Dr. Miles opened the retreat by thanking the Board for their time and presenting the purpose of today’s session: To create focused time for board members to collaboratively determine the vision, set strategic goals, and clarify expectations for the board’s role in the upcoming school year. The retreat aims to align the Board on key decisions and priorities, foster unity through meaningful dialogue, and set a clear course for impactful governance.

She also shared her objectives for the day:
• Establish shared vision and top priorities for 2025–26
• Discuss and determine a plan for the relationship with CWCS
• Explore long-term options including rebranding, partnerships, and pathway alignment
• Clarify operational expectations and structures to ensure alignment and momentum

Ms. Chambers introduced and led the Board and attending staff through a sandtray activity.

Ms. Rios determined that with 7 of 10 Board Members present, a quorum is established for purposes of holding the meeting and voting.

Since Mr. Durphy was in attendance early, Ms. Rios proposed reordering the agenda by bringing the Closed Session discussion forward to accommodate his travel schedule.

Ms. Rios introduced herself, thanked the public, and provided an overview of the public comment process and guidelines. Ms. Rios then invited public comment; no public comment was made.

Ms. Rios welcomed members of the public back into Open Session and reported that discussion related to (1) Legal Discussion. No actions were taken which require reporting.

Ms. Rios presented two options (3rd Thursday or 4th Thursday) to the Board and shared that the Executive Committee recommends Option #1 (3rd Thursday).

Dr. Miles also pointed out the 3rd Saturday in June 2026 falls between Juneteenth and Father’s Day, so it would be pulled forward to the 2nd Saturday.

Mrs. Butler presented the May Financial Report by noting that the FY25 operations budget (exclusive of the capital project spend) is now performing nearly $700k better than expected, due in large part to being able to switch from FWADA to projected ADA. She noted that SpEd and transportation costs continue to prove difficult to contain, which will impact allocations to the FY26 budget later in the meeting.

She highlighted page 8’s Balance Sheet, showing a current Cash Balance of over $2.1MM, with a projected year-end balance of just over $1.9MM.

She walked through Page 6’s Income Statement, highlighting:
• Year-to-date revenue of $7.0MM, against a budget of $5.7MM.
• Year-to-date expenses of $7.0MM, against a budget of $6.3MM.
• Net Income of (-$44k), against a budget of (-$627k).
• Forecasted year-end revenue of $7.6MM, against a budget of $6.35MM.
• Forecasted year-end expenses of $7.85MM, against a budget of $6.9MM.
• Forecasted year-end Net Income of (-$267k) against a budget of (-$566k).
• A projected 88 days of cash on hand position, increasing from last month.

Lastly, she stated that the Finance Committee did not note anything as out of order on the Check Register or Accounts Payable.

Mrs. Butler gave a high-level overview of the budget (building on the detailed presentation from the May meeting). The school is planning on an increased state-payment, increased enrollment, and increased attendance. There have been a few minor changes to this final draft, especially including an updated Operation Breakthrough enrollment projection.

For the most part, FY26 will be a balanced operational budget (Net income of $92k), before any additional potential fee payments, which are included for the Board’s awareness.

Projected Days of Cash is 64 days (inclusive of all potential fee payments), which is as-planned, and higher than the school’s 60-day requirement. However, the FY26 cash position is projected to be the pro-forma’s low point, will be improved with any fee reductions in FY26, then will steadily improve over the 5-year pro-forma.

Ms. Bond asked for context on a specific line item increase; Mr. Brennan provided detail.

Mrs. DeWilde confirmed if CWCS’ regular annual fee was included; Mr. Brennan answered.

Mrs. DeWilde asked if the staff salary expenses reflected Dr. Miles’ requested increases? Dr. Miles confirmed they did.

Mrs. DeWilde asked for context on why the private grants and donations budget decreased. Mr. Brennan replied that the FY26 budget reflects a decrease from FY25 actual, but not from FY25 budget; in fact, FY26 budget actually increased from FY25 budget. Additionally, the school already has line-of-sight to this entire budget amount.

The Board held discussion on projected broader Federal revenue; no changes were made.

Dr. Miles reminded the Board that her working strategic priorities (originally presented at the 2024 Board Retreat) are in the buckets of “Restorative Community,” “Holistic Learning,” and “Leadership Essentials.” She recapped progress toward those priorities that occurred in 2024-25.

She then presented her specific priorities for 2025-26, as follows:
 

Restorative Community
• Train another adult in mediation
• Continue to partner with CCR for a Restorative Practice Specialist
• Continue strategic staff circles on the 3rd Weds of the month
• Refine discipline practices
• Send 15 staff members to Conscious Discipline
• Examine staff policies
 

Holistic Learning
• Identify and support one focused-ELA and one focused-Math goal based on standards for each grade
• Additionally, create one social emotional goal per grade level
• Attend a teacher training that focuses on Identity that transcends groups
 

Leadership Essentials
• Middle school start an advisory team
• Continue to develop leaders for Friday Morning Sing
• Support the Student Activities Coordinator – responsible for establishing relationship with partners and creative avenues for student leadership.
 

Mr. MacDonald asked what does accountability and, more importantly, support look like for teachers to ensure they meet the one focused ELA- and Math-goal? Dr. Miles replied that the Principals and Director of Curriculum & Instruction will build that out over the summer in order to make it ready for the faculty. One of the reasons this Director position was created was to ensure this support is provided for every teacher to meet their goal.

Dr. Miles pivoted and discussed priorities for beyond 2025-26. She presented two high-level pathways forward: as a standalone school and in some type of partnership with another existing school. She presented a macro SWOT analysis of each options.

The Board discussed each option, especially the particulars of the second. While keeping both options open, the Board encouraged Dr. Miles to obtain more information and interest about the partnership option with the expectation that it would not be in place until the 2026-27 school year.

In light of time, Ms. Rios tabled this discussion until the next meeting.

Ms. Chambers led a closing activity, tying back to the original sandtray.