Lovejoy ISD 2026 School Board of the Year

LOVEJOY ISD

2026 School Board of the Year

1.FUNCTIONS

2.ADHERENCE

3.SUPPORT

4.SUPPORT

5.COMMITMENT

LETTER of Recommendation

DearMembersoftheSelectionCommittee,

It is my distinct honor and privilege to recommend the Lovejoy IndependentSchoolDistrictBoardofTrusteesforRegion10Board of the Year recognition. As Superintendent of Lovejoy ISD, I have the opportunity to serve under the direction of an exceptional team of servant leaders whose commitment to students, governance,andcommunitystewardshipisunwavering.

LovejoyISDisatop-ratedpublicschooldistrictinNorthTexaswithalongstandinglegacyofexcellencein academics,finearts,andathletics.FamiliesfromacrossthenationseekoutLovejoybecauseoftheunique educationalexperienceweprovide,onegroundedinrigor,relationships,andopportunity.Atthecenterof that experience is a Board of Trustees that leads with vision, integrity, and an unrelenting focus on students.

The Lovejoy ISD Board exemplifies what effective governance should look like. Trustees consistently operateasacohesiveandcollaborativeteam,maintainingclearalignmentarounddistrictgoals,strategic priorities,andthelong-termsuccessofeverystudentweserve.Theirgovernanceapproachisthoughtful, transparent, and student-centered Policies are carefully reviewed through workshops, legal guidance, leadership collaboration, and stakeholder input before formal action is taken. This disciplined process reflectstheircommitmenttoresponsiblegovernanceandcontinuousimprovement.

Our Board has also demonstrated extraordinary leadership in supporting educational excellence and innovation. Through the Lovejoy: Excellence by Design Strategic Plan, trustees have ensured strong alignment between Board goals, Superintendent goals, and district initiatives Their support has strengthened instructional systems, expanded student opportunities, and reinforced a culture of high expectationsacrossallcampuses.

Under the Board’s leadership, Lovejoy students continue to achieve at the highest levels. The district proudly maintains a tradition of academic excellence reflected through strong student performance outcomes, National Merit Scholars, Advanced Placement success, Presidential Scholars in the Arts, and recognitionthroughtheUILLoneStarCup.Trusteesprioritize“CelebrationofLearning”presentationsat board meetings and campus visits, remaining deeply connected to the student experience and instructionalprioritiesacrossthedistrict.

TheBoard’scommitmenttolong-rangeplanningandfiscalstewardshiphasalsopositionedLovejoyISD for continued success. Trustees successfully guided the district through a historic 2025 bond election focused on student opportunity, facility modernization, safety, and future growth. Their leadership throughout the planning and implementation process reflected a commitment to transparency, community engagement, and financial responsibility. Through strategic forecasting, clean financial audits,andthoughtfulresourceallocation,theBoardhasmaintainedastrongfinancialfoundationwhile continuingtoinvestinprograms,facilities,andstaff.

What makes the Lovejoy ISD Board especially deserving of this recognition is the manner in which our trustees lead. They lead with professionalism, humility, and a genuine commitment to serving others. They consistently place the welfare of children above personal or political interests, making decisions basedonwhatisbestforstudentsandthedistrictasawhole.Trusteesmodelethicalleadershipthrough adherencetoBoardpolicy,participationinongoinggovernancetraining,andcollaborativeengagement withdistrictleadershipandthebroadercommunity.

Equally important is the strong culture of trust and unity that exists among board members. While the Boardbringsdiversebackgroundsandperspectivestothetable,theyremainalignedintheirmissionand committed to constructive dialogue, respectful collaboration, and governance excellence. Their relationshipwithdistrictleadershipisgroundedinmutualtrust,clearcommunication,andasharedbelief inthetransformationalpowerofpubliceducation.

The Lovejoy experience is discernibly different and uniquely special because of the people who make it possible. Our Board of Trustees has created an environment where students thrive, educators feel supported,andfamiliesremaindeeplyconnectedtotheschoolsandcommunitytheylove.

IwholeheartedlyandenthusiasticallyrecommendtheLovejoyISDBoardofTrusteesforRegion10Board of the Year. Their leadership, integrity, and steadfast dedication to student success make them exceptionallydeservingofthishonor.

LovejoyProud, KatieKordel Superintendent

TEAM of Eight

As Lovejoy ISD Board of Trustees, we are committed to thoughtful, studentfocused governance that provides effective oversight of the district, improves outcomesforallstudents,andbuildspublictrust.

The term Trustee is fitting, because we are entrusted with the stewardship of district resources, personnel, funding, physical assets, and, most importantly, the community’s hope for the best possible education of our children. Working collaboratively as a unified governing body and in partnership with the Superintendent,weprovideleadershipthatsupportsthedistrict’svision,goals,and long-termsuccess.

Research consistently shows that effective school board governance is closely

Julie McLaughlin PRESIDENT BOARD of Trustees

Place 1

Julie McLaughlin was elected to the Lovejoy ISD Board of Trustees in 2022 and re-elected in 2025. She was elected Board President in May 2025andpreviouslyservedasChairoftheLegislativeCommittee.

ALovejoyparentsince2016,Ms McLaughlinandherhusband,Malcolm, havetwochildrenattendingLovejoyschools.Professionally,sheserves asSeniorVicePresidentofFinanceatBreadFinancialandisalicensed CPA with degrees from Texas A&M University. Ms. McLaughlin also serves on the Board of Directors for My Possibilities and has volunteeredinnumerousLovejoyISDandcommunityroles.

“Lovejoyisuniquelyspecial notonlyasatop-tierschooldistrict,but alsoasastrong,supportivenetworkofengagedfamilies.Iamhonored to serve this amazing community and remain committed to keeping studentsatthecenterofeverydecision.”

JeffWoodwasappointedtotheLovejoyISDBoardofTrusteesin2020 andre-electedin2022and2025.Duringhisservice,heheldleadership rolesincludingBoardVicePresident,BoardSecretary,andmemberof theLegislativeandSafety&SecurityCommittees.

Mr. Wood earned degrees from Baylor University and Texas Tech University School of Law and has practiced law since 2000. He is a partneratSteed,Dunnill,Reynolds,Bailey&StephensonLLP.ALovejoy residentsince2010,Mr.Woodandhisfamilyhavelongsupportedthe district, with two graduates of Lovejoy High School and one current student.

Mr. Wood resigned his position in March due to an unexpected move outoftheDistrictforpersonalreasons. TheBoardopenedapplications forPlace3fromApril20-May1andexpectstoappointanewtrusteeat the June 1 Board Workshop. In accordance with BBBB (LEGAL), all elected and appointed trustees must take the official oath or affirmationofoffice.

Jeff Wood VICE PRESIDENT Place 3

BOARD of Trustees

Marvin Bobo was first elected to the Lovejoy ISD Board of Trustees in 2020andcurrentlyservesasBoardSecretary.ALovejoyresidentsince 2005, he has long been an advocate for the district through board serviceandvolunteerleadership.

Professionally, Mr. Bobo has worked in technology and business leadershipacrossmultipleindustriesandcurrentlymanagesrealestate and investment ventures. He earned degrees from Abilene Christian University and Southern Methodist University and was named a TASB MasterTrusteein2024.

Marvin and his wife, Alysia, have been married for 32 years and have threesons,allconnectedtoLovejoyISD.Mr.Boboisactiveinhischurch and serves as Scoutmaster for Troop 358. In his free time, he enjoys traveling,cycling,golf,camping,andspendingtimewithfamily.

Marvin Bobo

SECRETARY/ MASTER TRUSTEE

Place 5

Aubrey Stock TRUSTEE

Aubrey Stock was elected to the Lovejoy ISD Board of Trustees in May 2025 Sheandherhusband,Chad,havelivedinLovejoysince2018and areraisingfivefutureLeopards,withthreechildrencurrentlyattending Lovejoyschools.

Ms. Stock holds degrees in elementary education and law and previously practiced commercial litigation at Norton Rose Fulbright. Herbackgroundineducation,law,andadvocacysupportsherworkin policyreview,communication,andgovernance.

Before joining the Board, Ms. Stock served in numerous PTO, district advisory,andlegislativeadvocacyrolessupportingLovejoyschoolsand publiceducationfunding.

“I believe strong schools are built through strong community partnerships,andIamhonoredtoservethisdistrict.”

BOARD of Trustees

Mark Wheelis

TRUSTEE

Place 4

MarkWheeliswaselectedtotheLovejoyISDBoardofTrusteesin2023. AlongtimeLovejoyvolunteer,heservedontheFoundationforLovejoy Schools Board from 2014–2024, where he served as President, Vice President, Treasurer, helping raise more than $4.3 million for the district He has also supported Lovejoy through PTO, coaching, and boosterclubinvolvement.

As a former CFO of a billion-dollar construction company, Mr. Wheelis brings extensive financial and strategic leadership experience to the Board. He has earned accounting degrees from Texas Tech University andisaCertifiedPublicAccountantandlicensedInsuranceBroker

Mark and his wife, Gayla, chose Lucas so their daughters could attend Lovejoy schools. Their daughters, Jordan and Jenna, have both attended Lovejoy since kindergarten. Mark remains committed to supportingstudents,staff,andthecontinuedexcellenceofLovejoyISD.

JasonJayneswaselectedtotheLovejoyISDBoardofTrusteesin2021 andreelectedin2024 Heandhiswife,Stacy,havelivedintheLovejoy community since 2011 and have four children, including two Lovejoy HighSchoolgraduate.

A graduate of Texas A&M University, Mr. Jaynes began his career teaching high school physics and chemistry before transitioning into banking and financial services He has remained active in the community through church involvement, youth sports coaching, and district volunteer service, including the 2013 Long Range Facilities PlanningCommittee.

Mr. Jaynes is passionate about supporting students and helping Lovejoy continue its tradition of educational excellence through collaborativeleadershipandcommunityengagement.

TRUSTEE

Place 6

BOARD of Trustees

Barrett Owens

TRUSTEE & PAST PRESIDENT

Place 7

Barrett Owens was appointed to the Board of Trustees in September 2019.Mr.OwensservedasPresidentoftheBoardfromMay2021-May 2025.Heandhis wife,Paige,havelivedintheLovejoycommunitysince 2005. Theyhavethreechildren,twoLovejoygraduatesandonecurrent studentattendingLovejoyHighSchool

Mr. Owens is the owner of William Anthony Homes and President of Capacity Lending, LLC. He previously served as Chief Lending Officer and board member for Cap Tex Bank and has more than 20 years of experience in real estate, finance, and development. He earned his degreefromUniversityofNorthTexas

Activeinthecommunityandyouthsports,Mr.Owensenjoyscoaching baseball and softball and mentoring students through teamwork and sportsmanship. He remains committed to supporting Lovejoy’s traditionofexcellenceandstudentsuccess.

LOVEJOY ISD by the numbers

Lovejoy isn’t a place – it is a community. Located 25 milesnorthofDallasinCollinCounty,LovejoyISDcovers approximately 17 square miles and serves four cities: Lucas,Fairview,Allen,andMcKinney.

LovejoyISDandallsixcampuseshavereceivedan“A” rating from the Texas Education Agency (TEA) since 2019.

63% percent of Lovejoy High School students are enrolledinatleastoneAPcourseand30%earnedAP ScholarAwardsin2025.

