001Good evening everyone and welcome to the June 24th board of education meeting. If you could please rise for the pledge. To the flag of the United States of America and to the republic for which it stands. One nation under God, indivisible with liberty and justice for all. Thank you. James, could you take attendance? Yep. Uh, President I try again. President Mcdana here. Vice President Aldridge here. Secretary Summers here. Treasury Whitney here. And Trusty Gibson absent. Uh, Trusty Etches here. And trustee Capajourney here. Thank you. Any changes to the board agenda? I have none. All right. Scheduled public comment. We have one Marissa. Hi, good evening. So, I know the governance committee um sorry. Okay. Okay. So um sorry um I went to the um governance committee meeting and there was um discussion about so like
002when a community member or a parent emails a member of the board and like maybe they only send it to one person or two people and then um there was a lot of discussion about what should happen so that all seven members know what's in that email and it sounds like the board is thinking about adopting a policy, I don't know if it's a formal policy, it probably should be, of quickly forwarding any emails that anyone gets to all seven members. So, um, I just want to express like there could be circumstances or reasons where a community member or a parent might intentionally be sending an email only to one member of the board. they might not want seven people to see it. So, I'm asking for some discretion when we're deciding if we're going
003to, you know, forward a parent email um to everyone. Um that there's like some um some leeway in that uh depending on what's what's contained in the email. So like if it has to do with a student or a child or like something sensitive or um that that there's not just this automated um sharing with with all of these people when when it might be something where they're just sharing their opinion and they and they're intentionally only sending it to one person. So maybe maybe there's a reply like asking for permission to to share it with everyone. Maybe there's um maybe there's like some nuances there and I and I want to make sure that we're careful of that and I don't know what decisions are going to be made tonight. There I think there
004should probably be the board should probably vote on what they want to do and there should probably be a policy or it should be put into the manual or something. So, it's just something I feel pretty strongly about. um you know we have some board members who seem to like really encourage and want to hear from parents and we have other board members who maybe don't want to hear you know from parents as as much. So um those are the par those are the board members that maybe people are more comfortable sharing things with. So um yeah that's it. Thanks. All right. Thank you Marissa. Item four is our consent agenda. We have minutes, bills payable, and HR updates. And I just wanted to ask real quick, John, I know I had put it on
005our Q&A. Um, but for the purchase card, we had talked about it back in April about having the expenses listed out and you had referenced Lake Orians that was coming soon, that kind of setup. That was the question. I know you had responded with you weren't sure of my question. So, I just wanted to have an update on that real quick. Uh what we have on for our transparency reporting now is similar to Lake Orians. It lists the um based on the transparency guidance from the MDE. So what what what I was wanted to clarify with you is you mentioned the accounts payable checks and then you mentioned the credit card stuff. Those are two different pieces of of data posting. So the credit card one the schedule that's out there it's for credit card
006it lists everybody who has a credit card what their um credit limits are and then the accounts payable check is just the monthly accounts payable check listings that includes a checks wires things like that. That makes sense. Thank you. And that's the 141,000 that is listed out from the purchase card spending. Yep. Okay. Yep. Thank you for that clarification. All right. Would anybody like to make a motion? Mike. Thank you. Move to approve the consent agenda as presented. Support. Sarah Beth. Thank you. Any further discussion? All those in favor? I. Any opposed? Motion carries. All right. Item five, our superintendent report. Thank you. I'm so sorry. Uh there was a community concern that was raised res uh regarding board members being reimbursed for travel expenses, right, for conferences. The most recent one, Shane and Ann
007had had went to Meno with Tanya for the MASB workshop. And of course, as a board, we encourage that and always encourage professional learning and growth. And by approving the consent agenda, we have satisfied the policy requirement according to Jennifer at Trun. did receive legal opinion to make sure that this is acceptable. However, to be further in line with our policy that states that we should be asking for board approval either prior, so for example, when we had our superintendent search, we did a blanket approval for all of the board members who went to cover travel expenses and then for other instances when it's one or two, they would bring their report back and and show the itemization. uh for example when Aaron and Mary went to DC. So two different ways to do it
008both completely acceptable but in the future we are going to ensure and now we have a process in place with our assistant and superintendent that any expenses there will be a motion put on to our agenda to ensure that we are approving either before or the meeting directly after. So, I just wanted to put that out there for clarification. Did anybody have questions on that? Thank you for clarifying. I wonder if that might be a good spot. Yeah, I wonder if that might be a good spot as well to kind of give a I mean a highlevel report out of classes they took or you know just showing what we've what we're doing right as a board. Yeah. And so that might be a good spot as well to do that. I think that's great.
009I think that maybe that's something the governance committee could explore and implement into our operating procedures just as another added layer of understanding for especially for new board members and that way we get into that kind of routine. Mhm. Yeah. Help me expand on that a little bit. Give me some more context of what you're talking about from the governance. I mean I don't to include directly into the operating procedures, right? because that is that is our roadmap for all new board members especially and in this instance uh we have two new board members who hadn't been through that process before okay and simply emailed the their expenses over not knowing that there was that added step that the board had to approve and so just as we talked about as we're going through policy
010some things to just lift up and maybe highlight into the operating procedures especially for new board members who haven't been through these processes before and we we have a policy number so we can put a section in there about reimbursement requests. Correct. I believe it's 2305 and then refer back to that policy. So with a lot of things on the governance side and we're kind of getting a little headed but like when it has the policy stuff we're going to use that as the um the the directive to it but always referring back to the policy itself as as the main main guide and stuff. And it'll either be hyperl or at least you know bolded on what's what's there. That way if we happen to update that policy, we're not trying to update in
011two spots and we get a mix match of information or direction. Yeah. Yeah. Absolutely. And the the 200s are essentially our board bylaws. So that in the welcome packet that is of course said that you know these are the ones you should be familiar with and this there's there's a lot. We've been through a policy change. This is a new procedure. It it it's completely understandable. And so as we just as we discussed the really important ones that you wouldn't necessarily know off the bat, we should maybe insert right into the operating procedures because I feel like that is the most referenced document for new board members unless I'm off base. No, I we're saying the same thing just different ways of saying it. So I I understand. Good. All right. Thank you for that
012reminder, Dr. Milligan. Now it's your turn. Okay. And I apologize. I've decided to get a summer cold. I made it through the whole Michigan winter without being sick, but I waited until summer, so that's exciting. So, I got that loungey voice going on. All right. I have three things that I'm going to discuss tonight. Um, first of all, that picture makes me very happy. even though it was at the end of school, I just envision our students right now doing all that types of of things and just having so much fun. Um, at least that's my hope for all of our students. So, three things that I want to review tonight. I want to provide an overview of the strategic plan that my team will be presenting tonight and seeking approval. This is the uh
013enhanced version from our June 12th workshop that we took your feedback and improved it. So, thank you for your feedback. Um, also want to go over the TRSIA survey. That's the trauma responsive survey. Um, talk about what are the uh what's the information that we received from that survey and how it will enhance our traumainformed work throughout the district. And finally, I'm going to share a pretty exciting enhancement to our Gaggle um program. Right now, we have Gaggle um that is monitored by staff entirely 247. So, if you can imagine the um the impact that has on staff and really tapping them out. So, this is a pretty exciting announcement that I'll share. So first part um as we talked uh previously at our workshop the strategic plan um the framework consists of our vision
014which is the future we imagine for our students the mission what we do to achieve this future and the core values shared beliefs that guide our work. We started this work back in the fall um preparing for our community forum in January and we got lots of of engagement and conversation. That was the day we had the snow day and people still came in droves. So that was really exciting. Um and then we have our strategic goals. These are the most important priorities to achieve our mission and vision. Um we have our aligned action which are primarily uh primary initiatives to enable realization of our goals and finally the measures which are tangible metrics to assess progress towards our goals. So that's kind of the general framework um that we'll be presenting tonight. My whole
015team will be presenting that very exciting accomplishment and again lots of um excuse me yes uh lots of input from community staff parents students so our overview this is what we presented at the last um workshop back in June and you'll see that um our vision we landed on empowering learners, building community, inspiring futures, and as one of our parents said, "Put it on the bus." Nice, short, sweet, and meaningful. Our mission providing a supportive, safe, and opportunity-rich educational experience that fosters belonging, builds self-empowerment, and prepares learners to contribute to a connected community. And our core values include empowerment, belonging, innovation, and integrity. We have four goals um that are aligned with our vision, mission, and core values. So, goal one, safe, supportive, and connected schools. Goal two, knowledgeable, critical thinkers and communicators. Goal three,
016empowered and engaged team. And goal four, innovative, sustainable systems and structures. and my team will speak to each of those tonight. Now, the feedback from June 12th, here are the things that we changed based on your feedback. We wanted to make sure we lifted up the phrase culture of safety throughout the document. Specifically in goal one, our aligned action 1.1, we updated it to include traumainformed practices. It's what a lot of the work was, but we weren't explicit. So, we appreciate you guys sharing that. Aligned action 2.2. We enhanced that to emphasize safety. Strategy for 2.3 was adding a strategy to develop a visual tool to help students better understand college and career pathways early in their academic journey. And if you recall the conversation, sometimes these academic pathways start in middle school. And so
017if our students aren't aware of what pathways are available to them, they might miss that on-ramp and not have that chance again. So that was a great suggestion. Aligned action 3.2, we added safety protocols and procedures. In aligned action 4.2, we modified that to reflect a commitment to a culture of safety. So again, just really lifting up the specific trauma-informed safety practices um and making sure that students are aware of their options. So lots of thank yous. Um the community forums were just phenomenal as much as or as much information as people would share and they were fully invested like the conversations people were having um the dialogue at the table the feedback were was really valuable. Um I appreciate all of you who were able to attend these sessions. I think that not only
018gave us a chance for your input, but it also gave the community an understanding of your commitment to this strategic plan as well. Our parents who were there really looked at how this would impact their children not just now but in the future. Um so they shared lots of insight from a parent lens. Our community members, we had several students who attended, several of the student ambassadors at the high school attended. Um, one of them talked about how impactful it was for her. We went to the middle school when we were um, we were uh, putting the application out for middle school and she was talking to the middle school students and that's what she brought up. She's like she felt that she had a say in what the district was doing and she just
019found that really rewarding. Um, our partners throughout um, the the county who work with us with our students, they were there. um many staff members were there and then of course our village and township leaders. So, thank you to everyone who attended those sessions. Um I just really appreciate the time you carved out to be there. Um I have huge thank you for my team. They have um been a part of this process since last summer and they were the driving force between behind all of these areas. So um Todd Barlas was instrumental in goal one. Uh Pam Beiel was instrumental in goal three. Emperor John Fitzgerald was instrumental in goal four. Anita Ka Collins um was goal two. Ryan Reed goal three. Janet Shell goal two. Chrissy Smith, she actually kind of split her
020work. She was in goal four with John, but then also she had a component in goal um two, no one. Yes. Um and then Allison Will will in goal one. So throughout this whole process, they've been the ones taking the feedback, synthesizing that SE feedback and going back and forth between the document and the feedback and the document and the feedback and wanting to make sure that they were taking people's thoughts and ideas into consideration. And if you've ever done any type of research along these lines, that's a lot of work. That's a lot of work. That's why many school districts actually hire people from outside of the district to do this work, but because we wanted this to be meaningful to us. We wanted it to represent us and Oxford Community Schools. We really
021embrace that opportunity. So, thank you so much to my team. I really appreciate it. Um Gary Vansta joined us in the spring and he was huge. There is no way we could have gotten the strategic plan to where it needed to be without his help. He's been instrumental in the metrics, helping us craft the metrics, and he's currently um developing with a company the data dashboard that we'll have on our website, and we'll be able to see the progress with each of our goals. So, that's pretty exciting. And he'll talk about that in a little bit. And of course, our Justin Justin Forney for where's Justin? There you are. Um just all of the communications and organizations and getting the meetings set set up. So, thank you, Justin. Appreciate that. So again, a lot of
022people, it took a lot of people to do this work. So when you see the outcome of the work, I just wanted to make sure you knew that it was a entire effort on the community, on the schools, on the districts, like everybody having a huge part in this. So huge thank you to everybody on that. Very excited to share it with you tonight. Um, Easter Seals Trauma Responsive School Implementation Assessment, the TRSIA. Um, this was a selfassessment that Easter Seals um implemented in the district. It started actually la year ago, last spring. And um the whole purpose of this assessment is to assess our current traumainformed practices and identify areas of growth and becoming more effective at what we're doing in our schools and throughout the district. Right? And so it's really looks at
023it from an organizational standpoint. It's no one component. It's a big picture look. And if you think about how we've implemented things from an organizational standpoint, like we wanted to get as much out there as fast as possible to support all students and staff. So it's not surprising that sometimes it's hard the right hand doesn't necessarily know what the left hand is doing, especially if it's not directly tied to the strategic plan, which now it will be. So um over 600 staff members across the district participated. um they asked um questions regarding various aspects of trauma-informed practices. Um and it it focused more on intentionality, not is it good or is it bad, like how intentional are these practices? Um and so the scores indicate areas to grow in intentionally. So I appreciate the data.
