001So, it's in two places. >> Oh, okay. >> I now call the board of education regular meeting to order at 5:30 p.m. Is there a motion to approve the agenda for Monday, August 25th, 2025? >> Thumb move. >> Is there a second? >> Second. >> All those in favor say I. >> I. All those opposed, same sign. The only item we have under board governance on today's agenda is to appoint our board secretary. Will a board member please read the proposed resolution? >> All right. Resolution for the appointment of secretary of the board of directors of Cedar Rapids Community School District in the county of Lynn, state of Iowa. Whereas chapter 279.3 code of Iowa provides that the board of directors shall appoint a secretary. Therefore, be it resolved that Julian Schultzy be hereby appointed
002as secretary of the board of directors and shall qualify for set appointment by taking the oath of office in the manner required by section 277.28 28 and thereafter shall hold office until a successor is appointed and qualified and be it further resolved that this action shall be entered into record in the minutes of the school corporation. Is there a motion to approve the resolution appointing Jillian Schulty as a school board secretary? >> So moved. >> Is there a second? >> Second. >> This is a roll call vote. Director Tammenky >> I. >> Vice President Roundtree >> I. >> Director Borcharding >> I. >> Director Humbles. >> I. >> Director buyers. >> I. >> Director Newman. >> I. >> President Garlac. >> I. >> Chillian. Will you come up? trying to push you out. >> No,
003I raise your hand. Do you, Julian Schulty, solemnly swear that you will support the Constitution of the United States and the Constitution of the State of Iowa, and that you will faithfully and impartially, to the best of your ability, discharge the duties of the office of Secretary of the Cedar Rapids Community School District in the County of Lynn, state of Iowa, as now or hereafter required by law? If so, please respond by saying, "I do." >> I do. Congratulations and welcome. [Applause] [Music] >> I think so. Okay, it's official. Now we will hear from those who have requested to address the board secretary. Board secretary Schulty, do we have any requests this evening? >> We have no requests this evening. >> Okay. Thank you very much. I will now give the meeting over to Dr.
004Grover to share the superintendence report. >> Thank you so much, President Gorlock, and congratulations, Jillian. I look forward to working with you um in this capacity. Although you spent many years in the Cedar Rapids Community School District, we definitely are excited to have you in this new role. I'd like to turn my attention over to our superintendent report tonight. We'll go ahead and start um with our strategic plan priority areas, ensuring that our schools are safe, um that our students are prepared for life and our staff and our families are partners with us as we work to be physically responsible within our organization. As we take a look at priority area number one, I'd like to recognize our safe and secure learning team. Um, just a couple of years ago, uh, the board put forth
005a huge commitment to safe and secure learning environments within our school district and we started with Janessa. It was just Janessa uh, kind of leading that effort. The team has expanded. I just want to take the opportunity tonight to uh, welcome the new members of our safe and secure learning team. This group truly reflects the district's commitment uh to um and our investment uh for our students. They have a wide range of expertise. Um many of you, you've had a chance to uh connect with Janessa firsthand. Um but we also adding Sarah here uh as our transition specialist who support students transitioning back into our schools from detention, residential placement or state programs. Um, this is very important as we think about how we have clear expectations and how we put supports in places uh
006in place for our students. We're also welcoming Miles uh here uh as our student safety and success advocate. Uh he works with fourth and fifth graders identified as at risk for negative group affiliation and provides them with skills that promote conflict resolution uh decision-m and healthy peer relationships. um when taking a look at our data, we're really looking at preventive areas and how we can uh ensure that we're putting targeted supports where needed most. And then lastly, we have Corey here uh who kind of started out with us uh part-time um as our district review liaison who serves as a key link between central office and our building uh during district review processes. Uh one of the key pieces here with our process is making sure that we're inviting our parents in to be part
007of the problem solving and solutions for the next steps for their students. Um so thank you to our safe and secure learning team. Uh they had a big training out there today with all their campus liaison and they're excited uh to support our buildings. We'll turn it over to priority area number two. Students prepare for life. Tomorrow is our first day of school and we are so excited to welcome our students back into the classroom. Last week we had Jefferson, Kennedy, and Washington. They welcomed more than 1,000 incoming ninth graders during their freshman orientation. I got a chance to be over at Washington and the students were just coming in so excited uh to get started. And I think this was pretty optional, but yet the students, they still showed up. I thought that was
