kenneth stephen burnley, ph.d. assessment

Kenneth Stephen Burnley, Ph.D. Self-Assessment – Responsibilities

RESPONSIBILITIES Client’s

Requirement

My Qualifications

Implementation of Eastern Michigan University’s initiatives as determined by the Board of Regents related to academic programming and scholarly activity, student enrollment, development and retention of professional workforce, community engagement and service, campus safety and security, continuous improvement, organizational climate, revenue and budget, facilities, technology support and sustainability.

• Implementing Board Approved Initiatives – I have successfully implemented board initiatives and/or strategic plans and received excellent evaluations for 24 years. I have accomplished this by using a team driven model placed which focuses the entire organization on the board initiatives or strategic objectives including placing metrics in the evaluation of direct reports. 1. Developed, with the Board, draft strategic plans complete with vision, mission, goals and annual

performance objectives; 2. Sought input to the draft plan by faculty, staff and students; 3. Submitted draft Strategic Plan to the Board for adoption; 4. Placed Board annual initiatives in a yearly objectives action format; 5. Used metrics to drive objectives placed in action plans; 6. Disaggregated district objectives and charged each division with reaching the appropriate goals

utilizing the same metrics; 7. Quarterly assessments were conducted by supervisors; 8. Provided the board two updates during the year on progress to their strategic plan; 9. Provided the board a year end self assessment which consisted of rolled data from divisions on

strategic plan metrics coupled with my performance on the metrics, additional accomplishments, environmental scan and recommendations on next years objectives to form my self assessment;

10. Completed and fully implemented with Board approval three complete organizational efficiency and effectiveness studies and as a result reorganized the district, increased efficiency and effectiveness and where appropriate built new leadership teams;

11. Utilized consultants to help build strong leadership teams; 12. Organized teams in various formats and titles of the following: CEO, COO, Chief Academic Officer,

Chief of Human Resources, Chief of Information and Technology r, Chief of Research and Evaluation, Chief of Communications Labor Relations Officer and

13. Implemented other Board initiatives as directed. • Academic programming – Chief Academic Officers were direct reports for 24 years in all school

districts each of which made substantial curriculum/instructional improvements. Student achievement and improvement was always the number one goal, which means students and faculty

RESPONSIBILITIES Client’s Requirement

My Qualifications

are the key to the mission of academic success. 1. Served as an adjunct professor for Eastern Michigan University 1977-79 during which time I taught and

designed 2 courses for the University (grantsmanship and managing in a non-profit environment); 2. Placed with the Board student achievement as the main goal followed by three enabling goals: creating

a safe clean school environment; enhancing involvement; and transforming the district into a more efficient and effective organization;

3. Closed the literacy gap (reading at the 4th grade level) in student achievement on the State of Michigan Education Assessment Program (MEAP) by 22 points in one year, 9 points the following year, 7 points the next year –at the last assessment test scores district wide were at or above the 72nd percentile;

4. Closed the achievement gap in mathematics and science at a more modest level. 5. Increase per pupil funding; 6. Increased full day kindergarten from 50 to 457 classrooms- only 6 classrooms are not full day due to

lack of space; 7. Increased pre-school enrollment by over 3,500 student; 8. Developed intervention strategies for students falling behind; 9. Aligned school district curriculum to federal and state standards; 10. Kept the Board informed the same information to each Board member, weekly updates, appropriate

briefings; 11. Committed to no surprises; 12. Closed the loop with Board members on emergencies, critical information, complaints, requests for

information et; 13. Worked closely with the Board President; 14. Met with Board members upon request; and 15. Engaged in periodic Broad retreats.

• Scholarly Activity – I have made regular visits to schools and classrooms and have enjoyed engaging students and faculty. Both students and faculty enjoy the interaction, my presence in classrooms indicated to I valued their work, it opened the doors to other scholarly pursuits; 1. Wrote a chapter in a text book on policy and politics; 2. Published newspaper articles; 3. Wrote a local newspaper column; 4. Mentored masters and Ph.D. candidates upon request or referral; 5. Secured internships; 6. Referred students to appropriate financial aid;

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My Qualifications

7. Coordinated with Admissions to address diversity needs of select school districts; 8. Lectured in classrooms; 9. Directed and coordinated symposiums and institutes; and 10. Presented a colloquium.

Student Enrollment – Student enrollment is the financial life blood of any school, college or university. I increased student enrollment in Alaska, reversed decline and increased enrollment in Colorado Springs, and stemmed the tide of decline for a few years in Detroit. In Detroit we slowed the decline but were not able to turn it around because the whole City decreased in size from 1.8 million people to less than 800,000 thousand plus and falling, I accomplished this by providing programs constituents wanted, using marketing consultants, public relations, staff student word of mouth, and appropriate changes in State policy. 1. Increased preschool education and subsequently student enrollment; 2. Created the “I am DPS” marketing campaign utilizing professional marketing services; 3. Created a district wide enrollment fair at Ford Field (one-stop shopping for parents in the community,

immunizations, counseling, personal needs, etc.); 4. Established a “Back to School” fair at Belle Isle with the Mayor; 5. Created the position of district wide Parent Liaisons to work in the schools with parents to create a

more user friendly environment; 6. Held fall and spring “Student Count Day” Initiatives; 7. Participated in student enrollment graduates day at the University of Michigan, School of Education to

increase graduate enrollment; and 8. Approved, encouraged and observed school systems participation in college recruitment fairs.

• Development and Retention Of Professional Workforce – A leader knows you get your work done through other people, therefore a substantial investment in employees at all levels is critical for success. I have substantially invested in professional development more so with each successive position. As a result, the teachers union in Detroit said… “This is our best work in 50 years. You invested in us, provided materials in a timely fashion, helped us with quality control and taught us how to use data, and we did the rest.” Hertzberg said, “Your staff will be happy and stay with you if they have a chance for advancement, achievement, recognition and enjoy their jobs.” I believe in this approach and have used it throughout my career. 1. Installed quality control measures through a train the trainer’s model to insure proper instruction based

on the training; 2. Delivered results in student achievement, community involvement, safety and cleanliness, and

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My Qualifications

efficiency and effectiveness; 3. Implemented a school district wide literacy program which brought consistent systemic growth; 4. Integrated quality control measures for teachers and principals; 5. Developed faculty on how to use data to enhance instruction; 6. Implemented a dual enrollment program in cooperation with Wayne County Community College; 7. Emphasized professional development programs between the school districts and universities in the

area, i.e. Wayne State, University of Colorado, Colorado Springs, University of Alaska, Fairbanks; 8. Developed a Principals and Central Office Leadership Academy with support and funding from the

Detroit Regional Chamber; 9. Promoted educators of various ethnic groups to various leadership positions throughout the school

districts in all three states; 10. Established the Department of Language and Cultural Initiatives which promoted multi-culturalism

throughout the district and the community; 11. Implemented a bi-lingual curriculum for language students (Arabic, Hmong, Bangladeshis, Spanish and

Native American); 12. Implemented human resource procedures to recruit more ethnic minorities; 13. Created internal opportunities for job satisfaction, advancement, achievement; 14. Promoted staff throughout the organization on the basis of performance in Perceiver Profile, course

work, and internships; 15. Based on completing the program, candidates went into the interview pool for advanced positions; and 16. Utilized a professional search firm to identify talent for consideration as hires into senior executive

positions; and 17. Completely ramped up professional development for all employees from the CEO on down.