024For me, all data is helpful. um and being able to better understand what's working, what's not working, what do we need to adjust. Um and so we identified both areas of strength and growth available to the district. And I really this statement in the report really jumped out at me. It just speaks to the heart of our district. Among the staff of Oxford School District, there is a strong desire to help and to serve. that is something each of you helped to create and we hope um find you find encouragement throughout this conversation. So um again I think that speaks to the commitment of our staff uh for our students here in Oxford and that is always evident when I go to the schools. So I'm not going to read through these. You have it
025in your packet but essentially there are eight domains in which they asked questions. Um they had focus groups. They did interviews um to try to get a better understanding of these eight domains. Um and these are things that will directly align when we talk about our strategic plan. You'll see direct alignment with our goals and our aligned action. So that'll be really cool. um when our team comes back together towards the end of July, we're going to be working with Easter Seals to essentially take this information and pair it up with our strategic plan and tie it to that work so that it's sustainable and it's a clear focus. So, here are some strengths um that were pointed out in the report. Um staff seek more ways to support students, which is pretty amazing because
026they work really hard to support them right now. Um staff recognize a wide range of student supports. Um there's strong community partnerships that provide family resources. Restorative practices are well trained and widely used and that's pretty impressive since that's a relatively recent program that we've started implementing. Um SEAL training enables staff to meet students needs and staff can identify trauma related behaviors. Um there's supportive responsive staff relationships that are evident and strong peer-to-peer support among students. So those are some of the strengths that the report lifted up the areas for growth. Um staff seeking clearer communication about available student supports and that's kind of like again the right hand knowing what the left hand is doing. So for example, you might have counselors who are very familiar with the supports and the um uh implementation
027for students, but it may not be communicated across the staff, right? Because it's our special their specialty. Um include more staff and multidisiplinary teams to address trauma and students needs. Increase transparency around how trauma affects student performance. Um, I think that's a big one that we could really lean into heavily because I have no doubt that, you know, if your brain is is traumatized, there's quite a bit of research out there that speaks to the inability to access your frontal cortex and that's where your thinking happens up here, but when you are experiencing trauma or reliving trauma, you actually get stuck in what's referred to as your hind brain. And that's the brain that you we we share with reptiles and and it's it's our fight orflight sort of part of the brain. So I
028think that's something we can definitely um strengthen uh strengthen support for staff experiencing secondary trauma. That's a big one as well. Um we don't tend to focus on that as much as we should. So I think really looking at resources and support for that is going to be important. provide better understanding of how student trauma history integrates into IEPs and 504s, improve access to information on student interventions, and use consistent traumainformed language as well as protect advisory time for SEAL lessons. And I find that really impressive because sometimes, you know, we get a lot that we want to share with kids. And so the fact that our staff is saying, "Hey, these lessons are important. We want to make sure that this time that we've set aside that we honor for this purpose. I think
029that is very impressive. So our next step with that is going to be again our cabinet team will be looking at the results uh along with Easter seals to better understand them and we're going to tie that into our strategic plan. So gaggle enhancements. So um this is so we negotiated a new contract with Gaggle um to include these pieces. Historically our staff outside of the school day on on weekends um took care of monitoring gaggle. Again this is when students are on a district device or using a district network that we would monitor interactions on that. Um, so it's a 247 monitoring around the clock when they're using those devices. During the day, those reports go directly to our staff members at the school. Um, after hours is a little different because they're in
030their parents' care, but we still want to make sure we're monitoring those interactions and if there are any concerns that we are able to notify the appropriate uh, individuals. So Gaggle safety team handles incidents outside the school in urgent cases. So if there's something that is being um stated on a district device or network, they can contact local authorities or social workers directly for wellness checks. So that's huge. So that's a a very responsive, quick response to um a situation. Up to this point, our staff members would have to stay up throughout the night to respond to this. This is after working all day. So, it just wasn't an efficient way to do that and was really um tapping out our staff, right? And then um so that speaks to that on the last one,
031reduces the burden on school staff by managing after our emergency. So, we're super excited about this. We're super excited to provide enhanced care outside of school while also uh giving our staff the ability to rejuvenate so they can go to work each day ready to serve our st students at 100%. Now the other piece to Gaggle that we're enhancing is um Gaggle reachout. So this is a resource for students. Um, this supplements district efforts by offering additional mental health outreach. So, if a student is in crisis, um, and they're, you know, not feeling comfortable to come tell anybody, they can scan this QR code and it puts them in contact with resources to help support them. um the outreach messages, it's um uh trained personnel that t their response will be tailored to each student
032and then detailed notes and outcomes from each outreach are then provided to the district to follow up. So they make sure they connect those um outside situations with school situations so we can make sure we know what's going on with our kiddos. and then ensures no students slip through the cracks, especially those struggling silently. Um, we do have students, my daughter was the same way. She wasn't telling me what was going on. I had no idea and she was right under my roof and I saw her every day. So, I think something like this could have been really helpful in that situation. And as many layers of support that we can put in place, again, we're trying to make sure we have as much support as possible so we don't miss any students. So that
033is Gaggle. So some pretty exciting things, questions or thoughts. You said we have this in our packet. We have the the the slides you just showed. Yeah. Okay. I didn't get that, but then Oh, it's not in Oh, it's it should be in in board book. It's in board book. Yeah. Yeah. I I just didn't pull it up. That's okay. Um the other thing was um okay that thought left as fast as it came through. Oh, sorry. So let me know if you remember. Oh uh is this available on the website for the community to see is the the presentation your presentation? Yeah. Okay. Yeah. All right. Thanks. Yeah. Any other questions, comments? Okay. Excellent. Thank you, Dr. Melan. Moving into item six, our committee updates. We have two. James, would you like to share
034governance committee? Yes. So, we we met last week um and covered a variance of topics. Let me grab my form here, my page. Um but the ones that we we stuck on or really focused on was reviewing the policy that you sent over the 2201 board policies or excuse me, board powers and general powers of the board. um which kind of led us into the other topic about um what we talked about um around emails and communication to the board and stuff. And this this policy itself actually calls out that we as a board have to work together as a board of seven, right? Um and so doing so we're we're trying to look at ways to make sure that we all have the most adequate information for when we're here at the board table
035making decisions when we're voting as well as being informed of what the community feels and stuff. And I I fully respect to what Marissa was saying earlier on if there's people that have concernings of student like FERPA or HIPPA or things like that, it may not be appropriate to to send out to the mass for. But in some cases, there's things that come that we're looking for responses for and the responses come a couple weeks after the board meeting and it would have been helpful to have that beforehand. Um, and so we're just trying to figure out a way to make sure that everybody on the board, regardless of who is on the email, has the most adequate and most current information to be more inclusive to really build that team team effort. That way,
036nobody feels excluded um or, you know, rather unintentional or intentional. So, I sent you guys an email over the weekend, so I figured I'd open up see what else you guys wanted to talk about around that that stuff. Get your feelings, any additional input? Well, you know, I'm personally happy that we're having this conversation. It's been something that has just been out there without a a clear procedure for a while. And so I think that getting it ironed out as a board and deciding how we want to move forward, what's really important to me is that however we choose to move forward, we just make it publicly known so that it's it's an expectation, right? um if somebody now understands that it will be shared with everybody or whatever the board decides just that we
037communicate that that's all that um you know I ask and I would like to get a handle around this situation because there there has been quite a few different instances that have come up not just community members uh who decide to put one two, three, four, whatever. Um, so I think it's important that that we share our thoughts on on how we would like to see that moving forward. I I also the the other part of discussion we talked about is like when we do responses so uh for the most part any kind of formal response comes from the board president. So yourself um and either stating there directly or you know it'll be apparent that the entire board gets copied on that response back to the person. Therefore, uh, you know, we we kind
038of know maybe the initial stuff that comes, but then also the responses back to the people and then that way, um, from, you know, right now you being in that position would save you some time of then doing round robin calling to kind of let everybody know we can all have the most current stuff and then if we have questions, we could always reach back out, right, and and look for clarifications and and stuff. So I think that that process at the very least of whenever I respond back to things from from the board stuff that everybody on the board should be copied. Yeah, absolutely. What if we decide that moving forward? Absolutely. That would be how we well handle it and when there are and so that leads me to a side question. Yep.
039In pre in preference of the board. So if I receive an email from Tanya for example and then I respond and do you would you prefer as a board everyone forwarded or say she asks me a question I answer and the way I have been doing it is she asks the question I answer the question I forward the whole exchange to you or would you prefer oneon-one? I know this is a little off topic, but it just as we're talking, but it's similar to Yeah, I guess the general it doesn't matter. It's just [Music] I'm trying to think through the scenarios, right? So, um certainly I I understand Marissa's point as well. Um, and I've I've received sensitive information um from uh community members that are just like an FYI, this is going on, right?
040I haven't considered forwarding any of those to the board as a whole. Um, it's clear that those are coming to me directly. Um, I've acted on some of them. um but not forwarding I guess to to the entire board given the sensitive nature I guess. Um, and I guess some some emails that are I guess just an FYI, uh, I honestly am not the best at looking at distributions always, but if I'm responding, I certainly copy everyone on a on a board response, right? Um, if it's just like a thanks for thanks for letting me know, I'd probably just respond just directly to them. Um, so I I do I do understand there needs to be some kind of threshold or or I guess nuance there um on how we how we forward how how
041we forward forward emails from the community. And guess I guess it's it depends but in my opinion I think we're destined for quite a conversation right because I think regardless of who they're to I agree that when it comes to children we set up a policy or procedure that speaks to the fact of communication to us in regards to from the from the community and or parent if it has anything to do with the student that that be a like a one a right like we don't just openly share communication in regards to student that seems pretty straightforward right when it comes to your email uh about board business or something that could become board business I see potentially both both sides one we want to have our community reach out to us community reaches
042out to whomever they choose comfortable with. If we institute a policy that essentially says regardless of what you're trying to reach out to, the inner board is going to hear about it. Does that encourage or discourage communication to us? That's a great question. I don't know that. Um I don't think there's an easy answer and I'm not speaking to an answer. I'm speaking to dialogue about how do we maintain efforts to build communication, involvement, trust, all of that at the same time having an email that's sensitive when it comes to any board business and then formulating a response in a timely manner. I can't even imagine how hard that is considering how many inquiries we get and how do we formulate as a board of response. We don't have that dialogue. So to put that
043on one person is I think unfair as a board as we're supposed to operate as a board. So it can go both ways. We should absolutely talk about a response as a collective unit, not put it on one person. This board isn't one person. But how would we do that if we didn't communicate the emails, right? So it feels like a much deeper conversation that I think we owe it to Shane and our collective board power to have that conversation and get it get into it. And I I would propose we actually add this to like a a 20 minute a 15 minute maybe it's multiples so we don't kill a whole meeting per se on the topic. But I agree with you Jim. I mean it having communication for all of us to be
044aware is a huge deal to what level I I I think discretion is definitely a hard part to be and I don't know if the discretion on one person would then come back to that one person later well your discretion I didn't agree with well measure discretion I don't I don't want to get into that because then that adds this adds more complexity to an already complex situation so I don't mean to confuse things And I'm probably all over the map, but I can see a lot of different angles here. And I feel like we would need to best serve our community on a road map on how do we address the topic at hand. Children, no children, board matter, no board member uh matter and the severity of the inquiry andor email when it
045comes to a board um business or if it could become board business specifically. I I referenced I mean I acknowledge that, James. That's that's a great point. How do we measure that? and answer the question. I don't have an answer. I'm just dialogue talking. Right. Right. So, so back to your who does the responding. Right. Now, it it's been, you know, it's one person from the board that we designate, right? And it's been the board president. So, whether you like it or not, when you go for that role and you get elected to that, that's part of the responsibility. So, you know, I it's a lot of work, as I'm sure you probably found even more and stuff from being there. So when it comes to that, I don't think that's anything that should be,
046you know, because because we can't work aside from being at the board table, we can't do emails back and forth of how we're going to respond because now we're violating open convenience act, which, you know, is a big no no. So we got to do it here at the table. So that's why having all those emails coming across or at least doing it. And I agree there's there's going to be times where there's sensitive stuff. Um I think we're all adults and mature enough to know that at the very least if if I was to get something, I'd probably send it to Amanda and Tanya. Hey, for awareness, there you go. And and and then they figure it out. And then if Amanda seems deemed that needs to go to the entire board, there are
047things that have come before in the past that may seem as a privilege or sensitive information that becomes board business and and things. So, I'm also trying to caveat, you know, like looking at that that experience that we've had um that, you know, there's been times where early on the board where I sat here and and certain people because they were got comfortable or the community or whoever emailed them was comfortable and then they're having this whole discussion and I had no idea what they're talking about and then I get filled in later. Oh, that was an email. I'm sorry. We didn't we didn't get to you. Okay. Well, I I can't make an adequate decision, especially when we've moved and approved on something. And that's a great point. I mean that is a great
048point and perhaps that is an angle to communicate a a procedural change that any email that is construed as board business or potential board business is going to go to to Tanya and Amanda. From there, our leadership would then decide should this then become a topic for discussion and implore our leadership to to have that. And again to your point, you sign up for the job and there's aspects of the job. Okay. So there's that, but perhaps that's an angle to take that gives us what you're, you know, what you're asking for and what what's meant on on this topic is communication and it's escalated and the escalation would then deem it a conversation back to us, right? I mean, you never know till you try and if we try it and it doesn't work
049or we try it and it works with addendums to it even I think that's an opportunity, right? And and I I don't want to create a policy for the the sake of policy. It should just be good general practice and and from the governance committee when it got put over to our side of it like we we have the the operating procedures that we're going to be doing. So, a lot of that is like how do we be the best board members possible, right? And so doing that and and referencing I mean really the board polic or excuse me board powers the 2200 stuff for the 2201 um you know clearly states in there on on that we need to act as a board. So there's our policy that we reference. Now how do we
050stay true to that policy and how do we make sure that we all have the the adequate information and all the information to be effective in in those duties and powers that are instilled for that policy. I realize this might be a larger conversation, a little more in-depth, but if we could start at what we can agree with leaving the table tonight, I would like to have I don't want to wait until the end of July for for a few reasons on what we can probably come to consensus on. For example, if a community member emails just me or just me and a select few or however it is and it has to do with board business and or questions that need to be directed to Dr. Milligan and cabinet whether they say we want
051this to be private or not. Can we I think this is where we can agree is that those specific questions that would be a matter of all board members and admin we will forward. Can we I think we can come to consensus at least starting there. Yeah. Okay. So we have a a bit to move on and in that case you know let it we don't need I don't think we need a policy for this. I think this is just general practice same as any any other of our operating procedures or general generally accepted rules, right? Um this has never been discussed or there has never been implementation of of an actual procedure. So, if we can at least agree on some things and to your points, there are some nuanced and we could I
052I know when this discussion came up, I had 10 examples off the bat that I'm like, well, how would you like to do this? How would you like to do that? Um, so there's that, but I also would disagreement with that. No. Okay. No, but I would absolutely support walking away from the table as a board communicating to the community that when a email comes from regarding a student in any capacity, that is not a board issue. That is a superintendent and president issue and then it would be escalated or discussed if necessary to the board. But I would absolutely support the the idea of keeping that information about our students in the smallest circle possible and a need to know basis. Right? And that's regardless of anyone. Like if I got it or or
053anyone on the board got an email about a student, that process should go to Tanya and Amanda. I don't think it's a it's not up for discussion, right? I I'm not Well, we don't we don't handle students. I'm just saying that's the point, right? But walking away, if it's a student-based email, to Merc's point, we we escalate it and that's where it stops, at least from our activity, right? And then it's handled however it's handled. I I would agree with that one 100%. Sarah Beth, anything from you, man? I just I agree. If it's if it's about a student, it has to stay as private as possible. Um, if if it's something that concerns the board, then yes, we forward it to and I'm going to seek their guidance because I'm so new to this.
