Lone Star Governance

1. The Board shall not undermine the collective decision-making process by failing to uphold the principle of “agree to disagree” or by actively working against the decisions of the governing body.

2. The Board shall not engage in disrespectful, adversarial, or unconstructive behavior, often referred to as “gotcha governance,” that undermines collaboration, transparency, or the district’s effectiveness.

3. The Board shall not prioritize adult convenience, personal interests, or political considerations over student well-being and academic outcomes.

4. The Board shall not bypass the established chain of command or interfere in administrative roles and responsibilities.

5. The Board shall not prioritize personal agendas, individual recognition, or self-interest over the collective governance, board goals, and superintendent constraints.

Guardrail 1 — The Superintendent shall not implement or allow any policy, practice, or condition that compromises the physical, emotional, or psychological safety of students or staff.

1.1 Safety Preparedness and Training
By May 2027, 100% of campuses will complete required district safety training, drills, and emergency preparedness activities, with implementation monitored through district safety documentation.

1.2 Student Attendance and Engagement
Increase the district’s student attendance rate from the 2025–2026 baseline to at least 95% by May 2027 through proactive attendance interventions, family outreach, and campus-based engagement strategies.

1.3 Student Safety and Staff Recognition
By May 2027, increase positive student survey responses related to feeling safe and increase positive employee survey responses related to recognition and feeling valued, using the 2025–2026 survey results as the baseline of 68% to 70%. 

1.4 – Behavior Support and Student Safety
By May 2027, 100% of instructional staff will complete district-aligned behavior support training, and the district will reduce office discipline referrals by 10% from the 2025–2026 baseline.

Guardrail 2 — The Superintendent shall not implement or allow any condition in which students receiving special education services are denied equitable access to high-quality instruction, individualized supports, inclusive opportunities, or transition services necessary to meet their needs.

2.1 Inclusive Access and Opportunities
By May 2027, 100% of campuses will provide documented inclusive opportunities for students receiving special education services in academic, extracurricular, or districtwide activities, as appropriate to individual student needs.

2.2 Transition Services and Community Partnerships
By May 2027, strengthen transition services for students with disabilities by establishing or expanding partnerships with community organizations, businesses, higher education, or workforce partners that provide career exploration, work-based learning, apprenticeship, or postsecondary transition opportunities from 0 to 2. 

2.3 Specialized Instruction and Staff Capacity
By May 2027, 100% of special education instructional staff will participate in targeted professional learning aligned to student needs, including specially designed instruction, inclusive practices, behavior supports, autism supports, and implementation of district curriculum and instructional expectations.

Guardrail 3 — The Superintendent shall not fail to ensure that families receive timely, accurate, accessible, and transparent communication on matters that impact their child’s education, well-being, or school experience.

3.1 Accessible Family Communication
By May 2027, increase family engagement with district communication platforms from the 2025–2026 baseline of 50% to 60%, with particular attention to timely ParentSquare communication and access to important district information.

3.2 Flexible Family Engagement
By May 2027, campuses and departments will expand access to family engagement opportunities by providing flexible participation options when appropriate, including recorded, virtual, livestreamed, or alternative-time opportunities, from 0 live recorded sessions to 2 live recorded sessions.

3.3 Stakeholder Voice and Transparency
By May 2027, the district will administer stakeholder surveys at least twice annually to students, families, teachers, and staff. Survey results will be analyzed and shared with district and campus leadership, used as a data source in district and campus needs assessments and improvement planning, and posted on the district website to promote transparency and continuous improvement.

Guardrail 4 — The Superintendent shall not allow the District to lack intentional systems to recruit, develop, support, recognize, and retain highly qualified employees who positively impact student outcomes.

4.1 Teacher Incentive Allotment (TIA)
By May 2027, the District will continue implementation and expansion of the Teacher Incentive Allotment, provide eligible teachers with clear information regarding designation pathways and criteria, and monitor participation and designation outcomes with regularly quarterly meetings with TIA committee. 

4.2 New Teacher Mentorship Program
By May 2027, 100% of eligible first-year and newly assigned teachers will be provided with a trained mentor and structured support through a district mentorship program that includes regular check-ins, instructional support, and progress monitoring, with documented monthly sessions. 

4.3 Employee Development and Retention
By May 2027, the District will monitor employee retention, certification, professional learning, and staff feedback data and implement targeted supports designed to strengthen employee effectiveness, recognition, and retention.

Guardrail 5 — The Superintendent shall not allow irresponsible financial practices or permit the financial health of the District to reach a level that jeopardizes long-term stability, student programs, or the Board’s student outcome goals.

5.1 Budget Alignment
By June 2027, 100% of campus and department budgets will be developed and monitored through a documented process that aligns expenditures with Board goals, district priorities, student needs, and available resources.

5.2 Financial Integrity and Compliance
By June 2027, the District will maintain financial practices designed to support a Superior rating under the School FIRST financial accountability system and address audit findings, if any, through timely corrective action.

5.3 Fiscal Monitoring and Transparency
Throughout the 2026–2027 school year, the Superintendent will provide the Board regular monthly financial updates that include budget-to-actual expenditures, fund balance considerations, major financial risks, and progress toward maintaining long-term fiscal stability.
 

Adopted Monitoring Calendar

October Report

November Report

December Report

January Report

February Report

March Report

April Report

May Report