 the appropriate time to discuss that 2.3 zone line. Are there any public comments or correspondence? OK, how about executive committee comments? I'd just like to make a request that we pack it to be out more than 48 a day. Not a request, but it should be. Unless Sunday even kind of got it. Well, I mean, I'll apologize right now. I'll advance along with that because I didn't break my super chemistry board. It was something that I had done by today. Could we give a verbal or a formal? I would definitely do a formal. OK, great. And that's prior to why Crystal was beautiful in that sense. Any other comments? Great. Let's move on to the minutes on page 2. Is there a motion to accept the minutes? Any comments? Chris, any second? Second. Steven? Any comments? Hearing none, all those in favor say aye. Thank you. Aye. Any nays? OK, so we're going to move on to act 46. I wasn't part of the planning of this. I'm not sure how to frame this. Well, Matt was going to come in and do some of this. So when he and I framed the agenda together, we were actually, this order was very specific to talk about 2-1, 2-2, and 2-3. Would it make sense to table this whole section until Matt gets here hopefully and move on to some of them more? We see. Yes. It was a good thing. Is this a special and hiring bullet in it? Who's head? I'm not sure. So we want to deal with 3.1? Nice. I certainly could do 2.4. Oh, I'm sorry. 2.4. I don't care. We could go with 3-1. Let's go with 3-1. So you don't need to do the medical curfew. You don't need to approve because that's a non-license position. I'm sorry. Medicaid clerk, is that a non-license position? It's a non-license. I mean, I want to tell you about it. We hired a Medicaid clerk. We consolidated our Medicaid. We split between a physician here at U-32 in our office and Bonnie Schunard resigned this spring. It's all funded under the SU. It was a special education position. So when she resigned, we found a way to make it so we could take these off of Renee Bates and have Renee Buster and some other things and have one person do all the Medicaid. And it was actually done before our mission. And the ALU was suggesting that it wasn't a changing work but didn't create a physician that just reallocated. We reallocated some time. And it's the things that Bonnie was doing U-32 analysis. Overall, across the SU, we made two physicians. Part three and two. It's like we were down one across the SU. I do have a new special educator that just offered a physician to yesterday that Berlin knows about because he talked on Monday about that. Amy knows who was filmed, the person backed out in May and that he couldn't hire. We just kept trying to find somebody that had been there over the last week. We saw the hiring. So person's been hired, but do you design for our approval? I need approval. And do you want it tonight? Yes. Do you want to try to draft? I've been trying to do the approval. Yeah. Okay. What's the last name? It's A-L-E-C-E-E-S. I'm going to pronounce it, you know, as I have heard. I think it was A-C-C-E-L-E-S. Yeah. I don't know if it's actual. Yeah. But the Berlin board's been one of the main branches. Okay. I think we're good on that. I'll give you a second to the text and then we'll move on to the superintendent report. Okay. Bill, it's to you for the superintendent report. So a lot of my basis of my report for this August is going to be around the special, the professional development that's been going on. I mean, I saw a professional development in July with one peace game that involved, we had 25 students and we had educators from around the nation and internationally, a couple from England. Part of this world peace game, which has been supported by the US Department of State Department, has supported it. It was used as a training for their employees. We modified it here in four different nations. And the kids are given many crises that they have to solve. And it's very much based on our transformational skills and they have to replace. We had our three seventh grade social studies. Our three social studies teachers in seventh grade get trained so they can run this with the seventh graders. We also had some teachers from, I mean, had been in Daniel were there because we're trying to figure out what's the progression to get kids ready for that. We had some from other schools as well. So just tremendous where, and our kids acted, Jen Miller has been saying is our kids acted just like we did. We got very technical right away at a hard time collaborating by the way. Couldn't solve anything in the first day. I tried to come to it from a technical perspective. That way it is not technical expectation coming out. So totally something about our education system is that you can go into this more holistically. And how do you come in holistically? It's hard to say. I think it was just fascinating. It was like they had started rolling and they solved a creative world peace by then. But it's just three dimensional chess board It's phenomenal. There's all these different objects that represent different things from environmental problems to monetary problems. It's just beautiful. We had our annual responsive classroom and restorative practice trainings that happened. We sent some folks to Math Lab again. That was hosted at William Sound this year and William Sound's teachers taught it. And we've had... New teachers have been in now for two days. For you there are two teachers. Three days, as I've said. Two days of restorative practices. And then all the new teachers started today. So we have three days. We've had an extra day for that to go over a lot of the work we can do on the game. The other update that would give you outside of professional development is we're in the midst of hiring for tech director, as you know. We have Q candidates but we have one or two that are very well qualified. So we're conducting interviews this week. The principals have had a really good summer and do a lot of work getting ready for school to start. Many of you have talked to them already and have appeared on the radio. The other PD that I forgot to talk about which is really big in this school is that the project-based learning. Last year, as you know, we had the seven-day grade teachers went through project-based learning to really create integrated units for the project-based learning. That's now moving up into the ninth and ninth grade. The job-invented coaching would be some of that money to bring in outside coaches to coach the teachers. And we're facing the equivalent of two days only. So how many teachers did you participate in? How many coaches? I want to say we had about 23 to 25. How does it work? Do you have an option, like a manual option to choose? I haven't been through the training myself because it's always the link that I go away from my doctor. In terms of choosing the professional development or the project-based learning track. So within it, they all come to the project-based learning course and there's principles of project-based learning and then they coursework and I can think about it today. That's why we're over here. They were distracted. Is this the first audit? It's the second audit with this audit team. They were the same one they did last year. They did a pre-audit back in May. So they'll probably be here through tomorrow and be done. I think they're scanners and laptops and scanning documents. Remember the new auditor came and presented their development? Yeah. So that... I knew we just changed them. Yeah. So the auditor's here and things are going well. So we're already at the preliminary points, you know, they still look really good. They're both scantitled, long-titled as well, for the federal audit. Great. That's kind of where