054Um, if somebody does email me specifically, um, I will talk with them with Tanya and Amanda and I will talk with them. I'm not going to email you because I need confirmation in how do I proceed, but again, if it's a student, it needs to stay as private as possible in my opinion. Yeah, I I agree with Mike's statement that that makes perfect sense to to make sure that information gets directed to both Tanya and Amanda and from there as appropriate. That makes perfect sense. No, I guess obviously we're talking about something that requires action, right? Because I've gotten emails before from a parent just making me aware of a situation. They think it's being handled properly, but I want to make you aware that this is going on right and I haven't I've said
055thank you for making me aware. If like and then if they would follow up then certainly they're saying it's not being handled correctly or something then certainly that becomes a board issue. So in a situation like that, you you just set on the email and you don't you don't forward it to at the very Tanya. I haven't I haven't if they're just making me aware specifically. They're emailing me specific. I mean obviously they have Tanya's Tanya's email as well. So if they're saying hey Mike, you know this is going on. I want to just make you aware. Then I'm said thank you for making me aware. Let me know if I can help in any way. Um, so I I struggle with that because if it's a school operation thing and maybe it isn't being
056handled and now you have an email from from somebody at the community at the very least sending it over to Tanya like cuz I I I've gotten some of those and I just I'll send it over to whoever like superintendent I think a couple for Vicki my some for you school lunch account right came came to only three of us on on where the money goes and I sent it to Tanya and I copied Amanda and said I think this is your wheelhouse has nothing to do with us and gave it to them to take care and then reached out and took care of all that stuff. But um I still think it would be prudent for us as a team with the superintendent included on that for stuff like that at the very least
057to to when you get that for awareness because it may be something that she's not aware of and I don't want to overload her but if it crops up to be something bigger and and and we we sat on and didn't know it and or didn't do anything with it. I you know I I think that's kind of the catch22 that we're we're in in some of that those situations where if if it's something that could become larger we don't do it later on down the road. You know hindsight is always 2020 but there's been times where things have turned into more than just hey FYI and and stuff. So I I would I would make the recommendation or suggestion, you know, that whenever I get those or if you get those to at the
058very least, you know, filter it to the the top two here and let them go from there. So they're at very least Tanya for the school operations stuff when it comes to student school operation things. And then I usually I can't think if I haven't ever but copy Amanda that she knows that we're reaching out to cuz that's what we've always any email I've sent to Tanya I copy Amanda but I'm I'm saying it depends on the wording for to me at least right I mean if they're literally like I don't want I'm making you aware because we have a personal relationship or whatever it is and I don't want this escalated to their bosses at this moment because I think they're handling it Right. I mean, that's I guess that's a choice that I
059can't discussion thing. I was like I don't I don't think there's a perfect answer, Mike. Yeah. But for sure if it gets escalated or they say it's not being handled, then that's right away it goes to Tanya and Amanda. Um but I'm I've seen it where it just goes away after that completely, right? I mean it was handled and they were just a lot of it I mean some of it is they they just want to make sure somebody else is is aware right but they don't want to es truly escalate it um through I guess the the proper channels I'd say and I wouldn't consider an escalation more just awareness yeah situational awareness of what what's going on of you know just hey Tanya I got this email you may be where doesn't look
060like it's anything and then you're and then you know that you give it to her and then you know if if something needs to be done it's not we should have or could have Tanya where 100% respect where you're coming from I haven't had emails but I've had conversations it's important I think for all of us especially our our district leadership to at least be aware doesn't mean they need to take action right but god forbid something happens where it's a small tick up from just awareness I hate to have that come back on anybody to say, "Man, I thought I knew about that one or I give it a heads up on that one." It's almost like just give it to Tanya CC Amanda. Just, hey, there's no action needed, but in case you
061need to take action or you feel there's an action, I'd rather have the conversation than not have the conversation. And I'd rather say I'm sorry, but I wanted to protect our children. And I thought for awareness, our leadership needed to be prepared to protect it, protect our children. But that's also the point I made earlier. It's like if you if we do something with inadvertently, you're breaking the trust of the communication back to us. It's like there's got to be give and take. But I think the continued communication and efforts to the community, the community will understand what we're trying to do and not stop the communication, but hopefully increase the communication and then understand our reaction to the communication. That's a whole level of understanding we're we're struggling to try to build. And I
062think that dialogue continually will help with that point. But I do agree. I mean, if something came across and it's a FYI, hey Tanya, FYI, maybe you're aware of it, maybe you're not. Maybe it's something we need to have it addressed to. A lot of different angles could take from that, but if and if you don't mind me interjecting just real quick. So, please don't ever hesitate to send me anything. I work with sensitive situations all the time. Um, and if I get a situation just like that, Mike, that you mentioned, like, hey, just giving you a heads up. Typically, how I would handle that is depending on the circumstances. If it was at one of our schools, I'm out in the schools all the time. I just now just have a like a little
063thought in my head like, "Hey, I'm just going to kind of observe and just see." And then most likely I would reach back out to you and say, "Hey, just what are your thoughts on this situation? Do you think I should give the parent a call? Do you just let I mean, those Yeah. And we can just We've had those conversations as well, right? Yeah. I just I want to encourage all of you don't ever hesitate if it's a if it has to do with a student the students needs just please please please I more information the better so that we can support our kids for sure I just want to chime in that I appreciate everyone's sensitivity to this topic because we obviously want our community members to feel comfortable reaching out to us
064to feel that they that their comments are welcome to all of us and I think that's that's the that governance is going with this is that we want it to be a a source of of unity and that everyone feels comfortable. No one should feel like they have to um filter out certain people. Everyone should feel like like their comments are welcome, their concerns are are heard. So that's that's where we're going with it. So I enjoy the dialogue and and certainly the sensitivity that everyone has to making sure that everyone's wishes are respected. So, thank you. Okay. So, I think this will be a a continual conversation unless there's anything else. I think now would probably be a good time to just say, "Hey, this is what we're doing moving forward. If any emails
065come to any one to six of us instead of everybody, if it pertains to board business, if it pertains to something that Tanya and the cabinet need to be aware of, it is now understood that it will be forwarded to all of us. Okay. And so I think we all had consensus on that again with the students and as the rest come up, as surely they will, uh, we'll just work through it as a board. But I think that's a good start and it's it I I think a lot of this this particular topic uh came from our self assessment and things that we've been really trying to address cuz and I'll go back to when you Mike and I first joined the board we didn't I mean we knew some things but until we
066took some of those MASB classes and different things and then as we've been here for now the senior people like things that we want to make sure for the new board members that they're Yeah. So I appreciate it. Yeah. Excellent. Thank you everyone for the dialogue tonight. I was like that was that was the majority of of our conversation. Um the other thing that we talked about is um of people putting together your bio information and so we can update the website with with the new photos and stuff. And then um we saw the survey that came out from the self-reflection from the workshop that we did. And then um we yeah so we're meeting again in two weeks if I remember correctly. Um so any any suggestions that anybody has? Shake your head now.
