Staff Review Process:
Impact and Implications
April 2014
HOUSTON INDEPENDENT SCHOOL DISTRICT
H I S D Becoming #GreatAllOver
Effective Teachers Initiative
ETI VISION
STRATEGY
1
Smart
recruitment and
staffing
OUTCOME
Effective teaching in every classroom every day.
We will build an effective teaching force district-wide
by successfully implementing these four strategies:
3
2
Useful
appraisals
4
Individualized
teacher support
New career
pathways and
compensation
Better teachers every year district-wide and
better student learning outcomes.
H I S D Becoming #GreatAllOver
2
Last year HISD focused on differential retention
by seeking to exit more ineffective teachers and to
retain more highly effective teachers.
2011-2012
2012-2013
77% of 444 Teachers
Brought to File
Review Were Exited
90% of 388 Teachers
Brought to File
Review Were Exited
18% of Ineffective
Teachers Were
Exited
20% of Ineffective
Teachers Were
Exited
91% of Highly
Effective Teachers
Were Retained
87% of Highly
Effective Teachers
Were Retained
Source: File Review Results June 2013; HISD Board Monitoring System Nov 2013
H I S D Becoming #GreatAllOver
This year, significantly more teachers were hired
than in previous years.
2,500
Total Number of New Hires Per Year
2,128
2,000
1,500
1,485
Implementation
of TADS
Begins
2011-2012
1,523
1,338
1,000
1,509
993
842
500
0
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
2012-2013
2013-14
Source: HISD PeopleSoft database; 2012-13 new hires as of August 27; AppliTrack Export Oct 2013
H I S D Becoming #GreatAllOver
4
Despite a record-breaking hiring season,
principals expressed a challenge in finding
candidates they believed were a good school fit.
56%
of principals indicated that
finding experienced candidates
was a challenge.
41%
of principals indicated that
finding candidates that were a
good cultural fit for their
schools was a challenge.
28%
of principals indicated that it
was a challenge to find
candidates willing to work at
their campus location
Source: Fall 2013 Principal Surveys
“The candidates were certified in
the areas needed, however, my
school needs experienced teachers.
Not all had the experience
needed.”
“Many of the applicants I
interviewed and some that I hired
did not have any experience
working with children from
poverty.”
“Candidates were not a good fit for
our school-since we are an Apollo
school the expectations/demands
are perceived to be higher.”
“I would like HR to look at the
students we serve and send
candidates that fit the need.”
H I S D Becoming #GreatAllOver
Challenges As We Move Forward
• HISD has permanently lost over $60M in revenue. A shortfall of
at least $15M is projected for next year.
• Surrounding districts have raised base salaries and increased
stipends for bilingual teachers; HISD has not increased salaries
and has eliminated bilingual stipends.
• The teacher appraisal system, in its third year, has led to
rigorous appraisals that align teacher practices and student
outcomes.
• It is projected that exit levels this year will remain the same –
approximately 400 teachers.
• It is projected that vacancies this year will remain similar to the
last few years – approximately 1500 to 2000 teachers.
• A major shift in district culture and practice is needed to ensure
10,000+ effective teachers in every classroom.
H I S D Becoming #GreatAllOver