Lovejoy’s steadfast commitment to excellence in academics, the arts, and athletics is demonstrated by achieving Top 5 Lone Star Cup Finishes (2019-2025), andLoneStarCupWinner(2024).

Since Lovejoy High School’s inception in 2006, Athletic programs have won 48+ Team and Individual State Championships.

For the 7th year in a row, Lovejoy ISD received the prestigious Best Communities for Music Education designationbytheNAMMFoundationin2026.

In2025theLovejoycommunityapproved98.36%ofthe proposedbondtotaling$271,645,000,providingcritical funding for much-needed updates and renovations acrossallLovejoyISDcampusesandfacilities.

98%ofLovejoyHighSchoolstudentsgraduatedonthe distinguishedlevelofachievementin2025.

LOVEJOY’S Story

Lovejoy Independent School District is a top rated public school district in North Texas, consistentlyreceivingbothnationalandstaterecognitionsinacademics,athleticsandfinearts.

In Lovejoy, we are all Leopards! With one high school (9-12), one middle school (7-8), one intermediate school (5-6), two elementary schools (K-4), and one child development center (18 months-Pre-K),Lovejoyishometonearly4,000Pre-K-12students.Foundedin1917,LovejoyISD isapublicschooldistrictlocatedthreemileseastofAllenandabout25milesnorthofDallasinthe CollinCounty.Thedistrictcoversapproximately17squaremiles.

In Lovejoy ISD we take great pride in having exemplary academic and award-winning extracurricular programs while maintaining a small-town feel. Our district has an unparalleled sense of community and connection centered on student opportunity. The Lovejoy experience is discernibly different and uniquely special.

- Katie Kordel, Superintendent

Lovejoy High School boasts a 96% college matriculation rate.* The district’s comprehensive educationalexperienceisgroundedinarigorousliberalartsandcollegepreparatorycurriculum.

Advanced Placement (AP), Dual Credit, and CTE courses provide college and career readiness. Since its inception in 2006, Lovejoy High School athletic programs have won 48+ Team and Individual State Championships! Lovejoy offers exceptional Fine Art programs including Band, Orchestra, Choir, Majestics, Cheer, and Theatre. A state-of-the-art Robotics program, media, debate,leadership,andstudentclubsofferengagingopportunitiesforallstudents.

*College matriculation rate based on self-reported student survey data.

1.FUNCTIONS

as a Policy-Making Body

“For our Board, strong policy-making means setting clear direction while allowing appropriate flexibility for our superintendent to exercise professional judgment on the details of implementation. We take our governance role in setting policy seriously, ensuring every decision is thoughtfully reviewed, legally sound, and centered on what is best for students and staff.”

- Julie McLaughlin, Board President

FUNCTIONS as a Policy-Making Body

1.1 Policies established or revised by the Board in the last two years

The Lovejoy ISD Board of Trustees exemplifies exceptional governance through a deliberate, transparent,andstudent-centeredapproachtopolicydevelopmentandimplementation.Trustees consistently demonstrate a deep commitment to ensuring district policies not only meet legal requirements,butalsoreflectthevalues,vision,andhighstandardsoftheLovejoycommunity.

Over the past two years, the Lovejoy ISD Board has engaged in a comprehensive and proactive policy review process to ensure district governance remains aligned with evolving legislation, educationalbestpractices,anddistrictpriorities.Thisdistrictwidepolicyrefreshincludedupdates to47policies.

LISD BOARD POLICIES UPDATED

2024 2025 2026

BBD (LOCAL)

BBFA (LOCAL)

CKC (LOCAL)

CKE (LOCAL) Added

CKEB (LOCAL) Deleted

CQC (LOCAL) Added

DCE (LOCAL)

DGBA (LOCAL)

EEH (LOCAL)

EFA (LOCAL)

FNG (LOCAL)

GF (LOCAL)

CAA (LOCAL)

CDA (LOCAL)

CY (LOCAL)

DH (LOCAL)

EHB (LOCAL)

EHBB (LOCAL)

FFG (LOCAL)

GKA (LOCAL)

BDAA (LOCAL)

BDB (LOCAL)

BDF (LOCAL) Added

EI (LOCAL)

FDE (LOCAL)

FEC (LOCAL)

FFAC (LOCAL)

BE (LOCAL)

BED (LOCAL)

CJ (LOCAL)

CJA (LOCAL)

CLE (LOCAL)

CQB (LOCAL)

EFA (LOCAL)

EIA (LOCAL)

EHBAF (LOCAL)

EIA (LOCAL)

FA (LOCAL) Added

CQD (LOCAL) Added

CSA (LOCAL)

CV (LOCAL)

DBD (LOCAL)

DEC (LOCAL)

DFBB (LOCAL)

DGBA (LOCAL)

DH (LOCAL)

EEP (LOCAL) Added

FEF (LOCAL)

FFAC (LOCAL)

FFB (LOCAL)

FFF (LOCAL)

FFG (LOCAL)

FNG (LOCAL)

FO (LOCAL)

GF (LOCAL)

GKA (LOCAL)

FUNCTIONS as a Policy-Making Body

1.2 Evaluation Time and Support Prior to Policy Adoption

The Lovejoy ISD Board of Trustees has established a highly intentional and collaborative policy review process that ensures trustees are equipped with the time, information, and professional supportnecessarytomakeinformedandstrategicdecisions.

Proposed new and revised policies are first thoroughly reviewed by district administration and Cabinet leadership to develop customized recommendations that reflect the unique culture, expectations, and priorities of Lovejoy ISD When appropriate, policies are also vetted through legalcounseltoensureclarityandcompliancewithstateandfederalrequirements.

BoardWorkshopsserveasanimportantcomponentoftheBoard’sgovernanceprocess,providing Trusteeswithmeaningfulopportunitiesfordiscussion,evaluation,andthoughtfulconsideration prior to formal action at a subsequent Board Meeting. This workshop-before-vote approach ensurespoliciesreceivethoroughdeliberationwhilealsoprovidingthecommunitytimetoreview proposedchangesandofferfeedbackpriortoBoardaction,reinforcingthedistrict’scommitment totransparency,stakeholderengagement,andresponsiblegovernance.

1.3 Active Support for Superintendent and Staff in Policy Implementation

BoardofTrusteesOperatingProcedures

In August 2025 the Board adopted a comprehensive revision of Board Operating Procedures, demonstrating the Board’s active support of the Superintendent in the implementation of district policy by establishing clear governance practices, communication expectations, and decisionmaking protocols By reviewing and refining operating procedures, the Board reinforced a collaborative and unified approach to governance that helps ensure policies are implemented consistently, effectively, and in alignmentwiththedistrict’smissionandgoals. Clear operating procedures also strengthen the partnership between the Board and Superintendent by promoting accountability, transparency, and mutual understanding of rolesandresponsibilities.

FUNCTIONS as a Policy-Making Body

1.3 Active Support for Superintendent and Staff in Policy Implementation

TheLovejoyISDBoardofTrusteesactivelysupportstheSuperintendentanddistrictstaffthrough a governance culture intentionally grounded in trust, strategic alignment, transparency, and shared accountability. Operating as a unified Team of Eight, the Board and Superintendent maintain a highly collaborative relationship focused on ensuring Board policies are not only adopted thoughtfully, but also implemented effectively, consistently, and in alignment with the district’smissionto“propeleverypersontopersonalexcellence.”

TheBoarddemonstratesactivesupportbyestablishingclearexpectationsthroughboardgoals, policy direction, and ongoing communication while empowering district leadership to operationalize those priorities with professionalism and expertise. Trustees respect the distinction between governance and administration, allowing district leaders to lead implementation efforts while remaining engaged through monitoring reports, strategic discussions,campusvisits,andregularupdatesondistrictinitiativesandstudentoutcomes

Boardmembersconsistentlyreinforcedistrictprioritiespubliclyandcollaborativelyadvocatefor policiesthatsupportstudentachievement,staffexcellence,fiscalresponsibility,andcommunity engagement. Through regular workshops, strategic planning sessions, and data-informed discussions, the Board provides meaningful feedback and resources necessary for successful implementationofBoard-adoptedpoliciesanddistrictinitiatives

The Board also demonstrates support by fostering a culture of continuous improvement and professional trust. Trustees participate in governance training, remain informed on educational best practices and legislative developments, and work proactively with the Superintendent to address emerging needs and opportunities. This unified approach ensures district staff feel supported,valued,andempoweredtocarryouttheworknecessarytoachievethedistrictvision ExamplesofEvidence

FUNCTIONS as a Policy-Making Body

1.3 Active Support for Superintendent and Staff in Policy Implementation

BoardPolicyEFB(LOCAL)Update–SenateBill13Compliance

During the 2025–2026 school year, the Board of Trustees updated Board Policy EFB (LOCAL) in responsetotherequirementsofSenateBill13andTexasEducationCode33.025regardingSchool LibraryAdvisoryCouncils(SLACs)

As part of the adoption process, the Board modified the recommended model resolution language to specifically emphasize the professional expertise and experience of educators in matters related to school library materials and procedures. The Board intentionally included languagerecognizingtheimportantroleofteachers,librarians,counselors,andadministratorsin supportingstudentlearningandinforminglibrary-relateddecisions

Therevisedresolutionincludesthefollowinglanguage:

“WHEREAS,theBoardofTrusteesvaluestheprofessionalexpertiseandexperienceofeducators includingteachers,librarians,counselors,andadministrators,theBoardofTrusteeswillappoint thefollowingpositionstoserveasnonvotingmembersoftheSLAC…”

Through this modification to the model language, the Board reinforced its commitment to ensuring that local implementation of Senate Bill 13 reflects both community values and the informedexpertiseofprofessionaleducators.

Additionally, the Board demonstrated active support for the Superintendent and district staff throughtheimplementationofthesepolicychangesandcomplianceprocedures

FUNCTIONS as a Policy-Making Body

1.4 Input from Staff and Community in Policy-Making

LeadershipLovejoy

Leadership Lovejoy is designed to provide parents and community members with a comprehensive, behind-the-scenes understanding of Lovejoy ISD through interactive workshops led by district and campusleaders.Byincreasingawarenessofdistrict operations, instructional priorities, and long-term planning, the program develops informed community advocates who are equipped to support district initiatives, serve on campus and district districtimprovementcommittees,andcontributetofutureplanningefforts.LeadershipLovejoy included 18 dedicated parents and community members alongside two Board of Trustees representativesthisschoolyear.

DuringarecentLeadershipLovejoysession,membersvisitedHartElementaryandLovejoyHigh School, where they observed classroom instruction including kindergarten reading instruction, structured literacy in first grade, and fourth-grade mathematical problem-solving. Participants also learned about student leadership opportunities through the Hart Ambassador and Buddy Programs,demonstratinghowleadershipdevelopmentbeginsattheelementarylevel.AtLovejoy HighSchool,participantstouredtheRoboticsprogram,VisualArtsGallery,andCompetitionGym while engaging in conversations with student leaders, fine arts representatives, and athletic programleaders.

These experiences provided participants with authentic insight into the district’s academic, extracurricular, and leadership programming. Leadership Lovejoy members concluded the programinAprilandwereformallyrecognizedataBoardofTrusteesmeetingfortheirserviceand engagement.

FUNCTIONS as a Policy-Making Body

1.4 Input from Staff and Community in Policy

Middle & High School Student-Superintendent ConnectionCouncils

The Middle and High School Student–Superintendent ConnectionCouncilsarecomposedofstudentleaders who serve as representatives and ambassadors for their campuses and peers. The councils are designed to strengthen student leadership, communication skills, and student voice by ensuring students play an activeroleindistrictdialogueanddecision-making.

