To Our MRH Community:

At the June 15, 2023 meeting of the MRH Board of Education, the Board heard from community members and staff who offered differing perspectives on the health of the District, particularly as it relates to teacher retention. The Board also received an open letter from community members expressing their concerns about District leadership. We value feedback from all stakeholders regarding the success and safety of our students and staff, and we thank those who spoke at or attended the meeting, sent emails in support of their positions, and met with individual board members. Your participation is critical to our work.

According to the Missouri Department of Elementary and Secondary Education’s most recent teacher recruitment and retention report, the statewide retention rate for certificated staff at the end of the last school year was 88.1%. As of this writing, MRH’s overall retention rate for certificated staff is 86%: 94% in ECC, 80% in MRHE, 91% in MRHMS, and 84% in MRHHS. We unequivocally agree that these percentages must be higher. The Board is currently engaged in evaluating feedback from departing staff in order to make meaningful decisions to address retention and morale.  

We acknowledge the organizational and cultural disruptions that come with new leadership. At the start of the upcoming school year, a majority of our district- and building-level administrators will have been in their positions for fewer than three years. We also acknowledge that their efforts to establish goals, guide staff, implement equitable systems, and improve student achievement – while responding to increased demands from the board and community, as well as Missouri’s new accreditation standards – are not best achieved through divisiveness, personal attack, and actions that directly harm students. Instead, we must leverage the tools and processes that have been designed for this purpose to productively support and grow our teachers and administrators.

When the Board hired the current superintendent, we became aware that required administrative systems and staff accountability measures were not in place. Among other issues, administrators and some staff had not had formal performance evaluations in several years, despite a Board policy requiring the same. We understand that changes to the status quo – which include holding ourselves as Board members more accountable – can produce discomfort. However, going forward, all staff will receive performance evaluations from their supervisors based on clear expectations for skills and behavior. “High quality” in our roles will not be defined exclusively by degrees and previous accolades; it must include demonstration of commitment, will, and dedication to student growth. 

Our district is characterized by its innovative spirit, distinctive culture, and unique building-level metaphors. We strive to be a welcoming place where students find themselves and their purpose, and where their individual identities are celebrated. But we can and must do better for all students. They have told us through surveys that they want more enrichment, a more inclusive school environment, improved building culture, and a greater sense of safety and respect. Their achievement data demonstrates that we need to do more to prepare them for college and careers. 

Over the last decade, as the District has become less racially and socioeconomically diverse, the Board has reviewed data showing significant disparities in academic achievement, well-being, and disciplinary action between students who identify in the majority and those who do not. The Board is embracing its obligation to improve learning, increase safety, and ensure belonging for students who are marginalized based on their race, LGBTQ status, disability, and socioeconomic status. We are also committed to increasing safety and belonging for our marginalized staff. We will not shy away from confronting the corrosive impact that systemic racism has on every school district, including our own.

The Board is accountable for District outcomes. As such, we will continue to review data, establish goals, and direct resources to support performance standards for the District as a whole and for the Superintendent as the Board’s sole employee. The Superintendent will set goals, with oversight from the Board, for herself and her eleven direct reports in alignment with the district’s newly adopted strategic plan. Their collective progress toward these goals will be regularly reported at Board meetings and on the District’s website.

We invite our community to help us find common ground in creating solutions to the challenges that we face. This Board is unified in its support of the Superintendent, the central office administrative team, the building leadership teams, and all certificated and support staff. Together, we work in service of our students. We encourage you to participate with care and respect in advancing the district’s goals and reinforcing our core values of belonging, inspiration, courage, integrity, and success for all students and staff. 

Please connect with us directly, or consult the resources available through the board web page and MRH BoardDocs. Our new strategic plan and forthcoming community engagement plan will provide many opportunities for you to join in this work, have your voice heard, and use your perspective to shape the future of MRH.

In service,

Amber Withycombe, president

Brandi Herndon-Miller, vice president

Katie Kaufmann, secretary, katie.kaufmann@mrhschools.net

Rachel Goltzman, treasurer, rachel.goltzman@mrhschools.net

Linda Robinson, director, linda.robinson@mrhschools.net

Christy Martinez, director, christy.martinez@mrhschools.net

Joshua Miller, director, joshua.miller@mrhschools.net