Chapter 26 — Superintendent TAP video, November 13, 2025
**Source:** `meetings/clean/20251115-Turnaround-Plan-Update---November-13-2025.txt` **What it is:** Not a board meeting. No public comment. No vote. Superintendent Matias Segura (captions: Matia Sigura) records a campus-by-campus walkthrough of turnaround plans “that will be submitted for approval and… approved on November 20th.” He wanted a work session with trustees; “given kind of the balance of time… we weren’t able to do so” **[00:00:19]**. That is the workshop Foster asked for on November 6 (Chapter 25). This video is the substitute. **Clock:** **[00:00:02]**–**[01:09:02]**. About 69 minutes. **Caption noise:** Barrington = Bington; Guerrero Thompson = Goro / Guo / Grow Thompson; Bedichek = Betachch; Widen = Woodane / Wedane; Winn = Win Monasuri; Pecan Springs = Pan / PCON / Piccant Springs; Covington = Cington; Paredes = Pettas / Prett / Pas; Mendez = Mendes; Linder / Linder; Sanchez = Satcha.
Frame — [00:00:02]–[00:06:14]
“Hello, Austin ISTD family.” Plans for November 20. Community voice “incorporate[d] into the work.” Guiding principle: “strong neighborhood schools everywhere… so that families don’t feel as though they have to leave their neighborhood.” He says that is “not happening”; schools “have not been historically supported.”
Pressures listed **[00:02:15]:** TEA agreed order; “everchanging accountability system”; declining enrollment; federal immigration; “the rising cost of education… not being… supported by the state by way of meaningful investment.” He grants “there’s been investment” and says it is not enough.
**Recapture does not appear. Inflation does not appear. Basic allotment does not appear. Class size as a fight does not appear.** Ratios appear later as TAP staffing.
**What a TAP is [00:03:10].** Required when a campus reaches **two unacceptable accountability counts**. A count can be three D’s in succession, or an F. Counts go back to 2018–19. Purpose: a plan TEA will accept that “break[s] the accountability chain” — **C or better**. At a **fifth** unacceptable rating, the commissioner **shall** “order the closure of the school or install a board of managers.” Segura underlines *shall*. “The most important… is ensuring that our board of trustees provide that direction.” Ownership of years of built-up challenge.
**Compression [00:05:25].** 2023 ratings released spring 2025; 2024 and 2025 in August. “Three years of accountability ratings” in “four or five months.” That “complicates” TAP writing and “created confusion in the community.”
Six TEA strategies — [00:06:16]–[00:09:17]
- Intensive curriculum / instruction (“school improvement”).
- Restart, district-managed — “similar to… Dolby, Burnet and Webb.” AISD employees.
- Restart, partner-managed — 1882 partner; staff are the partner’s employees.
- Closure and reassignment — students to a higher-performing campus; TAP follows.
- New school, district-managed — “substantially different” program or population after a closure/restart.
- New school, partner-managed.
At **2 UA**, all six are available. At **3 UA**, school improvement “fall[s] off”; remaining: restart partner-managed, closure/reassign, district-managed restart. Region 13 and TEA are giving feedback “to ensure that we are on the right track.”
Other constraints: community feedback; limit disruption; capacity and dollars to add capacity; funds to “break the accountability chain”; a plan TEA will accept and AISD can “execute… with fidelity.” Receiving-school academic history. TEA success criteria (not statute): students should move to an A/B/C school. Staffing: ACE / district restart needs years of experience, “highly effective” (state term: performance correlated to student performance), TIA designation or National Board. Avoid first-year teachers. Principals should have broken a chain (F to C, D to B). “There aren’t an infinite number of staff or principals that will meet the criteria.”
How TAPs sit inside the larger plan — [00:13:12]–[00:15:02]
One package: feeder alignment, programmatic moves, enrollment balance for consolidations, TAPs, transfer policy. Doing it together opened options that “wouldn’t otherwise” exist.
**Closure/reassign, all 3 UA [00:14:14]:** Barrington, Bedichek, Dawson, Oak Springs, Martin, Winn, Widen.
**Restarts (five) [00:14:26]:** Linder, Sanchez, Paredes, Pecan Springs, Wooldridge.
**School improvement (2 UA) [00:14:34]:** “on the right path”; slide error — “three right there should be a two.”
Supports that apply to all TAP schools — [00:15:02]–[00:20:30]
Special-education transition (Dr. Cherry Lee). Parent engagement: parent-support specialists, teacher contact expectations “versus other schools.” Training / HQIM / PD for people not usually in PD. Summer school: “in years past… hasn’t been coordinated in a way that… met my expectation”; phone-bank invitations; “funding… dried up.” Chronic absenteeism / ADA. KPIs he will track. Details live at campus level with the principal; “more than what the agency actually requires.” Staffing: put educators who already grow students where they are needed; master schedule as a tool. “A missed opportunity for the district… for years.”
