School Board Work Session | May 5, 2026

001[music] Heat. Heat. [music] >> [music] [music] >> May 5th. 2026 to order. Thank you to our staff who are available and accessible to help address any questions we have. I would like to start by reading our who are we statement. We are the Poke County Leadership Governance Team. >> [clears throat] >> If we were to pick one phrase to define us, it would be student centered. Because when we come together to work, we learn on our we lean on our diverse backgrounds and experiences to ensure that our decisions are focused on providing a highquality education for all students. The four most important things to our governance team are operating with integrity, respecting our students, staff, families, and each other, establishing a culture where stakeholders feel valued, supported, and have opportunities for personal and professional growth,

002and supporting an approach of continuous improvement to ensure student outcomes. Collectively, we need to work on behalf of the children we serve and find avenues of agreement so that we can govern the district in an effective manner. There is no acceptable alternative. We will always collaborate in a respectful manner in order to enhance opportunities for each student and staff member. We will not disparrage others. Our students will thrive because we will remain committed to supporting the whole child. We hope to engage and empower our students and stakeholders to create a community of lifelong learners. At this time, I would like to turn it over to Superintendent Hyde to lead us in our work session today. >> Thank you, Mr. Chair, members of the board, members of our committee. Thank you for joining us here today

003and our staff. Um, the first item we have before us this morning or this afternoon, excuse me, is the proposed rule development for schoolboard policies. And so I'd like to bring down Miss Teresa Griffin, assistant director, policy and public records, and Mr. Chad Davis, attorney to the superintendent's office. >> Good afternoon. Thank you, Superintendent, school board members. Um, we have 17 policies before you today. And these are all still a part of Niola's uh spring update that they gave to us. And this is the last large group that I'm bringing before you. Um, so we I brought some in April. And are you laughing? >> [laughter] >> Well, we do offense. We do have legislative session every year. [laughter] >> Okay. I Well, yes. So, >> I think this is the last large batch for

004a while. Um, and the ones that I brought in April and then the ones that I'm bringing to you today, um, tonight on the school board agenda is for Mr. Green, I mean, to ask for authority to advertise for a public hearing in June. So, all of these policies will be before you for a vote in June. Okay. So, the first two are bylaws and these are not from Niola's update. These are based on um recommendations from um the superintendent and um general counsel based on so bylaw 147 is our compensation bylaw and it's being updated based on discussion that you guys had during the April 14th work session regarding approved expenses for memberships. And then bylaw 149.3 is board staff communication and it's just being revised to remove a reference to a request for

005information form that doesn't exist. Do you have any questions on either of those? [cough and clears throat] >> One moment, Miss Griffin. Mr. Sharpless, thank you. Um, going to the uh 0147 compensation bylaw. Um I uh it's my opinion that we don't and then of course discussion as a board for consensus but um after the responsibilities of the board member it has i.e. chambers of commerce and that's that's kind of it. Mhm. >> I feel like we either need to list out more or just eliminate that to just understand that it's the essential stat that it would be in interest of our district and essential to the uh statutory duties and responsibilities of the board member. >> Um yeah, that that's my opinion. I don't think we need to if we were going to go

006one way or the other. I would rather just not list any of that and just let it be uh you know the board make that decision. So that's just my two cents on it. >> Okay, >> Mr. Keys, >> I was just going to echo the same thing. I think we open ourselves up to a litany of we have to listen in every organization and that. So I think that it needs to kind of stop after that and take that out. >> Okay, >> Miss Wyatt, >> I would agree with that as well. I think um Miss Kay said it best last time that we all have to sit on our own behinds and that those things are going to um you know that we're doing what's in the best interest that I don't think

007it needs to be listed. So thank you >> M. Miller. >> Wow. I think you have more than consensus. [laughter] Looking at Hillsboro, they didn't list it. It was more of implied and they listed those as examples. So, I think following what what that language looks like may be our in our best interest. Thank you, >> Miss Wallace. >> Only speaking up since I didn't get to participate in the previous conversation, but just wanted to say I echo my board members. Uh I I think it's the right approach to be vague. And then um my reaction to this whole conversation was that within reason we're complying with statute, we've got reasonable guard rails is that uh you know the public elects us and in my case appoints us to be um responsible and my view

008is that if anybody as an individual board member uh made an unsavory decision with these dollars then the voters can hold them accountable. So, I like that we are um you know, giving board members more autonomy to use their their judgment which the public entrusted them with. So, thank you all for working with us to to give us that runway. >> Dr. Allen, thank you, Superintendent. Yeah, this is a good discussion so far right off the bat here. And, you know, I I don't think there's anything, you know, from my perspective as far as hesitation with the intent of this um change to our bylaw, but about how it could be perceived. So I think um yeah I would like to maybe see something about like some type of annual public reporting or something like

009that in the policy just so you know as Miss Wallace just noted something about you know savory um in regards to what our expenditures could be just something just to add that extra bit and so for example language that could be added would be an annual public report of board member expenditures I don't know. Is there anything, and this could be for our attorney, this question. Is there any uh expenditure that's not brought before the board? That would be my only question on this when we make this change to the bylaw because it does it opens up avenues. It definitely has the guard rails, but I just want to know, is there an expenditure that comes before the board that's not voted upon? And that could be for our attorney that question. >> I'll do

010my best to answer that question. So under um chapter 11901 subsection 3, it says if public funds are expended by an agency and payment of dues or membership contributions for any person, all the financial membership records of that person are public records and subject to the provisions of chapter 119. So, so it's a public record but not to be voted upon by the board. Is that >> my understanding? Okay. >> So, if that's the case, um, how then this would be to you all as we're writing this bylaw, how do we determine who defines best interest of the board? >> It's a pretty vague language. and then what qualifies as essential um versus beneficial in the language itself. >> So I don't know if y'all can respond to that. >> So um what I would

011want to point out as a cautionary tale, we know in South Florida there was a school board that spent money on a table at a gala for a partisan event. >> And so we, you know, they had the autonomy and the latitude to do so. they probably use the same arguments that we've used for some of our other organizations. It's a benefit to the community to be out and about and uh and so I I understand your your concern is um you know it's easy to justify spending the money at the time but then it comes back to bite you when the public or the commissioner of education has a difference of opinion. So having some form of guard rails um may be advisable. Uh now from a process or procedural position um if there

012is not consensus from the entire board today for us to make that change then I think that change ought to be made as a motion during new business during a board meeting. Um that way you can discuss it yourselves and come up with what guard rails or provisions you want to be in there and then that we would take you know the will of the board to move forward with that. Um, if there was consensus today, we could make that change and still advertise tonight and this will be on uh public hearing at the next board meeting. If there's not consensus, then uh tonight, you know, during your new business, you can bring it up, make a motion, come up with language during the break and uh and then we can go forward with that.

013But we would we would not be able to advertise that probably. Well, could we advertise that if they took action tonight still? Okay. So, we either way, we're still on track. We can still bring it back if you want to make any changes. Um, but we we would not be able to do that without full consensus of the of the board. Um, not just because you're not voting now, so we can't just do it based on majority of opinion. We heard it needs to be a full consensus. >> Yeah, I would definitely be more in support of the bylaw change as it stands. If we just had a little bit stronger transparency measure, that would be in the language. That's the only thing I'm saying. So right now um we have one opportunity as a

014board to address our expenditures and what our budget is once a year. Correct. Um so I don't know. I I think if we included what we do already with our budget um in in this bylaw, I'd be more comfortable with it. >> Miss Wyatt. >> Thank you. I think the how it's reported and when it's reported is more of a procedure than it is a policy. Um you know we talk of often about you know how did this end up in policy? What what happened that this ended up in policy for you know we it is inboard policy that we must provide goggles to science classrooms. Well yeah that's that should be common sense. But what happened that that ended up in policy that should just be part of our procedures guide. um that I

015think that when we report on it, how we report on it is more of a procedural act than a policy act. So I would not be in favor of putting that into policy. Um but to having that as part of our procedure guide. Um now how we do that whether it's the once >> I'm so sorry. [laughter] >> You cut her off. >> I did. >> He does it a lot. >> Go ahead, Miss Wy. >> Thank you. Um, now how we do that, whether it's part, you know, of our once a year reporting, whether it's more like the DO donations report where if there's anything new, it's just listed in the work session as a separate document. I don't necessarily have a ton of opinions on that. Um, but I don't think it belongs

016in policy. I think it's a procedure. >> And if I could speak to that real quick, too. >> Um, procedures I think for for bylaws is a little different for then with the school district. uh because you know these are affecting your your you know duties. Um I'm not sure do we does the board approve procedures when it comes to board bylaws? I don't think so either. So if we bring if we do put procedures in to clarify this stuff and some of you have some disagreements that does create an issue where you know we have to decide which way to go and and you know whereas policy or these bylaws anything specific you're putting in there at least you all have touched. So that's just something I would consider in case you don't like

017the outcome of the procedures, then we have to go back and revisit. That's probably how some things have gotten into policy to begin with. >> Thank you, >> Miss Miller. >> Mr. Davis, if we looked at Broward and South Florida for everything, then we would have more policy than we have room to write. Um, I think it's good as far as what we've discussed, the multiple attempts to discuss our budget as a board, um, has not happened. And I the chair mentioned last time that it will. So I look forward to that. Um at that time we need to be very transparent with all dollars going to every um organization andor expenditure. I think it's already on record because it's it's collected and um documented through the office. I don't think it would be much

018more to add that report into that budget conversation. um if I have to put it in policy that I get to look at the budget as a board and review that stuff transparently uh with the public in a work session to make it happen, maybe we need to do that because it's not happened in the past. Um and so I'm not whatever works out between what the attorneys think is best practice. I think we we need to be cautionary of trying to chase down every, you know, um offshoot board member in South Florida doing something. and I don't want to go down that rabbit hole, but I do want to have clear transparency to the public of all cost. Um, and so I think just printing a report from what our staff would already have

019documented and including that in the budget would take care of this piece. >> Dr. Allen, >> Thank you, Superintendent. Yeah. And you know, I I think as it's noted, that's a bylaw comparative to a policy that then translates into procedural mechanisms. Um, that's why I'd probably be asking for it in the bylaw because I know as Miss Miller has been um advocating strongly for us to solidify our board manual and get those things in place, it's not there. And so for us to just sort of leave it out there that hey we'll put it out in the board manual from a you know procedural standpoint and be done with it. Um I would probably be um hesitant about that because um and I don't know the the rationale that I would have to do a

020a public information request to see what all the expenditures would be um is a concern to me as well. I mean, I think as Miss Miller just stated, the more that we can do with uh public transparency on this as we account for every dollar, I think that's important to me. So, I'll leave it at that. If we don't change it and just stays as is, um I will be [clears throat] voting against it. Uh that's all I have. Thank you, Superintendent. >> There are no further questions or comments. >> Okay. Um, moving on to U policies 1243 and 3243. These are our professional meetings policies. The revisions just include language aligning principal leadership training with school improvement. Um, as well as some technical changes in those policies. And then policy 2370.02, our magnet and

021choice programs and schools policy. This is not um this does not come from NEOLA. came from staff in our acceleration innovation department and the policy is being updated to reflect like it changes the names of some of our schools adds an additional um just as our magnet and school choice programs have changed our policy did not reflect that so you'll see changes um adding in the Cambridge program and some other schools that have been added um over the past few years and then policy 3129 is our conflict of interest policy it's being revised to implement amendments related to instructional personnel providing services under the New World's tutoring program. Policy 5830 is our student fundraising policy. There's some technical corrections in that policy and then some revisions around financial requirements and additional oversight. Policy 6325, procurement

022of federal grants and funds. These revisions just expand the retention period for federal awards based on the Florida green book and the general record schedule adopted by the state. Any questions on any of these? >> Miss Wyatt. >> Thank you. I looking at um policy 2370.02 with the magnet and choice programs. Is there a reason that we list the schools by name here and that's not in that's that's in policy as opposed to procedure? I mean obviously it was in policy which is why it's it is being proposed to amend some of these things. I just when we look at things that have specific names in them it's always a constant going back and updating every time we have a programmatic change. Um, so I was just curious that >> Miss Griffin, is that a

023historical reference? >> Yeah. Um, historically these have these the names of the schools have been in in the policy since the policy was adopted. Um, for the most part, if we were just changing the names of schools, these would have been technical changes that would have just gone on the consent agenda. But because we did add in a whole um couple of paragraphs around the Cambridge program um the changes became a little more substantial which is why it's coming to a work session. But I do agree that anytime we have name changes that happens with department names or you know sometimes you have to put staff names in policies. We do have to change those. Usually it's a lot easier though. We just it doesn't come through the whole rulemaking process. It just goes on

024a consent agenda. It's just that there were some additional changes to this one is why it's on there. But it the names have always been in the policy since way before I started doing policies. So >> I guess my question is not do we my question is do is there a reason we need to keep the names in policies or should we put references there? I think the issue when you look at the language as far as the implementation process, >> it speaks to zoned high schools and that's why it's probably historically been linked in there >> that it gives a clear list in board policy. So regardless of whether or not a a family looks on our website or looks uh to board policy, it was listed there. if if it's the board's preference

025that those schools not be listed, we would have to readress that particular area of the language just to make sure it's a little bit more global um and captures the the intended the intent. Um but we could if if that makes the board uncomfortable. I mean, we re we can revise policy um regardless and I have the authority to revise anything that's on our website immediately um and bring it back for board policy. The policy doesn't dictate that these are just the only magnet schools. Procedurally, we can address that. But if it if if the board's interest is to remove the names, I'm I'm fine with that. I don't think there's any federal requirement. That was the only thing that came to mind to me was was there a state or federal requirement that we

026identify them in policy because of the magnet school choice grants um MSAP grants. But I'd have to I don't think that's true. Um and since they're expiring anyways, I don't >> Yeah, I guess that that would be my trying to give you answers as to why it may be there. I I can't speak to that because it was there long before I arrived. >> Well, and I, you know, I I would be a fan of if a policy is not necess if we're doing it, if we're storing this information in other places and it's existing, you know, are we updating? Are we now having to update multiple documents every time something changes that if it's housed somewhere else? I would just prefer us put the reference and policy to these schools are, you know, if

027the Cambridge program is authorized by school zones because what happens when we add a Cambridge program in another school and that changes, then we're just going to have to update it again. So I that would be my preference would be to take school names out of the policy and just have reference to the document that that's um stored in. But that >> so we'll we'll make an attempt to edit this to make sure we keep the spirit of the language because it goes on to list schools that ensure a direct feeder pattern to other places. Um I and we'd have to make sure that we can address that. Um and we can make a reference to the website or the district list. But this is is and I'm glad you're you're you you've made that

028statement because there are a lot of board policies that I would argue are overreaching and start to get into the realm of procedure. The book challenge was a great example, overly verbose, explicit, and it it limited and became a point of contention because the board as as superintendent, it defaulted to me to put procedures in place, but the board had stipulated some procedures within his policy and that's really not where procedures belong. Um, so in addition to amending this, um, we will be bringing back a list of other board policies for you to have con similar conversations about and consideration of. >> Thank you. board member White, if I may speak to that also. Um, for all the policies in general that have to be updated on regular basis, whether it identifies a particular person

029as a director or whatever, uh, that is part of our flawless opening every summer, something that we visit and and bring a big consent agenda technical change package, updating all of those. So, that is something that we regularly do look at and bring and make it as quick and painless as possible. But to your point, we can certainly look into having these um this policy revised. I might suggest that if you uh allow us to move forward with it like this now and we'll work with Niola and just see what they can come up with. I'm not confident that we can come up with a fix quick enough between now and this evening. Uh the other option would be if we just took this off of tonight's of the public hearing and just bring it

030back to one time um once we have that that conversation with Nola and make sure everything's okay. >> Yeah, I don't have a I'm not opposed to it moving forward. I just anytime we can remove policies that are unnecessary, um I would be in favor of deregulating as much as possible and letting people do their their jobs. But I believe it also comes to us in student progression plan is where all of that's housed. So if we're already if it just refers to student progression plan moving forward, I think that means that student progression plan has to get updated every year and that you don't have to bring us back another technical change if >> possible. And now it's a good it's a good conversation to have because we are working on all of our

031procedures. So they'll they'll go hand in hand. So when policies are changed to make them a little bit less confining at the same time you'll have the procedure in front of you to see what the procedure is going to look like. So then you know there's a little more comfort there and we're not just you know taking down fences without knowing why they were put up in the first place. >> Thank you. >> Please proceed. >> Okay. So the next couple of policies are around crowdfunding. Uh we currently have an existing policy 656 6605. Um our crowdfunding policy is just being revised to add some additional crowdfunding platform and monitoring requirements. And then we're also recommending adding a new policy um policy 6608 which just provides some additional accountability and oversight as it relates to

032fundraising and crowdfunding dispersements. This is a new optional policy that Neiola recommends, strongly recommends. Um the funds, it just it states in there that funds raised through student, parent or private groupled fundraising um are properly documented, reported and aligned with state and federal financial standards. And then it also requires a detailed profit loss reports, receipts, and records of how funds are spent or donated to districts and outlines consequences for non-compliance. And then policy 6610, our school internal funds. It just adds some additional accounting requirements for non-district supported student activities. Any questions on these few policies? >> Seeing none. >> Okay, moving on. Policy 7230 is our gifts to the school district. The revisions include additional accountability and protections for the board in the district. Policy 7540.02 is our digital content and accessibility policy. And these

033revisions just reflect um ADA requirements for web content and mobile applications, making it accessible to individuals with disabilities. Policy 8330, our student records policy, is being revised um to address maintenance requirements of threat management records and they're moving from um they're being categorized as category A instead of currently they were being um categorized as category B records. >> Mr. Sharpless. [clears throat] >> Thank you, Superintendent. Um question on uh 7540.02 digital content and accessibility. Um so this is all coming from uh title two of ADA. Um so this is federal law. Um and so it's it requires the policy will require us to uh vet third party links and apps for accessibility for ADA. Um and so my question is um is that in in the pure process now that we're doing that or will

034there be some other layer that's going to be uh added into into the process um for our external vendors um uh to meet those requirements. >> I can confirm on that with staff, but when I spoke with um >> I'm drawing a blank. >> This is largely specific to our website. This is not student content, student software. >> Um, in particular here, yes, we already have a process in place. Um, and we're currently continually working with our web content vendor [cough] to ensure [clears throat] that all of our content is readily accessible. >> Thank you. >> And one of the things um the majority of this policy as Mr. Hyde um indicated is web or website based. And so um Mr. Gary and his team looked at it extensively. Um, but it also went to

035Ann Pasco and her department and um, it it doesn't really change anything that they're already doing >> from my understanding from speaking with them. >> I want to make sure because it was federal we're dealing with federal compliance here. So, all right. Thank you. >> You may proceed. >> Okay. And these are our final three policies. Policy 8600, our transportation policy, is being revised to um based on amendments to Florida statute related to administrative hearing process for challenges for the school bus infraction detection systems. And then policy 8600.04 is our bus operator qualification, certification, discipline, and termination policy. We're adding a new definition of bus operator, an updated list of requirements that employees or contractors must meet prior to transporting students on a school bus, and a requirement that the district obtain and review a

036driver's history record from the appropriate state on a weekly basis if the operator's license in another state. And then finally, policy 9700 is relations with special interest groups, and that just adds a non-discrimination statement as it relates to prizes and scholarships. Questions? Seeing none. >> All right. >> Thank you guys. >> Thank you both. >> Board members, the next item before you is the American Federation of State, County, Municipal Employees, Local 2227 ASME Group. This is the 2025 2022 salaries and collective bargaining agreement. And Mr. Warren, our chief labor chief of labor and bargaining and employee relations is joining us. Good afternoon everyone. >> Afternoon sir. >> We're very pleased to come to you today and have in the executive summary a recommendation of approval uh for all of our bus drivers, bus attendance and

037a new position called van drivers. Uh we began meeting uh March 28. We finished our negotiations in March 28th. We we had been meeting over the months of February as well. Um, this is a group that when we finished bargaining, they put it out to a vote and we had 156 yeses. We had seven nos and two that were left blank. Um, the proposed tenative agreements include revisions to several of our articles and those were highlighted there in the summary. First, I want to offer the fact that the bus driver appendix B uh it offers a 2% increase across the board for all bus drivers. And what that means is for our beginning uh drivers, we go from 1908 per hour to 1946 per hour. Our more experienced drivers will increase from 2224 to 2268

038per hour. Our bus attendant salary appendix C increased by the same value of 2%. Uh their entry level uh hourly rates increased from 1530 to 1561. The more experienced being 1581 with an increase to 1613. We did work hard to provide a new uh schedule this year for van drivers. uh this uh creates kind of a stepping position where we have bus attendants that can migrate their way through to be van drivers and ultimately perhaps to be bus drivers. So we have developed a new salary schedule uh that was established for those drivers. An entry- level van driver would be at 1710 per hour and then the more experienced being at 1779. Um, we then move into contract language uh, discussions. Article four was one that we spent time on with the driver and attendance

039attendant service hours and workday. For a long historical period of time, we've had something called the golden rod forms that we've used, which is a typical form where they fill out in paper um, and they track their work. [snorts] Um what we did this time is we've moved with agreement from the golden rod process to an electronic process where they will have access to a Poke County public school electronic device and rather than having varying hours for routes and travel times all the bus drivers were leveled out at a 7-hour guaranteed workday. And so what that means internally is if your route isn't all those hours, there will be duties that will be assigned to them. Um, in the past, we've had them returning back to schools to do tasks and assist in that way.

