DISTRICT ORGANIZATION AND MANAGEMENT
This chapter examines the organization and management of the Veribest Independent School District (VISD) in three subsections:
- A. Governance
- B. District Management
- C. Personnel
- D. Community Involvement
D. COMMUNITY INVOLVEMENT
Local school districts were established to be responsive to the needs of their community, which includes students, parents, non-parent residents, taxpayers, businesses, other political subdivisions and special interest groups. By the same token, if the community is to respond appropriately to the district's needs and concerns, it must be well informed about issues facing the district. For this reason, districts need mechanisms to disseminate information and to gather feedback from community members.
Effective two-way communication enables school districts to win the confidence, support and involvement of their local communities. Similarly, school districts need the support of local organizations and businesses to enhance educational programs. A good partnership and outreach program needs to be in place; one that fosters the district's relationship with the community and supports school activities.
Texas school districts use a variety of methods to generate community involvement. Some school districts have large departments dedicated to this job, while smaller districts must rely on a handful of people who perform a variety of community relations duties. The board of trustees can also play an important role in community involvement. Boards perceived as accessible and sensitive to citizens' concerns are less likely to be seen as insulated from the community.
An effective school district community relations program can be established through regular communication with the media, parents, business and community leaders, students and employees.
Community involvement usually includes activities that enable parents, business leaders and others with an interest in public education to have a voice in a school district's activities. Many of these activities can be visible in the community, so the superintendent or a high-ranking administrator usually handles the coordination of these activities.
In VISD, the district's superintendent is largely responsible for community involvement, although the principal and teachers are also involved.
FINDING
VISD does not post news or messages for parents and the community on its Web site. The district does produce a weekly newsletter, published by the high school English class under the direction of the Journalism teacher. The newsletter is taken home to parents each week by students.
Despite this effort, a large percentage of parents and teachers feel that the district does not communicate well with parents. Exhibits 1-20 and 1-21 summarize the results of the TSPR surveys administered to parents and teachers for their opinions on the district's organization and management issues.
Exhibit 1-20 Source: TSPR survey of VISD parents, April 2001.
Parent Survey Responses
Survey Questions Strongly Agree Agree No Opinion Disagree Strongly Disagree The district regularly communicates with parents. 7.7% 33.8% 6.2% 43.1% 9.2% District facilities are open for community use. 12.3% 56.9% 18.5% 7.7% 4.6% Schools have plenty of volunteers to help students and school programs. 13.8% 44.6% 15.4% 18.5% 7.7% As shown in Exhibits 1-20 and 1-21, 52 percent of VISD parents and 36 percent of VISD teachers surveyed feel that the district does not communicate regularly with parents. Given that VISD does not have its own local television and radio stations, a district newsletter and web page are the best means of communicating to the public.
Exhibit 1-21 Source: TSPR survey of VISD teachers, April 2001. * Rounded off percentages may not add to 100 percent.
Teacher Survey Responses*
Survey Questions Strongly Agree Agree No Opinion Disagree Strongly Disagree The district regularly communicates with parents. 0.0% 54.5% 9.1% 36.4% 0.0% The local television and radio stations regularly report school news and menus. 0.0% 27.3% 0.0% 27.3% 45.5% Schools have plenty of volunteers to help students and school programs. 0.0% 36.4% 9.1% 45.5% 9.1% District facilities are open for community use. 27.3% 36.4% 27.3% 0.0% 9.1% Many school districts that maintain Web sites use this mechanism to inform parents and community members of important district news or bulletins and any upcoming events. VISD has an instructional technology class and could easily incorporate a similar program, which would keep the community well-informed about district activities.
Recommendation 12:
Post news and bulletins on the district's Web site.
Posting news and bulletins on the district's Web site will enable VISD to further ensure that they are communicating to parents and the community.
IMPLEMENTATION STRATEGIES AND TIMELINE
1. The superintendent meets with the instructional technology teacher to plan for including news and bulletins on the district's Web site. October 2001 2. The instructional technology teacher implements the plan. November 2001 FISCAL IMPACT
This recommendation can be implemented with existing resources.
FINDING
VISD does not routinely solicit donations from businesses in the community and within Tom Green County. With the exception of the contributions made by the Concho Valley Electric Cooperative when partnering with the district in the Qualified Zone Academy Bonds (QZAB) program, there have been few business or community contributors to the district.
Another large business, Ethicon has been approached about helping support the district, but they have not been interested in participating. The superintendent and board members say there are few other businesses in the town of Veribest.
Some small school districts near larger communities tap businesses in those communities to form partnerships. Other districts have created education foundations composed of business leaders, parents and other interested parties who sponsor fund-raising activities such as community carnivals and golf tournaments.
Recommendation 13:
Establish partnerships with area businesses.
While there are few businesses in Veribest, VISD could begin by asking parents if their employer would be interested in becoming a partner with the district. The district could also request the PTA or similar organizations assist in identifying businesses. VISD would benefit from business relationships either monetarily through donations and sponsorships or mentoring programs by employees of these businesses. In return, VISD could provide free advertising in the district newsletter or on the Web page.
IMPLEMENTATION STRATEGIES AND TIMELINE
1. The superintendent meets with PTA and other organizations to solicit their assistance. September 2001 2. The superintendent writes an article in the VISD newsletter requesting parent and community assistance. October 2001 3. The superintendent and principal contact organizations and pursue business partnerships and determine what the business will provide the school. November 2001 through May 2002 FISCAL IMPACT
This recommendation can be implemented with existing resources.