 and Mary Lynn is here. So we have a super quorum. Is it your faces? Do you want to do some introductions? Yeah, most definitely, we have only one guest, but a distinguished guest. Hi, Matthew. Hey. Sorry. Quite all right. But that's a great idea, Cap. So we, Matthew, why don't you start it off, actually, with the introductions? I'm Matthew DeRope. I'm a current Washington Central and Doty School Board member for a few more days, I guess. And that's it. Yeah, that's great. Thanks. Kelly? Kelly, and if you go to the incoming principal at Doty, and I'm working on opening doors with my hand, what's going on in them? Fantastic. As long as it's not picking up rocks, and maybe what's under that. But welcome. We're really happy that you're here. Let's give it up for Stephen L. Joppe, principal of U32. Marilyn Strathley, board member of the next class. Jody Emerson, associate principal of U32. Jenelle Polskamp, board member from Worcester. Jen Miller-Arsenault, curriculum director. Aaron Bluntman, board member of the next class. Jonasito Manfleet, board member from Worcester. Scott Thompson, from McAllis. Florie Diaz-Mens, board member from Eastmont-Gillard. George Gross, from Berlin. Kelly Borsche, director of student services. Matt Fair, principal at Calis. Alicia Lyford, principal at Eastmont-Gillard. Vera Frazier, from Berlin. Florie Begall, the business administrator. Dave Delport, head of learners. Ben Honorary. Bill Dice, director of special services and assistant principal of U32. A video of my Jerome. Wonderful, wonderful. Thank you, everyone. Now, one comment before we get into the agenda revisions if there are any. Actually, I think there may be one. But as you can see, we continue to experiment with just how we do this. And last time, I just wanted to see what it would be like if we didn't have a block of administrators on one side and a block of board members on the other, but rather just sort of interspersed ourselves amongst each other. And just, you know, however you think it, if it works or it doesn't work, I'd be very interested to know. Some may, I would expect a range of opinion anyway, but it would be good just to hear. So agenda revisions, I think. Laurie volunteered just to give an update on the debt documents that we had postponed from our last meeting. And we could do that maybe after a budget update, 3.2. Any board comments, board member comments? Nothing at the moment? I'm sure there will be as we continue. Public comments and correspondence. Matthew, because of your presence, you have the right of first expression. Thank you for coming, actually. I'm really happy to see you. There have been a number, actually, there have been a lot of public comments during the course of the whole budget vote preparation. And those have essentially been resolved by the budget vote. There are a number of others that I've received that I've shared with board members that are by way of future agenda items. One relates to the solar presentation net metering that we had at the U32 board meeting on the 17th, was it? Whenever it was. Yeah, 17th, okay. The other has to do with central permount fiber, which is in a sort of still kind of embryonic state, but would like eventually for schools to be anchor subscribers to their fiber, to the fiber network that they envision building over the course of who knows how long. So all of this is just to kind of put it on our radar, basically. There is also a, I think, a very thoughtful and I think useful set of observations and comments from Corinne Streisberg on the whole question of communication. I think even though communication is here on the discussion agenda at 3.4, we're not going to deal with that now. Consulting with some of the people over across the way, it seemed best to wait for Deborah's arrival because a lot of it is really detailed, fairly operational, and it would just seem to be like spinning our wheels if we were to try to do that before there's, we have an executive who is here to actually live in that one. So, any other public comments, correspondence? I guess I just want to say that I'm pretty excited with the budget passed. I think we should take just like one minute and I know that it might not be, I know how divided we were on this issue, but I'm just going to say thank you to all the board members that are leading now and honor their work and the administrators that this little bump in the road has happened and that we are being prepared to open schools in the fall and just that little, maybe not a big tear, but I don't mean this for, I know some people step because they're going up and we'll continue to work on that and say that because I'm happy that some people are coming. I'm happy because we did our job and we're going to be able to open schools. I think that's really important. So, thank you. How many people have you? Number one. Number one. I totally second that. Thanks to everybody who's part of this. And also to the public who got into it and really debated very vigorously and I think very healthily, it was the sort of thing that at least warms my heart and makes the book as though democracy is still very much alive and that's a good thing. So, thank you for that. Consent agenda. We have minutes from the 12th and the 18th. Do we have a motion to approve those minutes? There are moves, any second? I'll second it. There are seconds. Thanks. What do you think? How do they look? If I might sort of say one thing, Lisa, I just have to, I don't know how you do it. How do you actually make something that looks as though it was logical and kind of cogent and coherent and growing out of sort of joyful noise that we produce, but it's great. Well done. Any comments? I did notice I got Bill Dice listed twice on the 12th so I already think so. Oh good, thanks. I have not noticed that. Anything else? There's a lot here, but I think it's been rendered quite well. Everybody okay? Yeah, ready for a vote then. All in favor of the amendments, rather of approving the minutes of June 12th and June 18th, please say aye. Aye. Any opposed? Say nay. None opposed. Okay, great. And we still have no board order so that's still just a placeholder. All right, now, discussion agenda, budget update. Lloyd, do you mind if I, would you want to compress budget update and the debt thing together? Sure. So I think you're aware that the budget, I had successful passage this day, it was in the paper, day to day. And I don't know if you want me to go through any of that or just to say that it passed in all towns except one. And having said that, all the articles passed. So all the amendments, you know, all the bills articles, so I think it was, made me sleep with last night. For the first time since when? Maybe January. So what that means is the board on June 12th authorized having a revenue anticipation note, which is to replace the line of credit once we've passed the 30 day period for possible refuel. And so I brought the loan docs tonight and I've been meeting with everyone individually. So I just need George and Mary Lynn to sign these documents. So that's where we will, I call it the money maker because we will actually invest the money at a higher rate than what we're borrowing it at. And we do this annually, so it might seem a little weird this year because we did the short term loan which is kicking in on Monday. And then this long term loan will kick in on July 20th. Can they ask how the closing of the present fiscal year and the preparations for opening next fiscal year? Okay, yes. I have gone out and trained every admin assistant on how the new system works. It's one entity for all admin assistants. So it's a little different than what they're used to because each school used to have their own system and their own entity. It's the same software, the same process. What's a little different is we've designed some custom reports so that buildings can get reports just where they're built in. Each person only has securities for their building. They cannot try to charge something to another school even if they want to. Okay, but it's true. And that's up and running going well. We've tested it, all the purchase orders that we could load in are in. As far as payment of employees go, we've been testing that for a couple months and we've been running a dual system where all the contracts went into the new entity and the old entities and everything is perfect. On Monday, we're going to actually move money from the closed down of the old entities into the new bank accounts. This week, we got all the new bank accounts set up. We're working Monday on confirming that we have a deposit system where you can physically not go to the bank but scan the checks in. So that is up and running and we're going to test that out again on Monday. And Heather and all the admin assistants have been amazing at each school