Welcome and Call to Order

The meeting will be called to the order, beginning with the pledge of allegiance.

Public Comment

Our Public Comment period is for members of the public to address the board. Each member of the public may sign up to comment at the meeting, and will be allotted two minutes. The board will listen, but may not directly respond to any comments. Our meetings are open to the public and public record. As such, if your comment is about a private matter, please contact the board via email, or speak to the board chair privately.

No member of the public present.

Approval of Agenda

So that there is agreement between board members on the agenda, and the amount of time spent on the meeting, the board shall vote to approve an agenda for the meeting. To the best of its ability, it will follow that agenda, and allow for the chair to move the board through the agenda as specified.

Although Executive Session was not listed on the published agenda, the Board noted its intention

to enter Executive Session following the School Leader Report and CEO Report.

The Board acknowledged that no formal action would be taken during Executive Session.

School Leader Report

Presented by: Caitlin Meehan-Draper, School Leader The School Leader delivered an abridged “State of the School” presentation, noting that a more comprehensive version would be shared with staff in January once all remaining data is finalized. Academic Performance Overview • Fall benchmark assessments were administered in grades 3–8 between late October and early November. • K–2 data collection is ongoing and will be reported at the next Board meeting. • Benchmarks continue to be highly predictive of LEAP performance. • ELA Performance: o Strong overall results with most grades approaching or meeting mastery. o Minimal disparity between Black student mastery and overall mastery in most grades. • Math Performance: o Best fall performance in school history. o Multiple grade levels averaging at mastery. o Significant gains attributed to instructional improvements and staffing changes. o Noted concern remains in 8th grade math, particularly the gap between general education and honors sections. • Science & Social Studies: o Improved outcomes following the implementation of daily, dedicated instructional blocks in grades 3–4. o Strong performance in middle school grades. Instructional Focus Areas • Emphasis on four instructional drivers:

1. Students working on grade-level standards
2. Student engagement
3. Data-driven instruction
4. Differentiation • Strategic focus on strengthening conceptual understanding in mathematics across grade levels. • Increased attention to special education instructional quality. Staff Culture & Retention • Staff retention currently stands at approximately 95–96%. • Staff survey results indicate: o Lower perception than prior years that Bricolage is a “great place to teach and learn,” attributed to organizational change and staffing pressures. o Strong commitment to continued improvement and follow-up surveys planned for spring. Student Culture & Climate • Student survey results indicate: o Strong sense of belonging and pride in school. o Positive perceptions of fairness and engagement. o Areas for improvement include restroom conditions, consistency in adult responses, and lunch options. • Student feedback will be addressed through assemblies, operational changes, and student council engagement. Family Survey Results • Increased participation compared to prior years. • Majority of families report understanding their child’s academic progress and overall satisfaction. • Identified need for more consistent communication and smoother transitions between grade levels. School Performance Score • School Performance Score increased by approximately 1.5 points. • Simulated SPS places the school within reach of a “B” rating. • New accountability system emphasizes student growth over absolute mastery.

CEO Report

Presented by: Dr. Edward Brown, Chief Executive Officer

The CEO provided a comprehensive organizational update framed by a SWOT analysis.

Key Priorities

• Stabilizing and balancing the budget while minimizing impact on instructional staff.

• Addressing human resources and payroll discrepancies, including retirement

contributions and PTO tracking.

• Managing union relations and resolving outstanding grievances.

• Strengthening operational systems and compliance.

• Ensuring continuity during leadership transitions.

Financial & Operational Updates

• Successful renegotiation of custodial services resulting in over $200,000 in annual

savings.

• Successful financial audit with no findings.

• Implementation of improved purchasing controls and payroll systems.

• Introduction of time-and-attendance tracking to ensure compliance and accountability.

• Creation of a staff talent pool to proactively address vacancies.

Strategic Financial Planning

• Proposed enrollment adjustments to increase MFP funding.

• Exploration of bringing transportation services in-house to generate significant cost

savings.

• Consideration of bringing custodial services in-house for improved consistency and

accountability.

• Discussion of investing excess cash into the Louisiana Asset Management Pool (LAMP)

to earn interest while maintaining liquidity.

Strengths Identified

• Strong enrollment and retention

• High staff commitment and instructional capacity

• Robust parent engagement

• Stable philanthropic partnerships

• Balanced budget

Challenges & Risks

• Subgroup academic growth gaps

• Internal infrastructure capacity

• Staff culture amid change

• Union dynamics

• Political and funding landscape for single-site charter schools

Committee Report

Motion: To authorize the CEO to establish an account with the Louisiana Asset Management Pool (LAMP) and transfer an amount to be determined in consultation with finance leadership.

Executive Session

Union Matters

Adjourn Meeting

The Meeting was Adjourned

The meeting adjourned at approximately 6:51 am