001Meeting to order. Will you help us with >> Horton? Hower >> here. >> Kent. >> Santiso >> here. >> And Ricewig >> here. >> Williams >> here. >> You have a form. >> I have a motion to approve the agenda. will make a motion to approve the agenda. >> Williams second Williams. Okay. >> All in favor, please say I. >> I. >> Josh. >> All right. Our district mission is to teach all and reach all. The district vision is Urbell will be a school district that brings learning to life for everyone. And the UCSD schoolboard mission is to partner with stakeholders to teach all and reach all through governance of board policy and operating protocol. and I'll pass it over to Steve for a superintendent report. Well, >> hello everybody. Uh, good to see everyone.
002I'll just make this brief since we have a a meeting media agenda for tonight. First of all, uh, Brandy has shared with me some information regarding the the lunch balance. And so initially it was about minus $22,270. Uh since that time we've added $15,343.19. So we're about $6,926.91 to the negative. However, what Brandy had shared, the seniors have the opportunity to move that money over uh from their account if there's any that's left over. So we anticipate that that might change um to a degree. So, just kind of give you a little update on that. Uh, second of all, uh, congratulations to the boys soccer team. Uh, they, um, lost in the semifinals, but, I think we all know they moved up a class to four, so that was really great. The girls, um, lost
003in two overtimes their first goound. So, congratulations to them. Also, want to reiterate uh, for people to register kids. It really is helpful for the district to know what our what the enrollment will be. So continue to register. Uh and then I wanted to uh just briefly mention that as the board knows the uh workshop for this month has been moved back a little bit. And so by definition this will be my last time with the board in this environment. Uh and um I I just wanted to highlight a couple of things uh in my in my uh time that that I've been here. Uh first of all, um I was able to be a part of the graduation with the seniors and was able to experience at least three back flips uh prior to
004shaking their hands. And I can board members. >> Yeah. What's that? Tim, >> Tim, next year I'm working on it. >> And uh a couple of them were just kind of inches away. So, I mean, I got to see him pretty up close. And then one of them, every one of them that did that, I said, "I can't do that." And one of them actually said, "Well, it's because I'm youthful." So, you can read between the lines with that. Um so um that was first with the kids uh and and graduation. Uh another part was I was able to be a part of the staff PD. I was able to get to all the buildings and and meet a lot of the staff members and that was really rewarding for me to to be a
005part of that and just be able to say hi and introduce myself. Uh I've also had the opportunity in a variety of settings to be to interact with building administrators. I know some of them are here. Uh these are stellar people. I've got to know them a little bit and their commitment to education specifically to Urbandale. So I really value that opportunity to meet such fine professional educators. Uh also with the AO staff um great group of folks and um I've really enjoyed being able to work with them day in and day out. There's one particular person who is sitting at my left. Some of you may remember the show MASH and she knows I I've called her this. There's a character called Radar. She's been my radar. She knows when things happen before they
006happen. If you know the show, Radar would say choppers before anybody else heard them. That's that's what Julie has been for me. So, thanks to her and thanks to all the staff at AO for being so kind to me and helpful. And then, of course, to be a part of this district. Thanks to the board for allowing me to spend some time here. It's been very rewarding to be a part of such a a fine school district. And like I said before, it's a premier school district. Everybody's having issues right now financially and and all the things that happen to a school district across the state, but um this has always been a premier school district and I just want to reiterate that to the board and how fortunate people are to be a part
007of this fine organization. So, that's just a small reflection of my time here. Like I said, it's my last time to be uh with uh the board, but just wanted to give you just a little bit of a glimpse of of my my really great time that I've had here. So, so thank you for allowing me to share that. That's the end of my report. >> Thank you. And thank you, Jul. Um so the financials presentation um that we did for the budget workshop um on June 1st is attached to the agenda um for the board to reference. Do you have any questions in regards to that? We have the strategic plan. All right, this is our end of the year strategic plan update. So, kind of the wrap up on all of the data
008that we have available. I'm Denise Wood, director of district leadership and improvement. >> Brandon Trout, director of teaching and learning. >> Stephanie Davis, director of student services. >> Melanie Ash, director of special education. >> Lauren Negra, director of HR and operations. All right. So, a reminder that when we bring strategic plan update data to you, it's going to be at that very, very high level district data. Um, there have been a few opportunities for board members to attend our Urbil continuous improvement leadership team meetings. That's really where we start to dive into building data. They also look at that by grade um level and by student group reviewing their strategic plans that are all um cascaded from this district strategic plan. There are some opportunities coming up um that I'm hopeful that we're able to
009share more about those data analysis processes with you um as we go deeper into the slide that I always call the olive. Um, but this strategic plan update is always going to be at that really high level because that's where our district strategic plan is written and then it cascades through the system and we go deeper and deeper and deeper. So we do provide data updates three times a year. They come roughly about the times that we gather data as a larger system. Um, which is about three times a year, two times a year for all of our surveys. few things we get four times a year. And just the reminder that our entire strategic plan is embedded in our culture of dignity and belonging. And so throughout the presentation tonight, you will see the
010part of the culture of dignity and belonging that that strategic goal area that we're talking about kind of connects to the most. Sometimes these are all very interrelated. Um but but we highlight the one that feels like the biggest connection to what we're speaking to. As you're listening to the data tonight, you're going to hear a few different things that we don't have. I wrote about that in the in the item in the board packet. Um our state assessment is changing and we will get another set of changes next year and another set of changes the next year when we add in social studies. This is a very regular thing um for Iowa testing and Iowa Department of Education to do. Part of it is just updating to stay current with standards. Um part of
011it is looking at what are the results that we're getting as a state. The problems are that we we can't compare across tests. So just be prepared for that. The other thing to remember as we're working tonight is that we still have a school that is in attendance. Um and so we won't have our final chronic absenteeism data until after Karen Acres is closed. That's typical. We typically have asked for your approval later in the agenda on our strategic plan even without that data. So just be aware of those couple of things. Brandon. >> Yeah. So to kick things off in the first school area ensuring high achievement for for all students. uh the celebrations in spring uh data is that we see positive trends from fall uh to the last checkpoint in literacy for
012gold for preschool. Uh early reading uh continues to show a positive trend uh from fall uh to spring kindergarten and first grade. And then second and third grade CVMR uh again shows that positive trend um across windows. And then our multi-year data for 2 through 12th grade A reading. Um you could see that we've shifted from overall 60% spring proficiency to 67% uh proficiency in the spring. And then our algebra 1 endofear assessment proficiency shows a steady positive trajectory um with our highest overall proficiency to date. Uh opportunities for improvement uh continue to see an adverse uh trend from the winter screening to the spring screening for early reading. I would note that there are some of the tests within that set that change um and that's just the trajectory um of expectation changes though
013our goal is still that our students are proficient >> have we seen that before or is this a new >> yeah it's a pretty typical presentation of the data um in that regard um but we're continuing to look at that and what do we need to make adjust adjustments in to make sure that we're supporting students and meeting that endear benchmark. It's interesting because in the fall they'll come back and we won't see that same percent proficient. Um it'll it has typically been much higher. >> So start high drops and when they come back from summer it's high again. Okay, makes sense. All right, our second area this evening, empowering students to thrive in a safe and supportive learning environment. Um, some of the celebrations that we have are prek gold. When first assessed this
014year, about threequarters of students were meeting or exceeding, but by the third checkpoint, 93% were at that level. on our K5 sabers, the social, academic, and emotional behavior risk screener. Um, 87% of K5 students fell in the low risk category for social behavior and 85% in the low risk for academic behavior, indicating a very strong tier one. Uh, chronic absenteeism data show steady and noticeable reduction in chronic absenteeism from last year, which is very positive. Um we know that the chronic absenteeism data are not on track to meet our goal of um 15.4% this year but certainly better than we were last year at this time. So opportunity for improvement but also celebration. >> Where were we at this time last year? >> Um at the end of the school year we were at 20.2%.
015So that is an improvement >> in the goal area of provide high quality services to our community. We see the connection um in our culture of dignity and belonging to caregiver and community partnerships the strongest though this area does touch a lot of other areas. Um so celebrations in our family school relationship survey all three of those topic areas were a beneficial trend in percentile rank. So we increased our percentile rank from a year ago um in some places quite a lot. The barriers to engagement topic has now met that long range goal that we had set for spring of 2029. All of our survey long range um goals are written to be top decile performance. So we are now at the 90th percentile there. Um and then the school safety topic area met the
016the cascaded goal for 2526. While it grew, the school climate topic area did not meet our annual goal which was at the 65th percentile. We are at the 50th now though. And uh we also have uh an area create a high quality work environment uh connected to schoolwide systems and structures. Uh some celebrations in this area um in in that our spring um survey showed all teacher survey topic areas uh having a beneficial trend. So that was great to see across the board. Uh three of the four topic areas in the staff survey. So everybody that's not a teacher uh in the district demonstrating a beneficial trend in performance also very consistent and really great to see uh the staff the staff survey evaluation topic uh area met the annual goal uh actual 80th and
017the goal being 65th that was really exciting because of the new implementation uh connected to we think uh the new implementation of our evaluation system for classified employees and then all employee survey topic area results are now at or above the 50th percentile which is very positive. some of these opportunities for improvement. You'll actually I I think you see some positives even in this um while teacher survey topic areas did not meet all the annual goals. You can see the actual against the goal and trending in the right direction um along all of those with uh for instance teaching efficacy actual being 70 70th with a goal of 75. So very close in that area. Uh and then three staff surveyed topic areas did not meet the annual goal but also showed some really positive
018trends as I said earlier uh on all of those school climate, professional learning and school leadership. So very positive overall. >> Right. So that's kind of an overview of that end of the year progress monitoring data but plus those annual goal data pieces that we have. Do we have any questions about Thank you so much for your work bringing it all together. >> Absolutely. I think you'll be able to see when we do our approval of the PL of the new plan how we're trying to really key in now on those areas where we >> Thank you. Thank you. >> Thank you guys. All >> right. So, the next item is an update about our personnel. Uh, we did a budget savings initiative a couple months ago and Lauren Drif is here to give us
019an update on how that unfolded. >> Yes. Um so just to highlight um some of the things that have taken place uh regarding staffing uh overall and related to the the action that the board took a few months back in regards to the overall cuts from the budget which was approximately $1.5 million worth of cuts. Um just a few updates about that uh in terms of um the staff that we were potentially losing who who we were able to keep and then kind of where we're at right now. So first there's a couple of positions that um we did not uh that were cut that we did not fill. One being the the assistant director of preschool. Um what we do have and what the board approved uh around that or to support that yet
020was a new administrative assistant for adventure time uh which they are uh working on getting that uh all put into place. Um we also did not uh refill our custodial supervisor position um which um we have restructured our maintenance and grounds team to uh take on those responsibilities. In regards to full-time subs, if you remember, we uh we cut eight of the 15 positions in total. Um we were able to offer all but one of our individuals uh a job ultimately based on resignations and retirements from um those that were more senior. Um, and we have had a few that have uh uh gained uh employment as teachers, which is uh outstanding for them, and we're very happy about that. Um, one of the things to keep in mind about those cuts is that while
021it looks like a a pretty sizable number in terms of overall savings of eight full-time employees, um, when we lose eight full-time subs, we lose what they do in the classroom and we still have to bring in substitutes to fill some of those areas that they fill uh, on an emergency basis. So, uh, as you can see up, uh, on the board, uh, the sub approximate cost without subs, uh, we're figuring at about $193,000. That's an estimate, uh, based on what our sub needs will be. So, there are some savings both on the the what we pay our full-time subs versus what we pay regular subs and also on the benefit side, but it's not a full savings overall based on the services that they provide the district. Um, in terms of our teacher positions,
022uh, all teachers ultimately were offered district positions. A few of the teachers that were potentially going to be reduced, um, had already taken other positions, which we certainly understand um, them looking other places because of the potential of losing their position. Um, and while it did happen very late in the process, not long ago at all, only a few days ago, teacher leaders who are staying at UCSD, uh, all had opportunities to remain in teacher leader positions. Um, both of the teachers that we did do a reduction in force uh for at the end of April uh were also offered positions that they were qualified for. Um so we were able to soon after uh that the board took that action uh able to offer them employment as well. Um beyond those cuts that the
