Quarter: Jan – M
Q
Mar 2012 Strategic Direction Mana
agement Reeport
C
Core
Initiative:
1.0 Effecctive Teacher in
n Every Classroo
om
W
What
we will do
Our district emp
O
ploys about 12,7
700 teachers in almost
a
300 diffeerent schools, an
nd we are puttin
ng into place a thhoughtful, bold,, systemic, and
c
comprehensive
plan
p of action th
hat will dramatically transform the district’s hu
uman capital sysstems and ensurre that a highly effective
e
teacherr
i in place in eveery one HISD’ss classrooms. Th
is
his includes a grrassroots, aggreessive recruitment plan, with a ffour-phase selecction process.
W we will do
Why
d it
We are committted to improving
W
g student achiev
vement across ou
ur district, and research
r
tells uss that teachers arre by far the mo
ost powerful
s
school-based
facctor in a child’s academic succeess or failure. Specifically,
S
stud
dies have shown
n that students w
who had very efffective teacherss
f three years in
for
n a row were ab
ble to improve th
heir performancce on standardizzed tests by moree than 50 percennt in comparison
n to students wh
ho
h three ineffecctive teachers in
had
n a row (Sanders and Rivers, 19
996).
W
What
we will report
The following Strategic
T
S
Directiion Managemen
nt Report answers the question: Is HISD acting
g on the prioritiees identified in the
t strategic plaan
w fidelity? Itt measures HISD
with
D’s accomplishm
ments and risks for each Key Strategy in suppo
ort of the overalll Core Initiativee.
The Strategic Direction
T
D
Manag
gement Report iss produced Quarrterly. Color indicators are useed as an idicationn of whether adm
ministration is on
o
t
track
to accomp
plish a Key Strattegy’s quarterly goals. A “Greeen” indicator means the distrrict has made accceptable progreess with respect to
b
budget,
scope an
nd timeliness. A “Yellow” indiccator
means the district has identified risk with
w respect to oone or more aspects. A “Red”
i
indicator
means progress haas stopped or hass a significant deficiency.
d
As th
he Strategic Direection builds a ffoundation towaards achieving th
he
d
district’s
goals over
o
a multi-yeaar period, not alll Key Strategiess will have inforrmation to comm
municate in a givven period.
Green indicaates acceptable prog
gress
Yellow
w indicates a concerrn with timeline, bu
udget and scope
Red indicates a deficiency in timee, budget or scope
Quarter: Jan – M
Q
Mar 2012 S
Strategic
Direection Manag
gement Repo
ort
C
Core
Initiative: 1.0 Effective Teeacher in Every Classroom
Key Stra
ategy
Progress
1 Strengthen recruiting
1.1
r
and sttaffing policies and
a practices to
o attract top talen
nt
1 Establish a rigorous
1.2
r
and fairr teacher appraisal system
1 Provide effeective, individuaalized support
1.3
1 Offer careerr pathways and differentiated
1.4
d
co
ompensation
Accomplishmen
A
nts
I this period, Progress
In
P
Confereences were cond
ducted in which appraisers sharred midyear feed
dback to each teeacher as a part of
o the new
a
appraisal
system
m. Nearly 11,000
0 conferences were
w held, with preliminary
p
ratin
ngs provided in each criteria off the new system
m. In addition, 89
8
t
teachers
have allready been screeened into a poo
ol of candidates to be selected by principals as new
n teachers forr next school yeear. In reviewing
g
o new efforts towards individ
our
dualized professional developm
ment for our teach
hers, a midyear survey showed that over 75% of
o teachers who
o
h more than four
had
f
observation
ns from their Teaacher Developm
ment Specialist (TDS)
(
agreed orr strongly agreedd that their TDS
S was useful in
t
their
professionaal growth. Also
o, we have finaliized six of the video
v
exemplarss that illustrate HISD
H
teachers ddemonstrating th
he instructional
p
practice
criteria at a highly effective level, and many more are in the editing and
a field testing phase. Finally,, we have begun
n to develop a
p for piloting
plan
g a set of three to
o five teacher leadership roles across roughly 25 schools nextt year as the firsst step towards creating
c
true
c
career
pathway for our teacherss.
