[1. CONVENE]
[00:00:04]
>> [NOISE] GOOD EVENING, AND WELCOME.
I'M GOING TO GO AHEAD AND CALL TO ORDER THIS STUDY SESSION OF THE BIRDVILLE SCHOOL BOARD AND WANT TO WELCOME EVERYBODY WHO'S WATCHING ONLINE.
AT THIS POINT, WE'RE GOING TO MOVE RIGHT INTO THE ITEMS THAT WE HAVE FOR DISCUSSION TONIGHT.
AGAIN, STEADY SESSIONS FOR THOSE WHO MAY NOT BE AWARE OR LESS FORMAL THAN OUR REGULAR MEETINGS AND PROVIDE US AN OPPORTUNITY TO LOOK INTO THESE ARE ITEMS THAT WE WANT TO DISCUSS MORE AND TO GO INTO A LITTLE BIT MORE DEPTH AND COME BACK AND FORTH.
[2. MATTERS FOR BOARD DISCUSSION]
AT THIS POINT, WE WILL GO AHEAD AND MOVE TO ITEM 2.01, WHICH IS A PRESENTATION OF THE SUPERINTENDENT ENTRY PLAN.WITH THAT, I'LL TURN IT OVER TO DR. DOMINGUEZ.
YOU HAVEN'T TRIED ANY OF A PAPER COPY AND I EMAILED IT OUT TO YOU EARLIER.
PLEASE NOTE, THIS IS NOT THE ONLY TIME I'M GOING TO BE ASKING YOU TO REVIEW THIS.
THE EXACT TEAM HAS READ THIS AND SEEN THIS.
WE HAVE HAD DIFFERENT MEMBERS.
I DO HAVE TWO STUDENTS, OUR TWO BOARD MEMBERS WHO ALL WANT TO READ THIS AS WELL THROUGH THEIR WEBS.
YOU CAN LOOK ON THE VERY BACK PAGE THAT ACTUALLY COMES FROM A BOOK ON HOW TO BEGIN A LEADERSHIP POSITION SUCCESSFULLY.
IT'S A PROCESS CALLED THE ENTRY PLAN.
IT IS REALLY A DATA GATHERING SYSTEM FOR ME TO ENGAGE IN THE WORK THROUGH A LISTENING SESSION.
MY PLAN WILL BE TO ENGAGE WITH NOT ONLY DISTRICT STAFF, BUT OUR COMMUNITY AS WELL, AND REALLY LISTENING FOR PATTERNS.
THEN COME JANUARY, I'LL BE TAKING ALL OF THE INFORMATION THAT I DIDN'T GATHER.
I ALREADY HAVE SOME IN SOME OF MY MEETINGS SO FAR AND PUTTING THOSE TOGETHER AND SHARING THOSE THINGS WITH YOU.
WHEN I CALL IT MY ENTRY PLAN, WHEN I'M TALKING ABOUT THE ENTRY PLAN, REALLY IS GOING TO BE AN ENTRY PLAN OF OUR SYSTEM.
JUST A HIGH-LEVEL VIEW OF WHAT I CAN SEE ARE THE THINGS THAT ARE REALLY WORKING WELL.
IN FACT, IN MY INTERVIEW WITH YOU ON SATURDAY MORNING, I ASKED YOU THREE KEY QUESTIONS THAT WERE ENTRY PLANNING QUESTIONS.
WHAT DO YOU WANT TO SEE CONTINUE TO HAPPEN? WHAT IS IT TIME TO SAY GOODBYE TO AND WHAT DO WE ACTUALLY NEED TO CHANGE OR WHAT'S OUR VISION FOR THE FUTURE? THOSE WILL BE THE GUIDING QUESTIONS I ASK OF STUDENTS, STAFF, COMMUNITY MEMBERS, AND AS I BEGIN TO PULL THOSE PIECES TOGETHER, WHAT IS THE THROUGH-LINE.
FROM THERE, MY HOPE WILL BE FOR US TO SIT DOWN AND BEGIN TO CRAFT A VISION.
WHAT IS IT WE'RE TRYING TO ACCOMPLISH? WHAT'S A FIVE-YEAR GOAL THAT WE WANT TO ENGAGE IN? ALWAYS CENTERING OUR STUDENT OUTCOMES AND MAKING SURE THAT WE'RE UNIFYING OUR COMMUNITY AROUND HOW TO INCREASE OUTCOMES FOR STUDENTS.
THIS IS A PRETTY COMPREHENSIVE PROCESS, AND IT LOOKS LIKE A LOT ON PAPER.
I'VE ALREADY BEEN DOING A LOT OF IT ALREADY THROUGH MEETING WITH DIFFERENT FOLKS, MET WITH EACH OF YOU.
I'M MEETING WITH EVERY ADMINISTRATOR.
I'VE BEEN TALKING TO THE EXACT TEAM, EVEN IN MY INTERVIEW PROCESS WHEN I WAS ENGAGED WITH THE FOCUS GROUPS, I BEGAN TAKING NOTES AT THAT TIME AND BEGAN LOOKING FOR THEMES.
ONE OF THEM THAT I'VE TALKED TO YOU ABOUT ALREADY IS COMMUNICATION AND TRANSPARENCY AND MAKING SURE THAT WE HAVE STRONG SYSTEMS FOR COMMUNICATIONS OR COMMUNITY KNOWS WHAT'S HAPPENING AND THAT THEY HAVE A PROCESS FOR TWO-WAY.
NOT ONLY ARE WE GIVING INFORMATION, BUT WE'RE ALSO RECEIVING INFORMATION.
WHAT I'M ASKING OF YOU IS JUST REALLY CRITICAL FEEDBACK.
THIS IS A DOCUMENT THAT NEEDS TO REPRESENT WHAT WE WANT TO ACCOMPLISH.
IN THAT FEEDBACK, I'M TAKING IT, I'M WEIGHING IT AND ASKING MYSELF, DOES THIS LOSE THE MEANING? DOES IT JEOPARDIZE THE OUTCOMES? THAT'S MY PURPOSE FOR PRESENTING IT UPFRONT.
WHAT I PLAN TO DO IS I WILL TAKE YOUR FEEDBACK.
I'LL EMAIL IT OUT TO YOU AGAIN.
THEN WE HOPE SELINA HAS BEEN WORKING WITH THE ESD AND A GRAPHIC DESIGNER.
WE WILL PUT THIS OUT FOR PUBLICATION IN AUGUST, SO THE ENTIRE COMMUNITY WILL HAVE ACCESS TO IT.
>> WHEN IT'S PUT OUT INTO THE COMMUNITY.
IS IT GOING TO BE A DRAFT-WRITTEN DOCUMENT LIKE THIS, IS IT GOING TO BE MUCH MORE GRAPHIC DESIGN?
>> YEAH, THAT'S WHY I'M SEEKING SO MUCH FEEDBACK BECAUSE I WANT TO MAKE SURE WHEN IT GOES OUT, THEN EVERYTHING IN IT IS VERY CLEAR AS TO WHAT IS BEING SAID.
I WANT YOU TO KNOW WHAT'S OUT THERE.
IT'S NOT SUPPOSED TO BE A VALUE STATEMENT, IT'S SUPPOSED TO BE A DOCUMENT, A PROCESS.
>> I'M ASSUMING THAT WE WERE LINKED TO INFOGRAPHIC STYLE.
[00:05:04]
>> YEAH. I CAN ACTUALLY, WHAT I'LL DO IS I CAN EMAIL YOU ABOUT FIVE DIFFERENT ENTRY PLANS.
YOU CAN ACTUALLY SEE ON THE BACK SOME OF THE ENTRY PLANS THAT I'VE USED.
THESE ARE ENTRY PLANS MINUS THE ONE OUT OF CAMBRIDGE THAT LET ME SEE, VICTORIA GREER.
SHE'S JUST SOMEBODY THAT I'VE BEEN FOLLOWING.
THE OTHERS ARE ACTUALLY ENTRY PLANS THAT [INAUDIBLE] RECOMMENDS TO NEW LEADERS TO USE.
YOU CAN SEE A VARIETY OF DIFFERENT, WHAT THEY LOOK LIKE.
SOME ARE VERY BASIC INSTRUCTURE AND SOME ARE A LITTLE BIT FLASHY.
>> IS IT TOO EARLY TO ASK WHAT GAMES YOU'VE ALREADY SEEN COME TO SERVICE?
>> COMMUNICATION HAS BEEN A BIG ONE.
AS OF TODAY, I HAVE VISITED EVERY SCHOOL.
I HAVE VISITED, AND JUST INITIAL I HAVEN'T DONE A DEEP DIVE INTO IT.
BUT VISITING WITH SOME STAFF, TRANSPORTATION, FOOD SERVICE, AND BELONGING, PEOPLE WANTING TO FEEL A SENSE OF BELONGING AND TRANSPARENCY, COMMUNICATION.
SELINA AND I HAVE BEEN TALKING TO THE EXACT TEAM.
THE THING IS WE HAVE A STORY TO TELL.
I'M NOT SURE IF WE'D BEEN TELLING IT IN A WAY THAT EVERYONE FEELS THAT THEY ARE PART OF IT.
SELINA AND I HAVE BEEN HAVING THOSE ONGOING CONVERSATION.
WHAT DOES A ROBUST COMMUNICATION PLAN LOOK LIKE? THAT'S ONE THEME. THEN JUST THAT, NOT FEELING LIKE A SENSE OF BELONGING BY EVERYONE.
>> I'M CURIOUS FOR THE COMMUNICATION.
HOW ARE WE GOING TO DO IT IN MULTIPLE WAYS? ARE THEY GOING TO BE ACCESSIBLE TO PEOPLE IN WAYS THAT THEY LIKE OR NEED?
>> YES. THAT'S WHAT, SELINA THAT WILL BE PART OF THIS IS I'VE ALREADY ASKED SELINA, SHE'S AMAZING.
I WISH SHE WAS HERE SO WE COULD APPLAUD HER AND JACKSON AS WELL.
HE'S AMAZING. IF YOU SEE OUR SOCIAL MEDIA, I DON'T KNOW IF YOU KNOW THIS IS THE JACKSON REALLY HAS BEEN HANDLING THAT.
BUT WE EVEN HAD A MEETING THIS WEEK.
JACKSON, SELINA AND THEN LEAH, WHO SITS AT THE FRONT DESK.
SHE'S ALSO A PART OF OUR COMMUNICATIONS TEAM.
THAT'S HOW I'M STARTING TO FORM IT LIKE WHOSE BODIES OF WORK JUST EVEN IF YOU CALL THIS DISTRICT OFFICE MAKING SURE SOMEONE PICKS UP THE PHONE AND IS ABLE TO HELP YOU TO GET WHAT YOU NEED BECAUSE YOU DON'T ALWAYS KNOW WHO TO ASK.
MAKING SURE THAT THERE'S NO WRONG DOOR.
THEN MULTIPLE LANGUAGES WE'VE BEEN TALKING ABOUT THAT.
HOW DO WE ENSURE THAT EVERYONE CAN ACCESS IT IN THEIR OWN WAY IF YOU NEED PAPER COPIES OR DO YOU PREFER EMAIL? WE'VE BEEN ASKING ALL THE RIGHT QUESTIONS BUT NOW IT'S ABOUT TIME TO PUT AN ACTION PLAN IN PLACE.
TYPICALLY, YOU DON'T MAKE HUGE ADJUSTMENTS UNTIL AFTER THE ENTRY PLANNING PROCESS UNLESS YOU SEE A BARRIER TO BEING ABLE TO MOVE FORWARD IN THE WORK AND COMMUNICATION IS COMING UP AS ONE OF THOSE BARRIERS.
>> I HAVE LIKED TO NOTICE AND JACKSON THIS GOES TO YOU MAINLY.
PICTURES, LOTS OF PICTURES, LOTS OF DOCUMENTATION OF WHAT IS GOING ON AT MEETINGS THAT WE'VE BEEN, I'VE HEARD YOU AND SELINA TALKING ABOUT WHO'S TAKING PICTURES AND THAT'S A BIG PART OF COMMUNICATION.
>> I WOULD ADD ONE MORE PIECE TO THAT, MELINDA, THAT YOU JUST MADE ME THINK OF IS OUR WEBSITE IS DOING A REAL DEEP DIVE INTO THE WEBSITE IF THE PRESENCE IS REALLY FOR THE COMMUNITY, MAKING SURE THAT IT'S ACCESSIBLE TO EVERYONE.
IS IT EASY TO FIND THE INFORMATION? WE'RE ASKING, AGAIN A LOT OF QUESTIONS, JACKSON, SELINA, AND I ARE SITTING DOWN LOOKING THROUGH THAT.
ONE OF THE PIECES WE'VE TALKED ABOUT IS IF YOU WANT TO TALK TO A STAFF MEMBER WHEN YOU CALL THEIR NAME, THERE'S NO PHOTO, SO YOU DON'T ALWAYS KNOW WHO.
HOW DO WE START TO IMPLEMENT PUTTING PHOTOS OF OUR STAFF ON THE WEBPAGE TO MAKE SURE THAT IT HAS MORE OF A FRIENDLY FEEL TO IT? THERE'S A FACE TO THE NAME.
>> OTHER QUESTIONS OR COMMENTS, AND I'M SURE THERE WILL BE AS WE READ AT TIME FOR READING.
>> HOW LONG WILL YOU BE WANTING THAT IN YOUR FEEDBACK?
>> AS SOON AS YOU GET ME FEEDBACK, IT OFFICIALLY STARTS BY JULY 1ST.
[00:10:03]
IF I COULD GET SOME INITIAL FEEDBACK BY THEN, THAT GIVES ME SOME TIME TO REWORK A DRAFT.SELINA SIMULTANEOUSLY WORKING WITH OUR GRAPHIC DESIGNER AT THE ESD.
WE CAN SHIFT THE WORDS. THIS IS REALLY JUST THE WORDS.
SHE'S GOING TO BE THE CREATOR OF THE FORMAT.
SHE CAN SHIFT IT BASED ON THAT.
IF I CAN HAVE FEEDBACK BY JULY 1ST, THAT WOULD BE GREAT BECAUSE THEN I WANT TO BE ABLE TO DIVE INTO IT, REWORK IT, AND GET IT BACK OUT TO YOU FOR A SECOND LOOK.
>> CHRISTINE, WHAT'S YOUR PREFERENCE FOR FEEDBACK? EMAILS, PERSONAL COMMUNICATION, PHONE CALL.
>> STEVE, WHATEVER WORKS FOR YOU. REALLY, HONESTLY.
>> YOU HAVE A CHANCE TO MEET WITH [INAUDIBLE] JUGGLE THE BUSINESS COUNCIL.
>> BERNIE AND I HAVE STARTED THOSE CONVERSATIONS AND SO HE'S GOING TO GET THE FIRST LOOK AT IT.
WE'RE GOING TO HAVE A ONE-ON-ONE MEETING AND THEN I'LL BE ASKING AND WORKING WITH HIM AS TO WHO CAN READ IT.
JESSY IF YOU HAVE OTHER IDEAS, I WOULD LOVE THOSE.
>> I KNOW GETTING A MEETING WITH ELDERS IS REALLY IMPORTANT SO I'LL ASK AHEAD OF TIME SO THEY CAN MAKE IT ON THEIR CALENDAR OR WE CAN MEET THEM WHERE THEY'RE AT.
>> THEN WE CAN SET UP THE TIME.
>> I CAN'T FIND WHERE IT IS RIGHT NOW, BUT I SWEAR I THINK I READ IT IN HERE.
ONE OF THE THINGS THAT YOU ARE GOING TO LOOK AT IS LOOKING AT JOB DESCRIPTIONS.
WHEN YOU SAID YOU'RE GOING TO MEET WITH THE STAFF MEMBER AND YOU WANT TO KNOW WHAT THEY LOOK LIKE, CAN THERE BE A SMALL BLURB OF WHAT THE STAFF MEMBERS, WHAT THEIR RESPONSIBILITY IS, A PUBLIC-FACING TYPE OF THING.
I'VE HEARD FEEDBACK FROM THE COMMUNITY AS FAR AS, THERE'S TOO MUCH ADMINISTRATION, OR THERE'S TOO MUCH THIS.
JUST GIVING THEM, THIS IS WHAT THIS PERSON IS HERE FOR.
I WONDER IF JUST PUTTING IT ON THE WEBSITE'S ENOUGH.
ONE THING, I WILL SHARE THIS AND JACKSON, IF YOU HAVE ANY IDEAS, FEEL FREE TO CHIME IN, I DON'T KNOW IF GIVE YOURSELF A MICROPHONE.
[BACKGROUND] WE TALKED ABOUT, THERE'S HUMANS OF NEW YORK CAMPAIGN.
HOW DO WE HIGHLIGHT THE DIFFERENT PEOPLE WHO DO THE WORK IN OUR SYSTEM AND HIGHLIGHT DIFFERENT INDIVIDUALS, DIFFERENT DEPARTMENTS SO WE ELEVATE EVERYONE'S VOICE.
SOMETIMES I THINK WE HAVE A LOT OF UNSUNG HEROES IN OUR ORGANIZATION, AND SO WE WANT TO MAKE SURE WE'RE TELLING THEIR STORY.
WHEN WE TALK ABOUT TELLING OUR STORY, IT'S THAT PART OF IT.
PEOPLE REALLY UNDERSTAND WHAT IT IS WE DO ACROSS THE ORGANIZATION.
OFTENTIMES WE THINK ABOUT SCHOOL SYSTEMS IN A PYRAMID OR A HIERARCHY.
I REALLY WANT TO PUSH US TO THINK ABOUT OUR ORGANIZATION MORE AS AN ECOSYSTEM THAT WE'RE ALL INTERDEPENDENT UPON ONE ANOTHER.
I LOVE THAT IDEA, MELINDA, AND SO WE'LL JOT THAT DOWN AND THINK THROUGH, HOW DO WE GET THAT NARRATIVE OUT THERE? PEOPLE DON'T KNOW THEN THAT'S PART OF THE BREAKDOWN THAT WE HAVEN'T DONE THE WORK TO TELL THEM.
>> I THINK IN THE PAST IT'S BEEN YOUR JOBS AREN'T SMALL.
NONE OF THE JOBS CAN BE DISTILLED INTO A SENTENCE.
THAT HUMANS OF NEW YORK ANALOGY THAT YOU SAID WHERE IT DOESN'T HAVE TO FIT IN A LITTLE BOX AND USE THE SAME WAY FOR EVERYBODY, BUT IT'S SOMETHING TO SHOW THESE ARE WHY WE HAVE THESE PEOPLE HERE, HOW THEY WORK TOGETHER.
>> FROM THE STANDPOINT OF ORGANIZATIONAL CLARITY, AN ORGANIZATION CHART COULD BE.
I KNOW IF YOU [INAUDIBLE] HIERARCHIES, I CAN SEE ONE SMALL PROBLEM WITH THAT.
IT'S JUST TRYING TO WORK THROUGH A CHAIN OF PEOPLE TO GET A PROBLEM RESOLVED.
WHERE DO YOU START? HOW DO YOU MOVE UP THE LADDER? IF YOU DON'T HAVE A HIERARCHY, HOW DO YOU WORK WITH THAT?
>> YEAH, THERE'S ALWAYS SOMEONE TO GO TO.
IF YOU PULLED UP THE EXACT TEAM ON THE WEBSITE, WHICH I HAVE NOT IN THE LAST COUPLE OF DAYS.
BUT THEN WHAT DOES THAT LOOK LIKE? IT MAY POST PEGGY ON THE WEBSITE AS A STRUCTURE OF HIERARCHY.
BUT IN THINKING ABOUT HOW WE SYSTEMATICALLY MOVE, SOMETIMES WHEN PEOPLE ONLY ADJUST TO THE WAY OF THE HIERARCHY, AND THAT'S HOW THEY THINK OF THEMSELVES IN THE ORGANIZATION,
[00:15:01]
THEN THAT LEAVES THAT SENSE OF BELONGING, PEOPLE ARE BRINGING UP THAT THEY DON'T FEEL THE VALUE.I DON'T THINK WE PUT IT ON A GRAPHIC THAT WAY, BUT IT'S JUST THINKING THAT WAY IN TERMS OF HOW WE FUNCTION.
>> I ACTUALLY HAVE A VERY SPECIFIC REASON FOR SAYING THAT, IS BECAUSE I HAD A COMMUNITY MEMBER COME TO ME AND ASK ME A QUESTION BECAUSE HER DAUGHTER-IN-LAW WAS WORKING IN THE DISTRICT AS A STUDENT TEACHER.
NEITHER THE STUDENT TEACHER NOR THE TEACHER WHO WAS MENTORING HER KNEW WHO TO APPROACH WITH A QUESTION ABOUT A READING RECOVERY TYPE PROGRAM.
I SAID, WELL. OKAY. I FOUND THE OLD WORK CHART IN AN OLD BOARD MEETING THING, THAT'S WHERE I FOUND IT, NOT AROUND THE [INAUDIBLE].
IT LOOKED LIKE THEY WOULD GO UP.
ACTUALLY, I THINK KELLY, YOU WERE IN THE CHAIN, IT WAS A CURRICULUM QUESTION.
I SAID, I THOUGHT THEY WOULD GO THERE, BUT A FEW DAYS AGO I WAS TALKING TO HER SAYING, ''HEY, DID YOU EVER GET THIS FIGURED OUT?'' SHE GOES, ''NO.'' I WAS LIKE, THIS IS BROKEN CHAIN OF TRYING TO FIGURE OUT WHERE TO GO WITH THE QUESTION.
>> PEGGY, THAT'S EXCELLENT DATA OF THE THINGS THAT I'M SOMETIMES HEARING ABOUT THE COMMUNICATION.
WHEN PEOPLE DON'T KNOW, DO THEY KNOW WHO TO ASK, DO THEY KNOW HOW TO GET THOSE ANSWERS.
YOU JUST GAVE A GREAT EXAMPLE OF SOME OF THE THINGS I MAY HEAR.
>> OTHER QUESTIONS OR COMMENTS? YOU HAVE YOUR HOMEWORK, YOU HAVE YOUR ASSIGNMENT, YOU HAVE YOUR DUE DATE. [LAUGHTER].
>> THANK YOU SO MUCH. DON'T GO BACK.
LIKE I SAID, THIS IS NOT PERSONAL AND THIS REPRESENTS OUR WORK.
IT'S GOING TO FEED US FORWARD IN WHERE WE ARE STRONG AND WHERE WE'VE IMPROVED.
>> THANK YOU. THAT TAKES US ON TO ITEM 2.02, WHICH IS INITIAL PRESENTATION OF THE 2020-2023 BUDGET.
THERE'S A LOT OF PAPERS AND NUMBERS HERE THAT I AM CERTAIN THAT MARK WILL ENLIGHTEN US ABOUT.
>> THAT'S ACTUALLY WHY I BROUGHT HOLLY.
I KNOW THAT YOU'VE HEARD ME MENTION HOLLY GRAM ON NUMEROUS OCCASIONS.
I DON'T KNOW THAT YOU'VE ALL HAD AN OPPORTUNITY TO MEET HER.
HOLLY IS A CPA AND HAS BEEN DOING FAST WORK FOR THE DISTRICT FOR QUITE A WHILE NOW AND IS QUITE EXTRAORDINARY AND YOU'RE LUCKY TO HAVE HER.
SHE HAS PUT A LOT MORE TIME INTO THE BUDGET THIS YEAR THAN I HAVE BEEN AVAILABLE TO.
SHE'S HERE TO HELP PRESENT AND ANSWER QUESTIONS AS WELL.
I'M ACTUALLY VERY EXCITED TO BE TALKING ABOUT THE BUDGET [LAUGHTER] BECAUSE THOSE OF YOU THAT KNOW ME KNOW THAT THAT'S REALLY WHAT I LIKE TO DO.
