School Board Workshop - Oct 21, 2025

001please stand by. welcome to the today's school board workshop. We're happy to have you join us and we're thankful to your time and dedication to our school district. This workshop is now called to order. Our primary focus to is create a safe and productive environment for all participants. Please be reminded of the exit doors that are clearly marked for emergency exiting. While in the board room, refrain from blocking the exit doors. Upon activation of the fire alarm system, please exit from the door and continue to exit the building and remain outside until the authority that has jurisdiction that's deemed the building safe to return. Thank you for your cooperation. Board member rupert will introduce us to her school to lead us in the "pledge of allegiance". thank you, it's my absolute pleasure to introduce pompano

002beach elementary school for the "pledge of allegiance". please stand for the "pledge of allegiance". I pledge allegiance to the flag uft united states of america and to the republic for which it stands, one nation, under GOD indid -- indivisible with liberty and justice for all. you MAY now be seated. thank you, requests we begin to begin our workshop, wz an a-rated school district we begin the vital task of sustaining this achievement. our theme this year, believe, empowered achieve one broward. The board will review the items as advertised and presented by the superintendent. Our first item is facility assessment. the fca provides a comprehensive, louing us to for repairs and ensure our facilities along with our instructional and operational needs. This assessment is a living document and as each school evaluation, we update the list and

003public website to reflect the most current data. We plan to bring quarterly updates to the board so you can continue to monitor the progress and see how the information evolves as projects are completed. A long-range master plan will evaluate our best long-range. Whether that means modernization to support our continued redefining school efforts and ensure a fiscal and operational sustainability. At this time, I'll turn it over to MS. Paul to go over our assessment and our next steps. good afternoon. Thank you, superintendent, board chair, MS. Hixon, board members. It's amazing opportunity we have here to look at this condition assessment and see across the district where we stand. As you know, the process has been on going since the beginning of 2025 and we are scheduled to complete the final reports by the end of 2025.

004Fourth quarter. We have here, our amazing team, that have worked so diligently to ensure that we provide you a quult product. -- quality product. We have MS. Sonia, MR. Bill champion, from bureau up and all other county names but it's ver'toss, a medicine, bureau of amer toss and ashley car pent frer adkins and realis. I'll hand it over to MS. Coaly to get the presentation started. thank you, MS. Paul. we need to get the presentation started. Okay, thank you. okay, this presentation updates the board on assessment, fc a, and facility index fci for schools invofmd in the redevelopment initiative. The intent is to share the rational for fca to support future planning and decision-making. okay, sorry. next slide, through this agenda, we will review what is a facility condition assessment, what an fca can do

005for the district and how is an fca completed, projected project costs, facility condition index, the fca redefining next step and conclusion. With that, I'll now hand over the presentation to MR. Champion to continue. good afternoon. a facility condition assessment is a daily driven evaluation 69 building and building and infrastructure, it's a systematic, inspection and analysis based on the systems, the components, their age, configuration, their exposure, their usage and their performance. with a goal of providing a full accounting of their conditions, needs and corrective actions. This is conducted not just for the current conditions and differed maintenance but also looking ahead to future conditions and long term projections of needs for those buildings and systems. In general, an fca is provided by a third party organization. Because it provides objectivity, it provides an duduryrystandard struurure prproacho

006o congng to a structure long term list of needs. all right, so essentially, the benefits of the facility condition assessment, is that it provides an understanding of the buildings needs current and changing. It, it advises, it builds, it creates asset registry for a full asset management and that can be carried tracked and managed not only today but through long term usage of facilities. There is the aspect of safety that is a part of every facility assessment, and this is not just fire life safety, safety of the has adser that MAY be present at the locations but also safety of the assets. And safety of, you know, the usage of the building as codes change, conditions change, standards change throughout time. So that increased asset management, lends itself to structured, views and management of all the

007building systems and components throughout the lifetime of the building, not only their maintenance but also their replacement. Looking out, a bit further, the potential outcomes for the facility condition assessment are, are many fold, they've golt a lot of usage, it's basically a long term, strategic planning tool. It's a decision-making tool that has outcomes of prioritized lists of repairs and replacements for all the schools. But it arms the district with a list of projects, current and future that need to be taken on to manage the buildings and the critical mission of the schools. The objective data driven analysis, allows this to be a tool for justification of long term capital plans, budgeting, bond issue levees, so this is basically the place where you would get the support and analytical defense for asset management and needs and

008compliance going forward. All right. In a, talking about how it's completed, the facility condition that assessment is a comprehensive examination of all buildings systems, school structures, so it begins with some preassessment work where we mind work orders, gather data and look at what has been done before, we hit the field. We, I don't know if you saw that, ipad here, but we've got a systematic inspection of all the building systems and components. Our teams of engineering and architects armed with a structure approach that is captured with our tool walk each building and they're assessing the building systems and components. They assess the foundation, the sub structures, the things below the buildings, the actual frame, the super structure of the building, the skin of the building, the doors, the windows, the facades, and the roof. We

009then move into analysis of the interiors of the finishes, wall ceilings, and any interior construction, and then the team looks at the services of the of building, and they are, hvac heating cooling and in the building. There is a ventation where looking at convenience we're addressing the electrical, so we're looking at all the level voltage systems and we are, assessing special construction, kitchen equipment and then finally we're getting to the site. We're looking at the flat escapes, the hard escapes. We're taking that data is we're providing conditions for each of thep, excellent good, fair, poor and failed. We are assigning a cost of repair or replacement, we're defining what that corrective action is and we're, we're doing that for each asset in the building. Right now, we're at more than 120,000 assets of line items

010each having ten or so attributes described. And as we get to the cost estimation, we have a construction cost for each of the items and then corrective actions but please allow me to hand it over to MS. Carpenter for projected costs. thanks, paul. The costs that you will see on the school cluster slides in the column marked projected costs is not the sum of the costs that bureau has estimated for each individual deficiency. However, their cost are the starting point for that projected costs. Their individual deficiency amount represent if ppo were to sent somebody out to fix the deficiency. In many cases, they would scope the project and construction by general contractor and really lessons learned from the smart program have shown that there is necessary ansilary, that increases the costs as well as the

011soft costs that are shown here. Let me give you an example, bbta has indicated that a A.C. Unit needs to be replaced in five years. They've included the cost of replacement as well as escalation factor from now until five years from now. If the district decides to do a renovation, at this school, then, there are additional considerations. The architects will include a replacement of 20 lienial feet of duct work which is in line with the district's design criteria, the unit MAY be larger and there could be space constraints and that ads to the costs, temporary air MAY be needed. And adkins, costs all of this has been added. We've also added the design and management fees, contractors mark up for general requirements and general conditions, general requirements is their staffing and general conditions is typically,

012includes such ideas like temporary site and safety consideration, compliance. Allowances for the bonds, insurance, permitting and projected cost might be three to four times, the raw costs that bbta has assigned. The sum for the 41 schools in the presentation, is about 2 billion dollars for the ten-year period. In fact, the preliminary report results are indicating that the ten-year projected costs is likely for the district is likely to be over ten billion dollars. Bill will now continue the presentation with the definition of the facility condition index. great, thank you, ashley. As result of fci and inside the facility condition assessment and fca process, one of the q is a facility index which is an fci this speaks to the overall health of each building based on each condition it's an metric that fca provides and you'll

013see across all assessment of any character. It gives you an "scale of 1 to 100 percent, relative ranking or needs 69 building. It's by take iting corrective actions and dividing it by the cost of replacement for that building. A lower, fca represents a building that is in great condition. A brand new building would have a zero fci, and a building that add replacement cost to repair that building would be at 100 percent. So here we have the calculation and it's the cost of deferred maintenance over and that is times 100, that will give you the percentage. Here just spending a little bit of time on this. The general industry standard, the green, yellow, orange, red, the green would be a building that is in good condition and it's new or well maintained. And the yellow,

014of course is anywhere between 5 and 10 percent replacement cost and that is subject to where, but still functioning, as you start to get into the orange, it's subject to long term wear and the red of course it's refpd the end of its useful life. So just a quick example of that, a school, that you've got several buildings but you've got one building, that is 25,000 scare feet let's say the replacement is 10 million dollars. If you've got needs of $500,000, that puts the building in the green category. Let's say everything is great in the building but you only need windows, that building is well maintained and is in the green range, with just, one basic need. As you start to add other things, that are in need that quickly gets into the yellow orange

015range, and those things will cause a building to require restruction. Now because those needs, the numbers are large, you know, telling you that you need, it's usually not the way ttsz done for that reason, we look at the ten-year window. so you can plan for that, the combined ten-year is 21.4 percent. So that means on average all the buildings, in the district, are in that are approaching the end of their useful life. the schools and clusters provided in this presentation, came from the list and redefining presentation to the board in AUGUST 26, 2025. We will look at each cluster individually with the fci by school focusing on the fci on the ten-year mark. Sorry, it's not working. sorry, 24r we go. We're having technical difficulty with these slides. I will walk it back to bill.

016okay, the first thing you'll notice is the red numbering. This is a great opportunity to highlight that this is a work in progress. These numbers are changing as time goes on. So they're usually going higher, but there are a couple of reasons that numbers will change. In just the past months, these numbers have changed. The changes are really to two main reasons, work is being done projects are being completed. Work is happening on a daily basis and we're updating the cost of that work. The second is that we've got supplemental analysis happening in the background we're getting updated data from bluefin, roofing company. We're getting updated data from construction analysis that is happening at individual schools of concerns. so as that comes in, we update the report. The way the assets are managed. It's happening

017at the time with the living data it allows you to track. What those colors mean, well maintained, five schools, and new or well maintained. And maintained, and one on north fork elementary. You can see as one-year. Better without any capital, exposed to conditions and usage, so, you can see in the five-year period for benity, that one is approaching. And that is in the five-year period, you can see as you move. And end of their useful life. You can see the projected cost is ashley discussed, as you can see that in general, just overall cluster, average of this. The high arch category. this cluster is not as bad as the first. The waited average, fci for this cluster is 14.2, and you can see the range of FCIs are from percent to 21 percent and none

018of these and near their end of useful life but then as they move out, year over year, and they need capital applied, before they get to that red category. all right. The combined the fci for this cluster is 15.4 just a little, worse than the last, you can see that, you can see the fci ranging. And again, all of them, subject to long term, aware and approaching the end of their end of. The average fci for the the cluster. and the subject to wear and tear, elementary, and again, change and at some point in the process. And ten-year category ranging from 17. And over to MS. Coly. and this is, and presentation, in AUGUST and for the FCIs. Combined, 19.5. And five schools, good category below 5 percent but you've got one, that moving some

019wear and tear. And ten-year category, subject, and long term and wear and tear, and they are moving into the approaching end of useful life category. For the west, and rci, 24., two three are well maintained. And ten-year in the subject, and the end of their useful life. Southwest middle cluster and 16.5, they are nice. Next is the middle cluster moves into long term wear and tear over the next five years, and actually, into an approaching the end and at the end of its useful life in the ten-year period. You can see the projected cost there and all that one beinger all of these schools are changing their condition in fci scores over the ten-year period. MS. Coaly? thank you, bill. Now we will move into the high schools followed by non traditional, alternative high schools

020and behavioral change schools along with the corresponding match changing locations from the presentations in AUGUST. all right, for the high schools, we've got three high schools in the redefining schools. The ten-year fci for the cluster is 27.3 that is high and higher than the average of all schools in the district. You n n see atat, very quklkl ththschos s geinto approaching the end of their useful life in the five-year period, however two of the three schools are at and beyond their useful lives in their ten-year period. So these get pretty, bad or they're in a bad condition for FCIs and you can see the high projected costs for each of these schools. All right, the alternative high schools, same here, we've gaot schools that start well maintained and that's this year but as we move

021into the five and ten-year, they're all approaching their useful lifes and you can see the project costs at the right for the behavioral change schools. They're all well maintained currently, only one moves into the subject to wear and tear category with but still in its serviceable life, and then they move into approaching their end of useful lives. MS. Wanda, thank you. so let's talk about next steps. So what you see here is kind of cadence of our next steps, supplemental analysis, we're analyzing structural in the assessment and you know, making sure that they're included but also that they're comprehensive. All individual schools fca reports will be completed and submitted by the end of calendar year. They serve as foundation for future capital planning and project prioritization that was spoken in the presentation. Cost estimation, in

022the first quarter of 2026, we will conduct a cost estimation taylored for B.C. Ps will will reflect and mark a condition. Again, this is less ond learned from the previous bond program. Migrate to integrated assets, so we plan to migrate the facilities data to maximo in second quarter of 2026, this is in conjection to macimo regroup, this will streamline management and project implementation across the district. Maintaining up-to-date data and on going priority, as you have seen throughout the presentation, with the changes shown in red, as projects are completed and conditions evolve, the database will be updated to reflect the changes. And by the third quarter of 2026, we'll work closely with the master planner to sell actionable projects. This collaborative approach will help maximize and assignment capital improvement with strategic goals. And that will be

023in alignment with redefining in that process. In conclusion, the individual facilities final reports will be submitted by the end of the calendar year. Quarterly updates will be provided to the board, so that you can see where we are, so this is a living document, and I think it's very important that we stay out front in front of this and provide the board with information. You MAY use the link on this slide to access the data for the schools in this presentation, the link contains 500, or contained fci scores by building which is more detailed than the presentation data. So what we try to do here is roll up the data for you, but we've got how many data points did you say? 120,000 different elements, that go into this. And then, we can click, can

024you click the link so we can show you what the website looks like? It will be updated, continuously and all data is final, will be finalized at the end of the year, so if you can right click that and scroll down. Okay, congratulations, okay. And scroll down. So you can see the middle school and pro soergt. This is a work in process, these are the redefining schools that we wanted you to have access to. And, each school is like a book in terms of all the different data we collected. We will do an executive summary document to codify the facility assessment, that will be inclusive of all schools. So at this time, I welcome your questions. thank you, we have one public comment. And that is MS. Shoeman. speaker: good afternoon, MADAM Chair, DR. Hepburn

025and esteemed board leaders. Thank you for the opportunity to speak. I rise not in opposition but in partnership with clarity, accountability and equity on how we interpret and act on the assessment presented today. On page 10, the facility condition index, fci, defines, defines any school board as 30 percent as reconstruction yet across pages 13 through 29, we see schools with fci nearly 20 percent that have not flagged for urgent action. That's a red flag. We knee a transparent matrix that links the scores to specific interventions so our communities know what to expect and why. On page 13, walker elementary has a tenure of 17. Percent while on page 16, son shine elementary has a significant lehigh fci of 28.8 percent yet walker has projected to receive nearly ten million dollars more in funding. That's a

026dis crepancy that dmanz explanation. Pages, -- finally, the board members does not clarify who is overseeing the decisions. We need clarity not confusion. And it's critical window. I urge the board to correct these inconsistencies before any decisions are made. Our family deserves transparency, our students deserve equity and our schools deserve a plan rooted in truth not just tables. Thank you have a great day. thank you, MS. Alhadeff. okay. So my first question is regarding, and I know the smart bond projects are not in here but I just want clarification that the completion is when JANUARY, 2026? completion just to clarify completion of smart bond program? yeah. so the board declared it complete at the end of OCTOBER. It will roll up into our capital program and that information is included in the fca. right, but

027I know the board had a resolution to say it was incomplete but in reality, there are a number of amount of projects that are still outstanding. Can we get a list of those projects and how much money we're talking about. absolutely. great. So DR. Hepburn talked about the long-range master plan, how is that different from the fca and when will that be coming forward, how much does it cost? Where are we in the process with that? so we're in the process of, developing rfq for that master planner, it's our intent to hire a master planner. We, we have planned to put it out for solicitation in NOVEMBER. So we're trying to stick to that schedule. So this is the data, what the master planner will do is help us, coordinate with the long-range stirring committee

028that the superintendent will appoint and part of that coordination is doing out reach into the communities with the cities and so forth, to educate them on the fca and then at some point, based on the will of the board and the community, to prepare for a bond. okay, can you get a little bit further explanation on the master planner, what exactly? Are they, like, so, are they looking at each school and I see that there is projected costs, are they now getting into the details of what exactly what happened at the school? It will be part of the long-range committee, they will appoint members to that committee. The master plan under stirring committee as well as staff will work in concert to provide prioritization of projects and so forth. But it's in concert, we're going

029to have more projects than we have money. So the reality is, that we're based on the board's, preference and the community's will, try to put together, go forward plan for a bond. We're not going to have resources to close that gap of ten billion dollars. And as I said, I think it's parlt of my first presentation I made to the board, we have already missed a bond cycle in terms of length of this, of the smart bond. So we have to be very intentional in terms of how do we close the gap on the ten billion dollars. Part of this is also, is working in concert with redefining. Redefining is the umbrella of, and this is the fca as an input into that umbrella of what our footprint looks like over the ten years. So

030this document gives us the ability to look at schools holistically across the district and make those, and the board and superintendent make those decisions on in terms of how the district will look over the next 10-20 years. okay, how is the assessment different than the needs assessment that was done in 2014? this is, an amazing document. And the reason it's an amazing document is because, we have collected so much information that we can trust. And this is, actual look across the vasness of broward county schools. And so the inputs that we're putting in here are the structure assessment that the board voted to have and the assessment that the roof voted to have. And it's a tool that puts everything in one place. And that's something that we did not have, we had separate places,