we're at right now. Any questions? Yeah, we'll wait 10 minutes. He's not sitting over at that building. Yeah, we did. Okay. Well, let's keep moving. We'll go to 4.2, the director's report on page 10. A couple things. Page 10 in that... we'll call it the second paragraph. Right in the middle. Uh-huh. Average 92 students, K, age 22. Yes, we do. We're still old. We're legally responsible for kids that need education up to 22 that are in the life skills education, and so we have to provide them those supports legally until they have age 5 students that meet that category. They're past 18, and it's part of their life education statute. I just... I didn't know... I was surprised I didn't know if it meant 22. So these are your students that make that they're working on those skills, and after they leave, they might go and talk about supports after they age out. Because if they don't have a high school, they won't have a high school. You know, we say when you teach a student that's at age 17, and didn't get a high school, is there any commitment that they can come back and be a role in a high school? There isn't one such part of that. And I know we've helped many students either work for an adult basic ed or two of us to make their high school graduate a class that is tremendously... not like two years ago, I think it was gentlemen's 55. What? Gentlemen's 55? Well, this is good. This is very good. Yeah. Yeah. I have a question on page 11 on the world peace scheme. Yeah. So it's going to be integrated into seven years. Yeah. Yeah. It's going to be integrated into seventh grade. I believe so. Well, nope. Will there be anything reduced from the curriculum to make fit that in? Oh, for the seventh grade? Why do you think it will be changing learning opportunities, by the way you say in target learning targets? Correct. I just want to make sure we're not adding, adding, adding to the plate and it's cutting away into the core of the curriculum knowledge Okay. Well, the reason we went with this is because of the line of what we're trying to do with the skills that we're showing and ensuring all students are correct with it. Help us. Yeah, help us. It's a tremendous way to do that kind of work. No, no. It's a good question. Sure. It's valuable. I think it's a very good question. It's a very good question. I think we're not cutting 30 minutes out of math to do that. Oh, no. No. It'll be done. This would be the more of the social studies bucket. Yeah, this would be the social studies bucket but that's why Steve and Jay and me and Chris were there. Any other questions or comments? Move on to the financial report. So this is the year-end report. Yeah, this is the year-end report. It's being audited right now but the work that Lori and her team does is so good that this is probably, probably is their report after audit. You'll see that there was a little bit more income that was interesting. On the site, you saw the June 2018 back in your June meeting, you see the June 2018 number two, which is June 30th. So there's a little bit more income that way from that and I think we had I don't see reimbursements. We had less reimbursements for special education. I think that goes up to the monthly special education. We'll see monthly that we get our special education, reimbursements were down to the districts. But overall for the year, it looks like we had more savings. Yes, we've had a lot of budget. That's right. Yeah, we've increased We did better than that. Yeah, we increased, overall now we've increased our general fund balance for the year. Yep. And then you as a board have said let's put some of this away and say you'll see those reserves. As you were at 3.6% before we go to the reserve money core and we have for case management or job coaching the non bargain benefit analysis which we haven't started. That's the piece that you That was a group at the last year. Right. I wasn't at that meeting. Right. So you said it gave me up to 26,000 to work with. There were two firms that market that figure. And we've had to put that up. And they know we've caught it. Any questions about the that we published or anything or anything from the other reports around this second phase of the financial report. The reserve for software this is going to be a 19 TV is we've got 100 grand set aside. I know that's been bouncing around exactly what's going to be required not required. And I think it was two years ago we were going to put 300. So we put 100 each year or because we were going to put 300 each year or 200,000 For this end of this year on this report we'll see 100. We'll see in September so there's 200 because that's this fiscal year. We know that the state we have to go under the state system that was passed on the bus bill at the end. What we're trying to do is we really we're watching Barre Barre is one of the districts that's near us that's in the first round implementation and to see the state says that's where you need to remember the software you and I are like yeah okay maybe so we're watching what Barre gets and what they have to do on top of it because in the toll that $300,000 cost we gave was not just the cost from the software but it was the top cost for the transfer for one one that just took out we were anticipating we were anticipating one first for a year actually So we're at 300,000 We're at 200,000 we want to know more from Barre and the other rough cities and other houses go and then we can tell you what's what is the true cost because we've known enough about we've seen the RFP from the state what they're promising for time and support to do the transfer just doesn't see realistic from what we've heard from other districts who've made the transfer Is Barre in? Are they implementing it right now? Right now they've got two of them in November soon? Yeah and I mean John and Dolfo and I talked almost weekly and Lisa and Lisa and Mara talked more than weekly because I think I commented hey Lisa's doing this or John says hey we got this from Mara so who does that change from how much we need you know well I just we have to go what it was when we started putting dad is done we didn't think there was a chance that we could opt in okay Senator Barreuth said he's really the senate said we're tired of not getting financially what we want so we're now another mandate that all schools take our system okay but we'll know by the by doing the process a little better oh we'll definitely know what they're doing so we don't know about them we don't have an option okay so we all know the bubbly thing is that the support is looking at the rp it looks like the time they're allocating for support for transfer is not enough for technical supports for the benefit so we're hoping that we can buy into that some and we're going to need any time I've Laura's seen and talked with her colleagues the data transfer and the cleansing of the data and the insurer which transfer which transfer and correct and that's a lot of checking and cross checking so what I said about we had that 300,000 a person one person an extra person for a year that was part of our cost projection that's in the end sorry analysis we may request that any of you that's produced the data that's attached like if they use any extra any of this data and they just whatever they're referring to is actually part of the report so that wasn't in the RP so I'm not sure it doesn't mean it can't be because I just don't know because if you produce a report that make reference to data it's not attached to the report it's kind of like to analyze it are you going to analyze yourself well we'll see at least I would like to know what they're referring to so you can do confidentiality but I don't think it's well if they like to have a front page I