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Recruiting- Every position in the district has a detailed job description which includes not only skills required for the position, but level of education, certifications required and years of experience needed.
Scouring-Once the applications have been submitted Human Resource (HR) will screen the applications and forward the candidates to the appropriate individual for the next step. It is imperative to carefully review the application as to ensures all requirements are met before potential employees are interviewed.
Collaboration-A potential new employee is interviewed by a team of individuals allowing for amore in-depth screening of potential employees and to gain a wider perspective of the individual.  The interview team will often include the principal, an assistant principal, the lead teacher, and potentially another department leader, such as special education, if needed.
Eliciting-The interview is designed to elicit information.  Open-ended questions are asked to gain a better understanding of the potential employee.  A review of the skills, both soft and hard, an individual brings to the team is necessary in determining a good fit.
Scrutinizing-Once the pool of applicants has been narrowed down to a few individuals the interview team can carefully review the qualifications and determine the best fit for the specific position.
Ensuring-The purpose of the interview process is to get the best.  Hiring for the sake of filling an empty position can result in the wrong person being hired.  Remember, its okay to say no to a potential new hire (C. Bell, personal interview, November 15, 2017; Education World, 2017).

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Created using PowToon -- Free sign up at http://www.powtoon.com/ . Make your own animated videos and animated presentations for free. PowToon is a free tool that allows you to develop cool animated clips and animated presentations for your website, office meeting, sales pitch, nonprofit fundraiser, product launch, video resume, or anything else you could use an animated explainer video.

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Careful implementation of human resources strategies ensures that LISD picks the best and the brightest (C. Bell, personal conversation, November 15, 2017).

Build and implement a long-term    human resources philosphy
Hire the right people
Keep them
Invest in them
Empower them
Promote diversity (Bolman & Deal, 2013, p. 140)

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New teachers with LISD are provided support throughout the year. This includes not only professional development but a teacher mentor assigned to each new teacher to assist in learning the ins and outs of their new position. LISD offers a First Year Teacher program is to provide assistance and support which leads to student academic and social success. The benefits of teachers participation are as follows:
♦ District/Campus support and assistance
♦ Non-evaluative collaboration
♦ Opportunities for reflective thought and self-assessment
♦ At least 25 SBEC Units of credit upon completion
♦ Knowledge from campus mentor and First Year Teacher coach First Year Teacher Program Participation

This program requires teachers to have responsibility in their own development which include:
♦ Attend and actively participate in New Hire Professional Learning Week
♦ Attend First Year Teacher Support Meetings Throughout the Year (2)
♦ Attend Power Hour Learnings (2 of your choice)
♦ Collaborate with First Year Teacher Coach 3 hours / month (fall), 2 hours / month (spring)
♦ Complete 4 peer observations
♦ Complete required professional readings, feedback responses and other activities assigned
♦ Attend district and/or school meetings arranged and facilitated by administration
♦ Participate in First Year Teacher Surveys (LISD, 2017).

"Teacher quality is the #1 determinant of student success"  (Education World, 2017).

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1. Organizations exist to achieve established goals and objectives (Bolman & Deal, 2013, p. 45).

The previous section reveals the seven goals established by LISD.  The goals clearly define the priorities of the district including ways in which one can reach the goal established.  Every decision made within LISD is made with these seven goals in mind.

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2. Organizations work best when rationality prevails over personal preferences and external pressures (Bolman & Deal, 2013, p. 45) .

LISD has established policies in procedures to assist in preventing personal preferences and external pressures. These policies take the guess work out of situations that might otherwise be seen as favoritism. The LISD handbook can be located online at https://www.lisd.net/cms/lib/TX01918037/Centricity/Domain/5629/Employee_Handbook_2016-2017.pdf and covers every situation.

In LISD the direct supervision of a person related by blood or marriage is prohibited.  Recently an individual was promoted to a directors position in special education.  The new directors sister also worked in the same department. To avoid the appearance of personal preference and a conflict of interest the sister was moved, laterally, to another position working under a different director

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3. Structures must be designed to fit an organization's circumstances (including its goals, technology and environment) (Bolman & Deal, 2013, p. 45) .