040And Mr. Davis and his group and his managers will be working on those route times and plugging in any extra time. So those seven hours are accounted for. Paid leave was another discussion. Um we presented to ask me uh the u the paid leave and they enjoyed the benefit of that that provides them 15 days of paid parental leave. Uh we did also discuss uh the option of u they they enjoyed the benefit they did not want to um have benefit other than their attendance bonus. Uh we did offer them the buyback option of of like we had discussed in previous times with other bargaining groups. Um but upon bargaining at the table, they enjoyed the benefits of their their attendance language that was already in their contracts, but they did enjoy the benefit and

041appreciated the option of the paid parental leave. Uh that brings us to to the conclusion of what we negotiated. I'm open for any questions you may have, but I'm appreciative to uh Marjorie Patterson and the team that we bargained with. It was a uh very uh nice process coming together and a lot of good collaboration between Mr. Davis and his team and the bargaining team as well to to bring what is before you here today. >> Miss Miller, >> thank you for presenting today. I just want to say that um within my two year my two terms on the board I think we've made um huge advancements in what we're offering to our bus drivers and how we're recruiting them and I appreciate the work done in that. I want to again recognize Marjgerie Patterson

042and her and her work. she is one that rallies um even when bargaining and how they bargain has been been changed for them and and really moving away from from having that voice that we have made a consistent effort to make sure they're still at the table and um discussing these changes with them. I'm sure I'll hear if they're not working great, but so far the feedback has been very positive about what we're doing. And I want this group to know that even if there isn't um a vetted way through the legal system and and the state to have their voices heard that this is we will maintain that relationship because as an old legislator I won't name um reminded me that it is only good for business to have good relationships with your workforce

043and I think we try to extend that and we've done that with ask me and they've always shown up. So I appreciate Marjorie and her team and thank you for the update today. >> Thank you Wyatt. >> Thank you. Yes, I want to um recognize the team. Superintendent Hyde and I had a conversation just after we were settling with pea about our other bargaining groups and oftentimes PEA will get the first bite at the apple as far as whatever decisions are made in that kind of trickle down to everyone else. Um so I appreciate the team letting ASME get all of the same options that were offered to pea. Um I think parental leave is huge especially for this group. Um, and so I'm I'm thrilled that that was offered and they were able to

044make their own decision, not have to, um, live based on another group's decisions that were made. So, um, thank you for the team. I know it is more complicated on the back end, um, to have different groups receiving different benefits, um, but I think we have to if if we can't bargain with everyone together, um, that we have to allow every group to have the same opportunities, um, when we bargain. So, thank you for for the extra work that I know that that cost. Thank you, >> Dr. Thank you, superintendent. Good to see you, Mr. Warren. Yeah, appreciate your work on this. Um, you know, for me, as we receive messages from the superintendent, um, almost on a daily basis, right, of situations that arise with our bus drivers and our students, we recognize the

045significance of their work. So, thank you for that. Um, I I was curious, you know, just looking through the contract and, you know, and you're talking about the golden rod um situation, the change of that, does that impact? So it's it's a guaranteed seven hours, right? So does it would you say how many of our bus drivers would exceed um 7 hours of work day and you know when I think about like overages and overtime and so forth and things like that not sure how many would actually be over per day because what we find is it's dependent on the geographic area >> distance that they have to drive to pick up their buses >> and you know I I will say we have a lot of discussion of in the east side you know

046where we have the longer routes and the and the the the traffic is a lot a lot different. Um what this did for us with the seven hours, it allowed us to to be able to it helped some of the drivers that were deficient on the on the hours. So now they have a guaranteed budgetary >> um amount to to gauge for every month. And those others that that would be perhaps over 7 hours, there's a pay I think there's a a way they can be paid as well for those if they're over to to to be able to make sure they're paid for their time worked and served on those buses. >> Okay. and and a couple other things, Dr. Allen, so they can easily track and [clears throat] monitor to identify if an

047individual consistently goes above seven hours and then their midday assignment would be modified, right? So the the interest is not to increase overtime costs but their midday assignments and part of that went to address the issue. Um when we had additional dollars during COVID and wanted additional uh supports in our schools that midday gap between routes we offered I think we called it the sunshine club and drivers had three options. they could report back to a school with the principal's consent and they would either be assigned to the cafeteria to assist with custodial or to push into classrooms >> and that was incredibly successful but as you know that funding has dissipated. So this allows us to get back to some of that not for a long period of time each day but for abbreviated

048periods which will go a long way in our schools for mentorship and supports. So there is an added benefit there. But to your question again to reiterate, we can easily track and monitor especially by region to determine if there's overages and then we can adjust those working conditions and hours as needed. And again I think at the heart of my question is I didn't want a bus driver uh to lose out on compensation for you know those longer routes and so forth and travel time. Um, so I think that was really at the the point of that in the language it uh there's a separation of no experienced versus most experienced in regards to compensation. How would you define um most experienced? Is that based on years of service? So at what point does it

049exceed to then move into a classification of most experienced? >> What I'm going to do is I'm going to draw us back to that specific appendix because they are established by um >> steps. steps correct a it's either A through >> and I probably could have looked in the >> levels one through five. >> Okay, so five years here is another appendix that is initial placement that provides the years that I don't have in front of me but there is a differentiation of years experience that drops them into those respective salary levels of one through five >> and so unlike the other contracts where we have one for every year these are clumped by a range of years that direct us to the salary levels one through five. So to answer your questions, a zero

050driver, a zero experienced driver would be in salary level one. When we would say our more experienced, most experienced, that would be a salary level five. Okay. All right. And uh one last question. What's the total number of our bus drivers in attendance? Just for context as well. >> I know that number fluctuates. >> 652 employees at this time. >> Okay. All right. Um, yeah, I think I think that was it. I I do appreciate the elimination of the golden rod and, you know, as Superintendent Hyde mentioned and you as well, just this ability to to budget and have a fixed uh time frame. So, I think that's all I have. Superintendent, thank you. >> Yes, sir. >> Mr. Sharpless. >> Thank you, Mr. Warren, for bringing this in front of us. Um, I first

051want to say that last week was National School Bus Driver Appreciation Day. uh we celebrated that and so uh thank you to all of our school bus drivers in attendance and and van drivers. Um as I was looking [clears throat] through the notes here, I just want to make sure it's on the public record. Um when we look at the ratification ballot, um and you can correct me if I'm wrong, but reading this, it says 156 yes votes, seven no votes. So it's overwhelmingly uh ratified by the members of ASME. So um >> Yes, sir. 100%. >> Thank you. So, it's been agreed uh now it's ratified by them and it's come to us. So, >> that's correct. >> Let's uh let's get them what they need and what they deserve. >> Thank you, >>

052Miss Miller. >> Can you talk a little bit about that midday duties and who's accountable for what? We used to have a we used to have a fund that would pay them to do additional duties during the day. My question is sitebased management, sitebased everything. What is like who is the check-in person to make sure people getting credit for the hours? Who is the person at the district? Is like there a a place they can go to see who that hierarchy look what the hierarchy looks like? >> Yeah, there was a lot of discussion with respect to signing in with the PCPS devices to start the days and then as the day would evolve and the route would finish and they have the down route time in between their morning and their afternoon routes. They

053could go and check in to a school where they would swipe in and that would be documented. So, they're able to track those those minutes and those hours along the way. with respect to what's going on with specific drivers and geographic regions. That would be down to the manager levels on Mr. Davis's side where they're tracking, you know, what's going on with respect to routes that that may be changing or evolving. Um, and then uh pushing them into schools for opportunities to serve there. >> And the principles are all on board with this and we'll utilize them as necessary. >> Yes. Yes. >> Thank you. >> No further questions, sir. >> Thank you. Next item we have is Miss Rouse, chief of staff, will be presenting strategic plan goal area number five, but it does

054not look like Miss Rouse. [laughter] That looks like Miss Everett and Mr. Bruno. Sorry, I go by what's put into the agenda. >> It's okay. Good afternoon, um, Chair Sharpless, Vice Chair Keys. um board and superintendent. So, Miss Ever and I are here to um present goal five. Uh we were going to go earlier um about a couple months ago, right? And we got kind of pushed off. Goal five is the goal that is about the whole child and is actually in your who we are statement. Um I noticed that at the end of there. So, this is one of the goals that really makes you feel good. Um this is why we're here as far as developing the whole child as well. Um it's in the back but you can see we talk about

055academic excellence, the physical health and safety, social emotional and then the fine arts expressions as well. So we talk our first objective is 51 facilitating and align effective wraparound services for students based on individual needs. One of the areas we're going to highlight is Hazel Health. So this is something that uh Mr. High brought in back in 2021. 2022 was our first year and it's basically to provide supports for students um either physical visits, you know, if if they're having if they're sick, not feeling well, but also mental health visits, which we know that's a high priority as well as we go through. Um and as you look at the data, it has increased drastically just in those past four years as well. So I think the first year looking at this there were,19 virtual

056mental health appointments and last year during the 2425 there was um 5,759. So schools are definitely using it. Schools are always doubling how how many referrals they have every year. We have some schools 99% of our schools are using Hazel Health. So it's def is needed and it's an area that we know that um it saves classroom instructional time. During the 23 24 they had over 10,000 hours of classroom time that they saved by students being able to do the visits virtually instead of having to be checked out of school. They count each visit about as about three hours time a parent would check a student out, take them to the doctor, bring them back, check them back in. So that's kind of how they come up with their numbers from there as well. Um

057so just as you can see from in the documents and different things like that, all the different data from year to year with that Hazel Health. Um it it's a need that we have. Um we we talk about it at principal meetings. Hazel Health usually comes in once a year during during principal meetings discuss how do we can make it better? How can we refer more students? Making sure that we're always there for our students that are in need as well. Okay. >> So the next one is um 5.2. So this is a new goal or objective from when we first began and we wanted to add this in to so that we could kind of make sure that everyone was aware of it and this one is focused on resiliency. So we know that

058the state adopted the 11 resiliency standards back in 2023 and they rolled out resiliency coaches but we really haven't gotten a lot of direction and so we kind of took it upon ourselves as a district to say what can we do in the area of resiliency. We repurposed one of the positions that we have in school counseling. They are now a K12 resil resiliency coordinator and she has been working exclusively on building resiliency resources for our students and for our staff. We now have a PCP resiliency education Facebook page. She focuses a lot on the resiliency pieces happening in schools. A lot of their focus on the resiliency standards and she highlights that information every month. She's also created a schooly page where she is putting constant resiliency education materials into that schooly page and

059pushing it out through our school counseling team to make sure that our students are being exposed to those standards. Um it's it's really created a movement. We have a lot more work to do. but she also comes into our different trainings for our school counselors, our administrators, and she's actually modeling how to embed resiliency standards into the work that our teachers are already doing. So, it's not one more piece. It's really building the awareness of the activities our students are doing in their classrooms are building those resiliency standards. So, just kind of bringing awareness to those different pieces and we wanted to make sure that we highlighted that. Also, we have resiliency coaches. Those are volunteers in our schools that go through estate training and then they work on these pieces at the school. As

060of when we were going to present originally, we had 12 resiliency coaches in our schools. We had eight enrolled in the training course. We had 18 awaiting clearance so they could enroll in that training course. And then we have 43 people that have expressed interest, but we haven't gotten them signed up yet. And so we work with um that resiliency team works with Janette Crowley and they work together to recruit those resiliency coaches. And I will say we are kind of on the cutting edge at the state level because we do have a position that's focused on making sure these standards are highlighted for our students. So we're really proud of that work. And then the last one we wanted to highlight was 5.3. And I will say this, when we were trying to decide

061which ones we wanted to highlight, we were limited to three. It was a really difficult choice because I will say this strategy is full of the amazing and really cool things that we do for kids across the district. But we wanted to end with Pulk Rise and as you know that is our kind of enterprise program where we are working specifically with first generation college students who are lowincome and high achieving and really making sure that they're able to capitalize on all the post-secary opportunities out there for them. Um, so right now they are in their 11, our first cohort are 11th graders. Um, and we now have a cohort all the way from sixth through 11th grade and then next year we'll have the full co cohort of 6 to 12. Some highlights that's

062happening with those pieces. We had four students last summer participate in the preol at Eard College. It's a summer residential program. One of our college navigators actually scooped them up, made sure they were prepared, had all the materials for the overnight stays and actually drove them down there and also picked them up to make sure they could access that program. We had one of our Pulk Rice students complete the youth leadership um Pulk 2025 program. There were a total of eight completers in our district. One of those was our Pulk Rice student. We had five students accepted into the Randy Roberts Capital Classroom Tallahassee experience. And actually Pulk Rice students made up 20% of that class and that includes students at our charter schools and our private schools and that speaks to the preparation they're

063getting through those college navigators. So that's pretty exciting. And then we had five students apply for QuestBridge. Um there were over 25,000 applications across the country. They selected approximately 3,500 students across the district or across the nation, excuse me. And three of those students are Pulk Rise students. So that is a huge accomplishment for those students and their navigators and we're super excited about that. And then if I'll take two seconds and just kind of give you a couple of testimonials that are really talking about the cool things that happened. So our navigators are really focused on doing all of their parent meetings at this point. If they're not virtual, they're on a college campus. So our parents and our students are being exposed to the college campuses. So, one of the last visits, a

064parent stopped one of our navigators and talked about how the parent is now interested in going to college and sees that as a real possibility for them. That's changing families, right, for generations. So, that's amazing. And then a really cool text that came in after the last visit as well. We have a family who's going out of state for a summer uh trip and each of the kids are allowed to pick an activity, whether it's an amusement park or, you know, whatever. Sky's the limit. And the middle school student told mom his goal is to tour the college that is in that area where they're going. So we have a middle school student of all the things in the world is like, you know what, we're going to go visit this college and the whole

065family is going to go. So it's really changing families. It's changing the whole idea of what's possible for kids. Um like I said, we have the best goal. No offense to the others, but we get to do some really cool things with kids across the district, but these are just a couple of them. And with that, we'll open it for questions or anything we can help answer. >> Mr. Sharpless, >> thank you both for being here to present today. Um, I've got a comment and then a question. So, u, my first comment is, um, you know, we have we're seeing it's harder and harder to hire school psychologists. Um, and I just want to say that the reason why we do Hazel Health is we have to fill a gap. Um, and that um, I

066really appreciate you highlighting that. um mental health is really important for our students especially post pandemic. Um and so thank you for highlighting that. That's my comment. My question is actually for a different one. um objective 52 um you didn't talk about this strategy but I remember from the um [clears throat] from the all the documentation we had for the retreat we talked about uh random searches right and um and I was just wondering is there any data um that we have that is suggesting that our random searches are acting as a deterrent to bringing weapons or vapes onto campus have we done any kind of uh data collection on that or >> we have not >> okay >> with Okay. >> Well, I mean, we know that we know >> will be there. >>

067So, yes, but not information we will disclose here today. >> Okay. Thank you. >> If that's the interest of the board, we'll be happy to compile that, [clears throat and cough] but that is not something we would typically >> understood. That would be more of a close session, but it >> has indirectly led to a reduction in vaping on the days where we do our random screenings. Um, but as you know, because you receive updates after every one of our searches that we do not have a pattern of locating other items that would cause concern. Sorry, Mr. Bruno. Go ahead. >> You're good. >> I just uh Yeah, if you could share that, superintendent, I would appreciate it and thank you for all you're doing, >> Miss Miller. >> Thank you for sharing that information

068today. I think I'm just going to go back to how parents are receiving this information of what's available. Yesterday I left um a Project Search graduation to find a young family in the lobby who was interested in Project Search, had no idea that it existed. You know, I go back to their school and ask their guidance counselor who may or may not know what how what it, you know, what it is and how to access it. And I think that's with a district this large, I think that's one of our hurdles is trying to disseminate information to the end user. um it's not always the channels that we are currently using or have used in the past. So I'm once again going to be an advocate for all of this going on a user-friendly online

069resource. So when I see somebody I met another student from Lakeland, a first generation college student whose parents said you're going to college, it's all all on you. So by the time she gets to me with a 4.2, she has no idea where to go. Her her guidance counselor has a case load of 300, I'm sure. I mean these high schools have large case loads. So, how do we give them how do we act give them the information to access it in their convenience on their timeline um with followup? And I think it's going to be digital and tech and I know we're moving in that direction, but I think until we can get there, we're just there's going to be a huge gap on the user side of this. >> Yeah. And I would

070say I agree and one of the things we we've been spending a lot of time talking about is making sure that we are in touch with how people consume information, right? We may be doing a lot of the things we've always done, but it's not as effective as we need it to be. And so we are definitely having those conversations of how to improve >> and I think to use our limited resources um to get the biggest impact we need to do those surveys like how do you receive seniors ingoing nth grade parents as an ingoing ninth grade parent I had zero idea I have access to people that most people don't have access to. So I think those you know building those bar graphs and those in those flowcharts for parents and making it

071digital will be um the benefit to the district. And one thing that we've added this year too is we with our assistant principal curriculum meetings that we have for um secondary schools once a month, we've added the lead counselor with them and they come in the morning with them. And so a lot of things that we know need to be shared out. They're they're ran through a lot of the different parts that happen at schools and the middle schools get to see what's coming for the high schools and then the high schools vice versa. That has helped connect some of it with the schools and then we let schools share out their best practices as well. Do we let the schools decide what that best practice is or is there a template that they all

072use? >> We do let them have input on those pieces. One of the things we have found and and I think this is what Mr. Bruno is kind of alluding to is a lot of our historical knowledge is leaving us, right? As those people that have been in the schools, especially in a school counselor position for 30, 35, 40 plus years, they are leaving. And so there isn't there's a whole lot of programs that are out there that aren't specifically trained on per se, but it's a lot of just knowledge that's been out there. So we've been taking a very specific approach to what are all those different pieces and approaches to um programs, processes, making sure students are aware, making sure families are aware, but we have to start with our staff as well.