008pretty incredible. These events gave students the chance to meet teachers, connect with classmates, and get comfortable with their new schools before the year begins. Uh, orientation is a key step in helping students feel confident, supported, and ready to start their high school journey. This freshman class marks the start of our freshman academy model, and they all have the option to take the new freshman seminar course to help ease the transition into high school. Taking a look at priority area number three, partners. Um definitely want to give a huge shout out to uh Kirkwood who's uh been a tremendous uh partner with us and one of our latest uh partnership endeavors uh is around our City View Community High School. We've partnered with Kirkwood uh for a new location. So again, want to thank our families
009for advocating on behalf of City of View and our board of education. This is a very innovative uh model uh that certainly it has uh created a place and space for our students uh who desire a more innovative approach to their learning. Um this collaboration it strengthens our ability to support students with expanded opportunities and resources. All of our City View students are enrolled in dual credit classes at Kirkwood. They will also have an internship opportunity to gain real world experiences. Um, and just last Wednesday they held its first open house at the new location. And I think they have a Cedar Rapids uh community school district badge and a Kirkwood badge also. So I guess they're duly enrolled. Um, and our priority area number four being physically responsible. definitely want to turn our attention
010over to our community and we want to say thanks uh for the community and how they have really taken the bond initiative uh over into their hands and for the last several weeks uh our team has worked uh with our uh believe in CR schools com uh committee uh that we've been out in the community at the farmers market. It was great to see our principles out uh board members, families, just so many different people gathering petition signatures. So, thanks to this collective effort, we have surpassed the number of signatures required to place the bond on the ballot with more than 6,000 signatures to date. We are still accepting signatures because your support is still matters. So, we'll continue to take signatures through Tuesday, September the second. This is indeed a big step forward and
011a huge um statement of gratitude to our economic alliance for helping to lead those efforts along with our parents joining in with them. And lastly, we'll take an opportunity for our staff highlight is Director Taminsky. >> Very good. Uh tonight uh for our CRCSD staff highlight, the board of education would like to highlight Mrs. Lecha Scranton. Congratulations to Mrs. Scranton who was awarded the major champion award this summer by the Zach Johnson Foundation for her incredible leadership running the Kids Oncourse University program for our school district. We are so fortunate to have her serving as an in instructional coach at Cedar River Academy where she is supporting teachers and helping students succeed every day. Thank you to Mrs. Scranton for your dedication and commitment to CRCSD. >> Thank you. Do we have any other board
012reports this evening? >> I mean, I'd like to report that Dr. Grover's birthday is today. So, >> yay. Happy birthday. >> Happy birthday, Dr. [Applause] [Music] >> Moving on to our consent agenda. Are there any items on which a director has a comment or question or requires that the item be pulled from the consent agenda for a separate vote? Okay. Do we have a motion to approve the consent agenda as written? So moved. >> Is there a second? >> Second. >> All those in favor say I. >> I. I. >> All those opposed, same sign. >> We have one presentation tonight under learning and leadership. We'll hear from our communications team regarding the strategic communications plan. Heather. >> Hello board members. U. My name is Heather Butterfield. I'm the director of strategic communications here for
013the school district. And tonight I would like to introduce Eileen Wixstead from Wixad and Company who we have been working really closely with all summer long to build out a new multi-year strategic communication plan. She's going to give you an overview of that tonight. The full in-depth plan can be found in your board packets. Good evening everyone. My name is Eileen Wixstead and first and foremost it is a pleasure to be with all of you today the eve before a new school year begins and the excitement and the uh the new hope for everything that will happen in this school year. We were delighted to be asked by the communications team to take a look at the current communication landscape that's happening or that was happening within the school district and begin putting a strategic
014communication plan together. And so the very first thing that we ended up doing is we be we began understanding what was the scope of the issue, what was the challenge because when you're looking for a plan, you're looking for recommendations, there's an awareness that perhaps what's happening or what you're doing currently may not be meeting the current needs or the future needs. And so I want to walk through some of the methodology. Um, and so as we go through the methodology, the first thing that we ended up doing is we ended up doing some initial discovery sessions. We looked at all your data and all of your feedback that you had received uh among a variety of different stakeholder audiences. So whether that was from teachers or principles or families or others um and then
015we did a individual um and indepth um discussions um across the district to get a better better understanding of what seems to be the challenge but ultimately where do you want to go? What's your goal? What do you want people to know? How do you want people to feel? What do you want people to do? and and and doing that in this environment where we live in this attentionbased economy where it's hard to get anybody's attention and keep it right, keep that attention. What do you want your communication to look like? And so what we ended up doing is after our discovery session, um we began pulling together our summary of findings. And what I want you to know is you are not alone. you are competing for mind share and attention share. And so