closing now. This has been the best close I've ever had. So honestly, the earliest I've ever closed the year was July 6th this year. I think I'm going to be closed on Monday morning. Wow. So I'm only waiting for interest income from the weekend. Other than that, all the purchase orders are closed. Everything's ready to go. I'm feeling very comfortable and confident. We are going to test all the payroll by Wednesday of next week to make sure that all of the payroll is up and running for contractual people. And with all the changes, there's no glitches in the system. This payday is really July 12th. But we might move it up a little bit if we feel comfortable doing that. People have had to go three weeks without a check. So we're testing it. And I think I'm feeling very comfortable. We've got all the resources, all the programmers are on standby. We're ready to go. That's great. Did I give you more than you bargained for? No, no, no. Okay. It's really, this is- Where we still have work to do is all of the fixed assets were transferred over to the new entity. But that was before we just purchased close to 300 Chromebooks. So those are getting loaded in the old entities and getting transferred into the fixed asset system in the new entity by the computer programmer in July. We also haven't finished setting up our billing system that's in this software to bill for tuition students. It just ran out of time. So that usually doesn't happen until September. So we've kind of triaged every step of the process for the deadline at hand. That's covering all the systems. But I do want to be a big shout out to all the admin assistants. This is a bit of a test. I think actually each one, they're my favorite, so don't tell. Okay, everybody, you got that? They are, they really have. It's been amazing. So that's it on that part. Do you want me to continue on about the debt? If you would please, but before you do, I just think probably one of the most important features of creating confidence and a sense of security with the new system is if the money keeps going where it's supposed to. And that's great, I much appreciate it. So, and Jonas? Before you get into the debt, I just wanted to ask real quick when you talked about setting up the new system, where it's the same software, but it's all one entity, but they're only gonna be able to pull reports from their building, right? The charts that they're building. Does that mean regarding the public comments that we heard on Monday, does that mean that we will be able to disaggregate all the costs and all the revenues or buy-buy building, okay? Yes, it is set up exactly as it was, it's just combined. What was different was we were under an assessment model and now we're under, I would call it, a more of a direct bill. So where before, if we had two shared employees and their benefits were in one entity and the other one had to pay them back, now we can just do it through a payroll allocation. So even in that case, you'd be able to say, Ray, if you have someone's training, half and half. We have a lot of shared staff. Romney, Doty, Kallis, he's my failure and so it will save some time with inter-company billing. But ultimately, there's a code at the end. We had to create that this spring so each building has their own state-required number. Got it, that's great to hear. The other thing that it did involve, and I forget to mention, and accounts payable is we had to mail out 2000 letters to vendors to get their tax IDs and everything set up for the new company. So we've had some summer help in the office to help with that and get their, it's called the W9 form completed. So if you get anybody saying, why are you having it still on a tax form? Just use me for years. We've put a letter with it, but some people didn't turn it over. And so they didn't realize that it was explaining what was going on. Great. Any other questions though? Go ahead. So at the last meeting, we heard a lot of concerns about the assumption of debt form that was sent to us to put in your packet. And so I did meet up with Von Bank the next day at the business manager meeting and talked to Michael. And what he said was, he was gonna look into it. So in the meantime, we realized that the court case is being filed with the monster Supreme Court. I'm not sure if that has already happened. So in the interest of that came to the conclusion that we should just write and get an extension. So we did. We wrote, Bill and I wrote to get an extension for the execution of any documents or board actions regarding the assumption of debt for a newly formed school district. And I went on to say that we're using the default articles of agreement and we provided those to the Von Bank. He said that would suffice in the interim. And that we are requesting an extension until, because several of our towns are part of the group suing the state of Vermont and an appeal to the cases and the process of being filed with the Vermont Supreme Court and we requested an extension till the Supreme Court rules on this matter. We just felt like that was the most prudent course of action. And if the document needs to be updated or edited, why act on it twice? So that's what we did. So you won't see it on the agenda until a future date. And if I received acknowledgement that both the Von Bank and the Community Bank received our letter, but neither one commented any further. It did hear that every other merger had filled out that form in the entire state. You did. Yes. Well, we're unique yet again. That's okay. So we got an extension. But it sounds like, yeah. It sounds like, well done. Just to navigate a delicate issue. Anything else that it's not going to, as far as you know, have any practical effect? Not that I know of. Again, they've had the letter for, since June 21st. So July 1st is next week. So if I get a letter of second request, I'll call and say, why didn't you tell me ahead? Because I notified them. So I believe it's, the Articles of Agreement will suffice for forced merger. By operation of law, yeah. Because it says that. Right in it, article five. Right. Any questions? Thank you, Lawrence. I don't know. You're welcome. Absolutely. Okay. Are we ready to move on then to 3.2, meeting protocols? Okay. Thank you very much. Yeah. Thanks. Okay. As you can see, as I mentioned before, we continue to experiment. Bill gave me, I think, good advice that we should try to settle on a pattern that we'll stick with by meeting school so that we're not constantly feeling what's going to happen now and have that be a distraction when we're trying to just focus on the work that needs to be done. But so it will be, as I mentioned before, it will be really great to hear back in any of your observations or concerns or suggestions, and we'll be welcome. Last meeting, Jonas raised the issue of the school advisory committees. And I think it was not only very pertinent but very timely as well. And it kind of, for me, if you don't mind my launching this, and then stepping back so that the rest of you can kind of have a bash. The school advisory committees were part of an entire, I guess, concept of how maybe we could run. The first element of that concept, and this sort of jelled for me last week when Floor and Matthew and I were working on an issue that this is a good way to work, for me, anyway. I find it very congenial. And Matthew was stepping away Godspeed. But Jonas is, as secretary of the board, is the natural sort of third party in this. So in the supervisory board, there was an executive committee. Bill gave me more good advice, saying think hard before you set up a formal committee because that commits you to all of the rigmarole that goes along with that. Bill recommended that we try to do as much work in sort of informal and flexible configurations as we can effectively manage to do. I'm thinking the sort of this Troika, the agenda-setting Troika of chair, vice-chair, secretary could basically be like ultimately chair, future chair, chair after that in an annual rotation so that there is constant flow into leadership positions, into and out of leadership positions on the board to basically so that many people can be involved and can be part of, can understand what goes on. And essentially I think it just raises the overall level of capacity of the board as a whole. So the Troika of past, present, and future, so that I would propose as of next year that subject of course to the board's agreement as the prime condition that floor, be chair, journalists become vice-chair and I would move to secretary as former chair and then the three of us would be again sort of an informal agenda-setting or steering group for the board. Now, where the school advisory committees come in, Jonas not only mentioned that our last meeting I guess it was the 18th, no, the 12th, the 12th, sorry. But also on the