La marque

Joanne Trubitt

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• Publié par: juliaer
• Nombre de lectures: 101
• Langue: Français
• Poids de l'ouvrage: 1 Mo

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La Marque Independent School District LEGISLATIVE BUDGET BOARD MAY 2006 LMISD MANAGEMENT AND PERFORMANCE REVIEW TABLE OF CONTENTS TABLE OF CONTENTS EXECUTIVE SUMMARY .................................................................................... 1 EDUCATIONAL SERVICE DELIVERY ................................................................... 99999 DISTRICT MANAGEMENT AND COMMUNITY RELATIONS ......................................43 FACILITIES MANAGEMENT .............................................................................73 SAFETY AND SECURITY .................................................................................97 COMPUTERS AND TECHNOLOGY.................................................................... 121 HUMAN RESOURCES MANAGEMENT ...............................................................143 TRANSPORTATION ......................................................................................169 FOOD SERVICES.........................................................................................179 FINANCIAL MANAGEMENT............................................................................ 197 APPENDICES..............................................................................................215 TEXAS SCHOOL PERFORMANCE REVIEW LEGISLATIVE BUDGET BOARD iTABLE OF CONTENTS LMISD MANAGEMENT AND PERFORMANCE REVIEW ii LEGISLATIVE BUDGET BOARD TEXAS SCHOOL PERFORMANCE REVIEWLMISD MANAGEMENT AND PERFORMANCE REVIEW EXECUTIVE SUMMARY EXECUTIVE SUMMARY La Marque Independent School District’s (LMISD’s) school SIGNIFICANT FINDINGS review report noted 13 commendable practices and made 65 • The district’s current planning process does not support recommendations for improvement. The following is an district efforts to set and achieve clear goals and limits Executive Summary of the significant accomplishments, the ability of LMISD to improve student academic findings, and recommendations that resulted from the review. performance. A copy of the full report is available at www.lbb.state.tx.us. • Campus staffing is not based on approved staffing guidelines and exceeds industry staffing standards inSIGNIFICANT ACCOMPLISHMENTS some cases, primarily for high school and middle school• LMISD’s education foundation provides an effective assistant principals and middle school clerical staff.way to reach out to the community and raise additional funds to supplement instructional efforts. In the first • Despite recent developments of curriculum guides for year of operation the foundation raised $120,000, core subject areas, LMISD does not have a curriculum primarily through its gala in July 2005 honoring a Texas management system for developing, reviewing, and senator who was a La Marque High School graduate, updating the guides. and from contributions from community organizations • LMISD does not have a special education teacherand community members. The foundation awarded its allocation methodology and adequate number of specialfirst grant of $16,750 to the La Marque Middle School education teachers at the elementary school level.for an innovative science program requested by the school and the district’s science instructional specialist. • The district lacks a process to ensure an appropriate number of teachers receive and maintain an English as• The district has begun a unique community partnership Second Language (ESL) endorsement and that itwith the Historical Preservation Association to research equitably distributes teachers with ESL endorsementsand document the origins of The Settlement, a across the schools.community established by five African American cowboys after the Civil War. Students will have hands- • LMISD does not have a clear process for identifying on experience working with curators and historians from grant opportunities, preparing grant applications, and the University of Houston to collect and classify items securing and managing grants, which limits resources from the one remaining original structure as well as other for improving student performance. historical items from the district. • The bond construction program oversight process did • To help ensure athletic eligibility, the director of not include key steps and active hands-on district Athletics, who also serves as the head football coach, oversight to ensure design requirements were included and the football coaching staff developed and and construction was adequately performed. implemented a tutorial program for players to increase • LMISD does not have an effective contract managementtheir academic performance. The tutorial program helps process that ensures the district is receiving the beststudent athletes succeed academically by monitoring value for the price paid.athletes’ academic performance and by offering and requiring attendance at tutoring sessions before school • LMISD adopted deficit budgets each year since three days a week. 1999–2000 and does not have an effective budget process that ensures budgeted funds are aligned with• The district instituted free breakfast programs for all district priorities.students to increase student breakfast participation. By increasing the student breakfast participation rate, the • LMISD does not have a comprehensive, documented district improved student nutritional status and computer acquisition and replacement program with enhanced student classroom performance. strategies to target multiple funding sources to ensure that it has sufficient computers with appropriate capability to support instruction. TEXAS SCHOOL PERFORMANCE REVIEW LEGISLATIVE BUDGET BOARD 1EXECUTIVE SUMMARY LMISD MANAGEMENT AND PERFORMANCE REVIEW • LMISD does not have a well-defined, written standards based on student enrollment often rely on compensation program for all employees in the district. staffing allocations that reflect past conditions and not the current situation, which can lead to overstaffing. • The district does not adequately plan or budget for safety When compared to Southern Association of Colleges initiatives, resulting in a lack of basic security and Schools (SACS) standards, La Marque High School infrastructure and an increase in the district’s has two more assistant principals than required, and the vulnerability to crime. middle school has one more assistant principal and two more clerical positions than required for a middle school SIGNIFICANT RECOMMENDATIONS of its size. The district should develop formal staffing • Recommendation: Develop and implement a guidelines that are reviewed annually to reflect changes research-based planning approach that includes in available funding or anticipated enrollments. If the adequate analysis of alternatives, informed district were to adopt staffing standards similar to those decision-making, rigorous monitoring of strategy recommended by SACS, the district could reallocate implementation, and comprehensive evaluation of additional funds to new initiatives or other programs results. The district’s current planning process does not during the next five years. support district efforts to set and achieve clear goals • Recommendation: Develop and implement aand limits the ability of LMISD to improve student curriculum management system for regularlyacademic performance. The district uses the District reviewing and updating the curriculum guides.Improvement Plan and the related Campus Despite recent developments of curriculum guides forImprovement Plans as its primary planning tools but core subject areas, LMISD does not have a curriculumtreats the process as a separate function that is not management system for developing, reviewing, andrelated to the budget process and which has little board updating the guides. As of 2005–06, the district hasinvolvement. The process does not include a rigorous vertically and horizontally aligned curriculum guidesanalysis of current performance or a consideration of across all grade levels and within core subject areas.alternative courses of action. The availability of However, the guides had little teacher input and buy-inresources or identification of additional resources is not for development and implementation. Teacher use ofa structured part of the planning process. Community, curriculum guides is not uniform districtwide. Not allparent, and business representation is not adequately teachers are following the calendar included in the guidesincluded in the process. The current planning process or using the high yield instructional strategies. Althoughfails to meet the needs of the district because plans are the district adopted a six-step classroom walk-throughnot based on analysis, do not link to financial plans, model in 2005–06 for principals to monitor curriculumand do not include the means to measure results for implementation, not all principals use it. In addition,accountability. The district should hire an outside the district does not rigorously monitor curriculumfacilitator to assist it with the development and implementation through lesson plans and does not linkimplementation of the planning approach. The facilitator curriculum implementation to annual teacherwould be involved in documenting the steps in the performance evaluations. The district should implementapproach as well as facilitating the development of a curriculum management system that incorporatesquantitative performance measures and identification input from all teachers and ensures curriculumof the data that will need to be captured to assess and implementation by teams consisting of teachers andevaluate performance. administrators to ensure buy-in. The district should train • Recommendation: Develop formal staffing teachers in guide development and emphasize the guidelines based on actual student enrollments benefits of teacher participation in the process. The using industry standards that are modified to reflect district should then update the guides over the next five district expectations. Campus