June 2022 Committee Meetings of the D128 Board with Audio Descriptions

001let's call to order the facilities and finance committee meeting for monday june 20th it is 5 32 pm we start with the pledge i guess we will move on to our agenda well there it is there pledge allegiance to the flag of the united states of america and to the republic for which it stands one nation under god indivisible with liberty justice for all bless me father forever oh okay i'm sorry usually i don't have a problem being loud enough i'm just saying okay moving on committing minutes done with that the energy audit update did we do the communication no oh i'm sorry public comment that's what i forgot is there anyone here that would like to offer public comments okay no all right then we can move on do we have any email public

002comments that's me all right back to the energy out of it yeah i just wanted to put this out there to give an update on mark we had verity out they did a tour of both buildings with mark and don so i don't know if you guys wanted to just talk about that how that went um it was fun we got to walk by the way that's the first time i've ever heard an audit well uh it was interesting what it was that they wanted to see they were very specific about what they wanted to see they did need access to the roofs so i got to go up on the moose at both the schools to mostly just looking at chillers locations ages they took a lot of pictures they were also interested in

003our management software and mark did a great job of showing them through that and then it was fun hearing them talk to each other about this you're like oh my god he's got this he's got that they have everything in one place this is awesome because apparently many schools they go to they really have to pull teeth to get information and everything that they needed was at their fingertips so kudos to our staff or taking care of that our only issue is there are not enough keys to get into certain rooms in the building there seems to be only one person that has keys to get into a certain facility i'm just hassling it because you didn't have any keys yeah especially well for living though bernie hell's just an initiative yeah they gave him

004a giant ring and we had to go through all of them and then and then none of them worked but uh no they uh i i'm interested to hear what they have to say uh because they they commented many times about things that they saw that uh could be improved upon um and uh it seems to be in line with what we're already doing they i think they were happy to see some of the steps that had already been taken here um so i thought it was good great yeah and right right now they're they're looking through all the data so there's been a few communications back and forth about confirming our data like does it sound right to you and doing all that kind of stuff so i'm hoping to hear something soon okay

005looking forward to the next steps on that uh moving on to fiscal year 2022 budget amendment so this one is on here this is the same thing we've been talking about for a few months now the original purpose of the fiscal 22 which is the fiscal year we're in right now at least for the next 10 days uh is to account for the transition program costs so we added a million just as a buffer all that kind of stuff that has to go through the normal process that you would do to adopt a budget same thing you have to do to amend the budget so that's put the tentative budget on display give 30 days notice for hearing and then you can adopt it we backtracked it so that june 27th would be our adoption

006date so we had our we have our hearing scheduled then we had a 30 days notice in the paper for it and i think we might not actually need to do this um now that the fiscal year is panning out um the amount of money that we're actually spending this fiscal year on the transition program is very very minimal i didn't i always knew that we probably wouldn't spend maybe any of it or hardly any of it but with the fieldhouse program now um finalized out and i i'll give you report on that next month there is enough room that i don't think we actually need to make an amendment and if we don't need to i don't want us to because then every time you have a report it'll always say your original budget

007and then your amended budget and we i don't think we actually will need it but i won't know for sure until wednesday when we cut all of our bills for our board meeting on the 27th so um i still want to keep the things on the agenda to do the hearing and everything like that and then worst case scenario we just don't vote on um we just don't vote on it at june so i had this set up as more of a just in case but it's not really panning out the way i thought it could have panned out so but given the fact that it takes several months to get a budget amendment we had to do it this way in case we needed to adopt them yes and at the time you know

008not knowing like could we order tech stuff could we be ordering getting furniture could we be starting to pay like we've paid some bills but not it we've only paid 80 000 ish so far and that's we can cover that on um we can cover that with the rest of the budget that doesn't need that's not going to impact anything i was more concerned if we spend half a million dollars you know by the end of june on this project that what i have enough to cover um so i i'm not i'm not worried about that anymore now that now that everything is kind of resolved everything is working towards resolution for the fiscal year so okay all right any questions on that all right moving on to fiscal year 2023 tentative budget all right

009so i sent um i sent the report i trust you all got it all right all right good um so i'm going to [Music] find my mouse and then uh let's go through this so this this presentation is going to be essentially the memo that i sent you so i'm just going to kind of walk through this um all right oh sorry thank you i'm sorry i forgot to do that thank you eli sorry eli i'm not presenting to you you're the only one there right now i'm sure more will show up once they find out we're actually talking about the budget now is it showing up all right fiscal 23 budget um so this is what we're going to walk through i'm going to review some very important caveats that normally we don't have

010at this point of the process review the budget process uh review our current year budget so give you a perspective of what we're talk where we're starting from and then um and then that'll that'll give a good baseline understanding for next year and review our enrollment projections because that has an impact and then i'll present the tenant of budget and we'll review the timeline so a few caveats is that budget discussions with the departments and dlt are ongoing we we've had a lot of a lot of conversations but they're still not all resolved yet part of that is just timing and kind of me knowing um the fiscal conditions we're going to be under this year uniquely i had to be more picky and being picky just takes more time so it takes more time

011to look and it takes more time to have conversations and so that's that's where we're at um so but we're working through all of those each day the second one which probably has the biggest impact on everything is that our negotiations are ongoing so normally i would be resolved and i would have numbers that i would know and that would be pretty easy to talk through um but but i don't and so i have to keep that in mind with this process so part of that reason is the information that you're getting is a very high level summary there's a lot of detail that goes into every single number in the budget every number is tied to an account number that is tied to a very specific person it there's it's very very detailed but

012unfortunately right now i can't get into that detail yet the fourth thing is that um isb which is the form of our legal budget uh the form for next year's budget is not available yet from isb that's the state board of education uh so um they're hoping that it'll be ready uh by the end of this month so for now i'm using the next best thing i have which is the fiscal year 22 form which is going to be very similar but i have the data of fiscal year 23 in it and that's what i have posted online as our tentative budget so it's going to be largely similar all the numbers are there it just the spreadsheet says fiscal year 22 because that's what isbc does and i if they lock it down so

013i can't change it there's really nothing i can do about that so that looks weird for sure um but the second they release it i'll get it the new one uploaded and immediately all right talk about the process so the process this is very similar to last year so i'm really just going to just lightly touch on this this is a student-driven process it starts with student selections and staffing so and then it goes into financial planning and budgeting from there so uh what we do is if you look so it's really um a long process so there's a consideration of new courses and like when that timeline is then there's new courses done there's preparations for course selections then students select their courses and then we go through sectioning and staffing look at all

014of those requests staff according to those requests um and then that then that those staffing approvals happen um under under those timelines and then um but then we hire and staff those positions at the same time really kind of as we're doing the staffing and sectioning um we're doing the financial planning and budgeting so that's updating our enrollment projections updating financial projections um which we've we've been through so we've had our financial projections looking at that um and then budgeting and staffing budgeting staffing and benefits based on sectioning based on all the data that i have at the time um that's been ongoing then department budgets really start the new year and those resolve typically in april or a little bit into march then we review those department budgets finalize department budgets budgeting for revenues

015that largely has already been done i gave you a report last month i have a slightly updated report now and then this is the timeline for tentative budget and then our target is you know we're trying to hit a target of july for the final adoption that is always tricky for some reason or another this year it's tricky for its own reason that was not the same reason as last year so that's the process any questions about the process all right so fiscal year 22 budget so this is the budget this year and just give you a snapshot of where we're at so as a reminder i'm going to focus on operating like total matters too because total is money that's money out the door um but what i would say for management decisions and

016just looking at the actual running of this district operating funds are the funds to look at which is all of your funds except for debt service and capital projects are removed we don't have any debt so debt service doesn't impact anything but capital projects certainly does we have had we've spent a lot of money on capital projects over the last you know five years probably more than that um and so we need to remove those essentially from the equation to really see what it's like to run this district year in and year out so our surplus our budgeted surplus for fiscal year 22 is 328 thousand dollars so that that's the number to kind of keep in mind that is a surplus that is a pos that's a good thing to have a surplus you

017always need to have some type of surplus in there for good financial strength but you don't really want it too high and you don't want it really too low either you try to find this balance between it now is that what our fiscal year is going to actually turn out to be no there's a lot of reasons for that but we'll get into that next month or yeah probably next month but that's our starting point right fiscal year 22 budget is our starting point and remember this budget was our return to normal budget right so those of you that recall this conversation last year i had a bunch of reasons to tell you why this is so hard to do because we haven't had a normal year in like three fiscal years so it's hard

018to know what school costs when i haven't had real school like full real in-person school for two other fiscal years so um this was our shot at seeing what school really ended up costing and so we've got some good data on that and so that's getting reflected in our fiscal year 23 budget especially as we resolve over the next week all right enrollment projections this is an important point because our as our students go up or go down that will impact all kinds of things in our in our in our budget and so now this is excuse me these are our um there's a it's a weird looking thing um but this will show our history so the green is actual history um the other colors are casarda projections so uh we redid our projections

019in 2021 that's why they're all combined into one point because they were all based on actual and then starting from there and so you can see that we've typically been trending very close to b which is the red one in the past and then going forward b would be the normal one you would expect what has happened in the the one year since the projections we're trending closer to a which is the lower end so the question will be do we continue to trend towards a or do we get back to b or what had what happens that we don't know but for right now honestly we don't care what we care about is what happens next year so next year we have our projections in there that we're gonna go down around two percent-ish

020in student enrollment next year and that has played a part in the staffing conversations we've had that plays a part in the budgeting conversations that we're having all right now for the tentative budget at least the level at which i can talk about it right now um this is opera these are operating funds um so i'm gonna spend most of my time talking about operating but if you look at all of the funds together capital projects is the one outlier not outlier capital projects is this other category in addition to operating just want to let you know so what's in there is two million dollars for the transition program which um you know as we as i get towards the final i'll get the more precise number in there because i know the exact number