Planned for nex
P
xt period
I the next perio
In
od schools will conduct
c
end of year
y conferencees and convey a final, year-end performance apppraisal rating to
o each teacher. In
a
addition,
the TD
DS team will plaan for revisions to
t the TDS mod
del for the 2012--13 school year,, including moree prioritization of
o campuses and
d
t
teachers
that recceive intensive support,
s
decreassing the amount of time that TD
DS spend on actiivities outside oof coaching teach
hers, and
s
strengthening
th
he partnership beetween TDS and
d principals. Fiinally, the pilot schools
s
and teacchers will be sellected for the neew career
p
pathways
teacheer leadership rolles for next scho
ool year.
Green indicaates acceptable prog
gress
Yellow
w indicates a concerrn with timeline, bu
udget and scope
Red indicates a deficiency in timee, budget or scope
Quarter: Jan – M
Q
Mar 2012 Strategic Direction Mana
agement Reeport
C
Core
Initiative:
2.0 Effecctive Principal in
n Every School
W
What
we will do
We are going to
W
o make certain th
hat we have a hiighly effective principal
p
at the head
h
of every scchool. To do that, we will imprrove our
r
recruiting
system
m to be more ag
ggressive in recrruiting talented individuals
i
into principal positiions, starting wiith our own internal pipeline off
b performing
best
g teachers and asssistant principaals and supplemeented by strong external candid
dates. We will aalso provide all of our principalls
w the ongoing
with
g supports, careeful evaluations,, and individualiized professionaal development they need whilee also placing alll necessary toolls
a their disposal to lead their sch
at
hools into becom
ming the best in
n the nation.
W we will do
Why
d it
There is broad consensus
T
c
amon
ng educational ex
xperts that havin
ng an effective principal
p
at the head of every scchool is of utmo
ost improtance to
t
a
assuring
studentt success. The more
m
challengin
ng and/or underp
priviledged the student
s
populatiion in the schoool, the more this is true. In HISD
D,
w have ample evidence
we
e
of thiss, as there is broad variation in the
t on-track-to-ccollege-readinesss rates of our eelementary, midd
dle and high
s
school
students,, even among scchools with very
y similar poverty
y levels.
W
What
we will report
The following Strategic
T
S
Directiion Managemen
nt Report answers the question: Is HISD acting
g on the prioritiees identified in the
t strategic plaan
w fidelity? Itt measures HISD
with
D’s accomplishm
ments and risks for each Key Strategy in suppo
ort of the overalll Core Initiativee.
The Strategic Direction
T
D
Manag
gement Report iss produced Quarrterly. Color indicators are useed as an idicationn of whether adm
ministration is on
o
t
track
to accomp
plish a Key Strattegy’s quarterly goals. A “Greeen” indicator means the distrrict has made accceptable progreess with respect to
b
budget,
scope an
nd timeliness. A “Yellow” indiicator
meanss the district hass identified risk with respect to one or more asp
pects. A “Red”
i
indicator
means progress haas stopped or hass a significant deficiency.
d
As th
he Strategic Dirrection builds a foundation towaards achieving
t district’s goaals over a multi--year period, no
the
ot all Key Strateg
gies will have in
nformation to co
ommunicate in a given period.
