Chronic absenteeism emerged as a concern, particularly in middle and high schools, where absentee rates slightly increased compared to previous years. The academics team reported meeting 12 out of 18 benchmarks, but chronic absenteeism remained a significant hurdle. Initiatives such as appointing a family engagement coordinator at every school, holding monthly attendance task force meetings, and weekly attendance reviews were highlighted. Despite these efforts, there was a consensus that current strategies were insufficient. A campaign aimed at encouraging families to prioritize school attendance was introduced, emphasizing the adverse impacts of absenteeism on academic achievement.

Discussions suggested creating statistical packets to inform parents about the consequences of absenteeism on graduation and college prospects. This proposal was well-received, acknowledging that previous attempts to share such information had not been effectively implemented. The committee focused on the need for a collaborative approach with local partners to enhance support for families. A new communication feature was proposed, allowing families to text reasons for absences to identify patterns and root causes.

Concerns about the communication strategy were raised, particularly regarding the volume and nature of notifications sent to families upon reaching certain absence thresholds. Recommendations were made to shift the focus of initial communications to highlight available resources before reaching critical absence levels. Training for staff to recognize bullying and harassment as potential causes of absenteeism was also discussed, emphasizing the need for meaningful training that goes beyond compliance.

In addition to absenteeism, special education staffing shortages were a issue. The superintendent receiver presented updates, noting the district’s efforts to evaluate vendors that could assist in filling these roles. Schools like Lawrence School were devising alternative plans to address vacancies, such as reducing class sizes by collapsing some grades from three homerooms to two, contingent on enrollment numbers. Sullivan School offered additional stipends to attract candidates for hard-to-fill positions. Concerns were raised about compensatory services owed to students, with assurances that discussions were ongoing with the finance team to explore vendor support for these services.

The committee anticipated flat performance in non-third-grade assessments, with early indicators suggesting progress in early literacy but uncertainty about overall student outcomes. A detailed report on these metrics is expected to provide deeper analysis of the district’s performance against the strategic plan’s benchmarks.

The committee also discussed the Yonder bag procedure aimed at managing student phone usage. Adjustments based on feedback from school leaders were being considered. Concerns were raised about the practicality of searching every student’s bag and the staffing challenges it would present. The cost of $40,000 for Yonder bags prompted skepticism about the value of that investment. A motion to refer the Yonder procedure update to the policy subcommittee for further discussion passed with some opposition.

The meeting then moved on to the evaluation of the superintendent receiver, discussing the evaluation form provided by the Department of Elementary and Secondary Education (DESE). Differences between the rating categories used by DESE and those established locally were noted. The need for continuity and alignment in evaluation methods was emphasized.

The reestablishment of the leadership accountability and measurement subcommittee was approved, with Dr. Gloria Caballero-Roca appointed as chair. Dr. Yadilette Rivera Colón presented the building school committee capacity for local control plan, renamed from “transition plan” to avoid confusion. The plan aims to empower the school committee through professional development in areas such as setting educational goals, hiring and evaluating the superintendent, fiscal responsibilities, and policymaking. The plan includes mechanisms for public engagement and transparency. A motion to approve the final plan was passed, with members expressing gratitude for Dr. Rivera Colón’s efforts.

Discussions on policy revisions included removing certain language and adding new terms to better reflect the current operational context. A recommendation was made for the superintendent receiver to review these policy recommendations and solicit public feedback over a two-week period.

A proposal to amend a policy so that individual committee members would direct inquiries and complaints to the superintendent, rather than various departments, was also discussed. Concerns about the potential burden on the superintendent were raised.

Lastly, the committee discussed the parochial schools’ meal program, with a reported cost of approximately $440,000 to the district for the previous year. The need for a sustainable plan to manage the program without financial detriment to the public school system was emphasized. Transparency in communication with parochial schools about their meal program usage and costs was deemed critical moving forward.