073And so that's where we are bringing these pieces forward and having these trainings. And then we've been talking about and we're starting to do it where our team a lot of times has that material, right? We have the slide decks. We meet with parents. We do parent meetings. We're pushing that out to all the schools so they're not having to recreate the work. They're not having to come up with a way to communicate it. We can go ahead and give them that content to share with their families. Now, the next step is making electronic on the schoolboard website, on the school website, so that it's easily accessible. Um, but we're going to start pushing much more of that information from the here all the way into the schools and to the students and families. >>

074And I want to thank you and your staff for taking those one-on-one meetings with students. It's just we have 100,000 kids and so we've got to make it accessible. Thank you, >> Mr. Keys. >> Thank you for presenting. I going one by one here in 5.1 um statement, but making me smile. I would assume that we've met our KPI of 5% on that based on that. And it's it's it's it's wonderful to hear that because when you implement programs and you see little use out of them, you kind of wonder what are we doing it for? But this is a great example of that. So, thank you for that update. 5.2. Um I want to say, you know, I'm glad that as we got these um policy on in on resiliency coming down, resiliency coming

075down from the state. Um I applaud our team on being early on that and taking the initiative to say hey let's develop our own program because it is very important. And then finally on 53 um I agree with Miss Miller. You know we we have Poke Rise is a great program and I think getting the information out to the students letting them know you know those resources are available um is very very important. Um and just you know to see the success of that I'm anxious to see because I said our our baseline is established 26 27. So, I'm anxious to see the data that comes out of that afterwards saying, "Hey, let's we've already got some great examples of we're being successful at, but it comes down to me for the data. Um, but

076just glad to see the engagement on it and excited about that going forward." It's a great job. >> Thank you, >> Miss Wallace. >> Hi. Thank you all again. Um I had just a couple thoughts slashquests around uh one of the things that I'm very passionate about and want to see us continue to move the meter on is our bright futures eligibility at every tier as a district and was [clears throat] curious if that topic with around you know FA completion um you know making sure that we are farming our PSAT test takers once we get that data back is all that under this silo. >> No, >> it's not >> it's academic attainment. >> It's the academic piece, but we are doing a lot of that. And so to your point, I don't know

077if it was last month, we had a >> hour and a half um training on PSAT, National Merit Scholarship. What do we do with that data? How do we target those students? Make sure they're using it as a practice opportunity, but are we also making sure students that are within range of achieving national merit? Right? We know we have those students, we have more than are achieving that. How do we make sure that those families are aware of that and the resources that come with it? So, that's those are the pieces that we are working really hard on to really train our staff. And it's not about it's kind of like when you know more, you do differently, right? We're not asking them to do more. We're just asking them to strategize a little bit

078differently. We have talked about bright futures. I know I've talked to Mr. Hyde about our bright futures numbers. That's another metric I think we can absolutely move by educating our families very early. We need to do work there, right? Yes. Absolutely. >> And and I understand too that sometimes PAT scores can wake us up to talented students that may have not been proactively enrolling in honors or advanced courses. >> Absolutely. >> But then they sit in and and then we can make sure that they know, you know, what they're capable of. So, >> um, cool. Well, thank you. >> And we've actually talked about we have some eighth graders that take that as part of our pre-early college. And then we also talked about are there ninth graders that we need to be targeting for

079that class? and and with that goes the teacher education. How how many of our teachers really know what's on that test and can they embed some pieces into their curriculum that also helps shore that piece up for the kids. And so that's kind of where we started with administration awareness, school counseling awareness. Now it's pushing down into the teachers as well as the kids and the students. >> And I didn't realize there was a class I I was more thinking about the statewide 10th grade PSAT that the state pays for because we I'm assuming get pretty high participation in that. everybody. Yes. >> Um you're looking at the you're looking at the original guinea pig because I think the high school class of 2003 was the first set of 10th graders that got that. Um

080not that I didn't have enough tests going on as a student, but um but yeah, so I know that or I've heard from people who've been around the block a while that that once the state started providing that that it allowed districts like ours to identify more students for potentially more rigorous course work. So >> absolutely AP potential. >> Yep. Thank you. >> On that as well, >> Dr. Allen. Thank you, Superintendent. Yeah, if I recall, it was Mr. Wayne Green that brought the Pulk Rise program to us in that initiative. So, uh, great to see just these outcomes and, um, very exciting. >> We're about ready to take it on the road. So, I mean, we're getting a lot of interest from other districts that are asking about what we're doing, how we're doing

081it, the lessons we've learned, and I know they're the navigators are a little nervous, but we're about ready to to show off. >> Love it. I can't wait to sit in that presentation somewhere uh around the state. uh if that affords uh the opportunity. Um yeah, because I mean education one of our strongest pillars of hope within our community and you know can break the cycles of poverty in a big way. So thanks for sharing that information. Um I will get a little bit more on the critical side and this could be for superintendent. Not sure when the Hazel Health uh will come to us. I know we evaluate that on an annual basis. Um I was just curious so when we see okay we've we will increase mental and health visits by 5%. Does

082that account for our population growth as well? So let's just say you know we've had you know well in the last 5 years we have 13.6% growth. Um so you know obviously that's going to scale the usage. So are we looking at it, you know, comparatively to the growth of student counts. So you know when when we have that that comes to us is, you know, to the board probably [snorts] sometime this summer. Uh I would love to know and see it by school site. Um and and the only reason I'm just thinking of like for example our community partnership school, right, where we have Central Florida Health that's there, it's a health center on site, but yet we're still marketing Hazel Health. And I'm like, ah, doesn't feel right when we have this service

083that's afforded to the students and to the neighborhood uh and and is part of that initiative with the community partnership school. But if there is a school that not seeing utilization or their utilization is dropping, is there a way to negotiate those rates um in a sense when we go through that annual uh evaluation and approval? But that's I don't know if that's something that we can see um when it comes before us. >> Just to clarify, the board will not see that this summer. The board approved that for a two-year extension. >> Was it a two-year extension? >> That's correct. And then when the funds expire because we used carryover funds >> um from the federal government at postcoid dollars um if we choose to continue >> then that will have to require a

084budgetary conversation with the with the board um because it will then have to come out of general funds or out of hopefully some other mental health allocation that the state may be considering in the future. But the Hazel data takes into account the baseline from each year from the prior year. It does not include necessarily an adjustment for increased enrollment because it also doesn't adjust for increased decline with students transitioning out of P County Public Schools. So, it's typically just based off utilization from year to year. Um, but the again the board will not see that, but we'll be we will be providing you the end of the year summary on use and utilization. >> All right. Great. Thank you, Superintendent. Appreciate it. That's all I have. >> Miss White, >> thank you. You guys

085really do have the most fun goal, but that's because this is the reason that kids come to school. Um, you know, it's great that they when they want to learn math or science or other things, but really the the wraparound services, the thing the the things that make them want to get involved are the arts, the sports, um the potential to do a college tour. Those are are the fun and exciting things that that make them wake up in the morning and get out of bed and get on the bus in time and and keep their grades up so that they can can participate in in those fun things. Um so I I love the RISE program because I've been very involved with Randy Roberts Foundation and um youth leadership since those programs inceptions. Um

086and it's always been how do we get more students? We have this great program that we can offer, but how do we get it out to kids? Um, so I was really really excited when we spoke to them earlier this year and they had 20% being Pulcry students is huge. um how do we make sure that that message is continuing to get to students? And I think this is exactly what you're doing and Miss Miller talked about it a little bit, but that it's getting directly to the students because so often we have guidance counselors that are pulled in a million different directions and especially for things like this where they have a deadline for when you have to apply and if it if your guidance counselor was out that week or if there you

087know there's it's not getting the information directly to them. Um, so it sounds like you do have plans to have that have a landing page where we can direct families to that is not just if your guidance counselor knows about it and shares it then then you get it. Um, because I think that's always been the biggest concern. So so that is coming as well. >> I always think about you know the amazing thing about PK County Public Schools is we have so many opportunities for kids. >> The hard part is making sure everyone understands and knows about all the opportunities for kids. And so it's an ongoing challenge and we're up to the challenge and we have to kind of rethink a little bit about how we push out information and we have to

088get directly to the consumer. I think it will absolutely help. >> Absolutely. Well, and I'll say one of the the greatest thing and I I believe George Jenkins may be the other one that does it and there may be more that do it now. Winter Haven High School used to have a scholarship bulletin that was posted every every month a new one came out and so everyone could access it. you knew if you wanted to look at a scholarship, you needed to go to the scholarship bulletin that I don't feel like for our opportunities, we truly have this is one place that you can go to look for every opportunity that's out there. Um, so I'm excited to hear that that's coming because I think, you know, to Miss Wallace's point, you have students that

089may be interested in it, but haven't expressed interest. And when you have a case load as large as many of our guidance counselors do, they don't have the opportunity to really sit down and get to know, you know, what types of things are you looking for? And then come back and say, oh, you know, they're interested in civics and we just saw this and that's the student I need to make sure gets it. There's just not enough hours in the day. I think all of them would love to do that. Um but so [clears throat] having one landing place that that's you know if you're a freshman these are the opportunities for freshman if you're a sophomore these are the opport that we can just everybody needs to go and look at that that place

090um would be helpful from our end too I think to just be able to share that with parents and make sure everybody's being pointed to the same place. So I I'm glad that you guys are already looking at that. I I want to piggyback on what you just said and just what I'm thinking and I'm I I'm one of those weird adults who very vividly remembers being a kid and and a lot of and I think there's a lot of kids who don't know what they're qualified for, right? Or they picture themselves a certain way and then this data comes out about them and then it becomes our job as adults to tell them, hey, you you've got a lot of potential here and they they don't know that. And that's what I was more

091talking about with the PSAT thing or any other indicators we see. So that's great. Thank you. Thank you. >> No further questions or comments. Thank you. >> Board members, the next item before you is the fleet recommendations and board presentation. Miss Jenkins, if you'll please join us and introduce everyone. Board members, as a reminder, please sign up for speakers. When it's your turn to speak, I'll call your name. Good afternoon. Um, >> good afternoon. >> We have two groups with us today and the first that I will introduce is Ryan Franza and Matt Susen from Marsh. >> Welcome. >> Thank you guys. >> Good afternoon, gentlemen. >> Yes, please. and they're going to present to you today about um our savings analysis and clinic care options regarding our health plan. >> Thank you everybody. I

092just wanted to say thank you board chair Sharpless, board members along with uh superintendent Mr. Hyde, uh General Counsel Green and Miss Winchester and Miss Vega. Thank you for the opportunity to be in front of you in Pulk schools today. Um we come here today in front of you as what's known as care delivery. This is going to be your clinic care delivery and how it's going to save you revenue and money for your members and how it ties into care for all of your your uh employees. If you take a look at this, this is our overall care delivery team that's part of Fleet. We work for Marsh, but we are a subcontract of Fleet. Um, I am the executive team lead. Ryan Franzo runs all of the data analysises and everything else out

093of Dallas. You have Johnny Fontnot who is the vice president of Marsh for the entire country for public sector and then you have Scott Gibbs who's the vice president of Marsh for all health care for for Marsh for public sector and just so you guys know um Marsh is the largest insurance consulting company in the world. Um we love the opportunity to be in front of you and so we'd like to bring the savings for you. So, what we did, if you take a look at the slides, is that we went ahead and took each one of your projected medical claims. We went a deep dive over a three-year process. Inside of that three-year process, we noticed each one of the different categories that you see on the lefth hand side. If you're looking at

094this, you'll see year one claims projection. That's going to be next year. And it shows if we were not involved, where your claims would be. It also breaks it down by hospital, outpatient, non-hosp procedures, specialist visits, and stuff like that. So in doing so, we see a reduction of $25.4 million by next year based upon some of the following facts that we found. Your ER visits, you have 3,200 ER visits. These are sinitis, back pain, ear infections, influenzas that could have been resteered towards the primary care. So when these individuals have an instance because you have some opportunities that these employees are not able to find health care, they just go straight to the to your ER, which is killing your plan. All right. The other thing is is that 67% of your population has

095at least one chronic condition. We love that. Might not be good for you right now for your claims, but we love that because that gives us an opportunity to show you what we can really do. These are hypertension, diabetes, liver disease, all of those. And just so you know, what our care delivery does is we engage with each one of those groups. So if you have diabetes, our care delivery teams will come in and they will actually work individually with each one of them. And it's not Marsh that's doing this. This is 19 clinical providers that will go out for your RFP. So each one of those um chronic conditions will be reviewed by our teams. Each person will be actually reviewed and get their own care delivery plan which is very interesting. Inside of

096that you have the second your second largest cost driver is muscularkeeletal. Um we know that if there's an opportunity to get those individuals ahead of actually going in for surgery, we can actually reduce the cost there. and your labs and imaging, you have the majority of your spend is facility based. So basically what you have is a lot of employees that are going to the hospital for a lot of their things. We know that by having a strong primary care network that we'll be able to direct care into our primary cares and direct into some of the um direct contracts that we'll be able to provide um high-cost claimants less than 5% of your population accounts for almost 50% of your total spend. The direct primary care model will be able to take those individuals

097and work with them. Are there any questions up until now? >> Okay, see none. >> Okay. Wow. All right. Now, when you look at your U projected RX, taking your last three years worth of claims, and you look in here, you see a variance of uh $4.1 million. Now, that's going to be because of a couple of things. First off, your GLP1s, which are a high cost inside of your claims um for for RX is going to be that you guys are spending $1,72 for each one of your um each one of your GLP1s. We get those at 500. So, let me back up real quick and explain how this whole thing works. So, inside of your clinics currently, you provide services, right? You might be able to get blood work, you might be able

098to get a little bit of imaging, and you might be able to do some of those basic needs. But what happens under the fleet model is that we go ahead and then we take those and we direct contract with some of your comp your con your um Lakeland Regional, Advent Health and others to reduce the cost. So what happens is is once they're referred out, they get a reduced cost. It is all included in the per member per month fee. So where you're going to find is is almost 85% of your people once this goes in will never pay for health care because the majority of them never have to go to the hospital. So they will so even if they choose a plan that costs $100 $200 a month for them for the the

099payment out of the paycheck, they will never hit the actual plan because you will they will never see a claim that comes in because they don't need to have an emergency knee surgery or brain surgery. Um also when we do an evaluation of the individual RX what ends up happening is is each one of the individuals sometimes you see this in many places where somebody will go to one urgent care then another urgent care then another urgent care and they end up with medications that are three four times doing the same thing. So we're able to reduce by basically looking at each one of those. Um, I wanted to also tell you that inside of our clinic care delivery model, they're not going in to see a doctor for um, 5 to 10 minutes, which

100is normally what you see them come in real quick. They review your charts and all that stuff. They're in there for 30 to 60 minutes. They get a real evaluation. They're taken care of through their tests, through everything else. And then they get phone calls. They reach out to them on a constant basis. If 5% of your population is costing you 50% of your actual cost, they will focus on those individuals and get them healthy. That's where we see a lot of our cases. So when you look at those both of those bar charts from this one and the previous one, you can see where we reduce each one of those areas. Any questions up until now? Seeing none, we'll move forward. All right. So let's look at the year one projected clinic and then

101Brian, if you have anything to say, >> just go ahead. Um, so you have your projected claims right now for next year is $168 million. Under the clinic impact coming in, you have the DPC savings of 15%, the faring savings of 2% which totals out at $29,594,000. That's if our clinics are being able to come in. That's a five clinic model is what we're thinking. The RFP will come back and tell us differently, but that's five clinics that are going to be deployed into the major city urban centers. Some people think that they want to put them where the urgent where your highest amount of people are. That's not where we do it. We do that and then we also put the location based upon your indigent care or your um chronic disease individuals. So

102if you have a high chronic disease population, we tend to put them closer to those populations. Also, in doing so, the on-site clinics are going to end up costing $17 million. Total projected spend your year after you take the cost of the clinics is 155 million. first year net projected savings is $12,276,000. Now, let's talk about that. Many people have come before you guys and said, "We're going to save you this amount of money and then within a year you don't see those numbers." That number when it comes back, it'll be a little bit more, a little bit less based upon what the RFP presents will be a guaranteed savings. Meaning that if they don't hit that number, they cut you a check. And so that's the difference between what you see and what you've

103had in the past. Any questions until now? Miss Miller, >> thank you. Um, thank you for being here today and I appreciate your acknowledgement of what vendors provide when they come to us. Um, someone who served on the insurance committee, who's worked in insurance, um, unfortunately it's not my favorite thing, but it's also something that if the contracts do not read, as you just stated, we come back later to find out in the fine print we're owed nothing. Um, or there's some kind of no compete where there's not another vendor that could come in. I've watched this happen. Um, and part of that is on our staff to make sure um, those contracts are locked. Um, my question is the time frame that you talk about getting these people in with the large, we are

104the largest employer. These people will have to come through the clinics. These aren't going to be people that choose not to come to the clinics. So, can you talk about um, two things? One, the time frame to go through the people that use these clinics as primary services and you see the lot of them that foot traffic. And two, back to the messaging again. How are we how are you disseminating this information to 10,000 um people to make sure they ch they choose your clinic because it looks like a savings. Um you know, you talked about GLP-1 factors and and we talked about that extensively with the insurance committees because we are our cost and the pharmaceutical side is astronomical not just for that but others. Um and so I guess the areas I'd like

105for you to hit on is time frame to move through the people that use the clinics. if we bring in five like you're like you're proposing and what you do and combined with what we are going to have to do to message your services. >> So I can answer some of those and I can feel Ryan starting to get excited to answer some of them too. Um in regards to your clinic timeline, we've we feel very confident that your clinics will after you get the RFP out be ready January 1st. So just that piece. Now getting the individuals inside of the clinics is all based on scheduling and everything else that we do. I understand that you're having difficulty right now. We're receiving some of those emails. We're dealing with them on a regular basis

106about the scheduling that you guys have. Some people are trying to get in, they're not getting in. That is not an issue with what we deal with on a regular basis. Did you want to speak directly to that? >> Yeah. So, um, every one of the clinics that we set up, it's either same day or next day uh, visit depending upon when they call in for their appointment. So, if they're calling in at 4:00 in the afternoon, it'll be next day. If they're calling in at 8:00 a.m. that day needing to see the primary care physician, in most cases, they'll be able to see them same day. The reason for that is we staff our primary care physicians at an acceptable acceptable patient panel rate. Typical primary care are seeing anywhere between 2 to 3,000

107patients on their on their panel. Our advanced primary care um the clinics and the the doctors are seeing anywhere between 800 to a,000. So because of their patient panel, they're able to see those patients for more time as well as get them into their office quicker. >> And your hours are based like urgent care hours. >> Yeah. So they're going to be based within the the time frame of the day and then on the weekends as well. Okay? >> Because that was one of the issues that we have is people working andor our bus drivers, you know, can they get to the clinics and the other issue that we have is our clinics sometimes either for whatever equipment's not there or not working, they're they go there and then sent be sent again to another

108facility which is double the cost or you know it's additional cost. So your clinics are prepared for most urgent care kind of um diagnosis or tell us a little bit about what you will be able to serve. >> Yeah, so they're going to be able to serve uh the majority of urgent care, they'll be able to serve all of primary care. So some urgent care needs that would require technot. they may not have that actually at their facility and then they refer them into a direct contract of an urgent care or another nearsight um facility for those types of services. Uh you asked a question earlier about how do we educate employees on this? All of these savings analysis and these numbers are based off of if your members come into the clinic, their deductibles,

109their out of pockets, their co-pays are waved at 100%. So, these GOP1 drugs that are um over $1,000 right now for a prescription, they're typically getting picked up at Publix, CVS, Walgreens, and there is a a co-pay associated with that. Uh or they're on the high dollar deductible HSA plan. They're paying the full cash amount until they meet their deductible. What we're doing is we're sourcing those medications directly to the manufacturer. We're bypassing a couple middlemen, which is the pharmacy and the PBM. And in being able to do so, we can reduce that that cost down to where it's 500. And you guys waving a deductible or a co-ay is a mute point. So, we're incentivizing your members to be able to uh get the care that they need um and reducing their their dollar

