The district has done a good job of laying out the need for facilities and the board has been open to new ideas. It has been a good process. The question is what more do we know after the town halls that we did not know before these events. First, enrollments are projected to increase. As long as the boom continues, there seems to be an upward momentum to these numbers. Secondly, the district wants a reset for true middle schools (6-8) and high schools to include (9-12). This idea seems reasonable and makes academic sense. Third, the projections tell us that even with a third high school, our long term growth is so strong that after a dip to 4A immediately after the expansion, the high schools will move back to the 5A level within a couple of UIL alignment cycles. The bond will not meet our enrollment needs for the long term. It seems clear that based on the board’s analysis that Midland’s population may require periodic bond issues to keep up with the growth. Fourth, our current debt, including the recent elementary bond is 260 million dollars. There are no costs set to the secondary facility needs but it seems clear that if we build two high schools, one to replace the current Midland High School and a new High School, the secondary bond could double that 260 million debt. Fifth, there was some discussion of creating magnet schools, like Early College High School, for science, math, vocational or perhaps fine arts. The board has a clear vision for facilities.
What they lack is a clear academic vision for our schools. It is clear that the board has not integrated our achievement strategy with our facilities plan.
First, we need to invest money in the teachers. We need to provide teachers the highest salaries as possible. The district’s salary proposal is a step in the right direction but with need a long term commitment to building teacher salaries. Not only salaries but we need to create the best benefit packages possible to recruit the best teachers available. Develop the best health insurance available anywhere to send the clear message that we value teaching. Offer teachers money for getting into a house. In our overheated housing market, housing is going to have a huge impact on getting quality people here. In addition, we should offer current teachers abatement for their property taxes. The purpose is to reward teachers that have stayed with the district, over the long term.
The second thing is to create a teaching climate that values teachers. Give teachers freedom to teach their classes their way. Involve them in curriculum development and eliminate the use of any program that tries to “make all teachers teach the same way” or “tries to standardize daily instruction.” We should either trust teachers to teach or we should not hire them. Create a teaching environment that demands innovation and values feedback. We should cultivate a management style that demands excellence but provides training and mentoring to all teachers but especially to new teachers or struggling teachers. Teachers should be given the freedom to create inservice and training programs on skills and knowledge that teachers see as needed. Administrators must be seen as partners and I am sure that many principals do this right now. However, it must be a district wide emphasis focused by the school board and superintendent.
The third thing is to create the best evaluation system anywhere. We must hold teachers accountable and, most important, provide specific changes in preparation, in behavior, and in knowledge that teachers need to improve. Time must be carved out to do this vital task. Administrators need time to do complete evaluations and communicate that evaluation to the teachers. Each teacher should be evaluated by three different people to confirm the analysis. It will provide credibility to the evaluation when there is more than one pair of eyes doing the analysis. It will not do to say to a teacher, “Joe, you are doing great.” Or “Wow, you need to communicate better with students.” The critique must be specific and demanding. It must set clear expectations. Nationwide, half of all teachers leave the profession within the first five years. One reason is that young teachers get little mentoring during the initial part of their career. Our goal should be to create an expectation for excellence and then follow through as needed.
The fourth thing is to involve parents and other stakeholders in the school to support high expectations for all schools. Parents should be focused on the need for high standards, especially when it directly affects their child. Students take their cues from Mom and Dad. If parents value learning and have high expectations for both their child and their school, achievement is improved. MISD has to sell parents on the idea that rigor in class is important. The message must clear that learning is our first and only priority. I want my superintendent selling that message.
Fifth, we must provide facilities and resources as they are needed. The passage of the recent elementary bond is a good start. The district does a great job of providing resources to teachers but we can always do better.
Each classroom is unique and each set of students is unique. We must ask teachers what they need to do their job and provide those tools.