023board approved uh based on the work that the middle school has done on a new master schedule which will be implemented next year. Uh six core teacher positions were eliminated um based on that uh new schedule. uh they were in the math science combo area as well as ELA and social studies. Uh all of the teachers that uh were in those positions that are staying were offered other positions based on retirements and resignations at the middle school. Um and we are adding uh back three additional electives positions. Uh and a few teachers have um moved into those positions. Um a few other elective teachers have uh been given the opportunity to be in core classrooms. Um so we are still at the final stages of our our building administrators are in the final stages of
024filling the last few of those elective positions that are open. Those uh ultimate cuts are above and beyond the 1.5 million that were approved. Um and they are reflected up on that um up on the screen that you can see here tonight. Um, so overall savings, and this is still a bit of a moving target because we have not backfilled all positions yet. And we do have potential savings when we lose a an employee or a teacher that has been here for quite some time. Uh, often not all the time, but often get replaced with um teachers with less experience and then there is less of a cost. Uh, there may be u some savings yet on top of this. uh but it is I would say we are fairly close um which is typical
025for this time of year uh in terms of that number of approximately 1 point uh between 1.9 and 1.95 million right now in total um I know there was a question uh regarding retention of staff for this year uh we were able to produce um some of those numbers as it currently sits um this is a just a a combination of certified and classified overall for the whole district. Uh our total retention rate is about 80%. Um and then we uh we have varying numbers at our uh all of our buildings. Um for for teachers um we have uh one of our buildings retained about half of their staff, small building. Um we have other buildings that have retained over 90 90% of their staff. Uh when you bring them together because our classified retention
026is a little bit lower. U that's where it lowers the number a little bit. Um so that is that is where we currently are. Um, and you know, thankfully we are in a position yet today where that number is is higher and and I could, you know, Brandy could certainly speak to this with more eloquence than I can, but where that number is higher than what we needed to be at in terms of total cuts going into next year based on student population, etc. What questions can I answer for anybody this evening? um with the retention rate question and then there's some savings obviously when we're back filling positions overall on average um do you think that's in line with previous years? Do you think it's not in line? What should we project going forward
027for >> next year? >> Uh I would say that it overall I think it is in line uh generally speaking with what the district um averages have been. uh we did have a few uh one to two years during COVID where retention was very difficult uh here and everywhere else. Uh I think we certainly have stabilized over the last couple of years. Um I know that you know retention is our best recruitment uh for staff. So certainly we want to raise those numbers really across all buildings. But we also know you know reflected in here are retirements um as well as people that just by the normal uh life happening are moving away and there's lots of different reasons that we do lose some employees but you know I think overall when we we see
028many of our buildings at 80 to 90% and some over 90 that that is solid retention of employees overall. Um, one note I put in that I think would be helpful for us in the future. I don't expect you to have it right now, but for us to see the trends of FTE versus enrollment, so that way as we continue to see if we see enrollment decline, people can have an idea of where we're heading. So that way it doesn't seem like we just keep cut cutting, but that we can see how that aligns with enrollment. Yeah, I know one of the things we talked about u last week at our work session was the um the correlation of loss of students to where we see uh loss of staff where there's a direct correlation
029with you know probably the best example being elementary classroom when we lose elementary students. We don't need as many teachers based on the class sizes that we have. Uh it gets a little tougher in regards to middle school and high school with the way that course offerings happen and so on and so forth. Um, you know, obviously over the last couple of years, we have seen more of our overall student losses at our um, elementary, lower elementary levels and um, you know, based on what we're bringing in for kindergarten versus what we're graduating, but we we certainly can um be putting together that information. >> Be helpful before we get to the point where we find out if we need to cut just to anticipate what we could be looking at. >> That's all I
030have. Other questions, >> what is our plan for monitoring how these changes have affected workloads and just staying a breast of any stress points? >> Um, yeah, it's a good question. uh you know one of the things I know that we have had to do in certain areas is to um take a look at ro the roles and responsibilities and then make adjustments so that it isn't an overwhelming job for uh whoever is taking on those additional things. Um, I think while we have we haven't had to touch many of our programmatic things, I think that if if we ever get to that point that will having we'll have to look at that again in terms of who is responsible for the different things that are happening that they're currently responsible for versus what they
031they would be responsible for in the future. Um, and I think the best way for us to do that is by, you know, making sure that district leaders stay very in touch with what supervisors and building leaders are, um, seeing, uh, and having to work through at their levels of the system so that we don't have any blind spots, uh, which I think probably is part of your question to what the work looks like and making sure that we continue to provide high levels of service in all areas. Thank you. >> Thank you, Lauren. I appreciate it. >> Next, we welcome our friends from DLR group to talk about moving our administrative offices. Good evening. How are you guys? >> Thanks for having us. Um, we got a short little presentation to go through with
032you here um just to um give you some feedback based on the questions that you had last time uh during the um during the meeting when we uh talked about the administration office relocation. So um just a short agenda for you here um just four topics. We're going to talk a little bit about about the process. Um we're going to talk about uh some workshop results that we uh went through with your administration. Um we'll talk about those project options and then uh what some paths forward might be. So just real quick uh new FA existing phase myself I'm partner here Andrew Van Lewin and then um one of my colleagues Sage Humphrey. So all integral to the whole process here. So um just as a recap uh we've kind of come to you at
033different intervals at different times and so I just want to kind of put it holistically to where we are at today just so that you can see how that this has all evolved. Um really um it started years ago. Um and uh you know that was creating a vision creating a vision for the district. Um and uh that has kind of morphed into and and pro proceeded on here to outlining some district goals. Um and then specifically to uh the administration, not only to all of your educational facilities, but uh but specifically to to the administration. Um and with that, we we did some very early and we've just kind of progressively uh done more um evaluating our existing facility that is the Rolling Green property. Um as of recently, we developed a program. Um
034so that's a space program understanding what the space needs are for all the different um staff and and offices. Um we performed a fit analysis which kind of goes in hand inhand with that evaluate the existing facility um to understand um how it would occupy the existing space and what what some of those things are. There's always pluses and minuses. Um and then um at the last meeting you asked us to uh look at a new option you know and that's put you know what are the uh what could happen if we were to tear that that facility down and still stay on the property but look at a new option and then um and we are tonight at the compare and evaluate stage. So um so the information that we'll give you tonight um
035you can sleep on that and uh and work through that um hopefully for some decisions maybe at the next board meeting. So, um, as I told you, I just showed you a moment ago. One of the things that we start out with as goals, um, and, uh, the overall facilities committee, uh, this was their goals, um, that they had come up with. And this, I think, endeavors for all of your facilities in in where you're headed and and they are good goals. So, uh, we use these when we get to a fork in the road. Um, I'll just go through these very briefly here. Um, but you've seen these before. This is just a reminder uh for those online and and uh anybody new joining us. Um this is part of that existing facility assessment
036that included this space here. And you currently have two uh AL offices. They're they're uh they look like they're conjoined, but you do have to go outside um and uh to get to the other. Um and you can see there's just kind of you know offices wherever wherever they land. And u and that's that's how a lot of businesses start, you know, when you're kind of moving into a space. Um so we did that uh analysis and then worked into um what a proposed program would be. And so what you can see here on the left is just a kind of by numbers u evaluation and on the right hand side you see a graphical evaluation of those same spaces just to show you proportionally how things relate to one another. A supportive space versus
037a boardroom or an office you know uh versus a collaboration space. Okay. Um and again just a reminder here this is the existing site um sitting over there um on 8100 airline. Um the number of acres you have and some of the adjacencies um it has served the district well over time and again feeds into why are we why are we looking at this property um you know all of your services with the exception of of Webster right now are on the you know the eastern you know side of Urbanddale. And one of the things that the um that the master planning committee had had brought forth is saying we like the the collocation. We like you know where things services are and this is by all accounts uh near the heart of the you
038know heart of Urbanddale right from 55th which is Merl Hay up to 170th. Um we got a lot of real estate to cover in the east west direction. So, um having something that is uh available and uniquely um located uh to service all of your um all of your constituents. So, with that, I'm going to turn it over to my colleague Andrew and um he's going to tell you a little bit about the workshop that we did uh with your staff um and to get to the next steps. >> Yeah. After the last boarding boarding and the discussion of you know renovating versus building new uh we we got the uh cabinet together to do a workshop to understand a little bit more detail on the program and some key adjacencies and some of the
039um goals for uh specifics when we talk about the either renovated or a new um AO. So one of the uh workshop activities that we did is a wish, want, need um analysis. So we had uh cabinet members write down on sticky notes various wishes, wants and needs and prioritized those. They started out uh individually and they came together collectively and began to place those. So some of the results and things that we heard um just you know a need for private confidential workspace. There's some acoustical challenges here. So that was very um evident and present um space for collaboration between departments. These departments work together um and independently. the spaces that support those different work modes. Um, of course, storage is always something that comes up as a need. Um, clear and accessible building
040entrance. Um, that's some of the challenges you have here with multiple points of of locations and entries. Um, so that was something that came up as a need within this space. And, um, then as we move into wants, um, some more of the kind of outlier things, we want to make sure we plan for future growth and flexibility. We want to make sure the building flow um and accessibility in the spaces is is well thought out. Um dedicating space for virtual meetings, online instruction, and then even further down the wishes um looking at how can we have some of the amenities for reserving rooms and scheduling rooms as well as what other community um assets can we provide within an AO to support the needs of the district and the students. So this activity helped
041us um and helped the cabinet really kind of prioritize and understand what is going to be key and critical whether we do renovate or do a new facility. And then the second activity that we did was we went into a a programming adjacency activity where you can see on the right kind of the circles represented all those program pieces and they are circular by design because they help prevent us from creating buildings right away but help us think about adjacencies between what wants to be clinex to what. And it was a um a challenge I think to get going, but once we got the flow of it, it went well and it really helped us kind of sort out what types of spaces want to be adjacent to others. How do different departments interact with
042each other? Um we aren't creating a building quite yet, but it's really a good exercise to understanding those critical adjacencies. So you can see on the diagram on the right is how the pieces kind of flushed out. We talked about separating public space and private space. So, spaces that need to have a more secure um access and then spaces that are more for public use, whether it's uh boardrooms, registration, um some meeting spaces, if there is a community closet of sorts, those types of spaces have to be on more the public facing side. And then on the top you can see of the screen there's um some some organization of uh teaching and learning uh administrative spaces, business and operations spaces and then in the middle there's kind of this collaborative collaborative core that connects
043the two. So we talked about which um departments work together more frequently and which ones um how can we create some collaborative space in the middle so that they all have access to the different resources. So, it really was a good exercise to help um formulate how we would um truly renovate Rolling Green or uh create that into a new facility. So, um looking at the existing facility, this site plan shows the existing footprint of Rolling Green. Um some of the things that we're not seeing within the building, we'll see on the next page, but from a site perspective, the existing facility has 36 stalls and one ADA stall. And then there is some street parking approximately 20 to 25 stalls on street. Um there's an existing playground that would be part of a a
044renovation and creating a new playground at the at the property with the approximate same size. Um we also would preserve the green space to the south of the site where we have the playfield and the trail that circumvents that playfield. And then on the northwest side, we have some great site amenities that we will also look to preserve um within the rolling community renovation. But the parking lot does need resurfacing. Um so as far as the site improvement, you're looking at parking lot and um new playground facilities. Then diving into the renovation, this is similar to the test fit that we had done previously to say, hey, can this work? Uh this iteration here is a revised iteration that takes into account the wish one need activity as well as the adjacencies activity. So um
045what you're seeing on this plan on the south portion of this is more of the public use spaces and then on the north portion is more of our departmental spaces and that is organized in the same manner that we saw from the adjacencies activity with teaching and learning a shared collaborative space um resource space and then um operations and HR on the other side. So the rolling green footprint itself accommodates the program. As you can see on the bullet point here, there's um space for that to happen. Um there's also space for future programming. If you look on the bottom left of the screen, there's spaces that are undeveloped as far as a renovation goes. So there's space for some growth and expansion within that footprint. And then we talked about the separation of functions.