067Two weeks 3 weeks you have to look. Okay. So we're meeting here in the near future. Um, I know we already saw that, but around this, if you you think of something that that you want the governance committee to consider rather wording for the the operations procedure manual or or things around around that that for suggestions were definitely just, you know, copy Amanda, send it well, send it to Amanda and then she'll forward it to us and then that way we're not getting all of us on uh stuff. Does that make sense? Yeah, absolutely. Uh, was there I just had a followup. Was there any further discussion on the scheduled public comment? We had touched on that and then governance was going to talk about it and I think we were talking more of not
068implementing the Monday 4 p.m. because it is an arbitrary time that is tied to a policy that we no longer have. And I know Tanya had mentioned that Tuesday would be acceptable for for her and Justin. Did you further discuss or not? No, no. We we talked about it previously in this last meeting. We didn't because we're doing more of our our self-reflection of our workshop discussion, the policy that you guys sent over for the board policies, the email section. Um I know, and you two keep me honest on this. I think where we left off on that was, you know, the the Monday at 4 is what we've had and seems to be okay unless there is a a last minute change like the morning of or something in which if somebody from the
069community sees it and and it's been updated, let's say noon on the day of the meeting and they want to discuss or speak to that topic that that could definitely, you know, be some flexibility there, right? Aside from that, you know, the night before for all the other stuff because hopefully by barring something crazy pops up, our our agenda is pretty well firm by Monday and there's not anything new cuz presentations get uploaded, maybe different documentations and stuff if there's stuff that gets last minute added or if we have changes of agendas and stuff. And and the other side too is that it just because it's we have that that limitation or or the guidance around the the scheduled comments still not precluding people from to unscheduled, right? So if if they don't get it
070in there, they're still more than welcome to fill out a card and and we still want to hear from them and they still get the same three minutes to to talk about it. Um and and maybe they'll have more to say after we have the discussion at the board table about that particular item or topic. I don't I don't know to expand on that. I think the point came back with um being able to get them added to the agenda if and understand what they were prepared to speak toward so that the board could also be clued into okay I want to take an extra look at that so that I'm prepared when they speak to that agenda item what they're referencing. So just to have that heads up not only to get them on
071the agenda physically but also for our board preparation purpose but also if there's changes yes just like James said if there's changes then then obviously that there be that discretion to add them. Okay. So I'm okay with it because like to your point I mean if we add either add an agenda item or add a get a presentation update and they're like you know I want to talk about that. Yeah, I think just there should be some discretion because obviously we know the biggest thing about scheduled public comment is that it happens before our discussion on whatever point that is so they have their input I guess so being considered when we talk about that. Yeah. Yeah. And so I think there there there has to be some I guess discretion uh depending on the
072time. But yes, if it's if the if I don't know if it's an agenda item that was set and the documentation was there on Thursday and Tuesday morning, they're asking for a public comment. I think probably you're declining that. I don't know. That's my thoughts. Yeah. And and there's not a policy. So it's not like we're violating I mean we have some flexibility with it right. So that that's the recommendation guidance for that on around that topic. Yeah. Very good. If I'm hearing it correctly I think that's what we had been doing. I know there was a particular one that there was a a disagreement because it was after the time even though the agenda item had been posted after that. So I think as long as we're on the same page then that there
073can be discretion used when it comes to issues like that. Keeping the Monday at 4. Yep. Fantastic. All right. Anything else, James? No, we uh I'll let you guys know on that next date of when we have it. I have to look through my calendar here, but yeah. Okay. Thank you. And next up, we have Ann. I'll make this brief. The government relations committee um met a few weeks ago. Uh I wanted to highlight the email that I forwarded with those minutes as well as that legislative update. I sent that out June 12th. If you go comb back through your emails, u you might want to take a look, I highly encourage you, in fact, to take a look at that legislative update because if you scroll through and hit the um towards the end
074of it, they have included links to some very helpful tool kits. They've labeled them Medicaid and schools toolkit, state K12 budget toolkit, and idea full funding toolkit. So in terms of um they have like resolution templates, they have talking points for legislators. So in terms of advocacy on any of those three talking points, it's it's super helpful to take a look at the legislative update itself. Obviously changes daytoday. So I won't bore you with those details because they're already out of date, but the toolkits very helpful. That's up. I was I have that date. August 8th. I'm jumping back. August 8th. August 8th. Thank you. And thank you, Ann. Yes, those government relations updates are very lengthy and you are correct. Change frequently. Uh so very fun. But if you are so inclined to lift
075up any of those specific toolkits or resolutions that you would like the board to consider after going through, happy to to look through. So thank you. All right. Item B, our agenda structure. We had talked a bit about this uh in how we would like to handle final board comments specifically and would we like to add a second item on the agenda. For example, we have this survey. We did the self assessment. Uh I think that our workshop did not leave us enough time to to really go through and and have a robust dialogue. It was, you know, two hours goes by pretty quickly. And so what would be your thoughts on having a leading question on the agenda? For example, tonight being the self- assessment, what is your what area were you most surprised
076about on our self- assessment? That could have been a a thought question for the for the night. And just to foster more communication and dialogue amongst board members or alternatively, do we want to keep that at final board comments and get in the habit of really just opening that up to not just what we've done in the last couple of weeks, what schools we've visited, kind of quick updates, more of of a dialogue. And so we were just wanting to come to the board and get your thoughts or opinions on moving forward potentially changing the uh agenda structure. What' you say? I like it. It's kind of an and I'm sorry. What do you like? I like it. Context. What do you like? So the the premise of having a thought-provoking question or a dialogue
077sparking statement or melding of both of those uh I think is great, right? Because my feeling is we have an agenda and it's great and we go through it and yep, we're checking and we're making it happen. But I think what is absolutely missing from my opinion is dialogue. dialogue on topics where we all need to have our opinions outward facing dialogue about concerns or thoughts and opinions that are important to each one of us. And I absolutely am behind the idea of the a thought-provoking or dialogue starting aspect of the meeting, right? It doesn't have to be five hours. Right. But if we can have more dialogue as a board to understand each other, have dialogue about a topic or or a concern, inherently we are going to understand each other better and understand
078perspectives and opinions and thoughts and get a resolution to a whatever it comes up. It doesn't have to be an issue. Doesn't always have to be an issue. It could be positive. It could be positively an issue. But I think I I like the idea. I the more dialogue as a board is good for us and more more dialogue as a board going through things that are important to the community and us talking about it is important for the community. Drop the mic. I don't maybe uh I was just kind of spitballing word like just a section in there under the like board of education matters like board topic for for that kind of the theme or something for that leaving the final comments at the end because I think that's important that you know
079any any lasting stuff I mean we got to close out our meeting and stuff and it's it's Robert's rule of order you have your final comments towards the end and stuff sometimes we have some some don't um but to not not scrap that or move that to a different spot. But I I do, you know, for a board topic or, you know, I like it, Sarah Beth. I'm good. Okay. I I agree. It's It's a good idea. I keep talking this way, so I keep making sure I want to Sorry, you keep looking at me. Um, yes, I agree. There are because we don't get to socialize together outside of the board meetings. It's difficult to um as you said get to know each other and let the community know as well because they're the
080ones that voted us here. So I agree. I think there should be some dialogue with an opening question. Okay. I I'm excited for it. I think it'll be a really welcome opportunity and will help with a lot of the areas identified in our self- assessment that we need to work on. So obviously with that being at the forefront, we could lead into those questions around the self assessment, but again, anything else that comes up or any anything in particularly that you you are concerned about or you want to talk about or or you want to ask about or you just want to see us and our opinions on something, you know, that's going on in the community, email them over and we can Tanya and I can start a list and go through what seems
081to be important for that month or week. And that way it'll give everybody an opportunity to really provide input and their thoughts around particularly self assessment at this point. But yeah, any not opposing it at all. No, I agree. I'm just trying to I guess gather my uh my full opinion on it. Uh yeah, I mean because we know that I mean I think one of our actually uh our candidates for superintendent said uh you know if there's a there's a vacuum it's going to be filled with something whether that's assumptions whether that's whatever it is it's going to be filled with something. So if we don't have those discussions publicly um then assumptions are going to be made right and we've seen that um we I I do believe that we are working towards
082whatever issue it is we're really trying to do what's best for the community what's best for and um and we we do have um you know like we do work through our issues and and and Naturally, I'll admit that I I handle issues like like I do with the family, right? It's be kind of behind I don't want to say behind closed doors from an OMA standpoint, but right, it's like I don't error my dirty laundry publicly. Um uh and it's always been like that. Before when I was a a a community member for engaged with the board, um I would rarely do public comment. It was always just emails back, hey, I saw what you're doing here, right? Like I disagree or agree or I'd like to see this, but it was and that's
083because um I don't know, I feel like it it helps flourish working, but at the same time, I need to challenge myself at having these discussions publicly, right? Um for whatever whatever it is. And I think that's it's good to start opening those dialogue. I know we started to have some candid conversations at the workshop and it I mean it just kind of the way it was structured or whatever it just didn't continue right I guess I mean there wasn't enough time I guess that's part of it um and so I do I do welcome that I we have had glimpses of that at times um I would say more so with this board here than we have previously uh so I appreciate that portion and anything that prompts that discussion um I think is
084is is great. So yeah. So just a thought. So we we we started doing those community conversations, right? And shortening that board meeting because we did with the the thoughts of that being like presentations and things that we hear and maybe that would be the time during that meeting that we have our our board topic that we talk about. I I'm trying to I don't want to extend that meeting, but I'm just trying to think of like, you know, the the because sometimes we we have a very packed agenda stuff and to throw it in. I mean, guess maybe we'll just see like deem it appropriate for the agenda that's coming up, right? But I was just trying to think of like a way, you know, that because we have that shortened or we're doing
085like board stuff during that. If the concern is the length of a meeting, I get it. If there's if if we even want to start the process for this where we have opportunities that are not during a close session meeting, right? We have we do have work we have to get to. Is this work important? Yes, it is. However, in a ranking system, what is the most important? The agenda, the topics at hand in in conducting our business in a timely fashion. Closession would extend that. we've ran into a situation we couldn't get to close session because of board dialogue and there's going to be times and that's okay but maybe for this the framework for this we look at this type of scenario can be without an emergency we can have it during a
086a meeting that doesn't have a close session therefore having some time allotted where it doesn't preclude us from getting a close session or another agenda item like that extension I'm with you 100%. Right. We we got to get our job in close session important for a reason. It's there and it's limited. So we let's not punt on those unless absolutely necessary. Yeah. Maybe there's a finesse that we can find our groove with that. And I think it's going to be a trial by error, right? We we find out what works and we modify as we go. Um as a collective group. Yeah. Yeah. I I wasn't even thinking about the close session length stuff. I was just trying to think of like cuz we we do the way we've been doing is like one one
087meeting is kind of like a lot of presentations and stuff where we hear the information and we have time to think about it. Then the next meeting is when we vote on it and and we take action on what was presented. That way if we had any further conversations or if somebody from the community or whoever has their thoughts and opinions on it. I was just thinking like one of those that we do instead of every single meeting. Um, I guess it depends on how many topics we have too and stuff. I I don't know. I'm just something new we got to keep considering. I I like the idea though. Again. All right. Everybody satisfied? Good. Okay. Well, then we will move forward to item C, our field trip approval. Would anybody like to make
088a motion for that? I'll go for it. Thanks, James. Yeah. I move to approve the Clear Lake Fifth grade field trip as presented. support Sarah Beth. Thank you. Discussion. All those in favor? I. Any opposed? Motion carries. All right. Next item. Item D, our MASB renewal. We had some discussion last meeting surrounding this and Mike emailed everybody some preliminary findings that he had surrounding different options for insurance or professional development uh things that go along with a an MASB membership. So would we like to put the motion on the table and then have discussion? Thank you, James. Yep. Uh move to approve the MASB 2025 to 2026 renewal as presented support and okay discussion. So Mike I I want to say thanks for putting that stuff together um of the research of the different options
089out there for uh equivalent to MASB. Was there anything that stood out to you in doing that that was better or worse? What stood out is how ambiguous the ambiguity within doing research, right? There isn't a clear for me it's hard, right? Because the way that I work is I want structure and clear direction as to what options are available, then select from my options. Uh unfortunately, it doesn't seem like there's one main angle. However, uh the one angle that I did see, I couldn't find anything on, so I didn't include it. Okay. Um everything on that one was a like a um it was an association that everything online went right back to MASB. So that they negated the whole research, but I guess out of the two um Michigan alternatives to MASB, right,
090number one was the National School Board Association. There there's a lot there. And yes, we get emails already from the NSBA. Um, the only one other one that came up that had some some information that I put in there was the the Michigan Education Justice Coalition. Right. I think at the end of the day, we probably are against the time clock to approve where we're at, but what I would implore us to do is continue to have conversations about what benefits Oxford. Are there options for training for consultative approaches to Oxford as a school board, as a district, as well as connections to insurance, which is also in here as well. There are what seems to be quite a list of potential options for for insurance agencies. Um I don't I don't have an overwhelming
091warm feeling about either one of our associations whether it comes MASB or set. Um I just I really truly feel my opinion is that we owe it we should have conversations about before we stamp this next year what is the true honest options for us? Are we happy with what we have? Because if you're not happy with Netflix you go to Peacock. If you're not happy with Peacock, you go to another one or you got all three or you know what, maybe we have two and maybe there's a world where that is. And so my wife has insurance and I have insurance and you you play off what benefits depending on what coverage you need. But I think the opportunity here's some information that wasn't previously provided. It's a it's is it all-encompassing? It's pretty
092tough to to pull all this together. So on the insurance front though, just whether we're a member of MASB or not, that doesn't doesn't preclude us on the insurance stuff. That's a totally separate topic. Not not like not for this. So, and then no, you have to be an MASB member to have set SE insurance. Yeah. Okay. So, so then if we were to opt out of it, let's say turn this down, then now we now essentially kill our insurance policy is what I'm understanding. Correct. You would have one year. Have one year. Okay. All right. Yeah. And then we'd have to start search or start off. And then um the National School Board Association, MASB is already part of that. So, we have those benefits with them and stuff. And I I'll say for
093my time on the board, not only the the training and the classes that they offer for it for new board members and getting up to speed. Um, you know, they've done our evaluation training that's mandated by law that's resource-based. Um, there's other ones that are out there and stuff. So, I think I I'm with you like see what's out there. It was nice to, you know, when I was looking through this and seeing the different things, but not a clear-cut, you know, it's kind of kind of the the options are limited and and so um that is unfortunate. There's no doubt about it, right? It's not there aren't a a whole host of options for us to move away from MSB. And my question in the previous meeting about it is merely is it do
094we have options? We now have some idea of what potential options there are. Do they benefit Oxford? We don't I don't know. That's not for me to decide. That's for us to decide. And just some of the things that sparked my concern or my question about it in the first place, I haven't felt overwhelmingly just fired up about some of the responses we've gotten the support. I mean, the guidance that we've had. Yeah. I mean, obviously I took the training. Yep. the gentleman that came from MSB that did some of he was fantastic. Our last experience in my opinion wasn't so fantastic. Are you going to have that everywhere? Yeah. Some things I don't like on Peacock and I go to Netflix for example and I'm not trying to trivialize so don't hang me Emperor.
