Conroe ISD Board Meeting — 2021-02-02

Regular Meeting — Unofficial Notes

Based on auto-generated transcript. Not an official record.

Generated 2026-03-28 13:30 UTC

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Unofficial Meeting Notes

Conroe Independent School District Board Workshop

February 2, 2021 — Regular Meeting

Note: These are unofficial notes based on an auto-generated transcript. They are not official minutes of the Board of Trustees.

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Public Comment

No members of the public signed up to speak.

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TASB Training Requirement — EISO Training for Board Members

Presenter: Dr. Brian Zemlicka, Region 6 Education Service Center

Dr. Zemlicka delivered the required board training (mandated under Senate Bill 1566, now called EISO training) covering board oversight of academic achievement. Key points included:

Board Governance & Mindset

• SB 1566 (2017) shifted oversight of academic achievement to the board of trustees as a "team of eight" (seven board members plus the superintendent), whereas previously oversight rested solely with the superintendent.
• Board members are required to complete three hours of training every two years; new members must be trained within 120 days.
• Emphasized the importance of growth mindset, unity, and working together as a team even when board members disagree.
• Noted that TASB adopted a new framework in November with five pillars: (1) Vision and Goal, (2) Systems and Processes, (3) Progress and Accountability, (4) Advocacy and Engagement, and (5) Synergy and Teamwork.
• Stressed that the state wants boards to spend more time discussing academics in board meetings.

Texas Accountability System (A–F Ratings)

• Explained TEKS (Texas Essential Knowledge and Skills) → STAAR assessment → A through F accountability ratings.
• Three domains determine ratings:

- Student Achievement or School Progress (best of the two counts for 70% of the grade)

- Closing the Gaps (counts for 30%)

• At the elementary and middle school level, ratings are derived entirely from STAAR. High school ratings incorporate STAAR (40%), College/Career/Military Readiness (40%), and graduation rates (20%).
• Discussed STAAR mastery levels: Masters Grade Level, Meets Grade Level, Approaches Grade Level, and Did Not Meet Grade Level.
• Explained the relative performance measure that compares schools with similar socioeconomic demographics, calling it a significant improvement over the old pass/fail system.

Significant Board Discussion on Equity in Accountability

• Board Member Williams raised concerns about the equity implications of the accountability data, noting that talent and skill are equally distributed but opportunity is not. He argued the data can create misconceptions and drive inequitable decisions around school zoning.
• Dr. Null responded that the new system is much better for schools serving economically disadvantaged populations, citing Armstrong Elementary as an example of a high-poverty school that can now earn an A by demonstrating growth, whereas under the old system it could never achieve recognition.
• Dr. Null also discussed the district's tiered support system, with Houston Elementary highlighted as a success story where capacity-building efforts led to strong growth ratings.
• Dr. Null noted the district added instructional coaches this year to more affluent schools that previously hadn't received coaching support, as a new investment.

CCMR (College, Career, Military Readiness)

• Outlined indicators: college readiness (AP scores, dual credit, TSI criteria), career readiness (industry certifications), and military readiness.
• Military readiness is currently "dead in the water" because the military is not willing to release recruit data back to school districts.
• Board Member (unidentified) asked whether JROTC programs should count as military readiness indicators; Dr. Zemlicka agreed they should but noted the issue is unresolved.
• Dr. Null clarified that some districts inflated CCMR data by broadly claiming military interest, which drew TEA's attention and created the current impasse. Conroe ISD's data was accurate.
• A board member asked if students can be counted multiple times across CCMR indicators — answer: no, it's a count of how many total graduates met at least one indicator.

Statewide Initiatives

60 by 30 Goals:

• 60% of Texans ages 25–34 to hold a certificate or degree by 2030
• 550,000 students per year completing postsecondary credentials by 2030
• All graduates having marketable skills by 2030
• Undergraduate student loan debt not exceeding 60% of first-year wages by 2030
• Board members expressed skepticism about tracking mechanisms and feasibility. Dr. Null noted that Senate Education and Higher Education committees are working on K-16/K-20 data collection.

Science of Teaching Reading / Reading Academies:

• State-mandated training for teachers in the science of reading instruction.
• Conroe ISD applied to be its own authorized provider (available only to the largest districts).
• Dr. Edith Upshaw reported on pilot results:

- Four pilot campuses completed the first round.

- 100% of Conroe ISD teachers passed artifact submissions vs. a 46% state average for authorized providers.

- Plan: approximately half of remaining elementaries next year, the other half the following year, then grades 4-5, then 6-8 — roughly a 10-year implementation.

- Approximately 600-700 teachers to train next year, plus 300-400 new teachers annually.

• Dr. Null noted this is an unfunded state mandate that will cost approximately $300,000-$400,000 annually for additional trainer positions due to caps on trainer-to-teacher ratios. He has asked legislators to extend the timeline but stated the district will comply regardless.
• Dr. Null and board members emphasized reading as foundational to all testing performance.