Students participating in the Connection Councils eng experiencesthroughouttheschoolyear.Membershavep BoardofTrustees,collaboratedwithlocalfirstresponder civicsimulationsfocusedonlocalgovernmentandpublic

Most recently, Lovejoy High School Student–Superintendent Connection Council members participated in a mock City of Lucas council meeting, where students engaged in thoughtful discussions regarding public safety, traffic concerns, and community decision-making. This partnershipwiththeCityofLucasprovidedstudentswithanauthenticopportunitytostrengthen leadershipskills,practicepubliccommunication,andbetterunderstandcivicprocesses.District leaders partnered with Mayor Kuykendall, City Manager John Whitsell, and city officials to facilitatetheexperience.

The Connection Councils also support mentorship and connection between Lovejoy schools. Continuing a valued Lovejoy tradition, high school council members visited Hart and Puster Elementary Schools to read The Leopard Way, a book authored by the council, to kindergarten students.Duringthevisit,eachkindergartenstudentreceiveda“DoubleL”leopardkeychainasa symbolofbelongingandconnectionwithintheLovejoycommunity.

FUNCTIONS as a Policy-Making Body

1.4 Input from Staff and Community in Policy-Making

Teacher-SuperintendentConnectionCouncil

The Teacher–Superintendent Connection Council consists of more than 25 teacher leaders who serve as ambassadors and representatives for their schools, bringing meaningful feedback, questions, and insight directly into district leadership conversations. Connection council members contribute to discussions surrounding strategic planning, district improvement, organizationalculture,andinstructionalpriorities.Theirpartnershiphasplayedanactiverolein shaping district initiatives, including providing feedback that informed Lovejoy’s strategic planning process. By elevating teacher voice and fostering authentic collaboration, the Connectioncouncilstrengthenstrust,communication,andsharedleadershipacrossLovejoyISD.

District&CampusImprovementTeams

District and Campus Improvement Teams unite educators, parents, community members, and businessleadersinacollaborativeadvisoryprocessthathelpsshapedistrictgoals,improvement planning,andmajoreducationalprogramsalignedtotheBoard’svisionandstrategicpriorities.

FUNCTIONS as a Policy-Making Body

1.4 Input from Staff and Community in Policy-Making

SilverLeopards

The Silver Leopards program honors Lovejoy senior citizens and district retirees as valued and lasting members of the Lovejoy community. The district hosts several events each year for seniors, including a Veteran’s Day dinner and Bloom & Belong spring breakfast. Additionally, SilverLeopardcardholdersreceiveaccesstoathleticevents,fineartsperformances,anddistrict communications, keeping these important members of the community connected and engaged with the district. The program reflects Lovejoy ISD’s commitment to building multigenerational relationships and sustaining a strong culture of community pride, partnership, and support for studentsandschools.

2.ADHERENCE to Adopted Board Policies

“In Lovejoy, governance is built on consistency and trust. Clear procedures, transparent policies, and disciplined adherence ensure our decisions remain aligned with our values and mission.”

- Mark Wheelis, Trustee

ADHERENCE to Adopted Board Policies

2.1 Formal procedures for initiating, adopting, or changing board policies.

The Lovejoy ISD Board of Trustees maintains a transparent and collaborative process for reviewing and adopting Board policy, guided by Board Operating Procedures and TASB recommendations.Proposedpolicyrevisionsmayresultfromlegislativeupdates,administrative recommendations, legal guidance, or stakeholder feedback, and undergo administrative and legalreviewpriortoBoardconsideration.PoliciesareintroducedatBoardWorkshopstoallowfor thoughtfulreviewandstakeholderfeedbackbeforebeingpresentedatapublicBoardMeetingfor formal action. Following adoption, policies are updated in the TASB’s online policy manual, districtstaffreceivestrainingandguidance,andpoliciesarecontinuouslymonitored.

IdentifytheNeed

Policyamendmentsmaybe initiatedbythe Superintendent,Board members,schoolpersonnel, orcommunitystakeholders, withongoingpolicyreview prioritizedbasedonTASB guidance,legislative updates,districtpriorities, andoperationalneeds.

TheSuperintendentand districtleadershipreview Boardpoliciesand recommendchangesthat supportcompliance, operationalneeds,and alignmenttoLovejoy’s strategicgoalsand priorities.

Trusteesreadaloudpolicy amendmentsatBoard Workshopsandengagein thoughtfuldiscussion, allowingtimefor clarification,collaboration, andstakeholderfeedback priortoaction.

FollowingtheBoard Workshop,Trusteeand stakeholderfeedbackis consideredand incorporatedwhere appropriate,andthefinal policyisreviewedby generalcounselforlegal compliance

Ifapplicable,policiesare reviewedbygeneralcounsel forcompliancewithstate andfederallaw,alignment withTASBguidance,and alignmentwithexisting localpolicies.

Thepolicyisprovidedto TASBforadditiontothe district’spolicymanualand publicaccess.

Applicableleadershipand staffaretrainedonpolicy revisions

Localpoliciesmaybe adoptedoramendedbya majorityoftheBoardatany regularorspecialmeeting, providedthatTrusteeshave advancewrittennoticeof theproposedchangeand thatithasbeenplacedon theagendaforsuchmeeting perBF(LOCAL)

Boardpoliciesare continuouslymonitoredand reviewedforcomplaince, legislative,changes,and districtneeds.

ADHERENCE to Adopted Board Policies

2.2 Frequency of policy review, including last date of review and revision

TheBoardmaintainsanongoingandsystematicapproach to policy review, ensuring that governance practices remain current and responsive. Policies are reviewed continuously, with updates aligned to legislative changes anddistrictneeds.Policyconsiderationsareembeddedin regular Board meeting agendas, reinforcing a consistent cycle of review and revision that supports proactive governance. A comprehensive policy review was completedin2025reflectingupdatesfromthemostrecent legislativesession.

2.3 Procedure for updating and maintaining policy book

Once policies have been formally adopted by the Board of Trustees, the district’s official hard-copy policy binder is updated to reflect themostcurrentBoard-adoptedlocalpolicies.

Approved policies are submitted to the Texas Association of School Boards (TASB) for localization and integration into the district’s official policy system. The policies are promptly published through TASB Policy Online which updates the electronic Board Book on the District’s website, providing accessible and current policy information for staff, parents, students, and the broader community.

At the same time, superseded policies are archived internally to preserve a complete historical record, This process reinforces consistency, transparency, and accountability acrossallgovernancepractices.

ADHERENCE to Adopted Board Policies

2.4 Board decisions based on policy statements that have been implemented when such action was opposed by others

Board decisions are consistently grounded in adopted policy, ensuring that governance remains principledandconsistent,evenincomplexorcontestedsituations.TrusteesrelyonTASB-aligned policy language, legal guidance, and administration sounding to guide decision-making, reinforcinglegalcomplianceandorganizationalintegrity.Whenfacedwithdifferingperspectives or opposition, the Board maintains its commitment to established policy frameworks, demonstratingadisciplinedapproachtogovernancethatprioritizesconsistencyandfairness.

HB1481PersonalCommunicationDevicePolicy

IncompliancewithHB1481,BoardofTrusteesandLovejoyISDadoptedpolicyFNCE(LEGAL)and FNCE (LOCAL). Initially, parents and students shared mixed opinions about the legislation and implementation options Lovejoy ISD thoughtfully considered policy and guidelines that would best meet local needs and communicated expectations clearly and consistently to students, parents,andstaff.Campusadministratorshaveworkeddiligentlytoimplementthepolicies,and teachers have reported improved student focus during instruction with fewer distractions from personaldevices.

ADHERENCE to Adopted Board Policies

2.5 Availability of board policies to district personnel and the community

The Lovejoy ISD Board leads with full transparency by making all policies readily accessible to districtpersonnelandthecommunity.ThecompleteBoardPolicyManualispublishedonlineand updated regularly, allowing stakeholders to easily review governance documents. In addition, Board Operating Procedures are publicly available, providing clarity regarding the roles, responsibilities,andprocessesthatguideBoardactions.Lastly,BoardMeetingliveandrecorded videosarepostedtothedistrictwebsite.Thisaccessibilityreinforcestrustandpromotesinformed engagementacrossthedistrict.

3.SUPPORT For Educational Performance

In Accordance with State-Established Standards

“Our board believes exceptional outcomes begin with unwavering support for teaching and learning. By celebrating growth, investing in innovation, and focusing on every learner, Lovejoy continues to raise the standard for student success.”

- Marvin Bobo, Secretary/Master Trustee

SUPPORT For Educational Performance

3.1 Descriptive data that profiles student performance and gains in student performance

2025-2026MAPEndofYearGrowthData

LovejoyISDstudentsconsistentlyoutperformstate,regional,andpeeraveragesonassessments aligned with the Texas Essential Knowledge and Skills (TEKS), including mCLASS, MAP Growth, STAAR, and End-of-Course (EOC) exams. This exceptional performance routinely places our district among the top ten in Texas. We are especially proud of the high percentage of students who achieve the "Masters Grade Level" designation across all STAAR-assessed content areas. Academicgrowthremainsatopdistrictpriority,asreflectedinthestrategicgoalsoftheBoardof TrusteesandSuperintendent,aswellasourdistrictandcampusimprovementplans.

ElementarySchools(K-4)

SUPPORT For Educational Performance

3.1 Descriptive data that profiles student performance and gains in student performance

IntermediateSchool(5-6)

MiddleSchool(7-8)

HighSchool(9-12)

2025-2026K-2BenchmarkGrowth

SUPPORT For Educational Performance

3.1 Descriptive data that profiles student performance and gains in student performance

100%GraduationRate

Lovejoy ISD remains committed to the success of every student, as demonstrated by the district’s 100% graduation ratesince2023.

AdvancedPlacement(AP)Participation&Scores

Lovejoy High School has seen significant growth in both the percentage of Lovejoy High School studentsparticipatinginAPcourses,aswellasstudentperformanceonAPExams.

DistinguishedGraduationLevel

An impressive 97.90% of Lovejoy High School students graduated at the Distinguished Level of Achievement(DLA)in2025. TheDLAisthehighestgraduationprograminthestateofTexas; this graduation track is the default for all Lovejoy ISD students with the goal of all students graduatingfromLovejoyHighSchoolcollegeandcareerready.

SUPPORT For Educational Performance

3.2 Evidence of support for programs that contribute to high performance at district and campus levels

The Lovejoy ISD Board of Trustees actively supports innovative, student-centered programs designed to sustain exceptional academic performance and create meaningful learning experiencesforeverystudent.Throughstrategicinvestmentsincurriculum,professionallearning, enrichment opportunities, partnerships, and instructional systems, the Board has cultivated a districtwideculturefocusedoncontinuousgrowthandhighachievement.

ProfessionalLearningCommunity(PLC)Model

AtthecoreofLovejoy’sinstructionalframeworkisadistrictwideProfessionalLearningCommunity (PLC) model that strengthens collaboration, instructional consistency, data-driven decisionmaking, and collective ownership of student success. PLC systems are embedded across all campusesandcontentareas,allowingeducatorstocontinuouslyanalyzestudentlearning,refine instruction, and respond to student needs in real time The Board regularly highlights PLC work through Board Meetings and Celebration of Learning presen al innovationandmeasurablestudentgrowth.

