The week began with continued attention to the district’s Attendance Audit process, ensuring campuses were aligned with required documentation and procedures during the review window while maintaining strong communication with campus leaders and families regarding student support needs.

Throughout the week, I participated in the Eagle P.R.I.D.E. leadership huddle, reinforcing our commitment to Purpose, Results, Integrity, Determination, and Excellence as guiding principles across our campuses. I also engaged in collaborative planning with Human Capital Management to discuss staffing alignment at secondary campuses and leadership support strategies as we move deeper into the spring semester. 

Additional time was spent coordinating with district teams and campus leadership to support operational planning, instructional alignment, and preparation for the upcoming Summer School. I also participated in the Best in Southwest Literacy Network session hosted at Houston Elementary, which highlighted strong collaboration among area districts focused on advancing early literacy and improving student outcomes.

The week also included campus walk-throughs and leadership check-ins, providing opportunities to observe instructional environments, support campus leaders, and reinforce expectations around maintaining strong learning conditions for our scholars as campuses continue preparing for upcoming benchmarks and state assessments.

The week concluded with focused attention on closing open loops across several ongoing initiatives, including follow-ups with campus leadership, operational coordination, and ensuring alignment across departments as we continue advancing district priorities in support of student success.

Finance (CONSTRAINT 2)

District Revenues for FY26

 as of February 27, 2026

Maintenance & Operations General Fund 199

Local Revenue (57XX): $31,967,948

State Revenue Available School Funds (5811): $1,641,798

Foundation School Program (5812): $18,024,117

TRS On-Behalf (5831): $1,561,706

SHARS (5931): $0.00

Indirect Cost (5929-ID): $132,283

JROTC (5949): $93,752

Child Nutrition - Fund 240

Lunch Revenue (5751): $19,657

State Revenue (5829): $15,755

Federal Revenue

School Breakfast Program (5921): $1,100,783

National Lunch Program (5922): $1,222,039

Federal Distributed by State (5939): $172,942

Debt Service (I&S) Fund 511

Local Tax Collections (5711/12/18/19/42): $22,271,491

State Program Revenues  (5829): $6,461,941

Bond Interest Earned Fund 698

$941,070.00

Human Capital Management

Substitute Fill Rate:         67.2%

Resignations:                       3

• Teacher: 1

• District Administrator: 2

Terminations:                       0

Substitute and New 

Hire Onboardings:                0

Grievances                           3

• Level 1: Grievance decision sent to grievant in alignment with timeline

• Level 1: Grievance filed regarding the decision to terminate substitute employee

• Level 1: Grievance filed by employee who was placed on administrative leave. Grievance officer has been assigned to hear the grievance.

Pending Investigations: 3

NAVEX Incident Reporting Summary:

03.03.2026

Workplace Violence/Threats

DeSoto West Middle School

Anonymous report received via phone alleging that campus administrator pushed the caller aggressively. 

02.27.2026

Student Safety

The Meadows Elementary

CPS report recieved from a family  that alleged a teacher harmed them during restraint. Incident in question involved numerous members of the Crisis team during a student episode. 

Additional Investigations: 

03.04.2026

Academic Misconduct

Katherine Johnson TMA

Reported to SPED and HCM that a teacher shared confidential information to parents in an ARD.

Student Support

Athletics

• Attended the regional AD meeting, which provided valuable updates and insight into upcoming initiatives, compliance reminders, and opportunities for collaboration with neighboring school districts. These meetings continue to be a great resource for staying aligned with regional expectations and best practices.

• Created and finalized the profile for our Head Volleyball position. The goal is to clearly outline the vision, expectations, and leadership qualities we are seeking as we move forward in the hiring process.

• Gathered data and reviewing current practices as we begin developing a comprehensive rental protocol and procedures document.

• Met with a couple of our assistant football coaches who have expressed interest in becoming a head football coach. Our mentor meeting focused on leadership development, program management, communication strategies, and next steps to help prepare them for future head coaching opportunities

Fine Arts

          Upcoming Events

• March 4 – DHS Dance Company | TDEA DEAL Assessment (Liberty, TX)

The DHS Dance Company will travel to Liberty, Texas to participate in the TDEA DEAL Assessment, receiving professional adjudication that will prepare students for upcoming UIL-regulated dance competitions.

• March 6 – Secondary Choir Pre-UIL @ DHS

All secondary choir programs will participate in the district Pre-UIL Concert & Sightreading preparation, featuring SMU professors and leading DFW choral directors serving as adjudicators to provide expert feedback.