LISD is structure in such a way to support the goals and objectives of the district.  As a large district of over 53,000 students, and 6500 employees, it is imperative that no students be left out or overlooked. The development of zones allows for better organization of the district. The districts zones are north, south, east, and west.

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4. Organizations increase efficiency and enhance performance through specialization and division of  labor (Bolman & Deal, 2013, p. 45).

LISD consist of several departments designed to perform a variety of functions to ensure the efficiency of the district.  A few of these departments are: accounting and budgeting, career and technical education, digital learning, distribution center, construction, counseling services, safety and security, special education, professional learning, world languages, facility services and many more.

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5. Appropriate forms of coordination and control are essential to ensuring that individuals and units work together in the service of organizational goals (Bolman & Deal, 2013, p. 45).

The district has established a system of checks and balances that creates accountability in each department. While each department works toward a specific goal it is only a piece of a larger puzzle.  An example would be the special education department working together with the interventionist, occupational therapist and others to meet the needs of all special education students. Together the organizational goal of "providing all learners with safe, nurturing, inclusive and flexible learning environment" (LISD, 2017) is achieved.

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6. Effective structures fit an organization's current circumstances although problems and performance gaps arise from structural deficiencies and can be remedied through restructuring (Bolman & Deal, 2013, p. 45).

The current needs of each campus is established the prior year in the Campus Improvement Plan. The budget and staffing needs are allocated for the beginning of the next school year. Our campus is unique as Purnell Support Center is not part of a feeder plan. Students are placed at Purnell as the most restrictive environment in the district. An influx of students Purnell is the result of a less restrictive environment not fitting the needs of the student. Students with severe behaviors are placed on Purnell as a last resort. Recently an addition of several DAEP students resulted in more students than could be safely accommodated in one room occurred. Lack of funds to hire another teacher, or para professional, resulted in the shifting of current teachers, paras, and classrooms to ensure the the needs of all involved are being address without the request of additional funds.

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Through a fixed division of labor, various departments are responsible for specific jobs. An example of this would be in our special education department  therapist, interventionist, occupational therapist, special education teachers all work together to determine what is best for the special education student (Bolman & Deal, 2013, p. 46).

LISD operates under the concept of a hierarchy of offices who are coorindated both vertically and laterally.  The vertical alignment deals with rules, policies, planning and control systems, basically the school board.  The lateral heirarchy provides input through a series of "formal and informal meetings and task force" (Bolman & Deal, 2013).  An example of a lateral heirarchy would be a strategic planning community or even a task force assembled to address the districts dress code.

School districts are governed by a set of rules that determine performances.  Local, state and federal laws dictate everything from the services that students will recieve, the minumin salary a teacher can be paid, to the school accreditation classification.

Lewisville ISD (LISD) develops a job description for every position in the district to ensure that specific guidelines are followed and personnel selections are made from qualifications not relationships.

LISD even  takes extra care to ensure that nepotism is not part of the district.  If two employees marry they are not allowed to work at the same campus and those in supervisory postions are no allowed to supervise individuals they are related to.  If a relationship does develop the district will accomadate one in a transfer to another part of the district.

Phi Delta Kappa indicates that teachers usually go into the field of education as a long term career. Research indicates that 27.8% of teachers are still in the same field 5 years later.

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Although the organizational chart indicates a direct line from the Board down some decisions that are not impacted by local state or federal law can be made on the individual campuses.  An example of this would be students wearing uniforms.  In LISD this has been left to the individual campuses.

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US President
US Supreme Court
US Representative
US Senators
US Department of Education
US Secretary of Education
Governor
State Legislature
State Supreme Court
State School  Board
State Education Leader
State Administrators
Regional Administration
District School Board
District Superintendent
District Administrators
Principal/Head Master
Assistant Principal
Counselors
Teacher Leaders
Teachers
Support Staff/ Paraprofessional/Volunteers
Parents
Student Leaders
Peers
Students

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Welcome back for 2017-18 school year! #LISDb2s17

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LISD measures success through a variety of formal and informal methods.  These methods include but are not limited to the following:

Texas Accountability Rating
Adequate Yearly Progress
District Improvement Plan
Students mastery of knowledge and skills
Graduation rates
Quality of students work
College Readiness
School Culture
Rates of AP classes offered
and many more (C. Bell personal conversation, November 15, 2017; Lewisville Independent School District, 2017; Texas Education Agency, 2017).