021of what we had planned for for this project i know we're spending some of it now so it'll be probably like 1.9 million or something like that right it'll be a more precise number by the time we get to final and then right now i've put in a reserve for five hundred thousand dollars for an unknown undetermined right now project that would start summer of 2023. you know we're we're looking at our capital project process and renovating that and updating that i think that will result in a project identified for summer of 23 to start but we're going to have costs that incur before then so i don't know what that project is probably have some guesses in the back of my head but i don't really know what that project is but i know

022we're probably going to spend some money on it between now and a year from now right you got gotta remember that's a long time uh so and really most of those costs would be really design costs would be um a big chunk of that or if there was some type of pre-purchase of equipment that was required because lead times are terrible all over the industry okay so here is a look at the tentative budget 95.5 million in revenues 96.9 million in expenditures or a deficit of call at 1.4 million which is the first time i've seen this since i've been here you never want to have a deficit budget but there's a good reason for it happening right now and we'll talk about it at the end but we anticipated this happening the anticipation is

023that this will be a short-term thing um but it is true we have a there's a deficit in our operating budget for fiscal 23. um so to try to give you some analysis of what happened why is that happening the best thing i can do is separate to the revenues versus the expenditures so looking at the revenues the revenue changes are going up uh an estimated two percent from fiscal year 22. this is similar though slightly different than the report i gave you last month uh there's two numbers that i updated one is i added in money that i would guess from quest and it's a very conservative guess because i don't know because it'll wait to see what actually happens with their operations um and that's circled there to let you see where where

024what account that it well that's not an account number that's a summary of account numbers what category that's in and the second one is arp idea so that's american recovery plan that's like s or three money but for idea that's it's specifically um set aside for students with special needs so we're going to get 151 000 for that uh and kellyanne have i kelly and i have looked at all those numbers and all those numbers are in our in our budget including the revenue so the revenue is here but that was not here a month ago uh when i showed you a report so we're estimating an increase of two percent in the budget on the revenue side now as you can see um taxes are our biggest source of money so the change in

025taxes which is 1.73 you're always going to see a very high correlation between the change in that number versus the change in the overall revenues so that's why i will keep saying the most important factor is whatever cpi is in terms of tax property taxes that will have the biggest impact on our revenues one thing uh that is important is you know we've removed food service uh and this when i say i'm removing food service this is the money pain for lunches we're not going to get revenue anymore from paying for lunches the revenue shifts to basically a contribution from quest so it goes into a different category because it's not people paying for lunches for us it's a different category so technically revenues would be about flat but that's that's a little i mean

026that's true technically but i think that's a little bit misleading because if i once i remove food service from the equation two percent is the real really what's happening uh there uh any qu well before i ask any questions the one thing that is significant i think that is still difficult is cpprt so as you can see we've already received two million dollars of cpprt we budgeted 900 954 thousands that's a million dollars more every district is in this same boat everyone got an insane amount more of cpprt than we ever expected and i talked about this last month the state's best sense was business is doing great right now in the state of illinois but will that continue we don't know so i have bumped that up to 1.5 million but it's a guess

027and anyone that tells you they know they're they're not they're not telling the truth it's a guess for anybody cprd is the second line um so actual versus budget versus what's in the tentative i have as 1.5 i don't know what's going to happen with this but that's that's a number that could vary by a million dollars that's a big variance that i don't know so and i don't think anybody else knows either any questions on revenues yes ma'am do you mind bringing your microphone just closer so they can get that on the recording mm-hmm that's yes it is absolutely so normal so if we were not fully deferred what that that line would show is half of the next year cpi or half of this year's cpi and half of next year's so it

028would be half of the 1.4 cpi and then half of the 5 cpi that's not that's not the way it works anymore this is all the 1.4 cpi so it'll be much smoother going forward and so a year from now when we're sitting here i will show you a number that has the five percent cpi in it does that make sense one thing it does include though that why the change is a little bit higher it does include a higher new property from the tiff um the tif stepping off which will be a big thing for us to figure out to come this fall um no no it does not include this sorry that is still in the in the future year never mind forget what i forget that um the levy coming this fall

029will include that which is fiscal year 24. sorry yes it includes the deferral is the um the food service removed is that lying on it because is there some kind of an offsetting 1.2 somewhere else it also appears like in the yes yes and i'll show you that okay on a future slide which is this slide um okay on the expenditure side um the best i feel that i can do right now is i can show you the total impact and i can break out our expenditures into two categories one is salary and benefits combined the other one is everything else so that that's what i felt the best i could explain right now the first is what i'm showing you is all funds that's going to include capital projects right so if i just

030reference this all funds is that column all the way to the right which does matter is important that is real dollars so i'm showing that to you here but that doesn't really matter because we really need to look at operating so here is the data the top portion includes food service the bottom portion has food service removed so there there's the impact in that i just put a note at the bottom the food service removal is a 1.2 million out of expenditures um but one thing that isn't here that will be in the next one too is this includes a contingency for two things one i have a 100 000 contingency for some unknown strategic planning initiative i have no idea 100 000 is a guess i can give you a different number i don't

031know but that's what i'm starting with is a hundred thousand um because that would have to be something that we identify and spend money on between july 1st and june 30th so you could think maybe we need more than that but if but say you decide something that costs 100 000 a year but if we don't start spending it until january then we're only going to spend 50 000 of it right so i don't know but that's at least a starting point the second thing that i have a contingency in there for is something new for us that i'm going to talk about more on the next slide so operating funds this is where i think the real um truth is coming out in terms of what's actually happening on the expenditure side um so

032for salaries and benefits right now what i can show you is there is a 5.95 percent change in the budget that is there when we combine them together on other expenditures that is showing a five percent decrease and that has the contingency and food service in there because those that's technically true that's what the numbers would be changing on the operating side however i think it's more appropriate to remove food service to see what's really happening because what it's doing is it's artificially decreasing the increase all right so let me say it backwards really what's happening is a four percent increase in the budget right now with a lot of assumptions in there right four percent increase but because we're taking 1.2 million out of the equation it lowers that to 2.7 and i'm saying

033that's not that's not a really true look at what's actually happening behind all the numbers what is happening behind all the numbers is a four percent increase so that that that is what that is what i want you to hear in terms of what's actually happening on the operating side and so what's happening so the salary benefits are still there because the food service is not a salary benefit it's in the other expenditures so what is happening with all of our department budgets let's say because that's really what we have we have salary and benefit budgets and then we have department budgets which includes our buildings our b g everything else those are right now essentially flat there's a couple reasons for that um the biggest one right now is um we're see that top

034category is on the higher side right so we're trying to trying to work on offsetting some of that the other thing is we've got we're getting some good data and in terms of what are we actually spending this year for our quote-unquote normal year even though it was normal it wasn't totally normal because we had the first half of the year was still in mass people weren't traveling as much there's a lot of that going on so there's a sense that the system is trying to shift to a more normal normal whatever that means so we're trying to navigate through that and that's part of the conversations we're still trying to have at the department level and dlt level so what i would say the way i would translate this is you see the seller

035benefits numbers that are there based on the change and then everything else right now is is held about flat um this doesn't so that number does include the contingency because that that is still valid that would you know if you did spend it that's additional spending right so that number is still included in there this food service is backed out to give you a true idea of what's happening so what this other hundred thousand contingency is um because i have felt that i've needed to be more picky this year because of our our conditions that we're under which um we believe are more accurate we think the deferral of the property taxes is more accurate in terms of what's actually happening on paper um i have to take a little bit more risk meaning what

036do you what do you budget do you budget what you could spend what do you think you're gonna spend meaning if i think we're going to need 10 basketballs right so i might budget for 10 basketballs yeah but if enrollment's down 2 do you really need 10 basketballs what we only bought six last year so what should but do you think you need more basketballs well rather than ten maybe let's try eight or seven or six those are the conversations that we're having now that was pointing we're not talking about basketballs but that's the idea of a conversation fill in the blank is do you budget for what can happen or do you budget for what do you think might happen um though and that's difficult to navigate so i have to take a little

037more risk in terms of me saying i know you think this might happen i'm going to bet that it doesn't happen but i'm going to take i need to take on some of that risk so my idea is to have this contingency here to be able to say okay i didn't think this was going to happen but you obviously needed it and you we have to incur the expenditure this is a place that i can actually do that because right now we don't have contingencies in there that i can just move money something new comes up we've not really operated that way this allows me to do that in a very clear way and then i can even very clearly isolate we made this transfer for this reason you know stuff like that coming in

038so that was my idea for trying to balance basically the other departments being flat right now with the rest of our fiscal condition this year so that's that's the meat of it um that i can share with that any questions on this one all right this is not your only chance if you have other questions you know feel free um one thing so i wanted this was in the report but i wanted to mention it here um the sense was we kind of anticipated this would be coming um this is really just showing the the fully deferred projections that we had back in march february um this this is the exact sheet i didn't change anything other than i put circles on it um the budget we anticipated then would have a operating deficit of

0391.6 million so this is extremely close and i'm brian said my words were superlative which means super good so this was from what date this production march march february march of 22. um it's astounding that it worked out this way because there's a lot of assumptions that did not pan out actually there's i could tell you one assumption um that i can tell you in the numbers imrf or imref uh that's the retirement fund that we have to pay into for uh people who are not in the teacher's retirement system so it's gonna be classroom aids um support staff a lot of those categories that rate went down it went from like 10 to eight so that percentage that we have to pay so for every hundred dollars i paid somebody i'd have to pay

040ten dollars into imrf now i only have to pay eight which has a great impact on us because you will see when i can give you more detail imref goes down because the rate went down it could just as easy go up next year but it didn't not yet so and it's not going to go up next year but a year from now i could come back to you and say yeah i'm referring is going up so we have to pay for that so that's one thing that's working in our favor that i would have not known about by the time i had done this so this is what i mean by things change things change into our favor and they change out of our favor too so things are changing all the time um

