Dallas Kids First d1 Disd Electionpacket2012(1)

8/2/2019 Dallas Kids First d1 Disd Electionpacket2012(1)

1/31

SummarySide-by-SideScorecard

CandidatePositions

CandidateSurveys

DISDElectionPacket(D1)

May12,2012TrusteeElection

DallasKidsFirstVoterPacket

District1|NorthwestDallas|May12,2012ElectionsWhoisDKF?DallasKidsFirst(DKF)existstoincreasecitizenengagementbyprovidingvoterswithactionableinformationaboutpublicschoolgovernance.DKFbelievesthatdistrict-widetransformationrequiresTrusteeswhowillhonestlyassessDallasISDschallengesandaggressivelymovefromstatusquothinkingtostudent-baseddecisions.Followingyearsoflowvoterturnoutandcancelledelections,DKFwantstoengageeveryDallasISDstakeholderbyshininganintenselightonschoolboardactivity,clearlyoutliningcandidatesstrengths/weaknessesanddistillingcomplexissuesintoactionablescorecards.Whats aCandidateScorecard?DKFhasgiveneachcandidateascorefromA(verystrong)toF(veryweak)basedon(i)schoolboardvotinghistory,if available;(ii)writtenresponsestoDKFsCandidateSurvey;(iii)in-person interviewswithDKFsinterviewcommittee;and(iv)demonstratedproblemsolvingsuccessingovernance.DKFscoresweredesignedtogivevotersarecognizablecandidatebenchmark.AreDKFscorestransparent?HundredsofhoursofresearchanddocumentationhavegoneintoDKFsscores,andvoterscaneasilyunderstandscoresbyreviewingthecandidaterubric,eachcandidatespositions,and(forincumbents)self-containedvotinghistorysourcedocumentspostedonwww.dallaskidsfirst.org.

Pol. Adv., Kids First PAC


2/31

CandidateScorecard(D1)


District Location VotingDate DKFReviewCompleted

1 NorthwestDallas SaturdayMay12,2012 March2012

DefiningIssues

Districtincrisis DallasISDhasseenmeaningfulimprovementsbutisstillprimarilydefinedbychallenges.SAT/ACTscoresstilllagmostTexasdistricts(90%+notcollegeready),andDallasparentsarestrugglingtodealwithunderperformingmiddleandhighschools.Trusteesmusthonestlyassessthesechallengesandaggressivelymovefromstatusquothinkingtostudent-baseddecisions.

Budgetwoes StatebudgetchallengeshavemademanagingDallasISDs$1.5billionannualoperatingbudgetextremelydifficult.Trusteesmustworktogetherinsteadofcastingblame,andfocusonbalanced,student-basedbudgeting.

Centralstaffing Recentdeparturesofkeypersonnel(e.g.,superintendent,headofinstruction,chiefofHR)providethedistrictwithauniqueopportunitytoaccelerateprogress,whichhighlightstheimportanceofelectingthebestpossibleTrusteesinthiscriticaltimeforDallasISDsfuture.

CandidateNameMichael

Greenberg

Elizabeth

Jones

Jennifer

Levy

Roland

Love

Profession ProjectManager Professor Nurse(ret.) Attorney

Status OpenSeat OpenSeat OpenSeat OpenSeat

SurveyCompleted? Yes Yes Yes Yes

InterviewCompleted? Yes Yes Yes Yes

KeyAdditionalInfo - - - -

Experience B A B C

Awareness B B A B

Perspective A A B C

Urgency B B B C

CandidateScore BStrong BStrong BStrong CModerate



3/31



WhatvaluabletraitswouldthecandidatesbringtotheDISDBoardofTrustees?

TraitMichaelGreenberg ElizabethJones

Description Score Description S

Experience RelevantprofessionalexperiencewithITandprojectmanagement,whichwouldlikelyaddvaluetotheboard.

HasinsightfromserviceasamemberofDISDsTechnologyFocusGroup.

B Verysimilarexperienceasacommissioneronthe2011DallasRedistrictingCommission.

Substantialexperienceinboardoversightrolesinvolvingfinancialmanagement,whichwouldlikelyaddimmediatevaluetotheBoard.

Relevantprofessionalexperienceasaprofessor. Hasalonghistoryofbroadcivicengagement.

Awareness Valuescommunicationandhasstatedthathewillactivelyengagestakeholdersifelected.

MayunderappreciatethecomplexityofDISDsproblemsbasedonassessments/goals.

