001Okay, thank you. Welcome back. We've had a quick break and a lovely discussion about types of berries. And now we're going to um transition to our parameter and goal revision conversation. >> Thank you, President Hayes. So uh as you know we have been working toward coherence and that is a theme from the last meeting with Dr. Campbell um and both things are happening at the same time around strategic plan refresh and here is an opportunity for us to imagine um what coherence how we could further create coherence with our um ends of the ways in which you monitor progress in the organization. um just to give you a little update on the process and then um Elizabeth is going to share a little bit about the the problem of practice we're trying to solve. Um
002and then um Han or Director Tran will talk about what what we're doing and um and then um President Hayes will talk about why um and then we'll start to um review the revision updates. But just I want you to understand the process of where we got to this final product. Um we I brought this to the board. I brought this to President Hayes and and prior to that, President Cass, we talked through this um idea. Um I had a um yes, go ahead forth, go forth and um meet with people to bring to to um create revisions. I met with our cabinet team, gave them an update. Then I pulled um Jolyn, Obie, Ava, and Carrie together. Um and we each of us then went out into our departments or their departments and had
003them review all the parameters to see where there might be redundancies and get their feedback. All of them gave feedback to those members. Uh met with us and then Jolen Obie and I met to start to draft and that's what the clean version is is the drafted version of that. But before we really got to that point, we al before we got to the clean copy, we then pulled in director Tran and Director Sotac um and we processed the feedback um got their input on that and then I made the final clean copy. Um and now before we move any further, we wanted to bring it back to the whole team and so um director Tran, Director Sotac and I will share further details about it. uh we have a redline version and we have
004a clean version and then I have the strategic plan in front of you as well so you can see it's not just parameters we're also talking about the five goal reports keep in mind there will also be a different goal report when we have a new strategic plan and that we will likely have to go back to the table and revise at least the re the goal sections will be revised. Okay. All right. >> Okay. So, one of the things we were thinking about was what are what is our problem of practice? Um, and some of the things that um were coming up as we were going through all of the um parameters and goal reports and stuff is how much um overlap there was with them as well as the same information needing to
005be shared out multiple different times with different parameters. um or we're asking for the same information but in different ways or with different words. Um and so some of the things that we were that um director Tran and I were also looking at were how can we bring everything together and make it coherent and reduce those redundancies that I um mentioned earlier as well as um moving the parameters to sort of um be in alignment with the strategic project plan goals as well. So that's that's kind of what we were looking at is like how can we make it more efficient with the limited central admin stuff that we have now. Um how can we make it so that people aren't replicating each other's work in different ways and having to report on things more
006than once? Um so how can we bring everything together and um help people use their time more efficiently and effectively. Um, so this is probably more of a review for everyone than me providing any new information. So, uh, what we want to keep in mind is what a parameter is, what a goal is, and what role policies are, and make sure that we understand how they blend and how they're siloed. So parameters are essentially the means or the guidance. It doesn't tell the super it's a mean or guidance from the board to um the superintendent to say hey this is what we'd like to see not as the goal not as the outcome but this is your guidance of what to do and not to do and it's not necessarily saying what or how the
007uh the superintendent is going to do it. So for example um you might see in the first parameter for maybe not the first parameter but um let's say the district staffed one right um and a lot of them are going to be like this is what we're not going to do because there are more things we want to leave the options for them to explore what they can do but at least have a a ring fence of like this is not what what should happen. So, um like P3 district staff shall not fail. So, again, there's usually that not in there. It's not with every one of them, but it's it's in there for this one. Um create a working environment where all paid and volunteer staff are treated with dignity and respect. So, it's
008shall not fail to do that is how it's usually stated. And then with goals, that is the end. So the way I think of it is parameters are the means, the guidance for the means and the goal is the ends. So the the way this lines up with the policy is the policy is going to not only describe the board's role and the superintendent's role, it's also going to be a way that we measure and hold ourselves and the superintendent accountable. So that's the measurement of the goal through the means. Hopefully that was not confusing and we have a good silo um separation but also that through line and coherence. Any questions on what a goal parameter and policies are and I'll just add a combination of what you two are saying that one of
009the problems that we were facing is that in some of the parameter reports were also goal activity. So we were sharing it out in the parameter report, but then when it came time for the goal report on the strategic plan, we the team was just going back to the parameter report and pulling that information and then finding a different way to say it. And so instead of doing that twice and spending the time to do that as well as time in meetings to do that with board meetings, why not report out on it one time um in that specific area and and um and reduce that redundancy. So you'll see when we get to I'll walk through the changes with you, but you'll see a lot of the language actually taken out of the parameters
010and moved into the goal reports um because the expectation is that we would be sharing that out in the goal report. But anyway, that's an example of how that came out so that you're again monitoring the ends of of what's happening. So, uh President Hayes, can you just Oh, yeah. >> I completely forgot. So just again this is review um because I forgot we're supposed to share where we can find the goals and the and the parameters and the policies. Um it is uh you should have received a notebook full of these that it's nice well organized and tabbed. If you don't have the notebook in front of you at all times, which would be weird if you did at all times, um, uh, well, I mean, like in our personal life, too. Um, you
011can, uh, find it on, um, what is the system board docs? Yeah. >> Thank you. So, why are we even why do we have parameters and goal reports? What's the history, President Hayes? >> History. Um so policy governance is a type of governing. Uh there's others. Um the the traditional one um was the way the board operated prior to 2017. Um Jonathan's nodding. Um and uh there there isn't like the best way to do it, but what policy governance does is take some of the best practices and put it in a strategic way. Um the two big ones being calendaring because we have um currently 14 parameters and five goals and we have to review them every year. we we are forced to have conversations about those topics on a yearly basis. Prior to that,
012in a traditional form of governance, there is no accountability to topics. So you could go years without talking about technology or your facilities until a crisis comes up and then it becomes a response to a crisis rather than uh a purposeful and proactive conversation. So that was benefit number one. Benefit number two was that it gave board members clarity of what their role is. Um, prior to having parameters saying here's what we are monitoring the system on there was no limit for where we would go in our conversations. Um, and we had board meetings, I kid you not, where we talked about the quality of toilet paper, what kind of um, chemicals we would use in pest management, and we had a 4-hour board meeting on C and D teams at high school sports. Um,
013and this was not what any of us signed up to do for free. Um, and so h moving to policy governance got us back to the 30,000 foot level of talking about the student learning environment and how kids learn and what our role in the system was. Um the and when we first started implementing it, we struggled with the negative concept of it. You shall not do this. Um but what that does is um what director Sanderson was talking about earlier the guardrails. It puts guard rails in rather than narrowly narrowing down the options for the superintendent. Um there was a bullet point in the student learning environment which we got to take out because we did it. Um was the superintendent shall not fail to have healthy school bell times. uh because we were
