January 24, 2026 Mdi-Year Retreat Minutes

 MINUTES OF THE SCHOOL BOARD OF DISTRICT NO. 40,
YAMHILL COUNTY, McMINNVILLE, OREGON

The Mid-Year Retreat was held January 24, 2026 both in person and via Zoom at the
McMinnville School District Office, 800 NE Lafayette Ave., McMinnville, OR 97128

The link was https://msd40.zoom.us/j/97721628814 

Provisional Minutes-Not Board Approved

At 9:01 a.m. the Board of Directors of McMinnville School District opened the mid-year retreat meeting.  The meeting was called to order by Chair Larry Vollmer.  Roll call indicated the following:

BOARD MEMBERS PRESENT
Chair Larry Vollmer
Vice-Chair Gerardo Partida
Director Lu Ann Anderson
Director Christine Bader
Director Jasmin Juarez
Director Abbie Warmbier

BOARD MEMBERS ABSENT
Director Jason Bizon

ADMINISTRATION
Kourtney Ferrua, Superintendent
Cherice Bowden, Board Secretary
Mike Scott, Right Time Educational Coaching

AUDIENCE
Brian Crain, Jason Hall, Lauren Berg, Hiran Amerasinghe, Shelly Simonyi and Emily Linnertz.

• The Board and Cabinet engaged in reflection activities focused on the purpose of convening, alignment with the district’s mission, and maintaining a focus on student outcomes. Members were reminded that discussions were recorded and that confidentiality and professionalism were expected.

  The Board and Cabinet reviewed results from its self-evaluation, including average scores and supporting documentation. Discussion centered on identifying overall trends rather than individual responses, with members directed to detailed materials provided in the retreat packet.

  The Board and Cabinet discussed current statewide and district-level challenges affecting school systems, including increased community and political pressures, safety, staffing, and operational demands. The cumulative emotional impact on board members and executive leadership was acknowledged, along with the importance of board behavior in maintaining public trust.

  Team dynamics and governance effectiveness were examined, with discussion noting that team functioning evolves over time and is influenced by new members and external stressors. The Board emphasized that effective governance requires ongoing attention and intentional effort and discussed the connection between board effectiveness, staff morale, and superintendent stability. The Five Dysfunctions of a Team framework was reviewed as a reflection tool, and members identified team strengths and areas for improvement, recognizing that challenges are common and part of continuous growth.

  Strengths identified included strong collaboration, a commitment to data-informed decision-making, and a shared focus on student outcomes and organizational results. Areas for continued focus included maintaining clear priorities, active listening, openness to diverse perspectives, trust, and collective accountability. The Board discussed actions to strengthen governance, including building trust, clarifying accountability, staying centered on students and results, and recognizing predictable stages of team development.

  The Board and Cabinet discussed anticipated challenges for districts statewide following the recent legislative session. Ongoing uncertainty regarding funding and legislative outcomes is emerging earlier than in past years, complicating spring planning. The Board emphasized the importance of receiving information as early as possible, particularly due to collective bargaining agreement requirements that affect staffing decisions. Managing staff expectations and concerns about job security during the posting and hiring period was identified as a key challenge, with acknowledgment of potential ripple effects across staffing decisions. The need for proactive communication, transparency, and careful consideration of labor agreements was emphasized.

  The Board and Cabinet  reviewed the scope and purpose of School Improvement Plans (SIPs), noting that they are intentionally comprehensive to reflect the complexity of school and district operations. Building administrators were described as playing a coordinating role to align teams and initiatives while balancing urgent daily demands with long-term goals. Student achievement was identified as a central focus of the plans.

  Discussion included how student achievement is measured using state-aligned metrics in English Language Arts, mathematics, and science, as well as additional common metrics such as ninth-grade on-track indicators and graduation rates. Updates were shared regarding changes to state measures, including the addition of a K–2 attendance metric. SIPs are designed to follow a consistent annual cycle of reflection and refinement, with adjustments made as state expectations change.

  The Board and Cabinet reviewed elements related to culture, climate, and opportunity, including attendance, staff and student experience, sense of belonging, family perceptions, and community engagement. Equity was identified as a foundational component embedded throughout all areas of the plans.

  The implementation timeline for SIPs was reviewed, noting that the process is currently on track. Plans were shared with the Board during the November work session, and feedback was solicited through a survey. The Board noted the need to revisit the feedback process in future cycles. Quarterly reviews with building administrators were described as a key strategy for monitoring progress, reviewing data, and making timely mid-cycle adjustments to action steps. Action steps were highlighted as essential for clarity, accountability, and continuous improvement.

  The Board discussed the district’s ongoing improvement work, emphasizing that the work is being carried out collaboratively and is grounded in a strong foundation. The focus this year is on communication, alignment, and ensuring that planning remains connected to prior conversations and goals at both the leadership and building levels.

  An update was provided on participation in the Teaching and Learning Collaborative (TLC) project with Dr. Janelle Mahiti, a three-year professional development commitment. The project includes support from content-specific consultants, with targeted expertise provided for secondary English Language Arts and elementary mathematics. This work was described as having a positive impact on both building leaders and classroom teachers.

  The Board and Cabinet reviewed upcoming next steps, noting that the district is staying the course with planned initiatives while adding instructional “field trips” that allow teachers to visit classrooms in other buildings across the district to observe effective practices.

  The Board and Cabinet also discussed the value of regional collaboration with other districts participating in the same initiative. By working collectively, districts are able to share resources and significantly reduce costs compared to pursuing similar professional development independently. It was noted that participation in this collaborative has helped provide stability and continuity in districts experiencing organizational disruptions, and has been effective in supporting instructional leadership and teaching practice.

