A primary topic of the meeting was the board’s self-evaluation, which underscored the need for improved community engagement and structured planning. Kelly Mitchell presented the findings, which revealed gaps in the board’s engagement with the community. The board recognized the value of public input and proposed scheduling goal updates during meetings three times a year to encourage community involvement. The superintendent would provide reports on action plans related to these goals, offering transparency and accountability in progress evaluation.

Student achievement was another focus, with the board identifying it as a top priority. Discussions centered on understanding community expectations and educational aspirations. Plans were made to gather community input and develop a monitoring process incorporating data from administration regarding instructional programs. A student board member’s presence was noted as beneficial, providing insights into student activities and achievements, which contributed to the board’s understanding of district goals related to student achievement.

Financial oversight was discussed, with the budget process scheduled to begin in November. Board members expressed a need for a clearer understanding of financial reports and additional training on budgeting roles. The discussion revealed that some members found financial reports challenging to interpret, prompting suggestions for onboarding new members with a “cheat sheet” to clarify unfamiliar terms and concepts.

The board also addressed membership retention, acknowledging difficulties in maintaining members due to the demanding nature of the role. Recently, all board seats had been filled, which had previously complicated operations. Enhancing onboarding processes and assigning mentors to new members were suggested as methods to improve retention rates and acclimatize members to their roles.

Communication within the board was another important subject. Members highlighted the need for better internal communication, noting that some felt unheard during discussions. A suggestion for a shared calendar was made to improve awareness of committee schedules.

The board’s relationship with the superintendent was discussed, with a focus on communication improvements. A “loop back” mechanism was proposed to keep all members informed about committee discussions. The evaluation process for the superintendent was also reviewed, with a new narrative approach introduced, replacing the previous cumbersome system. This new method emphasized adaptability and provided a more comprehensive understanding of the superintendent’s performance, including unobservable factors such as staff treatment and daily operations.

Staff relationships were positively acknowledged, with a suggestion for formal recognition events during board meetings to strengthen ties. Community relations were also discussed, with a committee approach proposed to bridge gaps between the school and the community. This strategy aimed to promote a positive image of students and gather input from stakeholders.

Lastly, goal setting was a significant topic, with an emphasis on developing clear, actionable goals aligned with the district’s vision and mission. The board recognized the importance of SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals and planned to integrate previous data into the new goal-setting framework. A suggestion was made to set goals in July to account for summer efforts and ensure readiness for the school year.