8/26/25 MISD BOARD MEETING

001The time is now 5:30 on August 26, 2025. This meeting of the Midland Independent Board of Trustees is now duly open for the transaction business or any matters that may be properly presented. All board members are present. So we're a quorum. Agenda item number two, verification of compliance with open meeting law. This is to certify that the provisions of section 551.01 of the Texas government code have been met in connection with public notice of this meeting. If y'all would stand for a moment of silence. And Scarbor Elementary is going to lead us in the pledges today. Good evening, President Hodes and members of the board and Dr. Howard. This evening, it is my pleasure to introduce Sally Smith, principal of Scarbor Elementary. >> Good evening, President Hodes, members of the board, and Dr. Howard. It

002is my pleasure to in Oh, sorry, I said that. She said that. Uh um my name is Sally Smith, and I'm the principal of Scrubber Elementary. The mission of Midland ISD is that all students will graduate college, career, and military ready. Um, in MISC, we work toward that mission every day. This evening, I am pleased to introduce two Scarbor Elementary students to lead us in our pledges. Kaylee Robertson, uh, daughter of Sha and Morgan Robertson, is in fourth grade and loves math because it's fun and she understands it more than any other subject. She is a dancer and she wants to become a dance teacher and studio owner when she grows up because she loves helping kids and she loves dancing. I love that. Elijah Brown in sixth grade is the son of Eric and

003Jessica Brown. He loves math, too, because he just loves math. Who doesn't? His favorite hobby is playing soccer. When he graduates, he wants to attend Texas Tech University to earn an engineering degree. Together, we are educating the future with excellence. At this time, our students will lead us in our pledges. >> Let's go down. I pledge aliance to the flag of the United States of America and to the republic for which it stands. One nation under God, indivisible, with liberty and justice for all. >> Honor to the Texas flag. I pledge also. Moving on to agenda item number five, public forum. Vice President, would you call the names, please? >> So, we have five speakers tonight. The first one will be uh Chantel Gilbo. Did I did I pronounce that correctly? Then after her, it'

004be uh Miss Barbara Yarro. Hello. Um, this is my daughter Shayla and I have a question for her. I can take her home and it's Yas's duty at school to protect my child. Um, she got sexually assaulted at school and I just want to know what is it that you guys are going to do? There's already investigation. Everyone's been calling me. We're going to monitor closer closely. Um, do you need any resources? But my thing is, why did it have to take this to monitor closely to protect your what is it that you guys are going to train? Um, as far as protection, I know you guys can't do much as far as I don't even know how to explain it, but it's it's just so heartbreaking. >> No, my child goes to school and

005she wasn't protected. And the thing is that you optified he was a special medic. It doesn't matter whether he was a special need kid. Is he going to get away with it tomorrow? Is that what you're going to justify? He's a special need kid. We can't do nothing. You can't legally do nothing because he's special. Y'all have kids. No one in the world for your kids. Ma'am, I'm very, very, very sorry to that this has happened. And I can assure you, we're going to do everything legally that we can. And Dr. Howard, can you make sure that we get with her? And I my heart goes out to you. I have no I can't even imagine. And I truly am sorry. possibly one of the best schools. They enforce so many rules. It's a great

006school, but you're going to tell me there's so many kids and there's so many teachers. If you knew that student was specialed, why wasn't there more monitored closely? Why wasn't a teacher with him? I don't know. >> I agree with you and those are all great questions and Dr. Howard, please, we we will absolutely try and do our absolute best to make sure that your student and all the rest of the students are protected. And I genuinely I have nothing to offer other than I'm super sorry and we don't want this to happen to any of our kids. I can't even imagine being in your position. And Dr. Howard, >> yes. Um if you will miss visit with Mr. Cidio right after this he'll get your number and um make sure that he sets up

007a time to visit with you and um address any of the concerns. I'm >> very sorry. Good evening, Dr. Howard and members of the school board. I am Barbara Jean Golden Yra with the school district. I got off the bus 66 years ago this afternoon. I would like I am challenging each one of you who are on the school board to make it your business to come and volunteer two or three times a week at schools in your district. So you will get to know the children the teachers are working with. It is very important that you know who the people are that you are governing for. I want to thank you so very much. >> Thank you ma'am. >> Reagan and Sorry, Reagan. Dr. McAfee, I apologize. I turned you. You You'll be after

008Reagan. Sorry about that. >> Good evening, Board. Dr. Howard, the administrators attending today are being forced to write campus plans while opening schools. Normally, these plans aren't due until October. With uh support systems cut, they're being set up to fail. This is not leadership. That's sabotage. Staff didn't get paid on payday, and many are still waiting to get paid. They're conflicting reports of IT issues, finance department issues. No clear answers. That's not leadership. That's chaos. Last year, Mr. Gwyn, Mr. Freeze, Mr. Hernandez promise promised recruitment and retainment. Instead, you cut positions, punish retirees willing to teach. That's not retention. That's not recruitment. That's a lie. Your board attorney bills 450 an hour while serving on the board of a group that does business here. That's not service. That's self-deing. Our superintendent was silenced at the

009state of education event while Mr. Hajes appeared on a podcast with Terra Beloo who's on this board meeting probably getting paid 450 an hour promoting her organization on the podcast with uh Mr. Hodgees. That's not transparency, that's manipulation. And let's not forget Mr. Hajes tried to hand four schools to his boss's wife at Third Future. Under MISD, those schools have since improved. That's not vision, that's recklessness. Meanwhile, MISD police feel overwhelmed. I'm told officers are expected to secure games with half the manpower. Is this true? And is this how we're paying for a name change? That's not safety. That's negligence. Here's the reality. Administrators are scrambling. Staff goes unpaid. Promises broken. Retirees punished. An attorney cashing in. A superintendent silenced. Schools nearly sold off. Police stretched thin. Overwhelmed campuses. conflicts of interest. That's not caring

010about kids. That's not caring about teachers. But hey, at least you change the sign of Legacy High School. >> Before you call the next one, let me address some of those allegations. We don't usually speak on this, but there's so much to drill down to, so much misinformation there. Dr. Howard, would you like to address any of the that misinformation? Reagan, please don't come back up to the mic. Go sit down, sir. >> So, um, first I want to talk a little bit about >> Sit down, please. >> Sit down or you're gone. >> Give us a seat. >> First, I want to talk a little bit about payroll. So, uh, due to some issues when payroll was processed and AC was sent to the bank, um, last week, which is always our practice, our

011team had to work with our ERP provider to cancel out those AC transactions when they, uh, discovered some issues with payroll, making sure everyone was paid properly. Um, obviously that had to happen first thing Monday morning. Uh, the team worked very hard. Uh we're fortunate that Wells Fargo, who is our depository contract, has same day a processing and so we were able to make that happen on the same day. Yesterday was payday and uh while we certainly apologize to our employees because in the day and age of a direct deposits, people are used to seeing that first thing. Uh we did in fact meet the payroll date and our team did a very good job working through that. Uh with that in mind, uh we also have let our employees know that we'll cover overdraft

012fees and so they've been given direction on who to contact, how to provide that um information. And then um there's several things that we do at the this is our first pay run of the year for about 2500 of our employees. It's the first payun of the year. So the next thing we do is a salary verification process. Mr. Derome um shared that with our employees yesterday. This will be the second year we've used that process and that's a best practice that goes out. Employees have the opportunity to check everything related to payroll, years of service, even address things like that so that we can make sure we get that right for the September payroll. That's a very common practice across districts. Um it's one that we started using last year. uh moving forward because

013Monday was payday and typically we process three days in advance which works great when Saturday and Sunday are not days that everyone's closed and can't help. So, um one thing that Mr. Durham's going to make a change to in the future is anytime pay well it's going to be three business days. And so regardless of what day payroll falls on, which is the 25th for the most part, um going to make that change so that if something um is a problem that we're able to do that during working hours when we have access to our ERP providers as well as the bank being open. Uh I also want to address the campus improvement plans. Um our teams have been working on these plans um since the summer. So you remember that in May the board

014approved the goals. Um at that time we went to work on revising the uh district and campus improvement plan. The district plan came to the board u two months ago. Is that correct? Did everybody step out answer that question? Okay. Two months ago. And then um our principal supervisors have worked closely with our campus leaders to have their plans ready to go. Uh when I first got back to the district, it was later because we just weren't in any kind of place to bring those to the board early, but uh it's actually really important that campus improvement plans are approved as soon as possible because our campuses who have title funds, uh technically the title funds can't be utilized or spent until there's a a board approved campus improvement plan uh that outlines why they're

015using those funds. So that timeline is pretty normal. I'm not sure about the the comment about the police. We actually have 40 police officers. When I got here, I think we had 10 or 11. Uh so we've tripled the size of the police department. So I'm not sure about that. Um our team's definitely always looking at ways that we can make sure everybody has what they need. So if there's any specific issues that any of our employees have, you know, we have multiple ways to address those and we're glad to to answer questions they have. >> Perfect. Thank you very much. Next, >> Dr. McAfee, thank you for your patience. Sorry for missing yours a second ago. >> First of all, good evening to the board. Also, Dr. Howard, superintendent. I'm here in response to

016our last meeting and um I think I indicated on my sheet that My concern was moving forward may not be what some people visualize and give you an idea. Last time I was here, the board came through this vision. I thought it was very very cruel. I went home mesmerized and uh had trouble sleeping. But then uh because of the fact I rely on our Bible to give me consolation, I was able to look at Paul's almost last book as recorded by Luke in Acts 28 26 and 27. He said he was quoting Isaiah the prophet which is 69 of Isaiah. Go to these people and say, "Hear and you will hear and shall not understand. And seeing you'll see and not to see. For the heart of this people have grown dull. Their ears

017are hard of hearing and their eyes they have closed. Lest they should see with their eyes and hear with their ears. less they should understand with their hearts or minds in turn are changed. I said that because of the fact that there were 50 people who came before the last time and uh I think 86 88% of asked that we not go back. One particular board member in his response my wife and I were horrified because of the fact that what it what he said was that I don't care what it means. I was really thought it was a very atrocious type of behavior to be indifferent to the students who are going to have to go and attend Lee High School for the next four years. Based on that, I'm going to ask every

018parent of a a guardian of a black student in this particular district to ask for an immediate transfer from Lee High School of the 26 27 school year to transfer either to Middle High School or to young women's leadership. academy or to early childhood or to Coleman High School or to Travis Ideal or to Midland Christian or to uh Texas Leadership Academy because of the fact that I think they've been put into a awkward position. Thank you. My time is up. I'm going to respect my time. I'm not going over. Thank you. >> Thank you. Uh, the last Gianna Sererta. Hopefully I pronounced that right. All right. Thank you for your time this evening. This is probably a very random topic, but somebody's got to let you all know. Uh, my name is Giana Serta

019and I'm here on behalf of my daughter Stormmy in 10th grade at Midland High. I'm here tonight because Midland High's Madiachi program has been cut and I've already heard the phrase, "This is not the end for Mr. Bo Garza." But let's be honest, for the students right now, this juniors and seniors especially, this is the end. There's no more future planning that gives them back this year. But for our freshman and sophomores, there's still hope. My daughter has been in mariachi for three years, starting at Gddard Junior High. She worked her way up and played for Midland freshman only to be told it's gone sophomore year and replaced with a random cooking class. Let's like not pretend that's an equal trade. And here's my question. Why even start a program like this if there's no

020plan to continue to grow it every year? They knew these students were coming. They knew they were committed and they knew the fe theaters were full. But yet here we are acting surprised that there's a demand. That's not planning. That's setting students up for disappointment. What makes this even worse for me is the inequity. Midland or Legacy High School keeps its program despite fewer feeder schools. Midland High has multiple feeders and yet our kids get absolutely nothing. That's not a budget issue. That's a choice and it's a choice that sends a clear message about which students and programs are valued. Mr. Garza helped found the Legacy Mariachi program and has done extraordinary work. But why was Midland High just left in the dust? And I don't want to discount all the hard work Mr. Albert

021Madura did running the class. He built the program up. He invested nights, weekends, energy, and heart into these kids. He inspired them to embrace their heritage, perform with pride, and believe in themselves. Cutting this program now doesn't just close the door on the students. It wipes out the foundation that he spent years building. A lot of us parents have also invested a lot of time, money, and effort into our students. And all of it just seems like such a waste at this point. We weren't even given an email, a phone call, a Facebook announcement, nothing letting us know that the program was ending. Just a surprise schedule given out at meet the dogs that said intro to culinary class. The district might have a staffing issue, but hard isn't the same as impossible. I propose

022real solutions to Mr. Garza, such as district-wide collaboration, shared instructors, even relocating an existing program. But it seems easier to just say maybe someday and just move on. But that's not good enough for me. Tonight, I'm asking the district to reconsider and reinstate mariachi at Midland Higher. Create an active workable pathway for these students to continue this year. Let's protect the program now, not just during Hispanic Heritage Month, not just during diiaos muertos, and not just during Cinco de Mayo when mariachi is the cool thing. Let's protect it year round and give our students the opportunity to continue performing and embracing their culture. Thank you very much. Is that it on public forum? Moving on to agenda item six, consent agenda. A, approval of board meeting minutes. B, approval of monthly financials. C, approval excess

023workers compensation liability insurance renewal. D, approval of resolution allowing for adjunct 4 teacher. E. Approval of donations over 20,000. F. Approval of revisions to local policies. DGB local personnel management relations employee complaints and grievances. FNG local student rights and responsibilities. Students and parents complaints, grievances. And GF, local public complaints. Then G, approval of outofstate student travel. H, approval of anou with West Texas A&M University and I, approval of amendments to the 2025 2026 compensation plan. Are there any items that someone wishes to pull? Let's go. No, no, no. Miss Burlson. Okay. Seeing no items to pull. Um, can we get a motion? >> Motion to approve. >> Second. >> It's been motioned. Is there a second? >> Second. >> It has been motioned and seconded that this board vote on agenda item six, consent agenda.

024A, approval of board meeting minutes. B, approval of Monday monthly financial. C. Approval of excess workers compensation liability insurance renewal. D. Approval of resolution allowing for adjunct 4 teachers. E. Approval of donations over 20,000. F. Approval of revisions to local policies. DGBA local personnel management relation employees complaints and grievances. FNG local students rights and responsibilities. Student and parent complaints and grievances. GF local public complaints. G. Approval of out ofstate student travel. H. Approval ofou with West Texas&M and I approval of amendments to the 2025 2026 compensation plan. All those in favor raise your right hand. It is unanimous. Consent agenda passes. Moving on to agenda item seven, a superintendent update. Miss do Dr. Howard. >> Yes. I'll start with some good news. So yesterday u well last night I received some news that we had

025a the secondary teacher of the year for the region. And then today we received official notification we have both the um elementary and secondary teachers of the year for the entire region. So uh region 18 elementary teacher of the year Janet Cook from Jane Long Elementary and secondary teacher of the year Mr. Billy Cooper from uh Legacy High School. So the way this works now is they move on to compete at the state level um to see if they are the state teachers of the year. And so, uh, they will be going to Austin in October, uh, for a day, uh, with the commissioner and interviews and then of course a awards, um, lunch and the next day where they announce the winners. So, very proud of them. This is the first time in a

026while that we've had this and um, appreciate our team who does the work to go through this process because uh, without that we aren't able to take a recommendation to region 18 and so very proud of Miss Cook and Mr. Cooper uh give a little bit of update on back to school information. Um as of yesterday, which was day five, our enrollment was a little over 29,000. 29,084 to be exact. That's down 112 from this time last year. When we look at day five last year, um but what concerns us and what we're monitoring and going to work on right now is we're a little over a thousand below projection. uh to put that in pretty simple math because there's a lot of calculations, that's about 6.7 million that we're going to need to uh

027make adjustments. And so our team is doing that. Um and so fortunately, uh we do have some positions that are open across the district because uh we will be eliminating some positions to align with the enrollment where students actually showed up. We have campuses that are up and we have campuses that are down two or 300 from where they were projected. And so, uh, what our team will be doing now and and by next Friday or this Friday, uh, we'll be working on round two adjustments. Um, looking at where we need to relocate teachers, where we need to close sections, uh, where we need to eliminate vacant positions. Um, and that's just the reality. That's not anything unique to this year. If enrollment's up, we're looking at if we need to add positions and things

028like that. It's just a matter of um uh balancing that budget. And then of course, uh we'll continue to work through that. Uh the the decisions we make this week will be those immediate decisions that are very clear-cut. Uh we have too many people, too few people will make those start making those moves. our principal supervisors and HR lead that work uh because our PR principal supervisors know their campuses and work closely with the principles on that. I want to thank the team for the start of the school year. So, um I've been to 12 of our 40 campuses already and and work to get to campuses every week until I hit the, you know, get to all 40 of them. Uh but what I've seen on those 12 that I've visited and um debriefing

029with the team at the end of each day, the first five days, as we're seeing this across the board, um high expectations are being set. Uh students are are starting, you know, instruction day one. Uh one thing that made me really proud over at Alamo last week, uh because we've talked a lot about the foundations we've worked to lay that there's no quick fix to turning schools around. There's no quick fix to um districtwide improvement, but there is continuous improvement and there are things that have to be in place for that to happen. And so, uh when I was over at Alamo the other day, one of our seventh grade MCL's, I said, "How were your first couple of days?" She said, "Yay one, I figured out I could uh be more rigorous than I've

030been able to be before. Uh the kids are coming in more prepared than they have been before." And that is what we were working towards because when we get that strong foundation at our elementaryaries, so all of our elementary feeders that feed into Alamo, you can pat yourselves on the back for sending them a good crew. Um, but that is the work that we've been trying to do is make sure that we're sending students to the next grade level more prepared than they have been in the past. Uh, we have some areas to improve at this time of year. There's always some transportation issues that we're trying to work out as well as arrival and dismissal until everybody gets in the to the swing of things and how that works. Um, I do want to

031report some numbers for you. We have a 96% teacher fill rate. That's the same as it was this time last year. Of course, principles were 100%. And the reason I report those two, >> would you repeat those numbers again? >> Yes. So, teachers have the number one impact on student learning. And so, I report that one first. 96% of our teaching positions are filled. Um, same time last year we were at 96%. Our principles who have the second biggest impact on student outcomes is 100%. Of course, every single campus has a a principal and not just a principal but a quality principal. Assistant principles, we're at 98% fill rate. We have uh one secondary AP that's not filled and we have one elementary AP that's not filled. And to be very honest with you, with

032those two campuses and where we're monitoring enrollment, those may be positions that are not filled because they don't justify that additional position. And then counselor's 98% fill rate. So those are those four that that we really look at at the campus level. Uh we do have some district-wide openings. And one of the reasons that we see more openings at the district is because of I ask HR to to prioritize getting our um campusbased people processed and filled faster. Um if they're in our building, we'll wait on that, but we need people on our campuses um processed and and to work. So, I talked a little bit about budget and projections. So, uh, we're of course reviewing the staffing allocations as well as any vacant positions that we have to make sure that we make those

033adjustments if we need to. Uh, Mr. Durham will actually in October bring a budget amendment to the board that'll be based on actuals, not projections. Um, and that's a very important budget amendment because it's right before we send in uh, PM's data. And so, the budget information has to be much tighter. Uh, summer graduation, thank y'all. Those of you that were able to be there the other night, we graduated. Um I think 24 walked, but 27 graduated. Summer graduation's always pretty special to me because these are kiddos that could have easily just said, "It didn't work out. I didn't get it done. I'm not coming back." Uh but they came back. They did whatever they needed to to get graduated, whether that was state assessments, whether that was credits, whether it was a combination of

034the two. And so I always enjoy summer graduation because they've persevered and and um you know make sure that they get everything taken care of. And I think that's a big life lesson to not uh give up when things don't work out the first time to go back to work and and take care of business and meet the requirements so that you can indeed graduate. Uh just a couple of updates. Legislative session, we're in our second called special session. So we continue to monitor that. House Bill 8 passed today to restructure to a through three-year assessment model. Um, you know, we'll see what ends up really happening with that. Um, at this time, what we're working on as a team is staying focused on the work ahead of us and we'll, you know, sort out

035the legislative decisions as they come. Uh, we pick back up with our monthly leadership meetings tomorrow on August 27th. And then, of course, Monday is already Labor Day, so we will not have school. And then last but not least, I want to take a moment to thank and congratulate Cynthia McNab. She doesn't know I'm doing this, so she'll be embarrassed. Um, but Cynthia, if you'll just stand up. Cynthia's retiring at the end of this week. Um, the reason she's smiled all day is this is the last board meeting and so she doesn't have to lug all the things over and get ready for that. And um, but I appreciate her. This is her 29th year. We've actually worked together in two different districts for almost six years. And so certainly going to miss Cynthia. She