  Fiscal Responsibility
  The Board and Cabinet discussed the current financial landscape, noting that fiscal conditions are rapidly changing and unusually complex. It was shared that even experienced superintendents across the state have expressed concern about the level of uncertainty this year. Statewide coordination and information sharing among superintendents, the Oregon Department of Education, COSA, and OSBA has increased in frequency in response to the evolving conditions, with regular updates provided in real time.

  The Board and Cabinet acknowledged the difficulty of financial decision-making in the current environment, including examples from other districts that have faced mid-year staffing reductions. Emphasis was placed on the importance of thoughtful, proactive fiscal planning to help the district navigate uncertainty and avoid disruptive actions when possible.

  The Board reviewed the district’s budget planning approach, including the development of multiple budget scenarios to allow flexibility and responsiveness as information changes. The importance of remaining nimble and prepared to adjust as unknowns become clearer was emphasized.

  An update was provided on preparations for the upcoming bond, with leadership acknowledged for guiding the process. The Board and Cabinet reviewed the bond planning timeline and discussed the upcoming work to identify districtwide priorities and potential investments.

  The discussion concluded with an emphasis on responsible governance, fiscal stewardship, and continued proactive planning to support stability during an unpredictable budget season.

• Positive Climate Culture & Opportunities
  The Board and Cabinet discussed district efforts focused on fostering a sense of belonging as an overarching priority. An update was provided on the completion of youth group work, with a more detailed presentation scheduled for the upcoming Board work session.

  This work was described as closely connected to suicide prevention efforts and upstream “Sources of Strength” initiatives at the high school. District leadership has been meeting with local city leadership to address the impact of community and demographic changes on students and to identify ways to promote positive, inclusive messages for youth.

  Discussion included plans for a collaborative community message emphasizing that the district and community are healthy places for students. Strategies include coordinated communication efforts, social media outreach, and promotion of extracurricular and community-based opportunities that help students build connections and a sense of belonging.

  The Board and Cabinet emphasized that student well-being is a shared responsibility requiring collaboration among schools, families, local leadership, and the broader community.

  Family & Community Partnerships
  The Board and Cabinet discussed efforts to increase community engagement and connection following the pandemic. Local organizations, including Rotary, Kiwanis, and the Chamber of Commerce, are resuming full activity, providing opportunities for district representation and partnership.

  Updates were shared on district leadership coordination to ensure effective involvement in these community groups. The Chamber of Commerce is launching a group insurance program for small businesses, which will require membership but is expected to provide mutual benefits and attract additional business partners to the district.

  The Board and Cabinet noted that these efforts are helping strengthen community relationships, civic engagement, and opportunities for students and families.

  Budgeting
  The Board and Cabinet discussed the district’s budget and financial planning, emphasizing that all investment decisions are focused on supporting students and staff. Updates included plans to improve communication about the budget, including a webpage with accessible information and visual tools to illustrate enrollment trends and operational needs. Current enrollment increased by 224 students over the past year, but projections indicate a potential long-term decline over the next decade, which will affect future funding and planning. The Board noted that costs continue to rise, federal and state funding remain uncertain, and careful monitoring of both statewide and local data is essential for informed decision-making.

  Revenue sources were reviewed, with approximately 69% coming from the state, just under $21 million from local revenue, and $1.9 million from other sources such as ESD apportionment. The Board discussed the projected budget for the 2025–26 school year, estimating a $2–3 million draw from reserves, and noted that next year’s enrollment and funding may trend lower than prior projections. Emphasis was placed on proactive, data-driven planning to remain responsive to changing conditions while maintaining stability for students, staff, and the broader community.

  The Board, Director Hall and Superintendent Ferrua confirmed that the district will maintain the required ending fund balance for the year, which is approximately $8 million, or 8% of federal fund revenue. The balance may fluctuate slightly each year based on revenue changes, but the district does not plan to exceed the required amount.

  Topics We Are Leaning In To
  The Board and Cabinet received an update on the District Advisory Committee (DAC), a project initiated this year in alignment with Senate Bill 732. The DAC brings together a diverse group of 35 community stakeholders to provide input on district initiatives from a “customer” perspective, such as parents and staff, rather than on teaching and learning expertise. Meetings are facilitated to encourage respectful, thoughtful dialogue, and topics are introduced with background information to ensure accessibility. Initial discussions focused on attendance as a K–12 metric, with connections made to student sense of belonging and engagement.

  The Board and Cabinet also discussed how the DAC work informs other district groups, including the Thrive team and Building Attendance Committees, which focus on staff professional development, data review, and implementation. Feedback from board members who attended DAC meetings highlighted participants’ passion, engagement, and the value of structured discussion formats such as fishbowl and Socratic seminar approaches. The input from the DAC is being integrated into the broader School Improvement Plan to support continuous improvement across the district.

  The Board and Cabinet reviewed student suspension data, noting that 67% of students involved in incidents returned to school immediately under conditional terms, compared with 33% last year and 71% two years ago. The process ensures compliance with legal requirements, helps students and parents understand the seriousness of the behavior, and provides an opportunity to discuss support strategies for the student.

  It was emphasized that most cases do not involve severe safety concerns, and the district’s focus remains on helping students return to school whenever possible. Data was reviewed in context of overall student outcomes rather than isolated incident counts, with the goal of supporting student reintegration and continued learning.

  Reflection
  Board members, Superintendent Ferrua, Cabinet, and Secretary Cherice Bowden participated in a closing reflection activity. Participants were asked to share one key insight from the day that would stick with them and to identify one personal commitment stated in a single sentence outlining an action they would take to support the Board in navigating the challenging months ahead.

    Upcoming dates:

  • Board Business meeting February 9, 2026 and March 9, 2026.
  • Work Session meeting February 23, 2026 and TBD March 2026.

  Meeting video

  The session adjourned at 3:20 PM.