - 2002
Houston Independent School District, Houston, Texas

Director of Staffing, 2000 - 2001

Dallas Independent School District, Dallas, Texas

Executive Director of Human Resources, 1999 - 2000

Yonkers Public Schools, Yonkers, New York

Personnel Director/Recruiter, 1995 - 1999

Houston Independent School District, Houston, Texas

State Test Monitor, 20072009

Texas Education Agency, Austin, Texas

High School Assistant Principal, 9/20061/2007

Fort Bend ISD, Sugar Land, Texas

Supervisor of Student Teachers, 1/19955/1995

University of Houston, Houston, Texas

Adjunct Faculty, 8/199412/1994

University of Houston, Houston, Texas

Honors English / Speech Teacher, 19901994

Houston Independent School District, Houston, Texas


Doctorate of Education
St. John's University, Queens, New York
Educational Leadership and Supervision, May, 2011

Master of Education
Prairie View A&M University, Prairie View, Texas
Educational Leadership and Supervision, May, 1994

Bachelor of Science
Jackson State University, Jackson, Mississippi
Mass Communications, May, 1985

Harvard University Graduate School of Education

Leadership Institute for School Superintendents
Cambridge, MA, March, 2013
Public Education Leadership Project (PELP)
Cambridge, MA, July, 2013

McPherson & Jacobson Superintendents Academy

Omaha, NE, Fall 2013

The Supes Academy Preparation Program

Chicago, IL, Fall 2011

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National Alliance of Black School Educators (NABSE)

Aspiring Superintendents Institute
Chicago, IL. June, 2011

Superintendent and/or Principal Certifications: Missouri, Texas, Maryland and New York


Acres Homes Charter Schools Leadership Award (2004)
Texas Legislative Black Caucus Outstanding Texan Award in Education (2003)
S.O.F.I.A. Community Partnership Award (2003)
Houston Area Alliance of Black School Educators, Teacher-of-the-Year Award (1993)
Houston ISD, Teacher-of-the-Year Recipient (1993)
Houston ISD, Hamilton Middle School, Teacher of the Year (1993)


Association for Supervision and Curriculum Development (ASCD)
American Association of School Administrators (AASA)
American Association of School Personnel Administrators (AASPA)
National Alliance of Black School Educators (NABSE)
Association of Latino Administrators and Superintendents (ALAS)
Society for Human Resource Management (SHRM)
Missouri Association of School Personnel Administrators (MOASPA)
Normandy Kiwanis Club
Omega Psi Phi Fraternity

Investigating Classroom Colorism: African American Males Academic, Behavior, and School
Connectedness by Skin Tone

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Dr. Rod Paige

Former U.S. Secretary of Education Ms. Lucille Dew
Washington, D.C. Education Program Manager
Former Superintendent of Schools Houston Independent School District
Houston Independent School District Houston, Texas
Houston, Texas

Dr. Kelvin R. Adams Dr. Edward Haynie

Superintendent of Schools Former Board of Commissioner
St. Louis Public Schools Normandy Public School District
St. Louis, Missouri St. Louis, Missouri

Sylvester Turner Dr. Carroll Butch Thomas

Mayor, City of Houston Former Superintendent of Schools
Former Charter Schools Board of Beaumont Independent School District
Commissioner (Houston ISD) Beaumont, Texas
Houston, Texas

Dr. Abe Saavedra Dr. Gaye Lang

Superintendent of Schools Director
South San Antonio ISD Texas Education Agency
San Antonio, Texas Austin, Texas

Ms. Angela Lundy-Jackson Dr. Herschel Williams

Lead Principal/Principal Former Deputy Superintendent
Houston Independent School District Yonkers Public Schools
Houston, Texas Yonkers, New York

John Whitmire
Texas State Senator
Former Charter Schools Board of
Commissioner (Houston ISD)
Houston, Texas