• Texas Woman’s University Wind Symphony Visit – DHS Band

The TWU Wind Symphony will perform for DHS band students, and the university’s head music recruiter will meet with juniors and seniors to discuss the college application process, scholarship auditions, and pathways into collegiate music programs.

Health Services

• Continued work on coaching nurses on best practices for school nurses.

• Worked on nursing plans for our district scholars.

Parent Engagement

• Assisted parent with finding suitable housing for her scholar who is incarcerated.

• Attended the West Middle School Parent Teacher night to support the campus in its Title I efforts.

• Conducted a home visit.

• Supported a principal at the ER with one of her scholars.

Security

• Final planning and preparation for the Three Year Security Audit. Insurica, formerly Edwards Risk Management conduct the audit. They have conducted the last 2 audits. Going forward I would like to explore the possibility of conducting the audits using trained district staff.

• Monitored some negative student activity reported by Starbucks during school hours.

• Did a safety walk on the DHS campus and parking areas.

• Coordinated with HES to develop a plan for better disinfecting campuses that have low attendance due to sickness.

Student Support

• Strengthened campus behavior systems and data accuracy by facilitating Campus Behavior Team – Part 2 as well as attending a Region 10 meeting on the updated TEA discipline data guidelines to ensure consistent coding, timelines, and corrective‑action practices across campuses.

• Advanced staff development and capacity by coordinating the rescheduling of the Safe & Civil Schools PBIS training as well as co‑facilitating the Assistant Principals Academy sessions, where participants developed individualized Strengths‑Based Leadership plans to support effective campus leadership.

• Enhanced compliance, safety, and operational readiness by reviewing Stronger Connections/Safe Cycle 2 grant requirements and updating spending plans for alignment and timely execution, and by participating in the district Safety & Security Committee’s active shooter simulation with city safety partners to strengthen emergency preparedness.

Communications

DeSoto ISD Communications Department – Weekly Update

Strategic Communications & Stakeholder Engagement
This week, the Communications Department focused on strengthening parent communication protocols and escalation procedures, ensuring campus teams have clear guidance for handling inquiries, safety concerns, and customer service expectations. Updated procedures were shared regarding weather monitoring and timely communications to families during closures or delays.

The team also supported the introduction of Interim Superintendent Dr. Brent S. Mitchell, including development of his bio, scheduling and managing filming and photography sessions, and planning for the upcoming stakeholder listening tour to engage students, staff, families, and community partners.

Student & Community Storytelling
Highlights included celebrating student achievements such as the Class of 2026’s associate degree milestones, the DeSoto High School Dance Company’s accomplishments, and athletic successes in football, tennis, swimming, and girls basketball. The team amplified district programs and partnerships, including Choice Program enrollment success, the Cockrell Hill–Costco partnership, and Black Children’s Book Week, generating awareness across digital and social platforms.

Safety, Security & Crisis Support
The department provided communications guidance around campus safety and security initiatives, including crisis management for recent incidents, coordination with media inquiries, and support for consistent messaging to parents and the community.

Financial & Operational Transparency
Promotion of the Monthly Financial Update continued, highlighting fiscal accountability, TEA collaboration, and conservative budget planning. Materials were shared across social media, email newsletters, and the district website to reinforce transparency and trust.

Upcoming Initiatives
Communications is preparing coverage for Spring STAAR testing, ongoing Choice Program outreach, and bond program updates including Oversight Committee meetings and Precedeo reports. Additional PRIDE Spotlights, campus events, and student stories will be featured in coming weeks to maintain engagement and reinforce district priorities in Academics, Arts, and Athletics.

Digital Engagement & Metrics
Ongoing social media and website campaigns continue to drive awareness and community engagement, supporting both strategic district initiatives and day-to-day operational messaging for families, staff, and stakeholders.

Technology 

In alignment with DeSoto ISD’s commitment to digital transformation, the district is implementing a comprehensive technology modernization strategy designed to:

• Enhance learning experiences

• Strengthen campus safety

• Improve operational efficiency

This multi-faceted initiative reflects our dedication to purposeful innovation and operational excellence.

Key Initiatives

1. Smart Locker Deployment

This week, we initiated the configuration and staging phase for 30 Smart laptop lockers district-wide. The rollout is prioritized as follows:

• High School: 20 units are currently in final preparation for immediate installation.