036also, you know, as a liaison to the board and takes care of you. And then we want to welcome Shelley Martin. So congratulations, Cynthia. And that's all I have. >> Congratulations. I know you're looking forward to it being in Vegas. Anybody want to say anything to Miss McNab? Go around the room. just >> Yes, sir. I would I'd like to say uh if you can hear me. I don't know if it's working or not. Anyway, I'd like to say thank you uh Miss McNau for all the work that you've done uh for the board from me and myself uh make sure that uh the meetings that we had coming before us uh that you kept us on track and make sure we we were there on time and in time. So, thank you for all

037your hard work and I know you have grandkids and family uh that you're looking forward to enjoying and again, may God bless you. Uh and thank you for all you've done. >> Yeah, I'd like to say um thank you as well. Uh appreciate all your work that you've done for us on the board getting all my travel arrangements put together. Um again, thank you. have fun with your grandkids, your husband. Go to Vegas for me. Spend a couple dollars in the slot machine. But, um, I appreciate you very much and everything you've done from the text messages, the emails, the phone calls, me calling, bugging you. You never never batted an eye at me. So, I appreciate it. Thank you, Miss McNab. Thank you for your service to this district and to the kids. I

038know you're going to enjoy retirement. Uh, it's going to be a change of pace, I'm sure, but I wish you all the best and just remember your friends up here and come by any chance you get and hug play with those grandkids every chance you get. Okay. >> Yeah. So, coming on the board 10 months ago now, it was uh a new learning experience to say the least. So, Miss McNav has been there the whole step of the way sending text messages. She keeps that calendar pretty full most days. Uh we do have to tell her no on some stuff, but uh I just used her again yesterday because I misplaced my badge. So she probably gets more requests out of me than anybody. So uh enjoy retirement. You deserved it. Uh 29 years in

039public education's a long time. So uh enjoy the family and do what retirees do. I still got a little while before I figure out what that is, but uh it's got to be better than going to work every day, I would think. So, thank you. >> I didn't know you were headed to Vegas, so good luck there. I won't tell her my jackpot last time. But, um, Cynthia, you're a great person. And, um, I hope I don't see you at a board meeting. That would not be ideal retirement life. But, >> see you in Vegas. >> Yeah, I'll see you in Vegas. Um, enjoy your grandkids. Retirement life's wonderful. You find time. You find stuff to fill your time and it's but it's everything that you want to do every single minute. So, enjoy and

040I'm happy for you. >> Thank you, Cynthia. Um, I kind of already told her I felt really nervous when I uh first got on this board and she made me feel very welcome. Very, very kind uh lady and wish you the best and thank you so much for your service. Thank you. You're cut above for sure. Enjoy it. I hope to see you in Vegas. >> Uh, moving on to agenda item eight, districtformational reports. A, the bond 2023 monthly report. Park Hill. Thank you. >> Thank you, President. >> Thanks, President Hodgees. Dr. Howard, board members, I'm pleased to present the monthly update for August for your bond election. We'll begin with package one, which is Lonear Trails Elementary School. So, that project was substantially complete on August 13th. We opened on the first day of

041school and we had kids there. We have a comprehensive punch list established. We have prioritized that punch list and we're working through that throughout the week. We anticipate the top priority to be done this week and we'll keep the board updated as that moves along. It was quite a success and we're thrilled about that project. Package two, the two new high schools actually they released a 100% complete construction documents on Friday. Robert and I spent the day with both Seymars and the architects all day Friday to discuss where they are in reconciling the GMP1 which the board approved a couple months ago and then working towards the final or intermediate GMPS to ensure that we come in on budget. There's great movement in that. We have a lot of action and a lot of interest

042as can be imagined for projects of this size. And so we are moving ahead quickly and we've hope, as we said, to come to you in soon with a final GMP for the board to consider. And I'm moving through these really quickly. So please stop me if you have any questions at all. This is a picture of the groundbreaking. It was a great success at both sites. Package three, which is elementary school renovation package group A for Emerson, Franks, Houston, Lamar, Long, Parker, South, and Travis. The MQ1, as you recall, was approved and that was the fire sprinkler systems. And that project was completed on August 10th. And they are working now for the phase two of that job. And it is 80% complete for construction documents. and we look to bring you at GMP

043in December for the final portion of that project. Quick list of the things that are included in the renovation project as we had talked about previously. Practice four, innovation group A for Goddard. I can never handle microphones very well, so my apologies. Practice floor renovation uh for group A for Goddard and Alamo. Um Goddard, I'm sorry, and Midland Middle Schools. You see the renovation, I'm sorry, the uh the elevation on the front that shows the new administration building. These projects also include a large classroom expansion. Um we are bringing that GMP or I'm sorry proposal to you for recommendation today later on the agenda. It's some very good news on that. You can see when the dates are to start a construction and for construction to end. Package five, renovation group B for um Alamo

044Junior High and construction documents will likely advertise in September to be awarded in October. The SPS is complete at this campus. The portables have been relocated and the multi-purpose building. We had our pre-construction meeting today to start that project going. Package eight, elementary school renovations group B which is Sanorita Bush Scalar and Desavala Elementary School. We have the very initial scope to budget project um portion of the project ongoing and it's complete at SGP which means scope to budget cost has been approved and it is in well within budget and we're moving into the design development and that is 95% complete and being reviewed as we speak. We are looking to come to the board in March of 2026 for a GMP for approval. Back to nine, middle school renovations group C, which is San

045Die Bell. We again have the initial site surveys done. We have the the SPB, the scope of budget documents submitted. And those are under review just as the previous project. And then the wait room, multi-purpose room construction will start and soon will be completed in January of 2026. Cable flooring is complete and the full project completion is by the fall of 2028. Package 10 renovation group elementary school renovation group C for Bonham Dette Fannon Henderson and then Midland alternative program at Coleman High. We have selected the architects and brought that to the board in a previous board meeting. And you can see where we're working as that project kicks off. In package 11, elementary school renovation group C which is peas rest great house Jones and Milm that architect has been selected for that job

046also and they have started their site visits and scoping project as we kick that project off. The overall progress you can see on the screen um through passage 11 which is a substantial amount of the projects have been started and at a sub phase of either design or construction. We feel very good about that considering the overhaul schedule of the bond collection. And that concludes the presentation for tonight. I'd be happy to answer any questions. So, Lonear Trails, I know it's I've had the luxury of visiting that campus twice now. First, uh first off, the school's beautiful. Uh I think the you need to give the construction guys a pat on the back to build that school in a year was pretty impressive. Um, I know there's been a few questions floating around when like

047the punch list will be done and there won't be any any workers on site. Can you give us a little uh insight on that? >> So, the punch list is extensive as we would expect for a project this size. So, it'll take some time to get through that. We do know that the prioritized punch list items we're going to work through this week and those were any item that had to do with safety, security, and and and student movement. The elevator ask, for instance, was on the punch list. It was up and running this morning. Um, I can come back to you with an anticipated date for the remainder of the punch list items once we get through this week and give a a hard targeted date to have those all completed. We work those

048through those as quickly as we can because we want to be out of that school. Also, >> one thing that we're working through with the punch list is we like David said, Dr. Finley said, "We want to get through the items that have to be addressed quickly, but we also want to hold the contractors accountable for making sure everything is perfect." So, one item that um is not to the standard of the program managers, the architects in this case because it is Park Hill, so they're not program they're program managing but not being compensated that way is the terazzo is not um finished out the way that it needs to be from a shine perspective, I guess I would call it. And so that's a project that's a little harder to do during school. So

049that may be over a Thanksgiving break, Christmas break, um because we're going to make them get it right, but we don't want to disrupt campus because it's not keeping us from having school. We just want it right because we've paid for that. >> That's a really great example of holding the contractor and the subcontractor in this case accountable for the work. It is specifically the final grind of the Turazzo was not done appropriately and so they will come out and grind that again. We will bring to the board when that is going to be scheduled as to not interrupt instruction. I appreciate it. Thank you. Moving on to agenda item eight, districtformational reports B 2024 2025 annual star report accountability ratings and school improvement report. >> Whoa, you're me >> wick. >> I was trying

050to be fast. >> Welcome Dr. Howard. >> I'm sneaky that one. So um thank you Mr. for Hajes, President Hajes, members of the board. Back in July, we brought to you what we called a projected accountability report. And so tonight, we're presenting the actual accountability report. Um, this does not require any action on your part. And this is going to tie in well with the campus improvement plan presentations that you're going to see later tonight. I have to click too, right? Thanks, Mr. So starting on this slide, there are no changes to this slide from the projections that we presented back in July. Uh 20 in 2023, seven of our campuses were AB campuses. In 2025, 15 of our campuses were AB campuses. So we're very proud of that progress. In 2023, we had 16

051BNF campuses. Um in 2025, we had nine. In July, we reported 10, but we shared that we had, you know, a couple that we thought might could bump up. And indeed, one of them did. And so, we have nine DNF campuses. We also presented in July that we went from 9 to five in 2024 and then one F campus. And that remains true as well. So, what you'll see on this is if it's in green, that means it's an A or a B campus. We did go ahead and put the up arrow uh because we believe it's important for you to see campuses that improved a letter grade even if they stay green or even if they stay red. So going to this next slide, you'll see there that we have three campuses that even

052though they're bees, they are uh campuses that grew a letter grade. And then as we transition into our campuses that we're seeing there in red, um those are the ones that you're going to hear from tonight. So there'll be 23 campuses that are not in ARB that will present their uh unique campus information from their campus improvement plans. And then of course uh continuing with our C-rated campuses, you see there that Henderson Elementary improved um a couple of letter grades. So very proud of the work that they did. Um here again um even though we're seeing red there are some campuses that jumped a letter grade. Long Elementary is one that um when we presented projections that one was really close. We weren't sure if that was going to be a C and it ended

053up being a C. So we're very proud of that um and saw that increase. And then um here you see two of our campuses again um that are D's uh but they were Fs the year before. So, um, again, celebrating that progress, but knowing we have a lot of work to do because the goal and that's, uh, why we have our A and B rated campus principles here today because whether you're green or red, everyone is expected to get better every year and they're here, uh, for moral support for their 23 colleagues that are going to be presenting, but then also here because they understand the commitment to that continuous improvement. So, I'm going to talk a little bit about school improvement real quick and then I'll turn it over to Miss Bueno to run

054through the um scores. So, this uh the only difference on this from what we reported in July when we did projections is that we do not see Jane Long on here because they have come off this list with the C rating. Uh so, we still have bunching days of through 2025 or year three that puts them in year four this year. So, they have to earn a C or better this year. and we feel confident they're on track to do that. We've done some pretty significant staffing adjustments at those campuses from a talent perspective. And then our campuses that are in year one, um there's different ways that campuses have a one uh or earn a year. Sometimes it's three consecutive D's equal one year. Other times it's an F. Um and so every campus

055on here knows that um the goal is that they come off of this list al together next year. So, at this time, I'll turn it over to Miss Buen. >> Dr. Howard, can I say something real quick? Thank you very much for making that presentation. I just want to thank you and your team to it. I also want to make mention of the former board because we have new board members on here now. Uh, y'all are making some significant improvements academically in this district. Uh, we're also kind of turning the corner on some discipline and thank y'all for for doing that. That's not just the work of the new board that started a a long time ago. The new academic policies that have been put in place. I wanted to address those specifically real quick

056because there's so much red on there. And I'm I'm going to continuously message it over and over again. That when we see red, it is not supposed to just be like a oh my gosh, we're terrible. They're trying to sabotage us or what have you. It is to show that we are having extreme ownership over the academics in MISD. That we along with Dr. Howard and her team believe that we should be able to achieve an overall B district rating here. And if we're not at a B, then that red is to show that we need to just work harder. But everybody is working their their tail off. It's moving in the right directions. I realize some of this is a little different to see, but it is just extreme ownership. It's a different It's

057just a different leadership style that I believe statistically shows some improvements, some velocity changes on it. And I just want to thank you for allowing us to work with us as a team and the rest of the board because it's going to benefit our students long term. I think that MISD has the ability to become one of the districts uh that is a shining star in the state of Texas. >> Yes, sir. And >> especially in region 18, we're going to smoke them. Right. Um, this is not new to our principles. We've been working on this since June. Uh, we talked about the new board goals. We talked about the red and green. Um, so yeah, I've never met a a principal that wasn't competitive and every one of them sitting back here is as

058well. They all want to be in the green. They all want to be A's and B's. And so, um, this is not new to them. And uh what you're going to hear when we present the district or the campus improvement plans tonight, you'll first hear the district-wide structures that are in place. Whether you're an ABCD, it doesn't matter. It's best practice. It's been proven to work. And so whether it just doesn't matter what the rating is, there are certain things that we're expecting at every single campus. And so you'll hear that first and then we'll jump into those 23 campus plans that are unique to that campus specifically what they need. >> Here comes the star of the show. >> I don't know about that. I feel not feeling too well. So but I'll get

059through this. Okay. So I will now review the annual A throughF report in accordance to board policy and board goal B um with an emphasis on domain one. Um this data is will provide you the staff um parents and the community with transparency um and a complete breakdown of the accountability system for every domain. This report um will compare the 2024 um accountability ratings to 2025. Um they will be shared with parents tomorrow um via email. They will be posted in everybody in every principal's office and inside the campus office per board policy. So you will see the breakdown here um to the left you will see at the campus um starting with the district the overall A throughF um it has a letter grade and then the numeric value on there. Um, so last

060week when we met, board members thought it was important to share that numeric value so that everybody knew if we were I mean by how many points we were actually growing or how many points that we were um declining in. So um if they are colorcoded in green on track um that is because they are either they either maintained their previous score or they um grew in that area. So you'll see everyone on this slide um is on track um from the district um through Buoie Fine Arts. This one will show a couple that are um off track um although they're still B- rated um but they are still showing a decrease right. So for example um Parker you'll see that in domain three. So declined by 4%. So that will be labeled off track.

061You'll see Scarbor here. Um they're on track. So you see that green. It's a good visual um not only for us but also for parents as well as this will be shared with them. Um like I said tomorrow morning. Henderson um just like Dr. Howard highlighted um did move up to a C rating overall, but you could also see that breakdown by domain um where um grew double digits in every domain. You'll see long as well here. And I'm just going to highlight a few. Well, I'm not going to read every one of them. Um, but highlight just a few. You'll see long on track for three of the domains. Um, and has some area of improvement in domain three there. Um, and then DZ as well showing um that they're on track for three

062of those domains. And um, we'll work on domain one. Midland High School. I do want to highlight Midland High School. So, you'll see that they are green across the board. Um, and um, showing that growth as well. And this one, it is important. Um, if you look at young women's, we did highlight one in red for board policy. Although there's still an A, it's still red just because they did decline by 3%, but they are still measuring at an A in that domain. Are there any questions on that one before I jump into the annual report? >> Anyone have any questions? I think it's important to point out and Miss Bueno may have said this but um this is the transition year and so this is just showing if 25 was better than 24 next

063year when you see this report it will be did 26 meet the 25 go the 26 goal so it'll measure goal to goal >> anyone down here have questions on that again thank you I love it but I'm biased right thank you y'all worked y'all's tail off thank y'all >> and now I'm going jump into the star annual report for the 2024 2025 school year which this compares the 2024 to the 2025 data by grade level and by content as well. We reviewed this data in June um as preliminary data and it is now final. Um and so same format here sorry um same format here um all all parents will receive an email tomorrow with um their campus data by content by grade level. um they will be posted in principal's office and in

064the main office as well. And so this is just showing you a breakdown of the district um by grade level, by content. And then every campus has theirs as well. If they'll open somebody open that so just wanted to show you what this looks like um for the campus score card it'll only have the campus name on top and just the breakdown of that data for them. It'll be really easy to read um for parents as well, but also just important with um just being transparent with our parents of where we were um and then what we scored this year um and then what our goals will be for next year. And I won't review all of these, but you have these attachments if you want to review those. Um, and then I've also attached

065every campus scorecard as well. >> Josh would like to go through every attachment that was in board book for this month. He said earlier that he wanted to go through all,00 pages. >> Well, good luck. Don't hit print. >> Luckily, Miss Berles showed me a trick earlier. I used to download the entire agenda, 1100 pages at a time. I was like, why is this taking so long? But Miss Berles lined me out on that. >> And this concludes my presentation. Are there any other questions >> down here? Mr. Pooker. >> Oh, no. Thank you. Very good job, >> Miss Bueno. I just want to say thank you. Uh, I know we talked about this a little bit at the team of eight training last week. Uh, we realized like this was all new to you

066guys, the way we present it to the board, and I appreciate it. This is a lot easier for me to go through than that taper report. Um, so I know it took a lot of time, uh, a lot of emails back and forth between you, Dr. Howard, uh, Miss Blue. Um, so yeah, thank you. I I think it looks great. I'm I'm very happy with it. makes it very easy and I think it's going to be easy for the parents to >> Did you just say you liked it? >> Yeah, I like it. >> Praise the holy power. >> Thank you y'all. Thank y'all very very much. Moving on to the next information on action item 8, district information report C right here. Overview of district procurement processes. Mr. Durham. >> Good evening, President Hodes,

067members of the board, Superintendent Howard. This evening, the district wanted to provide a procurement overview um not just for our board of trustees, but also for all of our constituents to have a better understanding of the procurement process um and also um some additional information if they do ever have any questions. So for a brief overview um board policy ch legal and local um specifically outlines procurement for school districts. Um there are also additional board policy chi and then the CVS which are directly related to all procurement um for construction. Um and then prior to the 89th legislative session, all goods and services that cost $50,000 or more in the aggregate for the year require competitive procurement. However, they did make an update during this past legislative session to increase that threshold to $100,000. So

068for um competitive procurement, there are a few different means the district can utilize in order to be in compliance and also ensure that we are receiving our best matches. The first one is doing competitive bidding. um also known as RFPs. Um we evaluate um these vendors based on price and other relative criteria. Um this is extremely important because we can also further negotiate the prices after we do get those bids into place. Um competitive silk proposals, also known as CSP, um is evaluated specifically based on pricing. Um that is a form um that we use quite a bit um throughout construction projects. Um some of our current bond construction projects are also um bid through the CSP process. Um we also have interlocal contracts, reverse auctions, electricity and then requests for qualifications known as RFQS.

069Um this is in order to evaluate vendors based off their qualifications, their expertise. Um for example um architects, CPAs um architectural firms are required to be um competitively procured based off their qualification and not price alone. Um and all of this is specifically outlined within our board policies. Um the district also is able to utilize purchasing cooperatives. We're currently members of 21 purchasing cooperatives and in order for us to be a member of that, the board has to approve that um through a board action. Um what a purchasing cooperative is is a third party competitive a third party that competitively procures goods and services on behalf of local governmental entities. And so I I'm not too sure if you have ever gone through a competitive purchasing. Um however it is lengthy. Um the quickest turnaround

070would be probably about three weeks um with some of the competitive procurement um going from six months um over to a year depending on the the complexity um of the goods and or services um that we are looking for um needing. And so um this just allows district to expedite the purchasing um for these needs and then cuts down on the time and resources um we use to procure these needs. Um now at the same time what we do is whenever we're looking at purchasing cooperative um pricing we ensure that is the best pricing um for the market and if it's not and if we think that we are able to get better pricing um then we do look at other competitive procurement needs um or methods such as um bidding out a RFQ. Some

071of the main things that we look at throughout the procurement process is quality control to ensure vendor submissions meet the specification specifically outlined um in the bid packet. Um we also verify vendors can comply with the outline schedule if applicable. Sometimes vendors will um submit that they um are able to do the job. However, after looking at their qualifications, um if it's a um service they're providing, they might not have the qualified staff and or the sufficient staffing in order to meet our needs and our time frame. Um and then we also ensure vendors agree to all contractual terms and conditions. Um that is one area that we are looking at tightening up. Um we are looking at um including more um legal aspects within our contracts um rather than just a shared standard agreement.

