The most debate of the session focused on a proposal for increased board involvement in the hiring process for positions with salaries over $125,000. A board member argued for more transparency and dialogue regarding new hires, stating that the board often learns about new hires too late in the process. “It’s so late in the game that we find out, oh, we hired somebody,” they said, emphasizing the need for the board to have insight into whether a position is a new hire or a backfill. This member also noted that the board’s role should focus on governance and oversight rather than direct involvement in personnel decisions, expressing concern that board members might not be equipped to make informed decisions on educational hires.

Another board member acknowledged varying levels of trust between the board and the administration. They advocated for a more transparent and trusting relationship, yet the general sentiment among the board leaned against routine involvement in hiring decisions. The consensus formed that while transparency is essential, the board should not be routinely involved in administrative decisions.

Following this, the board discussed scheduling a retreat to review board goals and survey results. The Minnesota School Boards Association (MSBA) is set to provide training on the superintendent hiring process, which the board chair recommended incorporating into the retreat agenda. The board reviewed potential dates in August and September, facing challenges in aligning schedules. Eventually, they tentatively settled on a two-hour session for August 28th from 6:00 to 8:00 PM, with another session planned for September 19th, despite potential scheduling conflicts.

The meeting also addressed the district’s organizational structure, which remains a work in progress due to ongoing hiring processes. A presentation outlined the roles within the district, beginning with the superintendent, who oversees various positions, including the executive assistant and building administrators. The executive team currently consists of the superintendent, an assistant superintendent, and three executive directors. Notably, one executive director position was recently downgraded to a director level, raising questions about adequate oversight given the small team in the communications department.

In response to community inquiries, the board explained that the integration of technology and data services into the teaching and learning department was a strategic decision aimed at aligning technology usage with educational practices. This restructuring was necessary due to financial constraints that prevented the district from supporting both an executive director and an assistant superintendent. The assistant superintendent now oversees teaching and learning, equity, technology, and early childhood education.

Further discussion highlighted the restructuring of the Multi-Tiered Systems of Support (MTSS) and Equity Services departments, consolidating them into a single Director of Schools and Continuous Improvement role. This director oversees the MTSS and Equity coordinators, with equity positions funded through restricted achievement and integration dollars. Concerns were raised about the clarity of roles among support staff, particularly the nine Green School Success Liaisons, who assist students and families from marginalized backgrounds but are not substitutes for counselors.

The board also touched on the necessity for transparency regarding job roles and their impacts on student outcomes. A participant requested detailed documentation of job roles, costs, union designations, and legal requirements to be shared ahead of time.

As the meeting progressed, the board reviewed various departments within the district. The Director of Technology manages both instructional technology and data systems. The early childhood education director’s title was changed to Director of Early Learning. Human resources were described as stretched thin, handling a significant workload for all district employees. The district’s financial arm, represented by a controller, oversees several critical functions, including facilities management, payroll, and health and safety, with ongoing conversations about potentially realigning safety responsibilities.