B Familiarwithcomplexexistingpolicies. SpokeatlengthabouteveryexistingTrusteeand

respectfullyarticulatedappreciationandcommongroundwitheach.

Perspective ExperienceasaDISDparentanchorshisawarenessofthegravityofDISDschallenges.

Understandstheimportanceofattractingtoptalent,butdidntdiscussstrategiestoimplementrelatedpolicies.

A Wasanoutspokensupporterofnon-partisansolutionsthatpreservedneighborhoodbondsasaredistrictingcommissioner,whichsuggestsshewouldaggressivelysupportsimilarcommunity-basedpositionsasaTrustee.

Urgency Frameseducationissuesfromaperspectiveasafatherofayoungdaughter,andseemstoappreciatetheneedforimmediateprogress.

Isfocusedonmuchneededadministrativereform,butunclearaboutifclassroom-relatedpolicieswillbetoppriority.

B IsreportedlyfocusedonDISDreformbecauseDallaspublicschoolsprovidemanyfamilieswiththeonlyopportunityfortransformationaleconomicadvancement.

Wastheonlycandidatefocusedonadministrativeproblemsduetotheirnegativeimpactonteachereffectiveness.

Total GreenbergisastrongandcandidatethathasapplicableexperienceandavaluableperspectiveasaDISDfather.Hiscritiquesarecommonbutwellsupported(e.g.,fixadministrativeproblems,holddecisionmakersaccountable,etc.).

B Jonesisararecandidatethathasaprovenspecialtythatfitsadramaticneed(financialoversight),communicationskillsandapplicableexperienceinasimilarpublicrole.



4/31



WhatvaluabletraitswouldthecandidatesbringtotheDISDBoardofTrustees?

TraitJenniferLevy RolandLove

Description Score Description S

Experience Hasapplicableexperiencebringingtogetherdivergentconstituencieswhileadvocatingforacommongoal(nurseadministrator).

Hasexperiencenavigatingcomplexchallengesandimplementingadoptedstrategies(organtransplantationanddonationcoordinator).

Lacksalonghistoryofcivicinvolvement.

B Relevantexperienceinacomplexfield(law). Relevantexperienceonagoverningexecutive

committeeinhislawfirm.

Relevantexperienceonagoverningboardofalocalprivateschool.

Hasservedonanon-profitboard(YMCA).Awareness Veryfamiliarwithcomplexexistingpolicies.

FamiliarwithexistingTrustees. A Carefullyexplainedtheimportantdifferencesbetweenboardmanagement. Lacksathoroughunderstandingofexisting

policiesandTrustees.

Perspective ExperienceasaDISDparentanchorsherawarenessofDISDschallenges.

Familiarwithsomeproblemsduetoexperiencecreatingeducationalpathsforspecialneedschildren.

B IsanchoredbypersonalexperienceasaDISDparentandalumni.

Urgency Expressedanintensedesiretoestablishsolutionsimmediately.

Appearstohaveauniquepassionandsenseofurgencybasedonherexperienceasamotheradvocatingforachildwithspecialneeds.

B ExpressedabeliefthatnewTrusteescouldberelativelyineffectiveasnewboardmembersintermsofadvocatingforaggressiveprogress.

Total Levylacksalonghistoryofrelatedcivicorboardexperience,butexpressedarespectablecommandofnuancedpolicyissuesaswellasaseeminglygenuinepassionforanimprovedDISD.Althoughdifficulttoexplicitlyevaluate,Levyssenseofhumilitywasuniquelynotableand,ifelected,wouldlikelygiveheranadvantageasacoalitionbuilder.

B LoveisaskilledprofessionalwhocouldbringvaluetotheBoard,buthislackofdirectlyapplicableexperienceandrelativelylimitedknowledgeofkeypolicyissueswouldlikelylimithisabilitytoaggressivelyandimmediatelypursueeffectivereforms.



5/31

CandidateRubric(D1)


Whatqualitiesdefineschoolboardcandidates?

TraitDescriptionofScoring

Strong(A/B) Moderate(C) Weak(D/F)

Experience

Demonstratedhistoryofproblemsolvingsuccessesingovernance.

Someprevioussuccessesthatdemonstraterelatedproblem-solvingskills.

Lackstangiblesuccessesinsimilaenvironments.

Awareness FullyappreciatespolicysettingroleoftheBoardandisclearlyanchoredbyanawarenessofDallasISDschallenges.

GenerallyappreciatesdangersofmicromanagingandismotivatedbyDallasISDschallenges.