046Um everything in full tone color is about 24,000 square ft of renovated spaces and then the total facility just as a reminder is about 35,500 square ft. So I think um here you know taking that feedback from the um cabinet we can make an option work within that um within that existing footprint that is rolling green. All right. So then we took um the feedback and developed essentially a new site plan. And um I'll start with some of the things that we wanted to preserve. Um the site amenities on the northwest side where we had some of those um great um existing tree growth and some site um shade structures here as well as the south side preserving the existing trail and that playfield as a community asset as well. Um the way the building
047just initially from a grading standpoint, it's highest on the north side of the site and slopes down onto the south. So naturally placing your building on the northern portion of the site um is the most um logical and functional way to do that. So you're seeing here in the white a new footprint of um the Urbandale AO. This would have an east facing entry to preserve kind of what is here on the existing site. So there's a familiarity within the community and neighborhood. But one thing you're seeing here is an expansion of the parking. We can provide um through some reconfiguration about 51 standard stalls with two ADA stalls to increase the capacity for board meetings, professional development, um any other community registration or events that happen at this property. And then you still have
048access to the 20 to 25 um street parking stalls. Um and then kind of as we go from the AO, we get into then a new playground facility. So that approximately 8,000 square feet of playground as an amenity for the um for the community and then as previously stated that south portion of the site remains um as a green space on that trail. Um, two things to note on this plan here is um, you do see on the north side there, we're allowing for um, opportunity for expansion. Uh, because one of the things that, um, we compared when we looked at the, um, the existing Rolling Green building versus this building is this is a little bit more um, this a little bit smaller, a little bit more purpose-built. Um, and so understanding that you
049may have to future needs just as you've kind of grown into the two spaces here. Um, leaving you the opportunity to do that. um the same thing in that you know things look they look hardlined up here but this is all conceptual right now so there's nothing been etched in stone no shovels in the ground it can all move and so I say that um in relation to the playground and to the um to the green space to the south you know if there was a desire to allow for you know more expansion to the south uh to the south of that building you know things can be rearranged a little bit so again this is not a this is not done by any means um this is just one concept based on feed feedback
050that we've had from from you know all of your staff. >> What's currently out that north end right there for the expansion? >> Um the school building right now. Yeah. Yeah. The school building pushes uh that sidewalk there is I think that's existing. Um and uh so we use that kind of as a boundary line for for every property within the uh within the city. There are setback lines, front yard, sideyards, rear yards. And so, um, one of the comments that came out of the out of the administrative conversation was it is very park-like up in that northwest corner. Um, there are some shades and, uh, and structures, and that was an amenity that they appreciated, um, to to be able to use as a staff member, right? Hey, if I want to go out
051and have a lunch out there or if I want to have a meeting or something, that's just kind of a neat and a nice buffer even to the um to the adjacent uh, residences. Um so we tried to preserve that and then um sliding the building down a little bit just again not knowing in the future whether you would have um u additions related to the program to the north and to the south or just to the north uh you know kind of thing. So yeah and you could certainly put the playground within the trail system here and then give yourselves even more space for expansion. There's a lot of options here. Um so then just as a as a diagram on the building um we've organized that in the same manner that we heard
052from the feedback from the cabinet. It's really kind of first starting out with organizing public spaces on one side. So having an entry with access to boardroom, parent resource and registration center, restroom facilities, and then professional development spaces. Those will be flexible spaces that are not just for one function but could be reconfigured and used for a variety of functions knowing that um we need to have a lot of flexibility in these spaces. And then within this space, you know, thinking about this more of a lobby space, there could be an urban history wall or kind of a hall of fame, if you will, for you know, honoring the past and the future uh within this kind of community use space where the public would be more facing. And then within this dash line kind
053of security before you enter more of the administrative offices. And you can see here organized on the left the teaching and learning departments and their support spaces. On the right the finance and operations side. And then through the middle is that collaborative core where we have uh conference room spaces, restrooms, workroom spaces and then um superintendent kind of in the middle here um kind of connecting both sides and have access to those resources as well. So again, there's 20 different ways we can lay this out. Um there's a lot of different options, but just as a start and what we use for some of the initial pricing, um we use this as a say, okay, here's how big this facility would u be from a square footage standpoint, and here's some of the ways that
054would be organized. I do think one thing I want to note when comparing this layout compared to the renovation is that office spaces here um would have the ability to all have windows and access to natural daylight whereas in the rolling green facility just where the existing kind of narrow vertical windows exist. Not all offices would have um a window to the outside and that kind of goes back to the purpose-built you know design u a building designed for the use versus kind of retrofitting in. Um certainly you could punch windows into walls, but then you get into more uh expense and um structure needed to make those things happen. Um whereas this, you know, you kind of purpose-built the exterior to work with the functions within. Um those right so with that, so what
055we did is we just um we kind of put those side by side as a comparison here. Um so we're going to go through kind of each one um independently. Um but first I want to just talk about um comparative considerations in both and these are um I would say a little bit more generalized. Um you know we we kind of talk about these things with any facility not just an AO but we we talked about these things when we started looking at um Jensen and um Olstead and Delarious about build new or renovate. And so the first thing is just evaluating community expectations and um you know all of you are representatives of the community. Um and so uh you know whatever you may be hearing from you know from your constituents as you
056uh move out and about um obviously this affects the neighborhood in some way shape or form. Um so we always want to be cognizant of that. Um you know consider compromises um of both options. And when I say compromises that that that's not such a negative thing, but there are differences between the plans. And Andrew just shared a little bit about, you know, just even daylighting environment or, you know, work space and and stuff. Um, in either case, there's going to be um an upside and a downside, right? Um the working environment for district staff. You know, one of the things that we that we always talk about is well, it's for the kids, right? In anything that we do, it's for the kids. And this is even in respect for the kids. It's giving
057the space for your district staff to do their job. This is somebody's career. They're coming here. They're working. What would they want to, you know, what would they be expecting as they come um you know to to an employer. Um think about community usage. Um, again, this is in the heart of uh of of the Urbanale community, but you're going to be having, you know, uh people come from out of town, from in town, um all walks of life coming to use this facility and what that means. Um something that's really kind of um that's it it's tangible, but um something that you need to look at is uh to the operational cost. Um you have an existing structure there, Bowling Green. um you know when you can when you consider building something new um
058even just from the standpoint of size right HVAC uh air conditioning pumps those those kinds of things they're going to be different between the two facilities um and even if we tear everything out of Bowling Green there's still going to be some inefficiencies to that facility just because we don't have the expense or the resource to open every wall and and see what you know what's inside um and then the time value escalate of of costs and that's across the for not only construction but also that operational cost looking at what energy prices do um what maintenance costs look like you know over time. So these are just general considerations that you can apply to anything even in your own home your own your own uh uh living room. So then looking um we did
059this a little bit uh deeper dive here now rolling green renovation to what a new administration office um you know might be. Um, so we talked about some of the things on that previous slide. You know, this preserves community character. It's something that's known everybody that has lived there for for the years. Um, this is part of their you know, part of their psyche, right? Um, it is it repurposes alternative facilities. Um, you know, giving new life to something that that's been one uh, you know, one use for for so long. Um, and bringing in some different uh, you know, different lifeblood. Um, there's room for immediate growth, right? So that facility is 35,500 square ft. That is not what we are proposing in a new administrative building if we were to build new. So
060you have some room for immediate growth uh depending on what your programming looks like. Um but with it there are some renovation unknowns and as a preview to some u action items that'll be later on in the um in the uh the meeting. Um there are just some unknowns that we will not know until we we open the doors, right? and and figure out what's going on there. Um, we talked about life cycle costs, um, design program limitations. Um, if you looked carefully at both of those plans that we just showed you a moment ago, um, you'll see that maybe things are a little bit roomier, uh, in the in the, uh, in the rolling green, they're not as tight. There's corridor spaces that were, you were trying to put, you know, 100 square foot
061office. Well, maybe there's room for a little bit bigger because we have the space, right? If you build it, they will come. Um whereas in the new administration office, we're being very purposeful about what you know what is needed and what we have. Jumping over to the um to the new administration office, it's a purpose-built design specifically for what you're trying to accomplish. Um the life cycle costs are going to be a little bit lower um because again, we don't have to um we don't have to worry about some of those existing conditions that um that will happen over time. Um we are allowing for future growth opportunities. That just means new construction additions at the time that those are that those are desired. Um and then one of the major ones is and this
062really wasn't kind of discussed early on in the planning but uh kind of came out through the last administrative workshop is just um understanding the that community usage aspect. And I say not only community usage but also um your professional development. So, if you're going to be having staff and and uh or you know, board meetings and things like that here, you know, at this location, you have a lot of parking, you have a lot of opportunity for people to come and and participate in the district operations. Um, if we leave the building as such, uh, with Rolling Green, you have uh, what do we say 35 stalls plus whatever on street parking you have. um in a new administrative uh administrative office. Um being that the building size is a little bit smaller, you
063still preserve the on street parking, but you have opportunity for more parking stalls on site, which allows for that community interaction and also your professional development interaction uh from staff that are coming uh to visit. So, and then um and then obviously we talked about the the daylighting and and window aspects. So with that then um these are what I call some of the intangibles, right? I mean there's tangibles there, there's intangibles. Um then we just we go to the to the dollars and cents. So the first one that we have here is um the conceptual cost for renovation. And so um what we did is um this the left side I'm not going to focus on too much. It just kind of shows you that the homework that we did, right? As every time
064that we have that we kind of go through an iteration things get a little bit more detailed. I can offer more um insight um you know to to different aspects and the reason why we're showing a cost range is because again we haven't had detailed design decisions you know as we will do as we've always done for all of your projects um things can eb and flow and so what you're seeing up there the base bid uh is really the the number that we would expect expect to see on bid day um and then the total project cost range that includes all of your soft costs so getting out to market the bidding um fees that are included, site testing numbers, um those are all in there. Okay. Um and as with everything, we always
065kind of hold it, we hold a construction contingency because again, there are things that are just unknown uh you know, until until we finish things out. So, we did the same thing for um for a new build. And so, in the in the numbers here, they look very similar. And this was a little bit surprising but um not so much in looking at the overall site and the and the thing that uh the the characteristics that we're looking at at this at this facility. It is just go back again because the numbers are very slight um about $200 to $400,000 difference. And the reason being is um when you look at the um when you look at the overall cost structure, we're kind of fitting into a 24,000 ft² space. In this one, we're about
066$20,000 ft². So, we're about $4,000 off. How about uh $400,000 uh difference there. Um but some of the other factors that we have to look at is um replacing more more units and more things in the in the existing building. There's 35,000 square feet of HVAC and electrical and things that we have to demo in order to um that we don't have to do in the uh in the new build. The new bill does include uh the demolition uh value of of taking rolling boo. Um we did include um you know the things like the playground that was um talked about before we had that kind of listed as a potential alternate. There are things that we can right size in here depending on your budgets. Um so right now the edge goes to um