041so in terms of timeline for adoption so tonight we have our first view of the tentative budget this bud the tenant budget is posted to our website like i'm pretty sure i triple checked it's there on the website for posting um we would still have our legal budget hearing on july 25th at that point once you have that hearing you can adopt a final budget at any point in time right after that hearing even that same night so what we had discussed was targeting july 25th as a final adoption um can we do that so what i would say is because of the caveats i mentioned in the first slides i i don't know i mean that's a i don't know because there's a lot of things in here that are estimates that i don't

042know so but then there's always things that are estimates that i don't really know so now i don't know what case scenario it is but a scenario could be you would we adopt it and then should something cause that would require us to change we amend it there's nothing wrong with amending i just don't like doing it if i don't have to do it right because there there is a practice that can occur in our industry where people will routinely amend their end their budget at the end of the year to just match up with actuals just to make it look like their budget match their actuals i don't know i never liked that practice so um i'm very very hesitant with amending budgets i've probably only done it a handful of times in my

043entire career but maybe this is a scenario where we have because why did we wanted budget adopted in july or even sooner because our fiscal year starts july 1st and there's a sense that boy it feels weird to start the fiscal year with no budget right so we've been trying to move this closer i feel like every year i've got an excuse for uh we can't really do it this year's right so but it is a valid reason to not do it so what are the downsides to not doing it the downsides to not doing it is you are progressing through a fiscal year without an adopted budget um and on the flip side is there any advantage to adopting early uh the advantage is all those other expenditures well no they're real numbers like

044officially no because every time every time i communicate i will go away from meetings and i will say here's the numbers pending board approval right we have that as a caveat on a lot of things we would not have to say pending board approval anymore um which i mean i'm trying to think does that really change anything but like probably not really other than i wouldn't let somebody spend all of their budget without having some type of board approval you know i just think the biggest downfall is we adopt the budget based on estimates and something happens later that requires a change not not it would be good idea it would require change so legally what we can't do is i cannot set a budget and then have us actually spend more than that right

045i can't legally do that so if if circumstances change that would cause me to require us to do that you like then i would have to do an amendment after that and then it's a very valid reason to do an amendment is when you have to do an amendment so so that's that the other one is i put the next two dates that we have something already on the books um not really knowing where we want to go um and i know this is not customary i just to be honest i don't know that i have a recommendation for what to do other than we have our timeline then we can stick to it but i know that my personality is to be stubborn with things so like i would stick to my timeline because

046that's what i set up six months ago and i won't be thwarted but my wife kindly reminds me that you know it's okay to make an adjustment midstream so yeah but that's that's really it well like you said adapting the budget does give the other portions of the budget confirmation and sets that in stone so at least those parts of the budget going forward don't have to be pending board approval and we certainly know the process and are comfortable pro with the process of a budget amendment should we have to change anything with the other portion once we have those numbers so i i would be comfortable with the july day but i'd be curious what my fellow board members think about that i think if we if we can make the july date great

047if there's some question or some uneasiness or something we still don't know i don't know that there's much danger in moving the august date i mean that's not unusual and um so i guess we we move on and with the understanding that we could do it in july but we might have to push it out a month we could also on if we know with more certainty schedule a special meeting on august 8th just to approve the meeting so it would only be a two-week buffer um so i think we really have three opportunities potentially to officially approve it and i would say one one potential impact is if we decide to go with july which is fine um if something happens that requires us to change i it may be that at that point

048um depend meaning if if we need to do an amendment later um [Music] we probably would be past the point that whatever amendment i would do would be able to impact the department budgets let me say it another way if something came in that made that top portion bigger and that we that this the board decided we want the top the bottom portion to be smaller now i don't know that i would have that flexibility at that point in time does that make sense yeah like if anything an amendment would just we're just it's going up if it's that late like if we decide in september that we need to amend or something like i don't know or even on august what's the last date we can actually submit uh legally you have to have

049an adopted budget by the end of the first quarter which is september 30. yeah okay any comments or thoughts i like what they said okay so we'll stay tuned on that thank you for all your work on this [Music] appreciate it any other questions anything okay next item on the agenda is the june 30th and july 1st bills payable yeah so this is um more of a heads up annually we have two um we have our board meeting in june but then what happens is inevitably there's some bill that comes in that we really um need to get paid out of fiscal year this current fiscal year and so we would have that going and then typically our process is in july we would let you know what that is all of those would have

050to be within budget parameters um and allocations the second thing would be we have a lot of bills that that people like to bill us early for things we have a lot of bills that are always ready to get paid july 1st but and i don't know our july meeting is not until july 25th that is too long before we can pay some of these bills these a lot of these are annual bills like we have our insurance payment we have to make for a property casualty insurance workers comp we have a lot of software systems that we pay once a year for and those are all july bills so i have a lot of bills that are ready to go for july 1st so we will issue those july 1st and then again report

051on in july when we do that so that's the practice we would continue yeah this is a situation we run into every year the way summer meetings are so it's more or less just a heads up that this is coming okay any comments or questions on that okay nothing nothing further then let's move on to the resolution um so this resolution is to transfer uh funds from transportation run to the operations and maintenance fund this is one that would not stop um i would this will this transfer i would still have continue regardless of um the budget amendment even though that was the primary driver for why we were thinking about it i would still do this transfer even now um so that would continue this is what we talked so this is transferring a

052million dollars from the transportation fund to the o m fund um you are allowed to do this um the requirement for this is to have a hearing um that is scheduled for our june 27 board meeting so we will have the hearing for this and then adopt that resolution same night and the resolution was in our packet so thank you for that um just following the stuff the legal steps we have to to get this done so any questions okay we'll look forward to getting that done next week moving on to uh bids and contracts that we have in the works yep uh quest is the first one up and so that one we're very excited to have that um that was a lot of conversations between us quest the attorney based on our proposals

053and everything so we have the contract there for quest and i even had a meeting with them this morning talking about so they've been planning on transitioning even though there's not you know not technically contracting in a perfect world we probably would have done this a little bit sooner but we can't really i can't in good faith move forward a contract until we've got all the terms worked out so yeah so we have this the contract in there for quest quest food management services part of it is long because it includes their proposal so we wanted to get out that all documented together so that it's you know legally part of the contract um so yeah that's what we would recommend for approval a week from today there's a lot of work that went into

054this and it's going to be a very positive change for our students should be very happy with this so yeah just one little typo it says witness uh instead of witness witness seth there's a team missing got it try on the first page all right we'll get that one corrected this is a really long contract other than the typo it's a really good deal like down to the food prices for every item it's very detailed it's look forward to seeing that one next week because this will be a very positive way to start next school year for students the buildings good deal okay copy release yeah this this one uh so uh copiers so we have copiers there one in here somewhere i don't know all the the bigger copier machines i call them the

055big boys the bigger machines that are throughout our facilities so those um what i originally was going to say is all of them are done with their lease but not all of them are done with their lease and so everything i'm going to show you is changing uh by the day but we will have this finalized we believe we have this finalized and we'll have the final language we think tomorrow um so i can give you numbers but for right now what i the best i can show you is estimate numbers because it's changing a bit so all right we right now have a fleets of copiers throughout the district um almost all of them are done with we're done with their lease this year so january february they've been done the i.t department has

056been working on getting a renewal and trying to get all of them onto one contract because we have many contracts over the years on various different timelines and everything like that so we've been trying to get them one combined into one um our current cost for the our fleet is here on the right it's about 160 000 that includes overages so uh typically when you have a the cost of a lease it's lease and maintenance and that it assumes a certain number of prints if you go over that you get charged extra and it's much cheaper to prepay for the prints but then you don't want to prepay for too much like leasing a car right you don't want to pre-pay for too much mileage because if you don't use it then you just wasted

057it so you try to find this balance [Music] they have gone out with two providers proven i.t has a number of our leases and it's a well-regarded uh company to get quotes on that for the fleets excuse me and then genesis is another provider that we currently use for a lot of our copiers or our um not copiers printers um a lot of our printer fleet like toner and that kind of stuff they they manage a lot of that fleet and so do i need to present i can present this sorry thanks oh yeah i keep pointing to it so are we good now yeah all right so uh genesis and proven um two of the uh relationships we already have you can see basically look at the bottom line there the price for proven

058141 000 for the full fleet price with genesis 117 000 for the whole fleets and genesis added on one thing if you prepay the year we'll knock five percent off which i've told them i i'm fine with repaying for a year i don't need to pay this every single month like as long as i get it in the fiscal year i'm good so that was the operation that was the thing we're operating under there's um a few things that are always tricky with copiers um one is how many do you need how many do you really need and so that's been those have been conversations that they've been having what is not yet in here is two machines are getting removed from lhs um looking at the building what well looking at the building layout

059and everything and relative to what we have going on at vernon hills and how that works there um the sense was that there's two extra machines here that are going to get removed from the list that's one thing the other thing is that there are two machines that were included here that we realized their leases are not up yet and so uh we don't want to replace them with this lease because then we're gonna have two copiers that we're paying leases on uh so those so we're gonna have four machines removed from this from these numbers that's the thing that i that is changing because it went went from we're having two removed now it's really going to be four and there's very valid reasons why because we absolutely do will not want to lease

060uh double machines right right but um all of us being equal going basically saving close to fifty thousand dollars we're estimating on copiers i think is great news it'll be a slightly different number because there's four machines going to be removed from this well and we're going to save the raw costs in those four because two of those are just gone uh but two of them we are already we're going to be paying for alternatively so those those two might cost a little bit more because these are a little bit cheaper so it's a term of a five year lease um and so it's when you look at the value of the contract it's a decent value of contract so we're trying to just make sure all the numbers you know um so that's the

061information i have for you right now on copiers um this is something that we want to approve in june because there's about i don't know right now a couple month lead time on copiers and it's already gonna eat into the start of the school year and just more concerned that it's gonna eat into it even longer um because interestingly all the machine not all of them but a lot of them more than you would think uh that are done with their lease they are ceasing to function properly um at right the right at the time that their lease is done and it's getting more difficult and more expensive to fix them and so we trying to get the new proper machines in place as close to the start of school as we can but we