Lackspolicy-basedgoals,willlikemicromanagestaffand/ordoesnoappreciateDallasISDschallenges

Perspective Clearlyvaluesstudentachievementaboveallcompetinginterestsandiscommittedtoprioritizingaccordingly.

Appreciatesneedtoimprovestudentachievement,buthasnotcommittedtodata-drivendecision-making.

Failstoappreciateurgencyofneetoimprovestudentachievementandreliesonunsupportedand/oranecdotalevidenceindecision-making

Urgency Aggressiveaboutadvocatingfortangibleimprovements.

Motivatedtochangestatusquobutlackstangibleactionplanand/orlikelywillbeslowedbypoliticsornegativeattention.

Lackstangibleactionplanand/orpromotesstatusquothroughactiorinaction.



6/31

CandidatePositions(D1)


OverviewofCandidatePositionResearch

TwoofDKFsprimarygoalsare(1)trackandhighlightpositionsofDallasISDTrusteesandcandidatesand(2)distillthosepositionsintoactionableinformationforparentsandcitizens.DKFexpectsthatmakingsenseoutofajargon-filled,emotionalandoftendivisivesubjectwillincreaseawarenessandengagementandpositivelyaffectDallaspublicschoolstudents.

SummaryofFindingsfromCandidateObservations

SummaryofCandidateObservations

Score Scale Greenberg Jones Levy Love

A VeryStrong 3 6 2 2

B Strong 2 4 2 1

C Moderate 2 - - 1

D Weak - - 1 1

F VeryWeak - - - 1

TotalScore B B B C



7/31



Candidate DKFScore

MichaelGreenberg B(Strong)

Position DescriptionDKF

Scor

1 Greenbergiscommittedtogetting

feedbackdirectlyfromthecommunity.

Reportedlywalksneighborhoodseveryweekendandpledgedtocontinue

walkingneighborhoodsandholdingcommunitymeetingsifelected.DKFsupportsTrusteesactiveengagementwithcommunities.

A

2 GreenbergisfocusedonDISDs

administrative/headquarters-relatedchallenges.

Surveyresponse:OnceweovercomethepersonnelissuesatDISDHQ,wecan

begintoeffectivelysupportallstudents,teachers,principalsandparentsatthecampus.DKFstronglysupportsefficientHQoperations,butaddressing

campus-levelchallengesshouldbeaprimaryfocus.

B

3 Greenbergisanexperiencedprojectmanager,focusedonexecution.

Greenberghassuccessfulprojectmanagementexperienceandisfocusedonaccountability,timetablesandexecutingstrategies.Hisexperiencedeyefor

actionandimplementationwouldlikelyaddvaluetotheBoardofTrustees.

B

4 Greenbergappreciatesthatalackoftrust

betweenstaffandadministrationwill

likelyundermineprogress.

Greenbergsfocusonimprovingcommunicationcouldaddvaluetotheboard.

Surveyresponse:Fromapolicyimplementationperspective,Iwilldemandthat

thereisteacherfeedbackbeforeanypolicyisplacedontheagendaandIwillprovideatransparentfeedbackloopthatencouragesteacherstosubmitideasto

movethedistrictforward.

A

5 GreenbergsITexperiencecomplementsaDISDweakness.

Greenbergsprofessionalexperienceimplementingtechnology-basedsolutionswouldlikelyaddvaluetotheboard.

A

6 Greenbergmayunderappreciatethe

complexityofDISDslargestchallenges.

Surveyresponse:myfirstinitiativeswouldbetoensureastronghuman

resources,informationtechnology,financeandaccountingandcomplianceleadershipisinplace.Alackoffocusonpolicyremediesfortheseknown

challengesisconcerning.

C

7 Greenbergmentionedpotentially

conflictingpositionsonHRmanagement.

Greenbergsupportspay-for-performance(persurvey)butishesitanttoattract

keyleadershiptalentwithcompensationinlinewithmarketstandards.DKF

believesallinformationshouldbeconsideredwhentryingtosolveDISDschallenges(particularlycriticalBoarddecisionssuchasadministrativestaffing).

C



8/31



Candidate DKFScore

ElizabethJones B(Strong)


Scor

1 Joneshassubstantialprofessional

experience.

JonessexperienceasaconsultantandprofessorhassignificantoverlapwithTrustee

responsibilities.Shehasservedonnumerouscorporateandnon-profitboardsofdirectorsandseemsveryfamiliarwithadvisory/policy-basedgovernance.

A

2 Joneshassubstantialexperiencein

financialgovernance,amajorneedof

DISD.

