Marion Newton gave an invocation.

Greg Thompson led the Pledge of Allegiance.

Greg Thompson welcomed everyone in attendance. 

Greg Thompson read the mission statement. Cameron Chandler read the vision statement. 
 

The Board of Trustees convened for its Board retreat. The retreat focused on organizational performance, academic excellence, governance, finance, development, facilities, leadership transition, and long-term growth. Board members and leadership engaged in discussion intended to establish priorities for the coming year and position Liberty STEAM Charter School for continued growth and sustainability.

Coaching and Leadership Development – Dr. Michelle McDonald
Dr. McDonald presented the 2026–2027 coaching model designed to strengthen instructional coaching and leadership development. The focus is on coaching the coaches through a structured coaching cycle that includes reflection, co-planning, side-by-side coaching, modeling, rehearsal, and follow-up conversations.

The coaching work will be centered on instructional priorities including standards alignment, rigor, data-driven decision-making, and increased scholar autonomy. Dr. McDonald emphasized that the purpose of her classroom visits is to observe and strengthen the work of the coaches, not to evaluate teachers.

The Board discussed the importance of determining whether coaching is translating into improved classroom instruction and scholar outcomes. Discussion also focused on the impact of updated academic standards and the need to establish realistic achievement goals while maintaining the momentum of previous academic gains. Dr. McDonald reported that common formative assessments, daily checks for understanding, and weekly monitoring of standards mastery are being implemented.

Leaders will continue conducting five classroom walkthroughs per week, with evidence from teacher and scholar data being used to guide instructional decisions. Dr. McDonald also plans to bring coaches, Teacher Support Specialists, and ECIS staff together through Meet and Learn sessions to examine vertical alignment of standards and instructional planning.

Next Steps:

• Continue implementation of the coaching cycle and side-by-side coaching model.
• Monitor the impact of coaching through teacher and scholar data.
• Continue reviewing updated standards and aligning instruction, assessments, and resources accordingly.
• Provide the Board with periodic updates on coaching progress and instructional outcomes.
• Continue vertical alignment work through Meet and Learn sessions.

Family and Community Engagement 2.0 – LaQuanya Chambers
Ms. Chambers provided an update on enrollment, attendance, parent engagement, and community initiatives. Liberty’s 2026–2027 enrollment is 1,066 scholars, including 306 at PA, 608 at EA, and 152 at JA. Demographic composition was reported as generally consistent with the prior year, with military-connected scholars increasing to 12% and the percentage of scholars identified as living in poverty increasing to approximately 73%.

The school completed the prior year with 96% average daily attendance and a significant reduction in chronic absenteeism, from 15% to 5%, representing 31 chronically absent scholars. Attendance meetings for scholars identified through the prior year’s Attendance Success Plan are being completed at the beginning of the new school year.

Ms. Chambers reported that the PTO has begun a new two-year leadership cycle, awarded approximately $1,200 in teacher grants, and has approximately $15,000 available to support school initiatives. Upcoming family engagement activities include PEACE Academy, Dads on Duty, Sunrise with Someone Special, and a PTO-sponsored back-to-school pool party.

Technology, automated processes, and data tracking were identified as beginning-of-year challenges. The team is exploring improvements to the current technology vendor contract, seeking parent volunteers with technology expertise, and evaluating integrated dashboards to bring attendance, academic, behavior, and intervention data together.

The Board also discussed the importance of maintaining clear separation between PTO funds and school funds and ensuring that purchases do not inadvertently create financial obligations for the school.

Next Steps:

• Complete remaining Attendance Success Plan meetings.
• Continue strategies to reduce chronic absenteeism.
• Review technology vendor services and identify needed improvements.
• Seek parent volunteers with technology expertise.
• Explore integrated data dashboards.
• Maintain appropriate separation and oversight of PTO and school funds.

PATH Program Update – Ms. Bass
Ms. Bass presented an update on the newly developed PATH model, which expands the former three-day STEAM Day concept into a year-long, 12-month partnership with industry and business partners. Under the new model, industry partners identify authentic problems for scholars to solve, while the school adapts learning experiences to support the partner’s project. Career exposure will remain a central focus throughout the year.