095Um but and as example, you have options and I would like to see if we truly have options that weren't previously researched or identified that would maybe be enlightening. And you know what? And if this was a waste of time and we don't have options, I I'm happily accepting no points uh for for this conversation and making everyone else around us waste time. That's on me and I'll buy coffee on that one. So, no, I I I think you brought up a good point of, you know, what other options are out there and I think, you know, as of right now, not seeing really many other options and stuff. Um, as far as the training and stuff goes, like we're not restricted or or confined to just MASB. So I think ways that we can
096supplement board training for other things might be uh prudent of us to look at as well. Yeah, it's a great idea. Triing with not without being a member, maybe there's trials and of course from a sales perspective their interest would be let's Oxford let Oxford try it before you buy it. Yeah, that could be an angle to take. So if you don't mind me sharing Mike, so John who came in and did the two workshops were he was not with MASB. So, we have that we have that as an option to bring additional people in, but we went with MASB because that was their self-reflection tool. So, the hope was that they would have a lot of insight, could share some feedback, and you saw how that worked out. So, we'll just need, you know,
097we'll just be more intentional in the future with those types of things. Fair enough. Yep. Yeah. I I tend to agree that I think at this at this juncture we should probably move forward with it, but over the next year I think it it would be prudent of us to start looking at options. I know that there are plenty of of outside training and professional growth opportunities that we can start looking around, start sampling. We pay for the on top of the membership, we pay for all of the MASSB training anyway. So, if we don't pay for that and try something new and and see how we like it, maybe get familiar with other tools. I know we weren't all 100% satisfied with both our board tool and the superintendent tool. And so just putting
098the feelers out, seeing over the next year where where we'd like to go and if at the end of the year we feel that MASB has we say, "Hey, yeah, they've they've been worth the the membership fee and we might as well keep them or we found these these great alternatives and we'd prefer to go in that direction." So yeah, makes I mean 100%. Yeah. I mean there's no I didn't I wasn't able to say guys this is where we need to go, right? I do appreciate all the research. It was fantastic. So, thank you. Thank you. So they so aside from the motion that we have on there though like afterwards the we need to probably figure out like a subcommittee of people like superintendent search right of of people that are willing to
099do additional leg work for maybe professional development courses or start looking at our options and and we I don't maybe not today but think about it I think as as board members of who would be interested in taking on that because that's something above and beyond what what our committees are and other things but I think that would be important. So we we have a a group of people tasked with doing it. Then they come back and report back to the board and um to the sales pitch stuff. Maybe if we find one reach out be like, "Hey, we'd like for you to come do a presentation of why we should be part of your membership versus what we currently have and and stuff." And I don't want to say RFP, but you know, put
100it out there like I like it. Yeah. And I'm happy to to be part of that. There's one. Shane's too sh from home. All right. Any further discussion on that topic? We do have motion on the table. So all those in favor? I. Any opposed? All right. That motion carries. Item E, we have our science curriculum. There was a a quick update uh that I I'm sure you've all seen on the board packet that there was a bit of a cost savings on that one. So, great job, Anita. She's not hearing me, but thank you. Uh so, would somebody like to make a motion on that? James. Thank you. They move to approve the elementary science curricula as presented. Support Mike Whitney. Thank you. Any discussion? All those in favor? I I. Any opposed? Motion
101carries. Item F, as you all know, we had a close session to perform our superintendent evaluation. It was great discussion and dialogue, and I appreciate all of those who came prepared and really contributed. So, would anybody like to make a motion? James, thank you. I'll just keep it rolling tonight. Sounds good. Move to approve the superintendent evaluation as presented. support Sarah Beth. Thank you. Discussion. I think the only the only comment I had as I continue to think about this um kind of goes back to what we just talked about in regards to MSB and training and assessments and all of those type of things. Um I think we look at that, right? So, I don't think there was anything overarchingly wrong with it, but I think in my professional experience, like what I do
102for my job, I'm measured on actual tangible things. And I'm not saying that you weren't, so this is a general statement, but having a little bit more a little bit more when it comes to measurables or performance evaluations. if feel doesn't feel like any of the valuations I've ever received when it comes to did you approve this, what was your sales tools, how what was your communication, what was your penetration into four OEMs, those type of things. Uh I'm not saying it was or wasn't. It just if didn't feel like if I was getting assessed that was my only opinion, right? You're speaking to the the tool itself, the rubric. Okay. Yeah. The tool itself seemed agreed. Again, this isn't right or wrong. My opinion is it seems really like generic in questions and broad
103picture questions versus specifics. Do you like to color yellow? Yes. Do you like to color maze? Yes. I'm not saying that. I know that's really probably poor, but it just felt like we could probably have a little bit more um I don't I don't know the necessarily term. It just didn't feel as robust as what I'm used to on my daily life. So, uh, but we did obviously collectively go through it. We had dialogue. It was measurement tools. We did have the the backing which was fantastic, which is what you would get if you were to do a self assessment in in the corporate world, right, where I come from. And I think similarly, right, it just maybe I'm off, but it just maybe the tool itself could help us with additional questions or thoughts
104that would be measurements. I think we looked at this or talked about this. Amanda, keep me honest. Like there's only a couple tools because it's got to be researchbased and approved by the state. Okay. If if I'm speaking correctly on that and so we're kind of stuck with with one or the other. Am I am I Yes. Um the MDE has one. I haven't looked fully through it yet, but that's how we Yeah. as we were talking about MASB that came up and I know MDE has one and the law does specifically say that there is room for adjustment so you could make it district specific but it still has to follow the law which again is something that I think the law part has research based though right what's that oh yes it does
105say research based yeah so that I think that's where when we started looking at the customizing like we'd have to pay to research an evaluation tool or have it research well from my understanding you can use the framework of MDE or MASB. I'm sure there's probably a couple other options out there um that you have to use the framework and you are able to make adjustments. And so with that, I think the subcommittee was an excellent idea and maybe that is something we push onto there too. And I think you just nailed the whole thing. I just did. You just nailed it. You nailed it. Inadvertently, you nailed it. We're stuck with using this. I don't want us to be stuck in anything, right? And again, it's I'm I'm not saying it's overarchingly good or
106bad. Just a general statement that right, for an assessment of such a leader that we have for our community, you know, I and so what options do we have? Was this kind of the thing same thing is like what we've been using forever? So, no, no, it's not. This is brand new because before we had four categories. So some of the things that that Mike and Amanda kind of feel is that that that third category of the yeah it was there was like effective effective and then highly effective. So they took some of those wordings from the highly effective and just put it in the effective side. So you almost took two columns or two categories mashed them together said that's effective. And so when I was going through it I was looking I was
107like well yeah but no but I remember this being on the other side of the tool. So we had some questions like there is a little bit again definitive seems more valid to me than well yeah that makes sense right I mean I we owe it to our superintendent to be just and have thorough thoughtful and you did a fantastic job and all your responses as to why and what that's not the question generally stating one I don't want to be stuck two why even bring Why are we even having a chance to be? Well, some of these you could be and some of these you could be. You could be either one of them. Well, everybody wants the best, right? So, is the tool enough to say either definitive you're the best or definitive
108maybe you're not quite there, but you're definitely on track. I think that's a great angle to take. And the committee that we're going to form later on, we we'll we'll go we'll work through that. I also think now that we're renewing our MASB stuff, we get very candid, honest, open feedback to them of their tool of this is what we liked, this is what didn't work, and how, you know, because, you know, being that it's their tool that we're using, uh, who knows what feedback they've gotten, but it it's crucial to give it back, right? We can only get better with feedback. Um, and and I think that would be helpful, too. Yeah. because I think the mo the the most valuable part of those were the actual discussions and the comments we made within
109it. I mean the the rubric in its in its own right I I do feel it's gotten weaker for sure. Um and it was even but even in previous years it was it was still not a real powerful for change, right? Um, I guess, uh, I do really appreciate the process here, though. I I appreciate Tanya using it as like here's the metrics. This is what I'm being graded on, and this is what I've done, right? Not a like not a well, I was focused here, so therefore, give me some grace here. Um, or like, you know, that kind of thing. We didn't have we didn't really have that issue, I'll say. Right. It was it was this is what the expectation is. This is what I've done and we've walked through it. Again, I
110think in general it's not the strongest tool. Um so I agree I agree with that portion. Um but we can make it uh in at least the comments I guess we can make it clear what our expectations are, right? I don't know. But I I agree if we can if we can investigate some I'm open because I don't like just this is how it's always been or this is what these are the only two options or whatever. I mean that's seems to be where we're at. But any if uh if we have other options that'd be great. I agree with the sentiment that the tool definitely could be better. So whether we want to start with giving feedback but also look for options that would that makes sense to me. Um and I just want
111to applaud Tanya for her excellent work and in tracking all of that information and providing that in such a clear and very impressive amount of information for us. So that was that was I opened it up and I was like whoa this is going to take a while to go through. So I really appreciate that. Thank you. I would like to add that we need to figure out a way to put her sense of humor in that because she has some really good pranks she's pulled and shared with the governance committee. So that I think should being part of her personality that that's what I love about her being here is because she has trauma experience but she makes us laugh. Thank you. I I definitely agree that the artifacts in in the evaluation were
112very robust and there there were so many and again I think that also speaks to the fact though that the rubric is is pretty flawed and so between a rock and a hard place you did great. Uh, and then of course I I do not like how we have gone from the the four rating to the three like you mentioned earlier, James. And I think that also just kind of speaks to the fact that we have legislators making these rules that aren't really tied closely to the public education system. So there is that and that has definitely been a challenge this year. But that might be something if we have the ear maybe in a government relations committee meeting or if we talk to our OCSBA reps we can maybe let them know that our
113feedback this year was not great on that change. So thank you everyone for that and we do have motion on the floor. So unless there's any other discussion. Okay. All those in favor? I. Any opposed? Motion carries. Item G. Would you like me to speak to this or did you want to? Okay. So, I just put it out there for consideration. Part of my contract says that if I um I can request a one-year extension to my contract um by the end of June. So, I just put it out there for consideration. Um my hope is that I will be considered to extend my contract because my goal is to be here bare minimum to see the um strategic plan through. And so currently I have a three-year contract. The strategic plan is 5 years.
114We can do the math. So I'm short a couple years. So I just wanted to put the request out there for your consideration. And I did uh recommend to Amanda, I would like all board members here before we actually consider it cuz that's really important to me. Um that everybody has a chance to have discussion and um that it's a collective decision. Any discussion surrounding that? Okay. Uh, I did speak with Tanya earlier just to a couple housekeeping things. If you look at her previous contract, it would just be the continuation of that with the same 5% increase and all of the provisions staying the same. So, we did discuss that. Um, but outside of that, were there additional questions? No. Okay. Well, we have some time. Uh, our next meeting is not until the
115end of July. So if there are any further discussion, feel free to email Tanya and ask some some questions pertaining to that. Otherwise, we will hope that we have a full board seated at the end of July and go ahead and vote on it. All right, our next item, the strategic plan. I think we have a host of presenters, correct? We do. All right. All right. Welcome. So sorry we've kept you there. No, again I'm super excited, very very proud of the work of my team. So thank you everybody for being here tonight. Um I'll start it off just again giving a general overview. You uh the board has many documents. Um, we haven't made all of them public because we're still working on them, but I wanted you to have as much information as
116possible. Um, so we're going to, again, I'll review the strategic plan components. Um, we've read through the vision, mission, and core values, and then we're going to get into the goals. So, each team member will speak to their goal. They'll speak to um their aligned actions, give some insight into those as well as um strategies and possible metrics that we'll use to monitor those things. Um and then Gary will uh at the end talk about the metrics as well as the dashboard which we're super excited about. So again, the structure of the strategic plan, vision, mission, core values. um we talked about those earlier and then strategic goals which each of the team members will speak to their aligned actions and their measures. So we talked about our vision and mission already. Um we did
117define these um core values more broadly. Um this was a lot of input from our community and staff members. So you'll see the definitions there. and we'll jump right into goal one. So that's Christie. All right. Thank you. So I have the pleasure of presenting goal one, which is safe, supportive, and connected schools. So the goal is strengthen a culture of safety, support, and connection across our schools to foster an increased sense of belonging. So that's our main goal number one. And then for each goal, there's aligned actions. And the aligned actions are basically our highest priority items that we're going to try to tackle in order to achieve these goals. So for goal one, we have 1.1, which is to increase student psychological safety and well-being by enhancing traumainformed student support systems and mechanisms
118that use comprehensive data reviews. So that's what's up on the screen. Um I'll talk just a second about some of the strategies and then more of this will be coming in further documentation. So um some of the strategies for 1.1 establish interdisciplinary teams to analyze data build staff capacity elevate student voice and belonging and evaluate data to enhance trauma-informed practices. And this ties into the Easter Seals TRSIA data. um Dr. Milligan mentioned earlier and um that's included in there where we will evaluate that and make a a plan of action. Um 1.2 is to strengthen parent engagement and provide clear, consistent and inclusive communication. Um we've already made some progress in this area. There's obviously a lot more work to do and the strategies here include implementing consistent user-friendly communication systems that highlight parent voice,
