P.

12

Jayne Risen Morgenthal, Ed. D.

415 Buckland Trace. Louisville, Kentucky 40245 Phone (502) 664-4661 jrmor~!l@att,net

Dear Chair Burney and Board of Education Members, Enclosed for your consideration are my resume and professional credentials as a candidate for the position of Superintendent of Schools. My professional and educational experiences are extensive and incorporate all aspects of the responsibilities subject to this position. I have served in public schools as a teacher, school site, and district administrator. Additionally, I have successfully served at two institutions of higher education in Kentucky, University of Louisville and currently at Spalding Univ-ersity. In each of these positions of higher education I have worked daily in the largest school district in KY (125,000) developing future school administrators in best practices, research based adm.inistrator development through on-site delivery. I believe my background, skills, education, and experience will add tremendous value to the role of Superintendent. As Duval County Public School District prepares for new leadership in this position and its future, it is vital that your internal and external customers have a dynamic leader with a demonstrable track record. Hallmark achievements of my career include: Leading high levels of accountability through data driven decision making; Leading personnel in dosing the gap strategies for improved performance in student achievement; Enhancing student performance through program redesign, alignment, assessments and differentiated accountability within an ethnically diverse population; Developing technological efficiencies for access for data and communication systems; Refining performance managements systems; Solidifying stakeholder, community, and publics through strong communication and inv-olvement; . Improving graduation rates while decreasing drop-out rates in four districts; Understanding the complexities of this role I recognize the level of collaboration that must take place among the members of the board, superintendent, district administrators, faculty, and the community in order to enhance success for all students. Equally important is the transparency by which the district operates to be transcended to all stakeholders. I believe every person, student or adult, Can and must learn, and that an informed community will expect nothing less than the best. Proven abilities that I have that compliment this position: Excellent skills in working with people, collaboratively, and cultivating strong, lasting professional relationships, and can build, develop and facilitate collaborative, innovative teams; Instructional leader with a thorough knowledge of content in PK-12 instruction, assessment, curriculum and academic support; Skilled visionary leader who can provide direction and guidance where needed through the belief that every child proficient and prepared for success (college/career ready);

P. 13

Paseionate about youth and they are at the center of all decisions while being accountable for the needs of all stakeholders in a district; Expertise in school improvement processes and data-driven decision making; Knowledgeable and experienced in reform efforts at national, state, and local district levels; Strong and effective conflict management and problem-solving skills, while maintaining the dignity and respect of all parties; Experienced and knowledgeable in balanced budget practices and negotiations; Positive ability in creating and supporting community and school district partnerships;

Enclosed is a reference list of professionals who can speak on my behalf to the above areas. People are our most valuable resource. My desire is to discover the talent in each person and to encourage each individual to realize his or her potential. As individuals grow and perform at higher levels, educational teams will develop organizational excellence which translates to the enhanced education of all students. I commit to serve as a positive role model of personal and professional accountability, one who is a visible resource to students and community, and who possesses highly developed interpersonal and communication skills. My reasons for applying for this position are, I bring the experiences, strengths, and the passion necessary for working in a school district facing the challenge of change, community expectations, relationship building, budget transparency, while maintaining a culture of excellence. Additionally, I fully understand the position and attributes necessary for an effective relationship with the board of education, I love this work: enjoy getting up each day, fulfilled by the balance of support and accountability, and excited to be a part of something as big and important as making a difference in the lives of children, youth, and families.
As a dedicated leader who has committed her life to improving the quality of education at all levels, in both diverse school districts and high performing districts, I welcome an opportunity to meet with the selection committee. I look forward to hearing from you as your selection process continues. Thank

you for your consideration.

~,-~. . O /1')if O--rf;:,

k..h"A .
s. Jayne

Kindest regards,

.';h:..-e:.c...v-"~""'"

Risen Morgenthal, Ed. D.