110amount to access that care. >> Thank you. And I'm sorry, one more thing because I'll forget. Um therapy that's provided at the clinics we currently have was another issue like doing PTO at the clinics. Is that something your clinic provides? and that in those um stated hours. >> Yes. So the RFP so we do a full extensive RFI which has already been done to the 19 care delivery vendors and then from there I have a scoring metric to show okay who's able to do what um what are their quality outcomes and basically rank and file of these care delivery vendors which ones are incentivized to reduce corporate health care costs which is a big big deal. Okay. And then from there when we go into the RFP we get into more specifics of okay these

111are the needs for Pulk County versus another county versus a smaller uh rural count county on their claims. Um the reduction of health care costs for an employer. There are many care delivery clinics that are either associated with a hospital system or are not held accountable on an ROI. That's fee for service. Our entire health care system is fee for service. Okay, there's very very very few clinicians that are actually measured on quality outcomes. The reason why Fleet hired Marsh and the care delivery team is not only to establish these new clinics but to also oversee your existing clinics. >> So we either optimize the existing or we replace with new options options. >> In regards to what you're saying about educating your members, there's two pieces. The first one is is that there's a

112strong communication piece that goes out and reaches out to your 5% that are costing you the 50%. But because of our relationship with Fleet, Fleet has almost 70 to 80% under their model of participation inside their clinics and they'll be able to present that to you next. But we won't have a problem with your members participating inside of our our clinics. Um, you know, so if that helps you understand. >> Yeah. I just want to make sure you know a lot of our like anything else until it's a crisis in your own home you don't realize the opportunity and we have a lot of people who still don't know if they went to our clinics they wouldn't have to pay that $50 co-pay so I can imagine introducing you know this option it will be

113the onus will probably a lot of it be on us to be able to get that information out but I think once people start using it they'll share that within their networks with within their different sites >> we work very very strongly with your labor we work very strongly with all having communications get out is not going to be an issue too much for us is what I would say. >> Miss Wyatt, >> thank you. When you talk about the and I appreciate your your comments on the alternative sourcing for GLP1s, several of our specialty drugs, there's there's a generic, there's different renditions that >> Yeah. We don't we don't if they're being diagnosed this, we don't send them this. We send them exactly what they're doing. They were not mixing something in a basement

114somewhere. >> Okay. So I guess that's my my question is you know we've had this conversation even recently with um when we have a specialty drug that is prescribed by a provider that is the drug that their provider thinks they need. Um, and several times that's, you know, there may be a generic option and I'm I am totally fine with, you know, you have to try the generic option first for so long and then we'll approve the one that's but my concern is that there we've had presented to us before. We're just going to get we don't f we don't authorize that at all or we're moving everybody to the generic. So my question is how does that play into this? >> So prior authorizations or pre-certifications is probably what you're implying. um those all

115go away at the primary care level when they're going through this. >> Okay? >> So, this primary care doctor again, because of how they're measured, they're measured to reduce your health care costs. Okay? They're going to prescribe the least expensive, best outcome uh drug for their members. Okay? So, they don't have some pharmaceutical rep selling them the latest and greatest GLP1, and the doctor's like, "Well, I mean, I get paid off of prescribing this. I don't really care what it costs. You got a $50 copay. go to CVS and pick it up. Okay, that whole uh way of provide or uh um writing prescriptions goes away and it focuses on what does this person need and what is the cheapest way that we can get that medication. So the GLP1s, Ompicil, uh Ajaro, they are

116the exact same medications um that we are getting that you pick up at Publix. All we're doing is is we're mailing it to you. And by mailing it to you, we're able to go directly for the to the manufacturer, bypass the pharmacy benefit manager, bypass the uh the actual pharmacy, bypass all of the rebates that are um kind of a smok and mirrors and go directly to the actual source of where the medication's dispensed or uh manufactured. >> Okay. And I guess I'm I'm talking more when when we're looking at like autoimmune disease and things like that, like hum for example. If hum is working for you, I don't want to take you off hum because you can't get back on >> that. So I that's what I want to make sure that we're not

117requiring people to move to different drugs. >> No, there is there's there is no sort of step therapy or prior authorization requirements for people to get off their drugs and go to something else if they want to continue. So let me paint the picture this way. If [snorts] you want to continue to have your healthcare the exact same way that you have it today, you can. >> Okay. You're going to have that health plan. If you're looking at, hey, you know what? I can't afford a $5,000 deductible and I want to go see a doctor and I need some medications. this is a great solution for you. And the marketing of it, the best marketing is the experience. So word of mouth, a good experience bypasses any sort of push notification or flyer that we

118can put out. >> Okay. And so this is based on because obviously a lot of it because access to our clinics is not great currently just because there's not appointments available and and if there are appointments available, they're at 10:00 a.m. and I'm teaching in a classroom at 10 a.m. I'm not going to take the day off to to go in. So this is based on what percentage of our employees choosing to forgo their current primary care and use the clinics. The >> first year savings is is about an average of about 35%. Okay. It starts to step up as the year goes on and then as you look into year 2, year three, and year four savings, we start to weight that um into year five where we're capturing anywhere between 70 to 80%

119of your population. The way that our clinics, again, the way that we set up our clinics is is um there's nearsight and there's on-site. Uh, I'm not a big believer in on-site, okay? My wife was a school teacher and when she got sick, she never wanted to go to the actual on-site clinic. Like, why would I go to my employer whenever I'm sick? So, what we look at is on a heat map of like, hey, where do people do their lives? Where's the nearest Publix? Where's the nearest Chick-fil-A? Where that those are the places where we want our clinics to be. >> Okay. Thank you. But if there's an opportunity that you guys already have an existing like you do here, we're more than glad because people already know it and existed to be a

120part of where it goes. That's the second part of the RFP. The suggested model of having those multiple ones outside is going to be based upon what your existing infrastructure already is. I also wanted to talk about you said the other drugs besides the GLP ones. 20 out of the top 20 drugs that you have cause over 50% of your your cost. We see or 54% of your cost. We see a 50% savings in that area because of that direct contracting that we have. Again, they want to stay on those same GLP1s. They stay on them, but they can get them for free through here, which starts to really drive participation when you have people that are hitting their max out of pockets before they even get to March, right? They're able to go here

121and they see no cost. So, we see that as part of the participation. >> Perfect. Thank you. >> If that helps you. All right. >> Oh, >> thanks. Sorry, more questions. I I have to wait for that. I'm so sorry. >> And I'm on and I'm on the superintendent's insurance committee now. So, I'm diving in and nerding out. So, uh, a couple of questions I had and I am not a consumer of our health insurance plan because I received that through my primary employer. So, I'm still learning about the particulars. And something that both Miss Miller, Miss Wyatt pointed out that I'm learning through some of our employees is that there's just a frustration that we don't have a walk-in capacity. So say if you wake up and you feel very crummy or you have

122a dependent or insured in your family that feels very crummy and needs to be seen immediately. Are we given the high volume of emergency care that we're seeing where you know there's a lot of individuals who maybe need what we would call an urgent care situation where they don't have an appointment but they need to show up and be seen because they feel really crummy and they need a prescription immediately. >> You have >> how are we providing for that? You have 12,000 bunny but belly buttons on maybe what we would call about one and a half clinics. >> Yep. >> So that's where you're seeing a lot of the stress. Okay. >> So what he was saying is is that between 800 and a,000 people on there. So if somebody's coming in in the

123morning, they will be seen by the afternoon. If they're coming in at 3:30, 4:00, they're going to have to wait until the next day. >> Gotcha. Yeah, >> that helps. >> And and and then that >> Yeah. One of there's also virtual components to this, too. That's what's going to be my next question is how are y'all specifically are going to be providing our our ondemand virtual. >> We can >> we won't we manage the carriers that do. >> Okay. Right. And I know we already provide that. >> Every one of the direct primary care vendors that we go to have the ability to handle people in person and then also virtually. >> Okay. Right. because I've been blessed that I'm got a pretty typical health situation at this stage of my life, but the

124few times I need to be seen in short order, they tend to be virtual. So, it's nice that we can work those together seamlessly. And then with GLP1s, I know we're still learning as a as a nation, especially with large populations, but um given how successful [clears throat] they are at reducing um the at risk factors for um high blood pressure, diabetes, all those other um related chronic conditions that come with obesity um or or insulin resistance. Um are we seeing gi they are 500 bucks a month is a lot but at the same time as more people are using them or are we also seeing a reduction in high cost claims or other catastrophic catastrophic events that come from untreated lifestyle changes? >> Um so >> or is it too early to say? >>

125It's a little early to say but I would say it's it's a little yes and no. So there are um there have been adverse um side effects to GLP1s, >> right? >> Okay. Um gluccogen and insulin regulate each other very similar like testosterone and estrogen. >> Mhm. >> So if I start taking in a synthetic gluccogen, a gluccogen like peptide, and I get off of that, all of a sudden my body is not going to be able to produce its gluccogen because it's been it's been using a synthetic. And so my insulin levels will increase and now my gluccogen and insulin levels are off. So there's some studies around that that show, you know what, the person that's just trying to get spring break ready, maybe a GLP1 isn't the right fit for them. There's

126other there's other solutions for that. But the chronic conditions of obesity and heart failure and blood pressure and diabetes. Absolutely. Absolutely. We're seeing it um um kind of bend that curve in in the right direction for reducing healthcare costs. >> Yeah. And for the public's awareness, as a follow-up, I'm while cost is obviously a concern because we want to get everybody paid and balance the budget, um we're ultimately motivated to [clears throat] make sure everybody's healthier and living happier, more productive, higher quality lives and they're able to be in work. That's really what this is all about. But a great byproduct of that, of course, is cost savings. So, I appreciate y'all um explaining this. Yeah, the the you you can if you want to reduce health care costs by a drastic you can do

127that but it can be at the expense of people's actual health >> and that's not worth it. >> That's not worth it. I mean there's there's three major ways to reduce health care costs is to get people healthier, change where they go for their care and change how the providers paid. The hardest one is getting people healthier. But we have to be able to give them the front door that they can afford and that's what this allows. Right. >> Thank you. >> There are no further questions. Thank you gentlemen. proceed. [clears throat] >> All right. So, we take a look at the five-year savings analysis. Our goal as a team is to save you your entire health care plans claims by year five. So, if you look at the projections across the bottom, the first

128year that we are engaging is like he said at 35%. Then we ramp up and you start to see the true engagement because it takes time for people to answer the call. It takes time for the reviews. It takes time for all that stuff. But if you look in year two, you're saving $33 million as projected among the year 2 claims. But your cost, if you look at your claims cost, reduces even further. It will reduce your overall claims cost by $7 million. That's pretty incredible. And the reason is is that we're getting people healthy at that point. And then what you see is a trend line rate that starts to climb, but not as significant as if you didn't have the strong health care clinics. Any questions on this? Miss Miller, >> I just

129have a comment. Um, as you can imagine, this is everything we've ever wanted to hear. So, I'm glad it's on a recording and at the end of your [laughter] and at the end of your contract or time for renewal, you know, and it's it's very generous for you to have those numbers based on what you can do for people. It's going to take the people's um wherewithal to be a part of it. um we can provide all the resources but if they don't if they don't lock into wanting to get better health or more healthy that's not really something you can handle you can be a factor in but um this is more than I expected the savings to be predicted at and I will be looking at this at the end of your of

130your contract but thank you again for being here today with those kinds of impressive numbers >> Wallace >> comment and question so earlier uh when I was first learning about our district joining fleet and under the leadership of the superintendent and um our staff, I want to compliment all the folks involved with getting our district to join Fleet because as I learned um what Fleet does and and how they bring in partners like you all to assist us, um that was really great to hear that we're benefiting from the expertise and the pulled resources of all the other districts who are handling similar challenges in Florida. Um, and then my question is when the these I'm assuming numbers like this, in addition to just being able to calculate them off of objective data, is this

131is not the first time you've been able to do this for a school district. So, um, you guys aren't just making this up to make yourselves look good. So, can y'all talk about maybe some other examples with other Florida districts or large districts you've you've assisted in the recent past so you can say that this is not um a fairy tale and you have reason to believe that this could happen? >> Um, so I'm out of the Dallas office and we've got many school districts in Texas that are utilizing this. Um, what we've realized is is when we when we when we put these in place, we typically start them off as a bolt-on solution. So, hey, you still got your Blue Cross Blue Bull plan. You still got your comfort card and your network

132to go wherever you want, but we're also giving you this solution over here. In this solution over here, you'd be your deductible be waved. And we have direct contracts. And we work with a couple different vendors that will reach out to you your HCA, your Advents, and do direct contracts um versus the PO build charge contract that's within Blue Cross Blue Shield. And so what we've noticed is um in the first year there's some hesitancy. There's still savings, but as years two and years three, more and more people start to gravitate towards that plan because of a couple different things. One, it's free for them. And two, all their health records are centralized. So when you call in Teddoc and you get your medication dispensed, your other primary care doctor has no idea about that

133unless you actually told them, "Hey, this is my primary care and I need those records sent over." You go to their urgent care. you go in the emergency room, all of those records, it's very difficult for them to get centralized. So when we started to be able to centralize all those health records, we able to get much better data and be able to pinpoint our high-cost claimments a little bit more effectively. And so that's really when you start to see that curve bend. And then as you can see in the years 29, 20, 30, like it's going to normalize. Okay? Health care costs and inflations are going to continue to go up. What we're trying to do is just is create that spread to be more of a like a triangle at the end of

134it than it just to be a line. So >> you you had mentioned >> I I can't name any of the the schools unfortunately, but um I mean we've got thousands of lives that are on this right now. >> So you had mentioned two things. one where we at in Florida and the other one is as you kind of hinted towards the costs and stuff like that and other providers um to let you know about how fleets leverage works. I was on the call with a hospital group this morning on my way here and the comment came across because we do a lot of the direct contracting and we oversee it. the comment came across. It was a small rural district that we have. And I'll give you those names of the schools here in

135a second. And they said, "Well, we're the only provider in the entire county." And I and I was very quiet. And I said, "I understand that. Um, but we're going to come out and you're going to work with us on a reduced rate and all that stuff." They said, "Why would we? We already have you." I said, "Well, you don't have us in all the other counties." So when I start saying Henry, Dodto, Charlotte, um, Indian River, Okachchobee, um, Brevard, I can go on and on. We've already got five RFPs back that have hit better than what we thought. So, we're showing that right now. But when these large hospital groups think that they can leverage one school district, that's when it gets to be fun because now you're going to vacate an entire section

136of their healthcare. And now we got leverage. And that's what Fleet does. And that's what it does. If it helps you. >> Yeah. >> And those are some of the other districts that we have. >> Yes. And I appreciate you explaining that for everyone's consumption that that's the wisdom of of of being part of fleet. And again, I'm very grateful to our staff and superintendent for putting us in this position. And thank you. >> Yeah, we we we wouldn't be able to show these numbers if it wasn't y'all being a part of Fleet and what Jim and the rest of the team have been able to deliver us. So, the way that we're able to get these numbers is we're pulling all of your ICD and CPT codes. So, your disease and servicing codes, and

137then we're realizing, okay, of these what how much of them can go through primary care? how much of them could go through direct contracts for imaging, how much of them could go through direct contracts of labs, so on and so forth. And then we basically have little levers within that that tool. And so we say, okay, we we think we can impact GLP1s by 30%, we think we can impact urgent care by 50%, we think and so all of those levers get adjusted. And that's how we come out with these savings. And we do a very conservative on these savings so that when we go out to the RFP, this is the expectation of them. Please proceed. >> Thank you. [clears throat] Um, this is something that we can talk about when we come back,

138but there are care delivery options that you guys have. This is a very small district that is one less than onetenth your size. And when you have an in situation like infusions or other things that hit your individuals at a cost of $40 to $60,000 per some of the care delivery direct contracting goes to a better provider for your infusions which then reduces your cost. This district at a 10th year size was $219,000. If you were to move to something like this, which there's a couple of vendors out there to do it, you would be saving about $2.1 million. But that is not in the savings that you guys see inside of yours. This is outside of what we presented to you. Now, the other piece is is that um you had talked about how

139is it that we're able to get people in in the mornings because there are blank spots that are open for people to be able to take. That's not only for individuals that may be sick, but it's also for your workers comp claims because one of the things that we do is we offer it to you guys for a significant reduction in your workers comp is to run it successfully through the clinics. Now, some people have said, "Hey, we already do that." Well, it's the same thing as your clinics are currently. If we're able to take over your workers comp claims for moving them through the clinic, you'll see a reduction in workers comp claims between 25 and 30%. But it's not only where you're going to see it there because a lot of your ones

140that they do byes and they do all those things are not even needed to be going any further than the primary care. But what ends up happening is is it lowers your overall cost. It significantly reduces cost in that area which is not even inside of your savings that you currently have. But it also reduces leave. It reduces time for things like if somebody does have an issue and they need to get to the doctor for another visit. Now all of a sudden they're waiting to get to that next doctor before they actually come back to work. Through the direct primary care direct contracting, we're able to get them to those facilities at a quicker rate. So you see a reduction in many areas over on the workers comp side. Just to let you guys

141know. And this is another one that talks about the leave and and disability and other items. Um, just so you guys know, what we end up having is is um, we know that you, unlike many of the other rural districts, don't have a question on this. You have enough members. You will have a facility that is similar to your on-site that you have with Marathon that is built inside. I forget. It's an amazing facility. I don't know the address to it, but we were there already. Um, that is the style that you will have, but it'll have a lot more inside of it than what it currently has. >> Any other questions on that? >> Okay. Okay. Now, there's something that comes into play and um this is every single district that we've brought this

142to wants to engage in this and this is how it works. If you would like to, you can co-brand with other um municipalities and private entities. You can bring in Pulk County government. You can bring in a large employer. And what happens is that allows you to get more locations. So instead of five locations, you could end up with 10 or 11. Now what that does also is those contracts have to go through us. We have to manage it because it's our clinics. That also gives you the leverage in two ways. One, your time that the individuals come in is never affected. You already have all those open slots. You're already seen in the morning. If you're in the afternoon, you have to wait until the next day. And you have virtual care. That's guaranteed.