night before the budget book and discussion over concerns about budget development, is it going to be sort of to frame it very briefly, what is the budget now in the Merge District going to be developed from sort of the top down is the board going to just say, we don't want to spend any more than $35 million, that's our instruction, the rest of you just sort of fight it out amongst yourselves. Or will there be potentially board and public involvement in the building of budgets at the school level as well, a kind of echo of what used to be it would not, the budget would not be formally done at the school level of course, but it would be done in a developed advisory capacity by the school advisory committees, which, and Jonas, please jump in because I'm kind of parroting your idea at this point, but I'm thinking that each, the town representatives would be part of their school's advisory committee along with members of the public that would be chosen and that is, the method of choosing them is to be determined, but they would be chosen ideally not only for their personal qualifications, for their, for a kind of well-roundedness as much as possible on those advisory committees, but also with an eye towards, you know, breeding ground for future board members so that there is, again, the idea of creating as much of a flow of talent and expansion of responsibilities and experiences for board members and for members of the public in their life to just be able to squeeze as much value as possible out of this group of people and the communities that were part of and represented. So anyway, I can always tell when I've talked about this place as long as I should have. So, let me stop there and see if anybody has anything to comment or join us. Well, I thought your comment about developing, right? Developing talent has not something that I thought about. Mostly I've been thinking about how do we retain the benefit of the experience of people? That guy, he's been doing this for a long, long time and certainly know a whole lot more about building, you know a whole lot more about what that school needs and I do, keep maintaining access to that talent even that experience, but I also think, yeah, developing a new set of people who can step in at some point and keep this going. There's also the consideration of maintaining local control and maintaining local input and participation at the grassroots level, which I think is clear that everybody is something that nobody wants to lose. There's a huge source of grief in this whole merge process. So it would seem to serve a number of different, a number of different ends, yeah. I agree with, you know, I think it would be good to have, you know, everybody know how to run. I mean, I don't think that when we organize it should be to everybody's desire of how we really organize so we can establish that. I think that we're talking about many things kind of at the same time. So we started with many particles as the title, which, you know, we can weigh into our interest with the names here and we can decide how we want to operate and I think what you were talking about now that would be a great topic, which is one topic that we want to talk about and we treat, where we treat like how do we want to organize ourselves? And I think for sure that, you know, becoming a, and that's part of what that talks about is how we can have learning, different learning communities that inform the board and it's more collaborative. So it's similar to how the leadership team operates and there is groups of three or groups of 10 and inclusive communities. So it's more circular in some ways instead of linear as we've been doing it. So I totally agree. But I think it would take a little time for us to sit down at that retreat and talk about what that would be. So I totally agree with you. And then Jonas had asked a little bit about the community, the local community councils that we've had talked about before. So those are a little bit different. We had, what we left on that article was what we could basically get away with because we had a lot of language about what we wanted to do. So I'm happy to sort of update everybody that was not familiar about what we were talking about and what we had before and I could just read it quickly because we got also some guidance from a couple of lawyers on what we could do and not do and still, so the community council is that we wanted to do originally, of course, we wanted it for policy, budget and hiring. And then when we got some input, it says that the Vermont law does not permit school boards to go against powers and duties to a school board-based council, included policy, budget and hiring. But however, what we were able to get away with was that a school board may have a sick input from the school-based council on issues such as the classified student learning needs, establishing school-based goals, providing input for budget and resource priorities and providing feedback and district policies and procedures. So it's basically advisory. And we can decide how we want to do that, but we as a group have to decide what kind of communication we want to have, because separate from that would still be the community engagement. So four things that we came up that time was the school board may also direct some of the sick input from the school-based council on issues such as this was something that was a priority for a lot of people, principal, hiring process, school and district communications, learning initiatives, for example, business-based learning between the engaged community and family and community engagement. And then with that engagement, we have talked about what kind of engagement we wanted, because right now we've been mostly informational, so we've come out and we've given information, but we have a real hard time doing that two-way. We haven't been able to stop or stop. So yes, the law we've said in that different way. Yeah, yeah, yeah, this is so... So that's what we had talked about, and that's where that article came from, but we needed to have very consistent guidelines of what we wanted so that we'd get back what we need and not make it more frustrating. More accurate. For the community. Right, but exactly, which is I think the reason by actually making it a subcommittee or committee of the board, it gives it a kind of status and legitimacy and direct channel into the board's deliberations that would, I think, allow for not increasing frustration in public. Yeah. But again, to be discussed. So, Floor, do I understand that these local advisory councils, they just, they have no power, but they can do and advise up to the point of make recommendations to this board, which then can then accept the mark or not. Exactly. Right. So we have to decide. In the extreme case of local advisory council, it could essentially put together a budget for that school, present it to the board and then have the board review it. No. No. No. We are the board. We don't do it. We don't do it. But he's talking about just an advice. Yeah. I'm not saying he's not saying this is not voting on the budget. Right. They have no voting power. Right. But up to that voting power, we can essentially task them with whatever we want. Well, I think we have to be careful about that. Of course, of course. About where we're asking, right? Because if it's even hard for us as board members to really know what the students needs that are, for example, so how do they grab? So I think, I'm thinking with it, I'm not the budget person. I can tell you how to design a building, but I'm not asking about the budget. But so, having said that, I think that we wonder input and they are in the community. So they understand the need. So they can say, you know, selfishly, oh, we want to vanish now that you have worked. How can we make that? You know, sort of that, sort of the big picture, not, in my mind, I was not seeing the community councils as, you know, doing that. But again, we're the board and we can decide how that would work. And originally, at least from my point of view, I saw that the community councils, we have a really hard time keeping a viable PTN house at our schools. And I think as we see the trauma and all of it, I saw that many councils are more like on the ground. We go at each school so that we can become more efficient in seeing the needs in our community, like having, be more engaged in our community and sort of more, like we could be helping with the facility, for example, keeping the gardens going. They can be like sort of the things that help the, there's this board. Sort of volunteer platform in a way? So sort of they're not volunteer way, apart from like being able to have people on call. There's different models around. The Boston has the same model of travel, there's another model. And then they are, in some