May 7, 2025 — Regular Meeting
Conroe ISD Board Meeting — 2025-05-07
Regular Meeting — Unofficial Notes
Based on auto-generated transcript. Not an official record.
Generated 2026-03-28 18:27 UTC
Unofficial Meeting Notes
Conroe Independent School District – Audit Committee Meeting
May 7, 2025 | Regular Meeting
⚠️ Disclaimer: These are unofficial notes based on an auto-generated transcript of the board meeting. They are intended to help the public understand what occurred and may contain errors due to transcription limitations.
Meeting Called to Order
- Time: 7:30 AM
- Quorum confirmed with notice posted per Texas Open Meetings Act
- No public comments were registered
Item 2: Approval of Minutes from January 16, 2025 Audit Committee Meeting
Vote: Motion made and seconded. Approved unanimously (all in favor, none opposed).
Item 3: Update on Program Analysis of Planning and Construction (PNC) Operations
Presenter: Robert Robertson, Into Learning (N2 Learning)
Background: Following the last bond passage, the district engaged Into Learning to conduct an independent, in-depth analysis of the Planning and Construction (PNC) department. Mr. Robertson, who has experience directing planning and construction in large school districts, has been analyzing the department for approximately 18 months.
Key Findings
- PNC department staff found to be professional, highly skilled, and competent
- All questions answered "forthrightly and completely"
- Conducted extensive document review checking compliance with board policy, state statutes, bidding processes, and selection of architects/contractors/engineers
- Conducted multiple interviews with PNC staff, senior leadership, and related departments (maintenance, finance, instructional)
- Attended multiple design meetings and Owner-Architect-Contractor (OAC) meetings
- Found a high degree of professionalism throughout the department and its relationships
- No major problems or potential problems identified — described recommendations as "nothing earthshattering"
Recommendations and Status
| Recommendation | Status |
|---|---|
| Reclassify contract specialist position — found to be under-compensated compared to similar districts | ✅ Completed — position reclassified |
| Legal training from construction attorney on contract documents | ✅ Completed — Mickey Morris of Rogers Morris and Grover conducted training for PNC and other departments |
| Continued professional development — described as ongoing, not a "box to check" | 🔄 In Progress — project superintendents enrolled in American Institute of Constructors certification program; three to test in fall; on-the-job training and shadowing program active |
| Improve interdepartmental relationships (PNC ↔ maintenance, instructional) | 🔄 In Progress — organizational change created executive director position to spread operational load; ongoing relationship improvements |
| Move furniture, fixtures, and equipment (FF&E) to PNC from finance — integral to design process | ✅ Completed |
| Consider alternative delivery methods beyond CM-at-Risk for future bonds | 📋 Future consideration — some projects now using Competitive Sealed Proposal (CSP); recommended evaluating other delivery methods based on project type |
| Fund PNC department through future bond programs — frees up general fund dollars for instruction | 📋 Future consideration — not applicable to current bond (explicitly stated salaries were not in this bond); most comparable districts already do this; typical allocation is 3-5% of bond for program administration |
| Clarify lines of communication for project work at OAC meetings — address unauthorized/unclear work requests | 📋 Recommendation made |
| Formalize post-mortem assessments of contractors, architects, and engineers after project completion | 📋 Recommendation made — PNC leadership does informal assessments but process needs formalization |
Committee Discussion
- Committee members requested a copy of the full written report
- Questions about funding PNC through bonds: Mr. Robertson explained Klein ISD funded 90% of PNC through bonds; typical range is 50-100%; would be listed in a single proposition
- Board member praised PNC Director Easy Foster for running an excellent department
Item 4: Results of Comprehensive Technology Assessment and Staffing Study
Presenter: Dr. Jared Lambert, newly appointed Director of Technology Services
Conducted by: True North Consulting (September 2024 – March 2025)
Organizational Change Announced
- Network Services and Information Systems departments have been consolidated into one department called "Technology Services" under Dr. Lambert's leadership, reporting to CFO Karen Garza
Assessment Scope
- Comprehensive Technology Assessment (Sept 2024 – March 2025): Four focus areas covering every district facility except wastewater treatment plants
- Information and operational technology
- Safety and security
- Teaching and learning
- Staff/teacher user experience survey (~2,600 responses; ~1,800 from classroom teachers)
- Staffing Study (Sept 2024 – Dec 2024): Compared to Texas districts and national standards
Key Survey Findings
- Over two-thirds of teachers say they need more and newer technology
- About one-third say they have adequate technology; 1% say too much
- Most valued classroom technology: Student Chromebooks (45%), teacher desktops, document cameras (~20%)
- Only 19% of participants are confident technology tools will be available and in good working condition