143That is also a guarantee inside of it. But what it also does is it gives you more opportunities outside of that. And you also are able to charge them more money for what it is. So say a clinic comes in and says that they're going to charge you $90 per member per month for the clinics, right? Well, what you can do is say Pulk County government, if you guys would like to pay be a part of it, you have to pay a hundred. Now, what that does is it reduces your cost to 70 to 80 and then you can keep going like that with other employers. Just so you know, what we do in all the other counties already is is once our RFP is out and it comes in, we wait six months before

144we engage with them. We get all of your people through. We get them all of their appointments. We get them all of that and then we go out and engage with them. 90% of the time the school district always accepts the other municipalities and then they end up coming in and co-contracting and everything else. But we don't see it to where we're trying to open it with all these people and everything else. Any questions on this? It's a pretty simple thing that you guys wouldn't have to make a decision on for a while. Now, I had a um Superintendent Hyde at the last meeting had some concern over how long does the RFP take, how long does all these things work, and how can we kind of put that together. So, um sir, if it's

145okay, I would like to take a second and go through that timeline with you guys if that's okay. >> Go ahead, sir. >> Okay. Um, so right now if you guys said we would like to go out to RFP, we would then issue the RFP on Friday and then the RF they the RFP takes two weeks. So we would receive the results from that RFP on May 22nd. We would then take an entire week to review the RFPs and make our recommendation. So on May 29th, we would be ready to do that with the presentations. We then meet with the fleet from early June all the way until you guys have a meeting. from June 8th to the 16th would be the first window where we would be able to sit down with you guys

146and say, "Okay, here's where Fleet and Marsh recommend as your clinic providers. Here's what the cost is. Here's what the savings are. Here's the guaranteed ROI and all those things." So, if that's a pretty good timeline, then you guys' clinics will be built out by January 1st. There was some concern if Marathon didn't win it or if Marathon did because their contract ends on August 1st. What we would do is as soon as you guys say go ahead with the RFP, we would then move to renegotiate the contract with Marsh to not only extend it but put some other stuff into it until January 1st. We would like to get them there. >> renegotiate with Marathon. Yeah. Sorry. Yep. >> So board members, per policy, you're not required to approve an RFP. Um but I

147wanted to go ahead and make sure that you were aware. So we will go ahead and authorize the RFP. Um they'll need to share the language with us. be happy to send you a summary of that so you can see the actual RFP and then we'll provide you with a summary list of those who applied um and any results and summaries related to that over that twoe period of time. Um but again you're not approving anything. We're not approving anything by virtue of advertising the request for a proposal. So thank you superintendent sir. [clears throat] With that we're finished. If you guys have any other questions if not you have fleet coming in. >> All good. >> Seeing none. Thank you, sir. >> Thank you. Thank you. >> Our um next set of speakers this

148afternoon is Alliant and we have Jim Powell and Joe Logan. Um as you all are aware, as the board is aware, we've had to pledge general fund dollars in the past due to our 11208 filing. Um it has we have seen claims lower than anticipated in prior years and those funds didn't actually have to be transferred. This year it's looking like they may we may actually have to transfer general fund dollars into the health fund. So when you hear the presentation there are um negative numbers referred to in the fund balance and I wanted you to be aware upfront what that was. [snorts] Good afternoon. I'm Jim Powell with Alliant. We're Fleets Broker. Um, glad to be here. Thank you so much. I'm going to try not to run into the podium with my weapon

149of destruction here. What we're going to be talking about are fleets recommendations, as you heard earlier, for the Florida for the fleet healthy employee strategy that we're recommending for January 127. The clinics are a big part of that and you'll hear some of that again here in our presentation as well as kind of where we've started and our observations of the current landscape. And so that's what we're talking about here. We have currently right now several vendors that are referring care to different places and what we want to do as you heard is really focus that messaging for next year to the clinics. You know we want to drive as much care to the clinics as we can have employees use those for primary care. So many of these vendors are redundant and there'll be

150savings in removing them, removing them frankly for the January 1 plan year and moving some of those services to Meritane who is the claim administrator. So we've talked about that here. Um we'll talk about plan design, how we do that, how we encourage people to use the clinics through the medical plan design itself. You'll be hearing about that a little bit as well as a pharmacy RFP that we have out currently. We have a timeline in a couple of slides here that we'll be showing you. But we think there is some market opportunity in the financial pricing of the pharmacy. That's been a big big value ad for all the schools in fleet and a lot of them have seen millions. A lot of the schools have seen millions in pharmacy savings. We think that'll

151be the case here. We're just starting to get the responses in now and we'll be out to you very shortly with the results of that. So kind of a current state uh 26 we recommended a a a pharmacy savings formulary change and that's projected to save 4.2 million in the current plan year. Uh we think um as I mentioned earlier there's some pharmacy savings for next year that'll be driven from the markets. Got some great vendors that are responding. Uh we talked about changing some of the vendors that are in the current landscape and putting in a a new plan design to encourage behavior modification to encourage wellness well behavior. You know, when we get people into the clinics, what happens? The clinician actually puts them on a health a healthy path for the rest

152of the year. They'll say if you if you've got certain situations in your health that are challenging, they'll put you on a path to improve those and then they'll ask you to come back two or three times a year to check in on those things and modifi and monitor your progress. We've seen that work with other school systems very successfully and with a very high level of clinic utilization. There's a plan design um as well here with an employer health reimbursement account seed to offset a higher deductible plan that you'll be looking at. So that gives people some upfront dollars to spend and there there'll be an opportunity through their healthy behaviors to lower their health plan deductible for the 28 plan year. So we'll start these uh motiv motivators actually is what we're calling

153them this year. And as the clinics are stood up January 1 27 they'll start measuring all these metrics and achieving a lower deductible for the following year. So we have a nice ramp up time for people to get used to the new model and really improve their health. Uh as you heard the addition of three clinics. So we've we've got that in our financials that Joe will be going through. So that assumes three brand new clinics up and running by January 1. And then we're talking and encouraging you to consider some options for employee contributions. And we've modeled out a couple of different options there for you. And this is just a quick review of the timeline in the pharmacy. As you see, it's out. Uh we've got the questions answered. The responses are due

154next week, as a matter of fact. So, in about a month after that, we'll have completed our analysis and be back out to you with some recommended finalists, interview them, make decisions, and have them in place for January 1. and I will turn it over to my teammate Joe Logan if I don't run your foot over first. Joe, >> it's okay. I'm watching out. >> Think it's dangerous. >> Hi everybody. >> Good afternoon. >> Uh we're jumping right into the results from the plan design change modeling. We looked at first your current 2026 year, which we're projecting total expected costs of about 174.2 million. So, this does include all of the costs from claims, administrative fees, uh your your marathon clinics, your quantum and lantern, all the various vendors that contribute to the cost of

155managing the healthcare plan. Um, based on a uh a a standard underwriting methodology and market inflation and trends and things, looking at a status quo plan year 2027, we're looking at potentially 186.8 8 million, which would be about 30% deficit relative to the current funding rates, right? The uh the the employee contributions through the paycheck deductions that you currently collect along with the $959 board contribution [clears throat] that annualized only represents about $143.2 million. So, that's a good uh $43 million difference right there. Um, as you move towards the alt plans for 2027, as Jim mentioned, the changes to the plan really include the increase to the deductible and then converting some of the existing co-pay benefits to a deductible co- insurance structure. Um, with the the deductible increase, right, you really will begin to

156see that that shift in the towards the uh the clinic care delivery model. Uh so those claims how those co uh savings from the clinic care delivery model that Mr. Susan just presented are not actually included in these savings. Um you see for the 27 alt high example right this is purely just this anticipated savings by shifting uh allowed dollars from plan paid to member out of pocket. So, these savings don't include the uh tens of millions that were illustrated in over the 5-year time period that uh Marsh was just going through. Um for the alt high, we're looking at and the details of the plan designs are on the next slide. Um we're looking at roughly a $3 million savings uh to increase deductibles to the lowest of the three options that we modeled.

157The midlevel uh [cough] design is about [clears throat] a $6 million savings, six or seven, and then the low model is roughly uh a $10 million savings. Uh you can see uh the details of the components of cost over in the table on the left, right? The claims, the admin, the stop-loss premium, anticipated rebates. Uh a lot of uh the the savings uh does come from anticipated increases in rebates as well. You'll see from the status quo current rebate estimate of $10 million. We believe through the current marketing that's undergoing right now. We'd be able to increase that rebate estimate to about $18 million based on uh market forces current. And then you'll also notice in the details of the fixed cost detail down there at the bottom uh some of the fees go away.

158the quantum lantern fees of $4.1 million would go away. That would be redirected more towards the marathon clinics, right? The anticipated increase in cost to uh build the remaining three facilities and uh all the other uh expenses associated with that. Uh we've also modeled a couple scenarios for introducing an employeeonly uh tier paycheck deduction. Right? Currently, uh, employee only enroles, they pay $0 out of their paycheck. That's very low from a benchmark perspective. It's a great thing to be able to offer a free plan. Um, we tested some scenarios that are very small, especially relative to the Florida benchmark, which I believe is 100 110 >> 119 uh per month. Um, and so we've looked at low low issu uh low contributions, $20, $40, things like that. Sort of dip your toe in the water,

159right? Uh, we also looked at converting your current eight tier structure to a salary banded four tier structure, right? So what we looked at doing was compositing the employee child one, two children, three children into a single employee child uh tier as well as for the family moving that into uh employee spouse and one, two or three or more children to a single family tier. Um but then stratifying that four tier structure across a salary banded approach where we looked at your census and you know salaries of employees and at a certain threshold you know we can we can roll up about 80 to 90% of people into the lower band right so that we're we're being sensitive to that. Um any questions about this slide here? Okay, moving on to the next. >> Hang

160on, Miss White. >> Oh, >> so I just want to make sure I understand because I, you know, we've talked before about having two different levels. So the 050 for 2027, but it would be where there is not a free level starting in 2028 is what would be proposed. >> There's a number of uh scenarios that we modeled. One of them does still include a Z contribution, right? And here if you moved into the 050 uh for the alt plans you would increase your employee contributions by roughly a half a million dollars. You would go from a current 10.4 million to the 10.9. Um and below that is what the the count the district's net cost would be. >> Okay. But there the it is I just want to make sure that there is still

161a free plan being proposed. if there's other options that's that's fine but that there is still a free plan being proposed. >> There is right we've we've modeled that option. So if that's what you all choose to to you want to pursue and go forward with the the uh estimates are here. >> However we do think it it would be in the best interest of the plan to introduce a small employee only contract. >> You're allowed to think that. I think differently but that's okay. >> Of course, [clears throat] >> Miss Wallace. >> Yeah. Um, obviously the free no premium to the employee is a is a is a long-standing practice that many of our employees value and something we try to do to set aside ourselves. There is uh as I've been sitting in

162the insurance committee, I've been um hearing certain data points and I wanted to know if you had any observations when you were just now saying the why we ought to look at and offer employee contributions. Um, is there any information you can share on the practice of when an employee has to go through the exercise of opting into insurance and paying um a portion of their paycheck, what happens um as a result of their consumption habits or other things that happen to um their overall health? >> Sure. as as employee is sort of forced to buy into the the plan, they they tend to they tend to desire more bang for their buck, right? They they especially if you move towards this clinical model and and you know you're paying $20 per month out of

163your paycheck, which you know $10 or $11 on or you know $9 per paycheck on a 26 pay period or something then you know you you start to say well maybe I should go get that preventive visit, right? Especially as you look at the model that the the stratified deductible model where you're incentivized to go and get your uh your health checked at the clinic so that you be compliant for the wellness deductible, the thousand reduction. Um that kind of buyin tends to get people more engaged in their health. And as Mr. Fran had said earlier, one of the best ways to reduce your health costs is to become more healthy, right? It's the hardest way to do it. But the more you get your people engaged in that decision to be more healthy, the

164lower your costs will come. >> Thank you. And as a followup, um, and I'm not sure if you're privy to this data or other, but I understand that we do have a high percentage of employees that don't consume our plan at all. They don't get physicals. They're not, um, getting those um, things that would help us catch potentially catastrophic um, healthcare plans. So, just to repeat what you I heard you say is that when an employee does take the ability or make [snorts] the decision proactively to um participate in the health insurance, which right now, and I will say this as one of the newest employee on this board, is that I got automatically enrolled and I had to go out of my way to ask to deny that coverage. And if I hadn't done

165that, I would be costing the district $1,000 a month. And so um so I that's something I wonder is how many a Kate Wallacees are there that had to you know got signed up and had don't even know they're costing the district a thousand dollars a month and I'm concerned about you know when we were talking about millions of dollars we could be saving that we could we could help our um employees take greater advantage. So um is there any other insight you want to add? >> That data is available. I I don't know the answer off the top of my head. Uh from the tables, right, the sort of statistical tables that say this this percentage of a population has zero claims in a year, usually it's around 10%. Right? So looking at 20,000

166members on the plan, you'd say 2,000 people on average are likely to not have a claim at all, but you're still budgeting the, you know, $1,000 per enroly of the, you know, the enrolly equivalent of those 2,000 members, right? So um that that's that's money that, you know, you get them to buy in, that money starts going towards making them healthier. >> Thank you. No further questions. >> Thank you. So, I'm going to jump in and clarify something here for a moment because I have a feeling this conversation is is transitioning to something it was never intended to be. These are not recommendations for you. These are examples of things that we should be considering. And then how we define or how we ultimately agree to approach these issues will come to you in a

167form of a formal recommendation based off what the two insurance committees ultimately direct us to do. Right? Okay. So, the superintendent's insurance committee will then will come to arrival at a decision and model as many of these options as possible because I I'm not concerned necessarily about board members. You're those assumptions are assumptions you may make anyways. I am concerned about the people who are watching who are going to jump to conclusions based off some of the questions and comments being made. So, I think it's important to clarify that that's not the intent today and that they are willing and able and this is the this is why we contracted with them. The level of sophistication in which they're helping us approach this problem and it is a very real problem. We're going to have

168to do something different in insurance. something must be done or we're going to continue to erode our general budget and not be able to afford quality raises for our employees. So, I just want to make sure that that's on the record because it's really important that people understand that that these are not formal recommendations. It's not up for a vote. It's not up for further review. These are just some examples for your consideration to show the level of de detail and the approach that they will take. And that's why we contract with them and they pull data not just from here in Pulk County but all across the state across the nation and they're showing us really good modeling. But I knew that this conversation should be a little cautious but again based off the

169direction of some of the questions and comments I just felt that we needed to clarify that for those who are watching because otherwise you're going to get inundated with phone calls and emails unnecessarily. Right. >> So Mr. Sharpless. >> Thank you. And thank you for being here for this presentation. I'm I'm wondering when you're you're uh doing some of these analyses and um and you know what you presented us here with some some you know some ideas. Um do you ever look at uh like salary based contributions or we tar it based on the type of employee? I'm only thinking like, and this is why I'm saying that a $40, you know, someone making six figures, $40 a month isn't as big of a deal as some of our our uh lower paid staff. So,

170I'm wondering how do you how do you do you offer the or do you uh present any of those options ever? >> We absolutely can, right? If that information is available to us, we can build a structure in that way. um that wasn't considered for the the scenarios you're going to see today, but that is absolutely something we could come back and show. >> Well, thank thank you. And that's something that, you know, again, I think it might be something worthwhile. >> Sure, Miss Wyatt. >> Thank you. And I just I don't know about anybody else, but my phone is already blowing up just from from those that are currently watching live. So, that is extremely helpful. Um, my question for you, Superintendent Hyde, is that with this information, are we also putting out a

171survey or will we be putting out a survey to our staff of what's important? Is it is it important that it's free? Is it important that there's an option that you have this type of deductible? What what the options are? Is that something that we're going to get any feedback from staff in conjunction with this information? We will get feedback based off of those things, those variables that we decide make the most sense for us to explore. Um, starting with a survey. No, ma'am. We will in as we initiate this process of review, I think they need to be provided with explicit scenarios that help explain the potential impact andor benefit because as they mentioned, as your health improves, you'll see less cost as an employee. And we should. Our wellness program is non-existent for

172the most part. And I don't mean that as a criticism of staff. It's just not where we've been able to prioritize and make sure that people are improving their health. We've stabilized people's health, but we're not seeing an improvement across the board or we're not in the preventative health business, which we should be. Um, and I think that's when you start to look at things like GLPs and things like that. Why wait for someone to become diabetic when you can look at those precursors and address those issues ahead of time? It's preventative me medicine versus the the model that we currently have across the United States. So I think those are things that we'll look at. Um we'll ask for input on those thresholds. Um a cost share is something we've been discussing for over

173two years amongst the committees and and in addition to which if there is no cost share then I would make sure the survey says I understand that if I want to keep my insurance at no cost that the potential is there to reduce my overall raise each year by 2 to 3%. because that's what we spend. We spend an inordinate amount of money on health insurance and it's a fantastic benefit. It is. But at the end of the day, it's also costing them on the bottom line for the raises. And until other than the last two years where we have been very explicit about saying this is what we had to contribute to insurance to keep it free, no one's ever remembered that correlation that that is a benefit that you cover as a board.

174And unfortunately, you get we get criticized. you get criticized for what's perceived to be low raises, but every year you've noticed we've provided a a summary of what the financial incentive is in a traditional raise, but also what that percentage equates to with the insurance cost because I think we have to continue to make that connection because people don't perceive that as a holistic benefit that you invest in for them. Um, and in the absence of that, to the point that was mentioned earlier, having people see a financial investment on their own part typically increases their overall interest in participation at a at a greater rate because obviously if I can earn a reduced rate based off improving my health, becoming a non-smoker, weight loss, those types of things, then we want to incentivize that

175because otherwise, how else do we address that other than through just direct messaging? You need to improve your health. But then what's the incentive for the employee to do that? And I think there's a lot to this conversation. Um, and I know that's a longer answer than you expected, but it's not going to be easy, but yes, ma'am, we will get feedback before any final recommendations are brought before the board, but you will ultimately we will have to make some tough decisions about where to move next with our insurance plan. >> Thank you. Well, and I I I do appreciate having the tiered options because I don't think our employees I mean you're if you ask 10 different employees, you'll probably hear 10 different answers of what's important to them, but I do like the

176opportunity that if we can have two or three, you know, this is the this is the free level, this is the mid-level, this is the the high level, that we have those options for people. Um I just you know from especially some of our our paras and bus drivers and while we have improved their salaries you know taking 10 or $20 a pay period for insurance is is a huge hit. >> Well um so that's ahead. >> No ma'am please. So that that is my concern is that that that's um but I appreciate your clarification on this just being >> suggestions of what we can do, not not a formal proposal. >> And for anyone who is messaging and and already worried because of the the way the conversation started, I I want to encourage

177them go back and watch the very beginning of this presentation because that tiered plan based off your salary range addresses that to a great extent. It is not presumptive to say everyone will have to have a $100 co-pay or contribution each payroll period. That's not what's ever being contemplated in that, but I love that model. Not necessarily we'll land on that model, but at the end of the day, I need to be able to look our taxpayers in the face. I need to be able to look you in the face and so do you say we've looked at every option, no matter how uncomfortable it is. Where we land is up up up to you, but at least we had the the brave conversation to address those issues without everyone reacting in a way that

178precludes the conversation because we can't be as closed system. Obviously, we want feedback. We'll we'll we'll review some of this stuff with staff, but we have to look at every single option. And that was the intent and the focus of the superintendent insurance committee was to explore as many possible options as as we could. and then ultimately come to the board with several plans and recommendations and then from there if you if the board says hey listen philosophically I like the framework I just don't like the numbers can we tweak those that's I mean they are fully committed to that they've told me repeatedly Mr. Hide Fred, if you tell me you want me to run a simulation for every person who's right-handed, wears glasses, doesn't wear glasses, they can run it. They have all

179they have they have data at their fingertips, and they're very good at this and very fast at it. So, I'm This is again, I I can't say it enough. It sounds too good to be true, but then you hear that we have for the first time an assurance that if you don't hit that number, we're cutting you a check. you know, in this case, they're willing to come to the table with us as thought partners. And I think the board would agree. You haven't seen that. For those of you who have been on the board, you've not seen that in a very long time. You've seen status quo. You've seen some changes, but we have a thought partner who's willing to engage with us, say, how do we provide, and it was said earlier in

180the first presentation, the goal is not to diminish the coverage. The goal is to provide the highest level of quality coverage and supports for our staff but at the lowest possible price point because that those dollars that we free up and save don't just save the general budget. They then go directly into the pockets of our employees because we can give a larger raise each year. So I think that summarizes it a little bit better than what how I initially phrased it. But thank you. >> Yeah, I would just add right the the numbers here relating to employee contributions, think of them just as sample data points, right? to give you a feel for the sensitivity and how that amount can change based on what the employee contributions are. Right. Ultimately, whatever the board decides

181is the right and the committees and things, that's what we'll model for you. >> I need have one more board member, Miss Walsh. >> I was just going to say, superintendent, um through your comments just now, you took a lot of words out of my mouth. is that when um I signed up to have the opportunity to serve and hopefully I'll get to serve longer than um this year, but I as a local Pulk County who's related to a teacher knows and loves so many staff um and it's a it's a frustration our whole county has had is how can we pay our teachers more and uh when 73% of our budget goes to overhead, there's not a lot of wiggle room yet. Our next one of our next greatest cost centers is health care.

