001adopt the agenda, please. I move to adopt the agenda as presented. Second. Okay. All those in favor, please raise your right hand and say, "I." I. All right. Agenda is passed. Okay. We have two items tonight. The first one being the CSIP report. So, Dr. Barger. Yeah. Good evening. We are going to tackle our CSIP uh quarter 3 update a little differently than we have been doing our other updates given that we are giving updates every quarter. Um, there's obvious progress being made but sometimes in third quarter between January and now how much quantifiable data has changed um maybe not be too much to report. So what we wanted to do this time is go through where we are statistically and data wise with what we can report and then provide a roundt opportunity for
002each of the board members to spend time at each table talking to those who are implementing the strategies ask questions and get some information about what it looks like to implement the CSIP. So, a little bit different approach to our CSIP update for this quarter. And then, um, when we get to fourth quarter, of course, at that point, we will, um, be back to our more traditional evaluation of the actual objectives and standards. So, today's really a work session, learning and talking to those who are doing the work to talk a little bit about our progress. So, that being said, again, um, we are going to start with me making a quick presentation because the time the best time is going to be the time at the tables, not the time with me. A quick
003presentation specifically about the strategic goals and objectives. So, just a reminder when we think about our CSIP, this front page, you don't have it yet, but this front page, you've seen this document before. Um, that is what's board approved, right? That's what we measure. But the items that will be talked about at the tables in large part will be the strategies, which is the how-tos, the way that uh we as a team collectively are working towards these goals and objectives. Um, and then of course, we'll have the formal update and revision suggestions to the board um in June. And then believe it or not, next year it's time to reconvene the CSIP team and start all over again. So uh we will do that too. Couple of things to know. I have coded um for
004the purpose of my quick introduction two symbols at the bottom. I thought maybe we would need three, but we're lucky to not need three. This first symbol um is based on our data currently. We are either right on target or we have hit the target. The second symbol that I have is this sort of arrow where all right, you know, we may not quite be there, but we are definitely close and in route. And I was thinking we were going to need a third symbol in some way, which is the we're not there or we're going backwards or we're not on target, but didn't have to come up with a third symbol because none of our situations are like that. So, we gladly don't have a third symbol to represent for today. So, if need
005be, we will consider that moving forward. All right, let's take a look. Strategic goal one. You guys, I've cut this out of the graphic. You don't need to be able to read all that small print. We'll go through each one. But the overarching strategic goal, one is that the LSR7 school district will ensure student growth and achievement through access to high quality personalized educational opportunities. And then you can see the blue boxes underneath that are the objectives that we will measure. So when you look at the first objective under that goal, it's that each subgroup including all students will increase the number of students achieving average, high average, or high on the NWEA using spring data. Well, of course, we don't have our spring data yet for this year, but what we were able to
006do is look at our winter our spring data from last year to our winter data this year and to note whether or not we are on target or not. And you can see that in every single category, we have seen a percent increase. So, it is all green. We are right on target to be successful with our achievement goal as it moves forward. And of course, do we always want to get better? Yes. But the main goal would be to hit this goal and maintain it moving forward. Okay. So, we're right on target. When we think about our second um at least 50% of the students in each subgroup, including the all students group, will reach their identified NWEA fall to spring growth goal. Uh you can see that almost all of our categories, same
007concept, spring to winter, given that we don't have um spring data yet, um hit the mark. We are yes everywhere except for um the black group in winter and that's a 49.9% with the goal being 50%. So with integrity I marked it no but it should be a real real light pink right because we're very very close putting us essentially on target. All right by 2027 98% of our graduating students will possess one or more market value asset as measured by our current market value asset tools. uh the 2025 graduating class, we had 94.26% of our students earn MBA, which is up from 89% into 2024. Um we are on target there. We're definitely seeing growth. We'll see if we can get it that that last that last bit is going to be the tough
008bit, but for now, we are we are on target. Uh the next objective under strategic goal one is that by 2027 LSR7 graduates will earn 75% or higher of the available CCR, college and career readiness assessment points. We only earned five of our 10 points in the um most recent APR based on our 2024 cohort. We already have a remedy for that. I think we've talked about this as a group before. When we moved away from everyone taking the ACT, we saw a drop in the points as a in our CCR points. And in the interim, we have in implemented a plan in which seniors who have not taken an ACT or the ACUPPLACER take the ASVAB. So we have a right student right test and we ensure that for the most part every senior
009who leaves leaves with one of these assessments. So we should remedy this um based on some of the um changes we've made in our system. But given that we haven't hit the target, we are um working that general direction. That brings us to strategic goal two. Strategic goal two is that the Lisa Mon 7 school district will foster a responsive, inclusive, safe, and caring student environment. The idea of favorable responses, which there's always a question that essentially means we've they've answered the way we want them to. Sometimes that's a positive answer, sometimes that's a negative answer depending on the prompt, but we want them to answer. This is the way we wanted them to answer. Favorable responses to the survey question overall, how much do you feel like you belong at school will increase annually?