031I was not here in 2014, obviously, buddha at that was excel spread sheets and all of this other stuff, this is real data that works collaboratively, to give us a picture of what it is, of our district. So when we talk about ten billion dollars in needs, it is a real number. And it is a very objective approach so it's not based on personalization or what I feel is based on data. okay, thank you. I think it's a very important question because we've been dinged on this. And obviously, I don't want to, repeat past mistakes and make sure that we are pulling back the different layers of the roof to make sure that really getting a full understanding of what the roof assessment looks like. And so it sounds like this assessment, this fca is

032different. Is more cumbersome and looking more specifically at the details at each of the schools. I'm, it's challenging with the 10 billion dollars in needs and how we're going to have that conversation moving forward with the community and how exactly it's going to look like as far as what school is going to get millions of dollars to rebuild that school and where and how all of that is going to workout. So that's looking forward to understanding that a lot better. And, and so so the long-range master planner. Sorry, I know we're at workshop, I'm really trying to understand this, is that a person? A company? it's a person, and probably their company attached to it. And so, the, the I've seen various, examples of this. But the cool thing about having a master planner, is

033collaboratively, they are employed by the district, but they work collaboratively with staff and the long-range planning committee. And so it's a team effort. And the community out reach, is extremely important and it talks to, you know, kind of what, is similar, to redefining in terms of the out reach and community. And just looking at possibilities and you know, when we get closer to the reality of a future bond, they provide the board and the community, in a collaborative effort with, using this data, and using the, the interaction with the community to come up with what can we do? How obviously, we can't go out for ten billion dollars bond. But what we can do, with this long-range thinking over 20-year period of time is say, let's put it in chunks. Let's so, I'm not going

034to say the number, I'm not going to scare anybody but let's do a 1. Billion dollars bond, this year, the next six years, two billion dollars bond. And then start to reduce that gap. And part of that too, as I said before, the redefining effort and the reality is that we have to shink our footprint, you know. And so, with that, the number MAY not be ten billion dollars, maybe slightly less. So all of these, factors, play into how the district will look, you know, in the next 20 years, hopefully I'm retired by then. And but in the next 20 years. So it's a very, measured approach to giving the board and the superintendent the ability to make those hard, hard decisions that we're going to make going forward. You will have to make going

035forward. and who makes up the long-range committee and how often do they meet? it's a great question. We are going to send letters this week on people we're recruiting, some city managers that we're targeting to be on that. It was just about timing, making sure that the bureau of air toss, got into a good rhythm so we have data that they can review versus doing this early summer and then just sitting around twidling our thumbs. We had discussions and we feel some people will be a great asset. Once the master planner comes on board, like MS. Paul said, work ining concert to help make some recommendations with the board to consider that is going to be best fit for our district and also the community at large. so the long-range committee does not already exist,

036you're in the process of creating it and how many people will be on this committee? we're talking about 10 to 12 people. okay, and I'm assuming having people all over the district? correct. thank you. MS. Rupert? thank you, I had questions on page 5 which is creating a. How does the facility long-range planning committee that we have in existing now fit into this equation? currently, there is no planning committee. Is he set to build a new one. How the new one will work is working in concert with the master planner staff and also community to utilize that data to come up with recommendations with the board as we move forward. As MS. Paul said, there is going to be a lost positions. A lot of tough decisions to figure out how we're going to look

037not just in five years but again, in 20 years, to really set the district up to be a sustainable and also to have maximum impact for the students here. They will be infused in that process as, as a core part of that process for people that we can trust and people who are familiar with our district and right here in our communities at large. great. And will the facilities task force, be looped into this as well? so,, they willllget tes t t wewee actualally targing g coupuple of people from facilitiesasask force to be part of our long-range planning. great, as long as they're part of the process, thank you. Then I had an page 19. Appreciate that this is realtime numbers. And can happily say that, margate middle went from a 5.7 to 5.6, I

038know that's not normal but we'll take it and again 15.7 to 15.3. I appreciate that because it's a great little gem. Let me see, 28. There we go. Actually go back, 26. Sorry, mixed up here. We're going to talk about a bit about the non traditional schools. And the behaviorals change schools as well as the alternative high schools. So look at those, those figures here, they're relatively good in the first year, mark. Five-year it's still okay. And then towards the end of life but still some good years left, especially in areas that would be under served if we actually had closed one of these schools or, it would be difficult to actually do that. And I look forward to the conversation for, updating them, down the years as we go. And, same thing about cypress

0391 education, center. They're in the yellow and then, negative 18.5 for ten-year run. So that's relatively interesting, interesting building there. But I've got to say, dave thomas, that's a beautiful campus. Really a beautiful campus. It's a beautiful school. I would say that I was a little xriesed that the facilities numbers were like that and comment why? DR. Hepburn? I'm going to turn it over to MS. Paul. But I do encourage the board to take a look at the link at the website because it will give you a building, and sometimes a building will be super high. And I would say in my experience, that's a function of, you know, the high cost items failing, hvac and infrastructure items, but also, what the superintendent alluded to, that we need to be mindful when we do additions

040on a campus and where we put those additions on the campus because, because you have thank you, MADAM Chair, as I look at the data and I guess this is not only for me but also for public understanding, I don't see an evident proportionality in terms of increasing fci percentage between years 1 and 10 moaning the schools, I want to understand the factor that is would cause a school say on page 28, dave thomas. Addicts went from 2% in the first year and in ten years, I got 32% as opposed to olson went from.7 to 17%, is there's not an evident pattern as to what caused that significant decline in say addicts versus olson. Is it the age of the building over time, is it the pattern of building maintenance, is any of this in

041our control I knower we're looking forward to possibility of getting the bond, is any of this is in our control to increase the useful life of some of these schools over time. DR. Hepburn? MR. Veritas? thank you for the question, first I understand dave thomas, it looks nice, it's .4 right now, but as time goes along, it is the failure or the imminent failure of those pieces of equipment, so if you've got a roof on that building, and that roof is 18 years, it's great today, but sometime in the next 5-10 years, you're going to have to replace that roof and need to now -- that is where the asset management part comes in. There are things you can do to extend the life of that roof but you know when we give you these

042numbers, we're saying you can extend that roof with one, two years with maintenance and stress test and is core samples, but within that next ten years, you're probably going to replace those roofs so these numbers are real assets coming due, based on what they are, what they need, when they are going the fail, so it could be a beautiful school today but in the places where you're not looking on the roof, you know, the plumbing, the infrastructure, low voltage, you know, things are going to have to be repaired and that drives that number when talking about the fci calculation, it takes a million, a couple of million dollars to really swing those numbers into the next category. I understand, so then it appears that the -- what determines in terms of the useful life is

043very school-specific as far as different things going on at the particular school. absolutely. for example, whi look at page 19 with forest and coral springs middle, forest is 2%, coral springs is 1%, but over a teb year period, forest glen jumps to 29% while coral springs is 19, so I now better understand because there could be specific assets on each of those school fwrounds that are declining more rapidly over time. exactly. I understand. So, DR. Hepburn, I guess I heard MS. Paul mention the possibility of a bond and so on and so forth, but what are we going to do in the meantime, how will we use this fca data in terms of what we now know in the meantime to possibly extend the useful life of some of these schools that we're seeing as

044it relates to specific schools and specific assets on the school grounds? DR. Hepburn? that's a great question, DR. Holness, number one, it helps to inform our defp with more objective data. Just data we did not have prior to approving the defp. There was an asterisk for a note that says defp MAY come back to be amended to include some things out of the fca that were identified that are critical and needed for the campus especially those campuses that have students on it. So, that's the first and also informing some of our redefining efforts as we come back with recommendations in JANUARY for a vote and to amend the defp for any work that needs to be done if we have kids in the building and needs to be done. Our capital program will be informed

045by this data as we move forward up to the point where the board decides if we're going to go out for a bond for the additional fupz we need to take a more wholistic approach across the sdraikt instead of patch work that our funds that are capable of funding right now versus what needs to be done across the entire district. so, DR. Hepburn, based upon what -- I forgot the gentleman's name. Based on what MR. Bill mentioned, all of this will be addressed in terms of not only specific school but specific asset within the school that drives this information as far as what your staff will be looking at outside of the possibility of a bond. correct. okay. Alright, I think that's it for me, thank you. thank you, DR. Zeman thanks, chair. Superintendent, I'm

046curious about the data, every school there, easy to find, the public is going to love that. Would it make more sense though to have in that data the current fci rather than the ten year fci? I'm fascinated with this data and I'm going to talk a lot about this data right now ft I'm not sure if we want to tell the public what backlog construction that we want to have right now. I would rather tell people who live here what the current status of the school is than what's going to be projected in ten years. I do want to the talk though about the value of our buildings. You've talked to us today about a ten billion dollar need for construction and maintenance. What is the total value of broward county public schools? I I

047don't have that, that would be a math problem for us. we are going to go to public and ask for a bond that is haounl, there -- huge, there is no doubt about it. Our public want tos make sure their kids are going to school that is are safe. There are places we could invest and have a tremendously greater facility. There are other districts, MR. Superintendent that are going out in the double digit billions for a bond, so we went for 8/10 of one billion, we spent roughly 1.6 or 1.7 billion during the period since the last bond but it's -- there's certainly a possible we go out for a 50 or 6 billion dollar bond in order to take -- to provide the public an opportunity to borrow some money and improve their schools.

048I just want to be clear about what the ten billion mean sos we can make sure we're talking to to our constituents the right way. If we did a ten billion dollar bond and execute that bond in ten year, would we end up with the number of schools we have at the end of the 10 years as a 0fci? DR. Hepburn? MS. Paul and team? I would say no. And the reason I would say no is buildings are constantly aging and the ability to basically go to 0 which means we would wipe out all build advising build all new and that's not realistic. So, the approach that I stated before is a lot of it depenz on how the district will look 5-10 year from now. The buildings we have now MAY not be the

049buildings 20 years from now. So, to say to bring an entire school district down to a 0fci is not realistic. my understanding of this date though implies to our community that that's the the case. If that is not the case, thep we need to make sure our messaging is crystal clear, we distinguish between construction that we need to do, maintenance we need to do, and other ways we're going to behave in terms of asset management and other things so we can be clear to the public. The public I think walks away from this presentation thinking if we got 10 billion dollars and we executed that 10 billion over 10 years, we would end up with buildings that have 0fci. If neats -- if that's not the case, we have to think about how we're communicate

050toing the public. We have to know the value of our inventory, if it's 500 billion and we have ten billion dollars in needs tha,'s a different story if we have 20 billion and we have billion dollars of need. I think it's fair to say we have over the next ten years clearly identified 10 billion dollars or will have by the end of this calendar year identified sufficient data to justify 10 billion dollars of needs over the next ten years, is that fair? that's fair. how about a school, I'm going to pick one on slide 13 that has been discussed by this board for closure f that school in fact closes, don't worry about the name, that is hypothetical case, and it has 38 million dollars worth of need over the next ten years, is the

051board's decision reeling us of the need of doing maintenance and construction times 38 million dollars on that one school? DR. Hepburn? if we close that school? close, lease, whatever, we give up the maintenance and the facility responsibilities for it, either through a sale or a lease? Aren't we foregoing the need to pay for that? yes. which is a dig deal for this board, every school that closes is a way of avoiding the long term facility maintenance and construction costs and now at least -- by f by the way, why are we doing 41 when there were 34 on your list? as they are completing their reports, they're adding them. Er so, we've done -- you'll continue to see more on the website for the workshop, this is the number that we're -- reports that were

052fully completed, and as the days go on, you will continue to see more. and I have run into the bureau veritas team twice on school visits and I can tell you, this is not the same thaem went nout 2014, these are engineers and construction managers, these are people that have been there and done that, they get in and look at something and know exactly what to measure and walk out and say that thing needs to be preplaced. I want to add something because we had a friend phone us from long distance to the context we just answered. there's 34 with boundaries, that's the difference, so it's 34 with boundaries. that's brilliant. Thank you. A couple of other things, the gdp of broward county is 163 billion dollars. Whether we think about the bond we're going

053ask people f we need the think a bit about the economic engine that is broward county. If we asked them for the full 10 billion dollars over say a 10 year construction window, that's a 1.6 trillion dollar economy paying 10 billion tlars on a 30 year loan. So, when I hear about la and chicago and other districts like dallas going out for these double digit size bonds and those aren't approved yet but that's what they're propose, I want us to be aware of the economic engine of broward county, it's huge, over 10 years even if we didn't grow, we would make 1.6 trillion dollars of income at bro urtbacker broward county, when you ask for 10 billion, iet assist small percentage of the overall. MR. Superintendent, as we get schools done through this fci prongt,

054will you release the data as soon as it's available to us? that is correct. the reason I think that you do tha, I'm guessing, is the government, the people of broward county pay for this fci, they own these buildings, they deserve to know everything that we can as fast as possible. Were there any instructional staff involve ined the facility inspection? instructional staff? yeah, were there any principals crawling on roofs? no. I'll have bill answer that. go ahead, bill. we did collect a vary of occupancy that are the principal and is staff could submit and then have input in the process. good, so you asked principal tos give you data about the employee and is students which they're fully qualified to do. You didn't ask them o dpo on the roof and replace, repair, nothing. they

055were all questions. yeah, how does this link to last week's decision to make awards on the pmor contract? MS. Paul? . it does not. terrific. The one thing that just is terribly exciting about this because it's depressing to think about 10 billion dollars of need out there, when you look at the condition of schools and these schools which were selected to go through the repurposing project, their current statsz isn't awful. There's a lot of green and some yellow on their status. We're doing okay now, if we don't do anything, we'll have 10 billion dollars of a hole in terms ever maintenance and construction and that's across 239 campuses assuming we keep them all open and don't find other people to be responsible for them. I think what's important is we have actionable data, whether it's

056about repurposing or prioritizing our capital dollars, whether it's about lobbying tallahassee or lobbying broward county for more capital dollars, we can point to very specific data that was done by fidelity by engineer and is construction managers so we can lean on that data, MR. Superintendent sx, say if this school has 40 million dollars of a ten year requirement, it's not going to be 800, sxit's not going to be 0, it's going to be plus or minus to the 40 million dollars, that is incredibly wonderful for a board like this to have so, that when we're supporting the superintendent and support thing chiefs facilities officer and everyone else in the long range development plan, we can to some degree of knowledge, somebody asked about that, how confident are you many the estimates of ten year construction

057and maintenance costs? MS. Carpenter? thank you, I really wanted to jufp in on this before you asked the question as well, so thank you. I was specific to say over ten billion dollars, this is still draft data so I'm confident that it will be over ten billion tlars, if it's 11, don't come for me, this is still a draft. we know where you live. The reason I think you MAY be a little too worried about that is these 40 schools were not randomly chosen, so it's likely that where there is underenrollment, where there was all the criteria to get ton original list about repurposing, it was not an unbiased groupfinger it was a group of schools part of which the condition somehow factored into the decision to put them on the original list. It MAY

058be the other -- if you did 41 schools, we have 205, so 164 schools left it caner other ones would have been better than the other ones you went to look at. If that school I picked off of the top of slide 13 had 38 million dollar of ten year requirement, give us some just 30 seconds of background on how did we -- for example, I think in 2014, we had the reasonable estimates of what things would cost. It turned out over the 10 years, the cost ofof nstrucuconondodoled and we dndn't an for r tododouble bobody did, righ but wh are weplnini for the next ten years, say we do a bond in 2028, money come ins 2029, how can you proj from 2029 to what construction costs are and are you assuming it's going

059to double again? MS. Carpenter? it's a great question and while these estimates are very rough order of magnitude, they are based on the individual deficiency data, so the 120 thousand assets that bill mentioned in their database, we've built up that -- those individual scopes and sore of how estimates do, packaged it into projects assuming these things will have to be designed and constructed by professionals and not joe going out there with a hammer to fix something. We do have a good level of confidence that this is not the way that the 2014 assessment was done so, the 2014 assessment numbers were put straight into the budget in the defp without going through that extra step of what ancillary scope will be needed, ensuring that the the unit prices are all in line with what we

060see here in broward county, the market conditions, the escalation. There were things missing and this one is very comp hence -- comprehensive in that way, so all of the soft costs, everything we expect to see, design management construction is in here. is, let's set expectation, are you plus or minus on the 40 million dollar example I graver you, are you plus or minus 20% no, 10% that's terrific. We can love plus or minus 10% in broward county because we've been live ining a world where it's over 100%, right, and again, we're asking people in 2014 to make assumptions about economic growth and the cost factor, you can't hold somebody accountable on things you can't predict easily and everybody was shocked at the price increases and labor shortage, plus or minus 10% in 2028 is a

061wonderful answer and I pray you're right. Last question I have, do we have design standards in broward county so we're building buildings so that the life cycle cost of those buildings is minimized? yes. I hope we think a little bit about that. When we go to sell colleagues and friends and neighbors on a bond, if we can say we have a design standard, so that the building MAY cost us a little bit more to build it but over the life cycle of that building, 40 or 50 years for many of these buildings, it's minimum cost and that we have 10% plus or minus on these estimates, I think we have the best chance to the win them over on a long term bond. Thank you, chair. thank you, MRS. Bulman? thank you, chair. Thank you

