Mission: All students will graduate prepared and ready for college or career.
Midland ISD School Board of Trustees
Mission: All students will graduate prepared and ready for college or career. 2
MIDLAND ISD AT-A-GLANCE
Mission: All students will graduate prepared and ready for college or career. 3
MIDLAND ISD SCHOOL BOARD
Seven members of the Midland community are elected by voters from single-
member districts to serve four year terms on the School Board.
The Midland ISD School Board conducts district programs in accordance with
the state constitution and standards set by the Texas Education Agency (TEA).
A policy-making body, the board delegates day-to-day administration to
Superintendent Orlando Riddick.
The School Board has completed Lone Star Governance training. As a result,
the School Board has defined three student outcome goals, goal progress
measures (GPM), and a Theory of Action.
Mission: All students will graduate prepared and ready for college or career. 4
MIDLAND ISD SCHOOL BOARD
MISSION STATEMENT
All students will graduate prepared and ready for college or career.
SCHOOL BOARD’S ROLE
1) Ensure creation of a shared mission/vision that promotes improved student
outcomes. The Board shall accomplish this by incorporating the community’s
vision and values into student outcome goals, Superintendent constraints, and
Board constraints.
2) Measure and communicate how well the mission/vision is being
accomplished. The Board shall accomplish this by collectively ensuring
accountability through monthly monitoring of District performance to ensure
progress toward the vision and values and regular communications to the
community.
Mission: All students will graduate prepared and ready for college or career. 5
MIDLAND ISD SCHOOL BOARD
SCHOOL BOARD’S ROLE CONTINUED:
3) Provide guidance and direction for accomplishing the mission/vision. The Board shall
accomplish this by creating structure for the District through distinct Board and
Superintendent roles and responsibilities, which includes selecting the Superintendent,
delegating to the Superintendent the authority and responsibility to implement the Board’s
goals within law and the Superintendent constraints, and considering and voting on the
Superintendent’s recommendations.
4) Work with the Superintendent to lead the District toward the mission/vision. The Board
shall accomplish this by behaving in a manner that demonstrates the unity of the Board and
the District.
5) Promote the mission/vision. The Board shall accomplish this by providing advocacy for
students, families, staff, and stakeholders.
Mission: All students will graduate prepared and ready for college or career. 6
SUPERINTENDENT OF SCHOOLS
SUPERINTENDENT’S ROLE:
The Superintendent, as the Board’s sole designee (excluding the school
attorney and the internal auditor) for managing District operations, shall be
responsible for accomplishing the Board’s student outcome goals within the
boundaries provided by the Board and Superintendent constraints and state and
federal law.
State and federal law require Board adoption of policies on a variety of topics. The
Board’s adopted policies in the District’s local policy manual constitute compliance
with these legal requirements.
Mission: All students will graduate prepared and ready for college or career. 7
SUPERINTENDENT OF SCHOOLS
SUPERINTENDENT’S ROLE CONTINUED:
In accordance with state law, the Superintendent shall be responsible for preparing
recommendations for policies to be adopted by the Board, overseeing
implementation of adopted policies, and developing appropriate administrative
regulations. In recommending policy for Board adoption, the Superintendent shall
identify when the Board is required to adopt policy or has statutory decision-making
authority that cannot be delegated to the Superintendent. Required Board policy
addressing administrative issues shall be handled by consent agenda, with the
Superintendent informing the Board of substantive changes.
Any operational issues not required to be Board-adopted shall be addressed in
administrative regulations, and the Board shall take necessary steps to remove
from all policies in C–G series within the local policy manual.
Mission: All students will graduate prepared and ready for college or career.
STUDENT OUTCOME GOALS
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GOAL #1
The percentage of students in kindergarten–grade 2 who are reading on or above grade level on two measures shall increase from 50 percent to 75 percent by the end of school year 2020.
ANNUAL TARGETS
School Year 2016-17 55%
School Year 2017-18 62%
School Year 2018-19 69%
School Year 2019-20 75%
Mission: All students will graduate prepared and ready for college or career.
GOAL #1
The percentage of students in kindergarten–grade 2 who are reading on or above grade level on two measures shall increase from 50% to 75% by the end of school year 2020.
GPM 1.1 GPM 1.2 GPM 1.3
The percentage of students in
kindergarten – grade 2 who are
reading on or above grade level on
iStation/iEspañol will increase from
57% to 85% by the end of school year
2020.
The percentage of students in
kindergarten – grade 2 who are
reading on or above grade level on
Fountas & Pinnell (F&P) will increase
from 68% to 85% by the end of
school year 2020.