mean it could say a micro data okay yeah and some of it is what we told the benchmark of the state and what the public schools have but we also talk about industry for some of the times okay and then we can move on to the policy committee Rick are you are representative from the policy? I'm on the policy yeah it's been a while since we've had a meeting so if I want to get but most of these committees I think it's been a while trying to think we were waiting for kind of direction from you guys about exactly where we wanted to you know we would talk through you know how we're going to prioritize we've done we've acquired right and now questions we're basically we're recommended and so we we thought we would talk through those by the time or so we we'll look at them and and make our recommendations and then bring those back and try as best we can to unify those you know I'm not bad at 99% of the cases we're going to be able to do that and then simultaneously build a segment of the old numbering system for the sort of not consistent across the SU so we're going to those staff are going to the renumber these we're going to have a conventional language system so it means the same thing everywhere you know at least in that and then once there's the big question there are a lot of policies that are across the SU that wouldn't even be recommended and all of them they just got through the recommended and then I you know I think everyone this time would be ideally go through and look at those see if there's a reason for that we go to those kind of thing it may be a reason but if it's they're not necessary it's going off the books it's extraneous okay if there isn't the need and then that was that was kind of what got me going around the policy committee itself but we can we'll take guidance from you as much as that works for you or I'd suggest we look at the minutes I think that came up with a full board and I think there was I remember having this conversation as the last executive committee that was not the last one it was it's been a while since we've been the meet of that conversation was around would there be any policy that a district would have that the SU didn't have income and I don't think that we resolved that that was I think your approach what you're discussing go through the we've gone through the required let's go through the recommended and see what's left and then we can have discussions that's exactly right we know you otherwise you may be taking a matter of a non-existent moment I would say we let's look at what's there on that that would be my recommendation it's wonderful does everybody know what I am on that my limited experience being on that committee being involved in it I think to me I defer to the policy committee on how they want to do things I commend them that they're working and they've got to involve and I just mostly want to stay out of their way say go at it there's all kinds there's all kinds of targets to go after you know as far as I'm concerned if the ones that you think are the best can go at it that's for well we're trying to use our judgment on it and we're trying to be disciplined about keeping the bills helping with that a lot so you know like three to five from meeting we'll look at that we'll try not to drag our feet on this committee but just get it cleaned up and if we run into the stacks we'll come back to you that's good Bill I'd be curious what is your take on why this has changed from individual boards words and I'm so glad we've gotten away from that and that's kind of what's happening when I first got on the policy committee three or four years ago we've kind of we've made that shift and I'm glad it's happened but this is a lot of people just going so well now I think it was I think it was a sparkly by the policy committee when they said let's use the VSEA templates and get the practices out of there and we're going to use those for what we're going to say and what we're going to say is this work that was I think that question right there was this work and I think part of that was when Emily Simmons came to talk to her and we were there for her and Emily said you know if you start changing words you're going to start changing me I'm glad that the progress is we're not locked in we're not locked in we're not locked there I agree with you we should go as much absolutely consistent see if we can but I'm not sold on the package there's still many times yeah I'm just going to carry that every one of these is not going with the words for detail word smithing right but I don't think the board's want to do that do that not this yeah it's a lot of mess that's great alright seems like you have the support of this group do you need anything more no we'll just go we'll work okay great well thank you school quality more than the same but we have not met since late May and basically our full charge this year is to support goal number two so maybe I'll talk about that a little bit more when we get the board goals but the main the main thing is around monitoring and we're monitoring on student learning and one of the things the committee will do is to frame up some discussions that will happen certainly at the SU board level but then hopefully also the district board levels and then somehow synthesize those discussions into a plan for action some goal will emerge from those discussions that we can use for planning but it's a pretty tight time one so to give the detail about otherwise I don't really have anything about school quality any questions how will we get some monitoring though well so last year we did a student learning outcome monitoring report in the fall and then we did a financial report past that protection report associated with the audit that was in March yeah I mean this gets your question about policy governance discussion because one of the things that when I worked with a policy but governance board it would have to happen different policies and it would say it would put some in retreat where you were talking about monitoring every two weeks I thought well that in the school system right so the monitoring you know what happens at least my experience and Steven and Kari trying to get anyone else to spend policy governance but there's a calendar that's made so you know which policies you're monitoring and you're seeing the reports and you've been really good about saying hey let's not jump in too fast so because from your experience the conversation you and I have had about is once you build the first report the next ones are a lot easier for that so it's that calendar you're knowing what we're monitoring and being thoughtful about that across the whole education system so my question is this where folks like to outcomes and people can see we want more monitoring on that right about the year so our goal this year was to have two reports you soon one in the spring and one in that and you receive one in the spring and you get one report yeah so yes more and what I think what we're doing is starting to build the system so that it's not once or twice a year it's part of what we do if not monthly on a regular basis and it's really about the system and I think your evaluation is a type of monitoring but it's very focused on you whereas what we're going to learn here is about there's also you don't want So what Nate was talking about is the frequency of formative assessments that go on in the student. So that every two weeks is really important there. But that doesn't get aggregated up into an overall system plus the whole system. I haven't been in a system where that's happened. Usually when I've seen this type of student monitoring that's going on by board is during the benchmark assessments, which happen