Closure and reassign, campus by campus — [00:20:34]–[00:52:25]
Ratings on slides go back to 2018–19. 2020–21: no rating (pandemic). 2022: scores, not ratings.
Barrington — [00:20:52]
~300 students. Close and reassign: proximity plus surplus seats. **~75% to Guerrero Thompson (B-rated, TAP assigned there); ~25% to Wooldridge** (itself a restart; 2022-bond modernization). ~**$1 million** for the TAP: staffing, stipends, instructional coaches, content interventionists, counselors. Budget allocated, not yet line-itemed — Guerrero Thompson “has had stability”; needs may not be an instructional coach. Family-engagement funds. Communities in Schools at Wooldridge; Prime Time at Guerrero Thompson. Restart at Barrington rejected because of surplus seats in that part of town. Combined goal: fewer seats, newer buildings, TAP at Guerrero Thompson.
Bedichek — [00:26:50]
Enrollment **608**. 3 UA from 2023–25. “So very close to pausing” (a D) or breaking (a C). Surplus of middle-school seats in South Austin. Split: **majority to Covington (west, receives the TAP)**; **13% to Mendez (B, currently Third Future 1882 partner; will return to AISD)**; **south to Paredes** (restart). Caption: 58% Covington, 13% Mendez, 23% Paredes. Covington: B in 23, dip in 24, high C in 25; principal Cedric. “Intention… to restart and reimagine Bedichek” with community for a future program — “an expectation of our board.” Lighthouse program (first time at middle school): observation loop, principals as instructional leaders. “Has not always been the case in Austin ISD.”
Dawson — [00:33:11]
**158 students.** 2023–25: 54, 59, 58 — all F, “very close to getting that pause.” Small-n STAAR: “a few students could move the accountability rating… significantly”; one family leaving “changed the school’s letter grade by two ratings.” Testing grades 3–5 only. Whole school to **Galindo** (broken its chain; 2022 A/B, 2023 B after the cut-score change, dip 2024, C 77 in 2025). “Lower teaching ratios, student teacher ratios in K–4, one through 20.” Galindo: larger special-education population, unique programming, community pantry. Close proximity, so transportation “isn’t as big of a concern as elsewhere.” Lighthouse; Communities in Schools; Prime Time.
Oak Springs — [00:37:21]
Small elementary; 215–250 students. Same small-n warning (grade-level n of 12–20). **100% to Blackshear** (C; 2022 A 90, then D, D, C). ~**$1 million**. Fine-arts program to “lean into.” Lighthouse; Communities in Schools; Prime Time. Transportation and family engagement still needed: “though it’s close, it still may be a challenge.” **The vote is the student-body move, not the long-term building.** “The location of the school… in the future is not part of this vote.” Oct. 3 and Oct. 31 started one way; community conversations since; “no decision, no recommendation at this point… a separate thing entirely.”
Martin — [00:42:10]
Ratings 57, 46, 56. **310 students** — “very, very small”; all grades test. Choir and other programs “hard when you don’t have the number of students.” Reassign: **plurality 46% to Keeling (A, receives the TAP)**; remainder to Lively (C) and **Marshall (D, 28%)**. Geography: “not… too much distance.” Magnet vs. zoned data to be “segregate[d].”
Winn Montessori — [00:45:11]
Enrollment **371**. 69 to 45 when STAAR changed 2022–23; “tremendous progress” toward a D pause. Dual language. Reassign: **~80% to Andrews (D)**; **~20% to Pecan Springs (3 UA, being restarted)**. Andrews: 74 in 2022–23, drop, then “great things.” Modified student-teacher ratios, family engagement, Communities in Schools, Andy Roddick Foundation at Pecan Springs, Prime Time at Andrews. **Montessori program relocates to Riley [00:47:46]** — a change since the original plan. Riley currently has Mandarin and dual language, which move to Wooten; Riley becomes a neighborhood school **with a K–5 Montessori strand**. “Responsive to the community.”
