001[Music] All right. This school board workshop is now reconvened. We are still on the budget item. I just had some questions and comments. And then we can go to round two. If there's additional comments and questions. Doctor Hepburn, the the idea of selling or leasing kcw came up today. I believe we had this conversation last week. Is there a plan for leasing this building? Yes, there is a plan. I know from the last meeting there was a request to also bring this item back to a workshop. Okay. And when can we expect that to occur? JULY around JULY time. Okay. Do we currently have floors committed for lease next year? No, we don't have any floors committed for lease, but we we have already identified the floors and also identified the space spaces where those
002employees are going to occupy and move out to those spaces. Okay, so where are vacating those floors and seeking tenants for those floors? That's correct. Okay. I also, you know, i received a phone call from a concerned parent at a school last week about art being cut from the school. I looked at the enrollment projections for the school. It was actually supposed to have an increase in enrollment. I reached out to you and Doctor Dr Fulton and the situation was rectified. I was told that Art would be would not in fact be cut. But I guess my concern is. You know, that that is a school where the parents are very active and vocal, and I'm concerned about schools where maybe similar errors have been made and they don't have as vocal of a parent
003or community population. And so I guess, help me, help me understand what's going on there. So doctor Dr Fulton, actually, Doctor Dr Fulton, I just had a chat about that and she's going to have her team just do round with the principals just to make sure we're not in those predicaments, because I think in that situation, it's probably just a few students that made the difference of possibly reducing a special versus keeping a special. And so those are some of the consulting with those principals in those situations and the budget team to see if we can, you know, alleviate any of that, any of that concern. Okay. So what I'm hearing from you, and correct me if I'm wrong, is that Doctor Fulton and her team and the budget team are going to sit down
004with principals individually to double check and make sure that the special this you know, the specials that are there right now, either that the enrollment projections are accurate and that they're making those decisions. And it's more about looking at not so much enrollment projection, but seeing how much they're off, right? That's the difference. If it's just a couple of kids off. That MAY not be an issue to reduce versus if you're, you know, 20 students off, that's a whole nother situation. Well, I guess my concern is like, I'm looking at the school right now and the enrollment for 2526 was 559. And I'm looking for 2627. It's projected to increase to 564. So why would that have even occurred? Like why would the principal even be having a discussion about having to cut a special
005when the enrollment projection is projecting an increase in students. For the discussion? I don't know if the numbers that you have are reflective of this discussion. I had, but it was a it was a reduced number versus this current year for the upcoming. So the information on our district website is incorrect. On the school planning tool. I don't know that that MAY not be. Yeah, that MAY not be accurate, but we're basing projections off of the state. I don't I have to look at that that that page you're looking at to see. Okay. So I mean, this is, this is the planning tool for school enrollment and capacity on our website. So it MAY not that MAY not be accurate. If those numbers were put in a couple of years ago or last year, because
006we have updated numbers as of FEBRUARY. Okay. When? Well, that opens up like a whole other can of worms for me. When can we expect these numbers to be accurate? We'll take a look because I have to look at the source of the information. Maybe that's from the demographers page and not from the state projections. So we'll have to look at that and we'll make the update. Because if it's if it's projecting out, I think I saw 2031. Yeah. Yeah, that that's probably from the demographers projection based on working with the different cities and counties and things like that versus what we receive from the state around the JANUARY window. If I'm a member of the public, where can I access the state information? The survey for the state is actually up for survey two,
007survey three information is not up as of two weeks ago when I reviewed it for for public consumption. But the survey two on the fda's website is actually up. I just feel very strongly like if I'm a school board member and I'm looking at this like, that's, that says something that even like a member, if I'm a member of the public and I'm looking at this, if I go to our school district website and I see these enrollment projections, like, why would they not be consistent with that of the state? Like we shouldn't be presenting two different versions of reality when it comes to enrollment. Yeah. And we'll take a look because we have where our demographers do a great job of working with our cities and our county, but we also have what the
008state projects on an annual basis. The state is not going to project out to 2031. This is more of, you know, planning boundary information that MAY assist, you know, new school information, things like that. So we'll take a look. We're just probably have to create a separate tab for annual state projections, probably in the DECEMBER to JANUARY window. Okay. Can I get board consensus that we should be presenting one version of information to our families? Yeah. That's what I part of my conversation with. Okay. So no objection to that. So I hope that can be cleaned up within the next week. And what we'll have to do, we'll have to take down that page. And we can't project out long term. It will have. So let me explain what will happen. That page is more
009from our demographers from from planning with the county and the municipalities. The state projections are given to us annually. So if we don't want this information right here, we will have to take this down and it will be a void of information for probably about six months out of the year, because we only get that information from the state around that DECEMBER, JANUARY, FEBRUARY window. So I just want to just give the expectations of what you'll what you'll see. My suggestion is we keep that. We make the adjustment for the upcoming year when we get the state projection and, and denote that in that for the 27 or the 26, 27 school year, that based on state projections, this is what the enrollment is for. The the 2627 school year is what I would suggest.