fall, winter, and spring. Because that's formative assessment for learning. So are those formative assessments that the students do not get preserved anyway? Or is it just kind of protecting them? They're preserved in different ways. I mean, some are paper, some are electronic. It depends on the intervention of the kid. Some things that happen here at U32, they're not electronic. And some things at the school, the elementary schools, electronic and summer are on paper because it might be a running record system for reading, and I'm not trying to, it's a way of, it's about the correct use of assessment for me. It's not about trying to keep data from the board. It's about trying to think about what's the right use of assessment. No, I just want to be clear that it's about, we don't want to misuse assessments. And that's what's happened too much in the U.S. We said, oh, we got an assessment over here, so now we're going to use it for this. And it's like that wasn't the intent of how it was designed. And we can use the benchmark assessments because there's more normed and more standardization of the process. Any other questions? Because then we'll move on to school start time committee. Do you have any representatives in that committee here? They're just passing minutes. And Bill, you've been hard on the board. Yeah, I've been part of this session. And I can tell you, they haven't set a meeting yet. Karen and I haven't had a chance to talk about it. And one of the things that we don't need to talk about now that might be a good time in September is the amount of weight and priorities we have with our different issues. Okay, are there any questions or comments about that? And the last one is negotiations. Yeah, so we're going to be reopening the negotiations by September 15th as we changed healthcare this past year and we had a change in the HRA issues in our management company that we did that. We'll be reopening this current year, this calendar year coming after the 2019 year for about how we're managing the HRA policies. Because I had a change that became to an MLB with the association. So right now we have Johnny and little Susanna scheduled a meeting with myself and the association governments to kind of act that out. They'll also be starting negotiations for the FY20 school year. And in the omnibus bill that was passed through the legislature and FY21, all healthcare is headed by the state that's been negotiated through the State Department of the EPA through a committee that the government that's been appointed that has equal representation of the SBA and teachers figure out what healthcare is going to be. So that would, your turn back kind of would be an reversal and that would have some sense. I'm going to say if we ran into this problem now with this contact running out, what we do anything to, we're not running out and kind of falling off one of these. Is there anything we can do moving forward to kind of prevent that from happening so that we aren't caught with our hands down? Is that a, I don't know if there is not, I don't know if that's right. I don't know, I don't have an answer for you Rick, we basically need a year and a half patch and then the state has it. And then the state's got, just in healthcare, we need to figure out what we're going to do with our contract negotiations. We have both for ESP and for teachers. So it kind of goes away in a year and a half the issue. The healthcare issue goes away. Because it's done it at a higher level across the whole state. This is good. Yeah, I think it is a good thing. I think it's a good thing that it's one system. And I think a lot of it. It looks like it's going to go on, I guess. No, I don't think, I mean, I think the give to get to get the statewide system that the governor wanted was that there was an equal balance because right now with VI, there's only one teacher representative. And so the give to get, to get the statewide system is that equal balance of three representatives are teachers. It can be non-staff members. It can't be non-staff members. And BSVA and it can't be BSVA staff members. Okay. And both of those. And it is an equal balance of six and two and three. So I think that was a good give to get. But you're going to be, in addition to everything else that's going on this year, you're going to be going to CUNY. Yes. That's why I was looking at both. That's why my question about probably in September, we're going to be talking about priorities. Because I think we're going to be, we're going to overwhelm the board members just for myself and selfish way. Just in the other years we've had all of this. We have it in our NYU that we're opening September 15th. Is that just kind of like finished or more probably? We actually said we'll start with health care and then go to the future of contract. And sign that back in. Okay. I think we're going ahead. I tried to get ahold of Matthew. I tried to text him in the car and have an event. So I hope it's okay. Okay. So all the boards approve the one page response. They did. For the end of theirs Monday night. Okay. That was sent. Yeah. And then today was the verbal. Today was Scott, Floor, and Matthew. That's why I was waiting for him because it's part of that presentation to the State Board. Chris and Rick were there for the University. How would you characterize it? Quite well. I thought so. I couldn't hear a lot because they didn't speak into the microphone. But one of the board members asked Matt, I think it was done out in the afternoon. If the debt went away, why wouldn't you consolidate it? And Matt did very well. Basically said, I'm not going to go in and have to pay for this. Then he kind of answered it too. I didn't kind of answer it too. We would consider consolidating. He didn't say yes or no, but it's an awkward question. But it's easier to consider. Well, he was saying if the debt went away, would you vote to consolidate it? I think it's more direct. Yeah, I think it's John Carroll. Yeah, I think it's John Carroll. And I don't want to have a hypothetical. And there's a lot of discord, community discord. Yeah, I think it's how it ends. I can't say we would have, but the debt was an issue. He also did very well. I thought, you don't need to question that. Well, you didn't put this to a vote in your community. So how do you know how the communities feel about this? A bunch of people are ready to jump out of their chairs. And we did. I don't know why they didn't. Yeah. We support this. We are engaged. Yeah. Yeah. Matt, Matt, Matt. Matt. God in our hearts. Maybe. Matt? Yeah. It seemed like the presentations were excellent. I think they matched. I mean, you know what? And Scott did wonderful presentation. And they, I would say, amongst the best that I saw. And I would also say I was watching really carefully the faces of the four members. And you can clearly see there was a very clear bias away from that thing. Basically, there was very little pro-consolidation coming out of the audience. Obviously, from there's a group that looks to present anything. There was a really recent patients by Addison and by Cheney County, which was there, that they were nodding and agreeing. And we kind of, and I, and then I saw a whole lot of sarcastic eyeballs, and I was watching very carefully. So you could, there's a strong bias the other way. I wouldn't be on the board. Oh, yeah, on the board. I think we've got a, I mean, I wouldn't be at all surprised to see that. It depends on how the people are fairly forceful about it. They're not happy. And I don't know how much, how protective they think they are in this, you know, we're there. Okay, so we're not sure where this was meant to go about. Part of it was to get to this conversation. It's the next one