Green indicaates acceptable prog
gress
Yellow
w indicates a concerrn with timeline, bu
udget and scope
Red indicates a deficiency in timee, budget or scope
Quarter: Jan – M
Q
Mar 2012 S
Strategic
Direection Manag
gement Repo
ort
C
Core
Initiative: 2.0 Effective Prrincipal in Every
y School
Key Stra
ategy
Progress
2 Design and implement
2.1
i
a rig
gorous, fair princcipal appraisal system
s
2.2 Implementattion of quality assurance
2
a
standaards and recomm
mended practicees to guide princcpals’ decision- making,
w high expecctations and cleaar accountability
with
y
2 Strengthen HISD’s
2.3
H
school leader
l
recruiting
g and staffing po
olicies and practtices to attract to
op talent
2 Establish a comprehensive
2.4
c
i
instructional
leaadership program
m to develop an
nd retain top taleent
2 Create a safee, secure, and heealthy environm
2.5
ment conducive to
t learning in alll schools
A
Accomplishmen
nts
IIn this period, th
he district particcipated in nation
nal conferences such as the Bilin
ngual Educatorss Emphasizing M
Multicultural Seettings (BEEMS
S)
C
Conference
, Naational Associattion of Bilinguall Educators (NA
ABE), and Texass Association off Secondary Schhool Principals (TASSP).
(
To
a
address
shortagee areas, the distrrict will continu
ue to promote the district throug
gh grassroots reccruitment efforts at 15-20 speciific campuses in
n
t Rio Grande Valley in an efffort to increase the
the
t number of bilingual
b
applicaants for principaal, assistant princcipal and dean.
IIn January, scho
ool leaders weree trained on the new
n rubric that will serve as thee basis of their performance
p
evaaluation as welll as provide the
f
feedback
into th
he district’s recru
uitment, professsional developm
ment and supportt practices. Traiiners from Mid-Continent Research for
E
Education
and Learning
L
(McRE
EL) were on sitee and, partnering
g with HISD staaff, trained over 600 administrattors and Schooll Improvement
O
Officers
on this new rubric for school
s
leader efffectiveness.
We are continuiing to implemen
W
nt the district’s comprehensive
c
g
grow-your-own
m
leadership deveelopment modell and we are seeeing results from
t effort. For example,
this
e
the priincipal of the neew Mandarin Ch
hinese Languagee Immersion Maagnet School is a member of thee University of
Green indicaates acceptable prog
gress
Yellow
w indicates a concerrn with timeline, bu
udget and scope
Red indicates a deficiency in timee, budget or scope
Quarter: Jan – M
Q
Mar 2012 C
Core
Initiative:
2.0 Effecctive Principal in
n Every School (Cont’d)
Texas Collaboraative Urban Leaadership Program
T
m (UTCULP). Additionally,
A
fo
our members of the district’s firrst Teacher Lead
der Academy
w hired as asssistant principaals. Also, during
were
g this period, fiffteen employeess enrolled in the Masters in Business Education
n Administration
n
(
(MBEA)
prograam at the Univerrsity of St. Thom
mas. While the University of St. Thomas coho
ort is beginning, twenty-two vetteran assistant
p
principals
are co
ompleting the on
ne-year principaal internship pro
ogram.
School Support Services launch
S
hed Bully Awareness Week, a districtwide
d
even
nt with materialls and activities for schools to use
u in addressing
g
b
bullying.
Also, a comprehensiv
ve online trainin
ng was launched
d for teachers to learn about bulllying and bullyiing prevention. The local and
n
national
expert on
o bullying inside education insstitutions, Donn
na Clarke-Love, conducted train
ning for 75 distrrict personnel an
nd parents in
F
February.
Planned for nex
P
xt period
O plans for th
Our
he next period in
nclude partnering with the Scho
ool Improvemen
nt Officers to hosst a Leadership Recruitment ev
vent in early May
y.
A
Additionally,
the appraisal adviisory group willl work to finalizze the measures of student learn
ning and the oveerall weighting of
o the various
e
elements
of the system. The neew school leaderr appraisal systeem is planned to
o be brought forw
ward to the Schhool Board for reeview and the
r
requested
for ad
doption in May 2012,
2
and summ
mer training is taargeted for all scchool leaders in
n June. District lleaders will also
o participate in
t annual Summ
the
mer Leadership Institute in Jun
ne. A four week
k New and Emerrging Leader Insstitute will be heeld summer 201
12.
We have indicatted an issue with
W
h quality assuraance standards an
nd recommendeed practices to guide
g
decision-m
making as indicaated above.