010I will respect whatever version of that like you choose to, I you know, but I think it needs to be very clear to the community and it needs to be clear to anyone who's going to our website because it says planning tool for school enrollment and capacity and has our school district logo on the top. So like, if this is a different, you know, this is obviously different from the state projections that should be very made very clear. So I'm not saying that we should take this down, but it says planning tool for school enrollment and capacity. To what extent are we even using this information for planning if we can't use it for planning for teachers at our schools? Well, it gives us a long term outlook. It's not going to be perfect based
011on what the state gives us annually. So we can we the state that gives us something more accurate year to year. But this gives us a long term outlook of, of, of what to expect down the line 3 or 4 years from now. Okay. DR. Holness asked a question that I thought was really interesting, and it's a question that I've asked a few times. About any analysis that's being done about our, the students that we are losing and how many are going to private versus charter versus home school. And before I was given the answer that we had done, you know, we were going to send or you already sent the Hanover research, I looked at the Hanover research, and it really was just like the students who went to charter. Why did they go
012to charter? So I, I do this is a question I get asked a lot when I'm in my community. Like, how many students have you lost a private schools? Is there no way for us to get that information like there, you know, social media companies, all sorts of businesses have all sorts of information about us. You know, I don't understand why we can't get information about the students that are leaving us for private schools. So when a student withdraws, typically they're supposed to give us a where they're going. That doesn't often happen, but it is difficult for us to understand if a student is going to a private institution, because there's just external of our system, charter schools easy because we have access to all that information. And I will show where that kid went
013for the private schools, just difficult because they're external and, you know, private school, they're going to they're not going to violate any ferpa laws. If we call them and say, hey, it's Johnny. Johnny. They're right. They're not going to. So it's a, it's a difficult task to figure out about for the private school component, we know how many kids take advantage of the scholarships, but we don't know if they took it, if they took that scholarship to private school, if they're using it for, you know, other types of schooling, micro schooling, things like that. Okay. I, I guess I have two follow up questions to that though. So if we have, I mean, because I was going to say we do have the information about the students who are accepting the vouchers, right? So we
014can kind of predict out like, you know, if a student is going to private eye would be, I would wager that many of those students are, are accepting the voucher. So we can kind of figure out or do an estimation on how many are going to private with those vouchers. But also, I mean, are there not businesses that can do that research like Hanover did on private schools? So Hanover sent out surveys to families and that's how they got that that that data. And then they do some statistical analysis to with a small population to, to represent what the larger population percentage MAY be. So that's how they've done that research for as close as a approximate as possible. You know, it's, that's one of the barriers that we have. We just, we just don't
015have access to that information. And so we depend on entities like Hanover to assist us when it comes to that level of research and the statistical analysis with a small sample size to statistically say, you know, decent percentage of students are actually taking advantage of private schools. Okay. My and I had one more question about the enrollment piece. Do we ever go back and look to see if our our planning tool, the projections in our planning tool are accurate? Yes, we did that, especially last year. Yes. And I forgot what we were off by. I just think that would be helpful if we could. If you have that information, like what was 2526 projected to be, what is the actual enrollment like that would be helpful to, to have in that planning tool, in addition
016to, you know, the state projections moving forward? I just want us to be clear again, because we got correspondence from the Principals Association. Were schools given the directive to cut 10% from their budget? I don't know where they got that directed from. The cfo didn't give that directive. I didn't give that directive. So I don't know where that message is coming from because it's not coming from us. Okay. And. You know, MISS Hixon said that she asked for this every year and she does. And I thought, you know, why don't we just gather board consensus on this to build in a at least 4% raise for our employees for next year on the budget. So can I can we gather consensus on that? Are there any objections to that? No objections to building in a
0174% raise for our employees into next year's budget. Okay. So does the superintendent. Do you have your direction directions? Thank you. And I have round two, MRS. Alhadeff. y Yes So Iust ththk on thth bsite, if itanan be very specific what the information is relaying to MISS Leonardi point, that would be very helpful. And then is there something that we could hold back from a student transferring out of bcc that in order for us to get the information of where they're going, whether they're going to a private school or being homeschooled, is there something that we can hold back from them? Like a transcript? No. The only times that in most schools, they really don't do this. They don't want to impact the students. Education is if they're an obligation that they haven't paid, they'll
018hold on to transcripts and things like that until they actually pay it. But for most people, they're going to, you know, do what they need to do to make sure that the kid gets the opportunity for an education wherever they're going. But could it be in our process that in order to get your transcript, there's this form to let us know where you're going? Maybe it's, I guess, optional. You could, but I think we're just going to get a lot of probably some complaints for withdrawal. We can we can try that. But I think it's going to wind up in a lot of complaints and unfolding that that practice. Complaints from who? From the parents. You won't. They're already leaving. Yeah. But they have to give us information anyway about where they're going. So we
019can put it in the referral code. And sometimes it's accurate, sometimes it's not. It's just a difficult task to, for the private school part, for public school, which is charter schools of public schools. It's the easy part. We, we can capture that data real quick. What about homeschooling homeschool? They usually register through the homeschool office. Most. Some don't, but most do. We'll have that data also for Florida Virtual. We'll have that data as well. Okay. Thank you. Yep. Thank you, MISS Rupert. I'm good. Thank you. MISS Hixon. Thank you. I just quick question. Want to go back to the the staff information. You know saf so we have policy 6030 and in that policy under be membership or I'm sorry sea duties. It says on number two the staff shall actively participate with the school
020Advisory Council and oh wrong one. Sorry, the number three the staff shall actively participate with the district school principal and the preparation of the budget and reviewing the budget related concerns. After each fte count. So it already says in policy that staff has to be working with the principal. I from just people listening, I got five emails that said their staff never heard anything about the budget. So we have a policy I. I'd like to see if my colleagues agree to direct the superintendent to make sure, whether it's collecting data on what those meeting dates were, that every principal is following the policy that the school board has about staff having to participate and sign off on that document. I think it's unfair for us to ask a staff chair to sign off on a
021budget that they didn't, they don't know about, and I was very clear when they came. And I think it's really important that because we don't need a new policy, it's already here that I would like to see as a board member at the end of. When budgeting is being done, a date, a list of dates on when the schools had their meeting with staff to discuss budget. So I guess that's a motion. If it's a if it's a policy, does it need to be a motion? Is it something that. We're not. Well, we can't do motions because it's a workshop. But is there any objection to. That to direct you to. It's in policy, but in policy, it doesn't say you. We have to have that data. Oh, you want the data. We want to
022know when the meetings were for every school and their staff to discuss the budget so that we know we're not asking somebody to sign a paper blind. So there's no objection. So, doctor. No, I got it. Oh. Are we at a time? Oh, okay. MISS Bulman has a question on this item. So can you walk us through what happens normally, because I've served as the staff chair a couple of times and there wasn't like a giant meeting about the budget. I mean, the principal went through the budget. And I showed them the budget. But at the end of the day, the staff chair, it's kind of a formality. It's not like I was pointing out things that we needed that we were changing. Yeah. Doctor. Is it is it a statute or is it a
023does the. Okay. So then we probably. Yeah. So I think we, I think we should be clear about what people's role is in terms of, I think that they present the budget. They show you the budget. Someone has to sign off on it. But I don't know how much input is actually expected from the staff. And that's my point because it says very clearly on here shall actively participate. It's in our policy and was mentioned is a state statute. So if we're not doing it in the way that we're supposed to, I think that we need to to get on top of that. And I that's why I'd like to see. And I don't just want someone to give us a list of date. You know, I, I think you need to verify that they