JonesisafinanceprofessoratUTDallasandco-foundedUTDsCenterforFinance

StrategyInnovation.Herdeepexperienceoverseeingthefinancialpoliciesofvarious

entitieswouldbeaveryvaluableadditiontotheBoard.

A

3 Joneshasalonghistoryofcivic

engagement.

Joneshasanextendedhistoryofcivicactivitiesandawardsincludingserviceonthe

BoardofExaminersoftheBaldrigePerformanceExcellenceAward(undertheU.S.CommerceDepartmentsNationalInstituteofStandardsandTechnology),theCityof

DallasRedistrictingCommission(2011),theCityofDallasCityplaceTIFBoardand

LeadershipDallas(1998).

A

4 JonessCityofDallascommission

experiencewouldbeuniquely

valuableforDISD.

WhileontheCityofDallasRedistrictingCommission,Jones(inarelated,unpaid,

board-likecapacity)wasastrongadvocateforcommunity-basedredistricting,

tellingtheObserver,Ihavebeenoutspokenontheissueofpreserving

neighborhoods.Icontinuetoseethatasamostimportantconsiderationwhether

youliveinthenorthorsouth.Weallvaluecommunity."Herperspectiveandproven

abilitytostanduptopoliticalpressureisrareandparallelsmanychallengesfacing

DISDTrustees.Additionally,JonesscontactswithinCitysadministrationcouldbe

valuableasDISDtriestobuildabetterworkingrelationshipwithcitygovernments.

A

5 Jonesunderstandstheimportanceof

DISDsperception.

JoneshasemphasizedthatfocusingonDISDsperceptionshouldbeahigherpriority

andshouldbeproactivelymanaged.

B

6 JonesexhibitedempathyandgenuinerespectforDISDTrusteesandstaff.

JonessinterviewandsurveyrevealaseeminglygenuineempathyandrespectforcriticalDISDstakeholders.ShebalancedtheinterestsofDISDteachersandstaffin

discussingevaluationmodels(dataisimportant,butitcannotbetheonly

component),andshegavearespectfuldescriptionofeverycurrentTrusteeand

howshethoughtshecouldcomplementtheirstrengths.

B



9/31



Candidate DKFScore

ElizabethJones B(Strong)

Position Description

DKF

Scor

7 JonesisfocusedonHQreform

becauseitsdysfunctionaffectsclassroomperformance.

Jones,unlikeothercandidatesthatfocusedonthepersistentneedforDISDHQ

reform,focusedonwhythedistrictsadministrationneedstobereformed:becauseitgetsinthewayofteachersabilitytoruntheirclassrooms.Herperspectivewasappreciatedbecauseitlendsitselftopolicy-basedaction.

A

8 Jonesappreciatesthedemandsof

beingaDISDTrustee.

DuetoJonesssimilarexperienceasaDallasRedistrictingCommissioner,she

appreciatesthepublic,nocompensation,community-focusedworkthatdefinesthe

job.Accordingly,thereseemstobeverylittlerisk(ifanyatall)ofJonesnaively

pursuingaTrusteeseat,providingasignificantamountofconfidencearoundherabilitytoachieveprogressasaDISDTrustee.

A

9 Jonesisfamiliarwithpublicschool

successandhasaclearunderstandingofnationalbestpractices.

Jonesspokeatlength,inherinterview,aboutherexperienceasapublicschool

studentinanesteemedNewYorkCitypublicschool.Shediscussedthepridesharedamongherhighschoolsalumniandexpressedadesiretobuildasimilarpridein

DallasaroundDISDspocketsofexcellence.Shealsospokeatlengthaboutbest

practicesandlessonslearnedfromothercities.Intotal,JonesexemplifiedarareperspectiveofcomparablevaluesthatwouldlikelyaddvaluetotheBoard.

B

10 JonesframesDallaspublicschoolsas

theprimaryopportunityforfamilies

toovercomepoverty.

JonessperspectiveontheroleofpublicschoolsinDallasastheprimaryeconomic

windowadvancementelevatesthetypicaldiscoursetooneseeninothercitiesthat

haveseensubstantialprogress.Jonessviewpromotesahighstakesperspective

thatdemandsurgency.

B



10/31



Candidate DKFScore

JenniferLevy B(Strong)


Scor

1 Levysexperienceisuniqueand

relativelyapplicable.

Levysexperienceasanurseadministratorandextensiveexperienceworkingwith

differentconstituencieswhileadvocatingforwhatisbestforherpatientsgenerallyparallelskeyrequirementsofaneffectiveTrustee.

