BOE Regular Meeting - October 28, 2025

001We are live. >> It was on. It's on. >> Yeah. Say one more time. >> We are live. >> Okay. >> Hey, good evening. I would like to call this special meeting of the board of education to order. It is a very exciting special meeting. I'll go ahead and go through the motion and then we'll uh everybody can say a little bit and then Eric will turn it over to you. Um so may I have a motion to appoint Dr. Eric Burn as superintendent of school? That's Sarah seconded by Dennis. All those in favor that is unanimous. That Hi. I'm going to start by boring everyone and actually doing what we're never supposed to do, but reading into the record the reminder of of uh what the board was looking for. We were looking for

002an inspirational or the board and the community, excuse me. And thank you to the community, all of you. An inspirational, strategic, and innovative leader who sets high standards, holds self and others accountable, and is committed to maximizing the potential of every student. Possesses a deep understanding of how curriculum, instruction, and assessment combined to enhance student learning. Leads with confidence, conviction, courage, and integrity. communicates clearly, honestly, and transparently with all segments of the school and the broader community. Is visible and accessible in the district's schools and collaborates with and values the voice of stakeholders. Proactively and strategically addresses concerns before and as they arise, and skillfully manages the district's finances, effectively utilizes and deploys resources, and develops and sustains productive partnerships with local and state officials. Lastly, is excited about working in Derrienne and is committed

003to developing a shared vision for the future that builds upon the district's long-standing commitment to excellence. Eric has only been with us for a fairly short time, about four months, but we've seen all of those things in him. You're going to hear a couple of people uh probably touch on that tonight. Um but before I pass it to my board, I'll I'll end by saying true leaders bring out the best in everyone else. It's about their behavior and the way that behavior cascades through our district. When we look around, we as board members feel supported and confident and we hear and see that our staff are happy and performing well. Our administration and our teachers are thriving and our families are feeling supported and we're thrilled to have you here with us. >> Thank you.

004That I'll turn it to Sarah and Dennis who led our superintendent search committee. >> Thanks Jill. Um Dennis and I as the chairs of the search committee are absolutely thrilled with the conclusion of this search. We began this process back on April 7th um when Dr. B Dr. Burn came into the interview for the interim position and the excitement when he walked out of this room was palpable. I remember us saying maybe he'll stay, maybe we can convince him not to retire. He seems great. Well, Dr. Burn, looks like retirement is not in your future right now. Um, over the past seven months, our board and our community has worked together to define exactly what we wanted in a leader. As it turned out, we did not have to look far. The person who met

005every single one of those qualities that Jill just read was already here leading our district with dedication, integrity, and heart. We want to offer our heart that heartfelt thanks to our community, to everybody who participated in the focus groups, the surveys, and everyone who shared their thoughts with Dr. Burn with us. Your thoughtful input truly helped in this process and helped guided our decision. Um, a special thank you to Reena Bader and Marty Brooks of school leadership whose wisdom and steady partnership helped make this search such a success. So with your leadership, Dr. Burn, we know Darian's future is bright and we cannot wait to work with you to see what's ahead. >> Any other board member like to add more? >> Oh, Dennis, go ahead. >> First, I would like to congratulate Dr. Burn.

006We are very excited, enthralled, elated, galvanized, even united, and also a bit relieved that we have our match. We could not be happier. As Sarah stated, we found the perfect match who's already sitting in the chair. I would like to thank Sarah for all the work she did on the search committee because without her, we're not having this meeting tonight. I would also like to thank Reena and Marty as well for their guidance and counsel over the past few months. I would also like to thank Cass and Dr. Burn for all they work the work they did behind the scenes. And lastly, I would like to thank the board. Thank you for all attending the meetings we had beyond the regular board requirements. Also, thank you for your cander, insights, and visions on how we

007can improve Darian schools for the future. The number one job of any board is to hire and evaluate the superintendent. We have had the past few months to evaluate and eventually hire a candidate. And speaking unbiased, I think I think we nailed this one. >> Congratulations again and thank you. >> Thanks, Dennis. [clears throat] Robin I don't want to be repetitive, but Dr. Burn, we are so happy to be able to welcome you as our next permanent superintendent. It be it became very clear to me and I think everyone on the board over the past four months of working closely with you as a board and also seeing how you listen to and engage with our parents, staff, and community members that you embody the type of strong forwardthinking and decisive leadership that our community

008values and needs. I am personally looking forward and I think the rest of the board as well to collaborating with you on the important work that we have going forward and um that will guide our priorities over the next coming years. Thank you for partnering with us and we're we're looking forward to taking this excite exciting step next to together as a community. Thank you. >> Anyone else? >> Oh, go ahead. Um later tonight we're going to be talking about the governance uh our us doing better governance work. Um and I remember when we first had that conversation at the very first meeting in July 22nd with you Dr. Burn I you you know governance work takes a lot of trust and I said how do you build that trust out of thin air and

009you said competence and I have to tell you the competence coming out of you and your office and that's coming now out of everyone that's working with you has just been overwhelming. People have asked me how is he really and all I can say is he's exactly what you think he is and that is a wonderful thing. Thank you John. So, I just wanted to talk about the serendipity nature uh that we found Eric. And many probably in this community don't know, but Eric's first connection with Darren was actually after our student tragedies in 2022 when some parents reached out to some administrators and one of those parents was a uh wave strong founder and that's Laura Bremer and Eric was one of the administrators. So, you fast forward three more years. Um I had

010a health issue that required me to start working out. Turns out I go to Orange Theater AC Laura and we talk about school wave strong we talk about football team the kids and one day she calls me out of the blue and she said did you see that guy Eric when you know before our workout and I'm not very social I just want to get there workout and I don't really chitchat other than with people I know and I said no I don't well he's a superintendent arai he's announced his retirement and he's pretty young do you want me to call him to see if he's interested before she could ask me the question, I said, "I'm calling Jill and Marge." So, long story short, Marge works her HR magic. We uh we went all

011out with our recruitment effort. And for those that don't work out at Orange Theory, all out is you sprint and you hurt yourself as 53 year olds and you kind of compete against one another. Um but we that all out worked and now we found our superintendent of schools. And so Marge in the consultant said that stars probably would not have aligned what if it had not been the quick nature of Laura who couldn't be here tonight but I think she's dialed in from uh remotely and and just reaching out like having that community outreach and jumping on an opportunity. And so it's it's basically proof that the best results come from connection, grace, shared purpose and as I said a healthy dose of serendipity. So, these last seven months, I mean, I've done this

012for a long time, have been like a a seven-month all out. I mean, but it's been both exhausting and so rewarding. So, knowing that this group's going to have to work out with Eric, I've gotten our [laughter] arms workout. [laughter] >> So, good luck with him. >> [laughter] >> Yes, you too. >> But uh truly uh welcome Dr. Burn. I'm confident that the district is in very healthy hands. Thank you. >> Eric, would you like to add anything? >> Well, first, thank you. Thank you. Thank you. It it's an honor have been selected to serve as the superintendent of the Darian public schools. Thank you to the board for your incred this incredible opportunity [clears throat] and putting your trust and confidence in me. It's been a privilege to be a part of this district

013for the last four months and I'm excited to continue working alongside our incredible administrators, our dedicated faculty and staff, our supportive community and the board to make Darianne the very best district we can be. The vision of the graduate, which was developed, I think about five years ago, drives educational excellence and is unique to our district. It focuses the work that we do with our students on the skills they need in order to solve the complex challenges that we face today and that we will face in the future. It not only speaks to specific academic skills that are necessary like communication, critical thinking, and creative problem solving, but it also prioritizes empathy, integrity, and independence. So, we are fostering well-rounded growth within all of our students. Overall, the vision reflects the deep investment we all

014have in our schools, and I'm committed to continuing that important work together. As an educator, I believe deeply that students must remain at the center of all that we do. Our curriculum and programs should not only reflect who they are today, but also who they have the potential to become. As our district continues to grow and evolve, we will create meaningful opportunities for students to have a voice in our work, ensuring they see themselves reflected in our classrooms and feel a deep sense of belonging in every school building. This will be the foundation of our path forward. I'd like to acknowledge my family tonight. My wife Andrea is here in the back of the room and my daughter Hannah who provide inspiration and support to the work that I do every day. I'm a better

015person and educator because of all that they have taught and given to me. Thank you, honey. >> Thank you so much for the warm welcome this evening, the words of confidence. I'm deeply grateful and incredibly excited to take on this new role with this new team. Thank you. >> Thank you. With that, I'll take a motion to adjurnn. We'll close this meeting. People can visit for a few minutes and then our next meeting starts at 7:30. Uh so with that, may I have a motion to adjurnn. That's Sarah, seconded by John. All those in favor, that's unanimous. And we'll start up again at 7:30. Thank you everyone who came to see this part of the evening. Jeffrey, >> we're ready. >> That's better. All right. I would like to call this regular meeting of the

016board of education to order. The next board of education meeting is on Tuesday, November 11th at 7:30 p.m. That's a reminder to board members. We had talked about the possibility of a meeting on the 5th, but not everyone is available. So, your next meeting will be on the 11th. Um, okay. I'll go to the chairperson's report. On the board of ed, there are three years. There's, of course, the calendar year that we all celebrate, the academic year that starts July 7th, and there's the election term. Tonight marks the end of my Oh, boy. Listen, Julie, end of my nine-year term and of John's six-year term. I have so much that I'm proud of this nine last nine years that the board of ed has accomplished. Uh, this board has worked on strategic planning. We've been

017working gradually on the budget process. I can't wait to talk more about it tonight. We've been establishing effective and collaborative relationships with our fellow government bodies. Um, some of them are here tonight. Thank you. We've done amazing work on our facilities, including the expansion of the high school cafeteria, the beautiful new Oxbridge building, which we accept tonight finally, formally, and of course, the Henley Homes and Royal work, which is ongoing. Um, through it all underlies the work we've done for our students, our vision, which we put in place a couple years ago, preparing all students today to thrive in a changing world tomorrow. I am so proud of that mission [clears throat] because I love that it's a focus on lifelong learning. It's never going to get through this. Um, and I love that we

018are talking about all students, every single one who comes into our doors. We care about them all and we're working with them all and we will meet them all where they are. Thank you to my board who sit up here week after week with me. Uh, thank you to the administration and staff who also do that. Thank you to the teachers who work with all of our students and all of the other staff members you don't see up here who uh do our it film these meetings. Uh, make sure that they're scheduled like Cass. Um, thank you. I'd also like to say thank you to the few of the other people you don't see. The mentors who help me think through complex questions. the friends who remind me that I've forgotten something like a child

