Facilities Portfolio Task Force Update Presentation

The presentation detailed the ongoing work of the Facilities Portfolio Task Force, an advisory body focused on developing criteria for future facility decisions. Phase 1 involves defining criteria based on building utilization, program data, demographics, achievement, and location, with an emphasis on equitable impact across the city. The Wilder Foundation is assisting in this process, which will involve community feedback through an 'accordion process'. Board members questioned the definition of 'programming' and the availability of demographic data.

Zucchi Real Estate Market Study

Cushman and Wakefield presented an overview of preliminary options for an 8-acre minimum site for a new K-8 Zucchi facility, with an operational target of 2032. The search included various property types within and near district boundaries, excluding residential and the central business district. Acquisition timelines were estimated at 6 months to over a year, with costs ranging from $8M to $30M+. Board members discussed the impact of converting taxable land to tax-exempt status, environmental testing procedures during acquisition, and the importance of confidentiality in real estate negotiations.

RED Act Update

An update on the RED Act implementation highlighted St. Paul Public Schools' 100% compliance with professional learning for certified teachers and early childhood staff, with paraprofessionals on track. Executive Director Rachel Larson emphasized literacy as the 'epicenter of equity' and reported high educator confidence (91.5%) in implementing new strategies, with 89.5% reporting immediate practical transfer. Discussion points included the strategy for training new educators, the sustainability of funding after state funds sunset, and methods for measuring the impact on student literacy scores, including a 10% increase in K-1 readiness since Spring 2022.

Policy 420: Minnesota Paid Family and Medical Leave (PFML/MPL) Emergency Approval Finalization

Policy 420, previously adopted on an emergency basis, was brought forward for final approval with clarifications. The proposed changes detail procedures for employees to submit claims for short-term disability, guidelines for 'topping off' sick/vacation hours (with an emphasis on employee responsibility to avoid overpayment), and the automatic transition to the COBRA administrator (BRI) for benefits deductions during unpaid leave. Board members expressed concerns about the term 'COBRA' due to its association with termination and cost burden, requesting a three-reading process for transparency and thorough review.

Policy 718: Branding

Policy 718, which had not been updated since 2008, was presented for comprehensive revision. The changes include reformatting to the current policy standard, updating the name (removing 'supplies and stationery' to broaden its scope), and reflecting modern branding practices and standards. The revised policy now applies to all materials containing branding, regardless of the vendor used for production. Cross-references to district advertising and name selection policies were added. The board requested that this policy undergo a three-reading process.

School Emergency Management Policy Update

Proposed changes to the school emergency management policy were presented, primarily driven by a new state statutory requirement for cardiac emergency response plans. This mandates establishing Cardiac Emergency Response Teams in every school, ensuring AEDs are accessible within a 3-minute response time (with monthly maintenance), coordinating with local emergency responders, and conducting annual drills for staff and students. The policy also includes minor language updates to align with current School and District Emergency Operations Plans. Board members questioned the scope of AED drills, student involvement, data on cardiac arrest occurrences in sports, and the inclusion of drill effectiveness metrics in future updates. The board requested a three-reading process for this policy.

Policy 211.03: Student Voice and Decision Making

Policy 211.03 underwent a review for formatting updates and language cleanup, its first revision since 2016. A general statement was added to reinforce the district's commitment to student voice. The policy was structured into new categories, including 'establishment,' 'role of the committee,' 'recruitment and selection,' and 'operations,' with clarified language for allocating an annual budget. Discussion centered on maintaining flexibility for student-led committees to define their own participation processes. The board requested a three-reading process.

Policy 301.00: Board and Superintendent Relationship

Policy 301.00, last updated in 2008, was reviewed for formatting alignment and to incorporate current practices from a recent board retreat. A new bullet point (8) was added, emphasizing the Board of Education and Superintendent's commitment to open, transparent, and effective communication through mutually agreed-upon strategies and protocols. This aims to ensure timely and accurate information, support efficient operations, and foster a strong governance partnership. Cross-references to the superintendent selection policy and legal references were included. The board requested a three-reading process for this policy.

Policy 902: Buildings and Grounds

Policy 902, last revised in 2008, was presented with proposed modifications for clarity and reformatting regarding community use and permits. Key changes include defining 'educational function' and 'administration,' clarifying fee waiver authority (now administration), and outlining user responsibilities for damage and insurance, plus new language incorporating state statute requirements for elections. Data showed 418,000+ annual usage hours, with non-profit/partner use making up 98% of external permits, generating $268k in income against $214k personnel expense. High schools are the most used facilities. Board members highlighted concerns about barriers and costs for community groups, especially for low-cost services for youth, and questioned the language surrounding facility use during emergencies. An extended three-reading process with community feedback is planned.