To the Editor,
I have raised this concern before, and I am raising it again now because it remains the central problem in the discussion over Washington School: major public decisions should not be made before the public sees a complete, credible plan.
The decision to close Washington still has not been fully supported.
What the public has seen so far is not a finished plan. It is a collection of estimates, assumptions, and statements that show key issues are still unresolved. Highland Principal Chris Trostad himself acknowledged space concerns tied to student services, saying, “The number one concern I warned the board is I’m not so much concerned about more class sections… I’m more concerned about adding special ed teachers” and “I’m probably more concerned about more special ed rooms” (KROX, 2026). That matters because it directly undercuts the claim that the district has already proven Highland can fully absorb Washington’s students without major strain.
Food Service Director Emily Sheresky raised another unresolved issue. She stated, “There are a few concerns that I have. Obviously, just serving an additional 60 to 70 students with the same square footage of one building, as well as the specific needs of such a young age group” and noted that preschool students “have a very different set of specific nutrition guidelines,” which could require “increased training with students, training for paras, aides, people in the cafeteria” (KROX, 2026). Again, that is not a sign of a plan that has been fully worked out. It is a sign that basic operational questions are still being addressed.
Even Trostad, who discussed ways Highland might make the move work, made clear that this is not a simple decision. He said, “Closing a school is never easy. Financially, that’s always the piece board members end up stuck with” (KROX, 2026). That statement is honest, but it also points to the real problem. If this decision is being driven by finances, then the public should be shown a full side-by-side cost comparison before any vote happens. So far, that has not been done in a transparent way.
Superintendent Randy Bruer said, “We’ve got to look at something because we don’t want to go backwards in Crookston School” and also promised the district would answer community questions with “factual information” rather than generalities (KROX, 2026). That is exactly what the public should expect. But broad statements about efficiency are not enough by themselves. Bruer also said, “We’re spending over $17,000, $18,000 a student, and the average should be right around $12,000 a student” (KROX, 2026). If those numbers are going to be used to justify closing Washington, then the district should show the full methodology, the exact comparison groups, what costs are included, and how those numbers translate into actual projected savings after relocation, staffing changes, portable use, and renovation needs at Highland are accounted for.
Just as importantly, Washington is already tied to early childhood programming. Crookston Public Schools identifies Washington as an early childhood site and includes Early Childhood Family Education and School Readiness programming there (Crookston Public Schools, n.d.-a, n.d.-b). That matters because Minnesota’s Department of Children, Youth, and Families has an Early Childhood Facilities Grant Program specifically for projects to predesign, design, construct, or renovate facilities for early childhood learning programs (Minnesota Department of Children, Youth, and Families, 2026b). The state has also explained that these facilities may serve programs such as School Readiness and Early Childhood Family Education and that projects require non-state matching funds (Minnesota Department of Children, Youth, and Families, 2026a). Before closing Washington, the public deserves to know whether the district explored this option and, if not, why not.
This is the broader issue. Once again, the community appears to be getting asked to accept a major decision before seeing the complete work behind it. Before Washington is closed, the public should be shown a documented transition plan, a detailed cost comparison, a real capacity analysis for Highland, a written supervision and safety plan, and a clear explanation of whether outside funding options were explored.
Closing a school is a long-term community decision. It should be based on a complete plan, not on broad assurances and incomplete public explanations.
Sincerely,
Alex Koepsell
References
Crookston Public Schools. (n.d.-a). District. https://www.crookston.k12.mn.us/district
Crookston Public Schools. (n.d.-b). Washington school early childhood programs. https://www.crookston.k12.mn.us/washington-school
KROX. (2026, March 30). Crookston school board discusses Washington School and how to make the extra students at Highland School work. https://kroxam.com/crookston-school-board-discusses-washington-school-and-how-to-make-the-extra-students-at-highland-school-work/
Minnesota Department of Children, Youth, and Families. (2026a, January 28). Coming soon: $1.9 million RFP for early childhood facilities. https://dcyf.mn.gov/news/coming-soon-19-million-rfp-early-childhood-facilities
Minnesota Department of Children, Youth, and Families. (2026b, March 23). RFP to predesign, design, construct or renovate facilities for early childhood learning programs. https://dcyf.mn.gov/grants-rfps/rfp-predesign-design-construct-or-renovate-facilities-early-childhood-learning-programs