The Board expressed appreciation for a successful retreat and extended thanks to Anne and Rachel for their extensive work and planning.

Robbie has launched the CEO evaluation in BoardOnTrack. Trustees who need assistance should reach out to Robbie directly. Andrea mentioned that she can still see last year’s evaluation, so Robbie will resend the current evaluation link to all trustees.

All trustees are reminded to complete their Conflict of Interest (COI) forms and financial disclosures. These are critical regulatory responsibilities, and timely completion is required.

Meeting Format and Scheduling

A proposed meeting calendar was presented, recommending a primarily in-person format with remote meetings occurring approximately every other month.

The group discussed the limitations of hybrid meetings, particularly the challenges posed by inadequate video technology, which can impact productivity and engagement.

There was general consensus to prioritize in-person meetings, with remote participation reserved for specific instances.

Hybrid meetings will remain a backup option for trustees who are unable to attend in person due to unforeseen circumstances.

Trustees were invited to share preferences regarding meeting day, time, and location. Both the middle school and high school were discussed as potential meeting sites.

The Board agreed to revise the board participation policy to clarify that while hybrid attendance is permitted, it is not the preferred format.

Audit and Financial Disclosures

The annual audit is currently in progress and is expected to be completed by August.

Trustee financial disclosure forms have been distributed and are due for completion.

Financial Status

Monthly financials remain on track and consistent with projections. Revenue streams—including tuition, grants, and fundraising—are strong.

Cash flow is healthy, and the line of credit has not been accessed.

A prepaid student survey contract was confirmed, with clarification provided on data privacy and how results will be used.

The audit process includes a review of fraud prevention measures and the organization’s financial controls.

Investment Update

As of June 30th, the investment balance was approximately $668,000, up from $600,000.

Year-to-date returns are positive, ranging from approximately 3.5% to 5%.

The current asset allocation is approximately 60% equities and 40% fixed income, with room to increase equity exposure if needed.

Plans are underway to invest excess cash in higher-yield options while preserving liquidity, with implementation anticipated by September or October.

Framework and Time Horizon

Strategic priorities were structured around the charter school accountability framework: organizational viability, academic success, college and career readiness, school climate, and staff culture. The Board discussed the appropriate time horizon for these priorities. While a five-year plan was considered, consensus favored a shorter or rolling planning cycle without a fixed long-term end date.

Organizational Viability Priorities

Financial Sustainability: Set a goal of achieving a $300,000–$500,000 surplus by fiscal year-end, with funds allocated toward capital improvements and operational needs.

Board Succession: Recruit two new trustees by FY26 to strengthen governance and increase diversity.

Teacher Compensation: Develop a revised compensation structure supported by a five-year financial sustainability projection.

Teacher Quality: Prioritize recruitment and retention of highly qualified educators, particularly in critical areas such as special education, math, and science.

Capital Facilities

The Board emphasized the importance of including the potential purchase of the high school facility as a formal strategic priority. A proposed outcome is to fully assess the feasibility of a purchase, including the development of a roadmap and potential capital campaign. Clarification was made that current capital improvements refer only to maintenance, not acquisition.

Academic Success & College and Career Readiness

Academic success priorities center on using data to drive student achievement. College and career readiness goals include monitoring internships, work-based learning, early college success, and post-secondary counseling to ensure students make informed decisions. Language around these priorities was refined to reflect the Board’s oversight role, rather than direct management.

School Climate & Extracurricular Activities

Athletic and extracurricular programs were recognized as key strengths that support student engagement and retention. Current offerings include basketball, flag football, volleyball, cheerleading, cross-country, e-sports, and the National Honor Society. The Board will continue to monitor these programs as part of broader school climate goals. Plans are in place to invite the Athletics Director to present to the Board at an upcoming meeting. Suggestions included exploring additional activities such as mock trial or speech and debate.

Aspirational Goals and Next Steps

Additional aspirational priorities were included in the draft plan for further committee discussion.

Board members were encouraged to review and discuss priorities within their respective committees and to provide feedback ahead of finalizing the plan at the next Board meeting.

To-Do List

Rachel & Nikki

Finalize the Board meeting calendar based on trustee feedback regarding in-person, remote, and hybrid formats.

Update the Board Participation Policy to clarify expectations for hybrid attendance.
Deadline: By next Board meeting

Rachel & Jonathan

Conduct a deeper analysis of suspension data.

Develop strategies to reduce suspension rates and enhance school culture and behavioral interventions.
Status: Ongoing

Rachel & Bob Leonard

Confirm and assign Bob Leonard’s committee placement.
Deadline: By next Board meeting

All Trustees

Complete and submit financial disclosures via DocuSign. and COI requirements. 
Deadline: As soon as possible

Finance Team (Rachel, Lynn, Steve Howard)

Develop and implement a plan to invest excess cash at higher interest rates while maintaining liquidity.
Target Implementation: September/October

Athletics Director (Alyssa Dube)

Prepare and present an overview of athletic and extracurricular programming to the Board.
Timeline: At next Board meeting or as scheduled

All Board Committees

Review the draft strategic priorities.

Provide feedback and suggested revisions ahead of finalization.
Deadline: Before next Board meeting

Governance Committee

Integrate the potential high school facility purchase into strategic capital planning and fundraising initiatives.
Status: Ongoing