- Teachers want: device standards, one-to-one computing access, more devices with fair distribution, better teacher laptops, more instructional coaching, improved repair support, device management tools, and more focused training
- Top training interests: active learning, personalized learning, Google tools, digital portfolios, innovation, robotics
Device Standard / One-to-One Clarification
- The bond program was NOT a one-to-one device issuance program — Dr. Null emphasized this distinction
- Goal is to create a device standard so each school has enough devices for its student population (e.g., 1,000 devices for 1,000 students across all device types — Chromebooks, iPads, computer lab desktops)
- Devices will stay in classrooms and not be issued to individual students to take home
- Expected implementation: January 2026 (mid-year)
- A true one-to-one program (issuing individual devices) would require significantly more investment — described as "exponential" rather than linear increase
True North Recommendations and Status
Items in progress or completed (marked green):
| Recommendation | Status |
|---|---|
| Develop hardware standardization plan and replacement cycle | 🔄 In progress — purchasing underway |
| Include device funds in operational budget (most replacement currently in bond budget) | 📋 Future consideration |
| Streamline repair process | 🔄 In progress — implementing Incident IQ system (integrated inventory + ticketing) |
| Broaden instructional technology team | 🔄 In progress |
| Structured approach to managing digital resources | 🔄 In progress — using Learn Platform for software approvals |
| Formal software/tool approval process across campuses | 🔄 In progress |
| Reduce data entry duplication | 🔄 In progress — major feature of Incident IQ |
| Consolidate technology under single leadership | ✅ Completed — two departments merged into Technology Services |
| Create cross-functional teams | 🔄 In progress — e.g., combining programmers from both former departments |
| Unified technology vision and strategy | 🔄 In progress |
| Consistent governance and security frameworks | 🔄 In progress |
| Career advancement pathways for tech staff | 🔄 In progress |
| Integrated project management practices | 🔄 In progress — Dr. Lambert completing project management course |
Discussion on Content Filtering and Social Media
- District has a district-level content filter in compliance with CIPA and all federal/state laws
- Sites flagged by the governor for state agencies are manually blocked
- Social media sites are generally blocked for students; staff access is managed based on role
- District exploring additional device management software to give teachers more classroom-level control — approximately 8-10 products evaluated
- New web platform (Aptagy) will allow social media posting through API without direct access to platforms — linking ~300 accounts across Facebook, Instagram, and Twitter
- Students do not manage official school social media; student club accounts are overseen by advisors
Additional Discussion
- Committee member asked about best practices for quantity/duration of technology use by grade level — True North did not study this, but the instructional technology team is actively researching it
- Dr. Lambert noted the distinction between active use (creating, assessments) vs. passive use (watching videos) of technology
- PA system variability across campuses identified as a concern; falls under Maintenance & Custodial — currently being addressed through critical infrastructure projects; 18 campuses in progress with approximately three-quarters getting new front-end systems
- Digital hallway messaging suggested by committee member; some campuses have had digital signage installed previously
Item 5: Consider and Approve the 2025-2026 Audit Plan
Presenter: Brian Hayden, Internal Auditor
Risk Assessment Results
- Top 10 risk areas include: planning and construction, transportation, payroll, and other major operational areas
- All top risk items have been covered in the last two years or will be included in next year's plan
Approved 2025-2026 Audit Plan
| Audit | Timing | Details |
|---|---|---|
| CISD Vehicle Inventory (Non-Bus) | Fall 2025 | Process for adding/disposing vehicles on fixed asset ledger; complete vehicle inventory |
| CISD Police Department | January 2026 | General operations, training, staffing, certifications, evidence process, security; police vehicle inventory included |
| Child Nutrition | TBD | Cash controls, inventory controls, food receiving, compliance with CISD/state/federal regulations; last full internal audit was ~3 years ago |
| Transportation Audit Follow-Up | May 2026 | Follow-up on findings from previous audit; one year given for implementation of recommendations |
| Band Instrument Inventory (High Schools) | May 2026 | Biennial independent count; elementary/intermediate in off-year with principal sign-off |
| School Bus Vehicle Inventory | Summer 2026 | First-ever internal audit of bus inventory; timing aligned with summer when buses are less active |
| PNC Final Cost Calculations (Flex 24) | Summer 2026 | Annual review of final cost calculations, subcontractor contracts, change orders, documentation |
| IT General Controls (ITGC) Audit | TBD | User admin, change management, passwords; last full audit was 4 years ago; timely given department consolidation |
Vote: Motion made and seconded. Approved unanimously (all in favor, none opposed).