024actually had a meeting where they discussed what the budget was going to look like. No, we're going to verify. Doctor Dr Fulton know if you heard the question, but if you can walk the board through, what's that process of the the principal or school leadership team meeting with the school advisory for eventual approval of the budget by both parties. So I'm checking actually now to with Doctor Hutch because school improvement falls under her purview. But every year we tend to do a PowerPoint that we provide to our sac chairs. And so that is consistent across all schools. It's a PowerPoint on the budget process. How was developed and then what their role is. And we usually do it MARCH sac meeting. So I'm just verifying if that PowerPoint was provided for them this year. So
025and I understand that, but we heard someone come and say that they didn't get the training. But that's, that's something even separate. Because what it says in our own policy, three under c duties number three, the staff shall actively participate with the district school principal in the preparation of the budget. It doesn't say the PRESIDENT Or chair of staff. It says the staff. And then number four says the staff shall indicate its awareness of the program and plans for the district school by affixing the signature of the staff chair on the budget prior to its submission for district district budgeting preparation. So there's two pieces in there that are very clear that someone shouldn't just be handing the staff the budget to sign, that there should be a time where it's not just someone telling
026them what they're doing, but engaged in a conversation on, you know, are these the specials that you want? And just all of those things. I know that principals should have some autonomy, but they're, they're working in a community. And if that's not what's happening, then we should change the policy. But this is what the policy says. So what I would tell you, MRS. Hixon, nothing has changed this year. That has always been the process. So we're verifying just to ensure that that information again was provided. I would tell you, ever since I was a principal, it was like a standard PowerPoint that detailed the budget process with the sac role was in it. And then also the sac chair and also the principal together have to sign the budget. There's a deadline when the budget
027is due back to the district side. So that has not changed. That's not the point. That's but there's something beyond that in this policy that says at a staff meeting, they're they're actively engaged together on forming that budget. So on the agenda. So for the monthly sac agenda, there is always a line item for budget. So budget is always discussed at every single sac meeting of the school year. And that has not changed at all either. So. Well I'm just I know what you're saying, but I'm just telling you that that's not what we're hearing in the public. So I, I think it needs to be verified. I don't know if it's widespread, but certainly we're trying to isolate where it MAY not have happened. But overall, nothing has changed. All sac chairs and principals
028and communities definitely work together to develop the budget. There is a line item each month to discuss the budget for sac, and then also the development of the budget for the upcoming school year is typically done in MARCH and APRIL, but as I said earlier, we did release budgets late, so that did not provide the opportunity for schools to have the budget upfront in MARCH or APRIL. Okay. And I appreciate that. But, you know, we have someone who was a staff chair telling us that they never were part of. And it could be that school. So we're trying to it's more so widespread than an isolated incidents. No, I know she's but I'm just trying to make a point. I know what we believe here in this room, but I don't know that it's translating
029to what you believe in every school. Let's leave it that way. I just in practicality. It. With all due respect to community input, I mean, I don't have any as I'm I'm serving a role. I'm going to the meeting and being the liaison for the school, but I really am not in a position to be actively engaged with the budgeting process as the staff chair. I mean, I think we're like really muddying the waters with that. I know it's the statute. Then it shouldn't. Then we should take it out of our policy. Attorney, Dupree Bruno. Let me just make sure I'm clear in terms. Of the budget was explained to me. I wasn't giving my personal input when I was participating. It wasn't that the school wasn't doing it, it was just that they were
030showing me what the budget was. They weren't asking. I mean, you know, I'm not trying to get anyone in trouble. I'm trying. So through through the chair just to make sure that we're clear in terms of what the statute requires. It's Florida Statute 1,001.452, which discusses district and school advisory councils, their composition and their responsibilities, but their responsibilities are formed by the board policy and the board's regulations. So if you have a policy that specifically outlines certain responsibilities, then that's what the statute requires it to perform. Thank you. And our policy says they have to actively participate. So thank you. MRS. Alhadeff. I would just recommend to bring the policy back to a board meeting. MRS. Hixon. That's what I said. If you don't want if we're not following this and people don't believe that
031that's what should happen, then we need to bring the policy back. MISS Rupert. Thank you. When? When I was a staff chair at the elementary school, three streets from my house, there was active participation. There was a give and take. There was education, materials. You know what electives or what specials are we doing? What amount, what's going on? What programs can we think about? You know, in a money situation? So I remember it just like it's supposed to be that it is in our policy right now. So I wouldn't be in favor to actually come and bring the it back just to, you know, stop it. I would, I would rather that if it's going to come back, then there's an honest conversation with the public that this is, you know, this is the reality.
032This is in policy. And, you know, we say it's there, there's just too much uncertainty. And it's really when it comes down to the school voice, it needs to be had. MISS Thompson. Just for clarification, all of our policies are about to come back. Correct. Everyone. Okay, so I feel like this conversation is getting a little off track because policies are about to all come back. It's going to be my understanding, a year long process where we can correct the things that need to be corrected. I think active participation is a very ill defined thing, and I would really like to focus back on our agenda. Thank you. Attorney Dupree. Bruno. Thank you, MISS Thompson, for that. Let me just take the opportunity to let members of the public understand MISS Thompson's comment, just so
033that we begin to prepare, the Board is going to be doing a full policy review of all of its policies and convert them to a new process. A new book based on legally vetted templates from a company called Neola. And it's going to be a very long process and the public will have an opportunity to participate in very specific workshops dedicated for that. But all of the policies are going to come back and be vetted. Thank you. Anyone else? MR. Cervera. Chair, could you clarify your prior directive to the superintendent regarding the 4% raise? So, MISS Hixon, every single year, with much of our support, asked to that asks that the staff build in a 4% raise for employees into the budget every year. And so I asked about consensus around that directive. And employees
034meaning employees in this building. Can you elaborate. How we've done employee like employee raises historically? Is that the raise that we vote on every year goes to all employees? Is that an incorrect characterization? Doctor Lozano. That is that is a correct characterization. I'm just I appreciate the characterization, but I'm seeking a little bit of clarification. When we say all employees are we talking is that every teacher and every school is that every school based employee is that every bus driver? Is that every cafeteria worker? Yes. Okay. Thank you for the clarification on that. How do we arrive at the 4% number? MISS Hixon? It's an it's it's my baseline bottom lowest number that I've been asking for since I got here, because 4% is higher than we've given. Traditionally in the district, we have given
035a 4% a couple of times since I've been here, but it's it's one I want to be realistic. So I also don't want to ask for something that we don't have the money to cover. If the superintendent can do more than that, that's great, but I think 4% is a good baseline to start at. I think 4% is too low. I would like to see the superintendent strive for a little bit higher number than 4%. I'd like to see something around 6 or 7%. I'd be interested to see what my colleagues think of that. Board member discussion on MR. Cervera. MISS Thompson. I think we need to be grounded in reality of what's possible. I also, most city commissions are not giving 5 to 7% raises there. It's it's between two and then some two
036cost of living and then a few more. But we need to be grounded in reality. And if the superintendent can find more for across the board raises. That's that's great. MISS Bulman. I would say at least 4%. And then if there's more, we. MISS Alhadeff. Could Doctor Hepburn tell us how much money is 4% and how much money is 7%? MISS Johnson, what is a per percent? What's the number per percent? Yeah, we can do our math. What's the for 1% raise for the system. What's that number? It's a. It's about 14 million per percent. Right? 15 million per percent. Yeah. So four would be 60. So for a 4%, conservatively would be. $60 million. For 7% would be 105. 105 million for 7%. Conservatively. Attorney Dupree Bruno. So there's just one thing I want