019[laughter] or lend an ear when the going gets tough. I'd like to thank my four sons for the nights of cold supper, the times they've been forgotten somewhere. Um, and for homework they've done on their own. It's good for them. I'd like to thank my husband Jeff for his unwavering support and his belief in me. >> [clears throat] >> Sorry. Lastly, I'd like to thank you, the community, for the opportunity to serve in this role. It has been a true honor. Then I will see the rest of my time to John who will not cry his way through it. >> We'll see. We'll see. Um, so this is 17 years of serving Darian through government um and election day. I think I I might be a free agent. Um, so tonight's been one of the

020best meetings that I've served on. Um, I think it rivals maybe the planning zoning commission where we approved the Darian High School lights, which was a multi-deade battle, but this comes pretty close. And thanks Dr. Burn for making it. Um, also thank you to my wife, Michelle, and our three boys, Luke, Connor, and Jake, for putting up with the thousands of hours that I've put into this town and meetings over the years. When I first told Michelle, who was a former Oxbridge uh PTO co-chair, that I wanted to run for the board of education, she quipped, "Oh, man, that's not the right board for you." [laughter] And then a good buddy told me, "I need the board of ed, like I need a hole in my head, and I ended up getting one of those

021along the way, too." Um, so I'm just going to leave you with a quick personal story, and I think I've said it here, but I think it it it bears repeating over and over again. and I've done it throughout town these last couple years. But um a couple years ago, I brought my father down to Clemson. That's where my three sons attended and for is my dad's first big-time college football game. But Pop was more in awe of how well the boys were doing, including the two engineers, cuz my father tried engineering at Lehigh and couldn't cut it and became an account. So his he said, "How are you guys doing so well in your classes?" And without missing a beat, my oldest Luke replied, "Pop, it's got me." They taught us how to learn

022in daring. We have a huge leg up on most of our classmates here. That simple line, they taught us how to learn, have stuck with me ever since my son's experience echo what I've heard from countless other proud parents in kind of my genre now, ones with gray hair, with graduates that are all products of the Darian School education. Um so my parting plea to this board and our broader daring community is this. Avoid the perilous distractions, the negative national headlines which you mentioned earlier. Um the culture wars, the private text chains, the anonymous websites, they only serve to distract and divide our tightly met community. Instead, focus on what truly matters, our students experience, achievement, and outcomes. ultimately their overall preparedness for life after high school. If you keep your eyes on those core

023items, I promise with the support of these guys here at the table and everybody behind them and the educational staff, you'll also be proud of your own DHS grad. So, roll wave. >> Thank you, John. Okay. Uh, public comment. If anyone would like to participate in public comment, please approach the podium and wait to be recognized by the chair. Please state your name and address for the record and note that you have up to three minutes to comment. My name is Michael Burke. I live at 15 Lake Drive here in Darien. Uh I'm currently a member of the board of selectment. I'm speaking in my own capacity, but I suspect my colleagues would absolutely endorse uh what I have to say. First to Dr. Uh Burn, congratulations. Uh I know you will be a great

024asset to the town. We uh will love working with you and I will say that having someone with a Westchester County background is a big uh is a big plus. So uh we look forward to you. uh to Jill. I was at her very first meeting nine years ago and that she ultimately became chair is absolutely not surprising. And even uh when we were just uh colleague members, you could see your uh leadership. You could see that you cared about children and that was always your uh guidepost. And uh you know what it will be tough shoes to uh tough shoes to fill but I'm sure this uh group will uh figure figure that out. Uh to John Cini who uh was also here on his first day and we were football dads together and

025pickle ball compact. Uh now uh John was the uh perfect person to get on this board and uh and mix things up and uh we agreed most of the time. But there was never any doubt that what John really cared about were these were these kids. He cared about them. you know, his wife Michelle who clothed in football here thousands uh was all about Darian and you know for John uh you know his initial gift as he was coming on to this board were the uh lights and his parting gift is a wonderful superintendent. So, uh, my thanks to you and I think it's 17 years in counting that my colleagues and I are trying to figure out something else for you and I think we'll come up with something, but thank you. >> Thank

026you. >> Thanks. >> Good evening, everybody. It's been a little minute since I've been behind a podium. So, um, I'm so proud of the work that this board in particular has done. You've really risen to the challenge of showing us all how to come together, how to put aside partisan politics and do what's right for the kids of Darianne. I'm standing here today as a proud grandmother of four kids and looking through the lens of my five children who've all gone through the Darian public school system who now have children and they're looking back and saying, "Wow, we were so lucky to grow up in a place that put student learning at the forefront." And I want you all to know how important your work really is because our community as a whole wouldn't be

027as successful as we are if our education system wasn't as exceptional as it is. And that's because each and every one of you. And Dr. Burn, I want to welcome you to Darianne. I'm sorry we didn't have an opportunity to work together when I was first selectment, but I did have the joy of working with both Jill and John and many others around this table. So, um, I am deeply, deeply grateful to all of you and thank you for your leadership and for the role models that you are for the rest of our community. >> Thank you, Tim. Up to you. >> I'm Terry Wood, 50 St. Nicholas Road, longtime resident of Derenne, 50 years actually. U, welcome, Dr. Borne. super excited about everything I've heard about you and I echo so many comments that

028Jamie just mentioned. Um I did serve as state rep for 14 years and worked extensively with Jill on legislation on the details of it and coming up to Hartford and hosting her and a number and Sarah parent I remember hosting you as well when you came to Hartford. can't remember what the issue was, but it was something on education and grateful for everyone's work here and I know how hard it is to on certain hotbed issues keep calm and you guys do and I'm so appreciative of that. But certainly John Cini and Jill I've known closely over a number of years and deeply grateful for your service to the community, your sense of humor, your intelligence, your integrity and God bless and thank you all for serving. >> Thanks. >> Thank you, Terry. >> Okay,

029anyone else? Okay, thank you all for those comments. We appreciate them. And with that, I will move to the superintendent's report. But of course, we're not in our last meeting. So, I'll take a moment to note thank you for agreeing to be our superintendent, not just for now, >> but into the future. And for those who did not tune in at 7 o'clock, Dr. Burn has agreed to be our permanent superintendent, and this board is absolutely thrilled, as is our community uh and our staff. >> Thank you, Jill. Good evening, and thank you all for joining us for the October 28th board of education meeting. We have a number of important discussions this evening. So I will keep my report brief. Last night I spent the evening as a dinner guest at ABC House here

030in Darianne. It was wonderful to meet the students who have added so much to the Darianne community through their participation in the ABC program. Thank you for coordinating and getting me the invite. Had a wonderful morning today visiting Tokenique and Darianne High School. had the opportunity to visit classrooms, talk with students and teachers, and even with Miss Dunn participate in a science experiment in Miss Killer's AP bio class. Fortunately, we survived without after effects. I invite all members of the community to our inaugural superintendent's fireside chat on Wednesday, November 12th at 7 PM at Holmes Elementary School. This will be an engaging informal discussion centered on the three C's of our vision of a graduate, communication, creativity, and curiosity. And that concludes my report for this evening. >> Thank you, Eric. Student representative reports. Ryan

031and Kylie. >> Yeah. So, first of all, congratulations Dr. Burn for being our permanent superintendent now. Uh I feel our future is very bright and promising both on this board and and our community with you at the helm. Uh to Miss McCamon and Mr. Um, I mean, I've only been with you guys for a year, but thank you and congratulations for everything you guys have done in your time here. Um, as Mr. Seen described, this job can be difficult and thankless at times, but I don't think there's anyone else that could prepare our students, including me and Kylie, for the future endeavors that we have ahead of us. So, thank you. >> Um, on to some other news. Uh, our students, our DHS students ran our trunker, our fifth annual trunk retreat this weekend. uh

032were many uh young stu young students in Darian uh got many different candies and prizes. So that was very fun. Uh our students are sophomores and juniors have their PSAT tomorrow. So good luck with that. And uh tomorrow Yeah. So wait two years for a little sleeping break. So not too bad. [laughter] And then um tomorrow as well our girls swim and girls field hockey both have uh important FCA matches tomorrow and many other sports uh including boys and girls sports have mayor state and FCA matches in the rest of the week. >> Um first of all I want to say congratulations to Dr. Burn. I'm so excited to see what you do on this board. Um and although I haven't been here for a while congratulations to Mr. Seini and uh Miss McCammon. Um,

033you guys have been amazing from what I've seen of you all and I'm so sad I couldn't have more time with you both. Um, recently we had a choir concert which you may have heard about from Dr. Burns community update letter. Um, we have more upcoming concerts in band and orchestra. Um, I'm looking forward to the PSAT tomorrow morning. [laughter] Um, and I am looking forward to the new quarter. Thank you both and thank you for your kind words. >> Okay, presentations, discussions, and possible actions. So, we'll start with the proposed new courses for Darian High School for the 2627 school year. Dr. Fedian and Miss Dunn, >> thank you for being here tonight. Mrs. done. We recently had a presentation on the new course proposals um at the board of education curriculum committee and

034we wrote a committee report that was in um last board packet and Mrs. Dunn is here tonight to talk about new course proposal and some level changes that I think were anticipated by the board based on conversations we've had across the departments um to bring some consistency there. So I'll turn it over to Mrs. Tunn. >> Thank you. Um so I think three out of the four courses are um as we said at the last meeting are courses that you expected to see and um have been uh projected forward in in previous meetings. Um I will focus on first the honors were western civ course as well as the French 2 honors course. Um, as you know, over the last couple of years, we've been replacing the accelerated courses in the ninth grade with honors

035courses. Um, and so the final two changes are [clears throat] um a part of this presentation tonight. The Western Civ course going forward as an honors version of our 9th grade history course and the French 2 accelerated becomes French to honors. um those are courses that we have discussed previously and um we believe the move to a nth grade honors program is consistent now across all subject areas. Um the discussion that we had um at the earlier October meeting was also for us to continue to be sending the message uh forward about balance and the transition from 8th grade to 9th grade is um one that should be done carefully and in a supported way. And so we want to make sure that um we would recommend very few students would would sit for honors