010It says grades 4 through 12 because we used to is an old assessment. This is 612 because we've switched assessments and the data aggregates a little differently, but you can see that from fall 24 to fall 25, we did drop a smidge, but for the most part, we're pretty much staying static. I went ahead and didn't hit on target because it wasn't an increase, but you can see we're pretty well on target. Favorable responses to the survey question, how often are you able to control your emotions when needed? Again, 612 survey. And again, we are breaking even 100% the same between the two years. So again, gave us the kind of on on track, but not showing growth. Favorable responses to the survey question. How often do you worry about violence at your school will
011increase annually for students in grades four through 12? Again, this is one of those we want them to say no because they're saying yes, right? The favorable responses. And this does show growth. So we're right on target for that. participation in clubs, activities, and athletics, co-curricular, dual credit courses, and other center-based collaborative programs will increase um for the students in the subgroups. Just looking at at a whole, you can see that secondary has been pretty steady with a little drip drip and a dip in elementary has gone up. I went ahead and marked us on target there. Um just given across the whole picture we are definitely seeing um long-term growth particularly given being probably being carried a little at the elementary strategic goal two uh the number of incidents for the following school discipline
012infractions will decrease each year assault confrontation endangering the safety of student staff fighting striking a staff member weapon possession and inappropriate physical contact. It's teeny but you can see that in general we are seeing these um items decrease. There are a few places where that's not the case. Um because it is not 100% across the board in all of the areas, I went ahead and put us as getting close but not quite yet having hit the target. Strategic goal three is that the LSR7 school district will maintain high quality systems and structures to provide effective and efficient district operations. So the first is about a minimum operating reserve balance being at 25% maintained as measured by the Missouri Department of Education's ASBR. Our initial ASBR fund balance for the end of FY25 was 26.2. I
013went ahead and hit on target. I think we I say that tenuously because letter of the rule we did, but I think we know that given our current budget situations that maybe the other image might have been more appropriate, but I thought we could appreciate uh let's take it while we have it, right? All right. Uh strategic goal three. Next, the annual assessment score on the set of nationally recognized technology information security best practice standards will increase annually. And you can see that the district's current score on the center for internet security control self- assessment tool is 42 which exceeds our internal best benchmark and surpasses the national average score of 18 on target and then some. Transportation, nutrition, purchasing, distribution, facility security, purchasing distribution is only twice before and after school care services will
014meet their identified respective standards annually and that has happened. So check the comprehensive facility master's planned identified deadlines will be met and again all of those deadlines have been met. So we've got that listed as on target. And that moves us to strategic goal four. strategic goal for is that the school district will cultivate meaningful partnerships with both internal and external stakeholders. And you can see using that graphic that we definitely are seeing stakeholder incre um involvement and engagement increase. Um and there are some nuances to that that Miss Bergen can speak to when we're at the table, but for the most part we're on target for that. The number of business partner involved curricular experiences andor career exploration opportunities for students will increase annually. This is a tough one to measure midyear because a
015number of our activities culminate in the spring, but the district does have a large number of opportunities occurring. We feel like we are on track in this area. My guess is in June this will become the hit the target, but I just wasn't 100% able to put that there yet. Same thing when it talks about student participation and client connected projects, internships, entrepreneur experiences, andor apprenticeships increasing annually. Again, official numbers not available to June, but we do have 112 partnerships in internships, apprenticeships, and or job shattering. the CCPs and EES are a little bit harder to pull off and we'll know that once we hit the final year again put that as progressing but I do think we'll probably have the on target and when we get that data in June which brings us to