• Community Engagement and Service – I believe a strong school system or university has the support of its community and the community appreciates the service the university provides. It is a give and get relationship which continues to grow with time. 1. Built and designed a Welcome Center complete with Parent Resource Guides and school information

systems for obtaining records and other student related business; 2. Created a community use of schools protocol and as a metric held each principal responsible for

increasing the number of businesses, parents and churches involved in their schools annually; 3. Greatly increased the procedures for community use of the school buildings and monitored the

increase; 4. Conducted parent enrichment seminars;

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My Qualifications

5. Created a citywide parent involvement committee; 6. Increased the collaboration and understanding among and between racial, ethnic and religious groups; 7. Implemented annual multi-cultural holiday celebrations; 8. Established recognition of the contributions of various ethnic groups at Board meetings; 9. Established Hispanic, Arab/Chaldean, Native American, Bangladeshi and Hmong community advisory

committees; 10. Established breakfast and lunch programs throughout the Detroit Public School system which provided

“Halal” food for Muslim students; 11. Increased the service learning initiative; 12. Met with all electronic and print media regularly to talk about upcoming initiatives and answer

questions; 13. Met with pastoral alliances regularly; 14. Held press conferences when appropriate or when an event required; 15. Served as a guests on key radio and television stations; 16. Increased public relations staff; 17. Utilized services of top marketing firms; 18. Met regularly with leaders of the NAACP and Urban League; 19. Met regularly with the Detroit Regional Chamber board and its leadership; 20. Met regularly with the Detroit Renaissance Board and its leadership; 21. Served as keynote speaker at numerous breakfast, luncheon, and dinner events; and 22. Served on the Board of the Detroit Economic Club.

• Campus Safety and Security – While teaching and learning is number one, an unsafe environment trumps our ability to fully succeed with the mission. As a result, I have always placed safety first. Students learn best in a safe, secure environment. I have invested heavily in safety and security and made it a part of everyone’s responsibility to report unsafe conditions of any kind.

1. Added 279 district security staff to buildings throughout the District; 2. Added 12 sworn police officers increasing the workforce to 17sworn officers which reduced felonious

assaults, breaking and entering incidence and other Cleary Act categories - many officers hired were retired Detroit Police Officers;

3. Wired all buildings with security cameras, metal detectors; 4. Added security officers to the schools; 5. Complied fully with the Federal Cleary Act regarding and compliance reporting of all incidences on

campuses and throughout the district;

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My Qualifications

6. Completed 174 security lighting projects at all secondary schools; 7. Developed a school emergency safety and procedures guide; 8. Developed a Homeland Security threat procedure guide; 9. Coordinated with local authorities on the utilization of school district facilities for the training of

Homeland Security officers; 10. Trained security officers using Detroit Police Academy methods; 11. Signed and received briefings on annual Federal Compliance reports involving district safety and

security; 12. Implemented a clean schools program complete with pest control, self reporting manuals and monthly

or more often treatments as required; 13. Received the National Risk Manager of the Year Award for all public facilities – 2004; 14. Installed 103 security systems; 15. Completed 249 parking sidewalks and fencing systems; 16. Completed 69 athletic fields and courts substantially enhanced the student athletes ability to have a

quality experience; and 17. Completed 48 playgrounds and playscapes.

• Continuous Improvement – I believe you can always get better and without such a commitment the competition will pass you. If you are good you strive for excellence. When it seems the job is done, I look around and see what more needs to be done.

1. Provided continuous improvement speakers from the military who had implemented the continuous improvement process;

2. Reviewed the continuous improvement criteria and shared with the Board and staff; 3. Completed a continuous improvement self assessment; 4. Studied Six Sigma as another improvement processes – Brought in speakers to inform staff; 5. Received a Broad Foundation grant to implement the “Balanced Score Card” initiative; and 6. Utilized University of Michigan MBA students to design a program and methodology for tracking and

closing the loop on district complaints. • Organizational Climate – I understand productivity and that a productive organizational climate

helps employees do a better job. Again, if you like your job you produce better results. I have provided professional development for leaders on organizational climate. I have strived to hire the best people with 21st century leadership skills which directly leads to a good organizational climate.

1. Reviewed decision making processes;

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My Qualifications

2. Professionally developed our leaders at all levels on the differences between 20th century leadership and decision versus 21st century leadership and decision making;

3. Utilized 21s t century leadership skills coupled with 20th century leadership skills and decision making processes that most influence organizational climate collaboration, consensus building, facilitating, mentoring and coaching;

4. Utilized the 21st century decision making skills of consensus building to navigate through Board recall, vote of no confidence and labor relations impasse, in Colorado Springs resulting in a triumphant rebuilding of the district due to difficult negotiations from lack of resources caused by oil price crash; and

5. Provided professional development training for leaders on how to enhance organization climate. • Revenue and Budget – Chief Financial Officers have been direct reports. I have sought to maximize

revenue by insuring my organizations have been treated fairly and have received their fair share. Once we have the revenue, we have worked hard to properly budget it in a way that drives the boards initiatives and strategic direction. 1. Received the Government Finance Officers Association Certificate of Excellence Detroit and Colorado

Springs; 2. Received the Association of School Business Officials Certificate of Excellence for financial reporting; 3. Responsible for operating budget in excess of $1.6 billion annually and capital budget of $5 billion (had

the same responsibilities on a proportional basis in Colorado Springs, CO and Fairbanks, AK); 4. Completed and implemented a restructuring of business services operations and human resources in

three different organizations; 5. Selected consultants to advise and assist with structuring; 6. Rebuilt the payroll module and eliminated and average of 2,000 incorrect and late payroll checks per

pay period; 7. Substantially expanded the internal audit function and hired an internal auditor and other key staff; 8. Changed school district auditors where applicable; 9. Provided new computer hardware and software systems to support budget and finance; 10. Lobbied State legislators and Federal congressional leaders to provide a more equitable revenue

streams for the three school districts; 11. Led a rewrite of the entire School Finance Act for the State of Colorado; 12. Built a successful coalition of school districts with similar financial and legislative challenges which

resulted in increased revenue to all school districts; and 13. Met with governors and legislative leaders to forge compromises affecting revenue and budgets

throughout each state.

