Glenn Miller – Morris School District

Glenn Miller’s path to leading the facilities and grounds department at Morris School District in New Jersey is anything but conventional. Before he was managing 87 staff members and 10 school campuses, he was deep under the sea—serving aboard the USS Simon Bolivar as a submariner in the U.S. Navy. That chapter of his life, which began as an unexpected detour, would ultimately shape his leadership style and set the foundation for a career defined by service, discipline, and an unwavering commitment to others.

“I never had working on a sub on my radar,” Miller recalls.

In fact, he wasn’t sure the military was the right path at all, despite a family legacy of Marine service. But after scoring high on the ASVAB and nuclear power test in high school, every branch of the armed forces came calling.

“I looked at the cost of college and realized I had a duty to my parents to ease that burden,” he says. Once enlisted, his sense of patriotism deepened. “My love of service really grew, and I started to see the bigger picture.”

After leaving the Navy, Miller had a broad set of technical skills but no clear career path. Trained in mechanics, electronics, and hydraulic systems, he struggled to find a single role that could utilize all he had to offer. While working in landscaping to make ends meet, he was offered a drink of water by a client—an ordinary gesture that led to an extraordinary pivot. The client was distressed about a staffing emergency at a special education school. Miller offered to help, stepping in as a personal aide for an autistic adult. That experience opened the door to a new calling.

The school was transitioning from a leased facility to ownership, and Miller suggested launching an in-house maintenance department. Though he had no formal construction training, his mechanical intuition and appetite for learning served him well.

“I contracted out the things I didn’t know, asked many questions, and observed,” he says. “The next time, I did it myself.”

Over time, he learned every aspect of facilities work—eventually taking vocational classes to sharpen his skills and leading facilities teams in two other New Jersey districts before joining Morris in June 2024.

Culture change, one work order at a time

Today, Miller oversees operations across a sprawling district that includes both aging buildings and evolving student needs. His first initiative was implementing a modern work order system to streamline communication and improve efficiency—something he had successfully piloted at his previous district.

The previous system at Morris was a mix of digital and paper tracking, prone to delays and difficult to audit.

“There was no easy way to track the status of jobs without calling or asking someone directly,” Miller explains. “Now, everything is in one place, accessible in real time.”

The new system allows staff to submit requests, track progress, and receive updates without waiting for a call or email. For Miller and his leadership team, it’s a game-changer.

In just the first two months of implementation, the system tracked 164 work orders. It also helped identify the need to create a dedicated HVAC position. The addition of this position will help the district save on the costs of an outside contractor. The district spent over $600,000 in a 2 1/2-year period for HVAC repairs

Now, when he reports to the board, Miller can provide concrete data—detailing the number of work orders, identifying which trades are most active, and offering a clear breakdown of spending. The platform has even allowed him to reallocate staff more effectively and advocate for new positions based on demonstrated need.

But this shift wasn’t just technological—it was cultural.

“Some of our staff weren’t computer-savvy, so it was a big adjustment,” he says.

Still, the benefits were soon apparent. Teachers and administrators could now see the status of requests in real time, and staff could be held accountable transparently and in a supportive way.

“It validates the work we’re doing,” Miller notes. “People now realize how much goes into keeping this district running.”

Pride in the unseen work

One of Miller’s most impactful changes has been elevating the image and morale of custodial and maintenance teams—roles that, he says, are often undervalued despite being essential.

“Custodial work is customer service. Maintenance is like being a contractor. Grounds is landscaping,” he says. “These jobs aren’t glamorous, but they’re the first impression people get when they walk into a school.”

To foster pride and unity, Miller introduced branded uniforms with school colors and name tags for every team member. The idea met some initial resistance.

“It was a culture shock,” he admits. “But now, students greet staff by name, and our people feel seen.” He also added customized soap dispensers with each school’s colors and logos—a small touch reinforcing school pride while standardizing supplies.

Miller has also implemented quarterly “Cleanest School” awards. Each quarter, schools compete for cleanliness and presentation, with quarterly prizes such as gift cards for coffee. The overall winning team for the school year receives a plaque, a pizza party, and recognition at a board meeting. It’s a healthy competition that boosts team morale and builds school spirit. He says people want to do a good job when they know they’re appreciated.

Training has also been a core focus. Miller established in-person and online cleaning instructions in English and Spanish to accommodate his diverse workforce. By standardizing products and techniques, the team delivers more consistent results districtwide.

“We’re still working on the culture change,” Miller acknowledges. “But we’ve made tremendous progress.”

Building more than buildings

Miller’s commitment to people extends beyond his staff. He’s long been a champion of student involvement in facilities work, believing that real-world experience builds confidence and opens doors. At Morris, his department has partnered with the industrial arts and woodshop programs to produce district signage, business cards, and even vehicle decals.

“The students are talented, and the work they do saves us the cost of going to a printer,” he says. “It’s also just fun to collaborate with them.”

This model of collaboration has roots in his earlier career. At Allegro School, he helped plant fruit trees and build a greenhouse that students helped maintain. At a previous district, he hired teens from a local center and mentored young people from underserved communities.

“One of our summer students worked with our electrician and HVAC technician and later landed an apprenticeship with a utility company,” he says proudly. “It’s disheartening when you can’t offer a clear path forward, but when we can help someone find their way, that’s a huge win.”

As Miller nears the later stages of his career, his focus remains steady. Major summer projects include long-term automation upgrades designed to modernize outdated systems and reduce reliance on expensive third-party scheduling software. Additionally, there are roof projects at two schools and improving security vestibules at three schools.

“There’s always a balance between educational priorities and the needs of facilities across the district,” he says. “But I’ve had the financial support here to make progress.”

He credits much of his success to his assistant, Al Rapa, who has over two decades of institutional knowledge, and a team that has embraced his high standards. “The staff has responded incredibly well,” he says. “They know they’re supported, but also that there are expectations.”

At Morris School District, Miller has helped turn a behind-the-scenes department into a source of pride. Through technology, training, and trust, he’s redefined what it means to run school facilities—not just as a mechanical function, but as a vital part of the educational ecosystem. And just like his days in the Navy, he continues to serve with humility, purpose, and an eye toward the future.