W
While
over 1,80
00 school admin
nistrators have been
b
trained in sp
pecific areas wh
here a high level of decision maaking is embedd
ded in the
t
trainings
provid
ded, such as Straategic Marketing
g, Master Sched
dule Building, Prrincipal Appraissal, Staff Docum
mentation and th
he State
A
Assessment
of Academic
A
Readiiness (STAAR) Implementation
n and Logistics,, the district is exploring optionns for creating sp
pecific training on
o
d
decision-making
g models and prrocesses.
Green indicaates acceptable prog
gress
Yellow
w indicates a concerrn with timeline, bu
udget and scope
Red indicates a deficiency in timee, budget or scope
Quarter: Jan – M
Q
Mar 2012 Strategic Direction Mana
agement Reeport
C
Core
Initiative:
3.0 Rigorrous Instruction
nal Standards an
nd Supports
W
What
we will do
Redesign the co
R
ourse offerings,, curriculum, asssessment tests, and social/emo
otional supportss provided in schools througho
out HISD, with
ha
p
particular
emphasis on giving all
a students the same
s
access to educational
e
prog
grams and oppo
ortunities, regarddless of which school they atten
nd,
a well as impro
as
oving instruction for students at
a all levels. Wee will also impllement a set of targeted
t
reform
ms in order to turrn around HISD
D’s
l
lowest-performi
ing schools.
W we will do
Why
d it
HISD has a num
H
mber of outstan
nding academicc programs and
d supports acrosss the district, but
b on the whoole does not preepare students for
f
c
college
and careeer readiness. Our
O scores show
w that, depending
g on the grade, only about 40 to
o 70% of our sttudents are readiing or doing maath
a grade level. In addition, stu
at
udent EVAAS growth
g
data show
w a slowing off growth in math
hematics progreess from the fiftth to sixth gradees,
r
resulting
in only
y 18% of HISD eighth-grade stu
udents successfu
fully completing
g Algebra I. Thee end result is thhat the majority of HISD studen
nts
w enroll in co
who
ommunity colleg
ge require remed
dial courses in their
t
first year.
W
What
we will report
The following Strategic
T
S
Directiion Managemen
nt Report answers the question: Is HISD acting
g on the prioritiees identified in the
t strategic plaan
w fidelity? Itt measures HISD
with
D’s accomplishm
ments and risks for each Key Strategy in suppo
ort of the overalll Core Initiativee.
The Strategic Direction
T
D
Manag
gement Report iss produced Quarrterly. Color indicators are useed as an idicationn of whether adm
ministration is on
o
t
track
to accomp
plish a Key Strattegy’s quarterly goals. A “Greeen” indicator means the distrrict has made accceptable progreess with respect to
b
budget,
scope an
nd timeliness. A “Yellow” indiicator
meanss the district hass identified risk with respect to one or more asp
pects. A “Red”
i
indicator
means progress haas stopped or hass a significant deficiency.
d
As th
he Strategic Direection builds a ffoundation towaards achieving th
he
d
district’s
goals over
o
a multi-yeaar period, not alll Key Strategiess will have inforrmation to comm
municate in a givven period.
Green indicaates acceptable prog
gress
Yellow
w indicates a concerrn with timeline, bu
udget and scope
Red indicates a deficiency in timee, budget or scope
Quarter: Jan – M
Q
Mar 2012 S
Strategic
Direection Manag
gement Repo
ort
C
Core
Initiative: 3.0 Rigorous In
nstructional Stan
ndards and Supp
ports
Key Stra
ategy
Progress
3 Rigorous insstructional stand
3.1
dards and suppo
orts
3 Develop and
3.2
d implement an aligned standards-based curricu
ulum and assesssment plan
3 Implement Response
3.3
R
to Inteervention modell districtwide to provide early, effective
e
assistaance to children
3 School Tran
3.4
nsformation Plan
n
3 Implement a comprehensivee literacy (reading) program in grades pre-K th
3.5
hrough 12
3 Implement a comprehensivee numeracy/matthematics prograam in grades pre-K through 12
3.6
A
Accomplishmen
nts
IIn collaboration
n with the magnet coordinators,, we have developed a series off common magn
net documents: Common Notiffication Letters to
p
parents,
Commo
on Magnet Stud
dent Entrance Agreements
A
and Magnet Studen
nt Growth Planss. The Advanceed Placement (A
AP)/ Internation
nal
B
Baccalaurate
(IB) team has created an AP Teacher Toolkiit which provid
des mini-lesson
ns to AP teachhers on AP student support an
nd
i
instructional
straategies to use in
n AP classes.
