TSPR Hamilton ISD - Appendix A

Letter of Transmittal
Introduction
Summary of Savings and Report Card
Exemplary Programs and Practices
TSPR Key Recommendations
What Still Needs to Be Done
Hamilton's Ideas for Improving the TSPR Review Process
Appendix A - Status of Recommendations and Savings
Chapter 1: District Organization and Management
Chapter 2: Educational Service Delivery and Performance Measures
Chapter 3: Financial Management
Chapter 4: Operations

Rec # General
Recommendation Implementation
Status TSPR's
Projected
Five-Year
Savings (Costs) Actual Savings
(Costs) To Date HISD's
Projected
Five-Year
Savings (Costs) Comments

CHAPTER 1: DISTRICT ORGANIZATION AND MANAGEMENT

1 Establish clear and measurable expectations to hire and evaluate the superintendent. (p. 26) Complete $0 $0 $0 HISD developed measurable expectations and criteria for hiring a superintendent with input from teachers, administrators, and the board. In addition, using the Texas Association of School Board (TASB) evaluation instrument as a model, the district developed an evaluation instrument of its own to evaluate the superintendent quarterly.

2 Establish an annual calendar of key meeting dates and subjects and consolidate and shorten board meetings. (p. 28) Complete $0 $0 $0 HISD established a calendar of key topics to be addressed at each board meeting, making board meetings shorter. Additionally, several days before the board meetings, trustees are given summaries of agenda items with the superintendent's recommendations for board action. This summary information keeps trustees better informed and allows them to vote on action items during the meeting.

3 Meet with RESC XII representatives to design board training that meets the needs of HISD board members. (p. 29) Complete $0 $0 $0 The district modified this recommendation. The board met with TASB as well as the Region Education Service Center (RESC) 12 to discuss its yearly training sessions. After evaluating RESC 12's offerings, the board preferred TASB's training system.

4 Establish a five-year plan that ties annual district priorities to the budget. (p. 31) Complete $0 $0 $0 This recommendation was modified by the district. In August 1998 and again in June 1999, the board held retreats for the trustees and superintendent facilitated by TASB. TASB representatives helped HISD identify critical issues facing the district in the next two-to-three years. Building upon these issues, the district's Site-Based Decision Making (SBDM) Committee developed goals and a two to three year plan with specific strategies to accomplish those goals. At this point, the district does not link the budget detail to its strategies, but amounts are budgeted for each program area.

5 Develop and implement a set of management guidelines or standard operating procedures for key policy areas, and train all staff in their application. (p. 36) In Progress $0 $0 $0 The district has updated its employee handbook, student handbook, and established a budget calendar. The district is working on a policy and procedures manual that will be completed by the end of 1999-2000.

6 Include all program managers in the review of PEIMS data prior to submission to the Texas Education Agency. (p. 37) Complete $0 $0 $0 All key administrators, principals, and department heads now review Public Education Information Management System (PEIMS) data. This method has created a better system of checks and balances for reporting PEIMS data. In addition, HISD hired a PEIMS clerk who has extensive experience with education data.

7 Clearly define the levels of authority associated with each level in the SBDM process, and communicate this new policy to all HISD staff. (p. 39) Complete $0 $0 $0 The board has a policy in place concerning the SBDM committees' authority. The superintendent discussed the policy with all committee members and clarified their roles and the authority of the committees. The SBDM committees will review their operating procedures periodically and update them as needed.

8 Review the TARS research and its applicability to HISD and develop staffing and funding allocations in the budget process that are reviewed annually. (p. 44) Complete $0 $14,950 $74,750 HISD has informally reviewed staffing at other districts similar in size to Hamilton. Consequently, the district has shifted a few teachers and added four new positions. Because of successful grant writing, consolidation of positions, and attrition, the district made these changes and still saved some money.

9 Develop an approach for open, two-way communication with the community on a regular, planned basis. (p. 51) Complete $0 $0 $0 The high school principal meets weekly with Kiwanis, while the superintendent is meeting monthly with a group of volunteers who represent different organizations. The elementary school principal writes a monthly column for the local newspaper on school events.

10 Develop a formal program for senior citizens (p. 52) Complete $0 $0 $0 The district issues "Bulldog Backer Cards" to citizens 55 and older, allowing them free admission to all HISD events. As of September 1, 1999, the district has issued approximately 300 cards. District officials believe this is just a beginning to involve the senior community members in the school district.

