We are only capturing uh. Less than 50% of the students that live in Minneapolis. So I think we have an opportunity to increase by listening to those families, and every time I go to a listening session or anything like that, they're looking more high five opportunities.

First one is, um specifically pre-K for all, um, and I, if it's OK with you, I'll tell you the data point that correlates with that is the low kindergarten enrollment at 44%. If we have, uh, pre-K for all of our kiddos, um, to me it seems like we would have uh, more of a, a strengthened pathway to, um, have those kids continue on and enroll in kinder.

I'm never gonna look at a kid that is currently a Minneapolis public school student and say, I'll deprioritize your experience for a hypothetical kid I hope will someday enroll here. I think that we take care of the kids that we have here first, always. And so, retention strategies are higher priority to me, um, than recruitment.

I would say that stabilizing grade to grade or grade, yeah, stabilizing grade to grade retention is, um, the most important to me, uh, which like a part of the reason why is because like, as we can see like the 5th to 6th grade retention is like it drops dramatically like consistently.

This holistic education experience, uh, should be the core of why family choose us. I mean, uh, the, the academic, uh Is What families are in here, and I think we have to focus on that. Both the core and uh and beyond the core...

What we did, uh, really model out is how many students are required to generate the necessary revenue in order to guarantee that the students would be able to have all of the things that were, you know, prioritized in that student experience.

I struggle with this one. Um when we talk about a holistic educational experience um, because to me again. I know that the experience within our students are showing up differently. So I struggle when we say, um, this guarantee experience for all students because I know and data shows that that does not occur.

I want enrollment targets that, um, financially enable magnet sites to house truly innovative programming And experiences that are unique to their site or pathway including more individualization and flexibility to support interest-driven learning and more field trips and community-based experiences.

My priority and my value is feeling students their imagination, curiosity, and work ethic. I think if we bring those out in students, they will have a better time in the education. They'll chase their goals more, their dreams.

I agree that pre-K high quality option for every community. Uh And then community schools and then city magnet and programs, but I also want to kind of focus to. Uh, uh, CTE program and how do we make sure that because every students. May not want it like 4 years uh college or something like that, but we have this facility that MBS really invested And we are struggling to even have it. Exposure to every student.

Other priorities of mine are, um, and which really seemed wrapped into, uh, this data here is getting rid of boundaries that are interfering with these pathways and boundaries that are creating waitlists in a in a school system that is under enrolled.

Another priority is language and culture pathways Within the school pathways we, we have made significant investments in dual language programs, task force um, task forces to study more about what our families want... and then um. Along with all of this wrapped up in all of this is also um. Coming from the parent or the sorry the caregiver survey is um intervention and advanced learner options.

When building out secondary pathways, find opportunities to make CTE align with some magnet or interest pathways as opposed to creating totally, uh, new competing programming. Use our CTE investments to purposely complete, complete pathways when possible.

Also wanna talk about the CDC and how that disrupted pathways and lots of parents left because of that and also damaged trust with uh lots of parents and boundaries also disrupt lots of pathways.

I just am afraid that you know, delaying anything here after we've been after everyone's worked at this for, for almost 1 year, um, the expectations that we've been talking about for almost the 3 years I've been here on the board, I just think that, um, delaying this will just add more uncertainty. It'll add more uncertainty for our families and for our staff.

What we wanted to present was just clarity around this is, um, sort of the longest time frame we can have where we. Know that we can still get everything done when we consider the constraints of our staffing process our budgeting process, the amount of time that families need to know about their schools and to visit them and to do open houses and all of those pieces, um we, we do. Um, it would be quite a challenge to try to move it any later than November, but of course if the board determined they wanted to make that decision sooner, then that would assist in the timeline.

My primary concern about successfully moving this through the fall is board alignment, um, and that's, I, you know, I, there's no way to know what the recommendations will be and how easy or difficult it may be for the board to align Um, or how many iterations we may need to, um, go through between the superintendent and her team and our board to, to get it to the point where it's something that we feel we can move forward with.