MY PLAN FOR THE EVENING, OR THE WAY I ENVISIONED IT, YOU CAN DERAIL IT IF YOU'D LIKE, IS TO WALK THROUGH THE PROCESS.
A LOT OF US ARE NEW TO THE SCHOOL DISTRICT.
I THOUGHT IT MIGHT BE A GOOD EXERCISE TO GO THROUGH THE BEGINNING TO THE ENDING OF HOW WE GO ABOUT FORMULATING THE BUDGET, DEVELOPING THE PLAN FOR THE YEAR.
YOU'VE GOT A BUNCH OF PAPERS IN FRONT OF YOU WITH A LOT OF DIFFERENT NUMBERS ON THEM.
WE'RE GOING TO WALK THROUGH WHAT THEY REPRESENT MORE SO THAN WHAT THE NUMBERS ARE THEMSELVES.
IF YOU'VE GOT SPECIFIC QUESTIONS EITHER TONIGHT OR LATER, EMAIL THOSE TO ME.
WE'LL WRITE THEM DOWN AND GIVE THE ANSWERS LATER.
THIS IS THE PRELIMINARY DRAFT OF THE BUDGET.
SOME OF THEM ARE STILL BEING TWEAKED SLIGHTLY.
THE TIMELINE OF THE PROCESS, THE STATE HAS REQUIRED THAT THE BUDGET IS SUBSTANTIALLY COMPLETE BY JULY 10TH.
IN ORDER TO ADOPT THE BUDGET, YOU HAVE TO HOLD A PUBLIC HEARING PRIOR TO ADOPTION, WHICH THE PLAN IS TO DO THAT AT THE JULY MEETING.
WE'LL BRING THE FINAL VERSION OF THE BUDGET TO YOU IN JULY AT YOUR BUSINESS MEETING TO PROVE.
PRIOR TO THAT MEETING, WE WILL HAVE A BUDGET HEARING,
[00:20:01]
WHICH IS A SEPARATE ACTIVITY THAT TAKES PLACE RIGHT BEFORE THE MEETING THAT'S OPEN TO THE PUBLIC.PEOPLE WHO COME AND SPEAK ON ANYTHING IN THE BUDGET OR THAT THEY THINK SHOULD BE IN THE BUDGET, THEY GET TO MAKE THEIR PUBLIC COMMENT.
PRIOR TO THAT, WE'RE LEGALLY REQUIRED TO ADVERTISE IN TWO CONSECUTIVE WEEKS IN THE PAPER OF LOCAL CIRCULATION.
DATES ARE THE 19TH AND THE 12TH?
TWO WEEKS BEFORE THAT, WE'LL ACTUALLY PUT OUT AN ADVERTISEMENT THAT SAY THAT WE HAVE COMPLETED THE BUDGET AND ANYONE THAT WOULD LIKE TO CAN COME IN AND VIEW IT, ACTUALLY IS AS OF THE 10TH, THEY CAN DO THAT.
WE HAVE TO MAKE IT AVAILABLE TO THE PUBLIC FOR VIEWING AND PROVIDE ANY FEEDBACK AND COMMENT THAT THEY WOULD LIKE TO.
THEY CAN COME AND BE HEARD AT THE HEARING ON THE NIGHT OF THE [INAUDIBLE].
QUESTIONS ON THAT. THAT'S STANDARD FOR EVERY DISTRICT IN THE STATE.
>> IS IT ONLY AVAILABLE IN PERSON OR CAN THEY GET IT ONLINE?
>> NO. SINCE THE INVENTION OF THE INTERNET, WE'VE POSTED IT ON THE WEBSITE FOR PEOPLE TO VIEW, WE'LL POST IT ON THERE AS A DRAFT OF THE BUDGET AND THAT WILL REMAIN THERE UNTIL AFTER YOU HAVE ADOPTED IT, AND WHICH WILL TAKE THE DRAFT STAMP OFF A BIT AND MAKE IT THE OFFICIAL BUDGET.
>> SPEAKING AS FAR AS THE INTERNET, DO WE POST THAT IT'S AVAILABLE.
I'M A DINOSAUR, L LOOK AT THE NEWSPAPER.
>> AS FAR AS COMMENTING ON THE BUDGET, CAN STAFF MEMBERS DO THAT?
>> YEAH [NOISE]. YEAH. IT'S OPEN PUBLIC.
SO ANYBODY AND STAFF ARE INCLUDED AS PART OF THE PUBLIC.
AS WE WALKED THROUGH PROCESS PEOPLE HAVE HAD OPPORTUNITIES TO PARTICIPATE.
I CAN'T SAY THAT EVERY STAFF MEMBER HAS HAD AN OPPORTUNITY TO PARTICIPATE BUT THERE'S BEEN A WIDE RANGE OF PEOPLE THAT HAVE BEEN INVOLVED IN THE DEVELOPMENT OF THE BUDGET.
OVERARCHING GOAL OF THE BUDGET IS TO ALIGN OUR EXPENDITURES WITH OUR VALUES SO THE BORDER HAS STRATEGIC COMMITMENTS.
YOU'VE GOT GOVERNANCE POLICIES, RESULTS POLICIES AND SAY THESE ARE THE OBJECTIVES THAT WE EXPECT TO HAPPEN.
OUR INTENTION IS TO ALIGN OUR EXPENDITURES TO MATCH THOSE EXPECTATIONS.
SO WE ACTUALLY SPEND A LOT OF TIME TALKING WITH ADMINISTRATORS AND THE FOCUS OF THIS TABLE, MAKING SURE THAT WHAT WE'RE DOING, ANYTHING WE WERE ADDING OR INCREASING OR SPENDING MONEY ON IS ALIGNED WITH ONE OR MANY OF THOSE EXPECTATIONS OR VALUES.
SO, SOME OF THEM ARE A LITTLE BIT MORE OF A STRETCH, BUT THEY ALL DO ALIGN.
THE ELECTRICITY AND THE MOWING OF THE LAWNS AND EVERYTHING TIED IS AT SOME POINT ALONG THE WAY TO THE POLICIES OR THE VALUES THAT HAVE BEEN EXPRESSED BY THE BOARD.
SO, WHEN WE BEGIN BUDGETING, TYPICALLY WE START SOMEWHERE AROUND JANUARY, FEBRUARY.
WE START WITH THE ENROLLMENT FORECAST.
THE NUMBER OF STUDENTS THAT WE HAVE IN THE DISTRICT PLAYS A PRIMARY ROLE IN DETERMINING THE FOUNDATION OF OUR FUNDING.
SO THE FIRST PAGE THAT YOU'VE GOT THE COLORFUL PAGE ON THE TOP AND UNLESS YOU CHANGE THE ORDER THEY SHOULD BE IN THE ORDER IN WHICH WE'RE GOING THROUGH THE PACKET.
WE FORECAST OUR ENROLLMENT FOR NEXT YEAR.
SO THOSE OF YOU WHO'VE BEEN AROUND A LITTLE BIT, YOU'VE HEARD US TALK ABOUT THE ENROLLMENT FORECAST AND WE USED TO ACTUALLY PROCESS THIS AT LENGTH WITH THE BOARD AND PER THE POLICY CHANGE THAT FALLS MORE SOLIDLY ON OUR END OF THE OPERATION NOW, SO WHAT THIS DOCUMENT DOES IS IT TAKES OUR HISTORIC ENROLLMENT FOR THE PREVIOUS FIVE YEARS, THE CURRENT YEAR, AND THEN RUNS IT THROUGH SEVERAL DIFFERENT MATHEMATICAL MODELS TO ESTIMATE WHAT THE ENROLLMENT WILL BE FOR NEXT YEAR BASED ON THE TREND.
SO THE ISSUE WITH TREND ANALYSIS, IT WILL CONTINUE TO PROJECT THE TREND AND THE SAME DIRECTION UNTIL IT REVERSES.
SO WHEN WE'RE IN A DECLINING ENROLLMENT,
[00:25:03]
IT'S GOING TO CONTINUE TO FORECAST DECLINE UNTIL YOU REVERSE THAT AND WAIT THE MODELS THE OTHER DIRECTION.WHEN COVID HIT AND OUR ENROLLMENT DECLINED PRETTY SIGNIFICANTLY.
YOU RECALL WE ACTUALLY OVERESTIMATED OUR ENROLLMENT BY QUITE A BIT AND THE PROBLEM WITH THAT IS THE STATE FUNDS US BASED ON OUR ENROLLMENT FORECAST FOR THE FIRST HALF OF THE YEAR.
ONCE WE CROSS INTO JANUARY, THEY START FUNDING BASED ON THE ACTUAL SO IF YOU'VE OVER FORECASTED YOUR ENROLLMENT THEY'VE OVERPAID YOU BASICALLY FOR THE FIRST HALF OF THE YEAR, THEY RECAPTURE ALL THOSE FUNDS ALL AT ONCE.
SO IF YOU'VE MISSED BY QUITE A BIT, YOU MAY END UP IN JANUARY OF ZERO APPORTIONMENT.
I'VE ACTUALLY SEEN DISTRICTS BUSINESS SO BADLY THEY LOST A COUPLE OF MONTHS WORTH OF PORTION, WHICH IS NOT GOOD.
SO WE'VE HISTORICALLY BEEN VERY CONSERVATIVE WITH OUR ENROLLMENT FORECAST.
THE PROBLEM IS YOU DON'T WANT TO BE TOO CONSERVATIVE BECAUSE THEN YOU'RE UNDERSTAFFED.
SO THE ENROLLMENT IS MOSTLY IMPORTANT TO DRIVE STAFF BECAUSE THE NUMBER OF STUDENTS YOU HAVE IS GOING TO DRIVE THE NUMBER OF STAFF YOU'RE ALLOCATED AND YOU'RE FUNDED PRIMARILY BASED ON YOUR STAFFING.
>> SO WHAT'S THE BALANCE BUDGET [INAUDIBLE] 2019.
HOW ARE THEY CONTINUING WITH THAT? [INAUDIBLE]
>> YEAH, GREAT QUESTION. SO FOR ONE YEAR, SO WE'VE GOT ONE YEAR, 50 PERCENT HOLD HARMLESS.
SO IF OUR ENROLLMENT PRE-COVID WAS HIGHER THAN WHAT WE'RE FORECASTING NOW, WHICH IS THE CASE THEY WILL FUND US AT THE HIGHER STUDENT LEVEL, BUT ONLY PROVIDE US WITH HALF OF THE FUNDING DIFFERENCE AND IT'S A ONE-YEAR ONLY.
SO WE'VE GOT THIS YEAR BASICALLY TO CATCH UP.
SO WE ARE BETTING THAT WE'RE GOING TO GET A LITTLE BIT OF ENROLLMENT BACK, WHICH IS VERY SIMILAR TO WHAT WE DID LAST YEAR.
WE DIDN'T GET QUITE ALL THE WAY BACK.
SO THIS YEAR'S FORECAST IS VERY SIMILAR TO LAST YEAR'S, BUT WE THINK WE CLOSED A LITTLE BIT OF THAT GAP LAST YEAR.
WE THINK WE'RE GOING TO CLOSE A LITTLE BIT MORE THIS YEAR.
SO WE'RE STAFFING BASED ON A VERY SIMILAR NUMBER TO LAST YEAR.
AND THE BENEFIT OF THAT IS WE DON'T HAVE TO LAY OFF ANY STAFF.
SO WE'RE KEEPING THE STAFF POSITIONS AND THE STAFF ARE STABLE IN THE DISTRICT, WHICH ADDS A LOT OF STABILITY, NOT ONLY FINANCIALLY, BUT IT ADDS A LOT OF STABILITY TO JUST THE MORALE AND THE ABILITY TO OPERATE BUILDINGS.
WHEN YOU KNOW WHO WAS GOING TO BE THERE.
YOU HAVE AN EMOTIONAL AND SUPPORT SYSTEM THAT HAS A LOT OF VALUE TO IT, PARTICULARLY IN A SITUATION COMING OUT IN A COUPLE OF HARD YEARS THAT WE NEED TO DO SOME REALLY GOOD WORK TO GET BACK ON TRACK AND MAKE SOME HEADWAY OVER THE YEAR. YOU HAVE ANOTHER QUESTION.
>> SO THAT IS THE ANNUAL AVERAGE FTE.
SO WE'RE FUNDED WHEN WE FORECAST THE ENROLLMENT.
AND ANYTIME THAT YOU HEAR ME TALKING ABOUT ENROLLMENT, I'M TALKING ABOUT THE ANNUAL AVERAGE FTE, BECAUSE THAT'S HOW WE'RE FUNDED.
AND THAT IS DIFFERENT THAN THE HEAD COUNT.
SO IF YOU COUNT, HOW MANY PEOPLE WERE IN THE ROOM WE ARE ALL A HEAD COUNT.
BUT THAT'S NOT HOW WE'RE FUNDED BECAUSE MELINDA MAY ONLY GO HALF-TIME AND PEGGY MAY GO THREE-QUARTERS TIME AND JOHN GOES FULL-TIME.
WE HAVE DIFFERENT EQUIVALENCIES IN TERMS OF HOW MUCH WE ATTEND SCHOOL.
SO THAT ALTERS THE FTE MORE SO AT THE HIGH SCHOOL THAT HAD THE ELEMENTARY BECAUSE YOU MAY HAVE KIDS THAT AREN'T TAKING A FULL SCHEDULE.
SO THEIR FTE IS LOWER THAN A 1.O.
SO AND THEN AVERAGES OVER THE COURSE OF THE YEAR.
SO IF YOU ATTEND FULL-TIME FOR HALF THE YEAR AND NOT AT ALL FOR THE SECOND HALF, YOU AVERAGE OUT TO BE A 0.5 FTE FOR THE ENTIRE YEAR.
AND THAT'S HOW WE'RE FUNDED, IS BASED ON A 0.5 FTE.
>> ARE RUNNING START STUDENTS AND ALL THIS KINDS OF THINGS CONSIDERED PART-TIME AND YOU CAN SEE.
>> BOTH. THE RUNNING START IS WE RECEIVE AN APPLICATION FOR AN EXTERNALITY.
IT'S A PASS THROUGH TO THE COLLEGE.
SO IF YOU'RE A HALF-TIME ENROLLED AT FRONT OF HIGH SCHOOL AND HALFTIME AT WELCOME COMMUNITY COLLEGE.
[00:30:02]
WE'RE COLLECTING HALF-TIME FTE AND PASSING ON HALF-TIME FTE.>> SO IT'S BASED ON STUDENT ENROLLMENT.
WHAT I DON'T UNDERSTAND QUITE IS, SO I CONSIDER THEM AS COST CENTERS.
HOW MANY COST CENTERS DO WE HAVE THAT'S SUPPORTING THIS STUDENT ENROLLMENT? FOR INSTANCE, OPERATING SUPPLIES AND WAGES, ALL THE STUFFS THAT ARE THOSE BROKEN TO COST CENTERS AND, HOW, WHO'S INVOLVED AND HOW DOES THAT ALL COME INTO THE PICTURE?
AND I THINK THERE MAY BE SOME VOCABULARY THAT'S SLIGHTLY DIFFERENT.
SO I THINK I'M GOING TO ANSWER THAT QUESTION TOWARDS THE END OF THE PRESENTATION OR THE CONVERSATION.
SO IF YOU CAN HOLD ONTO IT FOR A MINUTE.
SEE IF I ANSWER YOUR QUESTION AND IF NOT, THEN WE'LL TAKE ANOTHER SWIPE AT IT.
>> I THINK THE BIGGEST THING THAT LOOKING AT THIS AND THE PART OF UNDERSTANDING AND IT IS AN EXAMPLE OF WHERE THE POLICY GOVERNANCE WAS WONDERFUL BECAUSE PRIOR TO THE TIME WE ADOPTED THAT, WE WOULD SIT AROUND AND GO BACK AND FORTH.
WELL, DO YOU THINK WE SHOULD FIGURE ON 4200 STUDENTS HAVE ALREADY CUT 220 AND BACK AND FORTH, THE BOARD WAS GETTING INTO WEAVES THAT WE DIDN'T REALLY HAVE THE DATA OR THE EXPERTISE.
THAT WAS PUT BACK INTO MARK'S REALM AS A BUDGET AND WE GAVE HIM A LIST OF HERE ARE THE FACTORS WE WANT YOU FROM A BOARD STANDPOINT TO TAKE IN EFFECT AND HOW DO WE WANT YOU TO MAKE THAT DECISION.
BASICALLY GAVE HIM THE AUTHORITY AND THE RESPONSIBILITY OF MAKING IT, THAT GAVE THEM SOME PARAMETERS AND JUDGMENT OR GUIDANCE TO DO THAT.
BUT THEN IT FALLS BACK ON HIS SHOULDERS AND HE'S THE ONE WHO MADE THE DECISION.
HE'S ALSO THE ONE RESPONSIBLE FOR IT, AND THE BIG PART OF THAT RESPONSIBILITY THAT FALLS INTO IT IS THIS NUMBER, DOES DRIVE PRETTY MUCH EVERYTHING THAT WE DO IN THE SENSE OF IT TELLS US HOW MANY TEACHERS THAT WERE GOING TO HIRE, AND ONCE WE COMMIT TO THOSE TEACHERS AND TELL THEM THEY HAVE A JOB, IF THE STUDENTS DON'T SHOW UP, THE TEACHERS STILL HAVE A JOB.
IF THE STUDENTS DON'T SHOW UP, THE MONEY DOESN'T NECESSARILY SHOW UP AND THERE IS WHERE THAT NUMBER BEING ACCURATE BECOMES REALLY CRITICAL.
BUT THESE NUMBERS COMPARED TO SOME YEARS WHEN WE WERE LOOKING AT IT, THESE NUMBERS ARE ACTUALLY IN A PRETTY NARROW RANGE AS OPPOSED TO SOME YEARS, ONE MODEL WOULD PREDICT THAT WE WOULD HAVE AN ENROLLMENT 600 MORE THAN ANOTHER, AND IT WAS LIKE, OKAY, GET OUT YOUR CRYSTAL BALL AND DETERMINE BECAUSE AGAIN, IT DOES MAKE A BIG IMPACT OF HOW YOU BUDGET.
THAT'S THE HISTORICAL PERSPECTIVE I JUST WANTED TO THROW IN THERE.
>> PERFECT. THANK YOU KEVIN, THERE'S A LITTLE BIT OF ART TO IT ALONG WITH THE SCIENCE FOR SURE.
>> ALL THE COLUMNS ON HERE, LIKE THIS ONE DOWN HERE, THAT'S THE 2019-2020, SELECTED PREFERRED NUMBER THEY'RE GOING FOR, WHICH IS THE ONE, I'M THINKING IT'S ONE OF THESE BLUE ONES.
>> THE YELLOW ONE THAT YOU'VE GOT YOUR HAND ON.
>> BUT WE'VE GOT LIKE SIX DIFFERENT COLUMNS UNDER THERE WITH DIFFERENT NUMBERS, WHICH ONE OF THOSE IS THE ONE OR IS THAT LIKE THERE ARE SIX DIFFERENT OPTIONS?
>> WE'RE USING THE WEIGHTED COHORT PROJECTION THIS YEAR, SO WHERE THE YELLOW IS IN THAT COLUMN, THAT'S THE MODEL THAT WE THINK IS GOING TO MORE ACCURATELY PROJECT OUR BUDGET, OUR ENROLLMENT THIS YEAR IS THE WEIGHTED COHORT PROJECTION.
>> THOSE SIX COLUMNS ARE ALL DIFFERENT.
>> THEY ARE DIFFERENT MODELS, YEAH.
>> YEAH, THEY'RE DIFFERENT FORECASTS MODELS.
>> I WANT TO ASK YOU WHY YOU CHOSE THAT MODEL BECAUSE THAT'S YOUR JOB.
>> LIKE I SAID, THESE NUMBERS ARE ACTUALLY FAIRLY CLOSE TO EACH OTHER AS COMPARED TO I REMEMBER A FEW YEARS BUT IT WAS LIKE REALLY DARK IS LET IT ALMOST FELT LIKE BECAUSE THE NUMBERS WERE SO VASTLY INACCURATE.
>> YEAH, IT CAN BE CHALLENGING FOR SURE.
WE TAKE THAT ENROLLMENT NUMBER AND WE MOVE ON TO THE BIG SPREADSHEET, AND WE PLUG THAT INTO WHAT WE CALL THE STACK ALLOCATION MODEL.
WE HAVE CERTAIN RATIOS OF STUDENTS PER STAFF, PER TEACHER, BASIC HEAD TEACHER.
[00:35:01]
WHICH GETS TO PARTIALLY INTO THE QUESTION THAT STEVE WAS ANSWERING, AND THERE'LL BE MORE TO COME ON THAT ONE.THESE ARE THE CLASSROOM TEACHERS, SO THIS IS THE MODEL THAT BASICALLY TAKES THE ENROLLMENT FORECAST, AND THEN AGAIN, BASED ON HISTORICAL PERCENTAGE OF ENROLLMENT FOR EACH SCHOOL.
EACH OF THE ELEMENTARY SCHOOLS DIVIDES UP HOW MANY OF THOSE FOURTH GRADERS ARE GOING TO BE IN EACH OF THE ELEMENTARY SCHOOLS.
WE BASICALLY DO A MATHEMATICAL ESTIMATION OF HOW MANY KIDS ARE GOING TO HAVE GRADE LEVEL PER BUILDING.
THEN WE TAKE THAT AND FIGURE OUT BASED ON THE TARGETED CLASS SIZE, HOW MANY TEACHERS WE NEED FOR EACH GRADE LEVEL AND EACH BUILDING IN ORDER TO MAKE THOSE TWO LINE UP.
THEN WE HAVE TO ADD FOR PLANNING TIME AND THIS IS AT THE ELEMENTARY, THE PLANNING TYPE IS SEPARATE FROM THE CLASSROOM TEACHING FTES.
THERE'S ADDITIONAL FTE FOR MUSIC AND PE, AND POTENTIALLY ANOTHER ELECTIVE BASED ON THE WAY THEY BUILD THEIR SCHEDULE FOR PLANNING AT THE MIDDLE OF HIGH SCHOOL, IT'S JUST CALCULATED IN THE FTE BECAUSE PE AND MUSIC ARE JUST ANOTHER PERIOD, THEY'RE JUST OTHER SUBJECTS SO THAT TEACHERS ARE JUST SCHEDULED OUT OF THE SCHEDULE BECAUSE THE KIDS ARE MOVING VERSUS AT THE ELEMENTARY KIDS STAY IN THE ROOM, THEY DIDN'T HAVE SOMEBODY WITH THEM, SO THEY TELL ME.
[LAUGHTER] WE HAVE TO HAVE ADDITIONAL STAFF FOR PLAN, THAT'S THE DIFFERENT CENTER.
BASICALLY WE TAKE THE ENROLLMENT NUMBER, WE DEBUT THAT BASED ON HISTORICAL PERCENTAGES, [NOISE] FIGURE OUT BASED ON THE TARGETED CLASS SIZE, HOW MANY TEACHERS WE NEED IN EACH OF THE BUILDINGS AND EACH OF THE GRADE LEVELS, AND THAT'S OUR STAFF ALLOCATION.
AT THAT POINT, WE NOW KNOW WHAT OUR STAFFING IS IN BASIC CLASSROOM TEACHERS FOR THE BASIC PROGRAM IN THE BUILDINGS.
AT THIS POINT, JOHN PICKS UP AND CREATES THE STAFFING MODEL, THAT'S A LARGE SPREADSHEET THAT PUTS NAMES TO POSITIONS.
WE'VE SAID BASED ON THIS FORMULA, WE NEED TWO CLASSROOM TEACHERS AT BEACH.