JUL-20-2012 09:24 PM

p, 3

Duval County Public Schools

Application Information 'Form
Tit/e: Name: Home Address:

Jacksonville, Florida
Position: Superintendent

Ox Dr,

o Mr.
Louisville, KY

OMs,

o Mrs.

o (other-please
Telephone OffIce: Home: Cell: E-mail:

list)

Jayne Risen Morgenthal 415 Buckland Trace

(502) 664~7855 (502) 228-<6677 (502) 664-4661 Irmorgen@att.net

Zip Code:

40245

Record of Professional Institution University of Louisville Western KY University Western KY University Campbellsville University

Education (in reverse chronology) Graduation Date 2001 ,1990 Major Educational Admtnlstradon Educational Administration , Currlculumllnstruction Elementary Education Degree Doctor of Education Rank 1 Master of Arts Bachelor of Science

Record of Professional Title Associate Superintendent of Schools Director of Fundingl Assistant Professor Ed. Adm, President. Executive Leadership Coaching Firm Superintendent Director of Prlncipal Preparation

Experience (in reverse chronology)

District

Dates

State KY

Enrollment 10,00013,000 27,000

1987

to

2001

Covington PubliC School District University of Louisville

2001

to

2006

KY

2006

to

2008

All states

13,000155,000

2008 2009

to to

2009 presen
t

Elizabethtown Public Schools Spalding University

KY KY

4,000 5,000

Duval County PubliC Schools, Jacksonville, FL

Closing date July 23,2012

JUL-20-2012 09:25 PM
Dr. S. Jayne Risen Morgenthal

P. 7

1. A leader, who solioit~, respects and values the input of stakeholde~a at all
levels of the organization and who has demonstrated leadership in utilizing that input to oreate and sustain a culture o~ shared decision-making. I believe organizational culture is the gatekeeper of excellence. By believing in and promoting stakeholder-driven quality, districts under my leadership, have been able to create a strong district and school culture based on collaboration and empowerment, in order to provide the essential foundation for effective planning that is focused on continuous improvement and performance excellence. As a visionary leader, I believe in promoting a shared vision and visible commitment of all stakeholders to these principles. We conducted strategy development lead by a District Advisory Committee for Educational Excellence. This group, broadly configured from all key stakeholder segments and chaired by a community member, brought together the interests of employeesr students! parents, suppliers, partners, and the community. The committee used a nine-phase strategic planning process to translate stakeholder expectations, environmental scanning information, and organizational performance requirements into key goals and performance expectations. Other areas used in goal and delivery plan development were, Next Generation Learners, Gap, Growth, graduations, program reviews, college/career readiness, and innovations. Teamwork is among the district!s core values and always apparent throughout districts where served in key leadership positions. At school sites and within departments, various committees are in place to ensure that all stakeholders can share in discussions and decisions. For example, the ?K-12 Curriculum Development Committee is made up of equal numbers of teachers, administrators and parents who work together to develop standards and objectives for the upcoming year. A Planning Committee was also established to improve communication at the high school parent-teacher conferences that resulted in an increase from 25% to more than 90%. Parents also volunteered much of their time and energy to make improvements both inside and outside Our schools. During the 2000-2001 school years, 1000 parents and other community volunteers contributed a total of 71,345 hours. For example, preschool dad volunteers along with school administrators worked with community organizations and local businesses to transform an area adjacent to the preschool playground into a park-like setting to be used for science, complete with markers to identify trees and plants along a walking trail. Teaming and partnering extends not only into the community but also into the world through student and teacher exchange programs w~th schools in France.

JUL-20-2012 09:26 PM
Dr. S. Jayne Risen Morgenthal

P. 8

Also, Our partnership with Edu Soft America, Inc. and the Israeli government allowed Our preschool programs to have state-of-the-art software and computers with virtual schooling applications. This, partnership brought state, national, and international acclaim for our district and students. 2. A l~ader who supports and empowers principale, improve organizational and student outcomQQ. t~aohers, and staff to

The best way to support and empower these constituencies is to provide them with the tools to get the job done, provide them with professional training opportunities, and reward their efforts. Critical to producing world-class learners is a dedicated, high performing team of professionals, inCluding teachers, administrators and support staff. Highly qualified teachers, as defined by NCLB legislation, teach 100 % of our districts classes, and the number of teachers who achieved National Board Certification has increased from 2 to 54 during a seven year period. Excellence in academic performance cannot happen without a well-train~d, motivated, and involved team of teachers, staff, and administrators. We have put a premium on continuing education for all by contracting with nationally recognized professionals to conduct seminars and workshops. However, because the knowledge is so great among our team, we provide most of our own professional development. In districts served, we have always considered ourselves a leader in using technology tools for teaching and communicating, including fully equipped computer labs and video production studios. Our teachers receive approximately 300 hours of technology from the local consortium. Strategies I have used in working with administrators, to improve student achievement are as follows; teachers and others

Turnaround TeChniques Rigorous learning and teaching Identify and eliminate practices that do not support high achievement; Align and monitor curriculum, instruction and assessments; Use data to drive instruction: Engage parents in work of school; Build instructional capacity; Program evaluation

JUL-20-2012 09:26 PM
Dr. S. Jayne Risen Morgenthal

p, 9

Closing the Gap through a comprehensive approach (specific), targeted approach (selected students), and Best Practices whereas there is consistency to ensure high level instruction and rigor.

