Following the lead of state leadership with regards to DEI. Cultural competency training. Center around students and their lived experience. Faculty will read Culturally Responsive Teaching and the Brain. Did not get Teacher Diversification grant. We are committed to all students.

Trustees encouraged join Looking at Student work next week (3/26), Parker Exhibition Evening (4/14), and Graduation (6/4).

Annual fund currently at $140K. $13K raised so far from gala fundraising.

Enrollment season going well. 289 total applications. Students with offers or low waitlist number have been shadowing.

30th Anniversary Gala coming up on 4/5. 8 tickets left. Working on seating chart. Cocktail hour, buffet, testimonials, raffles, and dancing. Fun and festive attire. 

Rabbi Josh coming to visit. Students leading the movement.

Search is going well. 20 applicants in all. Starting second round of interviews. Hoping to wrap up in April.

Changing Head of School to Executive Director and language to allow for current or former family participation on BOT. Other minor edits. Will vote today on changes and submit to DESE and then vote in June following Commissioner feedback and approval.

Reintroduced Mary and Mary Beth.  Focus on what's next. Go through findings and give recommendations and why. Objectives were to review and develop recommendations.

Sustainability of support is critical. Reviewing national giving data shows individuals are largest source of donations. Education receives about 14% of gifts. Majority of Parker gifts are from current and graduate families. Donors see value in Parker program. Challenges exist around culture of philanthropy, development resources needed, lack of board engagement, and student population is not considered disadvantaged. Continue Parker Fund and focus on what we are. Wealth study looks positive for increased fundraising. Foundations and grants are limited. Best future sources of support come from Parker Trustees and families. Recommendations include training board, build staff to support the work, and implement a development strategy for broad sustainable appeal. Next step is to create a written development plan.

Add person to utilize current system better and to support more intentional asking of current pool.

Process and timeline reviewed. Goal is sound budget that supports school's mission, long-term financial viability, and strategic objectives of board. Budget is not overly conservative and uses any surpluses to meet goals of closing gap and adding back staff. Expect not to end FY26 with surplus. Budget built on 390 students and 3.75% per pupil tuition increase. Maintain student-teacher ratio. Adding 6.75 FTE of teachers, new Principal, and new development. Reserve funds will decrease due to sidewalk project. Tuition is biggest source of revenue and state budget is significant unknown. Expenses adjusted for inflation and expected changes. Continue to adjust compensation to model sending districts. Five year projections look good but salaries will be an area of concern if we want to continue to close the gap. If approved, contracts will go out next week.

None.