062for the presentation. So, first to start out for my own personal information and also for anyone listening at home, can you through the chair I guess explain sdosh, we're ending the smart bond at the end of the month, so are there any funds that remain from the smart bond and then those funds just automatically go into the capital program, can you just -- DR. Hepburn? . Inger MS. Carpenter? explain that briefly. sure. So, while the board has a resolution that ends the smart program at the end of this month, there are still projects that are active. They are funded and the majority of the money is already committed in purchase orders, we have vendors completing the work. Any money that remains from those particular projects, when the project is cleared fwets swept back to the

063capital reserve. So, each month I believe you guys have been getting memos from capital that these five projects, six projects, whatever, are closing or we're reducing the budgets of these, the money is going back into the capital reserve and that happens -- it's been happening monthly, on an ongoing basis websinger ear financially closing projects or reducing project as the money is being swept back into the reserve. and are all the projects going to be finished on that budget or are we using capital reserves to finish up part of what was in this original scope of the smart bond? Does that make sense? yes, that makes sense. The projects as I said are fully funded, if there is an unforeseen condition that happens that for some reason is a large change order, it's possible that we

064would need to come to the board for additional funding of a couple of hundred thousand dollars to cover that change order, but as it stands, any time we know about those things, we come to the board right away, so you've been approving items when we need additional funding waez go, so there isn't anything, you know, with you f but could something happen out there?Frjts I was wondering about the mechanics and how that works so we're putting money back into the capital fund instead of taking it out so, we're not -- correct. thank you. MS. Bulman, can I ask thel to clarify something. So, most of the money being used to do those smart bond things are coming framing capital. We've exhaust ted money that came from the -- I think it's important for somebody to

065say that I think that's really what we're kind of asking here, we've spent all the bond money, everything is now come framing capital so it's rolling over in our defp because it's not really smart anymore. it hasn't been smart anyway, we ao e just been calling it -- okay, I got it. I'm a little confused about that, okay. and I think this question has been answered but the fci, does that take into consideration outside conditions like flooding vulnerabilities or anything? it does. We've got a drainage and flooding included and we've got stormwater certification and licenses included. okay. And that would be like around the buildings and the fields are included. yes. so, for example, if we had an athletic field, a football field that has bad drainage problems, has would already been looked at? we've

066looked that the and we've got us some very good support. great. Okay, so the master planner, who chooses the master planner? DR. Hepburn? I'll let MS. Paul go through the rfq. we put out an rfq, a solicitation. okay. and when do we think we're going to have a master planner identified? we're going to put the solicitation out in NOVEMBER and so based on that, hopefully by beginning of JANUARY, FEBRUARY. okay. I wanted to touch on something that DR. Zeman was talking about and something that was mentioned that the capital -- yeah, the capital program moving forward will be informed by this data and then presumably also the our -- bond, when's the date we would plan that we intend to put out another bond? Is that something we know yet? I'll have MR. Sullivan hop

067in on that one and MS. Paul if you want to add. as it relates -- before we get to the bond, the board probably needs to have a discussion about the current referendum and whether we're going to go and renew that. If we were going to go to renew that, that would be DECEMBER of 2026, I wouldn't recommend having two items on the same ballot for the school board, so with that being said, if the board was in agreement with with that, you're looking at NOVEMBER of 2028. alright, okay, thanks. So, I want to look at -- there's a few school that is are on this list that are kind of projected to be in the red and those schools are not particularly surprising, so if we are looking I guess -- are we going

068to further defer maintenance on those schools? What is the -- what would the plan be? I guess like DR. Zeman is saying if we take these schools basically off of our inventory, we're saving a whole bunch of money potentially. but these schools are on this list because we didn't ever put any money into them and so then it's just a self-fulfilling prophesy that these are not in good condition rkts so what -- so what would be the considerations and also they're on the list too because they MAY be underenrolled because we didn't put any money into them so they're not attractive to attract the students. In terms of where these particular properties are located, what would be the plan to tha, if we're going to defer maintenance until we pass a bond in three more

069years versus maybe these are places that need brand new schools? DR. Hepburn? I'm going pass it on to MS. Paul. First as long as there's people, kids and staff in the building, we're always going to make sure the building is maintained for life safety issues especially. We wouldn't just stop deferred maintenance. I know we're not going to -- I'll turn it over to you, MS. Paul. I was going to lead with that. assume weing ear not making any safety hazards, but in term of serving those communities. so, thank you for that question, deferred maintenance, you know, if you look at it in its totality, yes, we don't have all that money, but we -- what this tool and what the fca allows us to do is to create that preventative maintenance program as opposed to

070failure maintenance, right. And so the capital program going forward, this tool will help us prioritize those items and not focus on things that don't help us with improving the fci. So, this is an amazing opportunity for the district to see across the district all of the needs of individual schools, so we can create a plan based on that. I think MS. Alhadeff asked a question at the last meeting, I want the whole school painted, right. So, this givers us the opportunity to see all of that and to make those very data-driven decisions, and so I think in terms of setting up a preventative maintenance program, this absolutely helps us do that, so when I talked about the painting program and the carpet program and, you know, all of those things, this tool helps us do

071that. okay. I guess my overarching concern is just that there's certain schools that have clearly not been kept up and if we're waiting for another three years before we even go out to a bond and we look -- just -- that those aren't targeted for either closing or, you know, just because of the condition they're in right now because we have failed to keep them up over the past -- not you but, you know. and thank you for that question because this tool allows us o do a better job of doing that and going to those place and is going to those hvac subpoenas sdsh -- systems that are about to fail, this give us insight on how to take care of our schools better. we MAY be want to be looking at moving people

072around until we can build a new school for a particular community too, so in terms of master planning, I would like to see even if we had to re[Inaudible] For hallandale high school, there hasn't been significant improvement since it open ined 1973, that serves a specific community that's active and I think we would have a lot more kids there if we had a better facility. If we had to move people for a bit, I wouldn't want to see that that entire -- that the community is deprived of a high school forever just because we have it in a bad condition now sp we have all this time going on. well, the data gives us a very clear look at the condition of hallandale as well as other schools, and the intent is to give the

073board that information and reliable information so that when there iss a decision at some point to do a replacement campus in the district, you understand the reason why and as you go out to the community, they'll understand the reason why. okay. That's all, thank you. thank you, MS. Thompson? thank you, chair. I have a couple of questions. But first I want to comment on the concept of going out for a bond. I think that's not something I'm particularly interested in. I also don't think our community is at this time, I don't think the it will pass in any close number of years, pembroke pines went out for a bond for 230 million which is a fraction of what we would ask for and it failed and not close, miserably failed, and that's for parks, school,

074shouts, drk parks, schools and safety, I think we have to be cognizant of the community we're live living in and families cannot afford a dollar or two dollars more and I think it is imperative we are operating within our means, at least at this time. So, I just wanted to be clear on my stance that I don't think, one, we should go out for a bond and, two, it will not pass. I wanted -- and speaking on the fci, thank you very much for all this work, I think it is brilliant. I also thank DR. Hepburn walking me through it on our one on one, looks not only at the percentage but the square foot of the build ising really important because some of the schools, I was like, wow tha,'s a lot lower than

075I how abouting and when I look, it's because 100 square foot building that's probably a shed works, I don't know what it is, it might be a shed is falling apart but the actual building is strong so I encourage my colleagues if they haven't already to dabble on has website, I think it's incredibly informative. And then I also wanted to talk about -- because how we're using this data, DR. Wanza's still here, I'm going to ask you a question, through the chair, how are we going to be singing -- how is this facilities assessment going into our thinking when we are recommending what schools to be consolidated? DR. Hepburn? DR. Wanza? or you can bounce it back, it's fine. I'll let you go first, DR. Wanza, and then I'll add. I guess I'm no longer

076lost long distance. Valerie wanza, chief strategy and inmow basing officer. It will definitely play into the conversation when we start to look at which schools. Obviously these are the 34 schools that have a boundary as well as the 7 non-traditional schools so when we start to analyze all the data and the superintendent starts to formulate what would become his final recommendations, I do mrao ef this will become a part of it. One of the things I think that we just heard was obviously we want to make sure whatever students and staff members the community come to, that the building is -- in best physical condition as possible, so it will definitely be factored into, not sure what considerable weight it will have over another category, but the one thing I want to say is that

077this information is definitely essential but redefining led with underenrollment. do you want to add anything? she went over it. it was a great answer. My main concern because I have two of the schools that are potentially consolidate and they're going look at us and say it aos done deal because if you look at the percentage of fci, this school is better than the other and it's the factor. Ipg that's really important this is a factor in what we're considering. And then my final I guess question is that we have two schools that we as a board have decided to go through and putting in more programming, however, bennett in five years is at the 30% mark which means there has to be something drastically done and five years, it's 25.8, and I'm wondering how this

078is going to factor in to building improvements or if that changes my colleagues' minds at all, will that give them priority for renovations since we're investing all this other money in it? DR. Hepburn? great question. I think when the master planner dombacker comes on and looking at -- work witching staff, community and everybody, looking at the overall district and our needs and where student ares anteceding schools where we have programs, that's going the flush out. It MAY -- just a hypothetical, the master planner MAY say, hey, you MAY want to build a joint building to sunrise to create k-8, it's just a hypothetical, those are decisions down the road that will come up not just for a bennett but also for multiple schools. I also want to talk about a point you just hit on

079about your desire not to support a bond and so master planner would have to work on a plan b for the board also if there wasn't a vote to support to move forward with a bond about how we would move forward with the number of assets we have that are steadily declining in use for our student and is that would result in additional closures because you would have to take buildings off-line as DR. Zeman saying if you pass it on to leasing or possibly sell thing facility and the land. thank you for that. And I just want to clarify, I'm not against a bond ever, I to within the next five years, it won't pass. That is just one board member's opinion, and I just think this information is important when we consider re defining

080and where we're putting programming just to factor into it and that's my comments. Thank you. thank you, MRS. Leonardi? thank you, I think it's -- I cannot emphasize the point that MS. Bulman brought up enough about schools being underenrolled because we have not maintained the facilities. I think a perfect example is strat -- stran ha b high school was supposed to be built back in the early 2000's ,, thcession hitha,a, was rarapped. When we veveto mamake nancial l cicionons, weha to think abour mol l and ethical obligations for these schools. Ben f it for years, that community has been asking and telling this district that buildings need to be rebuilt and I have certainly been a part of those conversations. I know there's a building at northside that has not been able to be occupied

081for several years, so, I have a real problem with looking at this without any nuance, I think it's really important that moving forward, we talk about rebuilding some of our schools especially those schools that were promised certain things in the past, schools that are historical like northside and I guess I'm curious with northside given the facilities condition assessment, how do we balance with tha with the fact that it is a historical building. DR. Hepburn? I'll have MS. Paul take that one. so, as I've dealt with historical build rinsing the past, there are certain things you can do and certain things you can't do, and so it is the -- I believe the oldest building in the district, as I visited it, I was amazed at the crew and the team that has kept that building

082alive for so long. It's a gem in our district so I'm biased towards it, but before we could do anything, we would have to get approval from the state to make modifications and so forth, so there are tiekt restrictions around historical buildings. thank you. You know, a lot of my comments have been shared. I do think we have to realistically consider going out for a bond. I don't know when but I don't know how we start to make our schools whole without doing that. So, I think we have a lot of work ahead of us as a board and as a strict in terms of communicating those needs and trying to persuade people to support the physical buildings and also build back community trust but I to think it's something that we cannot ignore. DR.

083Hepburn would like to add something. yes, so I just want to respond, DR. Zeman asked a question about pretty much how much all of our asset ares worth in the district, so we have a great team, thanks, MS. Johnson and the capital budget team so, pretty much what we have so far is our land is worth 227 million, building and fixed equipment is worth 4539 billion totaling 4766 building minus 23244 billion tha, leave as total net value of 2521 billion. the value of the land you cited is the land that we don't currently use with building on it, that's just the unoccupied land? I don't think that's occupied. 277 million? yeah. I think that's the property we're not using. land with improvements. land with improvement is in the billions but it's included with that other

084number. 2251 billion. 2 trillion dollars? no, that's not correct. 2.5 billion. okay, those are decimals. were you a math teacher, DR. Hepburn? no, I have commas out there, those are decimals, correction, public. And those who MAY be writing articles later on, 2.5 billion. if we could only put commas where we have periods in our checking account, it would all be better. omar, am I correct, if you want to clarify, please. [Inaudible]. use the mic., please. can you use the microphone or turn it on. sorry, it's 2.5 billion. terrific. That's a lot of money. that's all the land and improvements? . Inger yes. thank you for that update. I have a couple of questions and then MRS. Hall -- alhadeff wanted another turn. Just to be clear for everyone, looking at the numbers that go from

085one year to five year to ten year, the depreciation is if we do nothing, DR. Hepburn? that is correct. just so it's clear to everyone hence, why this is fluid t number wills change, there's still a lot of buildings we're doing work to update facilities or renovate certain parts of facilities so that number will change overtime, it eats a live document. my second question, on page 21, walter c. Young, can you tell us why it's a.9 in year one but it jumps all the way up to 17.3% in year 5? I'll turn it over to bill with bureau veritas. good afternoon, I don't have the specific issue there, but again, if something comes due based on the life cycle of that equipment or something that has a remaining useful life, somewhere between one and five

086years, that number will show up as the depreciated asset. Wefrjts would have to do a follow-up on that because these numbers reflect a roll-up of everything that was considered and so we would have o do a follow-up to give you specifics, but on walter c. Young. and I think that's very important because we have having a very serious discussion about what we're doing with walter c. Young in the next year, so that big jump in one -- from one to year five I think would play into our discussion very largely because if it's going to depreciate that much, do we give the land back to the -- there's just pieces that -- so, to that point, actually it's down further in my list, but these numbers are great but there's no context to them in

087terms of knowing where you got the numbers from, so when you click on the addicts or whatever is on there, I appreciate each of buildings but when are we going to get those 100 thousand data points bah I think we and the public really need have that to put the context into exactly the question I just asked, why is walter c. Young -- people will tell you, it's a beautiful facility, it looks whatever and whether it's all those data points or whatever, but we don't have the information to understand why and I think at the end of the day, we need the why's to figure out where we go from here, whether it makes sense to fix the roof or to change this or that and for us to be able to make those decisions

088because to MS. Bulman's point, at the end of the day, the people who are making the decisions is us as the board. You can bring us all the of the information but we're making the final decisions on what we do moving forward and I just don't know with the document -- I appreciate it and I get -- thank you, DR. Hepburn, also, for explaining to me the color and is the square footage and all of that, I don't know just this document without the data behind it is really going to give us enough information to make those really crucial decisions we need to make in DECEMBER. So, when will we be getting all of the other information? DECEMBER, we're going the load everything on the website so the it will be totally accessible document where

089you could look at all 120 thousand data points. We'll inundate you with information. but it's gipg to be there earlier because we're making decisions in DECEMBER tha,'s a lot of data points to go over. I would hope we have enough time to digest them and ask some questions before we get to the DECEMBER repurposing final meeting of what we're doing. we will have all of the data points for these schools uploaded by DECEMBER. and then just a reminder, the final vote is in JANUARY. I also want to -- because one of MS. Thompson's schools in her area with walter c., I want to added the other complexity with walter c., that is a land lease for us that's up in 2037 without any amendments to the agreement. right, which I think is also important to

090know why it goes in less than in four years, I just think it would help direct our conversation. So, this is also sort of similar and maybe you won't be able to give us the answer, but on page -- the high school, so hallandale and stranahan. So, it's on page 25, stranahan starts off at 5.7 and hallandale starts off at.6, then in five years, hallandale continues to increase rapidly, stranahan's at 24 and hallandale is at 15.9, but then it exceeds stranahan at 39.8 where stranahan is at 39.9 and both of them are at end of year, the progression is odd because it's db like stranahan's ahead if we're looking at a race, stranahan is ahead but at the last minute, hallandale ends up in front of them. So, it MAY be part of needing that

091other point of information but it's just -- I think the public looking at this just -- it doesn't make a lot of sense and so I think we just need that other information. I don't know if you know why that happens for these two schools offhand. yes, the quick answer is the different things, the different assets in the building decay at different rates, so it is basically for any one of the schools, 300 of those things at different rates declining at different speeds, so they will become needs or they will require replacement at different times in those periods, so, the different item, different cossets for each decaying at different speeds. once we get all the data points, we could better assess why that's happening. sorry, to add something quickly to that. Each of these high

092schools might have a thousand assets, okay, and so when you get that data, it's not going to be very easy for you or anybody to, you know, it's going to be pages and pages and pages of items, right. You can find each individual thing like I sadden air handler or a roof of one particular building of which there's 30 buildings at stranahan high school, right, but this is not a linear thing, so DR. Holness brought up something, a similar sort of question about why something seemed to be moving quicker than another, but it's not linear so you've got all these moving parlt -- parlt and is piece, I don't want the public to think they can totally understand it when they look at the data, it's a lot. thank you for pointing that out. I

093understand that, but at least there would be a place for them to look at, so I would also hope that when it comes back to us, there's some kind of explanation because, again, we're having -- at the end of the day, we have to make these decisions, it's not up to the experts to make the decisionfinger you're giving us information so I think it's important that you give us usable information that we can digest as non-experts because we're going to have to decide what opens, what closes, where do we put the money, we're voting on a defp, so however you can bring that to us where we can maybe not understand all 100 thousand data points but, you know, this school would need to go first because these are the items that have to go.