016what we found here in the district was that there is a tr uh lack of trust between schools and the district and the community and the district. Now what I want to also tell you is we're living in a low trust environment just from a societal standpoint. And so there's there's there's a lack of trust and you're seeing that in your district as well with regard to relationships. So that's that was an important finding. The second is that the planning the processes and procedures are not standardized. And so therefore, depending upon where uh where your child goes to school or what area you may be in or um what function you work in, the type of communication you receive may be different. And so the importance of having a cohesive process and plan so that
017everyone has the same level of communication so that it is um it is um expected and people know where to find it and you begin building uh c certain set of expectations about when people are going to be getting information that will be important. We also talked about the fact that internal and external communications um that they needed to be cohesive and consistent messaging through multiple communication challenges. But most of all is that you have to communicate internally first. Your teachers and your staff, they want to know information first and then share it externally. people were were displeased if they learned information from external channel channels before it was shared with them first. So sequencing of communication is very important and then resources we have to be able to invest in communication and survey tools
018so that a the communication platforms are easy to understand receive and that people have tools because they also have other jobs that they have to do. So making certain that your team has the appropriate tools and then most importantly what is the desired impact at the end of the day you must build trust with your stakeholders because if there's not a high degree of trust you're not going to be able to move forward. You just simply won't whether it's a school district or it's a business climate or it's a company. So building trust is important and we're going to build trust and consistency that will create a positive impact on sentiment internally and externally. That doesn't mean everybody's going to love what you communicate, but at least they will say I receive the information in
019an accurate, in a timely, in a cohesive, and in an understandable manner. And that's really important. So with every challenge comes an opportunity to lead and grow. And what I was really impressed by that I will share with you uh board members is that your internal team that we worked with when we shared our findings, they were like, "All right, let's get to work then. So how can we improve? How can we get better?" And I love to see that, especially with regard to a school district where being lifelong learners is is really critical to what we do. And so we put together a 54 page strategic plan and I'm going to go through some of the highlights with you because you already have the plan. So as we begin your goal for all communication
020begins with building trust and instilling confidence. So how do you do that? If you don't if you don't have trust, there's no way that people will have confidence in you. whether you're a board, you're a teacher, a principal, a superintendent, or anything in between. And so we know to build trust, we have to have accurate, frequent, factual, and timely communication that resonates with our audiences and that it's easy to find. We live in a society right now of hunters and gatherers. People want to be able to find information and they want to be able to Google it. They want to be able to go to the website. They want to be able to to to find that all out. And people are surrounded by social media. They're surrounded by so many inputs. We have to
021ensure that on our owned channels, we have information that supports the messaging and updates that we're sharing in a email or a newsletter which we know may or may not be read. People may go to Facebook instead. And so it's making certain that we are meeting our audiences where they happen to be. But our goal in everything is to build trust and to instill confidence in good times and bad because you know in every year every every year there's going to be some wins and there's going to be some losses. There's going to be some real opportunities and disappointments and it's in how we communicate that we can build that trust and instill that confidence. So our strategic objectives begin with building trust. So transparent, consistent communication channels that demonstrate accountability and responsiveness. I'll talk
022about that more later. We're going to highlight achievements. In the absence of information, in the absence of information, people believe the worst. And so if they don't hear from you, they figure you're not doing anything. If they don't know how many merit finalists you have, they think you don't have any. So the importance of highlighting achievements not only with students but al also with staff. Sharing the future vision. Where are we going? And you have a tremendous number of headwinds like all other education uh and school districts are facing. But what is the vision so people can pick up the rope and begin marching forward and then ultimately unifying stakeholders. This is a real moment to unify stakeholders. You've gone through significant amount of change in the last decade and there are a lot of