072I'm looking for more of a MSA known as master of service agreement. Making sure the scope of work is specifically outlined, making sure that time frames are specifically outlined, and then holding vendors accountable if they do not meet that um obligation. So, I know that there's been some questions in regards to how vendors become a approved MISV vendor. There's currently three different avenues a vendor can um utilize in order to become an approved vendor. Um, the first is to submit a proposal for goods and services on an open RFP or an RFQ that the district currently has out for bid. The second is if a campus or a department is interesting in using a local vendor um that will better meet their needs and they're able to request that vendor being set up and then

073we are able to vet that vendor afterwards. And then the third is for that vendor to have a awarded contract um through a purchasing cooperative that the district is a member of and as long as they are the best pricing, as long as they meet our needs, um we are able to utilize them and move forward um with the um purchase of goods and or services. A few different resources um that we have implemented since my time um along with some things that have been in place prior to my time. Um we currently utilize a um third party system known as equal level. What equal level is is it brings all of our um purchasing cooperatives um into one platform and then let's say you're interested in purchasing um rulers, you can go in there,

074type in a ruler and then it looks at all different vendors with all different types of rulers in order for you to make sure that you're getting the best quality but also to ensure you're getting the best pricing. And so that's been something that has um been in practice for um a few years now. One thing um that we've recently um created was a document outlining outlining the reasonings for issuing an RFP. This is a resource for our um budget owners in order to know um whether it's a good time to start working with the procurement team to issue out an RFP or whether it's more relevant to utilize purchasing cooperative or another um competitive procurement um um item. Um we also have a bid request form. So before anyone is able to send procurement

075a request to actually um start working on the RFP or on an RFQ um they're required to fill out a bid request form. This bid request form just is a highle summary with questions um that specifically outlines whether they have the sufficient funds um how it's going to meet the needs of the district um if it's just a one-year obligation if it's multiple years. And so it's a l it's not leapy um it's a very high level overview um that is submitted by the requester that then goes to myself in order to approve and or ask verifying questions before we do go out for bid on that. Um we are also in the process of implementing a post evaluation for performance and satisfaction on contracts. Um, and so that's something that we're um going to

076be working on to make sure that we're implementing and making sure that whenever a vendor isn't satisfying our needs, that we have that documentation and we can um um void their um current active status in our system. We're also implementing quarterly capital project updates in order to ensure that the district um is aware of all these statuses, but also to make sure that we're on track and it's meeting our satisfaction. if it's not meeting our satisfaction, then we're able to address it um at that time. We've also put in um different parameters regarding blanket POS. Blanket POS um are allowed for a few different um reasons. One reason would be for miscellaneous items. I'll give you a great example for transportation. If transportation has an immediate need that an alternator goes out, well then um

077if they're trying to follow the procurement process, there's there's not much time before there becomes an issue between the need of getting a bus or a vehicle to start running and going through the um procurement process that might take um one to five days for a approved PO. And so um we do allow some departments um to issue a blanket PO. We make sure to monitor that. One of the um tightening up the range that we did is rather than a department being able to have an open PO for the entire year, we do open POS um either by semester, by quarters in order to help ensure that the budget owner is making um making sure they have sufficient funds and managing their budget better. Um and then another one that we're currently working on

078is an extension form for RFPs. Um sometimes whenever the administration comes before the board to um ask for approval for an RFP, um we also have in there that we are allowed as an administration um to to update that RFP for one to two-year terms um directly thereafter as long as they're meeting our needs. So the previous process has just been as soon as the RFP runs out is to contact the budget owner, make sure that they're still needing it. and there hasn't been supporting documentation regarding um how the vendor is meeting their needs and um whether they're status and so that is something um that we will be putting in um to ensure that we have supporting documentation moving forward and at that time I am concluding my presentation >> anybody have any questions

079I have a just a very few but anyone thank you very much appreciate you communicating all that with us and keeping us updated on what's going on and then also for your ongoing work to keep everything up up to speed. Thank you, >> Tucker. When we send out an RFP, who normally uh puts that together? So the way that RFPs are structured is that um the budget owner um which can be any um district level um employee as far as principles, directors, executive directors, cabinet members um they are able to go through and work with the procurement team to make sure they're putting all the um specifics within the bid packet. The procurement team's responsibility is to ensure compliance. However, the scope of work timelines um and and such are required to be provided from

080the budget owner. >> Is there is this just me speaking here? Is there anything that we could do to make that process a little easier? Uh I know you there's a lot of details that go into it, but since I've been on the board, we we get we have to approve a lot of these, right? They come through the board pretty regular and and I just seen it numerous times where you'll send out four or 500 requests for proposals and you'll get one or two back. Is there something we can do on our end to like make it easier for the uh contractor to want to bid to do the work for us or do you think is that just pretty standard in the school district world that >> I think that's that's kind of

081standard. and it depends on the goods and services that we're going out to the market to bid. Um I will tell you that sometimes um on our cover sheets we do show um hundreds and hundreds of vendors that the application um has been sent to. Um however the the way that that works is we utilize um a software system called ion wave in order to actually process um the bids and then all the invitations go out based off our approved vendors and based on what the vendors at that time have selected that they are um providing and so some vendors unfortunately have all provided and so that's why you see sometimes up to 1100 vendors are being sent solicitations however in all reality maybe only four of those vendors um have the qualities um for

082those goods and or services um to meet our needs. And so that is something that I'm currently working on with the team to make sure now first of all we don't have um vendors which just blanket um they they can provide any and every goods and services. Um, another thing is is whenever we go out to bid for specifics is to make sure first of all that we're sending those bids out to local vendors that might not be an awarded vendor um with MISB, but also looking at other diff other firms and companies out there that might meet our needs better um that are not vendors as well. >> Yeah. And I know, excuse me, we talked about the MSA process or potentially getting all vendors set up with the MSA uh in the oil

083and gas uh industry. We don't do work unless you have an MSA. So, I would think that would be pretty standard. I would really like for us to look at that cuz it protects us and the contractor as well. So, thank you, >> Mr. >> I just have a couple. Thank you for the presentation. And it's a lot of information, a lot of really good information. And Mr. Gwyn hit on some of the stuff that I was going to ask you about, but one of the things was how many sets of eyes like what's our checks and balances? Like where's the threshold? So you have one division or I don't know what we call a department head over here that has, you know, $25,000 worth of PO capacity and then their supervisor has 50,000 and

084you roll three up under that whole 50. like how many what what do we do on our due diligence to make sure that there's more than one set of eyes who has said we're gonna we're gonna purchase this is the checks and balances of it. >> So are you asking in regards to all of procurement or for >> I think I think what he's asking is in the workflow. So someone puts in a PO, who does it go to? >> So So there's >> Yes, >> there's up to eight different workflows um for for approvals depending on um what the funding source is, depending on what the um funding threshold is, depends on how many workflows actually put eyes on that. Um so I'll give you a great example. For myself, I only approve anything

085above um $100,000 because if not, I would be approving POS all day long and not being able to do um my my other duties. Um however, there are people under me um that are reviewing every single requisition for for example procurement. Um there's two sets of eyes in procurement that approves every single requisition um to make sure that the the budgeting is correct to make sure that the supporting documentation is correct to make sure that we're competitively um procuring our goods and in compliance. Um there's also um different workflows depending on who the requesttor is. it will go up to their immediate supervisor and then um depending on that will also depend on whether it goes to a cabinet level um position for approval prior to um going through the remaining approval processes. So there's

086a lot of different PO workflows and we're currently work um working through that to make sure that everything um is as efficient as possible but also as thorough as possible. We need to work on saving some money to get y'all all automated where you have ERPs that whether it's Oracle or Net somebody who that's it's just everything is aligned right there should be able to be a dashboard but anyway >> you have an ERP coming >> praise praise the high power again. Uh the only other question I have is this and this probably stupid question but I want to ask it because I want to know it. Are since we're a a taxing entity do we have are are we under sorbans and oxley and that's only for publicly traded companies not private but I

087didn't know if so if SOX was if we had to do that on our procurement side here as a big taxing entity. >> That is a great question that I do not know. However, what >> the >> answer is going to be no. Then if you don't know, I'm going to say it's no. >> I will tell you this though. Um we do have strict guidelines um from the state, also from the federal government depending on the different funding sources. Um and so the the overall procurement process is very complicated and complex depending on the different avenues and depending on what it is. >> I bet we're not I bet a vendor might have to be SOS compliant that we Anyway, that's it. Thank you. Very good. Y'all are working y'all's tails off. Anybody have

088any questions, Mr. Bishop? >> Yeah, I have a question. Uh, and maybe you you mentioned it and maybe I it went over my head, but you speaking on uh on the blanket uh POS and that's I guess kind of an emergency type situation where somebody might need a part for a bus or whatever case may be for air conditioning. So, is there actually a cap on the on the blanket PO? >> So, yes. So, that is actually something that we're um also putting into place, and I appreciate you bringing that up. I forgot to to mention that. So, um moving forward, if there is any per unit value over $1,500 um and it's not an emergency item, that will require its separate PO to make sure it's going through the workflow and not just part

089of a quote unquote blanket PO um that my team is not able to review and ensure compliance with. So, who makes that decision on whether it's a blanket PO or we're not going to move forward with it? Is that a supervisor's call? Is that at your level or >> Yes, it would be a supervisor's call, but it will also um align with the district's um procurement procedures um that we continue um to update in order to ensure that we're being as efficient and effective as possible. >> Okay. Thank you. >> Yes, sir. >> We're good. Moving on to the next agenda item, uh, eight, districtformational reports, D, report on unfunded and underfunded state mandates overview. Mr. Durham, you're back again. >> Um, so, um, trustees, earlier this summer, Dr. Pes requested the district provide an

090overview of unfunded and underfunded state mandates and the associated cost to Midland ISD. While the report is brief, um I want to preference that these are estimated costs. If we were to make sure if we were to want to get to the um penny on some of these associated costs, um we would have to hire multiple people in order to go into depth um reviewing all of our expenditures, all the state mandates. Um, however, I do believe that this is a very um thorough high level overview um and and to provide not just the board of trustees but our constituents um a better understanding that while the district does have um does have funding, a lot of it is tied up in in requirements and some of those requirements um do not have sufficient funds

091and or do not have any funds um at all. Um however, they are still um requirements. So for a brief overview, in 2002, the Texas Association of School Administrators and the Texas Association of School Boards created a comprehensive list of mandates. Um mandates go back for decades upon decades. However, um this is the time that these two associations came together in order to provide a comprehensive list of some of those um mandates which then um also helps school districts try to track but give the constituents an understanding um of what requirements there are and if it has any funding associated with it or not. Um the goal of the report was to help identify large cost drivers. Um and then not all mandates have a direct cost but rather indirect cost. What I mean by

092that is for instance myself I'm responsible for a lot of different departments and divisions. However, um it is just part of my job in order to ensure that we're in compliance. It's not hiring one person in order to comply with one of the requirements. It's other duties as assigned. Um and that is what I mean by that. Um and then this report summarizes major cost drivers by category with the estimated cost. So some of the cost drivers by category. This is also in line with the task of hazby document that I've previously shared. Um the way that we came up with um the categories is just looking at the categories um throughout that and then trying to find the associated cost for MISD and embed that. Um so the first one is assessment and accountability

093um right at $1.6 million. Um the largest cost driver of this was Chromebooks for online testing. online testing is a requirement and became a requirement um during the 22 23 school year. Um for the instructional programs, there's 2.2 million HR and employee relations um right at 19.4 million. Um the largest cost drivers in this is health insurance and TRS um sir charges um for the retirees. One thing I did want to mention um on the health insurance is the state provides $75 a month or $900 annually um for employees. However, the district um is required to provide at least $150 per month or $1,800 annually um on top of that $75 for school district employees medical insurance. Um I also wanted to let you know that the um total cost of employees that the district

094um is contributing is $53 um per employee. And then we also um have the wellness benefit that if you um if you do all the requirements, that's an additional $75 off. And if it's only the employee, um that results in having a free medical health plan for employees picking the employee only um basic plan. Um student health and safety is 87,000 approximately. Um special education, I have a $2.3 million in here. Um I did want to kind of have a discussion on this. So what I did is I just looked back at the 2324 year um just because that is a final year. the um 2425 um is still pending both on the state side and um pending final audit. So I just wanted to show um the actuals. So in 2324 we received approximately

095$21.6 million in revenue. However, our expenditures in the local fund um was right at $24 million. And so that is a $2.3 million um that the district is having to utilize from other funding sources in order to address our needs in the special education department. Um and so I would consider that a un underfunded um mandate for um compliance. Um also prek program um approximately a $2.78 million um difference of what we're having to um find. Um prek is also only a half day funded um currently. >> Some additional cost drivers by categories of school safety and security. While the state did increase the um safety and security aotment during the 89th legislative session, um that only brings in approximately $1.9 million. However, in order to minimally um comply with the law of having a

096security officer on each instructional facility um that has a approximate cost of $3 million um coming out with a net difference of approximately $1.15 million for governance and general administration right at a million dollars. Um some of the large costs in here is um this is where PAS um that are required um fall into along with solid waste management. Some of the other miscellaneous items is required treating um reporting requirements. Um reporting requirements is specifically for the PE side um with approximately $500,000. This is um the the avenue for districts to ensure that all of our data is correct and accurate and then um that is sent to the state and then the state bases funding off of that data going in um public notices along with parental and student notifications. >> Yes sir. I'm

097going to go ahead and ask you a question on the PES right now because just real quick, what is the process on that? Because on the budget we see data processing and it'll kind of sometimes it's very high and then sometimes it'll come back down and we've got it much more manageable. Is the PES part of that data data processing in the budget line item? >> Yes, sir. That is correct. So you're you're referring to function 53. Um and so that includes PE that also includes um all the servers, all the maintenance um some technology that is also purchased. Um any technology that's purch purchased specifically for students is coded to function 11. Um but yes, PE is um in that category. >> Is it and I'm just asking this right? This is I'm seriously

098like how do we make this better, more efficient, easier for y'all less time. Is there a way does the state provide us an efficient and the question the answer is going to be no but is is there an efficient way to transmit that data to encapsulate it I can already tell this is a absolute no >> they actually just changed that last year so Fatima is coming up her team does all of that work and so that was um very difficult last year but our team did a really good Good evening. Yes, actually the state just transferred to what we called Edi. Uh it is a direct connection with Skyward and the state. Um and it has been a transition. Um we are currently just working through some of those interfaces. Uh actually um there

099has been several reports on other districts having issues. Uh we've been fortunate enough to meet every single deadline and submit the data as scheduled. It's been so significant that I was probably on three different calls with the commissioner and other superintendent very concerned about the implications on funding accountability because we were in a much better shape we learned than some districts were but districts were very concerned that their data wasn't going to be uploaded accurately and therefore would impact funding would impact accountability things such as that so um it was a big transition like I say our team I I think did a very good job getting ahead of that >> because there the state I'll I'll send you an email and talk to you about the specifics because but we had to buy enterp

100like some type of probably software in order for it to work with whatever database they're using to store it in PS and Austin correct >> so there wasn't really an additional cost to the district it was more on the vendor side that um >> good job you passed it on to the vendor So um um the region centers have been in support. They have been wonderful with us. Um and so that that has been very helpful and >> perfect. Thank you very much. Thank you for all y'all's work. That's all I had. Anybody else? >> I I just have two more slides. >> Oh yeah. Sorry. >> Um so so just a brief update during the 89th legislative session. Um, one of the requirements that came out of there was the required compensation increases for

101both teachers and all support staff other than administrators. Um, so the funding that came through um was required to be flown um flowed to those individuals. However, fringe benefits could not be associated with that additional co um with those additional funds. And so um a rough estimate is approximately $281,000 for those fringe benefits that the district is responsible for. um that is I would would um say is a unfunded mandate um because we cannot utilize um those funds. And then just in summary um throughout this entire presentation um everything rounds up to approximately $33 million in unfunded and underfunded state mandates um with one thing to have preference is that we do get some funding from the state for the health insurance which is um a a good portion of this. However, um as mentioned,

102we do provide a lot more at the district level um to ensure our employees have a um medical insurance plan that is at no cost if they um comply with the wellness benefit program. And at that this time, this concludes my presentation. >> Thank you. Any any more qu any questions? No, we're good. Um, it has been asked a motion for bathroom break. So, okay, go ahead. >> Uh, thank you. I sure appreciate you putting this together and this really helps understand some of our financial challenges. If you ever have any um ideas of how to communicate this to any particular state agency or politician at the state level or even federal level, um, please let us know or if anyone does. Um, >> speaking of that, I'm glad you brought that up. So, um

103during the 89th legislative session, even before the session started, um Dr. Howard, a few other um representatives from the district and myself, um had multiple conversations um with our two um representatives um in Austin in order to show them not just um some of the um other outstanding items um outside of finance, but also showing them some of the unfunded and underfunded mandates so that they could have a better understanding um of that cost associated with school districts. and that the preface of the the state and other city school districts are fully funded um is is just not a fact. There are um unfunded portions we're done. Perfect. Um can we get a motion for a break real quick? Can we get a second? >> Second. It has been motioned and seconded that we take

104a 10-minute break for and we'll be right back. All those in favor, raise your right hand. It's unanimous. We're on break. August 26, 2025. And this meeting is back in order. Uh moving on to our next agenda item. Uh item number nine, action items. A discussion of and request for approval of 2025 2026 annual board calendar in accordance with board policy BBE local Mr. Sado. >> Sir, President Hodes, members of the board, Dr. Howard, I'm here today to request approval of the 2526 annual board calendar in accordance with board policy DBE local. So, we started this process, the development of this board calendar back in May when you guys revised uh policies and approved the policies. In the last couple months, we've been working with Miss Blue um on this board calendar, but also uh

105you guys have seen it a couple times. Um I want to refresh your memory back at the school action fund board training. you guys review this, provide some feedback, and also back in uh a couple just about a week and a half ago or a week ago at the team of eight training, um you guys reviewed and provided some feedback, and we uh ended up on this final revision. And as you can see at the uh board reporting calendar, there's some items that are strategically placed uh to coincide with district milestones such as uh benchmarks, uh compliance timelines, and board priorities uh to ensure transparency and accountability. At this time, if there's no other questions or any questions, I recommend approval of the 2526 board reporting calendar in accordance with board policy BBE local. Any

106questions, Mr. Bishop? Questions? We have a motion. >> I move to approve. >> Motion. Motion and seconded for this board to vote on item A, discussion of and request for approval of 2025 2026 annual board calendar in accordance with board policy BBBE BBE local. All those in favor, raise your right hand. Motion passes. Moving on to the next item, action item B, discussion of and request for approval of annual targets to measure board goals, including HP3 early literacy, early math, and CCMR goals. Miss Bueno, how are you? Good. >> Good evening, President Hodes, Dr. Howard, and members of the board. The following presentation will review HB3 requirements and MISD's HB3 goals. HB3 requires school boards to adopt detailed plans developed um by their management teams that achieve goals in two ways. Early childhood literacy um

107and mathematics proficiency and college career and military readiness. Specific requirements include annual goals um for aggregate student growth on third grade math and reading assessments, annual goals for students in each group evaluated um under the closing the gaps domain, targeted professional development for classroom teachers kindergarten through third grade for campuses that the board identifies as not meeting the planned goals and annual goals for aggregate student growth on CCMR readiness indicators evaluated under the Student achievement domain plan components include developing goals that are specific and quantifiable. Each goal must contain a baseline, a target, a population, and a deadline. Annual targets must be um included for each goal in addition to the five-year um deadline target. Although third grade is the only grade required for HP3 goal setting, we have set goals for pre-K through 2

108grade to measure growth towards um third grade reading and to help identify and diagnose any reading developments um and comprehension. The district in every campus is using the following template um to set and track their goals. You will notice that we have set we have not set the u baseline or the targets for prek through 2 grade as we are just now administering the um I ready assessment that will measure this for us and I will bring that back to you in September with baseline data and goals for the district and for each campus. The following data reflects the AT3 early literacy plan for NISD. We re we reviewed the baseline data um in June when um we received preliminary STAR data and we've been working through that conducted a comprehensive needs assessment and then

109set the five-year targets for all students and populations. Um, this is representing what the math template looks like. Looks just like the literacy one except we're measuring math. So, we're starting at third grade and you will see that we have already set those for the district. Um, and campuses have already set those for their campus as well. And then same will bring back prek through second grade in September after we um set the baseline in those targets. The following template um is in compliance with the CCMR goals. Um so this template reflects overall CCMR data in accordance to domain one and then a breakdown of juniors who are on track to meet CCMR bas based on SATs, ACTs, and IBC's and military ready. And this um reflects the baseline and the target set by the

110district. And once again, um, every high school has this as well, um, as part of their scorecard. In addition to um, HP3 goes, sorry. Okay. In addition to HP3 goes, we have set annual targets in accordance to board goal A, B, C, and D. Um, these targets have been set at the district level and the campus level um, as well. And once again, we'll be back prek through 2 grade in September. And this data reflects all students performing at or above grade level um in every grade level in reading, math, science, and social studies for um board goal A and the following is giving you this data um breakdown for dyslexia students. So we will start in measuring and setting goals. Well, we've already set goals here um for dyslexia students. Same thing at the

111district level and at the campus level as well. Orgo B is in alignment with the percent of campuses maintaining AB and domain one um student achievement of the accountability system. So our baseline data starts there at 22% and then you will see our goals for the next two years. Borggo C is in alignment with CCMR and Borgo D is in alignment with ensuring every student is taught by highly quality high quality teachers. Sorry. And this will be measured by the percent of TIA eligible teachers and the percent of certified teachers at the district level and also at the campus level. I will um this is just showing um our calendar and I will return in September with the I Ready data once again um to give you that breakdown for preK I will share CLI