THEN JOHN HAS HIS SPREADSHEET THAT SAYS, OKAY, WE NEED TWO CLASSROOM TEACHERS OF EACH AND ONE OF THEM SUE WENT UP WITH MS. BOB AND OUTLINES AND THEN ALSO GOES TO WE HAVE A PARALLEL SYSTEM THAT BASED ON THE ENROLLMENT OUTLINES CLASSIFIED STAFF, SO THE CLASSIFIED STAFF GET THEM ADDED TO THAT, AND WE END UP FILLING OUT BUILDING'S WORTH OF STAFFING BASED ON THE DIFFERENT STAFF CATEGORIES AND DIFFERENT FUNDING CATEGORIES THAT WE'RE GOING TO TALK ABOUT HERE IN A MINUTE AS WELL.
THOSE ARE THE TWO PRELIMINARY STEPS AND VERY FORMULA DRIVEN, VERY FIGURE OUT THE ENROLLMENT, FIGURE OUT THE STAFFING.
THEN AS FAR AS THE BUILDINGS GO, THERE'S ANOTHER MODEL, THE THIRD PAGE ON YOUR PILE, IS THE BUILDING ALLOCATION MODEL.
THAT'S HOW THE BUILDING ACTUALLY GETS THEIR DISCRETIONARY BUDGET, THAT THEY HAVE TO OPERATE THEIR SCHOOLS.
THE PRINCIPALS GET THIS ALLOCATION.
IT COMES IN TWO PHASES, YOU'LL SEE ON THIS ONE ON J, IT SAYS 75 PERCENT ALLOCATION, SO WHAT WE DO BECAUSE WE'RE GUESSING AN ENROLLMENT, WE ALLOCATE 75 PERCENT OF THEIR BUDGET.
IN OCTOBER, WHEN WE GET THE OFFICIAL OCTOBER HEADCOUNTS, WE KNOW THAT ACTUAL NUMBER OF STUDENTS THAT SHOWED UP.
WE GO AHEAD AND WE ADJUST THIS FOR ANY CHANGES IN STAFFING AND ANY CHANGES IN ENROLLMENT AND BY DISCOUNTING THE FIRST ENROLLMENT, THE FIRST ALLOCATION IS 75 PERCENT WERE NEVER TAKING MONEY BACK FROM PEOPLE.
WHEN I FIRST ARRIVED, THE ALLOCATION MODEL WOULD ALLOCATE A 100 PERCENT.
IF YOU HAD A LOWER ENROLLMENT, THEN YOU PROJECT IT, WE'D BE GOING TO THE PRINCIPAL'S SAYING, HEY, YOU GOT TO GIVE US $2000 BACK.
THEY DIDN'T REALLY LIKE THAT VERY MUCH BECAUSE THEY DIDN'T PLAN TO SPEND THAT MONEY THROUGHOUT THE YEAR, THAT WAS A VERY DISRUPTIVE DECISIONS.
WE TWEAK THE MODEL WITH THEIR INPUT, WE'VE ACTUALLY ALSO SIMPLIFIED IT DRAMATICALLY.
THERE ARE CERTAIN APPLICATIONS LIKE THE STAFF DEVELOPMENT ALLOCATION,
[00:40:03]
IS BASED ON THE NUMBER OF STAFF MEMBERS IN THE BUILDING.THEY ALSO GET AN INCREASE FOR ANY NEW STAFF MEMBERS, SO ANYBODY THAT IS IN THEIR FIRST THREE YEARS, THEY GET AN ADDITIONAL ALLOCATION FOR ADDITIONAL PROFESSIONAL DEVELOPMENT.
THAT'S BASED ON THE NUMBER OF STAFF, THE REST OF THIS IS BASED ON OTHER THAN THE SIP ALLOCATION, THE SCHOOL IMPROVEMENT PLAN ALLOCATIONS JUST A FLAT DOLLAR AMOUNT THAT THEY GET.
THEN THE REST OF IT'S BASED ON STUDENTS SO TO SUPPLIES, I'M SORRY, THEY GET A STUDENT BASED SUPPLY ON ALLOCATION THAT PAYS, BUYS PENS AND PAPER AND GLUE STICKS AND STUFF THAT THEY NEED FOR SCHOOL.
STAFF BASED SUPPLY ALLOCATION PAYS FOR RULERS AND SCISSORS, AND BASIC CLASSROOM SETS OF MATERIALS.
THAT IS A PERCENTAGE ALLOCATION EVERY YEAR.
ASSUMING THAT IF YOU'VE GOT 30 SECONDS OF SCISSORS, YOU DON'T NEED 30 NEW SETS OF SCISSORS EVERY YEAR, YOU MAY NEED 10.
THERE'S A PERCENTAGE OF THOSE TYPES OF SUPPLIES THAT REPLENISHES EVERY YEAR.
THEN THEY END UP WITH ANOTHER IN OCTOBER.
AGAIN, THEY'RE GOING TO CARRY OVER ALLOCATION FOR FUNDS THAT WERE EITHER DONATED OR NOT SPENT THIS YEAR.
THAT'S HOW THE BUILDING GETS THEIR APPLICATIONS, AND WE TRY TO SPELL IT OUT DOWN BELOW WITH ALL THE EVIDENCE FOOTNOTE, AND YOU CAN SEE THE COLUMNS AND HOW THE CALCULATIONS ARE MADE AND HOW WE GO ABOUT DOING THAT.
IF YOU READ THAT, YOU'LL BE THE FIRST ONES, [LAUGHTER] SO THAT'LL BE FUN.
THAT'S THE FORMULA DRIVEN ALLOCATIONS FOR GETTING US STARTED IN THE BUILDINGS THERE, THEIR BASIC SUPPLY BUDGETS.
THEN WE GET INTO THE REALLY FUN STATE FORMATS OF DOING A REVENUE FORECAST, WHICH IS THE F203, WHICH YOU'VE ALL HEARD ME WAX POETIC ABOUT THE F203 BEFORE.
THIS IS THE FRONT PAGE OF THE F203, IT'S A PRESCRIPTIVE FORMAT.
IT'S A STATE FORMULA THAT BASICALLY DOES THE REVENUE FORECAST.
THE BACK PAGE IS JUST ONE PAGE OF THE DATA ENTRY THAT WE ACTUALLY GO THROUGH.
WE ENTER A BUNCH OF DATA, THE ENROLLMENT, AND ALL THE DIFFERENT CATEGORIES.
WE ENTER THE STUDENTS IN FIRE DISTRICT, THE REMOTE NECESSARY STUDENTS FROM BEACH, LAB ENROLLMENT, AND LOT OF DIFFERENT PERCENTAGES AND FACTORS, TO COME UP WITH OUR STATE APPORTIONMENT ESTIMATE, AND THAT'S BASICALLY WITH THE F203 DATA.
IT'S OUR STARTING POINT, AND IT GIVES US OUR ROUGH STARTING POINT FOR REVENUE FOR THE YEAR, AND THAT'S OUR STATE REVENUE.
[NOISE] THE NEXT PAGE HAS GOT A LOT OF LITTLE FUN SMALL ADDS, AND THIS IS A WORK IN PROGRESS TYPICALLY UP RIGHT UNTIL THE LAST MINUTE IN SEPTEMBER.
WHAT WE'RE DOING HERE IS BASICALLY TAKING ALL OF OUR DIFFERENT FUNDING SOURCES, OUR FEDERAL AND STATE GRANTS, AND FIGURING OUT WHAT OUR GRANT REVENUE IS GOING TO BE.
OUR F203 IS HELPING US OUT WITH THE STATE APPORTIONMENT, SO OUR BASIC STATE REVENUE AT SOME OTHER SPECIAL LAB AND TRANSPORTATION AND SOME THINGS.
THEN WE'RE LAYERING ON IN THE GRANT REVENUE, WHICH IS THE MISSING PIECE [NOISE] FOR US IN TERMS OF REVENUE AT THIS POINT.
ONCE WE GET DONE WITH THAT, WE BASICALLY HAVE OUR REVENUE PICTURE FOR WHAT WE'RE LOOKING AT NEXT YEAR.
AT THE SAME TIME WE'RE DOING THE REVENUE FOR THE GRANTS WERE LOOKING AT THE EXPENDITURES AS WELL.
GRANT FUNDING, BASICALLY THE GRANT EXPENDITURES, WE ARE BALANCING OUR REVENUE AND OUR EXPENDITURES.
IF WE GET A 100 DOLLAR GRANT, WE'RE SPENDING 95 DOLLARS ON GRANT FUNDED ACTIVITIES.
THE OTHER FIVE IT'S WHAT THEY CALL INDIRECTS THAT WE'RE USING TO PAY THE LIGHT BILL, WE'RE USING TO PAY THE INSURANCE, WE'RE USING TO PAY THE OVERALL COST OF RUNNING THE PROGRAM.
THOSE ARE BALLPARK NUMBERS ON THAT.
[00:45:03]
THAT'S WHY YOU'RE LOOKING AT THE GRANT SHEET, YOU'RE SEEING YOUR REVENUE, YOU'RE SEEING YOUR INDIRECTS, YOU'RE SEEING YOUR EXPENDITURES, AND THEN THE PROGRAM STAFF, KELLY AND FAYE AND FOLKS THAT ARE RUNNING THE LARGE GRANT PROGRAMS ARE SAYING OKAY, THIS IS THE WORK WE NEED TO DO, THIS IS THE STAFF WE NEED TO DO IT, THIS IS THE BUDGET WE HAVE DO IT.WE'RE MAKING SURE WE LIVE WITHIN THOSE GRANT DOLLARS, BECAUSE UNLIKE, WE'LL SEE IT HERE IN A MINUTE WITH BASIC GAD, ESPECIALLY WE HAVE TO RUN THE PROGRAM THAT WE HAVE TO RUN.
IF IT COSTS MORE IN EXPENDITURES THAN WE GET IN REVENUE, WE JUST HAVE TO OPERATE IT BECAUSE IT'S THE LAW AND WE'RE REQUIRED TO DO SO.
GRANTS CAN'T GO OVER THE REVENUE, SO THE EXPENDITURES ALWAYS HAVE TO BE WITHIN THE REVENUE STREAM, SO THOSE GET BUDGETED AT THE SAME TIME.
ONCE WE'VE GOT OUR REVENUE FORECAST, WE'VE GOT OUR GRANT EXPENDITURES, HOLLY PUT TOGETHER THIS BRILLIANT LITTLE SHEET, THIS IS MY ABSOLUTE FAVORITE.
I LOVE THIS ONE. THE REVENUE EXPENDITURE SUMMARY.
WHAT THIS DOES, THIS IS THE ENTIRE DISTRICT BUDGET ON ONE PAGE.
THIS TELLS THE ENTIRE STORY OF THE DISTRICT BUDGET AT THIS POINT IN TIME.
YOU CAN SEE UP ABOVE, YOU'VE GOT YOUR BASIC GET PROGRAMS THAT ARE BASICALLY YOUR F203 FUNDED PROGRAMS. YOU'VE GOT EXPENDITURES AND JUST A TOTAL REVENUE, BECAUSE THAT'S OUR 3100, OUR STATED PORTION OF REVENUE IS THE REVENUE NUMBER, THE TOTAL LINE, AND OUR EXPENDITURES ARE TOTAL REVENUE.
YOU CAN SEE THAT WE'RE TWO MILLION DOLLARS OVER OUR APPORTIONMENT ON OUR EXPENDITURES.
THE OTHER PROGRAMS, THE SPECIAL-PURPOSE STATE FUNDING DOWN BELOW, YOUR SPECIAL EDUCATION, FOOD SERVICE, PUPIL TRANSPORTATION, ARE HISTORICALLY PROGRAMS THAT ARE CALLED OUT SPECIFICALLY ON THE F203, AND IN THE APPORTIONMENT REPORT, WHICH IS WHY THEY'RE BELOW THAT TOP LINE AND I'VE LUMPED TOGETHER, BUT THE COST TO RUN THEM EXCEEDS THE REVENUE THAT WE ARE ALLOCATED.
>> BACK IN THE FIRST PAGE THAT YOU WERE TALKING ABOUT, WHERE DOES IMPACT AID FIT UNDER THAT, UNDER YOUR BUDGET? [NOISE] [BACKGROUND]
>> ONE SIXTY-EIGHT IS [OVERLAPPING]
>> OKAY, SO IS THAT THE AMOUNT THAT WAS GIVEN LAST YEAR AND THIS YEAR YOU DON'T HAVE ANYTHING YET?
>> THAT'S WHAT WE'RE FORECASTING THIS YEAR.
>> IN ADDITION, THERE'S ALSO 29, WHICH IS ADDITIONAL SPECIAL EDUCATION IMPACT AID, WHICH IS ANOTHER 92,000.
>> I WOULD HAVE TO LOOK UP THE SPECIFICS RIGHT NOW, WE HAD LIKE MIA AND
>> A PORTION OF MIA AND [INAUDIBLE]
>> WHERE DOES THE OTHER PORTION GO TO? [INAUDIBLE]
>> OKAY. BECAUSE I WANT TO MEET WITH THAT TRIBE, SO I WANT TO BE ABLE TO TELL THEM WHAT WE'RE DOING.
>> WELL I THINK THAT'S ACTUALLY PART OF OUR REQUIREMENT NOW IN THE JOINT BOARD MEETINGS THAT WE PROVIDE A BREAKDOWN OF THE IMPACT AID EXPENDITURES.
SO YES, WE ABSOLUTELY WILL PROVIDE THAT.
>> JESSE. WE ACTUALLY MET CHRISTIAN AND THAT WILL BE IN OUR FINANCIAL AVIATION BOARD ON MONDAY AND SHARED WITH THEM HOW WE ARE OUT HERE USING THAT TYPE OF FUNDING.
AND HOUSE GROUNDS FOR THIS COMING YEAR AND THEN IN NOVEMEBER WHEN WE HAVE A JOINT,
[00:50:05]
THAT'S WHEN WE WILL SHARE THE DATA OF HOW THAT IN HOUSE [INAUDIBLE]>> I WOULD ADD THAT IT DID COME UP THAT YOU NEED TO BE INVITED TO THAT MEETING.
AND SO WE'LL MAKE SURE TO GET YOU WHAT WAS PRESENTED EITHER [INAUDIBLE] OR WE CAN EMAIL IT
>> OKAY, IS THAT WHY I'M LEFT FIELD HERE.
>> YEAH. SO THAT CAME UP AND THEN IN OCTOBER WE'LL ENSURE THAT THAT YOU GET INVITED TO THOSE MEETINGS.
>> SO THEN DOWN BELOW WHERE JESSE, WHICH JUST HAD QUESTIONS ABOUT IT, YOU'VE GOT YOUR GRANT PROGRAMS THAT WE WERE TALKING ABOUT.
SO THOSE DIFFERENCES IN EXPENDITURE ARE INDIRECTS TYPICALLY OR SOME EXPENDITURES THAT ARE FINALIZED OR GENERATED AROUND YET.
SO PART OF THE PROCESS OF DEVELOPING THE BUDGET IS THAT HOLLEY BRANDS REPORTS THAT SHOWS THE PREVIOUS YEAR'S ACTUAL EXPENDITURES, THE CURRENT YEAR'S BUDGET NUMBERS AND YEAR-TO-DATE, AND THEN BLANKS FOR THE NEXT YEAR.
SO ALL OF THE ALL OF THE DIFFERENT DEPARTMENTS, WHAT WE CALL THE BRC, THE BUDGET RESPONSIBILITY CENTERS, WHICH IS EVERY DEPARTMENT OR GROUPING THAT IS RESPONSIBLE FOR PROVIDING A BUDGET.
THEY ACTUALLY SUBMIT A BUDGET FOR NEXT YEAR.
SO THEY LOOK AT WHAT THEY HAVE DONE HISTORICALLY THE LAST TWO YEARS AND THEN MAKE ANY ADJUSTMENTS FOR THE NEXT YEAR.
SO FOR INSTANCE, TEACHING AND LEARNING MAY SAY, WE SPENT A LOT OF MONEY ON HAND SANITIZER AND RUBBER GLOVES LAST YEAR.
WE'RE GOING TO SPEND MORE ON THE TEXTBOOKS THIS YEAR.
SO THEY MAY SHIFT THEIR BUDGET LINE ITEMS. THE ONE THING THAT THEY CAN'T DO AT THIS POINT IN THE PROCESS IS INCREASE THEIR BUDGET.
SO THEY HAVE THE SAME AMOUNT OF MONEY THEY HAD LAST YEAR TO BUDGET THIS YEAR SO THEY CAN REALLOCATE IT ANY WAY THEY WANT TO WITHIN THEIR BUDGET, DEPENDING ON LEGAL AND CONTRACTUAL OBLIGATIONS.
BUT IT JUST HAS TO TOTAL OUT TO BE THE SAME AMOUNT.
IF THEY SAY, HEY, YOU KNOW WHAT, WE NEED TO DO MATH TEXTBOOKS OR WE HAVE REPLACEMENT CYCLE TO FUND AND WE DON'T HAVE THE MONEY IN OUR BUDGET TO DO THAT.
WE WOULD LIKE TO REQUEST AN ENHANCEMENT.
SO THEY WILL SAY, HEY, WE NEED AN EXTRA $3 MILLION IN OUR BUDGET FOR CURRICULUM MATERIALS IN ADDITION TO OUR BUDGET.
SO IN ALL THE DIFFERENT DEPARTMENTS, ALL THE PRC KNEW THIS.
WE CREATE A LIST OF THE REQUESTED BUDGET ENHANCEMENTS AND THEN AS A GROUP, WE COLLECTIVELY SIT DOWN AND EVALUATE THOSE REQUESTS BASED ON OUR RESULTS POLICIES, OUR STRATEGIC COMMITMENTS AND OUR AVAILABILITY OF FUNDS.
AND SAY, OKAY, WHAT RISES TO THE TOP, WHAT ARE THE PRIORITIES? WHAT MORE CLOSELY LINES, WHAT DO WE NEED TO DO? AND IT GETS REALLY HARD BECAUSE EVERYTHING IS VERY IMPORTANT AND WE SHOULD DO EVERYTHING, BUT WE CAN'T, RIGHT? BECAUSE WE'VE GOT LIMITED FUNDS, SO WE GO THROUGH THAT PROCESS, THAT'S HOW WE GET HERE.
WE'RE GOING TO ADD THIS, WE'RE GOING TO ADD THAT WE'RE GOING TO TAKE AWAY THIS, WE'RE GOING TO STOP DOING THAT, RE-PRIORITIZE ALIGN THE FUNDS THAT WE HAVE AND COME UP WITH THE DRAFT BUDGET CUT IN FRONT OF YOU.
>> I HAD A QUESTION. WHAT HAPPENS TO THE FORECASTED FUNDS FROM THE PREVIOUS YEAR WHEN YOU FORECAST FOR THE NEXT YEAR'S BUDGET, WHAT HAPPENS TO THOSE FUNDS? DOES IT PLAY INTO THIS? IS THAT MONEY IS SPENT OR IS THAT MONEY YOU CARRY OVER INTO THE NEXT YEAR?
>> YEAH, IF IT'S ACTUAL ALLOCATED MONEY THEN IT IS CARRIED OVER INTO THE NEXT YEAR IF IT'S UNSPENT.
SO FOR INSTANCE, SPECIAL ED, AS YOU CAN SEE ON HERE, RUNS A FAIRLY LARGE DEFICIT.
AND TYPICALLY THAT'S THE CASE.
THERE IS A FUNDING SOURCE, A GRANT PROCESS THROUGH THE STATE CALLED SAFETY NET, WHERE THEY ACTUALLY CAN MAKE AN APPLICATION FOR HIGH-COST STUDENTS OR HIGH-IMPACT COMMUNITY NEEDS.
THAT POTENTIALLY GETS A RATHER LARGE REIMBURSEMENT FROM THE STATE FOR SOME OF THOSE EXPENSES THAT ARE ABOVE AND BEYOND THE NORMAL SPECIAL ED ALLOCATION.
[00:55:01]
SO IN THE LAST COUPLE OF YEARS, WE'VE BEEN FORTUNATE ENOUGH TO GET HALF-A-MILLION DOLLARS OR SO BACK THROUGH THE SAME PROCESS.SO THAT MONEY, THAT $500 THOUSAND THAT WASN'T BUDGETED AS REVENUE, BUT WE SPENT AS EXPENDITURES.
NOW COMES BACK INTO THE DISTRICT AND WE'RE ABLE TO BASICALLY CARRY OVER TO ADDITIONAL 500 THOUSAND INTO NEXT YEAR.
>> SO YOU FORECAST THAT INTO YOUR BUDGET?
>> YOU TAKE AN ACCOUNT THAT PAYS, YOU GOT TO CARRY OVER FROM THE PREVIOUS YEAR AND YOU FORECAST THAT IF FOR THIS YEAR?
>> THIS YEAR? YEAH, ABSOLUTELY AND WHEN WE TALKED ABOUT FUND BALANCE HERE IN A MINUTE, YOU'LL SEE A COUPLE OF CATEGORIES OF WHERE THAT CARRYOVER IS.
THE LAP AND ENTITLED MONIES THAT ARE SPENT ARE STILL REQUIRED TO BE SPENT ON THOSE ITEMS, THOSE ALLOWABLE EXPENDITURES THE NEXT YEAR.
WHEREAS THE GENERAL FUND MONEY, IF WE HAVE ANY OF THAT CARRIES OVER, IS WE CAN SPEND IT ON WHATEVER WE NEED TO.
>> IN SOME OF THOSE CATEGORIES.
THERE'S ONLY CERTAIN PERCENTAGE THAT WE'LL STILL HAVE TO CARRY OVER.
>> SO IN SAYING THAT THEN THAT MEANS THAT THE END OF THE YEAR BEFORE THE BUDGET'S UP, WE TYPICALLY NEED TO SPEND THAT MONEY FOR WHAT IT WAS ALLOCATED FOR.
SO IN OTHER WORDS YOU EITHER SPEND IT OR YOU LOSE IT.
>> AND THAT IS A REAL HOT BUTTON SORE SUBJECT.
QUITE HONESTLY [LAUGHTER] INFURIATES ME WHEN PEOPLE WOULD COME UP WITH THAT AND SAY, HEY, I GOT THIS $10 THOUSAND I GOT TO BLOW BEFORE THE END OF THE YEAR.
IT'S NO RIGHT THAT IF WE'RE DOING OUR JOB, YOU'RE SPENDING THAT MONEY FOR THE BENEFIT OF THE KIDS IN YOUR PROGRAM WELL BEFORE WE GET TO THE END OF THE YEAR OR AT LEAST BUYING CAPACITY INCREASING EXPENDITURES FOR NEXT YEAR.
SO WE DON'T PENALIZE DEPARTMENTS OR BUILDINGS FOR NOT SPENDING THEIR MONEY TO NOT ENCOURAGE THAT KIND OF BEHAVIOR.
SO IF A BUILDING GETS IN HERE HASN'T SPENT IN THEIR BONDS, WE DON'T TAKE IT AWAY FROM THEM BECAUSE WE DON'T WANT THEM JUST BUYING, YOU KNOW, $10 THOUSAND WORTH OF GLUE STICKS THAT WE WANT THAT MONEY GOING TOWARDS ACTUAL MEANINGFUL GOOD WORK.
>> I WAS GOING TO ADD THAT WE DO MONITOR THE GRANT FUNDS JUST TO MAKE SURE ESPECIALLY THIS TIME OF YEAR, WE'RE REALLY KEEPING A CLOSE EYE AND MAKE SURE THAT ALL THOSE FUNDS ARE BEING SPENT.
AND WE EMAILED PROGRAM DIRECTORS TO LET THEM KNOW THAT THERE'S MONEY AVAILABLE TO BE SPENT IF IT HASN'T BEEN SPENT.
SO IT'S SOMETHING WE WATCH VERY CLOSELY.