023challenges that your district and others faces and so this is an opportunity that you can use communication to unify those stakeholders. When we talk about building trust and establishing transparent, consistent communication challenge channels that demonstrate accountability and responsiveness, that means that there is going to be uh metrics with regard to how many emails are going out with regard to the from the buildings and um uh principles and others so that parents have a good understanding of what's happening not only in their child's classroom but also what's happening in their buildings and what I really um am appreciative and I think it's a really good example of of your internal team the plan was shared with the principles and the internal team they collaborated and said yes we can do that don't think about that I
024think we need to do it a little differently and all their feedback was taken and then the final plan included their feedback so it was really collaborative and Heather led that collaboration and so that really make certain that it will be an actionable plan. Ultimately, we want impact, right? So, you put a plan together, you've got goals, you've got strategic objectives, but at the end of the day, you want impact. And ultimately, we want to uh we want open communication, builds internal and external trust in the district. Um, it reduces uncertainty, it increases engagement, and fosters positive relationships. Regular recognition of staff is also part of this plan and that's important to increasing job satisfaction, reducing turnover and attracting quality educators. Also, when it we talk about sharing the vision, it's it's understanding that we
025can't get commitment on a vision if people don't understand the vision. We can't get people to stand behind that vision and rally behind it. And so sharing that long-term vision, people become much more committed to their role and achieving it, improving retention and performance. So a clear compelling future vision also helps stakeholders understand the value of supporting district initiatives, bond measures, and policy changes. And ultimately, we want all stakeholders to feel personally invested in student success, leading to increased support and involvement across the community. Shifting a us versus them dynamic to really a more unified collaborative partnership between administration, staff, parents, and community members. And so this will happen, and this is what you're going to be seeing. You're going to see frequent district updates. Share media coverage, the good, the bad, everything in between.
026Share the media coverage because the media is so very important to our community um and to our stakeholders. social media, having not only an editorial calendar, but also pivoting to make certain that we are relevant in our content, in-person conversations and board of education meetings, videos, and other sorts of things. So that when people are wondering what's happening in the district, ultimately if they're saying to each other, I don't know what's going on, I really want people to say, I cannot imagine that you don't know what's going on. All you have to do is look, read, open the email, attend the open house, come to a board meeting so that people feel so very invested. We want the communication to be so easy, understandable, and moving that people look forward to the communication. So how
027do we do that? So we do that with a lot of storytelling. The power of positive storytelling is significant. And so when you think about here's just a couple key examples of just like Caitlyn, right? And then Kennedy High teacher wins the Dan Marberger Mentors and Violence Prevention Award, right? Storytelling and then understanding what makes people tick because at the end of the day, communication is all about connection, right? So information and communication are frequently used in the in the same but information is is the act of giving out. Communicating is the art of getting through and we get through through storytelling through understanding what motivates people and why it's important. And so as we look at the content, it's going to be more than who, what, when, where, why, and how. It's going to
028be a lot of the why and what makes people tick. And we know that's what people read. That's what keeps people going back to things. So, um the the schools, the buildings, the 31 buildings and principles are receiving toolkits and templates and editorial calendar and messaging and updated um stories and ideas so that they can integrate all of this into everything that they end up doing. So, as we think about the templates, we think about welcome back together. We believe believe and build weekly update and then we believe in our students. So you think you see the messaging of we believe is going to be in all the different communication um documents and on all the different platforms and then the storytelling will be about belief. With that I am going to stop and see
029if anybody has any questions for me or for Heather. >> Thank you, Eileen. Um, questions, comments? Director Burchching, >> thank you so much for that presentation. I just have a question around um when you were gathering data that kind of led to this approach. Um, do you know what percentage of staff participated in that event ga or that data gathering >> percentage from the beginning? I don't know that I have a percentage necessarily. >> I would say uh the majority of the district staff participated and then we ended up using the feedback from the other. >> Yeah. And then as we got closer and started fleshing this out, all of the members of the um all of the principles and all of the members of the ELT were given the opportunity to provide additional information.