SUPPORT For Educational Performance

3.2 Evidence of support for programs that contribute to high performance at district and campus levels

CollaborativeUnitPlanning

TheLovejoyISDCollaborativeUnitPlanningProtocolwasdevelopedusingthePlan,Do,Study,Act cycleofcontinuousimprovement.

APDSAcycleisaprocesswherecollaborativeteamscreateaplanforimprovement;implement,or do,theplan;studyiftheplan’sactionsweresuccessful;andacttocreatelong-termimprovement actionsbasedontheresultsoftheplan

SUPPORT For Educational Performance

3.2 Evidence of support for programs that contribute to high performance at district and campus levels

PreK-12VerticallyAlignedLovejoyISDCurriculum

The district also maintains a comprehensive PreK–12 district-created curriculum supported by strongverticalalignmentacrossgradelevelsandcampuses.Thisintentionalalignmentpromotes academic continuity, rigorous learning expectations, and consistent student experiences throughout a child’s educational journey in Lovejoy ISD. Curriculum priorities are closely connected to district strategic goals and are continuously refined through leadership collaboration,instructionalfeedback,anddata-drivenstudentperformanceanalysis

StudentLearningBehaviors

Thedistricthasdefinedstudentlearningbehaviorstocreateasharedunderstandingoftheskills and habits that contribute to student success. These clearly articulated behaviors help teachers intentionally design learning experiences, provide consistent feedback, and foster the critical thinking, collaboration, communication, and self-management skills students need to thrive in schoolandbeyond.

LearningBehaviorsInclude:

StudentDiscourseRelatedtoLearningTarget

StudentsEngagedinProductiveStruggle

StudentsWritingAcrossContentAreas

StudentsCollaborating

StudentsAssumingOwnershipofTheirLearning

StudentsEngagedinActiveLearning

StudentsConnectLearningtoRealWorldApplications

StudentsUtilizeTechnologyThatisPurposefulandAlignedtoLearningTarget

SUPPORT For Educational Performance

3.2 Evidence of support for programs that contribute to high performance at district and campus levels

LovejoyISDInstructionalFrameworks

Lovejoy ISD has developed instructional frameworks for all content areas. These frameworks establish a shared vision for developing engaged learners, writers, and thinkers. Grounded in research-basedpractices,theframeworksoutlinethedistrict’sbeliefs,instructionalpriorities,and stakeholder commitments to ensure all students develop strong literacy skills and are prepared forachoice-filledfuture.

LovejoyISDInstructionalFrameworkLiteracyExample:

SUPPORT For Educational Performance

3.2 Evidence of support for programs that contribute to high performance at district and campus levels

EarlyEducationProgramRestructure

The Lovejoy Child Development Center (LCDC) provides exemplary care and education for children and serves as a model program for all early childhood programs in the area. LCDC’s mission is to create lifelong development and well-being for children ages 2 years of age to Prekindergartenandsupporttheminawaytheyneedtoreachtheirfullpotential.

LCDC is staffed with highly qualified teachers who are certified in early childhood, special education and English language. They utilize a developmentally appropriate early learning resource that is aligned with the Texas Early Learning Guidelines and features rich literature, hands-onexploration,embeddedstrategiestobuildskillsaroundmanagingemotionsandsolving conflicts.TheStudent/TeacherRatioatLCDCis15to1.

Spotlight:LeopardExcellenceTeamAward

In 2025–2026, Lovejoy ISD launched the new Leopard Excellence Team Award to recognize grade-level and department teams demonstrating exceptional impact on student learning through collaboration and instructional excellence.Teamsarerecognizedfor:

Planningrigorous,standards-alignedinstruction

Facilitatingactiveandengagedstudentlearning

Using assessment data to drive instruction and measure proficiency

This initiative reflects the Board’s belief that strong collaborative cultures and empowered educators directly contributetooutstandingstudentoutcomes.

SUPPORT For Educational Performance

3.2 Evidence of support for programs that contribute to high performance at district and campus levels

GiftedandTalentedParallelCurriculum

At 19.14% of the Lovejoy ISD student population, Gifted and Talented (GT) learners represent a significantly higher percentage than state and regional average. In order to customize the learning opportunities for Gifted and Talented students, the district has implemented a parallel curriculumprovidinggiftedlearnerswithanadvancedpathwaythatextendsbeyondgrade-level expectations through deeper conceptual understanding, increased complexity, advanced content,andauthenticapplicationoflearning

ConceptualUnderstanding

Essentialquestionswilltieconceptuallearningtocoursecontent AdvancedContent

Curriculum documents will include above-level standards, a choice of tasks that create productsandperformancesataprofessionallevel,andoptionsforhigher-leveltextsfor eachunit.

ComplexThinking

While some units will be compacted, others will be longer to allow for more complex thinkingandtasks.

GTlearnerswillhaveenhancedopportunitiestosharetheirlearningwithauthenticaudiences e or other field experts who can provide meaningful feedback on

SUPPORT For Educational Performance

3.2 Evidence of support for programs that contribute to high performance at district and campus levels

GiftedandTalentedLearnerProfileandEducatorProfile

SUPPORT For Educational Performance

3.3 Examples of recognition received for educational performance

Lovejoy ISD has built a Legacy of Excellence across academics, fine arts, and athletic programs, receiving recognition at the state and national levels for exceptional achievement. These accomplishments reflect the Board’s unwavering commitment to excellence and its continued investmentinprogramsthatelevatestudentsuccess

Since Lovejoy High School’s inception in 2006, LHS Athletic programs have won 48+ Team and Individual State Championships! Lovejoy offers exceptional Fine Art programs including Band, Orchestra, Choir, Majestics, Cheer, and Theatre. A state-of-the-art Robotics program, media, debate,leadership,andstudentclubsofferengagingopportunitiesforallstudents.

Student success is celebrated regularly through Board Meeting recognitions, presentations, and “CelebrationofLearning”highlights.

DistrictandAllCampusesReceive“A”TEARatings

Lovejoy ISD received A ratings for both District and Campus accountabilityratingsin2024and2025fromtheTexasEducation Agency(TEA)

2025PlatinumAPHonorRoll

Lovejoy High School has been named to the Advanced Placement®Program(AP®)SchoolHonorRoll,earningPlatinum distinction. This national recognition reflects Lovejoy ISD’s dedicationtoastrongcultureofacademicrigorandexcellence.

BestCommunitiesforMusicEducation-7YearsinaRow

TheBestCommunitiesforMusicEducationnationalrecognition highlights the exceptional quality of Lovejoy’s music programs, and reflects the dedication, passion, and expertise of Lovejoy’s students,families,K-12educators,andadministrators.

5ALoneStarCupChampions2024

Lovejoy High School was named as the official winner of the 2023-2024 Conference 5A Lone Star Cup. With Top-5 Lone Star Cupfinishesfrom2019–2025,Lovejoyisrecognizedasoneofthe most well-rounded high schools in Texas, distinguished for excellenceacrossathletics,finearts,andacademics.

SUPPORT For Educational Performance

3.3 Examples of recognition received for educational performance

TwoU.S.PresidentialScholarsintheArts2025

Two Lovejoy students are named U.S. Presidential Scholars in the Arts in the same year! From 2018–2025, Lovejoy has produced 11 YoungArts Finalists, with three students receiving theesteemedU.S.PresidentialScholarsintheArtsaward.

Coca-ColaScholarAwardandScholarship

NoelleMcGill,hasbeennameda2026Coca-ColaScholarandwill receivea$20,000collegescholarship.Thisextremelyprestigious award is bestowed upon less than 1/7 of 1% of applicants. McGillis1of150selectedfrom107,000+applicantsnationwide. th

GirlsCrossCountryReclaims5AStateChampionship

TheLovejoyGirlsCrossCountryteamcapturedthe5AUILState Championship, “taking back their title!” After a three year winning streak and a runner-up finish in 2024, the girls had a clearmissiontobebackontopofthepodium.

LovejoyRoboticsPlacesintheTopEightTeamsintheWorld Team 1082M made an extraordinary tournament run at the VEX WorldChampionships,earningthetitleofDesignDivisionWorld ChampionsandadvancingtotheSemifinalroundasoneofthe topeightteamsintheworld!

SevenLovejoyStudentsNamed2026NationalMeritFinalists

Lovejoy ISD is proud to recognize seven students have been recognizedasNationalMeritFinalistsinthe2026NationalMerit ScholarshipProgram.

469LHSStudentsEarnAPScholarAwardsandRecognitions

Lovejoy ISD is proud to celebrate the four hundred sixty nine students at Lovejoy High School who have earned Advanced Placement (AP) Scholar Awards and recognitions of their exceptionalachievementsonAPExams.

SUPPORT For Educational Performance

3.4 Trends in student performance and evidence of support for efforts to correct deficiencies in student performance

The Lovejoy ISD Board of Trustees maintains a strong commitment to continuous improvement through regular analysis of student performance trends and proactive support for instructional responsiveness. Student achievement data is reviewed at Board Meetings through curriculum updates, campus presentations, and leadership discussions to identify areas of strength, opportunitiesforgrowth,andtargetedstudentsupportneeds.

Whentrendsindicateperformancegapsorinstructionalchallenges,districtleadershipteamsand campus PLCs work collaboratively to analyze root causes, adjust instructional practices, refine curriculum supports, and implement targeted interventions. This cycle of continuous improvement allows the district to respond strategically and efficiently to student needs while maintaininghighexpectationsacrossallcampuses.

TheBoardsupportstheseeffortsthrough:

Ongoingacademicmonitoring

Data-informeddecision-making

Strategicresourceallocation

Professionallearninginvestments

InstructionalcoachingandPLCsupport

Curriculumalignmentreviews

Studentinterventionsystems

SUPPORT For Educational Performance

3.4

Trends in student performance and evidence of support for efforts to correct deficiencies in student performance

BalancedAssessmentSystem

Lovejoy ISD utilizes a balanced assessment system designed to provide meaningful information about student learning throughout the school year while supporting continuous academic growth. The system includes formative assessments, interim assessments, and summative assessments Together, these assessment measures create a comprehensive frameworkthatallowseducatorstomonitorprogress,adjustinstruction,andensurestudents arepreparedforfutureacademicsuccess.

SUPPORT For Educational Performance

3.4 Trends in student performance and evidence of support for efforts to correct deficiencies in student performance

SpecialEducationTransitionsProgram

Lovejoy ISD identified that many families were not taking advantage of educational programming available for students with disabilities beyond age 18. In response, the district repurposedspaceataclosedelementaryschooltocreateadedicatedfacilityforitsTransition Program and focused on educating parents about the program’s many benefits The result hasbeena366%increaseinstudentparticipation.

The Transitions program focuses on preparing students with disabilities for life after high school through individualized planning in the areas of education and training, employment, andindependentliving.Guidedbyage-appropriateassessmentsandeachstudent’sgoalsand interests, the program equips students with the skills and support needed to achieve the highestlevelofindependencepossible.

Lovejoy ISD eir transition andhaseve employees followingsu

4.SUPPORT For Educational Improvement

“One of the most meaningful initiatives this year was the revision of the district’s strategic plan, Lovejoy: Excellence by Design, which engaged Board, staff, students, and community in aligning the vision and goals of the Lovejoy experience. The Board is deeply committed to advancing this vision through academics, innovative programming, technology integration, student engagement, and implementation of the 2025 voter approved bond projects to support student success now and in the future.”