182And as previously stated, we're the number one thing we care about is everyone's health and their ability to show up to work every day, which means we have a better functioning system and our kids um have the adults there to to support them, right? But looking at these savings opportunities, I recall that five years out, we could potentially save $185 million, which I think I don't want to speak for everybody on this board, but I would like to think a working majority of us, if not all of us, would love to take that savings and return it to our employees pockets so that we can give them their hard-earned um uh compensation, which will never be enough. But that is the the goal here in in terms of my line of questioning earlier if anybody

183was getting is hey what what can we do to set this up for everybody's success so that a they're healthier but b that we have more resources and c if because this board has posed a question to the taxpayers to tax ourselves more on the average of $250 a year you know to help enrich our district's finances so that we can be more competitive then I want going to look all these taxpayers in the eye too and say that we've done everything we can. So again, thank you. Thank you, Superintendent. Thank you to my colleagues and I look forward to many more robust conversations with the public, with taxpayers, and our employees to make sure that we're doing what makes the most sense for everybody. Thank you. >> You may proceed, sir. >> Next page

184just puts out some of the details of the plan designs we looked at. You can see on the left the status quo current 2026 plan and then the three alt plans really focus mainly around just increasing the deductible and introducing some HA seed money. The lower uh option deductibles uh we're look we looked at 1,700 and 2700. So the 1,700 would be for uh enrolles who satisfy the wellness component and the 2700 would be for those that don't. And then a similar kind of structure would apply to the other two uh scenarios modeled here. Um what you'll notice is we kept that co insurance uh me uh the plan paid after deductible the same as current which is really you can think of that as the biggest sort of anchor in terms of when you're

185comparing two plan designs what generates the cost. That co insurance is really it your deductibles your out-of- pocket maxes that just that changes the speed at which you get to that co insurance. But that's really the anchor in terms of plan cost. We've also kept out-ofpocket max the same as current. Right? So in the end the the idea here is really not to put more of the cost on the enrolles backs. It's really to steer them towards that clinic care delivery model to get them engaged in their health and uh to get the population as a whole more healthy. Uh I did mention some of those co-pays uh benefits would be converted like your urgent care and your PCP visit uh would be converted to a deductible co- insurance. But the thinking there is that

186instead of going to a urgent care proper, you now have the clinic which would offer basically the same services as an urgent care would and that would be at no cost to the to the patient. Um, we also saw a $50 prescription drug deductible that, you know, I in my opinion and and I think the data really does support this. Um, uh, any additional barriers you put in front of a person to get to their therapies tends to make them shy away from getting those therapies. So, you know, removing that $50 deductible and giving them, you know, co-pay for prescription drugs tends to promote treatment and health. So those are kept in place in the alternate scenarios. Uh the HRA we looked at 500 for a single and a thousand for a family. That's another

187thing we can also model. Right? We have this is an HRA as opposed to an HSA. I'll just talk the difference a little bit for those who are unaware. An HRA the district owns that money. It's you money you provide to the member. it goes in an account that the district owes owns and at the end of the year whatever's not spent is recouped by the district as opposed to an HSA where you give that member money and it's their money whether they spend it or not. So this is less of a certain cost and we have the actuarial software to estimate you know what this would cost uh on an expected basis for a group your size with this kind of plan design. Um so you know we can model different uh impacts of

188of HR seed magnitudes. Any other questions for this one? >> Dr. Allen. Uh I'll just yield my time till we get to the end. Uh I thought we had concluded that slide. Um and I was going to ask specifically about the H but uh he hit on that. So I'll wait till the end. >> Yeah. Thank you. >> You may proceed, sir. this first slide of the um [clears throat] illustrative rate tables here. It's a look at your status quo scenario. Right? If we do nothing, if we keep the exact same rates rate structure and as well target remaining the board contribution to be flat from 26 to 27, right? You can see your current eight tier structure that employ child, two child, three child or more. Same with family. on the right side, you

189would be looking at uh if you if you kept the rates the same 143.25 million versus a projected 186.8 million, um you would need a good 30% increase to the overall rate and we can work out the algebra so that you either keep the board contribution flat or you would increase the board contribution a certain percent and then spread the remaining increase over the employee contribution. So we can do plenty of modeling with the status quo scenario also. Um there's just no savings associated with it. Any questions about status quo? >> Seeing none sir. >> In the first salary banded four tier structure we modeled. You can see it's very busy because of the color coding. And what we've done is with the color coding show you how the existing structure rolls up to a

190four- tier structure. Right? The the spouse the current spouse tier bifurcates in from the blue to the two blue on the right. Uh the child tiers in light green split into the two child tiers on the right. High salary, low salary. Same for family. Um this scenario does show you the 2040 employeeonly option we modeled just as a you know we wanted to look at the the uh call it revenue increase uh that the district would see by imposing a paycheck deduction on employee only enrolles. Um what we did however though is since in this scenario we are increasing deductibles we don't want to end up charging more in paycheck deductions right with the exception of the employee only tier which we've discussed. So we looked at we basically did the algebra so that the

191existing amount of employee contributions in the current eight tier structure all those dependent tiers is maintained flat. it's just sort of averaged across the amount of people that fall into that tier. So the only increase you see from the employee contribution uh columns, right? You see the 10.445 at the bottom of current side on the left to 12.619 on the 2027 side. That increases only through that employeeonly tier. Right? We're not we're not on average increasing the paycheck deduction of spousal enrolles, child enrolles, or family enrolles. Um the amount itself does change as a consequence of algebra. But you'll notice if you compare um the spouse tier, for example, the 90%ish uh spousal enroles would have roughly a $30 lower co-pay to to keep uh spousal coverage in this in this scenario. Uh likewise with

192the child tier, the low uh the low salary band uh would would be less than the existing plus two or plus three or more child tier. Right? So in that low salary band uh you know you end up paying less than you currently do. You do end up having you know higher deductible but at the same time you are getting access to a broader range of a broader uh area of care delivery right with the clinic model. So it even though on paper the deductibles are increasing and it looks like uh benefits are being taken away, the introduction of the zerocost clinics is actually a benefit expansion at same or less money. And the other slides just are, you know, basically the same as this. They just follow the other scenarios where, you know, the

193costs are slightly lower, about $3 million per step to go to the mid and then the low. You may proceed. >> That's about all we had. >> Dr. Allen, would you like to come back for your questions or >> Sure. Appreciate that, >> Dr. Allen. All right. Thank you. Um, I mean, I'm definitely can get excited about the idea of disruption. And I think the um for me it's going to be more on the actuals rather than the projections, right? So I don't want to get too emotional and excited about projections. So but when we get the actuals I would be excited, right? So um I I think I mean so you didn't go to that last slide. So I did have some questions on the last slide. Keep I think it's one forward here.

194Yeah. Uh because I mean I think this is a critical strategy, right? that's a part of this as it relates to like this behavioral compliance that we're looking for. And uh you know, I like to rub it into Lisa Miller. You know, usually I I did wake up and I got my 4.5 mile run this morning. [snorts] Um but by doing that 4.5 mile run this morning, I can eat my M&M's that I have over here. So, [snorts] um, but anyway, when I when I looked at that chart, you know, in my mind, I'm I didn't really take time to look back at my, um, my blood work to see, you [snorts] know, if I would actually hit the seven threshold that's, you know, metricked out here for me to have that lower deductible in

195a sense. So I think you know when you're looking at these models and you know we're running these projections um what's what's an estimation of employees that are expected to actually um fail the wellness compliance and I'm sure that's got to be a part of your projection um and then you know them moving to that high deductible. So I I'd like to know how that would play out in your projections. >> Sure. And and I apologize my mind blanked forgetting that we actually had this slide up. Um that he said he ran 4.5 [laughter] >> um you know >> in the districts that have already implemented an outcomesbased wellness program as was mentioned earlier in a presentation we are seeing 70% uh compliance with these with these models eventually and in the 2027 projections that

196I'm showing we're giving everybody the lower deductible to start with. So the impact of the deductible split isn't even in the savings that we're showing for 2027, right? And we're giving them the entirety of the 2027 plan year to achieve these which right out of the 10 points uh uh shown here which also this is just a sample right this is this is something that we can modify. Um half of those are achieved by uh two activities, right? Going to the clinic and filling out a form is two of the 10 and then being a non-tobacco user or going through the sessation program is another three of the 10. So two activities gets you 57th of the way to wellness. And then out of the remaining uh five uh options here, right, finding two of

197them that you can achieve within a year, year and a half, especially if this is uh um messaged immediately, right? Then, you know, I think by that time you might actually see a higher adherence than the 35% that Mr. Susan, Mr. Franza was talking about here. Um you know, I I think that's conservative. I think you know if it and it goes part and parcel with the messaging of the deductible increase right I mean it's a sad fact that the best way to modify behavior is with more with stick than with carrot but um you know to the degree that you're saying hey this is going to cost you but over here is free but when you come over here we're also going to try to make you healthier right all that combined together I

198think lends itself to a very positive outcome >> so what what is our current utilization on if you have it right off on our health clinics. >> I don't it's about 35%. >> About 35%. >> So part of that is just the fact there's only two, you know, it's logistics. >> Yeah. >> Um there's also not this kind of a motivation, frankly, to get in and get these values checked and that sort of thing. >> Yeah. >> So a big part of this is communication. the contract effectuator that works with fleet and the school. That'll be a big part of their job is out, you know, >> counterdetailing this program to all the plan members to get in >> and that first that first visit when they go in, this is the messaging that they'll

199be faced with. So, it's a, you know, it's just kind of a whole different mindset. Yeah. >> That we're talking about, but we've seen it be very effective to, you know, we start at 35% and the goal after I think three years we can get to 75%. Mhm. >> That's that's a lot of pushing in the meantime, but it it works. This is a very effective strategy. >> Okay. So, is that is like that that threshold, you know, because I mean obviously a part of the strategy is the expansion of the clinic and the utilization of the clinic. So, um you know, what is that base number? I guess um the break even utilization that you're wanting to target in a sense. >> Yeah. Well, we'll see what Marsh comes back with clinic. You know,

200it's kind of interesting. It depends [clears throat] on that model, but 40, you know, if we're starting at 35%, if we can get it up to 45 in the first year, you know, we got to ramp these things up. So, it does take time. >> I'll let them comment on that as well. >> Yep. Um, and I I think in this too, we're seeing, you know, I think it's um noted that there's going to be a lot of consolidation of, you know, our different providers in a sense that we currently have. Um, so you know, what's being absorbed is, you know, guaranteed that we're not there's not going to be a loss of services. Um, cuz I don't know when I look at all of our providers, I don't know if I necessarily know exactly

201what services are underneath the umbrella of everyone like I know lantern for example is more specialty and and so forth, right? So, and that's where that confusion lies because of how many and obviously an important part of this is the consolidation of that as well. But all right. Um, yeah, I mean, I appreciate the context, superintendent, and again, I'm in favor of disruption in a sense. Um, but I'll be more excited when the actuals would take place at this point. So, I'll hold my emotion. >> Thank you. >> And Miss Wyatt, >> thank you. Um, I had a question on the wellness for Pulk County Public Schools health plans. Um, and it is I I will be interested to see if your projections for people switching providers comes to fruition in Pulk County because PK

202County is a little bit of an anomaly um to many of the districts that you've described and that there is a loyalty in PK County um to providers to which public's location you go to. It is it is amazing. Um, so I'll be interested to see if you can get 75% of people to not use their provider that they have used for generations to to come here. Um, but will does this have to be the wellness visit has to be done in one of our clinics or because realistically the people who have been for years doing their well visits those those are the ones that already have the established provider. So now we're going to discourage them from using their established provider and all of the good work that they have done by saying you

203can only get this credit if you use our provider or is that something that we can offer. You can get it your wellch check done by whichever provider we would prefer you use ours. It's free if you go and use ours but if you want to pay the $50 co-ay to get a well visit with your regular provider that that could be used as well. >> Currently the model encourages only the clinic use to track that. Okay. But that's something that we as we're I've been told you can do anything. So it's but that's something that that is something that we could look at to >> exp with with a clinic. Remember it's it's a fixed cost. So right, you know, we're just trying to get as much value out of that salary that you're

204paying this clinic provider all year long. So that's why >> I understand that. I will tell you as as one board member, I do not support not allowing those to use their current provider to get a benefit that we're offering to those that are going to a new provider. Um, I think you have several that have, you know, when we start talking about chronic diseases and things like that. If you have a provider that you've been working for for 10 years to get something under control, I'm not going to tell you you have to move to somebody that I've chosen to be able to get the benefits that that you are are entitled to. So, I think if they are willing to complete it, I would want to see that be offered to wherever it's

205a standard form that has to be filled out. I mean, you can't you get the test results, they they come in what they are. Um, but I would not be in favor of it being just for that should be open to anyone and any provider can fill it out similar to how we do our um school physicals for for school. >> I think what we're more concerned about is people that don't have that provider relationship. >> Yes. and those absolutely send them here. >> Yes. I just want to make sure that we're not penalizing those who who have already been good stewards of their health and are are going to the doctor on a regular basis and making them pay more now because they've created a relationship with a doctor that they trust and know

206and trust. >> There are no further questions. I I'll just wrap up with a comment. um the committees will ultimately make recommendations to me and I will bring them to the board and that would be the time for the board to make their decision and ask any additional questions that they may have. Um I'm a little concerned that throughout commentary today we've interjected a narrative that's trying to direct this work and and that's not appropriate at this time. So the committee will move forward. We'll explore all options and then we'll bring that back to the board. Okay? And then the board can do with it what they need to do. Thank you, gentlemen. Appreciate your time. >> Mr. Chair, you had asked that we wait to do a break after the next two items. I

207just want to check with you and the rest of the board. >> Well, it depends on if these are going to be quick items or not. That's determined by the board. >> Of course. Of course. >> I I don't think there will be as as much interest as the fleet presentation. That's >> um And I'm only bringing it up because I need to make sure that the team, the communications team knows that we plan to go to break. So, I >> I'll just do a um informal poll. Does anyone really want us to go on break? Now, >> does anyone have lots of comments about either of these items? >> Yeah. Does anyone No, I don't want to say that. You can't ask. >> Okay. I'd say I say we power through and then we

208can and then we can um do it after the SAP uh presentation. >> Okay, >> superintendent. >> Yes, sir. The next item we have before us is the IBM data warehouse phase one amendment four. Board members, I do need to make one point of clarification. While it shows a financial impact, this was already included in the original bid price. There is no new fiscal impact to the district. This was assumed at the time that this contract was initiated. So I just wanted to provide that clarification given its dollar amount. >> I think I think they they're there. >> There we go. >> Good afternoon. Um Chair Sharpless, uh Vice Chair Keys, board and superintendent Hyde. In February, I shared with you a summary of the IBM data warehouse project and the proposed amendment three. Uh

209today, Mrs. Riley Hawkins and I prepare are pleased to share with you the progress that has been made through the work, the knowledge transfer that's taking place between our the IBM and our district staff and how amendment 4 will allow us to move into the next phase, delivering dashboards our leaders will use. So this is an exciting point in this project because this is where the work moves from setup to visual results and everybody loves visual results. So um amendment four is the contract update that allows us to begin to move into the setup of work into the building our dashboards. It focuses on turning our student demographic and performance data into clear, easy uh to read uh reports and visualizations. Uh the amendment funds the work need needed to deliver the district's first data

210warehouse dashboards and turn data into information leaders can use. Um when looking at our goals and benefits, the goal is to have that one trusted place for district data. We've talked about that in the earlier presentation so that everyone's using the same information. Um when the student data is coming from one location, we can kind of prevent a lot of our errors from happening. And so student data right now is being loaded uh into our dashboards. And this is where our first reports will come from. Uh reduces again that data inconsistency across the district. uh leaders will have faster access to clearer information and support student outcomes. And just as important, the district will own and control the data and the dashboards. This slide is important because it shows the overall journey uh not just

211amendment four. So currently uh the district is focused on bringing the student demographic and performance data into the warehouse. Uh district staff and IBM work together in the steps. So this is key because this is one of the first places where that knowledge transfer is happening that we where we really need uh because our staff are learning how to import that data uh that supports these dashboards. And then going back to that overall goal of having that centralized location for our data, we're able to provide those meaningful reliable dashboards that we're trying to build. When we're looking at our warehouse road map, um you can see that this work is being completed in planned phases, not all at once. So the road map also highlights the initial knowledge of transfer that shows our district's moves

212from uh to move from IND from our district move to independence within this project and then uh our [clears throat] foundational work such as our data governance and our data quality has already been completed. The current focus under amendment three is loading up the student demographic data and performance data into the warehouse and the approval if if approved. Amendment four allows us to begin to build those first dashboards that our leaders will see. Also within that amendment four is where our district staff learn how to build, maintain and support the dashboards and the data warehouse going forward. uh moving poke closer to that self-sufficiency and independence for our future phases and dashboards. >> So this is a really exciting part. All the other phases have and amendments have actually been the groundwork. We're behind the

213scenes doing everything. Nobody has seen anything yet. So this is the exciting part when we move into um amendment four because we start building dashboards. So what happens is we have a lot of this information already in other locations where we're going to be able to transfer this. We don't own that. We have things in InZeta. We have things in Qualrixs which are annual contracts that we constantly have to pay for. We are now bringing this in-house, put it into our own warehouse, and we start building those dashboards to completely align with our work. So, these are kind of the first five that we're going to start off with. Um, with data quality being something new for us, we're going to be building dashboards to make sure all of the information going in is actually

214got quality. We're humans. We're putting things in. we've got to make sure everything that we're pulling out of our sources is accurate. So, that's another one that um that adds a great opportunity for us which we haven't had before. So, surveys kind of sit in Qualric will still be doing their surveys. Our dashboards will come to something that we um manage and have vision for. Um the other ones that we're in in Zeta, we won't have that contract anymore. We will be building them. And this also gives us an opportunity to not have vendors generating how we make decisions. when we have a vendor then we have to put in a change request and what can we put onto that and that could take anywhere from a couple of months to six months. We will

215now be able to work inhouse with teams as far as what we want to visualize what we need to move ourselves forward. So this is a really exciting part of of this project. It's taken us a while to get there. I've been told to slow down to move because this is really what I want to see and get in front of um all of our staff. some examples. I mean, these are just samples for you to see kind of what we're envisioning, but we will have teams that we get together having input on what we will have bringing forward once the data is available to build um the dashboards. So, kind of a a mockup, we should say. It's like we will have district, region, and school summaries. We will have filters where you can

216identify the exact information you're looking for to get questions answered for yourself. When you have something, you don't have to ask one of us to get you. you have to wait some time then you has to come forward for you able to get the answers that you are questioning. So this is kind of like an a a mockup. It says sample there just because we want you to get an idea that we're visualizing. Um those are some aggregated data. So maybe [clears throat] like a principal will get them together say what do you want to see when the first five minutes when you walk in that day so that they can get a snapshot of what's going on in their campus and behi behind all those numbers are going to be easy tables to identify

217who are the 50 students that have a unique discipline incidences that will drill down for everybody to get that information at their fingertips when they see the dashboard and have additional questions. things um also that we will have will be summaries with goals like we have the the school grade we build how did you do last year what's your goal for this year what is that generating how many students do you have how many is going to count to get to that goal drilling down right to the unique values of what our school and our student summaries need to be so this is where we are moving with um the project but as um the nice thing about this is the due to SAP's upgrades we're going to be able to be smoother as far

218as getting our information because that does link to our students Um, in addition to becoming more independent, we will be owning this. This will be ours. And we will start moving away from using IBM. They're kind of our consultants and our coaches to do this well. And we start owning in-house, having trained individuals to be able to manage building the warehouses, ingesting the data, pulling it in from various um components that we have um our data sitting in. So, it's it's really exciting to be able to have it here um within the county and not relying on vendors. The one part board members I'd like to point out and I've had this conversation with some of you individually as we talk about how are we tracking these things? How are we taking out the the

219element of human error to the greatest extent possible. So, you know, earlier we talked about the the typical ratio of students to counselors. Well, to expect a counselor to review every single student's academic behavioral and attendance record every week, it it's just not attenable. It's not attenable. It never has been, let's be honest. Um and so the students that come before us or come rise to our attention are typically the ones that have already had found themselves in in a position of of a difficult position. So what this will do is essentially allow us to to establish a more proactive approach for data monitoring and so students we can set the parameters working with the team and then those would create a red flag indicator for a school that they need to look at something.