036courses across the board. And so what we would like to see is the opportunity for students to think about those subjects that at least right now in eighth grade that changes a lot but that those are that they're passionate about interested in um and really would like to pursue at that level. Um understanding that as one goes from 9th grade to 12th grade so many things change and and the ability to take on more challenge and rigor is something that um many many students will experience. And so that can happen gradually rather than all in one fell swoop from 8th grade to 9th grade. Um the uh third course is the American Sign Language course. Um this is the final stage of American Sign Language um in level four. It completes the cycle for any

037student who wants to treat American Sign Language as their world language um so that they have four full years at DHS. And this year students who um feel that they would like to pursue it can sit for a seal of bi literacy in American Sign Language as well. Um so we're excited to close that uh fouryear loop. And the fourth course um many times over the years you have seen um our English department bring forward new and exciting electives and literature. um they spend every year, a part of their year looking at the courses we offer, thinking about um those classes that may not be getting enrollment um and thinking about some alternatives um for students who um want to pursue something that might be a little bit different in that senior year course. And

038so the East Asian literature unfortunately is a course that um has not seen enrollment in the last two years. And so the English department brings forward punchlines and perspectives. Um the h the humor genre um we think many students will uh find this exciting and also uh will appeal to some of our performance students as well or theater students. So um we're very excited to bring all four forward and happy to take any questions you have. >> Board questions. Um, I would just say that at the curriculum committee meeting last week, whenever it was, um, the curriculum committee approved these these courses and think they should be voted on by the full board. Um, and I also just wanted to clarify something that we talked about in the curriculum committee about the Western Civ course

039and there were some questions about what whether the current 300 level course will change. Can you just speak to that because I know that it's a hot button topic. >> Yes. I mean, anytime you you create a course at the honors level, you know that you will be setting expectations that are a little bit different. Um, pacing, I think, depth of uh content, uh, some of the writing and assessments that we would be using in that course. Um, and so it would it would align with many of the other honors courses at the school. >> Was that the question that came up? >> It was basically because Western Civ has been known to be a very challenging class for many students. And the question is whether um the the current course would be you know

040less challenging or would it but the Mr. Cabra basically said it would be a very similar >> cadence to what it is now. >> Okay. >> Yeah. Okay. >> Questions. >> Uh first language [clears throat] talked a little bit about managing how students are taking language. Um I'm all for ASL4. I'm super excited to see that. Um, does that mean we have to start adjusting anything down in terms of the other languages or are we still at the point where um, this makes little impacts on any of our other uh, language progressions? >> We'll continue to monitor that. Um, as students have enrollment selection coming up late winter, early spring, um, naturally if students are shifting from one course to another, seats open up in one of the other languages. Um, so that's something that

041we'll continue to look at and apprise the board of as we move forward. >> Okay. looking at the total FTE count. >> Dennis, >> you mentioned that the ASL would be the final time or final. >> Is there any thoughts of having honors or AP ASL? >> I don't think so. Um I don't know that there's an AP version of the ASL offered yet. It's something I can check on. Um Dennis, it's um as students enter the high school, it is currently at least their first year um in nth grade. And so typically they wouldn't get to a fifth year. With our other languages, many times they're beginning prior to high school. So with Mandarin and French and Spanish, they're coming into the high school at at the second level or sometimes the third level.

042Um and so the AP courses are then more available to those students. Um, but I have not heard of an AP uh ASL doesn't mean that there won't be one because there's an AP pretty much of everything you can think of at this point. >> And um in line with that thinking, we will be looking next to accelerate the Mandarin course sequence so that there will be an offering for AP Mandarin. So that will be something that the board can expect around this time next year. >> Okay. With that, may I have a motion to approve the proposed new courses for Darien High School for the >> 2627 school year as presented? Uh Joanna seconded by Greg. All those in favor. That is unanimous. Thank you very much. >> Thank you. And may I say

043before I go, thank you Jill and thank you John for your steadfast love of our >> faculty and students over the years. We appreciate it deeply. >> Thank you. >> Okay. book discussion on the governance core. Eric, you're up. >> All right. So, um, everybody had their homework on the board. And for those who, uh, have not, uh, seen one of these before, over the summer at our July retreat, the board actually engaged in a a practice of this, uh, book talk, just like our kids do, in their classrooms, uh, in reading a book called the governance core, which is to help school boards and superintendents and school districts become more effective and efficient in their work. We had a great discussion back in July using chapter 2 and so um tonight's purpose is to

044talk through the remainder of the book. Um we did have a protocol that we put in place um and I know that we very quickly uh shifted away from the protocol over the summer to have more of a general discussion. So what I would like to suggest and oh good we have the protocol right here. because of the rounds and the number of people. I think what I would like to suggest is if we think about the four A's, assumptions, agree, argue, and aspire. Um we could open it up to anyone at the table that likes to would like to pick one of those four A's and a section of text to share and then talk about um to you what what were the implications for our work um as you were reading that and

045thinking about that. So maybe we could start with the assumptions piece if there's anyone that has any assumptions that they'd like to bring up that that the author of the text holds as you're reading through this. >> We can't say the dog ate our homework. >> No, you cannot. >> Um well, I thought in the beginning of chapter 3, he says um basically he's talking about successful superintendent. It's not that they approach governance. it, excuse me, it is that they approach governance as a key function of the district, not as something to control or ignore, but as something to support as a critical part of the education system. And what I thought was important about that is is that that we think of we talk about wanting to think about education, but we also need

046to think of that through the lens of governance. Um because it's really easy to get dragged down into the details of wanting to know um exactly how that phonx program works, Amy, or exactly which um uh special ed intervention we're using for XYZ surely. Um but that's not really the role. So how we marry the love of and our passion for education with this notion of governance and how that yields success. >> Thoughts? I'll I'll build on that. And so the when it talked about the shared internal moral compass a few pages later, um I have five stars next to this. Um it says all the board trainings and exhortations against micromanagement and dysfunction will never replace a board's belief in the honesty, competency, and moral purpose of their superintendent. And that really rang true

047for me, especially this evening when we appointed you as our permanent superintendent because there is you have been nothing but honest and nothing but competent. And I think our trust level is is the highest in this five years that I've sat at this board. So to me, um that shared internal moral compass has increased in the past four months and I hope that it will continue to do so. Um and hopefully that gets us out of the weeds. So >> Greg, >> just adding on to what Sarah said just in terms of the trust piece. I mean for me like going into the relationship with this may be a fault of mine but with any person I always give them trust unless pro proven otherwise. and you have demonstrated that trust time and time again

048with transparency, with honesty, and with open arms to the community, which I think is a great testament to the the, you know, the the early quick start that you've had in the community. >> Anyone else? An assumption? >> Um, well, I just I I wanted to just highlight something that stood out to me. It was on page 21 about guidelines for serving on the board that I thought was um helpful in terms of reserve judgment. Listen empathetically. Stay focused on content. Um always be true to the norms of the board. Treat every trustee with respect. Demonstr and demonstrate the core values of the board. Do not take differences personally. Um and then irreconcilable differences or behaviors. um we need to kind of work together to try to figure out how we can come to an

049agreement and consensus and collaborate um so that we can kind of move forward to achieve the goals in the district. >> Yep. And that um you know one of the the teach how to learn but the effect of school board governance makes huge differences long-term success of the quality of the education programs. So, as I reflect back, you know, and as life of the last six years flies by, and I was probably guilty of it sometimes, you know, some of the nonsense that, you know, we we'd spent time on or trying to figure out um, you know, how to get to a certain place without the right leadership directing us, >> you know, took away from all the good that we could be doing. So, I think, um, you know, with the right leadership in

050place and the right mindset, you know, it definitely filters down to the kids. >> Yeah. Um, I think it's important in talking about assumptions that this book is definitely written with the assumption that people want to be the best board member that they can, that boards want to work collaboratively together, that they want to find cohesion and all the other terms that are in here. Um, and you know, along the way they they pick out a couple instances of like when things get might get rocky or when someone's not upholding their duty. Um, and I think that in the past couple of months, we have made huge strides to um getting our um our superintendent thinking along the ways that we want it to. And I think that now's the time for us to really

051turn and focus um our look at how we can make our board function as well. And um you know coming back to that assumption, wouldn't it be nice if if all nine board members shared that same desire and felt that way equally to to come to the table, you know, at each meeting and also to do the work in between um without silos, without um you know, different levels of information and responsibilities. So um I think that would be really nice. It did rereading um for me it brought me back to some of the conversation over the summer which is that this is something that we'll have to continue to work at it. It just it isn't you read the book once you get it and it all works. we're we're going to have to

052have the conversations regularly. And there's a whole bunch of other pieces in there. They I I love that when you get to the back of the book, they talk about a handbook and having a board handbook. And boy, pretty good timing tonight that we're going to talk about that later. It talks about, you know, uh deepening your understanding as a board and spending time going out into the schools and learning it what it is that we're doing. So figuring out those structures as we as we've talked about and being able to do that is really important. So it's it's really a commitment to and I and I think Fulan's making that same assumption that everybody wants to be in that place and everybody wants to continue to work at that which is really important. What

053do you agree about? Oh, I'm sorry, Robin. Go ahead. >> Just one just one additional comment. something that stood out to me and this is on page 98. Um, a unified board is made up of individuals with different beliefs, styles, and personalities working together in a collaborative, cooperative, trusting fashion with a shared moral imperative toward common strategic goals. And I think that the common strategic goal and finding unity in that is a really powerful tool to use to try to address when you have divisions or different beliefs among different board members. And um I would aspire to getting to kind of what we would aspire to to be able to work together collaboratively and build that trust so that even if people have different beliefs which is fine we can kind of come to a

054compromise and work collaborative collaboratively sorry together so that we can achieve our strategic goals that we all share which is ultimately about achievement and outcomes for the students. Um, moving on to the agree area if that's okay. Um, one thing that really struck me uh that I think and Robin sort of alluded to it right now is on page 102 they talk about how collaboration moves at the speed of trust and that coherence is hard to get and even once you get it, it's hard to maintain. And I feel like that is something that we've had a problem with again and again. Um, and we will have to start checking in with each other more, talking about things more, making more compromises as we build more trust, you know, with the superintendent and then within

055ourselves. Um, rather than just expecting everybody to get along, go along to get along. >> And I I think that's important too as this point in time to note with two new board members coming on because one of the most challenging things about being on the board is that sometimes votes predate you. And so, you know, you'll come on to the board and it's it's someone that's been hired or it's a document that's been adopted or or it's, you know, a financial construct that you may or may not like that board members have to live with for a period of time. And that can be very challenging um to navigate, but people have to accept that when you come onto the board, you the what the board has voted on is what the board does.