ways, elected. So it makes them more voted by kids and voted by the teachers. So it's a little bit more official and you can have people in our citizens or not citizens participate in that. So they are actually, they help keep that communication in flowing, but I'm not an expert in either. It would have to be a conversation of how we make that work. And the messages that they had made is labs of how people, it takes a village to raise a kid. So how little things like having parent groups at the beginning, sort of mentoring each other. All with advice from the administrator, but sort of more community oriented. And not necessarily putting anybody on responsible for that. But I know that principles that are building the field with other groups within the school to do things, so make it a more sustainable model so that it doesn't matter who is in that. Even for just doing teacher appreciation. So that there's more of a system. So we don't go up and down. Sometimes we have great volunteers and then they disappear and there's no way to keep it sustainable. Kids graduate or whatever. Yeah. George, do you have any thoughts? I just, I'd like to look into it a little more. Just so that it's not something else of an administration to organize and advertise. And I know just from like principles doing that, an advisory council for a new employee search, a teacher search of any kind. It's just one more thing on their plate. So I'd really like to look into how we go about finding these groups of people and sustaining the groups of people. Right. I know that we struggle. We have the same little wagon wheel of families in Berlin that are doing everything. And when they move on, when the kids move on, it's gonna be a tough kind of school year. So. Yeah. So I'd like to look into how do they do in Boston. How do they go about without reaching? Yeah, I have a feeling all of this is sort of also spinning over into the next agenda item, which is retreat. But just to get started, you know, and so that when we go to the retreat, we're not starting off from, you know, we're not starting cold, but have already had a chance to maybe do a quick review. I don't know, Chris, if you have. In terms of community council or contact? Yeah. Communication. I mean, yeah, pretty much the idea sort of started off with the advisory councils actually becoming a board structure, a board committee with two board members on them, and then, you know, members of the public, however many, that would, because they have board membership and report to the board, they have more sort of standing to contribute to the work of the board that's authorized by law. So, you know, there's a range of possibilities from, you know, a PTNO type of thing to, it seems to me that a board committee would be the higher members of power and responsibility. And voting. No, I think, you know, just to avoid the frustration that just a non-voting council would have of doing all the work and then saying, oh, you don't vote. I mean, hear that, did that frustration about being involved, but, you know, not the ultimate where, which is voting on something. So I think that would be very good to have board members as part of that council. I was also, you know, I think I've said this before, is it would be a good way for having board direct contact with communities as well. And I wonder if mixing up board members from different towns going into the different communities is kind of across pollination of thought and interest that's found would be. That's great, would be a, I think it would be a good time to do that. I think that should be part of the mix, for sure. Yeah, so, do you want to mix it, retreat? Yeah, retreat's done for me. Really, do you have any sort of initial ideas, or? I guess I echo George's thoughts as far as the administration having another group for a committee to kind of oversee or be part of meeting and helping and advising them. Because, I mean, I'm just looking from Merlin's perspective, somebody coming in, they're not gonna know what they're even starting with and working towards as we don't really know what we want from them. So I think the first year is gonna be a learn as we go kind of type of what we want from this committee. But I also am very hesitant to create too many committees. I think we need to work collaboratively and collectively as a group this first year. Not to say I don't support it on the road, but I just, I wanna be mindful of what we're gonna do, what direction we want from them, and what we are gonna do as a board. I mean, I know legally we have specific things we're responsible for, but I think there's other pieces that all of us have brought up over the past several meetings of things we would like to dive into that we haven't gotten a chance to do ourselves as a board. So, I think if you have another group out there working on some other ideas, you get so many things going and they never get on the agenda either. So, those are my thoughts. Thank you, yeah. Necessary to keep in mind. I guess coming around the horn, Merlin, what do you think? You made a really good point that I didn't really consider about, I do think we need these advisory committees, but or advisory councils. The timing of them, I think would have to be a discussion. I see the advisory councils as something different than our committees. So, my daughter always tells me I spread myself way too thin and I'm hearing myself say, I think we need these committee or councils, but we need separate board committees, I think. And I wonder if that's where they're crossing into the communities would work that we are setting up committees kind of across the district to get the feedback, but then embedding these councils to give us feedback as well. I think establishing, it makes sense that us that are in our communities are our community point people. That's what I'm hearing from this, but then also the engagement of the committees is so important pretty soon, but I think we need to kind of look at this in phases. But from my perspective, I guess when I originally thought about these, I kind of see them as two separate things and coming together with us being a part that brings it all together. Jaya? Well, I'm just curious what the principals would see if they would see this as a benefit for them to have like a closer, parents that have children in the school like being they could connect with quicker, quickly, more quickly and easier than, I mean, through a large group and when we'll come to some, maybe in some ways, but I mean, because that's traditionally, that's how it was, like just the, there's a local school boards that work directly with that principal, so I kind of see it as of more. Yeah, I think Matthew is proud of you right now. For, and maybe, I don't know if principals have anything that you might want to say, comment on this discussion and on the whole idea of how this board as a board of 10 relates to your particular school. And U32 as always is in kind of a class by itself, but U32 would not be neglected in this scheme. So, anyway. This is kind of new, at least in my thinking, just hearing all of this tonight, but one thing that I was thinking about as I was listening to all of you is our communities are in different places, you know, so we have our go-to people like you were saying, George, that come and go. They don't know all of you, you know, they know Fleur or Berlin knows you and Vera. So I think it would be a great way to establish some relationships with the board, because right now you're kind of unknown to most of our people, so that sounds exciting to me. One of the things that I was thinking about is there are lots of folks in our community in Calis that I think are looking for opportunities, meaningful opportunities to engage with what is occurring in a school. And I think sometimes it feels a little bit like fluff when it's the PTO, or if they get an opportunity to support different little projects instead of having a chance to advise and feel like they're sharing a voice that has maybe not been heard. So I love this idea of talking about it. And I think it's really important, as Alicia was talking about, making sure there's connections between, you know, middle sex in Calis and not forgetting in Berlin and Wooster and not forgetting that there's a really different flavor to the families and community around the high school and middle school and how to make sure that that is really a part of these conversations. Yeah, exactly. I don't know, as you're listening to Steven, do you have anything running through your head in particular? Oh, well, definitely. I mean, I think there's several things and each of you has brought up a little point that I think has to be considered. This is, as you're talking about the structure of the board and the way that you operate, you know, these are those