016strategic goal five that we will recruit recruit and retain highquality diverse workforce and maintain a focus on creating an environment in which supported adults serve students well. The district will recruit, retain, and promote a diverse workforce within the district, increasing staff diversity as representative of the student population. You can see some statistics there as it relates to our staff diversity for both our certified and our classified staff. Um, because I put it while we are showing growth because we may not be at 100% completely representative of our sta our student body yet. Thus, the uh making progress but not their indicator. um recruit and reca uh favorable responses from certified and classified staff on how much do you feel like you belong at your workplace. Um we've been pretty steady with that. So again, given
017that there hasn't been much change, although I will say 91% and 90% is pretty pretty stellar, I'm not sure we're going to continue to see too much increase from that, but um again gave that a headed the right direction indicator. Annually, positions will be paid in the top third when compared to the Kansas City metro area at the first and last step of the salary schedule and um Dr. Carlson has provided uh a graph and again has some availability at the table to talk through some of the details of this, but definitely we can see that significant progress is being made on that. I think this is going to be one of those ones that's really hard to ever put the target on because as we know as we're making changes, our neighboring districts are
018making changes as well. Sometimes we'll be unaware of what those changes are, where that impacts us. So we will probably always be chasing this goal and the staff retention rate will be in the top third when compared to the Kansas City metro area. Um and we do remain in the top third. So for this I went ahead and gave us a hit the mark. Okay. So that was like the world's fastest trip through our objectives and strategic goals but I did it on purpose right because that's just to reiterate to you like we we are making the progress. We are wrapping getting close to the end of year two and we are getting to the place where what we said we are going to measure we are either hitting the mark or getting very close
019to hitting the mark. Now there might be strategies that we haven't yet implemented or won't implement. Um but really the purpose of these conversations are questions about what you just saw and or questions about strategies being utilized to get there. So our round table activity will look like this here in a minute. Don't move yet. We will have one board member at each table and you will be given a packet. It's the same packet that we gave to you ahead of time. I know it was a hardy amount of information which is why I gave it to you ahead of time. It's really designed to simply supplement the conversations and be a takeaway from each department. It is not organized by goal. It is organized by leader. I will tell you that in general we've
020tried to group people in like strategic goals. Although so many of these folks crisscross across our goals that it's a little difficult to do that. So, we will have one board member per table. You'll have a packet. We're going to do 11 minutes at each table. Folks at the table will have a a little bit to share with you. You can ask questions. It's really designed to be dialogue at the tables between the board member and the staff members. Um, and then in addition to that, in the back, you can see that we have the strategic goals and objectives posted on posters. There are post-it notes on each table and pens. And so, I would encourage board members that if for some reason you have a question that person at the table can't answer or
021we run out of time or you have remaining questions, we will leave that up through the end of work session and that can be our parking lot where you can write your question related to that strategic goal or objective on a post-it note and put it on the correct strategic goal back there and then I will gather all of those post-it notes and create um a culmination of answers that I can kick back to the board afterwards. But again, intention for this evening is update on data and collaborative conversation knowing that in June you'll get your final formal sort of summitative of this year's work with CES. So before we get to the good stuff, are there any questions about process or procedure that I could answer? All right, then we'll have one board member