3. A prcac~iv~ vi$ionary, ~le to consider, plan and implement systemic change that increase the di8trict'~ ability to recognize and respond to current and fU~ure challenges as they aris~. I believe effective leadership does not simply happen; effective leadership results from collaboration of a shared vision of both the individual school and district as a whole. This vision is accomplished by providing an articulated plan to achieve the district 90als; monitoring the process, particularly with data; and assessing its effectiveness. Thoughtful planning in a vigorous and measurable school improvement process will lead to effective processes which result in: quality outcomes for all students; 6uperior leadership; effective instructional practices; and an appreciative workforce and stakeholders. These outcome~ demand accountability via a continuous cycle of assessment and improvement, prioritization, implementation, evaluation and reporting. This framework enables the district to be singular in purpose, but allows individual schools flexibility with accountability to meet stated district goals. To my way of thinking visionary leadership occurs when there is a shared vision arid visible commitment of all stakeholders to the principles of continuous improvement and pertormance excellence. As a school administrator, I have accomplished this by: Settin9 and communicating the direction for a student focused, learning oriented environment to guide the activities and decisions the school and the school district; Involving all stakeholders in creating the vision, mission and expectations for the district as a whole.

of

Excellent school districts have a clear vision of what they are attempting to accomplish and what they are trying to become. 4. Someone wi~ strong organi~ational and leadership sk14ls, able to collaboratively ~lign and focu~ internal and external stakeholders' efforts to accelerate progrQS5 on achieving the d1striQt's goals for student and org~n!zaticnal performance. In order to achieve SUCh, a district must begin by charting a steady course for excellence in education, and by building an organizational learning system to guide the district and school improvement process. Planning guides the next phase of a district's continuous improvement efforts. It provides direction for every decision, large and small, made by every school and department in Duval Schools. This type of planning enables us to move
3

JUL-20-2012 09:27 PM
Dr. S. Jayne Risen Morgenthal

p, 10

forward in a consistent, focused pur~uit of our primary achieving at his or her highest potential.

goal-every

child

My experiences with aligning and working with both internal and external stakeholders for the improvement of the organizational perfor.mance has followed developing objectives for the following; How to raise the academic challenge and performance of each student with more ambitious targets for improving graduation rates; Ensure quality personnel in all positions; Assure there is a school environment supportive of learning; Develop necessary financial resources; and Improve public understanding and support of public schools

In every administrative position held, I have worked with strategic planning as a team membert as the lead consultant and as the assessor. My years in higher education have also provided me with opportunities to teach planning processes and to be a representative of the College of Education in the University Strategic Planning Process.
I

5. A pereon of integrity who is trustworthy and whoae relationships, board and across the district, arQ prQdio~ted on honest and open communication.

with the

As superintendent, the board is my most important constituency. While faculty, students, staff parents and community matter, nothing good will ever happen if the superintendent does not enjoy the trust and confidence of the board. Both the superintendent and board must take seriously the fact that they are truly entrusted with the integrity for academic and financial decisions of the district, and what is best tor kids. These two key groups need to be in agreement about the mission of the district and what the superintendent's vision for realizing and advancing that mission really i5both the ~uperintendent and board need to be in agreement for advancing the district.
I

Vital to a positive working relationship I there must be open lines of communication on both sides, with no surprises. Strong communication from both sides will pave the way in dealing with key issues. I desire the relationship with all board members, where I can be at ease when presenting to each major problems/issues in the district, and know they will assist me from their perspective on best options. In order for the best decisions to be made on behalf of youth and the district as a whole, there must be trust in the relationship between the
4

JUL-20-2012 09:27 PM
Dr. S.

P. 11

Jayne Risen Morgenthal

board and superintendent. If the board does not trust the superintendent, they will constantly be questioning her decisions. On the other hand, if the superintendent does not trust her board, she will be spending more time concerned with them than the impact of the decisions to be made. I believe the superintendent and members of the board must agree at the onset about a constructive annual process by which the board evaluates the superintendent. A clearly communicated process in which the board describes in detail what their expectations are will leave nothing to chance.