014struggling with the start time of our high schools and what we had to li when we limited you know high school shells start at this time that limited the superintendent's options and then we were having elementary school at start at 9:45. Um and that was not healthy right for elementary school students to at 6 years old to not being done until 4:30 in the afternoon not getting home till 5. So we we took it to that um shall not fail to language and gave that parameter. The parameter is the the school times need to be healthy. And I'm just using that as an example of um how policy governance works and why that we have found that to be very very effective. Um, it took some work, but it got schoolboard members out of the
015weeds and it got us, like I said, back up to our 30,000 foot level. This, all of these parameters were written in 2017 again with kind of the same timeline. We were also writing a strategic plan, so you know, kind of building the plane as we flew it. Um, and it's it's a different era. It was pre- pandemic. It was eight board members, two superintendents ago and so it was it makes sense it was preai. Um and so it just makes sense that it is time for updates um to the parameters. It also helps I think for you all to understand and create buyin. We don't need to do a traditional model for a couple months for you all go oh lord of mercy that doesn't work. Um it also gives clarity and guidance to
016the community and staff and students to understand when they can look at the calendar. Oh, they are going to be talking about facilities on their November board meeting so they know that it's being addressed. Um but also they can see oh my very narrow um issue around what type of because I had someone bring this up many years ago, what type of Chinese we are teaching. That's not I don't go to you all, right? I don't go to the board to bring up my concerns about the type of Chinese that's being taught. I go to the superintendent or I go to the teacher, right? So, it it helps provide that that clarity. And then my final um just explanation for the why that we didn't even realize at the time when we adopted it in
0172017. It grounds us during crisis because we're going to there are so many coming at us fast where what Amy's got found a term it's called the poly crisis. were in the era of poly crisis, multiple crises having this and uh Bob Sween was the president at the time and we just kept doing policy governance throughout the pandemic. We're all remote, but we were still talking about our facilities. We're still talking about technology. We're still talking about the student learning environment. Granted, it was a little bit different, but we kept doing our work. And that allowed the community to see we're still educating kids. We're still working. we we didn't advocate the work to the crisis. And so that's the other really I have found invaluable part of policy governance and these parameters is that
018it gives us a grounding as the crises come at us and are going to it's going to be tempting to be distracted. We can still work on the crisis but within within this work. >> Thanks for that. Um, you know how I love a road map and I'm looking at our agenda and um and I'm I am just kind of processing like where we're going with it so I can be looking at it through the right lens. I assume that the reason there's so much overlap is because we were trying to align the previous board was trying to align the parameters and the goals together. Um, and that is the reason for so much overlap. Is that the reason? Um, uh, they were they were happening at the same time. So we had a group
019uh we very similar to what um Dr. Campbell described. We had 120 people that would meet um and were writing this and and then the five students basically wrote our strategic plan. But um it was fantastic. We got stuck. The adults in the room got stuck and the five high school students like were over in the corner. I thought they were just mocking us. And then 20 minutes later they came over and go, "Here's what we're going to do." and they present it and the home room went that's it done and we're moving on. It was amazing. Anyway, um they it was we were just they were two separate things. So, we had the strategic plan work happening. We had uh an election coming up where we had four board members that were up for
020elections. Long story. And so, we knew there was going to be some turnover on the board. And so we were, you know, prior, okay, what does this current iteration of board want to work on? And then, uh, anyway, so and a lot of because there were other districts like Federal Way, we used what they had as their policy government's parameters. Um, Bellingham, can't remember who else anyway. And so then we were we were working separate. So it was just it was in isolation basically is a very long-winded answer to get to that. >> Okay. So, as we're looking at the changes, that's not something that we're taking into account then, like when I'm when I'm looking at it and I'm maybe thinking through like how does this improve or what might be be missing? I'm
021trying to figure out like what is the lens like am I was I looking for the alignment with the goal? like what what is my lens as I'm evaluating like how where we've come and what feedback or feed forward I might suggest. >> Yes. So, what what we're going to need from you as you're we're as I walk through this document is um I want what I'm hoping you will see is that we're not losing anything. Um the content is still there. It's just reorganized in a different way and in a way that our team, the district team feels best to be able to communicate those actions. Um, and to eliminate the team from needing to do it two or three times um, and instead just doing it once. um if it is and so
022the other thing that isn't there are the other thing we talked a lot about is in the in the parameter reports there's a whole section on student learning in there um that were also addressed in the goal ends and so the theor the thinking here and I'll show it to you is to take it out of the parameters and say if we're going to be talking about student learning let's put it all embedded into the strategic plan because we're held this that we I as your employee is accountable to the implementation of the strategic plan and to the parameters. So another way to look at this is the parameters are kind of more the operations of the district, food service, technology, budget, um facilities, um and so um student learning environment um hiring processes um
023it's really the operations of the district and and then I want you to think about all the student learning is in the strategic plan. goals. Those four, five goals we have now and in the future will be four goals. Um so um so that's one way to start to think about that. And what was happening the problem was is we were reporting out on student learning outcomes in the parameters and in the student goals. Um or in the parameters we'd sometimes report on the same thing twice because of the way it was worded. Um or there was lack of clarity. That was the other thing we were trying to solve is sometimes it was hard to measure things. It was a broad statement and we're like what is this? what's the intent behind that? And
024so instead of having that be ambiguous and then you get a five-page report on it because we don't know what you're really asking um and we're shooting darts into thin air um to clarify what that meant or to remove it. Um yes and um we this what triggered this is we had a long conversation and because we were getting information or they'd say oh you just got this information last month and of course we couldn't remember what it was and so then we had this whole thing about crosswalking and linking and and and then you know that produced a great conversation at home where my husband was like what are you talking about crosswalks for? No, no, no. That's engineer brain. That's not what we were doing. Um, and so we just recognized that we
025were duplicating um the work. So your job um and and Elizabeth and Han as well is did anything get lost in this work? Have we dropped something that is important for us to be monitoring or was your understanding of what you were looking for in terms of information to understand how the system was working? Was that not interpreted correctly and in the changes that were made? And is there anything that because this is this time to relook at this is there something that isn't in this work the parameters that existed that you feel need to be added um or called out like I I can see the technologies had some really good revamps. I'm so excited. Um, but is are there things are there conversations or monitoring that needs to be done in the district
026that isn't addressed yet that you would like to see? >> And I'm going to add that just that to I'm dropping a seed that I will likely recommend that a year from now once the strategic plan is published and approved that we're going to go back to this again and do another crosswalk and there will be minor revisions. It won't be as >> That was one of my notes for myself for today. >> Yeah. Yeah. So um so I would re I would recommend because we want to continue that clarity. So anytime we revise a major document like a strategic plan, we also should be looking at the parameter um and goal reports. And so keep that in mind. Um here's our opportunity to keep it's an iterative process. Oh, I just want to say