037to make sure is on the record, as you're discussing percentages, is to be careful because when you're speaking of your unions, those all have to be collectively bargained. So we need to. We've been down that road a lot. What we've been asked to talk about is a pool of resources that are available so that there's no compromising of the negotiations. Okay. And I'll just clarify my what my request was, was to bake that money into the budget so that when you're negotiating, right, you have there's, there's money there. We're not trying to pull it afterwards. DR. Zeman. I just want to point out, you know, 60 million in a year where we're coming down, 100 million is a lot like 4%. Setting that aside, I support building a budget around that, but I think we're
038going to be surprised at kind of what damage it would take to get to 60 million. But let's see what it looks like, and then we can go from there. Thank you. And that's what what we asked for, right. One more time. That's what we asked for. Yeah. Right. I'm some colleagues were asking for more. I think I think four is already going to cause some like hurricane level damage. So it'd be great to like start with this and let's see, you know what? We'd have to give up because remember this is a fixed fixed amount of money. So you got $2 billion to operate the whole school district. If you take 60 million out and say, we're going to put it in a pool for raises, you got to go find 60 million. We
039just let go a thousand people and only raise 54, sir, 54 million. So it's on the on the magnitude of just over a thousand positions to get to 4%. So be prepared for, for getting a real, you know, kind of sense of what it would take to do that going forward unless we find some other ways to save money. Yep. MISS Hixon. Thank you. I also just wanted to point out we directed the superintendent to look at bringing steps back for our teachers and what that would look like. So you'll have to probably merge both of those two things together. Any other comments from my colleagues? DR. Holness. Thank you, MADAM Chair. So I do support at least 4%, as board member Bulman mentioned. And, MADAM Chair, if General counsel could sort of help us
040to understand the difference between gaining consensus in a workshop as opposed to a vote in a school board meeting. So when you vote, that is a final decision and action decision by the board. When you're doing a consensus, the board is signaling, this is my desire, how I want to move forward. Can consensus be changed? Absolutely. A formal vote will have to receive a formal process to change. o Oy. So my u undstanding I in thth w wkshopp is ththat w warare direrecting theuperininndndent to proceed with at least 4%, which is not necessarily a final vote, but it is a direction that is changeable. Is that correct, general counsel? Yes. Okay. Thank you, MADAM Chair. Thank you. Anyone else? All right. I heard for at least 4%. Okay. So we have one just 4%. We
041had one person suggesting up to 7%. And so does anyone. And then we had one person suggest at at least four MISS Rupert at least four. MISS Bulman, at least four. MISS Hixon, at least four. I'm at least four DR. Holness at least four. So I believe there is a directive. MR. Cervera. Seven what your. I didn't know if you had anything else to add. Just. Seven okay, doctor Hepburn, you have your direction. All right. Okay. We. Well, there is more than there was five. So I mean, MRS. Alhadeff, would you like to. I was actually. Thinking it should come to a board meeting, to a vote, and put some real facts behind the numbers and kind of also the thinking as far as where we plan on getting the money from with Doctor Hepburn's
042recommendation. Okay, well, we vote on the budget, do we not? Yeah. So it'll come to us unless. Yeah. All right. Any other board input. All right. The next item on our agenda is office of the Chief Auditor. Audit plan forecast for the fiscal year 2026 2027. Chair, could I just point of order for a second? And I appreciate the effort that went into creating this. We've all read this presentation. I wonder if we could get a summary and then get right into discussion, maybe for 2 or 3 minutes. Chair. Would you like to just go to board discussion and skip the presentation altogether? 2 or 3 minutes? Yeah. I mean, just out of respect to the amount of effort that went in to put it together. Okay, I turn it over to MR. McGlynn for
043a brief presentation. Okay. Thank you. Good morning. Excuse me. Good afternoon, chair, board members and Superintendent Hepburn. Today I'm presenting the proposed 2026 2027 Annual Audit Plan for the office of the Chief Auditor. This workshop item is intended to provide transparency into our planned audit activities, outline the methodology used to develop the plan and to obtain your input on areas of concern or priority before finalizing the plan for approval in accordance with Board Policy 1700, the office of the Chief Auditor developed a draft plan designed to support the board's oversight responsibilities and strengthen the district's system of accountability. Sorry, I thought we were skipping that because we were going. Consistent with guardrail for accountability. This plan supports transparency, continuous improvement in the board's ability to monitor implementation of the policies. Administrative practice. Given the current
044fiscal environment and organizational pressures, independent oversight remains critical. The audit function provides objective assurance over controls, safeguard public resources, and brings visibility to areas where risk MAY impact the district's ability to achieve its strategic goals. The proposed. The proposed plan is risk based and reflects a combination of prior audit results, a combination of discussion with individual board members, an intake of information and discussion on the dais and board, public board meetings, and an active participation from the community and some conversations with district advisory contributors. It is structured to align audit coverage with areas of significant operational, financial and compliance exposure, while maintaining the flexibility to respond to emerging risks or board directed priorities. At this time, I am requesting the board's feedback on the proposed audit subject areas to ensure alignment with your priorities before
045the plan is finalized. The areas that have been proposed are vast and based on constraints relative to time, emerging risks and concerns that come forward, along with certain financial aspects to be determined through budget. Engaging outside support from external contributors will impact that. On MAY 13th, 2026, the audit committee members reviewed the plan as well and provided a favorable provided favorable input as a result of this meeting and based on board input, I will reevaluate and refine and prioritize the list of final subject areas for submission in JULY. Within the plan, we have a number of recurring audit activities. That you're familiar with behavioral threat training, student discipline process review, internal funds which are statutorily required. Property and inventory control. I show an increase in property control exposure that we're looking to be more productive
046this year. Ongoing capital program oversight and compliance, and charter school review, which is basically upon necessity. The other areas will we'll touch on based on your recommendation. I will proceed from there. Sorry. I don't believe we were meant to time, MR. Magli. I was speeding for you to get along, I. Sorry about that. We. We did not intend for that timer to go off for you. Please continue. Okay. And I won't read through this key areas. It's kind of just a synopsis again, of what you've already seen in the plan, just kind of outlines where we're looking, the areas that will be affected or involved in that process by kind of subject headings and just overview. Some of, excuse me, some of these things will be reported as they are the recurring ones that we're
047familiar with, internal funds, property, some of the other things, behavioral threat. And then of course, the risk based ones that are outlined. And then some things that we have oversight, oversight and governance and contributions to as a matter of contingency is included in the plan as well. You know, the staffing constraints, unforeseen investigations that MAY arise and other external requirements that come forward or involvement, and then any major system implementation. This year, we have an audit that's coming forward shortly relative to hr, but there were some significant transitions that also contributed to that one, taking a little additional time. And those sort of things can happen and somewhat push the calendar and push the timeline on some of these audit objectives. So with that, I would leave it for any questions. First, we'll go to
048public comment. I have Jackie Liscombe and Anna Fusco. Please approach the mic. Hi, Jackie. Thanks very much. Page 17. I'd like to speak to project nine on the upcoming audit plan, which is conduct a sample based assessment of the focus iep system reports and related controls. Following transition of the process to focus. It has one of the highest risk ratings othe plan, and rightly so. That transition to focus occurred two years ago. Some of you will recall I presented a 42 page report beforehand warning that it should not. I did deep research where none was conducted by staff, because migrating Esq case management into focus was never part of the rfp. We had an Esq case management system plan and the direction to vendors during the bidding process for a new student information system was
049that their system would only have to interface with Ed plan not to take its place. Fast forward, there was a lot of shenanigans under the Cartwright era that led the board to unwittingly terminate plan, then reverse its decision, then go back on that again and assign Esq case management to focus ss and its adequacy and suitability was never evaluated for the s purpose. Two years later, I've asked just today three end users, what are your top three beefs with focus ss? That's the part that manages ss case management and they gave me more than 30. It covers everything from too many steps and open to errors, whereas in Ed plan it was a one click process, not user friendly. Takes too long to write an iep. It's tedious because there's no automatic pulling of data.