JUL-20-2012 09:25 PM

p, 6

Do you have a Superintendent Endorsement for the state represented by the position listed on this Application Information Form?
(If you have questions regarding the requirements to be a superintendent State of Florida, oontaot the Florida Department of Education) In the

Yes_x_

No

~rtlfy ~' (Initials)

that the information provided herein is true and complete to the best of my knowledge. I am aware that the Florida Sunshine Act will require that all applicant information Is public and can be released to the media upon request.

Applicant hereby waives his/her right to confidentiality with regard to his/her work record or criminal record and consents to and authorizes the release of information from current or former employers and/or law enforcement per, nnel upon inquiry under this application . ..,--. . Signature of Appli nt; ---:>,~~~~~.JL---,i~~!::::::~-r .

Printed name of Applicant:-

r1~

1-/ 1- (:?-

This application must be COMPLETED and RETURNED by:

MONDAY, JULY 23,2012

Duval County Public Schools McPherson & Jacobson, L.L.C. Executive Recruitment and Development 7905 L St., Suite 310. Omaha, Nebraska 68127 Phone: (402) 9917031/(888) 375-4814 Email: apps@macnjijke.com Fax: (402) 991.7168

AAlEEO Employer

Duval County Public Schoolt', Jacksonville,

FL

Closing date July 23, 2012

JUL-20-2012 09:28 PM

P. 14

Jayne Morgenthar, Ed. D.

416 Buckland Trace. Louisville, KY 40245. Phone (502) 664-4861* Jrmorsen@att.net

SUMMARY

OF QUALIFICATIONS

~erformance-driven leader, innovative, capable problem-solver, ~trategic thinker, and relationship builder. A seasoned professional with 20 years of relevant administrative experience in Kentucky Public Schools, experience as a business owner, and professor at two Kentucky universities. Astute in leading and supporting PK-12 restructuring efforts; Excellent organizational and management skills with a proven track record in transformational leadership and capacity development; Harnesses technology to enhance the quality of teaching and learning and to optimize operational efficiencies; Energetic, charismatic, transparent, compassionate, able to transform policy into purposeful action; A leader who prizes all studente, from first generation students to students from every background and every walk of life. Strengths include a professional identity built upon uncompromising integrity, entrepreneurial spirit/ high tolerance for stress, dedicated and committed hard worker, hands-on person who is passionate about providing exceptional learning opportunities for all youth.

I!DUCATION

Doctor of Education

University of Louisville (Full FellowGh1~) Louisville, KY

Educational Administration/Urban policy High School Principal Recruitment Effects: The 1nfluence of School Location, School Achievement, and School Assignment Level on Applicant Ratings of the Job, Western KY University Bowling Green! KY Educational Administration Western KY University

Dissertation

Rank I

Master of Arts

Bowling Green, KY Educational Administration,

Curriculum/Instruction Bachelor of Science

Campbellsville University Campbellsville, KY Elementary Education

JUL-20-2012 09:28 PM

p, 15

OTHISR PROFESSIONAL

TRAINING

UPI!RII!NCES

Desiqned and implemented ~ successful partnership between Jefferson County Public Schools ~nd Spalding University, whereas, teacher leader and princip~l classes are co-taught & designed between district administrators and myself for the purpose of aligning qoals of the distriot with future instructional distriot leaders Kentucky Distinguished Educator, Kentucky Department of Education, Frankfort, KY D$$igned program, curriculum tor Biggs Early Childhood Center, received the Governor's Award for Exemplary Design in curriculum and progr~ and the Laura Euah's White House Award for exemplary curriculum and servic~ to families Traveled to and developed high school exchange program, Nancy. France Attended and dialogued with Israeli Minister of Education, Tel Aviv, Israel International Symposium participant on education, Jerusalem University, Mount Scopus, Israel Certified trainer for KDE Evaluation Programs and Ethics Accreditation member, The southern Association of Schools and Colleges Accreditation member, NeATE Kentucky Superintendant Training Components (law, finance, curriculum, management, media relations) Certified Co~onwealth Trainer for Kentucky Principal and reacher Internship Programs, KDE, Frankfort, KY

PROFESSIONAL

I!XPI!RI~NCE

Associate professor Oapa~tment (Chair) 0i~ector principal

2010-present

PrQparat10n

Proqram

Spalding University

College of Education, 121 Mansion

Louisville,

West

KY 40203

Providing overSight to the preparation of principal candidates by training students while they are on-the-job in Jefferson County Public Schools focusing on student learning through a systematic study, developing clo~ing the gap strategies in achievement, teaching