- Aubrey Stock, Trustee

SUPPORT For Educational Improvement

4.1 Approval of long-range plans for curriculum design and revisions and other phases of the academic program

LovejoyAcademy

Lovejoy ISD maintains a strong system of alignment that connects the Board, Superintendent, District Improvement, and Campus Improvement goals to support student learningandlong-rangesuccess.Thisintentional alignment ensures that decisions at every level of the organization are guided by shared goals, measurable outcomes, and a commitment to continuous improvement of the academic programming and student achievement outcomes. This cohesive framework supports student learning while advancing the long-term visionforexcellenceinLovejoyISD.

StrategicPlan:PillarThree

SUPPORT For Educational Improvement

4.2 Evidence of technology integrated into the learning process

Lovejoy ISD believes technology is not a digital substitute for paper and pencil; it is a fundamental shift in how students and staff engage with knowledge. Lovejoy’s objective is to transition from instructional technology (just using tools  to teach) to learning technology (using tools to empower the learner). When technology is used with intention, it can remove the ceiling from a student’s  potential and move the learning experience beyond the walls of the classroom.

InteractiveFloorBoard

Through a grant from the Foundation for Lovejoy Schools, Lovejoy ISD received interactive floor boards that create engaging, hands-on learning experiences combiningacademics,movement,andfun. These innovative tools encourage active participationbyallowingstudentstolearn throughgames,collaboration,andphysical activity, helping to increase engagement andreinforcekeyconceptsinamemorable way. By integrating movement into instruction, teachers create dynamic learning environments that support different learning styles while fostering enthusiasm, creativity, and deeper understanding.

BreakoutBoxGame

To help students prepare for their upcoming Texas History final exam, the Willow Springs Middle School Librarian collaborated with the Texas History team to create an engagingandinteractivereviewexperience.Shedeveloped a "Night at the Museum" Genially breakout-box game that allows students to review key concepts in a fun and immersive way. This innovative lesson reflects the team's commitment to making learning meaningful and enjoyable while helping students build confidence and readiness for theirexam.

SUPPORT For Educational Improvement

4.2 Evidence of technology integrated into the learning process

ThirdPartyTechnologyAssessment

Lovejoy ISD recently completed a comprehensive technology needs assessment to ensure that students and staff have the tools, resources, and support necessary to thrive. By establishing a clear vision for technology integration, the district is focused on enhancing student learning experiences, increasing instructional effectiveness, improving operational efficiencies, and ensuringresponsiblestewardshipofdistrictresources.Thisworkwillprovidegreaterconsistency across classrooms, support innovative teaching and learning opportunities, and create a sustainable framework for future technology investments. As a result, the district is moving forwardwiththefollowingsteps: hstandards,milestonesandlifecycles(infractureanddevices) roomDeviceCohort rds-generalandspecializedcourses s-ERate,Bond,Grants professionaldevelopmenttosupportimplementation structuring tionstoassistwithefficiencies

SUPPORT For Educational Improvement

4.3 Support for innovative programs initiated by the district

My Community Credit Union Onsite Bank and Business Practicum

Friday, August 23, 2024 Lovejoy ISD held a ribbon cutting ceremony to officially open the My Community Credit Union(MCCU)branchinLovejoyHIghSchoolandcelebrate the opportunities the business-education partnership wouldcreateforLISDstudents.

LHSstudentsnowhavetheopportunitytotakeaPracticum inBusinessManagementandthedistrictispartneringwith MCCU to provide Pre-K-12 students curriculum aligned financial education experiences. The MCCU branch is availabletoallLovejoyISDstudentsandstaffduringschool hours.

Katie Kordel, Superintendent stated, “My Community Credit Union is an outstanding partner for Lovejoy ISD because of their deep commitment to impacting students through financial literacy and enthusiasm for customizing programming to the needs and aspirations of Lovejoy ISD students”

SUPPORT For Educational Improvement

4.3 Support for innovative programs initiated by the district

GiftedandTalented(GT)Services&Partnership

Lovejoy ISD believes that all children can learn information to mastery level and is dedicated to quality instruction at all ability levels Some students may need a different environment and/or instructiontolearnbest.Toensurethatthisoccurs,Lovejoyprovidesgiftedandtalentedservices thatofferadifferentiatedcurriculumthatisbothadvancedandenrichedforidentifiedstudents.

GTProgramGoals

1.Emphasisonhigher-levelthinkingskills.

2 Emphasisonproduct-orientedlearningtodevelopcreativity

3.Developdecision-making.

4.Provideforemotionalgrowthbydevelopingthefollowing:

a.Positiveself-concept,self-acceptance

b.Independence

c.Risktaking

d Self-evaluationskills

5.Developself-directed,autonomouslearning

BaylorUniversityCenterforGiftedEducationandTalentDevelopment

LovejoyISDisproudtoannounceanewpartnershipwiththeBaylorUniversityCenterforGifted Education and Talent Development, a nationally and internationally recognized leader in gifted education, talent development, and creativity This collaboration will bring enriching opportunitiestothedistrict,including:

Professionaldevelopmentforeducators

Accesstoinnovativestudenttalentdevelopmentresources

Enrichmentclassesandprogramstailoredforgiftedstudents

Educationaleventsandworkshopsforparents

SUPPORT For Educational Improvement

4.3 Support for innovative programs initiated by the district

PortraitofaFutureReadyLovejoyGraduate

Lovejoy ISD envisions a future in which every graduate possesses STEM fluency and exemplifies the knowledge, skills, and character necessary to succeed in an ever-evolving world Through a purposeful PreK–12 STEM educational experience, students develop a strong foundation in collaboration, communication, creativity, critical thinking, resilience, time management, adaptability,andinnovation.

As such, Lovejoy ISD has developed a future-ready framework to continue leading our students andteachersonaninnovativepathforward

SUPPORT For Educational Improvement

4.5 Evidence of exemplary student performance

LovejoyISDcontinuestodemonstrateaLegacyofExcellencethroughoutstandingachievements inacademics,finearts,athletics,andextracurricularprograms.

Lovejoy district and all campuses earned “A” ratings from the Texas Education Agency inboth 2024and2025.

Lovejoy ISD students consistently outperform state, regional, and peer averages on assessments aligned with the Texas Essential Knowledge and Skills (TEKS), including mCLASS,MAPGrowth,STAAR,andEnd-of-Course(EOC)exams.

LovejoyHighSchoolwasnameda2025PlatinumAPHonorRollSchool,recognizingastrong cultureofacademicrigorandexcellence.

LovejoyISDearnedBestCommunitiesforMusicEducationfortheseventhconsecutiveyear.

LovejoyHighSchoolwonthe2024Conference5ALoneStarCupandachievedTop-5Lone StarCupfinishesfrom2019–2025,reflectingexcellenceinacademics,finearts,andathletics.

Since opening in 2006, Lovejoy High School athletic programs have earned more than 48 teamandindividualstatechampionships.

TwoLovejoystudentswerenamed2025U.S.PresidentialScholarsintheArts,contributing toatotalofthreePresidentialScholarsintheArtsand11YoungArtsFinalistssince2018.

LovejoystudentNoelleMcGillwasnameda2026Coca-ColaScholar,placingamongjust150 studentsselectedfrommorethan107,000applicantsnationwide.

Lovejoy Robotics Team 1082M won the VEX World Championship Design Division and advancedtothesemifinalsasoneofthetopeightteamsintheworld.

SevenLovejoystudentswerenamed2026NationalMeritFinalists.

469 Lovejoy High School students earned Advanced Placement (AP) Scholar Awards and recognitionsforexceptionalperformanceonAPexams.

STAARPerformanceFarExceedsState dRegionScoresinallContentAreas

SUPPORT For Educational Improvement

4.6 Evidence of long-term planning for school improvement

StrategicPlanning

LovejoyISD’sstrategicplanningprocess, Lovejoy: Excellence by Design,reflectsacomprehensiveandcollaborativeeffort to incorporate stakeholder voice into district planning and decision-making. The strategic plan was unanimously approved by the Lovejoy ISD Board of Trustees and was developed through extensive engagement with students, staff, parents, educators, administrators, trustees, and communitymembersinthefallof2025andspringof2026.

The district intentionally designed the planning process to include multiple stakeholder feedback opportunities and engagementstructures,including:

StudentListeningCircles

ParentListeningCircles

TeacherListeningCircles

AdministratorandDirectorFeedbackSessions

ParentandCommunityStrategicPlanningMeetings

StakeholderStrategicPlanningCommitteeSessions

Throughout the process, stakeholders participated in structured, collaboration activities to identify district priorities and future goals. These opportunities allowed participants to provide meaningfulinputonacademicprogramming,studentexperiences,districtoperations,andlongtermpriorities.

TheresultofthiscollaborativeprocesswasastrategicroadmapforLovejoy’sfuturegroundedin thesharedvalues,aspirations,andprioritiesoftheLovejoycommunity,designedtocontinuethe district’slegacyofexcellence.

SUPPORT For Educational Improvement

4.7 Support for bond elections, facility planning, and other district improvement plans

The Lovejoy ISD Board of Trustees demonstrated exceptional leadership, strategic planning, and community partnershipthroughthesuccessfulpassageof the May 2025 bond election Lovejoy voters overwhelmingly approved Propositions A, B, D,andEwith98.36%votersupport,reflecting community confidence in the Board’s vision andstewardshipofdistrictresources.

The bond proposal was developed with stakeholder engagement and input through a extensive collaborativeplanningprocesses:

BondPlanningCommittee

FinancialSustainabilityCommittee

CapitalPlanningCommittee

Long-RangePlanningCommittee

Communitystakeholderengagementsessions

Intotal,49communitymembersservedontheBondPlanningCommittee,helpingshapeabond packagealignedtodistrictpriorities,studentneeds,facilitymodernization,safetyenhancements, andlong-termoperationalsustainability.

SUPPORT For Educational Improvement

4.7

Support for bond elections, facility planning, and other district improvement plans

2025BondImpactAreas

Safety&SecurityEnhancements

FacilityModernization

TechnologyInfrastructure

TransportationImprovements

Athletics&StudentPrograms

Long-TermOperationalSustainability

The Board continues to prioritize transparency and accountability throughout implementation through:

BondImplementationCommitteeoversight

BoardWorkshopupdates

PublicBoardMeetingpresentations

Districtnewsletters

Socialmediacommunication

Dedicatedbondwebsiteupdates

Communityengagementopportunities

The successful bond election represents more than facility improvements, it reflects a united community investing in the future of students, teachers, programs, and the continued legacy of excellencewithinLovejoyISD.

5.COMMITMENT To Code of Ethics

COMMITMENT to Code of Ethics

5.1 Copy of the board’s code of ethics

TheLovejoyISDBoardhasformallyadoptedaCodeofEthicsthroughBoardPolicyBBF(LOCAL), which outlines expectations for trustee conduct and decision-making. This policy is reinforced throughBoardOperatingProceduresandservesasaguidingframeworkforethicalgovernance.

COMMITMENT to Code of Ethics

5.2 Evidence of ethical practices adhered to in dealing with the professional staff both collectively and individually

AlignedwithBoardPriorities#2PeopleandPriority

#4 Culture of Progress, the Lovejoy ISD Board of Trustees demonstrates its commitment to supportingdistrictpersonnelbyfosteringaculture of listening, collaboration, and continuous improvement. One example is an anonymous employee feedback survey administered by the district to gather meaningful input from staff regarding their experiences, needs, and opportunitiesforgrowth.