030So when you think about our um ELT that would be our principles, our directors, our executive directors. >> Yeah. I just I just question because I you know everybody uses time differently and has a different workload and a different workflow and different priorities for deliverables and so I just want to make sure that we have all of our stakeholder voices reflected >> in that data. Um, so do we know what classroom staff there was or direct like teacher or parah input has been provided? >> So right now with this plan as far as the deliverables and whatnot, it is much more focused on the district and the administrator level. The only request that we made um was for our elementary teachers and most of them were already doing weekly communication. And so we have just
031asked that that be consistent throughout them. So at this point and the majority of the feedback we got since we were doing this over the summer was from our principles as far as what level of communication was already happening with them as far as the um timeliness and how often that communication was coming. >> Okay. So this plan is only to kind of have a consistency of communication that's coming out from this building or is it to be used across the system >> for year one? it is for um we're our year one focus is very much on our internal staff. There will be some trickle outs to the community, but year one focus is very much internal and then the second year will shift um continue that internal and and then move outward. But
032as far as our consistency and timeliness of our communication, we're very much focused at the district and then our administrators and then our principles and each of them have been given sort of um consistent roles and responsibilities. Um, and again, they all had the opportunity to review those and give input on those to make sure that it did work within their workflow. And then, of course, we also want to find that balance of making sure that we're sharing key messaging, but that it is um consistent across the board, but also authentic to them and their voice as well. >> Gotcha. Does this feel collaborative that there wasn't I mean, kind of feedback coming from teaching staff as well? I mean, or does this feel like this is the communication style that we're going to be
033using and we're >> Yeah. So, one of our um I want to I think that's a great point to point out that this plan is a living document. And so, one of the measures that we'll be using is this fall we're going to do an engagement survey with our staff. Um and then we will continue to have so that will be the initial sort of baseline set and it will be a pulse survey later in the spring as well. And then throughout this year, um, because we have to start somewhere, um, throughout this year, we'll be doing touch points as we go, both with our principles, our teachers, our parents, find out what's working and what's not as far as our communication goes, and continue to tweak this plan. This is not something that we're
034going to print off and sit on a shelf, and it's going to collect dust for the next three years. We will continue to make adjustments and fine-tune it to make sure that it is working for everybody. >> Okay. I would just have one of the one of the things we want to make sure is excuse me to make sure this was collaborative. Um so when we set the expectations it was just for ourselves and the staff here and principles and so Heather did a phenomenal job going back to principles. Um she I think three times was in front of them looking for feedback saying hey is this right? What do we need to modify? Um but we wanted to answer this question specifically because we thought hard about it um around how do we make
035this really feel different because the whole point is to build internal trust especially in year one. So as we move forward um I I do think we'll move down to the building level in terms of classroom and we're excited to get that feedback in terms of how we think about expectations what's fair what's reasonable um that the only expectation this year is to celebrate and highlight um the amazing things they're doing uh this year in the classroom. So, we take your point and and and love it and I think that's the approach that we came in with um as we try to build together. >> Okay. Thank you. >> Yeah. I just want to say thank you. I'm really excited to see a more strategic version of a communications plan. When I first joined the
036board, as you know, there was not much of a communications team and in a uh attention-based economy as we talked about and the world we're living in, um that doesn't go so well. So, we really appreciate all the efforts that you put into this. And I could really tell at the all staff kickoff. When you were addressing all of the staff, there was a very clear recognition and appreciation for the work that you are doing and the promises you were making about holding yourself accountable. Um, and so I I just appreciated that you could kind of feel that energy in the room. Um, and I think we're all, you know, low trust envir low trust uh environment. It's a tough world to be in in the communication realm. So, um I was curious around how