The curriculum initiative is und
T
derway and com
mpletion date is late
l spring 2012
2. During this th
hird quarter of rreporting, over 700
7 teachers haave
b
been
involved in
n the curriculum
m development process
p
and more than 100 hou
urs of training has been devotedd to teachers’ prreparation to meeet
t challenges of
the
o the new STAA
AR assessmentss. The literacy plan
p has been written
w
and shareed in various vennues within the district as well as
v
vetted
with a gro
oup of seven
Green indicaates acceptable prog
gress
Yellow
w indicates a concerrn with timeline, bu
udget and scope
Red indicates a deficiency in timee, budget or scope
Quarter: Jan – M
Q
Mar 2012 C
Core
Initiative:
3.0 Rigorrous Instruction
nal Standards an
nd Supports (Con
nt’d)
national expertss that provided independent
n
i
anaalysis of the disstrict’s literacy plan.
p
The exterrnal review com
mmended the liteeracy plan as well
a offered recom
as
mmendations fo
or further stregn
nthening. Next, the curriculum
m department willl synthesize thee feedback with
hin their team an
nd
m
make
revisions.. The final pro
oduct of this efffort will be a quality plan thaat is an aligned
d, effective, andd research-baseed tool to suppo
ort
s
successful
teach
hing and learnin
ng of literacy skiills for all students. The districct believes leverraging technologgy tools as well as accompanyin
ng
a
assessment
will strengthen the curriculum
c
efforrts.
Planned for nex
P
xt period
O plans for th
Our
he next period arre to contine thee advancement of the key strateegies. To bolsteer the efforts for rigorous instru
uction, the district
p
plans
to develo
op vertical curriiculum alignmeent between thematic elementaary and secondaary programs of "like program
ms" citywide. The
T
A
AP/IB
team will begin AP exam
m administration
n monitoring an
nd plan then con
nduct summer trrainings includinng Laying the Foundation,
F
Social
S
Studies
Pre-AP and SpringBoaard. The districtt anticipates at least a 15 % grrowth in exams administered foor AP in 2011-2
2012 moving well
b
beyond
the distrrict’s previous all
a time high meet last year with
h 21,663 exams administered. Additional proffessional develo
oped is planned to
s
strengthen
the AP
A implementation fidelity districtwide such ass a four-day currriculum institutte to train 5,0000 teachers to be conducted in Ju
uly
a reinforce wiith principals att the Leadership Institute.
and
There is a shared commitment to
T
t build an align
ned curriculum and
a assessment plan effort in keey strategy 3.2 aand, in core inititative 4.0, to
b
build
a system of
o data driven acccountability. As
A originally articulated; “Experience in other districts
d
makes cclear that, for a managed
c
curriculum
policcy to be successsful, all teacherss and leaders witthin the school district
d
must hav
ve use of an onlline platform forr curriculum
m
management
and access.”
Green indicaates acceptable prog
gress
Yellow
w indicates a concerrn with timeline, bu
udget and scope
Red indicates a deficiency in timee, budget or scope
Quarter: Jan – M
Q
Mar 2012 Strategic Direction Mana
agement Reeport
C
Core
Initiative:
4.0 Ensu
ure Data-Driven Accountability
W
What
we will do
Build robust sysstems and proceesses that enablee easy access to and use of key data
B
d to inform decisions
d
and manage high leveels of performan
nce
d
districtwide.
W we will do
Why
d it
Currently, relev
C
vant data on stu
udents, teacherrs, and achievem
ment are difficcult to access, often
o
not up-too-date, and not always accurate.