056And it doesn't mean you don't ever change the board, but you have to live with it until you can find the way to change it. >> Building on what both Katie and Joanna said, um, that Dennis and I were chatting to, we both used the word cross-pollination and that we need to like all every the nine of us need to talk to the nine of us and make sure outside of the board table to make sure that we all >> know where we're coming from and get the point of view and and I think it's easy to get siloed and to continue to talk. you know, human nature is you talk to people that you feel comfortable talking to, right? So, if there are those that you don't know as well, like that that's the

057goal for my for the upcoming year for me is to make sure that I'm cross-pollinating and checking in with everybody. >> Yeah. And I think probably we'd find that postcoid that's difficult a lot more places than not because people really did silo. Um, and it's nice to feel the community knitting back together. One of the things I agreed with in page 159, a fool with a tool is still a fool. [laughter] But seriously, I think uh kind of building on what what everyone is saying here, one of the things which really struck me was um there's a paragraph on page 59 that says the problem for many trustees is while they recognize negative behavior in others, they often don't see the same behavior in themselves. And I think that's something you know that we need

058to communicate with others and say look you know I don't think there's personal attacks are meant to be personal. I think some, you know, the previous paragraph talks about, you know, some people say good morning. Other people like good morning and and you know, and it's still the same words, but someone's not interpreting it the same maybe the way you you think you're in saying it or not. And I think we just need to be to have to go that extra step to have those discussions. And so now I'm kind of going into aspire, but I agree with the part and now I think we need to aspire to that extra step. thought it was interesting when they talked about going back and watching board meetings with the sound turned off [laughter] >> just to

059see >> your body language that one >> yes you would [laughter] >> Greg >> um yeah I think as we're some of what Sarah was saying in terms of collaboration and talking with each other I think is really important going forward especially with two new board members coming on board and when we're in this room I think it's really important for us to make sure that we're wearing our board hats meaning while we're here, remember we're elected by the town. We're elected officials. We're representing the town. And at the end of the day, we can have disagreements about different issues. And I use this in in business a lot. Um, you know, agreement is optional. Uh, commitment is not. And I think for us as board members, we have to remember that once we vote,

060as Jill said, we need to commit. And we're all we all have to commit to the same thing once we've made that vote. anything to argue with in the text? Go ahead, Katie. >> This isn't actually an argument, but it is a question for if it's a possibility for us, which is um the notion of discussion conversation meetings. Um this was mentioned throughout the book on page 81, 121, 162. Um and for the public um who maybe wasn't reading along um the idea was that the board um typically follows very structured very formal meetings through Robert's rules and through um you know recognized speaker and that there's really a lot of discussion and information gaining that needs to happen behind the scenes. So was talking about the idea of if open meetings are allowed and

061how to kind of structure them so that it's still transparent, still you know available to the public but removes some of that formality and structure to facilitate conversation and I'm cur and then there also was another example of study sessions which I thought was really interesting considering how late our past meetings would go on really in-depth presentations. Um so I was curious, Eric, just to ask you um what your thought was um around that option for us. >> Yeah, it's actually a structure I think you want to work toward. Um you want to get into the rhythm of the meeting and the collaboration of the board and really get the governance piece set and running well. But I think it it is an option that exists and is something that happens. So you know in

062New York there's a common structure called a board work session and then there's a board business meeting. So there's no it's literally like a study session. It's a or a discussion session about um a particular topic or topics but there's no business done. So there's no [clears throat] votes there none of that and it's all done in public same way. Um and I think it's a really interesting when the board feels like we're ready for this kind of discussion. I think it's certainly a worthy endeavor to think about. You want to structure it so that you still, you know, you still always want to have some kind of structure so that it keeps us on task. But, um, I think it absolutely is a a worthy option down the road for us to think about.

063I think one of the things that I would argue and I guess it's the right way to say it is on page 87 it says an early lesson for new trustees is realizing that they can never take off their board hat as long as they are board in everyone's mind a trustee will always be a trustee and has has ability special information and also has the ability to exercise power in a school district but then in most of the book it's talking about how we're one of x number so So I find that in conflict to me and and yes and I also think at some point you can take off your board hat and say look I'm a citizen here and or I'm a parent and and you have to be have to I

064I I struggle with this part that we're always a board member and I would argue that >> I think we're always board members but the you know the example here of your words have impacts like a casual comment at a cocktail party I I think the other we may not view it as you know we have our board hat on but I think the the way others view us is you know always reading into what other were saying >> but I think we have to be able to let our guard down and be humans and people you know and not always be at the board table maybe >> well I often will actually literally say I'm taking my board hat off for a minute um or I'm going to be a parent in this moment

065because sometimes I I do think that um members of the public, your friends, your family, whoever um may think that they're talking to you in a formal capacity and may because in some ways they always are because we're always listening, right? If we're doing our job, we're always wanting to hear what's going on around us, trying to understand. So anyway, but I agree with you. Sometimes it's nice just to feel like a human being. So >> um uh that is usually how I handle it. >> But it says you can't take your breath off even. So my question is, can we can we announce it and take it off? >> I think I think Sarah's point is that often it's it's not you that's taking the hat off or not. It's how people perceive you.

066So when you're in the, you know, the the grocery the uh produce section of Whole Foods um and someone's approaching you, they may be approaching you thinking, "Oh, that's Dennis Moroni. He's on the board of ed, and I really want to talk to him about something." And and I I know board members who have done this and I I've done it as a a principal because I was principal of a school in the town where we lived which may have been a dicey idea but um [clears throat] and going to the town pool was just a terrible idea in August as principal in that town but saying I you know I'm not a board member right now. I will speak to you as a parent and and I in as a superintendent many times said

067I'm going to take off my superintendent hat and just talk to you as a parent who's been through this uh before. Uh and I think sometimes that helps it because you could want to be that all the time. But if the folks that we're talking to, they need to understand that you you're going to be that in that moment. And I think that's helpful. I would also just say that I think it's important for us to um assume that the authors probably had some context in mind too that um you know they they probably weren't talking about pillow talk with your spouse and yet you know putting something in writing or online and not signing your title as a board member doesn't change the fact that you are a board member and I think there's

068a big distinction between an private informal conversation and and anything that is made public. >> There's a there a really good book called The Corner Office that many of you have probably read which speaks to a lot of it for people who are in leadership roles, how your organization sees you. It's a very powerful read if you're finished with this and ready for something next. And you have a lot of flying you do. So, you know, or you can listen to it. It's a terrific book. How about the aspirational section of the book, Joanne? Um, one of the parts that really uh I would hope we could aspire to as a board is uh towards the back in um under distractions and challenges to coherence. Especially uh the part where uh on page 119 uh

069the trustee with a governance mindset is informed by the legal experience but understands that they are not the organizational attorney and would not attempt to impose a legal opinion. And they go on to say a similar example. Uh if you're like a an HR professional, you don't. So you um I find we often lean back on our background in both good ways and bad ways. Um you know, my my husband's a lawyer. He always says to me, you know, if someone uh [clears throat] calls me up to if get, you know, if someone is in jail and calls me up for advice, I'm going to tell them to call a lawyer because, you know, I work in mergers and acquisitions. I don't know what to tell [laughter] you. So, uh, I I feel like that's

070a good way, um, to operate here, um, without getting over involved, um, and staying in the governor's position rather than, you know, helping write the job description or or that kind of thing. >> Um, on page 53, they and also later in the book, they talk about how one of the board's most valuable activities is visiting schools. >> Is what? >> Is visiting schools. Yeah. And I think that this has been a real deficit that this board has had for a while um in that we are in public in this very formal setting and we have really not um work to create opportunities for us to engage in um sanctioned ways and um you know we've talked about that a little bit over the years but that is something that I would really like to

071see us work on and I think most importantly aside from the importance of connecting with the community members. Um, being in the schools means that we're seeing the students and having that close reminder about why and what we're doing. Um, I really can't think of a better way. >> Yeah, and I agree and I've said this over the summer. This is definitely an aspirational piece because I think you know we're doing a lot of work um helping the community understand the work of this board and this governance team and helping our teachers to understand if we're doing a visit with a couple of board members and looking specifically at something. It's to deepen your understanding. It's not an evaluation of folks. And so I think that's something we can aspire to and work toward. I

072I think it's very realistic to see it not too far down the road. Um because it's important work and when our when our community sees that level of commitment and that level of depth of understanding, it really elevates the work uh to a new level. And I I think it's just helping our building administrators and our teachers understand why are we doing this? What are we doing? Because there will be fear. Um and and they have to they have to trust that why we're coming is about deepening your learning to be more effective in your role on the governance team. And and we can get there. I'm sure we can get there. >> I can add I can add on to that if it's okay. Um I have a different book than you guys. Same

073content just different page numbers. So I can't orient you you to the page number but this says the successes of any leaders are determined in large part by the manner in which they carry out their leadership. One of the most important and often least appreciated traits of highly effective trustees is management of their public behavior. And I would maybe not argue but extend here. I think it's not just management of public behavior but also private behavior. And I think when your public behavior and your private behavior are in sync, there's a little bit more authenticity. One of our goals will to be to be to um deprivize practice of teaching and learning. And so as Eric mentioned, we are thinking about systems and structures and how to um maybe provide an opportunity for the board

074uh members to go out and see some things in action maybe in December. It's really December, so we'll look forward to that. It's exciting. >> There you go. >> Because I'm I'm kind of on this leadership point as well. Um and and kind of what Greg was saying and you know you need you need to be committed to this and one of the things that's really struck me and and I think it's um you know I don't think anyone runs for public office who doesn't think they have some skills to to offer a board and on page 118 it says leaders leaders are wanted on the board but the board cannot be led in five or seven directions learning how to channel that leadership is a major challenge for trustees and goes on to talk

075about how you have to have a joint leadership and I think we need to aspire to to that and h and not have a leader and we need to be a collective leaders. >> Robin, >> um I'm jumping more toward the end on page 127. So the governance responsibilities and this is something that I would want to aspire to. Um and it's talking about in the green box, the board needs to adopt well-developed, easily understood, measurable strategic goals and success indicators designed to achieve the moral imperative. I'm also kind of looking ahead because we will be talking about a new strategic plan for the next five years. And one thing that was interesting in the bottom paragraph there is that um in districts with higher levels of student achievement, the local boards of education are