062didn't have this sooner because we just we needed to get more numbers in order so i have three quick questions yeah sorry i didn't want to no no no go ahead um first of all so this will hit the dollars we'll hit next year's budget okay uh even though we start this the process going um is there an option to maintain the existing fleet if these or new ones are delayed um sometimes that there's no choice we have but to do that um and honestly they're they're honestly making a case-by-case decision on whether or not to fix this one or to let it go um because they are getting pretty expensive to fix on some of them and so they're trying to manage that on a case-by-case space is that fair eli let's put you

063on the spot but yeah i'm thinking if it's you know if we're if they're under lease and they're expecting them back and then we're paying a month by month uh at the old higher lease rate that kind of thing will this one delay the first month accordingly but yeah it could cause a slightly higher number uh yes so uh temple and i have talked through that a bit let's say we get delayed like three months well we'll have three months of the old higher rates right and then because i want to say five percent a year i could be prepaying a year like so i could so for fiscal year 23 i could be spending a ton more on copiers but i know long term that is way better for us right so we know

064that potential is there um we just we got to work wait and see what actually happens with the numbers and that's something we'll just have to navigate through yeah should that happen and and the third question is just more out of curiosity have we looked at the number of pages generated this year versus the last two years which should have been very different versus pre-covered uh yes that i believe that's a data point that he's looked through because we've talked about that data point because that's a big assumption of the number of copies that are in there my biggest concern is we put that number too low and then whoop our usage is really high and we get adjusted so one of the one of the deals with genesis is we are um well i

065don't want to miss but i i'm pretty sure temple said they're going to give us a year pass on any overages for the first year to really see and if we need to adjust for the next year we'll be able to adjust our contract price so that we pay the cheaper right prepaid for mileage right so we can prepay for mileage so they've given i'm pretty sure they've given us that assurance i could find out for sure for sure but i'm pretty sure um that's part of the deal that was sort of my my concern is if we're basing it even on the assumption like this year maybe we did somewhat lower yeah click count because coming off of being at least partially shut down that type of thing and then all of a sudden

066as we get more and more back to quote normal then the numbers might go up yeah like some of our conversation have been like that's great we could sit like even when we were looking at the 140 number like that's great i could save that money but if now i have to pay 30 000 in overages what good did that do us right right um so and and i would say this is an area where like where we're seeing in a lot of areas increases having a decrease in this area is very exciting to me so yeah okay from an operational perspective two fewer copiers does that mean teachers will have a harder time gaining access um because there's nothing worse than having a planning period knowing that you're going to try and get something

067run off and then there's 10 people in line because there's fewer copiers yeah i um there there will be fewer copiers so the people that are affected by this will have to walk farther to get their copies um given those circumstances i believe and i think it would be agree that those are reasonable changes um and they would then make it more similar to what's happening in the other building so because i'm assuming that was you know the leadership had the conversation and like what would the day-to-day impact be on instruction and i just want to be sure that we're not impacting instruction um could i say that impact there's no impact to instruction i don't think i could say that one of them is in the crc so i don't i don't know if

068that counts as data instruction the other one would be um the pause room having a copier in there versus just a printer or something like that is different and i and there's not there's not a similar option like that at vernon hills and so i think they felt they could have a a reasonable solution in this building okay that's a good question um and i've stood in that line conversely though although i have no intent or interest in dictating what educational materials are used by teachers it is reasonable to assume that we're going to continue moving more and more towards digital right and less and less towards consuming paper some of that um uh i think the best thing i probably could say right now is paper is still used and copies are still used

069and they're anticipated to be used um i think where in terms of copiers and that kind of stuff i think where you will probably see more changes in the future is less printers less printers okay not necessarily less copiers but less printers so so so what i've seen along this line too is these multi-function devices they're really so these big copiers are also printers that you can print and what i seem to be seeing is less actual copying and more usage of these higher speed devices as printers because it's just as easy for me to from here say i want 30 copies of that for my next class and press the button and go pick it up as it is i want one copy and then walk over and take it off stick it back

070in the machine wait so i i think there's going to be this evolution of how printed materials are generated and in some cases you know and to your point on if you put it the volume's going down maybe you put somewhat smaller device closer to where the people need it so that you're actually having the convenience of having something there uh close by so you can do it in a fairly quick amount of time but yet not have the cost of a very large device sitting there being used for you know a few hundred versus thousands of days so i i think it'll evolve and i think this is probably you know the you know in line with that you reduce a couple and adjust and maybe you have to make an adjustment again but

071i think you're right i think that the printed material is grouped during covet that would live without most of that although some would say that no that had an impact on the learning so it's nice to have the hard capital materials so it's a it's a balance it's not one or the other it's somewhere in between my question was are the two trainers that are good copiers that are not off release is it possible to terminate that lease and add them here no those leases really the only reason you can terminate those leases is if we were we there was not an appropriation made and that's not a valid reason so those leases are going to have to stay now once those are done we like lump them in that we are ideal to kind

072of lump them in but for now we're going to have a few leases less than we have now but so we're heading in the direction of last leases but we're still going to have those other questions okay moving on to the athletico training contract oh this one was um our contract with athletico right now which is vernon hills athletic training libertyville is on a different contract with a different provider that one is uh done now at the end of this year and so brian has been working on um [Music] working on an extent or a new contract with them and so what we have right now is a one-year contract um for atletico there's a few tweaks we have to make to some of the language but by and large that's the agreement that we

073have there and so this is just for vernon hills it is just for vernon hills yes um i believe i'm trying to bring up the number i believe it's uh yeah i'm looking to change about a seven percent increase so yeah okay any ques and we'll be voting on that next week okay any questions on that one nope okay uh treasurer's bond renewal treasurer's bond so this is an annual annual thing that you have to uh set up so um it's the thing there was a lot of heat on a few months ago um so it has dirty bonds has my name attached to it so to be clear this is uh this is a bond between you me and the surety company that's it so if i am i don't know how to say

074a derelict in my duties you can go to the surety or the bond amount and then they go after me so this has nothing to do with somebody in the public does not like what you're doing that they can call this that does not work that way they're not a party to any of this agreement at all so this is an annual thing this is required you have to have a treasurer's bond um the amount has to be a quarter of uh the most money cash you would have on hand um which is always a guess so we just might make sure it's i guess a little bit high because again you have to pay for it because we don't always know the exact timing of property taxes if that brings a belt to anybody

075but we usually have a good guess on timing of property taxes so 30 million would would cover the max of 120 million cash at any one time and we have not had those funky payments where um there was a a few years ago where we had three quarterly payments made in one year and five quarterly payments made in the next one um that's what dan's referring to well no i was more referring to property tax timing so what you're talking about is the state state payments where they pay us for the pace quarterly in a lot of categories yeah we've had a year where they gave us three quarterly payments then we had a year where they gave us five quarterly payments which is a little difficult to budget around because that's a big variance

076but then even property tax timing has been it's been definitely more consistent the last year but even a couple years ago that was a whole thing and i was trying to prepare us for that and even this spring has we got there's a little bit later starts than we would have liked i'm getting our property taxes uh and again we're we're in a very healthy situation there are the districts that really rely on this cache and it still matters to us too but the whole system's running now so we're doing fine we're doing okay any other questions and we'll be voting on that annual renewal next week as well and moving on to the fiscal year 22 audit engagement agreement i should have said the treasurer's bond is the same price as last year so

077there was no change there fiscal year 22 audit engagement so that's our annual uh engagement agreement with our auditors to produce our financial reports and do other financial reporting um through the audits the reports that we want and um required financial reporting with states when did when did we see that one february was that when like february the last one yeah what the february yeah okay all right and that'll be another vote next week um any questions on that any comments i spoke with dan already and i'd like to put it out i i see my question is more of what are we obligated to have i don't say that we should have the least but at forty four thousand dollars a year and we're getting a report that's 312 pages that we don't i

078don't know i want to be explained why that's valuable to us in operating this district and if there are options my understanding is not so much but i'd like to see if we can discuss if this is something that is helping us you know if it's helping us and it's useful having this detailed of a report or are there some alternatives clearly it's too late right now but you know moving forward uh maybe we can think of some creative ways especially if we're talking about funding some things coming down the pike in pmp you know this might be a way to fund some of those things yes there are options that you have and so i'll for a future meeting i'll try to prepare um some data for you to look at because there are

079there are alternatives not every district knows this level and i mean i i appreciate that we do have that um and if it's valuable i certainly would not i wouldn't be against it but if it's not something other than getting this rating could that money be used somewhere for students i think there's value beyond the rating in that you have a third party a neutral third party evaluating the financial health of our district which is important no i agree with should someone in the public question anything we are taking ourselves out of it and having a third party say you are adhering to best practices you are fiscally healthy any thoughts on that dan yeah i probably have several but maybe maybe let me let me come back with some some data for you and

080information and then give the context for a discussion in the future okay i asked the same question last year before did you our sorry no it's okay you weren't here yet um the uh uh or maybe two years ago the the i don't know why i'm losing my train of thought here um it's the heat forgive me now yeah do you remember we brought this up oh i i think specifically what i was looking for is are there other companies like could we competitively bid this like is this in line and then dan did respond to that he came back to us with um what other companies offer uh what the prices are the feeling was we already have a relationship with miller they already know our systems they already have access so it's actually

081onboarding somebody else would be more expensive at least initially um sorry i lost my train of thought there but got it back yeah the one one thing i would add is when you're looking at it you have to make sure you're comparing apples to apples so you look at an alternative option you have to make sure all the right services are covered so if not you could be looking at an apple storage's comparison and it's not going to make sense like you could easily take us and look at another district and they could spend they could be spending half of what we spend but they don't get the reports that we're getting right so but then you can look at another district that's similar to us and they spend more than we spend and they