levels of flood involvement can we have outside of justice board? And there are models for this. There are actually some really good models that are out there. They usually center around larger organizations, larger school boards that have many, many more schools than we're gonna deal with. And so there are parental advisory councils, there are community advisory councils, there are school advisory councils, you know, these are different models that are used, but they're also based upon the structure of budgeting that you might wanna choose and how you as a board wants to go about that. And so some of the models, the budgeting model drives which kind of council that you want. And so there would be a thousand different suggestions around this and there are consultants that will tell you what you wanna hear, right? But there are some good models for how do we create a budgeting structure that kind of creates first kind of levels of playing field in terms of how do we go about distributing money across multiple schools, but also then takes into account what are the additional needs of schools and populations and specific kids. When I think the board needs to figure out first what's your model for budgeting going to be and let that drive a little bit of your decision about what kind of advisory you need for input into those budgets. Because that's gonna be a, I mean, budget's gonna be the hard one. I mean, I can say that coming from a system that had 58 schools and a $430 million budget. And so budgeting is the tough one because how do you do it with the fairness and equitability both being prime issues? And so I think that there may be, that's good retreat material for you guys to talk about this, how do we do that? I would say the one caution that I have around the whole thing is that the advocacy model will pit us against each other. And so if we get into a model where one school is advocating for something and another school is advocating for something and you're having to decide that decision is, it's really messy, really quick because it's who's got the best argument, who's got the loudest voice, not necessarily who has the greatest need and who has the most resource to deal with that. And that's good because it varies by our schools already. We need to make sure that we don't go down that path because that pits administrator against administrator, board member against board member and community against community as we kind of saw in our budget vote. But we gotta get past that advocacy piece and make sure that we have a really solid system for how we take care of our expenses and we support our student work. Great, thank you. So I'll jump in because I don't know the previous model at all and when I listen and what I hear around, it's because I feel a bit like an observer still is that the newly formed board has to sort of spend some, you know, I'm not going to embarrass that the newly formed board has to spend some time I think together figuring out because this is a new configuration for you guys and how are you going to do things and how are you going to take bits and pieces of the way you guys operated in your individual towns and bring them together into what is this new board, the initials of which I can't quite remember, but what is this new board? Don't, they have to change the world. This new board, what is it going to look like, sound like we like to be on this board? And then in terms of thinking about what you do sort of outside of the basic functioning of the board, I think there are two things to keep in mind. One is, you know, I'm usually influenced by Simon Sinek's work with Start With Why and when you start with this fundamental, why do you want to, okay, the what is the community advisory committee? But why do you want to have the community advisory committee? What is it that you're looking to get? And then if you start with the why, then you craft the what based on what the why is because sometimes the what changes when you really consider what the why is. And then finally, just to echo what Stephen said is, this has been an interesting process for me to watch because I was working in Berry City and our merger was also contentious and then I'm a middle sex community member and a budding Worcester administrator and I think really looking at really being mindful of what Stephen was talking about, truly practicing equity is hard, is very, very hard and you have to have a real commitment to it and you do have to be really mindful that it doesn't look like maybe one year they're gonna be somewhere where you might get a little bit more because that's what equity is about, it's about you put more resources into a place to bring it up to a level playing field that doesn't always get some more resources. Maybe then Berlin has some needs but you can't have those really hard conversations until you guys have gelled as an organization and we've all gelled as an organization, so it doesn't matter. Yeah, thanks very much. All right, we get to back clean up. Well, and Jen and Kelly for the overview. Well, I feel like Steve said for sure about what we had a model. One thing that I was thinking about was this is a golden opportunity to perhaps become something that you haven't been or pieces of what had been good. I go back to I guess the why and think about the vision of organization. We have good vision, but perhaps we look at why we exist and more so what do we want to become and you have a golden opportunity to decide what you want to become. And that perhaps could be something where community involvement through committees, in terms of creating a vision or an idea of what you want to be could really get people involved and it feel shared because that's what a vision should be shared. And then from there and where kind of model is chosen that strategic planning and really think about what is needed as an action planning but how does an action plan get us towards that vision? And then how they're then looking at a budget or budgeting what kinds of things can the budget support that action plan that would ultimately support that vision of what we want to become. So if that is something that agrees to want to move towards I definitely think like not willing really things into model, document, plan very carefully written. Jen and Kelly serve for the grand view from the central perspective. If you have any particular thoughts or concerns. I'm guessing I'm thinking about two things. I think that foundational work those conversations are fundamentally important. I think that it's very you said to rushing in I think we'll do a disservice to everybody. So really having those conversations around values and equity and all of those pieces I think will serve us well. I think the other thing is in my position I already enjoy a pre-k through graduation lens. I see kids in all the buildings as does Kelly. So I already think of them as all of our children but I know a lot of people don't have that experience or perspective yet and I think that as you're working to think about how to promote that idea that they are all our children will also serve the community. And Kelly I don't know if you have anything that you want to add about this what you said. Well I echo what Jen said. I think Stephen also mentioned that the budget's going to be probably one of the hardest things we need to tackle. It's also one of the first things we're going to have to tackle. So I'm a little worried about that. So that is something that we jump right into early in the fall. Yeah that's the only sort of timing constraint. Not the only timing constraint but the other one. Yeah. Every treat is just growing. Oh this retreat is turning into a lot of work. That's what it is. And Jody I don't know what we have in that. You good? You good? It's been set. Great. Thanks very much. I don't know if, do any board members have any? Oh wait a minute. Oh Bill, oh my God. I'm sorry. You guys are doing a great job. This is a mathier thing. Best idea I've ever known. And Lauren? Budget's been probably my number one job for the last couple of years since I was ready to go. I have systems up and running and I have them linked and that was an investment I think that'll be well spent. Good. Excellent. We can have separate but together. I mean that model. Separate but together. That actually sounds a lot better than separate but equal. But I keep thinking, one of you guys are going to get to talk about students. I know. You guys must be so sick of talking money. Yeah, I totally agree. Yeah. And we're, I guess we have to talk about money first and then once we get past the money we can do all the fun stuff. But as you said earlier, the forms were an opportunity to hear. From the community, we had quite a few people here. The first form we had, I think it was a 25 in total and the second