The school has strengthened its criteria for selecting PATH partners, with an emphasis on partners who can provide meaningful exposure to critical-path careers. Six new partners were highlighted: Honda of Florence, Bank of Clarendon, Hood Container, Morris College, AssuredPartners, and Black River Electric Cooperative. 

Next Steps:

•  Continue implementation of the 12-month PATH partnership model.
•  Develop and implement authentic industry-driven projects.
•  Continue expanding and strengthening the PATH partner network.
• Maintain a focus on meaningful career exposure and alignment with scholars’ learning experiences.

Ms. Bass continued the PATH update, noting that nearly all existing partners renewed for the 2026–2027 school year, providing a strong foundation for continued growth. PATH has also transitioned from a board-driven initiative to a campus-led initiative, with teacher leaders at all three campuses responsible for managing day-to-day partnerships and integration into the classroom. School leadership and the Board will continue to provide support and connections between industry partners and the schools.

The program is also working to convert PATH partnerships into financial support through Community Classmates, with businesses invited to sponsor a classroom at $3,500 annually. Sponsors will receive recognition through school marketing materials, the website, and annual reports. Although individual business contributions have been limited, PATH has generated more than $300,000 through tax-supported grants. The goal for the coming year is to convert the existing partner roster into Community Classmate sponsorships while continuing to pursue grant opportunities.

Liberty STEAM Charter School Foundation Resolution
The Board was presented with a resolution formally acknowledging Liberty STEAM Charter School as the sole member of the newly established Liberty STEAM Charter School Foundation and approving the Foundation’s initial directors: Greg Thompson, Cameron Chandler, and Jenny Knopf, each serving a three-year term through June 30, 2029.

A motion was made and seconded to approve the resolution. The motion passed unanimously with no opposition.

Board Self-Assessment

Mrs. Chandler led the presentation on the results of its 2026 self-assessment. The Board's overall average was Level 5, described as excellent, with nine of ten governance domains rated at Level 5.

Areas identified as strengths included board meetings and structure, finance, academic oversight, goals and accountability, and superintendent support and evaluation. The Board also noted progress in areas previously identified for improvement, including board recruitment, training, and succession planning.

Development/fundraising was identified as the primary area for continued growth, receiving a Level 3 rating. The newly established Foundation is expected to provide a dedicated structure for strengthening development and fundraising efforts.

• Board meetings and structure: Level 5.
• Board composition: Level 5.
• Board recruitment: Level 5 by the Board and Level 4 by the outgoing executive director.
• Board goals and accountability: Level 5.
• Finance: Level 5.
• Development: Level 3.
• Academic oversight: Level 5.Superintendent support and evaluation: Level 5.
• BoardSavvy/Superintendent succession planning: Level 5.

Board Development Priorities

1. Develop a concise written fund development plan that assigns execution to the Foundation and clearly defines the role of the Board and staff.
2. Establish a regular reporting rhythm from the Foundation so the Board can monitor progress without managing the fundraising campaign.
3. Confirm the Early College and Technical High School pathway as the principal funding priority so the Foundation can build its development strategy around that objective.
4. Continue board training and establish clear expectations for trustees to open doors, make connections, and complete Foundation assignments.

Committee Assignments
Chairman Thompson appointed Reverend Dr. Bill Bennett to the Finance Committee and Ms. LaShea Davis as a non-director member of the Executive Committee. The appointments were made to provide additional expertise and perspective to the committees.

South Carolina Charter Accountability Act and Ethics Requirements
Mrs. Chandler provided an overview of the South Carolina Charter Accountability Act (Act 123), noting that Liberty is already in compliance with the majority of the requirements. The Board is awaiting additional guidance from the South Carolina Public Charter School District regarding implementation of new ethics filing requirements.

The Board was also reminded of Senate Bill 70, which requires charter school board members to complete ethics training by December 31, 2026. Additional guidance regarding specific training and filing requirements is expected from the authorizer.

Board members were reminded to review and complete their annual Oath of Office and Conflict of Interest forms included in their meeting packets.

Next Steps:

• Monitor guidance from the authorizer regarding Act 123 ethics filings.
• Complete required ethics training by December 31, 2026, once implementation guidance is received.
• Complete annual Oath of Office and Conflict of Interest documentation.

