CorpusRecord 158558

Special Board Meeting - October 29, 2025

A searchable transcript preserved as part of the Discourse Corpus. Passage numbers provide stable references within this record; verify quotations against the original recording when available.

Source
Robstown ISD
Date
2025-10-30
Material
Transcript
Extent
6,494 words · about 37 min
Collected
2026-06-29

Transcript

Verbatim source text

001Administration building 801 North First Street at which time the agenda items will be discussed. In the course of the meeting the board may change the order of business at its discretion without advance notice. First item on the agenda called to order roll call. Yvette Villalobos present. Eric Aguilar is present. Cesar Martinez present. Mario Meza present. Lori Garza, present. Not with us at the moment, Bobby Marroquin. Next item on the agenda, moment of silence, prayer. Dr. Puig, would you like to lead us in prayer? Yes, ma'am. If you'll bow your heads with me. Father God, we thank you, Lord, for this just beautiful day today. It feels like fall today, and we're so blessed. Lord, we ask you, Lord, to continue to shape us and mold us and guide us and lead us and give us

002wisdom and discernment. Shape us, Lord, mentally and physically, emotionally, spiritually, so we can do the work that we're called to do. In your son's name we pray. Amen. Thank you, Dr. Pui. Next item, Pledge of Allegiance. I pledge allegiance to the flag of the United States of America. One nation under God. Texas, one state under God. Thank you, everyone. Next item, our vision and mission statements. Trustees. Our vision statement is to ignite brilliance and impact lives by providing transformative learning opportunities that empower students for generations to come. Mission, to empower, inspire, and invest in our students and staff, igniting the best versions of themselves. Together, we positively impact our community and the world. Thank you trustees next item public participation miss Emma Thank You miss Edema next item discuss and consider approval of the 2025

0032026 superintendent goals dr. Puig Thank You madam president trustees. We have taken a good amount of time to review the goals I know I've sent out a number of documents. Maybe you recall this one and It really is an exciting time to talk about a shift in the way that we do goals and I'm going to pass around a document that has with that shift in goals that approach to goals looks like What we're proposing here on there. Mr. Martin probably gonna be here pretty soon So if you look at the title, it says a systems approach to goal setting, systems approach. So what we're doing differently, if you'll turn the page, is your vision, mission, values. Everything needs to link to the vision, right? That's what drives us every day. That's our true north,

004as we say. So what does a systems approach look like? So just so you understand, we're all familiar with SMART goals. All of us. We've heard of smart goals. And I'm not here to say smart goals are dumb, but they are if you're not paying attention to the system. So what does a system look like? A system goal looks like this. The smart goal focuses on the end, the outcome. The system goals drives the outcome. Does that make sense? It focuses on the everyday processes you need to put in place to ensure that you do reach the goal of being in A district or B district or win the Super Bowl, win the state championship, right? So as I wrote number two the system goal measures the daily processes that cause the outcome The third

005point point is this, you know, the outcome goal like an a through F is like, okay We got a D what happened whereas the system goal focuses. Okay. What are we improving right now? What are we monitoring? Right? Now this moment so if you turn the page if we align system goals to our vision It's really around three goals instructional brilliance some might call an instructional quality Curriculum brilliance or like curriculum quality or literacy Literacy brilliance or literacy quality, right? So those are the three main goals that relate to our core business You right remember the accountability workshop? In the Academy workshop, we talked about these system focus. So if you go to the system focus column, you'll see instructional brilliance. It relates to tier one, coaching, PLCs, learning walks. Okay, so what? What do

006you do? How do you measure that? Do you remember at the last board meeting, we showed a graph that was really a dashboard of how many learning walks we did, how many coaching conversations, and the principles attested to it? So those are the indicators that drive. The outcome that's how you work the system. So a leading indicator might be for us increase what I'm proposing 5% of the classrooms demonstrating those core practices So that's five out of a hundred classrooms improving. Does that make sense? That's one way of looking at it If you look at curricular brilliance, it's okay. We talked about a guaranteed viable curriculum. What does that look like? Well, lesson internalization is something that we are doing here. If we're going to teach really well and improve student outcomes, we got to