The percentage of prek students
producing 40 letter sounds on a District
checkpoint will increase from 72% to
85% by the end of school year 2020.
STUDENT OUTCOME GOALS
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Mission: All students will graduate prepared and ready for college or career.
STUDENT OUTCOME GOALS
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GOAL #2
The percentage of students in grades 3–8 who meet standards on both reading and mathematics STAAR shall increase from 52 percent to 75 percent by the end of school year 2020.
ANNUAL TARGETS
School Year 2016-17 57%
School Year 2017-18 65%
School Year 2018-19 70%
School Year 2019-20 75%
Mission: All students will graduate prepared and ready for college or career.
GOAL #2
The percentage of students in grades 3–8 who meet standards on both reading and mathematics STAAR shall increase from 52 percent to 75 percent by the end of school year 2020.
GPM 2.1 GPM 2.2 GPM 2.3 GPM 2.4
The percentage of students in
grades 3–8 on track to meet
passing standard on both
reading and math District
checkpoints will increase from
52% to 75% by the end of school
year 2020.
The percentage of economically
disadvantaged students in grades
3–8 on track to meet passing
standard on both reading and
math District checkpoints will
increase from 39% to 70% by the
end of school year 2020.
The percentage of students in
grades 3–8 on track to meet the
highest passing standard
(Masters grade level) on both
reading and math District
checkpoints will increase from
6% to 15% by the end of school
year 2020.
The percentage of students in
grades 3–8 who score on or
above grade level in reading
and score proficient or
advanced in math will increase
from X percent to Y percent by
the end of school year 2020.
STUDENT OUTCOME GOALS
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Mission: All students will graduate prepared and ready for college or career.
STUDENT OUTCOME GOALS
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GOAL #3
The percentage of students in The four-year graduation rate shall increase from 85 percent for the graduating class of 2015 (reported in November 2016) to 95 percent for the graduating class of 2020 (reported in November 2021).
ANNUAL TARGETS
School Year 2016-17 87%
School Year 2017-18 89%
School Year 2018-19 91%
School Year 2019-20 93%
School Year 2020-21 95%
Mission: All students will graduate prepared and ready for college or career.
GOAL #3
The four-year graduation rate shall increase from 85% for the graduating class of 2015 (reported in November 2016) to 95% for the graduating class of 2020 (reported in November 2021)
GPM 3.1 GPM 3.2
The percentage of first-year grade 9
students earning 6 or more credits will
increase from 79% to 88% by the end
of school year 2020.
The percentage of first-year freshmen
leaving grade 9 with Algebra I credit will
increase from 79% to 91% by the end of
school year 2020.
STUDENT OUTCOME GOALS
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Mission: All students will graduate prepared and ready for college or career.
CONSTRAINT #1
The Superintendent will not allow any campuses to not fully implement and maintain Professional Learning Communities (PLC).
SUPERINTENDENT CONSTRAINTS
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CONSTRAINT PROGRESS MEASURE
In all five elements of the PLC Implementation Rubric, at least 80 percent of teams at each campus will achieve or maintain “refinement” or “internalized” and remaining teams will show annual growth by the end of school year 2020.
ANNUAL TARGETS
School Year 2016-17 9 campuses
School Year 2017-18 18 campuses
School Year 2018-19 27 campuses
School Year 2019-20 35 campuses
Mission: All students will graduate prepared and ready for college or career.
CONSTRAINT #2
The Superintendent will not allow adult convenience or preference to take priority over the academic progress of students.
SUPERINTENDENT CONSTRAINTS
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CONSTRAINT PROGRESS MEASURES
The percentage of students at “improvement required” campuses will decrease from 21 percent to zero percent by the end of school year 2020. (October 2016 snapshot is baseline for a number of students.)
ANNUAL TARGETS
School Year 2017-18 10%
School Year 2018-19 5%
School Year 2019-20 0%
Mission: All students will graduate prepared and ready for college or career.
CONSTRAINT #2 CONTINUED
The Superintendent will not allow adult convenience or preference to take priority over the academic progress of students.
SUPERINTENDENT CONSTRAINTS
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CONSTRAINT PROGRESS MEASURES
The number of elementary assistant principals gaining in-role experience at complex campuses will increase from 17 to 23 by the end of school year 2020 (October 2016 baseline of 17).
ANNUAL TARGETS
School Year 2017-18 19
School Year 2018-19 21
School Year 2019-20 23
Mission: All students will graduate prepared and ready for college or career.
