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Carrollton‑Farmers Branch ISD trustees review Strategic Priority 5, emphasize teacher recruitment and retention
Summary
At a board work study, trustees reviewed Strategic Priority 5 and discussed teacher turnover (22.3% in the dataset presented), mentoring and certification supports, recruitment and retention metrics, enrollment targets and staff pay concerns; the governing subcommittee will consolidate indicators for administration and DIC review.
CARROLLTON‑FARMERS BRANCH ISD Board of Trustees met in a work‑study session (date not specified) to review Strategic Priority 5 and discuss measures the board can use to recruit and retain staff, track enrollment and align facilities and financial goals.
Board members heard data showing an elevated teacher turnover rate for the district and discussed a set of candidate indicators the board could adopt to measure progress. "Our teacher turnover rate is at 22.3% according to this dataset," a staff presenter said, citing the dataset included with the materials. The presenter also displayed a 10‑year comparison of the district, Dallas County and Texas, and a teacher‑tenure slide showing similar statewide patterns.
The discussion focused on causes and remedies for turnover cited by trustees: teacher pay, mental‑wellness pressures, housing affordability that pushes teachers outside the district, and a perceived lack of belonging for early‑career teachers. Trustees recommended district actions that could be tracked as board indicators, including a structured mentorship program for teachers in years 0–5, clearer marketing of employee benefits (for example, on‑site child care programs noted in the meeting materials), support for teachers pursuing certification and graduate degrees, and targeted recruitment of out‑of‑state certified teachers.
Trustees stressed the need to break retention metrics down by level and experience. "I think you need to break it down by elementary, middle or high school, and also by years of experience because we know from 0 to 5 is key," one trustee said. Board members proposed grouping indicators by certified vs. non‑certified teachers, tracking participation in state programs referenced in the packet, and measuring veteran teacher engagement in mentorship roles.
Discussion also touched on classified and trade staff: trustees asked for counts of industry certifications among trade personnel and raised bus driver recruitment and pay as an area of workforce risk. Trustees noted a salary‑study is underway and asked staff to share its findings when complete.
On enrollment, trustees agreed that increased student enrollment is measurable and insisted indicators be disaggregated by grade, transfer patterns and program choice (for example, career‑technical or fine‑arts tracks). Several trustees recommended tracking transition years (fifth to sixth grade, and ninth/tenth grade dips) and using consistent enrollment procedures across campuses to reduce delays for new students.
Trustees debated whether some facility‑related items assigned to Strategic Priority 5 should move to Strategic Priority 2, noting overlap in facility management, preventative maintenance and safety. The group agreed to relocate an objective on optimizing quality of facilities into the category covering facilities and safety.
Next steps and timeline from the work study: the governing subcommittee will consolidate board comments and draft indicators, circulate a draft to trustees by the end of the week, send materials to administration on or about March 25, and aim to present a draft at the April 10 work study. The board will send the materials to the District Improvement Committee for feedback; indicators and measures (but not necessarily numerical targets) are expected to be presented for board approval in May, with baseline numbers finalized later as data becomes available.
The board did not take formal action at this meeting on Strategic Priority 5; the governing subcommittee will produce the next draft for review and further administration input.
