Progress Report
Aransas County Independent School District
November 2003Introduction
In October 2001, Comptroller Carole Keeton Strayhorn began a comprehensive review of the Aransas County Independent School District (ACISD) at the request of ACISD's Board of Trustees. In May 2002, the Comptroller issued a final report detailing 114 recommendations that could result in a net savings of more than $3.9 million by 2006-07 if fully implemented. During May 2003, TSPR staff returned to assess the district's progress in implementing the recommendations.
ACISD has implemented, or is in the process of implementing, 110 of the proposals, or 96 percent. The district has saved a net of nearly $1.3 million to date and expects those savings to grow to nearly $7.6 million over five years, or nearly double the originally estimated amount of savings.
Since 1991, TSPR has recommended more than 7,600 ways to save taxpayers more than $780 million over a five-year period in more than 100 public school districts throughout Texas. TSPR also conducts follow-up reviews of districts that have had a least one year to implement recommendations. More than 60 subsequent reviews show that school districts have acted on more than 90 percent of TSPR's proposals, saving taxpayers nearly $135 million, with the full savings estimated to grow in the future.
Improving the Texas School Performance Review
Comptroller Strayhorn, who took office in January 1999, consulted school district officials, parents and teachers from across Texas and carefully examined past reviews and progress reports in an effort to make the Texas School Performance Review (TSPR) more valuable, even vital, to the state's more than 1,000 school districts. With the perspective of having served as a teacher, and later a school board president, the Comptroller has vowed to steer TSPR toward being more accountable to local school districts and the communities they represent.
Comptroller Strayhorn began by establishing new criteria for selecting school districts for future reviews. Priority is given to districts judged poor performing-academically or financially-and to hands-on reviews that will benefit the greatest number of students.
Recognizing that only about 51 cents of every education dollar is spent on instruction, Comptroller Strayhorn's goal is to drive more of every education dollar directly into the classroom. In addition, no longer are school districts' best practices and exemplary models buried inside individual TSPR reports. Instead, Comptroller Strayhorn has ordered best practices and exemplary programs to be shared quickly and systematically among all the state's school districts and with anyone who requests such information. There is simply no reason for a district that has solved a problem well to keep the solution to itself. Comptroller Strayhorn has directed TSPR to serve as an active clearinghouse of the best and brightest ideas in Texas public education. Best practices identified in the original review are now included in the Comptroller's best practices database, A+ Ideas for Managing Schools (AIMS), which is accessible on the Web at www.aimsdatabase.org.
Under Comptroller Strayhorn's approach, the TSPR team and consultants work with districts to:
- ensure students and teachers receive the support and resources necessary to succeed;
- identify innovative options to address core management challenges;
- ensure administrative activities are performed efficiently, without duplication and in a manner that spurs education;
- develop strategies to ensure the districts' processes and programs are continuously assessed and improved;
- understand the links among the districts' functional areas and determine ways to provide a seamless system of services;
- challenge any process, procedure, program or policy that impedes instruction and recommend ways to reduce or eliminate obstacles; and
- put goods and services to the "Yellow Pages test"-government should do no job if there is a business in the Yellow Pages that can do that job better and at a lower cost.
Finally, Comptroller Strayhorn has opened her door to Texans who share her optimism about TSPR's potential. Suggestions to improve school reviews are welcome at any time. The Comptroller is a staunch believer in public education and public accountability.
Detailed information can be obtained from TSPR by calling 1-800-531-5441 extension 5-3676, or by visiting the Comptroller's Web site at www.window.state.tx.us.
On October 15, 2001, TSPR began conducting on-site work in Aransas County. The Comptroller contracted with SoCo Consulting, Inc., an Austin-based firm, to assist with the review. The review team interviewed district employees, school board members, parents, business leaders and community members and held a public forum in the cafeteria of the high school, on October 15, 2001 from 5 p.m. to 8 p.m.
To obtain additional comments, the review team conducted small focus group sessions with teachers, principals, district employees and community members in Aransas County. The Comptroller's office also received letters and phone calls from a wide array of parents, teachers and community members.