119strengthen engagement, and enhance access to timely relevant information. 1.3 increase consistency of implementation of a DK through2 schoolwide behavior response management program to ensure fair and equitable discipline practices across all schools. So this is something that's come up in the school quality surveys throughout the years. Um some strategies would be to develop clear protocols, consistent data tools and role specific training including in restorative practices to ensure cohesive and effective behavior management across all schools. Goal two. All right. I have the honor and privilege of presenting goal two. So a lot of the academic work um goal two is knowledgeable critical thinkers and communicators. Um we want to prepare our students to be knowledgeable and creative critical thinkers who can communicate and collaborate effectively. um our aligned actions um 2.1 we um def we aim to
120define develop implement and evaluate an Oxford community schools instructional framework that improves student English language arts and mathematic mathematics outcomes. Um a strategy overview um could be develop and implement an OCS instructional framework with ongoing learning and discipline specific literacy practices. So that's one strategy. Um 2.2 strengthen our multi-tered systems of support so otherwise known as MTSS by enhancing data informed practices that promote student success, well-being, and safety. Um another strategy um we are considering and really are interested in um developing further is foster supportive learning with strong relationships, targeted secondary supports, nth grade transitions and datadriven collaboration. 2.3 is increase student access to learning pathways and career ready options. We heard a lot about this in our um our input meetings. Um a strategy is um create inclusive personalized learning by integrating career pathways,
121community partnerships, trauma-informed practices and flexible student centered systems. Um another one is define the key performance indicators, the KPIs aligned with future career trends and equipped educators to support students through targeted training. 2.4 Four is revise, develop, and implement the portrait of a graduate, the POG, to reflect current and future workforce and societal needs. And we all know that in this ever changing landscape, it's going to be super important in the next few years to tackle that as well. So, goal two, three, sorry, three. Thank you, Janet. I am presenting this evening on goal three, empowered and engaged team. I want to reiterate what Dr. Milligan said the feedback we received from the board, our staff, and our community was so valuable as we worked through this process and really refined our information. So, we
122have cultivate an engaged and growthoriented team dedicated to our district mission. I really just want to point out too that this goal aligns so well with our core values and our aligned actions include 3.1 strengthen district-wide systems that support staff wellness and ensure competitive compensation positioning the district as an employer of choice to sustain optimal staffing levels. Strategies for this include uh benefits task force. I know I mentioned this previously to the board. This is something we're really excited about to bring our stakeholders together from all of the different collective bargaining groups, the atwill groups and really work through a task force that evaluates benefits um you know at least twice a year and we are empowering our people with the knowledge to share that with their colleagues. Um, we will engage in strategic collective
123bargaining. As you are all well aware, that work has been started and will be settled for a few years, but it's always ongoing that we're measuring the market and continuing to make sure offering the very best to our staff. Um, we will be using employee surveys to guide workplace improvements, empowering our wellness committee um to promote overall staff well-being. We had a meeting this afternoon, as a matter of fact, to outline four initiatives for the 2526 school year. So really excited about that work. 3.2 addresses um establishing a comprehensive professional growth system for all staff that fosters continuous learning, mentorship, and role specific support that includes and emphasizes safety protocols and procedures. And um we spoke about this at the board workshop. We're very excited to introduce um a committee um more a professional learning
124excuse me a professional learning calendar that addresses um PD opportunities for all staff teachers pair professionals secretaries the list goes on bus drivers bus monitors but we're going to have that in addition having networking opportunities for these groups um for example pair professionals meeting after school or over zoom to network and have time to work with their colleagues colleagues maybe have a microlearning opportunity at the beginning, but really emphasizing that all staff at Oxford schools are getting professional development to to grow their skills, their knowledge, and that will also impact their sense of belonging here at the district and their sense of growth, which is very important in their careers. Um, another thing that we um are going to use as a strategy are just feedback systems to make sure that we're getting feedback from
125our staff and recognition to make sure staff are being recognized. We're working with Gary on the metrics. You know, I've presented data before to you typically in January on turnover. We'll continue to track that and drill down specifically by our groups. So, that's goal three. Thank you. Good evening. Um I get the honor also of presenting goal four. Uh the strategic title of it being innovative sustainable systems and structures. Uh more more focused goal would be enhance facilities operation and systems to improve safety, efficiency and long-term sustainability. There are four aligned strategies aligned actions. 4.1 access and address infrastructure accessibility and space utilization needs to ensure equitable access to highquality sustainable learning environments across all facilities. A potential strategy for that would be setting standards as to what each facility should have the capability of
126doing that set of standards to assess the facilities on a district-wide basis and use that information as a guide to develop a comprehensive master plan for each campus following that set of standards. 4.2 is evaluate security infrastructure for efficiency, effectiveness and sustainability to support a culture of safety. A potential strategic overview for that would be implement the regular review cycle for the security systems. Expand safety training through a train the trainer model and define criteria to evaluate the effectiveness of the safety practices. 4.3 is advanced district technology being hardware, software and cyber security and networks as a whole to enhance instructional effectiveness and operational efficiency for the district. A strategy thought for that would be implement tiered tech training, refresh a develop a device refresh strategy that focuses on an every a five-year cycle review
127uh use annual assessments and strengthen cyber security. And for 4.4 Four, enhance operational systems by streaming resource management and implementing fiscally responsible strategies that promote efficiency, sustainability, and long-term infrastructure. And when we were working on writing that one, it seemed much shorter than reading that out loud. Um, so it's one of the thoughts behind that or potential strategy is improving collaboration. Um, really from an organizational point of view, there's some room and opportunity for improvement for organizationwide approaches to certain procurement approaches. for for example centralize resources um do an audit of our operating policies annually to really see what's current what needs to be changed reflecting the times and establish clear uh for example establishing clear uh requests for proposal criteria depending upon certain situations and with that uh I will turn it over to
128Gary for a we don't have a goal sorry and uh I have not presented in front of you and probably over a year. Uh and so again, just so you know, I am Gary Van Stavern and it's nice to be here with you again this evening. I'm going to talk about um we've talked about the goals and then the aligned actions and then strategies, but how are we going to measure all of this? What's that going to look like? And then how transparent are we going to be in sharing that with you and with the public? And that's where the progress monitoring and reporting comes in. So, we do plan to have quarterly updates for you. And then we're also going to be providing an interactive data dashboard on the website. And that is extremely
129exciting because you're going to be able to and there's kind of a little screen capture right there, but you're going to be able to hover your cursor right over the aligned action, the strategy, the the um the metrics and you're going to be able to see how we are progressing towards that that measure. And then you're going to be able to as you hover your cursor over it, it's going to pop out and then you can click on it and drill deeper and get more information as well. So again, we're going to be updating that uh quarterly, but then we're also going to be putting the spreadsheet um of all of our metrics. That spreadsheet is going to be downloadable. That's also going to be uh accessible on the website as well. So you'll have
130access to all of that. And so our team already has talked about some different strategies for these aligned actions. And so here are some other examples. And so you see on the top row you're going to see sample measures. And again, these are tentative. And then underneath that, you're going to see some sample strategies that are tentative. So, for example, and I'm not going to read each of them, but let's let's say we go all the way to the right across the top, you'll see 4.1, which is John's goal and Christiey's goal. And you'll see percentage of schools meeting districtdefined criteria for physical condition of all facilities. That's a metric. That's something that we're going to measure and provide that data out to you that aligns with the strategy directly underneath that, which is to
131establish measurable standards to assess infrastructure, safety, accessibility, space, and facility improvement needs throughout the district. Again, like John said, kind of a word, you know, mouthful, but this is extremely important information, and again, we're going to be sharing this with you uh quarterly. So with that, I think that might be the last slide. Thank you. Is this where we asked for questions or is this more of a presentation? [Laughter] I I mean I know we we talked in the workshop, but I mean thank you for for all the work that's gone into these. Um, I appreciate putting the feedback that we gave specifically at the workshop, integrating what we could in into it directly. Um, and I just appreciate the work that's been gone for you and your team. Thank Thank you, Mike. Okay. Yeah,
132that that was fantastic. Thank you so much. This has been such an impressive process to get to get to be a small part of and and watch the excitement grow from not only Tanya empowering her team to really lift this up and take this on has just been really impressive to be a part of and and to see this final product is so exciting. And the dashboard that Tanya has been talking about for the whole year has been this is this is really exciting. So thank thank everyone that has had big and small part of this and the community as well. This is going to be really exciting to have as a board to lead us forward. Thank you. I will echo that. It has been a great pleasure to be part of this process
133along with all of you and the way that you have taken feedback and ran with it and made it better. It has been very impressive. I am most excited about the metrics and uh the dashboard and I cannot wait to see those and I think it is very obvious that a lot of thought was was put into this and I just appreciate all of your work all of our community fellow board members Tanya everybody involved. Uh truly it will be a very needed path moving forward for the board. I am very excited to align all of our decisions with our new strategic plan and so thank you for the for the road map and everything you've done. Next up, we have a couple of bargaining move to approve. Oh, we haven't. Of course, we're we
134went through all of that and didn't actually officially do it. I'm sorry about that. Who would like the honors of this motion? I'll take it. Move to approve the strategic plan as presented. support Mike Whitney. Thank you. Discussion. All those in favor? I. Thank you again. Can't believe I almost forgot the vote on that. I'm sorry. Now we'll move into the bargaining agreements. Anybody like to make the first motion? Sarah Beth. Sure. I move to approve the collective bargaining agreement between Oxford Community Schools and the Oxford Educational Support Personnel Association as presented. Support. James. Thank you. Any discussion? Again, great work our HR and union and everybody involved in uh in making these agreements go very smoothly for us. So, thank you and I I am encouraged by the feedback that we've gotten in general
135and I think it makes us more competitive. Um so, I certainly appreciate that for our children. Um and yeah, just great job. Anyone else? All right, roll call. James. Yep. Roll call vote. I need yes or no when I call your name. Capourney, yes. Whitney, yes. Gibson is absent. Summers, yes. Ason, yes. Aldridge, yes. Mcdana, yes. All right. Next one. Thanks, Mike. Move to approve the collective baring agreement between Oxford Community Schools and the American Federation of State, County, and Municipal Employees as presented. Support and thank you. Discussion. All right, James. Roll call. Yep. Roll call vote. Need yes or no when I call your name? Aldred, yes. Campori, yes. Whitney, yes. Gibson, absent. Summers, yes. Herson. Yes. Mcdana. Yes. And next one. Mike Whitney. Thank you. Move to approve the collective bargaining agreement between
136Oxford Community Schools and Oxford Administrators Association as presented. Support. Mike Aldrid. Thank you. Discussion. James. Yep. Roll call vote. Need yes after I call yes or no after I call your name. Aerson. Yes. Aldridge. Yes. Camajourney. Yes. Whitney. Yes. Gibson absent. Summers. Yes. Mcdana. Yes. All right. Perfect. Moving into item L. We have a recommendation for action to approve the resolution. This was in your board packet relating to the way that uh there was an agreement relating to the way that salaries are identified for retirement and we've actually had those of us older board members have had experience with this. So, it's a little closer to home. But um unless there are any questions on this, I would recommend that we make a motion to approve this. I will I was waiting for waiting for
137if there were any questions. Okay. About the document itself, uh move to approve the settlement of Batista versus Office of Retirement Services resolution as presented. All right. Mike Whitney takes it. Discussion. All those in favor? I. Any opposed? Motion carries. All right. Item number seven. We have our final budget amendment approval. John, are you speaking to this first before we um if I I can give you just a summary review of what Courtney presented last meeting if you'd like. Sure. Just a from a revenue uh budget point of view. This is the final amendment for the current year we're in. The revenue 104,766, 0008, the expenditures 104,644,023, a s budget surplus projected at 121,985 with a budgeted ending fund balance of 17,315,523. Um, in terms of the attachments that went to the board, I'd be
138happy to answer any other questions or based on the are appropriate for the fun amendment. Any questions on the 2024 2025 budget? Okay. Would anybody like to make motion? Second Mike Whitney move to approve the fiscal year 2024 and 2025 final amendment resolution as presented. Support Mike Altra. Thank you. Discussion. All those in favor? I. Any opposed? Motion carries. Item B, our technology bid approval. Uh we do have uh one bid request tonight. Um it's for the pro procurement of some equipment for this coming school year. Um I apologize for the timing on it. The the timing in which we got some final pricing information in relative to our available board meetings relative to a lead time and getting the equipment ready for next year kind of puts us on the spot for this meeting.
139But as a quick overview what's actually in the bid award, uh it's 1300 Chromebooks for student devices, a thousand of which are targeted for the middle school. Um, along with those middle school items, there's a two-year insurance attachment of $35 a year. The strategy for the middle school students will be to building wide refresh where incoming sixth graders, existing seventh graders will get an an devices with insurance on them. They will all get new devices those two years or excuse me, those three years worth of equipment will all have these two-year programs on them. um our history from a um technical damage and repair point of view. Middle school the middle schoolers are the toughest on the equipment. So we pretty good pricing in terms of an approach to put some insurance on that grouping.