082get the same reports that we do right so we just have to make sure that's part of what i mean let me gather some data for you to see i understand that we are obligated and want to have an object and have a third person that's not what i'm saying and we want to have transparency but the way i read this is that with this comprehensive uh strategy comprehensive reporting which you and i discussed is not something that we're obligated to have justify why we're doing that the extra i understand we have to have the audit but if it's the savings of you know even fifteen thousand dollars a year is that something that we're getting to benefit from it's the and not me you is the district and the people who are you know

083really overseeing the day-to-day getting benefit from that extra and if not it's something to discuss that's all i was saying i'm sorry denise did you so i was just saying it sounds like it's a question about the volume of reports are we really using the information that we're receiving and if we are wonderful but we're still intending to vote on this next right it's correct right yeah be too late to change this process now but this is absolutely a discussion to have for future and especially since we're changing our reporting you know this is not the year to be changing anything like that but just in the future okay good point upcoming bids and contracts the ibja ibj yes so i don't have a contract yet but um i've mentioned this i'm sorry i mentioned

084this previously um they're having difficulty getting strength trainers at our contracted price and so they either said we need to pay more or they have to terminate the contract and so we're not going to agree to pay more um lhs would like to lower their service bernie hills would like to just cut it so we're kind of working out trying to get an amendment together for ibji so that will be coming in the future okay and that won't be voted on next week it will just be more information any questions any disposal of obsolete equipment anybody need an aerobic step in this heat any questions on those no okay future agenda items i think we have a few with the budget amendment and the resolution things like that anything else dan and i will be

085bringing back i don't know if it'll be july or august but a more comprehensive conversation on the capital outlay plan really the groundwork for that and so once we have this budget firm return to the process and the prioritization for the capital office project okay look forward to that if there are no other agenda items or comments or questions i think we're ready to adjourn f 7 6 45 or do we cruise right into dmv we're tough people call the um program and personal committee meeting to order on monday june 20th and it's now 6 44 p.m um we did the pledge already any public comments anyone in the audience wish to speak any email comments uh any email account no email no email comments either okay so moving on uh the review of the

086uh committee summary questions about that or updates comments or anything nope okay uh moving on to strategic plan discussion wonderful well i am going to provide a brief summary to get the conversation started but i'm looking forward to the seven of you having an opportunity to talk about all the input you received and um what you see as ways to document and capture our priority and some possible ways of measuring those uh priority goals moving forward so thank you dan um again last summer when we did our first retreat and we talked about what are some of the really important roles that a school board has setting the vision and the direction and measurable goals is one of the most important i think that and hiring a superintendent are the two most important things that

087you do for the district um and so the strategic plan really is going to be the document that's going to help accomplish that in a seamless way so throughout the last year we've identified two main portions of the strategic planning process we did a deep dive into where where are we now we're we're a very high performing district we know that what are we doing well and let's celebrate those things but what are some things that we know we could improve in and so a significant amount of time was spent on that we've also built on our daring mission and said where do we want to be we took some time to develop a vision statement to get more clear on what that would actually look like and then to bridge the difference between where

088we are now and where we want to be we've identified some possible priority goals again this is a very busy slide but it does show how all of this could fit together on one document one sort of placement right now we already have the daring mission and it shows the d-a-r-i-n-g attributes um over on the left-hand column the vision statement is what was um recommended in uh by both the stakeholder groups and the staff work from february and march and again the goals going in between would be the three four goals as well as some strategic delimiters and some foundation things that would be some of those core supports and moving it forward um so again this is that same kind of bridge idea so knowing tonight we're talking about the daring growth goals what

089are those things that we want to invest time money resources in and that you'd like to hold myself and our team and our school accountable for so again just to remind you we started this back in september and we did a lot of work on data in january we switched to the mission and vision expanding on that in april and now we're identifying the goals and once those are identified we'll switch and in august when everyone comes back we'll spend some time uh putting the nuts and flow nuts and bolts of actual implementation plans uh who's doing what by when knowing that we have again that contingency to turn to should there be any expenses and some of the things that we would be bringing to you for possible action next slide i also wanted

090to remind you um that this process included a lot of people and a lot of meetings you participated in some but there were so many other things going on behind the scene um so again uh we started back in august with a strategic planning core committee that was about 12 or 15 of us who mapped out this process and then went to the strategic planning poll committee and that was about 52 people administrators teachers some esp members lisa served on that team um it was a really wonderful team and you'll see that they met frequently august uh excuse me um august and then october november um really with the focus on making sense of the data we also took an opportunity to start to involve our stakeholders in december we did an all stakeholder so

091staff students parents continuous improvement survey and then our january meeting we finished up with our data analysis and then switched into the vision and mission work next slide so then you'll start to see the colors change so the the green was really really active in doing a lot now it's just strategic planning committee and once we had all of that data organized we then said we need to share this and get input from the broader stakeholder groups so you'll see that the bright blue color are the two teacher institute days where we had all staff participate in two mornings of dialogue about our data about the vision and about our goals you'll also see the purple nights we had two stakeholder sessions where we had students parents and community members come together to again participate

092in vision and priority goal activities um and now you'll see the the green where excuse me the yellow where it's bringing all of our final products back to back to the board for your approval and for your input um so again this recom this represents hundreds of people who participated and so um when we met um on may 18th um unfortunately i was ill for that meeting but it was a very positive culminating experience to say this is what we're going to be delivering to the school board as our best recommendation for moving forward so again we are defining organization-wide goals so there could be other goals that are important but they might be limited to a department or limited to one of our schools the idea of a strategic plan are things that permeate

093that every staff member every person should have some connection to some ability to positively impact um and um they should be broad and ambitious and so i think you'll see we have those definitely today i want to remind you that again these came from the strategic planning committee and a subgroup who took all of the data all of the needs assessments and proposed into these top 12 daring goals next slide and um what we did was we had the stakeholder groups and the staff say what they thought the priority is what's most important right now in the next five to seven years for our district and you'll see that the purple the stakeholder group um the top five was academic identity equity and inclusion health and wellness exploring multiple paths and system of support interestingly

094enough the staff had the same top five so i thought that was really interesting now they aren't in the exact same order and so that's why we did a weighted average to combine the two um and so you'll see that um the top three were health and wellness then equity and inclusion and then exploring multiple past success not to say that the others weren't important it's these again were the priority that's the whole point of a strategic plan is saying what's the most important of all of these things that would be good for kids next slide so again here's just a different way of looking at that um the top three recommendations are the three n uh yellow two others that came again very consistently were systems of support and academic identity so to remind

095you what this could look like in its structured form the growth goal statements are there and those are the big multi-year multi-faceted goals that would take multiple departments multiple ways of moving it forward over multiple years the possible action plans are the ones that get much more specific with who's responsible what are the resources needed what are the metrics that we would be reporting back to you similar to our equity equity policy we have a policy and then we have 11 commitments and each of those commitments has some action plans and some metrics so i just want you to know that's really the so tonight i'm asking for your approval and um on the growth goal statements and your input on some possible action uh steps too and we'll be for moving forward with those

096when the staff comes back in august another thing that's very common in strategic planning is to have foundation strategies those are shared values core beliefs or other kinds of things that describe how are we going to behave what do we need to do in order to meet our mission vision and our goals so an example of that would be continuous improvement that we believe in that that that is something that even though we're a very high performing district we know we can always get better and we're going to engage actively in that process in the information i shared with you that are of there were others that came out in some of our work throughout the last year that and that the strategic planning committee identified for your consideration also one other thing that can

097be helpful is to say what you're not going to do because strategic planning can be overwhelming and it can take a lot of energy to do it well so one of the things that can be helpful for some organizations is to anticipate some of the things that could be barriers or some other things that could interfere and put those down to paper and say if we catch ourselves going down this path we're going to we're going to pause and refocus so again i shared with you uh here's one example we will not adopt any new program or service that aligns with our daring mission um and i think we do that right now but it's not written down anywhere so i also gave you some categories of some things that can be helpful in educational

098organizations to consider next slide and so here we are tonight we're going to have a conversation and i will be describing some of the things that you talk about um and then we'll be bringing the final product back for your approval in june then again we will be taking that next step of what might the metrics be for some other individual action plans what resources might be needed um and so the idea of by december we would hope to have all of the action plans and metrics to you not maybe waiting all the way until december um but the idea of knowing that we're going to go slow to go fast in terms of really being intentional with developing the action plan so teachers feel included in the process students feel included in the process

099and parents as well so glad to see that it's not happening right away absolutely so i would like to turn it over to jim and lisa to help facilitate the conversation um you know one of the things that came to you was the recommendation for the top three goal areas i'd like to hear a conversation from each of you if you agree with those three if there's something else you'd want to consider in addition to those three or instead of those three and then maybe once we're clear on that are there any other things that are really important to you as a board member as a whole board about the next five seven years what would you be thinking of as an elected official someone who ran for the board to make change for the

100better what are some things that you know you're hoping to see in terms of possible action so i think but i is trying to bring up the uh yeah okay i thought they're not gonna be able to go back and forth between them so if you want to take one that's each of the goals that's from that and this and this coffee is kind of weak in the middle i think we need to look at them and the three i want to make sure they're remembering the grief put the top on the top three were the health and wellness exploring multiple paths and continuous improvement tell them do everyone have their copies so i guess we open it up i your first question was do we agree with the right this resonates with all of

101this to you know i went to the meetings so this is very uh representative of what i was hearing like i was getting from both students parents um community members and then us is the board so i'm not surprised and i'm glad to see that those kind of i'm sorry i can't can you speak into your microphone okay so i can hear you oh sorry that's okay i said this uh res this reflects the language that i was hearing during the meeting on the in march and i wasn't at the april one so i'm not surprised that these kind of rose to the top um and it was reiterated by both students parents that were there and community members yep i i agree i was at the second one not the first and yet i'd