Survey results and trends are shared at Board workshops and meetings, supporting open dialogue focused on organizational culture, employee support, retention, and overall district effectiveness.

COMMITMENT to Code of Ethics

5.3 Evidence of ethical considerations in dealing with professional contracts, grievances, and dismissal procedures

LovejoyISDBoardmembersarecommittedtouphold the Board of Trustees Code of Ethics (Section outlinedinBoardPolicyBBF,ensuringethicalstanda guide all governance decisions. Professional contra grievances,andpersonnelmattersarehandledthro structured processes aligned with district policy, le guidance, fairness, consistency, and due process, w appropriate oversight to maintain integrity and pu trust.

ProfessionalContracts

Established district procedures for the review and approval of professional contracts, ensure all agreements comply with applicable state and federal laws, Board policy, and ethical standards. The Board may not enter into any contract with any of its members or with a firm in which a memberhasafinancialinterestthroughownership,employmentorotherwise(Section7.15).

DismissalProcedures

TheBoardrecognizesthesensitivenatureofemploymentdismissalsandapproacheseachmatter withprofessionalism,empathy,fairness,andcarefulconsiderationofthefactsandcircumstances presented.

Thedistrictfollowslocal,state,andfederallawsfornon-chapter21at-willemployees PoliciesDF (Termination of Employment), DFAA and DFAB (Probationary Contracts), and DFBA and DFBB (Term Contracts), DFE (Resignation), DFF (Reduction in Force) outline Board policy for dismissal fromChapter21educatorcontracts. PolicyDFDoutlinestherightsandprocessforterminationof employmenthearingsbeforeahearingexaminer.

ConflictofInterest

In accordance with Board Operating Procedures (Section 7.15), Board Policy BBFA, and Local Government Code Chapter 176, Trustees are required to disclose and not vote any potential conflictsofinterest.

COMMITMENT to Code of Ethics

Grievances(Section8.5)

The Board encourages community members to address questions or concerns at the level closest to the issue, typically the teacher, coach, or campus administrator Many concerns can be addressed constructively throughopendialogueandinformalproblemsolvingwiththeappropriatestaffmember.

If informal resolution is unsuccessful, individuals may file a formal grievance under Board Policies DGBA (Employee), FNG (Parent/Student), or GF (Public). These policies ensure due process and clearly outline the steps, timelines, and rights of all parties. Grievances are typically reviewed at three levels: Level One by campus administration, Level Two by district administration, and Level Three by the Board ofTrustees.

At Level Three, the Board serves as the final reviewpanel,makingitsdeterminationbased solely on the evidence and documentation presented through the formal grievance process. Trustees may not conduct independent investigations or consider information outside the official record. Because grievance outcomes may have broader implications, Board members are expected to uphold strict confidentiality, impartiality,andprofessionalismatalltimes.

COMMITMENT to Code of Ethics

5.3 Evidence of ethical considerations in dealing with professional contracts, grievances, and dismissal procedures

EthicalGovernanceinGrievanceProceduresandPolicyImplementation

The Board of Trustees demonstrated strong ethical leadership and adherence to established grievance procedures during a highly visible library material reconsideration process involving multiplechallengessubmittedbyadistrictparent.

In June 2024, the Board heard a Level III grievance concerning four books. Throughout the process, the Board remained committed to ensuring that all decisions were grounded in Board policy, applicable law, constitutional protections, and established reconsideration procedures ratherthanpersonalpreferencesorexternalpressure.

The Board carefully considered whether district administration and review committees had properly followed Board Policy EFB (LOCAL), as well as state and federal legal standards governing library materials and reconsideration procedures Trustees affirmed that ethical governancerequiredmaintainingafairandconsistentprocessalignedwithpolicyforallparties involved. The communication the Board of Trustees sent to district parents following the outcomeofthegrievanceisprovidedbelow.

COMMITMENT to Code of Ethics

5.4 Demonstrations of commitment on the part of each board member to the “Ethics for School Board Members” published by the Texas Association of School Boards, or a code of ethics developed and adopted by the board itself

BoardOperatingProcedures

In August 2025 the Lovejoy Board of Trustees adopted a comprehensive revision of Board Operating Procedures, servingasafoundationalguideforhowtheBoardcarries out its responsibilities on behalf of the community, staff, and students. Clear operating procedures promote consistency, transparency, trust and accountability, both within the Board and across the broader district. Aligned withtheTexasEducationCode,theTexasOpenMeetings Act, and the State Board of Education’s Framework for School Board Development, these practices help ensure that the Board remains united in its purpose, focused on governance and student outcomes, and aligned with districtpolicies,strategicplans,andpriorities.TheBoard reviewsandadoptstheseproceduresannuallytoaffirmits dedication to collaborative, ethical, and mission-driven leadership.

AnnualTrainingandCommitment

Atthebeginningofeachschoolyear,allTrusteesrenewtheircommitmenttoethicalgovernance by signing the Board Member Code of Ethics and Governance Norms (Section 7.1). Additionally, each trustee demonstrates commitment to ethical governance through annual certification and adherencetoTASB’s“EthicsforSchoolBoardMembers”

LeadershipTASB

Trustee Marvin Bobo proudly participated in Leadership TASB in 2024, enhancing his understandingandcommitmenttoethicaldecision-makingbyprovidingin-depthtraining focused on governance, leadership, legal responsibilities, and fiduciary duty. Through collaborationwitheducationalleadersacrossTexas,participantsstrengthentheirabilityto make student-centered decisions grounded in integrity, transparency, accountability, and effective governance practices. The program also emphasizes the importance of maintainingappropriateBoard-Superintendentrelationships,avoidingconflictsofinterest, respecting governance roles, and making decisions based on facts, policy, and the longterminterestsofstudentsandthecommunity. LINKTOLEADERSHIPTASBSLIDESHOW

6.PROVISION of Financial Support for School

“Every financial decision reflects our responsibility to balance fiscal stewardship with extraordinary opportunities for students. Lovejoy’s board works diligently to protect both community trust and educational excellence.”

- Jason Jaynes, Trustee

PROVISION ofFinancialSupportforSchool

6.1 Statement showing total taxable base of district; applied tax rate; average expenditure per child in the district; adequacy of facilities, educational programs, and employee salaries and benefits; and efforts being made to finance schools

TheLovejoyISDBoardofTrusteeshasestablishedandmaintainedastrongfinancialfoundation through disciplined fiscal stewardship, strategic planning, and responsible resource allocation. Supported by a solid taxable base and a community committed to educational excellence, the district continues to invest in high-quality instructional programs, student opportunities, competitiveemployeecompensation,andsafe,modernlearningenvironments.

TotalTaxableBase

$4,589,228,212

RecaptureHistory

PROVISION ofFinancialSupportforSchool

6.1 Statement showing total taxable base of district; applied tax rate; average expenditure per child in the district; adequacy of facilities, educational programs, and employee salaries and benefits; and efforts being made to finance schools

SalariesandBenefits

Lovejoy ISD and the Board of Trustees are committed to providing fair and equitable compensationandbenefitpackagesforteachersandstaff. InJune2025theBoardofTrustees approveda$4,000raiseforteacherswiththreetofouryearsofexperienceandthosewithfiveor moreyearsreceivedan$8,000raise,inaccordancewithHB2. NursesandLibrariansonthesame salary step system also received the same increase. With only $45 per student in targeted fundingtobeusedtoincreasethesalariesofsupportstaff,theBoardadoptedadeficitbudgetin ordertoprovidea3%raiseforallreturningemployeesnotontheteacherscale.

PROVISION ofFinancialSupportforSchool

6.1 Statement showing total taxable base of district; applied tax rate; average expenditure per child in the district; adequacy of facilities, educational programs, and employee salaries and benefits; and efforts being made to finance schools

RecruitmentandRetention

At the heart of Lovejoy ISD’s student achievementisthededicatedteachersandstaff who put students first, building meaningful relationships, creating engaging and rigorous lessons, and inspiring student growth in their classrooms, athletics, and fine arts programs

The Lovejoy Board of Trustees continuously demonstrates its support for initiatives that attract, develop, and retain exceptional educators and staff who make a lasting impact onstudentseachday.

PROVISION ofFinancialSupportforSchool

6.1 Statement showing total taxable base of district; applied tax rate; average expenditure per child in the district; adequacy of facilities, educational programs, and employee salaries and benefits; and efforts being made to finance schools

PaidTeacherPlanningDays

The district’s Paid Teacher Planning Days initiative, launched in 2023–2024, represents an innovativeresponsetothegrowingnationalchallengesofeducatorburnoutandstaffretention. Ratherthanrelyingsolelyontraditionalretentionincentives,theinitiativedirectlyaddressesone of the most persistent concerns voiced by educators: the increasing administrative workload associatedwithlessonpreparation,grading,documentation,andcollaboration.

Throughtheimplementationofeightpaidremoteworkdaysannually,classroomteachersare provided dedicated time to complete professional responsibilities in a flexible environment outside of the traditional campus setting. These structured synchronous and asynchronous remoteworkopportunitiesempowereducatorswithgreaterautonomyovertheirworkflow

Theinitiativeisdesignedtoaccomplishseveralstrategicobjectives,including: Reducingprofessionalburnoutbyalleviatingafter-hoursworkloaddemands; Improvingeducatormoraleandoveralljobsatisfaction; Supportingwork-lifebalanceandemployeewellness; Enhancingretentionofhigh-qualityinstructionalstaff;and Promotinglong-terminstructionalcontinuityandstabilityforstudents.

Earlyimplementationfeedbackindicatesthatprovidingintentionalflexibility,protectedplanning time, is contributing positively to educator engagement, produc commitment.

ProvidingAdditionalAcademicSupports

LovejoyISDidentifiedtheneedforadditionalhighlyskilledspecial education staff to support student learning, and added allocated $800,000 in funding to create new positions during a challenging budgetyear.

SpecialEducationPositionsAdded:

5SpecialEducationTeachers

2EducationalDiagnosticians

1SpeechLanguagePathologist

3Multi-TieredSystemofSupportInterventionists(MTSS/IC)

2SpecialEducationClerks

PROVISION ofFinancialSupportforSchool

6.1 Statement showing total taxable base of district; applied tax rate; average expenditure per child in the district; adequacy of facilities, educational programs, and employee salaries and benefits; and efforts being made to finance schools

AdequacyofFacilities

AllLovejoyISDcampusesandbuildingshaveaginginfrastructure,withmanycampusesover20 years old. In 2025 the Lovejoy ISD Bond Package was developed by a community-based committeeof49students,parents,andcommunitymemberswhomettostudytheinstructional andoperationalfacilitiesinLovejoyISD.Aftermonthsofdiscussion,research,facilitytours,and collaboration, the bond planning committee finalized their recommendation to the Board of Trustees,whichwasunanimouslyapproved.

The bond proposal included upgrades to major facility systems, technology, and safety and security,impactingeverystudentandeveryschool.Voterspassed98.36%oftheproposedbond.

PROVISION ofFinancialSupportforSchool

6.2 Evidence of efficient business management practices

The Lovejoy ISD Board demonstrates exceptional financial governance through transparent, efficient,andforward-thinkingbusinessmanagementpractices.Thedistrictconsistentlyreceives cleanexternalfinancialaudits,reflectingstronginternalcontrols,compliancepractices,andfiscal accountability.