• Middle Schools: 10 units are designated for distribution across all middle school sites following the primary rollout.

Impact: This deployment will modernize asset security and streamline device accessibility for students and staff across the district.

2. Student Laptop Upgrades

The wide Chromebook initiative—an ambitious leap toward empowering every learner with the tools to thrive in a digital world. This forward-thinking investment reflects our deep commitment to preparing students not just for graduation, but for success in a dynamic, global economy.  The devices have been ordered and are being tagged and enrolled off site.  Approximately 1000 units are being prepared before the delivery date.

3. Campus Digital Signage

Digital displays are being installed in:

• Front offices

• Cafeterias

• Libraries

• Athletic facilities

These centrally managed screens will deliver:

• Real-time alerts

• Event schedules

• Student celebrations and recognitions

4. Email Threat Intelligence

Abnormal Security Weekly Report
During the most recent 7‑day reporting period, Abnormal Security detected and blocked 481 attacks targeting DeSoto ISD, reflecting a decrease of 71 from the previous week. Since integration, a total of 44,884 attacks have been prevented. Although the week‑over‑week decline is positive, the continued volume highlights ongoing attempts to target district staff and systems, reinforcing the need for steady cybersecurity vigilance across all departments.

5. Document Management System Review

The district is evaluating enterprise document management platforms focused on:

• FERPA and HIPAA compliance

• Accessibility

• Workflow automation

• Centralized storage

Stakeholder input is being collected through pilots and demonstrations.

6. Bond-Funded Technology Projects (Pending Approval)

Planned strategic upgrades include:

• Chromebook and laptop deployment

• AV systems for stadiums, gyms, and the boardroom

• Emergency notification and paging systems

• Baseball field sound and livestreaming systems

• Smart lockdown solutions with AI threat detection

• Expanded security camera coverage

7. Network Infrastructure Update

1. Network Stability & Performance

• Service Availability: Network operations remained 100% stable throughout this reporting period. No outages, service degradations, or unexpected downtimes were reported across the district.
  
  Proactive Monitoring: Real-time monitoring continues to show optimal performance across all primary backbones and site-to-site links.

2. Surveillance Infrastructure Expansion & Optimization

• Server Capacity Expansion: Successfully provisioned and integrated two additional camera servers into the district’s surveillance network. This upgrade provides better processing power for high-definition feeds.
  
  Load Distribution & Rebalancing: Currently optimizing the distribution of camera feeds across the server fleet. This ensures that no single server is over-taxed, reducing the risk of dropped frames or system latency.
  
  Naming Convention Standardization: Initiated a comprehensive audit to optimize camera naming protocols. Standardizing these names will improve searchability, speed up incident response times, and simplify long-term maintenance for the security team.

9. E-rate Assessment & Inventory

A detailed network inventory is underway to support the upcoming E‑rate application cycle, including:

• Infrastructure documentation

• Hardware verification

• Configuration review
  This ensures compliance, accuracy, and eligibility for federal funding.

10. Help Desk Performance — February

• 205 tickets submitted

• 199 tickets resolved

• Avg. Resolution time 45.8 minutes

• Avg. Satisfaction rating 4.6/5

These results reflect strong responsiveness, continuous improvement, and a commitment to excellent customer support.

11. Phone System Update

After reviewing modern unified communication platforms—including features such as mobile integration, panic buttons, and emergency compatibility—Zoom was selected as the new district phone provider following successful pilot testing and recommendation reviews.

Our Commitment

Through strategic upgrades, cloud-based tools, and expanded digital access, DeSoto ISD remains committed to:

• Empowering students with confidence

• Equipping staff with efficient, modern tools

• Creating safe, innovative learning environments

These initiatives align with our core values of integrity, determination, and excellence—ensuring that our district continues to move forward with purpose and innovation. 

There were a total of 89 work orders completed and there are still 46 work orders in progress in the system.

Maintenance

• • LG systems at Early College - Ongoing

• • Still working on the generator at McCowan

• • Still working on the awning for cooling tubs at Ben Dial

• • Working on A/C units at High School - Bat Security will be out during Spring Break to resolve this issue

    • Dampers stuck in fire mode

• • Replaced the water heater in the 200 hallway at Cockrell Hill

• • Painting the exterior at SpEd building

• • Trying to get a contract approved for Spectrum to come out and service scoreboards

• • Working with roofers to come out and do repairs to areas that are still under warranty

Grounds

• • Mowing and weed eating around district

• • Will clean out storage behind Admin