Widen — [00:49:06]
Far east, east of Mendez. 49, 56, 57; three UA, climbing toward a D. **Whole population to Rodriguez** — changed from Oct. 3 / 31, when only a majority went. Rodriguez: B in 2022, F in 2023 (one of ~12 B-to-F schools), B in 2024, D in 2025. “Stable leadership.” Space to keep the community together. Restart asked: “certainly that could be an option.” He declines: surplus elementary seats in this part of Austin; closing reduces seats and cost “which then allows us to use those resources elsewhere”; modernized facilities nearby.
Restarts — [00:52:25]–[01:02:54]
District-managed ACE model. Additional resources even though students stay. Stipends. Core instructional and administrative staff must meet TAP criteria; fine arts, athletics, TAs, food service, custodial “not subject to that requirement.” “Familiar faces.”
**Linder [00:52:33].** **626 students.** Modernization underway (2022 bond). Growth such that he expects a pause or break “before the actual action of the restart.” Instructional coaches; modified ratios; lighthouse / lab. Neighborhood stay plus bond building.
**Sanchez [00:54:18].** **340 students.** B 84 in 2022 to F 48 in 2023, then F’s. Modernized 2017. **Changed from reassignment to restart** after community conversation. Enrollment order: (1) currently zoned Sanchez; (2) Becker students who want districtwide dual language; (3) Ridgetop, Riley, Sunset Valley; (4) any other student. Wall-to-wall dual language moving toward higher EB counts. New state law: licensed educators in every classroom; EB students must have a dual-language-certified teacher; those teachers “in high demand.” If programs are not relocated he would have to “pull… educators with that certification from schools that have dual language programs but don’t have the appropriate number of [emergent bilingual] students.” Surplus seats east of I-35, north of the river.
**Paredes [00:57:35].** Under 600. 47 / 50 / 59. Receives some Bedichek students. New principal; expects pause or break this year. Principal discretion on staff mix (instructional coaches vs. AP vs. graduation coach). Communities in Schools; ACE after-school; dual-capacity family framework.
**Pecan Springs [00:59:36].** Small; “a couple students can really have an impact.” District-managed restart; stipends.
**Wooldridge [01:01:02].** B 2022, F 2023, then 46 / 58 / 59. Receives ~25% of Barrington. 2022-bond modernization. Chronic absenteeism, high mobility. Communities in Schools.
School improvement (2 UA) — [01:02:54]–[01:08:07]
Plan in year two, implement years three–five. Campuses: TA Brown, Govalle, Hart, Houston, Jordan, Norman, Sims, Overton, Padron, Pickle, Wooten, Sadler Means, Eastside Early College. Many are 59s; he expects pause or break. Investment “just won’t be to the same degree” as 3 UA. **Pickle [01:04:26]:** students **no longer reassigned to Hart** (Oct. 3 / 31 plan). Priority: (1) pickle attendance-boundary; (2) Ridgetop who want the program; (3) Becker, Riley, Sunset Valley; (4) others. **Wooten [01:06:15]:** receives Riley’s program; Riley retained as neighborhood; Wooten to be modernized; zoned students first, then Riley program students, then other wall-to-wall, then others. **$385,000** budgeted. “We are adding more seats into these programs” without “overly disrupt[ing] the neighborhood school that is welcoming the program.”
Close — [01:07:51]–[01:09:02]
Hearing November 20; Thursday night the board votes TAPs; that night “into the early morning” they submit. Plans posted online; updates coming. “What we submit to TEA is not all that we’re doing.” Templates do not hold the whole local plan. He thanks the viewer. “Have a great weekend.”
What this tape is for
It is a compliance walkthrough aimed at TEA and at a public that will not get a work session. Every campus is a rating history, a receiving school, a dollar figure, and a sentence about surplus seats. Restart vs. close is decided by empty seats plus 3 UA plus time. Dual language is a certification-and-EB-count problem, not an allotment problem.
**Recapture / Robin Hood / inflation / basic allotment: absent.** “Rising cost of education” and “state… meaningful investment” **[00:02:46]** are the finance vocabulary. **Class size:** K–4 “one through 20” at Galindo **[00:35:38]**; “modified teacher ratio” at Andrews **[00:47:25]**; otherwise ratios are TAP staffing, not a board fight.
No trustee speaks. The only voice is the superintendent’s. The next time these slides meet a dais is November 20, Chapters 27–28.