School Board Workshop

Page 1 Minutes July 14, 2026 Workshop - 10:00 AM Manatee County School District 215 Manatee Avenue West Bradenton, FL 34205 www.manateeschools.net Times Indicated Are Approximate 1) CALL TO ORDER Attendee Name Status Dr. Laurie Breslin, Superintendent Willie Clark, Deputy Superintendent of Operations Derek Jensen, Deputy Superintendent of Instructional Services Rachel Sellers, Deputy Superintendent of Business Services Kevin Chapman, Associate Superintendent Cindy Spray, Chairman Richard Tatem, Vice-Chairman Heather Felton, Board Member Charles Kennedy, Board Member Chad Choate, Board Member Stephen Dye, Board Attorney Present Chair Spray called the Workshop to order at 10:00 AM. 2) AGENDA AMENDMENTS The Chair finds good cause to amend the agenda to include: Agenda amended Wednesday, July 8, 2026, to add Presentation Strategic Plan Priorities, Goals and Benchmarks to Workshop item New Strategic Plan Presentation and Discussion. 3) PUBLIC COMMENTS 4) WORKSHOP 4.1. Athletics Millage Presentation Ms. Sharon Scarbrough, Executive Director of High Schools, and Dr. Charles Fradley, Executive Director, Middle Schools, presented the following topics regarding the Athletic Millage: • Strategic Allocation of 2025-26 Athletic Millage • Athletic Allocation -Base allocation per school / request process for additional funds • Officials for Every Season • Enhanced Security at Athletic Events • Performance Technology for ALL Sports • Perry Weather System and Student Safety • Funding for State Championship Series

Page 2 • Middle School Athletics • Planning for the Future The Board held discussion and asked questions. Superintendent Breslin supplied further details concerning middle school sports, and the Board discussed expanding available district athletic offerings. Ms. Scarbrough and Dr. Fradley stated that the middle school level offerings will be aligned with FSHAA competitive options and standards. Board members expressed support for expanding the range of middle school sports offerings. 4.2. Paraprofessional to Pro (Para-to-Pro) Program (Previously 4.3) Dr. Christina Britton, Executive Director of Human Resources, introduced the District Human Resources team as well as Wending Deming, CEO of Bishop Parker Foundation. Dr. Britton provided information regarding the following topics associated with the District’s Paraprofessional to Teacher program: • Manatee County Paraprofessional-to-Teacher Program – Grow / Teach / Stay • Teacher Vacancies • Program Overview • Program Platform – Bloom Board • Success in Other Florida Districts • Key Takeaways • Cost for Teacher Vacancies • Financial Comparison • Funding for the Program – Bishop Parker Foundation • District Wins • Implementation Timeline The Board engaged in discussion and posed relevant questions. Board Members conveyed their appreciation for the opportunity presented by this program and extended thanks to the Bishop Parker Foundation for its support in funding the initiative. 4.3 New Strategic Plan Presentation and Discussion (Previously 4.2) Mr. Kevin Chapman, Associate Superintendent, with the input of Mr. Omar Edwards and Chrissy Kavanaugh, provided the final update on the 2026-2030 Strategic Plan. Included in the presentation were the following: • Purpose Statement / Commitment / Priorities • Priority Area 1: Student Learning and Support • Priority Area 2: Employee Retention and Wellness • Priority Area 3: Family and Community Engagement • Priority Area 4: Financial Stewardship & Long-Term Sustainability The Board held discussion and Mr. Chapman stated the final approval is scheduled for Board approval at the August 25, 2026 School Board Meeting. 4.4. Proclamation Review Mr. Kevin Chapman, Associate Superintendent, led the discussion regarding Bylaw 0149.1 Public Expressions of Members and Proclamations and provided an overview of proposed changes. Proposed changes to the bylaw included scheduling and approvals of proclamations during the school year. After discussion, the Board reached consensus to establish and approve a list of ‘historical’ proclamations during the reorganization meeting each year. Board Members may still submit new proclamations