CONSTRAINT #3
The Superintendent will not allow “improvement required” or formerly “improvement required” campuses to have a principal with fewer than two years in-role experience.
SUPERINTENDENT CONSTRAINTS
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CONSTRAINT PROGRESS MEASURE
The number of “improvement required” or formerly “improvement required” campuses to have a principal having fewer than two years’ in-role experience will decrease from two to zero by the beginning of school year 2020 (October 2016 snapshot baseline of 2).
ANNUAL TARGETS
School Year 2017-18 0 campuses
School Year 2018-19 0 campuses
School Year 2019-20 0 campuses
Mission: All students will graduate prepared and ready for college or career.
BOARD’S CONSTRAINTS FOR THE BOARD
SCHOOL BOARD CONSTRAINTS
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1) Make modifications to, additions to, or subtractions from policy AE(LOCAL) more than once per year,
2) Collectively, or any Trustee individually, perform or appear to perform any of the roles delegated to the Superintendent, or
3) Collectively, or any Trustee individually, violate Board policy.
Mission: All students will graduate prepared and ready for college or career.
SCHOOL BOARD SELF-EVALUATION
The Board shall conduct formative self-evaluations at least quarterly and, within 45 days prior to conducting the annual Superintendent evaluation, an annual summative evaluation. The Board shall self-evaluate using the TEA Implementation Fidelity Instrument.
EVALUATIONS
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SUPERINTENDENT EVALUATION
The Board shall annually evaluate the Superintendent based on the District’s achievement of the Board’s student outcome goals and compliance with the Superintendent constraints. Accomplishment of at least 80 percent of the adopted progress measures’ (Goal Progress Measures and Constraint Progress Measures) annual targets shall be an automatic indicator of success; below that threshold, the Board’s judgment shall be the indicator of success.
Mission: All students will graduate prepared and ready for college or career.
SCHOOL BOARD THEORY OF ACTION:
• Every MISD staff member shall have a growth mindset and a “no excuses” philosophy.
• Midland ISD shall begin to transition from the Managed Instruction theory of action to an Earned Autonomy theory of action with the goal of having implemented a System of Great Schools theory of action by 2027.
• In an Earned Autonomy theory of action, the central administration shall directly administer some campuses and shall grant varying levels of autonomy to other campuses. The central administration shall clearly define operational thresholds that deserve higher levels of autonomy and the specific autonomies earned, consistent with the Board’s student outcome goals and constraints.
• The administration shall methodically identify paths for performance improvement, align educator incentives with student performance, and ensure that educator placement is a function of student needs rather than adult preferences.
THEORY OF ACTION
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Mission: All students will graduate prepared and ready for college or career.
SCHOOL BOARD THEORY OF ACTION CONTINUED:
• Responsibility for accomplishing the Board’s student outcome goals while operating within the Board’s constraints shall vary by context between the central administration and the campus administration.
• Within no more than five years, the District shall have begun transition to a System of Great Schools theory of action where central administration grants autonomy to schools, empowers parents to make choices, creates performance contracts with campuses, annually evaluates performance of and demand for schools, and makes strategic decisions regarding growing access to high-performing schools and addressing low performers.
• To begin this transition, the District shall immediately explore in-District charter opportunities. Campus performance contracts shall require the campus to accomplish the Board’s student outcome goals while operating within the Board’s other constraints.
THEORY OF ACTION
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Mission: All students will graduate prepared and ready for college or career. 22
Our community is known for its pioneering spirit. We have one of the most
robust economies in the state. Shouldn’t our public school system reflect the same?
Just as local businesses and entrepreneurs thrive in a competitive environment
with innovative and transformative ideas, so must Midland ISD.
The radical transformation of our district has begun. We refer to this bold,
student-centered change as “Midland on the Move”.
MIDLAND ON THE MOVE
Mission: All students will graduate prepared and ready for college or career. 23
MIDLAND ON THE MOVE
We are excited to continue the conversation with Midland’s community and business
leaders to continue innovating as part of a master city-wide planning effort to create
the best learning opportunities and environments for our students.
Mission: All students will graduate prepared and ready for college or career. 24
School Performance Framework
Improving student outcomes by measuring
campus performance and student progress
Lone Star Governance Training
School Board training resulting in
defined board goals and Theory of Action
District of Innovation
Pursuing innovation, autonomy and local
control
MIDLAND ON THE MOVE
ENABLERS
Mission: All students will graduate prepared and ready for college or career. 25
QUESTIONS?