Minneapolis Public Schools — Transcript
Monday, September 14, 2026
Minneapolis Public Schools Transformation Process
District Footprint Optimization and School Reconfiguration
Magnet and Community School Pathways
Enrollment Growth and Student Experience Strategies
Community Engagement and Board Feedback on Proposals
Votes (1)
Minneapolis Public Schools Transformation Proposals Presentation and Initial Discussion
Dissent: Director Callahan expressed strong opposition to the proposed options and the process by which they were developed, citing concerns about school closures, historical failures of similar plans, and potential negative impacts on enrollment and community trust. Student Representative Korva also questioned the strategy of closing schools versus improving struggling ones.
The evening's session focused on presenting three distinct options for the Minneapolis Public Schools (MPS) transformation process, which aims to optimize the district's footprint, streamline educational pathways, and implement enrollment growth strategies. The administration highlighted the goal of moving from a state where 53% of students attend optimally sized schools to 71-82% across the three options, allowing for more consistent resources, staffing, and a 'guaranteed MPS student experience'. This includes establishing clear K-12 pathways for both magnet and community schools, offering consistent academic and social-emotional supports, and enhancing choice for families. While Superintendent Adams and Deputy Superintendent Thompson explained the rationale behind the options as a direct response to board directives and years of community feedback, Director Callahan expressed strong disapproval, framing the proposals as a plan for school closures developed behind closed doors without adequate board input. She cited historical failures of similar district plans (like the 2020 CDD), presented research questioning the financial benefits of closures, and voiced concerns about potential enrollment loss and negative impacts on school communities and staff morale. Student Representative Korva questioned the strategy of closing schools instead of focusing on improving struggling ones to attract more students. Director Emrick, in contrast, praised the administration for following board direction and developing a data-driven plan focused on student equity and comprehensive services.
Notable Quotes (9)
Tonight is not a night for decisions. We would not be voting on anything tonight. It is a night for us to listen It's a night for us to ask questions. Understand the trade-offs. And begin evaluating whether these proposals move us toward the the school district our Minneapolis students deserve.
It is often said that MPS has some amazing things happening in certain schools, but it's not to scale and the experience for students across the district is inconsistent. That is simply unacceptable for a public school system that is here for all students we can and we must do better for every student, a fact I know everyone agrees on and the reason we've been engaged in a transformation process at all.
Our current programmatic reality is that we have fragmented pathways, inconsistent opportunities, schools operating below optimal size, resources spread across too many sites, and variable staffing from school to school This has resulted in students having different experiences Depending on where they attend school within our district.
Overall, currently, 53% of students attend an optimally sized school. In option one that would increase to 78%. 71% in option two and 82% in option three.
Currently the variability of resources means some of our schools have the ability to meet students' needs every day and some do not. So when we talk about teachers having consistent and stable staffing, consistent access to specialist intervention support, and instructional resources, they can deliver more consistent instruction More timely support, more opportunities for students So this predictable support for our educators translates directly into more predictable and reliable experiences for our students.
We did not ask for a list of schools to close. We asked for strategies We asked for strategies to grow enrollment to win back the 47% of Minneapolis families that are not choosing MPS. We asked for guaranteed, well-rounded student experience. We asked for cohesive, reliable pathways and flexibility for families. We asked for options. And what we received instead are three plans that 6 district staff members came up with behind closed doors that all do one thing close schools.
New independent research says school closures do not deliver the financial stability they're premised on. A rigorous 2026 Stanford University study found school closures produce no statistically significant improvement in per pupil spending or revenue. Districts see large enrollment loss following closures. It is a trigger for families to leave for charters in private schools offsetting any facility savings.
Also wouldn't it make more sense for us to work on the schools that are struggling to make them more, uh Make students and families wanna go to those schools so they can stay up.
My view is that you followed board direction exquisitely because as I read through the slides and then as I heard you presenting tonight, it was very clear to me that you began with the student experience the pathways, the programming... And from that process emerged answers to the questions about how do we best utilize our facilities for this purpose.
Ordinances & Resolutions (8)
Board resolution from December 2023 that began the transformation process.
Board resolution that requested deeper analysis on enrollment, demographics, costs, benefits, programming, and pathways.
Board resolution that directed administration to develop three options addressing enrollment strategy, program size, pathways, family choice, and long-term sustainability; acknowledged the need for optimally sized schools.
Study that informed programmatic and spatial implications, especially for inclusive specialized services.
Board presentation that outlined enrollment strategies previously.
Document providing a framework for managing unprogrammed school buildings.
Board policy dictating a thorough process for deeming any unprogrammed building truly a surplus.
Previous district redesign plan cited by Director Callahan as having failed to deliver on promises regarding racially isolated schools, transportation savings, and equity, leading to enrollment loss and distrust.