JUL-20-2012 09:29 PM

p, 16

3 strategies, research-baaed best practices approach, and data driven analysis; Hiring, securing, and evaluating adjunct faculty for principal olasses: Serving as NeATE and SACS faculty member; Collaborating with district school level and district level administrators concerning district needs and how as a university official we can together design strategies to assist in the improvement of student achievement; Working with prinOipal candidates on-site at Jefferson County Public School District. This year, my work has involved over 100 school sites; Conducting data-driven, research-based best practice with principal candidates, including monthly meetings with principalsi Serving on dissertations as chair and member; Serving as Director of Teacher Leader Program and Director of Principal ~reparation Program until faculty member was hired for Teacher Leader; Developing p~ogram budget for submission to Dean; Using technology for classes and student oommunication, (LiveText, Moodle, Blackboard, Datatel);

SUPERINTENDENT OF SCHOOLS, 2009-2009 Elizabethtown Independent Elizabethtown, KY

Communioationsl

Public Schools

Advocagy Ralavant Aooomplishmants

Increased direct oommunication to parents, employees, and School Board through the implementation of ONE CALL to provide d~rect messaging to those of concern Designed a Superintendent's Weekly Bulletin to the School Board to ensure Members were informed in a timely and consistent manner Enhanced customer service through the creation of training to all district employee:;! Worked with community to create inter-agency support mechanisms Worked with City of Elizabethtown, community leaders and local community colleges in the planning, design, facility usage of a new academic structure at Elizabethtown High School. Initiated the District's Strategic Planning ProCe:;!s.Stronger efforts need to be made to align institutional planning and budget realities. The planning process assists the district in identifying strengths and weaknesses in an effort to enhance both image and mission. Enhanced stronger ties with the area's minority and diverse population:;!. Annually hosted a breakfast that results in candid discussions about recruitment and retention of minority students and faculty. Encouraged each community representative to spread the word about "gOOd things happening" in our schools for all students. Fisoal Managem&nt Relevant Aooomp11shmants Oversaw planned construction projects, working with architectural inClusive of furniture, fixtures and equipment; firms/

JUL-20-2012 09:29 PM

P,17

Conducted class size reviews to ensure statutory compliance and forecast future personnel costs; Spearheaded the purchase ot REAP for timely technology based human resource efficiency; Spearheaded review of all positions to ensure greatest efficiency of district funds, statutory compliance, and equal access to high level courses to all students; RQ1Qvant Aooompl~ehmente

Currioulum and In~t:uot1on

Coordinated SACS process for district: Implemented technology advancements in all schools, e.g., SMART Boards, updated all district technology; Led the development of a multi-faceted curriculum and aligned professional development programs based on effective research; Led collaboration among various stakeholder groups to increase student achievement; Coordinated development, training, and monitoring of curriculum resources for state tested standards;

Reaaon for leaving: a.signed. MY fathBr diad, and a& an only child I had to eettl. an out-of-atate estate. Also, the oomposition of the board changed ahortly after my appointment, split board, making dQQiaion-making difficult.

EXEC~IVE

EDUCATIONAL

LEADERSHIP COACHING FIRM, CEO/PRESIDENT,

2006-2008

Services rendered to public school district personnel, potential sChool administrators in such aspects as: ,

both current and

Human Re$ources-(Hiring only the best),recruitment, selection, development, induction, performance appraisal, employment continuity and unionism Instructional Leadership-data driven, research best practices, closing the gap, raising student achievement Team Bu~lding and Goal Setting High Productivity for Euman Resouroe gducation Morale Communication Strategic Planning Problem Solving Leading Change Leadership Challenges

Trained, assessed and prepared current school administrators to utili~e key strategies, tools, and processes used by seasoned leaders. Mostly, I worked with building principals who lacked effective instructional leadership skills, therefore, I trained each in development of instructional strategies, closing the gap strategies, successful evaluation techniques. This work has been dedicated to coaching managers to become successful leaders by developing high cultures that strengthen leadership results. Mentored by Danny Cox, national speaker and author of Legdership When the Heats On. Coaching experiences conducted in tennessee, Florida, Georgia, North Carolina, South Carolina and Michigan.

JUL-20-2012 09:29 PM

P. 18
5

R&AaOn for lQavinq:

Accepted

p08ition of superintendent.