067building a new facility. Um but again that first slide considerations I understand the community. I understand sentiments of different things. Um I want you to take all those factors into into uh into consideration. And then the other and then lastly the the piece about operational operational costs. um when we do some comparisons of what your new your two new facilities Homestead and Valerius um in their energy costs even though we will be built uh you know basically starting fresh with those systems there are still some operational inefficiencies to rolling green that I think will lead to some higher operational costs in the long run that you would not experience in a new build. So, um, I can't map all those things out, you know, for you at at this time, but just realize that those
068those are additive items that would go, uh, onto your budget. This is just your construction value. Um, after you move in, those are things that you got to that you got to look at. Um, this is not inclusive of some things like, you know, furniture, um, any other technology items. Right now, we're just looking at new build. In either case, you're going to have those items, furniture, technology, things, those are all going to be new. Um, and so we haven't worked with, you know, with your staff to flush out what those numbers are. These are really just the hard construction values of of built environment. Okay. Um, and then there's a third option, right? And, um, understanding, you know, what the landscape. Uh, you know, you know, Lauren was just talking up here about we
069have, you know, decisions to make about long-term budgets and things and with the way the um the state legislature has just moved through with, you know, reortioning state dollars and all those things. Um, we did bring a third option to you, which is a deferred option, right? And so the deferred option means that, um, you still have option A and B on the table. Option A being renovate, option B being to u build new. Um but the third option is to defer uh a decision and you know what does that mean? You know when we when we vacated Jensen that building sat vacant for a number of years um and that took a toll on that facility. Um facilities are living breathing you know kind of uh organisms so to speak. Um, and so if
070you were to go to to look at option three and let's what do we have to do to just maintain this building right now in its current state and let some other things flush out with with finances or resources. Um, the first key is is weather tightness. We have to maintain the roof. We have to maintain your any openings into that facility. Um, we want to look at environmental controls. Um, you know, one of the things that was a detriment to to Jensen and and nothing that anybody in the district did to cause it, it was just the state of that facility. Those systems were not not running anymore. Um, is you've got to keep some kind of environmental control there, not only during the summer, but also during the winter. Um, those are operational
071costs. Um, but you have to maintain that in order that we don't grow grow weird things in there or have water infiltration, right? um you have an existing lease um at this space. So um I don't know what those negotiations look like for you know working with your your landlord here. I think they have been very agreeable to you uh thus far. Uh but you know what does that look like? Is it a monthto month? Is it a half a year? Is it a full year extension? Those are the things that that you'll have to think about. Um maintenance insurance um at the you know at the existing building. What do those look like? I know you have a playground there that is now in um you know has seen better days. Um and uh
072you know what does that mean long term and how how long can you upkeep some of those things? Um and then just in general what's a length of time consideration? Are we deferring for a month or half a year for a year or longer? You know those are those are just things that that you need to wrestle with. And then um just security in the site um security in the neighborhood. um anytime you have long-term vacant spaces uh they can kind of become lights on a community and that is not a position that has ever wanted to be in and I don't encourage you to to move forward in that. So, uh, this is a this is a swing and the numbers could range, you know, you know, more to less based on length of
073time um and the considerations, but between all of those things and things that I haven't even thought about. Um, it would not be um an unreasonable u expectation that you you may still have to sink a million to$2 million into that facility over the next couple of years, right? Um it's not a day one issue, but um but those are expenditures that that uh that could be foreseen. Um and just making sure that you're um keeping that property uh viable to a point where you decide what you you know what you want to do. Okay. So that leads us to uh kind of in closing here what you know the path forward. Um and so again we're here tonight just as information. Um we want you to take this uh this uh information, sleep on
074it, think about it, um ask questions. But, um, option one, we showed you, you know, renovate the existing, uh, building. Um, option two is, uh, demo that and build something new on that site. Um, option three is is, uh, deferring those improvements or deferring of any sort, um, to a later date. Um, and option four is still always on the table. We can sell that property. not advocating any any one of these things, but I'm just telling you these are your options. Um, and so the way we the way we understand it right now is you you have a board meeting on July 13th where you have an opportunity then to, you know, take the information that we presented tonight and and uh either make a decision or or again defer uh until the time
075is right for for you. So with that, I've done enough talking. uh if there's questions, we can certainly uh try to answer those. Um or, you know, if there's other things that you need to to have looked at, we can we can certainly do that in the in the time period. So, we appreciate your time. >> Can you send the presentation to Julie? >> Yeah, I'll go ahead and load that in now that I have that. So, that'll be in Sunday tomorrow. >> Uh obviously, barring any major setbacks, abatements, whatever might happen with renovating an old building. What kind of timeline comparison would there be from one of renovating the existing versus demoing? >> Sure. Um, right now I I see a very similar timeline to to both. Um, the one thing that you have
076advantageous to on the renovation is that um we don't have some early weather critical activities like building foundations, uh, roofs and walls and things. So with respect to that, our design time the same uh you know to to flush things out, ask all those critical design decisions. Um but if we are uh let's see we're in June. So really looking at where we would go with that over the next uh next several months. Um your first opportunity to break break ground would be springtime, right, for for a new build. Um and then and then constructing from there. you have more area to renovate um than you would in building new. So again, there's kind of an an equal equation here. Um I'll just round out in total terms, you're probably looking at about uh 12
077to 18 months of of construction um to to finalize this. Um I know with your leases up here in January of 2028, I believe. And so, um, everything we were doing was trying to get you to to do that, uh, to that point so that you don't have to, uh, um, extend any further than than you than you have to. So, and that's about where we're at is, uh, January 2028 is about 18 months away. So, um, that's Yeah. >> Do you have any sense of how the city would confront this? >> U,, we have had several conversations with them. Um, and my latest one was just in relation to zoning. Um, and that was a question. So, it's currently zone zoned um R1S. Bless you. Um, which permits a a school educational use. It
078does not permit um office usage, which is what we would be converting to. Um, I did uh have a a good conversation with um Rose, who is your new community development director. Um, and you know, just talking through that, she was very much in favor of trying to leave at the R1S zoning. Um, and we did talk a little bit about not only is this administrative space, but still trying to offer some what I'll call educational opportunities at the facility. Um, and so she was in favor of working through that to leave that zoning because it just opens up a can of worms for other developments and things that happen within the community that may not that may not may not align. And so setting those kinds of precedents um just are different. So they're
079they're they're willing to work with you. And then and then do we have any sense of that particular neighborhood and how we would get a feel for how how they feel? >> Uh we do not have that at this time. Right. Um so >> or maybe even the larger community. >> Yeah. Yeah. So up until up until a month ago, we were all kind of just you know operating under that we would renovate the facility and leave it leave it as such. Um, I think the only sense that we have received is in relation to what I'll call the community programming aspect, the green space, the playground areas, and as evidenced um, just in driving by the the former Jensen property, you still have a playground that's out there. Um, I see people using it.
080I see that the community, you know, walking through there. And so in any scenario that you have, I would expect to see that continue on in in the Rolling Green um neighborhood um and being an asset to you and to the community at large. Um but with respect to design or um you know overall feel of the neighborhood um I haven't heard anything one way or the other and we haven't surveyed them. So I'm curious to understand the cost difference if you were to continue the renovation and rolling green for the additional purpose down the road compared to the new construction either the south or the north side of the new build. >> Okay. Meaning what some of those costs would look like down the road. Right. >> Sure. Um it's not something that I
081have uh fully tonight, but what I can tell you is um one of the other reasons why the why the renovation right now is is a higher cost is because of the HVAC and electrical component in the new build. We're really only dealing with about 20,000 ft. in the renovation. I while we're only occupying 24,000 square feet of office, we have to just from those two systems, we have to we have to do all of that building, right? And so, while there's some things that we can leave open-ended, we don't have to finish out all the drywall, the ceilings, all the lighting, and things like that, we still do need to take care of the the environmental controls for 35,000 square ft. And that's one of the major considerations of why the the new build
082edges out. If we were talking apples to apples, two facilities that are identical size, the renovation would win out, but you have you have two unequal size buildings, so to speak. Uh, and we're having to take care of a little bit more in the beginning. Um, that would set you up that would make the the backend cost less aside from the time value of money. Um, so that that's the main reason of why why the new build edges out right now in the in the in the initial costing. So now timing wise, if you have programs that that you know of that, hey, after we move in, we need to we need to develop something, you know, uh, in the new space, well, we don't have that 18month or 12 month construction period to build
083an addition, right? I don't want to say it's move in ready. We have, you know, work to do, but it'd be very much like moving into or renovating Metro West, right? That was an existing condition. Um, and we were able to in short order, u, you know, build new walls, put up what we have to do, um, and make that ready for any new program that that programming that you might have. So, um, so the trade-off there, the intangible and the logistical issue is if there's additional programming that you foresee that we don't build right away in the new build, you have that space that we can we can sort of readily move in, you know, in the in the in the in the renovation piece. But those are things that I that our team
084can't answer right now. How long do you expect a a new HVAC system to we've you know because you've been here at all these meetings >> and every building is Yeah. >> Yeah. >> I mean what's a reasonable expectation for the life of a system like that? >> Sure. So for your major operating components right um really 20 to 25 years is kind of your your average lifespan right now um in in most things. Um, duct work lasts forever, right? But, um, as you'll as you'll see here shortly, fans, motors, anything that has moving parts to it. Um, just that that's where we're at is about 20 years. Um, and so when you look at where we are with Webster and the high school, we're in that 18 to 25 year range. And so, and
085those you're something to to not underestimate. Your buildings are 247, right? Even in the times that they're not occupied while we're all sleeping, they're 24/7 buildings. And so unlike your home or, you know, or some other businesses and things like that where you have downtime, there's not a lot of downtime. So those things are running all the time and that's just where we're at. So So when you look at that from a renovation standpoint, yes, we're we're tearing everything out. We're putting all back in, but we still have the walls that are insulated to whatever they were 60 years ago, you know. Um, and so you have a you have an aged facility now. You will have an an even more aged facility going forward if you move in there. Um, and that's where I
086was just talking about. We have some early numbers on your you have a really really energy efficient Valerius and Homestead building. I we've seen the energy bills and everything top-notch. Um I cannot even though we put a new facility uh new new systems in um I can't guarantee you those same dollar rates um in in a renovated facility um just because of some of the the factors that variables that none of us can control. >> What would the cost be to build out with the build out the expansion at the initial build and maybe not finish it? So we would get the closer. >> I mean, how much per square foot, you know, bulb? I mean, just a >> Yeah. >> the back of the napkin number. >> So, I would say you're probably at
087about um 50 to 60% uh on the dollar if we're not going to if you're not going to improve the inside, right? If we just build a and this is kind of how like retail and things work. You build a core, you build a shell, and we don't finish things out. um you have an economies of scale of building that out now um and then just not finishing it, right? We can close it in, we can w it off. Yes, you still have to HBAC, you have to condition it. Um but I would say 60 cents on the dollar versus doing the full completion at that time because you're still building the walls, the the main the main structure, right? Um and the HVAC system HVAC systems to support that. um the the internal bits
088so to speak, air, walls, lighting, ceiling, and flooring. Um that's that's the other 40 40%. I mean, could that be something would that be worth looking at of building a bigger building that has the expansion, the quick expansion built into it >> since they're already have people and machines there? >> Yeah, absolutely. There's there's um a lot of different ways to structure a bid. Um so uh we can do those things that you can even see what those costs are before accepting those costs on you know on on the day. We would just need to know the I would say generalized program of of kind of what you what you think might be in there just so that we can rightsize the amount of space that we would add on. Are we adding on 4,000