form we had 10 or 11 and I still think it was an opportunity for us to kind of figure things out. Jonas has a lot of ideas based on that too. It was welcome to see something new and have different questions. Yeah. I get excited when we talk about that. Yeah. I mean I just want to round back to what Kelly said about the why. Yeah. The why I think these things are important, which as Jen said, about we need to see all the kids as ours. This is still an environment where we are five towns and I think part of the why needs to be getting to one municipality, right? That we have five different schools, five different elementary schools in one district, right? That's gonna be really hard to do because there are like 250 years now of history of these being separate individual towns that is not gonna go away. But I think there are a lot of ideas but I just wanted to mention that's part of what I think the why should be. Great. Well, having set that up so magnificently everyone, thank you very much. We can now talk about the retreat which I hope will just be dates, right? Thank you, Lord. I have my own prompter here. She said yes. Got that. I'm sorry. Yeah, changing the dates. Would you like to take the lead on this? So for the first retreat, does that include the leadership team? Deborah, Terah, it's her 37th anniversary on the date that we have picked, the 17th, that Wednesday which is one of our normal meeting dates. So she was suggesting the 15th or 16th because that was possible for members. So I'm going to have to look at your calendar really quickly. What are we looking at for the time? Is it like an, are you guys talking about an all day, just getting there? I think all day would just be too much. Okay, I think what we had to say was for this particular one is it's either one evening or starting early in the afternoon. Doing three hours, I think? Yeah, that would be my maximum. Or we could just get, it would be nice to have to break out of the sort of normal framework. You know, sitting in this room or sitting in a library in an elementary school and being a, the Lord has a wonderful back porch, right? We got in trouble the last time we did that, so I guess. We could warn it. We could warn it. Come to the first back porch. But Jenna, did you have something? No. The 16th or something? Or the 15th? 15 or 16 were two possible dates that she gave us. We could move it to the following week but then we started like. And not a weekend. She wants to be part of it and then we bring it. Just a forward work? Yeah, not every. So the reason we had done it on a meeting day is that we would use the time of the meeting because we were not gonna have meetings in July. So we could start. I think there is a little late to start, you know, for everybody to be a friend of mine, I feel. So we could get started. So that we don't go, you know. And the idea was to maybe have it at the north branch. Space, so that, because we would need a projector. That's a good space, you know. Not that I don't want to help. I could do this with a good friend. Yeah. The 15th would be better. 15th's better? Because it's almost like we'd have a patient do not be that big. It is the 15th looking. And this, I think, if I'm not mistaken for it, the idea is for this to be really Deborah and board, primarily, and it's really that trying to coalesce amongst ourselves and with Deborah in the first instance. And then brought in, maybe have a, you know, a second. So we had picked a date for the second one already. August 1st and 12th for me and the leadership team. Oh, that's right. As part of the first three. August 1st and 12th. August 1st and 12th. It was the second part of the first leadership team. You guys all have to come help you weed. Yeah. And George. George is that. Yeah. George would take a vacation from this bar. So does that sound, okay. And then that retreat again is just roles and duties, basic orientation for all. I thought that kind of epic stuff about meeting protocols. So it's just the basic information plus getting to know each other. So that's why we're thinking that we don't need everybody because in July, so we wanted the leadership team to have a break. So we're talking, just to be clear, we're talking about essentially five to eight PM on Monday the 15th. Correct. At North Branch. At North Branch. Yeah, and I just have to confirm that because I, you know, I just have to confirm that. The dates, obviously for them, the dates in the evening are a little bit harder sometimes, but they had openings for both times. And Thursday and August 1st, sort of noon to the afternoon. We didn't say what amount of time. We didn't say what amount of time, but noon, and it would probably end like that. I would say three hours at the outside, at the outside. But because beyond that, it just, you know, we didn't want that to happen for long enough. Well, last year, yes, we could be here. Could it be here? Could here be, yeah. I was thinking it could be at Vistit, just to give us a different location, but you guys are working here already, you can be here. We're going to be here in front. Where were you thinking? Where we had it last year. At the Vistit offices. Just to give us a different, but you know what I mean, just to give us a different place, but it doesn't really matter. I would rather not have people travel, if they don't need to. I mean, that we already here in there. Yeah, here's fine, but I think here is just. Good. So is that good? Yeah, that's great. All right. Great. On communication, I mentioned current Strasbourg, Strasbourg's email and the suggestions that she raised that we'll deal with later when Strasbourg's on board. But communications in terms of for now, I mean just thanking people for voting for whether or not they supported the budget, just for being involved and caring enough to show up and cast a valid. And then also for the amendments to the articles, that was I think a decent outcome. So, yeah, okay. One thing I wanted to ask about community, it's frustrating that Frontport's foreign seems to be a primary place for people who have a lot of public communication and outreach and they cannot see Berlin. I don't think Berlin can see Worcester. Who do we talk to over there? Making sure that the people in these five towns can see the other five towns. Or at least the people with accounts, you know. You're right. I'll talk to them. They have not seemed very flexible when I was talking to them. For a thing or not to be. Is there a block or something? Is there a block or something? Well, no, you're just allowed to see, like for some reason I can see Stowe. Because it's close to Worcester as the crow flies. But that's a different state. Yeah. Yeah. I think while mapping. Yeah, yeah. That's it. Yeah. I see more mob pillagers. Yeah, I do. Yeah. Who cares about them? Yeah. So, I'll ask you about that. Any other communication questions or if it is okay with that? I mean, is there anything that we anticipate needing to communicate to the public before, you know, close to the start of school or then wanting these meetings? And nothing that I anticipate. In fact, if I'm not misreading the public mood, I think they would be happy if we didn't communicate with them. Yeah. At least for a while. I think there's been a lot of school business going on over the past six months. I would just echo something that Karen's done in her email that being consistent with wherever the meetings are going to be posted that is consistently posted and that several Berlin members utilize the Berlin website rather than the WCUSD website right now. So, I strongly encourage us to make sure that our meetings are posted on all of our individual websites. The school websites, yeah. Yeah, yeah. Okay, I'll relay that also to Krista. Okay, that's communication. Can I ask a question about that? The first is the email you guys are talking about? I don't. And Karen may not have, it didn't have a header. So, I don't know, at least the version that I received didn't have a header. So, I don't know who was actually addressed, who the addresses or CCs were. But if you want, I can send you a copy. Do you mind? And then the second question, this seems so Casey comes, why is Casey coming? Should I answer? Okay, great. I wasn't sure if it was a 15. Is it Krista that communicates out to the administrator? Is it that, who would tell our administrative assistant to post on our new website? Krista. Krista creates the address and sends them to the admin assistant. Okay, thank you. Good. All right. So, 3.5, the BSBA resolutions. Hello? So, I'm sorry that it was not in the packet. I had sent it to start and we just didn't coordinate it. But everybody got an email even from the BSBA saying what a resolution is. And a resolution is basically guides the association and positions that they take in this house. They lobby at