Assistant

Profe~sor,

Edueational

Administration

(tenure-track)

2001-2006

University of Louisville Louisville, KY

School of Education,
Department

Graduate

College
and Human Resource Education

of Leadership,

Foundations

Performed external service to Jefferson County School District to personnel being developed for leadership roles, Principals for Tomorrow and IDEAS, developed courses for such and training models. Established partnerships with district to be in schools working with potential administrators. Taught doctoral and masters level courses in areas of: Educational LeaderShip and Administration P-12, Human Resources Manaqement, School Law as it pertains to HR, Communication and Collaboration for School Leaders, Leadership in a Reform Environment, lnstructional Leadership/Supervision, Superintendent, Strategic Planning, Action Research and School system Administrator. Supervised and provided leadership in Superintendent Practicum and InternShip in Higher Education Administration. Taught and developed online courses for graduate level students. Served as NeATE accreditation member for College of Education. Served as member of the doctoral admissions committee', representing the College of Education. Developed graduate classes, utilizing Blackboard, student~ we~e able to take a full program of study online, through the College portal. Chaired, committee to redesign doctoral program in educational administration from Doctor of Education to Doctor of Philosophy. Re$Barah: Published in top refereed journal, sponsored by the University Council for Educational Administration. Conducted applied research related to administrator recruitment, selection and hiring for P-12 educational organizations. Conducted quantitative research in areas of gender and the superintendent, principal-ship, job satisfaction, and profeSSional student attraction to public school administrator positions.
Ed~Qational Administration Quarterly,

Research

area, Recruitment;

Reason for leaving position: businsss.

Resignsd, to pu11d a very successful

oonsulting

JUL-20-2012 09:30 PM

P. 19
6

ASSOCIATE

SUPERIN~ENCE~ OF SCHOOLS 1987-2001

Covington Independent Public School District

25 E.
7th Street

Covington, KY
Enrollment: 10,000 st~d$nts PK-12; 1,500 employees (d~ring the time I was there; since has declined to less than half tnis enrollment.)
Kay

Aooomplishments as AsaoQiate SUpGrintendent of Schools: Instruction Relevant AC90mplishments

CUrriculum ~d

Received international, national, state and local acclaim for work in early childhood education, technology, partnerships on behalf of urban youth, advanced placement design of courses, and student exchange program Nancy, France; Traveled to France to set up program for international exchange between France and Covington Schools; RedeSigned, coordinated, and provided leadership to the Human Resources Department for the overall management of all HR including Employee Relations/Insurance and Equal Opportunity; Traveled to Israel and established an international technology partnership between Covington Schools and Edu-Soft A.merica, Inc., ($4.5 million). Led collaboration among various stakeholder groups to increase student achievement in reading, writing, and mathematics on national and state tests; Improved Performance Managements to include Key Performance Indicators to support a data-driven culture. Designed and implemented processes for immediate improvement in high school graduation rate$i Led the development of a m~lti-faceted curriculum and aligned professional development programs based on effective school research; Conducted data-driven, curriculum alignment/scope and sequence, grant writing in-services, as well as coordinated monthly meetings with principals; Chaired, Strategic Planning Process for the district, 1990~1994; 1994-1998; member 1998-200l; Developed and implemented an elementary and secondary support plan, inClusive of targeted professional development tor lowest performing schools, which resulted in an increase in achievement at all schools. Oversaw Title I, IDEA, Preschool and 21st Century Successful Schools grants and programs; Designed and implemented district 8th Graders Going to College: Preparing for College and Work Initiative. Authored the gr~nt which enabled the district to establish the first model early childhood education school in KentUCky, for which the Covington School District received national recognition. CES News featured this event on the evening news with Dan Rather. U.S. Secretary of Education William Riley was the keynote speaker at the official opening of the school. Designed and implemented an Adult High School for inner city adults seeking to earn high school diploma; implemented career development programs. Designed and implemented a Day Care Program for middle and high school students who were also parents, as a means of keeping these youth in school so they could earn their diploma, as well as, training in how to be parents.