>> AND IT'S ONE OF THE THINGS WE'RE TRYING TO GET REALLY A LOT BETTER AT AND I CREDIT TO FAN KELLY OVER THE LAST COUPLE OF YEARS OF REALLY WORKING HARD TO WORK WITH THE PRINCIPALS AND THE PROGRAM FOLKS TO HAVE REALLY GOOD PLANS GOING INTO THE YEAR SO WE CAN MONITOR THAT.
IT'S HISTORICALLY THAT INFORMATION HAS COME VERY LATE.
AND IT'S HARD FOR THE PRINCIPLES TO ALL OF A SUDDEN MIDWAY THROUGH THE YEAR, GIVEN THE INFLUX OF MONEY THAT THEY SOMETIMES HAVE A FAIRLY SUBSTANTIAL AMOUNT.
BUT THEY HAVEN'T PLANNED FOR IT.
THEY'VE GOT THEIR PLAN AND THEY'RE IMPLEMENTING IT.
AND IT'S NOT NECESSARILY THE EASIEST THING IN THE WORLD TO JUST INTERJECT MORE PEOPLE.
BECAUSE TYPICALLY THAT'S OUR PROGRAMS ARE PEOPLE.
SO IF YOU GIVE FOLKS MONEY, YOU'RE HIRING STAFF AND THEY NEED TO BUILD THEM INTO YOUR SCHEDULE AND IN YOUR PLAN.
SO WE'RE GETTING BETTER AT BEING VERY INTENTIONAL AT THE BEGINNING OF THE YEAR.
IN FACT, THE GOAL IS TO GET THAT INFORMATION OUT TO PRINCIPLES.
SO THEY KNOW BEFORE GOING AWAY INTO THE SUMMER AND DOING THEIR PLANNING FOR NEXT YEAR, THEY ACTUALLY KNOW WHO THE STAFF ARE AND WHAT RESOURCES THEY HAVE AVAILABLE TO THEM.
SO THEY CAN HAVE THAT THEN YOU HIT THE GROUND RUNNING.
SO IT'S AN AREA OF WORK WE'RE CONTINUING TO DEVELOP.
THEN AT THE BOTTOM, YOU'LL SEE A GROUP OF NUMBERS THERE THAT WE CALL CAPACITY.
THE RULE WHEN YOU ADOPT THE BUDGET, YOU ARE CAPPING THE AMOUNT OF EXPENDITURES FOR THE YEAR.
WE COULD RECEIVE IF WE ADOPT THE BUDGET, WE'RE GOING TO HAVE $87 MILLION IN EXPENDITURES AND 81,081 BILLION IN REVENUE.
[01:00:09]
WE COULD COLLECT 200 MILLION IN REVENUE AND NOT HAVE ANY ISSUE WHATSOEVER.BUT IF WE WANT TO SPEND $88,000 WE'RE NOT ALLOWED TO WITHOUT DOING A BUDGET EXTENSION.
WE HAVE TO COME BACK AND REVISE THE BUDGET.
WE CAN'T EXCEED THE NUMBER IN THE EXPENDITURE COLUMN THAT YOU SET.
THAT'S THE MAGIC NUMBER OBVIOUSLY.
WE ACTUALLY BUILD IN WHAT WE CALL CAPACITY.
BECAUSE FOR INSTANCE, WE HAVE A GLOBAL PANDEMIC AND WE END UP WITH A BUNCH OF FEDERAL MONEY OR STATE MONEY OR COUNTY MONEY TO HELP DEAL WITH THE EXPENDITURES THAT GO ALONG WITH THAT.
BY BUILDING IN A LITTLE BIT OF EXTRA EXPENDITURE CAPACITY, WE HAVE THE ABILITY TO SPEND A LITTLE BIT MORE THAN WHAT WE'RE REALLY PLANNING ON SPENDING.
BUT IT'S BECAUSE WE HAVE REVENUE TO SUPPORT THAT.
WE DON'T EVER SPEND THOSE FUNDS IF WE DON'T GET THE COMPANY REVENUE.
WE GET AN ADDITIONAL GRANT THAT COMES WITH ADDITIONAL EXPENDITURES, WE'VE GOT THE CAPACITY TO DO THAT.
WE DON'T GET ADDITIONAL GRANT.
WE DON'T HAVE THE ADDITIONAL MONEY, WE DON'T SPEND THOSE FUNDS.
IT'S IN THERE JUST AS A BUDGET CONTINGENCY.
MAKE SENSE? YOU GUYS ARE THE ADVANCED CLASS.
[LAUGHTER] WE COVERED ENHANCEMENTS, COVERED REVENUES, AND EXPENDITURES, AND NOW WE'RE INTO THE GOOD STUFF, WE'RE IN THE FUND BALANCE.
THIS PAGE HERE IS A ONE PAGE OUT OF THE WHAT WE CALL THE CITIZENS BUDGET.
THE F-195 IS THE STATE-PRESCRIBED BUDGET DOCUMENT AND IT'S PRETTY BRUTAL TO LOOK AT AND TO READ.
WE, YEARS AGO DEVELOPED A DOCUMENT THAT WE CALL THE CITIZEN'S BUDGET THAT IS OF A MORE GRAPHICAL REPRESENTATION OF THE BUDGET.
IT'S A PAIRED-DOWN, EASIER-TO-READ, EASIER-TO-LOOK-AT-BUDGET DOCUMENT.
IT'S GOT SOME PIE CHARTS AND A LOT MORE JUST VISUALLY, APPEAL, AND EASIER TO UNDERSTAND.
THIS IS A PAGE FROM THAT, THAT BASICALLY GOES THROUGH OUR FUND BALANCE.
FOR THOSE OF YOU THAT I KNOW EVERY SINGLE ONE OF YOU [LAUGHTER] WHO WAS PAYING ATTENTION REALIZED WE'RE BUDGETING MORE IN EXPENDITURES THAN WE ARE FORECASTING IN REVENUE NEXT YEAR AND TYPICALLY THAT'S THE CASE WE ALMOST ALWAYS DO THAT.
BECAUSE WE BUDGET AT THE HIGH END FOR EXPENDITURES.
BECAUSE WE CAN'T BE SURPRISED BY EXPENDITURES.
WE TALKED A LITTLE BIT ABOUT SPECIAL EDUCATION RUNS AT A DEFICIT AND THE RULE FOR THEM, FOR INSTANCE, IS THEY BUDGET WHAT THEY NEED, BUT THEY CANNOT GO OVER THAT.
NO MATTER WHAT, THEY CANNOT SPEND MORE THAN WHAT WE BUDGET IN EXPENDITURES BUT IT BUDGETS AT A DEFICIT.
TYPICALLY THEY WILL GET TO THE END OF THE YEAR.
AND BECAUSE THEY GOT SOME SAFETY NET REVENUE, BECAUSE THEY DIDN'T HIRE A FEW POSITIONS, THEY HAD A COUPLE OF JUST-IN CASES IN THERE FOR ONE-TO-ONE SUPPORT FOR STUDENTS.
THEY'LL UNDERSTAND WHAT WE HAD BUDGETED FOR THEM IN EXPENDITURES.
WE BUDGETED HIGHER THAN WHAT THEY WILL ACTUALLY SPEND AND THAT IS THE CASE IN A LOT OF AREAS.
IT WON'T BE THE CASE THIS YEAR IN FUEL, BUT EVERY YEAR PRIOR TO THIS, IT WAS AFTER THE BIG FUEL WENT UP TO FOUR OR SOMETHING LAST TIME, WHAT WAS THAT 2008 OR SO? WE GOT CAUGHT AND COST US A LOT OF MONEY THAT WE DIDN'T ANTICIPATE IN FUEL.
EVER SINCE THEN, WE'VE PUT A HUGE CUSHION IN OUR FUEL BUDGET IN ORDER TO COVER AN INSTANCE WHERE COSTS WENT UP AGAIN.
THIS YEAR IS ACTUALLY THE FIRST YEAR SINCE THEN THAT WE'VE ACTUALLY HIT THOSE RESERVES AND ACTUALLY THEY EXCEEDED THEM BY A LITTLE BIT.
BUT INSTEAD OF BEING OVER BUDGET BY $300,000 IN OUR FUEL COSTS THIS YEAR, WE'RE GOING TO BE OVER BY 40.
BUDGET AT THE HIGH-END ON THE EXPENDITURES TO MAKE SURE WE HAVE ENOUGH, WE DON'T GET SURPRISED, WE DON'T GET CAUGHT AND HAVE A PROBLEM ON THE EXPENDITURES.
[01:05:04]
THIS YEAR, FOR INSTANCE, WE BUDGETED BASICALLY A $5.2 MILLION DEFICIT IN OUR BUDGET.WE PLAN TO USE $5.2 MILLION TO FUND BALANCE THIS YEAR, THE CURRENT SCHOOL YEAR THAT WE'RE IN RIGHT NOW.
WE ACTUALLY ARE GOING TO END UP ONLY USING WHAT, TWO-AND-A-HALF MILLION DOLLARS OF THAT FIVE.
WE NORMALLY DON'T USE ANY OF THEM.
WE ACTUALLY BREAK EVEN OR ADD TO FUND BALANCE NOT ACTUALLY USE DIP INTO IT.
BUT WE'VE BEEN VERY INTENTIONAL THIS YEAR AND I BELIEVE NEXT YEAR ABOUT ACTUALLY USING FUND BALANCE AND SPENDING THAT DOWN A LITTLE BIT WITH THE INTENT THAT IT PROVIDES THE STABILITY TO THE ORGANIZATION THAT WE TALKED ABOUT EARLIER.
WE DON'T HAVE THE UP AND DOWN OF STAFF CHANGES DURING THE TIME OF SHIFTING ENROLLMENT.
THE EXPENDITURES THAT SPECIAL-ED, YOU SAID, YOU DON'T HIRE THE TEACHERS OR WHATEVER.
THEY'RE GETTING ALL THE SERVICES THEY NEED?
IT'S NOT NECESSARILY THE TEACHERS.
SO WHEN SPECIAL ED DEVELOPS THEIR BUDGET, THEY WILL TYPICALLY ADD A COUPLE 2,3 PARA-EDUCATOR POSITIONS WHO WE CALL ONE-TO-ONE.
IF A STUDENT COMES IN THAT NEEDS A, ONE-ON-ONE ADULT SUPPORT, THEY'VE GOTTEN THE CAPACITY TO HIRE BECAUSE THEY DON'T KNOW WHO'S MOVING INTO THE DISTRICT IN JANUARY.
IF THEY BUDGETED FOR THREE AND ONLY ONE ENDS UP BEING NEEDED, WE BASICALLY SAVE THE COST OF TWO.
BECAUSE THEY DON'T HIRE THEM IF THEY DON'T NEED THEM.
>> BUT IF THEY DON'T BUDGET FOR IT THEY CAN'T HIRE.
>> THEY BUILD IN A LITTLE BIT OF CUSHION IN THEIR BUDGET TO ACCOUNT FOR UNEXPECTED EMERGENCIES.
WE MIGHT BE A LITTLE TOUGHER ON THE NEW DIRECTIVE [LAUGHTER]
>> BUT THE SERVICES ARE THERE?
BUT THAT'S WHY THEY RUN A DEFICIT IN THE PROGRAM AND I SAY A DEFICIT IN THE PROGRAM.
THAT'S WHY THE EXPENDITURES IN THE PROGRAM ARE GREATER THAN THE REVENUE BECAUSE WE HAVE TO PROVIDE THE SERVICES.
WHEREAS A GRANT PROGRAM, IF WE GET A MILLION DOLLARS, WE CANNOT SPEND A BILLION AND ONE.
>> DOES IED STUDENTS THAT ARE UNDER THAT TOO?.
>> YEAH. WHATEVER IS REQUIRED FOR THE IED WE HAVE TO PROVIDE.
IF WE GET A MILLION DOLLARS AND COST IS TWO, WE HAVE TO SPEND TWO.
BUT THAT'S WHY THAT PROGRAM, [OVERLAPPING]
>> WELL YOU KNOW I'M GOING TO ADVOCATE FOR KIDS AND I'M GOING TO RECRUIT FOR MORE KIDS.
I WANT TO BE ABLE TO SAY FOR SURE WHETHER THEY HAVE THE SERVICES THEY NEED.
>> YEAH. YOU DON'T HAVE TO ADVOCATE FOR THAT PART.
>> THAT'S OUR VALUES COLLECTIVELY AND LEGALLY REQUIRED.
>> MARK, JUST TO CLARIFY WITH THAT, IF WE DO HAVE SOME UNFORESEEN WHETHER FUEL COST OR STUDENTS WITH SPECIAL NEEDS MOVING INTO THE AREA THAT REQUIRES THAT THE EXPENDITURES GO, THEN WE HAVE TO DO AN AMENDED BUDGET OR THERE IS A-
>> IF WE GO OVER THE TOTAL PORTION, THE TOTAL APPROVED BUDGET EXPENDITURE AMOUNT.
>> RIGHT SO THERE IS A SAFETY NET IN [INAUDIBLE]
>> THEN THE OTHER CATEGORIES OF FUND BALANCE, YOU'VE GOT YOUR MINIMUM FUND BALANCE REQUIREMENT.
PLUS THEN YOU'VE GOT YOUR SIDE OF CONTINGENCIES, WHICH IS THAT SAFETY NET MONEY THAT CARRY THAT EMERGENCY, WE NEED A NEW ROOF, THE WASHING MACHINE BROKE, THINGS LARGE EXPENDITURES THAT WE DIDN'T HAVE A PLAN FOR.
IN A PERSONAL BUDGET, THE WASHING MACHINE BROKE AND SNOW TIRES, WHICH IS GOING TO BE THAT'S WHY WE KEEP THE FUND BALANCE TO MAKE SURE WE'VE GOT THE ABILITY TO FUND THAT WITHOUT CAUSING DISRUPTION TO STAFF.
I KNOW I KEEP COMING BACK TO THAT, BUT THAT IS HUGELY IMPACTFUL FOR ORGANIZATIONS.
I KNOW FOLKS WHO'VE BEEN HERE THROUGH THE RIFFING PROCESS KNOW HOW DISRUPTIVE THAT IS AND IT LASTS AND LINGERS.
[01:10:06]
ONE OF THE REAL POINTS OF EMPHASIS AND THE REASON WE MAINTAIN FUND BALANCE IS SUBSTANTIAL ENOUGH TO WRITE OUT THE UNCERTAINTIES OF ENROLLMENT OR FINANCIAL SITUATIONS IS SO WE CAN MAINTAIN THAT CONTINUITY PROGRAMS. IF YOU'RE PLANNING A LITTLE TOO CLOSE TO THE BEST, EVERYBODY WANTS TO GET INTO THAT FUND BALANCE AND SPEND IT DOWN REALLY AGGRESSIVELY.IF YOU DON'T HAVE THOSE EMERGENCY FUNDS, YOU'RE IN REAL TROUBLE.
I DON'T THINK WE HAVE TO LOOK TOO FAR AROUND THE COUNTY TO FIND SOME DISTRICTS THAT ENDED UP IN SOME UNFORTUNATE CIRCUMSTANCES BECAUSE OF ENROLLMENT DECLINE.
THEY GOT CAUGHT WITH NOT ENOUGH MONEY TO COVER IT AND HAD TO MAKE SOME REDUCTIONS THAT AREN'T GOOD FOR KIDS.
>> MARK, CAN YOU HELP EXPLAIN OR DEFINE A LITTLE BIT MORE ABOUT WHAT YOU CONSIDER CAPITAL PROJECTS.
IS THAT FORECASTING LIKE BUSES OR WHAT DO YOU CONSIDER CAPITAL PROJECTS?
>> GREAT QUESTION. THE ASSIGNED TO CAPITAL PROJECTS IN THIS CASE WOULD MEAN MONEY THAT WE WERE GOING TO TRANSFER TO CAPITAL PROJECTS FUND AND THIS IS RIGHT IN THE INTRO BECAUSE I WANT TO ANSWER THIS IN LIKE A HALF-HOUR ANSWER.
THE SCHOOL DISTRICT, WE'RE GOING TO GET INTO THIS A LITTLE BIT LATER AS WELL SOME AS WELL WE MIGHT WANT TO DO NOW, THAT WE'VE GOT DIFFERENT FUNDS FOR DIFFERENT PURPOSES IN THE SCHOOL DISTRICT.
YOU'VE GOT THE GENERAL FUND, WHICH IS OUR REGULAR DAY-TO-DAY OPERATING EXPENDITURES, IS WHAT WE'VE BEEN TALKING ABOUT ALL NIGHT SO FAR.
THERE IS A CAPITAL PROJECTS FUND THAT IS BUILDING THE NEW HIGH SCHOOL, AND IT DID THE WORK, THE SAFETY AND SECURITY WORK.
IT'S DOING THE BOND WORK, AND THAT'S WHERE THOSE EXPENDITURES ARE PAID FOR.
THAT MONEY CAME INTO THE PROJECT FUND FROM THE BOND PROCEEDS.
THAT IS WHERE THAT REVENUE CAME FROM.
THE DEBT SERVICE FUND IS ACTUALLY DEDICATED FUND FOR PAYING THE DEBT SERVICE ON BOND.
WHEN YOU PAY YOUR TAX BILL FOR THE BOND, IT COMES INTO DEBT SERVICE FUND AND THEN THAT'S WHERE WE ACTUALLY PAY THE COST OF THE BONDS OUT OF THAT.
THAT'S THE ONLY THING THAT, THAT FUND DOES.
THERE IS THE ASB FUND, WHICH IS THE MONEY FOR THE STUDENTS THAT THEY COLLECT AND SPEND ON THEIR ACTIVITIES THAT'S SPECIFIC TO WHAT THEY DO.
THEN WE HAVE THE TRANSPORTATION VEHICLE FUND AND THE SOLE PURPOSE OF THE TRANSPORTATION VEHICLE FUND IS FOR BEHIND BUSES.
WE HAVE AN APPORTIONMENT SCHEDULE, YOU'LL SEE A LINE ITEM FOR BUS DEPRECIATION.
DEPENDING ON HOW THE AGE OF THE BUS AND RAVING UP IN THE SIZE AND CAPACITY AND THOSE ARE TWO THINGS.
DEPENDS ON HOW LONG IT DEPRECIATES.
THE STATE HAS A SET VALUE FOR THE COST OF THE BUS AND A PERIOD OF TIME THAT IT DEPRECIATES SO YOU COLLECT MONEY FOR SEVEN YEARS THAT BASICALLY REIMBURSES 70 PERCENT OF THE COST OF THE BUS.
THEN IN THEORY, YOU USE THAT MONEY TO REPLENISH THE FLEET AND ALWAYS KEEP A NEW FLEET GOING.
THERE'S SPECIFIC FUNDS FOR SPECIFIC PROJECTS, FOR SPECIFIC ITEMS, SPECIFIC THINGS.
>> THAT CALENDAR DOESN'T SHOW UP IN THIS.
>> WE'RE GOING TO TALK ABOUT THOSE IN A LITTLE BIT LATER.
>> AT THE END, WE'RE GOING TO SHOW YOU REPORTS FOR THE BUDGETS, WE CALL THEM OTHER FUNDS BECAUSE THEY'RE A LITTLE SIMPLER, AND THEY'RE VERY MUCH MORE SPECIFIC IN THEIR PURPOSE AND WHAT THEY DO AND THERE ISN'T TYPICALLY A LOT OF VARIATION, BECAUSE THE BOND PROCEEDS ARE THE BOND PROCEEDS.
OVER THE COURSE OF THE TIME THAT WE'RE SPENDING DOWN THE POND DOLLARS, IT'S PRETTY EASY AND CLEAR TO TRACK THE COST OF THE PROJECT.
THE DEBT SERVICE MONEY IS VERY SPECIFIC.
IT'S THE MONEY THAT'S COMING IN FROM THE THE TAX COLLECTIONS AND WE'VE GOT A 20-YEAR SCHEDULE ON WHAT THE PAYBACK IS, SO WE KNOW WHAT THE PAYMENTS ARE FOR EVERY YEAR.
THERE'S NOT A LOT OF COMPLEXITY OR VARIATION IN THE OTHER FUNDS.
[01:15:07]
WE DON'T TYPICALLY SPEND AS MUCH TIME ON IT BECAUSE THE BULK OF THE OPERATION TAKES PLACE IN THE GENERAL FUND.>> I HEARD THE DEBT SERVICE FUND IN THE CAPITAL PROJECT IS THE SAME ONE.
IF YOU'VE GOT MONEY COMING IN AND MONEY COMING OUT THERE DOING THE SAME THING.
IT'S LIKE, I DON'T HAVE ONE ACCOUNT THAT GETS MY PAYCHECK AND THEN I TRANSFER THE MONEY OVER TO A DIFFERENT ACCOUNT TO PAY MY BILLS.
>> DO YOU WANT TO ANSWER THAT ONE OR YOU WANT ME TO DO IT?
>> I HAVE NO IDEA WHY IT SET UP THAT WAY, BUT THAT'S THE WAY [LAUGHTER].
>> I WOULD PROJECT. IT'S FOR TWO COMPLETELY DIFFERENT PURPOSES.
ONE IS THE ACTUAL BUILD THE PROJECT, WHAT IS THE ACTUAL OPERATING CONSTRUCTION BUDGET.
THE OTHER IS SPECIFICALLY EARMARKED FOR ONLY PAYING THE DEBT.
IN TERMS OF CLARITY AND TRANSPARENCY AND DEMONSTRATING WHAT'S HAPPENING, YOU DON'T NECESSARILY WANT TO MINGLE THOSE TWO OPERATIONS [LAUGHTER] BECAUSE IT'S VERY CLEAR.
WHEN YOU LOOK AT THE DEBT SERVICE FUND, YOU'VE GOT YOUR TAX COLLECTIONS AND YOU'VE GOT BASICALLY THREE LINES THAT ARE BEING EXPENDED EVERY YEAR.
YOU GOT WHAT? PRINCIPAL PAYMENT, TWO INTEREST PAYMENTS.
>> THAT'S THE ONLY THING THAT HAPPENS IN THAT FUND.
>> BECAUSE IN THE DEBT SERVICE LINE WHERE WE SELL OUR BONDS, THAT WHOLE CHUNK OF CHANGE DOES GO FROM CITIES.
>> NO, IT GOES IN THE CAPITAL PROJECTS.
>> THE PROCEEDS ARE GOING INTO CAPITAL PROJECTS FUND AND WE'RE SPENDING THAT MONEY HOWEVER WE SPEND IT, WHETHER IT'S FAST, SLOW, DOESN'T MATTER.
THE DEBT SERVICE FUND IS THE TAX COLLECTION FROM THE VOTERS.
IT'S AN ANNUAL, WE'RE COLLECTING MONEY EVERY YEAR, TWICE A YEAR FROM THE TAXPAYERS TO MAKE THOSE THREE PAYMENTS.
>> I'VE HAD MOMENTS OF EPIPHANY WHERE I UNDERSTAND IT AND THEN I HAVE MOMENTS WHERE I'M NOT.
WHO ELSE GOT THAT TECHNOLOGY? [LAUGHTER]
>> I WOULDN'T WASTE A LOT OF MY ENERGY ON THAT ONE.
[LAUGHTER] NEXT PAGE IS JUST A HISTORICAL SNAPSHOTS.
YOU CAN SEE WHAT THE CURRENT SITUATION OF THE FUND BALANCE WHILE WE BUDGETED THIS YEAR VERSUS WHAT WE'RE ACTUALLY SPENDING THIS YEAR TO SHOW THAT IT'S VERY MUCH IN LINE WITH WHAT WE'RE BUDGETING FOR NEXT YEAR.
THIS IS A LITTLE PREVIEW OF YOUR FINANCIAL REPORT YOU GET AT THE END OF THE MONTH.
THIS IS ACTUALLY THE BACK OF THE FORMAT FROM YOUR FINANCIAL REPORTS AND YOU PROBABLY RECOGNIZE FROM BEING AT THE END.
NOW I THINK THIS IS WHERE WE'RE GOING TO GET INTO YOUR ANSWER.