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My Qualifications

• Facilities – The responsibility for facilities on both the operating and capital sides of the house have been direct reports. The first emphasis is on providing proper housing for students in a safe clean environment with up-to-date facilities. In all three organizations I have upgraded the operation of the facilities, eliminated backlogged work orders, provided the skilled trades with adequately stocked vans and set industry standards for custodial workloads. On the capital side I have built schools, upgraded schools and put in technology infrastructure. I have personally overseen the bond programs in all three school districts with the help of an owners rep and a construction management team. 1. Wrote and fully implemented three five year facility master plans; 2. Built 35 new schools elementary, middle, high school, professional development, and welcome

centers; 3. Upgraded over 300 school buildings and district facilities to include security systems, energy efficiency,

roof projects, window/exterior and door replacements; upgrades to power, bathrooms, kitchens, swimming pools, auditoriums, site lighting, parking, sidewalks and fencing, bleachers, playgrounds and playscapes, athletic fields and courts;

4. Outsourced the management of maintenance and operations and food service resulting in increased efficiency and effectiveness and savings of over $15 million per year;

5. Reduced grounds turf maintenance contracts by $2.9 million per year; 6. Eliminated the food service subsidy and improved financial performance by over $6.2 million per year; 7. Centralized custodial assignment and supervision; 8. Insured all buildings none of which were insured prior to my arrival; 9. Eliminated warehouse and food service surpluses; and 10. Implemented on time delivery direct to district sites.

• Technology Support And Sustainability – Chief Information Technology was a direct report in all three school districts resulting in moving each organization technology wise into the 21st century. I have overseen the wiring and networking of buildings, command centers, power upgrades and professional development, with design plans to prevent obsolescence and put proper policies in place. 1. Oversaw two computer conversion systems using parallel systems allowing smooth transitions onto the

new system without interruption; 2. Utilized People Soft software modules; 3. Wrote and fully implemented two five year technology master plans; 4. Wired and networked both organizations;

Responsibilities 8


My Qualifications

5. Expanded technology staff to meet needs; 6. Built two state of the art technology command centers allowing central management of all facilities

including building mechanical operations and computers; 7. Wrote and fully implemented instructional technology master plans for both organizations; 8. Provided and required 28 hours of professional development to all employees in technology and data

usage; 9. Issued laptop computers to every professional staff member in 1990 in Colorado Springs (including all

teachers) and encouraged classroom usage; 10. Wrote and secured signatures from all employees on technology software policy and its application; 11. Created Help Desks to support professionals in the field; 12. Combined the position of media center and technology expert - sent staff back to school to strengthen

their expertise; 13. Upgraded media centers with technology and software; 14. Built computer labs; 15. Placed five computers in every classroom and began experimenting with handheld devices; 16. Offered continuing education classes including Cisco and Microsoft certification for technical staff; 17. Hired a technology construction management firm to manage the entire hardware conversion; 18. Hired an instructional technology consulting firm to manage the instruction technology conversion and

integration into the hardware conversion to address the mission of the organization; 19. Created a data warehouse with the ability to create re rostered data for teachers (five year history for

each student sitting in front of the teacher in the classroom); 20. Prevented equipment obsolescence by continuing to invest in hardware; 21. Provided software updates and patches; and 22. Created a learning synergy model for classroom teachers to utilize data from student test scores to

restructure instruction and created a data bank of options. Provide leadership and develop collaborative relationships with its many constituencies including faculty and staff, students, alumni, local

1. Provide Leadership – I believe and have demonstrated this belief no organization is an island unto itself. Without being part of the main, embraced by constituents, especially, faculty, staff, students, alumni and the community; the organization places limits on its own success. Reaching out also extends to local, state and national policy makers. Policy provides a set of guiding principals which affect us all. It’s important that policy makers hear from us and know how their decisions will affect us. 1. Selected as a co-supervisor to start an alternative school in Ypsilanti; 2. Led the desegregation of the Ypsilanti Public Schools;

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My Qualifications

community members, friends and the Michigan state policy makers

3. Provided leadership for three school districts (Alaska, Colorado and Michigan) as CEO/Superintendent; 4. Selected to lead the United States Olympic team to Moscow as the Chef de Mission; 5. Selected as the National Superintendent of the Year by the public and private sector (American

Association of School Administrators and the ServiceMaster Company) 6. Mentored leaders – Superintendents colleagues, principals, assistant principals, central office

executives; 7. Taught leadership seminars –University of Michigan, University of Alaska, Fairbanks, Colorado

College, and University of Colorado, Colorado Springs; 8. Created and led “The Coalition” in Colorado which led to a rewrite of the School Finance Act, resulting

in a more equitable distribution of state funding; 9. Certified through various leadership programs at the graduate and executive level; 10. Served as a leader on numerous boards of directors, i.e. Colorado National Bank, Colorado Technical

College; 11. Chaired and led the Education Committee for the US Olympic Committee; and 12. Serve as a member and leader for The United States Anti-Doping Agency (USADA) independent of the

United States Olympic Committee. 2. Developing Collaborative Relationships – Collaboration, consensus, facilitating, mentoring and

coaching are 21st century leadership skills and decision making methods which take longer and require more effort. However, I believe you go slow to go fast, and you listen with respect. While it takes a little more time, once the momentum gets behind and idea, it takes off rapidly. I have implemented these leadership and decision making styles with great success. It takes highly developed interpersonal skills and emotional intelligence. 1. Developed excellent relationships with teachers unions; 2. Never had a strike with a teacher’s organization in spite of navigating school districts through the worst

economic times in their history; 3. Utilized a unique consensus building model to pull the district out of turmoil, stand up to a board recall

and a vote of no confidence and in the end come out in fantastic shape; 4. Brought a school district through a 22% budget reduction in one year using a collaborative process as a

result of the oil crisis in 1984; 5. Trained an entire organization in a consensus building model including the board, and helped them

understand how and when this decision making model should be utilized; 6. Participated regularly with the district wide student council and its leadership; 7. Held regular retreats with several school boards utilizing the retreats to arrive at a shared vision, Board/