JUL-20-2012 09:30 PM

P,20
7

Strengthen International Baccalaureate degree program through curricul~ro redesign. Instructional leader of the district in charg~ of assessment, curriculum and assessing all instructional practicee in the district. Increased student achievement through comprehensive continuous school improvement model. Leader in the implementation of the Kentucky Education Reform Act of 1990. Initiated a partnership between schools and city government for a summer enrichment program which served 1,500 inner city youth. Implemented all initiatives for Special Programs including Gifted Education and Special Needs. Evaluator the all district general directors, principals, assistant principals, supervisors, coordinators and directors; Updated all district policiee and procedures as they pertain to personnel local, state and federal regulations; Oeveloped data dri~en thinking in the district relative to student achievement and curriculum; Developed statistical reports for district in enrollment decline. Supervisor of all human resource activities in the district including recruitment, selection, placement, induction, appraisals, staff development, employee arbitration, as well as, legal, ethical policy issues; Executed public relations program; Implemented new student and staff safety standards. Aeeompl~shmQnts

Communication/Advooacy ael~v~t

Developed a Superintendent's Weekly Bulletin to the School Board to ensure Board Members were informed of all important issues in a timely and consistent manner; Developed monthly Board agenda items, and conducted presentations on regular basis; Worked with community leaders to create inter-agency support mechanisms; Designed an lncident Reporting System to immediately notify school board members and district leadership of critical incidents throughout the district; Relevant Accompliahmants

Fiaoal Managamant

Oversaw constr~ction projects of new elementary school, early childhood center, renovation of all remaining district facilities, inclusive of furniture, equipment, technology, and fixtures; ~esponsible of budget controls for the Buccessful administration of all grant, instructional ana personnel budgets totally $60,000,000. Aesisted in the design of plans for renovation and construction ($2.5 million) of the Biggs ~arly Childhood Education Center to accommodate children ages 3-4. Assisted the Superintendent of Schools in all district building of schools, renovations and design of such including ordering of all furniture Qnd materials, hiring of staff and meeting with parents, community and students in the opening of new schools. Developer of training materials presented to the BOard of ~ducation on finance, strategiC planning, assessment, construction projects, curriCUlum and instruotion, and human resources.

JUL-20-2012 09:30 PM

P.21
8

Assessed all area5 of district budget, comparisone and demogr~phics. Other R8~pons1bilitiQs and Achievements:
I

cost cutting

factors, cost

Ensured the superintendent of Schools major cross-functional initiatives were designed and implemented expeditiously and with fidelity. ~~ojects included oversight of budget management, restructuring of t~ansportation to ensure equity throughout the district, overhaul of position control system, supervision ot administrator performance, handling of politically sensitive issues, among many others. Reason for leaving position: Resigned at the University of Louisville. and mov~d to Louisville to aaaept position

EDUCATIONAL RELA~ED EXPERIENCE Member, Green River Regional Education Cooperative (2008-present) Member, statewide Kentucky District Assessment Coordinator's Advisory Committee (1990-2006) Member, Northern Kentucky Superintendents Cooperative for Educational Services (1990-2000) Eoard of Trustees member Children's Horne of Northern Kentucky (1990-present) Northern Kentucky Chamber of Commerce, Education Legislative Task Force member (1990-2000) Chair, Annual Planning Conference, Kentucky Association of School Administrators (1987; 2000; 2003) Thomas More College/The Kentucky Post Annual Spelling Bee judge/consultant (1967~2000)

John M. Houchens Prize for Outstanding Dissertation, University of Louisville, KY Outstanding ~lementary Teacher of America, United States Department of Education, Washington, D.C. Outstanding Woman of Northern Kentucky (for advancements on behalf of urban youth), sponsored by Northern Kentucky University, Thomas More College and The Kentucky Post The Graduate Dean's Citation for Exemplary Doctoral Work, University of LOui$ville, Louisville, KY Scottish Rite Fellowship, 1997-2000, University of Loui5ville Louisville, KY- Full Fellowship Award Commissioned Kentucky Colonel, 1972, 1995, 2000 Elected, Kentucky Institute for Women in School Administration Outstanding Career Woman of Hardin County
Louisville,
l

PROFESSIONAL

MEMBERSHIPS

University Council for Educational Administ~ation, 2001-p~esent American Association of School Administrators, 1990~pr~sent National School Boards Association, 1990-p~esent Kentucky School Boards Association, 1990-present

JUL-20-2012 09:31 PM

P. 22
9

Kentucky Association Kentucky Association

CIVIC

of School S~p8rintendents, 1990-present of School Administrators, 1987-present

ORGANIZATIONS AND COMMUNITY INVOLVEMENT

Rot~ry Club Member, Paul Harris Fellow, 2000-present Chamber of Commerce Member, 2005- present United Way B-oard of Trustees, 2008- present Susan G. Komen, Race for a Cure participant, 2000-2011, Louisville KY Derby Festival Committee member, 2008. American Heart Association Volunteer, 2000-present Norton's Hospital Volunteer, 2000-present Jump Rope for Heart, 19871 19881 1990, 2010.
SELECTED JOURNAL, PUBLICATIONS

Louisville

Morgenthal,

J. R. (in-progress). Publications.

Creative principals:

Leading

todayls

schools.

