The most prominent development was the board’s decision to revamp the gifted program, aiming to ensure equity, access, and rigor for all students. The new model plans to extend gifted cluster programming to all elementary schools. The board announced that the fourth and fifth-grade gifted program will move from Stillwater Middle School to Bayport Elementary, providing a more developmentally suitable environment for younger students and fostering better collaboration with elementary teachers. This transition reflects a strategic shift to provide enrichment opportunities across both Stillwater and Oakland Middle Schools.

An internal working group comprising cluster teachers, gifted program teachers, and district leadership will be formed to finalize the new program model. The group will gather feedback from educators to assess the current program’s strengths and weaknesses. The board emphasized the importance of supporting not only identified gifted students but also a broader range of advanced learners, promoting accessibility to advanced learning opportunities. This approach aims to enrich educational experiences without limiting opportunities to those formally identified as gifted.

Another topic was the school safety protocols, where the board reviewed standard response procedures emphasizing locked doors throughout the district. Experts suggest that locked doors reduce the likelihood of unauthorized entries, thereby enhancing safety during potential crises. The board acknowledged teachers’ adaptability as these measures are implemented alongside other security enhancements supported by a recent bond.

Transportation changes also came under discussion, with new developments linked to the move to Anderson. The board expects a transportation hub system similar to that used by Lake Elmo’s Amigos Unito program, although details remain to be confirmed. Concerns about budget implications were addressed, with assurances given that the transportation changes would not negatively impact the budget, easing financial resource concerns amid the transition.

In policy matters, the board reviewed the first reading of policy 620 related to credit for learning, reflecting legislative changes from “world’s best workforce” to “comprehensive achievement and civic readiness.” The policy revisions include defining concurrent enrollment and adjustments for credit transfers from out-of-state institutions or non-public accredited schools. A notable provision allows healthcare career pathway students to earn elective credits for work experience, supporting students pursuing healthcare careers and addressing employment needs in the field. The board decided that starting in fall 2025, weighted grades would not be offered for GPA calculations, though existing weighted grades will still appear on transcripts.

The board discussed the broader strategic initiative known as the Pony Plan, which maintains continuity in district goals over the past three years. The strategic directions remain focused on robust learning processes, safe and welcoming environments, efficient resource use, and community partnerships. Literacy is a top priority, essential for students’ overall learning, alongside equity, inclusion, and social-emotional health. Progress is monitored through action cards at district and school levels, outlining specific goals and steps, with an emphasis on creating a welcoming atmosphere for new families.

Financial matters also featured prominently, with the adoption of a preliminary proposed property tax levy for 2025 payable in 2026. The board discussed recent state-level lease approvals and adjustments to the referendum, resulting in a net effect of approximately $124,000. A decrease in other post-employment benefits contributed to a general fund levy projected to be about $1.7 million less than the previous year. The debt service fund discussions included a planned second bond issue in early 2026 and its financial implications.

A resolution to improve contract negotiation processes was also adopted. The resolution proposed engaging a professional negotiator to improve communication with taxpayers and achieve better outcomes for staff. The board recognized the significance of timely contract settlements, particularly as staffing costs constitute a substantial portion of the district’s budget.