Totals-Chapter 1 $0 $14,950 $74,750

Total All Chapters $194,954 $995,620 $1,515,964

Rec #	General Recommendation	Implementation Status	TSPR's Projected Five-Year Savings (Costs)	Actual Savings (Costs) To Date	HISD's Projected Five-Year Savings (Costs)	Comments

CHAPTER 1: DISTRICT ORGANIZATION AND MANAGEMENT
1	Establish clear and measurable expectations to hire and evaluate the superintendent. (p. 26)	Complete	$0	$0	$0	HISD developed measurable expectations and criteria for hiring a superintendent with input from teachers, administrators, and the board. In addition, using the Texas Association of School Board (TASB) evaluation instrument as a model, the district developed an evaluation instrument of its own to evaluate the superintendent quarterly.
2	Establish an annual calendar of key meeting dates and subjects and consolidate and shorten board meetings. (p. 28)	Complete	$0	$0	$0	HISD established a calendar of key topics to be addressed at each board meeting, making board meetings shorter. Additionally, several days before the board meetings, trustees are given summaries of agenda items with the superintendent's recommendations for board action. This summary information keeps trustees better informed and allows them to vote on action items during the meeting.
3	Meet with RESC XII representatives to design board training that meets the needs of HISD board members. (p. 29)	Complete	$0	$0	$0	The district modified this recommendation. The board met with TASB as well as the Region Education Service Center (RESC) 12 to discuss its yearly training sessions. After evaluating RESC 12's offerings, the board preferred TASB's training system.
4	Establish a five-year plan that ties annual district priorities to the budget. (p. 31)	Complete	$0	$0	$0	This recommendation was modified by the district. In August 1998 and again in June 1999, the board held retreats for the trustees and superintendent facilitated by TASB. TASB representatives helped HISD identify critical issues facing the district in the next two-to-three years. Building upon these issues, the district's Site-Based Decision Making (SBDM) Committee developed goals and a two to three year plan with specific strategies to accomplish those goals. At this point, the district does not link the budget detail to its strategies, but amounts are budgeted for each program area.
5	Develop and implement a set of management guidelines or standard operating procedures for key policy areas, and train all staff in their application. (p. 36)	In Progress	$0	$0	$0	The district has updated its employee handbook, student handbook, and established a budget calendar. The district is working on a policy and procedures manual that will be completed by the end of 1999-2000.
6	Include all program managers in the review of PEIMS data prior to submission to the Texas Education Agency. (p. 37)	Complete	$0	$0	$0	All key administrators, principals, and department heads now review Public Education Information Management System (PEIMS) data. This method has created a better system of checks and balances for reporting PEIMS data. In addition, HISD hired a PEIMS clerk who has extensive experience with education data.
7	Clearly define the levels of authority associated with each level in the SBDM process, and communicate this new policy to all HISD staff. (p. 39)	Complete	$0	$0	$0	The board has a policy in place concerning the SBDM committees' authority. The superintendent discussed the policy with all committee members and clarified their roles and the authority of the committees. The SBDM committees will review their operating procedures periodically and update them as needed.
8	Review the TARS research and its applicability to HISD and develop staffing and funding allocations in the budget process that are reviewed annually. (p. 44)	Complete	$0	$14,950	$74,750	HISD has informally reviewed staffing at other districts similar in size to Hamilton. Consequently, the district has shifted a few teachers and added four new positions. Because of successful grant writing, consolidation of positions, and attrition, the district made these changes and still saved some money.
9	Develop an approach for open, two-way communication with the community on a regular, planned basis. (p. 51)	Complete	$0	$0	$0	The high school principal meets weekly with Kiwanis, while the superintendent is meeting monthly with a group of volunteers who represent different organizations. The elementary school principal writes a monthly column for the local newspaper on school events.
10	Develop a formal program for senior citizens (p. 52)	Complete	$0	$0	$0	The district issues "Bulldog Backer Cards" to citizens 55 and older, allowing them free admission to all HISD events. As of September 1, 1999, the district has issued approximately 300 cards. District officials believe this is just a beginning to involve the senior community members in the school district.
Totals-Chapter 1			$0	$14,950	$74,750
Total All Chapters			$194,954	$995,620	$1,515,964