027thank you for those kind of guiding questions. And if moving forward we could have that kind of like on a piece of paper or part of the agenda if there I didn't see an agenda. Um that would be really helpful for my brain to help me be thinking through like what is the lens through which we're we're doing this work as that because sometimes that changes. Oh, that um the other thing that you know we've been kind of talking about as a board and just in as a team in general is that to sort of um normalize the idea that we're relooking at things and modifying them over time with a kind of a cadence. Um because uh things change and we want to normalize that things do change and so that we are addressing
028things and changing them as needed. Um so thinking about our strategic plan gets refreshed or looked at every five years or so. having our parameters kind of be at a similar cadence makes sense. Um because we don't want a static document that doesn't reflect what's going on with um with the district, which is why we look at a lot of different things throughout the year to make sure that we're um changing as we need to meet the needs of our population, to meet the needs of the buildings, to meet whatever. So that's another thing that we kind of want to bring into our practice is like bringing up things that need to be changed on a frequent enough basis that we can make sure that we're not forgetting something that's pertinent. Exactly. And that's why
029that on the agenda, every time we do a parameter review, we have after we do the monitoring report, we do a review of the parameter and is is there any changes? Um, and that's I know you all pay really close attention, but that's this whole top part, you know, of when it was reviewed and and so forth. So, I say that because we're going to do a deep dive. Don't let perfection be the enemy of the good, right? that there we will be reviewing all of these over the next year. Um we don't do this with the goals because again there are a whole lot of people that put it together and for us to then be like yeah I'm going to change that is very disrespectful obviously. So um yeah so I'm going to
030turn it over to Dr. Irish to to get us going. >> Thank you President Hayes. All right. So, um I'm going to walk you through. We've we've essentially reduced the quantity of parameters from 14 to nine and synthesized them. Actually, it's kind of nice, too, because there's nine months in a school year. Um that was not intentional, by the way. That just happened to be the way that was. >> We end up with 13 things to evaluate then. >> Yeah. With five goals. Yes. Exactly. >> Goals. >> Five now, but will be four. Yep. 13. >> That's why we have I kid you not. That's why we have 14 parameters. >> Well, we couldn't handle it. >> Well, no. And goals. This is adding goals. Yeah. Yeah. >> So, well, if you can find a
031way to shrink this down even further and then we can have 12. How about that? Um, all right. >> That's a very good number. >> Yeah. So, parameter one, no changes. That's simple. Uh the team looked at that and said we're going to continue. >> Oh, wait. Sorry, not that one. Wrong. >> Yep. I'm going to go I'm going to go This is actually what I what I I'm suggesting we do. If you want me to do it differently, let me know. Um I'm going to go through the whole document because you need to see the coherence of everything. Then we can go back item by item and give um feedback on those items. Okay. So, parameter one remains same. Parameter two remains the same. um parameter three around um I didn't even put my
032glasses on. Uh district staff um we um we revised the section two and just made it more um um measurable, more clean um and just changed the the language around it. Okay. So there's no content has not shifted. It's just what we're trying to align what real practice is, what we're doing, and what makes most sense. Okay. Um, and this was also just to let you know that we had our experts at the table. This is not Justin and his office making this up. We had our HR directors. We had Jolyn. We had our staff who do this work every day look at this to help us come up with these answers or these these suggestions. Okay. Um and then um then we made some revisions to uh see it's kind of hard to go
033detail by detail but if we go to um so we just added language so u in some areas we added language some areas where we deleted but we're just trying to synthesize it to make it clean. Parameter four um around communication with the board. This is the one that Carrie and I do every year. And um it was actually really fun when we were walking through this together and reported it out to you several months ago is Carrie Carrie and I were thinking, "Oh my god, how do we h how do we do that?" Like how do we actually this is a really broad goal. It's not specific or a broad parameter. It's not specific. So we walked through and we said u we made sure we kept the content but we just made sure
034to reword it in a way that again is measurable that we can actually show product or show actions that we're doing in our organization to make it really clean and to eliminate some broad statements um in here um that were just too ambiguous. You'll see that over and over again. is just trying to get rid of ambiguity um and get to specificity. Um five is not changed around public records. It's pretty technical, cut and dry. Um relationships with students um parents and families. Um an example of just specific language provide any form of illegal discrimination. Well, illegal is not the no longer a term used. It's unlawful. That's the law. We're trying to tie it to what does the law say. We're just trying to create, you know, simple word choices like that. Um, you
035know, um, establish and maintain regular welcoming and supportive systems for two-way public communication through written and interpersonal interaction. Um, you know, we're just trying to combine so there's not, um, right now like four and five are kind of the same thing, but we wanted to combine it and make it synthesized. Those are examples of how we shifted parameter five around. Parameter six, same thing. This is um Oh, I'm going back and forth on five. I'm sorry, meant parameter six. Okay, so parameter seven, student learning environment. These are all reported in our goal reports under the goal number um one. We walked through this and then you'll see on the last page of our document, I copied and pasted all of these so we don't lose them and I put them in the goal report so
036that when the team is meeting to give a goal report on social and emotional learning or a sense of belonging that these things in here the every item on here um is going to be addressed in some way in the goal report. Okay, so all of that has been moved to the goal report. Parameter eight is instructional programmings. Of course, this is going into most of this is going or all of this is going into goals one and three and goal four is actually going in all of them. And I um and you can see in the redline version exactly which section is going to which report because it aligns with the current language in the strategic plan. Now, of course, when we redo the strategic plan and this shifts, we will look at this
037language and see where it fits in those areas as well. Okay. Um Ava and I and then and then Ava and I and the team had lots of conversations around racial and educational justice. Um we really felt and we're trying to move into this desiloing that the racial and educational justice department is of its own and in its own silo. Ava is really trying and I am really trying and actually the entire cabinet team is trying to ensure that racial and educational justice is intentionally called out in every action that we do. It's the fabric. It's as Dr. Campbell said the stitching of our organization. Um Yep. And so when we're talking and when we're um looking and showing giving updates on the student learning outcomes in our goal reports, we need to and intentionally
038talk about how we are disagregating data. What are the actions that we're doing to specifically create welcoming environments? It needs to be embedded in the work that teachers and principles are doing every day and not in this separate column. Um so um so Ava went through and said in her ideal world where would she want these things addressed and these are her recommendations and then some cases like number one consider and report on administrative policy 001 racial and educational justice and sponsor and sponsor that continued work that's in goals one through five right now like that is that is the overarching policy. So that will be you should see that work evident in goals one through five. And then ensure that each teacher has equitable barrierfree access to rigorous content, high leveraged teaching practices and
039dynamic resources to support high academic, social and emotional behavioral growth is in goal report three. And so and it goes on and on. You can see in the red line where that happens. Goal 10 was a complete redo almost complete redo. This was based on feedback from you and feedback from every a lot of people. Um so um um Forest went and went back to his team and had the experts and Shelby look at this and they revised this to create it more um more relevant to today's world. It's no longer about providing laptops or software or safety and security. safety and security is still important and one thing we need to continue to monitor, but it's less about just having the tools. It's more about how we're using those tools um and what students