To ensure that all stakeholder groups had input, TSPR sent surveys to students, parents, teachers, campus and central administrators, and support staff.
The review team received 702 responses from 82 administrative and support staff; 11 principals and assistant principals; 99 teachers; 338 students; and 172 parents. The review team also consulted two databases of comparative educational information maintained by the TEA ― the Academic Excellence Indicator System (AEIS) and the Public Education Information Management System (PEIMS).
ACISD selected peer districts for comparisons based on similarities in student enrollment, student performance and community characteristics along with student demographics. The selected peer districts were Kerrville, Point Isabel, Tuloso-Midway, Flour Bluff and Gregory-Portland ISDs. TSPR also compared ACISD to district averages in TEA's Regional Education Service Center II (Region 2), to which ACISD belongs, and the state as a whole.
During its six-month review, TSPR developed recommendations to improve operations and save taxpayers nearly $4.3 million by 2006-07. Cumulative net savings from all recommendations (savings minus recommended investments or expenditures) could reach more than $3.9 million by 2006-07.
Located in Texas' Coastal Bend region about 30 miles from Corpus Christi, ACISD serves the towns of Rockport and Fulton along with the majority of Aransas County. The district covers about 200 square miles. ACISD residents range from low-income families to significantly wealthy retirees located in Rockport. The main source of the district's property wealth comes from local housing, specifically the Key Allegro community.
In 2002-03, ACISD served 3,374 students consisting of 60.4 percent Anglo, 32.5 percent Hispanic, 2.5 percent African American and 4.5 percent other. The district has 52.6 percent of its students classified as economically disadvantaged.
In 2001-02, 94.8 percent of all students passed the reading portion of the Texas Assessment of Academic Skills (TAAS) test; 95.9 percent passed the math portion of the test; 90.5 percent passed the writing portion of the test; and 89.4 percent of students passed all tests taken. TEA rated ACISD as Recognized. In spring 2003, 81.1 percent of ACISD grade 11 students met the English Language Arts standard of the Texas Assessment of Knowledge and Skills (TAKS) test; 78.8 percent met the mathematics standard; 70.1 percent met the science standard; 94.4 percent met the social studies standard; and 56.4 percent met the standard for all tests taken, exceeding state and regional averages in all of these areas.
The district's annual budget for 2002-03 was more than $23.7 million. In 2002-03, ACISD budgeted 51.2 cents of every tax dollar on classroom instruction compared to the state average of 51 cents. In 2002-03, the district employed a staff of 528 individuals of which teachers made up 50 percent.
Over the last year, the district experienced significant changes. The district completely realigned its schools and closed Rockport Elementary in 2002-03, eliminating the need for attendance zones. The new alignment includes pre-kindergarten through kindergarten at Little Bay Primary School; grades 1 through 3 at Live Oak Learning Center; grades 4 and 5 at Fulton Learning Center; grades 6 through 8 at Rockport-Fulton Middle School and grades 9 through 12 at Rockport-Fulton High School. Students now attend their neighborhood schools.
While work continues in the district, both ACISD staff and TSPR team members have a sense both of steady progress and commitment to progress.The district has implemented 74recommendations; has 36 in various stages of progress; three have been reviewed but not implemented; and one was rejected. (See Appendix A for details on the recommendations' status.)
