The meeting’s most significant highlight was the approval of a new three-year contract for the district’s certificated staff, which includes teachers, psychologists, and guidance counselors. This agreement, covering the previous, current, and next academic years, introduces historically large salary increases, averaging 3.89% per year. These raises are noted to exceed the Camden County average, addressing concerns that district raises had lagged in previous years. The business office is set to issue retroactive pay to CA staff by the end of August.

A presentation of a graph comparing Camden County average raises to the new CA contract highlighted that Collingswood’s raises are now well above the county average. The salary determination process, involving a “step guide,” was explained. Adjustments to the step guide now allow new teachers to reach the top salary in 18 years instead of 20, and for administrative and instructional assistants to reach top salaries in 9 steps instead of 15. The board emphasized the importance of competitive starting salaries to attract new teachers, with Collingswood aiming to be among the higher-paying districts in the area by 2026-2027.

The new contract also codifies duties for teachers, requiring attendance at significant events like back-to-school night, promotion ceremonies, and graduation. Concerns were raised about retirees’ eligibility for retroactive pay, which was confirmed.

In another discussion, the board reviewed the Taxpayer’s Guide to Education Spending, presented by Miss Coleman. The guide provides a comparative analysis of school district spending and ranks Collingswood favorably in several categories. The district ranked number 10 out of 74 districts for total budgetary cost per pupil and number 12 for total classroom instruction costs. Despite not having the highest administrative costs, the district is ranked eighth, with concerns about rising employee benefit costs, particularly prescription drugs.

These financial insights are crucial as the board and community navigate recent tax increases. The board emphasized the importance of transparency and public access to this data, noting that it would aid in upcoming budget discussions. A collaborative board retreat established goals for the 2025-2026 academic year, focusing on academic pathways, cultural benchmarks, and enhancing communication protocols.

The implementation of Yonder pouches for cell phone management at the high school was another topic of considerable debate. This initiative aims to create a distraction-free environment by limiting phone use during school hours. The policy, funded by Title I grants, involves students carrying locked pouches and unlocking them at stations during dismissal. The board addressed concerns about accessibility during emergencies and ensured that logistical details, such as potential congestion during pouch unlocking, were considered. While the middle school had a modified phone policy that proved effective, elementary schools were not anticipated to adopt the pouch system.

Staffing changes and budgetary concerns were also discussed, with nine retirements and 28 new hires. The board focused on supporting teachers by reducing non-teaching responsibilities and ensuring that long-term substitutes cover only medical or maternity leaves. The investment in leadership roles was debated, with emphasis on data-driven decision-making to support teachers and improve student performance.

Superintendent Dr. Fredrick McDowell’s report highlighted enrollment figures, noting a decline of 48 students. A public inquiry raised concerns about this decline despite community growth. The board acknowledged the need to investigate and address these concerns. The Panther Pantry initiative, aimed at providing essential items to families in need, was praised as a community support effort.