050It's like going from an iPhone to a flip phone. That quote actually was in my report warning not to use this system. Ed used to catch simple errors critical to compliance. Focus does not re reevaluations of students. It's easy to do incorrectly because it is such a disjointed system. Nothing flows like it did in Eplan students. Old eligibilities are still coming up in focus, even if they've been dismissed years before. It's too easy to fudge data every time a new ip is created, it's completely blank. So accommodations that were there before can't be seen unless you use now to screens. Incoming sixth graders with overdue reevaluations before, because forms weren't locked in the system or filled out incorrectly. Things that did not happen in Ed plan because it had compliance checks and balances that we
051don't have now. Compliance is now more challenging, with Esq specialists thinly stretched and now even more so. We your decision to remove the massively critical role of s compliance director from the org chart means we are not Defuzing danger. We're moving deeper into more. I'd like to suggest that the need for this audit is more urgent than on the plan. I'm delighted to see it on there. I'd like to see more end user involvement. I don't think just a sampling of IEPs is going to be adequate. You need to look into the processes, systemic weaknesses, non-existent functionalities that should be there, and the cobbled workarounds that are making this a very dangerous compliance piece. Thank you. Thank you. Next speaker. How are you doing? Anna Fusco, Broward Teachers union PRESIDENT It's a very unusual way
052to have the podium. So the audit, Broward Teachers Union gets audits every year for decades. I understand the importance of having an audit. It shows lots of checks and balances of where money is used, not used, overused, underused. So I'm not quite sure what the nine of you are doing. And looking into the audit specifically, or are you waiting for someone to sit down individually, to go over it with you and walk you through it? I don't know what that piece is with you all, but I hope it is that you all get to be really individualized with it and take a look strongly at how under funded the schools are becoming. Now, I don't know the number that each school had to cut. I do know that it's all based on a particular formula
053for projection of enrollment, losing enrollment, gaining enrollment and so forth. I don't know who creates that formula that would fit into this audit. I do know that there's a ton of, I don't know, consultants, other companies programs. And I don't mean programs like at our schools, like a culinary program or a Stem program. I'm talking about programs like Iready that the district is funding that basically parents and teachers don't want it. They don't want their kids clicking on a computer every single day, all day long to meet some data score. So the admin can call a data chat to see some movement. That's just one piece. So in that audit, I'm asking you guys to look at where are where is money being overspent on programs like that, auditing of the insurance. We talked about
054scaling back a thousand people with the 52 million. You saw that the Broward Teachers Union had a to out there for insurance that's going to win back 32 million. So I do think you could have met that mark of 7%. That school board member, Adam Cervera did at least ask, what does it look like with a 7% of 5% in a 4%? I mean, I don't understand why we couldn't do that. I love the tenacity of Debbie Hixon putting it out there, by the way, every year. And it fell on deaf ears. And I don't think it's going to be a hurricane exploding if we give every employee a 4% raise, by the way, they should get 10% raise. MR. Zeman So I challenge you guys with the audits to find out why we're not
055having pe music and art in every single elementary school. And that is a fact and it should happen. Thank you. Board member discussion DR. Holness. Thank you, MADAM Chair. Thank you, MR. Magli, for such a detailed plan. I. I see that a lot was put into it. And thank you for your presentation. So, MR. Magli, can you tell us what guided the development of the audit plan? Thank you. DR. Holness so initially when I came on board in the fall, I was introduced to what the former chief auditor was doing in relation to some of the compiling of information and resource, both on one on ones with the collective and some of the other items relative to prior audits and and items that were still remaining on the prior audit plan that for a number
056of different reasons, were not not finalized or even begun. So we started to prioritize in that manner. As I said, as from that point forward, we've I've listened to a number of things that were already of a high risk relative to what our standard, you know, procurement, payroll, you know, series of things relative to that. Obviously, we wanted to touch on some areas of Esq and see how it was functioning. Obviously, we can't look at every single item, but we want to be able to target things that make sense and based on just the same way as items are brought forward from the board, that information comes forward from various resources that we pay close attention to. So we were using a combination of things really, as I said, the prior audit history, some audits
057that we have that have just completed or are ongoing right now that we would look to pursue potentially at the end of next year, because we think there's some areas that MAY warrant us. Looking at it again, we'll have to see how that how that grades out, but they're included in this particular plan. This plan is quite vast. And for us to accomplish it would would take a great, great effort and a lot of extra resources. It really needs to be paired, to be honest, because it is expanded beyond what has been accomplished in any recent year. We will try to do that as best we can and look for a percentages wise of completion. And when you're creating an audit plan, and again, I would like to hear the input of the board relative
058to that is we're trying to look at areas that both proactively people could be looking at. It's a historical practice. It's a process that looks at records and activity that's already occurred and hoping to influence, you know, outcomes moving forward and potentially cost avoidance or potentially make giving you the information to help you make decisions. So by prioritizing those things we did, we did use scoring. The scoring is based on a series of factors. We incorporated safety and security as an additional factor, which had been done previously. Getting any information and researching on my own to see why and how those things were done as an overlay to that process. And then we ran. Quite honestly, I ran a bunch of different numbering modeling that resulted in three different types of look. One was an
059average based on likelihood and impact. One was based on the inclusion of the safety factor in it, which was recommended through some ai modeling. Also that there was a 40. 35, 20. I have the record, but it was a breakdown that, you know, assigned different things. But what we found is based on the items that we were looking at, that there wasn't a big variance, as you could see in the appendix that I provided to you. There wasn't much of a variance from one to the other to say that any of those items really were of no value or no importance, except for maybe one item that was in there. And that's mainly because we didn't give it a high risk value, because it's charter schools and we have a limited oversight of what they're
060doing unless we're called upon to do it. But we left it on there because that's something that has historically remained in the plan. So I think that I hope that answers. Your understand. So let me ask you a couple more questions, and I appreciate that detailed answer, MR. Magli. So it certainly looks like a very ambitious plan. It has a reasonable amount of items. Is this are you hoping to accomplish this over a one year period? Or what's the time span for this audit plan? So we have targets in the one year area knowing that quite honestly, you know, that's why I said, you know, based on input that I've received from the committee and also, you know, whatever we would learn of today, maybe there are items in there. It's not putting the burden