Page 3 throughout the year provided they align with academic standards and are workshopped prior to a formal vote to avoid discussion on the day of presentation. Mr. Chapman provided the draft for upcoming Hispanic Heritage Month Proclamation tentatively scheduled for the September School Board Meeting. The Board held discussion regarding the proclamation and made minor edits. 5. ADJOURNMENT Chair Spray adjourned the Workshop at 12:08 PM. ______________________________ Cindy Spray Chairman NOTICE Any person who desires to appeal any decision made by the School Board with respect to any matter considered at the above-mentioned meeting will need a record of the proceedings, and for such purpose may need to ensure that a verbatim record of the proceedings is made, which record includes the testimony and evidence upon which an appeal may be based. School Board meetings are held in accessible locations. Auxiliary aids will be provided, upon written request received at least 48 hours prior to the meeting, to participants with disabilities.

School Board Workshop — Jul 14, 2026 - 10:00 AM

1. CALL TO ORDER 2. AGENDA AMENDMENTS 1. Approval of the Agenda Amendments - added after publishing 3. PUBLIC COMMENTS Public comment is not an open forum to discuss matters unrelated to education, to support or oppose candidates for public office, or to engage in commercial speech attempting to sell a service or product to the School Board or public. Also, public comment is not a forum to attack individual school system employees or Board Members. Any such complaints should be submitted in writing to the Superintendent for appropriate handling. Finally, this is not a forum for addressing issues involving individual students. Because of privacy concerns, such issues should be submitted in writing to the Superintendent for appropriate handling. Each speaker is allowed three minutes to address the Board. Speakers must stand at the podium and not approach the dais. This is a business meeting of the School Board and the public expects that we conduct it in an orderly, efficient, effective and dignified manner. We request that speakers keep this in mind when making your comments. We also request that the audience keep that in mind and not demonstrate approval or disapproval of what a speaker has said by clapping or booing. The Board appreciates the public's input and will listen attentively, consider each comment, and usually will not respond, enter into debate, or answer questions during comments on agenda items or during the public comments section. PUBLIC INPUT INSTRUCTIONS: 1. Before you begin speaking, please provide any handouts to the Agency Clerk. 2. Please identify yourself only by your full name for the record. 3. You have no more than three minutes to speak. Please stop speaking when the bell rings. 4. Florida Law requires all citizens to conduct themselves in an orderly fashion at public meetings. 5 . WARNING: Any individual who interferes with the expeditious or orderly process of a School Board meeting, will be subject to removal from the meeting pursuant to Section 1001.372(3) Florida Statutes at the discretion of the Chair. Orderly fashion is deemed as, at a minimum (1) no profanity (2) no vulgar language (3) no discourteous, disrespectful, or disparaging conduct. 4. WORKSHOP 1. Athletics Millage Presentation Agenda July 14, 2026 School Board of Manatee County Workshop - 10:00 AM Walter Miller School Support Center Board Room Times Indicated are Approximate 1

2. New Strategic Plan Presentation and Discussion - updated 7/8/2026 3. Paraprofessional to Pro (Para-to-Pro) Program 4. Proclamation Review 5. ADJOURNMENT 2

AGENDA ITEM NO. 2.1 School Board of Manatee County July 14, 2026 - Workshop Action Item Title Approval of the Agenda Amendments - added after publishing Executive Summary The Chair finds good cause to amend the agenda to include: Agenda amended Wednesday, July 8, 2026, to a d d Presentation Strategic Plan Priorities, Goals and Benchmarks to Workshop item New Strategic Plan Presentation and Discussion. This item aligns with the District’s Strategic Plan Goal(s) which state(s): Ready To Grow | Goal 7 Promote our schools and District as remaining highly competitive and uniquely designed to produce top-notch graduates, great neighbors, and responsible citizens Recommendation The Chair found good cause to amend the agenda. Financial Impact No Financial Impact Contact Submitting Department: School Board 3