the computer level or at the federal level. So, the submission is due July 15. And I was thinking since we had been having all the conversations of things that we do not agree with the BSBA, this is a long time here. And we're trying to change, just for your information, we're trying to change the timing of when we're asked for resolution so that this changes hopefully next year. So, we're talking about this sooner rather than waiting until July because the resolution committee looks at the resolutions also in the summer and then you vote with them quickly. So, that doesn't seem to be enough time for people to be able to give us enough input. But right now, I was thinking that we could potentially, if people wanted to have two ideas or two possible resolutions or guidance that we could send to them. One could be that we want them to explore a fair way of adjusting properties, taxes within a school district that takes consideration of the impact of our school taxes in small towns affected by the Interconsolidation Act 36. Because right now, that's one problem that we have. So, that could be one kind of, obviously, this doesn't mean that they immediately take action either. This gets voted by the membership and then voted at a regional meeting. And the other one could be that was also a common theme from people coming to our meetings was that we would want something to help establish some guidelines to monitor meeting the goals of Act 46 and report efficiencies and cost benefits. It's something that they could hear from them. So, that could be just too, it doesn't, we can, we have made it a lot easier now in submitting resolutions because we don't have to, not that we have several lawyers, we don't have to be lawyers to write it down. So, now it's just we're areas so we could be very, all we need is a contact person, which could be you. And then if any of those two topics is something that we would want to send them, that's how we, that's how I see we participate. Instead of like getting out of process, we're saying, this is what we need. And even if at the end, everybody's like, I wanna leave, we have sent a resolution, we're still members until September. And even if you didn't get some of, especially some of the first one that I was reading, is something that I know others have expressed. So, the more that you get on the subject, the more, wait, that has, so I don't know if anybody else has. What members have anything to say about the floor's presentation? I think we should use the resolution process to up to a deal with the debt issue. Yes. I think that's sort of a good resolution part of that. Although, Ty, I mean, you have, I didn't say debt, you know, because I wanted it to be. But you know, I think it should say debt, because that's where the inequity in the tax is really coming to play most prominently, I think. And what was the other thing you were talking about? I kept hearing from everybody. They were, yeah. I'm wondering the efficiencies then. Oh, that's what he says, yeah. I think that's, okay, yeah. Okay. Just so you think it's doing what was supposed to be. So in order to do that, we have to take an action on the action agenda and then, well, today, because we don't meet again and are due to like a team and we meet on the 23rd to organize them and send them to the bigger membership. Sorry, can we propose other resolutions or just those two? No, we can't propose as many. In the past, we have sent resolutions for like that example, like 832 when it's not that one got control. They didn't go further because there was not enough support from the larger membership, but... Well, we actually meet on the 15th, right? So, yeah, we meet on the 15th. Free retreat. Oh, no, no, we meet before we get changed. It was 17th, right? Yeah, yeah, yeah. So maybe, maybe we just did a few minutes portion with that. I mean, if folks are interested in drafting resolutions, we circulate it and then we word smith them the very first part of the retreat and do it that way. You really know how to have a retreat, Chris. Wow. Yeah, but we don't have people after I have said that. We don't want to have a retreat about this, right? No, no, no, no, no, no, no, just use that time to use that time together. Just because it would be very difficult, I think, to come up with proper resolutions on the spot right here. Something that I would prefer to try to avoid doing. Oh, yeah, true, yeah. But if we're collect, I would just assume, I mean, you're welcome to be the contact person for us since you're, since you're... Yeah, and that's okay as long as... Yeah, Jai-oh, do you have a resolution that you would like to... Oh, it's interesting, because I got an email today from Liz Filska, I don't know who she is. But I helped pass resolutions, the climate solutions resolutions and all the towns except for Lynn. And she was suggesting that schools in the Vermont School Board Association or the schools in our district take up those resolutions that were passed to the town to try. And so she was talking about trying to come up with more environmentally friendly, climate friendly resolutions for the schools. So she's... Yeah, how about if we proceed like this? If anybody has a resolution that they want to suggest, can maybe send it to you? Yes, yes. Send it? Send it to Flora. And then Flora will... Work with some lawyers to come down. Or, yeah. I'll write that, but I'm not gonna do the, where areas and what it is. So that's what we're trying to avoid is more of just... Would you mind, Chris? That would be great. That would be terrific. Thank you. And... We would circulate those resolutions that are being forwarded to Flora, everybody, but not can edit and forward around everybody. But just so everyone's aware of what they're doing there before they get here. Okay, so any resolutions that are shared with everybody, but Flora will be the repository for them. Yeah, and I think in order to be effective, we could say, you know, we talk about these three different, you know, environment, debt, and monitoring, and try to use those three to be more effective unless there's like a really big idea for something else. And just a clarification. Resolutions are just things... Not fine. Exactly. Yeah, they're just guidance, right? That this is how we want them. And by any means, they don't mean that we have... Yeah, you understand. They sign something into legislature. Right. Okay? Is that good? Yeah. Everybody okay on that one? That's good. All right. So we move into our action agenda, 4.1. Approved recommended policies, starting on page 11. The one that I think we had sort of highlighted was the student stuff expression and distribution of literature. The others are essentially as described by Bill at our last meeting. Jody, do you have anything that you want to add on these? Since whenever I... Policy is Jody. I think on page 11, there's just a reminder that when you do think about a possible work group that there's a couple that it was recommended that we have a work group to try to figure out how to meld together the variety of policies that we had across the district. So those aren't in here. I'm not sure what the highlight was on the self-expression, other than that's a new required... Right. Recommended ease based on the habit. Yeah, because that was a new one to us, we gave it a little bit more time. Okay. Yeah. Most of these completely follow the recommended policies of the BSBA. Some of them take in some information that was specific to things that we've had to deal with in the past to make sure that that was covered. So I have a question about the section C for policy. Okay. Which is page 18. And section one, subsection C. And it reads desk, lockers, textbooks, technological devices, and other materials or supplies known by the school to students from any property in the school. Maybe opened by school employees for cleaning, maintenance, and other issues. As soon as you do this policy, they may also be searched. So my question is, is that a broader search than is contained otherwise? Because the other searches seem to be bound by only happening upon reasonable suspicion. And so is C basically saying, we own it, we can search it, no matter what. At any time. Stephen's nodding yes. Yeah. Okay, that's that. I think the reasonable suspicion piece of that is personal property. As opposed to school property. Okay, so then there seems to be a little bit of a conflict between, or at least an uncertainty, maybe a vagueness of where the reasonable suspicion comes into play. And if it's only students' personal property, I think you should put that very clear on me. You'd say it's only personal property because when you have A saying, this policy applies to searches of students' persons, possessions, desks, lockers, and vehicles by school administrators or teachers, then B says searches