089square feet? Are we adding on 10,000 square feet? Um we just want to be somewhat prepared for that. Um we can take that through design and then isolate that number so that on bid day you can see the value of okay you know the whole the purpose-built part that we need today is x amount of dollars and to take it one step further is another one two whatever you know numbers are and then you have that choice before uh in accepting a bid whether you want to do that at that time or not. And if you have more questions after tonight or whatever, feel free to um get them to Randy, Steve, sorry, whoever that may be, and we'd be glad to to try to answer those for you. >> I have some more questions,
090and I guess others probably are good, too. I don't I don't >> I was curious if when you're looking at the layout of the building if there's access to natural light in that middle corridor >> uh in the renovation or the new building >> either both I think in the in the renovation there's a strategy called um it's called a solube is the Kleenex name brand of it um but it's basically a tubular daylight system so if you've been into Mstead or Valerius in the collabor areas. There's natural daylight that's just a little disc and it's throwing daylight into those collaborative spaces because they are further removed from windows. So, in the existing space, um you could go ahead and add those in key areas to bring some natural daylight in. Um and then on
091the uh new plan, uh some strategies are grabbing daylight from what we call a clartory. So, a pop up in the roof to allow daylight to come in from above. So, like for example, these orange ones in the middle are conference rooms. So people are in there for an hour at a time or so, not working in there, you know, for six hours or so. You could bring in daylight maybe. Yeah, you could have. Yeah, there can be daylight in the board meeting for sure. Uh boardroom. So bringing daylight in from above and still providing some views to the exterior is definitely doable. Um even if you have a little bit wider footprint. Um but again, this layout here is there's bunch of ways we could do that. We can make it a longer linear
092building or a building with wings, for example, to get even more skin. There's always a cost trade-off. The more building envelope you create, the more expensive it is. So, a compact footprint saves a little bit on energy. Less building envelope. Uh, but daylighting can be a challenge. And so, there's a few strategies of bringing it from above or um or just having borrowed daylight so you're seeing through glass to see another window. And does this give some flexibility for people? I'm thinking if everyone has their own office and there's 10 people and 10 offices, then you're kind of maxed out immediately. Does this give any flexibility and and to both designs? >> Yeah. Um I would say more so in the renovation than in the in the new um again because we're trying to be
093the reason we do that program is to be purpose built here. Um I will say in the in the renovated uh uh condition um there are you'll just see in the weight the white areas there there's a lot more not being used right but that's because we're trying to >> existing walls and things that we're trying to avoid um or work around and so okay this is how many offices we need we can put you know we can push that in there we can certainly take up more area we can even make those offices larger Um or we can uh you know rightsize things and you can infill those spaces with additional office or you know um so that that's one of those trade-offs. That's one of those u compromises uh is how you how
094you deal with that. Um the other piece of this is in the new build we are showing addition opportunity either to the north or to the south right and we kind of have this kind of public private uh kind of organization. If we add depending on the type of space we add here as you can see in the layout these are all accounted for in that in that space program in the in the professional development that we've worked with. Let's say you want to add five more offices to the north. Aside from trying to shoehorn them into an existing space that may or may not fully accommodate that, um you may be back in a um what I'll call a disjointed kind of addition. Well, we have all this area planned improve, you know, area
095for for improvement to the south. Um I know it's only maybe 100 feet to walk there. and our wellness program. >> But um but now we've lost the efficiencies that we just worked through that that workshop into that bubble diagram to get people for their collaboration for how they work on a daily basis. So you begin to lose operational efficiencies again or you're moving more people around and you're doing more renovation, undoing things that we just did in order to get you back to where where you were. >> Yeah. Yeah. So it's it's a little bit of a chicken and egg kind of thing is like okay how much how much flexibility do we plan for? How much extra do we plan for versus you know what's right sizing it today. >> So I fully
096aware that this is not a building that I will work in daytoday. It's not my office. >> No. So I'm Steve I wonder if you could speak to the pulse from the cabinet of their feelings on renovation versus new or pick on people but I was curious for the people who be working in the space what is your feeling? I guess my my first brush Margaret was their task was guided by DLR into this layout of where they felt it was the most efficient. I don't think it was really so much um new versus rebuild, but what would be the most efficient and effective >> for the for the for the building itself. I think that's what led the discussion from do. Either way, um there was, I think, a real desire to have the
097internal part of the structure lead itself to be very um user friendly, not just for the people that come here every day, but also for those that come here for professional development, for parents or community to make it uh more user friendly so when they come in they know exactly where the offerings are that will provide them assistance. >> So that narrowed it down to two >> narrow it down to two. Yeah. >> Yeah. And maybe maybe some some of the folks that are here would have would share more of a desire. But I will say, Margaret, that they really embraced what uh the three from DLR provided in moving Eric called them bubbles. Julie and I call them dots, but moved them around to where things made the most sense for those that walk
098inside every day. >> It was it was a really great exercise, I thought. and I didn't participate to the extent that they did because I didn't have the point of reference, but they really had good dialogue on how to man maneuver this so it made the most sense for the district and not just short-term but long term also. Margaret, >> thank you. >> Is there anybody that wanted to add? See, no. >> I I would add something just the between the two offices that we currently have, we have about 30 employees that come to this work office and work in this office every day. So, when you think about adding, you know, more professional development like they, you know, Eric spoke about, we have a lot of parking right now for everybody. So, that would
099definitely be a consideration as you build larger professional. It would be very beneficial to have larger professional development spaces, but then you need the parking to support that because, you know, the the parking that's there right now is taken up with just the people who are coming to work every day. >> Um, now they leave, you know, at 4 and 5:00 and then if we have board meetings and things that definitely, you know, people wouldn't have a problem after hours parking. So, that's something to consider. Is there a plan for the administration to make a recommendation to the board on July 13th as to which option to choose? So, I know we can crunch the numbers, but I'm just under just wondering if that's on your radar >> for the administration to make a recommendation.
100I guess I don't know that that was part of the discussion. Um I think the the what has been guiding this focus was an a large amount of information for the board to make a decision on how to spend >> that money. >> Okay. >> And clearly those that come here every day will be would be thrilled at whatever decision that the board would make because There are some inefficiencies. It one of the first things that that I hear is when this board needs to find privacy for let's say a closed session, you have to go out in the weather in order to find some place where it provides that confidentiality. That's not real efficient and maybe kind of a pain at some point in January, you know. Um, so clearly there's a lot of
101things that these folks look at, but also what's good for the board as you're leading the district and providing that leadership on to so you guys can be as efficient as possible as well. Because let's let's just face it, whatever the decision is made, it's going to be kind of the um the pearl uh for the community to u gravitate to. Whether it's talking about, you know, getting some guidance from a variety of folks here, whatever the case may be, it's going to be the nucleus and then disperse to the schools as as needed. So, um, these guys that I think have, of course, I've known these guys, especially Eric, for a long, long time and trust the guidance that he provides in leading Urbanddale Community School District into providing the most um, like I
102said before, effective and efficient facility. >> Yeah, they I took the polka dots and they made both scenarios work really well. I think that's something that, you know, everybody that was in that meeting would say that, you know, we were able to tell them what we wanted and based on their designs, they'll make, you know, all of our asks come to fruition. So then it's just the logistics part that, you know, you guys are going to wait. And when I said Pearl, what I meant by that, Margaret, is a place where the the the community knows that they can get information quickly and effectively that is representative of all the folks that are in this room because certainly the what the schools are where it happens, you know, because it's the teaching and learning, but
103we can disseminate from this in this building where people can get the most information as quickly as possible. >> All right, we'll move to the next item on our agenda. >> Thank you so much. >> Thank you guys. Middle School dance. All right. The purpose of me coming to you tonight is for the recommendation for the final nine electives for the middle school. we've been bringing the others as we've done other curriculum reviews when it fit into that uh group of reviews. And so uh just as a reminder, this work began last spring in 2025. We started by holding focus groups. We sent out surveys to students, staff, and caregivers uh related to the middle school and the elementary uh caregivers. Um and then we also did a competitor analysis to understand what do other
104middle school schedules offer in their electives and then what is the staffing that corresponds. We also uh met across this past fall um with a work group that included staff and parents. We held three meetings. In those meetings, that group made a recommendation related to the elective philosophy, which as you might remember includes sixth and seventh graders. uh getting electives on a wheel and then eighth graders uh having options that they get to um make preferences related to related to the electives that they have in their schedule. And then this past winter and spring has been about that master schedule development. But the work that I've been leading and facilitating has been around those 24 electives. And so I'm bringing you nine of them, remaining nine tonight. And as a reminder, the goals of that
105work was uh primarily those bottom two uh related to this these curriculum reviews, which is unique programming uh for 68. Um and that was part of our most current strategic plan. uh that unique programming and then addressing unmet needs and 6A programming based on the feedback from those stakeholders that we collected feedback. This also corresponds and aligns with the district career and academic plan and building self-awareness uh during that explore phase of our framework for sixth through 8th grade where students get to a variety of different uh experiences to build off of their interests and strengths and then introduce them to career pathways and connect them to real world applications. And so, uh, the nine courses, uh, that I'm bringing you tonight, uh, six of which are new courses to our system, um, are up
106on the screen and the grade that corresponds to that offering. And as a reminder, there were other courses that we brought to you, uh, earlier this spring as we were doing those other reviews. The standards that were used to develop the courses were the nextgen science standards. We also aligned to the career and technical education standards and then technology fine arts and then all of the electives have employability standards interwoven into them. So the recommendations based on uh each of the courses uh continuing to lean into project lead the way we currently use uh for intro to coding computer science for innovators but then we're adding the new course medical detectives um for sixth grade which is a high impact course where students work to solve a mystery of how everyone got ill at a
107picnic. Um but they learn all sorts of different um things related to the medical field and have the opportunity to dissect a sheep brain. Uh in seventh grade, uh they were leaning into a current course offering that we have through project lead the way for automation and robotics. And that was largely due to we have most of the materials related to that course and we've invested in that over time and so want to continue leaning into that. uh in that course. Uh and then we're adding cyber security as a new course in seventh grade and leaning into cyber.org for an instructional material for that. And then in eighth grade, uh code HS for game design. That would replace a project lead the way course that we currently have that's app creators. This takes on more
108of a video game creation uh feel to it. And then eighth grade forensics, which has been very popular and student selection and request uh leaning into NASCO education for that. And then eighth grade animation and digital production, those uh instructional materials are being developed at the district level. and then eighth grade world language exploration. In that course, as you might recall from a previous presentation, students get a tasting of each of our lang for world language offerings at the high school. So, they get Japanese, German, and Spanish um and the culture related to each of those languages and that's being district developed. And then for eighth grade healthc care explorations where they our students will get the opportunity to um dive into veterary medicine personal training and then the healthc care field um with very
109interactive and center stationbased learning um and that those materials uh our recommendation is Paxton Patterson. And then uh for the eighth grade course that's required for all eighth graders moving forward which is career but also um high school planning and postsecary readiness is that getting ready to sore course and we're leaning into junior achievement our partnership with them. Uh they have two sets of instructional materials and then also Zello who we also work with uh currently those are those nine remaining courses. What questions do you have for me? >> Can you speak to some of like the ongoing costs with each >> do some of the incidentals seem like they were expensive per student or for a group? >> It is expensive. Uh for example, the Pax and Patterson materials uh are expensive. The majority