AGENDA ITEM NO. 4.1 School Board of Manatee County July 14, 2026 - Workshop Title Athletics Millage Presentation Executive Summary Derek Jensen, Deputy Superintendent of Instruction, Sharon Scarbrough, Executive Director of High Schools, and Dr. Chuck Fradley, Executive Director of Middle Schools, will provide an update regarding athletics millage from the 2025-26 school year as well as plans for the 2026-27 school year. Contact Submitting Department: Middle and High School Education Initiated By: Sharon Scarbrough and Dr. Chuck Fradley Attachments: Athletic Millage Board Presentation 7.14.26 4

Athletic Millage Presentation Board Workshop July 14, 2026 Presented by Dr. Chuck Fradley, Executive Director of Middle Schools Sharon Scarbrough, Executive Director of High Schools 5

Strategic Allocation of 2025-26 Athletic Millage 2 2 • 2025-2026 was the first year that the Millage Referendum provided allocations for Athletics • High School Athletics had traditionally received approximately $30,000 for FHSAA affiliated sports • Middle Schools received $500 for District-sanctioned middle school sports • Anything additional for athletics was generated by ticket sales and fundraising 6

Strategic Allocation of 2025-26 Athletic Millage 3 3 7

2025-26 Athletic Millage 4 4 • Schools also applied for additional money for special equipment or enhancements 8

2025-26 Athletic Millage - Officials for Every Season 5 5 • High School Sports require high-quality certified officials for each contest to ensure safe and fair contests • This is one of the largest costs and barriers for athletics, especially low revenue sports • The Athletic Millage paid for officials for every sport at every high school totaling over $235,000 9

Enhanced Security at Athletic Events 6 6 10

Performance Technology for ALL Sports 7 7 11

Perry Weather System and Student Safety 8 8 12

Funding for State Championship Series 9 9 13

2025-26 Athletic Millage - Middle School Athletics 1 0 10 14

Planning for the Future 1 1 11 • Middle School sports will expand by adding additional competitive opportunities introducing lifelong sports with Golf, Tennis and Track as well as preparing for rapid-growth trends like Pickleball 15

Athletic Millage Presentation Board Workshop July 14, 2026 Presented by Dr. Chuck Fradley, Executive Director of Middle Schools Sharon Scarbrough, Executive Director of High Schools 16

AGENDA ITEM NO. 4.2 School Board of Manatee County July 14, 2026 - Workshop Title New Strategic Plan Presentation and Discussion - updated 7/8/2026 Executive Summary Mr. Kevin Chapman, Executive Director of Administration, will provide an update to the Board on the Strategic Plan development. Contact Submitting Department: Administration Initiated By: Kevin Chapman Attachments: Strategic Plan Priorities. Goals. and Benchmarks - added after publication 17

Purpose Statement: Option 1: The School District of Manatee County, grounded in the Portrait of a Graduate, develops every student for life, learning, and leadership; preparing them to succeed and contribute to their community. We are Committed to: • Our Core Values: Accountability, Integrity, Professionalism, Responsibility, Respect and Service • Academic excellence • Quality schools strengthening our community • Transparent communication at all levels • Responsible stewardship of every public dollar • Supporting every student and every employee, every day Priorities: 1. Student Learning & Support 2. Employee Retention & Wellness 3. Family & Community Engagement 4. Financial Stewardship & Long-Term Sustainability 18

