DISTRICT LEADERSHIP, ORGANIZATION
AND MANAGEMENT
This chapter reviews the district leadership, organization and management of the Llano Independent School District (LISD) in the following sections:
- A. Governance
- B. District Management
- C. Planning and Evaluation
- D. Personnel
- E. Community Involvement
An elected board of trustees governs school districts in Texas. To a great extent, the ability of a board to perform its duties effectively is determined by their members' knowledge and their recognition of the difference between their roles from that of the superintendent. The superintendent serves as the administrative leader responsible for policy implementation and day-to-day operations. An effective superintendent supports the board's responsibility as policy maker.
While the board sets policy, the superintendent implements that policy and manages the district in the most cost-effective and efficient manner possible.
Effective school districts also establish mutually beneficial relationships with community members, parents, civic and other organizations and business leaders. By encouraging the participation of each of these groups, the district puts its collaborative efforts towards a positive educational experience for each student.
BACKGROUND
A school district with an enrollment of 1,890 for 2002-03, LISD is located in the City of Llano in Llano County, which lies in the Texas hill country. The district serves its students in one high school, one middle school, one junior high school and two elementary schools.
On May 19, 1949 the Llano County Board of School Trustees abolished 21 common school districts and consolidated the common school districts with the Independent Free School District of the Town of Llano. The consolidation resulted from the passage of Senate Bill 115 during the 51st Session of the Texas Legislature. SB 115, popularly known as the Gilmer-Aikin Law, was passed to increase the authority of the State Board of Education; create funding for Texas public schools; and improve the efficient administration of Texas public schools.
LISD selected four Texas school districts to serve as peer districts for comparative purposes: Barbers Hill, Glen Rose, Ingram and Wimberley. All districts are comparable in student population except Barbers Hill, which is approximately 50 percent larger. In 2002-03, LISD had the lowest ratio of student to professional staff when compared to the peer districts (Exhibit 1-1).
Exhibit 1-1 Source: Texas Education Agency (TEA), Public Education Information Management System (PEIMS), 2002-03.
Student Population and Professional Staff
LISD and Peer Districts
2002-03
District Students Professional
FTEStudent
Professional
RatioBarbers Hill 2,945 283 10.4 Wimberley 1,812 190 9.5 Ingram 1,510 176 8.6 LISD 1,890 246 7.7 Glen Rose 1,678 198 8.5 In January 2003, following a series of controversies and allegations of wrongdoing, the LISD board requested an audit from the Texas Association of School Business Officials (TASBO). In March 2003, TEA performed a District Effectiveness and Compliance (DEC) review of the district. Based on investigations by the District Attorney's Office for the Thirty-Third Judicial District that resulted in indictments by a Llano County grand jury, the board placed Superintendent Jack Patton on administrative leave in February 2003. At an April 2003 meeting, the board proposed termination of his contract and sent him written notice outlining numerous allegations of misconduct. Mr. Patton has appealed the proposed termination to TEA. Mr. Patton is scheduled for an August trial on two indictments for open records violations and has a September trial to answer felony indictments for tampering with government records. In April 2003, the board hired Dr. Ruben Corkill as interim superintendent; he served until June 3, 2003. The board appointed the assistant superintendent, Mr. Dennis Hill, as acting superintendent on June 4, 2003.
In an effort to balance its budget and restore financial stability to the district, LISD declared financial exigency in April 2003 and implemented a reduction in force (RIF) for 2003-04. In May 2003, the board adopted a plan to close the middle school and move grade 5 students to the elementary schools and grade 6 to the junior high.
Exhibit 1-2 displays the LISD organizational chart.
Exhibit 1-2 Source: LISD superintendent's office.
LISD Organization Chart
2002-03The superintendent serves as the district's chief executive officer. He has delegated the supervision of the principals to the assistant superintendent. The principals have a great deal of autonomy in the managing each school. The Special Education director, Athletic director, Maintenance director and Child Nutrition Program director communicate with the principals but work independently. They consult with the principals on actions in their schools.