110of them are not consumable. Uh so it'll be a one-time initiated cost. Uh project lead the way historically uh expensive. Um and so we did price each individual item like on the consumable and the price was very similar. Um though we think ongoing we won't need to buy or replace all of those consumable items and so we will not just be buying the consumable package. Each year we'll be pricing and buying uh the items as they come up. >> Yeah. >> But I would point out their copyrighted materials. >> Yeah. Yeah. I think like gloves and stuff. Uh we did price all that out. And what we tend to find is while we might find gloves, I'm just going to use gloves as example. We might find a box of gloves cheaper somewhere else. There's
111another item that Project Lead the Way is selling that's cheaper that we can't find elsewhere. So, it tends to kind of balance itself off. Also, when we buy from one provider, the shipping and handling costes initially are one shipping and handling charge. That's one thing as a department we've really worked to decrease is the number of times we're reordering something because every time we reorder, we incur a high shipping and handling cost. So, we continuously try to be more accurate in our ordering, so we're not reordering anything. Um, so yes, uh, we did do some price comparison and ended up we're going to stick with the consumable package this first go around. >> Yeah, >> these look like they'll be fun. >> Yeah, super excited for the opportunity our students will have. >> We have
112any public comments? We don't, but we've been meeting for about over an hour and a half. I was wondering if maybe a five minute break would or recess would be something. >> Yeah. All right. We'll come back at 7:41.6 like 11:43 there was no public comment to bring forward the consent >> hower. Okay. >> Santiso. >> Wonderful. This will be a roll call vote. Do we need to do them, Julie? >> That's okay. We got it. Thank you. >> So, we'll start with Hower. >> Yes. >> Santiso, >> yes. >> And I swipe, >> yes. >> Williams, >> yes. >> Young, >> yes. >> Okay. Motion passes 5-0. >> Okay. Our next action item is furniture purchase for Urbanell High School. >> You've been so patient. Thank you. Yeah. >> So, I want to give
113a brief introduction before Tim takes over because they are very excited. Um, but each year our buildings are given the opportunity to submit PEPLE requests. Um, and then we look at the building's needs and wants and and see what the district agrees upon and then bring it to the board if it's above a certain amount. And so, Henry Wall um and Tim Carver are going to present tonight on um their project. And I know they're very excited because Henry's put a lot of thought and um effort into this project. So, we're excited to hear from him as well. And this was kind of a free Henry is a aspiring architect. Okay. So like tonight this was like like free lessons for him to see what the architecture world was. So so thanks to Eric and
114his team. >> You need an intern Eric. >> Yeah. Seriously, don't trust me. We're we already made an introduction early. Um so really we're here just to give you a brief history on our PPE proposal that has been that Dr. Daka already accepted, but then what why we're proposing a particular um uh vendor that that we're looking for to support our work. And so I'll lead the a little bit of the history and then we'll let Henry take over and bring us home. Tell me >> first of all, what's that? >> Tell me when you need >> Go ahead. So the first piece uh the building as was documented earlier about 20 years old in some of the spaces we're talking about. Um this the main kind of hallway area. The science pods were built
115a couple of years later as we demoed parts of the older uh building uh in the west science pod furniture which you'll see in the pictures was built were bought through Amazon just a few years ago. You'll be probably surprised when you see the pictures that they're only that old. Maybe not surprised. Um but uh when when and just for a bit of history um we'll share that the the building um was never properly outfitted with furniture at that time like we do now in our current buildings and you'll see some of that as we go through. So so we're looking for our primary adaptive learning areas uh to be better outfitted with high quality furniture. A little bit about adaptive spaces. Um these are these alternative learning spaces. So we think about the pods
116in our areas have been in our building. We've got pods like the freshman pod, math pod or two that that are affected. Um obviously they're more flexible. Uh they encourage movement and and collaboration between kids and also with with teachers. teachers oftentimes um will use those in ways that uh give kids a chance to get out um of the classroom space, maybe do some group work, uh projects, some of things like this. Um and it empowers accountability for our students. Next slide. Uh some of the examples of really awesome adaptive learning spaces, one of them you'll see familiar with our district. The other one is actually in another district. Um and uh you'll see Valyriius and obviously uh it fosters community, great opportunities for people to collaborate, feel like they're really in a space that
117welcomes and engages people to to be learning. Uh so you see that on the left with uh Valyrias. Um and then you see Johnston High School and and both Henry and I at different times have had chance to be in that space and see and maybe some of you if you've been for show choir or whatever and we could have put Northwest well doumented high schools that have um places for leisure but also for um interactive learning that can take place. Now, here's the current state of our pods. Katherine will probably recognize some of these tables. Uh they've been around. I think they got moved over Katherine from the old building. Those white tables on the right in the world language pod. You'll see I mentioned before the couch that that's two and a half
118three years of use in Yes. This is in our current pod and then in one of the science pods over there uh off to the left. So this is the current state of where we're at right now. And again I can't explain why they weren't ever properly outfitted but I I've kind of recently with really empowerment of students like Henry se said why are we not having the space that we should have for our kids to have the highest quality learning possible to match what our teachers are doing match what our curriculum's doing and match what our kids are doing. Next slide, please. So, we also have this other unique thing in in that we have about well, I think we have eight classrooms in our building that aren't on pods, but they actually go
119out to the uh the hallway. And currently, of course, we've got about 1,600 lockers that about, you know, maybe a sixeenth of those, if that, get used anymore. Most everybody uses backpacks, and that's true everywhere you go. If you were to ask these guys over here, I'm sure they're not designing uh hallway hallways anymore with lock or filled with lockers like we have now. So, what we're proposing is um removal of some of those and having these adaptive learning spaces that that Henry documented um in the slides you've seen thus far and you'll see more in just a second. So, we're proposing just in these couple of spaces removal of about six bays of lockers and then replacing with adaptive learning spaces. Okay, so bringing us up to today. So Henry and I hatched this
120idea and I'll have to give his ELP teacher, Miss Foresttol, credit for connecting he and I because she knew I had this idea about these the lockers and removing them and and then she knew Henry wanted to be an architect. And so we got together and and uh and really everything you've seen thus far, including this picture right here, and if any of you well all of you have probably sat down with Dr. Dhaka, she knows her stuff and you don't just go in there half-hazardly with your your documentation or your proposal. And Henry and I sat um and and gave the initial proposal for why we thought this would be something to consider. Uh what's it been about a month ago? >> It was May 7th. So yes, >> it was exactly a month
121ago. And so Henry and his I got to tell you the story. We're driving over and I said to Henry um so I'll we'll alternate slides and Henry made all the slides like what you're looking at now and he said you know what I think I got this Mr. Carver and he literally did went through the whole thing with Dr. Dhaka and she was of course blown away with everything that she saw. So with that, go on to the next slide. What we're what we came back with uh or what the company we work with, which is workspace. Um they c brought back three proposal all proposals from three different manufacturers and they uh essentially, you know, they're all comparable. Obviously, it's all better than what we have right now, but we're here tonight to
122make a case and really Henry to make a case for why we think the steel case and which is has anybody here been to the Wilk building out in Walke? familiar with the the Walke Innovative Learning Center. It's their It looks like a big spaceship. It's out by their new concert facility. It's their it's their essentially uh workplace learning building. Um we'd been out there to visit Henry as part of our research and you know fell in love with really this highend high quality space that they have for their kids and uh that happens to be the company that's in the group one group. So, with that, I'll turn it over to Henry and let him tell you why we think that's the one that we should be going for. >> Cool. Excellent. And with
123the different groups, I wanted to line them up. So, group one is, of course, the steel case. And those little circles are different pieces of furniture in these proposals that I want to highlight as being the best of the three that I've picked apart with group one here with the table, the chairs, all being the highest quality. And later I can argue why those would be over the other two groups can go. Here we have more tables and chairs that I put above the other two groups in the science pods where that couch photo was taken. We're thinking of replacing it with those different types of couches that I think are going to be higher standard than the other two groups. And here is the lockers where we take them out. We remove the bays.
124We can put furniture in like this, which I also circle all the group ones, seeing that they would be the best of the two other options. And now, here's why I would think we should all choose group one. I was thinking longevity of the furniture based on the couches in that science pod. I know that if we have more durable materials, they'd be able to withstand student use for a longer amount of time, better functionality, like the side tables. If you can go back a slide, if you look at the side tables in group one compared to group two and group three, you can see that the group three side tables have a lot smaller area compared to the group one. And the sturdiness of the side tables are also a lot worse. Where if
125you have a Chromebook sitting in front of you, you don't want it to like wobble a lot. You want plenty of space for a Chromebook and a notebook. And that's why group one in this example would surpass group three. go back and versatility and use appealing to main niches. I know that students like to move around. They can fidget a lot and with swivel chairs like in the pod spaces, I know that they would not be distracted by other students compared to distracting themselves with swivel chairs. And I think that'd be really beneficial for them. And more niches would be you can move the furniture around with the wheels or stag legs depending on the surface they are on. So if different students want to work together, they could move around. And longevity and design
126based on how old the high school is, this furniture should be able to last another 15 years based on durable materials. And talking about noise, you said that the hallways were terazzo flooring. I know that if you have wheels on the hallway, it would be really loud and you don't want to distract the students that are working inside the classrooms. And with carpet, you want wheels in that case because stag legs would then maybe tear up the carpet, break the legs. So, could you please go back to the >> hallway space? So, if you look at the chairs in the top in group one, you see that the stag legs are all connected at the bottom. That makes the chair more sturdy than they would be in other two groups. In group two, you can
127see those chairs have wheels on them. I think that'd be a pretty bad idea because it'd be really loud if you can go to the first slides here. You can see that with those tables, the stag legs on the carpet. If you have many groups of chairs of the such, it could tear up the carpet. And you would want wheels in that case because it makes it a lot easier for students to move around and it encouraged collaborative working >> and go back. And I was seeing out the three different groups we have, the steel case just matches what UHS feels like with different metal tables and such. The red, white, and blue color scheme that I think we just show this is our high school. This is what we have to show our students.
128and I would be really proud if I can work in those different spaces. I just feel like they belong here. >> Thank you very much. We appreciate your time and your consideration. Um, and I want to say a huge thanks to Henry. He really did a a ton of great work to make the initial proposal that was accepted and then bring us to where we are today. So, great work, Henry. Thank you. Appreciate it. Any questions you have for us? >> I can tell you why. You surely remember 20, 30 years ago. >> Money, money, money. >> Yes. Yes. We got to that point where >> So, yeah. So, a lot of those tables were originally uh desktop computer. >> Yeah, >> that's what they were originally. And um >> it's your desktop monitor. >>
129Yeah, we needed one. >> And so then they were just reutilized and Eric will remember this. We originally in the library even had we had a wooden floor that was tiered >> so that we had desktop and that, you know, I think probably illustrates the fact that we tore that out. It's been completely repurposed because everybody now has a Chromebook. But we couldn't foresee >> in 2008 2005 all that >> that things would change that dramatically >> to your point about expense more expensive higher quality the library furniture. >> Yes. I was just going to say >> is the original. >> It's >> and so it's moving in on 20 years old and it is still >> Yeah. >> And that was because we got it from a company like Han. >> Yeah. I can't
130remember the company, but so I would completely advocate for higher quality >> um given the use that they're going to get. >> And u I really I really appreciate your logic on the wheels. >> Yeah, >> because I know you would never do that, but I have seen students race >> always. Yes. >> So very thoughtful. You did a really good job. >> And Carrie, thank you. So in looking at the presentation >> couch itself for me is like an aha moment, >> right? >> Yeah. >> What was your aha moment that inspired you to actually start this project? >> How far do I want to go back on? >> This whole thing started as the ELP bill semester plan that I had with Miss Boristol and then eventually got me into working with Mr.
131carver on this project and then going in >> field trip. Yeah. >> Out to the well. Yeah. >> So, I was looking at the different couches. It wasn't like to convince that we just currently have furniture and we don't need to do anything. I was seeing that with what we have, we need something new. >> Yeah. >> And if we can get rid of the couch and just replace the entire space, that's like the whole purpose of this project. One of the things I want to highlight with Henry as well is that how he's been focused so much adapt the adaptive learning space concept came from Henry. I mean he researched it and found it. He he even went and he pulled because he has a little sister that's a seventh grader. Is that right?