076aligned and supportive on the non-negotiable goals for achievement and instruction and take care to make sure that other initiatives do not detract attention or resources from accomplishing those goals. And then uh tied to that, if you skip forward to 131, it's talking about the budget and fiduciary responsibility and basically saying that the budget is almost like a policy document in that the resources need to be aligned with the strategic plan and if it's not in the budget, it probably will not get done. So as we now are going to be talking about it but in the next few months I think that is something we need to keep in mind and we need to make sure that we are giving the resources that will achieve our strategic goals. >> Any closing thoughts? >> What's our

077next book? >> Well, we could think about that. Um I I do think um the notion of how we I think over the next few months uh when the new board is seated, we should certainly begin thinking about what does this look like for the board's growth in the summer retreat. Um I know in July we talked about a possible midyear retreat. I think those are the kinds of decisions we need to make because it's like, you know, if you build a campfire, if you build a fire and you fire pit out back and you're not feeding it wood, that that's what we're going to be doing here. We have to nurture this work of governance. And so I think collectively we can think about what that looks like. Um, I know we did talk

078about how do you structure a retreat so that it really is a retreat that's reflective and growthminded about our work as a governance team and that's certainly something we can look at um going forward. But but I appreciate you indulging. I I said this in July. I I thought this would be a fun experiment. I think it it it really was a great way for us to come together as a a governance team. And I know I learned a lot about us and all of you. And I think it really helps to frame our work moving forward. So we'll definitely find some good books moving forward. I think I think an October tradition of a book talk is [laughter] always a good one. >> Okay. Thank you all. We will move on to the discussion

079and possible action on the proposed contract agreement with the Darian Education Association. How exciting. >> Okay. So, um we just have a few brief slides. Um before the board considers, um this uh contract for approval, I'd first like to to thank the board negotiations team for their efforts and wisdom and thought and conversation throughout the process. um Marge and Rich for your incredible expertise and thinking as we work through it and and Shirley and Amy obviously for your input um as we came back and forth in between sessions. I'd also like to thank my colleagues in the DEA for their trust and collaboration in this process. We we proposed some new ways of doing things and they were ready to jump in and and that collaboration together was really positive and productive. So, thank you.

080I see Genie back there. I thought I saw >> Barry. >> All right, he'll come back. >> Um, so, um, we we talked about, um, earlier in the process that we went into negotiations thinking strategically about what we were trying to accomplish. So um a as you've seen with lots of things I talk about in presentations, I talk about priorities, I talk about standards, I talk about pillars and in this negotiation process, we had educational priorities that were forefront in our approach. We wanted to focus on recruitment and retention. And that led us and it was work that the board had been focused on strategically redesigning the salary schedule and really thinking in two places. Looking at um redesigning the lower end of the salary schedule that would really assist us in recruiting teachers and

081putting us in a very positive strategic position for recruiting the very best teachers coming into our system. We also wanted to focus on our veteran teachers who bring tons of skill and experience and looking at how do we help to retain them and not lose them to other school districts. And we've seen that as something that's happened over the last couple of years. So we looked at the early steps and ways that we could increase compensation and restructure a bit so that we could be in a better place for recruitment. And we looked at the notion of rewarding the longevity of our valued teachers and using that as a structure that would help us in retention of teachers. And that was something that we went into with the plan and we were able to achieve

082that through this negotiation. We also focused on professional learning. Um, and while there may not be a dollar amount or a a giant change in the contract, but we built something that was agreed upon in the contract called inservice courses. And inservice courses allow us to do some really interesting things. Um, many of you have heard me say it before, our teachers need to be um supported and we need to provide them with experts to help them improve their craft. They always want to get better and serve their students in the best ways possible. We don't always get that support in our graduate programs. And so, as a school district, it's incumbent upon us to build structures to continue to build that skill as our careers are evolving, as the educational space is evolving. So

083inservice courses, it's a structure that will be um run through the district where we are able to offer courses akin to graduate level courses that are district developed. So if we really want to focus as we have on early literacy, we're going to develop courses that are credit bearing. They're they're Darianne credits, but they're credit bearing. So a 15-hour course would be a one Darianne in service credit. And these courses would help to build skill and support the professional growth of our teaching staff. And they could be taught internally. Maybe teachers that teach, maybe administrators, it may be folks that we bring in from the outside that add value and help us to build that skill. But for teachers for that um recruitment and retention piece is they can apply instead of only being able

084to move across the salary schedule which advances one's salary with graduate credits they can accumulate numbers of our inservice Derianne credits and apply them towards salary advancement. So it allows us to really design purposeful, topical, meaningful professional learning in a new structure that also supports our teachers in their career. And the other, and this is something that um we were looking to improve, was ways to improve attendance overall in our system. And from an educational standpoint, the the more our teachers are with their children, the better outcomes for children. So we built what we feel is a sensible attendance incentive that we believe will aid in improving the educational program. The next in our priorities were the financial priorities. We wanted this contract to be sustainable and in that it was also again that that

085word strategic the redesign of the salary schedule was smoothing out the steps. So as the board knows um folks as you acrew years in the system your salary grows when you move from one step to the next. Um, in most salary schedules and um, teacher uh, contracts, the steps are variable depending on whatever history in the negotiations process. And and we approached the association and we said it's really important to us to try and figure out a way to smooth out steps so that there's a more a better way to predict our salary growth from one year to the next. So you have multiple steps within a dollar range and they grow for that number of years. So that gives rich in the business office a better way to predict predict the immediate and the

086long-term growth of the salaries and is just a sustainable model for us. And we also eliminated one lane u as part of that restructure which was helpful on the financial side as well. And the last um were the operational priorities and you obviously see overlap the predictability for budgeting so that smoothing out and the restructuring of the salary schedule was a priority and the attendance incentive while yes it's organization it's it's educational it's an organizational piece as well in that and an operational piece and covering classes and the shortage of substitutes and those challenges that we face in our system. So, I'm I I'm really appreciative of the work of the association and their representatives and Barry and Matt and their collaboration through the process and and again, Rich and Marge and to all the

087board members on the committee. So any questions or >> I'll echo those thanks uh to the DEA and their representatives for coming with a to work with us with a collaborative mindset to the administration for really living that collaboration and to the all the members of the board who served on the negotiating team. Thank you. Um this is I'm excited. Um are there questions? The board has been briefed on this. Um but if there are additional questions >> I I would just echo um or repeat I think what we've said in an earlier meeting. I think the negotiation's time frame was record in terms of three meetings or or something like that. A lot of work in between. I understand that and especially from the teachers association. I thought that was a great output of

088the basically administration acting as a mediator versus bringing an outside mediator and working till 3:00 a.m. >> on a Friday. So, >> for sure. >> Thanks. Thanks for the hard work on on at this table and and and Barry's group as well. >> Okay. Thank you, John. So, I'll call for a vote and then I think Barry wants to say something. Okay. So, may I have a motion to approve the contract agreement between the Darien Board of Education and the Darian Education Association for the period July 1st, 2026 to June 30th, 2029? That's Joanna seconded by Robin. All those in favor, that is unanimous. Thank you all. That's very exciting. We are thrilled to be able to support our teachers. >> Great. Good evening. Um, I just want to take the opportunity to thank the

089board for uh voting to approve the contract. The teachers um are very excited to continue our work with Dr. Burn. Um, this is a recruitment and retention contract. Um, we were able to accomplish some of the long-term goals that Dr. heard had mentioned of the boards especially smoothing out the contract but we're able to do it in a way where no one currently working here was hurt by it by the way we restructure the grid and we're also able to um address some of the starring salaries so hopefully Marge that makes your job a little bit easier on bringing in um the most talented teachers we have um Jill I just want to thank you personally for helping to set the tone I think what John just said three meetings is unheard unprecedented. Um I

090think the way you just said having administration act as mediator uh I think that's true and I think um we worked well with the team. We worked in collaboration and um I think both sides have a lot to be proud of with this contract. Um so Jill and John as uh this is your last meeting. I know I have um sometimes been a little bit of a pain in the past. I just want to thank you so much for everything you've done for this community, for our teachers, and for our students, and I look forward to working with everybody else on the board going forward. Thank you. >> Thank you, Barry, and thank you for all you do. Here's a big lift as well. Um, okay. Well, that's something really to celebrate. Thank you. Okay.

091Next item. Uh, okay. further discussion and possible action on the proposed fiscal year 27 budget meeting calendar. This is a second read. Um >> so I didn't have anything further. I know we presented it out last week. Uh and thank you to the members of the board who have been able to take the time and meet with different groups in the community from the town side and from parent organizations and those are still in process. I do think there was one change on the calendar which was the removal in the conversations we've had so far. There was the removal of the the calendar date that was scheduled for questions from uh the town bodies and I believe >> was in January, late January. [clears throat] >> It was sometime in January. That that's been removed

092from the final version based on the feedback and the conversations we've had. All right. Uh any any further questions? I we don't we took that item out not because we don't anticipate that there won't be questions coming from the public or other members, but there were two goals in that. One is we've changed the cadence of of the meetings. Uh so the way we would receive questions is different anyway. And two, we are focusing at at a higher level. Uh so we're anticipating potentially uh a little bit less in the way of questions than we have may have received particularly a couple years ago. Um okay. May I have a motion to Oh, sorry. Go ahead, Katie. Thank you. I just wanted to say that um there are some aspects of this that make me

093a little nervous. It's a it's a really big change for us. Um and I do see that there's potential for it to be a really positive improvement. Um, you know, I think that one of the there sometimes there are different ways of approaching the budget where it's just the bottom line and what that percent increase is is what matters to some people and that's never been what matters to me. I care a lot about what's in the budget and what the allocation is and um and how I feel that that it's really um I think our responsibility is not just to get to the lowest number but to really provide the resources that we need. Um, so I um I want to call out um that I do have a little apprehension about this, but

094um as Joanna said earlier, the competence that you've shown in this role um has earned my trust. So I'm going to trust you in this process um and um with confidence that you'll lead us through um the lengthy discussions that we might need to get to um to get to a good place as a final result. >> Absolutely. Thank you, Kate. May I have a motion to approve the fiscal year 27 budget meeting calendar? That is Sarah. Seconded by Greg. All those in favor? That is unanimous. Thank you. Um I look forward to seeing that from the cheap seats. >> We could always save you a seat >> back there. [laughter] >> Well, don't do it right. Don't come up to the deis. I'm just kidding. um presentation and discussion on the fiscal year 27