B

2 Levylacksalonghistoryofcivicinvolvement.

Levysrecentfocushasbeentotallyinvestedinherfamily,andhercandidacyisherfirstmajorstepintocivicengagement.Asaresult,herapplicableexperienceinBoard-likeleadershiprolesislimited.

D

3 Levyseemstohaveagenuinesenseofurgency.

Levypassionatelydiscussedwell-researchedpolicypositionsfrom,whatshecalled,athingsneedtochangenowperspective.

A

4 Levycanrelatetoparentswhofightforhighqualityeducationalopportunityfortheirchildren.

Levysexperiencelobbyingforopportunitiesforherchildren,morespecificallyforspecialneedschildren,anchorsapassionthatclearlyemanatesfromhercandidacyandpresentationofideas.

A

5 Levyisrelativelyfamiliarwithexistingboardmembersandpolicy.

Levytalkedindetailaboutnuancedpolicyissues,suchaspendingteacherevaluationmodels,aswellaspositionsofexistingTrustees.

B



11/31



Candidate DKFScore

RolandLove C(Moderate)


Scor

1 LoveisaDISDalumniandparent. HisperspectiveisanchoredbyadesiretobringDISDbacktoachievementlevelsof

previousdecades.

A

2 Lovesprofessionalexperienceisrelativelyapplicable.

Lovesexperiencesolvingcomplexanalyticalproblemsasanattorney,andexperienceasaboardmember(e.g.,YMCA),wouldbenefithimasaTrusteeandlikelyaddvaluetotheBoard.

B

3 LovehasadetailedprescriptionforDISDsadministrativeHRchallenges.

Insteadoffocusingonlyonproblemdiagnostics,LoveofferedapotentialfirststepsolutionforDISDsHRchallenges:reviewalladministrativejobdescriptions,identifyoverlapandobsolescence,andstreamlinetheorganizationinlinewithindustrystandards.Althoughgenuinereformwouldlikelyrequireamoreholisticapproach,Lovesspecificactionitemwasappreciated.

C

4 Lovecitedamacro-basedmotivation. LovementionedthatthestakesaroundDallaspublicschoolscouldntbehigherasthecitysfuturelargelydependsontheviabilityofitsschools,whichwasamajorfactorinhisdecidingtogetmoreinvolvedwiththedistrictsleadership.

A

5 LovementionedthatnewTrusteesgenerallywaittopromoteaggressivepolicy.

LoveadmittedthatnewTrusteesprobablyhavetobidetheirtimeuntilpushingforaggressivereform.Althoughthiswasntdiscussedinspecificpolicycontext,aperspectiverelatedtopatiencetendstosupportthestatusquo,andgiventheimportanceofDISDschallenges,DKFsupportsaggressivereform.

F

6 LoveisrelativelyunfamiliarwithpoliciesandexistingTrustees.

Comparedtoothercandidates,LovewasrelativelyunfamiliarwithbroadpolicyissuesaswellasexistingTrustees.AlthoughexistingknowledgeofpoliciesandTrusteesisnotcriticalorapracticalprerequisite,DKFviewsalackoffamiliarityasanindicatorofanextraordinarylearningcurvetobeclimbed,ifelected.

D



12/31

CandidateSurveys(D1)


MichaelGreenberg

DallasKidsFirstCandidateSurvey



13/31


14/31


15/31


16/31


17/31



ElizabethJones




18/31

DALLAS KIDS FIRST Elizabeth Jones, DISD Trustee Candidate, District 1

SECTION 1 (personal profile)

What personal experience most prepares you for service as a DISD Trustee

I was a latch-key kid raised by a single working mother in a multi-cultural and multi-ethnic environment. Thanks to an excellent public education (in the largest urban district in the

US) that had teachers with the utmost commitment to excellence and to every child's success -

my life and my economic circumstances were changed for the good. There but for the grace of

public education go me! I have a deep commitment to community, social responsibility and

education equity.

Through my work and teaching experience I have a strong and deep understanding of how to

communicate, motivate and lead effectively.

Through my extensive community activities I have developed an ability to work with diverse

stakeholders and build a culture built on consensus.

Through my experience as an examiner for the MalcolmBaldrigeNationalQualityAward&

PerformanceExcellenceprogram(NIST/USDepartmentofCommerce),Ihavedevelopedastrong

understandingofhowtoapplyqualitycriteriatoorganizationslikeDISDtoevaluateperformanceand

planninginanuncertainenvironment.