132Yes. Or just now an eighth grader >> and and was able to get them uh a bunch of her friends to fill out some Google forms that he made up to get their feedback as again real like I said Dr. Daka blew us both away when she came back with, "Yep, we approve this." Because, you know, we didn't know, but but you know, in hindsight, you think Henry really has done a did a great job of, you know, identifying that this is really about high quality learning and those adaptive spaces and and again then like you said with the fidgeting and those things, you know, that and matching with the quality of work that we want our kids to do. So, And do you think that the most expensive it's about 30% more in cost
133than like Bahan which you know would I know is a reputable >> Sure. >> business you know they make high quality >> product >> you know so is it that $30,000 is is a pretty big number for it is a very similar product. Is it really 30 do you think you really believe it's 30% better? Because why? >> Well, you can look at legs versus wheels compared to group one, group two of Steelcase Anahe. You can see that one has wheels on different pieces of furniture. One would have static legs, different pieces of furniture. >> I'm thinking if we need to eventually replace the carpet, would it is it worth it just to go for static legs and eventually have to replace the carpet that could eventually go over the original price for steel case?
134And the other thing that really stood out and and uh is we mentioned the the Wilk facility which is it's the premier learning space in our well for sure in Dallas County but I think in the whole western region and um when we learned that that that was uh the organization that they originally worked with. Um and we Henry and I got a chance to go out part of that. Um I'm sure some other educators that are in here have been able to be out there. um it really stood out to us that that uh this was going to be, you know, the one that we really wanted to move forward with. And again, like Henry said, the building clearly, I mean, DLR designed a great building. It's a great classic look, and this is
135just to really complement that that, you know, look, that look, that work um to do the best for our kids. >> Is this an action item? I would move to approve this furniture purchase for the high school. >> Were you specifying which one? >> The recommen call vote. We'll start with Santiso. >> Yes. >> Ben, >> yes. >> Williams, >> yes. >> Young, >> yes. >> Hower, >> yes. Motion passes 5-0. >> Good work. >> Thank you very much. >> All right, we have Teachtown Encore Partnership up next. >> It's like a real tough presentation to follow. Um, I'm Mary Clark and I sat here exactly a year ago um, June 9th and asked the board to approve the purchase of Dtown Encore for our dynamic learner program. And um, you did. And this evening
136when we started off the meeting and we went through our district uh mission and values, I was struck by how uh how that purchase and the implementation of it has really uh brought that mission and those values alive for some of our most vulnerable learners, which is really exciting to me. Uh we've worked hard this year with implementation and our uh our account manager or our customer service representative uh has we've had a lot of communication through the year and he asked if he could come out and visit. They were putting together our endofear numbers and he said they were really impressed with our first year implementation and wanted to come and visit some classrooms and see things in action. Um so these are uh just a few of the of the highlights that um
137he brought with us. Uh our students have mastered more lessons than likes districts and our skills mastered is below uh comparable districts but that's expected in year one because we don't have the history that we've built upon. So uh it's exciting that comparing ourselves to other districts of the same size. Um the fact that we're mastering more lessons really shows me that our teachers are in the curriculum. They're using the curriculum and they're implementing it in a really impactful way. Thank you. Uh lesson mastery. That's that uh piece that I just talked about. Uh our account manager pointed out that the sixth through eighth grade math improvement is the highest he has ever seen in his entire time um doing this work. Uh so I made sure to uh point out to our middle school
138dynamic learner teachers that they were just absolutely rocking it. Uh our lower pre-est average compared to similar districts is also expected for that uh first year uh implementation. So students take a pre-EST and a post- test at the end of every unit. And again we don't have the history. They've not done previous learning within the the curriculum. So their pre-ESTs are scoring lower than comparable districts, but um while they're scoring lower, the average percent of improvement is higher than similar districts. And go ahead, Julie Tara. Next slide. And then our student progress, we're seeing student achievement uh in all four domains, math, ELA, science, and social studies. and um and not on any report and uh not in any numbers. The most impactful thing for me when I took Craig, our account manager, around the
139district, we visited some different classrooms. Um a couple knew that we were coming to observe and a couple did not. And he asked, "Tell me what's working. Tell me what you like. tell me what's good and give tell me what's challenging and not working. And I heard over and over and over again um this has reduced my workload as a teacher. I'm providing better core instruction, more aligned to Iowa essential elements and it's uh I'm investing more uh less time for a greater impact. So after at the end of our visit um Craig asked if we would consider a partnership with them. they would like to highlight Urbanale Schools and their uh our implementation in there's a sample of their promotional materials attached to the uh to the action item tonight. Uh so um I'm
140happy to answer any questions you have about our implementation. Uh and when just like I I think this is this information was provided in the original we were supposed to do this back on May 18th storm night. Uh the the company has assured us that we would have final say on anything. Uh basically we answer some questions, give them information, they put together promotional materials, we would have final say on um anything before it was before it was published out. >> Do we need compensation for this? >> Um board policy actually says that we're not allowed compensation. >> You as a district. >> So maybe if we want to go to that, that could be like an action item for next time. So, no, no compensation. Great student results. That's our student That's our compensation.
141>> Thank you. >> Other questions? Anything? >> So, we do have an action item to take to approve the partnership with Teachtown so they can highlight the amazingness of Urbanale. >> So, moved. >> Do I have a second? will second. >> All right. All in favor, please say I. >> I. >> Opposed? Nay. Motion passes. >> Thank you, Mary. >> Thank you. >> All right. Next up is to approve the strategic plan for 2627. We heard from Director Wood. What questions might we have before a motion? I did. I'm so sorry. >> No, I did. I just want to tell you I took a peek chronic absenteeism and it's been hovering right around this number for the last couple of weeks. We're looking at about 18% for our actual I can't imagine that's going to
142change more than a percent either way before system. >> Just to give you a rough idea of where we are. Thank you. I mean, I'm hopeful you can see in our strategic actions, >> just a lot of it is a focus on continuing to refine some practices we had in put in place this year and then really going after some of those school climate pieces um that we highlighted in. >> I would move to approve the strategic plan for 2627. I'll second. >> All in favor, please say I. >> Nay. Motion carries. >> Great. I'm gonna grab my computer. Um, I've shared I shared the Google document with them and then also I've added the PDF of all of the tabs for the appendices to the agenda. >> So, um, you know, the board members
143are able to view that. So hopefully >> I I thought it might be helpful for you to know like when I scan the K12 handbook, most of these updates are nominal like just the which board policies we review this year, changes to the educational equity statement that I'm assuming are legal in way updating some words um just to make some things clearer. We made um adjustments to early dismissal times, so getting that updated. I know the Chromebook section did not change at all. Metro West, very little, Adventure Time, very little. Preschool, a few health things that I'm assuming were probably legal um things and then code of conduct. Stephanie, I don't know if you just want to give like I feel like mostly any changes in code of conduct have been just around clarifying situations
144that have come up that didn't quite fit somewhere. >> Yes. Just updating some language and and making things a little bit easier for um our deans and also our students to find where things fall. Just just kind of clarifying some items and responses. >> I also don't want to put you guys on the spot to approve >> very lengthy documents that you have. So I don't know if anyone else needs more time or >> just changes in red. >> I also just exciting work if as soon as it is. It's ready to go on the website in a um visually accessible, searchable, translatable way. >> That's fantastic. >> Uhhuh. It's We're hoping it's a huge upgrade. We're anticipating there to be of course some bugs and snags as we as we get that going. Um
145but huge improvement in our ability to keep everything current. I'll move approval of the 2627 student parent and handbook once you had a chance to Move Chris approves. I approve. >> I'll second that. >> Okay. All in favor, please say I. >> I. >> Oppose. Nay. >> Motion carries. >> Thank you guys. >> I didn't think you said. >> She didn't say nay. >> For the record. >> All right. Next up is approving student device content filtering solution. We have um Jeremy in the other room. >> Hope he's watching the screen so he'll be able to step in. >> No question. >> Oh, here he comes. >> Throw some at the door. >> Hello. >> You don't get paid double for doing two things. >> I do not. Um we're looking to switch from go
146guardian to light speeded um various reasons uh related to it'll give us some better functionality uh some things of data that like data analysis that will be a benefit to teaching and learning. Um the support experience will the Google guardian support experience has not been the best for us. So being able to have some flexibility with that, they've already been working with us on implementing some request features that we've had with them as part of that. So um just in general, yeah, that's kind of what we're hoping to do. >> What questions do we have for Jeremy? >> Looks like an upgrade. Uh yeah, we're excited about it. >> Yeah, I would move to approve the new uh device content bel second. Okay, >> this is a roll call. >> Yeah, we'll start with Josh.
147>> Yes. >> Williams, >> yes. >> Young, >> yes. >> Siso, >> yes. >> Motion passes 5-0. >> Thank you, Jeremy. And our next set of items is from our nutrition services team. >> Hello. >> Our first uh the first action item I am bringing is meal prices for next year. Um as you guys know that our department have to function as a self-sufficient department. Um so general fund cannot help and we've been fortunate that in the last couple of years we've had excess funds um that I recommend not increasing our meal prices for this upcoming school year just because of our excess funds that we actually have to use up. Um there's a couple parts to that. So keeping the meal prices as is for breakfast and for lunch for next year. Part two
148would be increasing our milk for as an aloc cart or for anyone who's bringing a home lunch and they would like to purchase um from 50 cents to 55 cents. That has not been increased for almost a decade if not more. Um so with how food cost is increasing and our u milk price escalator keeps going up, I think it's time to increase it to 55 cents. Most of all schools in the metro are going to increase it to 55 cents just because of of that. And then the last part is something we've done this year to also ex um use up our excess funds is to absorb the cost for reduced um student eligible students for breakfast and for lunch. So we are I believe we are able to start the school year um
149with the same um under as long as we re-evaluate or um beyond the new director re-evaluate mid year just in case. As you know our salaries increased and food cost continues to increase but as of now I think um we are able to to do as well. And speaking of new director back there spot is Becca. >> Officially we'll start July 1st as I transition to Monday. >> Thank you. >> I would move to approve um this the recommendation from nutrition services for 2627. >> I'll second. >> All in favor say I. Those >> nay. Motion carries. Don't go too far. >> Our second action item is to approve the meal prices for adults for next year. That is federally set u based on a calculation for performance-based reimbursement and the USDA food meal rate.