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My Qualifications

Superintendent Operating Procedures, strategic planning, address topic of Board interest; 8. Collaborated and regularly arrived at consensus with building principals on difficult issues; 9. Collaborated with PTA’s and PTO to the benefit of the school districts I served and received life time

memberships (by parents); 10. Met regularly with all constituent diverse groups in communities, i.e., Arabs and Chaldeans, Hmong,

Bangladeshi, Hispanics, and African Americans; 11. Met regularly and collaborated with the Faith Based community in all three organizations resulting in their

public support in challenging times; 12. Collaborated regularly with the NAACP and Urban League; 13. Collaborated regularly with the electronic and print media (met with each 2-4 times a year); 14. Held in highest regard for collaborated efforts with all aspects of the business community, particularly

chambers and economic development clubs; 15. Supported the building of an alumni center in Colorado Springs; a unique relationship where alumni

participated in school activities, attended classes, and held a yearly High School Alumni Hall of Fame Induction Ceremony. The program is nationally renowned to the point in which the Secretary of Education wanted information on how to be put in touch with the organizers of the program;

16. Collaborated and lobbied for 24 years in the state legislative halls of Alaska, Colorado and Michigan, the halls of Congress and the White House;

17. Served as a member of the National Legislative Core for the American Association of School Administrators; and

18. Attended local, state and national legislative functions. Leverage the strengths of Eastern Michigan University building on the foundation of its mission and core values

3. Leveraging Strengths, Mission and Core Values– I believe in Eastern Michigan University’s mission statement of excellence in teaching, basic and applied research, creative and artistic expression, educational opportunity, personal and professional growth, student focused learning environment and service initiatives and partnerships. It is important to leverage this mission; Eastern Michigan has been true to it for years. In addition, I have used core values in my organizations, and there are none better than the six Eastern Michigan University believes in: integrity, honesty, trustworthiness, respect, learning and ethics. 1. Built profiles based on board an employee perspectives; 2. Implemented an unique entry plan; 3. Ensured anonymity and confidentiality in interviews; 4. Discerned issues, strengths, weaknesses, opportunities challenges – creating a true profile of the

organization;

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My Qualifications

5. Shared overall results with the board and the organization; 6. Conducted a professional recognizance study of the organization’s strengths and challenges; 7. Combined Board employee interviews with the organization study and began acting immediately by

organizing the information into three groups: immediate action, intermediate staff work, and long range task force and committee work (actions were on target since the recommendations came from within the organization);

8. Built rapport with the Boards and employees by listening with respect and asking questions and seeking advice;

9. Maintained the organization strengths and addressed its challenges as described by the Board and employees, students and alumni;

10. Shared the organizations mission and core values with all employees by placing it on the front and back of a credit size card;

11. Asked each employee to be prepared to verbalize the mission in their own words; 12. Asked each supervisor to share the mission in their staff meetings and have their employees practice

articulating it in their own words; 13. Asked each employee to express how their job contributed to and supported the mission; 14. Asked each supervisor in their staff meetings to have employees articulate how their job supports the

mission; and 15. Placed mission and core values in the evaluations of employees particularly those of supervisors.

Serve as the key legislative advocate for Eastern Michigan University regarding higher education issues

4. Legislative Advocate – I have served as the key legislative advocate for three organizations. I have advocated at all levels, local, state and national. I have implemented board adopted legislative agendas and served on the legislative core of a national association. I have been with our delegation members in Congress and the White House and received proclamations from state legislators and governors. 1. Served as the key legislative advocate at state and national levels; 2. Served on the legislative core for a national association that lobbied the “Hill” in Washington D.C twice

a year; 3. Hired lobbying consulting firms based in the state capitols to represent the organizations within the first

three months; 4. Assigned the coordinated effort for the districts lobbying presence to a senior executive on the staff

and myself; 5. Worked with the board, consultants and senior advisors to discern when it was appropriate for the

superintendent and or Board to lobby various legislative groups and individuals;

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My Qualifications

6. Built annual legislative agenda, and presented to the Board for adoption; 7. Used the Board adopted legislative agenda to drive the legislative efforts for the year; and 8. Worked with professional associations to build and adopt a legislative agenda and lobby where

appropriate.. Serve as the chief development officer for Eastern Michigan University. Identify and secure new funding sources.

5. Development – I have taken development to new heights in the last two organizations for which I have worked. I have worked with an attorney who has written a book on the three trillion dollars which is changing hands in our country now and will continue over the next several decades. Why not be sure that Eastern Michigan University continues to be seen as a good steward and receives it share of wealth as it exchanges hands. What better investment than in the education of future generations. The message is to keep enough quality staff in EMU’s development offices to support the work of the foundation.

1. Built two 501(C)(3) foundations in two separate districts, Colorado Springs and Detroit, and currently submitting a planning grant to a state foundation with plans to submit a series of grants over nine years

2. Wrote and secured grants from philanthropic foundations and individuals; 3. Raised over $100 million new dollars for the Detroit Public Schools; 4. Utilized development consultants who worked with communities to discern our strengths and

weaknesses and the areas in which we had the strongest credibility; 5. Directed meetings with staff to agree on strengths and stressed stewardship; 6. Developed an annual golf outing for the organization that the private sector supported and raised

substantial dollars (the course was donated); 7. Celebrated our success in development by having an annual appreciation day; 8. Established foundation boards separate from the school district, but supportive of the district, no co-

mingling of funds with the general operating budget; 9. Established foundation bylaws; 10. Served on foundation boards as the organizational link; and 11. Assisted the development office at the University of Michigan in building a relationship with a donor

who will provide scholarships for students graduating from his high school alma mater. Empower staff to implement strategic initiatives and create a cohesive team environment.

• Strategic Initiatives – Developed strategic plans and strategic initiatives with boards consisting of vision, mission, goals and objectives with action plans. Used retreats with boards to build draft strategic plans, and identified specific initiatives the boards wanted to accomplish, i.e. safer schools, more parent and business involvement, improved test scores, greater more efficient use of technology.

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My Qualifications

1. Secured staff and student input on draft strategic plan or initiative; 2. Presented draft strategic plans or initiatives to Boards for adoption and public comment; 3. Shared Boards adopted strategic plans or initiative with staff, students and public; 4. Disaggregated the district strategic plan/initiative and their metrics to appropriate divisions for

implementation and quarterly monitoring 5. Re-aggregated data from appropriate divisions (rolled back into the single organizational purpose

agreed upon by the board) and presented the results to boards; 6. Take same approach with initiatives; and 7. Acted unilaterally where appropriate.