ExternalAuditFindings

The District has consistently demonstrated strong financial stewardship through clean external audit opinions over the past four to five years. During that time, the District has received unmodifiedauditopinionsannually,withonlyonereportedsignificantdeficiencyassociatedwith theSingleAuditoftheDistrict’sfederalprogramsandnomaterialweaknessesidentified These results reflect the District’s continued commitment to sound financial management, strong internal controls, transparency, and compliance with all applicable accounting and reporting standards.ThisconsistentperformancehighlightstheBoardandAdministration’sfocusonlongtermfiscalresponsibilityandmaintainingthefinancialintegrityoftheDistrict.

BondRatings

Moody’s:Aa2UND/AaaENH StandardandPoor’s:AA-Rating FinancialIntegrityRatingSystemofTexas(FIRST):ASuperiorAchievement

Multi-yearFinancialForecasting

The Board’s use of a five-year financial model marked a significant shift from an annual budget focustoalong-termstrategicplanningapproach Historically,financialdiscussionscenteredon immediate revenues, expenditures, and short-term operational impacts, providing limited visibilityintofuturefinancialimplications.

Byimplementingthefive-yearmodel,theBoardandadministrationareabletoevaluatedecisions through both a short-term and long-term lens. The model provides a framework for scenario planning, with the ability to evaluate projected revenues, expenditures, enrollment trends, staffing, compensation, fund balance impacts, and economic changes over multiple years. This approach creates a more proactive and sustainable decision-making process where financial decisions are no longer viewed independently, but rather as interconnected choices that influencefutureoperationalflexibilityandfinancialstability.

PROVISION ofFinancialSupportforSchool

6.2 Evidence of efficient business management practices

FocusonFundBalance

OneofthemostsignificantindicatorsoftheBoard’sfinancialleadershiphasbeenthesubstantial strengtheningofthedistrict’sfundbalance,growingfromapproximately72dayscashonhandin FY2021 to approximately 180 days by FY2025. This dramatic increase reflects intentional financial planning, disciplined budgeting practices, conservative forecasting, and strategic decision-makingdesignedtoensurelong-termdistrictstabilityandresilience.

2025BondCaptialExpenditures

The district has strategically evaluated opportunities to utilize voter-approved bond proceeds and the Interest & Sinking (I&S) fund to finance eligible capital expenditures that may have otherwise been acquired through lease agreements funded by the Maintenance & Operations (M&O) budget. This approach allows the district to reduce recurring operational expenditures withintheM&Ofundwhilemaximizingthelong-termvalueofcapitalinvestments.

Historically,certainequipment,technology,andcapitalassetsmayhavebeenfinancedthrough lease arrangements that created ongoing annual obligations within the operating budget By transitioning eligible purchases to bond-funded capital expenditures, the district is able to preserve M&O capacity for direct classroom support, employee compensation, instructional programming,anddailyoperationalneeds.

PROVISION ofFinancialSupportforSchool

6.3 Trends indicating financial support for educational programs

TheBoard’slong-termfinancialvisionandongoingeffortsbeingmadetofinanceprogramsand schools have allowed the district to proactively address declining birth rates and housing affordability, maintain operational stability, and support both current and future student needs. Investments made through the successful 2025 bond election further demonstrate the Board’s commitment to sustaining excellence through facility improvements, safety enhancements, and long-rangecapitalplanning.

2025BondElection

The2025BondincludesmajorrenovationsatHartElementaryandLovejoyHighSchoolthatwill modernizeinstructionallearningspacestosupportavarietyoflearningexperiencesandteaching methods, including Career & Technology Education (CTE) and Fine Arts learning environments. With upgrades to major facility systems, technology, and safety and security, improvements will impacteverystudentandeveryschool

PROVISION ofFinancialSupportforSchool

6.3 Trends indicating financial support for educational programs

In response to the State of Texas’ per-pupil allotment not keeping pace with inflation and rising operational costs, Lovejoy ISD and the Board of Trustees has prioritized the development of alternative revenue and funding sources to support students and staff while maintaining the district’shighstandardsofexcellence.

FacilityRentalRevenue

In 2023 Lovejoy ISD began partnering with Practice Plan, a company dedicated to maximizing facilityrentalincomegeneration. PracticeplanmarketsLovejoy’sfacilityspacesandprovidesan online platform for reserving them Facility rental revenue has increased 215% since the partnership began, adding $463,906 to the general fund during the 2025-2026 school year, benefitingallstudentsandstaffinLovejoy.

PROVISION ofFinancialSupportforSchool

6.3 Trends indicating financial support for educational programs

LovejoyScholarsProgram

Lovejoy ISD is proud to offer the Lovejoy Scholars Program, a tuition-free, application-based opportunity for students residing outside of Lovejoy ISD boundaries. Through this selective program, qualifying students may attend one of Texas’ top-rated public school systems while benefiting from the exceptional academic and extracurricular opportunities availableinLovejoyISD.

During the 2025–2026 school year, Lovejoy ISD served 317 Lovejoy Scholars in kindergarten through twelfth grade. In additiontoexpandingopportunitiesforstudentsandfamilies, the program adds $2.1 Million in state funding and helps maximize classroom capacity. Application fees generate $76,060, which help cover the administrative burden of reviewingnewandreturningScholarapplicationsannually.

In2026,theBoardofTrusteesvotedtoincreasethemaximumnumberofLovejoyScholar’sfrom 350to550,supportingstaffingandfundingstabilityasenrollmenttrendsdecline.

AlphaBestAfter-CareProgram

Lovejoy ISD partners with AlphaBEST Education to provide high-quality aftercare services that support students and families beyond the school day. Through engaging enrichment activities, academic support, and a safe, structured environment, the program helps meet the needs of workingfamilieswhileenhancingtheoverallstudentexperience.

In addition, the commission-based partnership generates $36,383 in annual revenue for the district,supportingLovejoyISD’songoingeffortstomaximizealternativerevenuesourceswhile maintainingexceptionalstudentservices.

PROVISION ofFinancialSupportforSchool

6.3 Trends indicating financial support for educational programs

LeopardMarketingPartnerships

TeacherIncentiveAllotment

The Lovejoy Board of Trustees supported our district with moving forward with the Teacher Incentive Allotment Program (TIA). The Teacher Incentive Allotment rewards outstanding teachers in Texas with an accessible pathway to a six-figure salary. Lovejoy ISD is currently in their applicationyearandisawaitingapproval.

Additionally, the Communications Department works to build strong relationships with individuals and organizations while implementing creative marketing initiatives that enhance the student experience and generate revenue for the District’s generalfund LovejoyISDisespeciallygratefulforthesupportof itsLeopardMarketingprograms,including:

AnchorSponsors-$155,000/yearwith5yearcontracts

CommunityPartners-$14,000/year

TrademarkLicensingFee

TeacheroftheYearBusinessDonors

HeartofTeacher/Support

DoorPrizeDonations

FoodDonations

FoundationforLovejoySchools

ParentTeacherOrganizations(PTO’s)

LovejoyBoosterClubs

Andmore!

PROVISION ofFinancialSupportforSchool

6.3 Trends indicating financial support for educational programs

FoundationforLovejoySchools

Foundedin2003,theFoundationforLovejoySchoolsinvolvesthe community in generating and distributing funds, property, and giftsthatenhancetheeducationalexperienceintheLovejoyISD. TheFoundationforLovejoySchoolsbenefitsthestudents,faculty, graduatesandstaffofLISD.

20th Anniversary of Denim & Diamonds: Two decades of generosity,community,andimpact Whatbeganasasingleevent hasgrownintoacornerstoneofsupportforLovejoyISD,bringing togetherfamilies,businesses,andfriendstoinvestinourstudents and teachers year after year. Denim and Diamonds raised $415,646in2026.

Established the Lovejoy Legacy Endowment: This year marked thelaunchoftheLovejoyLegacyEndowment,aboldsteptoward sustaining excellence for generations to come. Designed to providelong-term,reliablefunding,theendowmentensuresthat future students and educators will continue to benefit from innovation,opportunity,andsupportbeyondtoday.

Safety Marshal Support Reached an All-Time High: Thanks to theincrediblegenerosityofourcommunity,contributionstoward safety marshal salaries and equipment reached an all-time high. Thesecriticalinvestmentshelpensureasafeandsecurelearning environmentforeverystudentandstaffmemberinLovejoyISD.

YearFounded 2003 2025-26ContributionsIncluded:

7.PARTICIPATION in workshops

“Effective governance requires informed leadership, and our Board prioritizes staying well informed on our governance role, policy, and emerging issues. We actively participate in the Summer Leadership Institute, School Board University, Board Officer Institute, and Leadership TASB programs. We consistently exceed training requirements and ensure our superintendent has access to ongoing professional development and mentorship.”

- Barrett Owens, Trustee/Past President

PARTICIPATION inWorkshops

7.1 Association membership and participation

TheLovejoyISDBoardofTrusteesdemonstratesastrong commitment to active community engagement at both the local and state levels. Board members maintain a visible presence and strong participation in district, community,andregionalevents.

The Board maintains active membership with the Texas Association of School Boards (TASB) and regularly utilizes TASB resources for governance support, policy guidance,advocacy,andleadershipdevelopment.

LovejoyISDisanactivememberoftheAllenChamberof Commerce. Boardmembersattendevents,suchasEggs & Issues and the State of Education: Lunch & Panel Discussiononbehalfoftheschooldistrict.

The entire Team of Eight attends the annual TASB Summer Leadership Institute (SLI) together. This year Lovejoy ISD Trustees and Superintendent Kordel will be presenting “Beyond Compliance: A Next Generation School Marshal Program.”

Trustees actively engage in legislative advocacy through annual legislative priority discussions, participation in theTASBDelegateAssembly,andcollaborationwiththe BoardLegislativeSubcommittee.

Board members serve on a variety of Lovejoy ISD committees,includingStrategicPlanning,DistrictSafety and Security Committee, Bond and Capital Planning Committees, Foundation for Lovejoy Schools, District Improvement Team, Leadership Lovejoy, and Financial SustainabilityCommittee.

TheLovejoyISDBoardofTrusteessupportsthedistrict’s memberships with; TASB, TASA, Region 10, AASPA, TASPA,NSPRA,TSPRA,TASBO,NTAASB, FairviewRotary Club,andtheAllenChamberofCommerce.

PARTICIPATION inWorkshops

7.2 Encouragement of professional staff to participate in activities designed to improve performance

LearinginLovejoy

Learning in Lovejoy isadistrictcuratedlearningseriesfocusedon:qualityinstructionalplanning, maximizing instructional resources, how to deploy strategic teaching methods, and build strong systems to monitor and respond to student progress. Learning in Lovejoy takes place annually beforeschoolstarts,bringingstafftogetherforextensiveprofessionaldevelopmentopportunities groundedinLovejoy’sCultureCommitments:Relationships,Learning,Collaboration,Results,and Fun! Lovejoy Board and administration are dedicated to supporting educators’ growth so that studentscanachieveatthehighestlevels.

PARTICIPATION inWorkshops

7.3 Specific workshops, conventions, or other training programs board members have attended in recent years, including evidence of completion of required board member training

The Lovejoy ISD Board of Trustees demonstrates an exceptional commitment to governance excellencethroughactiveparticipationinbothrequiredandadvancedprofessionaldevelopment opportunities Trustees consistently exceed state-mandated training requirements and view continuouslearningasacriticalresponsibilityofeffectiveboardservice.