040are doing with those tools um in in regards to technology, financial administration. So, we had a couple we had budgeting, we had parameter that was called budgeting, financial planning, and then we had another one that was called budgeting planning. a lot of it was redundant and Jolen um really wanted to create one parameter report that was called financial administration. And so what she did is she went through and we synthesized both of these, found the where the crosswalked where the redundancies were and then where there were differences and then we created one called financial administration and added that language in here or eliminated and then therefore took P11 which is called budget planning and got rid of it altogether. But there's nothing in P11 that isn't somehow brought into P10 or if there is something
041in there in P11 that was removed, it's just outdated language that we don't even do. Okay. Then um asset protection also was removed and that went into um where did we move that? That was also moved up into 11 or sorry 10. Yeah. And then facilities remains the same. That one was fairly clear. >> Sorry. Asset protection now lives under P8 >> Financial Administration, right? And then on your hard copy clean version, you'll see where I copied and pasted all of the things that were removed under instru anything instruction related into those goal areas just as a placeholder for us so that when OB and team are building those presentations, they're considering how these things will be woven through that presentation. Okay. So, there's a couple ways we can go about this. This is a
042lot of content for you in a short amount of time. Um, and so we don't have to have resolution at this moment. Um, I I would love to get your general thinking around this, any immediate feedback you have. It could be that this is enough and you say, "Go ahead and bring this forward." Or it could be that you need time to digest it more, look it over, do your own crosswalk, make sure that you're seeing what you need to see. We have a future conversation about it. Um or we talk about it in our two-on ones. Um or all of the above because there's multiple ways we can go about this. >> Yes, Director Sanderson. >> Okay. I had two observations and that I wanted to bring up and not to say that I
043read this in detail because I didn't because I was at the Sky View play last night and so I did this after all of that. But in P4 number one it says provide systems and mechanisms for transparent and board communication. Feels like we're missing a word in there. >> Provide systems and mechanisms for transparent and board communication is the heading. >> Right. But it feels like transparent something or like I I'm >> or transparent communication. >> Yeah. That I just feel like we're missing that word. >> Transparent board. Yep. That's just >> it just it did not I could not process that at all the way it was. >> Thank you. Yep. And you might and see there are typos here. Um Yes. >> And and and most of that was the only one that
044I saw that was like that hit me that way. >> Thank you. Um the other thing is that we have a lot of shall not fail to. Um and then we also have some in under shall not fail to says fail as the first word. And when I was in co-op preschool, we did a very entertaining exercise at a parent education where they told us to um not stand or not run and then allowed us as parents to be orary and do whatever else we could think of because not running is just limiting one thing and gives you free reign to come up with all kinds of other creative things. And so if we can I feel like eliminate knots and negatives and just say shall do or sha like as much as possible then
045you leave the guardrails as opposed to leaving room for creativity outside of that one thing we won't do. I think that is that and you guys jump in, but the the the language around policy governance and the purpose of this is to create those guard rails. So that essentially what you're telling me as as the superintendent is it is in many ways it's like being a parent and telling the child you can do you can have anything you want for dinner but cannot do you cannot eat the cookie. um you know and so then that allows the the professionals in the organization to figure out how to reach that goal in all the nuance that needs to happen to be able to reach that goal. But as soon as you say that you shall eat
046the meat, um then we're limited. >> Okay. I I well I just kind of read it as must. But I I will say that like say in P9 where it says shall not and then fails again, I get confused. And so I think if we can get rid of the doubled >> I see what you're saying. Can you can you point that out to me? Which which P9 all the all the new ones >> have fail have fail at the beginning maybe not in P9 and like um in P1 12 >> we can get rid of that redundancy >> like I I I understand what you mean about like shall not fail I just in my head I can translate that to must but like the shall not fail to fail >> I see what
047you're talking about >> remove fail too in front of the >> yes >> yeah because it makes it a double negative >> yeah there's a lot of those so like maybe word search for fail and the ones that >> I see what you're saying. Yep. Yep. Yep. >> That's a >> And I think that as I'm flipping through the old version, I think that happened in the rewrite, but there are >> some of them still had it in the old version. Some in the finance bit had fail in it because I looked and it was copied and pasted exactly and just thinking about it as we're editing that struck me. So we write the the points in a >> as a positive because we're putting the shall not fail to at the top. >> Okay.
048Thank you. That's >> uh I just want to start by acknowledging the enormous amount of work that that went into to go through and streamline all of this and make sure that the redundancies were um you know pulled together under the appropriate um areas and made sure nothing kind of got left out. Um, one of the questions you asked before is, uh, do we think that this is all we need or do you need more time to digest? And and so I think just answering that question, I think I might need a little more time to digest and just, um, kind of compare and contrast and and um maybe like doc director Sanderson has noticed some things that we um maybe need to u make adjustments on. if there is any any maybe important things
049that fell out. Uh I know that like after I look at a document for so long, it all blurs together and I can no longer see it. And um just offering the the fresh eyes of someone who has not seen it in case um something fell off or um maybe something that I can think of and I doubt that I can given how many eyes are on this but something that I can think of that maybe should have been in and and we forgot to. >> Yep. Absolutely. These are your parameters and I want to make sure that you own the work. Um, so I think what might be helpful for me in regards to getting the feedback is if you could I'll put it on the agenda during our two-on-one meetings um, this week
050if you want to review it and then get back and then we can have that time and then I'll collect all of your feedback and then present that to President Hayes and then we can determine whether we need to have another opportunity to have this in a study session or whether the feedback is clear enough that um, we can move forward with getting it moved and put on the agenda for adoption because at the end of the day, you're going to have to adopt each of these parameters. >> Uh I'm looking at these numbers. Where where are we getting the number 13 from? >> Oh, because if you have nine parameters plus four goals in the future. >> Oh, in the future. I was like, we're hitting 14. What's the problem? Okay. This is for
051next year. Yeah. The concern. Okay. All right. Just just so I'm keeping her concern top of mind. >> Yes. Yes. Any other suggestions for process or content? I just want to thank um Director Tran and Director Sotac for being engaged in this process um and shephering us along the way. It really helped us streamline what we needed to do and and appreciate your leadership in making that happen. I want to echo that. Thanks. You were volunttoled to do this work last year. Um uh it it was a ton of work to put these together. I know the Herculean effort to go through all of these in um this amount of time. So, thank you so much for doing that work and doing it so purposefully and well. And thank you. >> We we had a
052lot of support. So that's I'm going to just reflect that appreciation back to the staff members and the administration and and you Dr. Irish for the support and the guidance as well. >> Ditto. >> So it sounds like we're going to adopt this at some point in the nearish future like maybe by August or something. We will have a year to go through them >> and get some ideas of what things work and don't work and then refresh them again when we have the new goals. >> Correct. >> So we'll we'll have some ideas of like this didn't get captured or this got needs to get pulled out or added or whatever and then modify them to match the new goals. >> If I can guarantee based on experience that is not going to be