• Cohesive Team Environment – It’s the team, the team, the team. You can move mountains with a team that has everyone pulling in the same direction. The key to this is for members of the team to know that you care for and value them; they are part of something bigger than themselves and recognize them for demonstrating the commitment. 1. Increased by 300% the number of funds placed in professional development; 2. Required each employee to place a personal objective in their evaluation with metrics; 3. Utilized staff retreats to plan and develop; 4. Developed a staff appreciation and awards ceremony; 5. Encouraged wellness; 6. Substantially increased Employee Assistance Program staffing and funding; 7. Visited schools, classrooms and departments on a regular basis; 8. Created opportunities for advancement, achievement and recognition; 9. Asked employees to express their best hopes and worst fears for the organization/school and acted

upon their input; 10. Required health insurance vendors to beef up employee wellness opportunities; 11. Utilized and trained entire organizations on consensus building; and 12. Provided personal leadership training on the differences and appropriate utilization of different decision

making processes (consensus building, collaboration, facilitating, coaching and when the leader should unilaterally make the decision).

Assume fiscal responsibility for and oversee the financial operations of Eastern Michigan University.

6. Fiscal Responsibility –I have worked directly with the fiscal officer in three organizations each of which has received the top fiscal award at the state and national level. I have worked closely with the auditors and implemented the recommendations in their management letter which were designed to help us get even better. 1. Hired outstanding Chief Financial Officers (CFO) or assistant superintendents/directors for finance;

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My Qualifications

2. increased the staffing in the business offices of all three organizations; 3. Received the Government Finance Officers Association Certificate of Excellence; 4. Received the Association of School Business Officials Certificate of Excellence for financial reporting; 5. Substantially expanded internal audit function and hired an internal auditor and other key staff; 6. Changed school district auditors where applicable; 7. Lobbied State legislators and Federal congressional leaders to provide a more equitable revenue

streams for the three school districts; 8. Led a rewrite of the entire School Finance Act for the State of Colorado; and 9. Built a successful coalition of school districts with similar financial and legislative challenges which

helped bring in increase revenue to all school districts. Building engagement and trust community-wide through inclusive discourse and shared governance.

7. Engagement, Trust Community-Wide, and Shared Governance – I have placed particular attention on garnering community wide support and trust. You have to earn this by listening to community concerns and issues. I have been very successful with this responsibility; it requires a great deal of time and energy. 1. Created built and designed a Welcome Center complete with Parent Resource Guides and school

information systems for obtaining records and other student related business; 2. Created a community use of school protocol and as a metric held each principal responsible for

increasing the number of businesses, parents and churches involved in their schools annually; 3. Greatly increased the procedures for community use of school buildings and monitored the increase; 4. Conducted parent enrichment seminars; 5. Created a citywide parent involvement committee; 6. Increased collaboration and understanding among, racial, ethnic, and religious groups; 7. Implemented an annual multi-cultural holiday celebration; 8. Established recognition of the contributions of various ethnic groups at Board meetings; 9. Established Hispanic, Arab/Chaldean, Native American, Bangladeshi and Hmong community advisory

committees; 10. Established breakfast and lunch programs throughout the school district including providing “Halal”

food for Muslim students; 11. Increased the service learning district initiative; 12. Met with all electronic and print media once each quarter to talk about upcoming initiatives and answer

questions; 13. Met with pastoral alliances once a quarter; 14. Held press conferences at least quarterly or when an event required;

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My Qualifications

15. Served as keynote speaker at numerous conventions, conferences, summits, breakfast, luncheon, dinner events;

16. Served as guests on school district community radio and television station; 17. Increased public relations staff; 18. Utilized the services of top marketing firms; 19. Met quarterly with leaders of the NAACP and Urban League; 20. Met quarterly with the Detroit Regional Chamber board and its leadership; and 21. Met quarterly with the Detroit Renaissance Board and its leadership.

Oversee labor relations negotiations.

8. Labor Relations Negotiations – Labor Relations has been a direct report in all three organizations. I have worked with boards to develop the labor relations agenda with input from our leadership. I have worked with the board to choose negotiating firms. I have included district leadership in the process and provided labor relations training to them. 1. Navigated through difficult labor relations due to scarce resources without a strike; 2. Met with Boards to develop 24 labor negotiations agendas; 3. Worked closely with labor relations director to meet the Board’s requests in the most humane way

possible for employees; 4. Met with union leadership on a regular basis apart from the negotiation process to address their issues

and concerns; 5. Directed labor relations negotiators based on board directives; 6. Hired labor relations firms to assist in negotiations; 7. Kept all board members informed on progress – no surprises; 8. Developed meet and confer agreements where there were no unions, made sure employees had

group representation; 9. Successfully negotiated over 100 contracts/agreements over 24 years; 10. Provided labor relations seminars; and 11. Created negotiating teams and backup table teams to represent the views of administration.

Ensure a secure and safe learning environment.

9. Secure and Safe Learning Environment – See response in this area on page 5 under board initiatives – Safety and Security.

Create an atmosphere inclusive of a complete higher education experience

10. Comprehensive Higher Education Atmosphere – I serve as Director of the Education Leadership Center, School of Education, University of Michigan, and have been the leader of three school systems all of which have comprehensive educational experiences. These comprehensive environments have a full range of experiences including, but not limited to academics, sports,

Responsibilities 16


My Qualifications

including athletics, cultural exposure, service opportunities, etc.

Responsibilities 17

cultural events, civic activities, clubs, television and radio stations, active alumni, faith based organizations and business involvement. 1. Ensured a full range of academic interest from international baccalaureate, advance placement

programs, honor societies, special education services, accelerated classes for struggling students, full Comprehensive Title IX compliant sports programs, art, music, physical education, student run disciplinary systems, mock court rooms, planetariums, debate forensics, language clubs etc.;

2. Maintained all sports, art and music programs even in the face of Detroit Public Schools extreme financial difficulties and reduction in force of 4400 employees;

3. Developed technology rich environment for students and staff complete with classroom computers, computer labs, help desks, media and technology specialists, state of the art television and radio studios, mobile television van, new schools delivering state of the art facilities to deliver the programs in Detroit and Colorado Springs;

4. Supported and strengthen student government and its role in the organizations; 5. Spoke regularly to student governments and met regularly with their leadership; 6. Expanded classroom opportunities outside of the four walls by encouraging the representation of all

cultures and points of view; 7. Brought guests speakers to speak on various topics and different points of view; 8. Brought performing groups to student bodies symbolizing different cultures; 9. Encouraged internet exploration; 10. Expanded service learning opportunities; 11. Utilized school transportation supported field trips; 12. Encouraged students to be active in their communities – bond with senior citizens, assist with charity

drives, etc.; 13. Created a partnership with the El Pomar Foundation in Colorado Springs on a high school program

entitled Youth In Community Service – the foundation taught students about philanthropy then asked the students to decide which community causes they most wanted to remedy; students raised a modest amount of money and the foundation guaranteed an eight times matched; An end of the year ceremony was held citywide where each of the high schools presented foundation grants to the organizations and causes they supported;

14. Helped the El Pomar Foundation expand the concept statewide including an interview on network television. and

15. Served as a keynote speaker for the National Foundation Association.

Kenneth Stephen Burnley Self Assessment – Work Experience

Work Experience

Client’s Requirement My Qualifications

Proven leadership and significant administrative experience in managing and operating a complex strategic, public organization.