061on the board to do that. We'll prioritize. And based on our resources throughout the year, some things would make more sense for us to do. After the year was started. Some periods of the year, maybe later in the year and the third fourth quarter, we've kind of designated that. So it is our hope to get deep into it. You can see that I also provided in the report something you've been receiving for quite a while now. I can't at this point tell you when it started, but it's the progress report that was incorporated by the Chief Auditor's office. I think it's an excellent idea, and we're happy to do that, which is to provide you progress on the items that we have been able to address during that time period. And I included it in
062here because you would have been coming up on the quarterly assessment anyway in the reporting, and I thought this would tell the board what has been accomplished over the last the last audit plan. Excuse me. So we would like to include that if you wanted me to give you a percentage of that. I mean, it would probably be somewhere in the neighborhood of 75% would be ambitious in here. But again, some of the some of the factors involved are in fact, some staffing. It's not going to make meteoric differences in the outcome of completion of all of these individual projects. And just the same way with our budget for utilizing external firms. Okay. So I'm glad to hear that you're going to provide progress reportt whatt frfruencyy will,hohodd we pepe to rececveve progress on thisararticular
063pnn that you put forth? Once it's initiated? We'll be continuing on with the quarterly reporting. Okay. So the quarterly report will come back to us with the audit plan to show what you've accomplished from the plan, correct? Correct. Well, the plan is going to, depending on the board's will, right. Depending on what happens today. In JULY. No, this is a first brush of this. We bring back the final one to a board meeting in JULY. So I'll update that particular progress report based on what we're able to complete. And staff's back here working like crazy to get things done and working with our partners. But we'll bring that back. So it's updated based on the year end and then provide that for you with this. Oh, excuse me with this plan. And then we'll start
064over. Okay. Start to measure what we're able to accomplish moving forward. So I can tell you, I was pretty happy to see on page 17, as MISS Luscomb had mentioned, regarding the the IEPs and looking at our Esq students and making sure that based upon the delivery system, that basically we're in compliance on every level. So I, I was delighted to at least see that in there. I am hoping because it seems like a very detailed plan, that that will be a priority as well. Yes, sir. It is a priority. You know, the board has made it clear, based on our involvement in the number of students that are affected, that that that's something that's very important to them. So we definitely wanted to take a look at that and see now deciding on the
065scope. Obviously, we have to scope those things and set parameters for which we can do that, that are the most effective. So that will involve some further research and audit planning individual to that particular item. Understand. And MADAM Chair, and as as you know, Doctor Hepburn, it has been no secret to anyone that I have always been concerned about the. Whether or not this service given to our students with challenges or Esq students that those services are adequately delivered and and are being provided with utmost care and interest to our students. So, you know, I, I do appreciate that, you know, at least you'll be looking into the, the focus system and how IEPs are handled. So thank you. All right, MADAM Chair, I'm done. Thank you. DR. Zeman thank you so much, chair, and
066I appreciate the plan. MR. Magli. It's great to see all this. For my taste, though, I'd like to see what you plan to get done this year to to present a plan and say, we're not going to get all this done is useful, but this is a board, and the board should approve a plan of what you can get done. So I'd love to see that when you bring it back. I'd also, and this is something that lots of people might want to weigh in on. I would bias your audits toward things that are consistent with our fiscal reality. So there are things that we do in Esq that MAY not be perfect compliance wise,nd we're not getting the right reimbursements that we should get for therapies and things like that. We've heard that for
067a long time. That's a great audit because it would actually generate more revenue, and the superintendent has to go find $60 million to to come back and report back on top of the cut. So that would be wonderful. The second big fiscal reality, I think, is if our capital program doesn't learn how to deliver under cost, scope and schedule, we are never going back to get a bond from this community. That's $1 billion, multibillion dollar audit because of the impact that it has. I'd love to know why we can't get stuff done on time, full scope, on budget, ever. But that to me is a big financial audit and it would be worth doing. Third idea we just heard today that we MAY not have the right total job description and compensation, right for some
068of our positions, which are causing us to double stuff two jobs with one person. And because the second job gets a one and a half time multiple for overtime, that's a very expensive hr strategy, right? So it would be nice to know from an editor's perspective, what do we need to do to make sure that we can compensate and define jobs well enough so we can recruit and retain people and not have to pay overtime to people on a routine basis. So those are some ideas for audits that would bias the plan toward helping us in the financial reality that we are. The last thing and again, if there's no objection to this, I would love when you come back in JULY to participate in the cost reduction, I'd love you to show us what
069a 10% reduction of the office of Chief Auditor looks like, and which part of the 100% plan that you plan on doing for full staffing? What would you not want to do if, in fact, Office of Chief Auditor was funded at 90% of last year's budget? Okay. Thank you for your input. DR. Zeman. We've I've been working on cost reduction already. Operationally, we've already targeted and accomplished a significant amount of that. Salaries are what our salaries are. We have some staff reductions that have not formalized. We. We are right now have many, not many, a few open positions, critical positions. We're bringing someone on JUNE 1st is a critical spot for us in a manager role for internal funds. We've been working and operating. MISS Nakia Colburn has taken on the double hats of working
070and maintaining that role and contributing in other areas in the office, and we haven't really been able to use her resource as well as we'd like to and, and pursuing some of these things. She's also over the operation section. MISS Akina back there, Elena, she does a great job in operations. We she only has two staff members working with her at this time, and we've also MISS Jennifer Harper, who does a lot with it, and charter schools, they are all still back there. They are all still back there. There she she's down staff and we're trying to replace that one at the start of the fiscal year. So we have to accomplish that stuff. Some of that MAY be hard to quantify, but I'll try my best to see where we can do that. But
