Superintendent - Alton Frailey
A Portrait of Katy ISD Superintendent Alton Frailey
Serving as Superintendent for the Katy Independent School District since 2007, Alton L. Frailey is responsible for the daily operations of Katy ISD’s campuses, students, employees and overall district success. Since joining the district, Katy ISD has grown from a TEA Academically Acceptable district in 2006-2007, to reaching Recognized status the very next year, and maintaining it thereafter. This while adding seven new schools and nearly 10,000 new students.
In 2010, Frailey led the district in a successful bond referendum that will add five new campuses to rapidly growing areas in the district during the next three years. Additionally, Frailey has implemented a number of programs to better connect the district to students, staff and the community. Among these programs include the Superintendent’s Roundtable, a once a month meeting that serves as an opportunity for open dialogue between parents, staff and students. Katy Conversations that Count is an annual event that gathers participants from all corners of the district to discuss issues and topics that are of a concern to the Katy community and the school district.
Frailey also spearheaded a new model to address attendance boundary modifications by engaging all stakeholders in the decision-making process. This proactive facilitated approach to rezoning received the Association of School Business Officials International (ASBO) 2010 Pinnacle Award, the organization's highest honor.
Prior to joining Katy ISD, Frailey served as the superintendent of DeSoto ISD, a suburban district in the Dallas-Fort Worth area, from 2005-2007. Though all of Frailey’s roots point back to Texas, he also served as Superintendent of Cincinnati Public Schools in Ohio from 2002-2005. Prior to this, Frailey served a number of roles with increasing responsibility in Spring Branch ISD, including: assistant superintendent in 2002, area superintendent from 1999-2002 and executive director of governmental operations from 1997-1999.
Frailey’s career started in 1983 as a teacher in Goose Creek ISD, where he eventually became an assistant principal, prior to joining Spring Branch ISD. Frailey holds a B.S. in Elementary Education and a M.Ed. in Educational Administration, both from Stephen F. Austin State University.
Individual Honors & Recognition
2010 - Region 4 Superintendent of the Year
2006 - Who’s Who in Executives and Professionals; Trailblazer Award, South Dallas Business & Professional Women’s Club, Inc.
2004 - First Recipient of the Center for Children & Families Most Valuable Partner Award
2003 - The Irvin Westheimer Medallion Award, Big Brothers/Big Sisters; Recognized as “Most Influential” in Who’s Who in Black Cincinnati
2002 - Invited Participant, 4th Annual Schools of Quality Conference (Maui)
2001 - Houston Representative, International Educators to Japan
1993 - Features in PBS documentary, “Keepers of the Dream”; Life Membership, Texas Congress of Parents and Teachers
1987 - Outstanding Young Men of America
Executive Committee, TASA
Governing Board, AASA
Board of Directors, TASMUS
Vice President, USAA,
Legislative Policy Council, UIL
Urban Superintendents Association of America
American Association of School Administrators
Texas Association of School Administrators
Association of Supervision and Curriculum Development
The central office in any successful school district manages district operations and resources to ensure establishment of appropriate learning environments and support systems for all schools and students. Within a collaborative, organizational culture, central office staff maintain a service-oriented focus while also setting direction based on identified needs and then guiding that work.
Key functions of the Central Office include:
Leading for positive results for each student by developing effective leadership at all levels of the organization.
Focusing on instruction so that the highest standards for instruction and learning are firmly in place in the district.
Recruiting, developing, and retaining staff to build upon their levels of skills and talents.
Using data for accountability and continuous improvement in learning and within all district operations.
Building partnerships and community investment to serve students within the district and also for opportunities outside of the district.
Aligning district infrastructure to support the strategic vision, using technology to enable central office and campus staff to do their jobs more efficiently and effectively.