F
Furthermore,
maany people acro
oss the district laack the expertisee to use data to make
m
decisions..
This creates an opportunity
T
o
to arm
a HISD leadeership with accesssible, timely an
nd accurate dataa and provide them with the traiining necessary to
u
understand
how
w to translate datta into action. By
B doing so, we will get better at
a making the keey decisions thaat affect the perfformance of the
d
district.
Fundin
ng for this initiattive is focused on
o Phase 1 which includes minimal training and
d will provide innitial reports. Training
T
beyond
d
P
Phase
1 is a mullti-year program
m of training and
d learning throug
gh use.
W
What
we will report
The following Strategic
T
S
Directiion Managemen
nt Report answers the question: Is HISD acting
g on the prioritiees identified in the
t strategic plaan
w fidelity? Itt measures HISD
with
D’s accomplishm
ments and risks for each Key Strategies in supp
port of the overaall Core Initiativ
ve.
The Strategic Direction
T
D
Manag
gement Report iss produced Quarrterly. Color indicators are useed to as an idicattion of whether administration is
i
o track to accomplish a Key Strategy’s quarteerly goals. A “G
on
Green” indicatorr means the district
d
has madee acceptable pro
ogress with
r
respect
to budgeet, scope and tim
meliness. A “Yeellow” indicatorr
means the district
d
has identtified risk with rrespect to one or
o more aspects.
A “Red” inidcattor
means prrogress has stopp
ped or has a sign
nificant deficien
ncy. As the Straategic Directionn builds a foundaation towards
a
achieveing
the district’s
d
goals over
o
a multi-yeaar period, not alll Key Strategies will have inform
mation to comm
municate in a giv
ven period.
Green indicaates acceptable prog
gress
Yellow
w indicates a concerrn with timeline, bu
udget and scope
Red indicates a deficiency in timee, budget or scope
Quarter: Jan – M
Q
Mar 2012 Strategic Direction Manag
gement Report
C
Core
Initiative: 4.0 Ensure Dataa-driven Accoun
ntability
Key Strattegies
Progress
4 Build easily accessible and accurate data arrchitecture, wareehouse, and tech
4.1
hnology infrastrructure.
4 Develop and
4.2
d implement perrformance manaagement tools an
nd practices for decision-makin
ng.
4 Design effecctive and efficieent business proccesses and procedures for optim
4.3
mization of resou
urces and resultts.
Accomplishmen
A
nts
I this period, the
In
t district acqu
uired a majority
y of hardware, software licenses and consulting services neccessary to integ
grate data for daata
w
warehouse
and dashboard deevelopment. The
T
district streamlined busin
ness processes, configured thhe technical seetup, and creatted
d
documentation
for
f provisioning
g access to the PeopleSoft
P
system, which will enable the captture and reporting of EOY perfformance data for
f
a non-teacher staff. The distrrict began devellopment of an in
all
ntegrated web-b
based tool, Teaccher Appraisal & Developmentt System (TADS
S),
t will providee a solution for capturing studen
that
nt performance data and processses for teacherss for when the sstudent performaance measures are
a
i
included
in the appraisal and development system
s
next yeaar. The districct has also com
mpleted the firstt phase of the Microsoft Actiive
D
Directory
upgraade to provide better
b
managemeent of user identities. Addition
nally, IBM has completed
c
their blueprint of thee Secure Netwo
ork
A
Architecture
and
d Design Reporrt and the districct is currently ad
dopting the fram
mework as part of
o the E-rate deeployment. Thee first cohort of 20
s
schools,
within the
t 194 E-rate schools,
s
is underrway to providee the physical neetwork and systeem hardware.
