At the forefront of the discussions was the potential reorganization of the district’s elementary schools into distinct grade bands, a move aimed at improving educational outcomes and accommodating future enrollment growth. One proposed plan, referred to as Option D, would centralize early childhood pre-K and kindergarten programming into one building, potentially Roosevelt, while Lincoln and Jefferson would cater to other elementary grades. This restructuring aims to improve space efficiency and optimize grade-specific support, with the middle and high schools remaining unchanged. A significant portion of the discussion focused on the logistical and financial implications of this plan, including transportation changes and the elimination of neighborhood schools, which some members and parents expressed concerns about. The proposal seeks to support enrollment growth without impacting the general fund, with costs anticipated to be covered by the food service fund.

The board also reviewed alternative options, including relocating the Alternative Learning Center (ALC) to the McKinley building, a shift that could provide a more suitable environment for at-risk students and enhance mental health support integration. Current ALC enrollment stands at around 122 students, including those from neighboring districts. The board members evaluated each reorganization option using a rubric based on educational outcomes, operational efficiency, grade transitions, and resource alignment. Options D and B emerged as favored plans, with a consensus to further discuss and potentially decide on these options at a special meeting scheduled for November 12th.

Another topic was the strategic plan presented for Faribault High School, which aims to increase the graduation rate to 90% by 2026. The current four-year graduation rate stands at 85.3%. The strategic plan outlines specific targets, such as improving the percentage of students passing all classes from 66% to 75% and raising attendance from 53% to 60%. Initiatives within the plan include enhancing school culture, staff well-being, and college and career readiness, complemented by measures like personalized greetings for students, a restorative approach to discipline, and wellness teams for staff.

The implementation of a no cell phone policy was also discussed, with board members noting that the actual number of confiscated phones has been lower than initially expected, averaging 8 to 10 per day. This policy is part of broader efforts to improve student focus and academic performance.

In addition to reorganization and strategic planning, the board tackled policy amendments concerning student acceleration and the protection and privacy of pupil records. Debates centered on the criteria for student acceleration, with discussions on maintaining high academic standards while ensuring inclusivity. An amendment to require students to score in the 95th percentile on math tests for acceleration consideration was defeated. The board approved the acceleration policy without this amendment, emphasizing a collaborative approach involving parents, teachers, and counselors.

Regarding pupil records, a proposed amendment to ensure parental notification of a child’s request to use a different name or pronoun did not pass. Concerns were raised about potential conflicts with privacy laws and existing protocols requiring parental involvement in such matters.