094This one maybe needs to be completely replaced which I think is probably the goal of the long range master planner when we work together but we need those digestible data -- I don't know if point iss the right word, but summary is a bet r way to explain it because just looking at this, we could make up all kinds of stories. Data is data but you can manipulate data to what you want it to say when you don't have the backup to how you got to the numbers. MR. Cervera? thank you, chair. And while I'm certainly appreciative of the information and the presentation and the data that is provided in this, I happen to agree with chair hixon in that we need a lot more out there to the public for transparency purposes. So, the

095folks -- the fine folks of broward county can get a better understanding of what exactly the asks here are, and when -- I look at what is being presented today and our conversation, i promise everyone up on this dais and everyone in this audience, the one thing that the public is going to take away from all of this is that they heard a 10 10 billion dollars smart bond tha,'s what it's going to be and I appreciate the fact that some of my colleagues MAY be excited about that or enthusiastic about that, let's be realistic, this county is not assigning a 10 billion dollar smart bond any time soon, it's not going to happen. We look at what happen ined 2014 with that smart bond which ended in 2024, the 800 million dollars that ballooned

096to 1.4 billion on my last tally if I'm correct, a lot of folks have a bad taste in their mouth about that. Perhaps rightfully so. And there's a lot of trust that was lost and we need to do a great job as a district and as a board in rebuilding some of that trust. But to come up here and talk about ten billion dollars in smart bond money, it ain't going to happen, it's not. So, we need to start looking at other ways to get these schools stomping of the tlc that they need, certainly not suggesting we send our kids to dilapidated schools but we have to be realistic here, I heard the superintendent talk about a plan b with a master planner if the bond doesn't come out, we need to know what that

097entails but we've got to be realistic with ourselves. You heard MS. Thompson talk tabt bond that was in pembroke pines last voting cycle which my understanding the majority was for like public safety and police and I think it failed like 60/30 or excuse me, 65/35, so that's the mentality of the public right now, so for us to think we're going o do all these great thing and is go out to the voters and get this bond and these great thing ares going to happen, I'm a realistic, I don't see it f, so I'm interested to keep this conversation going as we taper off the year and decide what we're going to do with some of these schools but if we think we're going to fix this with another 10 billion dollar smart bonn, I don't

098see that as realistic and we have to make sure we're going through our option tosing make sure our kids are taken care of, our buildings are taken care of and the tax paying citizens of broward county can vote and be comfortable with things that this board is potentially putting in front of them as far as bonds and whatnot and I don't think anybody in n this county is going to be comfortable with a 10 billion dollar smart bond. MRS. Alhadeff? when will the master planner, I knower we're going do an rrk fq, when would they likely start?Frjt around JANUARY, FEBRUARY time. and how much time do they need the analyze the district? go ahead, MS. Paul. Thafrjts's part of the conversation we would have with the master planner. In terms of this data and having

099the fca already completed puts us ahead and so they would have the opportunity to review the data but more importantly the goal is their engagement regardless of whether the bond is at the end of whatever, that's still part of that. We would need to engage with the community, collaboration with the committee and staff to come up with kind of a prioritization list of the major projects we have to do, keep in mind we're still doing routine maintenance and failure maintenance, so that part still goes on. The master planner is par of this collaborative effort with redefining and so forth and the community to come up with the long range plan for the district. So, -- so would the master planner be helping us with a year from now, two years from now or they're going

100five years, ten years down the road?Frjt yes, no, we would probably look at a three year commitment, but that's renewable, but again, you know, the -- as we're in this redefining phase for the district and mode for the district, the amount of time we need them is the amount of time we need them. I mean we're redefining broward county public schools s the master planner going to analyze all this date through their expertise to bring recommendations forward to the board for something a year from now, two year from now? that's a yes. thank you, okay, something else that's not really sitting very well with me right now and I know the board did a resolution on the smart bond but I'm not -- I don't remember exactly if our new board members were a part

101of that decision. They were not, okay. So, I think to gain public trust back, that you have to -- you can't just sai, yeah, doi a resolution and it's over, we might still have, I don't know, 50 projects left, is it less than 100, 200? Okay. Less than 150, maybe. About 150 projects, that's a lot of projects. I do not feel comfortable because we said nr the resolution a week from now, the smart bond is over. I think that is very irresponsible of the board. I think we need to relook at this and call it smart 2.0, whatever, but you can't just say it's over, it's not over, there's 150 possible projects that are still out there that need to be finished. There could be -- you know, a month from now, three months from

102now, six months from now, staff MAY come back to us and ask us for money to complete a project. So, I think it's very important that we go back, look at this again, I know we -- maybe we need the bring something to the next meeting to vote on, but this is not sitting well with me at all. I don't feel comfortable with it. You know, when that vote all happened, you know, it was a while ago and I was optimistic to think we were going to be completing thing 150 projects or so,, if it haha't been donene websingeger can'falsely say y it habebeen dodone en itit snsn't been tonetha,'s n right. There is a lot of mistakes made back in 2014, mismanagement, lack of planning, lack of a proper needs assessment, and I'm optimistic

103with DR. Hepburn moving forward that we're going o do it right this time through the master planner, this facilities condition assessment, but we can't just say the past is over because it's not over. Thank you. okay. Before we move on to DR. Zeman, DR. Hepburn, can you maybe give us some details. So, the resolution I think wasn't to get rid of the projects, it was to not call them smart projects anymore because as I mentioned earlier, money -- smart money is gone, we are just using capital funds, so can you kind of give us a picture especially for the new people that are here, what did does it mean through the the resolution that we did, does it mean those projects aren't going to be finished or can you give us -- the projects continue,

104the resolution is about sunsetting pretty much the term smart bond project and moving to calling them capital projects because that's what they are, we've exhausted the smart bond dollars a few years ago, so it's been running off off of capital projects so they're sunsetting the phrase or the nomenclature of the smart bond and going to capital program. so, is there a way -- and I have asked for this along the way and I don't know that we ever really got it, was to be honest with the public, which projects will be closed out as smart projects, what would be left over and how would we follow those along. So, is that -- I knower we asked for that to come back, so could you bring that to us and maybe there's a way monthly to

105follow up with -- you can call them past smart project sos we know we're finishing up all of the things that were promised? Because it is about trust and I think tlas concern that if we say, poof t smart bond is over, that the projects aren't going to get done. How do we convey in a transparent way, the it is -- they are and here's the progress on each of them. DR. Hepburn? go ahead, MS. Carpenter? I wanted to mention one thing with regards to the bond oversight committee, the final bond oversight committee report will be through period ending OCTOBER 31, 2025, so that final boc report will really codify exactly what stage each project was, all the ones that were fully complete or in a stage of completion or still active construction. And that

106will be like a historical document that we can look at, what was exactly where on OCTOBER 31, 2025. And that will of course come to the board in the usual way. The -- but it's certainly possible to continue to provide updates on that particular subset of capital projects and where they stand they can be tracked and everything is being completed. thank you. DR. Zeman? thank you so much, let's be really clear about honesty with the public. We asked the public to give us 800 million dollars in a loan for 30 years to build what was a poorly specified list of project that is was going to cost a hell of a lot more than 800 million dollars. We did promise them we would do that in 7 years. We have because of the poor specification

107of those projects delivered 18% more today than we promised the community in 2014. So, if you want to be honest with people, why didn't we in the smart program three or four years ago when we spent all the smart dollars, we were done, we should have admitted failure if you want to be completely honest with the public and said the list we showed you was not an engineer's list, tafs list of poorly defined, based on a huge about of ignorance. If this board doesn't appreciate the fci in 2025, you're not being honest with yourself about what happened in 2014. We put a list that was smoking mirror, we scoped it out at a plus or minus 100% estimate and shockingly we wouldn't able to deliver everything we promised the community. What we did is we

108delivered 18% more t only problem with that is it cost us 100% more tha,'s because of the cost of construction and whatever else, if we want to be honest with people and earn their trust, let's tell them what happened. We told people in 2014 we could build stuff for 800 million that no one could build for 800 million dollars, it was poorly specified, we didn't have engineers do the fca back then and good people worked hard to deliver to the best of their ability. But that money was spent like four years ago and we should have stopped and in pure honesty, we should have stopped it then and said for your 800 million, we graver you 70% of what we told you we could do but our definition of what we could do was just

109wrong, period sx, then we're dipping another 900 million dollars into capital funds toe try to pay for stuff that was on the smart list and that list is so old now, sofm the stuff doesn't make sense, some of it's been replaced twice. We could in complete honesty, we could keep the list going on everything we promised them in 2014 and track it to the en, that's great. But ending the smart program should have ended four years ago, we are lie tog the public if we keep the smart program going because it isn't that 800 million dollars, that has come and gone, so, I think the resolution that we passed made great sends, it tees us up in the near future to go sxout ask for more money. Why do districts borrow money from the public?

110Because the assets we want to build last 50 years. And we only get money per year from our fwundbacker funding sources. We also need to do it because charter schools can go to the bank and borrow money. We cannot. So, our version of going to the bank to borrow money to build thing that is last 50 years is we go to the bank of broward county and say, if you trust us, if you think this is a good list and you want to invest in 2 billion or 4 billion or 6 billion, we'd like the borrow money from you and pay it back to you over the next 30 years, a 10 billion dollar bond cost it is average person per year $750, this is an economy of 1.6 billion dollars over ten years, I'm

111not going the predict how people are going to vote, we don't know when it's going to get on the bond, we don't know the economic conditions of it. We do know however in broward county, over 90%, it's way over 90% of bonds have been put out to the public have passed. This is a county that cares deeply about its municipal bonds and its school bonds, and it's just an option I think we have to keep on the table because we're trying to build thing that is should last at least 50 year and is we only get one a year by year by yaoerk we do it in the same way the charter school gos to the bab k of america websinger go to the ban b of broward county and we ask people at low

112interest rate ifs they want to invest in their schools. They will or they won't. I'm not going to predict something that's three year from now, I'm trying to make the economics of this clear to the people, this is standard business practices, all people across the county do it and there's a tremendous importance of being ruthlessly honest with broward county, they can take the truth and we need to be truthful with them about smart bond and what we did deliver and what we didn't and we need to keep making the changes we can to make sure our system gets bet and her bet and her win back their trust. MRS. Rupert? I have a comment and then a question. It's no secret that I was not a big supporter of the past bond program and it

113was for this one reason. There was no plan to execute it, just to get it passed. Now think about that. You're going fail if you don't have a plan and work that plan. That was the problem. I will not support a bond program tra that has no implementation. I have confidence that this superintendent and his staff along with the master planner and along with the facility condition reports there l have a better ending, a better future for broward county, all our facilities as well as our student and is communities, and I mean it. I truly mean it. I have a question for MS. Paul, through the superintendent. Yes? Okay. The facility task force, I asked briefly before about the fca report and how they were going to kind of factor into it. What is your

114plan to actually have the facility task force receive this report. I mean I know this is public knowledge, they can get it off now, but will you be visiting with them, with the team, so they can weigh in on this process as well. DR. Hepburn? go ahead, MS. Paul. sorry, at some point, I will. Right now we're trying to finish it up and then one thing that I did not say is that the point that MS. Hixon made earlier about the public being able to understand it, it is our intent to do a guide to go along with this or an executive summary to explain things because you don't get it in just a presentation. And so that is also a deliverable that we will do because it's very important. As we prioritize these --

115the work that we're going to do based on this report, that people understand what we're actually doing, so that is a deliverable that I asked bureau veritas to do for us and why this is important, it's important we're speaking the same language, so this presentation was our comfort spot because this is where we live but it's uncomfortable to a lot of people because they don't the specifics or how things are evaluate and had so forth, so it's important we have a document that only not codifies had work but also provides the public the tool to be able to understand in context what they're seeing. thank you for that. I do believe we're doing the community a disservice if we do not have that, just like you said, accompanying all the information, we're going to have

116to be able to take nit small bites. You can't put it out there and have everybody understand what they're doing, however, the facilities task force is extremely important to this community and I think if you ask ten people, they would know what the facilities task force is because it was because of grand juries that they were implemented, they began, and it's important that they also have the full confidence, more so than the school board right now, and I think it's important that we have that face to face with the community and I as one board member do not feel comfortable not having our staff go -- not go to there and to talk about this and to try to make them understand because they're there to help us and help the district and our community,

117so I feel very strongly about that. I don't know how my colleagues do, but as a board member, when I first got on, there were committees and I learned from my committees. When we have committee people now, we get rofrt reports from them, mitoses very important that we allow them to be face forward with this as well and I think it would help us to not be so bombastic about things and that I'm talking about the committees as well as our people, but I think together we're going achiever more, but I feel very strongly about our committees having a purpose and to be able to understand what they're looking at and they can be a voice for us and a voice with commonality together is a lot better than button heads, so thank you for

118that and I would like to hear what my colleagues think. okay, anybody want the weigh in on that? I would just say, MS. Paul said she was going to go to the committee to speak with them so, she didn't say she wasn't going so, I would say they are, I don't think it's on us to dictate when that happens. yeah, we intend on going especially once the work that MS. Paul says that has to be done to make sure that people understand if -- the information they're reviewing, but we'll be going to them plus other committees too, not just the task force. yeah, I think it would be important to have that visit. you're talking abbefore the redefining vote? before the end vote for fci. If our final vote's going to be in JANUARY. no,

119there'sing no -- there's no vote ton fca. I'm sorry, redefining, my brain just went, yeah, well that that weighs into the process, so yes, it would be before JANUARY I guess. that's right. Er thank you. it would probably be good to have their input. You live in this so you MAY be something that is easy to understand but somebody, a novice reading it would be like what the heck are they alining about, so to have that input would be helpful. we'll have bureau veritas with us. okay, we're going to land this with MRS. Alhadeff. okay, still going back to this, so, in 2014, there's a vote for the 800 million dollars plus specific projects at each school. So, I hear you, DR. Zeman, you said we went above and beyond, we gave 18% more so,

120what I would like there to be transparent, if we can say what 18% more projects specifically at each school was given, be transparent about that, say that information, let people know specifically at each school and then what specific projects that were promised from 2014 that are left over, we still need to call them smart bond projects. We say f can say funded with capital dollars, I'm okay with that, I just want to keep that on there, label the smart bond project because you have to still be true to what you said to those voters in 2014 of the promised projects for each specific school. So, when I go into a school, I could say to them, hey, what extra projects did you get and they will be able to tell me, or what projects are

121you specifically still need to complete as part of smart. So, I think we still have -- the words really matter and to be transparent, you have to put that down in writing. so, the suggestion was I think to call on past smart projects or maybe unfinished smart projects, so that it would be clear, those are the ones that were promise hated were not done yet. Is that not what you got from the conversation we had earlier? yes, so we had -- MRS. Paul and I had spoken before about keeping the smart designation in the name of the project so it's clear to people what was part of that program and what wasn't. And our reporting, all of the reporting that gets submitted to the district and to the board monthly would be just -- it's

122capital programs, right, so we have capital projects now, but in the name of the individual project, if it's school a smart program renovations, that would still be the name, if you see that's in construction, that was a smart project. I agree a thousand percent by the way with what MS. Alhadeff is saying, what she wants this progress mon toinger on a list, this was promised in 2014 & wez ear going to work on that list until it was done sx, we have that 18% scope beyond of what was promised, and we have to keep going. The last thing we proposed on 2014 and that MAY be five more years but we owe the public to keep track of these thing that is we promised and stomping of them we won't be able to do because

123a school close and had a building got rebuilt and they didn't need the roof or something, we need to do a progress monitoring, I don't think we need it every month because you don't work that fast. I would suggest if you agree every quarter, we get -- I would call it the 2014 report. okay. because we want to avoid the smart term. It wasn't exactly smart by our public's view. just to clarify, yeah, there's a couple of different thing that is were brought up. We do have sort of a reconciliation between in the 2014 assessment what all the deficiencies were, if they were included in a smart project and completed or if like you said, maybe the building wases demolished so therefore there's a comment about the building being demolished or ppo replaced a particular

124unit of equipment so it wasn't done as part of the proj so we have that full reconciliation, we can provide that to the board, it's being completed as projects are completed and so that it's accurate but, yes, that will also be something that we can have as a historical document of every single thing include ined the original 2014 assessment and what happened to it over time. we're just in a workshop right now websinger want a quarterly reconciliation of the scope, if the board agrees if we could do that every quarterly. yeah, I agree. if the smart bond is ending OCTOBER, then NOVEMBER would be our first report because we wan to know where we're at and then have -- what's left, and then every quarter after that. I think the public needs that. but I

125think also in that report, maybe there could be some historical reference, knowledge of everything. I want to capture everything that has transpired and I think putting that in writing, say someone moves here from new jersey and they want to understand what happened, they would be able to read that in the report. yeah, I think the first report should be really comprehensive of all of that piece so that we know where we're at moving forward. with you would it be anymore comprehensive than the quarterly smart bond oversight fwhaok we get that's 7 and a half inches long, we have the history in those quarterly bond oversight committee books. Ipg we need to keep it going until we finish the 2014 list. So that we can write the 27th and 28th khapt and her 29th, war it