095budget forecast and instructional operational and capital 5-year priorities. Uh the just a quick note we do have a facilities meeting I think it's tomorrow or Thursday >> Thursday. >> So uh the facilities group will be uh team whatever will be going through that in detail uh subsequent to this meeting. >> Go ahead. Okay, >> Eric. >> All right. So uh as I mentioned in the last presentation, the purpose of tonight is to give you an idea of where we are seeing things financially as we are uh in the not in the early stages of building the budget but um the early stages of putting the numbers together. So I I talked about how the program and the pillars are what we really focus on but um again I mentioned it in my remarks earlier. The

096vision of the graduate is what we are here to realize and it is through that work and through those pillars that I talked about of program class size infrastructure and contractual obligations that we are building this budget. the cost course offerings, it's what our class sizes are going to be, it's our technology, it's our support staff, and I won't read through them all again. U but the operating standards, these are really important 10 points that as we as a system on the administrative side are building a budget, these are the standards that we are trying to achieve while we're doing that. Excellence in teaching and learning, continuing structural improvement, maintaining class-size guidelines, timely and relevant communication all throughout the process, and ensuring that it's a fiscally responsible budget that provides long-term financial stability. So, as

097we go through this process tonight, when I present the budget proposal on January 8th, you will see these. You should see these. It should be very clear that we are using these standards as we are building this budget. So what you're going to see tonight and Rich and Kevin um will be assisting because we have different components, but we are taking based on what we see right now in enrollment, what we see right now in our instructional needs, our operational needs, and our capital needs. And those budget drivers are where we're going to speak from tonight. And while just to stress, this is not the full-blown budget proposal. We're still not there yet. This is if you wanted to hear the direction we're heading, this is the direction we're heading at this moment in time

098with the information that we have. And we know that some of that will be changing over the next couple of months as we lead into January 8th. Uh so looking at enrollment uh these are tenative enrollment projections. We are waiting for the demographer report that will come to the board in November. Um but overall elementary enrollment is expected to go up by 30 students and those 30 students will result in two additional sections across the five schools. Uh one at Henley and one at Tokenique. And then if we move forward to the secondary level the middle school is set to lose five students. So roughly flat from the current year. And then the high school is set to lose 26 students as some of those smaller cohorts are moving through the system. And so it's

099really flat enrollment. Um so the increase in the elementarymentaries and the decrease of the secondaries leads to a net change of uh one student. Again, this will be updated when we get our demography report next month. So, one of the things I assured the board last meeting when I was talking about the um uh the process is that we would be coming out tonight and talking about what our priorities were as we were beginning the development process. So, when we think about the instructional priorities, we're thinking about the ongoing curriculum work that we're doing and publishing our curriculum in Edu Planet. the expanded secondary course offerings uh as we heard about tonight, the collaborative curriculum design that is going across both general and special education and coherence and alignment. Something we read a lot about

100in the text that we discussed tonight, but I know it's something that the the strategic plan has focused on that all of our textbooks, our resources, and our prof professional learning uh initiatives are all in alignment and coherent. And when we're thinking about the professional learning to help us achieve that, you will see I've talked about instructional coaching in the past and instructional coaching model that will help us build capacity and strengthen our teachers ability to deliver highquality instruction. We will continue to focus through the development of this budget on our literacy outcomes and that's our science of reading work and the OG Academy that is up and running this year and will continue next year. We will continue in our professional learning to focus on MTSS multi-tiered systems of support framework that really helps

101us to support whole child development and achievement. And there are different levels of support through that in tiers one, two, and three. And with all of these, we will learn much more about them as we go deeper into the budget process. Um, our professional learning will support how do we best as educators support students with challenging behaviors in the general education setting and also as a system really focusing on our transition assessments and our long term long-term person- centered planning for our students that require transition plans and building our skill in that. When we think about our operational priorities, we really want to focus um on our continued approach in improving communication and community engagement. We want to continue to examine across our system and across our structures possibilities for fiscal efficiencies and long-term sustainability

102through the support of the board and our security evaluation that a security audit that will be coming up. really looking to further enhance our safe and secure learning environments. Um, and we'll be talking about in this budget will be supporting physical infrastructure um, improvements. And you'll hear a lot tonight about uh, all of the schools with the exception of Middle Sex because as you all know, Middle Sex is in the midst of a study with our architects, a facility study for significant work and uh, Kevin will speak about that. And we'll also through this budget be addressing uh any deferrals in technology infrastructure that have been tabled over the last couple of years. If we look to uh the forecast uh the contract that was just recently approved um it's about $2.6 million and that's

103about 2.27% growth. We do have an administrator's contract in place which is about uh $200,000. We have custodial and a maintenance contract in place which is about 68,000 uh dollars. We do have some unsettled contracts including the paraprofessionals, the secretaries, the nurses and unaffiliated staff. Um as we do in previous years, we do put a placeholder in the budget for pending settlements with those unions and that's about a little over a half million. Um in the budget there'll be turnover savings, salary savings, and salary schedule savings. So um as we've seen this year, um we did hit our our turnover savings. uh we do budget what's called salary savings which is the salary uh not acrewed for uh employees who have left the district but we haven't filled the position and then we've started to

104really um garner a lot of savings with the paraprofessional new salary schedule and so all told we're expecting about $800,000 worth of offsets within um budget um ESY based on the start date is about 88,000 and then as we've talked about in previous budgets uh the wellness coordinator does have grant compression so that position started off fully in a grant and and it went one/3 operating budget 2/3 grant and this year it's 2/3 operating budget one-/3 grant and that grant will expire and so that's another $22,000. So all told those salaries will forecast at just over $3 million or a 2.39% increase. If we look at staffing changes the two elementary positions that I mentioned earlier um would be another $158,000. We have some middle school enrollment changes which would be a reduction of 105,000.

105Uh we have some small high school enrollment changes which would be a savings of 93,000 and then anticipated special uh special education staffing needs for another 103,000. Um we are potentially going to need two additional drivers uh and two additional suburbans based on some uh placements in different locations. Um and if those occur, we will have to go back to PNZ to amend the special permit in order to get those positions. Um so that will bring the uh total budget of staffing changes from 167,000. So now we get to about 2 and a.5%. And then if we go to the operating budget, uh teen talk is another uh grant compression category. Um the middle school teen talk was funded partially in the operating budget and partially in a grant. Uh if that is to remain

106then it would go all to the operating budget and it's about another $59,000. Uh there is another unfunded mandate coming from the state. uh we will have to start composting starting July 1st. Uh that'll be another $24,000 to the budget. Uh DEA contract did include an additional um allowance for tuition reimbursement. So that's $25,000. Uh software contractual software increases the Fitch lease. Um all told, that'll be about another $46,000. Um we do have reductions in special education. Um if you recall earlier in the year, we did have some students return to district and then we have some students who are aging out. And so when you see the budget, you'll see a reduction in out of district tuition. You will see a loss of revenue and excess costs reimbursement. And that's because we're not paying

107those expenses for those tuition services. And so all told, that's a reduction of about 730,000. So the operating counts should be uh reduced by about $570,000. If we look at fixed cost um for student bus transportation contract, it's set to go up about $288,000. um benefits. Uh this includes medical, dental, vision, life insurance. 403b is about 1.1 million. One of the things we've looked at over the past five years is potentially moving to a self-insured model. Um in the past hasn't been right timing. I would say that this coming year is probably going to be a year we we do recommend the transition to a self-insured model. Um and we'll talk about that when the budget deliberations uh go on and these numbers will get refined as we look at claims and pharmacy claims. But

108all told, those accounts are about 1.1 million. And then we have some contractual increases with our Kerma policies. So total fixed is about $1.4 million. Uh and then moving to equipment, Dr. Burn talked about the technology deferrals. So that's about a half million. And then all the other revenue accounts excluding excess cost should be about an additional $200,000. The turkey bowl will be in Darianne next year. So that's additional gate revenue. Um the advertising on the fields have expanded slightly. building rentals and field rentals, things like that. So, all told, that's another $200,000. So, we're getting to about 4.3 million or 3.44%. Turn over to Dr. Burn for some initiatives. >> Sure. So, I I'm not a big fan of the word initiatives, but I I do want to just raise the a couple of

109things that I think are important structurally. Um, we put a lot of effort into communication and improving that communication. so far this year. Um much of that work has happened with uh Cass and myself and there are other areas that are really important that as I move into this uh position of permanent superintendent I need to be focusing more on and having a communications professional and and not sure what that looks like whether it's uh something for us to explore and by January 8th we'll have it fleshed out a little bit whether it is to bring someone on staff who is a a communication ations professional or whether it's that we contract with a communications organization that can provide that level of support. There's certainly plenty of communication that Cass and I will continue to

110do and it will work through with us as a team. But um bringing that on and including that in the budget I think is a very important one for us to achieve that goal of better engagement, more opportunities for understanding in the community. Um, I've not been shy to ever talk about instructional coaching and supporting our teachers and improving our program. And in line with the really important work we're doing in early literacy, we've included in our calculations three elementary literacy coaches who would work under the supervision of the director of elementary education and the assistant superintendent for curriculum and be very strategic and targeted in their work and support with our teachers. um not knowing the outcome of our security audit that is uh there's a request for proposal out on the street right

111now. We've included u $50,000 for that level of support that we anticipate could be there at this moment in time. Uh we may have more detail by the time we get to the full-blown budget proposal on January 8th. And the benefits cost is the benefits related. If those positions, the three coaches and the public information coordinator are staff members of ours, those would be the associated benefits. So what you're looking at is a total cost in those initiatives of $79,999 which brings us so all told when we look at salaries operating fixed um revenue and potential initiatives just over $5 million or a 4% forecasted increase for next year. >> So maybe before we jump into capital, that was a lot. Um we could open up to any questions. Um, Greg, >> yeah, this is

112really helpful. Thanks for going through all of it. Um, I just have a couple quick ones and I don't know if it like tonight is the time to talk into detail, but I'm I am looking forward to some of the follow-up conversations around some of these topics. Um, mine were on benefits. I know we've talked about the self-insured model in the past. Just it would be good to understand the thought process going forward. You know, the million dollar increase. Is that a one-time thing? Is that expected to go up and then come down? like are some are there some like setup non-recurring costs in there that we should be thinking about? >> Um I can answer sure I'll answer now. Um so when you are self-insured you have do you have to create what's called