053perfect this first round. And um and what is great as President Hayes shared is that in your meetings you already have a routine of raising up like well what about this and what about that and as you review each parameter in real time. Um and then when we do the when we do the strategic plan refresh it's going to also help us um guide the language as well specifically the language that was removed from the parameters and put in the strategic plan. Um so yes multiple opportunities for revisions and I think actually what is best practice is that it will be an iterative process every year. Um it will never stop actually um because times change. >> This may be a sidetrack question. Um I'm trying to figure out where this fits in. We were
054talking at one point about um modifying policies so that they match more with like the policy numbers given by WASDA. So if they make changes based on laws, is this like a whole separate >> It's a whole separate conversation >> in the future. >> Yeah. And that that >> just just >> Yes. >> It just came to me and I'm like, wait, no, I don't think that matched. And then I just >> Yeah, that's a whole another story. >> Yes. Um and so what Director Sanderson is talking about are policies that sit under our parameters. So there are policies that are written by the state school board association that are advisory policies and then we adopt them and they're more administrative than um these parameters. And so that and that and it happens in all
055districts that you do these over time and then you add numbers and you subtract numbers and then it gets out of alignment of what the state system is. And so it's we have just gotten to that point where our numbers don't match up. Um and so that's what director Sanderson is talking about. Um I will just um reiterate I'm going to use an example of how this works because we do review these. And so again, as we're going through this next couple of months, these don't have to be perfect. You certainly don't have to project what it's going to the strategic plan is going to look like and how will this align because that's how we roll. And we do this every year so that staff then have a full year before the report happens
056again to adjust and make adjustments in terms of data. Um I will just so and I'm going to use the new version just because the red is making my eyes blur. But in the streamlined the P8 financial administration three um D is an example of how we just adjusted because it was necessary. The original line said maintained an un assigned general fund balance of no less than 3% of budget general fund expenditures period. And three years ago, we were going into adopting a budget where it was going to be less than 3%. And we recognized that we wouldn't couldn't come back and then ding the superintendent for having an fund balance of less than 3% when we approved the budget >> knowing that. So that's that line got added at that point. And so that's
057just an example of how there are going to be moments way you're not even going to be done a year from now, right? That there will be moments where things happen and you're like, but I think we need to tweak that language just a bit to make this more relevant. Okay. Anything else on this topic? So next steps because I like my road map. Um board members I mean you are meeting this week with superintendent Irish. So come to your I like 2 by twos better but okay two by1's with Dr. Irish having reviewed the changes. Those of you that were wrote the changes, you can probably take a little buy there on doing homework. But um and any thoughts and concerns and then he will bring them to me and we'll make a decision
058whether we need to meet again or if we can just move forward with putting them on a future agenda. And um Director Sanderson, you're correct. We're going to need to have this done before August so that we can get the calendaring going and ready to roll because there's a big difference between 14 parameters and eight parameters when you're calendaring, right, Peggy? >> Yes. >> Okay. Um so next up in our topics um so we voted as a board in the summer of 23 uh to allow board members to receive compensation. Um the state law I it's an optin system. It is not an opt out system. So board school board members in the state do not automatically receive compensation that the board has to uh vote to approve that. So the board that existed in
0592023 voted to approve for that to happen. You can't start collecting the compensation until the it's a new term. So nobody that was on the board in 2023 was allowed to collect compensation. Um so uh we are now at a place where we have board members who can collect the compensation. Let me just lower everyone's expectations here. The um compensation that is allowed is $50 per meeting and not more than $4,800 over the course of a year. So where the conversation we're having today is that Peggy needs guidance and we need to come to a consistency of what we mean by meeting so that when we can when we turn in our time sheet it's we all have continuity as to what we are claiming as a meeting. So obviously a regularly scheduled board meeting
060that we have uh twice a month more or less that counts as a board meeting. And I'm going to turn to Peggy, but I believe that it's one day that you claim as a be board meeting. So the fact that we have a study session is not a separate board meeting that that is one meeting. Is that your understanding of what it says? Okay. So, that counts as one meeting. So, we have other things, but that's what I'm opening up for conversation is what else do we do that would count as a meeting. Before we dive in, I I did have this conversation with the board that voted to approve this um back in 2023 and most recently. And they it was important to them that the boards going forward have some form of compensation
061just from not even if it's you know symbolic or you know it just doing un like unpaid labor especially the way they described it you know especially for for women is um an issue within our society and that was what some of them were coming from. And so just wanted to give board members context that the board that passed this previous to us are proud of that decision. Yeah, and I agree. I think the why is important here. I I think when you're looking at child care costs and the $4,800 is not is pennies for what is actually um needed. Um but it is a um it is a way to honor the fact that this is a you are you are as in many ways volunteering to be civic leaders in this community supporting
062and governing um 23,000 students or 21,000 students now. Um and um and at the same time that you are volunteering to do this, there are hidden costs that I don't think the general public understands, such as if you have young ones or um at home and you need to pay for a babysitter. Um if you are um taking a day off work um you there are costs in order to be civically engaged um and to volunteer. So this is still a volunteer job. you are still volunteering and I need our community to understand that you guys are um going above and beyond and that this is in no way salary or money for you. This is really a a way in which we can honor the hidden costs that are associated with the work. >>
063Thank you. Oh, go ahead. I I just want to say I deeply appreciate you saying that in a public forum because I know that there's been a lot of talk about um the board being paid. Um and for those people who might be listening to kind of give context to if they're not thinking about um what this max $4,800 per year is. Um I have a 2-year-old. The cost of babysitting is 25 to $35 per hour. a $50 for a meeting does not even cover two hours of us meeting and we are often here for five or six hours. Um I'm also an hourly played worker in our community and not on salary. So I cannot make the the time that I'm not at work. So, when I go on school site visits, the $50
064does not even come close to covering um that covers less than an hour and a half of my missed work, which is typically my um my 5h hour workday. Um, so I appreciate that the previous board um has has passed this so that we can try to support um board members who are elected who may not be from backgrounds that have the financial security that has been present maybe in recent or like in previous boards. Um but I also wanted to maybe more clearly acknowledge for anyone who is listening um while it is appreciated what just a drop in the bucket it is for the amount of um volunteering that is done by this board because we are so high functioning. Um, and with that, I'd like to add us to consider a meeting at
065bare minimum should be anything that has its own agenda. I would think if its own agenda is put out in the public, that is a separate meeting. I I will add to what um Director Kelly said and just say that like I am beyond the age where my kids need babysitting but they need a lot of transportation and paying for teen drivers or as you know getting people to drive my kids to places when I'm here is definitely an expense. And of course, you can just imagine the insurance of having um three kids 20 and under on insurance. And obviously I have thoughts on this. We are the only elected official that does not receive a salary or compensation. the other um even mosquito district commissioners make more than the max of 4,800 per year.