School Priorities and Strategic Plan - Dr. Brenda Hafner
The Board then turned its attention to school priorities and the strategic plan. Dr. Hafner discussed the vision for moving Liberty STEAM Charter School forward while remaining grounded in its founding principles and the theme “Rooted to Rise.”

Current performance indicators were reviewed. The school established goals of 95% average daily attendance and 25% daily meal participation. Attendance goals had been met across campuses, while breakfast participation was beginning to improve. Lunch participation remained strong.

The school also established goals of 90% satisfaction and 90% participation on stakeholder surveys. Satisfaction results were generally strong across campuses, although participation rates varied among VIPs and staff. Leadership noted that the written comments and qualitative feedback are particularly important in identifying areas requiring attention.

The Board discussed feedback regarding the middle school schedule and adjustments associated with the transition to middle school, including class scheduling and increased accountability expectations. Leadership emphasized the importance of maintaining clear expectations while continuing to use family feedback to improve systems.

Network Office Priorities and MTSS: The Board reviewed network-wide priorities, including the Learning Framework, Multi-Tiered System of Support (MTSS), operational efficiency, parent engagement, and leadership transition.

MTSS was identified as an area currently in development. Leadership is working to create a comprehensive system that brings together academic achievement, attendance, interventions, and behavior data rather than managing those areas separately. The goal is to provide teams with a complete picture of each scholar’s needs and identify appropriate supports and interventions.

The school is evaluating technology platforms that could consolidate this information and reduce reliance on multiple spreadsheets and disconnected systems.

Operational efficiency and parent engagement were also discussed, with volunteer-hour participation identified as an area requiring continued attention. Leadership noted that the expectation is approximately one volunteer hour per month for families.

The leadership transition was described as progressing positively, with Dr. Hafner and Dr. Ivey working closely together to ensure continuity and transfer of institutional knowledge.

Learning Framework and Instructional Priorities: Dr. Hafner provided an update on the development of the Learning Framework. Work began with summer professional development focused on the trajectory of hope and promise for scholars and understanding the “why” behind the school’s work.

The leadership team is currently in the forward-focus phase of developing the framework, with the understanding that the work will continue to evolve because “excellence has no finish line.”

The Board discussed the need to move teachers’ collaborative planning time beyond administrative and logistical tasks and toward deeper instructional planning, including standards, assessment, rigor, and desired learning outcomes.

The Learning Framework is intended to establish a structured approach to instructional design, development, and evaluation and provide clear criteria for effective classroom instruction.

The team agreed to use the existing classroom visit Guideposts as the foundation for the framework. The identified domains include:

• Goals
• Climate and culture
• Planning
• Lesson delivery
• Data-driven decisions

The ultimate goal is to create a visual framework that clearly identifies each domain, what effective teacher practice looks like, and what scholar engagement should look like within each domain. The framework is intended to be accessible and displayed in classrooms.

The Board confirmed that existing classroom metrics and benchmarks will remain in place alongside the new Learning Framework.

Leadership also reported progress toward greater consistency in instructional practices across campuses. Common lesson planning has been implemented at EA and JA, with developmentally appropriate practices at PA. The goal is not to eliminate teacher autonomy, but to establish common language and instructional non-negotiables that should be evident across classrooms.

Common formative assessments are being incorporated into weekly lesson plans, with consideration being given to an appropriate frequency for the youngest scholars. Daily checks for understanding and exit activities are also being incorporated to ensure scholars demonstrate understanding of the day’s learning.

Safety and Emergency Preparedness
Dr. Hafner provided an update on School and Emergency Preparedness. The Board previously reviewed and approved the official safety and emergency plans at its June meeting.

An update was provided regarding school closure planning and preparations for hurricane season, including additional steps being taken to ensure scholars and staff remain safe and that the school is prepared to respond effectively to weather-related and other emergencies.

Financial Outlook - Dr. Rodney Thompson, Gifford Shaw, and Heather Green
The Board received a financial update and reviewed the school’s improved financial position following the close of FY26.

Liberty STEAM Charter School finished the year with 64 days of cash on hand and approximately $2.03 million in the bank, representing significant improvement over the prior year. Leadership noted that the previous year’s cash-on-hand position included available borrowing capacity, whereas the current figure reflects actual cash in the bank.

