At the forefront of the meeting was a discussion on the strategic plan for the 2024-25 school year, emphasizing culturally relevant literacy. Dr. Becca Star presented priority updates, detailing the care team process aimed at enhancing culturally relevant literacy and collaborative action research for equity. She highlighted Dr. Goldie Muhammad’s five pursuits of culturally relevant pedagogy—skills, identity, intellectualism, criticality, and joy—showing how these pursuits guide the district’s efforts. Care teams across various educational levels have been working on integrating identity into literacy skills, with the early childhood department focusing on identity in teaching practices and the high school teams designing unit learning goals with a focus on culturally relevant pedagogy.

The board also examined retention strategies for staff of color, with data presented showing a 30% increase in the hiring of staff of color over the past decade. Strategies such as revamping job postings to emphasize the district’s mission and vision were discussed. The board acknowledged the need for continued efforts in creating supportive environments and fostering a sense of belonging for all staff members.

Another aspect of the meeting was the evaluation of Superintendent Dr. Carlondrea Hines, conducted in a closed session the day prior. The board praised her highly effective leadership, particularly her engagement with students, staff, and the community, and her adept handling of a $2 million budget shortfall. Dr. Hines was commended for her ability to balance long-term planning with community concerns, successfully developing strategic goals aligned with the district’s vision.

In addition to strategic planning and superintendent evaluation, there was a focus on collaboration with teachers’ unions, highlighting the district’s partnership with both the teachers’ and paraprofessionals’ unions. The board emphasized the importance of actionable outcomes from these collaborations to achieve district goals.

The meeting also covered routine financial matters, including the approval of the fiscal year 2027 long-term facilities maintenance plan. Discussions on the budget process revealed challenges related to a self-funded medical program initiated in 2020, which had not been fully integrated into the budgeting practices due to initial uncertainties about its structure.

The board addressed nonpublic programs in Minnesota, ensuring access to services such as nursing and counseling for parochial, private, and homeschooled students. Continued improvements in tracking and compliance were noted.

Policy development was another key focus, with discussions on new policies and their transparency with the community. The board approved a new policy after multiple deliberations, emphasizing the importance of moving forward for clarity and the possibility of reopening policies if needed.

Updates from board members highlighted community engagement activities, such as the Peter Hobart IB exhibitions and the GED adult options graduation, both described as inspiring events. A senior resource event exceeded expectations, drawing significant attendance and positive feedback.