066It is disrespectful to the work that we do and the responsibility that we hold to expect board members to do this for free. It doesn't reflect honoring the work that is put into it. Um, so it is past time that our board members are receiving this compensation and yes, the state should be having conversations about why we have close to a half a billion dollar budget that we will be approving in July and there are people with less than a million dollar budgets that are elected officials that receive more money than we do. So, it is really it's unconscionable that um we have been doing this work for free and this district has received free labor for us for years and so it's just time that we do this and so we just need to
067have the conversation of what we're counting. I like the idea of um having its own agenda. So that in my mind in addition to regularly scheduled business meetings that would include school visits and conversations with the board also retreats. Okay. Retreats. >> Part of the compensation and how I foresee using it is to pay for gas to get to places too. Nobody else has to justify, no other elected official has to justify what they're going to spend their renumeration on. You do not hear city council people justifying their salary and they work as much as we do for what they receive. So I don't feel like we need to justify it. This is the right thing to do. It is respectful of the work we do. the responsibility we hold. You don't have to explain
068how you don't take that as a $50. >> Yeah. Don't take that as a justification. It was a leadin to the question that you were asking of what would quantify a meeting. I agree with the assessment so far and I would add that if I need to drive up somewhere where it's like the WASDA um meetings and and conferences that should be considered counted as a meeting because or yeah I was going to mention WADA as something that I don't know that there's a published agenda but for well there is for WADA So since we're doing OPMA because of that. >> So is it >> things with a published agenda, not necessarily things that meet OPMA because sometimes we I I I'm really I apologize. just can't remember who brought that up, but I think
069that's a really great distinction that it has a published agenda versus an OPM because we're at a ton of stuff and I'm not sure those it would get complicated I think pretty fast, but I like having a published agenda and I think Wazda qualifies. >> Okay. Yeah, >> I would think um it's another another I'm wondering if uh like we would consider having a if a an educational course. So like if you had to take time to drive to a class for was essay because either the law requires it or you're doing continuing education that doesn't necessarily have a published agenda but that would still be taking time out. So that's what I'm I'm asking the for feedback from others of what they think. Well, I think your our annual conference definitely counts because there
070is a published agenda to the annual conference, right? The class schedule and the um Oh, I'm so not brain not functioning. Um the general sessions, right? Those are all part of Yes. Peggy has thought. Yeah. So the um per the B or your board policy in structure reads actually uh $50 per day or portion thereof for attending board meetings and for per performing other services on behalf of the school district. So um that's kind of where you have to keep your guard rails up. So, and your um suggestion about a published agenda um not only backs that up audit-wise, it backs it up OPMA wise. So, um as part of our annual audit, time sheets are audited. So, I could be faced with a situation where the um an auditor may come and say, I'd
071like to see Elizabeth SOtax documentation of for her time sheet. And so I would have an attached agenda that I could provide for them that would back that up. >> And my thought on that is that there are times where we have multiple agendas in one day. So getting rid of that 50-day limit. Um if we're here for six hours then and we had three agendas. Um >> it it's per day. That's the state. >> Oh, we can't change that. Okay. >> Yeah. Sorry. >> That just forces us to move meetings to every day. So, we're doing daily work instead of being able to Can we put this on Can we put this on the WASDA? Um, like for our legislative things. >> Okay. So, I'm going to summarize what we have so far. um
072our uh regularly scheduled business meetings, school visits, conversations with the board, any retreats that we have. Um we'll have to make sure we schedule. No, I'm ser not kidding. Um and then uh the WASDA annual conference and regional meeting. So would our two ones include because those are or only p we're like we're just >> there's no published agenda so that's going to be a little harder. Um and I know it but I'm I'm a little leerary about that one. That one is going to be harder for an auditor and OPMA. If you wanted to add the trainings from WADA, they have a certificate at the end that they send you that that could be the validation if we if we wanted to consider that, but I don't know if we'd want to. Okay. All
073right. I'm the experts in the room are giving me a nod that that would be okayist >> that there is a proof of registration. So if you do a WISDA training um outside of the annual conference that qualifies. >> What do we think about the liaison roles and their meetings? >> That one is going to be really hard to provide documentation for. >> Okay. I'm wondering about like the CTE events you attend. Those are public meetings. You're working on behalf of the district as an ambassador to those programs. We have a a handful of those each year. You have at least two for CTE a year. >> Graduation. >> Um I I would defer to um Dr. Irish on that. We also have um ribbon cutings. Um you also have those the quasi judicial hearings
074that you are taking part in which is very very much so working on behalf of the district. So I think if we get blessing we could add that president Hayes >> I'm sorry >> that's okay >> I know and I appreciate that. So we were whispering over We were looking at our um calendar. I know. I'm just gonna talk really loud. >> I want to make sure Peggy has um so going through the calendar. Um, I would not have the back to school resource fair count as a board meeting, but I would count uh the our attendance at the we call it lead leadership learning, whatever the summer August event that we go to that first morning. I think that counts as a business or as a a meeting. Um, I'm a little like I'm
075I probably would not count the wall of honor community survey day um as meetings that we would receive renewation for. Um, and moving on, um, I think ribbon cutings could count. Um, community celebrations that we attend, I don't think should count. I'm seeing board members agree. So, I'm just going through what we listed as meetings from last year. >> Um, so we had a little discussion about quasi judicial hearings that you attend. Yeah, I think ideally those reduce in number over the next year and we don't have any that fall on not a meeting not a day that another meeting happens on. Right. >> Yeah. Anyway, yeah. Um and then so there's uh I don't know what um Dr. Irish's work that we have uh in with previous superintendents where it was two board members.
076I don't know about those. I am I think the meetings you do around the strategic plan refresh the committee meetings that you would attend. I think that would count as work. And so I I did the math just to see like what are we eligible for? If we can only do $50 a day, $4,800. That's 96 >> days. >> Not 96 meetings, but 96 days. Um, and so I don't I don't know if what we've listed so far gets us anywhere near 96. It doesn't sound like it, although I I know we do more than 96 days worth of work. Um, so I'm wondering if there are any other places that we might be able to include. um many people are um the like liaison in the community to other groups like like Woodenville City
077Council. So if you're attending that and there is an agenda, >> is that a way that we can >> Yeah, that one I'm I have concerns about that one. That one's a little harder um to audit right on >> I understand because it's we're not being taken in attendance of. I'm just trying to think of um all the ways that we are doing work in our community that we can allow board members to >> and yeah, that's why I'm going through this to try to find them all. And I'm I'm kind of balancing the >> I first of all my bra I don't understand how school board members are able to collect $4,800 year. I don't um and so I'm trying to balance that. I'm trying to balance the optics that we're not appearing to
078go to things so we can get our $50 um and make sure that we are doing this in a way that is not going to get us in trouble, right? That it's easy for Peggy to show here's the documentation to back up the claim that this board member has made on their time sheet, right? Um so I think the um in addition to annual conference I think the um legis legislative conference that happens in early January that board members attend I think um director Tran when you attend general assembly that's another one um at because you are going as our legislative rep that's another one that um would count Um I am thinking our um joint meetings with the city councils would also be um ones that works those are published. What do you think
079about meetings where Peggy has to RSVP us such as um the scholarship breakfast that's coming up is one that because it's coming up next like that's that hit me or um if we go to um events with um Cascadia or um the foundation. >> So okay yeah so here's here's where my brain gets stuck. So, um, I have Cascadia kind of falls in that city council that's part of my most expens um that there that's not really a required part of the job, right? Um, also I I worry about the optics of collecting $50 to go to the graduation ceremony or to go to the scholarship breakfast or >> what are what about like >> I'm struggling with that one. There's PTSA day, legislative day on the hill which kind of falls into that graduation.