Leadership, Administrative, Management and Operating Experience - I have demonstrated leadership, administrative, management and operational experience and have coupled this with highly developed interpersonal skills resulting in local, state, national and international recognition for my accomplishments. This has been achieved through 26 years of leadership in four large complex strategic public organizations and the United States Olympic Committee. In each school system I was appointed as the seventh superintendent in eleven years, and serving tenures of, 6, 13 and 5 years respectively; providing leadership, administrative, management and operating experience as well as continuity, stability and marked accomplishments. I turned each school system around and left them in far better condition then when I arrived. I have been successful working the university of the School of Education University of Michigan. 1. Serve as Senior Resident Fellow and Director, Education Leadership Center, supported by the

President’s Office, Deans of the School of Education and School of Business, and Center for Advancing Research on Solutions for Society (CARSS) a program of the Institute of Social Research;

2. Conceptualized, and developing the Education Leadership Center which includes executive development for school leaders, current yearly and summer course offerings, forums, summits and a policy center, designed to bring the School of Education closer to education leaders in practice and help address the issues of the day;

3. Identified and cultivated a relationship with a major foundation to support our work with concept papers, PowerPoint presentations and face to face meetings, concept papers soon to result in a planning grant with the potential for multi year performance based foundation grants;

4. Serve on a research team as the professional in practice in support of the Center for Advancing Research on Solutions for Society (CARSS), a national project engaged in research on a holistic approach to school reform and beyond (SRB);

5. Opened doors and performed outreach initiatives connecting the School of Education to multiple national and state education associations and municipal organizations, superintendents, intermediate superintendents, National Governors Association, and National League of Cities;

Work Experience Client’s Requirement

My Qualifications

Work Experience 2

6. Presented colloquiums, taught classes and delivered forums and institutes; and 7. Mentored students, secured internships, counseled on dissertation topics and helped secure

financial aid. Detroit Public Schools, Detroit, Michigan 1. Served from 2000 – 2005 as the Chief Executive Officer of the Detroit Public Schools with

163,000 students, 22,000 full and part time employees, 268 school buildings and 300 buildings in total, with an operating budget of approximately $1.6 billion and a capital budget of $1.5 billion;

2. Received excellent evaluations by the Board every year; 3. Completed a four year contract and asked to stay a fifth year to help with transition; 4. Placed governance and Board CEO relationships as the most important examples of team

work to accomplish the districts strategic plan and other initiatives; 5. Implemented an entry plan; 6. Conducted vertical team interviews of the Board, employees, students, alumni and community

members, what emerged was an organizational profile of what needs to be done, provided by the very people who care the most, governed, worked and learned there, strengths and challenges become evident, plus I listened and did not enter the organization as a know it all or think what worked some place else will work here;

7. Reorganized the school district based on interviews management study and additional input; 8. Presented a 100 day report; 9. Built a new management team; 10. Developed and implemented five-year: instructional master plan, technology master plan, and

capital master plan, within the Board adopted strategic plan complete with vision, mission, goals and yearly objectives with metrics and action plans; and

11. Adopted and implemented the only Board approved goal of student achievement and performance and three enabling goals of safe and clean school environments, enhanced parent and community involvement and a more efficient/effective organization.

12. Detailed accomplishments on the goal and enabling goals are available on the attached resume, much of which has already been detailed in the responsibility section of the Self Assessment.


My Qualifications

Work Experience 3

Colorado Springs School District Eleven, Colorado Springs, Colorado 1. Served from 1987 – 2000 as Superintendent of Schools with 33,500 students, 3,400

employees, 60 schools and other buildings with an operating budget of approximately $180 million and a capital budget of approximately $260 million;

2. Recruited, interviewed and won the position from a national pool of outstanding leaders; 3. Worked for an elected Board and received excellent evaluations for 13 years; 4. Selected in 1993 as the National Superintendent of the Year, a public and private sector

award; 5. Implemented the Board adopted strategic plan with input from employees, students and the

public; 6. Placed governance and Board CEO relationships as the most important example of team work

to accomplish the districts strategic plan; 7. Conducted vertical team interviews of the Board, employees, students, alumni and community

members, what emerged was an organizational profile of what needs to be done, provided by the very people who care the most, governed, worked and learned there. Strengths and challenges become evident, plus I listened and did not enter the organization as a know it all or think what worked some place else will work here;

8. Reorganized the school district based on interviews recognizance and management study; 9. Built a new management team; 10. Developed and implemented five-year master plans for instruction, technology, and capital

projects; 11. Worked with the Board to develop and implement the Board adopted strategic plan complete

with vision, mission, goals and yearly objectives with metrics and action plans. 12. Conducted a Board approved efficiency and effectiveness study. 13. Detailed accomplishments can be found on the attached resume. Fairbanks North Star Borough School District, Fairbanks, Alaska 1. Served from 1981 – 1987 as the Superintendent of Schools for a district of 16,000 students in

31 schools with an operating budget of $80 million and a capital budget of approximately $180 million;

2. Recruited, interviewed, and won the position over 250 leaders from all over the world; 3. Worked for an elected Board; 4. Received excellent evaluations by the Board every year;


My Qualifications

Work Experience 4

5. Placed governance and Board CEO relationships as the most important examples of team work to accomplish the districts strategic plan;

6. Conducted vertical team interviews of employees and built district profile of strengths and challenges;

7. Reorganized the school district based on Board approved efficiency and effectiveness study; 8. Built a new management team; 9. Developed and implemented a five-year instructional master plan, technology master plan, a

five-year capital plan, within the Board adopted strategic plan complete with vision, mission, goals and yearly objectives with metrics and action plans;

10. Departed Fairbanks for Colorado Springs position, with student achievement levels at the 84th percentile on most state and national test; and

11. Named the 17th best school district in America in 1987/1988. 12. Detailed accomplishments can be found on the attached resume.

Understanding and a firm belief in academic values including a commitment to students and faculty, learning and research and collaborative governance.