Aransas County ISD Report Card
Excellent = More than 80% complete
Chapter Total Complete In Progress Not Implemented Rejected Percent Complete/ In Progress Grades District Organization and Management 14 9 4 1 0 64%/29% Satisfactory Educational Service Delivery 11 9 2 0 0 82%/18% Excellent Personnel Management 11 9 2 0 0 82%/18% Excellent Facilities Use and Management 16 8 8 0 0 50%/50% Satisfactory Asset and Risk Management 9 5 4 0 0 56%/44% Satisfactory Financial Management 7 5 2 0 0 71%/29% Satisfactory Purchasing 5 3 1 1 0 60%/20% Satisfactory Computers and Technology 6 5 1 0 0 83%/17% Excellent Food Services 12 7 5 0 0 58%/42% Satisfactory Transportation 10 5 5 0 0 50%/50% Satisfactory Safety and Security 13 9 2 1 1 69%/15% Satisfactory Overall Grade 114 74 36 3 1 65%/32% Satisfactory
Satisfactory = 80% to 100% complete or in progress
Needs Work = Less than 80% complete or in progressExemplary Programs and Practices
TSPR identified numerous "best practices" in ACISD. Through commendations in each chapter, the report highlights model programs, operations and services provided by ACISD administrators, teachers and staff. The Comptroller encourages other school districts throughout Texas to examine these exemplary programs and services to see if they could be adapted to meet local needs. TSPR's commendations include the following:
- The superintendent prepares a monthly calendar of board events, outlining major board activities. The calendar of board events reminds the board of the main activities it must complete each month. The calendar helps the board know what to expect at any given time of year, ensures the board does not overlook any major responsibilities, helps prepare in advance for regular tasks, assists in scheduling work and ensures the board receives the regular information on district progress and operations.
Since the review, ACISD has prepared the board agenda as an administrative team. Board members receive their packets one week in advance of the meeting. The superintendent e-mails the board members important activity dates and school newsletters.
- The ACISD Education Foundation provides grants for creative and innovative approaches to education. Aransas County business leaders and community members formed an education foundation to benefit the district through private grants and community involvement. The foundation provides private funds for educational programs and activities, which either have not been funded or have been under-funded by the district's normal operating budget. These funds will be used to facilitate student achievement and skill development, to recognize and encourage staff excellence and to expand community involvement in education.
The ACISD Education Foundation has distributed about $116,000 in four rounds of grant awards to teachers for innovative projects. The ACISD Education Foundation hosted a "Shining Stars Over Aransas County"banquet in May 2003 honoring teachers and students.
- While serving students of many languages and nationalities, few LEP students in ACISD are being exempted from the TAAS. ACISD serves students representing many nationalities and many languages, including Spanish, Vietnamese, Laotian, German, Japanese, Libyan and East Indian, however almost all of these students take the TAAS test. ACISD exempted 0.5 percent of its LEP students from taking the TAAS in 2000-01 districtwide.
Since the review, ACISD has continued the practice of allowing LEP students to take the state assessment, exempting only 0.7 percent of its LEP students districtwide in 2002-03.
- Implementing a newspaper campaign that identifies delinquent taxpayers has increased tax collections. In May 2001, the ACISD Board of Trustees passed a resolution to allow the Aransas County tax assessor collector to post an advertisement of the top 100 delinquent taxpayers. The district's law firm also sent letters to the past-due taxpayers warning them of the pending advertisement if their taxes were not paid. As a result of the campaign, the district entered into 40 written installment agreements with delinquent taxpayers boosting the district's amount of delinquent taxes collected.
In April 2003, the ACISD board again approved publishing a list of delinquent taxpayers in the local newspaper. The district has entered into 434 written installment agreements with delinquent taxpayers since beginning this practice.
- ACISD has standardized information technology hardware and software. While making a significant investment in its network and communications infrastructure, ACISD has standardized its hardware and software to ensure it can provide good support to staff and management. Using this infrastructure, ACISD can transmit data at high speeds and is capable of delivering large volumes of data directly to any computer system anywhere in the district.
Since the review, ACISD has continued to improve technology. The district hired an additional technician and developed a five-year technology plan.
- The district reduced their transportation costs by leasing vehicles for its driver education program. ACISD leases two new minivans in its driver education program that would cost $25,310 each to purchase excluding the cost of insurance and vehicle maintenance. The monthly lease is $300 each, for a total cost of $5,400. By leasing, the district gets the use of brand new vehicles each year and returns them when the school year is over.
ACISD continued this practice in 2002-03, eliminating one van due to a decrease in enrollment. In 2003-04, the driver education program was discontinued and now no vehicles are leased.
- The Human Resources Department advertises for open positions using the Internet and select nonprofit agencies to attract qualified applicants and save money. The district posts job openings on the Internet to save advertising expenditures. In previous years, the district posted job openings in various local papers and some of the major newspapers in the state. However, ACISD found in recent years that advertising on the Internet and with select nonprofit groups saves money while producing qualified applicants. In 1997-98, the district spent $14,312 on advertising expenditures for vacant positions. In 2000-01, the district reduced expenditures to $2,498.