102be with are we just going down the line here sure well let's say i'm glad to see them on there because that's how i you know that's kind of what i brought to the table too um i definitely especially the health and wellness every table i stab every parent every parent i talk to every table i sat at that was a topic that was across all conversations i just want to mention that these particular goals i find it's really interesting but i think when we kind of hold a mirror to society at large we see these kind of as major focuses um across the board with human beings right now um so i i find that interesting i i find that very telling of where we're at as a district and kind of a larger

103society so i'm glad that we're addressing these in particular we're tracking that although we have a very rigorous policy diagram on racial equity i know that from the conversations that were going on in bay and fsf they are interested in expanding that for this purpose to lgbtq for special education disabilities inclusion of so not de-emphasizing the ratio actually jumped fourth part out over the last few months but then we want to make sure we expand some of those same efforts to others yeah and i think that just looking at these three i think to your point is sort of like the right ones for this time you know these these are the ones that really while everything all these goals are important i think the idea that these are really seem to be the right

104things to focus on at this point in time given you know everything that's going on and everything that has been and if i could add the the data of which there is volumes support that decision um in addition to it being something that we're seeing externally as well as internally and and it it feels right but it also looks right when you match it to the data yeah and the equity one that you know you mentioned it to look at it beyond just certain categories there's so much there to be done and i think our work coming up with dr reveal and some of that work will really help i don't know put us on the right path in terms of actions and things that we can do to really make that work well really

105make that goal you know come to mind i think you're right the german action plan for this we have some things outlined and we'll be bringing again another report in the july pnp news that is some other data that we didn't have yet available in april that we reported to you so the next batch of baseline data will be coming to the board so one thing that i i'm really excited about i i look in and i see these things and the impact that they're going to have on students and on their learning i also it occurs to me that because we haven't had a cohesive strategic plan previously this is an opportunity to to do that and and as a governance team these will be what shape our identity and i think when we're

106making decisions if these are the three that we determine are going to make up our strategic plan everything that we do all the conversations that we do now have a much clearer focus because everybody throughout the organization including us maybe more most importantly us will be guided and looked at through these lines our conversations i think will be crisper clearer more focused because this will shape our identity as a governance team yeah i'll take it a step further also as we've just gone through the budget discussions is we have to be able to tie the budget decisions we make directly to these goals yes yeah it's it and to your point we we've had such a great mission and vision statement and it's really you know it makes so much sense but when it comes

107down to okay what do we do now what do we do this year what do we do differently to impact that yes you can't do it all right so you have to come up with some some you know planning process so i think it's and and i think he's fit very nicely in multiple categories and i think we've we've always had the challenge of how do we measure the daring mission i think these things because they are strategic goals they allow us to think about okay what will it look like if we do this and it improves and then we can have much clearer conversations about what plans and metrics will tell us if we are investing our time and our money correctly one of the things that dan and i have worked on for

108this year's for fy23 is using the racial equity policy as the first step asking people to identify in their budget line items what expenses are tied directly to that because without that we would have no way of running reports and saying how much are we really investing in racial equity work so that was step one for the following year's budget we will have people do it for all three upper goal areas um so anytime there's an expense that's related to health and wellness and those initiatives so we will also be able in our financial reports be able to tell the board how we're doing in terms of our investment in each of those areas so i'll just make this comment that you know we've talked a lot about the health and wellness and seo and

109those types of things and as well as equity and inclusion and sort of dei concepts and i think we all have a pretty good understanding of that the explore multiple paths i think is the thing that we haven't really had that much conversation on and and this is just my personal opinion and for what it's worth and i i hope i don't offend anyone i think this initially stems from the fact that so much of our effort has been uh college-oriented getting our kids in college and the pressure for ap classes and all those things to position each and every student in the best way to get into the the college that they want to the university they want to and work down that path and i think the pushback is that's not everybody's path

110but my concern is that this becomes on us and them okay these people are off to the university but these other people you know back when i was in school was the kids in the trade school that were somehow separate and not the equal i my concern here is that we do this in a way that really looks to have really careers and and and a vision for how to get there versus categorizing what we do as an institution so that's just sort of my my reflection on there's there's careers out there that require both some kind of trade and some kind of college work and there's some that require neither and something that you know you go i i understand the military is sort of a thing but there's a lot of people in

111the military that also went to a college before that so it's not these aren't you know finite categories and i think our our interest should be to give the students the opportunity to really explore to see which direction they want to go not to sort of i caught a predescribed this is the right way this is a track a this is for track b that's what i think you know we have such uh opportunity to experience those things through i guess changing them again this is my position personally but changing the mindset that if you're going to go utilize at clc some of the technical classes it's not considered you've given up on college you're just exploring that area and i don't think our student body sees that as an opportunity to explore we have

112to define i'm sorry i thought you're done yeah i think i've been talking about career exploration for a long time i think many times you you you think you like something and when you actually do it you discover you don't and i i think this is a safer and a cost effective way of exploring that versus you know going to college and then discovering you don't really like what you signed up for dan could you transition to the slide um that shows the example of the goals uh yes that one so because this is one that is um maybe something we haven't talked about as much what i did was pulled from some of the examples from the may 18th because there are some other really good ideas on these goal sheets um so what

113what people did was say you know maybe this isn't going to be the goal but maybe this is something we consider as an action item under some of these other goals that they seem to be nested in a way so i wanted to offer an example of that that came from uh the strategic planning committee so when we're talking about careers and things like that and how to measure dairy that was one of them maybe it's not its own thing but maybe this is one of the ways that we help kids think about beyond just academics in terms of measuring their success that that daring portfolio where it's going to be things other than just content acquisition we could also consider um we are required to update our graduation requirements for the next few years

114it would be really wonderful to do that process with this in mind with some sort of cr consider is every student going to do some sort of a career path exploration you know having that be an umbrella under which we investigate these things and then the last one um that uh develop some workplace internship job shadow program and make sure that that's accessible to many students so that would be an example of those are three actionable measurable things that together would help us meet the growth still growth statement so i would also be curious you know we said we have a racial equity policy and then we're going to have the um equity audit done in the fall ideas that you might have for health and wellness either your own ideas for that you heard

115from parents or the community or just your own knowledge about what our students need or this one you know taking those three from the groups that met in may or if there's any others that you want to advocate um because this is these are the three to five year or excuse me five to seven year things but they happen by the individual action plans so i'd also like to see if there's something you feel strongly about that you want to make sure gets on on the list i think we have to define success and it can go along with health and wellness i i know a number of students over the years who their viewpoint of the success was taking as many ap classes as possible they were successful because of academic achievement but for

116some of them at the expense of health and wellness so how these interplay also yes so and that that's not just a student thing it's an institutional thing uh and it it has to do with our community as well how you define success is going to determine what it means to take multiple paths toward it that i find is a tricky subject because so much is embedded with just how families view success sure that's the community engagement and you know some people some families that i personally know do not value music you know take six ap classes and some want to mix so that is a little tricky because it's not like a one-dimensional yeah i agree that's a good point because we there's no place here for dictating what successes i think it's absolutely

117each student and family's uh prerogative to define success for some students going into the workforce right after high school and being prepared to do that is value for some it's taking as many ap classes for some it's exploring the arts it's it every student and family has to be able to decide for themselves what that success looks like i i and and i think this um multiple path to success came out of um a lot of people feeling like their values were really not captured by the majority so it's important to note that you know multiple class to success doesn't mean that we are saying what success is the student and their families really guide that and we need to be a little bit more inclusive of the um spectrum that's out there that exists

118that um in some cases is really not having the educational opportunities to meet those goals i i think there's two sides to that puzzle too um it's it's it's one thing to to allow a student or a family to define their success but i think it's it's our duty to to sort of describe what success could be agreed because they might have a narrow vision based on whatever experience they may have had that pushes a particular student down a particular narrow path that maybe is inappropriate for that student i do think the daring mission and the attributes explored expressed in that are one way that we've captured what we think success looks like and it's not a monetary thing it's not a specific career path it are the humanistic way of contributing to the world

119um and so i think the idea of creating endearing portfolio what's their four-year plan right that's anchored by the mission but is heading towards some outcome that they in their family would feel good about um so i i definitely see some of those ideas and for some it might be a straight line and some might pose they should have to you have to have the flexibility that as i even say to my own 16 year old i don't want to go to college because i don't know what i want to do well that's what college is for right so when you can't expect them there has to be some flexibility even in here even starting uh their experience in the district i guess my coffee comment was more in line with i think we have

120an opportunity here to help bring the parents and bring the families into the conversation so that i'm a whatever i'm a doctor i'm a lawyer i'm a whatever by golly my kid's going to be that but they need to realize there's other other paths that maybe just maybe one of their children might want to take so i think i think it's an opportunity for us to help them understand the dairy mission and the opportunity that this provides their their kids just really see what the options are really see where they might have a passion for where they might go and and we and it might be multiple i mean i i think everyone knows that long ago long gone is the days where you graduate from high school you go to college you get out

121you get a job you work for 35 40 years you get the gold watch and you retire that doesn't happen anymore people are having multiple careers multiple whatever paths along that quarter so i think it's it's helpful to to really i think there there might be some opportunity here to have an actual uh uh action plan an actual metric to help bring the parents and their families into that conversation it's like the the first line of this and the last line almost sort of go together you know you can almost think about when you first enter high school what might have i like to do and that's your first year's thing but then through career exploration you might evolve into something else i think that's what we have to figure out how do you marry

122these two experiences together i'm i i am playing devil's advocate because i i agree with these and i support them i think we have to make sure that our message is that these are our goals not to the exclusion of the other things within this that we are already doing well this is not in replacement of high impact instruction because that could become the message and that this is more of an area where we want to improve which goes with our fact our staff might get you know anytime somebody sends something down from high above you kind of get the anxiety and that it has to focus on what are we already doing well and how do we move right and that that should be included in you know that yeah this isn't just a

123change of everything but let's start from a place of what are we doing well well i think that's a good point and i think that's why the message also has to be how many voices we didn't pick these top three right it was the staff the students the parents from the survey data all of that was indicators that led us to these top three and the other thing i think high impact instruction could go under all three of these right when we're talking about equity and inclusion are all students receiving the same kind of rigorous instruction in every class we talked about that a few months ago you know under health and wellness are we doing proactive preventative social emotional learning in different classes in an advisory program or something like that so i think