The Board discussed recommended cash reserve levels, including the Charter School Growth Fund’s recommendation of 90 days of cash on hand and auditor guidance suggesting approximately 15% to 22% of the operating budget. The Board acknowledged the challenge of increasing reserves while the organization continues to grow rapidly.

Recurring revenue finished at approximately $11.1 million, exceeding the budget of approximately $10.9 million.

Approximately $700,000 remains in the donations fund, which has not been transferred to the general fund and would provide additional support for the following year’s budget. Approximately $1.1 million was transferred into the general fund during the year.

Salary and benefit expenses totaled approximately $9.2 million, below the budgeted amount of approximately $10 million. Leadership noted that some savings resulted from vacancies and from salary expenses being charged to other funding sources, including Title I funds.

The school finished the year approximately $334,000 ahead on the bottom line, contributing that amount to fund balance.

Budgeted expenses were generally managed effectively despite approximately $200,000 in loan-closing costs that had not been included in the original budget. Other savings and expense reductions helped offset those costs.

Construction and Debt Update: The Board reviewed construction expenditures and remaining project funding.

As of June 30, total construction payments for the applicable project phases were approximately $16.4 million, with an additional approximately $5 million paid to Synovus related to the loan. The outstanding loan balance at June 30 was approximately $20.5 million.

Approximately $955,000 of cash from the general fund had been used toward construction-related purchases, primarily furnishings, furniture, fees, and branding-related expenses. Leadership noted that certain purchases were made directly through state contracts rather than through the construction company when doing so was more cost-effective.

Approximately $4.5 million remained available to be drawn from the $25 million loan. Remaining construction costs were estimated at approximately $3.8 million, compared with an original guaranteed maximum estimate of approximately $4.6 million. Based on current projections, the school expects to have approximately $671,000 in excess construction funding.

Additional construction funding of approximately $2.2 million is expected from YASS loan and Department of Education grant sources over the next several years.

Leadership emphasized that while sufficient funding exists to complete planned projects, the organization must continue to operate with discipline and avoid unnecessary expenditures. Every dollar not borrowed represents a reduction in future interest expense.

FY27 Financial Position and Growth: The Board reviewed the beginning financial position for the new fiscal year. In July, the school borrowed an additional $300,000, bringing bank debt to approximately $20.8 million. Cash on hand decreased from 64 days at year-end to approximately 47 days.

Leadership explained that the decrease was affected by both a reduction in cash and the significant increase in the FY27 operating budget. The budget increased from approximately $12.8 million to $15.8 million, an increase of approximately 23%, while scholar enrollment growth was approximately 16.8%.

The Board discussed the importance of achieving greater economies of scale as the organization matures and continues to expand. Leadership noted the need to identify ways to accommodate future grade-level growth with fewer additional employees and to ensure that budget growth does not consistently outpace enrollment growth.

The Board also discussed the impact of employee raises, additional staffing, facility costs, and the timing of state funding allocations on the current cash position.

Leadership emphasized that the organization should continue working toward greater recurring financial strength and avoid reliance on tax anticipation borrowing. The discussion concluded with an emphasis on growing more efficiently, improving performance, and strengthening the organization’s financial position as it matures.

Finance, Expense Controls, and Financial Systems: Information was presented on Credit Card and Expense Controls. Credit card activity is being monitored beyond the number and dollar amount of transactions. The focus is shifting toward ensuring that expenditures follow standard operating procedures, including required forms, approvals, documentation, and appropriate review before or at the time of purchase. Network-level processes were reported to be fully accounted for, with facilities-related transactions requiring additional attention.

Food Service Technology: The school has invested in new food-service technology intended to improve efficiency, particularly in inventory management and related processes. Implementation was delayed because the project leader experienced a medical absence during the summer. The project team has re-engaged and will adjust the implementation timeline.

Purchase Orders: Beginning in September, the Finance Department will place increased emphasis on purchase orders. The objective is for invoices to be supported by approved purchase orders so expenditures can be reviewed, approved, documented, and matched to what was quoted or authorized. Leadership emphasized that this will create more proactive budgeting because committed funds can be recognized when purchase orders are issued rather than after charges are incurred.