>> I THINK. [LAUGHTER] THE NEXT FOUR PAGES ARE BASICALLY THE EXPENDITURE BUDGET FROM DIFFERENT VIEWS.
YOU HEARD ME MENTIONED EARLIER ABOUT THE BRC, WHICH IS THE BUDGET RESPONSIBILITY CENTER.
I DON'T KNOW IF IT IS IN YOUR VOCABULARY, STEVE, BUT THAT WOULD BE CONSIDERED A COST CENTER.
>> LOOKING AT IT, I WOULD CONSIDER THAT TO ME A COST CENTER.
>> OKAY. PERFECT. YOU'VE GOT YOUR BUILDING BUDGETS THAT YOU CAN SEE ON THERE, AND THIS IS AGAIN, THE FORMAT I EXPLAINED THAT ONLY PROVIDES THE BUDGET FROM LAST YEAR, THE BUDGET FROM THE CURRENT YEAR AND THEN THE PROJECTED FOR NEXT YEAR AND THEN IT SHOWS A VARIATION ON THE SIDE.
THIS IS A DOCUMENT THAT WE USE IN PREPARATION FOR BUDGETING.
WE LOOK AT THE COMPARISONS THAT WE HEAR THESE NUMBERS WITHIN REASON.
DO WE SEE ANYTHING THAT JUMPS OUT AS A BIG CONCERN IN TERMS OF BIG CHANGES OR ANYTHING THAT WOULD CATCH HER ON.
AGAIN, THAT IS BASED ON THE DIFFERENT BUDGETS.
[01:20:06]
MY PARTICULAR BUDGET IS 1,300.I WILL LOOK AT 1,300 AND SAY, OH, OKAY, THAT IS GOING TO BE A PROBLEM BECAUSE WE HAVEN'T INCREASED THE BUDGET FOR THE INSURANCE BILL THAT'S GOING TO GOING UP AND WE HAVE NOT INCREASED FOR SOME OF THE THINGS THAT WE PAY OUT OF THERE THAT ARE GOING TO BE HAVE SUBSTANTIAL INCREASES NEXT YEAR.
I'M GOING TO EITHER HAVE TO RE-EXAMINE THAT AND SAY, YEAH, WE NEED TO BUMP THAT UP AT 10 PERCENT, OR WHAT CAN I NOT DO? WHAT DO WE HAVE IN THERE WE DON'T SEEM TO CONTINUE ON TO SAVE THE DIFFERENCE.
IT'S JUST A DIFFERENT WAY OF LOOKING AT IT.
JOHN HAS A COUPLE OF DIFFERENT BRC, KELLY AND FAN, A FEW DIFFERENT BRC.
PROBABLY DON'T KNOW WHAT THEY ARE YET, BUT WE'LL LET YOU KNOW.
>> [INAUDIBLE] YOU HAVE ALREADY TOLD US YOU JUST TAKES EVERYBODY'S [LAUGHTER] [INAUDIBLE]
>> I TRIED TO BE REALLY UPFRONT ABOUT IT [LAUGHTER], I MADE IT TRANSPARENT. [LAUGHTER]
>> IS THIS MARKS JUST SOMETHING THAT GOES THROUGH THE SPREADSHEET BECAUSE I WAS NOTICING WINWARD HAS A BUDGET, SO I'M ASSUMING THAT'S JUST BOOM, WE APPLY THE NUMBER AND THEN WE FINE-TUNE IT?
>> THAT'S A PERFECT EXAMPLE OF SOMETHING WE WOULD LOOK AT IT AND SAY, WHAT DO WE HAVE TO DO TO WIN WITH THIS YEAR? IT'S PROBABLY YOU HAVE SOME MISCELLANEOUS HOURS OF BENEFIT CODE OR SOMETHING THEY'VE GOT ENTERED ERRONEOUSLY.
THAT'S AN OUTSTANDING EXAMPLE OF WHY WE PRINT THIS OUT AND LOOK AT IT THAT WAY.
>> WHO OPENED THE ENTITY RESPONSIBLE FOR THE DIFFERENT COST CENTERS.
I MEAN, HOW YOU PUT IT ALL TOGETHER.
>> WHAT I MEAN FAR AS INPUT? I MEAN, IS THERE A RESPONSIBLE PERSON [OVERLAPPING]
>> EVERY ONE OF THEM HAS A PERSON THAT DOES THEIR OWN BUDGETING.
>> THEY TURNED IN THEIR BUDGET.
WE ENTERED INTO THE SYSTEM, AND THEN THAT GETS RELAYED BACK TO THEM.
THIS IS YOUR BUDGET FOR NEXT YEAR AND THEN THEY ARE RESPONSIBLE FOR THAT IN MANAGING IT AND OPERATING WITH IT.
>> I SEE THAT INDIAN EDUCATION IS DOWN EIGHT PERCENT.
IS THAT ACCORDING TO THEIR ENROLLMENT?
>> BASED ON THAT, TWO OR THREE?
>> THE NEXT PAGE IS THE EXACT SAME THING, BUT WE'RE LOOKING AT IT BY PROGRAM.
I'M NOT GOING TO GET INTO ACCOUNT CODES IF YOU WANT TO MAKE AN APPOINTMENT AND WE CAN SPEND HOURS ON ACCOUNT CODES BUT BASICALLY THE PROGRAM CODE IDENTIFIES ITS PROGRAM.
IT'S A DIFFERENT WAY OF LOOKING AT THE EXPENDITURES.
IT'S JUST A DIFFERENT WAY OF LOOKING AT IT.
WE CAN LOOK AT THAT AND SAY, OH, OKAY, WE'VE GOT A BIG INCREASE IN MIDDLE SCHOOLS, CTE AND I WOULD SAY GOOD BECAUSE WE WERE TOO LOW LAST YEAR, WHICH MEANS WE'RE PROBABLY OPERATING ON A LITTLE BETTER PROGRAM THIS YEAR.
WE'VE GOT KIDS SCHEDULED INTO THOSE CLASSES.
THE NEXT ONE IS BASED ON ACTIVITY CODE.
EACH OF THE DIFFERENT FUNCTIONS IN THE ORGANIZATION, SO 27 IS TEACHING, 26 IS HEALTH SERVICES, 24 IS COUNSELING, 11 IS THE BOARD OF DIRECTORS.
WE'RE JUST LOOKING AT IT BASED ON THE ACTIVITY.
WE CAN LOOK AT THAT AND SAY WHAT'S INTERESTING TO US HERE AND WE CAN SAY COUNSELING IS AT 24 PERCENT AND WE SAY WELL, THAT'S PROBABLY TRUE BECAUSE WE'VE HIRED MORE COUNSELORS, BECAUSE THERE WAS SOME INCREASE IN STATE FUNDING TO ALLOW US TO DO THAT, PLUS SOME FUNDING IN OUR GRANT PROGRAMS. AGAIN, JUST DIFFERENT WAY OF LOOKING AT IT AND THEN THE LAST OF THAT SERIES IS WHAT WE CALL THE OBJECT CODE.
THIS IS JUST AGAIN, VERY HIGH SUMMARIZED VERSION.
THESE ALL WILL BE REPRESENTED IN THESE DIFFERENT VIEWS, ARE REPRESENTED IN THE CITIZENS BUDGET SO THEY'LL COME OUT IN A CHART AND HAVE ABILITY TO REVIEW THESE AGAIN AT THAT SAME WAY.
WE LOOK AT WHAT'S ONE OF THE INCREASES?
[01:25:04]
WE CAN SEE THAT SALARIES AND BENEFITS ARE UP A FAIR AMOUNT.BUT WE KNOW THAT BECAUSE WE'VE ADDED SOME STAFF AND THE BIG INCREASES THAT CAME FROM THE STATE THIS YEAR.
THAT'S A PRETTY SUBSTANTIAL INCREASE.
THE NEXT ONE IS A REQUIRED REPORT THAT IS NEW WITHIN THE LAST SEVERAL YEARS.
A PRIZE THAT UNTIL IT WENT TO MSOC THAT AS WELL.
>> MATERIALS SUPPLIES, AND OTHER [OVERLAPPING]
THE STATE REQUIRES THAT WE CALCULATE WHAT ARE WE GETTING IN MSOCS AND IF THAT NUMBER IS LARGER THAN WHAT WE ACTUALLY SPEND ON MSOCS, THEN WE HAVE TO EXPLAIN WHAT WE'RE SPENDING THE MONEY ON.
WE HAVE NOT YET COME EVEN CLOSE TO HAVING THAT BE AN ISSUE.
YOU CAN SEE WE'RE SPENDING ALMOST AN ADDITIONAL SEVEN MILLION DOLLARS ON MSOCS ABOVE WHAT WE'RE FUNDED FOR BY THE STATE.
LARGELY COMPUTERS AND TEXTBOOK ADOPTIONS AND PRETTY EXPENSIVE UTILITY BILLS.
THE NEXT SERIES OF REPORTS THAT ARE NOT QUITE AS ATTRACTIVE [LAUGHTER].
NOT THAT THE OTHERS WERE PREGNANT [INAUDIBLE] [LAUGHTER] THE OTHER FUNDS.
YOU CAN SEE THE ASSOCIATED STUDENT BODY FUND ASB AT THE DEBT SERVICE FUND.
YOU'VE GOT CAPITAL PROJECTS FUND, YOU'VE GOT TRANSPORTATION VEHICLE FUND.
I DON'T THINK WE HAVE, WE DIDN'T INCLUDE THE, I DON'T KNOW WHAT THEY CALL IT ANYMORE, FIDUCIARY.
>> WE DON'T HAVE ANYTHING. THIS IS ZERO BALANCE.
>> DON'T WORRY ABOUT THAT ONE.
THOSE ARE JUST IN THERE FOR REFERENCE BECAUSE WHEN WE ACTUALLY GO THROUGH AND ADOPT THE F195 THE DISTRICT BUDGET, THE OTHER FUND INFORMATION WILL BE THERE.
WE TALKED A LITTLE BIT ABOUT THOSE EARLIER.
YOU CAN LOOK AT THE INFORMATION PRETTY STRAIGHTFORWARD IN TERMS OF WHAT THOSE REPRESENT AND THEY'RE PRETTY SIMILAR FROM YEAR TO YEAR.
>> WELL I DO THANK YOU, MARK, FOR DEEP HANDLING THAT BECAUSE THAT ADDED A LOT OF CLARITY FOR MYSELF ANYWAY.
HOPEFULLY, IT WAS THE SAME FOR EVERYBODY ELSE, BUT I APPRECIATE YOU TAKING THE TIME TO EXPLAIN IT ALL.
>> [INAUDIBLE] THEY HAVE A PROGRAM WHERE THEY HAVE AN ACTIVITY FOR THESE AND TIED TOGETHER.
BUT AT THE VERY BEGINNING YOU SAID THAT OUR BUDGET SHOULD REPRESENT OUR VALUES, OUR POLICIES, ETC.
WELL, FIRST THERE'S NOTHING REQUIRED BY THE STATE SAYING THAT THIS MONEY APPLIES TO THIS POLICY THAT THE BOARD HAS, RIGHT?
>> IS THERE ANY THOUGHT OF A BENEFIT? IT SOUNDS LIKE A TON OF WORK, BUT LIKE AN OVERVIEW, LIKE WE'RE SPENDING THE MONEY HERE BECAUSE THIS IS POLICY X, Y, Z.
>> WELL, YES. [LAUGHTER] WE STARTED ON THAT PROJECT THREE YEARS AGO, AND WE ACTUALLY MADE SOME SIGNIFICANT HEADWAY LAST YEAR.
BUT IT IS AN UNBELIEVABLE MONUMENTAL PROCESS AND WE JUST DID NOT HAVE THE MANPOWER OR THE TIME TO BE ABLE TO ADVANCE THAT WORK THIS YEAR.
BUT ULTIMATELY THAT IS SOMETHING THAT I WOULD LIKE TO BE ABLE TO PROVIDE [INAUDIBLE] AT LEAST IN SOME FORMAT, MAJOR PROGRAMS OR MAJOR EXPENDITURES, SHIFTS IN BUDGET THAT WOULD FURTHER ALIGN.
[01:30:04]
>> IT SEEMS LIKE IT WOULD BE HELPFUL WHEN WE GO TO TALK ABOUT LEVIES, BECAUSE THIS IS OUR POLICY AND THIS IS WHY WE NEED THE MONEY, AND THIS IS SOMETHING THAT WE VALUE AS A DISTRICT.
>> YEAH. YOU'RE [INAUDIBLE] REQUIRED, A 100 PERCENT.
[OVERLAPPING] IT'S UNBELIEVABLY COMPLICATED TO TRY TO PUT SOMETHING IN A FORMAT THAT IS USABLE, THAT WE CAN ACTUALLY MANAGE.
>> YEAH. IT SEEMS LIKE SOME THINGS WOULD BE SUPER OBVIOUS AND OTHER THINGS WOULD BE LIKE, WHAT POLICY THEY'LL GO UNDER.
>> YOU'VE GOT ONE ON FACILITIES ENVIRONMENT.
I CAN TELL YOU EVERYTHING ALIGNS.
IT'S JUST ABOUT DOCUMENTING THAT, DRAWING THE DIRECT CONNECTIONS IS COMPLEX.
>> ANY OTHER QUESTIONS FOR MARK?
>> FEEL FREE TO SUBMIT THEM EITHER VIA EMAIL OR HOWEVER YOU WOULD LIKE.
>> CERTAINLY, THE BUDGETING PROCESS IS A COMPLICATED ONE.
I CAN SIT HERE AND HAVE A LITTLE BIT BETTER REVIEW OF IT BECAUSE I'VE LISTENED TO THIS.
[INAUDIBLE] HE'S DONE A GREAT JOB.
I'VE SEEN BUDGETS FROM OTHER PLACES WHERE I DON'T HAVE AN UNDERSTANDING OF THIS.
I'VE HAD OTHER BOARD MEMBERS FROM OTHER DISTRICTS WHO DON'T HAVE SOME LANDMARK TO THIS.
BROUGHT IT DOWN TO A LEVEL THAT WE CAN UNDERSTAND AND THE CITIZEN BUDGET IS GREAT [INAUDIBLE] KUDOS TO HIM AND HIS TEAM FOR DOING THAT.
THANK YOU FOR YOUR WORK WITH IT AS WELL.
THE OTHER THING THAT I'LL ENCOURAGE YOU TO DO, IF YOU GET AN OPPORTUNITY, WASDA HAS SOME SCHOOL FINANCING ON-BOARDING MODULES THAT THEY DO, THAT ALSO HELP TO UNDERSTAND THE WHOLE PROCESS OF HOW SCHOOL FUNDING COMES ABOUT, BECAUSE IT IS NOT STRAIGHTFORWARD IN OUR STATE.
I FEEL LIKE THEY TRY TO MAKE THIS CONFUSING AS POSSIBLE, WHICH MAKES IT EASIER FOR US TO EXPLAIN LEVIES, FUNDS AND EVERYTHING ELSE TO PEOPLE. [INAUDIBLE]
>> I TRIED TO GET MY HANDS ON IT BECAUSE I DIDN'T GET A CHANCE TO DO THAT AS FAR AS FALL.
I TRIED CONTACTING WASDA AND THEY JUST GOT BACK TO ME AND SAID, THOSE ARE ONLY AVAILABLE WHEN YOU SHOW UP FOR A BOOT CAMP STUFF, BUT IT ISN'T SOMETHING THAT YOU CAN JUST LOG ON AND LOOK AT.
THEY'RE GOING TO TRY TO MAKE IT SO THAT THEY HAVE SOMETHING THAT'S AVAILABLE FOR PEOPLE YEAR AROUND [INAUDIBLE] THEY DON'T HAVE IT AVAILABLE RIGHT NOW.
>> YEAH. THAT ISN'T SURPRISING, HAVING BEEN THROUGH THE CLASS, FOR LACK OF A BETTER WORD.
THEY PRESENTED IT AT WASDA BACK IN 2019, WHEN THEY HAD JUST GOT TO DEVELOP THEM.
EVERYBODY WAS REALLY IMPRESSED WITH IT AND CAME AWAY FROM IT, "WOW, THIS IS GREAT." THAT IT WAS DESIGNED THROUGH INTERACTIVE, COLLABORATIVE, WE SAT AT TABLES AND WORKED WITH OTHER PEOPLE TO GO THROUGH THINGS, SO [OVERLAPPING]
>> IT WAS INCREDIBLY HELPFUL IN 2019, AND THEN THEY HAD A SECOND SET IN 2020.
THEY PROBABLY HAD ONE IN 2021.
BUT TO HAVE IT ONCE A YEAR AND YOU HAVE TO BE THERE.
BECAUSE THEY KEPT TELLING ME TO TAKE THAT, IT'S REALLY HELPFUL.
WELL, IT DOESN'T REALLY HELP IF SOMEBODY JUST TELLS ME IT'S REALLY HELPFUL, BUT YOU CAN'T GET IT IN THE [INAUDIBLE]
>> NO. THEY'VE BEEN WORKING TO, AS FAR AS I UNDERSTAND, DEVELOP THAT.
IT'S JUST THE ORIGINAL CURRICULUM WAS SET ONE WAY THEN TO MODIFY IT IS A CHALLENGE.
>> THAT SOUNDS WAY BETTER AND I RECOMMEND THAT, BUT I WILL SEND YOU ALL A LINK TO THE OSPI AS A FINANCIAL PRIMER, AVAILABLE ON THE WEBSITE.
IT'S A PRETTY SUBSTANTIAL READ BUT IT GOES THROUGH A LOT OF DETAIL ON THE BASICS OF SCHOOL FINANCE.
>> IS THAT THE 185 PAGE LONG THING THAT I FOUND [INAUDIBLE] I GOT STARTED, ONLY MADE IT TO PAGE 30 AND I DIDN'T HAVE ENOUGH TIME.
>> THAT'S WHY I WOULD RECOMMEND IT. [LAUGHTER]
>> DO YOU REMEMBER HOW MANY MODULES THERE ARE? I'M TRYING TO THINK OF THAT.
I DON'T KNOW IF I HAVE THEM ALL BUT I'VE GOTTEN THOSE TODAY.
I KEPT IT FOR REFERENCE TO SPEAK AS A [INAUDIBLE] THERE MIGHT BE A FEW PLACES WHERE IT MIGHT BE A LITTLE MISS IN EXPLANATION,
[01:35:03]
BUT A LOT OF IT WOULD PROBABLY BE SELF-EXPLANATORY INSTEAD OF [INAUDIBLE]>> IT'S BETTER THAN NOTHING IF AT ALL YOU DON'T HAVE THE OPPORTUNITY FOR THE INTERACTION ON TOP OF IT.
>> COULD I GET A COPY OR A REPORT OF HOW MANY NATIVE STUDENTS WE HAVE IN THE DISTRICT? A BREAKDOWN MAYBE BY GRADES.
>> HEY, DO YOU WANT TO HELP US WITH THAT?
>> OTHER QUESTIONS, COMMENTS FOR MARK AND HOLLY? WITH THAT, THEN WE'LL MOVE ON TO ITEM 2.03, AND UNLESS I'M MISSING SOMETHING, HOLLY, I THINK YOU CAN BE EXCUSED.
YOU'RE MORE THAN WELCOME TO STAY FOR THE REST OF THE DISCUSSION BUT [INAUDIBLE] OBLIGATED.
WE APPRECIATE YOU BEING HERE FOR THIS TIME AND HELPING WITH THE BUDGET DISCUSSION.
>> MY GOAL AS FAR AS FOR ITEM 2.03 WAS JUST TO HELP US, AGAIN, GET PREPARED FOR THE POLICY GOVERNANCE TRAINING THAT WE'VE GOT PLANNED FOR THE END OF JULY.
I WAS TRYING TO COME UP WITH A CREATIVE WAY TO DO THINGS, AND MY CREATIVITY BUG WAS NOT REALLY WORKING WELL THIS WEEK.
I THOUGHT OUR BEST OPTION WOULD BE FOR US TO GO THROUGH THE BOARD SUPERINTENDENT RELATIONSHIP POLICIES, THE BSRS AND THE GOVERNANCE.
>> IS IT DIFFERENT THAN THE OTHER BSR?
>> IS IT DIFFERENT THAN THE BSR OR SOMETHING?
>> EDUCATION LOVES ACRONYMS, [LAUGHTER] AND THEY ALL ARE SITUATIONALLY DEPENDENT.
THEN GO THROUGH THE GOVERNANCE CULTURE, THE GC POLICIES, AND JUST READ THROUGH THEM.
IF THERE ARE SPECIFIC QUESTIONS OR COMMENTS THAT WE HAVE, THEN WE CAN GET THOSE WRITTEN DOWN SO WE CAN GIVE THOSE DIRECTING PREPARATION.
ULTIMATELY, THIS IS NOT THE LAST OPPORTUNITY THAT YOU'LL HAVE TO ASK QUESTIONS OR COMMENTS, BUT I THOUGHT THIS WOULD BE A GOOD TIME AS WELL, EVERYONE IS TOGETHER TO GET THOSE THINGS SET UP.
UNFORTUNATELY, I HAD A LITTLE BIT OF A SCHEDULING ISSUE AND DIDN'T GET TO JACKSON IN ORDER TO GET THOSE PRINTED OUT, BUT IF YOU GUYS CAN BEAR WITH ME, I WILL READ THROUGH THEM AND I MIGHT ASK MELINDA TO HELP ME BECAUSE OTHERWISE MY VOICE IS GETTING CUT OUT, BUT SHE'S GOT HER COMPUTER TOO.
IF YOU GO ON YOUR POLICIES, IT'S GOT THEM ALL LISTED, SO THAT'S AN EASY PLACE TO GET THEM.
THEY'RE ALSO ON THE SCHOOL DISTRICT'S WEBSITE AND I KNOW THEY HAVE SOME OF THE INTERPRETATIONS OUT THERE WITH IT AS WELL.
BASICALLY, I'LL TAKE YOU THROUGH STEP-BY-STEP, AND THEN IF THERE'S QUESTIONS OR COMMENTS, PLEASE LET ME KNOW AND I'LL PICK OUT THOSE DOWN.
THAT MAKES SENSE TO EVERYBODY? THE BSR 1 IS SINGLE POINT OF CONNECTION AND WHAT IT STATES IS, THE SUPERINTENDENT IS THE BOARD'S SOLE POINT OF CONNECTION TO THE OPERATIONAL ORGANIZATIONS.
THE BOARD WILL DIRECT THE OPERATIONAL ORGANIZATION ONLY THROUGH THE SUPERINTENDENT FUNCTIONING AS THE CHIEF EXECUTIVE OFFICER.
THE BOARD WILL DIRECT THE SUPERINTENDENT ONLY THROUGH OFFICIAL DECISIONS OF THE BOARD.
THE BOARD WILL MAKE DECISIONS BY FORMAL RECORDED VOTE IN ORDER TO AVOID ANY AMBIGUITY ABOUT WHETHER DIRECTION HAS BEEN GIVEN.
THE SUPERINTENDENT IS NEITHER OBLIGATED NOR EXPECTED TO FOLLOW THE DIRECTION OR INSTRUCTIONS OF INDIVIDUAL MEMBERS, OFFICERS OR COMMITTEES UNLESS THE BOARD HAS SPECIFICALLY DELEGATED SUCH EXERCISE OF AUTHORITY.
SHOULD THE SUPERINTENDENT DETERMINE THAT AN INFORMATIONAL REQUEST RECEIVED FROM AN INDIVIDUAL BOARD MEMBER OR FROM A COMMITTEE IS UNREASONABLE OR REQUIRES A MATERIAL AMOUNT OF STAFF TIME, THE SUPERINTENDENT IS EXPECTED TO ASK THE COMMITTEE OR MEMBER TO REFER SUCH REQUESTS TO THE FULL BOARD FOR AUTHORIZATION.