Academic Values, Student Commitment and Learning – I have experience with helping set, and support academic values and a strong reputation for working with faculty and students as well as speaking in their schools and classrooms. 1. Placed student achievement as the number one goal in three different organizations over 24

years, using metrics to chart progress; 2. Pursued scholarship in my personal life by receiving a terminal degree (Ph.D.) at the

University of Michigan; 3. Shared knowledge with students as an adjunct Professor at Eastern Michigan University from

1977 – 1979; 4. Served as a keynote speaker for conferences, conventions, luncheons, dinners and other

events around the country for over 30 years; 5. Mentored and advised students at the University of Michigan in Masters and Ph.D. programs; 6. Secured internships for University students in school systems; 7. Connected a creative writing student to a state television personality who writes children’s

books; 8. Presented at numerous conferences, conventions, workshops, seminars, professional

development programs, the most recent of which will be February 12, 2008 at the American Association of School Administrators National Conference: for Aspiring Leaders, “New Leader? New Position? Now What? The Entry Plan”;

9. Created Students of the Year awards programs in partnership with the private sector raffling


My Qualifications

Work Experience 5

each year 5 new cars for perfect attendance and a 3.5 GPA; 10. Served as a graduation speaker for University of Michigan, Colorado College and others; 11. Started the Education Leadership Center at the University of Michigan funded by the

President’s Office, School of Education, Ross School of Business and Institute of Social Research;

12. Served as an adjunct professor for EMU; and 13. Developed and taught two new courses for Eastern Michigan in 1977 (Grantsmanship and

Marketing for Non-Profit Organizations). Faculty and Collaborative Governance - As I mentioned previously, as leaders we get our work done through others. The faculty is at the heart of our mission, which is teaching and learning, collaborating with them is essential. I have demonstrated experience in this regard. 1. Created the Principal and Leadership Academy for Detroit Public Schools, with start-up funds

by the Detroit Regional Chamber; 2. Honored faculty by creating the Annual Golden Apple Awards dinner; 3. Honored retiring faculty through the development of retirement awards dinners; 4. Held faculty appreciation luncheons. 5. Made school and faculty classroom visits a priority; 6. Encouraged faculty negotiated pay increases; 7. Met with faculty leadership on a regular basis; 8. Sought faculty input on matters affecting them, and provided input to the boards; 9. Created Board recognition programs for faculty, staff, student, alumni and the community -

presented Certificates of Excellence from the Board and CEO/Superintendent; 10. Received the Wayne State University Educator of the Year award 2004; 11. Developed a Board directed collegial school/foundation pay for performance faculty pay

system pilot in exchange for growth in student achievement in an economically challenged elementary school. Faculty and the El Pomar Foundation developed and agreed on the metrics; and

12. Served on the El Pomar Foundation Excellence Award Selection Commission for outstanding performance in not-for-profit sector of the State of Colorado.

Research – Another of my direct reports has been the Chief of Research and Evaluation. My experience tells me that with today’s emphasis on achievement and other indicators of


My Qualifications

Work Experience 6

student and faculty success the offices of research and evaluation are critical to our decision making and data provision processes. 1. Presented the Colorado Springs Board a requested pilot merit pay plan funded by a local

foundation based on performance metrics agreed upon by the faculty and the foundation complete with a research design;

2. Serve as the “professional in practice” on a research team funded by the Center for Advancing Research on Solutions for Society (CARSS), a program of the Institute of Social Research University of Michigan;

3. Serve on the steering committee for the CARSS research project; 4. Connected CARSS to national education and municipal associations in Washington, D.C.; 5. Completed dissertation on Alternative School Administrators; 6. Applied research on how Native American children interface in traditional classrooms; 7. Coordinated research on feasibility studies on solutions to capital projects such as addressing

permanently-frozen ground issues in Alaska for school building sites; 8. Serve on United States Anti-Doping Agency (USADA) and independent body from the US

Olympic Committee working on research to detect athlete drug usage; 9. Participated in research design conferences to address School Reform and Beyond Institute of

Social Research, CARSS, University of Michigan; and 10. Developed and submitted a research planning grant to enhance student achievement through

schools, families and communities, School of Education, University of Michigan, Education Leadership Center.

Successfully develop and maintain positive communication at all levels.

Communication – The ability to communicate is at the heart of everything. I have a lot of experience with communications. I have natural abilities but have also received a tremendous amount of professional development and crisis training to be even better at it. There have been days when I have delivered four or five speakers, been on three or four radio/television stations, and that’s just a part of the day. In each instance my ability to speak and write well using humor and themes helps people remember what I told them 1. I am an excellent public speaker, writer and communicator; 2. Utilize humor and themes in delivering speeches; 3. Utilized a consensus building process to heal an entire organization through team building and

getting people to express their best hopes and worst fears – participants included the Board, and representatives of the entire organization;

4. Listen with respect to enhance communications;


My Qualifications

Work Experience 7

5. Go slow to go fast when appropriate utilizing opportunities to collaborate, build consensus, mentor facilitate and coach; it takes more time however, you go faster once a critical mass of people get behind an idea;

6. Used appropriate unilateral decision making as expected in the performance of my job; 7. Excellent in crisis management situations, in person, on television and radio with large and

small groups; 8. Utilized radio talk shows to communicate; 9. Utilized professional marketing firms to sharpen our communications and to professionally

develop staff; 10. Honored media deadlines and met with electronic and print media, editors, publisher and

reporters regularly; 11. Hired professional writers, marketing and public relations staff; 12. Built communication teams; 13. Developed crisis management teams to address emergency issues; 14. Developed a full service Welcome Center 15. Held monthly leadership team meetings; 16. Held meetings with labor, principals, students, student council, PTO, parents; 17. Held regular meetings with representatives of all diverse groups, Arabs Chaldeans, Hmong,

Bangladeshi, Hispanics, and African Americans; 18. Communicated quarterly with the business community, Detroit Regional Chambers, Detroit

Renaissance as well as chambers and economic development boards in Colorado Springs and Fairbank;

19. Served as a member of the Rotary; 20. Participated in the annual Mackinaw Legislative Conference; and 21. Met and communicated regularly with pastoral alliances, Urban League, NAACP, etc.

Knowledge and understanding of political and labor relations organizations and processes

• Labor Relations Negotiations – I have extensive experience with labor relations and negotiations. Labor relations has been a direct report in all three organizations. I have worked with boards to develop the labor relations agenda with input from leadership. I have worked with the board to choose negotiating firms. I have included district leadership in the process and provided labor relations training. This experience has occurred in some of the worst financial times in their respective histories (oil crisis in Alaska, real estate recession in Colorado, and the recession caused by the downturn of the automobile industry in Michigan).