220Um, for example, students had an average GPA and all of a sudden now we went from A's and B's to C's and D's or even worse. Um, chronic absenteeism, spikes in behavior, types of behavior. We already have a discipline dashboard, but that can be incorporated as well. And then, um, I again in conversation with several of you, this is actually going out to schools to make sure that we get their feedback on the look and the content to be included in the data. Um, so I appreciate the work that they're doing. Um, like most school districts, we're data rich and we have a plethora of data across the board. Our our struggle at times is consolidate consolidating that data and making it meaningful and relevant and accessible, more importantly in a ready format so that

221individuals can make decisions in real time rather than having to wait two or three weeks to decipher the data. So kudos to the team for all of their hard work and focus on these areas. So, Mr. Sharpless, >> I only have one question. So, I noticed uh on the contract um that's attached that um what is it that it requires us to provide IBM with some read only access to data, specific student data. I was wondering um we're making sure that all that's um kosher with all of our student data privacy laws and all that. If there's some kind of assurance I can have on that, it would be appreciated. Absolutely. Yeah, we we are working with them directly. Um and our our our teams are are keeping our student data um secure. It's not

222going out out to them at all. They're working with us. >> All right. Thank you. >> Loading it into our our sets. >> Okay. I just want to thank you. I just want to make sure. That's always a concern of mine. So, thank you. >> There are no further questions or comments. >> Thank you. >> Board wants their break. SAP exhibit 2 change order. This is Miss Pasco. >> Hi, how is everybody? Haven't seen y'all in a while. Um, if I may, Mr. Hod, I just wanted to add one piece to Mr. Sharpless question. Anytime we work with a vendor, any private data that need is not publicly available is anonymized. So, that's how we work with a vendor. We also all of our contracts, we do require them to sign data sharing agreements above

223and beyond, but they are all subject to all of those contracts to keep that data private and to be very careful with all those pieces. So, I just wanted to add that to you that that's any large vendor that we work with. We do that. >> Thank you. >> You're welcome. Um, speaking of SAP, and I know I stand between you and a bathroom break. Um, couple things. One, when we initially started about the SAP upgrade, as you remember, it was in two phases and we brought to you the proposal for phase one and phase two and what that was going to cost. The vast majority of large implementations increase in price. And the reason they increase in price is as you start down that implementation, you find that there is new functionality that you

224were not aware of or a new need comes about. We were aware of that and through Miss Jenkins budgeting, the proposal we have from front of you today was budgeted for. She gave us um when she budgeted, she did not give us an open pocketbook, but she did budget as she should being financially responsible of if we have to have some extra, this is where I've I've set aside a little bit of money and we'll see what happens there. This is one of those cases. This did come up in the fall. Um there was a little bit of a communication snafu with SAP which is why we did not bring it to you in file. My apologies for that. Um this is to take our employee central dashboard and to translate it into Spanish. This

225is primarily focused to our employees, our custodians, some of our food service workers, some other people that we employ who speak primarily Spanish. And if you remember, a big part of this upgrade was to have employee selfservice. So we want employees to be able to see their data first. We want employees to be able to look at their data. We want employees to tell us when their bank number changes. And we don't want them to have to be independent to get to someone else. Just like m much of what you just talked about with the health environment, we want them to be able to do that when they need to do that. and language can be a very difficult barrier. Um, so we want to be able to do that. Now, what this monies pay

226for is they pay for SAP to configure the system. So, they go in and they do the initial coding for all that configuration. That then opens that up for Spanish. We have that permanently. We don't redo this again. We then start to work with them in something called workbooks. And workbooks are essentially big spreadsheets that talk about the data that we're going to put in there. and we use that to check and make sure it's right. And then the ESOL department that has translators works with us to translate that again. Then every time we upgrade, we will be able to do any translation for anything we do, anything we add, any text, we will translate, but any upgrade we get from SAP will include the Spanish translation. With that, Mr. Hod, not sure if there's

227anything else you want to add or if you want to go to questions. >> Seeing no questions. All right, great. Thanks. >> Thank you, Miss Pasco. Board members, that takes us to item number six. We will take a recess between now and close session. That will allow us time to clear the room and set up. So, uh what what timeline are we looking at, sir? >> I would like to do a 15minute uh break. Uh that would put us at uh 3:35, but I do have one announcement prior to that. Um if we could please board members um whenever we take our break if you're able to uh please log out of board docs uh we need to we need Miss Winchester needs to do something and then you can log back in when we

228get back. Thank you. And with that we have a 15-minute break >> including >> recess. Heat. [music] Heat. [music] >> [music] [music] >> Come. [music] [music] >> [music] [music] >> At this time, I would like to uh call this meeting back to order and turn it over to Superintendent Hyde to finish off leading our work session today. >> Yes, sir. The next >> Mr. Chair, board members is the as annual contract renewals under a million dollars. And so we have the early learning coalition of PK County agreement that's up for renewal. And then [clears throat] the next item is the district reorg initial conversation. Board members, please recall there is approximately five weeks between now and our next meeting and workshop. So this item will come back to back at the next meeting. Um so

229you'll have an opportunity to discuss it at the workshop. If there's any remaining questions, but please throughout the next few weeks, please feel free to submit any questions to my office and I'll provide a response to you and then share those responses with the the board at large um as is typically our practice. and then again you'll have an opportunity to discuss it and then approve it at the next meeting in June. So with that said, I'll bring Miss Oh, are there any questions on the early learning contract renewal or contract agreement? Seeing none, we are good. Thank you both. Thank you very much. >> [snorts] >> And the next item, board members, we have the district reorg. So, Miss Jenkins and staff, >> Miss Rouse, is Miss Jenkins around? Since we got a since

230we have a break, superintendent height, are we going to practice our interpretive dance for next year? >> Sure. >> Absolutely not. >> What is happening? >> There will be no interpretive dance. [snorts] >> I almost >> [snorts] >> board members. Um just while Miss Jenkins is on her way, um you were provided both the executive summary and the org chart. Um this is in the last few years, I think the earliest we've been able to bring you the reorg and it is for the set stated in purpose to make sure that you have an opportunity to ask questions, provide feedback. Um and then there are some financial savings here. a lot of funds, a lot of positions were shifted to grant positions, which actually resulted in over a million dollars in savings to the general

231budget. Um, and I know I've I've fielded some questions from some of you on these topics. So, I I'm prepared to answer those and the ones that I can't specific Miss Jenkins, if you'll please make your way to the mic. Um, I have other staff here if there are specific questions about any program areas or changes with staffing within them. Thank you, Miss Jenkins. >> Good afternoon again. >> Apologies. The board will um find that you have a couple different. We have a summary document. I um want to hit the highlights. As the superintendent stated, we have an overall savings in the general fund of um 2.4. Well, that's the hang on. I want to make sure I have the right piece. So, the reorg results in approximately 1.46 million in general fund savings while

232it allocates 2.25 million in grant and restricted funding. um that predominantly supports student services, discipline incentives, mental health and compliance functions. We do have some positions that we have been unable to fill. So in lie of continuing to attempt to hire those. Um there have been some contracts put in place. However, we still do see a significant savings from those. Um, this year we organized your presentation by department and you'll see the moves, position moves that have no cost impact on the first page. So you you are able to tell by area what has been added. Um, so I'll explain, for example, if you look at acceleration and innovation, you'll see there's new grant costs. So that means a position is being added. New indicates a new position. Unfund means we are unfunding and eliminating

233that allocation. Upgrade is an existing position that has been changed into a new position. And then move is moved to a different area. If it's the board's pleasure, I can go through each department or if you have specific questions, I can work to answer those. >> I didn't mean to highlight. >> I see questions. Miss Wyatt, >> I can I'll defer to the board on whether you want we want to go through them individually, but or I can start asking my questions. Three of you have clicked, four of you have clicked to speak, so we might as well start there and then we can go through a summary. >> All right. Um, and Superintendent Hyde, thank you for taking my call earlier today to go over some of these and just to get clarification. Yes,

234ma'am. >> Um, I just and I he and I spoke about this. My so the community liaison came originally several years ago from um Winter Haven Public Education Partnership and some concerns that the community had with being able to cut the red tape to get into schools. Um as I shared with Superintendent Hyde, I am fully confident in them moving to Jennifer Rouse because it's Jennifer Rouse. My concern would be if she ever goes away, which I'm hoping she never does. Um, but if there's somebody else in that position that is not as that doesn't necessarily understand the how do we get to yes and how do we, you know, if we can't do it for reasons that we can't do it, then we can't do it. But a lot of times it's a slow

235yes as opposed to a fast no. Um, that that would be the only concern I have is that long-term um, making sure that they're reporting to someone that can help cut red tape. um which again I have full confidence in the current but that would be my only concern um with that moving forward. Um my I also had a question which um Mr. Davis and Mr. Hyde were able to answer on unfunding a bus driver. Um so I don't know Mr. Hyde if you want to share why we're unfunding one bus driver. >> So it's not a driver per se, it's a vacancy. It's one of several vacancies that have remained unfilled. the staff are confident um that that position is unlikely to be filled and as a result that position was moved as part

236of the HR improvements and that position will focus on bus driver recruitment and retention and will also focus on bus aid recruitment and retention. So the position's been reassigned due to persistent vacancies that we have within the budget. >> Thank you. Um, I just want to highlight and say thank you also when we're looking at the fine arts department. Um, obviously we lost Miss Cummings this year to retirement and one of her specialties was performing arts. Um, so I just want to say thank you to the team for recognizing that that was a void in fine arts, having somebody that that truly was their um, bread and butter and that they had a clear understanding of that countywide. So, I'm I'm thrilled to see that we have an opportunity to have that um maintained by

237having a a person in there to specialize in that. Um and then my last question is more just overall as we're looking at, you know, it is great that we're being able to move so much of it to grant funding, it creates um quite a bit of uh extra in the general fund. My concern is as we have heard lots of mumblings about grants over the past couple years. I know that for next year most of the federal grants are already funded and approved. What do you have a crystal ball of what does that look like in the future? My biggest concern is I don't want us to go out and put $1.5 million into raises if those grants aren't going to be there and now we have core positions like mental health counselors and

238and things that we we either have to have by statute or that we have to have because we're running schools and we have to have them um that then doesn't we don't have any funding for. >> Yeah. So those dollars are not readily accessible for raises um at this time because as you heard earlier in one of the previous presentations, Miss Jenkins was very cautious about how she shared this but said that we are going to have an impact on our insurance and we're going to have to add funds to maintain that requirement that that specified threshold. Um I think it's the 90-day requirement um for our fund balance there. So those dollars also in in addition to the fact that those dollars are unlikely to be there because of other costs in other areas,

239the truth of the matter is that while we have an assurance for 2627 on those federal dollars, the question becomes what happens after that. So if those dollars are are allocated for reoccurring raises, they are no longer available to cover all of those positions. And and I can only I'll give you an example. I think one that will resonate with each of you. So the state has requirements for teachers to have certain endorsements whether it's reading ESOL those types of things. School districts by virtue in many of those instances are able to submit a proposal to the state that we can conduct that training within the school district by virtue of that requirement. If say federal funds were to be diminished or disappear that support title two efforts for staff training and staff development, those

240staff would no longer exist. we would never be able to be compliance with the state. So, while that's a legitimate concern, we would have to have funds available at that time. If not, the state would have to figure out how to fund that or they're going to have to alter the requirement. So, th those are the kinds of situations we're looking at. It's hard to tell. While there's been a lot of conversation at the federal level about those grants going away, of late, more of that conversation is talking about converting them to a block grant and giving them to the state level. And I think that raises questions about the fact that every state will interpret how they want to utilize those funds slightly differently and what does that mean? I don't know what that

241would mean for us as far as our ability to sustain those positions. So to your point, spending those dollars now would not be wise until we get our AFR, till we get some other information and we know what that buffer is going to be for us. >> Thank you. And my my biggest concern is allocating them to as to recurring expenses because we just don't know >> if those will be a recurring >> Yes, ma'am. >> buffer that we have. So, thank you ma'am. >> Mr. Keys, >> the um disadvantage of being after that that was my exact question is those those positions that are grant funded and being reoccurring because I would hate to do all the heavy [snorts] lifting and hard work, get those in place doing reorg just to find out that

242um because what I'm hearing a lot of right now is uncertainty which is fair, right? we don't know what's going to come down from the federal level, the state level. So, that was that was my biggest concern. >> Yes, sir. Miss Miller, >> without going through all of my questions, um because the way this was printed and it's going to be read, it came out it came out today. A lot of this information for us and I know we have some weeks to review it. It's also public record and is probably being reviewed quickly by people this will affect either by um I know they've been I know if there's a job change they've already been made aware of that but even a report change um so there'll be more questions coming. I do have

243a couple of questions and I think maybe we can include something in the report when we have senior coordinators going to directors like there's some pretty big jumps and I think some of that goes with an increase in the job description or what they're going to be in charge of. We need to communicate that well. Um, so the optics are clear on what why we're doing that. There were a couple and I'll have I already joked with Mr. Hyde that I'll have the 62 questions for him later. There were a couple of um places where I just saw a little bit of concern and maybe some explanation um on how we are going to handle um our hospital homebound and our visually impaired because there's some cuts there. So I don't know, M. superintendent if

244you would rather have them explain now or go maybe a summary um for the followup because those are those are areas of high interest because the vulnerable population. So if someone I'll start there if someone can help explain the cut. I'm sorry I don't want to say cuts because it might just be changes. >> Just an adjustment. Yes, ma'am. Okay. >> So I'd rather have staff address it in real time since the question is asked now on the record. We will absolutely be happy to provide a written response as well to the board or summary. But >> yes, ma'am. So, um, there are 16 schools out of the 67 school districts that actually have schools designated with an MSID number that are designated as hospital homebound. And we in only eight districts are the top

245largest districts, they're only four. So, like the largest districts, Miami Dade and Broward, they actually have as programs. the the reason that we are shifting and making sure that we address this with a program instead of a school is to make sure that we're being um fair to our families and they're not having to come back for multiple IEPs, IEP meetings. And so we're trying to make sure that it's a smooth process as we transition in and out of school. And then we'll also work more effectively with the actual zone schools. >> You want to add anything? That make sense? >> Yes. Do you want to um address the visually impaired changes? >> Yes, ma'am. The visually impaired changes there were they were already vacant and there are no needs in that area based on

246the data. >> We've talked about how we deliver gifted services and how that's changing and we've unfunded to gifted teachers um for general fund savings of of substantial savings. So, can you talk about how gifted services will be provided with those changes? >> Yes, ma'am. I apologize. they were they were vacant as well. And so based on the data, we're able to provide the services. Many of our students receive consultation services um at the high school level. And so a lot of those services can be provided u virtually by teacher by teachers with teachers. Um and so we um have we figured out that based on the data we are able to provide the services and I've already spoken to Mr. Hyde when we review the data more thoroughly if needed as we move forward

247after FTE then we'll see if the changes need to be made. We've talked about um we've had a parent leaison position that I think now is moving to a 12-month position. Can you tell me about the difference? I hope that's not the salary that's listed here or we're never going to find anybody. >> I don't know about I can't answer this question, but I can tell you that yes, this is a 12-month position and it is focused more on building partnerships with our families. Um previously, the parent leazison was just kind of someone that the parent called and answered questions for. they would attend some IEP meetings, but really um kind of being more of a resource between the resources that are out there in our county for families of of students with disabilities and

248the school district, how we can kind of build some of those bridges. So, that has been added on to that um person's um uh job requirements to kind of help build that up, kind of using those community liaison um and kind of blending that with the parent leaison position together. So, I think that's positive because you can't have one person going to IEP meetings all over the county. But I can tell you this county does not have advocacy to help those parents. So, this role probably still needs to be an educational piece. Um, if we're just doing referrals, you're going to be referring them out of county for support. And I think our to stay within the county is better for our students and our families. Um, so I'm excited to see that we've increased

249that. We probably need more than one. I you know 15 years ago we brought the idea and copied Orange County because I do tend to go that direction for the larger counties and they had multiple liaison um because of the size of the county. So I think just expanding this one will be helpful and maybe it'll show that we'll need more supports in the future. Um can you talk a little bit about the deaf hearted hearing since we've had that come up in meetings that there are some changes there to improve services? >> Yes, that was a fair position. >> Yes. Did you speak to that there? So the position the parent family um the the parent the parent liaison position is actually um now it was a PAR position and now it's a coordinator

250position. So there was a change in in salary an upgrade. >> Okay. >> And the deaf of heart deaf and heart of hearing community. >> Yes ma'am. So the itinerate deaf heart of hearing um counselor we're actually going to add that and that person is going to be the person that supports students um transitioning in to our district and while in the district and and being another advocate but um it's and then we're also making sure that we have an ASL parah. There were some concerns about how do we make sure that we um develop foundational communication before we provide interpreters. So, we're also going to be training some ASL paras to be able to support our students with who are deaf and heart of hearing. >> Thanks for your explanation today and and I'll

251get with the superintendent. There was a few other things. You know, transition's been a a hot topic for me for years and I think um as of yesterday, we saw that it's growing and we're doing we have more opportunities. I'm not. We keep moving it around so it's under different people and I don't know sustainability if that's best practice and I know um Rebecca has a lot of things on her plate already so I do have some questions about adding that back to her. Um but I'll go over that with the superintendent. Um I thank you for your time. The only other thing and this is a probably a more superintendent question um was how some of the the alignments have changed but I will get with him and he can copy the board on

252my respon on his responses. Thank you >> Miss Fields. Thank you, Superintendent Hyde. Um, for me, I think that it would be better for future purposes is if this could be discussed by um department and I think for transparency purposes as well, something as important as this, I will have a lot of questions as Miss Miller referenced. Um, but I'm not going to present those today since I'm just getting a chance to look at it. Um, but I do I do believe that I think Miss Miss Heather was gonna maybe dive into it and then we kind of went in a different direction. So, for me, for future purposes, I would appreciate a little bit more time to have um it presented by department >> and we could still go through by department, Miss Fields.