140So the idea being the machines as as we have outgoing graduating eighth graders, they now everybody rolls back into the those roll back down to the incoming sixth graders. So by the time we get two to three years through, if there's a problem with the units, they're more than likely covered completely by insurance. Beyond that time frame, if there's a material problem with them based on the value of each machine, it's probably a um sell it for scrap and then look at replacing the machine itself. So that's the strategy at the middle school piece. the other 300 uh Chromebooks are associated with our OA students in terms of a scheduled replacements um process and to uh kind of elaborate on that too that there was a question from a board member earlier about um the
141technology side of replacement schedules and and those kinds of things that's going to be actually part of the uh the strategic plan process and some of the metric pieces there. So, it kind of feeds right into that and it's it's in process and Matt's working on things in that regard too um in terms of bringing those forward. But also in the package, the bid request is 96 HP Z towers and 32 monitors to be used in our MS STEM rooms. The equipment in those rooms are roughly on the 10-year-old side and desperately need replacing. So, we we're going to knock out those two STEM rooms as well and then pick up a uh some uh 100 surface go unit for our OSC students. And I'd mentioned estimated lead times were really the driver and some
142of the pricing was driving the uh the reason why we're coming to the bid meeting and requesting approval at the same meeting which I understand is not the norm. So but the pricing related to the equipment in the end the the pricings are coming off two different cooperative contracts. One is the rem contract for intercom one is the it acronym is tips. It's uh that information was also included in your board pack a little bit about who what tips is and um it's it's focused on an educational pricing process as well. So the but the cost for the Chromebooks of 536,180 the cost for the um HP stem room towers and monitors 192,314 um funding will be coming out of the general fund from a U that's been incorporated in this budget which is coming
143up here in a couple of agenda items. So, it's a recommendation administration that the board of education authorize the administration to purchase devices from Tafara LLC for $536,180 and intercom for $192,314 for a total of 728,494 authorization. Um, any questions? So on the middle school ones with the we're doing a full hardware refresh. Yep. Are we being assigned l the Chromebooks? So the sixth graders will keep the same laptop for all three years that they're in middle school. It's my understanding that is has match well not a yes in the audience. Yeah. They'll go with them through the grades. Okay. And then when they graduate they'll rotate back out. So, so we're going back to that because that was the agreement or the understanding a couple years ago and then last school year kind of
144got totally changed. So, I want it's my it's my understanding that there was an um looking at a different process changed last year and it didn't work out as as the pilot had hoped it would and I'm I'm just speculating on some of the some of the things that I've learned. And then are we doing any kind of outer casing or anything for these Chromebooks like what are on the high school Chromebooks as a protective case? not as planned right now. Um they we have we've tested these and we have unlimited uh replacement of these devices uh at no no charge and um they gave us a demo unit. Um we have dropped it from head waist height and the uh device opened like this from waist height and dropped it and it did not
145break. Okay. But it's having a middle middle schooler myself, uh, you know, when you say that they're pretty rough on it, I had some discussions with them on things. So yeah, I I just I know the cases are nice and stuff. Um, the assignment for them to be with him all three years, I think adds a little bit of ownership and responsibility to them because the mindset of a lot of his co- students, co whatever friends is, well, what does it matter? I had a really nice one. They took it away and gave me this crappy one that with a trackpad doesn't work and I don't care. So I I like going back to that where you know they have it. Are we still offering insurance or asking for parents to do that or because
146that part of this deal is that unlimited replacement, we don't need to worry about that anymore. We are still going to pursue a service contract. Uh it's not considered insurance. Uh but a service contract is something I'm going to be rewriting this summer. Uh on I talked to thr about how that uh wording should go and we're going to provide that uh to the students. And will that follow the device through all three years or is it a renewal every yearly renewal? Okay. Do we know what the cost is by chance? Not at this point. I'm going to probably go with similar things from previous years. It was at least $25. Can you remind me? And $70 for the last 75. Okay. Thank you. Yep. Thanks. So I guess the only thought I've got looking
147at this is are we working towards a management style for technology that is more palatable versus large sums coming out of a fund or because this is quite a bit. I'm wondering if once we get technology and facilities, we're going to have that plan to where we can chip away at it in smaller pieces. A more manageable plan than wait 10 years and then we have no choice. We have to do it now. Absolut absolutely. As it's actually like mentioned earlier, it's going to be part of the strategic plan. One of the one of the strategies for it is develop a a standardized approach to a refresh cycle. Um the ideal cycle probably being on a fiveyear basis I think we were talking through before that said I do put the disclaimer in if there's
148a issue with the state funding fiveyear cycles can get stretched out to six and those kinds of things but the goal is to have an active forward plan place plan in place that addresses um management of technology within the district and that's that's laptops infrastructural technology anything technology Oh, anyone else? I know there were some questions in the the Q&A. We've all had some tonight. We don't necessarily have have the time if we would like this implemented uh ahead of the school year. So, if anybody would be comfortable. Thank you. Yep. Move to approve the technology bid approval as presented. Support Sarah Beth. Thank you. Any discussion? All those in favor? I. Any opposed? Motion carries. All right. Thank you. And now you have a presentation for us for the 2526 budget. Yeah. I promise
149the 50 slides in this deck will go quick. No, I'm just kidding about that part. But the it is the we are treating this as a second reading and approval for the adopted budget. Just as a refresher, the uh the workshop process and subsequent uh draft work through the tooth and taxation piece is treated like the first reading. So this this is what what we're actually putting forward to the board and requesting your approval on. And in the in your board packets, there's uh there's the actual PowerPoint presentation here. There's the executive summary write up addressing the budget in the in contained in there is a lot of different sum assumption information and things that actually used to build the budget. And then there's a very long resolution document that's different than the amendments ones.
150So if you've got any questions on that, I'd be more than happy to address that as well. But um with that said, let's get started. This is a snapshot of the the general fund itself within the budget appropriation request for the adopted will be all our budgets and I touch on that at the on the ending slides too. So um very hard to read. So in terms of where we're really at this one starting a uh a uh a fund balance surplus or excuse me an operating surplus of $213,660. um to it's the format that we'll be using forward as well to where you see on the far right hand column. The itemized alphabetical letters correspond to um individual identification or writeups for for some change in changes that are embedded in there that'll be
151on the within the pages of the documents that's attached to the board book. Um I do not have that up up here but from a general fund highlight point of view some of the the bigger picture things the revenues and transfers in total are are totaling 108,911,763 the expenditures and transfer out side of the equation is the 108,698,4 and I like to um position this kind of a thing to remind that there's really what we refer to as a general fund. It's really two. It's a revenue fund, an expenditure, or excuse me, revenue budget and expenditure budget that comprise the fund's operations. So, the operating surpluses again is $213,660. Uh that would move our projected fund balance to be 17,529,183. Uh the section 147C 1 and2 just just as a as a bigger ticket item
152within the budgets. Um the state a pass through revenue expenditures in this budget in the adopted form are the same as that are in the final amended budget of the current year. That information will be updated through the amendment process. That's that information usually is uh not really known until July or August when our state comes around and gets its gets its uh its budget passed. And that that would be explained the big block red letters disclaimer about the state legislature hasn't passed its school a budget. This one's built on the known up to current date information um that we have today. That said, the year we're just finishing out now, we started the year in the same mode, but the state actually passed a whole lot of difference in it. I don't think that's
153going to happen this year, but I got the disclaimer there anyway, just in case. So, from a revenue assumption point of view, um we're expecting from an investment rate of return still in the 4% range. It's um which is pretty healthy especially compared to the last 10 years. It's probably more historically where it typically has been. So 25 years ago would have been closer to four versus the the half a percent of the the recent era we just got through. Our feebased revenue we're expecting to grow greater than 10%. We're making a focus and that's part of our strategic plan too as well as to build up our our feebased programs such as use of the pool um by community groups andor community at large and those kinds of things to to um increase that
154base. The foundation allowance in this proposed budget is based on a $392 per pupil foundation allowance increase. There was a lot there has been a lot of talk in um all three branches of the state government. They all seem to like the $10,000 per pupil foundation allowance. The nice round numbers approach. I did just hear yesterday that the some of that may take up a few dollars from that number which would be good. Um the net student enrollment that we used to build this budget is increased by a net 180. So um getting us to a budgeted 7611 total FTE for the district. Now when I say total FTE, those are full-time equivalent students. That's really probably 12,000 headcount kids. Um the the difference being we may see be um have a certain child taking
155only two of their six classes a day in front of our staff on some of our our share time service type programming. So that's two headcount but actually ends up being about a point4 FTE. So that's why that there's a difference when we talk headcount versus full-time equivalent. Um, so and then and the state uses a waiting model for how it comes up with that number as well. So the kit counts, the student counts as of October of 25 this coming October, that'll be weighted at 90% and then the February that's already behind us, the student count that occurred then, that'll be weighted at 10%, those two numbers added together will produce the 7611 that we're budgeting on, I can guarantee it won't be 7611. It'll be hopefully within a very tight range of that
156from our forecasting. But um again because it's a forecast it's rarely ever going to land on that exact number. But so the categorical and grant revenues are increased modestly throughout the bud the fund. So whenever the the grants and categoricals change there's a revenue change and a corresponding expenditure change much like the 47 the 147 C passrough money the state passes through all the public districts. What that really means is there's a lot of little changes through pretty much every every operating department in the district because of those types of changes. The ISD and other source revenue it's budgeted to decline by about a million and a half relative to this year's final amendment. The lion share changes is our are the funding we get through u Oakland schools the pass through P18 funding that
157the model that they use to um identify which districts get how much. It's a model that from year to year can change quite a bit. If a larger district expands their special needs costs and um a material amount, it can pick up a big chunk for the subsequent year because there was they're always using one year old or the prior year's cost reports. So this year we we declined relative to the prior year. Next year we'll probably pick a big piece of that right back up. There's a lot of fluctuation in that. And then also in this year's budget, there's about a million dollars of one-time insurance proceeds that are, you know, there's a revenue recognizing that and an expenditure recognizing that amount. So those expenditures are hitting several different line items as well. So
158there's a lot of movement in that respect and operating transfers in from the community service and food service funds are total $275,000. That's basically um an indirect charge that those funds pay back to the the general fund for, you know, payroll, um HR, things like that. that's all of their staff are are part of. So major expenditure assumptions uh we have you just went through all the union groups are settled. So those that information is pretty well known. Um the adopted budget incorporates the estimated changes relative to the uh contracts that you did just did pass as well as the teachers a meeting ago. Staff cost changes. Also a big driver on them is retirements, terminations and not necessarily uh um terminations for something not good. We got lots of teachers and lots of personnel
159to change jobs. So between retirements and job changing and new hires and program growth, meaning we may be hiring net new teachers, um if over grows to where we're targeting, we'll probably pick up a couple of teachers in there. So that's all incorporated into the expenditure side of it, too. and it has how it impacts the uh the overall wage base of the of the budget, which gets to the next bullet point of the the wage base year-over-year growth. It's budgeted at 5.8%. And again, that reflects contract changes as well as staff movement plus staff changes. It all feeds in there. Um weighted average retirement rate used for all staff on payroll this year is going to be 29.75%. So, what that means is um for every dollar $1 wages we pay, we pay also
160an additional $29.75 to the Office of Retirement Services. And which kind of sparked in my head considering you just passed that amendment or that resolution, they're not my favorite people. Um the district's base healthcare insurance caps have been adjusted. Uh and there's a a process in place in terms of cost sharing and premium sharing related to that, too. And then all of their net operating costs, here's the catch all bullet. All of their net operating costs other than the wages and benefits that I just spoke to above have declined year-over-year. And really, that's because there's a big chunk of insurance expenses that was done this year that's not happening. Hopefully, knock wood, not happening next year. So, that's really the big driver on that piece. So, here's a um the three-year budget forecast updated. Uh
161this was we looked at probably it was back in February I believe was the meeting on that. So um this is where we're at in the middle column there is proposed in uh the operating surplus piece of 213,000. Uh based on static information rolling forward based on we we should be in a healthy u positive positive surplus generation position for the next few years beyond this coming year. Um, but again, this does use static information and whatever the state approves in two months or could change a lot of that. But just to put forward a uh update of what we're looking at a couple of months back. So, and why I thought I'd speak real quick about why district wants a healthy fund balance. It's our primary source of district cash flow and working capital.
162And what that really means is that we make payroll every payroll cycle without even a thought of having to borrow. There are a number of districts in the state that have to borrow forward against their state aid just to make sure they have the actual cash in the bank to make payroll. Um that's that's really a um a function of what districts do 100% summer tax levy versus a lot of districts do 50 50 summer 50 winter and then the majority of our payments coming from the state for the for for the new year coming up for fiscal 26 those payments won't even start till October. So if you don't have some solid cash in the bank and you're going to have some payroll challenges just to get to the state aid and then the
163end of those payments won't occur till July of the following year. The cycle in which they pay this the the state pays the districts is one that benefits the state and of course we get the not benefit side of it. Um some of the some of the other items too from healthy fund balance is uncertainty of revenues. Um, again, state aid starting later into the year, unpredictability of categoricals and federal grant funding, year-over-year swings, as I pointed out in the P8 funding, um, unanticipated expenditures, i.e. the recent project that was was fixed over at the middle school in terms of the transformer repair. Um, and then it's also it's a district-wide auditor recommendation. They're looking between 15 to 20% as a fund balance for these reasons. A lot of it has to do with the
164working capital. Um, a district when I worked in Rochester a number of years ago, they were on a state aid borrowing mode and literally it cost that district at that time and this was quite some time ago a half million dollars year a year in interest expense just to be able to make payroll. So I when you have a working capital that's available through your fund balance because you have a healthy fund balance, it has a lot of benefits in terms of cost saving and efficiency. So, the other funds that are also uh included to be approved tonight is the community service fund. A quick snapshot of the different revenues and expenditures. That funds operating in a surplus and we expect it's going to have a ending fund balance of about 550,000. The food service
165is in its second year of its uh um fund balance spendown. Pretty much every school district in the state's food service program is operating under what's known as a spendown. The MDE has set certain rules in place a number of years ago that their targeted fund balance for food service programs. They think it shouldn't be greater than three months worth of operating costs for your food service program. And then after the advent of all the COVID funding and everything, every state in the district was in way beyond that because of all the federal funding and everything that poured in in a short period of time. So like like all the other districts, we're in the back end of our spend down plan which predominately involves some renovation work at kitchens at the middle school, the
166high school and the OEIC facility. So that at the end of the coming year here, we expect the fund balance in the food service to be in about 228,000 range, which falls pretty much under that um under the MD's expected fund balance target. our school activity fund also known as internal funds for for the different accounts uh that the students uh that we uh we have a fudicial responsibility over. We're expecting about 1.3 million in revenues and about little a little over 1.1 or 1.150 in spending surplus of about 80,000 a little bit growth the estimating fund balance of 1.3 million. So those are special revenue funds that they're pretty they used to be treated as trust and agency fudiciary responsibility funds that changed a few years ago. Gazby changed rules on it. Why to
167this day I'm not sure why but you know that we we can't uh change we have to do what we're told through that process so that that we move to this format and we now call it a school activity fund. And this is really funding that um the different if you think of all the different programs at the high school and the middle school where they're raising funds, the different group kids groups are raising funds. This is where that that money is accounted for. The debt service funds um the revenue budgets about 14 million. The expenditure budgets about 30 million. The operating deficit is about 16 million. I know that doesn't look good on paper, but one of the funds, one of the debt service funds, a 2000, the 2010 bond was a was a
168a qualified school construction bond program that has a $15 million payoff that is not due till May of 27, but we're in position now to pay it off in May of 26. So, it shows up in this fiscal year. So, there's a very large fund balance associated with all our debt service funds because there's an investment uh fund that was tied to that that particular debt service fund that's been built up over the years and is not ready to pay that off. So, as bad as that looks, it's a good thing we're going to end up with a $600,000 balance in our accounts to move forward with. And through this process as well, we're going to be paying down our school bond loan fund balance by about three and a half million based on projections.