that's on the issue budget and process. So just to really say. I'd like to spend a little more time with you. That's fine. What comes next? Well, I had a couple of concerns. Not concerns. Could you speak up about the stand in my room? A couple of things. Turn it off. Who else do you want to include? No, I can do that. I have a couple of interests. And foremost, I would like, and I think it has to come from the executive committee, it won't be tonight. But I don't want an opportunity to come to, some kind of an agreement with Twin Field not to be explored. And it's nothing to do with however we end up governing in ourselves. They're interested in partnering with someone in some manner. It's a little negative. But Matt alluded to that today. But I would like us to figure out how we could begin discussions with Twin Field for children. And I would suggest the only way we can move forward is a specific recommendation from the executive committee to the third board to explore that and to create a group that can explore it. Because individual boards can't explore that. So we do want to, but even before that, explore how it can make sense for us to have a relationship with the community. It just kind of, when we ended up coming down to Roxburgh, I was very, so I'd say it's a very different situation. Yeah. I mean, Mark Tucker and I have talked quite a bit and then he called in July, the branch of the report came out and said, you know, we want to talk. I mean, they were ready to get to a conversation with right then. That's why Matt knows about it. Okay. We want to get into this conversation. We want to be with someone. Pat, the board chair said, great reconfiguration is not off the table from Twin Field. We need great reconfiguration. As we're losing students in year 32, I'm all ears on that one because they have 150 high schoolers. I'd be thinking about that. I think that's the main reason. At least one of us can get 150 more students in our high school that makes a dramatic change. It's a big opportunity to take a look at this. Yeah. Okay, but it's not a, it's going to give up 150 students for nothing. No, no, no. You don't know. You don't know. You've got to have the conversation to say, or is it high schools specializing in something? To me, that's the great conversation we have about what are the opportunities that we make? What are the possibilities? Not what can we do, but what can we do? And how can we talk together about what would be best for all the kids? I mean, Steven and I, Steven, Delger, Payton, I, I go out many times. You know, we, there's been a lot of, there's been over $350,000 for the cuts in this place in the last three years. You know, even though the budget's going up, we would be much higher if we kept the same staffing. So it's only going to get much worse. So we'll be stripping programs out here. And so we're trying to find a way to stabilize this building's built for 925 students and currently have 750. But I see no downsides in starting. No, I agree with that. Yeah, so you have to have the conversations and it may not be the first place. I don't think it is the first place, but Howard was pretty, Patrick was pretty. Good to have people. Poor chair? He's a poor chair. Yeah, and he's like, this, that isn't off the table. We'd like to talk about it because we want to find a way to provide opportunities for our kids. So, and it may be that, you know, there may be something in a different way. I mean, I can think of a lot of different possibilities. They still have a high school. There's a way for kids to move back and forth. There's specialization. Some kids do better in a smaller environment than in a bigger environment. You know, there's lots of conversations we can have. My thought, the reason I brought it up, is that we could tonight authorize our chair to talk to their chair above. Just the framework. You know, is that something you're interested in? And then, yeah, there is an interest. Let's start to explore how that framework would look in a timetable. And then Matthew can come back and say, there is an interest. Here's some preliminary questions or some preliminary thoughts, and then we can get it started. I would just hate to wait so long that we lose any opportunity. And I'm not convinced. I'm not advocating that's what we want to do. I'm just advocating, let's not wait too long and then not have a choice. I'd rather explore it and then make a decision from strength. Well, Matt, I voted today and you said, you know, I think, I don't know if it was in the answer. Scott, Scott, it was actually the one. We'd like to know about Caltech today. Okay. We're interested in extracting them. So let's just, then this, do you want petition? Yeah, we should do it. And ask them. Do you vote? Yeah. And then we want a specific, so the executive committee would authorize our chair to make contact that Twin Field School Board chair to explore possible collaboration. Yeah. Just leave it general. So then at least they're getting the ball roll over. Can you figure out, if there's a constitutional surprise, we should pretend it's to make sure, you know, just so that's an issue. You want that, to me, that's a suit. Okay. But if you want that in the motion, because Mark and I had that conversation. This is on the set. Yeah. Yeah. Okay. So everybody clear on the motion? Is there a second? Absolutely. Any discussion? Are we going to include Cabot or just Twin Field? Maybe do another. Yeah. I'm going to go with Chris. It's your impact. Again, we have more need and we're willing to bear, like prior experience. Yeah. Well, I'm not sure how about Twin Field and Cabot are playing together. Yeah. They're having a time. It's an issue. I'm going to get the other one. Yeah. Twin Field voted yes and Danville and Cabot voted no. And then the report, Secretary of the report, actually has Danville kind of going another direction and leaves Twin Field alone to figure it out with either us or Barry. Yeah. I have one of the time, I get them to suggest it, to suggest it, but I think one of the time is it better. Yeah. Sounds good. Okay. Okay. So all those in favor, say aye. Aye. Aye. Thank you. Okay. When does this group meet next? We meet on September, we have a Parasol in September. With him? With me. So in the last week of September? Yeah, last week of September. So it were the week before, so I just have to be sure. We meet the 19th, the full board, and with Parasol meet, it's going to be on the 26th. Can I just give something in terms of back to meeting? Essentially meeting with, you know, giving the report today to the state board and the expectation of going to hear back on September, October, and November. I think this since the urgency in terms of, if anything's going to happen, something's going to happen sooner than later, just for the purposes of updating the state board. Oh, okay. Yes, by the September meeting, which would be the, their September meeting would be the 19th. Who's? The state board, it's going to be the third Wednesday, or the month. And so in a sense of having a meeting sooner, there's always another meeting. We would, like, I think Matthew would speak with their board chair prior to the 17th, this morning, this week. No question. No, I'm Matthew, you're probably. Oh, I think in knowing Patrick, you're going to have, you know, I thought about that, but I think in the next week we're going to be talking. And then we can hear from him in a month, and then we could consider a recommendation to the board. Yes, I mean, to me, I mean, I've worked with Gilson. I don't think there's anything to preclude after Matt has that meeting, that he couldn't come in with a report on it of the meeting, but potentially, I see no reason with him hearing what he