112and that'll be our baseline in those and then for kinder the second we'll be using the I Ready assessment um to set that baseline. in those goals for the district um and the campus. And if there are no questions, I ask that you approve um these goals as presented um at the district and the campus level. And um I will present in September again for preK through second. Mer Angel. >> No questions. >> I move we accept the recommendations as presented. >> Second. >> It's been moved and seconded with this board vote and accept action item B discuss or action 9 A B discussion of and request for approval of annual targets to measure board goals including HP3 early literacy, early math and CCMR goals. All those in favor raise your right hand. This is

113unanimous. Motion passes. Moving on to agenda item nine, action item C, discussion of and request for approval of 2025 2026 campus improvement plans in accordance with board policy BQ local. How are y'all doing, Miss Hendricks? Miss Piles, there's lots of y'all. How are y'all? >> We're doing well, thank you. Good evening, President Hodes, members of the board, and Dr. Howard. In accordance with board policy BBE local, we present to you today requesting the approval of the 2025 2026 campus improvement plans. The intent is to ensure alignment with district priorities, provide transparency, and foster shared accountability for student outcomes. Tonight we will review districtwide academic expectations and share campus specific strategies that will close achievement gaps among all students. The role of a principal supervisor in Midland ISD plays a critical role in developing the campus

114improvement plans. We provide ongoing coaching and actionable feedback to principles. Support leadership development and growth opportunities, ensure alignment between campus initiatives and district priorities. We focus on fostering high quality instruction and learning. Help principles create rigorous student centered environments and prioritize student achievement and high expectations. Tonight you will hear about streamlined systems across many campuses. This is due to the a set of core systems designed to drive student achievement across all campuses. These systems include teach like a champion or TAC. These instructional strategies ensure strong academic routines and systems and student engagement in every classroom through opportunity culture. This places an emphasis on staffing priorities which extend the reach of highly effective teachers through professional de uh through professor learning communities. Teachers analyze student data, align instruction to the teach and plan high quality lessons,

115streamline instructional frameworks which align lesson design, delivery and feedback processes to district instructional priorities. These frameworks ensure consistency, clarity regarding effective teaching at every campus. And last but not least, student goal setting and data trackers are implemented and monitored at every campus to ensure each student is reaching their highest potential of growth and achievement. All campus improvement plans are designed to directly support board goals by aligning campus level strategies with the district improvement plan and the district strategic plan. Each campus conducts a thorough comprehensive needs assessment to develop focused performance objectives and strategies to impact teacher effectiveness and student outcomes. Now, at this time, we will hear strategies from our campus principles, starting with lunch elementary. >> Good evening. I am proud to begin my first year as the principal of Bench Elementary. As we

116begin this school year, we are focused on building instructional excellence, student engagement, and strong campus culture. We have a little over 700 scholars on our campus. 87% of these scholars are economically disadvantaged. 78% of our population is Hispanic Latino and 33% are emerging bilingual. 9% of our students receive special education services and our largest student demographic is Hispanic. One of the most impactful shifts happening at Bunch is how our professional learning communities are driving change across the campus. Teachers are engaging in lesson internalization and rehearsals before delivering instruction. And that intentional planning is paying off with coaching and feedback cycles in place. We're seeing stronger alignment to the teams, increased academic rigor, and students becoming active participants in their learning. Classrooms across our campus are embracing a back tobasics approach to student engagement. Prioritizing simple,

117effective tools that put learning in students hands. Interactive notebooks are used daily to complete prayer models with academic vocabulary. Take three column notes and document proof of thinking. Every math classroom on our campus uses the cube strategy for math problem solving and every RLA classroom uses the unwrap strategy for reading comprehension. These structured routines increase academic ownership and keep students actively engaged with the content. We've also strengthened our systems for data-driven instruction. Teachers are using daily mastery trackers to intercept misconceptions in the moment. Our northstar goal is 80% daily mastery. Campuswide data walls help us monitor, support, and provide targeted instruction to all students. We're protecting our language development block to increase English proficiency to our emergent bilingual students. Teachers analyze common assessments and benchmarks within 48 hours to create immediate action plans. Bungie's K

118through8 college and career school action funds will be used to build teacher capacity and support a strong culture of coaching and collaboration. As a newly designated college and career prep campus, we're reinforcing a culture of excellence through consistent routines like our daily review of the essential 10 and the ABCs of college. We're building student leadership, teamwork, and ownership through our Ron Clerk House system. Thank you for your commitment to moving Bunch forward. >> Thank you. Any questions? >> Thank you very much. My name is Julie Barza and I am honored to be entering my third year as principal at Bernett Elementary. In 2023, Bernett was rated an F campus. In 2024, we improved to a C. And in 2025, we maintained that C rating, improving two points to an overall 74. While these gains reflect

119a meaningful progress, they also underscore the continued urgency of our work. This year, we serve 502 students, of whom 92% are economically disadvantaged, 43% emergent bilingual, and 14% receiving special education services. These demographics highlight both the challenges and the opportunities before us and drive our commitment to excellence. Our improvement strategies are directly aligned to board goals. Board goal A, we have restructured the master schedule to prioritize daily intervention and enrichment. In addition, students are now tracking their own learning through data binders to build ownership and accountability. We are also providing bilingual training to strengthen our emergent bilingual support. Board goal 2B, we are strengthening instruction through the consistent use of Summit K12, planning and hosting intentional grade level family engagement opportunities and hosting teach like a champion clinics for lesson internalization and rehearsal. Board goal

120C, college and career readiness. Our counselor is leading college week. We are preparing for our third annual career day and students participate in weekly college military spirit days to build a culture of readiness. In addition, our campus hallways proudly display college penance serving as a daily reminder to our students that higher education is within their reach. board goal D. We have established ongoing coaching and data review cycles that focus on emergent bilingual growth and the consistent use of high leverage teach like a champion strategies. At Brunett, we are proud of the progress we have made, but we are even more determined to accelerate the progress ahead. Our mission is clear to ensure every student at Bernett reaches their fullest potential. With your continued support, we are moving from possible to excellent. I am confident that

121these strategies will move Bernett from a C campus to a B campus. Thank you. >> Thank you. I have one quick question and because this is a great thing y'all are doing the students are tracking their own data you had said on there. >> Yes, sir. >> I wanted because we're in elementary school and some of them are young and don't understand that. Are we do are y'all implementing making sure that I'm sure that y'all are going to say yes, but communicating this to the parents as well to keep them engaged on on that that progression. >> Yes. So, that was one of our main um reasons for implementing this is to include our parents and have the students be able to articulate exactly what standard they're working on and how they're progressing. And the

122family nights tie into that te specific teachers are modeling for the parents on how they can help at home. >> Perfect. Love it. And make it hopefully we make it a game to where they get excited about it because they were more than a data point. Thank you. That's very good. Thank you. >> Anyone else have questions for her? >> No, just fun fact, I'm glad to see uh Bernett's improving. I actually went to elementary school there, so little special place in my heart. Mister, we have great kids there. >> You and Mr. Sadia went to school there. >> I did too. >> Yeah. Good evening. I'm David Darte. I'm the proud principal of Desavala Elementary. I've been there for the past two years. During my first year, Desala was rated an F campus. However,

123we were rated a D campus this last school year. Our current enrollment is 453 students. where 88% of the students are economically disadvantaged and 41 of the percent of the students are also emerging bilingual students. Our special education population is at 14% and then 4% of our students are receiving dyslexia services. Our uh largest population is Hispanic students at 95%. In order to achieve board goals A and B, our professional development at DSA will focus on teachers having high quality tier one instruction and lesson taping for that. In addition, they also have to ensure that students are guided toward mastering the lesson objective of that of that day and to meet those learning outcomes as well. We will also equip teachers to anticipate common uh student learning misconceptions but to also prepare for those misconceptions

124so they can provide timely feedback and in the- moment interventions based on student work and exit tickets. We will also ensure that our students can write well ststructured evidence-based extended constructed responses in every content area. This will positively impact our reading language arts and telep test scores. By implementing these strategies, our goal is to ensure that all students master each day's lesson objectives before leaving the classroom. To achieve board goals C and D, our professional development and community engagement will focus on immersing students in STEM fields by exposing them to diverse careers and also helping them explore different STEM pathways. This includes connecting them with community members that have uh connections with STEM professions as well. We will deepen our use of teach like a champion strategies to increase student engagement in the classroom. But

125also based on those same strategies, uh we were going to provide teachers with weekly learning clinics, especially if they have specific instructional gaps using those strategies. The goal is for them to observe and exemplar instructional strategy to practice it until they do it perfectly and then to immediately apply that learning strategy and that teaching strategy in the classroom for the benefit of their students. By focusing on these strategies, we are setting a strong course to help our students achieve their highest potential. Thank you. >> Thank you very much. Any questions? Questions. Thank you very much. Looking forward to see it. >> Good evening. I'm Tristan Nicks, the principal of Anderson Elementary School. This is my third full year at this campus. In the years 2023 to 2025, Emerson Elementary was rated a C campus. At

126our school, we serve just over 500 students. About 60% are economically disadvantaged. About 20% are special education students. Over half are Hispanic and about or less than 10% fall into dyslexic or emerging bilingual categories. The plan, professional development, and strategies to improve student outcomes for goals A and B are as follows. Goal A. Implementing the curriculum framework with Fidelity will provide a structure for teaching practices, classroom routines, and instructional decision-making. Teachers will use the curriculum framework as a blueprint for an effective daily lesson plan and an aligned resource bank. The expansion of opportunity culture will allow our multiclassroom leaders to support more teachers through a researchproven model to reach more students with excellent teaching. Our multiclassroom leaders will directly support 86% of our teachers with teach like achievement strategies and the team reach teacher will

127indirectly support our teachers through increased student tutoring time. Teachers led by multiclassroom leaders will utilize student data trackers and exit ticket monitoring systems to identify student learning needs. Specifically, this will tighten up our data analysis for daily learning mastery of exit tickets to make timely instructional adjustments. Goal B campus academic staff will receive support from district English as a second language instructional coaches on how to align lesson objectives, activities, standards, and student support for emergent bilingual students. This will build on the success we saw last year during our first year of English as a second language program implementation. Teachers will utilize whole group retach and small groupoup support using instructional blocks and interventions during our what I need small groupoup time. Teachers will provide extra instruction through both through tutorials using intervention and enrichment activities

128for targeted standards and her focus students. Writing instruction professional learning will support our extended constructed response work in grades three through six and all students through implementation across the content to embed writing habits and promote college readiness. The planned professional development and strategies to improve student outcomes for goal C and D are as follows. Goal C after school clubs will provide extracurricular activities through intervention and enrichment opportunities for targeted content and students. These clubs will provide opportunities for students to explore connections to science, technology, engineering, and math as well as college readiness work. All students will participate in goal setting and tracking their own academic progress using individual student data trackers. This will support a shared responsibility of communication and school improvement of academics, behavior, and culture. Goal D. All district of innovation teachers will

129receive additional instructional support from multiclassroom leaders to expand their skills and tools. Multiclassroom leaders will lead regular professional development sessions and provide classroom based support to help teachers implement teach like a champion strategies with fidelity. This professional development strategies will help Emerson move from a current C to a B in 2026. Thank you. question. >> The uh after school clubs, have y'all done that in the past or is this something brand new? >> Um we modify our after school clubs each year. Um this year we're planning on targeting them specifically for focus to career alignment to career and u college readiness. In addition to the things that we've done in the past, we have varied them. Most of our programs in the past were uh fine arts related or athletic related. Um, this year it'll

130be rapidly based. Do >> y'all have pretty good uh participation in that? I'm assuming it's I'm assuming it's voluntary, right? >> It is voluntary. Um, we will invite particular students this year to certain clubs in addition to the clubs that are open to everyone, but we do have great parent and student involvement in those clubs um more so than our tutorials. Perfect. >> Thank you. >> Anyone else? No. Thank you. >> Hello, my name is Lisa Cisneros and I've been a principal at Fannon for five years. Fannon currently serves 620 students, 52% economically disadvantaged, 24% special education, emergent bilingual 3% and our largest sub population is Hispanic at 53%. Sorry. The professional development and strategies to improve student outcomes for goals A and B. Goal A, we will refine our professional learning communities to strengthen

131collabor collaborative planning and lesson internalization. Through our opportunity culture framework, we're integrating teach like a champion strategies to improve teaching practices. We've also established systems to maximize datadriven tracking to better target um instruction. For goal B, we'll improve tier one and tier 2 instructional practices to better meet student needs. Our focus is on implementing professional learning communities and response to intervention systems with consistency and fidelity. also implementing data analysis protocols align to domain three to guide teachers in monitoring student performance. The professional development and strategies to improve student outcomes for goals C and D. Goal C, we will leverage teach like a champion strategies to strengthen college, career and military readiness. In addition, by tracking disegregated student data, we can close gaps and ensure equity. We have also expanded student leadership opportunities through mighty misnames,

132UIL and robotics. Goal D. We will utilize opportunity culture, coaching cycles to build teacher capacity. Professional learning communities will elevate instructional practices and ensure alignment across classrooms. Finally, data-driven instructional practices will be implemented with fidelity to accelerate student achievement. Our goal this year is to move from a C to a B focusing on highquality instruction, effective coaching, and data informed interventions. Thank you for your continued support. >> Thank you. Any questions? Thank you. >> Good evening. I am Holly Shared. I'm beginning my second year as principal at General Tommy Franks Elementary. Our ratings in the past three years has been a C. Our current enrollment is around 529 students. We serve 47% economically disadvantaged, 7% emergent bilingual, and 22% special education students. Our largest sub population is Hispanic. Our plan is built around a clear

133focus on ensuring every student has access to rigorous highquality instruction targeted to support and enriching opportunities. To accomplish this, we are centered around centering our work around these strategies. Our plans for professional development to ensure we reach our goals for A and B include targeted time during our PLC's. We will focus heavily on our response to intervention instruction. Teachers began day one with a list of their students data from the previous year. They've begun progress monitoring already, data tracking, and focusing on responding immediately after an exit ticket is given. This will be done through active monitoring and professional development to train teachers. Teachers are utilizing the daily mastery trackers and core subjects to assess their tier one instruction and determine if a whole group retach or if small groupoup instruction needs to take place. We

134have created routines and expectations for our 35 minute intervention and enrichment time that is built into our master schedule. Weekly data meetings are held within two days of a unit assessment being given. During these meetings, we analyze to determine if the gap is procedural or conceptual, which questions we need to target, and we determine what type of retach needs to be done, whether it be whole group, small group, or guided discourse. Once the retach is determined, teachers will work to script out their lesson and rehearse those lessons. Instructional leaders will provide training and ongoing support so that teachers effectively use highquality instructional materials and research-based teaching strategies that promote critical thinking skills and include differentiated and snap support for students with disabilities, our emergent bilingual students and other student groups. To address board goal C,

135we have implemented college fruit day every Monday to help promote a collegegoing culture. We are planning a career day and we are partnering with partnering with our C3 college and career connections lead to establish college and career goal setting and reflection activities to address board goal D. We will analyze teacher observation data identify those trends and provide targeted professional development. The implementation of our strategic staffing using the opportunity culture model is providing teacher support from our highest quality teachers. These teachers have been assigned to our highest areas of need in math and reading in third and sixth grade. This will be accomplished through weekly coaching sessions, rehearsals, co-eing, and a greater student reach during our small groups from our OC staff. We thank you for your support of our staff, students, and families as we

136work together towards these goals. >> Thank you. Any questions? >> Yeah, I I do. Uh not so much on the presentation, but I guess Dr. Howard, I guess going forward, even with the we talked about the decline in enrollment at some of the campuses, can we have the uh the principles maybe going forward when they do these presentations to kind of give us an update if they're on a decline or they're growing enrollment? Can is that doable? >> Sure. We can actually send a document that shows that too. Okay, >> great point. Thank you, Mr. Booker. Angel, >> thank you very much. >> Good evening. I'm short, so I'll adjust. Um, good evening. I am Dr. Maxine Gonzalez, proud principal of Henderson Elementary. We are proudly serving 829 students. Previously, we served 633 students in

137the past school year. Um, we have 82% of our students are Hispanic, making that our largest subop. We currently have 79% of our students are economically disadvantaged. 19% are special education. 34% are emergent bilingual. That's an increase from about 12% in the last school year. So, we are definitely on the rise and enrolling new each and every day. gladly welcoming them in. In alignment with board goals A and B, our professional development and action plan include the following. Our teachers will continue using action planning processes based on data both individually and through professional learning communities or PLC's daily to analyze student work, identify trends and misconceptions, determine the root cause as to what led to such misconceptions, and create plans for instructional adjustments, including lesson rehearsals and internalization, so that when teachers deliver a lesson,

138it is not the first time they are saying and doing what they're saying and doing in front of our students. These high leveraged strategies will move our campus from a C to a B this school year. In alignment with uh board goals C and D, our professional development and action plan include the following. Teachers will use continue using daily exit tickets to immediately pull students into small groups and address gaps and misconceptions in that day's lesson. that same day. Um we will continue to use um the daily mastery trackers. In fact, proud to say we are the home of the daily mastery tracker. Uh teachers will prior to this though in PLC's or professional learning communities be coached as to what to do to intervene as they start to see these misconceptions prior to that

139day daily's exit ticket. uh we don't want to wait till the daily exit ticket to find out the students didn't master that learning. We should be intervening along the way as well. So that is an addition this year um to level up that practice. uh they will be coached on this through PLC's and our campus will continue to sharpen our get better faster and teach like a champion student engagement strategies to ensure high levels and higher levels each day of student um engagement and continued upward achievement. Thank you for your continued support. >> Thank you. Questions? >> How many students did you say you had now? >> 829 and from 633. >> Okay. >> Yeah, that was going to be my question is that 633 is based off last school year. >> So, how how

140are we doing on staffing right now with the increase of almost 200 students? >> Yeah. So, that was due to uh some boundary changes. So, those were planned increases for the most part. Any more questions for Thank you. >> So, good evening. My name is Tanya Duvall. I am the principal um entering my third year at Jones Elementary. At this time, I have 525 students enrolled. That is up from 489 students last year. Again, due to some boundary changes. Um 75% of my children are identified as economically disadvantaged. Uh 27% are identified as emergent bilingual with 16% being served with special education services. My largest subop is the Hispanics at 82%. In alignment with board goal A, we are going to reset our PLC models where we need to plan, collaborate, rehearse, and disegregate data

141with our opportunity culture personnel to provide training, modeling, and coaching of the teach instructional strategies so that we can differentiate for our students. We're also going to focus on datadriven instruction, tightening our systems of interventions based on the academic monitoring of the daily mastery of the Texas essential knowledge and skills and district assessment data in order to meet the needs of our identified subpopuls of Hispanic and special education students along with our overall student body. In alignment with board goal B, we will utilize domain cre d bet data trackers which will help provide individual student growth targets needed for them to level up to the next performance indicator and to be achieve on track be on track for achievement. This will be done through monitoring of individual goals. um based on that daily mastery that

142we talked about along with that prioritize star accountability measures with our identified sub populations along of course with our whole student body. We will also improve our parent engagement with those student academics through those data trackers with the intended impact of improving student motivation, accountability and attendance. In alignment with board goal C, we use utilize our STEM teacher who does lessons based on age appropriate coding, robotics and engineering design, fostering that critical thinking, problem solving and collabor collaboration leading to the executive functioning skills that are required for post-secary education. We will also cultivate a post-secondary awareness and celebration by inviting students and teachers to wear college business and military shirts weekly along with organizing and leading a college career and military spirit week which engages the students in activities designed to highlight post-secondary success stories

143including inviting parents and community members to come to school and share their stories and careers. In alignment with goal D, we again including the reset of the studentdriven teach like a champion instructional strategies and professional learning communities mentioned in B board goal A. Jones will also develop, deliver and monitor targeted teacherdriven professional development to the identified trends of our teams leading to greater fidelity across classrooms of alignment between our goals and strategies. Teachers will be uh led to understand how to identify, support and monitor students for immediate individualized and targeted intervention and or enrichments to increase the effective tier one instruction and tier one intervention opportunities. I have a quick question on your at risk interventions that you want to do, tier one and tier two. Yes, sir. >> That what just off the top

144of your head, do you have a pretty significant percentage of at risk students on your campus? >> Uh I don't know what the exact percentage is for at risk at this time, but if I can get that to you. >> That's no pro. Thank you. That's I'm glad you're planning on that. Thank you. Anybody else? Thank you very much, >> sir. Thank you. >> Good evening. I'm Nicole Gabriel. I'm the third future director of schools for San Houston and Lamar elementaryaries. And with me this evening is Shenica Johnson, the principal of Lamar. Thank you for having us. So in year 23, uh, Lamar was rated an F and we started our 1882 partnership and that's when we received the B rating in 2024, a C rating in 2025. Our enrollment last year was 540, which