169um hopefully a little more. And then the capital project funds is budgeted at $700,000 in revenue. We're expecting to spend or about a million dollars just and that's that's really an estimate based on what we've done in the last year here. So it's a it's the this fund itself, the capital projects is more of an estimate in terms of what projects will be done. Um, so the operating deficit there of 299,000 that there's a fund balance coming in that year or coming into the new year of of 300 some thousand. So we'll have a small fund balance left in there. A fund balance for that fund is really only um important if it's a bond related capital project fund and you haven't spent all your bond proceeds. That's where it would show up. But this
170is the district's operating capital projects fund. So, um, that's not unreasonable to expect a a small fund balance left in there. So, that's the end of the presentation. I would be happy to address any questions or thoughts, concerns, questions or comments. While you're up here, I just had a side question on the fire panel that was just discovered to be needing a replacement. Do you have an update on that? And is that already budgeted in into this? Well, the fi the fire at the high school you're talking about the fire panel there. It's been it's been it like the lots of many of the things at that building are nearing its end of life. It has had it's had in the last few years, especially when we get any power surges, it'll it'll it'll kick
171into what's known as trouble mode. Everything's still working. Everything operates as supposed to. It just triggers. It's a trouble alarm alert. So, they literally got to go in and reset it. You push button, reset it till the next time it happens. One of the challenges with that facility recently what came up this past week is it's a different kind of a trouble learn showed up. Um it's tied to the and I'm trying to see if we've got a poll in here. You know the traditional U pull stations. They're all they all route through that panel. That panel thinks that there's another one that's not working somewhere and we can't we're in the process of tracking down which one is trying to identify. So when it goes through that cycle and it picks up on it
172thinks there's a panel that or a pull station that's got a problem, it sets off a trouble alert. So the the process until we get it identified as to which one is the the faulty one is literally just once it it's going to happen once a day. They literally got to go in and push the button and then it'll reset for the next 24-h hour period. So, in terms of the big picture problems with the fire panel because it's it's at its end of life in terms of um its actual construct and the way it's it's set up in the building, the ideal would be to merge its functionality into the mass notification panel. That's the new one in the building there. That is going to be expensive. Um we're we're working on a plans
173and timelines as to when to do that. Um it's an ideal syncing fund type of of expenditure. So depending upon how the vote goes for the program on that it would be an ideal expenditure addressed through that fund as opposed to taking literally a quarter million dollars of the general fund for that kind of a a system. Um so it's a it's going to be limped along but I assure you that it's functionally fine. It's just got some peculiarities tied to it. And as a person that's getting older, I understand how peculiarities pop up with the age of of of age of one's body construct. So, um, it works fine. There's no safety issues. It's a matter of timing and funding of when we actually come up with an overall plan to either replace it
174or merge it. To me, the ideal is to merge it with the existing the new MS mass notification panel. So, but that that's a lot of there's a lot of reprogramming that goes on with that and those kinds of things. It's not it's not an inexpensive project. And so that's not something that is already in this budget as an expected cost. The 250,000 um it's not specifically identified in this budget. There's specific amount identified for um non-technology capital projects. There's some technology world and then there's um funding that's transferred into the capital projects fund to address these kinds of things. Depending upon what the final um thinking and decision is to how we want to deal with happens, it may happen out of this this budget from that piece, but it's not a specifically identified
175project. Okay. And I won't hold you to this, but you had you had guesstimated that there was about 2% uh of the budget spent on safety and 1.3% on psychological and health services. Is that if you look at the last five years, are are we still in an upward trajectory or can you give an estimation of where the last three years maybe? Well, I I can speak to last year and this year. Yeah. and where we think we're going this coming year. Once you take out if you if you pull out capital of one-time purchases out of those functions, it's growing. It's growing at a at a predictable pace. It's not skyrocketing, but it's growing. Um, what skews it is if at uh was it last year, I think we had a bunch of safety
176equipment purchases that would have showed up in the the safety budgets that skewed it upwards. But if you take all that out, it's it's growing. It's growing at a safe, healthy pace opposed to skyrocketing or cratering. Yeah. Okay. Thank you. Anyone else? Okay. Anybody like to make that motion? I can move to approve fiscal year 2025 2026 budget res uh resolution as presented. Support and thank you. Any further discussion? All those in favor? I. Any opposed? Motion carries. Thank you, John. Thank you. Uh then, oh, you're still up. You one more. Speaking and speaking of we were just touching on this. This is the school loan revolving annual loan and repayment activity application resolution. Um this happens in the district every year. The point of it is to if if you it's used to give
177the state treasury a heads up as to what districts are going to need money and what districts are paying back so they can figure out what net they need to borrow. This year we're as I mentioned earlier this this is a well I should say this is the first reading of the resolution. It'll be back on the 29th of July. And um within this application for this year, we think we're paying down about 3 and a.5 million against the the balance of the school loan revolving fund. And we think that's a good thing. And I'd be more than happy to answer any questions on this one. Any questions? All right. Well, we will see you back at the end of July for a vote on that. Thank you. All right. Item eight on scheduled public
178comment. Do I have Thank you, Justin. We have two. We will start with Danielle Crosk. Good evening. Um, first of all, I was out of the country when I heard about the take it or leave it settlement offer given to the families of Tate, Hana, Madison, and Justin. I wish I could say that I was shocked. Um, it's nothing short of insulting. It reeks of arrogance and continued desire to protect the institution over doing what is right. You haven't just failed these students, you've continued to fail them and their families. And worse, you are following in the footsteps of those who failed before you. Many of us thought a new board and new superintendent would help change that. And here we are a year later and it has not. The school is negligent. And while
179immunity may shield the district legally, it does not relieve you of your obligation to make it right for the four families and the 1600 students and staff. The insurance exists for a reason, to protect the district, its staff, and its students, not to shield administrators from accountability. The insurance funds in question are not yours. It belongs to the community. It was paid for by hard-working, taxpaying families that care about this community like myself. You have continued to allow an insurance company to lead these discussions or maybe use that as an excuse. This is not just a leadership failure. It is a moral failure. And now after all of this, you want to come back and ask the same victims in this community to approve a sinking fund. And we are supposed to blindly trust that
180you will do the right thing with this money. Blind trust is what led us to tragedy. Until the district demonstrates accountability, empathy, fiscal responsibility, demonstrates it, not just on PowerPoint, the vote on any new funds should be a resounding no. The lawsuit, a lawsuit, is not required to initiate the insurance coverage. the millions of dollars of death death death uh death coverage $20 million or more for building real building reconstruction $30,000 for mental health services for each of the 1600 victims as per the district policy insurance policy. The board claims to have no knowledge of the settlement which in itself is concerning. You are responsible for overseeing the insurance policy for this district. The superintendent and director of business operations are responsible and in communication with the insurance company. Presum presumably this means Tanya and
181John have agreed to proceed with this offer. Depending on the policy, the board may have should have approved. In any case, again, the board is responsible and accountable for transparency and oversight. So, I have three questions that I'd like clearly and directly answered. Who authorized this offer? What is your explanation for not leveraging the insurance coverage as purchased and intended by this community? And why was the board shut out of these discussions? The community requires a voice and that is through the president and or vice president of the board. Transparency is not optional. Accountability is not optional. I will continue to stand with the families of Hana, Tate, Madison, and Justin. It is long overdue for this board and those sitting in silence here or watching at home to stand as well. Thank you. Thank
182you, Danielle. Linda Joe White. All right, beautiful humans. It's the end of the night, right? We're all together in a room here. It's great to see your faces. It's going to beep. Just ignore it. It's I got to reset this, but go. So, I just wanted to not have you. So, my first question is, is anybody going to answer her three questions right now? How do they get answered? Okay. So, great to see your faces tonight, beautiful humans. My name is Linda Joe White, and I'm really torn right now. My heart is just torn. I'm here to be a voice for the families of Hannah Tate, Madison, and Justin. I'm a mom, boy, mom, wife. I want to take a minute to thank Michelle and Mr. Santaala. And are you Miss Collins? No. Okay. Because
183I wanted to thank you too if you were. But for everything they did, right? because my son got a text the day of the murders while he was um being whatever they do, right? Hiding or whatever that Hannah, who was a friend of his, and Tate, who helped him through football, had just been shot and killed. And I I I live on 24 and I'm hearing all the stuff, right? And so I'm a 25 plus year corporate quality auditor who is a root cause analysis girl. And I initially came here today because I saw Mr. Juliana's thing and I'm like, how could they not know? How could this father be presented something? And how could y'all not know? Because I've owned a business for 10 years. transportation manufacturing. We were vendors for the state. I
184worked at American Axon Manufacturing and was mentored by Dick Dal who was the guy that Liia Akoka says turned Chrysler around and I sat for hours just like I did this evening and hearing how do we how do we how do we and I'm sitting like you want to that MASB training get some root cause analysis training get some fivey training and apply it to your systems you, sir, Mike, Miss Amanda, Miss Tanya, Miss James. I don't claim to know you, but I've interacted with you, and I resonate with the statement that we thought things would be different. And in the four of you, I see hope. Ma'am, you're on the safety committee. I do my research because I'm an auditor. I'm also the only old oldest girl. I'm Sicilian and I've been through some
185stuff in my life. I I just turned 60, but at the age of 19, I was gang raped. And I speak openly about it because I've overcome it, but I overcame it because I dealt with the trauma. And part of dealing with that trauma, and any lawyer will tell you this in dealing with the situation, any health care worker will tell you, you have to go back to the incident. Your meeting tonight would have been half the amount of time. If you would do what the community is asking, and that is to stop saying si, stop saying staying silent. Your silence is complicit with the oppressor and that oppressor is the legal system. Okay. I appreciate your presentations, Miss Milligan. But as part of that automotive manufacturing and going to the team quarterly meetings, right,
186and the rahrrah and all that kind of stuff, I we don't want to hear it. We don't want to hear it. We are in flight mode as a community because of the failure to make it right. Do what Michigan State did. Pay these families. Make it right. Someone has to speak out. And I'm begging one of you tonight. I'm begging one of you. Are you on that safety committee, sir? And you, Miss Amanda, and I know there's a red light. You're forcing this community as trauma victims to have to reframe a violently tragic event without a foundation of trust. And until you take the necessary actions to reestablish trust, none of what you present up there is going to mean anything to any of us. We don't want to hear you. I'm in the community.
187I hear my son. I go to meditation. We're on the Facebook pages. All right. And it's all yap yap yap yap yap. You said I didn't know what my child was going through. They don't want to hear it because they just want it to be made right. Thank you, Miss White. I appreciate your time tonight. All right. Um, item nine, we have our next board of education meeting on July 29th. I can't believe this is already on the agenda, the first day of school, August 21st, and then some more upcoming meetings. Do we have any administrative clarification, Dr. Milligan? Okay, into final board comments. Um, I would love to hear if you have any. This is where I was hoping we would we would touch a little bit on our survey that was filled out
188regarding the the self assessment. And now that we're at this point in the night, I think it also does lend to the fact that it would be a better placed item earlier in the agenda. So, um, if there's not anything else outside of the assessment that anybody would like to discuss, I just wanted to highlight, I'm not sure if you have it up on your computers or not, but item three, four, and 10 were the top three. And to go over that, item three was, does our board create an environment that ensures that commitments and directives are in the best interest of all students? That one we scored as the highest priority. Um the other the next highest was does our board value differences of opinion and avoid letting differences degenerate into personality conflicts? And
189so if anybody wanted to say anything in particular on that, I think that specifically for our item three, some of the action steps and things that we could do to improve that area that that I personally lifted up were that um we pro uh prioritize transparency in our implementation by providing student- centered rationale behind all of our decisions And that includes followup on the effects in our decisions and evaluate the metrics used. If we want to put it into examples, for instance, the the curriculum, I think we do a a very good job there of saying this is going to be great for students. this is why and these are the the student outcomes and metrics we are hoping to achieve where I think maybe we could focus and doing better on are continuously doing
190that. For example, our science curriculum we just approved tonight. Not really sure how great or not great the the previous science curriculum was. So, I think in my opinion that was an action item that that I lifted up and I don't know if anybody had any other comments, suggestions on how we can improve our lowest scoring area. Yeah, this is definitely going to be better for the beginning of the meeting. Okay. Um, okay, fair enough. Let's let's try to tackle this again towards the beginning of the meeting, end of July. Okay. Okay. Anyone else? All right. It's 9:17. This meeting is adjourned.