071I think that we've already done a number of things just based on how we were operating this year. And then when MR. Rhodes and I had those discussions and when he left, I continued on with a number of the objectives internally to try to reduce our costs, as everybody has, knowing full well what everybody's had to accomplish. But we do need to have some people to accomplish these things, and I'll do my best. The hard part, the challenge that we have here is that all these things are probably important. We know that, and it's really just trying to prioritize the individual things. But I'll take your advisement and see what we can bring back something that's more concrete. It's just one of nine, but I'd be interested in what you've saved already. I think you
072should get credit for doing that. It's amazing. I love your staff. Whenever they've done, you know, briefings of audits, they're amazing. Absolutely wonderful staff. It MAY be that we think if we are going to save money, maybe we just don't hire as many outside firms to do so many of the audits. And you bring some of those things in-house. So looking forward to your your report in JULY. Thank you sir. Thank you, MISS Rupert. Thank you. I wanted to lend my voice to moving up, if possible. The the focus system report for us. You know, I before we voted on focus, I articulated what was going to be the problem and what occurred during that problem. So it gets exceedingly frustrating when when you know what happens and it still is messed up. So it's,
073it's important that we can get that working the right way. As, as a mom of three kids who were under the Esq umbrella, it's, it's heartbreaking to know. And even from a teacher's standpoint, not having the ability to actually look at the prior iep and then work on your child's accommodations and goals for the year. So that's, that's key in any way that you do that. So if we could move this up as as possible, I would appreciate it as one mom, but speaking for other moms and dads, so thank you. Thank you, MISS Thompson. I would just like to put in my support for DR. Zeman idea to focus on the building department as well. I think there are a lot of projects that we need to get through, and it blows my mind
074that a federal courthouse can get up in like less than a year, and apartment buildings can be built in like nine months and we struggle. So I think that especially as we talk about redefining and more school consolidations, that would be my priority. Is there any objection to that? So, MR. McGill, you have your direction on that? Yes, ma'am. MRS. Alhadeff. Oh, sorry. MISS Thompson, were you done okay, MRS. Alhadeff. No, I just was going to say I concur with MISS Thompson and MR. DR. Zeman. MISS Hixon. Thank you. And I just want to say first, thank you for bringing the plan forward. I know we have moved you in a lot of different directions right from the start of your tenure here as as Chief Auditor. So thank you for that. I just have
075a quick question because there's a lot of as you go through their audits that go out to. Summer office of the Chief auditor and some are consultants. So how do you make that decision on what is done in-house and what goes out? So thank you for the question, relative. Just I want to make a point about the capital program stuff. We utilize a lot of external resources for that because we, in fact, have one person that's assigned to that area. We we utilize them because they have a specialization in reviewing those projects. And we bring forth a number of those. So particularly in that section in that area, and then some of them relative to the grant programs, or even more so, the federally supported programs, we sometimes bring in people that would specialize and
076have have extensive experience in that area, and that would be the areas that we would utilize them. Generally, what, on average, what is sending it out to a consultant cost us. Depending on the scope and nature of it, it could cost anywhere from 50,000 all the way up to, you know, even 100,000. Thank you. And the reason I asked that is this is a very bold plan that you have. And you have a very small staff. So I know that my colleague asked about what it would look like to reduce your staff, but I think we all have to be very cognizant of the fact that this plan will shrink tremendously. And what are the things that we find important? Because we like to say, have do an audit, do an audit. The problem is,
077though, is if we don't have internal auditors to do it, we then send it out. And I don't think we often know as a board whether it's staying in internal or external. And that causes the price, you know, the the budget that audit needs to go up. So I just wanted to, to point that out. I have concerns about how many go out and how much we have to pay on that, and would like to actually explore what it would look like to have more auditors, since we do give you a lot of work. So it's just my own input. Thank you for that, MISS Hixon. I would say that, again, based on the different groupings and we have certain specialization, you know, relative to it, MISS Arpa, and then some of the people that
078work with the construction component of it, MISS Kenya, works a lot with some of these matters that were affected by the state requirements and things like that. And she's she's done real well with that. And, and in particular items, a lot of payroll background stuff that she's been involved in and helping us. And of course, MISS Goldberg has done a ton with internal funds. So based on the selection and the things that we have to get done in our staffing, that's where presents the problems relative to our ability to have adequate and, and resources that are able to specialize in those particular areas. And that's when the decision has has come. It's varied from year to year. I don't I don't have the history of the budgeting for that. I know what the last couple
079of years have looked like. And as you know, we're involved in the. The external auditor for the annual comprehensive reporting. But they work on their own. They're independent, they do their own work, and they work probably more with accounting and financial reporting than they do actually interacting with us. But we are kind of the liaison on those cases. Additionally, as you know, and we have worked on, we are involved with trying to facilitate the oig, working with the oig. So some of those things, and we're going to revisit some of that and the structure of it. But the idea is that that has also been affecting our budget. So it might give sort of a skewed look about the overall projection on what that is. And some of those are mandatory. So I just want
080to share that. All right. Anyone else. Okay. At the direction of the superintendent, the following agenda topics are tentatively scheduled to be addressed during upcoming workshops. On JUNE 16th. We have our advisory committee reports, preschool and vpk program updates, deployment of ai attendance update, Rural Development Policy 1020 Food and Nutrition Nutrition Services Update and Casey Wright site options. On JULY 21st, we have Redefining Our Schools 2026 2027. O. S Quarterly Report 2025 2026 quarter four and 2025 2026 Annual Compliance Visit Report Multi-Year Staffing Alignment Plan, Rural Development Policy 2000 school safety Requirements and Monitoring Rural Development Policy. 1401 naming of School Board owned Facilities. Please note that the order of topics and scheduling remain tentative and are subject to adjustment at the superintendent's discretion at this time. Do I do any of my colleagues have
081anything to bring to future workshops or anything to share? DR. Zeman just curious, chair, we had a really long presentation a couple months ago from our ceo and staff on student assessments, and the direction from the board, if I remember correctly, was bringing us an option for a 50% reduction in elementary schools. When are we going to see that. Doctor Hepburn? Doctor Cohn sure. That after action report will be to you by the end of this month. We just gathered all of the stakeholder feedback. So you'll get that report by the end of MAY. Terrific. And, chair, what would be the next step to implement a reduction if the board chooses to do so? Doctor Hepburn. Direction to me. Terrific. So and we'll get the report distributed maybe in a printed format. And then. And
