We, the undersigned teachers of Majuro Cooperative School, joined by members of our broader school community, write with respect for the authority of the Board of Directors and with deep concern for the stability and future of our school. We are aware that, under the terms of the Principal’s contract, either party may terminate employment with sixty days’ notice.  We do not question the Board’s legal authority to take such action. However, Majuro Cooperative School is not merely a legal entity; it is a member-elected cooperative institution, founded on principles of shared governance, transparency, stewardship, and accountability to the community it serves. In a small island community, decisions do not remain abstract. They affect relationships, reputations, and the daily lives of the people who work and study here. It is in that spirit that we raise the following concerns.

1. Absence of Formal Communication

To date, there has been no formal communication to the full school community regarding the termination decision. Knowledge of this matter has circulated informally and through partial channels, leaving teachers, parents, and students to interpret events without clear guidance. In a community as interconnected as ours, silence does not prevent discussion. It often accelerates it. Rumors have emerged, some of which are harmful to individuals and to the reputation of the school itself. A cooperative institution cannot function on informal transmission and speculation. When leadership decisions of this magnitude occur, timely and direct communication to the community is not optional—it is essential to preserving institutional stability and trust. 

2. Concerns Regarding Process

To our knowledge, there has been no communicated or documented evaluation process, no publicly articulated performance review framework, and no structured improvement plan shared with stakeholders preceding the decision to terminate Principal Amy Ishiguro’s contract. We understand that the Board is not legally obligated to disclose detailed personnel matters. However, the absence of visible process has created growing uncertainty within the school community. Statements suggesting that reasons are being withheld “out of respect” may be well-intentioned, but the actual result has been confusion and increasing speculation. In a cooperative institution, major leadership decisions—especially those affecting the direction of the school—require visible governance standards and communication sufficient to preserve institutional confidence. 

3. Recognition of Leadership

In addition to concerns about process, we wish to state clearly that Principal Amy Ishiguro has demonstrated commitment, resilience, and professionalism in her role. Over the past years, she has taken on multiple responsibilities simultaneously, including administrative leadership, instructional duties, and interim oversight where staffing gaps existed. Many of us have experienced her support directly—whether through professional guidance, problem-solving, or thoughtful engagement during times of difficulty. She has consistently encouraged teachers to grow in their practice while holding high expectations for the school as a whole. Even when faced with financial constraints and staffing challenges beyond her control, she continued working toward stability and improvement. We believe it is important for the community to hear that many members of the teaching staff have experienced her leadership as fair, dedicated, and focused on what is best for students. 

4. Concerns Regarding Stability and Timing

On a remote island, replacing leadership is not a simple or quick process. Transitions take time, and gaps in leadership are felt immediately. This decision comes late in the academic year, without a clearly communicated transition plan and at a time when:

• Students are preparing for graduation.

• Teacher morale is visibly affected.

• Recruitment for the upcoming year is already a challenge.

• The school faces ongoing financial and staffing pressures. Several teachers have expressed serious concern about long-term stability should this matter remain unresolved. We believe that without corrective action, the school risks further disruption in staffing continuity and leadership stability—outcomes that would profoundly impact students and families.

5. Cooperative Governance and Stewardship

The Board of Directors is elected by the members of this school community. Its authority derives not only from bylaws, but from trust placed in it as a steward of a cooperative educational institution. Cooperative governance requires transparency proportional to the magnitude of decisions. It requires communication that prevents confusion rather than deepens it. We believe the current situation has led to growing unease within the school community  and to a perception that governance has moved away from the cooperative principles upon which this school was founded. We state this not in accusation, but in appeal.

6. Our Request

In light of the above, we respectfully call upon the Board of Directors to:

1. Immediately suspend the termination of Principal Amy Ishiguro.

2. Reinstate her pending a structured, documented review process. 

3. Establish and communicate clear evaluation standards and governance procedures for principal review.

4. Convene a community forum to address concerns, clarify process, and restore stability.

This petition is not an act of division. It is an act of care. We care about our students. We care about the future of this school. We care about cooperative governance done well. Majuro Cooperative School has endured of many years because people were always willing in the past to sit down, talk things through, and take responsibility when it mattered. .

We respectfully ask the Board to do the same now. With commitment to our students and to the cooperative principles that define this institution,