In addition to required continuing education, Trustees regularly participate in Governance Core training, Team of Eight workshops, edTexas/edTexcon conferences, and the TASB Delegate Assembly. Furthermore, the entire Team of Eight participates annually in the TASB Summer LeadershipInstitute(SLI),strengtheninggovernancealignment,strategicfocus,andcollaborative leadershippractices.

LearninggainedthroughtheseexperiencesdirectlyinfluencesBoardpractices,strategicplanning discussions, legislative priorities, and governance procedures within the district. This strong cultureofprofessionalgrowthreflectstheBoard’sdedicationtoinformedleadership,continuous improvement,andhigh-performinggovernance

PARTICIPATION inWorkshops

7.4 Support of professional development opportunities for the superintendent

The Lovejoy ISD Board of Trustees places a strong emphasis on leadership development and actively invests in the continued growth of the Superintendent through executive coaching, governance training, legislative learning, safety leadership, and statewide professional engagement. The Superintendent’s contract includes dedicated provisions for professional development, reflecting the Board’s belief that sustained organizational excellence begins with informed,forward-thinkingleadership.

Overthepastthreeyears,theSuperintendenthasparticipatedinextensiveprofessionallearning opportunitiesfocusedoninstructionalleadership,schoolgovernance,legislativeadvocacy,safety and security systems, transformational leadership, special education, strategic planning, and future-ready district leadership. Professional development experiences included participation in the TASB Summer Leadership Institute (SLI), TASA Midwinter Conference, John D. Horton Leadership Summit, Texas School Coalition legislative training, Region 10 superintendent meetings, and the multi-session Future Ready Superintendents Leadership Network through TASA.

The Board also supports leadership development through ongoing Team of Eight training experiencesalongsidetrustees,strengtheninggovernancealignment,communication,andshared district vision. Recent Team of Eight sessions included governance and leadership development with Dr. Mike Moses, Kim Caston, David Anderson, and nationally recognized leadership consultantLibbySpearsutilizingStrengthsFinder-basedleadershipdevelopment.

PARTICIPATION inWorkshops

7.4 Support of professional development opportunities for the superintendent

TheSuperintendentcompletedmorethan175hoursofdocumentedprofessionaldevelopment andleadershiptrainingfrom2024-2026,includingadvancedlearningin:

Instructionalleadershipandeffectiveteachingsystems

Schoolsafetyandcrisisresponse

Legislativeandgovernanceleadership

Transformationalleadershippractices

Future-readydistrictleadership(TASA)

SpecialeducationandTitleIXcompliance

Teamdevelopmentandorganizationalculture

Strategicplanningandsystemsleadership

Notable leadership experiences included participation in the statewide Future Ready SuperintendentsLeadershipNetwork,ahighlycollaborativeTASAleadershipcohortfocusedon innovative district systems, strategic leadership, organizational transformation, and futurefocusededucationaldesign.Additionally,theSuperintendentservedasapanelistfortheRegion 10 TCWSE Learning & Leadership Series and the Region 10 Superintendent Panel, further reflecting Lovejoy ISD’s reputation for leadership excellence and contribution to the broader educationalcommunity.

Throughintentionalinvestmentinprofessionalgrowth,theBoardcultivatesaleadershipculture grounded in continuous improvement, innovation, governance alignment, and long-term organizationalexcellence.

8.PLACEMENT of Welfare of Children Served

by the school above personal or political motives

“Student well-being remains the guiding principle behind every difficult conversation and every important decision. Our board remains committed to doing what is right, even when it is not easy.”

- Marvin Bobo, Secretary/Master Trustee

PLACEMENT ofWelfareofChidrenServed

8.1 Support of potentially unpopular actions when those actions are clearly to the benefit of the district and its children

SupportingStudentsandEducatorsThroughDOIandThoughtfulGrievancePolicy

In response to Senate Bill 12 and changes to state grievance procedures, the Board of Trustees demonstrated its willingness to support potentially unpopular actions when those actions were clearlyinthebestinterestofthedistrict,students,andstaff.

Using the flexibility available through the District of Innovation (DOI) framework, the Board amended Policy FNG (LOCAL) – Student Rights and Responsibilities: Student and Parent Complaints/Grievances to maintain fair, efficient, and manageable grievance procedures that supportedtimelyresolutionandprotectedinstructionaloperations.

SenateBill12significantlyexpandedgrievancetimelinesandproceduralrequirements,including extendingLevelOnefilingtimelinesfrom15districtbusinessdaystoasmanyas60–90calendar days and allowing additional evidence to be introduced at multiple levels of appeal The Board recognized that these expanded timelines and procedural changes could create prolonged disputes, delay resolution for students and families, and increase administrative burdens on campuses.

To address these concerns, the Board used DOI flexibility to adopt local provisions that better alignedwithdistrictoperationsandstudentneeds,including:

Clarifyingthat“day”means“districtbusinessday”

Establishinga20districtbusinessdaytimelineforLevelOnegrievancefilings

Limiting the introduction of new evidence to circumstances involving procedural irregularitiesornewlydiscoveredinformationunavailableduringearlierproceedings

These decisions required the Board to balance community expectations, legal changes, operational realities, and the district’s responsibility to maintain an effective educational environment.Whiletheactionsmaynothavebeenuniversallypopular,theBoardprioritizedthe long-term benefit of students and the overall integrity of district operations above pressure for broaderproceduralexceptions.

By taking this approach, the Board demonstrated principled governance focused on ensuring grievance processes remained fair, timely, transparent, and centered on student success rather thanallowingprolongeddisputestodisruptteachingandlearning.

PLACEMENT ofWelfareofChidrenServed

8.2 Examples of placing dedication to the school system above special favors and policy exceptions

PrincipledGovernanceinResponsetoSenateBill11

InresponsetoSenateBill11(89thTexasLegislature),codifiedinTexasEducationCode§25.0823, the Board of Trustees demonstrated its commitment to governance grounded in constitutional principles,localresponsibility,andthebestinterestsoftheentireschoolcommunityratherthan adoptingmeasuresthatcouldcreatedivisionorgrantpreferentialtreatment.

SB 11 authorized, but did not require, school boards to adopt a resolution establishing a daily periodforprayerandreadingoftheBibleorotherreligioustextsduringtheschoolday.Statelaw required each board to take a recorded vote by March 1, 2026, either adopting or declining the resolution.

After careful consideration of the legal, educational, and operational implications, the Board declined to approve the resolution pursuant to SB 11 In doing so, the Board affirmed that students and employees already retain constitutionally protected rights to engage in voluntary religiousexpressionduringnon-instructionaltimeaspermittedbylaw,withouttheneedforthe Districttoestablishaformaldailyprayerperiod.

The Board’s action reflected its dedication to serving all students and employees while maintainingaschoolenvironmentfocusedoninstruction,respect,andpersonalrights TheBoard chosetoupholdexistingconstitutionalprotections.

9.PUBLIC RELATIONS Efforts, Community Awareness

“Our Board has made transparency and communication one of our five stated Board priorities, demonstrating our intent to actively engage with our community and ensure they are well informed. As a smaller district, we recognize that community understanding and support have a direct impact on the success of our schools and leadership team. We go beyond traditional outreach by providing consistent communication and multiple opportunities for meaningful community input on key decisions.”

- Julie McLaughlin, Board President

PUBLIC RELATIONS Efforts,CommunityAwareness

9.1 Copies of newsletters or news clippings illustrating the school district’s efforts to convey information on procedure and policy to the community

InordertoensuretheLovejoycommunityiswellconnectedandinformed,Boardcommunications arepublishedthroughmultiplechannelsincludingdirectemails,districtandcampusnewsletters, socialmedia,andtheLovejoyISDApp. Boardmeetingsummaries,videorecordingsandagendas arelinkedinthedistrictnewsletterandemaileddirectlytoparents.

PUBLIC RELATIONS Efforts,CommunityAwareness

9.2 Examples of publications and digital communications aimed at informing the community about the board and the district, as well as actions affecting local public schools

Lovejoy ISD proudly publishes “Connect with Katie, ” a weekly, district-wide digital magazine designedtoinform,celebrate,andconnecttheLovejoycommunity.Thepublicationbeginswitha message from Superintendent Katie Kordel and highlights District initiatives, campus learning, student achievements, and Board meeting updates. Each edition reaches more than 11,000 readers weekly, nearly three times the District’s total student enrollment, demonstrating the publication’s strong engagement and extended reach across families, alumni, and community stakeholders. Click the image below to view historical “Connect with Katie” publications from 2022-2026.

PUBLIC RELATIONS Efforts,CommunityAwareness

9.3 Evidence of efforts to obtain community input and/community engagement in decision making

The Board actively seeks community input through structured engagement opportunities, including Coffee Talks, strategic planning committees, Parent Teacher Organizations (PTOs), campus visits bond related committees and Leadership Lovejoy. These efforts ensure that

10.MAINTENANCE

Relationships Among Board Members of Harmonious and Supportive

MAINTENANCE of HarmoniousandSupportiveRelationships

10.1 Statements from individual board members and news media personnel testifying to the harmonious working relationship among board members

“The Lovejoy Board of Trustees is an incredible picture of what authentic, informed, committed, and student centered leadership can be. They are united in their active support of each of our campuses and programs; always making time to support our student performances, exhibitions, and experiences at every level. Being supported, encouraged, and led by such a selfless, focused, and vested group of individuals has been a genuine blessing as an educator and community member”

- Brice McCasland, K-12 Visual Art Coordinator/AP Art Teacher

“As principal of Sloan Creek Intermediate, I truly appreciate the support and partnership of the Lovejoy ISD School Board. Their commitment to our students, staff, and families is evident in the decisions they make and the way they continue to invest in our schools The Board’s support enables us to provide meaningful opportunities, maintain a safe and positive learning environment, and help every student grow and succeed. I am grateful to work alongside a board that genuinely cares about our campus and our community.”

- Amanda Puckett, Principal, Sloan Creek Intermediate School

“The Allen Chamber of Commerce is a proud partner of the Lovejoy ISD board of trustees. Just in the past year, the board has joined Chamber programming to engage with elected officials, share key updates from the district, and explore internship opportunities between the local business community and Lovejoy students. They are a tremendous asset in shaping our future workforce”

- Kyle Jacobson, CEO, Allen Chamber of Commerce

MAINTENANCE of HarmoniousandSupportiveRelationships

10.2 Indications of unified action by the board, including evidence of effective resolution of differences

The Lovejoy ISD Board of Trustees consistently demonstrates unified action through strong alignment around district priorities, governance responsibilities, and a shared commitment to studentsuccess.WhileTrusteesbringdiverseperspectivesandexperiencestoBoarddiscussions, differences are addressed respectfully and constructively through thoughtful dialogue, Board workshops, and collaborative problem-solving. This intentional governance approach promotes consensus-drivendecision-makingandastrongpartnershipwiththeSuperintendentanddistrict leadershipteam

The Board’s unity is reflected through the consistent approval of key district priorities and governance actions, including unanimous approval of the Superintendent’s contract, Superintendentgoals,Boardpriorities,DistrictandCampusImprovementPlans,andthedistrict’s strategicplan.Thislevelofalignmentreflectsmorethanagreement,itdemonstratesadeepsense oftrust,sharedpurpose,andcollectiveresponsibilityforadvancingthemission,vision,andlongtermsuccessofLovejoyISD.

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