113a corridor and so you have maximum exposure of claims and typically you'll set up at what two types of stop-loss insurance. One is individual stop-loss insurance. So we're looking at $250,000 as that level for individual stop-loss insurance and then aggregate stop-loss which is the total pool which is about 20% of the total pool of expected claims. one of the startup costs that you have is to build a reserve because obviously it's not completely predictable what you'll end up paying. Um and so you want to have a little bit of reserve in an internal services fund to protect against um not quite that 20% level but if maybe if you're over one or 2% or 3% that you have that cushion. So that is a little bit of a startup cost. Um the rest will depend

114on claims and then rebates that we would get in lie of um being fully insured. And so right now, um, Anthem, who is our provider, is getting rebates directly for certain things. Those, uh, rebates now come directly to the board of ed if you're self-insured. So, in the first year, you're only typically going to get about half of what you normally would get because you have that lag in claims. And so, we're working with our insurance consultant, and it's going to be about probably $600,000 in rebates in that first year. You'd actually see that grow um, as you would get into that second year. Um and those rebates will help offset the growing cost of pharmacy claims. And so one of the reasons we didn't do self-insured in the past were our cla our medical

115claims were very high and we had very high fluctuation in medical claims. Those have started to improve. What has not improved and actually gone a worse direction is the pharmacy claims. Our pharmacy claims have more than doubled annually. Um we went from about $2 million in pharmacy claims to now about $4 million in pharmacy claims. A lot of that is driven by like the new GLP1s. Um, if you think about one person, uh, the cost is probably about $15,000 for one person to be on it for a year. And then if you extrapolate that over hundreds of employees, you're talking millions of dollars. Um, so we would start getting those, um, RX rebates in exchange. And so you're >> we will go, sorry, Rich, with all of these, we'll have completed the modeling by the

116time Rich does his full operations presentation later on in the year. Sorry, I just wanted >> and then the benefit long term is in those years where you have better than expected claims, you're building up reserves, right? And so you don't want to carry too much reserves just like you don't want to carry too much reserves in a food service fund. You can start to play with those reserves to mitigate um costs growing in the future. >> So you're doing the right thing in terms of doing a long-term analysis of cost benefits of doing this and you know how it's going to impact us going forward, which is great. So thank you. And then my other one just quickly on the on the literacy coaches which I think is an interesting idea. Is there any

117offset there in terms of like professional learning or things like that where now they're in place? >> The big offset for for us would wouldn't be a dollar amount. It would be in calendar. So we we have >> equally as valuable. >> Yeah. Because we have a lot of time that we dedicated where we have early releases and things like that for the literacy work. This will enable coaches to work side by side in classrooms with teachers during the school day with their kids and that will will be a significant impact. So it doesn't have a dollar amount on it but in terms of instructional impact and time for children it's a huge impact. >> Thank you >> Joanna. um [clears throat] the um FTE changes at the middle school and the high school are

118those one individuals or are those like pieces of different >> pieces of different things and we do think that there's a significant chunk of both of those pieces that are through attrition. So it's and there's no program elimination as part of that. >> Great. Thank you. >> So it retains all of our programs. >> Excuse me. Thank you. >> Okay. I think you're up, Kevin. >> All right. So, as you heard uh Rich and Dr. Burn already mention, [clears throat] excuse me, what you don't see here is any capital allocation for Middle Sex Middle School. We spent a good chunk of the summer analyzing all the building systems which are now coming in at almost 25 years old and some of them are in need of replacement. Those are your boilers, your roof. Uh implementing

119some sort of HVAC central air system, which we don't currently have. Um extrapolating from what we know from HHR and some modern day square foot pricing, we're anywhere in the ballpark of, you know, 35 to 45 million without doing any sort of addition to the space or or the building. So just to not steal the thunder from KG&D, they'll present next month, but those are kind of some of the rough dollar amounts that we're looking at based on what we're seeing with Henley Homes and Royal. >> So just repeat that again, please. I think it's important for people to understand. Just just updating the systems. >> Correct. Is 35 to 40 and that's without doing anything else in the building. >> Right. >> Um and there probably are other building needs, but KG&D is going

120to come back and present what those might be. >> That's right. We've had a number of meetings uh over the summer with Mr. Mulus, myself, Dr. Burn attended um walking the roofs every square foot of the school and understanding the needs of the building and the teachers and that's that's what we're looking at at the moment. >> Okay. And John Zagroski used at the his presentation at the RTM a $75 million number from you. >> Yeah, they've given us and I shared that with the first selectman. They've given us a range of somewhere between if we did additions and auditorium and sort of the all the all-in package would be in the 75 to $95 million range before we start looking at what are the things that are the highest priority. >> So of course

121that number is just a I guess at this point it would depend on what the board wants to do and what you all recommend. Yeah. Um >> our next step is KG&D will present it out to us and then we'll go through a process to look at what are how do we best prioritize what's needed um what are the musthaves what are the things that programmatically make a lot of sense that may not be a critical system but that we need for the program the building is is designed for I think 900 students and we're looking at enrollment projections of uh upwards of 1,200 students So, we have to address those pieces through those deliberations and then we'll come up with a a recommended package to the board. >> Thank you. as you're thinking through

122that those those options at middle school, like it would be good to understand as well, just like like if you're trying to prioritize what you're going to do with it versus if you just do the high priority items now, like how soon do you then have to address the next items and then you're doing two disruptions for the students and the teachers and everybody else versus just one and getting it all done at one time. That would be helpful to understand your insight there. >> Well, definitely. So, the next thing you'll notice on the capital improvement plan, uh the biggest driver here is um paving, milling and paving of our asphalt parking areas. This would make the third consecutive fiscal year that we're tackling some sort of paving started two years ago at the middle

123school bus loop and parking lot. Phase one of the high school was last summer. Phase two is is reflected here. Uh everything else is uh replacement cycles whether it's the walkie-talkies used in the buildings. Uh vehicles for the fleet or out of district um placement, you know, that's that's all standard issue replacement cycle equipment. >> Okay. Again, facilities will go through this in detail, but go ahead. >> Um do we already have I know it was in the calendar. Can we just repeat when the tour schools was so we can see these things up close? >> Saturday, December 6th. >> December 6th. >> And here is just another view looking at the plan uh in its entirety out the five fiscal years and how the the prices come in. All the projects carry an escalation

124for whichever fiscal year they're slated to take place in. Prior to this, you were carrying dollars in there, right, for the middle school roof, which you've removed. >> So, we showed those as zero. Uh, assuming of the presentation and the the plan forward is to tackle a large capital project. If the board does not decide to go that route, those numbers would have to come back into here. >> Any other questions? [laughter] >> Could you just repeat the the number that you were verbally talking about for Middle Sex? um of just the systems improvement. >> Sure. So, so roofs, electrical upgrades to handle some sort of HVAC system, uh new boilers, uh things of that nature, roughly $200 a square foot or 35 to $45 million. >> Okay. Thank you. >> And and just it's

125important to note that's in I think fiscal year 27 or 28 numbers. We're carrying an escalation for that as well because this would obviously have to be designed approval by the state. That takes time and it wouldn't happen today. >> Thank you, >> Jonathan. >> So, this this roll out or this preview is is new to us. I know you're fine-tuning some numbers based on enrollment and some other things that are coming back at you, but are you basically saying you're not going to come any surprises around programmatic things like the big things are laid out now? It's just a fine tune. Yeah, >> you had a nickname. Got your your previous role. I think it was Dr. No fun. Did >> you hear it? >> Got Dr. No surprise. [laughter] >> This is No,

126all joking aside, this is this is pretty awesome. Um I think in terms of communicating the budget to the community, I mean, you've set the groundwork and um it's going to make it tremendously easier for the board. Well, it's a testament to the team here. Uh Rich and his department and Marge and the principles and Charlie and Amy, everybody's been working really hard looking carefully at their programs. But the reality is that with the any kind of initiatives or work, I mean, that the things that we need to do are the things that we should be doing for the long haul. And so there shouldn't be new things that we're just layering on unless there is something that is a surprise that we all know about early on and we're talking about publicly. But it

127goes from the reduction side too also. >> Correct. >> So you've been fine tuning that along the way. All right. Thank you. >> Okay. So we've been working on getting a forecast together. This is a great model. Thank you. >> Yeah. >> Um okay. With that we will move on to the presentation of the board member handbook. This is just on for presentation. Uh the purpose of tonight is just to touch on what the process was. um you know talk about some of the sources. This is meant to be a living document. Uh right now the board is just taking a look at it that new board members can use it as they come on um and see how it works and then you all as a board can take a look at it again

128at whatever cadence you think is appropriate uh and decide if there's anything that you want to change about it. Um so that's um it's here. Katie, would you like to you you've captained a lot of this. Would you like to add anything or um so this is not I mean to my knowledge this is not something that we've ever had before and um you know as we read in the governance core this is um an important tool for board members. So I'm hoping that this really helps us with some of that um coherence piece and you know giving us that that one place to serve as a reference um to go back for. So, these are hard copies and as Joel said, it's going to be a living document. Um, I already gave Cass a

129few minor edits. Um, and you know, as we have a new iteration of the board, um, very soon that will start to change as well. Um, we also plan to have this digitally, which will be a huge resource for us to be able to just quickly pull it up. Um, and I think that, you know, as we move forward with I know it's not called disccast, but what's the new board docs that we talked about earlier? >> What I'm sorry, what did she say? >> Diligent community. Yes. But when we have that online platform where it's very easy to find things, I think that that will sort of enter us into a new era where we just have quick resources so that we can be on the same page. So, I would just say in

130the spirit of it being a living document, um you know, as you look through this or as things come up, if there's something that you think is missing or that needs to change, um you know, let's just all kind of commit to um working on that. >> And we have your few edits and we have one new appendix uh which was a legal question that the board brought around fiduciary uh responsibility. So, that will be added as well uh in the next couple days. >> Fantastic. I'm also working on a chair handbook which will be nowhere near the scope or scale of this. Um I'll get it done before I sunset. Um but it just wasn't ready for this evening and it's it's it's much more high level but just a compa small small companion.