ANY QUESTIONS OR COMMENTS ABOUT THAT?
>> ON THIS THING, I DON'T KNOW IF WE HAVE TO GO INTO THE MINUTIAE OF IT, BUT EVERY ONCE IN A WHILE THERE'S A QUESTION WHERE I SAID, I KNOW OR THINK IS THE ANSWER TO THIS, AND SO I'M WRITING EMAILS TO FAYE,
[01:40:01]
BUT MAYBE AS GOOD PRACTICE, BECAUSE MAYBE THE QUESTION IS BIGGER THAN I THOUGHT IT WAS, CCING THE SUPERINTENDENT ON ANY CORRESPONDENCE WE HAVE DIRECT WITH AN EXECUTIVE MEMBER OR IS THAT GETTING INTO MINUTIAE? WOULD THAT BE GOOD PRACTICE, DO WE HAVE TO HAVE IT IN OUR [INAUDIBLE] HERE?>> I THINK THAT'S WHERE THERE IS, AT LEAST HISTORICALLY, WE'VE DONE SOME A LITTLE BIT OF SELF INTERPRETATION.
IF IT'S A QUICK QUESTION OF, FAYE, WHAT'S GOING ON WITH THIS POLICY OR SOMETHING THAT'S ON BOARDDOCS FOR A MEETING WHERE IT SAYS IF YOU HAVE QUESTIONS CONTACT FAYE, IT'S NOT LIKE, GO THROUGH THE SUPERINTENDENT, AND THEN GO TO FAYE.
BUT I THINK THAT WHAT I WAS TAUGHT OR TOLD WHEN I STARTED WAS, IF YOU'RE RESPONDING TO A PERSON OR IF YOU'RE DOING SOMETHING CC THE SUPERINTENDENT, JUST AGAIN, WE'LL COME TO IT IN OUR SOCIAL CONTRACT OF NO SURPRISES.
THERE'S NOTHING WORSE THAN SOMETHING COMING UP AND YOU'RE LIKE, OKAY, DIDN'T SEE THAT ONE COMING.
SOMETIMES YOU SAY, THINGS YOU THINK THEY'RE REAL STRAIGHTFORWARD AND SIMPLE, BUT THEY MAY INVOLVE SOMETHING MORE THAN WHAT YOU ANTICIPATED.
SUPERINTENDENTS LOVE TO GET EMAILS TOO.
>> OTHER THOUGHTS OR QUESTIONS ABOUT THAT?
>> [NOISE] YOUR THOUGHTS, ARE THEY UP FOR INTERPRETATION OR IS THAT SOMETHING THAT YOU WANT TO IMPLEMENT?
>> THAT IS ACTUALLY SOMETHING THAT I'D HAVE TO, BEAR WITH ME A SECOND BECAUSE I'D HAVE TO LOOK AT IN OUR INTERPRETATIONS, BECAUSE I DIDN'T PULL THOSE UP.
ASSUMING MAYBE THAT THAT IS ALREADY IN THERE.
BUT AGAIN, WITH THE BOARDDOCS, THOSE THINGS THAT HAVE BEEN DIRECTED, WE'VE ACTUALLY BEEN DIRECTED TO ASKING THOSE PEOPLE FOR THOSE SPECIFIC ITEMS. IF THERE'S AN ITEM THERE THAT IS ON, AND DEPENDING ON HOW THAT INTERPRETATION, OR IT MAY BE SOMETHING THAT NEEDS TO BE REVISED IN THERE.
JUST TO CLARIFY THAT, AGAIN, SOMETIMES IT GETS HARD TO CLARIFY WHAT WE FOUND WHEN WE WERE DOING SOME INTERPRETATIONS.
IT'S HARD TO LOOK AT WHAT CONSTITUTES A BIG ISSUE VERSUS A LITTLE ISSUE, AND SO THERE HAD TO BE A LITTLE BIT OF DISCRETION AS WELL.
>> MAYBE WE TABLE THAT DISCUSSION AND COME BACK TO IT AFTER WE DO THE RESEARCH TO SEE IF IT'S ALREADY AVAILABLE INFORMATION?
>> I THINK, YES, AND PART OF IT IS ALSO, AS WE HAVE OUR GOVERNANCE TRAINING, WE'LL BE SEEING SOME OF THAT AS WELL.
>> PERSONALLY, I LIKE TO ELIMINATE ANY GRAY AREAS, SO THE INTERPRETATION IS VERY CLEAR ON HOW THAT SHOULD GO.
>> ANYTHING ELSE? THEN I'LL MOVE ON TO NUMBER 2.
"THE SUPERINTENDENT IS RESPONSIBLE FOR ALL MATTERS RELATING TO THE DAY-TO-DAY OPERATIONS OF THE DISTRICT, WITHIN THE VALUES EXPRESSED BY THE BOARD AND POLICY.
ALL STAFF MEMBERS ARE CONSIDERED TO REPORT DIRECTLY OR INDIRECTLY TO THE SUPERINTENDENT.
THE BOARD NEVER GIVE DIRECTION TO ANY EMPLOYEE OTHER THAN SUPERINTENDENT, THE BOARD WILL NOT FORMALLY OR INFORMALLY EVALUATE ANY STAFF MEMBER OTHER THAN THE SUPERINTENDENT, AND EXCEPT AS REQUIRED BY LAW, THE BOARD WILL NOT PARTICIPATE IN DECISIONS OR ACTIONS INVOLVING HIRING, EVALUATING, DISCIPLINE, MEANING, OR DISMISSAL OF AN EMPLOYEE OTHER THAN SUPERINTENDENT."
>> ITEM 3, [NOISE] IT SPECIFICALLY DOES SAY THAT YOU WILL NOT PARTICIPATE IN ANY DECISIONS OR ACTIONS INVOLVING HIRING, EVALUATING, DISCIPLINING, OR DISMISSAL AND EARLIER ON AND AS A BOARD MEMBER, I PARTICIPATED IN DISCIPLINING EMPLOYEES.
>> IT IS AN EXCEPTION, AND IF I'M NOT MISTAKING IT, JOHN, PLEASE HELP ME IF I'M WRONG, THAT THERE ARE AT LEAST SOME OF THOSE THINGS THAT YOU'RE REQUIRED BY LAW TO FORMALIZE.
[01:45:06]
>> IT'S UP TO THE SUPERINTENDENT THROUGH STAFF, IN ORDER TO FOLLOW PROCEDURES AND DO WHAT NEEDS TO BE DONE, AND IT SHOULD BE ON THE CONSENT AGENDA FOR YOU GUYS TO APPROVE THE DECISIONS THAT ARE MADE UNDER THE SUPERINTENDENT'S AUTHORITY.
>> DO YOU FEEL LIKE WE SHOULD REVISE THAT A LITTLE BIT THERE SO WE DON'T HAVE A DISCREPANCY? [OVERLAPPING] OR THERE'S A CONFLICT THE WAY THAT IT READS.
>> THE DISCLAIMER ON THAT IS THE REQUIRED BY LAW.
THE BOARD HAS TO FINAL APPROVE THE HIRING AND FIRING.
EVEN THOUGH BASED ON YOUR GOVERNANCE POLICY YOU'RE NOT REALLY INVOLVED IN THE ACTIONS LEADING UP TO IT, YOU'RE LEGALLY REQUIRED TO AUTHORIZE IT.
THAT'S THE SUPERINTENDENT CONSENT AGENDA ITEM.
YOU'RE BASICALLY SAYING, WE'RE MEETING OUR LEGAL OBLIGATION, BUT THE SUPERINTENDENT IS DOING THE WORK.
>> OKAY, IT DOES SAY EXEMPT AS REQUIRED BY LAW, SO, THAT STATEMENT CLARIFIES.
>> I THINK IT ALSO SAYING THAT WE AS A BOARD WOULD NEVER INITIATE ANY DISCIPLINE, ANY TERMINATION, ANY HIRING, ANYTHING LIKE THAT.
WE'RE JUST AT THE END TO APPROVE.
WE WOULD NEVER SAY LIKE, I DON'T LIKE WHAT'S HAPPENING IN THE SECOND GRADE OVER AT THAT SCHOOL, AND WE NEED TO GET IT TOGETHER. THAT'S NOT OUR ROLE.
>> NO, I UNDERSTAND THAT, I JUST HAVE BEEN TRYING TO CLARIFY A STATEMENT TO MAKE SURE EVERYBODY TOTALLY UNDERSTANDS WHAT IT'S SAYING.
ANY OTHER MEN AGAIN, PART OF THIS IS JUST GETTING US TO BE THINKING ABOUT THESE THINGS AND WE'LL BE TALKING ABOUT THEM MORE WHEN RICK IS HERE AND GOING THROUGH THE GOVERNANCE POLICY TRAINING.
THE BOARD SUPERINTENDENT RELATIONSHIP, BSR 3.
THE BOARD WILL PROVIDE DIRECTION TO THE SUPERINTENDENT THROUGH WRITTEN POLICIES THAT DEFINE THE ORGANIZATIONAL RESULTS TO BE ACHIEVED FOR STUDENTS AND DEFINE OPERATIONAL CONDITIONS AND ACTIONS TO BE ACCOMPLISHED OR AVOIDED.
THE BOARD WILL DEVELOP RESULTS POLICIES INSPECTING SUPERINTENDENT TO FIND RESULTS FOR THE STUDENTS SERVED BY THE DISTRICT.
THE BOARD WILL DEVELOP OPERATIONAL EXPECTATIONS POLICIES WHICH EXPRESS THE MORAL VALUES ABOUT OPERATIONAL CONDITIONS AND ACTIONS.
CERTAIN OF THESE VALUES WILL BE EXPRESSED POSITIVELY TO ENSURE THAT THE STATE DID ACTION OCCURS AND THE IDENTIFIED CONDITION EXISTS AND WILL BE STATED AS DIRECTORS.
CERTAIN ANOTHER VALUE TO REPRESENT ACTIONS AND CONDITIONS THAT ARE TO BE AVOIDED.
IT WILL BE SAID PROHIBITIVELY.
AS LONG AS THE SUPERINTENDENT USES ANY REASONABLE INTERPRETATION OF THE BOARDS RESULTS AND OPERATIONAL EXPECTATIONS POLICIES, THE SUPERINTENDENT IS AUTHORIZED TO ESTABLISH ANY ADDITIONAL DISTRICT POLICIES OR REGULATIONS, MAKE ANY DECISIONS, ESTABLISH OR ANY PRACTICES AND DEVELOP ANY ACTIVITIES THE SUPERINTENDENT DEEMS APPROPRIATE TO ACHIEVE THE BOARD'S RESULT POLICIES.
THE SUPERINTENDENT IS NOT EXPECTED TO SEEK BOARD APPROVAL AUTHORITY FOR ANY SUCH DECISION FALLING IN THE SUPERINTENDENT'S AREA OF DELEGATED AUTHORITY.
THE BOARD MAY CHANGE, WHICH RESULTS IN OPERATIONAL EXPECTATION POLICIES.
IN SO DOING, SHIFT THE BOUNDARY BETWEEN BOARD AND SUPERINTENDENT AREAS OF RESPONSIBILITY.
THE BOARD WILL RESPECT AND SUPPORT ANY REASONABLE INTERPRETATION OF ITS POLICIES BY THE SUPERINTENDENT.
EVEN THOUGH SUPERINTENDENT DECISIONS MAY NOT BE IN THE DECISIONS THE BOARD OR ITS MEMBERS MAY HAVE MADE.
ESSENTIALLY, THAT POLICY IS WHAT GIVES THE AUTHORITY TO MOVE FORWARD WITH THINGS TO THE SUPERINTENDENT.
THAT IT CAN'T OR SHOULDN'T STAND ALONE WITHOUT BSR FOR WHICH IS THE SUPERINTENDENT'S ACCOUNTABILITY, JUST LOOKING AT IT ON A PIECE PAPER IS ABOUT TWO-AND-A-HALF TO THREE TIMES AS LONG,
[01:50:01]
SO MUCH MORE THAN THE ACCOUNTABILITY.ANY COMMENTS OR QUESTIONS ON THE AUTHORITY OF ASSUMING OR DISAGREE.
ALL ABOUT WHY DO WE HAVE FOR YOU WITH THE SUPERINTENDENT OR WHETHER IT'S TITLED OVER ON THE LEFT AND UP AT THE VERY TOP.
BUT THEN BOTTOM TITLE OF THE PARAGRAPHS NEEDS TO BE CHANGED.
DO YOU SEE THAT JANSEN? I'M CHANGING IT RIGHT NOW.
HEADING TO A POLICY OR A HEADING OR.
JUST THE HEADING SO WE REFLECT WHAT IT ACTUALLY SAYS.
ALL THE OTHER ONES, THE HEADING AT THE TOP OF THE PARAGRAPH IS THE SAME AS WHAT IT HAS OVER ON THE OUTLINE.
THAT'S NOT SOMETHING YOU HAVE TO DO IT IN AN ORDINARY BOARD MEETING TO MAKE A CHANGE TO THIS ICON.
I DO HAVE A QUESTION AND THAT IS, WHAT IF THERE'S A DISAGREEMENT ON THE INTERPRETATION OF THE WORD REASONABLE? THEN THAT WOULD BE A BOARD DISCUSSION LATER AND IF THE BOARD AS A WHOLE DECIDED IT WAS REASONABLE, THEN GO FURTHER.
THE REASON THAT IT WASN'T, THEN WE WOULD HAVE MORE DISCUSSIONS.
IF YOU TAKE THE REST OF THE MONITORING REPORTS AND THE OPERATIONAL EXPECTATION POLICIES AND RESULTS POLICIES, I GUESS I SHOULDN'T SAY THOSE ARE GOING TO MORE CLARIFICATION, THEY'LL FLUSH OUT REASONABLE.
I KNOW ONE OF THE QUESTIONS THAT CAME UP IN OUR PREVIOUS DISCUSSIONS WITH THAT.
WE WANTED TO [INAUDIBLE] ABOUT HOW DO WE GO THROUGH.
AS WE GO THROUGH THOSE POLICIES, WHEN WE REVIEW ANY CHANGES, I KNOW WE'LL TALK ABOUT IT ONLY ALLOWS THE FACILITIES.
THERE WERE DEFINITELY SOME CHANGES THAT WERE RECOMMENDED BY ME EXACTLY IN THE PROCESS OF DOING IT.
THERE WERE SOME DISTANCE OFF AND THEN WE'RE GOING TO ASK SOME MORE INFORMATION ON THE DOCKET ONCE WE GET THAT.
CSV REPORT THAT WE CAN GO BACK AND REVIEW AND DO SOME THINGS, BUT IS THERE A WAY TO MORE STREAMLINE [INAUDIBLE] QUESTIONS? YOU CAN CERTAINLY ADD THIS OTHER AND CLARIFY, HOW DO YOU DEAL WITH IF SOMETHING SEEM UNREASONABLE OR THERE'S A QUESTION OF VISIBILITY.
AGAIN, ULTIMATELY, BEST CASE SCENARIOS HAVING A GOOD RELATIONSHIP WITH THE SUPERINTENDENCY HAVING A DIALOGUE QUESTIONS WITH REASONABLE HIS EYES AT, IT LEAVES ROOM FOR INTERPRETATION.
IF YOU WANT TO START TO FOLLOW ALONG.
AS OUR BSR FOR SUPERINTENDENT ACCOUNTABILITY, THE BOARD CONSIDER SUPERINTENDENT'S PERFORMANCE TO BE IDENTICAL TO THE DISTRICT PERFORMANCE.
DISTRICT ACCOMPLISHMENT OF THE BOARDS RESOLVES POLICIES AND DISTRICT OPERATION ACCORDING TO THE VALUES EXPRESSED IN THE BOARD'S OPERATIONAL EXPECTATIONS POLICIES, WILL BE CONSIDERED SUCCESSFUL SUPERINTENDENT PERFORMANCE.
THESE TWO COMPONENTS DEFINED AS SUPERINTENDENT'S JOB RESPONSIBILITIES, AND ARE THE BASIS FOR THE SUPERINTENDENT'S PERFORMANCE EVALUATION.
NUMBER 1, THE BOARD WILL DETERMINE ORGANIZATIONAL PERFORMANCE BASED UPON ITS DEFINED SYSTEMATIC MONITORING PROCESS AS OUTLINED IN THIS MANUAL WORK PLAN.
NUMBER 2, THE BOARD WILL ACQUIRE MONITORING DATA ON RESULTS AND EXPECTATIONS POLICIES BY ONE OR MORE OF THE THREE METHODS.
BY INTERNAL REPORT IN WHICH THE SUPERINTENDENTS OF IT'S INFORMATION THAT CERTIFIES THE DOCUMENTS TO THE BOARD COMPLIANCE OR REASONABLE PROGRESS.
BUT EXTERNAL REVIEW IN WHICH THE EXTERNAL THIRD PARTIES BY THE COURT ASSESSES COMPLIANCE OR REASONABLE PROGRESS WITH APPLICABLE FOR POLICIES OR BY WORD INSPECTION IN WHICH THE WHOLE BOARD OR COMMITTEE DULY CHARGED BY THE BOARD FORMULATED SENTENCES, COMPLIANCE OR REASONABLE PROGRESS BASED UPON SPECIFIC POLICY CRITERIA.
NUMBER 3, THE CONSISTENT PERFORMANCE STANDARD FOR OPERATIONAL EXPECTATIONS POLICIES, SHALL BE RATHER SUPERINTENDENT HAS REASONABLY INTERPRETED THE POLICY WITH INPUT FROM THE BOARD AND COMPLY WITH THE PROVISIONS OF THE BOARD POLICY.
NUMBER 4, THE CONSISTENT PERFORMANCE STANDARD FOR RESULTS POLICY SHALL BE RATHER THAN THE SUPERINTENDENT HAS REASONABLY INTERPRETED POLICY
[01:55:02]
AND MADE REASONABLE PROGRESS TOWARD ACHIEVING THE OUTCOMES DEFINED BY THE COURTS RESULTS POLICIES.NUMBER 5, THE BOARD MAKE THE FINAL DETERMINATION AS TO WHETHER THE SUPERINTENDENT'S INTERPRETATION IS REASONABLE, WHETHER THE SUPERINTENDENT HAS COMPLIED, AND WHETHER THE REASONABLE PROGRESS HAS BEEN MADE.
IN DOING SO, THE BOARD WILL APPLY THE REASONABLE PERSON STANDARD.
NUMBER 6, [NOISE] THE SUPERINTENDENT WILL BE MONITORED ACCORDING TO A SCHEDULE AND BIOETHICS DETERMINED BY THE BOARD AND INCLUDED IN THE REPORT ANNUAL WORK PLAN.
THE BOARD MAY MONITOR ANY POLICY OUT OF THIS DEFINED SEQUENCE IF IT IS DETERMINED BY A MAJORITY OF THE BOARD THAT THE CONDITIONS WARRANT MONITORING AT TIMES OTHER THAN THOSE SPECIFIED BY ANNUAL SCHEDULE.
THE BOARD WILL CONDUCT A FORMAL SUMMATIVE EVALUATION OF THE SUPERINTENDENT.
THE SUMMATIVE EVALUATION WILL BE BASED ON DATA COLLECTED AND DECISIONS MADE BY THE BOARD DURING THE YEAR RELATED TO THE MONITORING OF RESULTS AND OPERATIONAL EXPECTATIONS POLICIES.
THE BOARD WILL PREPARE A WRITTEN EVALUATION DOCUMENT CONSISTING OF A SUMMARY OF THE DATA DERIVES DURING THE YEAR FOR MONITORING BOTH RESULTS AND OPERATIONAL EXPECTATIONS POLICIES.
CONCLUSION IS BASED UPON THE LORD'S PRAYER ACTION DURING THE YEAR RELATIVE TO THE SUPERINTENDENT'S REASONABLE INTERPRETATION OF EACH RESULTS POLICY, AND WHETHER REASONABLE PROGRESS HAS BEEN MADE TOWARDS ACHIEVEMENT AND CONCLUSIONS BASED UPON THE BOARDS ACTIONS RIGHT HERE, RELATIVE TO WHETHER THE SUPERINTENDENT HAS REASONABLY INTERPRETED AND OPERATED ACCORDING TO THE PROVISIONS OF THE OPERATIONAL EXPECTATIONS POLICIES.
ANY COMMENTS ON OR AGAIN, QUESTIONS THAT WE WANT POSE DIRECT AS HE GOES THROUGH OUR TRAINING.
AGAIN, THIS IS NOT, NOW OR NEVER.
THIS IS JUST A FIRSTLY, YOU THINK ABOUT [INAUDIBLE].
EVERY TIME YOU MAKE A COMMENT ON THE NUMBER SEVEN DAYS JUNE, THE EVALUATIONS, HOW YOU COME ON BOARD IN 2019 AND 2020 TO DO EVALUATION BECAUSE OF COVID.
IN 2021, WE DIDN'T DO ANY EVALUATION MISSION BECAUSE SHE WAS RETIRING.
IN 2021 AND I'M NOT SURE IF WE'RE DOING AN EVALUATION INTERIM.
MAYBE WE HAVE A POINT NUMBER 8, WHAT HAPPENS IF IT CAN'T FOR THREE YEARS WITHOUT ANY EVALUATION SUPERINTENDENT.
TRUE, AS A BOARD MEETING THOSE DURING COVID TIMES, WE'VE TALKED ABOUT.
THE COVID WHERE WE SAID WE'RE GOING TO PUT ASIDE OUR POLICIES AND PROCEDURES FOR AWHILE, LASTED A LONG TIME.
I REMEMBER GETTING FEEDBACK FROM THE PUBLIC AT THAT TIME WHEN WE AGREED THAT AFTER WE HAD APPROVED IT, THAT YOU DIDN'T PUT AN ENDING ON THAT.
THAT'S LIKE YOU'RE RIGHT AND WE'VE SEEN THAT WE'LL PAST TWO YEARS THIS LIGHT.
I THINK MAYBE A 0.8. WHAT HAPPENS IF YOU CAN'T OR MAYBE A 70? WHAT HAPPENS OR WHEN WOULD YOU NOT?
>> YOU DO HAVE A DUE DATE FOR THE EVALUATION? TYPICALLY THAT'S AT THE END OF THE SCHOOL YEAR, RIGHT? SO I REALIZED THAT PROBABLY ISN'T FAIR TO DO AN EVALUATION AT THE START OF THE SCHOOL YEAR.
BUT YOUR PREDICAMENT HERE TO ME IS JUNE, OBVIOUSLY THE END OF THE SCHOOL YEAR THAT'S WHEN SOMEBODY IS GOING TO COME IN OR SOMEBODY IS GOING TO GO OUT.
WOULD IT NOT MAKE SENSE TO HAVE IT AT A DIFFERENT TIME OF THE YEAR, SAY MIDTERM OR SOMETHING LIKE THAT?
>> I THINK THE LOGIC AND ANYONE FEEL FREE TO JUMP IN, IS TYPICALLY SUPERINTENDENT CONTRACTS GO FROM JULY 1ST TO JUNE 30TH, AND THEY TYPICALLY ARE A THREE-YEAR CONTRACT AND A ROLLING CONTRACT.
SO THE BEAUTY OF THIS SYSTEM IS RATHER THAN SCRAMBLING AT THE END OF JUNE TO GO, OKAY ONE OF THE SUPERINTENDENT DURING THE LAST YEAR I'M TRYING TO REMEMBER.
HAVE BEEN THERE AND DONE THAT IT'S NOT EASY BECAUSE YOU REMEMBER WHAT
[02:00:04]
HAPPENED MOST RECENTLY AS OPPOSED TO TRYING TO REMEMBER BACK ALL OF THE THINGS THAT WERE DONE.THE WAY THAT THE GOVERNANCE POLICY WORKS AND IT'S OUTLINED IN THERE, YOU TAKE THE MONITORING REPORTS YOU HAVE BEEN GOING THROUGH AND THOSE SERVE AS YOUR RUBRIC FOR AS SUPERINTENDENT FULFILLED THEIR JOB AND DONE THE JOB, AND THEY NETTED THE BOARD'S EXPECTATIONS AS FAR AS THE OUTCOMES THAT THEY'RE LOOKING FOR.