022head to each table and your packets are at the table. And once everyone's there, I'll start our 11 minute rotations. Folks at the table, 11 minutes are going to go quick. to make sure our board members have opportunity to ask questions. Any table. One board member table should work. All right, I'm going to start the 11 minute timer now. So, keep your keep your keeping your eye on your time. 11 minutes starting now. We're halfway through the first rotation in terms of timing. Halfway through your 11 minutes. One minute remaining. if you can wrap up your sentence and then our board members we will move clockwise. If you could wrap up our sentences and then board members if you can move clockwise in the room. Okay, if we can have board members stand up and
023move to the next table clockwise and then I will start. Um, I may take it down to 10 minutes looking at time. So, uh, once you guys get moved, I will, uh, put maybe 10 minutes on and we'll go from there. Board members are rotating at this point. Oh, Megan, it just signed you out. Megan, it just signed you out. But you may not want to sign in on on screen. I don't know. However you want to do it, you're fixed. Okay. Can I slideshow? Okay, I am starting the time now. Five minutes left in this rotation. We're at about a minute left at this table. One minute left. Do you want to kind of wrap up your thinking? All right, if our board members want to start packing up and moving clockwise to their
024next table, this is the time to make that rotation happen. All right. After you guys have made the move, I will looks like we've still got some still got some shuffle happening. Once once we get to where we're going, I'm going to go ahead and start the timer now. halfway through this rotation. One minute left at this table. One minute. All right, if you want to wrap up your sentences and in the next 30 seconds or so, board members can wrap up and rotate. All right, rotate. You know, it's good conversations when nobody wants to get up and move. Like I'mma like rotate rotate. All right. Uh it looks like we are for the most part to our new spots. I am going to start our time now. So, we're at uh we're rolling on
025time right now for this rotation. time. 5 minutes left in this rotation. One minute left. One minute left at this table. All right, if our board members can wrap up their last questions or last sentence And if board members can begin the process of heading to the next table, please. All right, it's time to rotate, please. There you go. We're We're giving our uh our colleagues the the bump to the next table. All right. I'm gonna go ahead and start this round's timer now. 5 minutes left in this rotation. Five minutes left. One minute left at this table. One minute left. All right. If we can kind of think about wrapping up our sentences, we will move in about 30 seconds. All right, it is time please to rotate. If our board members could go
026to the next table, please rotate. All right, we still got some movement going on. Okay, I think we're about ready. I will start our next session now. Sooner. Five minutes remaining. Five minutes remaining in this rotation. One minute remaining. There's one minute remaining at this station. Oh yeah. All right. If we want to wrap up our last sentence, we've got about 30 seconds left. And I think this is I'm if I'm counting correctly, the last time I will say rotate. All right, it is time for us to rotate to our last station. Please rotate to our last sta station. Keep in mind board members, you have post-it notes if you want to put questions on our uh parking lot and or you can get a hold of us. So, rotate please. Last rotation. All right.
027Are we Have we made our move? Okay, I am going to go ahead and start this last rotations timer. 5 minutes left. 5 minutes left. One minute left in this rotation. One minute. This is the last rotation. One minute. Keep in mind, you can always add Post-it notes to our posters. If you can wrap up your last thought here and then I'll leave us with one parting uh statement. So, if you could wrap up your your thoughts here. Okay. The one thing I would like to wrap us up before we we move too far is just to say this. Um we don't always get the opportunity to say thank you. So this is the group that Dr. Shelton and I get to work with on the on the regular basis and of course the people
028that they lead and I think it's become very evident this evening the tremendous amount of work that these folks are doing and that their team is doing and on behalf of Dr. Shelton and myself and I am not going to speak for Dr. Buck because he's here but I'm sure he thinks the same way. We just wanted to say thank you to our team for the work that they have been able to share with our board this evening. There's really good stuff happening. So, with that, I'll turn it back over to board president Myers.