124rather than having instruction as a separate goal i see us saying how are we teaching kids these three things and there'll be measurable instructions there'll be ways that we'll be selecting programs that make it very explicit yeah i don't see that environmental sustainability is going to go away just because it's not one of the top three that we've suggested here we're still going to have clubs that are working that way we're still going to work that way yes like it should be known that just because they're not the top three this represents what we want to get done so we still want to get that done it's just that we have to focus someplace casey and para you both started the conversation saying you've heard a lot from parents and students about the health and

125wellness are there any specific action plans or specific things that you were hearing that we want to make sure we potentially include in the um in the action plan part i had some good conversations with some folks because i'm on the auxiliary board for family counseling from lake county and we were talking about some challenges that they had had for their students to get therapeutic health and finding that time in a day when they're in school all day their practices they you know they've got music to practice they've got homework and was there a way for the school not to be their therapist but to provide a physical space where in a a hour off or in a lunch hour they could meet with someone who will help them you know with their mental health

126and whatever service they need could we be a resource and a partner with local organizations to bring that to our students and i know in their day there are some other schools that do that and with telehealth being as accessible as as it is now if the student has time and we're just providing the space and the technology you know the wi-fi so that they can do the privacy of their chromebook you know those are things that i think are uh very reasonable and doable yeah it was it was a very because these kids are busy there's not enough hours in the day and their mental health should we want to show them that that their mental health is a priority for us as well and therefore we're going to help yeah that's not to

127say though that there aren't individual accommodations already being made for students oh you need that on an individual you know case-by-case basis so that you're talking about having more of a system in place right an overall system where the folks that may have those accommodations now have had to seek them out themselves this would be something that would be available for the general population of you know getting that message out to the community and showing them that your child's health and wellness and mental health are important as important to the school as their ability to learn because if they don't take care of those things then that impacts their ability to work and we recognize that importance so we're going to put this system in place where you don't have to jump through hoops or

128say hey do you know somebody no this is a resource that we are we provide so i i love that um i think that could go hand in hand quite nicely with a more structured advisory program that we see a lot of other school communities work with um i wonder if if it makes sense to do something like an advisory because then you have an adult who's kind of a point person for each child in our schools and then either through referral or just having you know more access or direction to something that's more broad um you know mental health um tools or for therapists on hand or like we said any of these things that we're we may be exploring to offer um you kind of have your you're almost like your first line

129of defense with students right um come to your advisor talk to your advisor who is your trusted point person adult in in your building and kind of go from there but the most beautiful thing i think about advisories is that uh in many cases they're consistent over the course of four years you really develop almost like a a little family type of situation within your school community and these are your people for that period of time so you have this adult who you've become very close with you have your fellow advisees who you create these deep relationships with over time and there are many opportunities to um integrate social and emotional lessons as it were in those in those spaces um and you know advisory i hate to throw in scheduling as a possible uh

130you know five to seven year plan yeah go ahead so okay i'll throw it in yes right so you know advisories can happen in a number of different scheduling structures um they can work as almost being like a home room structure as something a group you check in with once a week maybe during a flexible schedule you schedule time with your advisory but i've worked in schools that have really successful advisory programs and those advisor teachers have really close relationships with those individual students their families it's all very open communication available to those parties and it's it ends up being a very successful thing um in my experience and just from what i've you know seen and read over the years so i think that i think an advisory program is going to address a

131lot of the things um that we need to prioritize in the category of health and wellness um but perhaps more than that and more urgently another can of worms i'm so sorry to open right now is that i really think we need to address safety um as i think that is a huge contributor to the anxiety that our kids feel day-to-day um just i just think we need to do more we do so much but i think we need to do more i'm not sure what the answer is right now but that's this is exactly what i'm looking for i know one impossible action plan one of the things that i heard from many different parents was um addressing safe gun storage for lawful weapons to prevent a gun getting into the hands of someone

132who wanted a student who wanted to hurt themselves or hurt other students and that's something that uh you know we've been hearing actually about from parents for years every time the isp or the school board association has a resolution for the last three or four years we've had that conversation well i think earlier in the year i think we did approve an education strand to include information on safeguard storage and our upcoming information help to parents like in the beginning of the school year right so related to safety um do we do we and i don't know if this is related or not so i'll just ask the question but do we need to do like a audit of our safety protocols by a third party that could be one of the things i know

133i remember on my one of my tours with eric last year i think we had an audit two years ago yeah so we do have a cycle for that and we i would make sure we'd indicate in here what what the timeline would be where that would fit any other ideas for yeah wait sorry i was just going to say under health we haven't talked about diet or exercise or those things that we attribute to healthy people we do provide gym classes and we do have a new contract with a vendor that i hope is going to attend to healthy choices our conversation really aligned health and wellness with identity student identity not so much academic identity and those students that are fine below the radar that we don't know are in trouble and how

134do we reach them kind of with the advisory program that we have a lot of students that do not feel they belong and connected even though there is such a wealth of opportunities and we have them but for those students they're just not likely to take advantage of those i might explore two ways to include that either under the health and wellness as feeling included or under the equity and inclusion and the idea of we want everyone to feel included and some of our students aren't and that could be for lots of different reasons um but i'll make sure i find a way to uh they don't feel included i mean they do go together and they just um these three goal areas are very symbiotic and they're struggling that's going to say yeah it's

135even some you could say identity component of multiple paths giving you some very good and i will include those other three that we talked about over here um i guess i'd like to close with input on the two other areas and that would be if there are um some foundational strategies that you think would be represented that would be helpful to moving these forward and or if you have any strategic delimiters and so i did give you the list of both of those and that came from our own strategic planning committee as well as from looking at other educational organizations and things that they use i would say innovation the first innovation statement on the foundational strategic examples that really resonates with me um i think we have some of the most brilliant educators and

136administrators in the business and i think if they are not in an environment where they are encouraged and celebrated for their innovation um it will be a very unhealthy environment for them and we will not have the best possible educational environment for our students so i i'd really like to make sure that innovation is part of our foundational strategies i also think the partnership especially where it says partnerships are talking about students and families as partners i think especially with these three areas it's going to be important to have the family these are sort of you know long-term shifts in philosophy in many ways and i think that it's important for them to be included in that continuous improvement it seems only when you see the measure financials i was just going to say casey

137is ready for you to see that one that's sort of now and i found a couple different ways of thinking about the financial one so i i included both for you to consider um about we one of our foundational strategies we are going to do this great work but within the boundaries of our budget and correct and the other one is more where you allocate the funds so do you have a preference as planning for you it's not just yes first year we're going to train everybody and then we're it has to be a long term commitment and what does that look like also i think this puts into words our existing financial strategy of we're not going to use fund balances or go to the taxpayers to ask for more money for these things

138we we are going to work within the existing resources yeah that's sort of a in my mind that's sort of a gray line say yes i i absolutely agree we work within in our our financial capacity and not dip into fund balances to do things but i also don't want to just look like okay we're gonna do this towards one of our strategic plan goals what who's giving something up and i don't think we necessarily always need to get something up in order to do that and maybe a rethinking of how we're spending or it may be you know there's there's a little you know i guess my my point is i i don't want to always think you know people think that we have to give something up to do this i think it's

139it's important enough that we identify some funding sources to be able to accomplish within reason without going into fund balance but i think it's important that we you know we also state that this is important we're going to invest money we're not going to get to a point where well we can't afford it because we don't have any leftover money i'm being seizures there i don't want to be this is going to be the leftovers in the you know as we keep moving forward this will be what we build our budget around but you're right i think the idea of when you have a certain pot of money um making sure people don't feel like they uh they their program or budget line right right and it may happen organically because once you yes focus

140on multiple paths for students they may find a freedom in signing up for classes they might not have taken prior to that and that will change our staffing and that will then change the budget but it's an organic process of committing to showing them that there are multiple paths to success and to supporting yourself once you become an adult and it trickles down into the budget over time so i'd like to add collaboration that was i mean there's really not a bad one on the list there is no no it's not i got it i just wanted to be sure that needed yeah so in case we were eliminating it i didn't want to see that one follow the wayside i mean we already are an institution of collaboration so to not value or to

141reflect that in our values that would are there any strategic delimiters that stood out to you that you thought would be helpful to put to document as things that we want to avoid adopt oh we will not adopt any new program or service unless it's accompanied by staff development needed to implement effectively you're here nice yeah well and and even before the staff staff development make sure that we don't adopt any new program or service until we have input from the staff right and staff support i'd say allow past practices to create barriers to new and innovative right we have the same problem with this page that we had with the last yeah a way to measure we will not adopt a program unless we're able to assess its effectiveness measure it's a good it's

142one to be hard yeah funding from adopt anything unless you've been appropriately funded and addressed in the budget got that f hat just squarely on your head it's not a hat it's the way her head is built [Music] a tiara any other closing comments anything that 11th hour thought that you'd want and i'll take these notes then and have that be what is presented at next monday night are you feeling an excitement i'm feeling it no i mean from our teachers and staff are they buying into this and yes yeah okay yes i think that um the covered year was a long year so i i'm not gauging enthusiasm but connectedness to these as important uh issues for us to be working on as an organization absolutely and well that's good i think these goals

143really bring the district back to basics and really allow us to focus on allowing our our kids to be humans and really caring for their whole beings rather than how much we can maybe push out of our kids and and getting back to that idea that we need to make sure you're well you're healthy that you feel free to explore and learn at a pace that's good for you um and that you feel you have a place to land in our school community that you're included and happy and i think that you know making making it possible for them to feel as whole as possible when they're at school um that's the most basic thing that we as adults can do for our young people to serve them best so these these goals make me