150And this year it came at $5.14. I recommend rounding it up to 515. Due to lack of pennies and change and whatnot, it'll be just easier just keep it at $55 and that is an from $5 this year. >> I move we approve the cost of the adult lunch price 515 for the 26 27 year second. >> All in favor say I. >> Post nay. Motion carries. >> The last action item for tonight is approving the renewals and the new contract for this year. I am going to say I apologize. I did forget to add one more bullet under the renewal agreement. It is at the in the attached document. It's for the prime and chemical vendor. When I worked on the packet, it was not going to I didn't think we're going to get
151it on time. It was going to be pushed to July and then it was a last minute. We received it. So, I apologize. I forgot to add it on top. Uh but the only new contract for this upcoming school year is for bread purchasing. Pan of gold uh came back with much cheaper prices than our current vendor that we've been using. Um so due to procurement rules and being in a buying purchasing group, even though we can make our decision to stay, I could not justify just because it was a big price difference. Um I've heard great things. We've gotten references from Hannah Gold and I personally have never worked with them. Uh but I've heard great things from neighboring districts who have. So pretty exciting um to do that switch in that sense to
152save a little bit of money. Everything else is a renewal for this upcoming school. >> S move to approve the annual grants and updates. >> Williams second. >> This one is a roll call. >> We will start with Williams. >> Yes. >> Young. >> Yes. >> Kendiso. >> Yes. Sorry about that. Motion passes 5. >> Thank you. >> All right. Next, we'll talk about our wage schedule language update. So, we bring this to the board uh to really um open up a little bit more than we currently do for student workers. Uh for many years we've had u given the the opportunity specifically in IT to help during the summer with a lot of tasks that need to get done. Um we we have recently had a little interest from some students around uh some
153other areas and wanted to as we as we contemplated this really couldn't think of any reason not to expand if if we can. Nobody is going to be forced to hire a certain number of workers or anything like that, but uh we may see some benefit from that in a few other areas. So, we want to just expand into saying operations workers in the summer. Um one of the things that does happen in a few of our departments is that a lot of vacations are taken and uh at times it's hard to get everything accomplished. That could fill some gaps for us um both in custodial and maintenance and ground specifically. So, we would just ask that um you change this title to what we have it listed as here uh student workers for operations
154departments and it just opens it up a little bit questions. I move we approve the wage gauge the wage schedule language update. You like to second >> another roll call? No. Okay. All in favor say I. >> I oppose. Nay. >> All right. >> Lindsay, will you join us to talk about an addition of an interventionist at >> Thank you. I'm Lindsay, the principal at the middle school and I am seeking to add an intervent inter interventionist position at the middle school to support math. We are fortunate enough fortunate enough already to have a one academic interventionist that serves the middle school. Um that person I think was initially hired to do reading intervention um as our K6 reading um law well as the law then started to include sixth graders. Um so this intervention
155position was was somebody who could support reading. Um an intervention position serves smaller groups of students um that have targeted needs. Um and these groups are very flexible. So as their needs change, the groups change. So this happens all throughout the year and it's based on screener scores. So that fast screener um in addition to some diagnostic assessments that we also give the students. Um in the past year the math the law the math council law has moved up to sixth grade. So we are required to give interventions in math um to our sixth graders. We do also give interventions to our seventh and eighth graders as well. Um we do have a a structure at the middle school called U time which is like a wind time. So there is an intervention time where
156our core teachers are offering intervention supports. However, our our interventionist position kind of gives that next layer of support in the MTSS structure. So our um individual currently is trying to give some math support in addition to reading support. Um this year he offered reading support to 97 students and 24 in math. Um but when we looked at data um of our 19 students that would have qualified for math in math support from an interventionist in sixth grade, 18 were served. So we were pretty close there. However, when we get to seventh and eighth grade, um we were lacking with the interventionist support we could offer our students. So, um, 53 seventh graders did or would have qualified based on our qualifications for that intervention of support and only six were served. And then of
157our eighth graders, we had 63 students that would have qualified to get that intervention support and zero were served. Um, and that's that's just due to only having one person that you can only spread them so far. Um and we were spreading him pretty thin and um but he was able to serve as many students as he possibly could. Um so our our goal well right now se 24 like this past year only 24 of our 77 qualifying students received math support. Um what we would like to have is is a person dedicated solely to math intervention. So all 77 of those students could re receive math support. In addition to our reading interventionist being able to use those spots for students that are striding in reading questions do we have answered all >> okay
158have a motion to approve >> since he's all moved to approve the addition interventions at >> Williams second. >> Julian will lead us in a roll call. >> Young >> yes. >> Hower >> yes >> Santiso >> yes >> Williams >> yes passes 5. >> Thank you so much. Thank you for studying. >> Our students will appreciate it. Thank you. So, I uh submitted a proposal for the special education associate that's really focused in on um working with a student who is blind or visually impaired, specifically um one that's working on learning how to use Braille. Um, and so the the requirements of this position exceed what we would ask just a general um, special education associate. And not trying to downplay or say anybody's job is more difficult than someone else's, but there's a
159there's a part of reteing and um, developing materials and the knowledge around Braille, having to just looking at a Braille book um, like you and I may not be able to even determine what the book is. um without someone who knows how to read braille uh to tell us what it is. And so knowing that um being able to find the materials um being able to braille some items for the student. So if we're if we have something that's um you know coming up in foods class, we need a recipe to be put into braille. Um small projects, this person would also be able to do that. Right now we're currently, you know, we currently send out for those and sometimes you even have to put a rush on depending on how far in advance
160we can get um materials and there is a turnaround time to get those back to us. So um my proposal is for us to um hire someone that's more focused in that category um with an increase in uh pay from that general education associate. So it would be um a little bit of an impact on the district um but I think it would be worth it in the long run. I also didn't compare some of the projects the rail projects that we pay for um and what you know off put into that cost. So um there may be less impact on the district um but I would assume this would be right around I think they see the impact I assume. Um, so two questions. >> I would move to approve the um associate for
161the visually impaired student. >> Will you have a second? >> Also a roll call. You're back to Hower. >> Yes. >> Santiso. >> Yes. >> Ricewag. >> Yes. >> Williams. >> Yes. >> Motion passes 5. >> Thank you. Welcome back. >> Where did all my friends go? >> Uh the next item we have is for uh change order for HBC controls. So just as background again um come on up. >> I don't want you to be blown up here. >> Hey Sage. Um, uh, we've been engaged in a in a multi-year, uh, process to improve the controls at at Webster and the high school. And kind of as we talked about earlier, um, the the average lifespan for general equipment is about 20 years for for HBC equipment. So, um, all the things that are
162listed on the change order are not controls directly. They are all peripheral equipment that the controls uh, control. Um and uh and so one of the things that I always ask internally um you know as we go through projects and stuff is you know how can we how can we better anticipate some things right so that we don't we don't have these uh you know change orders or backend costs later and really the it was the evaluation of the equipment itself at the beginning of the project. This was really just a hey we need to update the controls so you know the system modules everything. Um we were going through a transitionary period um facilities directors and things. So um I think even for um for Mr. Clinton Smith um you know coming in to
163see some of these things whatever just not not not aware of the full scope of what was what was necessary. So um so anyway so you can see through the backup material there that um you know all of the stuff is like dampers and fans and motors and things of that nature that are being controlled. Um and so um while they're in there now it's will cost advantages to take care of those things and make sure that everything operates. So, so that's what I have. >> Do we foresee I know we never foresee any but I mean with this being more preventative do we this kind of the end of it? >> We are nearing the end of it. Um they are entering they're they've been actually working ahead. um this was spread out over
164a number of years um and u mostly due to our funding stream right July one so on so forth so they have been working ahead in some areas um to get ahead of some things um I do I do foresee that this is the we are nearing the end of this um but there may there may be a few things that straggle you know between now and um next summer which is the final phase um but uh not going I think we're we're clearing it for for this this area. So, >> I move we approve the change order for the HVAC at Caracres. >> Oh, I'm sorry. The high school. Yeah. Sorry. >> Start with Santiso. >> Yes. >> Ricewike. >> Yes. >> Williams. >> Yes. >> Young. >> Yes. Yes. Motion passes 5 Z.
165>> All right. Next project. Um so uh at Karen Acres, this is a little bit of I'll call an emergency type project, but um the the roofs at Karen Acres are aged in the the older areas of the building. We had done an addition there. I'm going say roughly the 2018 19 range prior to the homestead being the first So we that was the first project that we had looked at um of doing a renovation and um so we have some old areas of the building um and to start out just as roofing but in relation to um some of the HVAC equipment that is um integral to the roofing um in the penthouse up there um Mr. Smith and and us made a kind of a determination that it would it would be the
166best opportunity now to take care of those those equipment units rather than attempting to do that at a later date um when we now have the opportunity to potentially damage um you know new new roofing areas that that were just put in. So um so that's why uh the expansion of this project um some of the other compounding factors is um in the penthouse area up there those units um will not fit through the existing door openings um and the way the way the way that roof was put on in the original building by us. Um, I was going to ask you that. >> Um, uh, there's some there's some interdependency amongst the wall panels and the roofing system. That was one of the things that we were just reviewing this afternoon. So, um, in
167order to repair and change out the roof areas there, we have to do more de more demo work um, on the penthouse roof uh, walls system in order to get to that. When we do that, we're going to that issue so that in the future if you ever need to you will need to change the roof again, you don't have that interdependency. Um, and we're going to clean up some things uh in relation to that. So, the project will be will be more than probably what was originally intended. Um, but uh but we're we're aiming to get that all all kind of taken care of. I do anticipate we would have an alternate bid and this kind of goes back to a question that you had earlier about seeing pricing for different areas. Um, there
168is one section of the roof that is it's not experiencing any leaks right now, but it is an older section and and will be on the list in the future. So, what we're doing is um we're going to go ahead and and design that and get a bid for it. And then you will the board will have an opportunity um at the next at the next board meeting to see what the value of that is and whether or not that works within your financial structure at this time. If it doesn't, so be it. That's fine. But at least you know that you have that opportunity. So >> thank you, Eric. >> Yeah. So, I would move to establish a bid date July 7, 2026, 2 p.m. to receive the bids for Karen Acres. ES roof
169and HVAC improvements. >> Second. >> All right. All in favor, please say I. >> I. >> Opposed? Nay. Motion carries. We have three more >> and I'll move to establish a public hearing date of uh July 13, 2026 for the uh the for mentioned project at Karen Acres the roof and HVAC. >> Second. >> All in favor? I >> I opposed. Motion carries. >> Video boards. Um so at the last meeting um I had uh made a recommendation to uh reject the the one bid that we had for the video boards. Um and so this is to um establish a new bid bid date um for for a uh for that same package. Um the one thing that we are doing is um we've opened the the spec up a little bit on the control
170system of of how you would control or get graphics and things on there. Um so I think that will help with um the overall compet I'll say competition or the inventors that can provide uh such a system. Um and then the other thing that we want to evaluate a little bit closer is um the idea was to get this up and running by the new school by the uh new football season. Um that is possible with the video board system itself but the controlling the the um power infrastructure needs to be upgraded um to that. So what we are proposing is we would extend the the completion time um to allow more of that work to happen uh in an orderly fashion. Um and what they can do in the in the interim is um
171use generators or or temporary power to power the scoreboard so that you do have that for your first game and you'll be able to see that while the um while the infrastructure repairs are done in order to power that in a permanent fashion. So um that's that's the only uh two changes that we're making to those documents. >> Do we foresee a bigger difference than what we got last time or were we just kind of hoping that we might get lucky? >> Yeah. Um based on my research and talking to biders, um I do anticipate seeing a reduction um in the in the overall uh dollar amount. I can't tell you what that is. That's why that's why we're bidding it. But um but I do anticipate seeing um more more vendors um and uh
172and a hopeful reduction in in the overall cost. So it will still be an expensive endeavor, right? >> But just for the board knowledge, we don't have even if we get bids, we aren't obligated to to take anything. So we can always say no and walk away again if we need to. >> Correct. >> Okay. There's also quite a few neighboring districts who've recently done projects that would give us good data to compare to to see how our bids come in. >> All right, I'll take a motion to establish a bid date. >> Move to establish public hearing date of July 13th for the video board improvements project. >> What's a bid date? >> Oh, I'm sorry. establish a good date of July. >> Wishful thinking. >> I'll second that. >> All right. All in
173favor? I >> I >> opposed. Motion carries. Last one. Need a public hearing. >> Go for it. >> We'll move to provide a public hearing date of July 13th. for this project. >> I'll second. >> Thank you. All in favor? I >> I opposed. Motion carries. Who wants the last item? >> I would move to adjourn this meeting. >> Before we do that though, can we all just wave to Dr. Dao? Hopefully, she's she might be watching us on the stream and say we miss you and get well soon. >> Get better. And thank Eric. Thank you. >> Absolutely. >> Thank you. >> William second. >> All right. All in favor?