Galveston Independent School District
June 2000Student performance–particularly among low-income students–has dramatically improved over the last four years in the Galveston Independent School District (GISD). In the 1998-99 school year, more than 75 percent of all GISD students passed the Texas Assessment of Academic Skills (TAAS) test, compared to only 45.2 percent in 1994-95. The percentage of low-income students who passed doubled from only 33.6 percent in 1994-95 to 66.6 percent in 1998-99.
These impressive gains in student performance, however, are overshadowed by the Galveston community’s frustrations with the district’s various administrative and financial problems, including controversial travel expenses. To help restore confidence in the district and garner the community support needed to move forward, the GISD Board of Trustees became the first school district in Texas to request a Texas School Performance Review (TSPR) and put up 25 percent of the review’s cost.
After approximately six months of reviewing every aspect of the GISD operations, I am offering 130 recommendations that, if fully implemented, could result in net savings for GISD of more than $4.3 million over the next five years. These recommendations will help restore community confidence in the board and district leadership, as well as drive more of every education dollar directly into the classroom.
My number one recommendation that I want to see implemented is a significant pay raise for every teacher in the district beyond entry level with no tax increase. This will bring teacher salaries at least up to par with neighboring districts. GISD needs to focus on our most precious resource–our children. And, recruiting and retaining high-quality teachers is a key to continued improvement in student performance. The fact is that the district’s salaries are not competitive with area school districts, and it is losing 125-130 teachers per year, most with one to five years of experience. Basically, GISD is training teachers for other districts!
To get their financial house in order, GISD needs to attract and retain talented people for their top administrative positions, particularly those who deal with district finances. That is why I want to see administrative and staff salaries raised to compete with neighboring school districts.
Next, I recommend the immediate creation of a strong internal control system for oversight of board, administration and employee travel. The policy should require proof of the trip’s value, as well as guidelines on what expenses are, and are not, covered. To further help restore confidence in the district’s management, I recommend the hiring of an outside auditor to perform annual internal audits of the district’s finances along with the creation of a formal procedure to ensure that swift corrective action will be taken on any discovered irregularities.
GISD has a lot of work ahead. However, I am confident that school board members and school administrators are committed to restoring community confidence and providing the children of GISD the very best education possible.
Carole Keeton Rylander
Comptroller of Public Accounts