082the report will include recommendations correct recommendations and actions for next year. Including one option that the board asked for for a 50% reduction in elementary schools. Yes. But some of those actions probably will indicate a 50% reduction as for next year. So we'll include those actions and some additional options for you. I just want to be clear. This board said we want to see an option on what it looks like for a 50% reduction is that's what's coming at the end of MAY. Yes. Perfect. Thank you. And I got what I need. Thanks, chair. MRS. Alhadeff. Yes, I'd like to say congratulations to the Marjory Stoneman Douglas High School baseball team winning their sixth consecutive state championships. And I would like for them to be invited to the next regular school board meeting so we
083can congratulate them and honor them. Yes, we will try and get them here live and in living color so you can get the the the champs, six straight state titles. So Doctor Juanes is working with Patty Brown and the crew to make sure we can make that happen. Who else are you bringing? Yep. Oh okay. There we go. Thank you. MISS Thompson. Thank you. I have some shout outs and then some some things to discuss. I would like to shout out the Pines Collegiate Academy wrestlers for their championship for first, where they won first and second individual at the first ever county middle school wrestling championship. So shout out to Coach Hernandez and also their cheerleaders. Won best jumps and most entertaining routine. So shout out to MISS Constantine. And then at Walter c young,
084the next Gen Knights drone team won first place at Broward Stem. So they continue to be number one. And then I just wanted to follow up and just kind of warn people. I'm going to start being annoying about this, about where we're at with not only Fairway Elementary's playground, but where we're at at the Glades Middle School conversion, because I was consistently told, since the time we voted on redefining that there wouldn't be a problem for it to be 2627, that everything was fine, that I didn't need to take any action to ensure that that would happen. And then publicly, the first time I heard it could be 28, 29 was in this meeting. So I am going to be asking for a progress report every single meeting, because I will not let this community
085down. And I feel like I went above and beyond to represent district two, to make sure we are making really hard choices, to not have to continue this. And I feel let down and I am processing that. But for right now, all I can do is advocate and make my concern known. And now I would like an update on where we're at for Glades Middle, and then an update of where we're a for the Fairway Elementary playground. Doctor Hepburn. Yes, I can give you the Glades Middle update. I don't know if MISS Coley has the the fairway the fairway playground info but for for Glades middle, pretty much everything is is staged. We're going to bring the amendment to the dfp to for the to to fund the design at the next meeting. And I
086don't know what the in JUNE. So that's already in process and ready to go. And then all the other components to trigger that are already staged to get ready to go as soon as approval is done. Okay. And I don't know if MISS Swietokrzyskie. Is here, but we can get you a follow up on that. I'm going to ask next week. So I would just have staff being prepared to, to give updates and make sure that this does not get lost, because I will not be letting them down. And I'll get I'll get the updates so I can give it to you in the public as well. Yep. Thank you. MISS Hixon. Thank you. Just a couple of things here. So congratulations to Ali Amir from Atlantic Technical College and Technical High School. He represented
087Florida, one ofour that represented Frida inhe. National Civics competition that was held in Georgia. So congratulations to him. Yay! Also, congratulations to or I think just a shout out to. We had three Cooper City High students who were actually recognized at a City Commission meeting because they saved. They stopped to help a stranger, acting quickly and showing the kind of compassion that makes a difference. And one student even used the skills learned through automotive, the automotive class at Cooper City to assist in a situation that was a life saving moment for this particular gentleman that had an issue on the side of the road. So thank you to all three of them. And maybe we could also recognize them here. And I have a question. So a post went out. I think an email went
088out also about applications for, for the different advisories that we had. And it was confusing to some people. So if we could just is everyone, even the people who are sitting on the advisory board supposed to reapply to, to like, is this for just new people? We didn't really learn about this till it came out. So what's the intent of the application because they're due MAY 29th. Yeah. So, MR. Sullivan, if you hear me, if you can come back in the board room, but this was a direction from the board some time ago about pushing out the opportunity for applications. So the board has more information about potential people that they can actually appoint to advisories in committees. So because we've heard different I've asked the question. Yeah. And what what the answer we got
089was they wanted everyone to apply because they wanted database of people. But that's not. No. I think this is for. Really clear on what. Future open seats, if you can clarify, MR. Sullivan. Yeah, I think I heard most of it. It's just for folks who have an interest and it's a pool for you guys to pick if they're already committee members and they don't have to apply. Okay, perfect. Thank you for that. And just a shout out to all of the special Olympic athletes that participated in one at the state track and field competition this past weekend. I don't have a list of them now, but we'll do a post as soon as we get it. But I just want to say congratulations to them. MR. Cervera. Thank you, chair. MISS Hixon stole stole some
090of my thunder there. But yes, three extraordinary gentlemen from district six who attend Cooper City High School acted like, quite frankly, superheroes. These boys Logan Royer, Cody Mcgrone and Brody Murray, were eating lunch at a McDonald's and happened to look out the window and saw a gentleman with a flat tire. They went over to him and started helping the the gentleman change his tire. The gentleman went into some sort of cardiac arrest and these three brave heroes stayed with him, rendered aid, called 911, and as the gentleman's son said, saved his life. So I had the opportunity to meet these these modern day heroes at Cooper City High School last week. Complete, complete, stellar, stellar young men. One of them is graduating. The other two are sophomores. Super proud of these guys. They acted quickly,
091they acted heroically, and they're on a little bit of a national press tour. Believe it or not, they made Good Morning America. They were on cnn. So shining a spotlight on the great city of Cooper City. And obviously Cooper City High School. We're very proud of of all of these gentlemen, Logan, Cody and Brody, they are modern day heroes. Thank you. Thank you, MISS Hixon, for bringing attention to this because this is really a phenomenal, phenomenal story. And hopefully they'll join us for a perhaps a proclamation or some recognition at our next board meeting. Thank you. Thank you. Anyone else? The scheduled order of business for the school board workshop. The School Board of Broward County has been completed. Seeing no objections. I will now adjourn the school board workshop and we will go to
092our special school board meeting in a few minutes. Thank you.