080>> I'm not sure that focus day, >> right? But when we go down, that one counts. >> Yes. >> Okay. That's kind of what I was thinking. I hear I hear you on the optics. I I also wonder if we have a responsibility to all of the oftentimes women who are doing unpaid labor in um child care and education um systems to say that there is no reason why we cannot also be offering $50 of compensation to go to a graduation because I can't sit my toddler on my lap during that he will still need child care even though I'm I would you know like I want to be there that doesn't mean we can't be compensated for being there um and as you brought up all of the other elected roles receive a salary
081so they are being compensated for everything that they do and no one is quantifying whether that's an optics problem or not. Um, so I hear you, but I also wonder if this is an opportunity to start shifting the way we look at the labor that is being done, especially when we know that it's limited to $4,800 in this current economy that is pennies really. Yes. Yeah. Thank you for that. Um my goal of this conversation is to get something started and we can revisit this in a year and say you know what I noticed. Um so again my criteria were um the agenda can it be easily documented? Um and so certainly um graduations can again I'm just I'm looking for guidance from all of you of what makes sense um around this. >> I
082think I agree with um Director Kelly and I think what our guiding principle should be is if Peggy can easily justify it with background information that she has that she's not having to collect more at this point. I think that is the place where we draw the line. So if she already has documentation cuz she RSVPd us, she paid something for us, she got a certificate that we took the class or um had to, you know, create the agenda and announced that we were all there for OPMA. I think those are really straightforward, simple ways um to know. Um, I wonder a little bit about the 2 by1's because those are a little bit harder to like have the background, but they are equally critical to how we communicate and work together as a team
083of six. And so I don't know if it makes sense to like make a better background way of explaining that one because that one it seems so straightforward of a that is a board function. Um, is there a better way to make some background data for Peggy to know who was there so that that one makes sense? And I I could like the liaison are really hard and I would be okay letting those go, but I think the two by ones are kind of like you're just saying part of your job doesn't count. No, it's not up to me. It's the team. It is the team of the seven of us that have to make this decision. >> Maybe this is a Peggy question like is there a pathway to um being able to track
084that in in a way that you feel would meet expectation? >> So, I can um it would require you all RSVPing to those invites. So that's my documentation that I can >> and slam. >> Well, no. I feel I feel nice about it. >> I feel like that was a personal attack that I can print up that calendar invite >> and I can have Dr. Irish initial that you were both in attendance because sometimes they're in later in the evening and I'm not here or I can initial it that you were there. Um, that's very easily done. We uh print calendar invites for documentation for other things too. So um but the >> and we could let you know if the circumstances changed and yes we RSVPd but couldn't go. >> Right. Right. Right. Um,
085and then I before we get much further, um, before we can implement this entire process, I need to make sure that you have each, um, completed everything that's been required of you from human resources because we're I'm not able even if I was to submit it, they would kick it back because they don't have everything they need. So, um, I can do that. It's it's actually quite simple. >> Okay. >> For the calendar invites. Yeah. and you will help us out and tell us what code to mark down for the >> Well, that's my next thing. It's very easy. So, what I thought I would do is um and we can like everything, we'll try this and see how it works. I will have So, your your pay period is going to run from the
086um sixth of the month to the 5th of the following month. And us in public education, we're always paid a month behind. So, just know that. And you might look at it and go, "Wow, I was there way more." or well actually that's what you did the month prior. So, and I will have that in a in your board folders and um it's going to look something like what's in your packet there. It will have your name on it. I'll have a W there if you that's the code that payroll needs. That means you worked. Um that's their documentation. On the end, you will have to sign it and then uh Dr. Irish will sign all of them before I submit them to payroll for processing. So, um, >> she needs the actual paper. We
087can't just take a picture and send it to her. >> Of what? Of this. >> Yes. And that's why I thought it might be easier if I have them in your board folders. And so, at the last board meeting of the month, except for the we we'll have to get a little creative as to how we do the months where there's only one board meeting. Um, that way you can if there's questions or you can come over to me and say, "Uh, I was here on this you know, we can process that and work that through >> from having worked for the district. >> Um, you can also if you if it's easier than getting it here, you could go to like your local school and put it in in her office mail to come
088to Peggy like so you don't have to drive all the way here >> from where you live to get it to her, but she needs the actual physical paper. >> Yeah. So, for example, Director Tran or Sotac, if you were picking up your children and needed to get it to me, then you can just put it in a district envelope. But if we have them in the board folders, you're all here. And then if that's a a meeting that you're not able to attend, then I can connect with you. We can we can work that out. But and how um how are we handling December to now? um that I'm going to need guidance on from President Hayes and uh do Dr. Irish. Um I mean we have from my world we have the documentation.