Priority Area 1: Student Learning & Support 19

Priority Area 1: Student Learning & Support Owner: Deputy Superintendent of Instruction The School District of Manatee County is committed to educating and supporting the whole student. We will deliver high-quality, rigorous instruction in every classroom and pair it with the behavioral, mental health, and attendance supports students need to stay engaged. We will foster early literacy and early learning as the foundation of everything that follows, and we will build clear, meaningful pathways to graduation ensuring students are ready for post-secondary, career and life-long learning —aligned to the competencies in our Portrait of a Graduate. Comprehensive student support leads to stronger engagement, achievement, and long-term success. GOAL 1.1 Present, Engaged and Ready to Learn Provide comprehensive academic, behavioral, and resiliency supports that equip every student to be present, engaged and prepared to learn each day. • Benchmark 1.1.1 – Present & Engaged Learners Reduce the rate of chronic absenteeism (students missing 10% or more of instructional days) and Out of School Suspensions (OSS) by actively implementing Multi-Tiered System of Supports (MTSS) and Positive Behavioral Interventions and Supports (PBIS) with fidelity. • Benchmark 1.1.2 – Assessment Capable Students Increase the percentage of classrooms implementing highly effective instruction, including clear learning intentions, success criteria, and meaningful feedback, to create supportive learning environments that cultivate student ownership of learning. GOAL 1.2 Accelerate Student Learning & Achievement Ensure every student has access to consistent, high-quality instruction, standards-aligned grade-level learning, timely interventions, and targeted supports that accelerate learning, close achievement gaps, and maximize student growth. • Benchmark 1.2.1– Enhance the Consistency of Instruction to Accelerate Student Learning & Achievement Elevate the School District of Manatee County's statewide ranking through measurable gains in student proficiency, learning gains, acceleration outcomes, and graduation rates, resulting in annual improvement in the district's overall performance relative to other Florida school districts. 20

• Benchmark 1.2.2 – Elevate School Performance through High-Quality Instruction Increase the percentage of schools earning an A or B and improve district accountability performance by equipping teachers with the tools, training, and support needed to deliver consistent, high-quality instruction that accelerates student learning and improves outcomes for every student. GOAL 1.3 Pathways to College, Career and Life Success Prepare every student for a successful future by expanding access to rigorous learning from elementary through high school, including career and technical education, work-based learning, and postsecondary opportunities that create clear pathways to graduation, college, careers, and engaged citizenship. • Benchmark 1.3.1 – Clear Pathways for College, Career, and Life Expand access to rigorous coursework, dual enrollment, career and technical education, industry certifications, and work-based learning opportunities, ensuring students graduate prepared for college, careers, and civic life. • Benchmark 1.3.2 –Graduation Starts in Pre-K Increase the percentage of students participating in and successfully completing advanced academic opportunities, including early literacy programming, gifted programming and accelerated coursework, ensuring every student has access to appropriately challenging learning from elementary through high school. 21

Priority Area 2: Employee Retention & Wellness 22

Priority Area 2: Employee Retention & Wellness Owners: Associate Superintendent of Administration & Strategic Engagement and Deputy Superintendent of Instruction The School District of Manatee County prioritizes the people who serve its students. As the largest employer in Manatee County, we understand that investing in our workforce has a meaningful impact not only on our schools, but on the broader community. We will invest in onboarding, mentoring, role-specific professional learning and rewards that keep talented educators and staff in Manatee County. By fostering a positive and respectful work environment, we strengthen retention and naturally attract others to our district. We will prioritize time for high impact work that matters most and support the wellness of our workforce in practical ways. Our staff is the cornerstone of strong schools and meaningful student success. GOAL 2.1 Invest in Our People Implement and promote initiatives, wellness offerings, and a culture of feedback that invests in our employees. • Benchmark 2.1.1 – Employee Investment Assessment and Baseline Complete a comprehensive assessment of employee compensation, benefits, recognition programs, wellness initiatives, workload considerations, employee incentives, and opportunities for ongoing feedback and establish baseline measures for employee satisfaction, retention, and engagement as documented in a district workforce report. • Benchmark 2.1.2 – Employee Investment and Wellness offerings Implement and promote employee investment initiatives, including opportunities related to employee recognition, ongoing feedback, wellness, benefits awareness, and workforce support, resulting in increased employee engagement and participation in these offerings. • Benchmark 2.1.3 – Employee Experience and Retention Impact Increase the percentage of employees reporting they feel valued, supported, and engaged and demonstrate improvement in employee retention rates, as measured through district workforce data and employee surveys. 23

GOAL 2.2 Grow People Well — From Day One Provide pathways to advance professionally with learning, mentoring, and career ladder opportunities. • Benchmark 2.2.1 – Onboarding, Mentoring, and Professional Growth Framework Enhance districtwide onboarding, mentoring, professional learning, and career pathway frameworks for employees, including role-specific supports and professional growth opportunities, as documented in district workforce development materials. • Benchmark 2.2.2 – Implementation and Participation Increase employee participation in role-specific professional learning, mentoring, and career development opportunities. • Benchmark 2.2.3 – Growth, Readiness, and Retention Outcomes Increase the percentage of employees reporting they are prepared for success in their role, have access to meaningful professional growth opportunities, and understand pathways for advancement. 24