hears to come in with a recommendation that we met. I heard, I think this might be the way for us to move forward, to do whatever it is. At least it presents a starting point for our discussion. Instead of him reporting, and then we all sit here and kind of brainstorm, and it takes us an hour to come up with something. If he brings in a suggestion, it gives us a starting point, and Matthew, I have a lot of confidence in, I could see him bringing in a brilliant suggestion that we're all like, oh, that's a great idea. All in favor? Not suggesting that it goes through, but then it gives us a starting point so we're not delaying too long. And to Chris's point, because of the timing of the state board, I can see Matt, I can see Matthew and Patrick and Mark and I getting together somewhere in the next week. Two weeks to do like this. In services aren't being weak, and then once the schools are gone, we can do that. But then to say, hey, Matthew says, you know, it might be good to have a special executive committee meeting, and we'll call one in a second. Let's have a conversation. All right, did you have another? Anyone? Yeah, I can wait for the 2.2. I just asked the question of building for the start because I'm confused, but if the decision is to consolidate the boards into one, what would be the timing with next spring's elections? And those responses, well, we could be voting on the new consolidated board in March, and we could also be voting on our individual district boards as a transition. You'll have to have both operate at the same time. I actually wanted to do a timeline for you a little bit because this will help us for the budget, so I could put up some at 46 dates that we know, and some of these other milestones because I need some questions answered not tonight by the September from this group about budgeting. In terms of when to do it, or how do we do it? When, both, both. Because there's limited resources, and we've peered down over the past four or five years, we really slimmed things down, so we don't have a lot of resources to throw at certain times. So if that's a place where we're ready to go, I can do a little, I was just gonna do it right up here on the way board, just do a little calendar so we can all see it. Sorry, I don't have any hand now. You don't want to do it tonight? Well, I want to show it. I'm gonna show the calendar tonight. Are you doing okay? Yeah, yeah, yeah. So, so the state board, as you all know, has hearings through 9.19, so that's a September time period. To build, do you know whether they're not gonna permit you, they're not gonna permit you, they're not, they've already heard, until after they've brought it on. They're not going to hold the whole thing at once. So, the state law says by November 30th, there has to be a state plan that goes into effect. So that's when the state, the state board has to come out by that time for the plan. So, in Act 46, operation happens on July 1, 2019, otherwise known as FY 20. So, we could have something, I'm just gonna put March time meeting in here. So, these are kind of like Act 46 dates, March 15. So, here's been some traditional budget dates that we've been doing, and Lori and I quickly roughed this out this afternoon and see if it's in rough notes here. Usually, in September, I'm gonna put WCSU budget, and I can get this all in a type of sheet for you and send it to you, okay? And then local budgets. So, in September, budget direction, October, budget version one, and all of you have been through this, so I'm not, I'm doing it really quick. So, if I say something and you're not quite sure, please stop me. November, budget version two, and first week of December, WCSU, or adopts. That's been kind of our history. Usually, we do some talk about budget even now, in this meeting, some years we have now, this is some years we have. Local budgets, October direction, and I would say 99% of the time the direction has been bring us a level service budget. Okay? November, draft one, December, draft two, if necessary in January, there's a draft three and adopt. And then the voting meeting day, and then this has elections of the local board, boards as well. That's how you think. What? Your real real line is the credit card line, right? Right, which is actually. So, what is that? It's an, we always say, Mark, what are your day days? Right, and you gotta, we, you actually, our town, I wouldn't say this, and I think our town works, would not like me to say this, because you don't have to print your budget 40 days. All you do is warn the election. So, there are school districts in the state of Vermont that come out with a budget that would, I'm not advocating that, I'm just giving you an information. Or you know. I actually think we do a really good job communicating to our public about where budgets are in Vermont, so I don't want to upset that. So, if we, now if we were to have the piece of all this is if we were to vote as you were saying, sorry, for a merged board, we'd also be voting for a merged budget. Doesn't have to happen here, but the closer you get to this operational problem, if a budget vote goes down, you have more and more problems. So the nice thing about this is you at least have two cycles of a budget vote, with this time of time period when a budget goes down. It was time for a second vote. A second vote. Our second vote and a third vote. You can actually do that. Is that particularly the time between, yeah you have to have 30 days at least between you and each other. So the, and I might be on it in 30 days, but I calculated it before. It works. It works. It's close. It's like you're in a June 18th, 20th period for that second re-vote. If there's a merged board, you would need, you would still need boards operational, local boards operational, not only to July 1, but probably down to about September or October. Talking to my colleagues who've been superintendents with having, going to a merged process, there's small little work the board has to do past the fiscal year ended. It's usually like one or two meetings, but you still need to pay bills and get things done. And you need a board starting before operational to do policies and a couple other setups. There's not a lot of half to it. There's a lot of, it would be really good idea if you did this, but in the half to list, and I'm talking to a colleague, David Yance, who's a superintendent brought himself. They were one of the first districts to merge, but they did it three months. And he's actually for that because you get what you have to get done. And then the whole next year you get the must, what would be really nice to happen? And some people who've taken a whole year they're working not only on the must, but what would be nice not to be the other one. And I think it depends which superintendent you ask, but you have to have both, my whole point of saying is you have to have both, you have to have a merged board and local boards, right? If the decision was to merge and merge, then we would be voting on a single budget for merge. But we would build that budget presumably by individual. So here's the way, this is my big question. So we get out, right about, I need people to do the principles, but usually right about here, we're starting to build budgets and build it somewhere in September. Choose it as second leadership team, which is their meeting in September. They get their budget binders, they've got their requests, go work with your staff, figure out what you need. Kelly's building the special end needs for everybody. Those go back, but you know, the principles are just in weather. And so we can build as individual units. I don't need a decision when I said building as individual units. But here's the problem. If