144very hopeful and if we want them to learn at the highest levels yeah we've got to get these right first otherwise we cannot expect them to achieve their fullest potential yeah i i agree with everything that said the idea that these goals are i think they're the right ones for the right time for at this point in time i also think they're they're huge goals they're very broad they're they present so many great opportunities uh so i think my only challenge is as you said you know go slow to go far i think we have to really step back and make sure that we're not trying to do too much too quickly yes um you know to have 42 action plans or these goals would just you know potentially be real the momentum that these

145builds i think we do a few things really well and we get build the momentum and we just get that ballroom you should try and find action plans that would hit more than one category absolutely yeah i think some of those students were had multiple connections to the goal here so i have a question five years from now we have seen improvement we have mechanisms in place the goals are going well are we weaving new goals in as we start to see achievement like seven years from now are we well coming back to these yes i mean the the life cycle typically is three to five years for strategic plan for for any uh meaningful goal um and so because we're sort of slow taking the action plan next year i would say plan on

146four to five years but as we are measuring our progress towards these um you know we'll have an opportunity let's say one of them we hit in a couple years we've got something and it's coming along we can decide then we're going to put our energy then for the two other ones and really make sure that we reach the two others that we've identified as being important rather and i think that's usually what i would recommend rather than trying to adopt a different one because i think what we want to do is that as we're nearing the end of this life cycle we start to do again that audit of how where where are we now and then what are the new needs that are facing our students that we don't even know about right

147now um so we'll have that year then where we'll be doing the strategic planning while we're wrapping up this one we'll be excuse me wrapping down closing this one we'll be wrapping up the next one and then looking ahead for the next three to five years and again these are the organization wide ones this still you notice there's nothing about capital improvement here so it's not to say that we're still not going to be repairing our buildings and other things like that these are our growth goals areas where we want to grow in the next three to five years there'll be many other wonderful department-based kinds of improvements that you'll also be seeing ideas on well one of the things i really appreciate is that when we did our search for a new superintendent we

148had had just a long tradition of excellence and what we asked of you when you came here was to build on the excellence that exists and you hit the ground running with the strategic planning process because you knew in order to do that we had to get very clear on these and have a data driven process that brought the professional staff the administration the board parents students the community um and i really appreciate and i'm really excited about the future because i think we are fulfilling our desire to build on the excellence so thank you we're good here well for your input i will take this and put it in a polished product and you will see it in your package for next monday great thank you okay moving on there's more yeah there's more

149um [Music] personnel items there's a group of um personnel items who will take action on next week it's coming up next week already any questions or comments on on that oh pretty routine i see some of the uh transition pathways um folks in there i wore my shirt the other day i was very proud then following that educational tours we have an educational tour coming up in the 2223 school year i know rita and the team presented on that earlier at our main meeting but she did update the proposal so if there are any questions i think the most significant departure in the educational tour for the civil rights trip would be our recommendation to have this be considered a part of the course and so if he would be then as the organization prepared

150to pay for any student to attend who is on free or reduced lunch um that was my only question that does this set a precedent now or i mean i wholeheartedly support this but how do we apply it moving forward to other classes other areas of study and does this pigeon pull us into being forced to make decisions by saying yes right um i we had that exact same conversation in dlt um one of the things that we talked about is this this was not like a whimsical kind of thing it's been in the works for three or four years in terms of the planning by the adults for both the course and this experience it also is something we have a board policy on and now is one of our strategic goals in terms

151of meeting both exploring multiple paths and the equity and inclusion goal so we feel we feel that we have a process that let's just say an environmental science class wanted to say we want a trip included in ours um we do have one actually there's an english class that does have a spare experience embedded and it is in the cost we pay for every student to attend that so i think what it does is it puts the onus on that department or on us as school to say once we go from optional to required we're taking accountability that it is something students must do to really um meet the learning outcomes of that course and that we as an organization find a way to fund that um and it's not something that would be done

152quickly in terms of administrative review before we would bring it to all of you for final consideration i noticed that for some of the funding donations was mentioned a couple of times are there grants that are available for programs such as this um yes there are some grants um we again until it's approved we can't start to access some of those we also have a vibrant teacher committee who is waiting to begin to donate to this particular cause some teachers feel very strongly that they want all students to be able to experience this so we do have money set aside in our budget should we need it to put towards that but we also feel strongly that our community will come through and either through grants or from donations most if not all of the

153money will be earmarked from that source and not have to dip into any of the line out of budgets but we do have rita is a huge advocate for this program and she earmarked a few places in professional learning since it will still be part of teachers accompanying that as well as project-based learning dollars to put towards this particular trip for next year's budget should we not be able to raise all of the money but right now by agreeing to it we're agreeing to 82 000 by supporting 82 000 more than that i think i just said 2500 times 33 plus the teachers plus the teachers i think the teachers might be in included yes there was a breakdown that said what the price for the teachers was and the price right yeah off the

154top of my yeah but i did not see that that was inclusive um are the parents paying anything for this like is that a one a fee for the classes this class does not have a fee i believe no i just wanted to clarify maybe i'm misunderstanding the the cost of the district is exposing itself to is the cost for the free students the non-free qualifying students would have to pay okay that's what i'm asking you so yes for the not for the fee waiver students not for all 33. yes and that and you note that students are not required to attend and that there would be an alternative project for students who wanted to enroll in the trip but did not want to sorry enroll in the class but did not want to participate

155in the trip so it is not required in order to pass the class so they'll fundraise they'll do whatever they can and then if they don't have enough are correct is making up the remaining cost well the parents just so for example the conversation we had that shows the difference if we're going to have um a trip to germany for german speaking students it's not one course you know it's not german but egos it's any student in our german program it's more of a programmatic thing for culture and an immersion right now parents pay for all of that correct um we're just making a distinction for this one because it is connected to a specific class that we would still for parents can afford it they would be paying for their son or daughter their

156child to attend but for those who cannot who are on free your reduced lunch we would then um make the investment for that student to be able to go yeah we've also explored sliding scales looking at other districts who have a growing population of students who have socioeconomic barriers so i think this is our first pilot into this particular way of thinking about funding uh students experiences might not otherwise afford it the threshold to require to meet the benchmark of free and reduce very low so we're talking about other families that although they don't meet the requirement for free and reduced they do not have an additional 2500 to allow their children to participate and so i think that was why we wanted the fundraising and to go beyond just the number for free and

157reduce why we would be looking at a sliding scale um i've seen that you know for middle school students who have an outdoor ed experience you know and they simply have an application process and you're on free reducer automatically in this if you're in the mid income i i would want a scholarship for x amount of dollars um so i we're exploring the exact details on how to do it but we definitely know it's not full funding um or none that we're going to need to explore what does that middle range look like um and our plan is to write grants and to seek donations and for students to do some fundraising and between those three we think we're going to be able to reach our goals um but no matter what we are obligating

158ourselves for the free reduced lunch students as the floor we hope the ceiling supports a lot more students so um this gets back to kara's original question um it seems clear to me that this does not force us to approve any other future trip or class like this and it allows us to see as you said this is like a pilot program so to speak and it will be a great learning experience for us as a district as to how to navigate this what what we learned from it what worked well maybe what needs to be adjusted before we were to consider any other future we will definitely study this very well so like we already have we already have the number of students enrolled we have how many um have financial need should that

159change we could have some students who move in over the summer and who want to take this class we're actually hoping the enrollment grows um so we'll also keep the board updated on that um but we feel really good about well and the the amount of work that the preparation that the faculty to prepare for this for the students is and i mean they would have to really show the same kind of preparation and um in my opinion and this is just such a nice connection to the trip that the um teachers yes just returned from yeah so um they were all just so moved by the presentation we received from them on their trips um and this this mirrors that sort of the best of and where they feel students would have needed more

160time to process something they've expanded that part and where they said this might not be as engaging for students they've terminated those parts but yeah the whole planning team is very excited it's awesome is this included in ben's budget that you shared with us one way or another it is it has potential for two spots so it's in one of what's in one or the other depending on how everything shakes out thank you for checking in and if there are any other questions between now and next monday night um when you would need to vote on it just send me an email rita also isn't responding to email um but she's not on a page someplace not yet soon very soon i think this is a good pilot for us also board members because we

161would also we should also think about when do we approve something like that versus maybe when we don't yeah going forward if there's more opportunities i'd like you know we could be working on developing a rubric of what has to be done prior to approving us yeah i mean i also in our dlt conversation we talked about where else do we cover the costs for all students and it is an athletic trap you know if the team makes it to state we cover the cost of all students even those who can afford it financially right um so we were trying to think about different categories of travel and experiences and where we're already committed where we aren't and we thought this was the next a good next step forward okay everybody good yes all right

162moving on uh item seven iasb annual dues membership dues this is our renewal for the illinois association of school boards anyone have any concerns with that i think this was a similar cost as last year yeah previous year yeah so they kept it flat okay that'll be on the agenda the annual rent membership dues um they did change yeah so so in an attempt i can attempt to explain this and somebody correct me if i get it wrong uh they've always had different levels based on your school size but in an attempt to be a little more equitable they took the uh the ebf tiering system the the one two three four tiers where the tier one is the least able to you know the most uh financially um challenged districts on up to the

163tier four where the state feels that you're you're pretty um you're doing okay financially so this added that extra layer of uh scaling the the cost of the the dues based on your tier so in our case we're a tier four because financially we're very stable and whatever the evf formula puts us in tier four so we pay a little more than what a tier one district might be not substantially more than than previous you know to stay on the document they have here they put the prior uh the original due structure and then uh how that new structure implements and i think this is just a way to try to get some some more financially challenged districts to participate in this work and the sort of the advocacy work that had red dots so

164any questions on that okay future agenda items anything to add for yeah this will be for this coming on monday but in july and august um during july we will have an update on our cultural care plan whatever that is going to look like from the start of school um so we're thinking about that a reminder that the board backs next week june 27th closer launching thank you for participating in the training so this is our last meeting in google docs we will be transitioning to fort docks next week very exciting okay um nothing else if hearing nothing else i call the pnp to adjourn