Brooklyn Ascend Charter School

The board meeting addressed a public comment from the prior December 2025 meeting concerning the commitment to high-quality instruction and Ascend values, noting the deployment of a consistent Family Association model. Updates were provided on school and network operations, specifically regarding the rebuilding of the Enrollment vertical for improved scaling and family retention efforts. Additionally, insights from the Family Voice survey, which garnered over 1,500 responses, were reviewed, confirming alignment between family desires and the value proposition of providing boundless choice to students.

The meeting commenced with responses to public comments from the previous session, addressing Ascend's commitment to mission-aligned educators, actions taken regarding Family Associations, and details on biweekly family communication and arrival procedures. Public comment centered on the desire for earlier input from families on academic and school culture decisions, and inquiries about additional tutoring funding. School and Network Updates included a review of Aimsweb and Benchmark 1 assessment results, noting that 71% of students are reading at or above grade level and internal mastery indicators were met for ELA and Math. Updates were also provided on community engagement initiatives, such as annual celebrations, the launch of the Family Experience team, and progress on the EOY "100 for 100" donor campaign.

This strategic overview details Ascend's foundational principles for its network of K-12 public charter schools, aiming to empower students for a life of boundless choice. Key pillars include honoring, nurturing, and challenging the whole child through critical thinking, science-based reading, inquiry, and anti-racist education, with a deep commitment to advancing educational equity. The organization's direction is guided by core values such as audacious dreaming, joyful striving, collaborative partnering, centering justice, and championing belonging, all integrated with a strong commitment to diversity, equity, inclusion, and anti-racism to foster an equitable learning environment.

The meeting addressed the ACS response to public comments from the prior meeting, specifically regarding Family Associations transitioning to operative guidance and concerns about transparency and communication at BACS. Public comments raised issues about staffing changes, the removal of the Dean of Culture from FAMS, and the need for clearer communication and restored partnerships with families. Concerns were also voiced about teacher communication, student safety outside of school, and school lunch quality. The finance report indicated public government revenue of $28.8 million, personnel costs of $13.5 million, and a slight loss for the quarter.

The meeting addressed public comments, particularly regarding the fundraising policy for Family Associations. Updates were provided on school and network matters, including enrollment data for BEDS day, application launches, and strategies for the upcoming school year. The schooling update highlighted family engagement as a core lever in school quality. The board also discussed external affairs, including the scheduling of a board retreat and a joint meeting to review the board dashboard.