126takes, until that list is exhausted but that big quarterly bookokhas every project d ery trtransaion ththat's hahappededand everery the e months, gege6 or 8 ininesesofof that so we have that fullreport. I would just say since OCTOBER is the end, it would be nice to have maybe not that big book but some kind of comprehensive, here's what was completed, here's what still needs o the happen and here's the extra 18%, so that we know where we're going from there. okay. And can we continue to do it at the calendar quarters, please. well, I mean, my preference is NOVEMBER. If we're ending in OCTOBER -- . Inger we will get a bond oversight rorlt that ends in OCTOBER, we can keep doing the quarterly reports tat end of each calendar quarter, so DECEMBER, MARCH. so, can you

127bring us a separate report in NOVEMBER that gives us what was finished, what needs to be done and what was the 18%, very straight guard, it doesn't -- straight guard, just an overview of where are we. okay. Yes. thank you so much. And thank you for the time and answering the questions and the presentation. The next item is the district budget update and I believe we're going to take a short recess to get everything situated, so five minute recess. (Meeting in recess). thank you, welcome back to our school board workshop. The next item st district budget update. I will turn it over to staff for a presentation. good afternoon, MADAM Chair, board members, member ofs the public, we're leer to provide an update on the fiscal year 2026 budget, the presentation's going to outline current

128fiscal challenges, stabilization actions and long term sustainability. The district is navigating one of the most complex financial periods in recent year, enrollment continues to decline, federal funding has plateau and costs particularly for staffing and benefits continue to be on the rise. The district has not fully adjusted staffing level tos match declining enrollment yet. Estimated need to reduce the budget by approximately 100 million to align stensbacker expenses with revenue. This equate tos over a thousand staff positions districtwide. Reduction will focus on attrition, streamlining operations and contract reductions. Layovers MAY be unavoidable if those effort ares insufficient. The cost savings shared today are just the beginning, more work remains taz the team and I meet together on a weekly basis. Our goal is to protect classrooms, preserve high quality instruction and ensure all decisions align with district

129priority and is a district strategic plan. On slide 3, you're goipg to see key terms such as fte, full time equivalent, unweighted fte, ftfp, so those are the key term infuser the board and also the public as we navigate through this. I want to to point out that fte also stands for full time equivalent for students and is also for staffing positions, for instance, staffing position MAY have an fte which means that is a part time employee that's receiving half the funding for that particular position. Als funds have bcps' funding and how resources are funded amongst district schools, charter schools and district funded schools. I'm going transfer it over to go through the next set of slides. the next slide, can we -- there's lot of details on here so I'm going to go through

130these slow sli, it's talking about the staffing level versus enrollment trends throughout the past historical five years t district student iss the unweighted fte per students, in fiscal year 21, it was 2 thousand and 5 thousand students, as you can see in current year fiscal year 26, it has gone down by 23 thousand to [Inaudible] Students. I want to go through the difference in the revenue per unit weighted fte, in 2021, fiscal year 21 was 7986, and if you notice in fiscal year 22, we lost 3169 students that was over a reduction of 24 million dollars and our student count that equated to -- we lost 62 -- we've got a reduction of $187 per student that year, we lost 62 million tla tha year. In fiscal year 23-22, we lost a difference of 2795

131students if fiscal year 23, but the state gave us additional increase per student of $402. So, that year, we indeed the increased 57.5 million from the state allocation. At fiscal year 24, we lost 3206 students, additional students, and we got an increase from the state that offset the loss of 437 so the district increased by over 58 million dollars that year. In fiscal year 20 25, we lost 4602 students but we had offset from the state of 291, we increased our budget only by 14 million that year. As you can see the pattern is going, we're losing revenue from the state and we also continue losing students so fiscal year 26, you'll see not only did we lose 9449 students parroted to lose, we only got an increase in our base of 136. That's a

132total loss from state funding of 60 million. And as you can also see in the chart below, they're showing 23 thousand loss of students but our overall population has been just staying stable relatively xaird to the loss of students, so we have same staffing levels almost but we have lost over 23 thousand students and we only have reduced of 1432 staff members. . Er I want to add to this so the board and staff has an understand of the funding, over the past three years where you did get a comparable increase from the it is compounding effectfinger we got $136 increase per f taxer, from the state per pupil and lost almost 10 thousand student, in years past, that comparable increase kind of helped to balance us out and this year, this is the concerning

133year, it doesn't help to balance us out because we've lost so many kids this year versus other years in probably a double amount of increase in past years also for frk te funding. so, the student funding in student year 26, we got an increase of 24.4 million for those 82 thousand students fwu offset of the loss of 9409 students is 85 million, so our total loss from the state is a reduction of 60 million that fiscal year tha,'s what he's talking about t the offset of revenue we received per student, then offset the loss of enrollment. Next slide is looking more at our financial aspects of our general fund and I'm going speak to high level fiscal year 2021, you can see our general fund revenue we ren jait was 1.9 billion dollars and you

134could see many 21, it's going down because that was the loss of actual, we got a cut from the state and also students ton the previous slide websinger got an increase in 22-23 websinger had a loz in student MISS 23-24, also loss in students in 24 will have 25 that was offset but this year our loss, 25-26, we are back to general fund revenue from 2021. If you look at, we got 1.9, we're still -- now we're at 1.9, fao I years, we've gone back from the revenue we receive framed the state, we get a referendum, the referendum impacts what we voted for the referendum to impact. In 23 2 2-23, thousand we have one until referendum, that's the increase. We'll go to the next slide. On this slide sh we're showing all our employee

135benefits, that oes our health care cost, our dental, vision, retirement, these rates have been going up through the roof because in 2021, we was at million we had based on our employee count, in 24-25, we got 100 million increase from five years ago, we're at 515 million in 24-25. So, these costs are continually rosining and we still have the same staff ratio. Next slide. . Inger and while you go to the next slide tha,'s also in addition to that, we're projecting 80 million dollar projecting increase just for medical claims alone for this current fiscal year. . Er calendar year, in calendar year, JANUARY, we talk about health care costs only, they're going up by 88 million, that's across the board waoe, just looking at t the general fund, we got 30 thousand staff over our

13630 thousand staff is in grants, all our costs are going up. And just the health care. alright, so, some of the things we have to be particularly concerned about, as we try to right size ourselves and also address our budgetary constraints, there's some collective bargaining considerations we have to engage with throughout this process. Also we have to balance the increased workload on staff as we down-size through attrition and other strategies throughout our sessions. And also really understand the potential impact on district services and support to schools just to make sure the service that is we provide to our schools to help us maintain our district rating and also help our schools continue to improve their student performance year over year is not impacted. next slide. This slide speaks to our current year budget and I

137just wanted to just to reiterate how our budget is built. We get a butting of money in our general inurned comes in through the state, all charter school and [Inaudible] Is counting as our revenue, we start with our general fund revenue is 3 blt dollars. But we have the less family empowerment scholarship, those dollars are never sent to our district. The state takes a cut, we take it right off the back, when we build our budget, we must not build it with family empower scholarship, it's important because this happened last year in 24-25. Now charter school, if you see in my financial reports, I show as a pass through, I want to separate them, swre the charter school portion is 412 million and our referendum is 70 million. This does not account for the chart

138r school settlement, it is not included, our general fund revenue for fiscal year 25-26 from overall finances is 2.1 billion dollars. But this does not include our capital transfer. okay. So, this slide is looking at our overall district only general fund, how our employees, how we stack up or employee and is our budget over the last historical fiscal year, in fiscal year websinger had 4 thousand staff at the district office n.22, we had 3900 staff, and then 23, we had 3321. I just want you to know it's a back and forth. Sometimes we bring staff and centralize and we decent realize, bring staff pr the schoololsoso thth ininease our nunumbers. If u u notice scalalear 2626 would peararwegot 4290, we're going in the wrong direction but that includes 800 positions from public safety move framing

139the schools side of the budget to centralized budget to the district office. But I just want to talk about fiscal year 25 because we had a budget of 428 million that was appropriated. We spent over 505 million websinger spent 76 million more than our budget and this is because family empower scholarship was appropriated in our budget websinger left that appropriated so people spent more than we brought in. Also po's, we had po's from previous years that when I was closing out the fiscal year, I was trying to make sure we collect all invoices because we have to pay them anyway, so we did a collection of all invoice sos we can make sure we're paying owl outstanding bills from this year, we hated had bill from previous fiscal yearlings, overall, fiscal year 23 should be

140expenditure in higher and 24 should have been higher because we got a lot of invoices from those fiscal years that impacts this fiscal year budget. Our medical claim was not properly budged in our budget, he burned more than what was budgeted, so that was like 44 million more, so that encompasses some of this cost too. We'll go to the next slide. I wanted to talk about fiscal year 26 tha,'s the leap from over 95 million from the previous appropriation, but there is things that happened this fiscal year. We moved 850 school safety position from the school site into the district budget and that equates for 42.5 million dollars. Science textbook adoption was 31 million, we didn't put nothing aside. We do have -- we're supposed to put money aside for those adoption that is come

141in, that should have been nut our fund balance to equate for those adoption years. School resource contract was not appropriately budgeted, now we appropriately budgeted in this tis fist cal year by 12 million more, and we got increase in benefits costs of 9.5 million, that was just on the health care portion only because our benefit costs are more than that. As you notice on those previous slides, our benefit costs is going up based on our fica, our retirement and our health care cost sos they're going through the roof. At this time, I would like the turn it over to our division lead teaser highlight cost savings measures identified in their respective areas. while we transition o the next slide, I would be remiss if I didn't talk about something that we don't have any control

142increasing costs and that's I love all of our officers and our municipalities that support us in our schools but we cannot control that cost. It's gone significantly for the past couple of years, we're in negotiations right now that it will continue to go up but we do have a mechanism that I think the board should consider in the future where we can control our own costs if we have our own officers and we can grow this organically, it doesn't have to be outright how we did it when the proposal was given to DR. Licata to build those school police departments but the costs are ballooning out of control. And we don't have control over it. We have to negotiate as best as we can in the realms we can, but their cost ares going up

143on their ends, they're going to pass the cost on to us tha,'s what we're dealing with in our current negotiations but I just want to throw that out there for probably a future discussion if the board sees fit to have that discussion for the near future about how do we transition in a realm where we have full control over our own cost and is probably working in a hybrid model with more of our officers being sro's in our schools and less of the municipalities or other officers being officers in our school. I want to mention that because we're in the midst of the negotiations right now. if we can bring back the powerpoint. Each division lead ser going to could go over our cost slavering for this current year, 26, so I speak for all

144of my colleagues where the superintendent has challenged us to look at our existing budgets to make sure we're cut whoring we can, there are some restrictions like the superintendent said, so we're looking at over time contracts and unfilled positions, so I'll start with mine. We're reducing 30% of overtime, so that's projected to be 45 thousand for this current year and not filling four vacancies, keeping those unfilled so the total for my division savings is projected to be 345 thousand and now next is MS. Johnson. and n the finance department, we carry most of the property tax and everything that we pay for districtwide and audit service, that is mot in our general auditors but we did go through our budget, we scrubbed it a little bit, for non-personnel waoe, going to resourcefully, purchase of service

145and travel cost of 81k, we propose a reduction for [Inaudible] If they was here in JULY 1, they count as a reduction of this fiscal year budget websinger ear reducing three bodiless tha, total of 441 thousand, a total cost savings for the district out of the finance department of 542k. [Inaudible] Lozano, chief resources officer n our division websinger looked at our overtime cost, we did have overtime payments in JULY and JUNE as we transition to hr connect and made sure we were staffed appropriately for the opening of schools, but at this time, we are no longer paying overtime and looking to reduce that cost unless it's an emergency situation, approved by me, so at this time through overtime, we're looking at a savings of 30 thousand dollars and as vacancies open up throughout the rest

146of the school year through attrition websinger eel look at any cost saving measures, we can make there as well without impacting customer service to our employees and students. [Inaudible] Exec tier direct tore of analytic and is intelligence representing trey davis by consolidating, we're eliminating certain contract and is consolidating technology set assenting, we've been able to y6 four million dollars in savings, while negotiating and deploy thing largest ai deployment of premium ai and education in the world. hello again, wanda paul, chief operating officer. It is our intention collectively across all department tos reduce overtime, about 10%, that equate tos approximately 1.5 million, we're also looking at unfilled positions and limiting hiring based on a specific need in skill set. good afternoon, jim larus os o safety and security representing chief gregory, speaking for safety and security

147overall, we do have a pretty significant overtime allocation each year, as you all are well aware, a number of special events, athletic events across the district that we continue to cover. However, we were able to cutback on our overtime while maintaining thing the same coverage during first quarter fiscal year 26 by about 20 thousand dollars in comparison to the same timeframe last year, so projecting that out for the fiscal year, we plan to save about 80 thousand dollars and that's speaking for my department which is the department of safety and security as well as the police department which provides a lot of this coverage also. moving to strategy and innovation, as the board members well know over the years, we experience rising costs to lease venues for our respective high school and tech college graduations

148each year, so one of the things we do need direction on, DR. Hepburn, we do direction on is we do have an opportunity f we look at our high school classes that have a graduating class of fewer than 500 students, specifically we can utilize dillard high school which as many of you know have -- the largest high school gymnasium, probably I would say in the state, definitely the region, we utilized it during the pandemic very successfully websinger could utilize dillard high school, pafrp know beach high school which hosts its own graduation sxit's a beautiful venue for graduation, as well as blanche ely high school has the same gymnasium style as pompano beach high school we. Could use those three high schools for our traditional high school classes and tech college class that is are fewer

149than 500 as well as a few of our high school auditoriums, our larger high school auditoriums for many of our non-traditional school graduation ceremony and is a compellation of those strategies, we can recognize about 500 thousand dollars in aversions but we would need some direction from the board if that is an opportunity that we would like to capitalize on. good afternoon, angela fulton, our deputy superintendent in the area of academics, we were able to look over our budget and see how we can reduce overtime that would bring save x, in addition, it's not filling three current vacancies that exist and looking at contracts and reducing those contracts, we're bringing us at a net savings of 1.4 million. good afternoon, saemone hollingsworth, chief student services officer and in our decision dw I, were looking at contract

150savings of the suite 360 we brought forward last week for a savings of 261 thousand dollars and then consolidating some positions for 151 thousand for a total savings ofitis 412, so thank you. alright, so next slide, please. Alright, so to date, it's a projected savings of 8.8 million dollars to date. This is just a start, an initial, we continue to look at this on a weekly basis as john said, we're really diving in weekly in our cabinet meetings to identify cost savings across the board. Finding additional efficiencies, reviewing updates to be shared at future workshop widths the board as we try to reach our target of 100 million dollar total reduction. Again, we calculated how many employee that is would be and that would be a thousand employees out of our system and we're trying

151to depend on attrition to reduce ourselves by a thousand employees but I do want to caution the board in springtime, I know we're in an era of concern by many, just regular people in&the public about a looming recession and all of those other things, if folks are holding on to those jobs maybe more so than in the past and there MAY be more options to exercise such as layoffs in the spring to get to that 100 million dollars. These cost scavenging measures are just the beginning of the broader efforts we're going bring back to the bore. Our next workshop will be in DECEMBER to go over additional cost savings o go over strategies for budgeting for the 26-27 school year discussing certain priorities and what the board to give us feedback and support certain initiative

152that is will help our district move forward while stay ining the realm of our own affordability as we expect federal dollars to plateau but to decrease in the upcoming school year. We're going continue to focus on reviewing bay va I advance ki iss, consultant agreement websinger look at overtime, we have a dashboard to monitor that to make sure we have a keep insight on it, optimizing school schedules, we've discussed that before with our segd dare schools and l efrmging technology for better efficient sis. It this also includes closing schools where appropriate when we bring back our recommendations to the board in DECEMBER and an ultimate vote in JANUARY, also reviewing allocation models that will be presenting to the board as far as different lotions for allocation models at our schools, we're embarking on that work

153as of now w e eel bring back something in the next couple of workshops to provide board some insight and get some feedback on what the right allocation model looks like for our district to make sure we're not decreasing opportunities for our student and is our schools. Also transportation efficiencies that go along with redefining our schools also, we'll bring that information back and staffing configurations when we talk about org chart and what's the best org chart model to make sure we're nimble and making sure we provide the best thing toser our student and is parents. We're ready for any feedback or questions. That's the end of our presentation. I believe we have one public comment, MS. Felicia schumann. good afternoon, MADAM Chair, DR. Hepburn and esteemed board members, thank you for the opportunity to speak

154today. I came before you as a community advocate who believe deeply in the power of public schools to transform lives. As we review the fiscal year 2026 budget, I want to acknowledge the complexity of the challenges you face, rising costs, shifting enrollments and mandated expenditures are real, but so is the need for transparency, equity and strategic stewardship of every public dollar. The budget presentation shows general fund revenue rising from 1.71 billion to 2.04 billion over six years, yet staffing and enrollment data from 2020 to 2023 shows only a slight decline in student enrollment from 256 thousand 584 to 251 thousand 434. Without clear analysis or proportionate staffing adjustment, the chart notes that the scales are not aligned leaving questions about how staffing decisions are being made. Meanwhile ply yaoe benefit cost ares increasing by nearly

155100 million despite fewer staff. These trends deserve scrutiny, just for compliance but for impact. I urge the board to ask the hard questions, are we aligning resources with student needs, or are we measuring the costs of vacancies, not just in dollars but in lost support and are we ensuring that every budget decision reflects our commitment to equity, safety and academic excellence. Let's not just balance the books, let's balance the vision, families, educator and is our future deserving nothing let's. Thank -- nothing less. Thank you for your time. thank you, and DR. Zeman? I'm glad we got this on this workshop agenda, largely because it's nice to get an update early in the year where we might do a few thins. I want to set some expectations I had. We asked the superintendent to find 60

156million dollars for education and then we found we woke up with 9400 or so fewer students. Only a half of 1%, can I confirm that, did we get for tsia, did we get one half of 1% that is correct. so, not the normal state kind of funding that we might get, we woke up to find out we were putting pass through dollars in our real budget. And that happened before this leadership team got here but you can't spend money that you owe to other people and yet people with individual budgets, the cio, the cao, everybody else was getting budgets that had dollars in it that we could not spend. Itso I'm glad those things have been fixed but there's some things we have not fixed. There is still overtime that broward county does not understand.