145was an increase from the previous year when we started, which was around 380, and right now we're at 574, I believe. So we've even increased more this year. Last year the economically disadvantaged was 86% emergent bilingual almost 40% special education 11 and our largest subpop is the emergent bilingual. So this year we have um added four goals for Lamar in addition to our key actions that are in our third future action plan. So the first one is increase the percentage of teachers providing effective instruction. So our admin team will continue to provide daily instructional coaching to all teachers until they hit that proficient level on our spatforms which is our way of evaluating our teachers. So they will continue with daily instructional coaching. Goal B increase the effectiveness of the LSAE model key action two

146to focus on extended LSAE and teaching of the L's and the S1 swans. So what we did at Sam Houston last year was we added a special schedule for Friday so that we could really target instruction at the different levels for students and we're going to implement the same thing at Lamar because Sam went from a C to an A this last year. So we feel that that was one of the key actions that we took that made that happen. So this year we'll do the same thing at Lamar. So on Fridays, they want to have a special schedule where kids are actually getting more additional targeted instruction at their level. We also add it to additional goals, goal C and D, which focuses on our warm-up time. So the first five minutes in the

147core content classes where we put standard operating procedures in place. So those standard operating procedures are in mathematics three days a week for five minutes to increase their math fluency. They're actually doing math facts for five minutes. The other two days they're going to be doing math story problems. And in to increase the informal literacy piece and in reading and science, we're making sure that we're focusing on grade level text with comprehension questions and also um increasing the critical thinking skills and problem solving skills. So, we are very confident that Lamar will get a B rating next year. Is >> there anything you want to add? >> Just proud of the work we've done at Lamar so far and then this year we're just looking forward to coming back to a B with our kiddos

148there. Anybody has any questions. >> Thank you'all very much. We appreciate it. I have a quick question on the enrollment percentage. Was that boundary due to when we brought kids over from Scarbor and put them at Henderson and then to Lamar? Was that the year we moved them over there? >> So last year we had >> it was the year before. I think >> I believe they came from Bunch. >> They came from Bunch. >> Yes sir. Uh to increase or utilize the functional capacity of that campus, we moved a zone from the Bunch area, attended zone to Lamar. And then in regarding the uh Henderson, the attendance the the zone was combination of two things. Two years ago it was a a attendance zone change. This this current year um was a a bilingual

149program uh change which increased the enrollment there again to utilize the functional capacity of that campus. >> So we are serving neighborhoods students then like that are zoned for Lamar then correctly not. Okay. >> Thank y'all very much. And they have the first right of refusal, right? >> The neighborhood students um have to opt in or what have you. >> Correct. >> Right. Yeah. >> Okay. Thank you very much. Look forward to it. >> Mr. Hajes Jones's at risk population is 49%. >> 49%. >> 49. Okay. That's really good to that. I was just like, woo, that's good faking. >> Good evening, Dr. Howard and members of the board. My name is Pedro Kovaru and I am the proud principal of Jay Long Elementary. I want to begin by sharing a quick snapshot of our

150school. This is my second year at Long and I'm proud to say we're moving in the right direction. Last year we earned a D. The year before an F and this year we're now a C. We currently serve 544 students. Last year we ended the year with about 580. Um, the majority are Hispanic, about 81% nearly 90% of our students are economically disadvantaged, and 20% are emerging bilingual. About 15% of our students receive special education services. Now, here's how we're tackling instruction and culture. For reading and math, we're laser focused on delivering strong daily lesson using high quality curriculum. Teachers are getting regular coaching and professional development. So, we're not just teaching content, but we're teaching it well. We're also making sure lessons are internalized and rehearsed, not just pulled off the page. And to

151strengthen culture, we've introduced the Ron Clark house system. It's creating excitement, motivation, and a sense of family across the school. Attendance is also a big focus. We've built a tiered system with incentives so kids want to be in school every single day. Beyond instruction, we're preparing our students for the future. Our kids are exposed to careers through events like career day and college and career week. They're setting goals through dream boards, helping them picture where they want to be. At the same time, we're training our leaders in coaching strategies so that every classroom gets better faster. We're using data in professional learning communities to track progress and adjust interventions to meet every student needs. We're proud of the growth growth we've made and we're not stopping until Jay Long Elementary is a place where every

152child learns at high levels and every family feels proud to be a part of our community. Thank you. >> Any questions? Questions over here. Thank you. Good evening. My name is Brenda Joves and I'm honored to serve as a principal of Benm International Academy. Our enrollment as of snapshot of last year was 561. Our EQ disc level 70% emerging bilingual 43. Our special education population, we only have 10%. Our la subpop is uh Hispanic with 88%. When Dr. Howard first arrived in the district, our enrollment was 459. Today, we have grown by 20% and I'm proud to welcome 570 students to the school. Um this year, close to half of us students, as you can see from this slide, are emerging bilingual. Last year, we missed our goal by two points, earning a C rating

153of 78, down from a B rating of 86 the year before. While this is not the outcome we wanted, we have taken it as an opportunity to reflect, plan, and move forward with urgency and focus. This year, we have developed clear strategic goals to drive student achievement, which is our main goal. We're going to strengthen tier one instruction by implementing a rigorous targeted professional development plan for teachers. We're going to align our training with with high performing dual language two-way uh program design. We're also going to sharpen instructional rigor and elevate the quality of questioning techniques across our classrooms. We're going to ensure program fidelity and consistency. We're going to do this by fully aligning to our instruction and model and adopted programs across all grades. We will also focus on campus culture and collaboration.

154We will uh we will do this by building strong teams and expanding our peer collaboration model. Thank you. Um, importantly, board D aligns directly with our professional development plan, reinforcing our shared commitment to excellence. With these strategies in place, we are confident that our school will make meaningful gains and achieve the rating we expect a strong be that reflects our students potential and our staff's dedication. Thank you for your continued support and partnership as we work to ensure every student at Benm thrives. Thank you. Any questions? >> Yeah, I have a question. Uh, you spoke on on a peer peer learning communities. I think that's what if you can go back a slide. Peer learning communities. What is that? >> It's basically a system in which teachers work together. We have multiple structures uh built

155on campus. uh some of our teachers have been identified as experts or in within uh an academic area and what we build or their process of observation to build up other teachers uh strengths. Of course, this is of course this is this is also done through our PLC's, our grade level meetings, our vertical alignment meetings. Uh we work in teams depending on the student need. >> All right. Thank you. Thank you very much. Looking good. Hello, I'm Christy Roberts. I'm This is my first year at Peas Elementary as their proud principal. In 2023, Peas was rated a D. In 2024, they moved to a B rating. And our current 2025 rating for Peas Elementary is a C. Peas has 493 students enrolled currently. 70% of our students are economically disadvantaged, 28% are emergent bilingual, 15%

156receive special education services, and 84% of our population are Hispanic. That's our large largest sub population. The strategies that we will be using to meet board goal A and B are addressing um student learning with creating action plans, analyzing student misconceptions, and using instructional frameworks and high leverage practices to improve tier one instruction. For board goal B, teachers will be using professional learning communities to identify trends. We will provide professional development over teach alignment to star rigor and implement high leverage practices from get better faster and teach like a champion. The strategies we'll be using to address board goals C and D. We will build foundational habits through career literacy and explicit goal setting and embed communication into academics and develop confident confident speakers, writers, and thinkers. We will strive to ensure all sixth grade

157students will leave these on or above grade level. Our strategy for go is to engage our instructional leaders and teach like a champion and district professional development to strengthen coaching skills. Teachers will participate in weekly observations and feedback cycles. And through professional learning communities, we will create intervention plans to address domain three and accelerate student growth. The strong instruction, leadership, and intervention keys will return to A. Thank you. >> Thank you very much. Welcome to MIT year 1. >> Good evening. My name is Lorie Smith and I'm the principal of the prek academy at Midland College. I have held this position for seven years. We are a C due to the fact that we do not have star data. So we take the rating of the district. We currently have 279 students enrolled. 90% of

158them are economically disadvantaged, 27% are emergent bilingual, and 10% re receive special ed services while at school. Our focus remains on our economically disadvantaged population. Last year, we met and in most cases exceeded our goals set in our charter agreement. During August, our staff all got trained by region 18 in individualized and differentiated supports as well as circle training and CPI. Circle training is focused on age appropriate rigorous classroom instruction. We are using a PowerBI dashboard to analyze student data and verify growth in all areas. Over the summer, our instructional coach and our resource teacher attended pyramid training at the service center and are implementing strategies in classrooms to model for all staff. We have established a PBIS cohort to support classroom and campuswide behaviors. We have staffed a certified teacher as an interventionist to

159close gaps prior to kindergarten. We prepare students for CCMR by building foundational habits early through career literacy, techbased projects, and explicit goals goal setting. We host a career day with diverse guest speakers to build student career awareness. I will attend a conference this summer that focuses on best practices and student data. We have created observation documents that are clearly aligned to TESS, preK guidelines, and student goals. All 16 teachers here at the prek are certified or completing their certification exams. >> Questions? Questions? Thank you very much. Have a good year. Good evening. I am Cynthia Rodriguez and I am blessed to be the principal of South Elementary. So my first slide here um has the demographics for South and it also includes the accountability ratings for South for the last three years. Our enrollment currently

160as of today was and last year we ended with 682. It's been my experience the last two years as the principal that after Labor Day, we get about a hundred more students enrolled. That's the pattern that I've seen. Um, our Hispanic population is 88%. Our economically disadvantaged is our highest uh subpop and it's 93% and our special education is 15%. Our emergent bilingual is 43%. As as has been stated to you with all the wonderful principles that came before me, we we follow at South all of the district's instructional routines and processes. We align with the district and we uh follow these uh items including the resources from the district with fidelity. In addition to what you see on this slide for goals A and B, there are some things that we may be doing

161that are unique. So I'm sure every campus has leadership team meetings. We meet every week. Our leadership team, it is uh 10 teachers. Um on that leadership team, we discuss, we track, we refine our campus goals so that we can ensure we are aligning with the most recent data that we have including the daily exit tickets that many principles have spoken about. um teachers collaborate, internalize and role play their lesson plans into Google Slide presentations for students. So our our lesson plans are Google Slides. Um we have a uniquely designed master schedule that ensures tier one instruction time is protected. All students in grades three through six have tier one instruction before they go to lunch. The mask will also include specific times for enrichment, intervention, and retach during the school day. This block of

162time is intentional. Teachers use stat uh use student data trackers to determine the groups of students that will be in each one of these groups. And these trackers tell them exactly what each student needs. for goals for goal C we are an AVID uh pilot campus which is advancement via individual determination so we are trying to implement AVID at the elementary campus and we are in the implementation stages um one other thing um that we're doing for go um I'm not sure if any of the other principles mentioned it but the C3 with Midland College um it's college career and milit military readiness program with them. They come out to our campus and they are speaking with our students four times a year uh about college and career readiness. We also do the um attire

163every Wednesday. We wear college and career attire students and staff. And we are a uniform campus, but we let them wear those shirts um on Wednesdays. that the students wear those as well as lots of college flags around the building for lots of universities. Um and for specifically for gold D on this slide, other than what you see there, um South had some staffing issues, um that we were able to we had some staffing issues last year that we were able to overcome uh by utilizing the the strategic staffing options offered to us by human resources uh to re to be able to retain highquality teachers. So, we were able to retain nine teacher incentive aotment teachers and seven opportunity culture master teachers. We're also able to retain three associates that are part of opportunity

164culture and we will utilize them for specific interventions and strategically place them with the content areas that they are effective teaching in. Also, novice teachers are paired with master teachers to build their capacity. I want to thank you all for your time and I want to thank you for your continued support of South Elementary. >> Go ahead, Mr. Thank you. >> So, I was looking at goal C. You're the first campus that had an attendance and truency committee. What what is the percentage of absentees that we have daily is I'm assuming it's a pretty big issue there. We have it in >> So we have we have a habitual violators and then we I mean it it's really hard at at our campus. Um Barbara Yarbor works her tail off um to go out and

165make home visits. an actual percentage I don't have, but I'm going to say that it's about daily um maybe 25 to 30 kids that are absent in the building, which when you think about that, that may not sound like very many as a percent score, but 15 to, you know, 20 30 kids absent every day from your building is a lot. um when you think of it individually is you know when you have five kids absent from your class you know I had a teacher tell me today I have five kids I have five kids kids absent today um you know Barbara gets involved after their they have been absent three days in a row and we have to do a lot of home visits at South uh parents don't respond um when we're calling

166them a lot of times they won't respond to past dojo um we send an email even though just to make sure we have that documented. But Miss Yarro does a lot of home visits at South. She also does a lot of incentives and not only incentivizing for our students for attendance, but she incentivizes the parents. Um she calls them in. She tries we give them we have to give them stuff to get them to come to a meeting. Number one, they won't come to the meeting if we don't give something away. But if we're giving something away, man, we pack the house. They'll come if we're doing a giveaway. >> I have to bolt on to what you're because it's a great question you asked and this is just not be scared to be stupid.

167does the bus routes. So when do you think if what time do the buses leave to get to South like from I mean I know they're different at different locations but do you think and this is just thinking right is it if we started the school day later do you think that our attendance would go up in this specific camp and I know you it's not a yes or you're correct question it's just something I'm thinking of >> like in my >> because a lot of people are late, you know, they're 7 is early, but if you started at 9, then maybe they would be there. Just thinking, not saying we're doing it. This is information >> for me only. >> In my opinion, I do not think that would work. And here's why. When

168you have a campus, so by the end of last year, the 93% that you saw for my ecodis, that was snapshot. By the end of the year, we were at 97%. When you have a campus that is almost 100% economically disadvantaged, if school starts at 9:00, they're not coming till 10:00. It's just going to be that way. So, we just have to keep incentivizing them and and working extra hard, you know, to get them to come to school and incentivizing the kids to not want to miss to get their parents to bring them to school. >> So, again, this if you don't have an answer, that's fine. Is there anything that comes to mind that we as a board could help you with that issue? Because it's very hard for us to sit here and

169tell you to improve scores at a campus when you're having a hard time getting students in the classroom. You can't teach someone that's not there. So, is there any You don't even have to answer that right now. If something comes to mind that we can do as a board to help you, uh, >> I won't hesitate to reach out. Yes. I mean, because >> but right now I can assure you that I I am getting the support that I need from the district. >> I have the best principal supervisor on the planet and um I'm I'm getting what I I'm getting what I need. I I think we we might be able to accomplish, you know, some things this year, some systems and processes that will keep us from falling backwards again. >> Still pretty

170busy. One thing that y'all could help not only South with but all is um conversations with our judges. You know, we have those conversations. Uh really ask for their support and help when we file for truency or and in many cases with our young kids, we're filing truency charges on the parents. And so when those get backlogged and you know hundreds don't get seen, you know, the families know that. >> Correct. We had several that got cancelled because of the backlog. >> I guess a couple questions that that I have is uh I know Miss Miss Yarro does a lot as far as trying to get students and parents engaged in into coming to school. But what impact does our truent truency officers have as far as going to these same places talking to parents

171when kids are being or missing from school? Do we not have tru truency officers? >> So, Mr. Bishop, um on the truency officers, uh we dissolved the positions. Um >> I've been in the district for 14 14 years now, 15 years. We've had up to 14 truency officers down to one. Um I have never seen the truency officers be effective. So what we've seen uh what we've done is move those positions under the leadership department where they carry more uh weight essentially when it comes to the work that happens on the campus. So um that was a decision I made uh to dissolve those positions and move them under the leadership department. So again over the years I have not seen it increase attendance which we haven't seen it work um based on the data.

172Um, so um, we'll see if it works this year. That's where we are. >> Okay. And I I truly understand that. >> So, how are we getting the kids that are truent? How are we getting those kids to the court system if the judge is going to see them or not? I mean, >> campus campus principles, assistant principles are still responsible for completing the tuning paperwork um uh doing home visits as as um Miss Rodriguez mentioned, parent leaison was doing the home visits. Um uh so that process is still working or still functioning. We're not stopping any trinity filings. Um and so that's that's going to continue to work happen. >> Okay. Okay, one last question. Uh, Miss Rodriguez mentioned in incentivizing students and parents to come to school and to meetings. Incentivizing people cost

173money. So, how do we do that? >> So, the education foundation, they have required parent involvement um expenditures with title funds. There's various ways that they do that. And >> so, how is your P your PTA? Are they pretty active on your campus or No, >> I have three members um that are parents for the PTA and the rest of my PTA membership is staff. We have worked really really hard trying to get u more PTA membership from parents. Um we did giveaways. We didn't get it. Um there's a misconception with parents um at South that think that if they sign up, we're going to make them do stuff. We even created a flyer that said you don't have to uh join anything. You don't have to um uh do any extra, you know, curriculars.

174We we just can't get any. It's very hard. We we've had to find and search hard to get a new um PTA president for South each year. We we've gotten a new one since I've been there. >> Um >> Cynthia, do you have a partner in education? >> You do? >> Yeah. Talk about that. >> I have I have an excellent partner in education. >> Okay. >> Yes, I do. >> So, the struggle >> we have funds, PTA funds. They'll buy stuff. I mean, PTA supports us, you know, with the funds and stuff like that. We just don't get the volunteers. We don't get the parents at our school. >> And their attendance for the last three years has been 92%. So about 8% absent on a given day. >> Well, the Yeah, the district

175average is around 93. So if we make a run on getting our juvenile justice system involved in this, well, that will be helpful. Is that is the big push? I guess my question is, is that the best approach and best method to incentivize students? Because it sounds like they're too young. It's not like we're dealing with junior high or high school kids. We're dealing with elementary school kids that are just not getting there because their parents are failing them to failing to take them to school or getting them there. So is that the best method for this or will we will there be unintended consequences and push back to be angry and not send your school if we get the justice system more involved in it is my question. >> So what I've seen work

176over the years is when they uh require parents to go to different trainings or sessions about the importance of having their kids at school or connect them to resources. It doesn't have to always be punitive, you know, when they go to court. My parents did not understand not punitive. >> Uh, and I'm still learning that. I struggle to. Okay. Thank you. Go ahead. Did you have something, Dr. Freeze? >> So, is there any way to compare how our truency system compa compares to other places? >> We we have not done that. Um, you know, we've had a couple meetings with the uh with the judges last spring. One of them you were in. Um, and they uh they understand that they have some issues on their end as far as the way they process paperwork

177and hearings. So, um, we're we're we're hoping that they they can see more of the truency charges that we file. So, um, but that we have not done that work. um comparing ourselves to other other districts in regards to truency filings. >> I I I there we're going to have Yeah, I'm going to let you go, but I just want to say this. We're going to bring this up, but we're going to do a special meeting or something to fix figure some things out on this attendance issue at South. Go ahead. But we're we could go on all night about this, but we're we are going we are going to specifically focus on trying to get this attendance situation fixed. Not saying that we'll it'll work, but we'll try. I think it would be a

178good idea to to see how other places and their judicial system works for truency and so that we can make a strong case that ours is not complying with you know our law and they're not helping the situation. So um we got to have a strong you know truency system. It seems to me like this is the only real solution um to motivate these parents. So, it's unfortunate they aren't they aren't responding to positive uh positive stimuli to come, you know, whatever we have to do to get them to PTA or, you know, give them prizes all the time. It's just not it's not working a long-term deal. And unfortunately, I think this is our our probably last best option to get this. >> Yeah. just thank you for your time. I didn't mean to

179put you on the spot like that, but when I saw the truency and just so people know, you're not the only campus that has truency issues. That's why we tend to talk about it for a while. Uh so, sorry if I put you on the spot on that, but thank you. >> Thank you everyone. >> Thank you. >> Good evening. I'm Kristen Godwin. This is my first year as principal at Yarro Elementary. Um, for the 20 2023 school rating, Yarro was a B. In 2024, the rating was a C and we maintained a C this past year. The current enrollment at Yarro is 691 students with 49% of our student population being economically disadvantaged. 15% of our students are emergent bilingual and our special special education population is at 21%. Our largest sub population is

180our Hispanic students at 54%. Professional development and strategies to improve student outcomes related to the board goals. For big goal A, we are doing a refresh and reset of our professional and learning community expectations to ensure proper procedures are taking place and that these meetings are utilized as they are intended. We are going to continue the implementation of our teach like a champion strategies that will include lesson internalization, teachers creating exemplars, modeling and practicing before their peers and administrators and these practices will be coached and tracked weekly by two team members and administration. We are also enhancing our monitoring enhancing monitoring and daily tracking systems as well. For board goal B, in an effort to help make sure we are utilizing the results properly, our data protocol systems are being reinforced. And not only will