007do more lesson internalization. That just means improving our professional practice as teachers. So how do you gauge that? Well, you look at are your unit and lesson internalization processes happening? How do you know whether they're happening or not? We're sitting inside the professional learning communities PLC's you heard some of our principals talk about the Calvary workshop and last week You're having those coaching conversations. You're doing the learning walks to see these things that make sense The third one is what we've been talking about now for third year. That's literacy brilliance. That is I've heard it so many times. I just don't know what that acronym is HQ I am high quality instructional materials And that's a great question. So making sure those materials high quality structural material. It's aligned to the state standards has the

008depth and rigor that you need to present to our students. And one of the things that you brought it up, one of the things that we look at when we do a learning walk is making sure, is this grade level content, Mr. Giygas? Is that important? You're right. Is it grade level content? And making sure that we're exposing Mark and Cesar and Mario and Lori and Larry. All of us are fourth graders. The biggest fear we have is if we don't teach up here at the grade level. Then we get back in that doom loop we talked about, right? Okay, so literacy brilliance makes sure that, you know, are we building a framework, not just beginning, middle, and the end, but remember the skills conversation we had at the Calvary Workshop? It was knowledge and

009skills with literacy. It's testing those skills, making sure kids are mastering. If they're not, why aren't they mastering? And then presenting it monthly meetings, okay? We heard a little conversation about that. So if we... That's the last page No, no, okay. Here we go. So what does it look like in action? Cannibal in action. Well yours is You got yours why that's weird Okay. So real quick. So I mentioned to you how we look at this at the board meetings. And really, it's looking at the monthly dashboards that we showed. So look at those dashboards so we can see, are those system levers being pulled as evidenced by the numbers of the coaching conversations, the learning walks, the internalization of the lessons? And here's the big emphasis here. Smart goals are... lagging indicators. It already

010happened. Oh, okay. Yeah, we got a D, we got an F, or we lost the Super Bowl. That's lagging. The leading indicators are the very system things that we have to be measuring if we're going to improve student outcomes. Because then you tweak. That's kind of a backwards monitoring. Like what just happened last week? Oh, we did seven walks. How many coaching conversations do you have? Zero. Okay. So this week, we're going to have some coaching conversations. That's kind of a backwards design of the simplest form is looking backwards at what happened most recently. And you tweak that. Does that make sense? And you monitor that relentlessly. The last thing I think around this accountability in action is we want to see as a governance team, as trustees and superintendent, let's look at it in

011real time like we saw last week. How many lightning walks have we done? Break it down by campus too. Does that make sense? And if we can focus religiously and systematically on this, we'll see the outcomes of what we're seeing now. Does that make sense? And here's another important point. Yes. The superintendent, I'm sorry, the principal goals are also system goals. That make sense? So there's a big, massive alignment and through line from the accountability workshop to something like this. My goal is to make sure you understand the why are we doing it this way? Why can't we just default to smart goals, Mr. Guy? Isn't that what everybody does for the last 20 years? And I'll say, and he and I will have a conversation at breakfast and go, okay, did that move the

012needle? Sir? Yeah. Yeah. See, you're right. We just begin this mindset. Let's just do another one, do another one, do another one. Whereas the real question is, okay, what system are you using to drive that outcome? And so our strategic plan has those four levers that we talked about, those four pillars. So I'd like to have you all consider this tonight and let you all discuss, Madam President. Sure, did these these goals right here? These are obviously our goals of the team's correct, but back to I know miss Garza had mentioned Like any accountability we were gonna have those campuses that failed to come back and kind of give us now how does that? Just from our knowledge like I know that we had said each camp is gonna do theirs and we were gonna

013see like what is the district gonna do? On our part, but that obviously is going to be through this or how is it? Is it different? Does it differentiate from this or does that help to be able to reach this? That helps. So everything is interconnected, interwoven. In fact, this morning we met with the principals at 7 a.m. to talk about. Mr. Geiger, are you ready for this? Lesson internalization and unit internalization. And I'm so proud. Guess who led the conversation this morning, Mr. Messer? The principals. The principals. Secondary and elementary. Yeah. So they have to lead the learning. It can't be us, but you have to support them along the way. And that's what this morning was. So yes, it's a through line from there to now. Okay. Yeah, that makes sense. And I