157We all have positions, we get paid 40 hours a week, if we need more positions, that's maybe understandable but overtime is expensive, it also burns people out and I don't understand why we don't have tighter restrictions on overtime. We also have no checks and balances right now in our spending. If you look at slide 5, pardon me, I'm sorry, this is a really important one, if you look at slide 9, in fy25, we had an appropriation of 428 million websinger spent 505, no business runs like this. No organization in the government runs like this. You cannot spend more than is in your budget. And I don't understand this. This is 75 million dollars, we wanted to find 60 to pay people and the system is not wringing right now. So, MR. Superintendent, what can we

158do immediately to make sure we do not spend more than is in our budget? DR. Hepburn? so, there are trimeter controls in better oversight and more collaborative meetings with our new cfo just to ep sure everybody's at the table for right decision and is asking the right questions. There are things that happen ined the past that shouldn't have happened. Ask that's as a -- and that's as a result of not collaborating as a team, not discussing what you need to discuss with your team and also some lack of controls that equates to decision making like that, that put it is system in a bind. terrific. I don't want to invite, you know, outsiders to come and look at this, in most organizations, the cfo is in kharmg of budgets, if you want to charge more,

159you have to get that permission. Is that where we're going? . Inger correct. and I don't know, a lot of people don't know how to react to no. I think he just said yes. Thank you for that. I love the idea of hiring your own police overtime. Last time we looked at it, DR. Hi cata said it was about 60 cent on the dollar, I love having our own police, particularly if we start at elementary schools and go up. I think there's a transition there and save some money. I still don't understand why we're doing overtime and why our number of employees exceeds what we approved as a bumgt. This board approved a bumgt that had a number of employee, we have over 300 more employees right now. let me correct the record on that,

160we don't have more ply owe, some employees were decentralized at schools on school budgets and now they are centralized on the district budget, that's why you will see the increase of employees especially for fy26, the school's security officers. I naoement talk about that issue, I understand the numberers are centralized staff, support and had supporting, they moved to another way to get funded. Chair, can we ask staff whether or not we had more employees than this board approved on juju 1, e first year of thisis schl yearar f fir day ofof e scschool arar, yeyes, DR. Hehepburn? . Geger no, we don't have m more employees. I read the budget documents and I found 332 employees we pass ined the budget. I don't want to the do this public but that's exactly what our public financial

161records say, it shows 332 more than we passed in our budget. The bottom line is we have been following a strategy on this board the pay more people every year we. Have to find more to pay educators every year or we will lose the best educator toser other counties. Patcher know beach was 1%, I haven't seen what miami da id's is, there is a broad mention of a recession, i want to find money to increase educator's compensation this year. That might mean some dramatic action, but I think the choice before the board, not the superintendent is what strategy do we want to go forward with, zeman's strategy is we must find that mup to give pay raises, if that means letting people go that are in the lowest priority positions than waiting around for attrition,

162I'm willing to do that where it makes sense fm the strategy of not paining people well that have worked hard to make us an a district is unpalatable to me. I think the board needs to think about wlorn we want to continue to live in a world of attrition, where we're just thinking that we're being nice to people, I don't think that is nice. If you're working here and you 're in the the wrong place and you're not happy and not productive, it's not a good news thing to let you continue to come to work every day. We need people here who are highly productive who are commit today their jobs and I suspect because we've always been an organization of attrition, we have some people around who would do better working for another employer,

163so that is I think where we're at. Let me just be clear about this, 8.8 million, squeezed out of budgets, not including yet fp&l raises, gas raises, still the other inflation we have to pay for is not the 60 million dollars this board asked for, if we want to get half of that unmoney, sdsh money, we have to see if we can live without giving our employees raises. I'm not ready to live on attrition. I'm tickled the superintendent is asking for tighter controls. I think most organizations, I think almost all private corpses at least have a controller or a cfo that holds on to people's budget and is watches it every two weeks when the payroll goes every year, you trip over it and get a dollar, they're going to get that dollar back. I'm

164glad we're tibetan up our management f you're going the keyed a record today, MADAM Chair, about opinions that we have, I think one of the things we have before us is are we still push ifinger educator pool of educator raises and second, what are the thing that is we might do to help the superintendent move forward. My two ideas are eliminating overtime, just eliminating it, we don't need it. if you need more people to work, hire them. But overtime is expensive and the second is to look very hard at finding people who are in positions that are not contributing as much as we need them to and going through the lay off and the furlough process in order to have fewer employees, we as a ratio by the way are 1500 staff people over what

165we were in 2021, if you took the dollars per person working here, we would have to eliminate 1500 positions. How many positions would have to be eliminated, chair, to get to 30 million dollars, half of the compensation things we're looking for? DR. Hepburn? roughly about 300? terrific. How much do we pay in overtime per year? for time and a half as of last year, I would want to say it's 40 million, 42 million. those are the two things I see, I'm a member of a committee here, I would advocate we still push for finding money to pay people better. If the cost of that can be found out of eliminating overtime or cutting it by 75 per tha, givers us a 2% raise for everybody plus the half % we got from tsia, that's 2.5%

166overall, it's a pool to allocate for our staff. If we have to find 300 positions that are encumbered f we go through the lay off furlough process, I'm in favor of that and I would want them to know about it JANUARY 1 knowing they reason going to have their job on JULY 1, so they have time to apply for any other vacancies that happen or have six month tos find another place to work. I don't want to give up on our successful strategy, request kh we every year have found money to pay people more and I think that has been a big contributor to our success. Thank you very much, chair. thank you, MRS. Leonardi? thank you. And I agree with the strategy of trying to cut costs, so we can pay our employees more.

167I think that's a given. If we go to slide 6, we kind of glossed over this, but we were told that we're expecting about an 80 million dollar of increased health care costs this year. 88 million. well, it's half the year, fiscal year sx, calendar year is 88 million increase, and overall, this fiscal year is going to be a 44 million increase. okay. And since the the 2020-2021 school year to now, we've experienced an increase of million? that's all employee benefits, that's just more than health care, so that's taking in our dental, our fica, our retirement rates. if we were to break down health care, do we know what that would be? . Inger this fiscal year, calendar year is going up to 381. Last year, it was around 350-something, yeah. so, I think this

168is becoming unbearable. And I'm wondering what we're going to do differently to prevent this from happening or from this becoming something that we can no longer sustain. so, DR. Lozano and also general counsel because I know we've had these discussions in closed door, so I don't know if it's appropriate -- I'm not talking about negotiation and is things like that because I don't think that's the only -- like, it has to go beyond that. correct, I see what you're saying now. I'll have MS. Johnson chime in on some of the partners or vendors she's been talking to, to help potentially drive down some costs. Go ahead, MS. Johnson. through the chair, we currently have an open health care system that our employees can go anywhere they want. We do not have employees contribution for our

169employees only, they do pay for their -- if they're retirees or they got dependents, they do pay their portion of the health care. Our health claims are going up and we're looking at doing an analysis, it's all the doctors we receive are charging us the same price for health care overall. We're looking at behind the scenes, what is those costs, how he they're being generated: we're hope tog come back to the board when we do the assessment and see how we go forward, possibly go out for another rfp for health care costs, there's long term things question do to reduce costs but I want to talk about it in the public because there's enough public perceptions but at this time, I'm trying to make sure we're paying what we're supposed to when we're getting these

170claims, so I'm making sure they are correct. And educating the public, we're going educate our employees because a lot of times, they don't understand how the health care could benefit them and we're using energy room and is going to urgent care, those are the things we have to help educate too, we're going the roll out our education plan hopefully that our employee wills get on board and we're going to have to roll those costs out to the employees. okay, I will just say I would like us to take a more aggressive approach given the aggressive increases we are experiencing in this, so looking at all options ahead of us try f to try to reduce or plateau these cost increases. The superintendent talked about the ballooning costs of our sro's and growing our own officers

171organically. So, would that be like city x says we need you to pay 200 thousand dollars per sro. We in theory wouldn't agree to that, so we would hire an sro to staff the schools that those -- that that city was staffing, is that -- correct, we have to cap what we can afford obviously with the state of our budget, so that is the strategy. If we don't come to a happy medium and we do just like last year, we lad a city that wanted to go outside of the current contract and ask for more money, so during negotiations, if that's the case, we're going to have to say, sorry, we can't afford that and go hire our own officer and is have time to do that before the start of the next school year

172because we're currently in the third year of the negotiated contract. okay. I support that slowly organically growing our own organization. I support using our own facilities for graduations. Those costs have also ballooned so I'm looking forward to seeing that coming to us. Is it possible to eliminate overtime all together? it is impossible all together. I'll give you an example, bus drivers, there's always a shortage of bus drivers or a high turn-over of bus drivers so oftentimes you're going to need another bus driver who's veteran bus driver and has worked for the system a long time to pick up route tos get kids to skol or from school. We can't get rid of it, there's good overtime and that aspect for furloughs that have turn over rate ins our district. F we go to the last

173slide, 15, I do want to go through each of these proposals to understand how much mup we can anticipate in savings and then like what the next steps for each proposal would be. So, for the staffing level adjustments for 26-27, what is the number we're expecting to save? I will couple number one and number two staffing level adjustments and review vacancy and is reduce through attrition. The goal there is 100 million dollars which we can achieve either through attrition and in the spring through staffing adjustments, through lay offs and org chart changes so that can be 100 million or more based on the number of employees. and do you need direction on -- from the board on that? not direction right now, I need support if n the spring. I want us to be very

174clear on that. If we want to be fiscally responsible, the superintendent is coming to us telling us this is what needs to happen, when we start getting e-mails and hearing from people and the noise starts, you heard the superintendent say he needs our support in order to make fiscally responsible decisions. For the reduction of contracts and consultant agreements, how much are you expect tog save there? I can't give you an exact number on that. We have quite a few contracts the team is constantly going through with their departments tos figure out what's essential, what's the priority, is it duplicative or do we have another service that could provide that, so they're going through the ebbs and flows so we add that up as it comes in. That's probably one of the few I can't give

175you a number for because every contract amount is different, some are super small and some are large. as we go through and we talked about this yesterday, but as we go through this process, I don't know if it's on like a monthly basis or a quarterly basis, ill -- I would really like to see an update what we save so far in that initiative alone. we're planning on coming back frequently, hopefully monthly. I know NOVEMBER is jam packed so we're going to come in DECEMBER and have this frequent cadence on a monthly basis going through this as well as prioritizing certain things as we build the budget for the following school year. wonderful. For the continuing to reduce overtime, how much are you look toing reduce it moving forward? we're trying to reduce it by

17640%. We know that there's -- it's a very -- as we do the research, it's a very complex category because you have different types of overtime. One of the overtimes we're trying to tagt is the time and a half that you have overtime that's categorized as a secondary position, ie, our tech colleges, we have people that teach during the day and teach during the night. We have straight time which is basically some of our employees who work in our schools that also work after care. And then you have complexities around the U.S. Department of labor that requires us to pay an employee time and a half because they're working for the same organization and the second job, so we're trying to reduce it all hopefully by about 40% by the end of the year. But

177we monitor this particular aspect overtime, we have a dashboard and everything, we monitor this in our cabinet meetings fraoegtly. if we were fo adjust middle school and high school block schedule, how much would that -- I think it's like 15-30 million depending. so, if we remove the a period block and went to 7 period schedule ins all middle and high schools, it would be a savings of approximately 35 million dollars. and how would that impact our students and teachers? so, I think you would have people on both sides, I can tell you with 7 periods and having the answer to 7 toppers with assignments, attendance might increase, you look at -- we could have improved attendance, it's messier for scheduling when you don't have an ab for community members to not worry about is today

178a or b day, it's a straight period. Teachers would still have a planning period, they would teach 6 out of 7 days when a student's absent, they only have to relearn 50 minutes approximately amidst academic term versus 90 minutes. The 7 period day does have a benefit for math instruction. It shows it benefits but again with teachers would have to accommodate for lab ins science when they have that minute block, so there are am add -- judgments that would have to be made, the question becomes as we have these tough conversations, can we continue to afford the a period t block scheduling at all middle school and is high schools moving forward when there's a 35 million dollar cost to the district. for our middle school and high school teachers, if we were to do

179this, would that increase the total number of students they are responsible for? so, it MAY -- I would have to give you a specific follow-up on that. We do have in our personalization classes, we have I believe and alan strauss can help me, 35 students, right. About an average of 30 students, so again, we would have to look at the elective classes versus core classes, but in each individual class, it would not have -- it shouldn't have a major impact on class size, it will -- we're also working on staffing -- we have a staff allocation work group that's looking at staffing allocation for next year and I could tell you moving to the 7 period high school will greatly support our elementary school funding and provide equity to our elementary schools and most likely

180create a reduction in class size in our elementary schools that are now supporting this 8 block schedule in high schools that 35 million dollar savings could help support our elementary school class size ratios. okay. But to go back o the to the original question, I understand there's the personalization period but those are not papers that teachers are grading, right, so let me ask the question differently. If we were to move to -- if we were to eliminate the block schedule, would that increase the amount of -- the number of assignments -- the number of students that teachers are doing grading for? in high school right now, they have five periods out of 8 and they would now have 6 scheduled classes out of 7. so, the schedule -- so, like DR. Lozano just said t

181teachers are teaching five courses right now, and schools are spending money on additional periods to get an additional section or two out of a teacher to kind of spread the wealth and also not having to hire an additional teacher for some strategies on on principles but you're increase thing the number of sections on teachers which increases class side because you're getting msh sections out of instruction out of the high school that was specifically of 5 out of 8. I appreciate that and I think it's important for us to be very clear about the difficult decisions we're going to have to make. So, in theory, we would be increasing the number of students that a teacher has to grade papers for or assignment and is things like that. correct. but the other piece to this is

182would this then reduce the opportunity for teachers to get a stipend by teaching an extra class? so, teachers will still have the opportunity to give up that one planning period for the 6 out of 7 days -- 6 out of 7 periods, what teachers will not have is the opportunity to teach two planning periods which a few of our teachers do now out of our total teachers so they won't be able to teach an additional two classes, they would be able to teach one extra period if we moved to a 7 period day. got it. and I want to be clear because I know the public and teachers are probably watching, yes, it's going the reduce the opportunity for anan dititial periri, that tetehehe haveve thth oppoportuny y right w, it's gogoing the rece ththat

183and atat'sthe purpose of increasing the number of sections versus a 5-8 instructional load, that's really costing the district a lot. The middle school teachers don't have that luxury right now and also the elementary school teachers definitely don't have that opportunity either. I want to highlight that point because this is going to be very difficult for our high school teachers I think. I think it will be very difficult for them to stomach, but it's also important for us to acknowledge that we are all part of a larger community of broward county public schools and this system has treated our elementary teachers inequitably, correct? yes. and this could in theory save us 35 million dollars. So, and I know we're not doing this exactly but that would be equivalent to more than a 2% raise. So, I

184think that I just need -- I feel like it's important to have all of the facts when we're making these decisions, that's why I'm asking these questions. When we talk about implement and updated a school allocation model, how much are we expecting to save with that? so, it will depend on the final model that we choose, so, when you look at -- right now we allocate for instance if you just look at the assistant principal allocation where all middle schools receive three assistant principals no matter the student enrollment, other districts allocate assistant principals by a number of students so that's one position and what we've done, we have a work group working right now that's taken three of the other large districts similar to to us and we're looking at their staffing model widths a

185dwraoup of principals and district staff, so, that could also be -- we're alining about millions of dollars in savings. can you give her the range, I think it was depending on the model which all do it differently than us right now and I think it was 10-30 million was the range the last time I looked at it. 30 million. so it range framed 10-30, we intend to bring that to the board so you can see it. But depending on model the board gives us feedback about, it could be a savings of 10-30 million dollars of savings for the district. okay, and last for the transportation efficiencies, what are we looking for there? so, I don't know if we have an exact number yet. DR. Wanza and MS. Paul's teams are working together as we figure