ACISD continues to post job openings on the Internet, reducing its recruitment expenditures. In 2002, the district spent $1,040 and in 2003 just $162 for newspaper advertisements.
The following are some of the key recommendations that administrators and staff said they believe had the greatest impact on district operations. The highlighted recommendations are organized by chapter and by the area of operation as contained in the original report. The comments came from district administrators during the TSPR team's follow-up visit to the district.
District Organization and Management
Recommendation 4: Encourage board members to take their required hours of training each year. In addition to all board members completing the minimum number of required hours, the board has discussed the need for training to be effective as a team and focuses on issues important to helping children receive the best education possible. For the last two years, board members had a 100 percent attendance at the Texas Association of School Administrators/Texas Association of School Boards convention and are a 2003 Regional Honor Board.
Educational Service Delivery
Recommendation 19: Train appropriate staff to provide services to gifted and talented students. A board member who is a retired teacher and holds a master's degree in gifted education and a teaching certificate in G/T education donated time to provide the 30-hour G/T comprehensive training to all elementary school teachers and the six-hour update to middle school and high school teachers. By training all teachers in the techniques for teaching G/T students, the district has improved the delivery of instruction and instructional lesson plans as well as the level of instruction for all children.
Personnel Management
Recommendation 29: Conduct a salary and compensation study and create a salary schedule that is equitable for all employees and positions. During summer 2002, Human Resources completed and implemented a salary study and compensation range for all district positions, resulting in districtwide equity. After surveying Region 2, comparable-sized districts, the City of Rockport and local area businesses, the district developed criteria and salary ranges so it can be competitive in the market. This recommendation has enabled ACISD to achieve position and gender equity, improving district morale.
Facilities Use and Management
Recommendation 50: Appoint a full-time energy manager. The director of Operations has been working with energy managers in other districts and exploring the feasibility of a contract with an energy management company. The contract would guarantee district energy savings by providing an energy manager and an extensive staff education training program to help improve management of energy operations and reduce energy costs.
Asset and Risk Management
Recommendation 57: Create an action plan to adopt the state health plan for 2002-03. The board unanimously approved the TRS Active Care plan in September 2001, and after training sessions for benefits administration and presentations on the new plan for employees in spring 2002, it became effective in October 2002. This recommendation helped the district review its current health plan and determine what would be best for its employees. The plan, which offers increased levels of coverage with increased premiums, surpasses benefits offered by the previous provider and is more affordable for employees. The enrollment and renewal process is also easier for administration and employees.
Financial Management
Recommendation 64: Revise the budget process to include campus and department management while incorporating program budgeting concepts. The budget process has been broadened to include program budgeting for the departments. The department heads from the campus and district level meet with the business manager and superintendent to develop a viable budget and also produce five-year plans. As a result, more people are involved in the budget planning process, helping to produce tighter controls on spending and ensuring good programs are adequately funded.
Purchasing
Recommendation 70: Implement an automated purchasing process for the Purchasing Department. The ACISD Technology Department designed an automated purchasing system to replace the old "paper" system. Now all requisitions are easily tracked online saving time while ensuring checks and balances, resulting in increased accountability and ensuring the district receives the best value for its purchasing dollar.
Computers and Technology
Recommendation 79: Automate the service order request within the district to allow the technology users to submit requests electronically. In 2002-03, the Technology Department designed and implemented the Online Technology Work Order System, resulting in increased speed and efficiency when responding to technology problems and user needs.
Food Services
Recommendation 81: Install a point-of-sale system in district cafeterias. The board approved a POS system at its March 2003 meeting, which will be fully operational in 2003-04. Fulton Elementary received the first POS system in May 2003. The district believes the POS systems will be more accurate and help improve student participation rates. In addition, the system will enable free and reduced-price lunch students to participate without other children knowing their financial situation.