181they include day daily data trackers, they're also going to include student driven data conferences and family data nights where students will basically play the role of the teacher and inform their parents of how they're doing with their data. Um we're also going to utilize the response to intervention process and we are doing this by creating a committee of um teachers from the general education as well as special education and we are going to meet every three weeks to discuss the progress of students who are having difficulty meeting their mastery levels and then um figure out what's the best determine what's the best way to proceed with those students. Um, for our emerging bilingual students, those students are going to be on the online pilgrim summit K12. It's going to be required daily for 15 to

18220 minutes and their results are also going to be tracked as well. When we look at board goal C, we're going to have monthly teach like a champion sessions that are going to take place. Our teach like a champion team will communicate key look fors, prioritize and implement effective strategies and techniques. Followrough with this practice and feedback is going to be quickly and efficiently and will be taking place by both TAC members as well as administrators. We have a systematic focus on our observation and feedback cycles. So, not only are administrators going to go in and observe teachers and give them positive feedback or corrective um you know needs that need to be fixed, but we're also going to let them go around and observe their peers so they can see what they're doing in

183an effort to help make themselves stronger and better teachers. We have college week and career days also planned. We have one first semester. Our first semester um for college week is actually in September. Um we have that planned where students and staff will wear a college shirt every day of the week and we'll also give um fun facts about local um universities. For board goal D, we're going to revamp tier one instruction and we're going to do that to ensure that teaching is taking place at the highest level of rigor. Um, our small group intervention times have also been strategically placed throughout the master schedule to ensure that this time is taking place with meaningful retach lessons daily. Um, we're going to interpret our data with fidelity to ensure that the results are used to

184help guide instruction rather than keep going forward if students are missing something. We need to make sure that our teachers are going back and figuring out what they can do to go back and make sure they're all getting that mastery level. And the teaching cycle expectations are also going to be revisited each month each month at staff meetings as well as professional learning community meetings. I strongly believe that these are just a few of the high lever strategies that are going to move from a C to a B for the 2025 for the 2025 2026 school year. Thank you. >> Questions. Thank you. Uh, President Hutters, uh, can I, uh, make a move to, uh, take a 10-minute break before we start secondary? It's been moved. Second, moved and seconded that we take a 10-minute

185break. All those in favor, raise your right hand. The time is now 8:43 on August 26, 2025. This meeting has come back to order. We'll continue on. Thank you very much. Good evening. I'm Andrea Rodriguez and I'm the principal of Abel Junior High. So I came to Abel in January and so this will be my first full year at AEL. So in 2023 AEL was rated a C and um then in 2024 it dropped to an F and then this last year we were able to improve that back to a D which is still not where we want to be but it is moving in the right direction. Our enrollment is currently down about 50 students from the way we ended last year. We have about 1,095 students. We are about half e economically disadvantaged

186with about 20% a little more than 20% emergent bilingual. Um our special education population is 10% and then our largest largest seed population is Hispanics at 65%. So to meet board goal A um we have implemented a full instructional reset, a tier one instructional reset at AEL. So this includes um how we're doing our lesson planning. So focus on lesson internalization, lesson rehearsal, um daily mastery, tracking of exit tickets just like many of these other campuses are doing and then taking those exit tickets and focusing on specific action planning to um target those gaps the following day or even during the same class period. Um as far as goal be to improve our overall campus achievement um myself and my other campus administrators and instructional specialists sit in all PLC's um in order to um

187make well-informed data driven decisions about things that might need to change on our campus. We have also tiered our teachers and this allows us to uh make sure that we are giving each teacher the amount of support that they need based on his or her current capacity. For goal C uh focused on college, career and military readiness, our algebra 1 does contribute to this goal. And so we are implementing the same improved uh tier one instructional resets in algebra 1 that we're implementing in our other math and for other core classes. We also do implement C3. So we have a C3 coach on our campus that's there there almost every day. She does participate. She's participated really well in all of the beginning of year stuff so far and really getting the word out there

188about college career and military readiness. And then we also offer several career and technical education courses at AEL. Uh for board goal D and improving the percentage of high quality staff, high quality teachers on our campus. We are focused on our observation and feedback cycles for every staff member and we do use TAC to or excuse me, teach like a champion strategies to um as a framework for those. We also have multiple MCLs in both math and um English. And those MCLs are focused on supporting a small group of teachers so that they're able to build their instructional capacity and improve student outcomes. Thank you so much for your support. >> What is your truency rate like? >> My truency rate? >> Mhm. >> I I can't tell you what it is right off the

189top of my head, but we do have quite a bit of absences every day. >> Okay. >> Any questions? Thank you very much. Looking forward. Yep. Dr. Free, sorry you are almost out of there. >> I'm gonna have the same question for every junior high and high school. So you get to do it on the spot and everybody else gets to know in advance. So >> right. >> So I'm kind of of the opinion that um order and respect for teachers has a lot to do with our academic outcomes. So I kind of would like everyone to explain um what you're doing. Maybe it's differently this year. maybe it's been working in the past well um kind of work what works well positive or negative to improve um discipline and order on your campus >>

190right so I think it all starts of course with like your strong systems and I'm excited that I started the year at a bill now and so we're able to build those strong systems from day one uh we also have multiple positive incentives uh that we offer students so for example we have something called a buddy pass and they're able to go eat lunch with a friend on the patio instead of in the cafeteria Yeah. Um and so I think positives help a lot, but honestly um enforcing consequences as well for those students who just refuse. We want to support um the behavior and try to improve it, but if we're not able to do that, then they need to have consequences and um they need to be held accountable for what they're for the

191expectations on our campus. >> Thank you. Sorry. Good evening, schoolboard members. Dr. Howard. I am Courtney Miller and I'm entering my second year as the principal at Alamo Junior High. Over the past two years, Alamo has grown from an F-rated campus to a D. We are currently at 822 students enrolled, which is up about 50 students from this time last year. uh 66% of our students are economically disadvantaged and our emergent bilingual students represent roughly 28% of our student population and those served under the special education umbrella come in at 15%. Our largest sub population at 71% is our Hispanic students. Some new strategic moves that we're making at Alamo to address board goal A. We started with double blocking uh seventh grade math. We have done a more strategic track checking system specifically for

192domain three and we are implementing um a stronger system for data response and intervention. In addition to increased instructional time for our seventh grade math students, board goal B is going to includes double blocking English and reading for both seventh and eighth grade. We have some sustainable systems we've built for the structures around highquality instructional materials and rigorous lessons while we're reinforcing our high functioning professional learning communities. Moving on to board goal C, our impact on college and career and military readiness. It's our second year partnering with Midland College and the C3 program. We're in engaging in targeted professional development for those instructors that are specific to career and technical training and we are continuing to participate in events and initiatives that drive exploration and exposure for our students. And in response to board goal

193D, we have intensified our focus on tier one instruction. We've restructured our professional development plan for the year um increasing our opportunities for our teachers and staff so that we can equip and empower them as they master their craft. And we are in our third year merging our high functioning professional learning communities with our opportunity culture initiative on campus in the classrooms. I do thank you for supporting Alamo and believing in our skills. I've got a couple questions real quick and then uh so being a Dampus and this is just this is and be to all the junior highs but if we're Dampus right now what's the how many kids do we have that are being not being able to partake in extracurricular activities because of no pass no play? we should have a higher

194percentage of students that are not able to do sports or robotics at the campuses that are under a C. And so I'm just wondering that's is the coaches. How do we incentivize coaches to help you get these kids to focus on some academics? >> That was actually a pretty big push for us last year when we were trying to revitalize the culture at Alamo. Our extracurricular activities are very strong. all of our coaches and directors have bought into um understanding that that's sometimes the reason why kids come to school and so they uh help me hold kids accountable and so they have high expectations for their athletes, their musicians, their thespians um and it all translates. our kids hear the same uh language across the board. And so them knowing that they have that power

195and that they have that type of influence over our students helped revitalize that energy and and our kids grades did go up and that's why we've been able to stabilize the D and now we're trying to take that solid foundation and intensify our instruction this year. >> Okay. Yeah. Yeah, it's a c that's just a it's a different cultural perspective that I have and that's one of the things I don't know how we do it but there are kids that come just for extracurricular activities but I think that's bad on our side as a culture they should be coming to learn that's the purpose of education it isn't for whatever other reason it is and I understand that to get the kids in there so we can get them to learn we incentivize them with

196what they enjoy but I'm just hoping if there's something we can do from a board level or an initiative to get those kids to be focused on learning and getting up to speed where they need to be at grade level so they can participate in those extracurriculars. I would gladly welcome that however it is. And it's not I'm not antisports or any of that. It's just the main focus under article 7 of the Texas Constitution does not mention football or baseball. It mentions an opportunity for the diffusion of knowledge to transpire. So that's >> correct. I think uh that's using that same language. Uh we talk to our students often about being they're a student athlete and a student comes first and no coach wants a kid who can't think. Got to be able to

197think, right? Um so they hear that same language all the time. And part of our cultural shift at Alamo is for our students to think of themselves as more than just a student. They're a scholar. And scholars do things differently. Yes, ma'am. Thank you very much. Can >> I just hear quickly on what what's working for you discipline wise, positive or negative feedback? >> So, so my um when I first got to Alamo, we we made some refinements to just being very consistent with discipline. Um and and my whole team, we we meet weekly. We're consistent with um offenses versus consequences, how we communicate with parents. Um but little changes things uh our bell schedule is offset so that our seventh and eighth graders are not in the hallways at the same time. So that

198transition the number of students is smaller. Um we have I have the building uh organized in such a way that our students don't have to go so far from one class to the other. So that cuts down on time in the hallways as well. Um we're obviously present. We I do a lot of training and talking with my teachers and developing their presence and what that means for our kids to understand um what their expectations are in the building. Again, they hear that same language from every adult in the building. They understand that any adult can adult you. And I have class meetings with them where I set forth the expectations myself. I speak with every student in the building about picking up trash, being kind and courteous, what it takes to get promoted to

199the next grade level. And so we just set those expectations very clearly from the get-go and then we just don't let let it. >> Thank you very very much. Thank you for all the work. Good evening members of the board and Dr. Howard. My name is Maria Mansion and I'm the proud principal of Otter Junior High. I am entering my second year as principal and I want to provide you an overview of our school's demographics. Uh right now our current enrollment is about 1001 uh down significantly from about 1250 last year. and our eclois is 62%. Uh we serve about 166 emergent bilingual that's about 18%. And we're sitting at about 140 special ed students which is about 13% and our largest subop is Hispanic 58%. Uh 2023 we were rated a D. uh in

2002024 rated an F and current school year is a rating of D. >> First we want to highlight our progress with teach like a champion initiative which is now in our second year. Our teachers are actively planning daily in PLC to enhance instructional practices. Each week they are expected to conduct at least five um lesson rehearsals integrating the methods of MOP participation and engagement through intervention and reteing. We've also introduced aggressive monitoring to facilitate immediate ree teaching and support in small groups. As part of our targeted intervention efforts, we're launching win Wednesdays and that's a dedicated time for students who need additional support. Uh strategically we have focused on staffing and scheduling to optimize student learning. Uh we are have also implemented a staggered bill schedule for our seventh and eighth graders. Um uh we've

201also implemented a double block math session for seventh grade. Our teachers are currently applying the new STEM scopes curriculum and have participated in extensive professional development and it'll continue throughout the year as well. Uh in our classrooms, we're prominently displaying student goal setting charts and mastery levels for every period and those are posted right outside their doorway. Uh this will also aid uh with administrators who are aggressively monitoring this implementation using a campus scorecard that will track the trends and progress and we'll share that with teachers weekly in my newsletter that goes out to them. Our objective is to elevate the school's rating from a D to a B. To support goal C, we've adopted schoolwide AVID strategies. Each student has received a planner this year. This is going to aid in organization and communication

202to parents. All classes, including electives, are implementing focus note-taking and writing across the curriculum. We have a campus goal of uh 70 or better. We have a zero tolerance for zeros. And so that's what we're communicating and every three weeks teachers are covering the three weeks of progress that each student has and communicating that with parents as well. Lastly, we're also um my administrative team is committed to regularly instructional walkthroughs. They're conducting those weekly again using that campus scorecard to ensure accountability and support our instructional goals. For literacy initiatives, uh we're conducting the PLC meetings and each PLC an AP or myself is assigned to sit in. Uh during those sessions, they discuss their high lever literacy strategies such as unwrap or cubes. And those are just problem solving strategies that aid with instruction. Um

203as far as um discipline, respect and we implemented something called GTOP where teachers are expected to greet their students, touch them, observe them, praise them as they walk into the door. And this is to really help reinforce building relationships with students because that's at the core of what we do. If we don't build relationships, our instruction isn't going to be where it needs to be. Thank you. >> Thank you very much. Any questions? Questions? Thank you very much. Hope you have a good year. >> Good evening. I'm Laura Miller and this is my second year at Sanento Junior High as principal. SJ has been rated as C campus for the last three years. SJ did SJ did gain five points this last year to a score of 77. Our enrollment for the 2526 school year

204is at 911 students up from 757 students last year with 47.3% ecodis, 10% emergent bilingual, 10% special education. In academic achievement, SJ gained 20 points out of the possible 32 points. In reading, we gained three out of four points in each area. In math, we gained three out of the four points in the areas of all students and Hispanics, but we did not see the same type of growth in math in some of the other student demographics. We are committed to strengthening our data tracking and differentiation practices to continue our progress and maintain our status in reading and grow in math. During our August 7th PD on campus, we presented the state of our campus to our faculty. We offered small group PD on campus for unpacking TESS and matching the rigor of the TE

205to the high lever task. We completed a PLC reset during inservice that will help deepen the understanding of the PLC cycle and guide teachers through the process with specific actions for each step in the cycle. Teachers will have a thorough understanding of the expectation on how to go deeper. Our STEM scopes implementation will create the roadmap and rigor to the process of instructional delivery. This allows teachers to fully be prepared before they get in front of students by allowing time for internalization, rehearsal, and feedback. By mainstreaming our PLC process through the school, we will set the expectation for classroom structure by using the I do you I do we do you do classroom model means of participation strategies, high lever tasks and academic observations. Strengthening the personalized learning time of our students by creating purposeful

206small groups and obtaining daily academic observations will increase scores for our tier one instruction. This allows us to have specific guidelines to obtain our northstar goal of 80% mastery in tier one instruction. By establishing routines to connect daily, prioritizing teacher development, we will have teachers observing other teachers and creating content specific PDs relevant to the grow to growing teachers in tier one, two, and three instruction. By knowing our students data, they will strategically be placed. interventions will be worked into our block on a daily practice to address deficits immediately instead of having to wait till formal assessments and losing time. Thank you for your support and our continued growth through the 2526 plan. >> Any questions? Questions Dr. freeze. The quick one on discipline and then also if you could kind of just uh kind

207of discuss how the capacity how you're able to handle it because I know you all got a big increase after the first five days or so. >> Yes, sir. Um so as far as the discipline goes on Mustang media night, I explained to all of my parents our expectations. Um we've talked about that we are guarding our instructional time and we don't have time to allow for misbehavior in the classroom. they will be removed immediately um and given disciplinary action for that. So, my parents are all on board of that. I give updates um each week just reminding them of those expectations. Um as far as our facilities go, we're doing good. Um we're we're making it work. We our teachers are on board. they're um adapting um and maneuvering how they can around the

208classroom um and being able to um strategically kind of place themselves and the students so that they can get everywhere they need to get um during those class periods. Um it is a little crowded but we're we're making it work. It's it's going to be good on the on the increase the student pop increase. Can you Is that mostly sixth graders, seventh graders, eighth graders? A combination of >> This is seventh grade. >> Okay. >> That was our biggest increase was that seventh grade. >> Perfect. >> And you're also um as an administrative team um I talked to Dr. Fes about this a little bit. We're getting out into the hallways with mobile carts so that our presence is a little more known um and then we can hear what's happening in the classroom so

209that if those disruptions are happening, we are getting into those classrooms really quickly and stopping that and supporting our teachers through that. See? >> Perfect. Thank you very >> We also moved some students from Goddard to SJ this year. >> Correct. >> I think that's important to note. She talked about it being seventh graders. And so we were looking at projections for Goddard. They would have pushed up over,300. They have capacity issues, too. And so these seventh graders will go to SJ. So we didn't move eighth graders because that would have been a, you know, a move for them already starting junior high. But we took students who were will eventually be zoned to Midland Middle School um for this three-year transition phase until we get the third middle school on that side of town.

210>> Yes, ma'am. Thank you. >> So potentially there'll be more than that next year because you have your they'll be eighth graders, but we'll be moving in seventh graders. >> Well, and SJ's capacity with the bond will be right at a little over a thousand. So, uh, core capac or the classroom capacity is not the issue. It's the cafeteria, library, those spaces. >> Yeah. The narrow hallway that was built in the 50s. >> No, it was just I just was ask sixth grade is what I was asking about. Thank you. >> We currently have 84 sixth graders. >> Yes, ma'am. Thank you. Anyone else? Thank you very much. Have a good school year. >> Good evening. I'm Missy Ring, principal of Legacy Freshman High School, which is a title one campus with just over 900

211students. The 2425 school year was my first as principal of Legacy Freshman, and we earned an overall rating of D. For me, Rebel is synonymous with champion, and I want all of you to know that I am committed to making sure that is just as true in the classroom as it is on the playing field. To speak briefly to Dr. Freez's question. I was a principal in the district before Dr. Howard and her team returned um as our leaders and there were many days where I felt that my hands were tied when it came to supporting the teachers. Now when I say that violence will not be tolerated, I know that I have the support of her team and of you and that makes all the difference. I can tell parents and students and teachers

212that we will not put up with that and know that I have your support. It really, really does help. Obviously, it's not just violence that we're working against. Those minor disruptions are important uh to avoid and to prevent as well. We put systems in place. We monitor those systems. We communicate them. I believe when we provide crystal clear expectations that people will meet those expectations. Um last year I was very pleased with the feedback that you received from parents from visitors about how their experience was different when they came to legacy freshman and so despite the work the huge amount of work that we we clearly have to do I do believe we made good progress in terms of culture. Key to our improvement e efforts in terms of academics will be intentional utilization of

213our resources particularly time scheduling both at the master schedule level and at the individual calendar level is critical to ensuring that we're not only getting into classrooms that we're but also that we're providing teachers with the right support at the right times. We have to make sure that our plans move from paper to real progress. And I have key leaders who are committed to making that happen. We have a separate opportunity culture leadership team for each of our tested subjects. And during our meetings, we will conduct data reviews and assign actions to be carried out either in PLCP meetings or through individual coaching. Our campus instruction leadership team will engage in weekly meetings focused on student achievement, instruction, and targeted support for our teachers. As a freshman only campus, we focus on being our students

214be on track to graduate college, career, or military ready. And we know that in order to help students get better every day, we have to be committed to doing the same. So, we're implementing a campus professional learning plan which includes regular communication of classroom observation folky or look fors and the trends that we observe. I hope to make Mr. Bryant's lift at LHS a little easier by increasing students opportunities to complete a program of study. To be a completer, a student has to begin that program of study. And we are offering more sections of principal courses than when I began as principal at Legacy Freshman. I've also on the slide highlighted attendance review committee meetings. Our assistant principles will be reporting out on attendance percentages for their specific alphas on a weekly basis. To get

215more students to graduate CCMR ready, we have to get more students to school more often so they can earn more credits and have more opportunities to complete their programs of study. Thank you. >> Questions? Anyone? Thank you very much. Have a good year. >> Good evening. My name is Chris Bryant. I am the proud principal of Legacy High School in Rebel Nation. This is my first year as the LHS principal. Uh in 2023, we earned a D. 2024, we earned a C. In 2025, we got a C. Our enrollment is a little under 2,800 students. Our echo disk population is about 50%. Um the largest seal population that we have is our Hispanic population which is at a 66% itself. Talking about our goals. So goal a um we've got a few things that we're

216doing strategic scheduling for our end of course retesters. Um the next thing that we're doing is extended learning days and emergent bilingual academy for intervention. We've been doing this the last year. Um, one thing that you'll notice with our EB population is that they're they're doing a very good job. Um, and we've kind of changed up a few things with our our APs because we have an actual AP only over EBS. That's our only job is over the EB population. And all teachers will use student trackers to measure uh progress. Uh, goal B, we're going to leverage power of ICU for assignment completion. You heard earlier uh they were talking about a zero no zero policy. We have that same policy where we do not accept low-level work nor do we allow zeros. We're going