Many of the things that I have mentioned, the district are already doing to some degree. All these elements must be present to create the best possible teaching environment for our students. We have many great teachers in MISD. Both my sons graduated from district schools and have benefited greatly from their education from MISD. The focus must be on teachers and teaching. We must listen to parents and students to help them succeed. I know that many schools do a great job of that today. We can not be happy until every child learns at their full potential and I know that you believe that too. Many people may argue that MISD can go on a half billion dollar building project and build a cadre of great teachers too. I don’t agree. The time and the energy are just not there to do both.
We need a complete vision for our educational system, one that includes facilities but that the primary focus is on the instructional infrastructure that really makes a difference in the lives of students.
What they lack is a clear academic vision for our schools. It is clear that the board has not integrated our achievement strategy with our facilities plan.
First, we need to invest money in the teachers. We need to provide teachers the highest salaries as possible. The district’s salary proposal is a step in the right direction but with need a long term commitment to building teacher salaries. Not only salaries but we need to create the best benefit packages possible to recruit the best teachers available. Develop the best health insurance available anywhere to send the clear message that we value teaching. Offer teachers money for getting into a house. In our overheated housing market, housing is going to have a huge impact on getting quality people here. In addition, we should offer current teachers abatement for their property taxes. The purpose is to reward teachers that have stayed with the district, over the long term.
The second thing is to create a teaching climate that values teachers. Give teachers freedom to teach their classes their way. Involve them in curriculum development and eliminate the use of any program that tries to “make all teachers teach the same way” or “tries to standardize daily instruction.” We should either trust teachers to teach or we should not hire them. Create a teaching environment that demands innovation and values feedback. We should cultivate a management style that demands excellence but provides training and mentoring to all teachers but especially to new teachers or struggling teachers. Teachers should be given the freedom to create inservice and training programs on skills and knowledge that teachers see as needed. Administrators must be seen as partners and I am sure that many principals do this right now. However, it must be a district wide emphasis focused by the school board and superintendent.
The third thing is to create the best evaluation system anywhere. We must hold teachers accountable and, most important, provide specific changes in preparation, in behavior, and in knowledge that teachers need to improve. Time must be carved out to do this vital task. Administrators need time to do complete evaluations and communicate that evaluation to the teachers. Each teacher should be evaluated by three different people to confirm the analysis. It will provide credibility to the evaluation when there is more than one pair of eyes doing the analysis. It will not do to say to a teacher, “Joe, you are doing great.” Or “Wow, you need to communicate better with students.” The critique must be specific and demanding. It must set clear expectations. Nationwide, half of all teachers leave the profession within the first five years. One reason is that young teachers get little mentoring during the initial part of their career. Our goal should be to create an expectation for excellence and then follow through as needed.
The fourth thing is to involve parents and other stakeholders in the school to support high expectations for all schools. Parents should be focused on the need for high standards, especially when it directly affects their child. Students take their cues from Mom and Dad. If parents value learning and have high expectations for both their child and their school, achievement is improved. MISD has to sell parents on the idea that rigor in class is important. The message must clear that learning is our first and only priority. I want my superintendent selling that message.
Fifth, we must provide facilities and resources as they are needed. The passage of the recent elementary bond is a good start. The district does a great job of providing resources to teachers but we can always do better.
Each classroom is unique and each set of students is unique. We must ask teachers what they need to do their job and provide those tools.
Many of the things that I have mentioned, the district are already doing to some degree. All these elements must be present to create the best possible teaching environment for our students. We have many great teachers in MISD. Both my sons graduated from district schools and have benefited greatly from their education from MISD. The focus must be on teachers and teaching. We must listen to parents and students to help them succeed. I know that many schools do a great job of that today. We can not be happy until every child learns at their full potential and I know that you believe that too. Many people may argue that MISD can go on a half billion dollar building project and build a cadre of great teachers too. I don’t agree. The time and the energy are just not there to do both.
We need a complete vision for our educational system, one that includes facilities but that the primary focus is on the instructional infrastructure that really makes a difference in the lives of students.