Presented by: Meredith Hosey, HR Consultant

• Staff Climate Survey Results:
  • Strengths: Staff commitment to students, collaboration, and resilience.
  • Areas for Growth: Communication, accountability, documentation consistency, and role clarity.
  • Concerns included over-meeting, lack of clear follow-up systems, and perceived micromanagement.
• Recommendations:
  • Establish clearer structures for communication and accountability.
  • Develop a process library for documentation and standardized procedures.
  • Review staffing models, particularly for Special Education and EL services.
  • Enhance onboarding and career pathway development.
  • Prioritize respectful and professional communication as a cultural expectation.
• Leadership Response:
  • Dr. Valbrun and Ms. Hosey noted legacy challenges predating current leadership.
  • Steps taken include shifting meetings to Zoom for documentation and improving professionalism, and instituting more structured agendas with clear follow-up actions.
• Board Discussion:
  • Trustees emphasized the urgency of addressing workplace culture and ensuring respectful communication across all levels.
  • Acknowledged progress made but noted the need for ongoing monitoring and professional development.

Presented by: Li’Esha Garcia, CFOO 

• Quarter 1 Overview (Ending September 30):
  • Total revenue: $3.7 million, reflecting a $149K increase from the prior year, primarily due to an increased per-pupil funding rate.
  • Actual enrollment is 604 students, compared to the budgeted 683, resulting in a projected $1.4 million revenue shortfall if enrollment remains unchanged.
  • Expenses: $3.2 million, down from $3.5 million last year due to cost reductions in salaries, fringe benefits, and facilities.
  • Net position: $403K surplus for Q1; however, this is expected to adjust downward as actual enrollment data replaces budgeted figures.
• Cash Position & Liabilities:
  • Approximately $700K in cash as of September.
  • Accounts receivable have decreased following receipt of ERC funds.
  • The leasehold improvement related to long-term lease obligations is now reflected on the balance sheet, per new accounting requirements.
• Fiscal Concerns and Mitigation:
  • Ongoing efforts to cut costs and control expenditures due to under-enrollment.
  • Exploring opportunities to secure private or federal grants through development consultants to offset state aid shortfalls.

Board Discussion:
Trustees discussed the potential long-term impact of under-enrollment and corresponding budget cuts on staffing, programming, and student services. It was noted that reductions have already affected teaching supports, programming, and staff morale.

Presented by: Dr. Karen Valbrun, Executive Director & Leadership Team

• Current Enrollment:
  • 604 students enrolled (down from 613 in the prior month).
  • Sixth grade has 41 students, highlighting a critical need for recruitment in middle school grades.
  • High school enrollment remains stable.
• Challenges Identified:
  • Declining middle school enrollment continues to impact revenue.
  • Enrollment losses attributed to families relocating, student transfers, and a few disciplinary or health-related withdrawals.
  • Exhausted waitlist for key grades.
• Recruitment Efforts and Strategies:
  • Increasing staff and leader participation in weekend and community canvassing.
  • Exploring a parent ambassador program to engage families in recruitment efforts.
  • Strengthening marketing through social media, open houses, and community events.
  • Expanding after-school and summer programs (STEAM, robotics, debate, cosmetology) to attract families.
  • Highlighting success stories, cultural responsiveness, and one-to-one technology access in outreach messaging.

• Parents expressed both appreciation for the school’s academic quality and concern about communication gaps and safety incidents
•  Leadership agreed to follow up directly and schedule appropriate discussions outside the public session to maintain privacy and compliance.
• Board members encouraged collaborative problem-solving and consistent storytelling to rebuild trust and enhance the school’s public image.

• Parents expressed both appreciation for the school’s academic quality and concern about communication gaps and safety incidents.
• Leadership agreed to follow up directly and schedule appropriate discussions outside the public session to maintain privacy and compliance. 
• Board members encouraged collaborative problem-solving and consistent storytelling to rebuild trust and enhance the school’s public image.