Priority Area 3: Family & Community Engagement 25

Priority Area 3: Family & Community Engagement Owner: Associate Superintendent of Administration & Strategic Engagement The School District of Manatee County prioritizes partnership with parents, families, employees, and communities. We will build and maintain trust with employees and the community through consistent, two-way communication, using the right balance of personal connection and technology to meaningfully engage parents, families and partners. Public education is a shared responsibility—strong partnerships require the district, families, and community to show up, listen, and work together for every student. GOAL 3.1 Clear and Consistent Communication Assess and streamline internal and external communications across all schools and the School District so clear and consistent messaging is achieved. • Benchmark 3.1.1 – Communication Review Conduct a comprehensive assessment of communication methods used across the School District (including digital platforms, messaging tools, and in-person communications), identifying redundancy, gaps, and alignment to communication expectations, as documented in a district communication analysis. • Benchmark 3.1.2 – Communication Standards and Streamlining Develop and refine districtwide communication and customer service standards, expectations, and supporting tools, informed by engagement with community groups and families, and finalize a district communication framework for implementation. Benchmark 3.1.3 – Implementation and Impact Implement the district communication framework across schools and departments and increase participation in annual surveys among staff, along with growth in family participation. 26

GOAL 3.2 Strong Family Engagement Focus on current and potential parent and family engagement programs that increase family involvement in our schools. • Benchmark 3.2.1 – Baseline and Program Inventory Establish a baseline measure of family engagement and complete an inventory of engagement opportunities across the School District, as documented in a district report. • Benchmark 3.2.2 – Increased Family Participation Increase participation in family engagement opportunities over baseline levels as measured through participation data. • Benchmark 3.2.3 – Engagement Experience and Perception Increase the percentage of families reporting they feel informed, respected, and meaningfully engaged. GOAL 3.3 Impactful Community and Business Partnerships Build future partnership and sponsorship opportunities that will benefit students, staff, and partners to maximize support and student achievement. • Benchmark 3.3.1 – Partnership Framework and Sponsorship Structure Establish and implement School District guidelines for partnerships and sponsorships, including a standardized district sponsorship package. • Benchmark 3.3.2 – Partnership System Implementation Implement a districtwide partnership management system also known as customer relationship management, (CRM) and drive adoption across schools and departments. • Benchmark 3.3.3 – Full Adoption and Partner Engagement Ensure consistent use of the School District partnership system for tracking business and community partnerships, and re-establish a recognition program for partners, with participation and partner feedback collected and reported annually. 27

Priority Area 4: Financial Stewardship & Long-Term Sustainability 28

Priority Area 4: Financial Stewardship & Long-Term Sustainability Owners: Deputy Superintendent of Business Services and Deputy Superintendent of Operations The School District of Manatee County prioritizes responsible stewardship of every public dollar it receives. We will plan, allocate, and track resources against measurable student, operational and financial results with compliance to legal regulations and communicate those results with transparency. We will make prudent investments in staff, students, technology and infrastructure—so the School District remains solvent, competitive, and positioned to lead. We will protect long-term stability while strategically investing in people, systems and programs that strengthen our value to families. Strong stewardship ensures fiscal responsibility, operational excellence, and continued trust, positioning the district to deliver long-term value to students, families, and the community. GOAL 4.1 Prioritize and Allocate Resources Effectively Align budget and financial decisions with measurable student outcomes, school district priorities, cost effectiveness, and compliance with all legal regulations. • Benchmark 4.1.1 – Balanced Budget Stabilize and maintain a consistent fund balance reserve at a minimum of 5% for the ‘General Fund’ fund balance, as reported in the adopted budget and annual financial statements for the support of student instruction and staff compensation. • Benchmark 4.1.2 – Energy and Utilities Management Develop and implement an internal infrastructure and site management optimization plan for financial responsibility. GOAL 4.2 Lead with Accountability and Transparency Provide clear and visible financial results to our families and community. • Benchmark 4.2.1 – Financial Transparency and Public Understanding Establish a baseline to measure communication to family and community’s understanding of how the School District resources are allocated and support student outcomes through surveying and increase the rate of understanding. • Benchmark 4.2.2 Maintain Compliance Maintain full compliance with local school board policies and all applicable federal, state, and local laws, regulations, and program requirements, as evidenced by external financial audits, monitoring reviews, and State & Federal reviews and examinations. 29

