The River Valley Charter School Board of Trustees is committed to promoting a culture of accountability, integrity, and transparency. We expect our board members to demonstrate the highest level of ethical conduct and integrity in all aspects of their service. Board members must:

1. Act in the best interest of River Valley Charter School and its mission.
2. Attend board meetings prepared and on time.
3. Maintain an open mind and recognize the value of each board member’s input.
4. Contribute to meaningful discussions and decision-making processes.
5. Respect the opinions of other board members and show support for the majority’s
   decisions.
6. Set a positive example of behavior.
7. Actively participate in fundraising activities and events.
8. Remain current on financial information and legal documents pertaining to the
   organization.
9. Respect the roles and responsibilities of other board members and staff.
10. Respect the confidentiality of board meetings and information shared by board
    members, as appropriate.
11. Avoid any form of discrimination or harassment.
12. Act with integrity and professionalism in all dealings with the school, its staff, and
    members of the community.

The Board received public comment from teachers and a parent regarding school culture, leadership, and staff experience.

• Ali Fields (Teacher) expressed concerns regarding the current culture of the school and stated that trust has been broken.
• John (Teacher) shared concerns about staff retention, noting a perception that teachers are considering leaving the school and that staff do not feel heard despite having submitted grievances.
• Lizzy (Teacher and Alumna) spoke to the importance of working collaboratively and contributing positively to the school community.
• Zach (Teacher) stated that he believes the current state of the school is unhealthy, citing erosion of trust and a sense that staff voices are minimized. He encouraged the Board to be more curious and to ask how staff are experiencing current conditions.
• Laura (Teacher) referenced a letter previously sent to the Board, reaffirmed her commitment to the school’s mission, and expressed a desire for a culture of empowered teachers and trust. She shared disappointment with what she characterized as a lack of Board action and noted that if a response is not provided within 45 days, concerns may be raised to the state level.
• Lauren Dufner (Parent) spoke in support of teachers’ dedication to students and expressed concern about leadership challenges. She noted teacher departures and raised concern that additional departures could impact continuity of learning. She recommended that the Board prioritize teacher retention.

Incorrect committee meeting minutes were attached so will vote on this in the next meeting.

Update document as Erin is not shows as in attendance in the meeting

• The DESE Virtual Visit is scheduled for March 12

• Reminder to take training if you received the email

• Retreat planning is underway; Kate Scott almost complete with interview to support discussions
• Need to review and vote on policies and bylaws

The Board received an update from the Executive Committee and discussed the following items:

• Legal Counsel: The Board noted that school counsel, Marc Terry, has moved to a new firm. A vote is required to determine whether to continue retaining Mr. Terry under his new firm affiliation.
• Grant Funding: The school did not qualify for grant funding to support services from Human Power Solutions.
• Human Power Solutions: The Executive Committee reported that a meeting is scheduled with the company to explore the potential for individual services.

The Board received a financial update and discussed the current financial position of the school. No actions were taken at this time.

The Board discussed accountability and monitoring efforts related to program delivery and data review. Key updates included:

• Criterion 6 – Program Delivery: The Board noted that efforts have begun to address Criterion 6 related to program delivery.
• Assessment Data: Fall screener data was reviewed, and the Board discussed the need for improved screening data to better understand trends and inform analysis.
• Caregiver Survey: The caregiver survey closed the previous day with approximately 100 responses, exceeding last year’s participation.
• Board Review: Survey results will be shared with non‑parent Board members for review.
• Family Communication: Following Board review, survey results will be shared with families.

The Board received an update on development activities and future planning. Key points included:

• Read‑A‑Thon:
  • The Read‑A‑Thon raised approximately $23,000, an increase from $19,000 the prior year.
  • Participation included 169 readers (up from 152) and approximately 44,000 minutes of reading (up from 30,000).
  • A comprehensive Read‑A‑Thon report and spreadsheet will be provided at the next meeting, as donations remain open through February 26, 2026.
• Development Focus:
  • The Development Committee will refocus efforts on the Annual Fund and strategies to engage additional families, including alumni.
• Annual Report:
  • Work is underway to compile and design a year‑end wrap‑up highlighting community engagement and celebrating successes, to serve as the school’s annual report.
• Succession Planning:
  • The Board Chair reported ongoing efforts to recruit new Board members, including for the Development Committee, in anticipation of term completions in June.
  • Parent interest has been identified to support development work in the coming year as Board terms conclude.
  • Broader succession planning for the Development Committee is under consideration.
• Community Engagement:
  • The Board discussed the potential return of the Maritime Mixer as a community‑building event for incoming Kinderhaus families and outgoing Middle School families.

Director’s Report

The Executive Director presented the Director’s Report (attached), including updates on staffing, enrollment, facilities, and regulatory oversight.

• Staffing: Laine Ives will not return from sabbatical; Josh Cagle will continue in the role of engineer teacher.
• Enrollment: RVCS received 225 applications for the 2026–2027 school year; 32 Kinderhaus seats were offered (17 sibling applicants and 15 new applicants).
• Facilities: The fourth iteration of the easement was submitted to the City of Newburyport. The City indicated that initial review appears positive. Remaining grounds work will be completed following ground thaw.
• DESE Oversight: 
  • RVCS is undergoing its 6‑Year Integrated Monitoring Review (IMR) and is in Group A, with review week scheduled for March 16, 2026.
  • An English Learner Education (ELE) review is underway, including required policy development, staffing, and training.
  • The Every Student Succeeds Act (ESSA) review is due February 27, 2026.
• Discussion: A question was raised regarding whether developing an entirely new curriculum is the appropriate approach, noting concern that it could further separate students.
• The Executive Director reported that she will look into the potential impact of not meeting requirements under any of the applicable reviews.

Additional details are included in the attached Director’s Report.

90‑Day Plan

The Executive Director reported that a draft 30–60–90+ Day Plan has been developed and shared.

• The plan focuses on stabilizing systems, re‑centering Montessori practice, strengthening communication, and clarifying roles and decision‑making.
• Priority areas include staffing and compensation systems, instructional coherence, special education integration, communication rhythms, and DESE readiness.
• The plan outlines phased milestones, indicators for monitoring progress, and a shared accountability framework between the Board and school leadership.
• The Executive Director noted that the plan is a living document and will be refined in collaboration with the Board and staff, with progress reviewed through established check‑ins and Board meetings.

The full 30–60–90+ Day Plan is attached to the minutes.

Board Comments on the 90‑Day Plan

Board members provided feedback and suggestions on the draft plan, including:

• A suggestion to hold a brainstorming session with faculty.
• A recommendation to establish benchmark expectations for each 30/60/90‑day phase and to ensure benchmarks are specific and measurable.
• A recommendation to more explicitly align the plan to the school’s mission and reflect this alignment in the plan’s language.
• Emphasis that relationships should be central to the plan.
• A suggestion that faculty trust be included as a metric for monitoring progress.