Luling ISD School Review
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ccover3.aiover3.ai 1 66/25/2013/25/2013 111:34:241:34:24 AAMM LEGISLATIVE BUDGET BOARD Luling Independent School District Management and Performance Review C M Y CM MY CY CMY K Legislative Budget Board Staff Resources For Learning, LLC June 2013 Luling Independent School District Management and Performance Review Legislative Budget Board Staff Resources for Learning, LLC June 2013 LEGISLATIVE BUDGET BOARD Robert E. Johnson Bldg. 512/463-1200 1501 N. Congress Ave. - 5th Floor Fax: 512/475-2902 Austin, TX 78701 http://www.lbb.state.tx.us June 24, 2013 Mr. Tim Glover Superintendent Luling Independent School District Dear Mr. Glover: The attached report reviews the management and performance of Luling Independent School District's (lSD) educational, financial, and operational functions. The report's recommendations will help Luling ISD improve its overall performance as it provides services to students, staff, and community members. The report also highlights model practices and programs being provided by Luling ISD. Some of the recommendations provided in this report are based on state or federal laws, rules or regulations, and should be promptly addressed. Other recommendations are based on comparisons to state or industry standards, or accepted best practices, and should be reviewed to determine the level of priority, appropriate timeline, and method of implementation. The Legislative Budget Board engaged Resources for Learning, LLC to conduct and produce this review, with LBB staff working in a contract oversight role. The report is available on the LBB website at http://www.lbb.state.tx.us. Respectfully submitted, Ursula Parks Director Legislative Budget Board Mailing Address: P.O. Box 12666. Austin, TX 78711-2666 cc: Mr. Shane Watts Ms. Sherri Gibson Ms. Evelyn Hanson Mr. Harold Hoffmeister Mr. Gabriel Ayala Mr. Mark Symms Dr. Stan Hartzler Mailing Address: P.O. Box 12666. Austin, TX 78711-2666 TABLE OF CONTENTS EXECUTIVE SUMMARY ................................................................................................................... 1 DISTRICT LEADERSHIP, ORGANIZATION, AND MANAGEMENT ..................................................11 EDUCATIONAL SERVICE DELIVERY ...............................................................................................25 FINANCIAL MANAGEMENT ......................................................................................................... 47 ASSET AND RISK MANAGEMENT ................................................................................................ 63 PURCHASING................................................................................................................................ 73 HUMAN RESOURCES MANAGEMENT .......................................................................................... 89 FACILITIES USE AND MANAGEMENT .........................................................................................101 CHILD NUTRITION SERVICES ......................................................................................................109 TRANSPORTATION .....................................................................................................................135 COMPUTERS AND TECHNOLOGY ..............................................................................................143 COMMUNITY INVOLVEMENT .....................................................................................................165 SAFETY AND SECURITY ..............................................................................................................173 LEGISLATIVE BUDGET BOARD STAFF – ID: 701 TEXAS SCHOOL PERFORMANCE REVIEW – JUNE 2013 i EXECUTIVE SUMMARY Luling Independent School District’s (Luling ISD’s) school positions for strong and consistent leadership. performance review notes three commendable practices and Luling ISD has experienced frequent turnover in makes 67 recommendations for improvement. Th is Executive leadership resulting in a lack of focus on the vision Summary highlights the district’s signifi cant accomplishments and direction for the district. Th ere has been a large and presents the review team’s fi ndings and recommendations. turnover of superintendents, assistant superintendents A copy of the full report is available at www.lbb.state.tx.us. and principals in the past fi ve to six years. Th e current superintendent has only been employed since August SIGNIFICANT ACCOMPLISHMENT 2012. Th e assistant superintendent of Curriculum Luling ISD initiated multiple strategies at the and Instruction has been with the district since secondary level to increase student academic January 2012, and the middle school and high school performance, including implementing block principals are both new in their roles for the 2012–13 scheduling and a student-to-student mentoring school year. Except for the Board president, who has program. Prior to the appointment of the current served on the Board for fi ve years, all other members high school principal in December 2011, there had have been on the Board three years or less. Th ree been six previous high school principals during a fi ve- members were up for re-election in May 2013. Lack year period. Th ese changes in leadership, coupled of tenure in Board membership can also result in a with high teacher turnover, have minimized long- lack of leadership consistency at the district level. term focus on discipline and academic progress. Th e district’s lack of consistent leadership has resulted Partially due to this instability, Luling High School in inconsistent approaches in the areas of budget was rated Academically Unacceptable in two of the development, educational service delivery, facilities past fi ve school years. When the current high school planning, maintenance, administrative procedures principal arrived in December 2011, he immediately and campus/district planning. It is critical for the implemented a coordinated set of strategies targeted Board to support and retain the existing leadership in at improving academic performance. Th ese strategies order to ensure eff ective implementation of the included lengthening the school day by 30 minutes, curriculum and enhanced instruction, and improve implementing modifi ed block scheduling, creating a district operations that support student achievement. student-mentoring program, increasing the amount of time students spend in computer labs from Th e Board of Trustees should work closely with the approximately 5 percent to approximately 40 percent, superintendent to foster a collaborative and collegial and implementing Response to Intervention (RtI). district culture that supports district leadership, Th e strategies implemented at Luling High School strong decision-making structures for academic align with the established best practices, which provide success at the district and campus level, and strategies staff with additional time, information, and resources that ensure retention of staff and district and Board to assess and address student needs. Establishing leadership. structures to address student needs will improve Recommendation: Update the organizational chart student motivation, learning, and preparation for the to refl ect current titles, roles and responsibilities future, scores on state-mandated testing, and school and create a cabinet-level structure for district and district accountability ratings. oversight and eff ective communication. Luling ISD lacks a clearly defi ned organizational structure SIGNIFICANT RECOMMENDATIONS with eff ective oversight and communication. Th e DISTRICT ORGANIZATION district’s organizational chart does not match current Recommendation: Implement strategies to sustain titles, roles, and responsibilities. Clear roles and key central offi ce and campus-level administrative responsibilities associated with each position have not been delineated. In reviewing the Luling ISD LEGISLATIVE BUDGET BOARD STAFF – ID: 701 TEXAS SCHOOL PERFORMANCE REVIEW – JUNE 2013 1 EXECUTIVE SUMMARY LULING INDEPENDENT SCHOOL DISTRICT organizational chart, three administrative positions and federal statutes. Additionally, there are no appear to include senior staff . Th ese consist of the written procedures to guide staff in implementing superintendent, the assistant superintendent of HR services in alignment with best practice. Curriculum and Instruction (curriculum director in Without written guidance, it is diffi cult for staff to the existing outdated chart), and the Chief Financial know and understand the district’s expectations for Offi cer (CFO). It does not denote if other positions completing their responsibilities. Finally, Luling ISD reporting to senior staff on the chart are directors staff who handle HR functions have not had access or coordinators. In addition, there seems to be a to training opportunities, such as focused webinars, lack of communication and oversight information to develop their understanding of the intricacies of related to the management of fi nances. Without employment and labor law. None of the district staff establishing clear reporting expectations and the with HR duties have specifi c training in HR areas. responsibilities associated with each role listed on Th e district should consider reassigning the duties of the chart, communication issues presently being setting salaries, salary administration, and managing experienced by the superintendent, senior staff and the district’s compensation program from the CFO the Board may continue. Additionally, without clear