131Uh Dennis and then Robin. >> So thank you Katie for all the work you did doing this um and developing it and and having the initiative to do so. Um I guess my main question is who's the owner of this document? Is it all of us? Is it the policy chair or is it I mean who how do we make make sure that the information is correct? And if it's not, who's going to own the revisions? And that >> I I think the the board as a collective is the owner of it. I think it's important that um someone does spearhead the work so that um if there are questions and discussions, they could lead that conversation. But I think it's a collective document. >> Okay. Um, and then I don't know if this was

132part of your question, but Cass has been the one that's actually been like making the edits and updates. So, which I think makes the most sense also that it lives with her and one person >> just making sure if we don't have an owner, I feel it's going to get just lost. So, I want to have one owner. >> Robin, thank you. I agree with Dennis's comment and I wanted to thank Katie also because this is a huge amount of work and it is a clear need that we have not had before and especially given this the governance book that we've all read um it it's it's extremely timely and the one of the questions that I do have is to the extent that it is a living document the board the book is talking

133about the board discussing and creating protocols and norms which it looked to me were actually kind of on a couple of the pages here in terms of the board manner and things that you do. So [clears throat] I don't know what the cadence would be of if or when we might have those kinds of discussions to you know once we do have the new board members to kind of all agree on what are the protocols that we that we all are are committing to adhere to because as the book is saying that discussion alone is a really valuable kind of a process to go through so that everyone has buy in and um I really just give you a lot of credit though that'll be a really great tool so it's a great start >>

134so I think um that'll be the cadence will be a little bit up to you as a board. Um I I think that if as if you find something that comes up on the sooner side that you want to adjust, I would. But I would suggest living with it for a little while. Um and and seeing how it works uh and then and then thinking about what else you want to think about. Um thank you also Dr. Burn to you for um you pulled in some of the governance content that's in here uh from your other handbook. So Katie's been very patient as we've done this over a long period of time. Um, >> and I do think the the protocols piece is something that that we'll need to have some of those discussions not

135long after reorganization um this spring. So, >> right. Okay. >> You would just have to sort of strategize what that looks like. And if I could just add to that, I would also say that the first page is a letter from the chair. And this kind of functions one as a welcome, but also that kind of expresses some preferences in terms of communication styles and norms out outside of, you know, the the responsibilities that we have. So I would imagine that a next step would also be that the new chair would kind of look at this as well and and begin to develop um their own practices with the board. I think it would be helpful to have John and Bill's new eyes on this and know what's missing, what's doesn't make sense. What is

136because, you know, we kind of all live this, but what what doesn't make sense is good. Yeah. Okay. With that, um there's no action here. It's just it exists now and it's it's usable. It'll be ready for the 11th or sorry, be ready for the fourth. Um but their their orientation is the 11th, correct? Yeah. Okay. Um, let's move on to the acceptance of the completed Oxridge Elementary School project, Connecticut Department of Administrative Services number 20dy 035117 and 1020. >> Um, this is just a formality, correct? But it's pretty exciting. >> Yes. Yes. >> Yeah. >> So, >> Jill, sorry, could I just say one thing? Sure. Thank you. So, um just as a um kind of a testament to the dedication that it takes for these projects that are huge and that come with

137a really really hefty price tag. Um I just want to especially I don't know if Kevin's still here. Um so I was on the Oxbridgeidge building committee and it was formed in 2019. Um and we're just now doing the completion and honestly I felt like I was working towards that committee for several years before advocating and having the kind of conversations that we're about to enter into for middle school. So, I just wanted to highlight really the the long span of time and dedication that honestly so many people across this town put into a project like that. >> Mhm. It's true. You see it for HHR and even the little things like the cafeteria. Um and so I'm glad you guys are taking up the middle school from here. Um [laughter] um and it is

138that you know these building committees are run outside of the board of ed. There is always a board of ed member on them, but they're they're run by uh the town. And so it is a big it's a big lift and it it takes a lot of cooperation between uh entities to make them really successful. So our thanks to all the folks particularly on the Oxbridge building committee but those who serve. Um okay with that I will have a motion that the Darian Board of Education accepts the Oxbridge Elementary School project Connecticut Department of Administrative Services number 20DSY 035117 and 1020 as complete. Sarah moves John seconds. Sorry, Katie. You should have seconded that [laughter] letter. I'll take I'll put Katie. Um, >> that's unanimous. Okay. And with that, we'll move on to the consent

139agenda. I'll take a motion to approve the consent agenda. That's Dennis, seconded by Robin. And if anybody has questions or comments, >> are you going to run through them? Like >> what they are? >> Yeah. Just like >> there's the approval of the minutes, the September 2025 financial report and possible action on proposed budget transfers uh which John you all are recommending. Were there transfers? >> There there were no transfers. Uh we had a we had a finance committee meeting uh last week but given the late nature all the we covered >> in great detail I guess the surplus that we're running uh this year. Okay. Your fiscal year. >> Thank you. Uh we have 2526 middle school, middle school and Darian High School special field trips. any other board committee reports and a personnel

140report. Okay, so it's it's firsted and seconded. Any other comments or questions that I'll take a motion to approve? That's unanimous. Thank you. Follow-up action items. I don't think we have any from this evening. >> Robin, >> I have an action item that we would like to recognize our two retiring board members. And I think Cass has some things and we have some statements we would love to make. >> Thank you. Cheers. Thank you. >> Thank you. >> Um, so we're going to divide this up. Um, first of all, I want to thank both of you and I think um I'm going to speak uh to Jill first and then um we will have a tribute to John as well. Um Jill, I would like to personally thank you for your significant leadership serving the

141Darian schools, students, and community. As chair of the Darien Board of Education and over the past nine years that you have served on the board of ed, you have achieved significant accomplishments to help support and enhance Darian schools. You helped develop and implement the board's current strategic plan, which helped to set long-term goals that were needed to best serve our students and schools during and after the COVID pandemic. Additionally, in your role as chair of the Henley Homes Royal Royal Building Committee and as chair of the Darian High School building committee, you led the complex renovations of three of our elementary schools as well as the renovation of the of the Darian High School cafeteria. But just as importantly, in your role as board of ed chair over the past two years, you have also

142worked to enhance our ongoing partnership with other town governing bodies so that together our town leadership can collectively focus on meeting the needs of our schools and broader Derenne community. Additionally, you have also served the Darienne community in numerous other leadership positions, including trustee of the Derenne Library, as co-chair of the Council of Deren School Parents, and volunteering on the thriving youth task force for the Community Fund of Derenne. On a more personal note, in the 12 years that I have known and worked closely with you, you have consistently shown yourself to be a thoughtful, empathetic, and proactive communicator who listens to and is respectful of the values and priorities of our students, parents, school staff, fellow board members, and Derenne community. Most importantly, you are passionate about education and generally genuinely care about meeting

143the needs of all of our students. You will be missed here at 35 Leroy in our regularly scheduled upcoming 47 meetings spent together on Tuesday nights and early Thursday mornings. Please accept our sincere thanks and gratitude for the countless hours that you have personally spent over these past nine years outside of our 47 regularly scheduled meetings working on behalf of our students and schools. We wish you all the very best in your future endeavors and I know that you're probably going to be recruited for some other town bodies probably in the in the future coming years, but thank you for your service. >> Thank you, Rob. Thanks, I would like to echo and and Jill, you're you're one of the most Robin touched on some of the words empathetic and and intelligent people I know

144and it was a pleasure to serve with you. But I am here to talk about John Ceni. John Cini has served two terms or six years on the board of education. Wow, what a wild six years. When he joined the board, we had just hired a new superintendent coming full circle, Dr. Adley. In the summer of 2019, John was the former chair of planning and zoning committee and quickly got up to speed on board of education matters. And then just 6 months later, the world literally stopped. Co happened and education in person was halted. We had to scramble and try to determine how to educate children with social distancing, plexiglass, zoom, all of which we did not have funds allocated. John was instrumental in shaping those discussions, excuse me, the shaping those discussions of priorities

145and the mechanisms of how to evaluate and determine the best course of action moving forward. No one person on the board determines the decisions of the board. It is the collective. But John has been instrumental in many ways the district operates today. I would like to share three. working better with town bodies, the process and the cadence of how we work through our budgets and working on a negot and sorry and working on the negotiation committee to work on a contracts with the various stakeholders that the district employs. These three elements have placed the district in good financial situation and offers us better recruiting and retention of staff standing today and hopefully into the future as well. On a personal note, I want to thank John for his counsel, his calmness, his thoughtful texts and

146comments over the years. John has spoken that he hopes the district someday will be pedalling downhill, and I wish for you that in the next endeavor that you're able to pedal downhill. None of us sit up here alone. We have support from our families at home. I want to thank John's wife over of over 25 years, Michelle, and John's three boys, Luke, Connor, and Jake, for giving giving us the chance to interact with him for the last six years. John has encompassed everything you want in a board member. He is prepared, has a strong moral compass and belief system, but is willing to compromise to do what is best for the students of Darianne. Darienne is a better community because of you, John. You will you will be missed. Thanks for your service. >> Thanks.

147>> Thank you all for the comments. Those are very kind. We appreciate it. And with that, I will take a motion to adjourn. Public comment. >> Public comment. >> Thank you. Thank god somebody's paying attention. >> If anybody would like to participate, please approach the podium and wait to be recognized. Please state your name and address for the record and note that you all have up to three minutes to comment. >> Hi, I'm Amy Daniels, 83 Locust Hill Road. Um, I'm the executive director of the Depot Youth Center, a parent um with kids um a recent graduate and a ninth grade daughter. And I have no prepared statements. Um, I'm wearing all the hats today. I know that as soon as the press release goes out tomorrow announcing the appointment of Dr. Burn, I wish

148I could be Oh, I wanted to be a fly on the wall cuz I know that there'd be a big big yahoo from all the corners of Darian. So, congratulations. We're >> thrilled to be able to keep you here and work with you. I've also been to many, many board meetings, but I have to say I haven't been to a BOA BOE meeting in a bit. And I am so inspired and energized by the way that you guys came together tonight and and transparently talked about what some of the issues are and yeah, a book club. I love a book club. Um, so really talking about the book and and we're all learners, right? We're all trying to get better at at what we do and what we bring to the table and how we

149work with others. Um, so I applaud you all. I want to say even though John is a Lehi guy and I'm a proud Lafayette alumni, I very much appreciate the way that you've served our community and especially our children, um, teachers and staff the past six years. So, thank you. And to Jill, I love you. Um, you are such an inspiration to all who know you, the way that you carry yourself, your your empathy, the thoughtful way that you approach all the things. and you're not going anywhere because we're all going to continue to hit you up and rely on you and um use your services for good as you always do. So, um thank you for everything you've given our kids. >> Thank you. >> No, I can't adjourn. Anyone else? [clears throat] >>

150Okay. Motion to adjurnn. John, seconded by Sarah. That's unanimous. Swaggery.