217to defeat student apathy this way. Um we also do personalized bi-weekly PD using observe instructional trends and professional learning communities will utilize lesson internalization uh that they'll be doing. Gold Ward C uh CCMR. We utilize edgenuity resources for CCMR for test prep for TSIA 2, SAT and ACT. We're also going to be providing boot camps for those. Um and then we'll maintain an accurate live CCMR tracker for each cohort to make sure that we don't lose anybody during that time and they don't fall through the cracks. on uh board goal D, we introduce teach like a champion strategies each six weeks. Uh right now we have three of them that we're working on itself. Um and then from there we're going to continue to work with our PSCs, our professional communities through aligned protocols and

218data driven driven plans. And then we'll do our bi-weekly professional development. So every two weeks we will have professional development that is going to be specific on teach like a champion strategies. and we'll pull in teachers that we really think that that need that extra support or teachers that want the extra support will get the opportunity on that. Um, with that being said, LHS is committed to raising achievement for every student and I look forward to show this growth throughout the year. Uh, with that, so thank you and go Rebels. >> Thank you very much. Any questions? Dr. freeze just address your discipline. Address it. >> So, one thing I will tell you that we are very good at is we are really good at holding high expectations. That's the one thing that we push

219is that we're going to hold a high expectations no matter what. We also use a program called Minga, which is going to be our PBIS side of things. Uh so positive behavior intervention system that we use with our students uh to give them points and uh every six weeks we open up a store where they can get Rebel gear uh and they have that. The other thing that's really helped us out I think right now it's looking like is I will say that EBAP has really made a difference because I don't I don't speak Spanish so it doesn't help out whenever I go talk to those students. She has that relationship with them and we call her the grandmother of those students. Thank you very much. Anything else? Thank you very much. Have a good

220year. Excited for it. >> Good evening. My name is Lonnie Hall and I am proud to begin my second year as principal admitting freshman. Today I'm here to present an overview of the 2526 campus improvement plan. Our campus currently serves about 876 uh 67 students, sorry. Um, and of these, uh, about 50% are economically disadvantaged. Our largest subop is our Hispanic, uh, population, about 68%. During the 2425 school year, our campus earned an overall rating of C. And while this reflects room for growth, we are ready to continue with the progress that we saw last year and grow this year. To build on our success and address these gaps, our 25.6 plan includes the following key strategies aligned to board goals A and B. Strong implementation of the new curriculum steam codes in our algebra

221one classes. Uh teacher training on our new growth factors to better monitor uh and respond to student progress in real time. And these attributes are embedded in our campus improvement plans through strategic student scheduling with our TIA designated teachers and protected PLC time for data reflection and data dis aggregation in support of goal C and D. Our improvement plan outlines advanced academic goal setting and curriculum planning for both students and teachers. uh monitoring and increasing student credit approval and completion of principal CTE courses which was their first CTE course uh and frequent feedback and coaching for teachers that is aligned to test. In closing, while we recognize the work ahead, we are confident that our strategic use of professional development, instructional resources, and time will drive meaningful growth. and I look forward to collaborating with

222you as we continue to push forward to excellence acquies before he asks. Uh so we do a little bit of both. So this year uh we changed uh we had a a pep rallyish kind of thing on the first day. It was we split the kids like they had a fun like you're in high school and then they got to teach me and it was act like it. So um so it was a fun and then they got to see me and it was not fun. So um they got to to see like this is what's real about high school like you have to earn credits, you have to do this, you have to um be on your best behavior or these are the consequences. Uh, and so they got that from uh from me

223on the very first day at about 11 o'clock in the morning. Uh, so they didn't even get a full day's worth of anything before that. Um, the first two weeks of school, we've done full PBIS lessons there. It's they're due now for every single class. Um, from anything from entering the building to how you behave in the cafeteria to how you exit. Um, and so there's no excuse for that. Uh, our announcements are the same every day. It's you will wear your ID, you will do this, and I'll do that. So, there's no excuse for them to know that. I've never heard that before. You can't tell me that. Um, and um, our parents have our matrix that is posted in the hallways to you. I send that out to your parents so parents know

224exactly what their expectations are as well. Um, on the positive side, we also use Minga as well. um for our PBIS points we call them dog dollars and the kids love it. So um but we use the safe, respectful and responsible so that they are getting that ingrained in their brains too um for doing the things that they're supposed to be doing on on campus. So, um, and then I would like to highlight last year our attendance rate grew 2%. And that's kind of unheard of on a secondary campus because kids like when they come to secondary school, I don't like to come to school. But um my teachers do a fabulous job of building relationships and I think it's because they see how much I care about my teachers and how much I want

225them to know that I want them to be successful and that in turn goes to the kids. And so one of the PD days we did a lot of phone calls. And so that was very eye opening to my teachers as well to see that there are barriers that they didn't even know existed for our our students. And so that has really helped our attendance rate. So I just want to >> thank you very much. Have a good year. Did y'all have qu Hello. >> Good evening. I have to move this down. Melanie, I saved you. I hurried up to the platform before more questions were asked. Uh, good evening. My name is Michelle Klein and I'm the proud principal at Midland High School. Um, I want to personally thank you first of all for

226um this opportunity to share out on our journey and our vision for the future of Midland High School. Over the past year, our entire MHS family has worked with immense dedication. We have focused on student discourse, um, learning, making learning more engaging for all of our students, including our large EB population. We have about 473 EB students or uh 16%. Um, and we're also making sure that they're prepared for life after high school. Because of the collective efforts that we have made last year, I'm proud to announce we are now out of the D rating for the last three years and a C rating now with improvements in all domains. And so this is more than just a letter grade to me and to our campus. It's a testament to the hard work that our

227staff has done as well as our students. Looking ahead, I'm confident that our campus improvement plan is going to continue to guide us and lead our work because we are focused and motivated to strive for that B rating this upcoming year. So looking um at at goals A and B, our top priority is ensuring that every student, every single student where all means all gets an excellent education. And so we're starting with our teachers. We're empowering them to be even better, which will improve goals A and B. So first of all, we're deepening our lessons this year. Um, teachers are taking the time to truly own their lessons, making sure that they deeply understand the content and standards before they even step foot into the room. There is no more flying by the seat of

228our pants lessons. Um, this preparation allows them to be more dynamic and effective. Also, we are striving to um improve our teacher clarity. And what I mean by that is using lesson targets for our students so that when they enter the classroom, they know exactly what they are supposed to be learning and what that's going to look like when they have mastered that learning. That has um shown in research that that improves student engagement and ownership of the learning. Looking at the next goals for C and D. Goal C is focused on college and career readiness and we are already showing results. We improved 10 points in this domain last year and we're committed to uh building on that momentum. We're using um egeneuity prep courses for our for our um TSI, ACT, SAT. We

229are utilizing night school as well as Saturday school. Just as importantly, we are tracking um CCMR readiness for each and every single student in grades 10, 11, and 12. For goal D, our focus is empowering our incredible teaching staff. This year, every teacher is going to receive one-on-one coaching based on their specific needs. Um just as kids have specific needs, so do our teachers. So our administrators and teacher leaders will be conducting 150 culture walks all together each week. We are going to celebrate strengths and weaknesses um what I like to call opportunities for growth. So through that work as well as our instructional rounds that we host in the fall and the spring will continue to sharpen those skills so that every kid gets the best opportunity possible. And Dr. Chris, to answer your

230question, I took some notes here. Um, I want to second on what Miss Ring said. Um, just knowing having that safety with your backing and with Dr. Howard's team backing. Um, my AP team feels confident when we assign consequences that you will back. And that that goes further than anything as being an administrator for 20 over 20 years. That goes further than anything. Um, but I will say we have a a strong discipline matrix in place this year. We've made it visible for both students and um parents. We want them to know we teach all we we have equity among all of our um students and we have high expectations for everyone. Um and we reinforce this and issue consequences. This year we have also become more strategic with where our duty locations are for

231teachers as well as administration. And so by being more visible on campus in those strategic locations that revolve around campus, we're already seeing a difference in behaviors in the hallways. Uh we also have a focus on procedures in the classroom, minute-by-minute procedures that we practice all during the summer. And so we know from research that when they practice those procedures, we they have a a feeling of safety and belonging in the classroom. And so disruptive behaviors are on the decline. And this year we are also offering through class dojo. We're awarding points in class dojo that you also graciously provided for us this year. And we have a PBIS store that they get to trade in those points each six weeks to get um dogs. >> Yeah. I have a a couple questions if I

232may. Uh you mentioned night school and Saturday school. Uh how how does that how does that work from a a student to teacher uh teaching during the week and then maybe teaching at night and on Saturdays? Are the same teachers that's teaching during the day doing this teaching on Saturdays and and at nights? >> Yes. So we have four teachers that currently are hosting night school on our campus and it's the same floor. see that. Um, again, kids are seeing procedures in place. It's the same faces, same room. It's that consistency that kids so desperately need. So, we have consistency there. And then on Saturday schools, we host that at or Coleman hosts us. So, we we are we are very thankful to Miss Medina for hosting Saturday school. >> So, you're saying the the

233Saturday schools are taking place at Coleman? >> Yes, ma'am. >> Okay. And then what about in the night schools as well? They're held in our 300 building after school. >> Okay. So, I guess a question for Dr. Howard for our teachers or administrators as well. How does this work through their contracts as far as is there stipens or >> Yes. So, they do they get extra duty pay. We use part of our title one stipens to help pay for that. >> Okay. Okay. And then uh and you might not have the answer. Maybe I know most of the principles up here tonight have talked about discipline which I'm very in support of but what does that look like for for MAP? I mean we had heard much on map or I haven't I know schools

234just starting but I know there's always going to be those over >> issues. What's the question about map? >> I guess how many students are we housing the map? I mean we've talked about discipline and I'm not sure So last year, if I remember right, we started with about 50 >> 380 I want to say. I'm not sure what the number is. >> The good thing is we don't know which is a better indicator of it's going better. >> Yeah. Um, as far as MAP, anytime there's misbehavior at MAP or aggressive behaviors, um, uh, we recommend to expulsion. And at that point they go up to uh to an expulsion committee to decide if they get expelled with services or to the street. So um with the new 89th legislative selection, they gave us a

235little bit more another tool uh to use. So our team has put virtual learning in place. So, uh, with some students that cannot be expelled to the streets, we're going to utilize virtual learning for some of the students that can't seem to, uh, behave appropriately in the school setting. So, Mr. >> Mr. Veriel, how many did you start with? >> Benjamin Va. Yes, to answer your question, right now, currently we have 83 students at >> how many? >> 83. That's what we started with for the school year. Oh, that was a roll over from >> Now, keep in mind they serve students of a population of about 15,000. So, 83 out of 15,000. >> And then that's that's ringing from seventh 7th grade all the way up to 12th grade. >> Yeah. >> The high

236end. >> Our high end last year, if I remember correctly, they were present on any given day about about 120 to 140 and that was from 7th to 12th grade. >> Okay. Thank you. >> Yes, sir. I've got a question for you. What can we do as a board from a board governance level to help you at MAP for these kids? Because I I've I feel as though most of them we can save. They're just a different cat and uh I just want to know and and I probably was a map student. So I it's close to my heart. I know that that we can given the right opportunities things can change. So, what what can we do as a board to focus on to help you at MAP to give these kids a path

237to get it together? >> On the spot. 30 seconds. I I can >> I've just given you no um I've talked to Miss Miles about this several times and I've been mentioning Dr. Howard, Mr. Cal. The biggest thing I can tell you this are the students that we serve, some just make simple mistakes to some serious crimes that they've committed. The biggest thing I can say, y'all can help. And I'm going to go back to like uh they were talking about talking to the judges. That's that's the biggest thing, consequences, because right now a lot of the students do not fear the the law. I'll be honest with you. And so when you go into the judges, I know the judicial system and juvenile detention and juvenile law there there's a lot of stipulations and

238a lot of gray area, a lot of red tape that you have to deal with. But that's the biggest thing is going to them and letting them know that, hey, we mean business. That's the biggest thing. >> Okay. Thank you. >> Could you repeat that for the media? The students do not fear the law here. Is that is that what I heard? >> Retract that statement. No, but no. Uh a lot of the they a lot of times they know it's not until they hit 17 that it becomes real. >> I'll be honest with you. and and we have had meetings with uh juvenile justice and probation officers uh because there was a time where if a student was suspended, they were locked up, you know, if they were suspended on a Friday, they were

239locked up until Monday till they could return to school. That hasn't been the case um across the board. And so we've had multiple meetings and you know just asking for that support because if they're not afraid of that, there's not much at school that we can do that's more severe than the criminal justice system. >> We'll have a we're going to have a special meeting on this. >> That was that'd be that'd be great. And they just Dr. Howard uh we do have two probation officers that started that again. They get suspended. They're however many days are suspended for us. Some of them will get cover. So if we can get them all across the line, that'd be great. But that's how you can help, sir. >> Okay. Thank you very much. Thank you for

240what you do. Hello. This will go. Good evening, uh, board president Hodgees, Dr. Howard, members of the board. My name is Annette MSAS. I'm the uh proud executive director serving uh over 1,300 scholars at Idea Travis in the Perian Basin. Um this is my second year as the executive director at Idea Perian Basin. We do have two principles at IDEA. We have an academy principal, Ilana Bermia, uh who serves pre-K through fifth grade, and we also have Lady Maya, who is serving our college prep scholars, sixth grade through 11th grade. So currently we have about uh about 73% economically disadvantaged scholars. Uh we serve uh 38.29% emergent bilingual scholars and also about 12% students receiving special education services. Our overall ratings I apologize I didn't talk about the overall ratings. Uh we did uh have

241a downward trend uh in 23 and 24. We did reverse that trend slightly. We are nowhere uh we're nowhere near where we want to be. Um our vision and idea is idea um overall is college for all and uh to make that available to all of our scholars. So um our D rating uh is one point higher from the prior year but again that is not anywhere near where we need to be uh to fulfill our commitment to both the partnership and our scholars at IDEA. So how do we plan on addressing um the opportunities that face us? So first research shows that our scholars should be receiving grade level highquality uh rigorous curriculum every single day all day long. If they're not exposed to grade level curriculum, they will not be successful on grade

242level. So it's uh important to us an idea that we are uh implementing high quality instructional materials for our tier one instruction. Another approach is to provide tiered co tiered coaching for our teachers. So at IDEA we do uh evaluate teachers using guidepost for excellent teaching that is the get rubric. Um to align with goal B we are looking to implement datadriven instruction. What that looks like is uh implementing exit tickets um daily and setting those targets for exit tickets. Um we're also implementing uh what we call swams, student work analysis meetings and data conversations after short cycle assessments and our after our um semester exams. We also are implementing our uh targeted multi-tered system of supports and interventions. So through that system, we are triangulating your data using um attendance, discipline, and academic data

243to determine additional supports for our scholars that are not performing at all grade level. Leaders uh will also provide feedback through one-on-one coaching sessions along with real-time coaching coaching given in the classroom. For goal C, um, college, career, and military readiness, we are looking to strengthen our, uh, college readiness through targeted ACT prep and remediation, uh, increase TSIA, college readiness through early diagnostics and targeted supports. For goal D, uh, students taught by high quality teachers. Again, our focus on is on developing our leaders. If we can develop our leaders, they're going to help support and develop our teachers. We do that by driving uh instruction and culture through coaching and very disciplined coaching and feedback systems. Our regional leaders do join observation and feedback sessions with our campus lead teams to consistently monitor um all

244of our observations whether they are campus rounds, regional rounds or individual teaching observations to ensure that we are consistent and that they are quality. So ultimately our goal this school year is to achieve the B rating uh by the end of the year. So I appreciate the partnership with MISD and uh to respond to the question about uh discipline. Um one of the guideposts in our get rubric is culture. I think by setting very clear expectations by uh establishing a sense of belonging creating a culture of joy in the classroom with our scholars and being very clear on what's expected and teaching them um with scaffolds and accommodations we can achieve uh the mechanisms and the disciplinary uh I guess systems that we need to see for our scholars to help them be successful. I

245have a couple questions. >> What um throughout the year, what do y'all do to see where you're trending during the school year? >> Academically, >> uh we do give unit assessments and end of module assessments. Uh for the star tested grade levels for lower grades, we give uh dibbles, the dibbles assessment. We give a beginning of the year, middle of the year, and end of the of the year assessment. We also administer our Winster test uh which is in math and in reading. >> Do you do the map NWA map or not? >> I don't know how much we can ask from a charter in 1882 I guess you should call it but with three D's in a row. I'd kind of like to see some beginning middle and end there data so that we

246know where it's trending for this year. I believe it's the expectation that anytime we do report outs it would include all of our campuses. Is that correct? >> We do share the rentstar data beginning middle and end. >> Yes. Based off the board reporting calendar you guys approved um uh the district based assessments I ready data anything like that encompasses all all campuses all schools in the district. >> We were already getting that. We were not getting it. Uh but uh now that we have the board reporting calendar, that way it's it's built it'll report out. >> Okay. Thank you. >> As long as they give the assessments that we give >> I guess questions. Uh what so from what grade levels is it from first grade to what grade that y'all are servicing students?

247>> Preend through 11th grade. So prek >> through 11th. So how many of these 1379 >> are actually high school? >> We have roughly 120 and 67th and eighth and about say closer to 60 or 70. I have to do the maths in my head. Sorry. 601 180. Um I'm going to say about 450. I don't have it with me. So 450 in the from the 9th to the 11th grade >> 6 through8 is 360. Um so we have about 480 480 and 6 through 11. >> 480 at 6 through 11. >> Yes. >> Okay. >> And this is the last year that they're scheduled to serve high school. So it'll just be through 8th grade after this year. Correct. >> Correct. So those 480 students will come back to MISD or wherever they choose

248to >> just the 9th through 12th graders. >> They either come to us or they Yeah. I mean it will be their choice what they do but the contract uh stipulated that. >> Okay. Thank you. >> You're welcome. Thank you. >> Thank you. you have a good year. >> This concludes our presentation. Um, at this time, the administration recommends the board of trustees approve the 2526 campus improvement plans as presented. >> And also, I would like to note that you have the plan as well as the campus goals for every campus that that did that. Before we get a motion on it, I just want to say thank you to everyone that put in the work to do this. To Dr. Howard's administration, her team, to campus leadership, the teachers. Thank you'all for being here.

249I know it's late. Know y'all are tired of hearing us talk and go through this. It's very important uh from a board governance perspective to be able to see the principles and the the campus leadership come in here. We want y'all to be successful. We want these kids to be successful. I cannot tell you truly truly truly thank you all so much for all the work. I know that it is problematic and it's difficult and it's late. Um the good news is it only happens once a year. So, but thank y'all very very much and I just I I I think y'all all did a fantastic job and I cannot tell tell you thank you enough. And y'all are the campus leaders. So when you are getting this data from your teachers, remember we this

250is all important but don't beat them down on on all the data because it's I mean this is a change and everybody's got to get used to it. And I just thank y'all so much for for putting in the work. Thank y'all very very much. It's very important to our kids. Anyway, do we have a motion? >> I move we accept the recommendation as presented. >> You can talk. Do we have a second? It's been motioned and seconded. Dr. freeze. >> Um I think it's also I just want to reiterate I think it's really helpful for the community to hear from you all too. Um not only us um but um it's good for the community to hear all these different plans and it gives them you know confidence in you all as leaders and

251uh anyway thank you so much. It has been moved and seconded. Let this board vote on agenda item nine, action item D. No. C. Discussion of and request for approval of 2025 2026 campus improvement plans in accordance with board policy BQ local. All those in favor raise your right hand. This unanimous motion passes. Moving on to the next agenda item. I got action item 9D discussion of and request for approval of CSP number 25-02 2023 bond package number four middle school group A God Gddard Junior High Milan Freshman High School renovations improvements Park Hill let let's wait just a second let the teacher or the principles leave real quick if you don't Come on. >> You're good. Thank you, >> Dr. Howard, President Hodges, board members, we are pleased to bring to you a recommendation

252tonight for the results of CSP number 25-02 package for middle school group AD Junior High and Midland Freshman High School. You have in your packet the complete results of the two vendors. We advertised in mid June twice as required and we opened the proposals at the end of June. We had two vendors but we had sent out over a thousand invitations. Um this was not a surprise considering the amount of work going on in the state at the moment. So we had two uh vendors that qualified and of that vendor vendor we are recommending Cirrus Construction for the job. The good news is we had an original budget of 61 million 17,585 and the total GMP with alternates came in at 58,376,000 even and that's a total of 2,641,585 under our budget that was established

253for the bond. So, it is our recommendation to approve CSP25-02 for the 2023 bond package 4 just group group A Goddard Junior High and then freshman high school renovations and improvements as presented. >> Any questions? >> Now, this just goes back to my example earlier. We sent out563 invitations. We got two back. So it just goes back to my question at the beginning of the meeting uh on the procurement. Uh just looks weird when you get 1563 invitations sent and you get two back. >> Yeah. Well, a lot of work happening as he said across the state and then in the district. I mean in the region there's a lot. So um and if I remember right, this is the one where we had the original submission that was over budget. We took it back

254and um had another submission that was a better value for the district as well as quality. >> Submitted them to 2.6 million less. >> So that's a very good point, Dr. Howard. This was actually a re proposal. The first proposal we sent out, we only had one vendor >> turn in and the bud was well outside the budget. We immediately turned that around and in that time frame we had the entire team from Park Hill, the architects and even MISD call every friend we know in the contracting industry to to ask them to look at this project. Interesting enough, um, many of them said, "Oh, yeah, we're very interested." And we hear this a lot from over multiple, uh, vendors and contractors mentioned interest in it. And we res the end result was two. >>

255Thank you very much. No questions. You good? All questions? So, we got a So, we make a motion. >> Motion to approve. >> Second. It's been motioned and seconded. This board vote on agenda item action item 9 D. Discussion of and request for approval of CSP number 25-02 2023 bond package number four middle school group A Goddard Junior High and Midland High School renovations improvement. All those in favor raise your right hand. Is unanimous. It's approved. Moving on to agenda item action item nine. E, discussion of and request for approval of budget number one. Mr. Durham, >> trustees, this is the first um budget amendment for the 2025 2026 fiscal year. This budget amendment is in order to address cross functional transfers um since the board does about um three budgets at the functional level.