ADP and Payroll: The Board reviewed the implementation of ADP as the organization's new human resources and payroll platform. The implementation was described as yellow because additional general ledger, mid-year and year-end review processes, and onboarding and offboarding optimization remain in development. Leadership reported that a new ADP representative has significantly improved the support experience.

The new system provides electronic processing through which employees can record enrichment and additional-pay activities, including after-school programs, band, and cheer. Managers approve the entries before they flow into payroll. This replaces manual time-sheet calculations and is expected to improve accuracy, efficiency, and scalability.

Charter School Growth Fund Recommendations: There was a review of the recommendations from the Charter School Growth Fund related to facilities, finance, academics, governance, and organizational capacity. Progress was noted in strengthening central-office finance and operations capacity, maintaining academic achievement, improving financial reporting, and building facilities capacity.

Additional discussion included asset capitalization. Leadership agreed that a clearer understanding of the organization's assets and their value will become increasingly important as Liberty considers acquiring additional property, expanding facilities, and financing future growth.
 

• Continue strengthening central-office finance and operations capacity to support long-term growth.
• Maintain current academic achievement levels while continuing improvement.
• Develop more useful financial reporting by location.
• Strengthen asset capitalization and documentation.
• Continue development of board governance practices that support strategy and growth.
• Build facilities and operational capacity as network complexity increases.
• Move from reactive maintenance toward a more predictable preventive-maintenance model.
• Continue long-term facilities oversight and planning.

Leadership noted that shared staff, including custodians, kitchen staff, teachers, and coaches, makes a complete campus-level profit-and-loss statement more complex.

Discussion included beginning with location-based expense categories and budgets rather than attempting an immediately comprehensive allocation of every shared cost. The goal is to provide leaders with clear spending buckets and monthly information that allows them to understand their financial position and make timely decisions.

Facilities and Construction Planning: Elementary Academy Conversion: The Board reviewed plans for converting space at the Elementary Academy. The plan includes creation of an art room and chorus room and modifications to the layout to better manage sound and reduce the impact of noise on instructional spaces. Existing sound panels will be repositioned, and acoustical ceiling treatments are planned. The Board also discussed storage needs and hallway access.

The conversion is planned for the following summer. Students affected by the conversion will use the main cafeteria.

Junior Academy Expansion: The Board reviewed the Junior Academy expansion. The plan includes a multipurpose room, cafeteria improvements, additional classroom capacity, and related renovations. A change order was required to remove structural columns from the multipurpose room so the space can function effectively for activities such as volleyball, kickball, and other large-group uses.
 

When the current temporary cafeteria space is no longer needed, additional classrooms and smaller spaces will be created. The Board discussed the sequencing of construction work, including the need to prioritize safety and determine the appropriate level of completion during short holiday work periods.

Mall Campus Space: The Board reviewed plans associated with approximately 5,600 square feet of additional Mall Campus space. The space is not included in the current approximately $19.8 million guaranteed maximum price construction program and is not currently funded. Only schematic design work has been completed, so a final construction price is not yet available.

The proposed space would support additional programming, including chorus, orchestra, and drama. A large multipurpose room is also planned. The drama space is envisioned as a black-box theater with limited retractable seating. Leadership will continue to evaluate options and costs.

Future High School

The Board discussed the Early College and Technical High School as a major long-term priority. Initial conversations have begun with Central Carolina Technical College regarding a potential joint venture. The Board emphasized the importance of identifying workforce needs and building a program that complements, rather than duplicates, programs already offered by local colleges and universities.

Liberty STEAM Charter School Foundation - Dr. Trevor Ivey

Following the Board's formal establishment of the Liberty STEAM Charter School Foundation, Dr. Ivey presented the Foundation's initial six-month focus areas. The Foundation is intended to focus on the future success and growth of Liberty while the Superintendent remains focused on the school's day-to-day success.

Dr. Ivey described the Foundation's central priorities as build, advocate, and sustain. These priorities include building strategic partnerships, raising philanthropic resources, advancing policy and advocacy, supporting innovation, and helping scale Liberty's impact.

Foundation Transition: The Foundation is operating under a 90-day transition plan. The first 30 days have been completed, the second 30 days are underway, and Dr. Ivey expects to step out of day-to-day transition responsibilities by October 1. The Board Chair was recognized for helping establish a structured transition process with clear handoffs and milestones.

