Director of Daep at Texarkana Independent School District
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Decision makers at Texarkana Independent School District
6th Grade Counselor
Accounts Payable Specialist
Administrative Assistant to the Superintendent
Assistant Principal
Assistant Principal
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Board meetings, strategic plans, and buyer signals from Sherry Nelson’s organization
The Board of Trustees held a special meeting where they conducted a public forum with no participants and subsequently adjourned into a closed session.
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The Board of Trustees met in a special session to conduct a closed session concerning the superintendent search. Discussions focused on the search process timeline and the development of a candidate profile for the position. No action was taken upon reconvening into open session.
The Board of Trustees held a regular meeting that included a public forum and a closed session. Key actions included receiving reports on a staff member receiving a regional award, receiving the Digital Academy of Texas handbook, and an Athletics and Extracurricular report. The Board approved the monthly investment and financial reports, monthly expenditures, purchases over $50,000, the T-TESS Appraiser List, an Appointing Entity Number Application, an amended employee handbook, the Audit Final Report, a Memorandum of Understanding with LifeWise Academy, the Local School Advisory Council, and a contract for the Superintendent Search. Additionally, personnel actions including resignations, retirements, and new elections or assignments were reviewed.
This Turnaround Plan addresses persistent unacceptable performance ratings for Westlawn and Theron Jones, aiming to avoid state sanctions such as school closure or state-appointed management. The plan outlines two primary approaches: school closure or an 1882 Partnership, which involves authorizing a carefully selected partner to operate the school. Key goals include increasing academic growth and foundational proficiency, and closing achievement gaps, particularly for Westlawn Elementary. Strategies involve implementing high-quality curriculum, strategic staffing, and data-driven instruction, with the ultimate vision of transforming the schools into high-performing institutions by achieving a C or higher rating.
Extracted from official board minutes, strategic plans, and video transcripts.
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