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Waunakee Board Reviews Listening-Session Notes; Directs Central Office to Close the Loop and Plan Follow-ups
Summary
Board reviewed compiled listening-session notes and its own self-evaluation, asked central office to route items to building principals and curriculum leads, requested follow-up on mental-health concerns, onboarding and succession planning and set a timeline for central-office review and a May update.
At its April 7 board evaluation meeting the Waunakee Community School District Board reviewed compiled notes from recent listening sessions and the board's annual self-evaluation, and directed central office staff to route the items to appropriate building principals and curriculum leads for follow-up.
Board members asked for a clear process to 'close the loop' on concerns captured during listening sessions and asked administrators to return a status update in May. Several members asked that central office establish a timetable for follow-up so the board can see which items required action, which items had been declined with explanation, and which needed further evidence or discussion.
Specific items discussed included: requests for sufficient decodable readers at early grades and questions about access after initial digital trials; teacher feedback and follow-up on new testing processes (Act 10/Act 20 testing); custodial and maintenance impacts from new furniture and cafeteria changes; onboarding and training processes for support staff and paraeducators; and the district's crisis/safety plan and how the board can access or review it without compromising operational confidentiality. Board members also asked for a regular summary of large contracts (transportation, food service) including end dates and key performance indicators so the board has a single reference point for upcoming contract renewals.
On governance items the board discussed onboarding for new members (suggestions included a high-level annual calendar of recurring board activities and a 30-60-90 orientation/checklist), community-engagement strategy (experiment with town-hall formats, open houses and targeted invitation sessions used by peer districts), and legislator outreach (annual breakfast and site visits to show programs to representatives). Members emphasized the need to reach a broader, representative sample of the public rather than only those who consistently attend meetings.
Members also discussed leadership succession planning. Administrators said the board should be assured a succession framework exists and that central office will assess assistant principals and teacher leaders to identify candidates interested in administrative pathways; central office described work this spring to engage APs and track teacher leaders pursuing administrative licensure.
The board requested that central office: share the compiled listening-session notes with building principals and curriculum directors before the next cabinet meeting; prepare a high-level calendar of recurring board activities for new members; provide a one-stop summary of major contracts and their renewal timetables; and return a status update on follow-ups at the May meeting. No formal board votes were required for these directions; board members agreed on next steps during discussion.
Ending: The board scheduled follow-up and asked staff to present a short status report in May; members said they would use the district's next workshop to fold relevant items into the upcoming year's goals and priorities.
