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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.
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CandidateScorecard(D1)
May12,2012TrusteeElection
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
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CandidateScorecard(D1)
May12,2012TrusteeElection
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.
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CandidateScorecard(D1)
May12,2012TrusteeElection
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.
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CandidateRubric(D1)
May12,2012TrusteeElection
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.
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CandidatePositions(D1)
May12,2012TrusteeElection
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
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CandidatePositions(D1)
May12,2012TrusteeElection
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
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CandidatePositions(D1)
May12,2012TrusteeElection
Candidate DKFScore
ElizabethJones B(Strong)
Position DescriptionDKF
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
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CandidatePositions(D1)
May12,2012TrusteeElection
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
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CandidatePositions(D1)
May12,2012TrusteeElection
Candidate DKFScore
JenniferLevy B(Strong)
Position DescriptionDKF
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
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CandidatePositions(D1)
May12,2012TrusteeElection
Candidate DKFScore
RolandLove C(Moderate)
Position DescriptionDKF
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
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CandidateSurveys(D1)
May12,2012TrusteeElection
MichaelGreenberg
DallasKidsFirstCandidateSurvey
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CandidateSurveys(D1)
May12,2012TrusteeElection
ElizabethJones
DallasKidsFirstCandidateSurvey
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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
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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
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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.
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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.
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CandidateSurveys(D1)
May12,2012TrusteeElection
JenniferLevy
DallasKidsFirstCandidateSurvey
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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.
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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.
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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.
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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.
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CandidateSurveys(D1)
May12,2012TrusteeElection
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DallasKidsFirstCandidateSurvey
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