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Chief Executive Officer

Lorain (Ohio) City School District | Lorain, OH


910 W Van Buren, Suite 315, Chicago, IL 60607 www.atlanticresearchpartners.org

Catalyst Transforming Education 10

Real. Trusted. Advisors.
James Henderson

Chesterfield, Missouri

Enrollment (Current Employment): Chief Executive Officer

Start Date: 7/1/2017
Previous Position: Associate Superintendent of Academic Support
Previous Organization: St. Louis Public Schools
Enrollment (Previous Employment): 27,000
Start Date: 7/1/2012
End Date: 7/1/2016
Budget Responsibility (Current Employment): 0
Budget Responsibility (Previous Employment): 20000000
Advanced Degrees Held Areas of Interest: EdD, Superintendent
Do you currently or have you held the title of CEO? Yes

1. Describe a situation where you had a leadership role in a turnaround effort similar to the one in
Lorain City School District. What actions did you personally take? Who did you involve and how?
How did you measure success of the initiative? (Please limit your response to 300 words)

Nearly ten years ago, the Missouri State Board of Education stripped the St. Louis Public Schools of its
Accreditation. However, as of January, 2017, the state board of education voted to fully reinstate the
Districts Accreditation based on significant improvements in academics, finances and operations. As a
vital member of the executive leadership team for the past four years, I played a pivotal role in providing
strategic support to ensure that this accomplishment could be realized. Specifically, my leadership and
services in various administrative capacities assisted the district in regaining the Districts Accreditation.
As the Associate Superintendent for Academic Supports, I lead the efforts to increase the Districts
College and Career Readiness (CCR) Initiative. My team and I improved the Districts CCR points from
12/30 to 26/30 points. We improved the number of participants and concentrators, thus ensuring the
success rate for earning industry-recognized credentials. In my role as Chief Human Resources Officer
and as the lead recruiter, we identified some of the best, brightest and cooperative, results-driven
site-based leaders and teachers at each level or grade of the organization from Historical Black Colleges
and Universities (HBCUs), all in an effort to reverse a nearly 75% white teaching staff and to hire
minority teachers to reflect the district nearly 92% minority student population. Our efforts netted an
increase in the hiring of minority teachers by nearly 12%, district-wide. Thus, I contend that using a data
driven system, we will improve the academics, human resources, student supports, fiscal management,
governance and communication of the Lorain City School District with the Lorain Academic Distress
Commission (LADC) at the helm and me as the first mate, as CEO-first mate. Based on our joint efforts,

we will not only be the greatest school district in the state of Ohio, but we will become an
internationally recognized school district.

2. When have you been required to implement a change that you knew others would be reluctant to
adopt? What did you do to address resistance? How much time did it take to implement the change?
(Please limit your response to 300 words)

In our effort to reengineer a financially struggling, academically challenged district, we were forced to
enact a mid-year reduction-in-force. We made a declaration to the Board of Education to vacate all
non-teaching positions due to Full-Time Employees (FTEs) overstaffing. Moreover, we closed three
elementary schools due to a decrease in student enrollment, reduced program offerings, and through
attrition, vacancies and the offerings of Early Separation Incentive Plans (ESIP), thus right-sizing the
organization. These efforts netted the district more than $12,000,000 in cost-savings. Such efforts
ensured the proper allocation of fiscal resources for the academic achievement and behavior
improvement of all students. To augment the districts $54,000,000 budget, grants were written and
obtained - netting the district $6.2 million dollars over a five-year period. Methodically, as the deputy
superintendent, I lead the efforts with my team to put a plan in place to execute these massive tasks.
Within 150 days, we executed a seamless Action Plan to ensure a limited impact on the Teaching and
Learning Process.

--The Action Plan included: Terminating all non-instructional employees with the opportunity to
re-apply; the communication of and closure of three elementary schools; the reorganization of
instructional programs; closure of vacant positions, attritions and Early Separation Incentive Plan
--To minimize resistance, we executed as follows: Formally informed and shared the Action Plan with the
Board of Education (BOE); upon approval of BOE, informed Unions, employees and weeks later,
informed the media; communicated Action Plan to community regarding school closures via three
Community Courageous Conversation Meetings; contacted and invited surrounding school districts and
employment agencies to District sponsored Job Fair

As a former news reporter, this process was nearly seamless as I communicated with all Unions and
employees to ensure such outcomes.