we wait until November 30th, and Laurie and I were talking about this today, I said, I see in our timeline, you really have one, we'll get budgets to boards on the second and there's one redo of the budget. No matter whether they're local or merged. Now, so I don't need a decision from you today as an advice which way to go, but in October I'm gonna need. We need some to say, how do we, and I'm not trying not to depress you today, I just want to give you time, but I do need some support. And I'll even call it direction of, how do we want to do this process? The pieces of doing a piecemeal and then going to a merged budget, we're not gonna be looking, I don't know if we have time to look for a lot of efficiencies. And that's okay, we can wait for another year to do that. Can we not individually approve these budgets and then have you roll them up into one? We can do that. We can do that. I just want to, well, you're building as individual entities as we have, instead of asking. But the actual board approval, but you can only approve our individual budget. Right. But then we're asking. So if we go to a merged budget, I actually haven't had this discussion with any separate, so like you don't have a board. So how do you get to a merged budget board? And they, I think the only thing I've had inferred to me that that just happens from that board you have, right? Well, that's a legal question. Yeah, I think that's what we have to ask our attorney. For the quality efficiencies, you've got the ability to build, you're not using that idea where you roll up individual budgets. You don't have efficiencies. If that were to happen, where we get consolidated and you roll up kind of those individual pieces, then we have that latitude to modify that budget. I mean, if we gain efficiencies, we may cross money in some areas and it's going to save money in others. I mean, that budget isn't cast and spent. No, no, no. I mean, yeah, you know as well that you're right. Yeah. The budget is my line. Exactly. $20 million for the entry. That's exactly what I'm saying. So, I mean, essentially, it doesn't really balance up what's going to be right. Right. How do you think you can have a better problem? Right. Potential shortfall. What do you mean by that? Well, meaning that if there's consolidation and there's more expense than anyone anticipated, that it's not incorporated into the individual budgets and then the individual budgets are just added onto each other and you have more expense because it's kind of coincidental. You have a shortfall instead of a potential fund balance. Yeah, yeah. I mean, that's, when you get to the merge, everyone's fund balance is coming into. All the assets, all the assets and all the liabilities. It wouldn't make for happy campers if the money came up short after going and consolidating it. But I don't know what that did expense it. I can never know. That would not be good. That's actually a really good thing to think about. That would not be good. But is that a concern? I mean, in terms of... So, my concern is, my concern is, No, no, no, I'm just trying to get my wording. My concern is the transfer from one system to another system. It's not that once we're in the new system, it's the transition. It's getting to it. So, one of the nice things with Lori, she recoded the whole budget systems we had to. Again, state statute, we had to go to statewide new coding system. So that's going to help us a lot because of the way the codes are set up and to bring those into one entity is going to be a lot easier. She's been saying that since May. We're really set to bring those codes in and help do some of that work. I mean, there's going to be things like this. There's got to be... We got to reset all our bonds. We got to reset all our bank accounts. We have to reset all our legal entities. So there's just work there that's going to be there with an attorney. And when I've talked to people about the 150,000 they got because they went to the preferred model, they said they chewed up about 100,000 of that in supports of legal slash accounting type work to get to that new entity. Well, that's part of our budgeting process. Right. So you could use something and this is a decision you could make is do we want to take that out of a fund balance? Because I will say, everyone in Rummy is much better than it was at the beginning of last year. But of all the schools are doing a lot of fund balance work. We would definitely want to budget for the legal service for that contingency. Yeah, but being a one-time expense, I would recommend to you as a superintendent take it from your reserves. Don't. That's kind of what that's punctually for. One of the reasons I'm here. So I will get this typed out for you in a major, in a column so you can get it spaced correctly so you can kind of see how that looks. But... And when you try to get some advice on can the communities vote on a single consolidated budget that was approved by the community? I can ask that. I can ask that. I can ask that. I think that's actually a good idea. I think that's the way they've done it. It's at the local boards of approval. I'm not sure. Yeah, yeah. So there ought to be another column on this, which is, but that's the budget side and then there's more of the governance side. The governance side that needs to go. So one of the articles I was going to write down was how do we elect? What does the board look like with the makeup of the board? Who's gonna be elected in March if it comes to that? And then from there, you know, policies. Okay, can I ask that we stay on the budget for a minute? Yeah. So I wanna understand what direction you're asking for. Well, I think my direction is, and we were talking about that. We can roll this up as individual entities. Do the budget process the way we can do it. All the schools, look for the entities, and then just roll out one big budget if we're going to emerge, or we have it set for the way we've been doing it. And then we wait a year to say, what are the possible savings to ask if we are merged and we're in one governance system that we couldn't realize from where we were before? And that might just be the only way to do it because we may not be able to see those without being in one board as a group. It's too complex. But what I heard from kind of you and Rick was the concern is, will our budget have enough money? So what Rick, what I was talking about was answering Chris's question. Like, what if you go into a deficit? There's something you didn't anticipate. And what I answered is, what I'm concerned about is the transition costs. I didn't use that. I understand. My recommendation, we can budget for it, as Rick said, but to use fund balance to pay for those transition costs instead of tax rate dollars. If you think that is, if you've got some relative competence and if I survey eight or 10 superintendents through it and say, tell me what your actual costs were in this, so we'll be able to get that. Because it's really about organizations. It's not about the number of students. It's the number of organizations you've got combined. Because for me, process-wise, and that's how I think, we just, we approach our budgets the way we always approach our budgets. And then if they're separate budgets, they're separate budgets. If it has to be rolled into one, in my mind, the way we're doing budgets now is the same way we're gonna do budgets even if we're merged. Each building is gonna do its own budget. And then that information is gonna come together centrally and that will inform what the overall budget's gonna be. Am I correct? I mean, there won't be boards, but that will be built locally. In some districts, they don't do that. I would not assume that. I