The board engaged in an extensive discussion on its strategic goals for the upcoming years, reflecting on past objectives and setting directions informed by a comprehensive community survey conducted in 2022. The survey, which gathered insights through focus groups and phone interviews, revealed community strengths and areas for improvement. These findings have guided the school board’s strategic directions, including a continued emphasis on improving student achievement and enhancing the employee experience. The board had previously collaborated with the wellness committee to conduct a staff wellness survey, which led to actionable insights for improving the work environment. However, challenges remain in fully implementing the Read Act, with board members acknowledging that complete compliance will require several years. The board recognized the importance of supporting curriculum implementation and teacher training, with one member stating, “The board played a huge role in supporting that work.”

The Read Act’s implementation remains a central focus, particularly regarding teacher training and curriculum deployment. This year, training efforts are concentrated on new staff with the help of the Northwest Service Co-op, which is providing training in the “Carry All” method for reading instruction. Teachers are required to complete one of three state-developed training protocols, allowing flexibility based on their previous experiences. The board acknowledged the challenge of maintaining continuity in training amidst staff turnover and the need to ensure teachers meet the standards set by the Read Act.

Furthermore, the board discussed the “Wit and Wisdom” curriculum and its integration with prior methods like “Orton Gillingham,” which has seen diminishing effectiveness. To address this, the district plans to transition to the University of Florida Literacy Institute’s “UFI” program, an adapted version designed to improve efficiency while maintaining core elements. The district has consulted teachers about this change, and while initial resistance was noted, the benefits of the new approach have been recognized.

Curriculum development also included evaluating new materials for math and science, with a structured approach to selecting appropriate curricula. The English Language Arts team was praised for its proactive involvement in the curriculum implementation process, setting clear expectations and accountability measures for teacher participation. However, the board noted that the science curriculum implementation had been less effective due to a lack of established protocols at the rollout.

Additionally, the meeting addressed the role of the strategy team in aligning their work with the board’s goals. There were differing opinions on the frequency of updates from the strategy team, with some advocating for monthly updates to maintain a strong connection, while others warned against frequent changes that could detract from long-term strategic planning.

Budgetary concerns were also discussed, particularly regarding the challenges posed by OPED benefits. The board acknowledged the difficulties of achieving a balanced budget due to these expenses and recommended developing a plan that includes the levy plan and adjustments for retiree health benefits.

The board also explored the performance of their online education venture, seeking to establish mechanisms for monitoring its effectiveness. They emphasized the importance of aligning the initiative with student success, considering feedback from parents and students. A proposal for a more formal stance on state and federal funding was considered, with discussions about developing a legislative platform to enhance the board’s position in funding negotiations.

Finally, logistical aspects of scheduling were addressed, confirming the planned meeting on August 25th, provided there was sufficient attendance. Personal circumstances requiring a board member’s temporary absence were acknowledged with sensitivity.