Required Board Goals (Smart Goals)

• The 86th Legislature requires boards to adopt specific, quantifiable goals in three areas: (1) Early Childhood Literacy, (2) Early Childhood Math, (3) CCMR.
• Goals must be five-year goals with annual targets for student groups of 25+, assigned to a district administrator, and reviewed annually at a public meeting.
• Dr. Zemlicka presented example goals and goal progress measures (3 progress measures per goal).
• Dr. Null stated the district's goals will be presented to the board at the April workshop.
• Board discussion addressed whether students are tracked as cohorts — Dr. Null indicated data is viewed both as current-year snapshots and as cohort tracking.
• TEA recommends a monitoring calendar with each goal reviewed at least four times per year.

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2021-2022 Preliminary Budget Report

Presenters: Darren Rice, Chief Financial Officer, and Dr. Curtis Null, Superintendent

Legislative Context

• State comptroller's biennial revenue estimate shows approximately a $1 billion shortfall (improved from $4 billion estimate months earlier).
• $112.53 billion in general fund revenue available for the biennium, down ~$400 million from current biennium.
• Both House and Senate initial budgets fully fund House Bill 3, but with no new money — meaning no additional funds for teacher raises or new programs.
• Unknowns: virtual school funding, ESSER2 fund distribution, CARES Act funding flow, enrollment projections, and ongoing COVID-19 impacts.

Budget Objectives for 2021-2022

• Meet needs for 2021-2022 school year
• Open Hope Elementary
• Provide competitive compensation plan
• Continue COVID-19 mitigation support
• Maintain safe environment supplies and equipment

Enrollment

• District has averaged 1,500 new students per year over the past decade.
• 2020-2021 budget assumed 66,298 students; actual snapshot (October) was 64,565 — approximately 1,700 below budget.
• As of January 28: 65,119 students (up ~550 since October snapshot).
• For 2021-2022, the district is budgeting enrollment at 66,298 — essentially flat with the prior year's budget, no net student growth assumed.

ADA and State Funding

• District budgets expenditures on enrollment but is funded by the state based on Average Daily Attendance (ADA).
• Three scenarios presented depending on hold-harmless decisions:

- Without hold harmless: ADA of 61,791 → ~$155M state funding

- Budgeted ADA: 62,453 → ~$160.6M state funding

- With full hold harmless: ADA of 62,851 → ~$161.9M state funding

• The presentation assumes full hold harmless for the year (expected but not yet confirmed; confirmation expected in February). A $6 million difference if not approved.

Tax Rate

• Conroe ISD is the third-lowest tax rate in the greater Houston area at $1.2125.
• Certified property values expected to grow 3-5% (~$2 billion), bringing estimated certified value to approximately $42.126 billion.
• Under House Bill 3, property value growth generates no net new general fund revenue — only benefits the debt service fund (26 cents of the tax rate).
• Tax rate anticipated to decrease approximately 2 cents to $1.19 due to HB3 compression.

Revenue Summary

• Beginning revenue: $582.45 million
• Local tax revenue increase: +$8.63 million, but offset by state revenue decrease of -$8.63 million (net zero under HB3)
• State funding decrease due to new instructional facility allotment: -$1.47 million
• Interest earnings decrease: -$1.6 million
• Total estimated revenue: $581.88 million (net decrease of ~$570,000)

Expenditure Summary

• Beginning expenditures: $576.99 million
• Salary increases: $15.5 million (estimated ~3% raise plus help for lower-paid hourly employees)

- Includes cushion for potential federal minimum wage increase to $15/hour

- Some Title-funded positions would be automatically affected as federal employees

- TASB salary study to be presented in April

• Additional personnel (Hope Elementary and programs including reading academies): $1.5 million

- Historically this line would be $10-12 million with normal 1,500-student growth

• Retention stipend placeholder: $5 million (one-time expense, flexible, benefits lowest-paid employees most)
• Other expenses (utilities, fuel, insurance, supplies): $390,000
• Total estimated expenditures: $601.88 million
• Potential deficit: ~$10 million

Balancing the Budget

• COVID relief funding: ~$10 million of applicable COVID relief funds to offset one-time expenses (e.g., additional custodial night crews)
• Capital Maintenance Fund strategy:

- Fund was established to support the 2019 bond referendum, target of $50 million

- Currently funded at $40 million ($30M prior + $10M in current budget)

- Recommendation: Use $10 million of current unassigned fund balance to fully fund the Capital Maintenance Fund to $50 million in FY2021, thereby freeing up $10 million in next year's operating budget

• Fund balance: Currently at 27% of budget (target range: 20-25%). At the high end, $9.4 million is available; at the low end, $38.3 million is available. An additional $20-25 million increase projected for FY2021.
• Result: Balanced budget with a tax rate decrease, based on current law.

Custodian Hiring Update

• After the December pay increase, custodian vacancies dropped from 50 to 16, with 9 interviews scheduled. Applicant quality has also improved.

Virtual Academy Discussion

• Dr. Null expressed concern that the legislature may not authorize virtual academies for districts.
• If not authorized, enrollment could be vulnerable as families seek virtual options elsewhere.
• Approximately 6,000 of 12,000 remote students are thriving (earning A's and B's), supporting the case for a virtual academy.
• Dr. Null has a meeting Friday with Senator Creighton and Representative Toth to advocate for virtual academy authorization.
• Virtual academy staffing would be allocated on a per-student basis like any other campus.