037we track. So, and maybe this is for another day, but uh as we're kind of building out the plan, but when we are talking about these different tools and media kits and other lit messaging and whatnot that we're sending out to the school. So, I'm assuming the principles then have that information to disperse. Okay. So, then um just as we're thinking about staffing, I was curious who will be sort of that point person in each building? Is it the principal? Is it someone else on staff? Just again for that consistency um that we have across all the buildings. Um is is it a specific role at each building? Does it fall under a certain job responsibility? Um how does that work? >> Right now when we look at the line of accountability, how we presented
038it to principles is they are ultimately accountable for ensuring that the me that the proper messaging is shared but that they may building by building it may vary as far as who they delegate that responsibility to. I think in some of our elementary schools, for example, the secretary may be the one that actually writes the family newsletter every week, the principal is responsible for making sure that that cascading messaging is included in that. So, it will vary by building. >> And then I just had a general question. I didn't catch your first name. Wixstead. >> Mrs. Eileen Wixstead. Okay. Um, thank you for being here today. Uh, do you uh work with other districts? And if so, are you familiar with some districts that have really mastered this trust between communities, schools, and district level?
039And um if that's the case, can we be in touch with those individuals? Um can you speak to that a bit? >> So, as a matter of fact, we do work with a number of school districts um both public school districts and um uh Catholic uh schools as well. And what's interesting is everybody is is challenged with this low trust because we're in this environment of low trust. >> Um but what we have found is the more frequent engagement, right? The engagement with folks. And then actually uh one of our districts, they had um um uh teachers go out to all their ninth grade students homes the uh three weeks before school was going to start, knock on the door, greet them, look forward because they were dealing with low trust, safety, and truency, right?
040And so what I would tell you is um I I'd be happy to share additional information with you, but a lot of what they're doing is what we're recommending. >> Okay. >> Um so you're going to see some more video, but also um to um to um this board members concerned, this is a three-year plan. We're only going on year one, and we're after year one, we're going to do what I call a hot wash debrief on it. Um, and it's like what worked, what didn't work, was it burdensome? Um, did people open the email? Can we track that? All those kinds of things. Because we have to be able to pivot and say, "Okay, now we have to do this differently." Those sorts of things. And so we'll be able to have the tools
041to look at that. And um, it's it's going to be really important. That's the reason also in year one this is really for the principles and they were really involved and engaged in that and and will make the changes along the way. But I think showing up and being visible and whether it's extracurricular football anything else it's it's all going to have to be part of that. Um, so it's a heavy lift, but >> I'm certain that you'll be able to make >> um progress and stuff. I just want to just tell you just one little quick story. I had an opportunity to be in one of the schools today as the teachers were putting everything all their finishing touches on their classrooms. And because I used to be a reporter and anchor back in
042the day a long time ago, I tend to ask questions and I was like, "Tell me what you're going to do in your classroom." room and they were explaining about the new touch toys and for sensory learners and all these other sorts of things and the excitement and passion and they're like we're excited summer's over and we can get back to it and just that that it was palpable >> and um my mother was a teacher in the Detroit school system so I understand that passion and it was exciting to see that today. So >> that's great. >> We've got a lot of really good teachers. >> You sure do. I appreciate your comments, Eileen, and thank you, Heather, for pulling this plan together. I I do just want to recognize the fact that the
043board do does understand that building this trust is a high priority for us and for the district. And I think the plan that that we've got in front of us helps us move in that direction. Um I just a couple things that you said, Eileen, um that resonate with me. It it is about all of us showing up. It is about all of us being visible and when we are in those situations that we communicate that to our comm's team so that they can push that out to the community. I think everyone sitting up here at least is out in the community, but I don't know that the community knows that unless you're at that event. Um, so I think it's incumbent on all of us in the district to make sure that we're communicating