256Um as Dr. Hard mentioned earlier this evening um the district will come back to the board um in October with a large budget amendment um that is going to true up the revenues and the expenditures um based on actuals rather than um just projections um at that time um we are hoping that there are um more students that show up but um we'll continue to update the board but um nonetheless um budget amendment number one is only cross functional transfers and the administration recommends the board of trustees um Approve as presented. >> A motion. Any questions? Motion. >> Second. >> It's been moved and seconded. This board approve agenda item action item 9F or I'm sorry, it has been motioned and seconded for this board to approve agenda item action item 9E, discussion of and

257request for approval of budget amendment number one. All those in favor, raise your right hand. So moved. Uh, moving on to agenda action item 9F, discussion of an request for approval to consider adoption of an order authorizing the issuance of Midland Independent School District unlimited tax refunding bonds in one or more series levying a tax and providing for the security and safety thereof. Authorizing a pricing officer to approve the award of the sale thereof in accordance with specified parameters. authorizing the redemption prior to maturity of certain outstanding bonds and enacting other provisions related there too. Tucker Durham >> trustees the administration um this evening is recommending um the board of trustees adopt the refunding of bonds. Um this is going to be a debt service strategy that we're utilizing in order to fully maximize all

258funding sources both locally and from the state. Shown on this screen is a proposed tax rate for the 2025 2026 um fiscal year um along with the 2024 2025 um as a comparison. In short, the overall tax rate will be decreasing um by roughly 3.55 cent that is going to be due to the maximum compression rate set by TEA um being compressed by that much. Um TEA's floor and ceiling range are shown there on the left hand side. the floor um is within 90% of the ceiling. And then um one thing I did want to mention is that the basic aotment could be adjusted downwards if a district does not levy its maximum tier one tax rate which is going to be the maximum compressed rate um plus the um entitlement pennies. And so for

259us that would be the five golden pennies. Shown on this slide is the historical tax rates. As you can see um since tax year 2013 um we have steadily decreased and then you can also see the comparison between tax year 2024 in 2025 in that slight reduction of 3.55 cents. Some changes in state laws. So during the 89th legislative session the state um passed a additional homestead exemption um increased from 100,000 to 140,000. Um, this is set to go on the ballot um in front of voters in the November election this year. Um, due to it being a constitutional amendment and requires voter approval. In short, um, with that increase in a homestead exemption, um, the state will be providing a hold harmless list to make sure that school districts do not lose out on

260any funding, um, because of of the, um, actions of the increased um, homestead exemptions. Um during 89th legislative session, um they also um created language in order to penalize um school districts that want to decease or address um debt in a very strategic way and try to pay it off um as quickly as possible. Um, and so what I mean by that is, um, they take the minimum debt service tax rates minus all tax collections, and if tax collections are more than what it would meet the bare minimum requirement, then your whole harmless funding um, is then reduced. Um, and so I will show you an option, actually three different scenarios here in just a few minutes. Um, one other thing I wanted to also mention is Senate Bill 1453. This goes into effect January

2611st of 2026 and it will require school districts to state the minimum and the targeted tax rate um starting for the um fiscal year. However, um we are using this as an opportunity um to bring this and implement it um one year before that requirement. So in analysis um are going to show these assumptions. Scenario one is going to show a reduced INS tax rate um to calculate the bare minimum tax obligations. Scenario two is going to show a maintained INS tax rate of 21 cents um and allow the district of the fees bond in fiscal year 2026 very similar to what we have um previous done in years. And this is what we just um completed um at in the middle part of this month. And then scenario three is going to be maintaining

262the INS tax rate at the 21 cents. However, rather than defeasing the bonds, it's going to be issuing the refunding of bonds for targeted tax rate. And so you can see some of the variables in there. The net taxable values um tax collections at 98% estimated INS tax levy. Um the schedule that service along with the targeted tax rate. I know this is a lot of information um for you. Um, however, I do want to just kind of summarize um what this is showing. So, scenario one um and we're only looking at on this slide um for for year 2026, which is going to be tax 25 related to 2526 fiscal year. Um and so this is going to show the bare minimum INS tax rate of right at 14 um.134 cents. Um however this

263does not show um any surplus in order to strategically um the fees or address our outstanding debt obligation. And you can see there on the very um left hand side the net debt I apologize the net debt service um cost of approximately $1.53 million um billion dollars. I apologize I do not have my glasses. magnifying glass. >> Yes. Yes. Absolutely. Um however, one one of the biggest things um on scenario one that scenario two does not show is um receiving that asah money which is that whole karmas provision. Scenario two and scenario three are going to show the overall tax rates at the current 21 cents. Um however two different strategies. Um scenario two is going to show an overall um net debt service of $1.49 billion. Um you can see the interest savings of

264approximately 30 38 um million dollars. However, you can see that you do not receive any of the asah money. Um scenario three is going to show an overall net debt service of approximately $1.48 billion. Um and you can see on the bottom right hand corner that this is going to have a savings of approximately $44.5 million. Plus we also are able to receive via sahi money. And so this is what I mean by um being able to fully maximize our funding um both at the local and the state level, not leaving anything on the table. Um at the end of the day, scenario two, scenario three um addresses us still being very strategic and very aggressive paying down debt. Um that is one reason why the district was upgraded to a AAA mood rating um

265earlier this year. And we're only one second school district um that currently have that rating. This is the calendar comparison that I just wanted to provide. Um so if we were to move forward with scenario two um which would be the defense um then the um board will take action on the defense order next month and then thereafter we'll adopt a tax rate. However, the recommendation that the administration um has this evening is going to be um adopting scenario three. Um this would be requiring the board to approve the perimeter refunding. Um at this board meeting, we'll work on pricing and awarding um the bonds. And then at the next month's um meeting, the board will then adopt a tax rate. And at this time, the administration recommends the board of trustees adopt an order

266authorizing the issuance of Midland Independent School District and limited tax refunding bonds as presented. >> Any questions? Okay. So in scenario three, we pay the least. Is that correct? >> That is that is correct. Yes. >> All right. So one of my favorite economists, the late great Milton Freriedman said, "Keep your eye on one thing and one thing only, how much government is spending because that's the true tax." So with that in mind, I I think option three is the best. It's the least spending. whatever you spend, you're going to have to pay in debt, inflation, or tax. And uh I think once you once you spend it, the best way to to deal with it is to pay it off as soon as possible. That's >> Well, I I just have a quick question

267on it on the mechanics of it. So, way to go. You and your team finding a loophole around this to the strategy, shall we say. This is being recorded. Don't let Austin in on this. >> So that's that's that's where I'm going with this is so we're protected for this entire bienium, right? If we do this, we're good to go. >> That is correct. That is correct. And I also >> you are my favorite favorite person. >> Um I also wanted to mention this is that this saving is only for this one year for um tax year 25 related to 2526. Um however, you can see just this one year will save taxpayers approximately um $44.5 million. If we continue this strategy, then it will continue to grow and our overall debt service um obligation

268will continue to dwindle. Um and that is how we've um received right over $100 million in interest savings um since 2012 from the feasing and refinancing. until they counter this because they want to penalize people for early payoff is what it is. Anyway, thank you. It's very good. Any other questions? >> So, on the agenda, it doesn't actually have the scenario. >> I'm out, Mr. It's been motioned and seconded. So, there's a motion on the floor. Continue. >> That's what I was getting at. Do we have to motion for like specific scenario? There's a motion and second somewhere. >> Did they need to read this and motion on scenario three? >> Um, yes, ma'am. I think that'll be fine. Um, that is >> says one or more scenarios. It doesn't say specifically scenario three. >>

269Scenario. Yes sir, that is correct. has been motioned and seconded that this board vote on agenda item nine, action item F, discussion of and request for approval to consider adoption of an order authorizing the issuance of Midland Independent School District unlimited tax refunding bonds in one or more series levying a tax and providing for the security and payment thereof. Authorizing a pricing offer officer to approve the award of the sale thereof in accordance with specified parameters authorizing the redemption prior to maturity of certain outstanding bonds and enacting other provisions related there too. All those in favor raise your right hand. It's unanimous. So moved. Um, moving on to agenda item nine, action item G, discussion of and request for approval of capital improvement development agreements between Midland Independent School District and City of Midland, Texas,

270Park Hill. How are you? >> I will be presenting this one tonight along with the remaining of the agenda. Um, and I will try to make it as short and sweet as possible. Um, so I appreciate it, trustees. Um, just a little background on this. Um the district has been working on a developers agreement um related to both of our new high schools um with the city of Midland along with our outside council um through probably over the last four to six months. Um we've had multiple meetings. Um and so I do believe that the um agreed upon um agreements for both of the locations are in the best interest of the district. Um, these two agreements outlines responsibilities for infrastructure improvements, including roadways and utility expansions necessary for the development of the two new

271high schools. Under the agreement, Midland ISD will serve as the developer, providing design documentation, bid oversight, and construction management of all infrastructure improvements. The district will be responsible for 100% of the costs um through the project. However, the city will reimburse the district and three equal payments starting in January 2027. Um, I did want to also provide um some insight on the funding. Um, and so MISD's portion of that funding um will be paid out of the bond funds and then the other portion that will be reimbursed um over a three-year period will be paid out of the general fund um in order to ensure everything is clear um is very outlined and um I already have it scheduled on our calendars, not just my calendar, but multiple people's calendars to ensure um we do

272not forget to go back and deal the city accordingly um for these payments just in case um one of us is is no longer um around in 2029 whenever these payments um will be um finalized. And so um one thing I wanted to mention is the these two agreements did go before um the city council this afternoon um and it did pass. Um, and then the city's financial participation includes um up to 50% of the actual cost for roadway improvements and adjacent to a school property. 100% of actual cost for roadway improvements not adjacent to the property. 100% of cost for water utility improvements necessary to develop off Thomasson and Avalon 100% of actual cost for the sewer utility improvements above which is necessarily to develop um Thomas and Avalon site along with 100% of

273actual cost for the design of roadway and utility improvements necessarily to um adopt or to develop um Thomas and the Avalon side. Um the reimbursements will start January 1st, 2027 um and will continue through January um 30th of 2029 and at this time the administration recommends the board of trustees adopt the developers agreement um as presented. >> This is the final agreement that Joe Baker provided. Okay, >> so that is correct. >> And I just want to say a few things to the to the board and then the public. I talked to some folks from the city earlier and they wanted to uh me to relay the information. There was uh it was not a unanimous but vote, but some of the folks that voted against it. It was uh some of the the individual

274that I spoke to um they had stated that it was more on principle and they they felt like this should have been taken care of and buttoned up prior to this, but they wanted me to say that. So, we have I I believe we've got great partners in the city going forward. I think everything's going to be copacetic going forward, but they just had mentioned that earlier in a phone conversation. Anyway, that's all. Thank you for all the work that y'all done. I think we've gotten this deal squared up to where it needs to be. Any questions? >> Yeah, I I have Is is there anywhere noted uh Mr. Durham that you said that I guess the reimbursement phase be back or be January of 2027? >> That is correct. Is that noted anywhere that

275if someone or all of us not here at that time that the district would be reimbursed? >> Yes sir. So it um it clearly outlines that in both of the developers agreement for both of the locations um along with I have made sure that I have included it in my calendar and included multiple um staff members on my team um in those calendar invites to ensure that one way or another the district will bill um the city for um those payments and that somebody is aware and ensures we do receive those payments. >> Okay. Thank you. And I think that agreement I'm pretty sure it's in our board packet too and you can get him an executed everybody an executed agreement if they want it so they can >> and it'll be in the minutes

276as well. >> Yes ma'am. Anybody else? >> Dr. Freeze I have a few comments to to talk about this. Um, you know, uh, this last week, you know, we did have some struggles with, uh, some of our payments going out. And what really came to light is we do have people here living paycheck to paycheck. And, um, you know, I was, my family did that when I was growing up. And um right here there's I believe 16 million or so give or take that uh I don't think was um you know really it was insufficiently advertised as part of this bond that that would be the city's responsibility. a lot of people that, you know, kind of knew how these things work could read into that, but uh I think some of the city council

277um notably, uh council woman Robin P made some really good points about this um and that this is just another sacrifice for the taxpayer. And so I'm going to probably be voting against that just just because I think uh we need I think it's a good deal for us, but I think for the taxpayer uh we need people to stand up for them. And uh I think I'm I'm going to probably do that in this case. And then also um last week, Councilman Norman came and spoke to us. I really appreciated it and uh uh you know, issues on his heart. And I kind of have some similar things about some of our neighborhood schools that I'd kind of like to address with the city. And so I'm going to take this opportunity given that

278we have uh this is kind of a fiscal situation. Um anyway, too often I see this city council poor resources into already prosperous parts of town. Political donors give tens of thousands of dollars and campaign contributions and in return receive tens of millions in taxpayer funded benefits. These come through subsidies, cash payoffs, property tax abatements, property tax refunds, sales tax refunds, and perhaps the most egregious of them all, which are are really starting to pop up around the wealthy parts of town. um tax increment reinvestment zones um which are these structures that are being developed that over 30 years are going to funnel hundreds of millions of dollars away from the general budgets of the city that could be going into our our neighborhoods that are often overlooked, including some many of the schools, you

279know, that I serve. and they're going to be going back to these high value districts um where where you have wealthy property owners, successful businesses, many of which are are owned by Wall Street corporations. Um so meanwhile, communities like some in my district around Lamar, which I share with Councilman Norman, or Bernett Bernett or Long, which I share with Councilwoman Burks, um continue to struggle. Um, you know, these people that live here, they're proud of their homes, their families, and their neighborhoods, but but they're not getting the basic in infrastructure support that other places in town are getting. And I think this is completely unacceptable. They don't have uh, you know, the the streets are not safe at night. Um, the code enforcement is inconsistent. The policing is not reliable. And even the water in

280our town, it really needs a lot of improvement. I see it coming in green, brown, yellow. I mean, we just the city needs to really focus on on providing uh needs to some of our our neighborhoods. Um and when these needs go unmet, our schools bear the consequences. So, um I I think this is a a good development agreement for us, but um I'm just going to probably step back and vote against it based on these principles here. here. It's been mo we have a motion and second. No, I don't think we have motion and seconded on this. Have we? >> Give me a motion. >> I move to approve the capital improve improvement development agreements between Midland ISD and the city of Midland, Texas. >> Second. >> It's been moved and seconded. This board

281will vote on action item. I'm sorry. Agenda item nine, action item G, discussion of and request for approval of capital improvement development agreements between Midland Independent School District and City of Midland, Texas. All those in favor, raise your right hand. Motion passes. You want on the record voting no? Okay, motion passes. Moving on to the next one. Agenda item action or n action item nine a h discussion of and request for approval of budgeted purchases over $50,000 for fiscal year 2025 2026. Mr. Durham. >> Yes sir. The district is coming before you today to ask u for approval in order to um continue our services with the region center um for multiple support services. Um overall the estimated expenditures for the 2025 2026 school year is approximately $180,000 which is um right at $200,000 reduction

282compared to last year. Um that was part of some of our budget efficiencies. Um and then making sure that we're just um addressing the the needs and being as efficient as possible. So at this point in time, the administration recommends the board of trustees um approve the budgeted purchases over $50,000 as presented. It's been moved and seconded. This board vote on agenda item action item or nine action item H. Discussion of and request for approval of budgeted purchase over $50,000 for fiscal year 2526. All those in favor raise your right hand. Is unanimous. Motion passes. Moving on to action item I, discussion of and request for approval of oil and gas lease for Sanino buoy and agricultural barn request for proposal RFP number 24 uh 214 Mr. Durham. And before we discuss it, does if

283if there's discussion on this item, do y'all want to go since we're about to go into executive session, do you want to go discuss it in executive and ask questions and come back and vote on it? >> That might be good. >> Okay. So, but now I've now So I move to >> I believe that if you want he could present and then if you wanted to go into executive session for any clarification or questions. Is that accurate Mr. That's fine if you want to do that. >> Yeah, just let's if we have questions, let's hold them until executive if we can on this. >> Perfect. I will make this quick. Um, so earlier in the um springtime, the administration um came before the board in order to recommend um the intent to lease minerals

284um under the three sites um Mr. Hodgers mentioned. Um so we did push out a RFP. Um we did receive one signal from that um from um Midland Pro. Um so as an overview, there's two components of the lease agreement. The bonuses are at 172,500 um per acre. Um these are payments that will be made available to the district upon execution. um along with the district will retain um 25% of all royalties which is in line um with state law. Um so you can see there's three different columns um indicating the amounts for Louisie Fine Arts, San Jinto Junior High and the Abbawn. Um one thing that I do want to make sure um that is very clear is the San Justinto Junior High is contingent on the drilling located at Midland College. While we

285will receive the bonus payment of the 96 um right at $97,000, um the royalties are going to be based on um the the drilling located at that site. So, you can see that the overall um bonus payments um come out to approximately 275,000 um while the anticipated royalties is right at um $9.9 million um which is going to be over a 20-year lifespan. However, the district will receive approximately 50% of those royalties within the first 24 months of um production. Um there's actually some um mineral interest um and royalties already due to the district um that have been sitting in an escrow account. And so at this time, the administration recommends the board of trustees approve the lease and minerals owned by the district for mineral development as presented. a motion table. >> Hold on,

286hold on, hold on, hold on. Because I'm thinking if we're going into close session now that we moved it, I don't even think we can mo we can just vote go into close session, talk about it, come back and vote on it without doing anything. We essentially just go into close session right now. Where's Where's Mike at? >> How are y'all? >> Good. >> Yeah, I wasn't happy. I promise. the uh um uh right now because discuss depends on when you want to do discussion for discussion. Right now I'd wait to do the motion when you come back out. If your normal course is to do the motion, second and then discuss, you can do that too and then come back out and just vote. It's your whichever direction you want to go. >> But

287we can go straight in, right? We can motion second it and then >> Yes, sir. Absolutely. >> Okay. Motion to go to close session. Right. >> Okay. I need a motion to go to close session. >> Do your motion for this first. >> See, Howard, I >> You're getting me. No, >> this what I get for not listening to the attorney. >> Do your motion on this first. >> So, uh, we get a motion to vote to move on this. Motion for the approval of oil and gas lease for Sanderson Obie and agriculture barn request for proposal RFP number 24-214. >> Second. >> Is there a second? >> Second. >> It's been motioned and seconded. Now I'm going to motion. Can I get a motion to go into close session? >> Motion go into session.

288>> Second. >> Okay. Second. It's been motioned and seconded to go into close session. So section 551.071. Oh, let's all vote. All those in favor of going into close session, raise your right hand. So moved. Uh section 551.071 for the purpose of a private consultation with the board's attorney on any or all subjects or matters authorized by law and discussion with council concerning protocols for obtaining agreed upon procedure. audit and section 551.72 for the purpose of discussing the purchase, exchange, lease or value of real property or section 551.074 for the purpose of considering the appointment and employment. Thank you, Mr. Blazer. I'll see you in a minute. Thank you. The time is 11:50 p.m. and we have returned from executive session. We have a pending motion to vote. It's been motioned and seconded to vote

289on agenda item action item 9 I. Discussion of and request for approval of oil and gas lease for Saneno Buoy and agricultural barn request for proposal RFP number 24-214. All those in favor raise your right hand. Motion passes unanimous. Uh we just got back from close session. There is no Anybody have any business from close session? No one has any. Do we have a motion to adjurnn? >> Motion to adjurnn. >> Second. It's been motioned and seconded that we adjourn this m meeting of the Midland Independent School District. All those in favor, raise your right hand. Ajourned.