Key reason running (why do you want to be elected):

To make sure that the 157,000+ DISD students receive world class public education and that

they are prepared for success in college, careers, and global citizenship; ensure high academic

achievement for all children.

To govern DISD through fiscal responsibility, transparency, public integrity, and accountability

In a knowledge economy, having a well educated workforce is a 21st century mission critical

societal issue. Without it we cannot ensure our economy vitality and prosperity and our nation's

future.

What are the three biggest challenges facing DISD:

Strategic direction, accountability, and designing a system that ensures and delivers performance

excellence

High quality human resource talent acquisition, management and development

Creating 21st century learning environment with the requisite resources in the face of significant

financial and budgetary constraints; the need to build shared resources and to increase

community engagement and participation.

What specifically will you do to improve the educational experience of DISD students? Be a fervent Trustee and advocate - actively work with my fellow Trustees to affect the policies,

practices, and resources to ensure the delivery of quality public education.

Ensure that the Board, community leaders and the superintendent are all in agreement that

student achievement is the top priority for the District; collectively plan and define the goals,

strategies, and related action plans that will lead to student success, with specific emphasis on

human capital development. Make sure the proper measurement, analysis and knowledge

systems are in place (defined by the right policies and practices) in order to drive improvements



19/31

in operational performance and organizational learning. Make sure that the tone at the top set

by the Superintendent and senior management team is aligned and accountable to the entire

organization and to the community. Make sure that the leaders actions both guide and sustain

the DISD.

Develop a community culture that focuses on student achievement and student-centered learning

with clear standards, specific goals, and continuous improvement on a set schedule with defined

consequences. Develop concrete, measurable benchmarks that instill excitement and pride, build

on relationships, and encourage engagement and action to achieve success through improving

education quality and putting learning first.

Embrace a vision and invest in the transformation of our education system to reflect 21st

Century

educational learning. Increase tech resources for learning. Integrate technology into teacher

preparation, and training. Utilize proven technologies in the classroom. Make sure our teachers

have the resources, training, and the opportunity each day to focus on ways to improve student

learning. Encourage the use of material, resources and tools that enable critical analysis,

problem-solving, synthesis, and creative thinking.

SECTION 2: Positions

Performance Evaluation Support

Performance metrics used must be well defined, agreed to, and must be the standards that

teachers and principals have control over which are measurable and provide for tangible results

Pay for performance Support

I believe teachers should be fairly compensated for their work, within the budget constraints that

we face. I would like to see some flexibility available within the compensation guidelines to

recognize and incentivize individual efforts that go above and beyond expected levels of

performance through a mechanism similar to a bonus pool that could be available on adiscretionary basis, and subject to oversight to minimize poor judgment.

Staff support & feedback - Support

Release of low performing staff - Support

Release should be tied to a fair, transparent, and qualified performance evaluation approach that

also addresses proper due process.

Talent pipeline - Support

School choice Support

I would encourage greater integration of choices into the system. We need to deal with the larger

issue: how to turn around and pursue performance excellence in all our DISD schools, especially

the lowest performing DISD schools.

Transparency & community involvement Support



20/31

I believe that active public participation in DISD Board meetings, including having ready access to

key data and DISD policies, is critical to our democracy. We are all accountable to the public and

their involvement and input into critical decisions that affect our schools should be welcomed.

I would believe that opportunities for more community engagement, such as the community

volunteer program, should be pursued.

SECTION 3: Topical Questions

The average SAT test taker from DISD scores in the bottom 25% of all US test takers. Is this failureto generate college and/or career-ready graduates the responsibility of DISD and the Board ofTrustees? Please explain.

If elected, what will you do to support teachers, boost morale within the district, and incorporatestaff feedback into policy decisions?

The failure to generate college and/or career-ready graduate as it appears is incumbent on all

DISD stakeholders. It is the sum of failure of the Board, the Superintendent, the administration,

the teachers, and the parents. It is also a failure of the kids to know that they have not committed

to their education.

See comments above re my views on improving the educational experience of DISD students.

If you were outvoted on a contentious school board issue and were asked by a reporter tocomment on the vote, how would you respond? If a reporter pointed out that a fellow Trusteecalled you "incompetent", how would you respond?

I would provide the reporter with the evidentiary basis (including legal responsibility), rationale,

public testimony/community participation, and the corresponding fact base to support and

defend how I voted.

I would not dignify any disparaging comment made by one Trustee against another - it serves no

purpose.

More than 80% of DISD students are "economically disadvantaged". Can DISD's challenges besolved with such extreme level of poverty in the district?