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Abelazem Hashim. (2013, October 9). Madagascar penguins best and funniest team work. [Video File]. Retrieved from https://youtu.be/DI4zp7yeuMU.

Amanpreet S. (2015, October 13). Scientific Management Theory. [Video File]. Retrieved from https://youtu.be/fK4tyKvrj04.

Bolman, L. & Deal, T. (2013). Part 2: The Structural Frame. In The Structural Frame. Reframing Organizations: Artistry, Choice, and Leadership (pp. 41-112).  Retrieved from https://blackboard.angelo.edu/courses/1/17.FALL.EDG6340DS1.khansen2/db/_2628999_1/embedded/Part%202%20pages%2041-100.pdf

Bolman, L. & Deal, T. (2013). Part 3: The Human Resource Frame. In The Structural Frame. Reframing Organizations: Artistry, Choice, and Leadership (pp. 113-183).  Retrieved from https://blackboard.angelo.edu/courses/1/17.FALL.EDG6340DS1.khansen2/db/_2628999_1/embedded/Part%202%20pages%2041-100.pdf

Donaldson, M. L. & Johnsons, S. M.  TFA Teachers: How long do they teacher? Why do they leave? PDK. Phi Delta Kappa International. Education Week. Retrieved from https://www.edweek.org/ew/articles/2011/10/04/kappan_donaldson.html.

Fletcher, A. (n.d.). Pulling back the curtain. How decisions are made in schools. Sound Out. Retrieved from https://soundout.org/how-decisions-are-made-in-school/

EL Education. (2015, March 30). New measure of students success beyond that test score. Retrieved from https://eleducation.org/news/new-measure-student-success-beyond-test-score

Kyle Ingle. (2013, September 16). Bolman and Deal's Human Resource Frame. [Video File]. Retrieved from https://youtu.be/X5oI5Ijm4aQ.

Kyle Ingle. (2013, September 10). Bolman and Deal's Structural Frame. [Video File]. https://youtu.be/RbXi15v12m8.

Lewisville ISD. (2016, August 16). Cornerstones of LISD. [Video File]. Retrieved from https://youtu.be/TmPOGbaJgcQ.

Lewisville ISD (2016, August 16).  Lewisville ISDs 2016-2017 convocation. Rise up for Lewisville ISD Convocation 2016. [Video File]. Retrieved from https://youtu.be/TH9b3d1QxUw.

Lewisville ISD (2017, August 25). One Lewisville ISD. [Video File]. Retrieved from https://youtu.be/1czBhl60FNw

Lewisville ISD.. (2017, August 28). Thank you, Teachers. [Video File]. Retrieved from https://youtu.be/XieGvtEmCN0.

Lewisville Independent School District, LISD. (2017). Why LISD? Retrieved from https://www.lisd.net/domain/100

LISD. (2017). First year teacher program. Lewisville Independent School District. Retrieved from https://www.lisd.net/Page/10551.

Litmos Heroes. (2104, December 14). How to deal with conflict. [Video File]. Retrieved from https://youtu.be/QLbGHQo4qnA.

MrKoolie. (2013, October 7). Theory X & Theory Y. [Video File]. Retrieved from https://youtu.be/u2LNeWsQOgQ.

School Districts Organizational Chart. (2017). RFFlow professional lowcharting. Retrieved from https://www.rff.com/school_orgchart.php

Teacher Selection Counts: (2017). Six steps to hiring. Education World. Retrieved from http://www.educationworld.com/a_admin/columnists/hall/hall019.shtml

Texas Education Agency. (2017). 2017 Accountability Rating System. Retrieved from https://tea.texas.gov/2017accountability.aspx

The Wallace Foundation. (2017). Measuring Success.  The Turnaround Field Guide. Retrieved from http://www.wallacefoundation.org/knowledge-center/pages/measuring-success-school-turnaround-field-guide.aspx

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Uploaded by Lewisville ISD on 2016-08-05.

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Rise Up for Lewisville ISD Convocation 2016

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This is why we do what we do!

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Uploaded by Lewisville ISD on 2017-08-28.