014want to read one more thing here at the end about system goals and division. It says we don't chase ratings. We build systems that make brilliance inevitable. Like your granddaughter who's reading a rating in first grade. You told me? Yeah, it's brilliant. Yes, sir The food yes, sir. That's important I Wrote that down so we'll definitely look into those concerns. That's the first I've heard of it And me, I got them for San Pedro. San Pedro. Real quick, just to change your, sorry for interrupting, but our new system is running direct on the mics. So when we speak, we can turn on the mic because now the audio is going to be heard through direct YouTube, so they won't be able to hear us at all. So just FYI. Does anyone have any questions on

015the goals? Any discussion? Might ask a question. Does it make sense what we're trying to do? You know, I asked Ms. Garza this early. Does it make sense, the connection we're trying to make to the systems, to the vision? That's what I wanted to know. Because I was just wanting to know, again, back to, obviously I'm not an educator, so I kind of want to, from my own knowledge, and going back to these here, if it's going to be aligning with what we talked about. Starting back from the campuses, correct. But I'm sorry, sir, and it makes it to me it makes sense but at what point do we start holding? accountability at what point do we start holding the principles and Other people accountable for like if things are not progressing in the future

016We are now. And we have been. And part of accountability means also progressively helping them improve their focus. The hardest part of being a director or a principal or any superintendent is being pulled in multiple directions. And so what the board has done just extremely well is give the organization vision and mission and focus and a strategic plan. So when we're all rowing together. That's accountability. In fact, I was sharing this before we started. This is more accountability, actually, because you're having to monitor the steps every day versus the end product. Make sense? So going back to his question and you actually answered it just now, but when you mentioned about like accountability, how often, I mean, you said right now every day, obviously, but how often is it to where you or your team

017are going to go back with a principal? Is it like once a week, once every six months or to be where you said, like accountable, but throughout the year so that at the end of the year, it's not like you didn't meet your goal. Fantastic question. Piggybacking on Mr. Mess's point about accountability. We call it performance management. How do we manage performance, everyone? So I have a weekly cadence with the principals. Every Thursday I meet with three and every Friday I meet with two. Cadence, cadence. And we talk about. Our goals, their goals, what they call their T-PES goals and the progress they've made and how we can support, how I and the district can support them accomplishing those goals. And you have to bring evidence. I'll say bring your evidence. And they bring their

018binders. They bring their conversation pieces they've had with their teachers regarding what they saw, what they heard, and what they wondered. They bring that. They bring their coaching conversation documents. So it's a rich, focused discussion. We don't talk operations. I don't talk pickles and popcorn. We talk about three things. Instruction, instruction, and instruction. And that's how you bring the system to focus on performance management, or as you said, accountability. I love that you said that because one of the things that we're doing differently this year is we built out a professional development calendar that focuses on three things, instruction, instruction, instruction. So every PD is focused on, for example, with pre-K, focused on bringing the service center pre-K folks in to help build capacity in all teachers. And recently we did that with our pre-K

019teachers. So we're just building ourselves in our professional practice. It's what we do. This is a teaching and learning business. And like our mission says, inspire, empower, and invest. That's what we're doing. I do have a comment, question. I'm not sure I'm going to pose it, but we'll see how it happens. 5% increase. 5 per 100. So say a school like junior high. Is that enough? I mean, to say every six weeks I'm going to bring along 30 of these students this six weeks. Very insightful. Or San Pedro to say, oh, I'm going to bring along 15 out of the 250. I would raise it. Right? I'm just thinking it's, the number seems a little small. It doesn't really ignite brilliance in me to say I'm going to bring along 15 this six weeks. Yeah.

020Agreed. I'm not sure what that number is either. But I'm like, right. Right. But when you put it in a number perspective, it's kind of like 15 out of San Pedro. It's kind of, it isn't, it wasn't igniting brilliance. Especially given the state of affairs that we're in right now. Especially when we're talking about literacy brilliance, when our target has been literacy for a while now to say the same number would be kind of like. It just looks like we're not. So what do you want to do, like 15% on both? I don't know what that number is. At a minimum, I'd like to double it. So is this like for the year, at the end of the year, obviously? Every six weeks. Every six weeks, we're going to bring a lot. Now remember, you're