My Qualifications

Work Experience 8

1. Navigated through difficult labor relations due to scarce resources without a strike; 2. Met with boards to develop 24 labor negotiations agendas; 3. Worked closely with labor relations director to meet the board’s requests in the most humane

way possible for employees; 4. Met with union leadership on a regular basis apart from the negotiation process to address

their issues and concerns; 5. Directed labor relations negotiators based on board directives; 6. Hired labor relations firms to assist in negotiations; 7. Kept all board members informed on progress – no surprises; 8. Developed meet and confer agreements where there were no unions. Made sure employees

had group representation; 9. Successfully negotiated over 100 contracts/agreements over 24 years; 10. Provided labor relations seminars; 11. Directed the work of the labor relations professional teams, organization’s labor relations

leader and served as the interface with the Board; 12. Created negotiating teams and backup table teams to represent the views of administration; 13. Stayed closely attuned to the political climate in order to be successful with negotiations; and 14. Did not negotiate in the media.

Proven successful experience in fundraising and cultivation efforts at a not-for-profit or for-profit organization.

Development - I have substantial experience in development, and have taken development to new heights in the last two organizations for which I have worked. I have worked with an attorney who has written a book on the three trillion dollars that is changing hands in our country now and will continue over the next several decades. Why not be sure that Eastern Michigan University continues to be seen as a good steward and receives it share of wealth as it exchanges hands. What better investment than in the education of future generations. The message is to keep enough quality staff in our development offices to support the work of the foundation. 1. Built two 501(C)(3) foundations in two separate districts’ 2. Raised over $100 million in new revenue sources for Detroit Public Schools’ 3. Utilized development consultant who worked with the board, faculty, staff and students and

community to discern the systems strengths and weaknesses and develop fund raising goals and stewardship agendas’

4. Directed meetings with staff to agree on strengths and stressed stewardship; 5. Developed an annual golf outing for two organizations supported by the private sector;


My Qualifications

Work Experience 9

6. Raised substantial dollars (the course was donated); 7. Celebrated our success in development by having an annual appreciation day; 8. Established foundation bylaws; 9. Established foundation board separate from the district but supportive of the district, there was

no comingling of funds with the general operating budget; 10. Served on the foundation board as the organizational link; 11. Assisted the development office at the University of Michigan, School of Education in building

a relationship with a donor who will provide scholarships for students graduating from his high school; and

12. Wrote and secured grants from numerous foundations. Strong familiarity with higher education financial policies and practices.

Higher Education Financial Policies And Practices – I have experience with higher education, financial policies and practices in a comprehensive university, the University of Michigan. 1. Manage a higher education cost center at the University of Michigan, School of Education’ 2. Required to know University of Michigan financial policy modules with mastery sign off

required to have access; 3. Required to know University of Michigan financial practices to manage cost center; 4. Work with the schools finance officer to build and monitor budget; 5. Receive monthly cost center statements to manage budget; 6. Provide year end reports; 7. Completed purchasing card module before allowed access; 8. Manage and audit purchasing card records; and 9. File University expense reports.

A demonstrated commitment to collegial decision making and promoting excellence.

Collegial Decision And Promoting Excellence – I have extensive experience in collegial decision making and the promotion of excellence. My demonstrated skills in this area include my reputation for highly developed interpersonal skills, emotional intelligence and grace under fire. I have engaged in collaboration, trained in consensus building and have facilitated, mentored and coached. 1. Developed excellent relationships with teachers unions; 2. Never had a strike with a teacher’s organization in spite of navigating districts through the

worst economic times in three district’s histories; 3. Utilized a unique consensus building model in Colorado Springs to pull the district out of

turmoil, stand up to a board recall and a vote of no confidence with the teachers union during


My Qualifications

Work Experience 10

Board directed tough negotiations. Ended up with no Board recall, removal of the vote of no confidence and a happy organization;

4. Fairbanks Alaska North Star Borough Public Schools through a 22% budget reduction in one year using a collaborative process – occurred as the result of the oil crisis in the 80’s;

5. Trained an entire organization in a consensus building model including the Board, and helped them understand how and when this decision making model should be utilized;

6. Participated regularly with the district wide student council and its leadership; 7. Reported to the Board in Fairbanks which had a student representative seated on the Board; 8. Held regular retreats with three school boards utilizing the retreats to arrive at a shared vision;

and 9. Collaborated and regularly arrived at consensus with building principals on difficult issues.

Demonstrated success in achieving ethnic gender and cultural diversity.

Success with gender and diversity – My experience and work with ethnic/gender/and cultural diversity have proven quite successful and brought me numerous honors and accolades. I have been honored by every ethnic gender and culturally diverse group in every city in which I have been a leader. Those honors include banquet and dinner awards, plaques, lifetime memberships, selection as their “leader of the year” etc. 1. Received honors from all of the following groups: Arabs, Chaldeans, Hmong, Hispanic,

Bangladeshi, African Americans, Urban League, NAACP; 2. Received the Humanitarian Award from the National Council for Community and Justice; 3. Received honors for support of women and minorities in leadership roles in every organization

for which I worked; and 4. Placed women and minorities in leadership roles in every organization for which I have

worked. Strong negotiating skills required to represent and protect the interest of Eastern Michigan University.

Ability to represent and protect Eastern Michigan University – My experience in this area has been so strong on the local, state, national and international level that I have been asked to consider becoming an ambassador or statesman. I have not seriously considered such advice but it makes the point that I have done a good job in representing and protecting the interests of the organization that I have served. 1. Served as the face of three large organizations over 24 years with distinction; 2. Received honors, proclamations, recognition by, mayors, governors, state legislators, US

Senators and Representatives, Secretary of Education, United States Olympic Committee, faculty, staff and students;

3. Matched the organization’s needs to the environment and always secured the organizations


My Qualifications

Work Experience 11

fair share; 4. Based on my knowledge and skills, asked by Secretary of Education to serve on a national

committee to advise him on administrative regulations for the No Child Left Behind Act; 5. Appeared before full legislative bodies and legislative committees to advise on policies before

implementation; 6. Serve as the Chef de Mission (Head of the US delegation) of the United States Olympic Team

to the World Youth Games in Moscow Russia for three week The Games were a cultural and athlete exchange with over 12,000 athletes from all over the world – we were in the Kremlin, the Red Square, etc;

7. Worked with US and Foreign Ambassadors and Embassies and Foreign Leaders; 8. Served as a representative of our country here and abroad; 9. Negotiated a settlement to an international incident from 1:00 am to 6:00 a.m. allowing the

games to proceed; 10. Served as a member of the National Superintendents of the Year Delegation to Israel; and 11. Served as a member of the National Superintendents of the Year Delegation to China.