P
Planned
for Neext Period
IIn the next periiod, the district plans to validaate five years off student, camp
pus, and districtt-level TAKS, S
Stanford, Cohorrt, attendance an
nd
o
other
student related data to au
utomate the acco
ountability repo
orts while contin
nuing to find the security soluttion to authenticcate proper acceess
b different useer roles, beginnin
by
ng with the prin
ncipals. The disstrict will comp
plete the develop
pment of the weeb-based, TADS
S, IT solution an
nd
f
facilitate
trainin
ng for campus-baased staff impaccting approximaately 13,000 teacchers and 600 ap
ppraisers. Captture EOY progreess towards
Green indicaates acceptable prog
gress
Yellow
w indicates a concerrn with timeline, bu
udget and scope
Red indicates a deficiency in timee, budget or scope
Quarter: Jan – M
Q
Mar 2012 C
Core
Initiative:
4.0 Ensu
ure Data-driven Accountability
A
(
(Cont’d)
ccompletion of department
d
goaals and evaluation of individuaal employee peerformance for the first time aacross all centraal departments in
P
PeopleSoft.
Alsso, the network
k deployment prroject will contin
nue for the nextt several month
hs as we continuue to implementt connectivity an
nd
a
access
to the E-rrate schools.
As indicated on
A
n the report, all items are given
n a yellow indiccator due mainlly to the concerrn with timelinee and scope. Th
he first dashboaard
d
deliverable
will contain primarrily official, agg
gregated data from accountabillity reports whille the security aauthorization is being developeed.
A of the writin
As
ng of the reporr, the leadership
p in Procuremen
nt has yet to bee determined an
nd is impactingg the ability to move forward as
p
planned.
Once the
t new leadership in Procurem
ment is determin
ned, the team wiill reconvene to re-evaluate all ddecisions, proceesses, systems an
nd
p
procedures.
Green indicaates acceptable prog
gress
Yellow
w indicates a concerrn with timeline, bu
udget and scope
Red indicates a deficiency in timee, budget or scope
Quarter: Jan – M
Q
Mar 2012 Strategic Direction Mana
agement Reeport
C
Core
Initiative:
5.0 Cultu
ure of Trust Through Action
W
What
we will do
We will put in place
W
p
structures, processes, and methods to ensu
ure that we havee effective two-way communication to engage both internal an
nd
e
external
stakeho
olders, including
g staff, parents, and community
y members.
W we will do
Why
d it
A powerful sensse of community
y and a shared direction
d
among
g all stakeholderrs is crucial to th
he successful traansformation of HISD. Yet, wee
k
know
that curren
nt communicatiion structures in
n place are insuff
fficient to foster authentic engag
gement.
During the process of developin
D
ng the Strategic Direction, we have
h
attempted to
t begin the mov
vement toward a communicatio
ons approach thaat
i more interactiive and transparrent. Throughou
is
ut dozens of meeetings, commun
nication emerged as a clear areaa for improvemeent. Thousands
o stakeholders shared concernss, ideas, and sug
of
ggestions on how
w we can impro
ove. Taking all this
t valuable feeedback into acco
ount, we
d
designed
two strrategies that willl enable us to reevamp our comm
munication so we
w can engage in
nternal and exteernal audiences in
i meaningful
w
ways
and ensuree we have autheentic two-way co
ommunication. By doing so, we
w will prove ourr commitment to change, re-bu
uild trust and
c
confidence,
and
d start a new era in our commun
nication and relaationship with HISD’s
H
broad co
ommunity.
W
What
we will report
The following Strategic
T
S
Directiion Managemen
nt Report answers the question: Is HISD acting
g on the prioritiees identified in the
t strategic plaan
w fidelity? Itt measures HISD
with
D’s accomplishm
ments and risks for each Key Strategies in supp
port of the overaall Core Initiativ
ve.
The Strategic Direction
T
D
Manag
gement Report iss produced Quarrterly. Color indicators are useed to as an indicaation of whetherr administration
n
i on track to accomplish a Key
is
y Strategy’s quarrterly goals. A “Green” indicattor means thee district has maade acceptable progress
p
with
r
respect
to budgeet, scope and tim
meliness. A “Yeellow” indicatorr
means the district
d
has identtified risk with rrespect to one or
o more aspects.