253It's just when I looked multiple board members had already indicated an interest in either asking questions or speaking. So, I jumped to that first, but we can come back to that. Um, the intent for today was to just provide a preliminary summary for the board and then give the board adequate time to formulate any questions that they may have for followup. Um, you know, and that that is the intent of the workshop and then a subsequent board meeting. Um, and as I I as I stated, we'll bring this back for the workshop before the next vote. um because this is an important topic, you know, and we want to make sure that we're addressing questions. Now, questions as far as where they're positioned, that's a different question. Um you know, typically the board's role is

254authorizing any significant changes to the org chart, meaning new positions, new expenses, those types of things. But programmatic alignment and reporting structure is not typically it's that's typically within the superintendent's perview. um but always willing to to listen and to hear the rationale. Um so we will definitely go back through and make sure that we address those those big areas. It's just also in the past what I have found is board members have shared that going line by line through the changes has not benefited the board um because it's too much information. And so I that was the intent behind giving an adequate timeline for review and for you to formulate your questions, but we'll go through it and make sure that we address those in the future. >> Thank you. And my questions do

255center around new positions. >> You're absolutely right. >> Okay, Dr. Allen. Thank you, Superintendent. I'm enjoying hearing from other board members as well as we move through uh this document. Um, one that just stuck out to me and obviously we just got this um, recently as well, we didn't really have a lot of time to evaluate, but seeing that you know there's reduction of 1.4 mil in the general and then we're seeing uh, about 2.2 mil that's grant funded. But then when I look at and I mean you can correct me in my interpretation. Um but I was you know I'd love to hear your thoughts on it in regards which uh particular business unit in a sense that we're placing more attention. So for example I'm looking through just sort of sifting and where

256do we see the the highest count of new positions. So, for example, um I think that it's in discipline, but that could be wrong. So, I'm seeing nine new positions there. That one's got the highest um budgetary at 2 million. Um so, I I would love to hear just some rationale of which particular area are we giving more attention this go round from your vision and so forth. >> So, that's a tough question because everybody is needy. every department expressed a need. Um, >> everyone's needy. Everybody has feelings. Everybody has a want. >> Um, and they're all very justified. The tough decisions come down to where do we feel that the dollars are going to have the greatest impact and human resources is definitely one of those areas. Um, that's been a concern for for

257some time. So, I think adding several new roles there will help to address a lot of concerns. um a reorg um due to Miss Pasco's pending retirement um of it made a great deal of sense to me cashing in that assistant superintendent vacancy and then using it to elevate to executive directors um which will ultimately result in a cost savings for the district. Um, and then for your question about discipline, and I and I think Miss Jenkins, I I I may have missed it when she opened cuz she was talking about that sheet that you're looking at for new to moved. A lot of those new positions are positions that are now being covered by grant funds if I understood our conversation previously correctly. So they're not new positions per se, but a lot of

258our truency officers, in fact, the bulk of our truency officers that are having an impact on student attendance and chronic absenteeism, that grants expiring. So we had to move them over and we covered them through another area. Um so as far as emphasis, it everything aligns to our strategic plan goal areas. Um and then we did work look at workload. We absolutely looked at volume. Um you know, Dr. Anony's department where he deals with all the ADA issues, employee complaints, EEOC complaints, those types of things that when you look at how small that team is and you look at the volume and I I I'll be happy to provide the board with that data because Dr. Anthony has provided it previously, that's how we go through that evaluative process to determine where the need is.

259um whether or not they need another investigator, whether or not they need an elevation in position. And and to Miss Miller's point, yes, there are going to be times where a position change is warranted and it seems like a larger jump, but that's not uncommon for us. in in years past, in fact, just two years ago when we really worked hard to address um secretaries and others, it was not uncommon to see 16, 18, 22% changes because we were right sizing, we were adjusting them, bringing them where they should have been. So, there's a lot that goes into that question. But human resources, the fine arts was an emphasis for us because with the number of schools and when you look at the percentage of our students that touch a fine arts class, over 80%

260I mean, you're looking at the reality that we've got to have enough supports. And so, >> you know, Beth was an amazing leader and was able to balance a lot of things, but when she be prior to her departure, she made a recommendation for a reorg within her department. I think we honored that based off the need um for the arts and then making sure there's a balance amongst the skill set within that department because as Mr. Levine moved in. He has a very unique background in the performing arts, but that left the deficit. So now we're able to offset that, but also create better supports and differentiation differentiation between elementary and secondary schools as well. Um, ESC's a program alignment issue and I'm I'm happy with the fact that they really analyzed the data.

261It wasn't just, well, we have a vacancy, let's save some money, move it someplace else. Miss Bruno has the data to support the itinerant gifted positions and and what transpired there. And so it's a hard question to answer as what did we emphasize, but I would say that HR um probably received quite a bit of attention and then technology did as well. There were a number of recommendations that Miss Pasco made for position elevations within there, but she offset that with cashing in vacancies, which has been our strategy for a long time. um we want to maintain a very healthy administrative um ratio and as you know we're one of the lowest for admin costs in the state and so we're proud of that but we still have to operate the seventh largest district in

262the state of Florida and do it well. So I I'm not able to give you I I can do the analysis further and tell you where all those positions landed because I do have that summary sheet. You may have gotten that as far as the total number of positions. Um but that's how we emphasize it really is based off need demonstration of need data and where we feel uh a pain point with staff um HR painoint how do we proc and with principles how do we process people faster how do we get certain things done they can't do it if they don't have the right bodies to help them you got to have horses to win the race I wish I had a crystal ball as Miss Wyatt said I would have done much better

263in my Kentucky Derby choices this last weekend. Um I didn't have a single horse place, but other than that, um Miss Jenkins, I don't know if there's anything else you'd like to add cuz I mean you're you're in the weeds on this. So >> we do. Um just two small things with grants. It says grants and restricted. So a small portion of this belongs to the mental health allocation. Um and that is it's a general fund fund, but it is restricted funds. And then um [clears throat] when we talk about HR, there are also duties that from our transfer are switched to success factors which is our new ERP upgrade. Um several of the duties performed by other departments have been realigned and are now required to be performed in HR. So we also had

264to add we moved some staff and then we added some staff. So as the superintendent explained, that's where the bus driver came from. that position. Um, it's actually we wanted to make sure they had dedicated support. >> Mhm. >> Yep. Good. Thank you, Mr. Sharpless. >> Yeah. Um, I I don't have a specific question um for you, Miss Jenkins. Um, you know, I really haven't had a chance to review this yet with it being uh, you know, not not getting it until right before the the work session. And I'll be honest, I haven't been able to look through much of it. Um, but I I do have a question for the superintendent. Um, so if we if we go back to back in June with this, what if when we're talking um in the work

265session, we there might be some changes that want to be made at that point. Um, I know we're going to have questions between now and the June, but um, since we're not really I mean, we're having questions now, but since it's we just got presented the information, I'm not I'm not able to even have really questions formulated yet. Um, because I have I'm one that has to read and synthesize and and all that. Um, and so I'm just wondering what would be the mechanism for input? Um would having that going back to back be too much or would it and it's just I mean just being uh how can I say this? Uh just having a conversation, right? Would it be better to have it come in June and then have a work session or

266is it better to do it back toback in case there might be some any if there's any kind of input because like I said I haven't really had a chance even to review this yet. So you're and again that was intentional >> okay >> because every year when we advertise the org chart everyone has access to it and the rumors start and so to be candid part of this is intentional we delay it and you have five weeks to communicate any questions any concerns as individual board members to my office and you'll get prompt responses to every question. However, to your point, if there's a change, it's going to depend largely on what the change is about because the board has a certain level of purview when it comes to your chart and so do

267I. So, it depends on where that change or recommendation or request is going to come from. >> And and this is my this is another part of my concern. So, the questions we have after this, we're going to be emailing to you and you're going to email it. None of that's happening at a public forum, right? Right? And so we're not asking those questions with the camera on us, so to speak, right? And so, um, maybe it might be a good idea at our next on our June work session, um, to go over some of those questions. Maybe we might even reiterate some just so the public could see it. Um, just because I I want to make sure that it's we're just being transparent. That's all. >> Yeah. I mean, but the board doesn't

268follow that procedure with every decision you make either. But respectfully, if that's the request of the board, we can try and compile an FAQ document and attach it so that the general public can see that. >> I think that would be helpful, superintendent, >> if if that's the will of the board. >> All right. That's my only that's my only comment. >> Miss White. >> Oh, I actually forgot I pressed my button, but that was exactly my comments um that Mr. Sharpless had was I totally understand not waiting to attach it because of course as soon as it's attached rumors go flying and there's no opportunity to um to get out the messaging before. But it does make it difficult for us to really we don't get to ask our questions publicly until or if

269we have concerns about something to voice those to our colleagues until two hours before we have to vote on it. Um, years ago, we used to staff met with us one-on-one before the board meeting, so it wasn't attached and we could get to see it and get a little bit of just have time to formulate our questions before coming to this work session. Um, luckily I didn't have any meetings this morning, so was able to to do a little bit deeper dive than than I know some, but so that just for what it's worth, um, I think that was really helpful previously. Um, >> while I appreciate having a ton more time this time, um, it just is this is this is a big big decision. I mean, it's a big topic. >> I would

270remind the board members that you have the right to pull an item from the agenda as well. >> So, if you feel that your questions haven't addressed or you'd like to spend more time in the public with this item, um, that's your purview. I I think that respectfully I think the concern is more we we don't want to delay something or at least I as one board member I don't want to delay something that if we had gotten it a week earlier we could have gotten it before July 1st when those contracts start is my that's my only that's just what my comments were. >> So to your point you felt that those one-on-one meetings you were not able to take away any documents or you were >> I don't know that I don't I

271honestly don't remember if we did or not. >> Okay. I don't love paper, so I >> probably didn't hold on to that. >> But that I I would not support that from my staff perspective. >> Absolutely. >> Because if the information is being kept confidential until conversations and everything can be concluded, >> then that defeats the purpose. >> The hardest thing to find in Pole County is a secret. >> Um >> I know that's your new favorite line. I love it. >> It But it's true. >> But it's true. >> Um and that's not because people are disingenuous or it's just human nature. people have information to share and they share it. So I I would if that's the process the board would like moving forward absolutely we can do that and we would give

272you some dates and times when staff are available and try and make it as conducive to your schedules as possible. >> Well and even I know this meeting is usually a week later and just based on how the calendar felt that if all of the conversations you were had were concluded by yesterday and we had that week buffer that can get that information after everybody's already been made aware this is what is being proposed. Um, I certainly don't want to find out about a proposal before someone that it would be affected. Um, and I understand, you know, that's always in just in our world. We can't tell tell you until we voted on it, but we can't we vote on in a public meeting. So, it becomes everybody finds out at the same time. Um,

273but it just is helpful to be able to prepare questions to have u more in-depth conversation and not let anything slip through the cracks. >> We'll make note of that for next year for the timeline. >> Thank you. And then um to Mr. Sharpless's question, I'll defer again to the board because I didn't hear any followup to that as far as providing an FAQ that summarizes your questions um that could be attached at the next workshop. >> I heard you and Mr. Mr. Mr. sharp list, but I've not heard anyone else and I'm not >> I think >> Okay, Miss Miller, >> thank you. For the record, I think that would be good use to have that FAQ. Um, and this is mainly about a timeline because I do agree that we probably should get

274this, but if people were just if you were still having meetings as of yesterday, that wouldn't have given us time. So, planning and I don't know the time frame when you need to have this completed to pull something and delay it. So, I think maybe we'll just form a procedure for for next year and then try to answer our questions before this five weeks, but I do think that it would be good if we could plan further out. But the meetings did run very close. Obviously, I've never had a meeting, two meetings a week apart, so that may have been a factor as well. Thank you, >> ma'am. Miss Fields. >> Yes. Thank you, Superintendent. [clears throat] back in the day and that was in the day. Uh the staff would come and do a

275presentation to the board during a work session and um they would be able to explain why they are needing whatever the positions are. >> I don't have an interest in meeting oneonone with the staff. No, no offense. Uh if I have some concerns, I'm going to come to you and then you will get the answers that I need. And if you don't get me the answers, then you know. Uh, [laughter] so that's how I sense it. >> Yes, ma'am. >> All right. >> I appreciate it. >> Yes, sir. >> Anytime. >> Dr. Allen. >> I don't necessarily feel that I need a FAQ. I mean, I think we have uh our June meeting, is that correct? For work session and a backtoback on that vote um to hit our July 1 date. Correct. for from

276a budgetary purpose. So, I feel like if we got to a point where we needed to make an adjustment, um it could be proposed to do a special meeting um the following week. I wouldn't be opposed to that. So, I'm okay and comfortable with where it's at at this point. >> Thank you, sir. >> Mr. Keys. Yeah, I'm going to just echo, you know, I'm comfortable with where it's at now and then we have plenty of time to review and I think that I've got a couple questions already, but those can be addressed by you directly through email. Um, and if like Miss Field says, if you don't address them, well, then, you know, [snorts] um, but [laughter] >> no, no, no. I'm just saying, you know, off of her knowledge and wisdom, you know,

277I like that. But no, no, I think >> let's not give the public the impression I don't respond. No, you do always and and and promptly. But I think that being said that there are a couple questions I have, but I I think that those can be addressed and will be addressed in that time frame. We got a long time to review. So, >> yeah. And and again, the timeline issue, we're happy to to work with you to address that in the future. Um, I would just ask that any documents that are provided as you prep or as you go into that meeting be returned because part of this is we intentionally delay having conversations because as I mentioned and and we laugh about it, but once it's out, it's out and and unfortunately we

278could probably have a very long conversation about who should know what first >> and then who gets upset because somebody else knew before they knew. do and then that just creates a whole other issue and drain on the culture. So, we try to manage this as intentionally as possible. Um but obviously hearing that we'll do the FAQ um um but and and address your questions. It's also a matter of public record if anybody has any questions about that and then um I'll work with Miss Jenkins for next year. Ideally, this would have come to you not um was the original date last Tuesday or the or the board meeting before that? >> It was initially >> Last Tuesday. So, that unfortunately had to be delayed because of some additional org start chart restructuring. That was

279my issue, not theirs. They were prepped on their side. I had some last minute changes and was working through some things like job descriptions and and whatnot to attach for the board's review and but we'll make sure that we give you the timeline that you need and feel. So, what I'm generally hearing is you'd like two workshops and then a vote uh minimally and then the possibility if needed you can schedule a one-on-one. If not, you're welcome to submit questions to my office. So, um, and we'll afford you that option in the next five weeks. If if any board member would like a one-on-one with Miss Jenkins and staff or myself, please don't hesitate. I I'll work with Miss Vega um to see to send out that invite to see what your interest is. Okay.

280All right. I see no further questions or comments. Um, would the board like Miss Jenkins to go through generally speaking the the changes on that uh summary sheet? Not today. >> Okay. Okay. All right. Thank you all very much. >> Thank you, Miss Jenkins. [snorts] >> Mr. Chair, the next item is the donation report. Um, that's an information item and then it's yours, sir, from there with the board agenda review. Thank Thank you, superintendent. [clears throat] Board members, uh if we could at this time, I'd like for us to go over our agenda for this evening's meeting. So, if we could transition uh in board docs to our board meeting so we can uh so we can go through it, please. I'll give you just a minute for that. All right. Are we all good

281now? Okay. So, I'm going to go through uh by sections. If you have any questions, uh please uh request to speak. [clears throat] So, on sections A through E, um we'll have uh prior to Dr. Allen, it was an email. You will be saying the invocation. Okay. And um then during special recognitions, board member Wyatt will be uh stepping down. Um are there any questions on A through E? Seeing none, how about F through K? F through K. About L through N. Any questions on L through N? Sections O through T. Any questions O through two? O through T. Our action agenda section U. Is there any questions over our action agenda? No. Then we will have uh our superintendent report. Superintendent, you'll have a report for us tonight. >> I will, sir. >> Excellent.

282And then we'll have our attorney's report. Um Mr. Green, you'll have a a report for us tonight. >> Yes, sir. And I'm going to um at the very beginning of that um ask the board to vote to uh incorporate the changes discussed at the the work session on 0147. FYI. >> Okay. And then uh after that we'll have an auditor's report. Miss Matthews will have a report. Um I do want to uh remind board members. Um during when we're voting on uh items, I'll be asking uh you to uh vote electronically first and then once I have uh the green light from Miss Winchester that we've all voted electronically, then we'll go to a a voice vote for the public. Um however, on the auditor's report, uh we are going to do those individually rather

283than um all one motion. And because of that, we're just going to be doing a voice vote on the auditor uh the um appointments and reappoints to the audit audit and finance committee. So, I just want to make sure you guys it doesn't throw you uh for a loop that we're only doing a voice vote for those. Okay. After that, we will have our uh uh our comments, our board comments, and then uh we will wrap up with our public comments. Are there any other questions on the agenda? Okay, seeing no questions, we will uh please transition back to the work session so we can go back to our agenda there. All right. Uh the item of business uh new business that we have here for the work session is uh the amendment the proposed

284amendment to superintendent Hyde's uh contract. So uh Mr. Green, can you please uh present this for us? >> Absolutely. So as you recall back on uh April 10th at the retreat, uh the superintendent made a presentation. He proposed uh various performance related criteria. Um in accordance with his current contract section 6B, um any amendment require any um the contract requires that written performance-based increases be styled as an amendment. So that's the amendment you have before you. Um Mr. Mr. Hyde laid out the proposed performance-based increases in of the criteria in the appendix which is uh in your books or online and uh he's suggested various reassignments and reallocations in that appendix. So for your consideration excellent board members, do we have any comments or questions about the amendment to the contract? If you do have

285any, please signify by uh joining the speakers list. Superintendent, you are now recognized. >> Yes, sir. I just wanted to clarify when when the board presented this as an option during my previous contract renewal, it was done so with the understanding that I'd be able to allocate this entirely to staff based off of measurable outcomes. And I've provided you with a list. Every single one of those is based off a measurable, discernible outcome. Um I I'm reluctant to list them here because individuals will figure out this is a surprise for them. Um so pending the board's approval, um we will surprise them this summer at the principal's retreat and with their recognition and board members, you've received um what I believe is the final list of of recommendations for allocations and awards. um they're all

286equal as you saw and um so just want to make sure we clarify that that under no conditions am I accepting these dollars. They're being redirected to staff who are doing the work. Um I'm very pleased that there's also um a couple entities that may be bringing some matching funds that will let us go deeper and expand the recognition opportunity because that's what it is. This is a performance-based bonus. It's not just simply because we show up every day. It's based off student outcomes and the data. So very excited and I thank the board for giving me that opportunity to recognize staff in that way. >> Thank you, Superintendent. Now recognize Dr. William Allen. >> Chair. Thank you, Chair Sharpless. Uh I'll yield my my question because you uh addressed it what I was going

287to ask in regards to u the presentation, but was happy to support this initiative. Um so it's it's great to see it uh unravel and an opportunity to uh to honor the great work and those academic targets. I mean this is things that uh you and your team work extremely hard uh to implement uh as we discuss we work through our retreats and look at those targets. So um really excited about this opportunity. So thank you for the work that you and your staff has done. Thank you. >> Thank you board member Allen. Now recognize board member Fields. >> Thank you. Ditto to Dr. Allen. And I just wanted to uh thank the superintendent for being selfless and thinking about others uh before yourself. That's what a leader does, but you know that. Um and

288thank you for recognizing uh folks that have gone over and above and beyond. And I'm sure that this will probably excite others to maybe step it up a notch if they can. >> Thank you. >> Board member, are you done? Okay. Thank you. Board member Keys. Um I'm going to echo my colleagues also. Um what a great show of um I guess dedication to the district and also a true quality and trait of a leader to be able to take those achievements and spread them across the district. Um, I think that's absolutely awesome and should serve, I think, as an example to others across other school districts, but the commitment to those that serve under you. So, I I really appreciate it and commend you for it. >> All right, seeing no more questions, um,

289we will now go, we will advance to our board member comments. Uh, these are comments about your liaison positions. Board member Miller, you are now recognized. Just want to say that Friday we met the behavioral health committee with Pulk Pulk vision and I just have seen a lot of great collaboration. The superintendent presented along with um Sher Scott and her staff and I want to thank our staff for being there. It had a lot of the agencies um in the room and you can see the dots being connected of how we can get our services out to students and um increase outcomes for for all of them. So that was Friday. We usually have the behavioral health meetings are usually on teams, but they we do try to get together um and have those big

290meetings and I think they're very successful. So, I want people to know that we are making progress. The mental health supports are there. I think it's us connecting the families to them and meeting them where they are and I see progress being made. Thank you. >> Thank you, board member Miller. Are there any other board member liaison reports? Seeing none, um, and before we adjourn, um, I say we take, it's five o'clock now. I say we take a 20 minute break and then come back at 5:20, unless board members, you want any more input to that. >> Okay. 5:20. Okay. We're going to take a 20-minut break and at 5:20, we will begin tonight's uh, board meeting. This work session is adjourned.