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This video is about Cornerstone - VO Inserts

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LISD has established seven goals for the district.  The goals are built on four Cornerstone and entrenched in the districts' attempt to be one of the best in the state (K. Talbert, personal conversation, November 14, 2017). These goals are as follows:

1. Provide all learners with safe, nurturing, inclusive and flexible learning environment (LISD, 2017).

2. Engage learners through the use of technological tools to access, create and share content as well as collaborate with other learners through out the world (LISD, 2017).

3. Reframe state readiness standards in a way that leads to profound learning and has meaning and value for students (LISD, 2017).

4. Create flexible systems that result in learning organizations supported by innovative and engaged staff (LISD, 2017).

5. Continuously involve our diverse community, staff and students to use their strengths, resources and talents to provide engaging, innovative experiences for all learners (LISD, 2017).

6. Develop and implement meaningful, varied assessments that inform and inspire students and educators for continuous improvement and growth in a way that transforms learning and teaching (LISD, 2017).

7. Design an accountability system that transcends state/national mandates and reflects local values and expectations (LISD, 2017).

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Conflicts can arise daily on our campus due to the extreme stress students placed at Purnell can create. At times staff is able to brush off the conflict when it occurs but other times an intervention is needed. Everyday staff debriefs. Discussions revolve around stressful situations, what went wrong, and what went right.  At times someones "tone" has been misunderstand, and a mediator is needed to assist in the situation.  At the end of the day our number one priority revolves around the best interest of the students (S. Piper, C. Bell, J. Poston, personal conversations, November 14, 2017).

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Lewisville ISD operates primarily After learning and analyzing the five frameworks addressed over the last eight weeks what framework do you typically use?  What are the strengths of this framework and what are the weaknesses?  When thinking about the administrative position you hope to one day attain (make sure to include this in your podcast), what frame will be you required to utilize the most?  Why?  Explain.

You will develop a podcast to present your reflection. You will paste the link to your podcast, along with a transcript in Blackboard.  You must post podcast and transcript in Blackboard for credit.

Podcast requirements:

**Podcast should be no more than 3 minutes.

**  The link you provide must go directly to your podcast. Do NOT provide simply the audio file or link to a voice recording site.  You MUST "publish" your podcast to a podcast site and provide the link.

**Link must be posted in Blackboard.

**Podcast should include your voice as this is your presentation score.

For the transcript:

**Must be submitted with your podcast in Blackboard.

**Must be an accurate transcript of your spoken  podcast.

**Adhere to APA guidelines for font, spacing, and margins.

**Submit as PDF document

You may use the site of your choosing to create your podcast.    Soundcloud and  Podbean are free  podcast resources that you may choose, or you can find your own program, as long as it will create a similar  podcast.

(K. Talbert, personal conversation, November 16, 2017).

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I was hired at LISD as a special education teacher in February 2016. I received my certification through an alternative program so my in-class experience was limited to my days as a substitute. Although LISD does have an extensive program to ensure the success of their first year teachers that was not offered for someone who is hired mid-year. I was assigned a mentor but limited other resources. The majority of my training was, and still is, by trial and error.

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Levels of uncertainty are created when changes occur rapidly.  These changes often require the implementation of new rules, procedures and "more elaborate, flexible approaches to vertical and lateral coordination" (Bolman & Deal, 2013, p. 63).

Changes within LISD can often happen without notice. As a special education teacher new curriculum is introduced, often, without any warning or preparation. Procedures on how forms are to be completed, IEP goals are developed, and what is best practice, sometimes, changes daily, without warning.  Training occurs after the fact, and at times feels as if the correct way is taught after the mistake has been made.  This level of uncertainty creates frustration for teachers (J. Bonilla, personal conversation, November 15, 2017).

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Madagascar Penguins Best and funniest Team work

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LISD is a group of teams, large and small, coming together for the betterment of the students. In fact TEAMS, Teaching Essential Academics and Motivational Skills, is my current assignment. Each member of our team is assigned a portion of a task which is part of a larger assignment. No one person is responsible for everything alone. Just as the penguins in the above video, we are all assigned a 'station'. If one person slacks off it negatively impacts the rest of the members of the team. Teachers hold themselves and each other accountable (T. Burton, personal conversation, November 18, 2017).