AGAIN, CERTAINLY AFTER ALL HALF OF THE CONVERSATION, BUT THAT WAS THE RECOMMENDATION NOW IS WHY THAT'S GOOD FOR OPENING.
EVEN BEFORE WE WENT TO POLICY GOVERNANCE, IT WAS DONE ESSENTIALLY JUNE WAS THE HEAD OF THE DATE FRAME OF DOING IT OR THE GOAL DATE.
I WILL NOT SAY THAT IT ALWAYS GOT IT DONE THAT BECAUSE SOMETIMES YOU GOT TO WAIT FOR ONE REASON OR ANOTHER, BUT.
>> WELL, I THINK CHRISTY IS GOING TO BE WITH US FOR A LONG TIME, SO I'M SURE WE'RE GOING TO CATCH HER AT SOME POINT [LAUGHTER].
>> YES, I HOPE SO. [LAUGHTER] YOUR POINT, DR. ERICKSON, IS THAT REALLY THERE'S NO SURPRISES BY JUNE BECAUSE WE'VE HAD THOSE MONITORING REPORTS, WE'VE HAD THOSE CONVERSATIONS.
SO IT'S A SUMMATIVE EVALUATION AT THE END OF EVERYTHING THAT WE'VE BEEN DOING ALONG THE WAY.
SO I'M EXCITED TO FIGURE IT OUT.
>> IT IS ALSO ONE OF THE THINGS THAT WE WENT THROUGH THE PROCESS, WE WENT THROUGH THE RECORDS.
BUT BECAUSE OF COVID, BECAUSE OF RETIREMENT, BECAUSE OF INTERIM, WE HAVEN'T ACTUALLY BROUGHT THOSE TOGETHER AND COMPILE SUPERINTENDENT EVALUATION.
THAT IS PROBABLY SOMETHING TO RAISE INPUT AND DIRECTION ON MAYBE NOT A HEAVY FOCUS BECAUSE IT WON'T HAVE ANY FOR A YEAR, BUT MAYBE AS A FOLLOW-UP TO THAT, WHERE DO WE GO WITH THAT?
>> ONE OF THE QUESTIONS WOULD BE, WHAT ARE THOSE THINGS WE CAN BE DOING A LOT OF THE WAY TO MAKE THAT PROCESS CUMULATIVE AT THE END? THERE ARE NO SURPRISES WITHIN OUR TEAM OR TO THE COMMUNITY.
I THINK HE CAN PROBABLY HELP US WITH AN ORGANIZATIONAL STRUCTURE THAT MAKES SENSE TO EVERYBODY AND IT'S ALSO REALLY TRANSPARENT OUT TO THE COMMUNITY.
>> THANK YOU. THEN BSR4E IS BASICALLY JUST A FORMAT FOR DOING THAT EVALUATION.
BASICALLY IT SAYS, "THE BOARD OF ESR4 PROVIDES THAT EACH JUNE THE BOARD WILL CONDUCT A FORMAL SUMMATIVE.
SUMMATIVE EVALUATION OF THE SUPERINTENDENT AND THE SUMMATIVE EVALUATION WILL BE BASED ON DATA COLLECTED IN THE DECISIONS MADE BY THE BOARD DURING THE YEAR RELATED TO THE MONITORING OF RESULTS AND OPERATIONAL EXPECTATIONS POLICIES." THEN IT HAS ALL THOSE MONITORING POLICIES, BASICALLY JUST A FORM OF POLICIES LISTED AND THE DAY ON TO TAKE THE BOARD'S DISPOSITION.
IT'S BASICALLY JUST A TALLY SHEET FOR THOSE.
THEN IT ENDS WITH, "BASED UPON BOARDS PRIOR ON HEARING OF THESE POLICIES AND ONGOING MONITORING OF THE DISTRICTS AND SUPERINTENDENTS PERFORMANCE AND PROCEEDING YEAR, THE BOARD WILL JUST FOLLOW IN SUMMARY AND CONCLUSION RELATIVE TO THE SUPERINTENDENT'S PERFORMANCE." THAT'S LEFT BLANK AND THEN IT SAYS, "BASED UPON THE FOREGONE CONCLUSION, THE BOARD ESTABLISHES UPON PRIORITIES FOR THE COMING YEAR." AGAIN, A BLANK LEFT FOR THAT.
SO ANY QUESTIONS WITH THAT OR COMMENTS?
>> YEAH, THAT'S FINE. SINCE BIRTH, BY ANNUAL OPENINGS.
WHICH ONES ARE THE EVEN YEARS? WHICH ONES ARE ODD YEARS?
>> THAT RESULT TO ACADEMIC ACHIEVEMENT IS LIKE A WORLD LANGUAGE BECAUSE 2.9, SO DO WE WANT TO PUT ALL HIS SUBJECTS UNDER THE RESULT OF POLICIES.
>> PROBABLY SHOULD HAVE THOSE IN THERE.
WE'VE GOT PARTICULARLY SINCE WE'RE IN BETWEEN EVERY OTHER.
OKAY. ANYTHING ELSE? THEN WE'LL MOVE ON TO THE GOVERNMENT'S CULTURE POLICIES [INAUDIBLE]
[02:05:05]
>> SURE PERFECT. GC 1, THE PROGRAM PURPOSE.
THE BIRDVILLE SCHOOL DISTRICT BOARD OF EDUCATION REPRESENTS LEADS AND SERVES THE OWNERS AND CITIZENS AND HOLD ITSELF ACCOUNTABLE BY GETTING TO ACT IN THEIR BEST INTERESTS AND BY ENSURING THAT ALL FOUR END DISTRICT'S CULTURE IS CONSISTENT WITH LAW AND THE BOARD'S POLICIES.
THE BOARD'S PURPOSE IS TO ENSURE THE DISTRICT ACHIEVES THE RESULTS DESCRIBED IN THE BOARD'S RESULTS POLICIES AND THAT IT OPERATES ACCORDING TO THE VALUES EXPRESSED IN THE BOARD'S OPERATIONAL EXPECTATIONS POLICIES.
>> ANY COMMENTS? THEN G62, WHICH IS GOVERNING COMMITMENTS.
THE BOARD WILL GOVERN LAWFULLY WITH PRIMARY EMPHASIS ON RESULTS FOR STUDENTS ENCOURAGING FULL EXPLORATION OF DIVERSITY OF POINTS, FOCUS ON GOVERNANCE MATTERS RATHER THAN ADMINISTRATIVE ISSUES.
OBSERVE CLEAR SEPARATION OF BOARD AND SUPERINTENDENT ROLES AND NAMED THEM ALL, JUST FOR OFFICIAL DECISIONS BY FORMAL VOTE OF THE BOARD AND GOVERNED WITH LONG-TERM VISION.
NUMBER 1. THE BOARD WILL FUNCTION AS A SINGLE UNIT.
THE OPINIONS AND PERSONAL STRENGTHS OF INDIVIDUAL MEMBERS WILL BE USED IN THE BOARDS AS TO BAN THE BOARD FAITHFULLY WILL MAKE DECISIONS AS A GROUP BY FORMAL VOTE.
NO OFFICER, INDIVIDUAL OR COMMITTEE OF THE BOARD WILL BE PERMITTED TO LIMIT THE BOARD'S PERFORMANCE OR PREVENT THE BOARD FROM FILLING IT'S COMMITMENTS.
TWO, THE BOARD IS RESPONSIBLE FOR ITS OWN PERFORMANCE AND COMMITS ITSELF TO CONTINUOUS IMPROVEMENT.
THE BOARD WILL ASSURE THAT IT'S MEMBERS ARE PROVIDED WITH TRAINING AND PROFESSIONAL SUPPORT NECESSARY TO GOVERN ACTIVELY.
AS A MEANS TO ENSURE CONTINUOUS IMPROVEMENT, THE BOARD REGULARLY AND SYSTEMATICALLY WILL MONITOR ALL POLICIES IN THIS SECTION AND WILL ASSESS THE QUALITY OF EACH MEMBER BY DEBRIEFING MEETINGS ALL IN ITS CONCLUSION.
NUMBER 3. TO ENSURE THAT THE BOARD'S BUSINESS MEETINGS ARE CONDUCTED WITH MAXIMUM EFFECTIVENESS, AND EFFICIENCIES.
MEMBERS WILL COME TO MEETINGS ADEQUATELY PREPARED, NOT INTERRUPT EACH OTHER, NOT ENGAGE IN SIDE CONVERSATIONS, NOT REPEAT WHAT HAS ALREADY BEEN SAID, NOT PLAY TO THE AUDIENCE, OR MONOPOLIZE THE DISCUSSION, SUPPORT THE PRESIDENT'S EFFORTS TO FACILITATE AN ORDERLY MEETING, COMMUNICATE OPENLY AND ACTIVELY IN DISCUSSION AND DIALOGUE TO AVOID SURPRISES, ENCOURAGE BALANCED PARTICIPATION OF ALL MEMBERS, AND PRACTICE RESPECTFUL BODY LANGUAGE.
NUMBER 4, THE BOARD, WILL USE A CONSENT AGENDA AS A MEANS TO EXPEDITE THE DISPOSITION OF ROUTINE MATTERS AND DISPOSE OF OTHER ITEMS OF BUSINESS AND CHOOSES NOT TO DISCUSS.
ALL ADMINISTRATIVE MATTERS DELEGATED TO SUPERINTENDENT THAT ARE REQUIRED TO BE APPROVED BY THE BOARD, BE ACTED ON BY THE BOARD VIA THE CONSENT AGENDA.
FIVE, AN ITEM MAY BE REMOVED FROM THE CONSENT AGENDA FOR SEPARATE DISCUSSION AND ACTION ON CONCURRENCE OF A MAJORITY OF THE BOARD MEMBERS PRESENT IN BOARD.
SIX, THE BOARD WILL DIRECT THE DISTRICT TO POLICY.
THE BOARD'S MAJOR FOCUS WILL BE ON RESULTS EXPECTATIONS CAN BE ACHIEVED BY THE STUDENTS RATHER THAN ON STRATEGIC CHOICES MADE BY THE SUPERINTENDENT AND STAFF TO ACHIEVE THOSE RESULTS.
SEVEN, THE BOARD BY MAJORITY OF MAY REVISE OR AMENDMENT THESE POLICIES AT ANYTIME.
HOWEVER, AS CUSTOMARY PRACTICE, A PROPOSED POLICY REVISION WILL BE DISCUSSED AT ONE SESSION OF THE BOARD PRIOR TO BEING APPROVED AT A SUBSEQUENT BOARD MEETING.
NUMBER 7, I THINK ANSWERS PART OF THE QUESTION [NOISE] WHEN WE CAN AMEND OR REVISE OUR POLICIES.
>> [NOISE] CLEAR ON THIS PARTICULAR STATEMENT.
OTHER ITEMS OF BUSINESS IT CHOOSES NOT TO DISCUSS.
WHO MAKES THE DECISION THAT, UNANIMOUS DECISION NOT TO DISCUSS SOMETHING? WHAT IF THE PUBLIC THINK SOMETHING SHOULD BE DISCUSSED AND WHO CHOOSES NOT TO DISCUSS IT? I GUESS, I'M JUST A LITTLE BIT ON CONCEPT.
>> I THINK MOST OF THOSE HAVE BEEN HISTORICAL.
[02:10:04]
HIRINGS AND RESIGNATIONS, A LOT THOSE THINGS THAT ARE GENERAL ROUTINE, FREQUENTLY PREFACED THE CONSENT AGENDA, THOSE ROUTINE ITEMS THAT ARE ON THERE THAT COME UP YEAR AFTER YEAR.WE'VE AT LEAST OVER THE COURSE OF THE LAST TWO YEARS AWESOME THIS UP BECAUSE HE LIVED IN NEW AND UNAWARE OF WHAT THOSE WERE.
HISTORICALLY, SOME OF THOSE WERE REPEAT POLICIES ARE AGREED TO BE SVE OR ROUTINE THINGS THAT WERE THERE, WE HAD TALKED ABOUT PRIOR, SUPER FAMILIAR WITH, AND DIDN'T SEE A NEED AT THAT TIME POTENTIALLY TO DISCUSS.
BUT AGAIN, ANY OF THOSE ITEMS CAN BE PULLED OFF THE WAR.
I THINK MOST OF THE DECISIONS THAT THEY MADE, YOU BY EXACT TEAM OR THE BOARD PRESIDENT FROM TIME TO TIME.
MOST OF THE STUFF THAT I'VE SEEN UNDER THERE IN MY EXPERIENCE HAS BEEN ROUTINE STUFF, BUT THAT'S JUST WHAT IT'S ALWAYS BEEN.
THAT'S NECESSARILY THE RIGHT ANSWER, THE BEST INCIDENT FOLLOWING ON HER.
>> I WILL PRESERVE THIS FOR LATER.
I WANT TO MAKE A COMMENT ON THE POINT NUMBER 1 AND THEN ALSO TIES INTO INBORN WITH BOARD PURPOSE.
THE BOARD FUNCTION AS A SINGLE UNIT.
THE OPINIONS AND PERSONAL STRENGTHS OF INDIVIDUAL EFFORTS WILL BE USED TO THE BOARD BEST ADVANTAGE OR FAITH, THE WAY WE MAKE DECISIONS AS A GROUP BY FORMAL VOTE.
THEN EXTENDED GC1 THAT WE REPRESENT EVERYBODY, I THINK THAT WE DO HAVE A LOT OF OPINIONS OF PERSONAL STRENGTHS INDIVIDUALLY, BUT I THINK WE ALSO NEED TO BE COGNIZANT OF MAYBE WHERE OUR WEAKNESSES ARE AND WHO WE ARE NOT REPRESENTING.
MAKE STRONGER EFFORTS TO MAKE SURE THAT EVERYBODY IS REPRESENTED.
>> THE OTHER ASPECT AND THE KINGS WHO WERE DEVELOPING THAT IT'S IMPORTANT AS WE'RE DISCUSSING DECISIONS TO HAVE THOSE INDIVIDUAL IN HERE.
WHEN WE MAKE A DECISION, THEN IT'S IMPORTANT FOR US TO ACT AS A BOARD BECAUSE WE DID HAVE A FEW INSTANCES WHERE THE BOARD MADE A DECISION AND ONE MEMBER OR ANOTHER DISAGREED WITH IT AND THEN WENT PUBLIC WITH THAT, WHICH CREATED SOME.
>> YEAH, ONCE WE MAKE A DECISION, WE GO FORWARD.
I'M THINKING MORE LIKE MAKING DECISION, WHEN WE'RE DISCUSSING, LET'S MAKE SURE THAT WE REALLY CHECK ON TO WHOEVER WE FORGETTING AND PAY ATTENTION TO THAT.
>> THE BOARD JOB DESCRIPTION GC3.
THE BOARD'S JOB IS TO REPRESENT ME AND OBSERVE THE CITIZENS AND TO GOVERN DISTRICT BY SETTING EXPECTATIONS FOR DISTRICT RESULTS, ESTABLISHING EXPECTATIONS FOR QUALITY OPERATIONAL PERFORMANCE, AND MONITORING ACTUAL PERFORMANCE AGAINST THOSE EXPECTATIONS.
THE BOARD RULE NUMBER 1, ADVOCATE FOR THE DISTRICT AND FOR THE STUDENTS IT SERVES.
NUMBER 2, ENSURE THAT THE RESULTS ARE THE DOMINANT FOCUS OF DISTRICT PERFORMANCE.
NUMBER 3, INITIATE AND MAINTAIN EFFECTIVE COMMUNICATION WITH THE CITIZENS AND OTHER IMPORTANT STAKEHOLDER AS A MEANS TO ENGAGE THEM IN THE WORK OF THE BOARD AND THE DISTRICT.
NUMBER 4, DEVELOP BRITAIN GOVERNING POLICIES THAT ADDRESS RESULTS, THE OUTCOMES FOR THE STUDENTS SERVED BY THE DISTRICT.
OPERATIONAL EXPECTATIONS, STATEMENTS OF THE BOARD'S VALUES ABOUT OPERATIONAL MATTERS DELEGATED TO THE SUPERINTENDENT, INCLUDING BOTH ACTIONS TO BE ACCOMPLISHED AND THOSE PROHIBITED.
GOVERNANCE, CULTURE, DEFINITION OF THE BOARD'S OWN WORK, THE PROCESSES IT WILL EMPLOY, AND CONDITIONS WITHIN THE ISSUE WILL ACCOMPLISH OUR BOARD SUPERINTENDENT RELATIONSHIP, THE ROLE RELATIONSHIP OF THE SUPERINTENDENT, IN OTHER WORDS, INCLUDING THE SPECIFIED AUTHORITY OF THE SUPERINTENDENT AND THE PROCESS FOR MONITORING DISTRICT AND SUPERINTENDENT TO PERFORMANCE.
ENSURE ACCEPTABLE SUPERINTENDENT PERFORMANCE THROUGH EFFECTIVE MONITORING AND RESULTS AND OPERATIONAL EXPECTATIONS, POLICIES.
ENSURE ACCEPTABLE BOARD PERFORMANCE THROUGH EFFECTIVE EVALUATION OF BOARD ACTIONS AND PROCESSES.
NUMBER 7, RECEIVE AND REVIEW THE STATE AUDIT OF THE DISTRICT'S FINANCIAL CONDITION AND PRACTICES.
[02:15:08]
>> I WOULD COMMENT ON NUMBER 3, [NOISE] INITIATING AND MAINTAINING EFFECTIVE COMMUNICATION WITH CITIZENS AND OTHER IMPORTANT STAKEHOLDER GROUPS.
I AM REALLY LOOKING FORWARD TO CHRISTY'S BOARD-SCHOOL PARTNERSHIP HAPPENING.
AS OF FRIDAY, NONE OF US HAVE CHILDREN IN FERNDALE SCHOOL DISTRICT ANYMORE SO I'LL BE AGREEING TO MAKE SURE THAT WE, AS A BOARD, REMAIN CONNECTED TO THE SCHOOL.
WE'RE NOT JUST SITTING IN THE BOARDROOM.
>> SOME OF THESE THINGS ARE THINGS THAT WE CAN BE DISCUSSING IN JULY.
I MEAN, I PARTICULARLY HAD QUESTIONS ON THE WAY THAT WE DO AUDITS.
THE AUDIT COMMITTEE, WHY THEY ROTATE THREE OF US? NOW, JUST WONDERING IF THAT'S THE WAY ALL DISTRICTS DO IT.
IF THERE ARE OTHER WAYS OF DOING IT, THINGS THAT MIGHT WORK BETTER.
I LOOK AT THEM ALL THE TIME ANYWAY.
WHY IS THE ENTIRE BOARD MEETING EVERY MONTH? JUST CURIOUS.
I DON'T KNOW THAT I HAVE A SPECIFIC ANSWER.
>> MIKE, WE'LL HAVE TO DO THE RESEARCH TO FIND OUT THE ACTUAL ANSWER, BUT I BELIEVE IT WOULD REQUIRE A QUORUM FOR APPROVAL AND IT DOESN'T NECESSARILY NEED TO TAKE THE TIME OF EVERYBODY EVERY MONTH.
A WAY OF DISTRIBUTING THE WORK AND FEED THEM MINIMUM REQUIREMENT.
BE MY GUEST, BUT WE CAN VERIFY THAT FOR SURE.
I DON'T KNOW THAT THERE'D BEEN [INAUDIBLE] A PERMANENT COMMITTEE, BUT WE'LL FIND THAT OUT TOO.
>> I JUST WANT TO BE RESPECTFUL OF EVERYONE'S TIME.
TYPICALLY, WE HAVE LIMITED OUR STUDY SESSIONS TO TWO HOURS AND WE WERE SCHEDULED FROM SIX TO EIGHT.
IT'S 8:20 RIGHT NOW AND THERE'S A COUPLE OF THESE THAT ARE RATHER LENGTHY.
I'M OPEN IF THE BOARD WOULD RATHER JUST CONTINUE READING THESE AND THEN SEND THOSE QUESTIONS OR COMMENTS TO ME BY JULY 1ST.
SIMILAR TO THE DRAFT DOCUMENT.
IF IT'S PREFERENCE OF PEOPLE, WHY NOT?
>> LET ME TAKE THE JUNE AND AUGUST ONES, 5 AND 7, AND PUT THEM ON OUR AGENDA FOR THE END OF THE MONTH AND GET RID OF THE [INAUDIBLE] [LAUGHTER] LET'S JUST SCRAP THEM ALL.
[OVERLAPPING] LET'S GO THROUGH THE OTHER ONES.
NOW, I THINK THAT TALKING ABOUT THEM TOGETHER IS HELPFUL.
>> EVERYBODY OKAY WITH THAT? [INAUDIBLE]
>> I'M GOOD WITH THIS READING TOO MYSELF, ACTUALLY.
>> IF WE LEAVE 5 AND 7, WHICH ARE THE LONG ONES, I DON'T THINK THAT IT'LL TAKE US TOO LONG.
NUMBER 4 IS THE OFFICER'S ROLE, THE OFFICERS OF THE BOARD ARE THOSE LIMITED IN THIS POLICY.
THEIR DUTIES ARE THOSE ASSIGNED BY THIS POLICY AND THOSE AS REQUIRED BY LAW.
PRESIDENT. THE PRESIDENT PROVIDES LEADERSHIP TO THE BOARD, ENSURES THE FAITHFUL EXECUTION OF THE BOARD'S PROCESSES, EXERCISES INTERPRETED RESPONSIBILITIES WITH INTEGRITY, REFLECTS THE SPIRIT AND INTENT OF THE BOARD'S POLICIES AND NORMALLY SERVES AS THE BOARD'S OFFICIAL SPOKESPERSON.
THE PRESIDENT HAS THE FOLLOWING SPECIFIC AUTHORITIES AND DUTIES: ONE, MONITOR THE BOARD'S ACTIONS TO ENSURE THAT THEY ARE CONSISTENT WITH THE BOARD'S OWN RULES AND POLICIES AND WITH OTHER OBLIGATIONS IMPOSED BY AGENCIES WHOSE AUTHORITY SUPERSEDES THE BOARD'S OWN AUTHORITY, CONDUCT AND MONITOR BOARD MEETINGS, DELIVER DELIBERATIONS TO ENSURE THAT THE BOARD DISCUSSION AND ATTENDANCE ARE FOCUSED ON THE BOARD ISSUES AS DEFINED IN BOARD POLICY GC 3, ENSURE THAT THE BOARD MEETING DISCUSSIONS ARE PRODUCTIVE, EFFICIENT, AND ORDERLY, CHAIR BOARD MEETINGS USING THE AUTHORITY NORMALLY VESTED IN THE CHAIR AS DESCRIBED IN ROBERT'S RULES OF ORDER NEWLY REVISED,
[02:20:03]
AND LEAD TIMELY BOARD MEETING, DEBRIEFINGS AND PERIODIC SELF-ASSESSMENTS TO ENSURE CONTINUOUS PROCESS IMPROVEMENT.TWO, ASSURE THE COMPILATION OF THE BOARD'S SUMMATIVE EVALUATIONS OF THE SUPERINTENDENT.
THREE, REPRESENT THE BOARD AS ITS OFFICIAL SPOKESPERSON ABOUT ISSUES DEFINED BY THE BOARD AND OTHER MATTERS RELATED TO OFFICIAL BOARD BUSINESS.
FOUR, EXECUTE ALL DOCUMENTS AUTHORIZED BY THE BOARD EXCEPT AS OTHERWISE PROHIBITED BY LAW.