044that to you, um, so that it can go out in those various ways. So, um, it it is a heavy lift. We do have some work to do and we are committed to doing it. Uh, this school district is just it is a microcosm of a community and it is our responsibility to build that trust and that communication. So, I appreciate your help with that. Other comments, >> Cindy or? >> Yeah, Director Newman. >> Um, first of all, I know you put this together really over the summer, which um is a fast turnaround on a plan and and I really appreciate it. I appreciate the thoroughess. I also just want to note that when you talk about resources, building a plan that we can actually execute on is really important. Um it is so easy
045and tempting to build a plan that is all-encompassing and we're you know shooting a documentary film and um you know all of that. I I appreciate the realistic aspect of this and also the opportunity to gather that feedback this fall on how this is working and make those pivots and adjustments as we go. So thank you so much for your work on this um both Eileen and and the comm's team. Good job. Yeah, >> I want to say I definitely appreciate the work and excited about what is to come. Um, it looks good and I think as soon as we can broaden our um, sphere of who we're actually communicating with and they our community begins to understand our communication style and have something steady to look forward to is going to be amazing. And
046so you guys are already on it. So, thank you for the work that you're you've done and the work that you're doing. >> I wanted to toss one thing in that I was thinking of. I saw that there was a emphasis on recognition of staff. Another thought is that um recognizing publicly our comm committee members and some of those who are volunteering at the district level. I think as we're bridging that trust gap um seeing people that people know invested in our schools and in different ways uh I think that will help people feel more comfortable with what we're doing and our shared goals. Did I miss is there a link or something that we can turn those things into like those suggestions that she just had of wanting to highlight a different area staff
047or um when we've been somewhere want to share that >> um in public publications? >> Yes, we do have one for internal. I'll have to check. I don't know if the board has access to that. If not, we will definitely create you guys as a board. >> Wonderful. Absolutely. >> Very good. Thank you, >> director. >> I just wanted to comment. I think when you opened up you mentioned a 54-page document. So I don't know if anybody else kind of got a little scared but um I appreciate the formatting of it. I mean it's really clear the objectives that are there. They're specific and then the measurements that are in there. So, you know, as we read through that and we've got feedback, I sure that you'd be welcome to take that. And and I
048think to comment on what director Borching is pointing out is I think the sooner everybody knows exactly what the plan is, understanding that there's like we're going to focus on this in year one and by year three we're going to be here, the sooner everybody truly understands kind of the timing um and really the reasoning behind um the way that we're rolling this out. I trust uh that you've got tons of experience in this. So, you know, as I look at the plan, I'm really excited about it. Um, but also double clicking on something else that somebody else said that it isn't just staff. Like, as I look through, I mean, it's staff, it's students, and to broaden that out to community to partners. I think the more we can hear those real stories from
049our community and the impact uh that this district is having on the community, I think will be be great. And I think we're already seeing that in some of the stories that are coming out. So, thank you for the work. I would add um as we look got into this and Heather's only in year one as well um but the infrastructure that goes behind this this is a a really good plan that we're excited about executing um we're grateful for going out to the RFP that you approved um now six weeks ago. Um so we'll be bringing back a platform that will allow us to actually connect these stories, make sure that our presence is seen on social media. Um we have some catchup to do in terms of some of those infrastructure pieces. Um
050so we're excited to bring that back to um it should be in the next month um that we'll have that in front. So thank you. >> Okay. Thank you all. >> Before we adjourn our meeting, the last item on our agenda is anformational item which states that the board will hold an exempt meeting for the purpose of discussing employment conditions and salaries. I want to provide a reminder that the next regular board meeting is scheduled for Monday, September 8th, 2025. Do we have a motion to adjurnn the meeting? >> So move. >> Do we have a second? >> Second. >> All those in favor say I. >> I. I. >> Oppose. Same sign. With no further business, we stand adjourned at 6:13 am.