A “Red” inidcattor
means progress has stopp
ped or has a sign
nificant deficien
ncy. As the Straategic Directionn builds a foundaation towards
a
achieveing
the district’s
d
goals over
o
a multi-yeaar period, not alll Key Strategies will have inform
mation to comm
municate in a giv
ven period.
Green indicaates acceptable prog
gress
Yellow
w indicates a concerrn with timeline, bu
udget and scope
Red indicates a deficiency in timee, budget or scope
Quarter: Jan – M
Q
Mar 2012 S
Strategic
Direection Manag
gement Repo
ort
C
Core
Initiative: 5.0 Culture of Trust
T
Through Action
A
Key Stra
ategy
Progress
5 Develop effe
5.1
fective, timely, tw
wo-way commu
unication for intternal stakeholders
5 Develop effe
5.2
fective, timely, tw
wo-way commu
unication for extternal stakehold
ders
A
Accomplishmen
nts
As the launch off a new statewid
A
de standardized test approached
d, the district wo
orked to engage the communityy and create an ongoing
o
dialogu
ue
a
about
STAAR th
hrough multiplee channels. A crross-functional group from acro
oss the district ,including repressentatives from
C
Communication
ns, Parent Engag
gement and the School
S
Offices, hosted a series of community forums
f
in English and Spanish, which were
c
covered
on the web
w and allowed
d participants to
o ask questions in
i person, via em
mail, or on sociaal media. A phhone bank was hosted
h
on
U
Univision,
and more
m
than a dozzen HISD voluntteers answered a total of 282 caalls.
This quarter included the annuaal State of the Scchools Address,, organized by Strategic
T
S
Partnerrships, which drrew a sold-out crowd of 2,000
b
business
leaderss, community members,
m
elected
d officials, and HISD
H
teachers and
a students. Sttrategic Partnersships, during thee same semesterr,
a coordinated
also
d presentations on
o topics, such as
a STAAR, with
h the African Am
merican, Hispan
nic, and Asian A
Advisory Comm
mittees.
Other accomplisshements during
O
g this period inccluded the launcch of two new TV
V shows: HISD
D Up Close withh the Board Pressident and Withiin
O Walls with Superintendent Terry Grier. These programs highlight
Our
h
the ou
utstanding accom
mplishments of sstudents, teacheers, and
p
principals.
The Board Presiden
nt toured a camp
pus that had been
n renovated or rebuilt
r
under thee 2007 bond proogram. The disttrict covered
n
numerous
ribbon
n-cutting cerem
monies across thee district in Deccember and Janu
uary, showcasing
g new LEED-ceertified campusees completed as
p of the 2007 Bond.
part
Green indicaates acceptable prog
gress
Yellow
w indicates a concerrn with timeline, bu
udget and scope
Red indicates a deficiency in timee, budget or scope
Quarter: Jan – M
Q
Mar 2012 C
Core
Initiative:
5.0 Cultu
ure of Trust Through Action (C
Cont’d)
Last, the districtt convened a wo
L
orkgroup to anallyze the key driv
vers of the Coree 5 initiative. In
n a series of threee meetings with
h staff members,
p
parents,
teacherss, principals, an
nd students, the workgroup
w
refin
ned the focus off the initiative, contemplating
c
exxpantion beyond
d the original
s
scope
of internaal and external communications processes.
Planned for nex
P
xt period
I the coming seemester, the disttrict will be hold
In
ding a series of community meeetings on proposed bell schedulle changes and developing
d
c
communications
s strategies for the
t upcoming bu
udget discussion
ns. There are allso plans to laun
nch a redesignedd eNews producct that will
i
increase
our inteernal communiccations efforts with
w features dessigned to supporrt employee inteeraction and the sharing of ideas. Also, the
d
district
hopes to
o draft and bring
g forward a recommendation to the Board of Ed
ducation on a so
ocial media policcy as a precurso
or activity in thee
d
development
off a districtwide communications
c
s plan, training on
o social media policy and guid
ding the district using communiications best
p
practices.
Green indicaates acceptable prog
gress
Yellow
w indicates a concerrn with timeline, bu
udget and scope
Red indicates a deficiency in timee, budget or scope