021bringing, like you're not going backwards, right? Once I get those 10, then we get those 10, and we get those 10, right? I just feel like initially you didn't bring on 15. I concur. Okay. Okay. Would you put, I'm sorry. For the record, Ms. Padilla, Mr. Muraquin is present at 613. Yeah, I think that would be I didn't think of it like that. I'm okay with doubling it. So I asked Dr. Puig how because these are the goals that we're going to evaluate him on. So how what measuring tool are we going to get to verify this? And he's going to go ahead. Like I said, the dashboard, we want to build that out. The dashboard has to reflect these indicators, some of which we have shown already in the last meeting when you saw

022the data on the learning walks, the data on the coaching conversations. You see some of the beginning of the year data on the literacy. So that we have to continue to build out. But monthly cadence, though. With the board. Yeah, so I do want to also mention I've received some calls from some trustees about What's our grade right now sir? 78 or 68 68 68 so I next year I really want to be see is that I Felt like in some of the conversations that we wanted to put that as a goal Is that something that we want to consider doing or we just want to stick with these three? I mean we got to be honest guys because this is our chance to. That would be a good goal to get it out. What

023do you think sir? What's your opinion on that? Absolutely we can add that. Only because I have had discussions and it's been I mean I personally me as one board member I think two points is I'm not going to say it's easy but it's doable in my opinion but I don't want to speak for the whole board. I would like opinions. I think working hard enough we did it with We did it with the attendance where it was an excessive number and we worked it. And I feel like... I think you're moving up two points. Absolutely. And I feel like, you know, Dr. Puig is really, in my opinion, pulling everyone in and trying to hold them accountable. Well, I think that it should come from us too, holding him accountable. So that way it

024can push down to them. How do you feel about that, sir? Absolutely. Please be honest. I'm being honest. Is everybody okay with that? Do we agree with that goal? Isn't it a must? I mean, I feel like it's that time. I feel like it's that time. We've got to bring those three campuses up. By doing so, it will increase distance. Yeah, it'll be three points right there. And I feel that if we as a board don't put a goal on our superintendent, I feel like they're going to still work because they love kids. But I think once we do it, I think they're going to feel more like, oh, now it's Dr. Puig's goal. Like now we have to work harder. Does that make sense? Yeah. And I could be wrong, but. No, but I,

025you know, back to, back to Martin's point and stuff. It's, it's a must at this point. So, I mean. I mean, I think. Well, we sat here two years ago and we were at, we were at this point. Yes. Agree. And we didn't put anything in the goals last, the two years. But now it's a, yeah, we have to do it. Can we put that in there, sir? Yes, ma'am. How would you word it? District brilliance? Accountability brilliant. Let me think about how to word that. How about that? Okay, so we definitely want to add the the goal of district grading Maybe district accountability brilliance. Yeah accountability Keep the lingo and what are your thoughts about adding ten points improve ten points improve the district rating by ten points don't get me wrong but you

026gotta be 68 to 78 is ambitious and i love it and with me i would be okay moving up a great level moving up yeah and yeah and that's what i'm not with bobby you know you know let's do it 15 points the attendance is good i i i'm with bobby i just want to be a realist and i i believe in our staff and i appreciate that but Can we do 75 sir? Can we do 75? Okay. Instead of going 10 points, move it up to 75, 68 to 75. Let's go seven points and then we go 10, great. Right. You want to set yourself up for ours? Seven points. Okay. To improve the accountability rating by seven points in the 25-26 school year. Yes, district accountability. Okay, so if we know if the

027board considers this right now and takes action then we would approve four goals So we were basically make a recognition to approve the goals as presented with the modifications that we have the district. Yes, okay I'm very happy Thank you for listening. Thank you for hearing me out always. Thank you for agreeing I want to add one more thing. I'm sorry not to belabor this. Mr. Modic came bring up a good point. So tomorrow we have a prep call for TAA's visit on November 6th. So TAA will be here and they're going to be coming a lot. That's a good thing because we've done a lot of work. And so that's going to be November 6th. I'll verify that date. But tomorrow is our pre-call at 3 o'clock because they are here to your point.