186out what magnet programs to sunset, rationalize and all of that, then once that work is done, we'll have a hard figure to bring back to the board. Sxfrjts I accidentally skipped leveraging technology for organizational efficiency. yes, absolutely, and I know MR. Davis is not here, they're doing a great job filling in for them, this is MR. Davis' baby, he's all about finding efficiencies and the technology around with the amount of contracts they found since he started, he's probably saved us about 10 plus million dollars already from last year. Then the efficiencies around our printing services, centralizing printing services, that's estimated to save 2-4 million dollars, so I know their team is continuing to dive in on a weekly basis and those efficiencies that help uss save hard dollars, 2-4 dollars was printing services alone, but

187one of the things we done think about is staff time. With the ine fesht si, without great tool and is resource, we have staff that waste a lot of time on task that equate tos dollars, it MAY not be hard dollars but it's a waste of time and many of you have talked to me about expediency, it drives us crazy too about how slow things go for certain initiatives and this is going to create better speed for initiatives, have staff working more efficiency on the a task they should concentrate on and let our new ai tool and is resources help them with the minutia of the day. and so of these different proposals, which do you need board direction on? definitely need direction on the graduation part of it, the reduction in overtime, that was

188a b item a few minutes ago from MS. Hixon. [Inaudible]. yes. And the rest is actually for like anything that has to do with staff is going to come back in the spring. That's just needing support for some of the hard decisions we MAY have to make if we don't lose what we anticipate through attrition, but definitely the graduation porg portion of it because we have to go out and negotiate contracts for graduation soon and I know this is something DR. Wanza and I have talked about since the summer since we got the numbers about how much graduations were costing us. thank you, I support using around facilities, so thank you. thank you, MRS. Alhadeff? [Inaudible] yes, I too support singing our own facilities for graduation. And I agree we shouldn't be printing for random

189reasons, DR. Hepburn. we talked about that one today, yeah. we can still do better with that. yes. and then -- so, one of the things I was going to bring up and DR. Hepburn, you brought this up which is great, how can we use ai technology more, ai in our cameras, possibly look at security and possible positions where the ai and the cameras could be more efficient and effective. So I would love to look into that more. And then also with the law enforcement, I would like to see a -- maybe a three year plan, five year plan, ten year plan, what that would look like to eventually down the road ten years from now or so, to get to our own law enforcement department but I think also the other part of the conversation

190in regards to law enforcement officers and the use of guardians in our schools. And having that conversation with our city and is the school board and what that looks like to try to save money but to also make sure our schools are safe. I would like the see the overtime to be reduced by 50%, so if my colleagues could weigh in on that. And then anything we can do to reduce like subscriptions or I know I talked about solar energy for a long time. We live in florida with sun and the solar panels and I would love to know how we could bring back more rebates and money to our schools. And then in regards to -- i know we had the conversation with the kc wright building, but I think it would be a

191good idea if we are more aggressive about it in the sense of in the next year, that we take half of this building, 7 floors of this building and we put those 7 floors of staff into our schools and we lease out each of those levels. I think that this is something that we should have a plan on, start to do the quickly and we could bring money back into the district but also start to fill our schools. It's very concerning with the hope schools and so we need to make sure that our schools are filled. So, DR. Hepburn, if we can look into that. yes, absolutely. I'll give ewe brief update, we're emptying out this building purposely with what you just said, to get staff into our schools, and also potentially lease out floors

192since we're so close to the courthouses and all that, I'm sure we have law firms and the like to come and rent out a floor that's turn kao e with security and park soing we're already devise hating plan, tla's part of our standing cabinet meet tosing figure out who's going where and we'll start communicating with those vining in the coming weeks. But one thing we MAY have to come back to the board and ask for as we discussed in the last cabinet meeting is coming back and asking for some capital funds to move the individuals and their equipment and those things to the school sites, so just a heads-up on that one, that MAY be coming soon. thank you. What is the annual attrition number)Inger swre an annual attrition rate of rez iinging neighs of&retirements

193of 3 thousand people annually. what is about equal to in money? that's about probably 250 to 300 million dollars. Since you have a variance in salary, so I would say just to be safe, say 250. okay. 231. go ahead. it's about 77 thousand, million. okay. And I had a question regarding the science textbooks, 31 million dollars. Is that a hard textbook or is that an online textbook or is that both? that is both. So, the publishers provide hard and also online textbooks too. are we required to do a certain percentage of hard textbooks? I am not sure. I don't see the innovative learning office isn't in here, but sometimes the actual online textbooks cost more than the actual hard bound textbooks, yes. Because the amount of additional resources they had and they know everybody's online

194and on computers these days so they put more costs into that than actual paper back. okay. I would never have thought that, but if you can look at it and 31 million dollars is a lot of money, maybe we get more hard textbooks than the online textbooks, maybe there could be some cost savings, a few million dollars there. we can bring that back, and we'll bring it back because I want to say there was asked by the the board to ensure that all students had a hard bound textbook when this came up in the past, if you can correct me if I'm wrong, DR. Fulton? thank you -- you're DR. Fulton, I'm DR. Hepburn? we want to make sure all student haves access to hard cover books if they need it. To the point MRS.

195Alhadeff in regards to the cost between hard copy f pi and electronic, they're almost equal because from what we understand from the textbook, because it's online, they are constantly making updates to it so that is a cost every time, so it's not -- I would have thought as well too initially that if it's online, it would be cheaper but it's not relatively cheaper. okay. And then my last point and I know this is kind of a difficult conversation to have or to talk about but I think it's important that we talk about everything, you have your assistant principal, your principal and then you have other layers of staff before getting to your cabinet and DR. Hepburn, and all of that in between there and administration and staff, I think we need to make sure we

196don't have duplicative positions or creating more difficulties in red tape. that is note and had being reviewed. I'm sorry, I didn't hear you. that's noted and being reviewed also. thank you so much. DR. Holness? thank you, MADAM Chair. So, I am supportive of reduction in overtime and I am hoping that the it is as aggressive as it can be. I believe board member alhadeff mentioned 50%, I would support that as well. I'm supporting utilizing the facilities for graduation. I've expressed my support already for kcw sx, you are to bring back an appraisal happen as well sx, staffing kcw, leasing the facilities out and using staffing in our facilities that have availability. DR. Hepburn, I know we spoke about staff and modeling terms in terms of middle school, are there cost savings there whereby some middle

197schools have maybe a lower number of students but we are still having three assistant principals as o po -- f -- oppose today a high level, have you looked into those as well? yes, there iss a cost savings to be reaped harbinger's what the work group that DR. Lozano was ducking about, so we can bring the different model to the board for review and feedback. There is definitely a cost savings and allocating school administration on a number of student and is not the grade level ban. I support a phasing approach with the police department or utilizing our own police officers, using a phasing approach as you mentioned, DR. Hepburn, ill love to see what that looks like when you bring that forward. I wanted to point out sofm the things I observed and if you

198look at slide 4, I did notice year 24-25, as compared to year 21-22, there was an increase of up to 117 students toup that period, so it is concerning we're increasing staffing while we're losing students. I think that losing students by a significant margin while increasing staffing is a failure, it is important that we have a direct proportionate in the number of student that is are decline toing the number of staff declining. I knower DR. Hepburn you mentioned through attrition, I would like to see to align the decline in students tos the number of staff. If you look at year 24-25 to year 25-26 websinger lost 5% of our students but we've only lost about 1.5% of our staffing. So, it's not proportional and I think that's one of the reasons we are running into

199problems, for example, we're discussing benefits, if you look at the benefits page, that has increased by over million dollars. If we had less staffing, we would pay out less benefits, so I think it's important that we have an aggressive approach when it comes to staffing decline as far as aligning that with student decline. It will also increase opportunities not only to pay out less benefits but to increase teacher pay and to provide more resorts for our students. So, I would love to see -- I appreciate the cost savings presented here but I would love the see more aggressive approach in terms of shrinking our staff, that it matches the students. And lastly, DR. Hepburn, are there positions that are budgeted for in different departments but have not been filled for two years or more? so,

200yes, though the positions that are prior to this fiscal year, we've already absorbed those and to the budget close out, for positions funded for this year that are vacant tha,'s part of the current cost savings we expressed to the board to not hire for those positions. We have a freeze going on right now where we review position and is make sure if it is a hire, that is something that is very e -- essential to the district's operation to make sure the department is not fail sog any vai -- vaicancies right now are reviewed closely before we hire. People ton team put up vacancies for this round and we'll continue for that as people vacate a position throughout the year, we f we review if this is an essential position we need to hire for,

201if not, we absorb those positions throughout the year. when a department present it is budget they would need to run their department and are there positions that were determined to be needed but have not been filled in the last two years in any department? yes, I would say yes. There's positions that are determined to be needed and are hard to staff. At the end of the year, because they haven't been staffed, the money was budgeted for that department is real money so it's absorbed back into the general budget. for that time period, those funds are tied up, right, because the positions have not been staffed but the money was allocated for that. yes. do you have any idea of what that dollar amount looks like for positions that haven't been filled for the last two

202years that are considered needed by different departments but have not been filled? ville to provide a follow-up on that, I don't have that number. are you able to look into those positions if we're able to do without those positions in two or three years even though departments consider them essential, maybe we don't need them. what you just described tha,'s what we do, if we don't need them, we absorb them and we don't hire for them again. We'll plug them out of the org chart. For essential positions, what happens is the if it's essential, somebody is task assigned to the position, you see that quite often in some key positions we need. For positions we don't need, we absorb and we don't advertise anymore because it's not essential, we don't need it. got it, so to

203wrap up, MADAM Chair, I would like to see more aggressive approach to the cost savings and see more aggressive approach in terms of staff volume. I believe if you run a business of gaining more staff while losing customers, that is a form of failure, so I would love to see we proceed in that direction in an aggressive manner as well as I support utilizing our facilities for graduation and I support actions on the kc wright building, I also support having a phased in police department and significant reduction in overtime. Thank you. thank you, and before I go to the the other board member, I wanted to remind us of a couple of things, so on SEPTEMBER 9, we passed a motion to direct the superintendent to decrease overtime by 40% by JANUARY of 2026. So

204we've already voted and given a direction to the superintendent by JANUARY -- this coming JANUARY, to reduce overtime by 40% MADAM Chair. just to remind us. I believe it was 40% or more. it was just 40%. At least 40%, the way it was worded t way I wrote it. we're looking at for more. I wanted to give a timeline on that, I wanted to remind us of that. We also directed the superintendent to review all supplements and bring them back to us with recommendations on what should be sunsetted by OCTOBER 21 which is today's workshop but dosaoeoe that here, I I ululd ke toasask th susuririenendentwhwh we'r're gog seththat becae e that is on here. from the last workshop, there was an additional discussion, it was an additional direction given, ernie, I don't know if

205if you have that, I don't know if you have any recollection from the last workshop because the date changed from the last workshop. there were two different directives, one that -- there were two that passed, one was to review all supplements and bring back what you think should be sunsetted, the other directive was to realign job descriptions to include tasks that should be part of the job that are now considered supplements, but this was just your recommendation on what supplements should be sunsetted because maybe someone's not filling that position or whatever, that was supposed to come back to us at today's workshop. go ahead, DR. Lozano? the directive was to bring that information back in DECEMBER and the budget team and hr team is working on that to do that, so we should have that

206available and ready to present to the board in DECEMBER. that's the job description part. no, this is the supplements also. if you see in the script later on when you announced the agenda items for DECEMBER, this is part of it. okay. so, anyway, I want to appreciate that. I don't remember changing the date, but anyway. I don't think you were here, that's what it was, yes. that's fine, anyway, I wanted to remind people that we did direct the superintendent to decrease overtime by 40% or more by DECEMBER -- I mean by JANUARY of 2026. I have a couple of other questions. One, so people have been talking about leases just in general. Does the money from leases go into the general fund or does it go back to the capital fund? leasing the building, I'm

207getting confused by facility rentals. capital. so, I want to be clear that that money wouldn't help us in our -- also directive that I want to remind everybody we directed the superintendent to find 60 million dollars and I don't remember the exact date, so that we could give raises to our employees this year and I see in this presentation 8.8, that's not anywhere close. we're nowhere close to that, MADAM Chair, I can tell you that upfront. We're nowhere close to that and we're continue tog chip away and being be as aggressive as we can. our money is -- a lot of our money is tied up in people, I can't just cut people in the middle o the year. We have to depend on attrition for that aspect ask do what we normally do in

208the springtime when it comes to reappointment process and is reorg charts. to be frank and honest and transparent with the public and with our employees, what is the likelihood that we are going to find the money we directed to find to be able to give our employees? I would say the likelihood is very slim when we've lost over 90 million dollars due to student reductions, increased costs in frs, increased cost ins benefits, increased cost in utilities to run our schools and our buildings across the district, so trying to make ends meet is essential right now but we're also finding as much cost savings as possible so we can offer some sort of additional compensation to our employees. That is a top priority for us but in the circumstances that we're in right now, it's for

209the public's sake, it's going to be very clear and honest that it is a very slim margin to find 60 million dollars right now. okay. Which, you know, I want to be honest but it is frustrating because we do want to be able to give raises and to that point, if we go back to page 9, everybody's kind of skipped over it but we spent 76 -- almost 77 million dollars more than we had and so I understand all the reasons why and I've been asking this since the first day that I got here and I never gate clear answer, why is it that we cannot and I guess I'm asking why done we, we should be, every department should get a budget. This is what you have to work within, we all do that

210in our household that we know we have this much budgeted for these things and if we're taking something -- if we need something more in one bucket, we have to move it from somewhere else, so how is it that departments -- because if we broke down what every department spends, we would see some of them overspent a lot, so how are we going to moving forward do a better job and say this is your budget, you cannot spend one dollar beyond it. yeah, so a couple of things, and thanks for the question, it's a great question. The first thing is this is prior to MS. Johnson, there is an appropriation to department and school budgets that shouldn't have been appropriated. When MS. Johnson came on and during her discovery last year, she's discovering all of

211these things and all of these things add up. Also I have the same question as many of the board and that's why we're doing this cadence because from my recollection and for what I gather, the budget hasn't been dove in with the board going into it in detail and identifying annual expenditures to gain a better understanding of the six largest school district's budget as well as having certain exercises with the staff to put tighter controls many and to also understand their budgets better, so there's tighter controls, all the chiefs and department leads get a report sent to them about their budgets and expenditures on a biweekly basis to everybody can keep track of it. They've already received their budgets for the year so they know what their expenditures, they already know what their appropriations are

212so they can manage their expenditures. If you have a three contract and you're in year two, next year that money is coming out of your bumgt, so it's those simple things that haven't been happening to tibetan up how we are spending money, what's the priority, how we're budgeting per department which leads up to the entire school district, so, I feel the frustration tof board because I've listened intently and I pay attention intently to everybody up here on this dais and I gathered some information, I don't think the budget has been dove into this way but nor has the budget been dove in this way with staff either so, we've been tackling both with a more detailed exercise with staff versus what we're doing with the board and we'll continue to do with the board on

213hopefully a monthly frequency moving forward. So you'll have eyes like this on a monthly basis. so, when I was a magnet coordinator, we had a budget keeper and if I put in a po for something, she would call me and say, you don't have any money for that, you can't order it. So, are you -- do we now have that in place for every department so that when we look at this next year, there's no parentheses in red about what the departments -- yes, we have that in place, but we're not trying to just depend on that phone call, we're depending on the people who are stewards of their own budget tos make has decision before that even abing hull happens. I appreciate that. a couple more questions. So just based on what I'm hearing

214framing my colleagues, it sounds like we should have a workshop that talks about security in schools and sro's, so at some point we need to add that I think as a workshop so that you can bring that forward to us. And there was something else but it left my brain, so MS. Thompson? thank you, chair. And ipg we're having a really good discussion here. I appreciate DR. Hepburn, your opening remarks in recognizing the 8.8 million dollars isn't enough in cuts especially to DR. Holness and my community where we're asking them to potentially lose their schools, we need to make cuts here and we need to be able to articulate we are making cuts at the district level so that makes sense to our communities trying to utilize more resources and many do a great job

215when we create ai agents that MAY take us as humans a long time to have a report we're getting that right away and we can start reacting to it and start making some decisions. okay, so if I'm a chief examine I feel like that there is a program that is essential but not budgeted. What do I do? you can go to the cao. I can tell you what she is going to say. I can too. and they come to home, identify a cost saving what are you going to get rid of to purchase this? That's why some things have not come to the board that they want, they have not found a cost saving to buy that. so that is being implemented if they want to buy something, they have to find what they're cutting?