Not only can such challenges be solved, the circumstances that our children face must be part of

how we think about how we deliver education. The gap in standardized test scores between

affluent and low-income students had grown to about 40% since the 1960s. That said, Charles

Murray, a scholar at AEI describes income inequality as more of a symptom than a cause and

that when the economy recovers, the problems will all be persisting for reasons that have

nothing to do with money and everything to do with culture. The growing gap he explains has

formed a cultural divide, especially since the gap is not based on racial divides, but on economic

circumstances. It is time to invest in the intensive assistance resources to overcome the socialinjustices that perpetuate the divide. Dallas has strength in engaging its social philanthropic

communities that can help elevate Dallas schools. It is time to educate the whole child for

success. There are a number of good role model case studies (i.e., Iredell-Statesville Schools,

South Bronx, etc) where in spite of economic divides, test scores and SAT scores are still able to

substantially, paving the way for first generation children are able to go to college, and break the

cycle of poverty for good.



21/31

Do you support Dallas ISD pursuing and/or expanding contracts with talent pipelines like TFA?Please explain.

I believe talent procurement, talent management and talent development have historically been Isignificant weaknesses of the DISD. Accordingly, I believe alternative approaches to findingtalent should be embraced.

Is there any circumstance in which you would put the wishes of the voters in your district beforethe needs of the district as a whole?

Trustees have a moral and fiduciary responsibility to serve the public's interest for the whole

District, not for just one out of nine subdivisions. There will always be circumstances where the

local needs may be great and specific issues brought to light, and for this I will undertake specific

advocacy for District 1 considerations. However, when it comes to a vote and if the issue is one

where the collective good trumps the local interest, this will have to be carefully measured,

weighed, and considered.



22/31



JenniferLevy




23/31

Candidate Survey Dallas Kids First

May 12th

, 2012 Election

Candidate Name: Jennifer Levy

Candidate Signature and Date:

District Represented: District 1

Section 1: Brief personal Profile (No more than 2 sentences)

What personal experience most prepares you for service as a DISD Trustee?

I feel that my perspective as a parent to three young children, and a step-parent to a high school student,all of whom are in very different educational settings, gives me a unique and direct perspective on

elementary and secondary education. My training as a nurse, and a career as a nurse administrator atSouthwest Transplant Alliance taught me to stay calm in a crisis, problem solve in a complex

environment, and exposed me to a world where passions were felt very deeply and emotions were veryraw.

Why do you want to be elected as a DISD Trustee?

I want to be elected as a DISD Trustee because I am passionate about education and I believe that everychild should have the opportunity for a high quality education that maximizes the potential in each child.

I believe that with my skillset, background, experience, my being a Mom with three children just startingtheir educational journey giving me a direct connection to schools, I can be a valuable asset to the Board

of Trustees.

What are the three biggest challenges facing DISD?

In my opinion three of the biggest challenges currently facing the DISD are the need for strongleadership, the lack of supportive and engaged communities, and the need for smarter spending as adistrict. The next several years can be a critical transition period and can get DISD on track to be one of

the very best urban public school systems in the country.

What specifically will you do to improve the educational experience of DISD students?

As a DISD Trustee I will be an advocate to make public education a top priority for the community, I will

work constructively with the other members of the Board to make decisions that are in the best interest ofthe students and that maximize their educational potential, and I will communicate effectively with

stakeholders at every level. I will strive to foster a culture of shared accountability and will supportpolicies and best practices that improve outcomes through the implementation of innovative ideas and

expansion of current best practice models.

Section 2: Positions on Key School Reform Policies

Issue Description Support Oppose Notes

PerformanceEvaluation

Teachers and principals shouldbe evaluated based on student

performance.

Yes Student performance shouldnot be the only variable used

when evaluating teachers, butshould be a part of a

comprehensive evaluationprocess.



24/31

Pay for

Performance

High performing teachers and

principals should be rewardedwith significant financial

decisions

Yes Significant would need further

definition, but I am in supportof rewarding best practices

and excellent performancewith financial incentives.

Staff Supportand Feedback

Every teacher and schoolleader in DISD should be

given best-in-class professionaldevelopment opportunities.

Yes

Release of LowPerforming Staff

The lowest performingteachers and principals

(without signs ofimprovement) should not be

retained by DISD.

Yes

Talent Pipeline DISD should embrace

innovative talent pipelines that

bring extraordinary individualsto the DISD.

Yes

School Choice High quality public school

options (including highperforming charter schools)

should be available to Dallasparents and students supported

by DISD.

