Maria Coleman

The meeting commenced with the approval of the agenda and the Consent Agenda. Key discussions included updates on the ELA program for grades K-5 related to WPS Goals and Priorities. In budget deliberations, updates were provided across multiple areas: MD/CM/MB focusing on professional development and wellness/mental health increases; WHS/Athletics/SPED noting higher costs in athletics, new courses like Financial Literacy, and a 1% increase in the SPED budget despite adding 4.4 FTE. District budget changes involved shifting two WEA FTE employees to WASA employees and a finance department restructure. The Board approved the purchase proposal for a second van. Furthermore, the Board approved Policy 5144.12 concerning Challenging Behavior Prevention: Restorative Practices Response in Student Discipline, and tabled Policy 6163.1/1312.3 regarding the Selection of School Library Materials. There was public comment regarding the reading program and testing.

The meeting covered several key operational discussions. Topics included a brief discussion regarding the Fiscal Year 2027 budget, deliberation on the Board of Education (BOE) Bonded Capital project, discussions concerning the 302K Community Wifi project, review of Contracted Services, and sharing of the Van Proposal.

The organizational meeting involved the election of board officers, including the chair, vice chair, and secretary, conducted via written ballot. The discussion covered the 2025-2026 meeting calendar, noting that regular meetings occur on the first and third Mondays, and addressing the scheduling of budget workshops. Board members were asked to review a draft list for board committee assignments and liaisons, with plans to discuss interests and priorities at a later workshop. Following the organizational segment, the board moved to the regular meeting agenda, approving the agenda for that session and discussing public comments procedures. Key discussion points during the regular session included debriefing a recent community conversation regarding parent engagement and budget priorities, focusing on instructional learning and hands-on experiences. The board also scheduled time for an in-depth examination of facilities plans, including project sequencing for Middlebrook, Cider Mill, and the High School.

The meeting commenced with the approval of the agenda. Public comments included a resident's detailed suggestions regarding improving parent engagement by offering more in-school volunteer opportunities, addressing scarce communication, and utilizing existing platforms like email and ParentSquare for sharing meeting summaries and surveys. The consent agenda, which included minutes from the December 18th regular meeting and the policy and communications meeting, was approved. The Board Chair's report highlighted the district's high performance, including recognition for music education, high rankings from Niche.com and US News, and strong student academic achievement, such as high SAT scores and AP test results. The core discussion focused on the presentation of the proposed 2026-2027 budget. Key budget priorities include maintaining student achievement, narrowing the achievement gap, and strengthening community wellness. The proposal maintains current instructional and support levels, targets modifications for acute social and emotional needs, preserves class size averages, and continues investment in professional learning and curriculum revision. The budget also addresses special education cost increases and several immediate facility needs, such as new sidewalks, floor repairs, camera coverage expansion, and bathroom renovations. Budget assumptions include a 4% salary increase for teachers and a 3% increase for administrators, utility increases of 4.5%, and a 6% increase in medical insurance, partially offset by expected savings from staff attrition and transportation plan adjustments.

This document outlines the goals and priorities for WPS for the 2025-2026 academic year. Key areas of focus include enhancing student achievement through growth targets, standardized test improvements, and expanding alternative assessment portfolios; fostering a positive school climate and student well-being; strengthening teaching and learning practices; ensuring fiscal responsibility and strategic budget development; and improving governance through effective board operations, contract management, and communication initiatives.