Current Year (2024-2025) Audit Updates
Activity Fund Audits: Completed audits shown in green; heavy focus on elementary schools to catch up (smaller funds, hadn't been audited in a while). High schools will be the focus next year.
Chromebook Inventory Pilot:
- Currently in progress at 5 campuses as a pilot ahead of full district-wide inventory this summer
- Purpose: determine resource needs, identify challenges, create roadmap for efficiency
- Key lessons learned: need two-person teams; Chromebooks found in closets and unexpected locations
- Students generally do not take Chromebooks home (principal discretion exists for special circumstances)
- Portable Wi-Fi devices are inventoried separately and issued only on campus request
PNC Construction Audit (Flex 24): Planned for summer; internal audit now handles this work (previously outsourced), saving approximately $20,000/year.
Item 5 (continued): IT Application Inventory Management Audit Results
Presenters: Rema Pilly (Partner, Weaver) and Mudra Moanti (Manager, Weaver)
Scope: Design evaluation of application inventory classification and end-of-life management processes
Key Context
- District has over 125 applications in current inventory (still being updated)
- This was a design evaluation — first formal pass at building a comprehensive software inventory
- Historically, focus has been on administrative support functions
Seven Opportunities for Improvement Identified
| # | Finding | Risk | Recommendation | Management Response / Target Date |
|---|---|---|---|---|
| 1 | Application inventory incomplete; no formalized process/procedure | — | Develop policy/procedure document including complete inventory, roles/responsibilities, criticality/sensitivity classification | Incident IQ implementation July 2025; policy implementation September 1, 2025 |
| 2 | Missing IT security level impact and data classification in inventory | — | Include IT-level impact, purpose of each software, on-prem vs. SaaS designation, vendor info, databases, servers, SSO method | Incident IQ implementation July 1, 2025 |
| 3 | Activity funds can purchase unapproved applications without IT department approval | — | Implement budgetary controls; update activity funds manual | ✅ Completed — manual updated and training completed by April 30, 2025 |
| 4 | All CISD personnel have admin access allowing download/install of unauthorized applications | — | Limit admin access to IT personnel only; implement software center with approved applications only | October 1, 2025 — requires review of financial impact; Dr. Morell responsible |
| 5 | No periodic review of web traffic across district (Learn Platform tracks but no review performed) | — | Review high-traffic applications; blacklist unauthorized high-traffic apps; establish periodic reviews | First formal review completed last month; annual reviews starting January 2026 |
| 6 | No formalized decommissioning process for end-of-life applications; data archival concerns | — | Establish formal decommissioning process including timely data removal from network | September 1, 2025 — dependent on funding for data governance project |
| 7 | No formal data flow mapping across systems | — | Develop formal data flow mapping for all applications; define ownership/accountability; ensure data accuracy and security | No end date identified — dependent on data governance project funding; recognized as high priority |
Data Governance Discussion
- Data governance project has been under consideration for several years
- Proposals range from ~$300,000 to ~$600,000 over two years (plus staff allocation)
- Would map flow of all data from point of entry (e.g., student registration) through all systems
- Dr. Lambert expressed caution about using AI for this due to personally identifiable student information
- Benefits would include: improved cybersecurity posture, identification of redundant systems, reduced manual data migration, fewer errors, better documentation
- CFO Karen Garza noted there is a $1 million line item in the preliminary budget for software technology; depending on other software needs, up to $300,000 could potentially be carved out for this initiative over two years
Item 5 (continued): HR Recruitment and Attrition Internal Audit Results
Presenter: Brandon Tannis, Partner, Weaver (Governance, Risk and Compliance — Public Sector Practice)
Scope: Full cycle from recruitment through development to attrition for educators (faculty and staff); educator-focused with campus administrators; did NOT include district-level administrative positions
Methodology: Consultative/advisory approach; included a special adviser who is a former TEA Deputy Commissioner; conducted interviews with principals at all school levels (high school, junior high, middle school, elementary)
Key Positive Findings
- District is outperforming peers in multiple areas:
- Low turnover rates compared to statewide averages and peer districts
- ~83-85% (approaching 90%) certified teachers — significantly exceeding state average (~60%) and competitor average (~70%)
- Less than 10% uncertified educators (and those are on pathways to certification)
- Very positive district reputation based on survey results
- Strong online and in-person career fair presence with high application rates
- Efficient and timely interview process
- Recognized on Forbes 2025 list as one of America's Best Large Employers
- 64% of employees who left had been with the district less than five years — primarily due to career path decisions rather than district-related issues
- Once past the 5-year mark, retention is very strong
- Zero-to-five year attrition is consistent with statewide trends across all K-12 districts
Attrition Data (by years of service)
- 0-5 years: 64% of departures; top reasons: position in another district (11%), relocation (~10%), career change
- 6-10 years: 17% of departures; position in another district drops significantly
- 11-15 years: 6% of departures; retirement begins appearing
- 15+ years: Retirement is the leading reason for departure
Five Opportunities for Improvement (All rated Low Risk)
| # | Finding | Recommendation | Management Response / Target Date |
|---|---|---|---|
| 1 | Hiring Process Monitoring — Campus interview date not tracked in Wininocular (HRMS); 62% of ~3,000 records showed recommendation-to-hire within 30 days of application | Add interview date field to system; analyze for bottlenecks | ✅ Field added April 4, 2025; initial data review July 1, 2025; hiring baseline timeline TBD |
| 2 | Recruiting Collaboration & Consistency — Best practices shared informally at monthly meetings but not memorialized; principals sometimes unaware of each other's successful strategies | Create shared best practices platform/forum for campus leaders | Platform to be developed in HR-for-Principals Canvas course May 2025; advertisement begins June 2025 |
| 3 | Wininocular Reporting Awareness — Individual email notifications can be overwhelming; no dashboard view for hiring managers to see consolidated applicant status | Develop dashboard/consolidated reporting; enhance training on system capabilities | Weekly status emails to hiring managers starting May 2025; training sessions for new and existing administrators June 2025 |
| 4 | Enhanced Board/Committee Reporting — Limited formal reporting to board on HR achievements, KPIs, peer comparisons, survey feedback, and metrics | Provide regular reports with KPIs including turnover, certified educators, salary comparisons, survey data | KPIs being developed; reporting to begin May 2025; monthly HR updates to include more data |
| 5 | Educator Salary Competitiveness — District ranked ~8th of 14 local districts for entry-level pay; ~10th at 5, 10, 15, and 20 years of experience; 0% increase in previous year impacted competitiveness | Continue monitoring through TASB salary survey; evaluate salary scenarios for competitiveness | Ongoing — TASB salary study contracted annually; pay plan presentation dependent on legislative outcomes and available funding |
Salary Discussion
- Salary is not the primary driver of retention — culture, training, and reputation rank higher
- However, salary competitiveness matters for attracting new talent, especially in a competitive landscape with neighboring districts (Cy-Fair, Tomball, etc.)
- Legislative developments (HB currently in the House) include tiered raise approaches for different experience levels
- District is in a "waiting pattern" pending legislative outcomes before presenting pay plan to the board
- CFO Garza noted that statute requires certain percentages go toward increases and specific percentages to teachers
Committee Comments
- Committee members praised Miss Green and Miss Bone and the HR department for excellent work
- All findings were low-risk, reflecting effective processes already in place
- Committee member (HR subcommittee member) expressed appreciation for increased data sharing and looks forward to more granular exit interview data
- Request made to better differentiate between employees leaving for another local district vs. relocating out of the area
Additional Notes
Internal Auditor Brian Hayden publicly thanked Cindy Wester for consistently bringing forward valuable audit suggestions (vehicle audit, field trips, athletic ticketing system, etc.), noting this proactive approach is unusual compared to corporate environments.
Weaver co-source partnership highlighted as cost-effective — provides IT expertise that would be unaffordable to hire in-house; same partner (Rema Pilly) and senior staff for four years provides continuity and institutional knowledge.
Next Meeting
Confirmed: Wednesday, September 10, 2025 at 7:30 AM (Audit and Investments Committee Meeting)
Meeting Adjourned
Time: 9:50 AM