Legislative Note

• Representative Hinojosa has proposed funding based on enrollment rather than ADA. Dr. Null and staff expect that if adopted, the basic allotment would be reduced to keep overall funding neutral, but noted they would still prefer this change to remove the attendance-based penalty.

Budget Timeline

| Date | Event |

|------|-------|

| April 6 | Budget Workshop (with TASB salary study and goal presentations) |

| June 1 | Budget Workshop |

| July 14 | District Planning & Decision-Making Committee presentation |

| July 20 | First board review of budget |

| August 3 | First public hearing |

| August 17 | Public hearing and board adoption of budget and tax rate |

No Votes Taken

This was a workshop/informational presentation; no formal action was required.

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COVID-19 Response Update

Presenter: Dr. Chris Heinz, with additional comments from Dr. Null and staff

Technology

• 3,500 hotspots distributed to students
• ~10,000 computers distributed to students lacking technology at home
• Additional devices deployed for staff supporting remote learning
• Multiple new software applications implemented
• Custom internal apps developed for: daily employee check-in, guest check-in, contact tracing, COVID reporting, and the COVID dashboard on the district website

Enrollment & Attendance

• In-person learning progression: 66% (Sept. 8) → 75% (Oct. 16) → 82% (Jan. 28)
• Student attendance: 96.6% (compared to 97.2% normally)
• Enrollment as of January 28: 65,119

Academic Performance (Secondary Students)

• 18% of in-person students had one or more F's
• 32% of remote students had one or more F's
• Overall failure rate: 22% (compared to typical ~19%)
• Dr. Null acknowledged concern about students failing multiple courses and emphasized the importance of expanded summer school and extended learning opportunities
• Campuses have been counseling struggling remote students back to in-person; a formal revocation process for remote learning has been implemented (with medical opt-out provisions)
• Approximately 6,000 of 12,000 remote students are thriving with A's and B's

COVID-19 Case Trends

• County active cases spiked in January post-holidays, but have been declining in recent days
• District-level January cases showed significant uptick over fall numbers:

- Fall: 481 employee cases; January alone: 348

- Fall: 963 student cases; January: ~1,000

• No significant evidence of in-school spread when protocols are followed
• Where spread was identified, it was typically linked to mask removal (e.g., eating lunch close together, carpooling without masks)

Employee Leave & Substitutes

• Through first week of December: nearly 20,000 days of COVID-19 leave used by ~2,500 employees
• Average leave length: 7.79 days
• 470 staff members had been out on more than one leave
• Substitute fill rate: 73% first semester, down to 69% in January (but filling 1,400 more positions than December due to increased absences — attributed to the board's investment in increased substitute pay)

Testing Program

• Fall semester partnership with Montgomery County Hospital District: 862 rapid PCR tests; ~14% positivity rate; estimated 12,000 staff absence days saved
• District-run testing program launched January 2021: over 1,000 tests in January

- 745 tests: 613 negative, 132 positive

- 97% accuracy rate → district implemented double-testing (second negative test required to return)

- 4 additional positives identified out of 305 second tests

- Testing staffed by 2 RNs, 2 clinic assistants, 1 office manager full-time, plus nurses/assistants working extra hours for evenings/Saturdays

- All state-provided tests expire April 4 — no plan yet for replacement

Contact Tracing

• Staffed by 4 full-time RNs, 1 coordinator, 1 specialist, 1 LVN, 2 office staff, plus part-time sub RN
• Operates 7 days a week
• Fall: 481 centralized cases + 963 campus-level cases
• January: 348 centralized cases + ~1,000 campus-level cases
• Mandatory reporting to local health department and TEA statewide database

Vaccines

• 95 nurses, trainers, and clinical assistants have received vaccines
• Employees 65 and over offered opportunities through community partners: Genesis, Kroger, Lone Star Family Health Center, and Memorial Hermann
• Memorial Hermann scheduling major vaccination event at Woodforest Bank Stadium (Friday-Saturday) for residents 65+

Communications

• 5,000 Zoom licenses and 16 Zoom webinar licenses added
• Dr. Null conducted 15 live community updates with several thousand views each

Child Nutrition

• Free breakfast and lunch for all students through end of school year
• January averages: 24,000 lunches and 10,000 breakfasts daily at campuses
• Curbside meals (Tuesdays/Thursdays at junior high campuses) for anyone 18 and under: 3,300 breakfasts and 3,300 lunches distributed in January

Transportation

• Bus ridership down nearly 36%, reducing crowding on buses

Custodial

• Vacancies reduced from 50 to 16 (now potentially lower with active hiring)

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Other Business

• The March 2, 2021 workshop has been cancelled. The next workshop will be in April.
• No formal votes were taken during this workshop session.

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These notes are unofficial and based on an auto-generated transcript. For official records, consult the Conroe ISD Board of Trustees approved minutes.