FIVE, HAVE THE BOARD AND IN CONSENT WITH SUPERINTENDENT, DEVELOP PROPOSED BOARD MEETINGS AND IS CONSISTENT WITH THE BOARD'S ANNUAL CALENDAR.
THE PRESIDENT IS NOT AUTHORIZED TO ONE, MAKE ANY INTERPRETIVE DECISIONS ABOUT POLICIES CREATED BY THE BOARD IN THE RESULTS AND OPERATIONAL EXPECTATIONS POLICY AREA.
INTERPRETATION OF THESE POLICIES IS THE RESPONSIBILITY OF THE SUPERINTENDENT.
TWO, EXERCISE ANY AUTHORITY AS AN INDIVIDUAL TO SUPERVISE AND DIRECT THE SUPERINTENDENT.
THE VICE PRESIDENT SHALL SERVE AS PRESIDENT IN THE EVENT OF THE PRESIDENT'S ABSENCE OR INABILITY TO PERFORM ASSIGNED TASKS.
ANY QUESTIONS WITH THAT? [NOISE] CAN YOU READ NUMBER 6?
>> GC 5? [OVERLAPPING] WE'RE SKIPPING ON THAT.
[OVERLAPPING] GC 6, ANNUAL WORK PLAN.
THE BOARD WILL FOLLOW AN ANNUAL WORK PLAN THAT INCLUDES CONTINUOUS MONITORING AND REVIEW OF ALL POLICIES, DIALOGUE SESSIONS WITH OWNERSHIP GROUPS, AND ACTIVITIES TO IMPROVE BOARD PERFORMANCE.
NUMBER 1, THE ANNUAL PLANNING CYCLE WILL END EACH YEAR IN AUGUST TO ALLOW THE SUPERINTENDENT TO PROPERLY ALIGN INTERNAL OPERATIONAL SYSTEMS AND PROCESSES.
NUMBER 2, THE BOARD'S ANNUAL WORK PLAN FOR THE NEXT YEAR WILL INCLUDE, SCHEDULED DIALOGUE SESSIONS WITH OWNERSHIP GROUPS AND PERSONS WHOSE VIEWPOINTS ARE CONSIDERED HELPFUL TO THE BOARD, GOVERNANCE PROCESS IMPROVEMENT ACTIVITIES INCLUDING ORIENTATION AND TRAINING OF CANDIDATES AND NEW BOARD MEMBERS IN THE BOARD'S GOVERNANCE PROCESS AND OTHER DISCUSSIONS BY THE BOARD ABOUT MEANS TO IMPROVE ITS OWN DEPARTMENTS, ESPECIALLY BOARD MEMBER KNOWLEDGE AND SKILLS, SCHEDULE INTERPRETING, MONITORING OF ALL POLICIES, OTHER EVENTS AND ACTIVITIES THAT ARE PART OF THE BOARD'S RESPONSIBILITIES AND INTERESTS.
>> THEN AGAIN IT GIVES US OUR WORKFLOW AND OUTLINES THINGS AS TO WHEN AND HOW.
ANY COMMENTS OR QUESTIONS THERE? GC6 IS BASICALLY JUST AN EXHIBIT THAT SHOWS ALL THE POLICIES ON AND WHEN THEIR REVIEW SCHEDULE IS AND WE PROBABLY JUST NEED TO LOOK AT THAT TO SEE THAT WE AREN'T [INAUDIBLE] JUST BECAUSE OF COVID AND EVERYTHING ELSE.
>> I THINK WE SKIPPED MONTHS AND THEN JUST PICKED UP WHERE WE LEFT OFF.
>> IT LOOKS LIKE IT'S ON TRACK.
>> OKAY. WE WILL- [OVERLAPPING]
>> WAIT. NO, WE DON'T HAVE 2022 ON THERE.
>> YEAH. I WAS LOOKING TO SEE '19.
JACKSON, CAN YOU HAVE YOU LOOK THROUGH THAT AND SEE HOW IT CORRELATES WITH WHAT WE'VE DONE AND SEE IF OUR DATES ARE AND THOSE THAT YOU SKIPPED.
>> [INAUDIBLE] DID SKIP. THE ONE THAT'S COMING UP AND THE ELECTED ONE. WE JUST DID THAT.
THAT WAS OUR FIRST ROUND WHERE SOMEBODY OUT [INAUDIBLE] THERE.
>> WE'VE JUST PICKED UP THAT [OVERLAPPING].
>> WE JUST PICKED UP [OVERLAPPING].
>> WE PICKED UP WHERE WE WERE SO NOW A FEW OF THEM WERE LEFT AS MY-.
>> WE'VE UPDATED ON WHAT'S COMING UP ARE ON THE WEBSITE.
>> LIKE THE END OF YEAR 1 AND THE BEGINNING OF YEAR 2 WHERE WE MAYBE PUT THAT STRIKE THROUGH OR SOMETHING LIKE THAT SO WE KNOW THAT WE MISSED IT.
>> WELL, WE MAY WANT TO JUST MAKE IT SO IT DOESN'T HAVE THE YEARS BECAUSE IF IT IS ON A TWO-YEAR THEN IT'S EASILY [INAUDIBLE] SOMETHING TO THAT EFFECT.
>> THAT'S PROBABLY BETTER THAN A STRIKE THROUGH BECAUSE THIS ISN'T A REPORT ON WHAT WE'VE DONE.
>> OUR PLAN. GC7, WE'RE SKIPPING THAT ONE.
THAT ONE WE HAVE HISTORICALLY WENT THROUGH, LAST TIME WE WENT THROUGH WAS BEFORE COVID.
[02:25:02]
BUT IT HAS BEEN SOMETHING THAT WE WENT THROUGH AND IT WOULD BE GOOD TO GO THROUGH IT THE BOARD AND THEN [INAUDIBLE] AND HAVE A WHOLE DISCUSSION BECAUSE THAT IS SOMETHING THAT WE HAVE WENT THROUGH, AGREED ON, WE'VE MODIFIED AS APPROPRIATE AS THINGS HAVE CHANGED.DEFINITELY TAKE SOME TIME TO READ THROUGH THAT AND THINKING ABOUT IT BECAUSE THAT HAS JUST STARTED AND BEEN A VERY VALUABLE CONVERSATION AND VERY HELPFUL.
GC8, WHICH IS BOARD MEMBER CONFLICT OF INTERESTS.
BOARD MEMBERS ARE EXPECTED TO AVOID CONFLICTS OF INTERESTS INVOLVING ALL MATTERS CONSIDERED BY THE BOARD.
A CONFLICT OF INTEREST EXISTS WHEN A MEMBER IS IN FRONT OF AN ISSUE IN WHICH THE MEMBER HAS A PERSONAL OR FINANCIAL INTERESTS IN AN ISSUE OR CIRCUMSTANCE THAT COULD RENDER THE MEMBER UNABLE TO DEVOTE COMPLETE LOYALTY IN SINGLENESS AND PURPOSE TO PUBLIC INTERESTS.
ONE, IF A BOARD MEMBER HAS A PERSONAL OR FINANCIAL INTERESTS IN ANY MATTER BEING CONSIDERED BY THE BOARD, THE MEMBER SHALL DISCLOSE SUCH INTERESTS TO THE BOARD, SHALL NOT VOTE ON THE MATTER, SHALL NOT ATTEMPT TO INFLUENCE THE DECISION OF OTHER BOARD MEMBERS.
TWO, A MEMBER OF THE BOARD SHALL NOT ALSO BE AN EMPLOYEE OF THE DISTRICT, NOR SHALL A MEMBER RECEIVE ANY COMPENSATION FOR SERVICES RENDERED TO THE DISTRICT OTHER THAN LEGALLY DEFINED AND AUTHORIZE COMPENSATION FOR SERVING AS A MEMBER OF THE BOARD.
THIS PROVISION SHALL NOT PROHIBIT MEMBERS FROM RECEIVING REIMBURSEMENT FOR AUTHORIZED EXPENSES INCURRED DURING PERFORMANCE OF IMPORTANT DUTIES.
THREE, THE BOARD SHALL NOT ENTER INTO ANY CONTRACT WITH ANY OF ITS MEMBERS OR WITH A FIRM IN WHICH A MEMBER HAS A FINANCIAL INTEREST.
FOUR, A BOARD MEMBER IS EXPECTED TO AVOID CONFLICT OF INTEREST IN THE EXERCISE OF THE MEMBER'S FIDUCIARY RESPONSIBILITIES.
ACCORDINGLY, A BOARD MEMBER MAY NOT DISCLOSE OR USE CONFIDENTIAL INFORMATION ACQUIRED IN PERFORMANCE OF OFFICIAL DUTIES AS A MEANS TO FURTHER THE BOARD MEMBER'S OWN PERSONAL OR FINANCIAL INTERESTS OR THE INTERESTS OF THE MEMBERS OF IMMEDIATE FAMILY.
EXCEPT FOR THE GIFT OF SUBSTANTIAL VALUE OF ECONOMIC BENEFIT WHICH WOULD TEND TO PROPERLY INFLUENCE A REASONABLE PERSON OF WHICH THE BOARD MEMBER KNOWS OR SHOULD KNOW IS PRIMARILY FOR THE PURPOSE OF A REWARD FOR AN OFFICIAL ACTION.
ENGAGING IN A SUBSTANTIAL FINANCIAL TRANSACTION FOR PRIVATE BUSINESS PURPOSES WHERE THE PERSON THROUGH THE BOARD MEMBER DIRECTLY SUPERVISES OR PERFORMED AN OFFICIAL ACT WHICH DIRECTLY CONVERTS IN AN ECONOMIC BENEFIT ON A BUSINESS IN WHICH THE BOARD MEMBER WHO HAS SUBSTANTIAL FINANCIAL INTERESTS OR IS ENGAGED AS COUNSEL, CONSULTANT, REPRESENTATIVE, OR AGENT. ANY THOUGHTS THERE?
>> I FOLLOW THE SAME POINT BUT THIS PROVISION SHALL NOT PROHIBITED MEMBERS FROM RECEIVING A REIMBURSEMENT FOR AUTHORIZED EXPENSES INCURRED DURING A PERFORMANCE OF WORK DUTIES.
NOW THAT IT WOULD APPLY RIGHT NOW, BUT LET'S SAY SOMEBODY WANTED TO BE ON THE SCHOOL BOARD AND THEY HAD THEIR OWN CHILDREN.
START HERE. DO WE REIMBURSE FOR CHILDCARE FOR A BOARD MEMBER OR WOULD WE?
>> THE TOPIC HAS COME UP AT TIMES IN REGARDS TO DISCUSSION AS FAR AS COMPENSATION FOR BOARD MEMBERS, BECAUSE THERE ARE SOME BOARD MEMBERS THAT ARE COMPENSATED IN OTHER DISTRICTS, AS WELL AS IS THAT SOMETHING THAT WOULD PRECLUDE PEOPLE FROM BEING ON THE BOARD AND TO SAY SOMETHING.
I DON'T KNOW IF IT'S IMPOSSIBLE AND WE'VE TALKED ABOUT IT.
IT'S BEEN TALKED ABOUT, WE'VE NEVER MADE ANY DECISIONS.
BUT WHEN WE HAVE TALKED ABOUT MAKING DECISIONS IT'S WAS, WELL, IF WE'RE GOING TO DO IT, IT CAN BE PROBABLY WOULDN'T BE BEST FOR BOARD MAKING DECISIONS, BUT NOT TO BE ENACTED UNTIL AFTER-. [OVERLAPPING]
>> THE 25TH CONSTITUTIONAL AMENDMENT [INAUDIBLE] OR SOMETHING OR [INAUDIBLE].
I REALLY WOULD LIKE TO ADD THIS TO BE SOMETHING TO BE TALKED ABOUT.
I THINK THAT RIGHT NOW HOW IT'S SET UP FOR BOARD MEMBERS, YOU GET RETIRED PEOPLE WHO DON'T HAVE KIDS, WHO HAVE THE MEANS TO BE ABLE TO SPEND TIME DOING STUFF LIKE THIS.
I THINK THAT IT ALMOST FEELS LIKE IT'S TABOO TO ASK FOR COMPENSATION TO SERVE ON THE BOARD WHERE THERE SHOULD BE SOMETHING THAT IS OPEN TO ANYBODY WHO WANTS TO SERVE.
I CAN SEE HOW THERE'LL BE A LOT OF PEOPLE WHO JUST WOULDN'T BE ABLE TO HAVE THE TIME AND WOULD PAY CHILDCARE HEALTH OR WHATEVER WITH IT.
[02:30:04]
I'D REALLY LIKE TO HAVE THAT.>> YOU WILL BRING YOUR CHILD TO THE MEETING.
>> BUT EVEN IF YOU BRING YOUR CHILD TO THE MEETING, YOU'RE GOING TO BE WORKING AT THE MEETING SO YOU'LL NEED SOMEONE TO BE TAKING CARE OF THEM. LOOKING AFTER THEM FOR YOU.
>> OKAY. GOT IT ON THE LIST. ANYTHING ELSE?
THAT ONE PROBABLY GOES IN LINE WITH TRAVEL, WALKING BACK-AND-FORTH TO THE MEETING.
NOW THAT THE GAS PRICES ARE THE WAY THEY ARE, WOULD WE BE ABLE TO GET COMPENSATED FOR THAT OR REIMBURSED.
JACKSON NOTICED THE MILEAGE FROM EVERYBODY'S ADDRESS.
JUST THROWING QUESTION OUT THERE.
>> HERE'S ANOTHER QUESTION SINCE WE ARE CONTINUING WITH THE ZOOM COMMENTING, WOULD IT BE PROHIBITIVE TO HAVE A PERSON WEIGHING IN FROM AT HOME IF THEY WERE TO BE A BOARD MEMBER AND COULDN'T CHILDCARE CONSISTENTLY.
>> GOOD QUESTIONS AND DEFINITELY I THINK FOR A GOOD TOPIC AS FAR AS THE DISCUSSION OF ALL OF THOSE, NOT PER SAY THE BOARD GAP, THEY'RE NOT AS FAR AS POLICY GOVERNANCE.
I THINK A DISCUSSION OF DO WE NEED TO MODIFY THAT POLICY? BECAUSE THOSE ARE ALL GOOD POINTS AND GOOD QUESTIONS.
>> SOUNDS LIKE INCREASING ACCESS FOR STUDENTS IS INCREASING ACCESS FOR BOARD MEMBERS.
ANYTHING ELSE IN REGARDS TO CONFLICTS OF INTEREST? [INAUDIBLE] THEN GC9, WHICH IS THE LAST IN PROCESS FOR ADDRESSING BOARD MEMBER VIOLATIONS.
THE BOARD, EACH OF ITS MEMBERS ARE COMMITTED TO FAITHFUL COMPLIANCE WITH THE PROVISIONS OF THE BOARD POLICY.
THE BOARD RECOGNIZES THAT IT'S FAILURE TO DEAL WITH DELIBERATE AND CONTINUE IN VIOLATIONS OF ITS POLICIES, RISK THE LOSS OF CONFIDENCE IN THE BOARD'S ABILITY TO GOVERN EFFECTIVELY.
THEREFORE, IN THE EVENT OF A MEMBER'S MISTAKEN, WILL PULL AND/OR CONTINUING VIOLATION OF POLICY, THE BOARD ORDINARILY WILL ADDRESS THE ISSUE BY THE FOLLOWING PROCESS.
ONE, CONVERSATION IN PRIVATE SETTING BETWEEN THE MEMBER CONSIDERED TO BE IN VIOLATION AND BOARD PRESIDENT OR OTHER INDIVIDUAL MEMBER.
TWO, DISCUSSION IN PRIVATE SESSION BETWEEN THE MEMBER CONSIDERED TO BE IN VIOLATION AND THE FULL BOARD.
THREE, POSSIBLE REMOVAL BY THE BOARD FROM ANY LEADERSHIP OR COMMITTEE POSITIONS TO WHICH THE OFFENDING MEMBER HAS BEEN APPOINTED OR ELECTED AND/OR FOR CENSURE OF THE OFFENDING MEMBER [NOISE] OF THE BOARD AS A MEANS OF SEPARATING THE BOARD'S FOCUS AND INTENT FROM THOSE OF THE OFFENDING MEMBER.
DO YOU KNOW, MARK JOHN OR JACKSON? CAN WE DISCUSS IN PRIVATE SESSION WHICH WILL BE THE EXECUTIVE SESSION ON BEHAVIOR? I DON'T EXPECT YOU NECESSARILY TO KNOW THAT ANSWER BECAUSE I DON'T KNOW EITHER. IT'S ONE OF THE QUESTION.
[LAUGHTER] WHICH WE MAY NEED TO TAKE AND SERVE THAT THAT WOULD BE AND MAY BE WRITTEN DOWN ANSWER.
I THINK IT WOULD PROBABLY FALL UNDER THE DISCIPLINE PROVISIONS, BUT WE'D HAVE TO VERIFY.
>> [LAUGHTER] I'M HAPPY NOW, THANK YOU.
ANY OTHER QUESTIONS, COMMENTS? [INAUDIBLE] [LAUGHTER].
>> HAS THIS HAPPENED BEFORE? AND IF YOU LISTEN TO THAT, I SEEM TO RECALL THAT INCIDENT A FEW YEARS AGO AND I THINK I MIGHT BE GOING BACK IN [INAUDIBLE].
>> THE AFTERNOON, HE SAID I DID.
I WOULD RECOMMEND ME WITH THAT USE YOUR DISCUSSION JUST WE CAN HANDLE OUR ACCENT LINES.
ONE THING YOU DON'T WANT TO MAKE ANY ERRORS.
THEY DIDN'T MAYBE WORTHWHILE TO HAVE A DISCUSSION.
MAY, EVEN AS PART OF THE SOCIAL CONTRACT DISCUSSION, WHAT CONSTITUTES OR HOW DO WE SELL OURSELVES,
[02:35:03]
SOMEBODY, WHEN HE AGREED TO THOSE THINGS AS PART OF THAT PROCESS.IT IS BETTER TO BE ANGRY WHEN THERE IS NO DISAGREEMENT OR PROBLEM AND HAVING A PROCESS IN PLACE THAN TO COME UP WITH A HARD FLYER.
>> THIS IS THINKING OUT LOUD, I'M NOT MADE-UP MIND ONE WAY OR THE OTHER, BUT FOR WHAT HAD HAPPENED IN THE PAST, THE WORD IS ENTIRELY DIFFERENT.
REVISITING IT IS NOT A SPIRIT OF MOVING FORWARD.
I'VE BEEN TALKING ABOUT WHAT WE CONSIDER TO BE VIOLATIONS OF THINGS AND ABOUT WE DIDN'T SAY IS NOT ACCEPTABLE WITH METAPHOR HELPFUL IN LOOKING AT HISTORICALLY OTHERS WHO WERE ON BOARD.
>> IF THIS IS GOING TO BE THE DISCUSSION, I'M NOT THERE, I'M WITH THE COMMUNITY I MIGHT BE ON AND OFF ON WHAT THEY THINK IS APPROPRIATE AND I THINK THAT'S THE REASON I AM HERE.
>> I'M TRYING TO THINK THAT THROUGH AND ON THE TOP OF MY HEAD NOT SURE HOW TALENT IS IMPORTANT AND I VALUE AND RESPECT IT.
I MEAN, PART OF HOW WELL WE CONSIDER VIOLATION OF CONFLICTS OF INTERESTS AND HOW WE HANDLE THAT.
I'M NOT SURE I HAVE TO TAKE ANYMORE OF THAT NAME OR INTERNAL BOARD WORKING IN MAGNETISM OR THAT'S THE PUBLIC SADNESS AND THEY RECOGNIZE WERE PROBABLY BORN, BUT NOT ANY GIVEN TOPIC TO TALK WITH ROW TWO BECAUSE HE'S HAD LOTS OF EXPERIENCE AND CAN DIVORCE HIMSELF FROM THE SPECIFICS OF WHAT WE'VE HEARD FROM PEOPLE AND COMMUNITY TO GET INTO SUBJECTIVE OPINION AND THEN DISCUSS IT MORE IN, AND TAKE NOTE OF THE MIND OF TOP OF MY HEAD THIS WAY. OTHER THOUGHTS?
>> OTHER THOUGHT THAT CAME UP WAS ONE OF THE EARLIER THINGS.
THE SUPERINTENDENT'S ROLE IS TO INTERPRET EVERYTHING.
ARE YOU GOING TO BE RE-INTERPRETING EVERYTHING AS WE GO THROUGH? ARE YOU GOING TO BE TWEAKING IT AS WE GO THROUGH OR WHAT'S YOUR THOUGHT ON THAT? DR. TIMMONS.
>> YOU'RE ASKING THE GOOD QUESTION AND I'M GOING TO THINK ABOUT THAT ONE.
THIS IS A RELATIONSHIP AND SO I THINK IT'S AN OPEN CONVERSATION ABOUT THESE CONTEXTS.
I THINK WE'RE ABOUT TO GET SOME PRETEXT DATA IN THE ENTRY PLAN THAT MAY CAUSE US TO LOOK AT THE LANDSCAPE A LITTLE BIT DIFFERENT.
WE'LL KNOW MORE AS OUR DATA OF WHAT OUR COMMUNITY HAS TO SAY UNFOLDS.
>> I WOULD BE FULLY IN FAVOR OF YOU PUTTING YOUR SPIN ON IT IN THE EFFORT, YOU ARE THE SUPERINTENDENT, GOING FORWARD.
>> I'LL BE REALLY TRANSPARENT AND I'M GOING TO RELY ON THE TEAM.
I BRING ONE LENS BUT I'M ASKING THEM TO PUSH AND TO BRING IN THAT HISTORICAL CONTEXT OF THE DISTRICT AND THE WORK.
WHAT HAS HAPPENED IN THE WEEDS THAT WE CAN LEARN FROM THEM WHERE CAN WE GROW? THAT WILL JUST NATURALLY HAPPEN AS CONVERSATIONS ARISE.
>> THAT IS PART OF PROCESS BECAUSE THOSE INTERPRETATIONS, EVEN AS WE'VE SEEN WITH MOST RECENTLY, WITH ONLY 11, THINGS CHANGE OVER TIME.
THOSE INTERPRETATIONS, BUT THOSE HAVE TO BE LOOKING TO THE QUESTION IS, DO WE HAVE THE RIGHT INDICATORS? DO WE HAVE THE RIGHT INTERPRETATION? BECAUSE AS MORE INFORMATION BECOMES AVAILABLE TO US, AS WE GET MORE PERSPECTIVE, THOSE THINGS WILL LEAD TO MODIFY OR ELSE YOU'RE GOING TO BE ANSWERS.
ANYTHING ELSE AS FAR AS THOSE GO? GOOD COMMENTS, GOOD IDEAS, I WILL PASS THIS LONG TO RICK WHO'S GOING TO GIVE AND OUR COMPANIES TRAINING IN JULY 27TH.
[02:40:04]
THEN WE'LL GO FROM THERE.THE ORDINARY THING THAT I HAVE IS JUST A REMINDER TO EVERYONE TO GET ME YOUR INPUT JUST LIKE IN CONSOLIDATED SALARIES AND JACKSON ON OUR RESULTS.
I'LL SEE THE REPORT ON 2.9, IF YOU GUYS CAN GET THOSE TO ME BY THE END OF THE WEEK, I WOULD CERTAINLY APPRECIATE AND LITTLE MORE TIME YOU DON'T GET INTO JACKSON LAST-MINUTE, I DID IT LAST TIME.
OTHER THAN THAT, I DON'T HAVE ANYTHING ELSE ON MEETING AGENDA, SO I WILL CLARIFY THINGS ADJOURNED.
UNLESS SOMEBODY ELSE HAS ANYTHING ELSE TO PUT IN THERE. [NOISE] OKAY, MAKE YOUR WAY.
* This transcript was compiled from uncorrected Closed Captioning.