Foundation Rally Pillars:

• Policy and advocacy: strengthen relationships with legislators and policymakers and participate in a statewide fellowship opportunity with the South Carolina Children's Fund, University of South Carolina, and other partners.
• Early College and Technical High School: conduct school visits, identify model programs, determine future workforce needs, and develop a written program plan.
• Philanthropy: establish a formal development plan and continue cultivating grants, donors, and strategic funding relationships.
• Grant management: oversee approximately $2.5 million in grants and loans, including a $1.7 million U.S. Department of Education grant that is still moving through the funding process, with emphasis on timely reporting and fiscal stewardship.
• PATH 2.0: strengthen and expand relationships with community and workforce partners and make the initiative sustainable as part of teacher and instructional support responsibilities.

Early College and Technical High School Planning; Dr. Ivey reported that school visits and benchmarking are beginning. Leadership intends to identify programs that respond to jobs projected in the region over the next seven to twelve years. Potential areas discussed included artificial intelligence, cybersecurity, and nuclear engineering, while recognizing that programs already available through Central Carolina Technical College and other institutions should be considered before duplicating offerings.

The goal is to establish the programming model by Christmas and develop a written plan for the technical high school during the second half of the year. The school's authorizer will remain an important partner in determining what is permitted under the existing charter and what charter amendments may be required. Any necessary amendments will return to the full Board for consideration.

Philanthropy and PATH: The Foundation reported approximately $150,000 in new funding secured during the school year through Google and the ATI Foundation. The longer-term fundraising goal remains significantly larger, with the Foundation working toward a more intentional development structure and a broader funding strategy.

The Board also discussed the upcoming South Carolina Children's Fund visit and the potential for a third round of financial investment. PATH 2.0 currently includes 44 community partners, with a major kickoff scheduled for September 18. The Board Chair and representatives from ATI and the South Carolina Children's Fund are expected to participate.

Board Discussion and Reflections
The Board reflected on the retreat and the leadership transition. The Board Chair expressed confidence that the succession process had been handled effectively and welcomed Dr. Hafner's leadership. Dr. Ivey was recognized for his continuing role in fundraising, policy advocacy, and development of the future high school pathway.

Board members expressed appreciation for the founding Board and the high-performing culture that has developed at Liberty. Members noted that the organization continues to attract talented people and emphasized the importance of maintaining the mission, vision, culture, and strategic focus established by the founding leadership.

Parent and Non-Director Kyle Kelly shared that the leadership transition had felt seamless from a family perspective and expressed appreciation for the work that allows families to experience a positive start to the school year. 

Non-Director Rachel Suchsecki offered to assist with developing campus-level financial reporting based on her professional experience preparing multiple monthly profit-and-loss statements. The Board and Finance leadership welcomed the offer and discussed the potential value of campus-level financial information for budgeting, grant management, and decision-making.

Next Steps:

1. Continue implementation of enhanced credit-card and expense approval procedures, with additional attention to facilities transactions.
2. Begin the purchase-order process in September so invoices are supported by approved purchase orders.
3. Continue implementation and optimization of ADP, including general ledger processes and onboarding and offboarding workflows.
4. Adjust the food-service technology implementation timeline and continue the rollout.
5. Develop more useful location-based expense and budget reporting.
6. Continue work on asset capitalization and documentation.
7. Advance preventive-maintenance planning and long-term facilities oversight.
8. Continue planning and construction work for Elementary Academy and Junior Academy improvements.
9. Continue evaluation and potential funding strategy for the unfunded Mall Campus expansion.
10. Advance planning for the Early College and Technical High School, including school visits, workforce analysis, program development, authorizer consultation, and potential charter amendments.
11. Develop a written Foundation development plan and establish a regular Foundation reporting rhythm for the Board.
12. Continue PATH 2.0 implementation and the September 18 kickoff.
13. Continue grant-management systems and reporting for current grants and loans.

The Board determined that there was no executive-session business requiring discussion and therefore did not enter executive session.

There was no executive session.

The retreat concluded following Board discussion and reflections. The Board expressed appreciation to the leadership team, staff, Board members, committee members, and partners for their preparation and contributions to the retreat.