Yes

Transparency

and CommunityInvolvement

School and district

performance data, districtpolicies, Trustee meetings and

superintendent updates shouldbe easily accessible for all

Dallas citizens.

Yes

Candidate Commentary

The average SAT test taker from DISD scores in the bottom 25% of all US test takers. Is this

failure to generate college and/or career ready graduates the responsibility of DISD and the Board

of Trustees?The fact that the average SAT test taker from DISD scores in the bottom 25% of all US test takers is asign that graduates are largely not college and/or career ready when they graduate. Improving this

statistic is a responsibility of the DISD and Board of Trustees. This data point should be viewed as anopportunity for improvement. It is imperative that our public school system educates students who are

college and/or workforce ready when they graduate. This opportunity for improvement provides ameasurable data point that can be studied from year to year to assist in evaluating innovative

improvement measures and best practice implementation.



25/31

A DISD teacher recently told a Trustee (via email): We get dumped on by administration each

day, cursed out by students, yelled at by parents, receive very little respect from the community,

work long hours, and receive meager pay. If elected what will you do to support teachers, boost

morale within the district and incorporate staff feedback into policy decisions?

This statement indicates to me that there is a culture in DISD that is lacking shared accountability. The

lack of shared accountability can cause employees to feel undervalued. If elected, I will work to boostteacher morale within the district. Teachers are essential to the success of students and can make or breakthe learning opportunities provided to their students everyday. As a Trustee I commit to promote a

culture of shared accountability within the district. We should ensure we have good leadership, both inthe role of superintendent, and ensure an excellent principal in every school. Teachers should feel

confident that their principals have the very best interest of the teachers, students, administrative staff,parents, and support staff in mind when making decisions. The principals should set clear expectations

and each staff member should know exactly what is expected to be successful in their job. A culture ofshared accountability will help this teacher by setting clear expectations of behavior and performance in

the school community. It will lessen feelings of being dumped on and disrespected. Clearexpectations should also be set with parents to communicate with teachers in a constructive method.

These expectations should be clearly explained and enforced in order for parents and teachers to worktogether to educate the children. As a Trustee I want to be accessible to teachers and demonstrate that I

listen to their feedback and concerns, and that I value their input in the decision making process. To dothis I want to be present in the schools on a regular basis. I want them to know that I understand the

difficulty of their job and value the hard work that they put in every day. I also want to remaintransparent and accountable to them as their ambassador back to the other 8 members of the Board. I will

incorporate their feedback to me when discussing issues and policy proposals at board briefings.

If you were outvoted on a contentious school board issue and were asked by a reporter to comment

on the vote, how would you respond? If the reporter pointed out that a fellow Trustee called you

incompetent how would you respond?

I would respond by telling the reporter that as a Board, we work as a team, and on a team at timesindividual members will have differing opinions. I will explain that I have a responsibility to vote forwhat I feel is the best decision for the overall success of the district. As for the incompetent comment I

would tell the reporter that contentious issues are hard for all of us because we are all passionate abouteducation and providing all students with an excellent education. This passion can cause all of us to feel

frustrated at times when we do not all agree, but as a whole, we are a cohesive unit that is committed toworking together to make DISD the very best urban public education system in the country.

More than 80% of DISD student are economically disadvantaged. Can DISDs challenges be

solved with extreme levels of poverty in the district?

Absolutely- DISDs challenges can be solved with the extreme levels of of poverty in the district. This

statistic provides the Board with significant data regarding its student population. It should guide researchof best practices that have improved performance in similar populations. Education is not a one size fits

all process. District leadership should understand the population that it serves and implement programsthat will best support the unique needs and obstacles of an economically disadvantaged population.



26/31

Recent data indicate that DISDs Teach for America (TFA) teachers are highly effective and are

strongly endorsed by their DISD principals. Do you support DISD pursuing and/or expanding

contracts with talent pipelines like TFA? Please explain.

I support DISD pursuing and/or expanding contracts with talent pipelines like TFA. Highly effective

teachers are essential for improving our schools in the DISD and maintaining the performance at the high

performing schools. Teach for America has had positive results both objectively and subjectively. We aregoing to have to think outside of the box to close the achievement gaps in our schools. Utilizing talentpipelines like TFA can bring some of the best, brightest, and most motivated teachers into our

classrooms. I also think programs like TFA can serve as a model to DISD to develop new best practicesaround staff development, teacher training, and fostering innovation and creativity in teachers.



27/31



RolandLove




28/31



29/31



30/31



31/31

Documents

Dallas Kids First d1 Disd Electionpacket2012(1)