Transportation
Recommendation 98: Automate the routing process to maximize bus capacity. The board approved bus routing software that was installed in May 2003. The district will actively employ the program during 2003-04. Replacing the manual efforts with the software system should result in efficient routing, increased ridership, inventory control and reduced costs.
Safety and Security
Recommendation 106: Repair safety and security equipment that is not in working condition and develop a plan to ensure equipment is repaired. At all campuses, safety and security equipment has been repaired or new equipment has been purchased and installed. The custodial supervisor continuously inspects fire safety equipment, and all classes have a call button and intercom systems. This recommendation has resulted in increased safety for students and staff.
ACISD has made great progress in implementing TSPR recommendations. The district has implemented 74 recommendations, has 36 in various stages of progress, reviewed but not implemented three recommendations and rejected one out right. This section addresses the key areas requiring additional attention.
Facility Use and Management
Facilities planning and management is very important for school districts. Good planning involves the community helping to identify future facility needs by evaluating enrollment, budget limitations and laws and results in a plan with actions to meet the district's facility needs. Recommendation 47 called upon the district to develop a facilities master plan, including a demographic study. ACISD started this process by entering into contract with an architect in March 2003 to assess all buildings and grounds and provide a written report to the administration and board with recommendations for future needs. ACISD has begun this plan by working with an architect to establish what types of facilities the district needs. Based on input from school board workshops, campus and district site-based decision-making meetings and administrative staff meetings, ACISD realigned grade levels pre-kindergarten through grade 5 and closed one campus. The district has not conducted any demographic study of potential future enrollment.
ACISD should move forward by more directly involving parents and community members instead of relying solely on an architect to determine the number and type of facilities the district needs for the next 10 years. Part of this plan should include a demographic study so that enrollment projections can aid in the decision-making process. Facility needs may fluctuate with student enrollment changes. However, having an initial facilities plan written and in the hands of the community will spur additional discussion allowing the plan to be a living document that is adjusted as needs change. However, without a written facilities master plan as the starting point, ACISD cannot begin to budget or plan for future facilities needs.
District Organization and Management
ACISD has begun to look at enrollment numbers to determine staffing levels, as suggested in recommendations 6 on overall staffing and recommendation 41 regarding maintenance personnel. The district has eliminated some maintenance and custodial positions and primarily used the realignment of schools and attrition to reduce other staffing levels, but now ACISD should expand this effort to also include developing staffing formulas linked to student enrollment to assist in planning, recruiting, hiring and budgeting. Workforce planning is critical to the success of a district and its students. Consistent staffing guidelines for all categories of employees enable districts to increase or reduce staff when student population increases or declines. The district should initiate periodic reviews of enrollment compared to all staffing levels to ensure that staffing numbers keep in line with any enrollment changes.
ACISD's Ideas for Improving the Texas School Performance Review
The Texas School Performance Review team does not assume that its process for performing school reviews works so well that it cannot be improved. Therefore, as part of the progress report preparation, TSPR asked Aransas County ISD staff members and administrators to discuss what went right and what went wrong-and then talk about how the process could be improved.
The feedback TSPR has received from other districts led to improvements in the review process. For example, early reports did not include implementation strategies, and districts told TSPR they needed help in getting started. As a result, the reports now include IMPLEMENTATION STRATEGIES AND TIMELINEs to complement the recommendations. Districts have told TSPR these blueprints are invaluable to achieving the desired results. It is important for TSPR to continually be mindful of those things that did not work as intended so that the review process can be improved.
ACISD administrators and board members made the following observations. Administrators felt that TSPR should try to identify more precise standards when comparing districts. For example, they believe the Southern Association of Colleges and Schools (SACS) standards are outdated and not that appropriate for Texas schools. TSPR welcomes this comment and will investigate other sources that might be used for comparisons.
Another suggestion was for TSPR to follow-up with the district earlier, possibly four to six months after a review, to initially help the district see where they are in implementing the recommendations. This is a suggestion that TSPR has heard from a number of districts. The major drawback has been a lack of people and resources for this level of follow-up, but TSPR will continue to explore other methods for providing follow-up earlier in the process.