may be conducted only upon reasonable suspicion. It's because they're okay. You say identifying what searches have been happened, and then say only on a reasonable suspicion, and then later saying, oh, it should be clear what the reasonable suspicion standard doesn't apply to in conducting a search. So it sounds like desks and lockers need to be taken out of A because they're over the C. My point is that it's a little confusing because if you're saying lockers here. Yep. But, and then if we push out a discussion on whether or not we want reasonable suspicion for searching lockers and other things. Because, you know, I know it's quandary because you still have the property so I can employ it. Employee can search a computer that is given over to employee E at any time, so it's not perfect. Employee's personal possession anymore. But, I think it doesn't, doesn't the pursuant to this policy clause indicate that searches of school policy, searches of school property are pursuant to subsection B? You would think that, but then if you look at C, it carved out a pretty significant area, a lot of areas where students have things that basically say, like that's. It's as if they can open them, right? Not search them. Well, pursuant to this policy, they may also be searched. Right, but pursuant to the, isn't that referring to the policy in subsection B? It is, it should be clearer than this because it's in this C paragraph. And, do we know what the intent is? What? Do we know what the original intent of this was? Who drafted this? I don't know. I don't know what the intent is. Yeah, yeah. What? We're in? We're live? Yeah, yeah, yeah. So, clarity is, for me, clarity isn't better than something like this. And when you have something like, these can be searched and it just can be opened and searched. It's not clear enough to me. So, would Chris, would it, and I should actually address it to everybody, would it clarify if it was searches and then insert of students, persons, and possessions? Maybe conduct it only? Maybe, I think clarity would come in where you have reasonable suspicion for searches only applies to and enlist the items that it applies to. So, it's clear that... How long have you been a breeder? For example, and I don't know, one example of a time when we've had to search every single locker and throughout the entire building and the entire building was a year when we had a bomb scare. Okay, it's not that bad. And so, which fits under the emergency and we didn't know where it would come from so we had to search everything. I don't think that we're gonna be going to someone's locker for no reason. The one locker that I remember we went into this year, it was because maintenance came and said there's something maybe growing in there, it's disgusting, it smells bad, and the student probably hadn't been in the locker for two months and their lunch had. So, it was just removing that gross item. It wasn't really for us. I understand, but it's not, you know? Yeah. It's typed against bad intention, not good intention, and so I think that already helps. Yeah, I think for me, I can take the desks and lockers out of A and just having it in C. We don't need it in two places, makes sense. And that it is pretty much stating that they're for opening and if there's a reasonable suspicion, we will also search. It seems to me that C is there to permit school to do exactly what you did looking through the locker and opening up to find the science experiment in there. It would seem simpler and just as clear to add, to change that to say, pursuant to the policy in 1B, they may also be searched. So, but... So it's saying if the school owns the stuff, locker, computer, whatever it is, school can go in there and open it and look at it for cleaning maintenance or emergencies. But, if there's also reasonable suspicion, then they can be searched. Okay, that's broadening, which I think is a good one. Okay. So, okay, Jonas, can you run that by again so that both of these, that and I can be clear on it? So I would suggest and not moving at this point that we change the language in the last sentence of section one, subsection C to pursuant to the policy outline in section one, subsection B, they may also be searched. So I do have one question. I'm not sure if it falls into this, but we have a software program called GoGuardian, which alerts us if a student has done anything on their computer related to self-harm or explicit, thank you. So that makes us aware of students using the school device in their school email to look at something they shouldn't or potentially make a threat. Does that fall under this? I think the, does a student sign a particular contract when they're acceptable use? I think they can waive it because they don't have to accept the device, unless it's school policy, they have to accept the device. That if you have language in there that says, if I accept this device, you're recognizing and waving any, right? So I think that cover that. And the child internet protection act that requires us to do that monitoring. Okay, so do we have an amendment then of the last sentence of policy C211C that would read, pursue it to the policy outline in 1B comma, they may also be searched. Yeah, move that. I would like to move that. Okay, Jonas moves, Chris seconds. Any further discussion? In Jody, it's okay, you think it'll fly? Yes, Steve, thank you. Can I ask a question about it? So let's say the school owns the locker and that there is a personal item in there. Do you search the backpack that's in the locker? Wait, that's when we, that's when we talk about the locker. Did you decide to remove desks and lockers from the, from that? No, that's still there. Yeah, that's still there. The only change is that, it's to that last sentence of 1C. Do you have that, Lisa, can you see that? Yeah. Great. All right, any further discussion? Ready for a vote? All in favor of the amendment to change it to pursue it to the policy outline in 1B, they may also be searched. Please say aye. Aye. Opposed? None opposed? The amendment carries. Any other concerns about any of the other policies? Are we ready for a vote on the other, on the other recommended policies? Do we need a motion to approve? I think we do. Yeah. I'll make a motion to approve the recommended policies. Through approves. One second. There are seconds. Good discussion. Do you leave every year assisted? Is this only review? I think you missed the meeting where we are gonna sunset these by June 30th next year to force us to revisit those and we're not just rubber stamping these now. And to permit to review. Yeah. And we usually have like a policy committee to that. Okay, that's okay. Yeah. And they can be brought in for review at any time. There's not a timeline saying, oh, you can ever do it for five years. Good. Yeah. All right. So, ready for a vote then? Sure. In favor, please say aye. Aye. Any opposed? None opposed. So, the policies, the recommended policies are approved. Moving on to 4.2. Authorizing the chair to sign letter of agreement for superintendent of record. We're gonna have to go into an executive session for this. And I would, I mean, is there anyone among the administration would like to be part of it? Because I'm not asking anybody to be part of it from among the administration. This could be just a board discussion. So, okay. And then can I just ask what role would you want administration to play in this discussion? There is none that I have actually designated in my mind. It would only be if I was missing something, which I very often do. Okay. Louie? I don't know if you need me, I don't mean if you don't need me. Oh, no, no, you're good. Can I put enough nice in? Yeah, you've put enough nice in. I think, you know, from here on in, we could just, we could do this by ourselves. We, everybody who's here who is in part of the executive session, can as welcome to go home and enjoy what we're doing. Okay. Scott, can I just ask, so you're going to make a motion to go into the executive session for a personnel matter? For a person, it's a personnel matter for the, in order to basically examine the letter of agreement from the superintendent of record. Okay. And then. I think we kind of like to invite Kelly to speak. They're welcome to be here if they want to be here, but only if you want to be here. Yeah? Sure. Is everyone missing the third page? Everybody missed the third page on this one? Oh, no. We all missed the third page? There's always a third page. Well, it's page eight, actually. And Chris, would you define it on three, please? Thank you. Okay, otherwise, everyone else is excused. We'll come out of the executive session in order to make the vote. And from that point on, Jonas, because you're holding your recording skills. If you don't mind, I'm just recording the results that we're bringing.