089You've already done it. You've it was been approved to do so. Um and I'm going to fill this with words until we have everybody in the room. Um, so I it's uh I think we just need to determine a date that we uh would go back to if that's the determination that's made. And then I um we'll have we have to document it by month. So you'll have if we appro if they approve to do it, we would have let's just say one for December, one for January, one for February. I can't just lump it all into one. So >> December 8th seems the natural date if you're going backwards. And I'm now going to turn my microphone over. >> I have Nope. I stole Justin. To bring you up to speed, the question was
090asked is how far back are we going with this >> retro? >> That was the beginning of this year of work. I could see for people who were on before that that makes that doesn't or but but we're not over overlapping in the 2023 term that voted on this. That makes that back farther could make sense too meetings. >> Okay. So what we can do I I I I'm fine recommending one we have to verify that we can back pay. Typically we don't allow that. Um but given the circumstances of this I think we can justify it. So, um I say we start if you were a board director starting this school year, we can start in the this the payroll period of this school year and then when you were de if you were
091elected in December 8th as a new board director, then we would start at that point. >> And I'm guessing that that could be the route we could go because it would be the current fiscal year. >> Yes. The Yes, it would have to be the current fiscal year, which would be starting August. actually really seep August September. September one. Thank you. >> Um so starting September one if you are a board director that like director Hayes, director Han, and director SOCK. >> Yeah, I can. So I'll just I'm gonna start January 1. That's what I'm gonna do because I don't want >> I don't want the auditor questioning whether the December 8th meeting was the last meeting of the the last term or the first meeting of the I just I don't need I'm just
092going to start January 1st of this year and that for me that's what I'm going to do. Um just you all make the best decision for you. >> Um okay if it if we can. So then what Peggy will do is Peggy will um will give you the pathway. So the we'll share with you is are these on the board docs that they can access the the time sheet and so forth. Where do they find the time sheet? >> Oh, sorry. >> It's it's okay. It's okay. So what I will do, Dr. Irish, is I you and I can confirm with Deputy Bergie on on Monday and then I'll get an email out. And so the process that we talked about doing was I would have it in their board folders and so that way
093if there's questions or um I missed the fact that director SOTAC was indeed at a school visit and we can problem solve those right there. So because the pay period is from the 6th to the 5th. So okay. So just to summarize and um Peggy and I will talk about providing this so that we all kind of have their checklist of what we have agreed on because again it's not my decision and I'll just for audience and for director Kelly this is my 17th year of providing free service. I have paid for daycare. I have paid for gas. I have missed uh children's events. I have missed work. I did not get I was also paid by the hour. I did not go to work because I was at schoolboard related functions. So believe me
094when I say I understand how hard this is. And so I do want to make this work, but I don't need this to come back and bite us with the state auditors. So that's what I'm trying to do is make sure that this is as clean as possible so that we can start being acknowledged for the work that we put into this system for free in a way that is no longer for free. So what I heard was a regular board uh business meetings, our regular board business meetings, school visits, conversation with the boards, retreats that happen on non regular business meeting days, um the WASDA annual conference and regional meetings and WASDA trainings, general assembly legislative conference. So any of the WASDA scheduled uh events that we attend as schoolboard members um the 2
095by1 ons graduation ceremonies >> oh uh like the humanitarian award >> CPN so do we want to do all the celebrations CP and Dorothy scholarship breakfast >> I don't know it seems to fall in line with ribbon cutting if we're counting ribbon cutting. I think that is the same idea. And we we stood up and we talked >> um >> and we studied ahead of time to make sure we could do the best we could to pronounce every student's name properly. So I think that counts. >> Um >> Okay. So any ceremonies >> or any school district sponsored? >> Yes. >> So then >> so CTE recognition >> CTE. Okay. >> I don't know if you I I've lost track in the list you were saying. I don't know if you said quasi judicial or
096executive, but if those fall on a different day than a board meeting, those should also count because occasionally they do. >> That's why I'm Yeah. >> Or if there happens to be a study session on a different day for whatever reason, just for the writing down. >> And then I heard strategic plan committee work. >> Yes. Thank you. >> Uh legislative conference. >> Yes. joint meetings with the city councils that we already have one scheduled for next year. Act surprised when you get your calendar invite. Um and then I heard 2 by twos and coordination meetings that ex etc. >> Okay. Did we miss anything? >> The superintendent student advisory board was that on there? >> So that's not a published agenda. Um, but I mean it's >> neither is the quasi judicial. >> Yeah,
097they they're published. >> They're published. Okay. >> Because you have a quorum. >> Okay. What I would like to suggest is that we take this and go for a year and we can revisit this. If over the course of the year we're like, jeez Louise, here I go to yet another thing that I can't get my 50 whole dollars for. Um, we'll we'll we can revisit this conversation and we can add to it. The the goal of having this is so that we're all in alignment, that Peggy isn't getting something where she's like, well, I thought there were four other people at this event, right? So, it's just making sure that we're in alignment. It helps keep the audit clean. um and so forth. >> Just speaking of audit and keeping it clean and also
098thinking about trying not to duplicate work, we have a section of our board meeting called board reports and we list out where what we've attended. Right. Um on top of that, now we're going to need to assign time cards. So, I'm I don't have a solution, but this is where I see a little bit of duplication of work. Maybe the duplication isn't that difficult judging by the faces. >> Yeah, I I think um your board reports are more of a community awareness of all that you do and all that you're involved in and the the processing of your time sheets is more a technical end of it. >> Yeah. Also, I see that the board reports would include things that we are not claiming like if you're going to some school's play to participate and
099be there or um adjudicated performances that we're not counting. Um those things get captured so that the public knows that we're still out there or our liaison work. Um I mean from my chair that's how I see it, but I'm one little chair. in the quarter. So, um >> we can't run without that chair. >> Oh, thank you. Um so, at the next meeting, um you uh actually my next steps is Dr. Irish will confer with Deputy Bergie and then I'll get the information out to all of you and then I will um we'll probably have to connect during your meetings this week to make sure that I've captured everything from the start of this uh from the start of this I'm unclear as to when we're going back to are we going back to
100January? Okay. >> Okay. >> December. Okay. >> But we also understand that if you find that that is not allowed, that's okay. >> Okay. >> Um and then we're just writing W and 1.0 for any day we had a thing. >> Yes. Yes. Got it. >> Yep. So I But you wait. Please wait until you get a um a time sheet that has your name on it. >> Well, I I I like I I've done these before, so I'm just mentally processing how I >> You are You'll probably be teaching me. >> I I have some I have probably some spare copies of this and I'm to clarify for director Tran and for director SOTC it's it's starting with the fiscal year >> September. Yep. >> Okay. >> And to clarify because what Dr. Sanderson
101said confused me a little. Was the plan Peggy that you you going to go back and and provide us what you think is our time sheet. So we're not filling out a blank time time sheet. We're just going to look it over and say, "Oh yes, those are all the things I was at. Oh, I was actually at this one." >> Yep. >> Okay. Okay. I think that for us to get caught up. Yeah. And then moving forward, it should be pretty streamlined. Okay. Okay. Thank you for the previous board for having valued the work. Um and just so it's known like I think they did a eval they were there was a legislative option to increase it which did not pass on um which doubled it. Um but I believe there was also a
102study about how much we should actually get compensated based on the amount of work that labor the department of labor saw and they said $30,000. Um, and so yeah, that also still seems low, but that's like way more than this. So just so everyone understands, like we are not even collecting what the Department of Labor says we're worth when we ask for this amount. >> That's all we have on the agenda. >> I have one request. Okay. >> We had spoken in the past about doing um an emergency awareness of like how to exit the space and stuff are. >> Yeah, that sort of stuff. We talked about having that conversation at this day. So, I mean, I don't know if we had journ and just do that or >> um it's not on the
103agenda, but um we can certainly schedule it takes like 10 minutes to go through the emergency processes and where the buttons are so that no child accidentally pushes it. Hey, I saw that as a quality quality test. >> It was It worked. >> It worked. It worked. >> It worked. We were lots of security in the room. >> Do that. Yeah. >> Yeah. >> To clarify what I just said, we will have um our safety team um come 10 minutes before a scheduled board meeting or or study session. and um have that training. >> I just didn't want it to get dropped. >> Very much like your phone call. Why did you give me the pronunciation of all these names? What is >> something is clearly expected of me and I don't know what it
104is yet. Thank you. >> So, thank you. We really >> felt bad calling you because I know there's there was a lot of probably though like whoops, we forgot. Yep. So yes, hopefully we will keep you all apprised of your role in future events. Um and and it is important that we receive that training and that um we tease Elizabeth, but that was a great aha moment of oh right, we have not told you about these key things. So we'll get that done. Um and that is all we had on the agenda. So I'm going to adjourn the meeting. Enjoy the rest of your