216that's correct, if it's not budgeted. if it's not budgeted. Okay. I want to go back to attrition rates. Are we seeing the same as previous years? DR. Lozano or MS. Roccoman. She is pulling up some numbers. Yep, pulling up some numbers. Are we on track for the same amount of attrition that we're experiencing at this same moment in time last year? yes. There are numbers, percentages are very [Speaking away from microphone] thank you, and then as far as the high school graduations, I think that is an excellent cost-saving measure to have them within our schools. The school police department, I'm interested in finding out more over a shop. As far as the, the lack scheduling, I appreciate MS. Leonardi's comment in that, I think it's imperative that we look into that. What is the plan

217to look into that? DR. Lozano. we're work width btu group. We have a meeting with high school and middle school stewards, scheduled for next week, we're meeting with our high school principals and middle school principals this friday so we're currently having those on-going conversations to possibly implement a change in schedule for the 26-27 school year. and is that something we need the union to agree to before we make that change? so in article 15, the board and the superintendent per article 15 can amend the current options. So what we one of the possibilities we can do is an mou with the btu, to revise article 15, and bring that back to he ratification vote to all the members of that group to look at, moving to only 7-period schedule for middle and high school for

218the 26-27 school year. thank you and I don't want to restate what has been said. But I think this has positive impacts with our students, doing 7 period instead of a block and also just a cost-savings as well. And then, I think that's all for my comments. Thank you. thank you, and I forgot to mention I am also for using our own facilities for graduation. MR. Cervera? thank you, MADAM Chair. And I want to thank the folks for putting together this information and all of this data. I'm appreciative of the break down that is proposed on slide 14 on the 8.8 million dollars of proposed total savings. i think it's a good start but we're nowhere near the finish line and here's why. I reminded everybody at the last board meeting, we approved a contract

219for 11 million dollars to have the grass and the landscaping maintained at our schools. Which effectively means that we are paying the lawn guys more than we were able to come up in savings in this particular presentations with all the ideas that we've discussed. MR. Superintendent, you said we're diving into find where the money is and respectfully, I think we're barely dipping our toes in the water. A lot more work has to be done here and we have to do a way better job of being fiscally responsible here and cutting back on a lot of the spending that we continue to engage in, year after year in this, in this district. We lost on my tally almost 90 million dollars from the state in student funds because of our enrollment issues, 90 million dollars. That's

220a huge number. And we've got to figure out a way to retain some of that money back. We've got to have some overtime problem. It's a huge issue to the tune of hundreds of millions of dollars and I've, I've sat with MS. Johnson with this and I've had discussioned with people. I don't understand the need, with the exception of our bus drivers that's a certain sub set of folks that do need overtime from time to time but for the majority of this overtime that we're paying, we don't need to have this on our books. In addition, the transportation aspect of this, this board was presented with an 80 million dollars contract recently for school buses. Now, I think that was pulled, I don't think that was, if it was approved yet. Correct? I think a

221portion of it. about half, okay. It's things like that is a real head scratcher. We lose 10,000 students and then we spend almost 40 million dollars in school buses. In addition to increasing our staffing levels. These technology contracts, and I make it a point to bring these up at every school board meeting, with the software licensing and these technology contracts that we always want to give these vendors, three-year deals. You get a three-year deal, we're like oprah over here with three-year deals with the contracts and we continually spend tens of millions on this software and licensing contracts and we really suck at negotiating these deals and we take a lot of leverage and continue to spend millions and millions of dollars. Our non-teacher and coach supplemental pay, again, I'm not talking about the teachers and

222the coaches who get the supplemental pay every year, but the non-teach and her coach supplemental I think is also an issue to the tune of hundreds of millions that we dish out. This business model that we at the district is just not sustainable, our general fund expenditure show that we went over the budget by 76 million dollars, that is simply not a viable business operation. This is how general businesses and business world go bankrupt by spending 75 million dollars more than you have budgeted for. We've got to make some cuts, we've got to find some funds. That being said, I agree with my colleagues, we have to pay our teachers. Our teachers salaries are just not sustainable with the cost of living in this country, most counties in the entire state of florida, if we

223don't pay the teachers, they're going to leave or they're going to find alternate work and then guess what? We're going to have the same problem we have right now with enrollment, because if we don't have teachers to tap our kids, the kids are not coming back to our schools. To some, to some of up peer, I just want to give my thoughts, we have to get in with the overtime restrixz, enough is enough. We've got to cut it. No more bloated contract agreements for multiple-years. We've got to stop that years, we've got to get better. We've got to reevaluate the supplemental pay not related to teachers and coaches. Please no more new buses, we don't need millions of dollars for more buses. We've got to take a hard look at some of the staff cuts

224that are being proposed within the district, because quite frankly, I think they're inevitable. I'm in favor of the in-house graduation, I think that's a good idea. I think we have the facilities to house these and I think it's a good idea to utilize the facilities. Thank you. thank you. MS. Rupert? thank you. I am all in for the high school graduations I'm going to push for two of mine, pam pompano beacand blanche ely high school. When we look at parts of our organization and we on board people, we have to be cognizant that when we're on-boarding people from current vendors or people who want to be vendors, that that salary is a broward's school district salary, it's not the same amount of money that they were making at that vendor point. I can talk off

225line about that in more specific, but, that's an issue. The second part also is, it's we don't have parity when it comes to being counted as working in this district. Teachers and people from our schools, they have to sign-in, so we know that they're working, okay. But, in this building, in other buildings, people do not have to sign-in for their 40-hours a week. Do I want everybody to sign-in? No. What I think is fair is to actually not take handwritten signatures for the hours that you work. i don't know any other businesses that run like that unless it's a very small restaurant or diner and you're in the kitchen and the wait staff. So I can tell you that use of IDs to check in for employees, is an important aspect because, there are areas

226of waste in this district and, I believe that we can cut substantial amount of money if we did this and I'll share that with you off line. I have a question about the 7-period day as a reading teacher who worked on a block, we had 90 minutes of reading. Will this change affect the 90-minute reading students? Or our students that are trying to pass the math or science part of their criteria? no, this does not change the required instruction for 90-minute block for certain number of students. You used to be a principal and we held tight to that required instruction mostly for certain score level-one students. right, but at the high school that I was at there were an awful lot of kids in that group. I had not been for this if it had

227not affected the kids that needed to meet the criteria to graduate. Oh, when you come back with the areas to budget, you know, reductions, could you bring back a such-as or what this would look like very much in the line of as thompson was saying? What does that look like? Leverage technology for organizational efficiencies? what does that look like? And I think that we can still do, continue the reducing of the overtime, a lot of that signing in, each week is overtime. So thank you. thank you. MS. Bulman? thank you, chair. So I, I appreciate that we're having this conversation today and that we're finally really getting down to business and having the tough conversations. I think that looking at the numbers, there is no way to deny further and you know, just different forces

228that are working, that there is no way to deny that we need to do something and we need to do it quickly. So I appreciate, you know, our conversation yesterday, that I have a DR. Hepburn and your commitment to getting this done. So just to kind of go, and I also want to say that I, I very much you know, appreciate the fact that we have and MS. Johnson somebody that has a lot of expertise handling situations, we're both from detroit, and we both went through the detroit bankruptcy which was depressing at the time. We can rest assure that we're in good hands. We're lucky to have her because she is coming with expertise and she is coming with great ideas. I'm happy to see this on slide 15, we've been hearing this on the

229sides for many things on things that we have to do. So I really appreciate that hard work. and just remembering, again, that this is all about the kids. So, I don't want to get caught, I mean, there is a business, that serves the children. And so, we have to keep that focused and everything that we're doing should really be directed in making sure that our kids are getting the best education they can and that we're directing our resources at our school, at the school-level. So I, I am very happy to hear that we're having a controlled situation put into place to, you know, that's absolutely necessary. I support the in-house graduations, because I think that will be a lot cheaper. And I support the fact that we are going to have to adjust the staff

230level in the spring, you'll have my support for that. But I would like the commitment that we're going to be aggressively, having our hiring freeze that is in place. So we've got a ton of employees, there is no reason why, with very limited exception that's we cannot find somebody in-house to filet position. So if you're committed to that, I will support you. In the spring. I support the reduction of contracts, consulting agreements, where it makes financial sense I think there are situations where, the converse is true, we can get consultants, we're not paying the benefits, they come in and do a job and we're not burdened by having a full-time employee. So I would like to look where that makes sense. And I think, I don't know who would do that but that's something that

231we can definitely do. And to figure out, like how we're going to save large amounts of money, people are experts in this that we can, you know, contract out for that. I support reducing overtime by 50 percent and I was wondering, bus drivers, we have a shortage of a bus drivers. I don't know how the balance go but if you paid the bus drivers more, would we have a shortage by just having people live on the wage. yeah, we just actually increased the bus driver compensation last year to be more competitive. But nonetheless it's still the high turnover position where we have so many other come petition with amazon and other logitic type services where they don't have to worry about kids screaming in the back. relatively, I get it. Okay. I, I like without,

232prior to having the union conversation and everything, I like the concept of the 7-period schedule. I think that that would, you know, even out the opportunities across all of the teaching levels, I like that, I think like MS. Thompson said and like DR. Lozano said, there is a lot of benefits for learning in general. That's fantastic. And then, but with the goal that we're adjusting that supplemental pay, also the major supplements that we're talking about, like my colleagues have said, that money needs to be, we're finding money to save to go to raises so that every one is getting paid better so that people are happy to be here. So, and transportation, efficiencies, I think you know, we talked about before and I think we need to keep exploring partnering with broward county for public

233transportation, because we're in an urban school district, and you're bringing back the magnet adjustments so we're going to have rea alignment, we're get thating next month, you said? NOVEMBER, DECEMBER workshop, I think. and then, obviously, our health insurance model is not working and is, I mean, it's just totally out of control and my understanding is we're not managing properly, like it has not been managed. So what can we do, that's more of a closed door, but what is the fast eft best way that we can address that? sol I think we can bring that back in closed-door, we've had some discussions and what are the barriers to expediency. I know, there is got to be, a way to at least start putting it in the right direction, that it's benefiting the employees and the district

234with unsustainable, the employees don't want to be paying a ton of money. I think that if they can see a different way, that we both win, we all win. That's like a, an emergency. So maybe like, next month? yeah, we'll do closed door next month. I did requested one to be scheduled. great. and then I really appreciate that you're already on it. I think we're moving people, we're doing what we need to do to free up space. You're moving people out of kc right, way to be on top of that, great. So I mean, even in the past month, I think that had you made a lot of, steps that we've, you know, kind of been dancing around for the past month. So I think that we're moving in the right direction, obviously we're not

235be finding all that money right at this second. But if we continue on this, hopefully we'll be able to get a little bit more balance, but thank you. MS. Alhadeff. I do have concerns with what MS. Rupert brought up with the signatures and timing and overtime if there could be a board member follow-up, I would like to understand that more. There is big red flags. I'm sorry, MS. Alhadeff. Can you say that again. yes, MS. Rupert brought in handwritten signatures and overtime, and I would like to have a board member follow-up to understand that a lot better. It seems like a lot of red flags. On page 4, of the packet, something is just not adding up to me. So when you're looking from 2020 to 2025, and more specifically 2021 to 2025, really there

236is no reduction in staff. But I was, I was told that there was 3000 attrition rate, I'm assumption that was from last year, but we only reduced that by 320 people, can you explain that? sure, if I MAY. Remember last spring as we started embarking on this conversation, and discovery by myself, discovery by MS. Johnson and all of that, is the for years, there has been about approximately 3000, people attrition rate, but the system has been back filling these positions and that's when I was talked about attrition, doing those meetings to ensure that we're not back filling, making sure that we're looking at every position to make sure it's a central position, it's been a one-to-one over the years. That's why you see the same numbers here for the past five years and it's probably

237if we went ten years, you'll see the same numbers tore ten years. You lose one, you hire one, you lose one, we hire one. That's how we do it. thank you for recognizing this. And you know, I'm sure your staff is like a mathematical equation, you can average, we lost almost 9500 students, we'll probably lose that again next year and you know, you're going to figure out how much staff we should have and then, figure out the rest of the equation, which is going to be a tough conversation considering we've never had to layoff anything. exactly. And if attrition was implemented years ago, we would not have had this conversation. right. unfortunately, we're left to deal with the tough decision-making and we're all for doing things the hard way, sometimes, so we're ready. okay, so

238for 26-27, you'll be calculating the reduction of students to then reduction of staff? correct. thank you. MS. Thompson. thank you, and I apologize, I had just had a question if we switch to black, not black, if we switch to the 7th periods, when are we going to notify students and that alignment? DR. Hepburn? go ahead, DR. Lozano. again, we'll be working on that now, so they would know early spring. We would know the decision and bring it to ratification, and if the ratification was approved to move all schools to the 7th period, then they would know early spring. and is that in line when they normally find out? so keep in mind, too at the high school level, students have 8 klasz, -- classes but one of them, they already have 7. So it will

239not interfere with the core selection because they didn't have 8 instructional courses, or you know, subject area courses, they only have 7. got t thank you so much. DR. Zeman? I believe he's on the phone. No, he's gone but he texted me that he wanted to say something else. While we're waiting for that, I'll read the next thing and then, if we find him. Sol at the direction of the superintendentle following agenda topics are tentatively to be addressed during the upcoming workshops, NOVEMBER 4th is advisory committee reports bond oversight committee report, policy 1070, collective bargaining process, education mitigation agreement and audit, bt, behavioral threat plan for charter school/discussion, the DECEMBER workshops, district strategic plan, redefining our schools, non cba payment discussion, precession, ledge -- legislative topic. The topics remain tentative and remain subject to change

240at the superintendent's discussion. At this time, do any of my colleagues have anything to bring to the chair. Okay, I have two things for us to do a workshop on and see what you think. So we've been talking about, money and how we're going to get money and for a number of times, we've talked about sponsorship like somebody buying the naming rights for stadium or whatever, we but we have not done anything about it. I would like to have a workshop to start a policy about sponsorships, how do my colleagues feel about that? To bring a policy to a workshop so we can start to move forward so we can get to stapp into this money? Is everybody okay with giving direction for that? And the other one, I had a student write something to

241me asking about requiring uniforms, so I would also like to have a workshop to discuss uniforms, so that we can see where we land. Did I promise him that we would bring it up to my colleague. So are you okay with bringing to a workshop a discussion about uniforms? Well, it would depend on where our discussion was. The student was pro uniform yes. I had some questions about that. So I know we had, addressed this a few years ago. I don't remember if we had a workshop, we might have. it was a closed-door and then it went to it. That's why I'm asking for a workshop. I believe we had given direction to give survey and this was back in 22 or 23, I believe. So I would if we are going to do a

242workshop which I don't where I am on that, I would like that data to be brought forward. MS. Thompson? thank you. I had actually talked to DR. Hepburn about this and the survey did not give them an opportunity to say they were not interested or it wasn't done as well as it could be. So I was plan to go introduce an item to direct the superintendent to redo the survey if we want to do that before a workshop and see what comes back, I'm happy to put the item in. okay. MR. Cervera? can I share my good news? sure: sticking to the dress code. I think we're trying to gather consensus. I'm in favor of the workshop. does anybody object to doing a workshop on the uniforms? MS. Bulman? I think it would be good

243to have the survey first before we do it. we have one objection, we have a request for a survey. well, I'm not trying to make us have extra work about this right now, because we have a lot going on. But if we were going to do a workshop, I think it would be better to have information to guide the workshop instead of guessing and then having a survey. I can put an item in, it goes along with redefining as we potentially change our programs so I can do that and we can go forward. thank you, I missed the first part of the conversation and I apologize. I can make a guess that if we do a survey to students about uniform, we know what the results are going to be. We've collected a lot of

244data about this, through school visits and I can make an educated guess that for high school students, students would be opposed. So my question, is rather than coming back with strong ly agree, strongly disagree, it would be better to do a focus style across the district. I'm not sure that a survey of saying 75 percent of students would be opposed would provide more direction. I think we ran into that challenge with the sal phone policy that set we had data, we didn't know why, we didn't know the background, we're running currently surveys, we can have the discussion of, rolling that in somehow but I do want to caution that that perspective from the student body, thank you. to that point, I wonder if discussing it during the student workshop MAY be more helpful as to

245what you're yiyi as s svey. I ink aring from mymy cocollgueses and MS. Lmlman's comments, I I dodon't know atat this is where I think, we should be spending our time at the moment. So, I object, we have MS. Alhadeff. and also it's allowable to be voted on per school. So it's not we're a huge school district, and we have done this before. Just saying. okay, so we have three objections, does anyone else object, otherwise we'll have to move forward with the workshop? Four objections, out of zen people. -- seven people. I'll object as well. okay, so we're mixing the uniform workshop. Now back to good news or items we want to discuss, MS. Thompson and MR. Cervera. soy wanted -- so I want today give a shout out to our valerie forerunner up for

246debate. And our caliber award, finalist were announced, if it's okay, I'll just read so it's not just my district but sher reese, james from seaingle, coremick, presstore from rock island elementary, emily from seminal middle, alan brown, lavina robertson from dill ard, DR. Nicole from coconut creek for principal of the year. And assistant principal of the year, ana from msd and brianna from dill ard, and candace from silver lakes middle school, diana from for the layered port lauderdale high school and cherry. Thank you. thank you, MR. Cervera. MS. Thompson stole my thunder from my caliber award so congratulations to the finalist and a p category and special shout out to principal emily gonzalez, seminal district 6, well done, principal gonzalez. thank you, MS. Rupert. thank you, I want today congratulate coconut on receiving a 2000 grant

247from sprouts who just moved into our neighborhood, thanks. thank you. Anyone else? All right. The scheduled order of business for the school board workshop of the school board of county of florida has been completed. Seeing no other obligation, i