028Okay. Any other questions or discussion? No, do we have a motion that a president I'd like to make a motion do we approve the now four goals Three that are have been discussed and adding one more That dr. Precine is be sending us and so approve the goals as presented with the new modifications as well Mr. Martinez second by mr. Mesa any questions or discussion all those in favor say aye aye aye Oh, sorry. Sorry, Lori. You have a first and a second. Ms. Gallegos? Aye. Mr. Cantu? Aye. Mr. Gallegos? Aye. Ms. Garza? Aye. Myself, Mr. Martinez, aye. Mr. Modaquin? Aye. Mr. Mesa? Aye. Motion passes. Thank you, trustees. Thank you, Dr. Quigg. So will we get an updated? Yes, ma'am. Okay, thank you, sir. Next item on the agenda, closed session. Do I have

029a motion? I'll make a motion to go to closed session at 624. I'll second. First by mr. Martinez second by mr. Gaines. We have a first in the second to go in executive session at 624 miss fellows. I Mr. Can do Mr. Gavis. Miss Garza. I myself. I mr. Martin and mr. Mesa is not present for this vote motion passes six I went to sections 551.074 of the Texas government code. The board will adjourn into closed session for the purpose of considering the appointments, employments, evaluations, resignations, reassignments, duties, dismissal of employees. Thank you. Big 93.9. Make sure you're listening to David and Meredith again tomorrow morning, starting at, well, beginning at 9 a.m., your chance to win $1,000 with a $1,000 payday. It's David and Meredith for you on Big 93.9. Corpus Christi's Classic Hits.

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050might as well enjoy it. Take that vacation time while you can. Let's talk next. Corpus Christi's classic hits. So you might want to take those vacation days because at the end of the day, it's part of your paycheck, right? So I know a lot of us are not taking that time off. Nearly a quarter of workers skipped taking time off this year, even though they hadn't. It was available to them. And the reasons are guilt, pressure, mountains of work. A lot of people are burning themselves out instead of recharging. But doctors are even saying that PTO, that vacation time, is there for you to use. Make sure that you enjoy it. Your body needs it. Hey, guys, it's Hitman. And, you know, I've built my career connecting with people on the radio and all over

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057is why you should try ZipRecruiter for free at ZipRecruiter.com slash free. ZipRecruiter doesn't depend on candidates finding you. Its powerful technology identifies people with the right experience and actively invites them to apply to your job. You get qualified candidates fast. So while other companies might deliver a lot of hay, ZipRecruiter finds you what you're looking for. The needle in the haystack. Four out of five employers who post a job on ZipRecruiter get a quality candidate through the site within the first day. ZipRecruiter. The smartest way to hire. And right now, you can try ZipRecruiter for free. That's right. Free. Just go to this exclusive web address. ZipRecruiter.com slash free. That's ZipRecruiter.com slash free. ZipRecruiter.com slash free. Pros don't just show up. They prove how it's done. with precision and without shortcuts. Makita tools are built

058the same way, with a dedication to lasting quality, trusted performance, and results that reward your effort year after year. When the job calls for the best, call on Makita. Built to be the best. Available at the Home Depot. This report is sponsored by Starbucks. Mainly clear skies, low humidity, light breeze, temperatures topping out in the 70s. Clear, cool, 50 tonight, tomorrow nice with plenty of sunshine in 77. The Pumpkin Spice Latte is back at Starbucks. Handcrafted. With their signature espresso. A real pumpkin sauce. Then topped with whipped cream, cinnamon. And nutmeg. P-S-L. Get it while it's hot. Only at Starbucks. You're listening to Big 93.9 from the Thomas J. Henry Studios. Thomas J. Henry Injury Attorneys. Available 24-7, nights and weekends. More varieties in a North Beach Cafe menu. Corpus Christi's Classic Hits. Big 93.9,

059I'm Michelle Fay. And we want to send you and your family to In The Game Fun Trackers. Register to win. Find out more details at big93.9.com. Every day, yeah, yeah. I saw Marie's shirt at the golf tournament, sir. What? The board will now reconvene from closed session. Do I have a motion? I'll make a motion. I'll second. First by mr. Martinez second by mr. Mesa. We have a first in a second to reconvene miss Villalobos. I mr. Cantu Mr. Davis. Hi, miss Garza. Hi myself. I miss you. I don't mean mr. Mesa motion carries next item on the agenda discussing consider approval of appointments employments evaluations resignations your assignments duties discipline or dismissal Thank You madam president trustees no recommendations this evening Thank you next item on the agenda adjournment make a motion to adjourn

060second first by mr. Martinez second by Mr. Mesa first in a second to adjourn at 753 miss Villavos. Hi mr. Cantu. Mr. Lagos. Miss Garza. Hi myself. I mr. McGee mr. Mesa

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