• Benchmark 4.2.3 Maintain Transparency with Voter-Approved Taxes and Millages Maintain clear, transparency on how funds from the voter-approved ½ cent sales tax for capital needs and the 1.0 millage for operational needs are being used, in alignment with ballot language, and to present this information publicly on the district’s website. 30

AGENDA ITEM NO. 4.3 School Board of Manatee County July 14, 2026 - Workshop Title Paraprofessional to Pro (Para-to-Pro) Program Executive Summary Dr. Christina Britton, Director of Human Resources, and Mr. Kevin Chapman, Associate Superintendent, will present information regarding the District's Paraprofessional to Pro (Para-to-Pro) program. Contact Submitting Department: Human Resources Initiated by: Dr. Christina Britton and Mr. Kevin Chapman Attachments: SDMC Para to Pro Workshop Presentation 31

Paraprofessional-To-Teacher Program School Board Workshop July 14, 2026 32

2 2 Manatee County Paraprofessional-To-Teacher Program 33

Paraprofessional-To-Teacher Program Grow Here. Teach Here. Stay Here. 3 • Designed to strengthen the district's educator pipeline by investing in the talented staff already serving in our schools. • Participating paraprofessionals can earn a Bachelor's Degree in Education while working as a full-time teacher substitute—all at no cost to them. • In return, graduates commit to teaching in the district for three years, helping address teacher shortages, improve employee retention, and ensure students are taught by highly qualified educators. 3 34

Teacher Vacancies Grow Here. Teach Here. Stay Here. 4 4 2026 5/13 5/18 5/26 6/1 6/15 6/23 6/29 Classroom Teacher 131 118 72 99 65 59 54 2025 5/14 5/21 5/28 6/4 6/11 6/18 6/24 Classroom Teacher 144 116 120 128 110 116 102 35

SDMC Paraprofessional-To-Teacher Program Overview Grow Here. Teach Here. Stay Here. 5 5 Applicants: • Must be recommended by principals. • Are required to hold an Associate's Degree. • Will need to complete an application. • Must sign a three-year agreement to stay in the district upon completion of the program. • Will be placed into a classroom as the teacher of record (called ATS-Associate Teacher Substitute). The District: • Will fund all costs associated with the program. • Will identify high-need schools in which to place the Associate Teacher Substitute. • Will begin with a cohort of 5-10 ATS teachers. • Will supply a mentor teacher (instructional coach) at the school where ATS is placed. • Will closely monitor the progress of ATS through program completion. • Will post ATS positions as vacancies until January. If someone is hired, they will move the ATS to another class. • Will compensate the ATS teacher comparable to that of a paraprofessional. 36

Program Platform - Bloom Board 6 Bloom Board is a talent development provider that partners with school districts to prepare and develop educators through on-the-job degree and certification programs. Candidates earn college credit and licensure while working in K–12 classrooms through a portfolio-based, practice-driven learning model. Bloom Board collaborates with two universities from which students can earn their degrees: • Barry University • Lake Erie College 37

Success in Other Florida Districts Grow Here. Teach Here. Stay Here. 7 7 Counties in Florida currently using this program: • Hernando (site visit 1/15/2026) • Martin • Okeechobee • Palm Beach • DeSoto • Orange • Putnam • Bradford • Sumpter 38

Key Takeaways Grow Here. Teach Here. Stay Here. 8 8 39

Cost For Teacher Vacancies 9 Teacher Recruitment/ Replacement Costs (AI estimate) 40