Sage

Winter,

P. A. & Morgenthal, J. R. (2002). Principal recruitment in a reform environment: Effects at school achievement on applicant attraction to the job. Educational Administration Quarterly, Vol. 38, 319-340.

Morgenthal, J. R. (2003). Administrator shortage and the No child left behind legialation. The School Administrator. 44-46. Morganthall J. R. (2003). Principal shortage: Ken~ucky Sahool Advocdte. 32-33. Effects on schools nation~lly. The

Morgenthal, J. R. (2004, January). f~incipal recruitment at schools varied by student achievement: Effeots of applicant characteristics. The School Administrator. 19-2~ Morgenthal, J. R. (2004, January). Female assistant superintendents in Kentucky's public schools: Perspectives on their experiences and aspirations. Kentucky School Leader. 15-18. Morgenthal, J. R. (2004, January). Principal recruitment at schools varied by student achievement: Effects of applicant characteristics. The School Administrator. 22-27. Morgenthal, J. R. (2004, January). Female assistant superintendents in Kentucky's p~blic schools: Perspectives on their experiences and aspirations applicant characteristics. The Kentucky School Leader. 12-16. Morgenthal, J. R. (2005). Linking school demographies and motivational factors to administrator recruitment. Educational Administration Quarterly, Vol. 44. 553-587. Morgenthal, J. R. (2006). Female assistant superintendents: breaking the glass ceiling. The School Administr~tor. Barriers 23-26. to

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10

Morgenthal, J. R. (2006). Female superintendents: Why are there so few? Kentucky School Advocate. 8-13.

The

SELECTED

PRESENTATIONS/INTERNATIONAL

PE~~ REVIEWED

Morgenthal, J. R. (2005). Technology in American schools: Effects on global education preparation and training. International Symposium on Education. University of Jerusalem, Mount Soopus, Israel. Morgenthal, J. R. (2005) ..Preschool education in public schools: Effects on student achievement in elemenbary schools. International Symposium on ~reschool Education. Tel Aviv, Israel. Morgenthal, J. R. (2004, January). Principal reoruitment at schools varied by student achievement: Effects of applicant characteristics. Hawaii International Conference on Education, Honolulu, HI. Morgenthal, J. R. (2004, January). Female assistant euperintendents in Kentucky's public schools: Perspectives on their experiences and aspirations. Hawaii International Conferenoe on Education. Honolulu, HI. Winter, P. A. & Morgenthal, J. R. (200l, November) Principal recruitment in a reform en~ironment: Effects of school achievement on applicant attraction to the job. University Council for Educational Administration Conference, Cincinnati, OR. CI'lIA'l'ION Young, I. P. & Castetter, W. (2004). The human resource function in educational administration. (8th Ed.) citation: Morgenthal, J. 100. WORKSHOPS CONDUCTED-200B-2009

R. pg.

"Twelve Steps in ,Raising Student Achievement", KY Association School Administrators, 2009. "Learn to Laugh at Yourself and Relieve Stress", KY Association of School Principals, 2009. "Women in School Administration", 2009. KY Association of School Administrators,

"The First 100 Days as a New Superintendent", KY Association of School Supt., 2009. "What They Don't Tell You About School Adm.", KY Association of School Adm., 2009. "Effective Leadership Practices", KY Association of School Supt., 2009.

"Early Childhood Education: Building a Center for Inner City Children", K

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JUL-20-2012 09:34 PM

P, 2
11

"The Shortage of Quality

2009

School Principals, KY Association

of School Supt.,

"Principals and Instructional Leadership Practices", Secondary Principals, 2009 & 2008. "Barriers for Women in School Administration", School Administration, 2009. "Bre~kin9" the Glass Ceiling", Administration, 2008.

KY ASSOc. f.lementary &

KY Institute

for Women in

KY Institute for Women in school

"Leadership-What i9 It?", KY Association of School Administrations, Association of Elementary & Secondary Principals, 2008.

2008 KY

"Early Childhood Education: l3uilding a Center for Inner City Children", Association for School Administrators, 2008.

KY