agree. Okay, well, if we elected to still continue to build the budgets at the building and set up a system to allow that, it would be we'd be doing what we've always done as essentially a building. I don't see a way this year around doing what we've always done, and then either it goes to votes as individual budgets the way it's always done, or if it can't be that way and it needs to be one budget, we just roll them together. We'll be well into the process before we do it. I know what the decision is. There's no other way we can do it that I see. We just gotta approach this business as usual and the assumption is until we hear from the State Board on the 30s, even if there's inclinations one way or the other, we have to proceed with what we know and what we know is it's business as usual. So we need to prepare for that. One thing I would say, and they're an advantage to tracking individually too. We run into this in the State. I mean, it actually becomes easier to identify problems that you've got. When you start, once you're very careful in the way you collect, you wash everything together. You don't necessarily see problems arising in the spots. Those numbers tend not to flush out. We really run into it. I know certainly in that operational maintenance side of building where I work, it's a very big problem. But I don't know, part of this is, the only a small part of this is the operational maintenance of buildings. There's the educational component in this which is a whole different. There are some things that are fixed costs that aren't so attributed to student numbers. Right. Buildings being one, but there's actually some educational services that are too. And then there are some that are variable for student numbers and class sizes. And there have been some districts, Champlain Valley's actually rolled into a model. And they were talking about that today at the State Board where they say instead of where, you've got a bunch of people that are leaving, like wait a minute, I got a big extra money here because I'm gonna have lower personnel costs now I'm gonna use it for something else. They actually talk about where does that money need to flow so there might be something out of the program in the whole system. It needs that money. More than just, and that's without even changing the tax, you know, the total expenditure. You know, you lose someone that's Master's 15, 60, you know, 30 years of experience and you go to someone who's a Master's zero or five years of experience, there's a $20,000 savings in. Okay, do you need anything else? No, I have enough. I just wanted to outline the problem. I didn't really need a little bit of, you know, I understand it. But I'm noticing by everyone's interactions, you understand where we're at. And that's really good. This one's only helpful this year. Yeah. I'm gonna take a picture of it and then I'm gonna have it made in a document for it. Will you add a government's call? That's why I grew it up there so I can remember from my picture. I'm not against going to that now. I just didn't wanna move on to anything else. I don't know that we have time to, I mean, I think we know what's involved. I mean, we've got an idea anyway. Articles, by-laws, elections, policies, and a lot of communication. A lot of that is big things for people. Doing by-laws and things like that. By-laws would have to have articles in a bunch of them. Yeah, articles of agreement. So, here's the thing. I think, I believe, and I have, this is in Act 49, not in Act 46. So I gotta go, I'll keep 49 as much on top of my head. The board will come out with a sample by-laws on the 30th. And 60 days to either come up with your own or to go with theirs. I need to look at that. So I could be, it could be 90 days. It's a 90 days off, right? Right, by-laws. I think it's 90 days. It's a 90. For the article, I don't know about the by-laws. I just don't remember. Who would adopt the by-laws? It's, that's a real question. I'd have to go. That's the board? Then number four, and I don't know, we get a lot of questions in our office about the role of the by-laws. You can't have a board to be on an election and be by-laws or determine the role of the by-laws. How do the by-laws and the by-laws feel about the by-laws here? I don't know. Well, so what I've waited for for this discussion has to do with governance and has to not do with budget but with money. Just as I was, my feeling was we should be outreaching to Twin Field to start discussions, regardless. Is it prudent prior to the 30th to begin discussions around the article of agreement on debt? Every, not just on debt. It could be more than that. But to me, debt is like super. It's because I think I'm fair in saying there's strong consensus no matter what town you're in. We want to come up with a fair way to handle the debt. I know I speak. I feel confident speaking for each one earlier, which has a big debt. People aren't looking to unload the debt. Well, maybe a few. But in general, I don't think people who are looking in the middle sex and people in Berlin aren't looking to unload their debt. And, you know, great, our taxes go way down. I think everyone wants to find, if we've got to go there, what's a fair way we can do it? And no one's come up with one. So I think that would require we want to give ourselves as much time, whether it's needed or not, if it is needed, that we've explored all kinds of options. I mean, I was kind of interested in what Janet had to say in the meeting in the spring when she said, no, there could be some ways. I don't know what it was. But she was moving into some flexibility there. I tell you, there actually is a way to do this. And assuming we have a decent capital assessment of each bill, so that we can, what is, is it 14 years that we've gotten our, basically, our current debt liability? What's the longest? Is it 20 years? 19 for Berlin? If we take that period, if we take that period. Actually, 18 is an initial reason. We have a capital assessment that we project out over years, you know, based on estimated lives of the full-placed debt. And we don't have to get this exactly right. Maybe it's better to close. We project what that number is over that period of years. For every school, Pellis has no debt right now. We may or may not, the way it depends on whether we're accumulating money fast enough in our capital fund. But we're what we're spending. We actually projected those numbers out. We have debt liability in consolidation. And we have a lot of games that you would be absorbing. That we have not accrued yet. We have to get a place. I understand what you're saying. So we take it for that debt period. We can kind of normalize this. We would be able to say now, you know, what the liability of the other towns would be absorbing. And then, you weren't going to have a lot. You know, in new schools, there's not going to be a lot of capital investment for a while. You know, you'll have a few main teams. You know, like other schools might. where, you know, that's not all that difficult. And it would give you probably a good enough assessment to actually look at a very equitable way. I'm not looking to solve it, but I think there's some consensus on beginning to look at the governance part of it. So at least in December, we're sitting there with, well, you've got X number of days to do something other than what these are. And that's it. You've got to figure two or three weeks over Christmas when it's going to be virtually impossible to do anything. So I think it's proven to at least. So do you have an idea about how to get going? Well, again, I think the only way we can get started is an executive committee recommendation at the full board. At the September full board. And each board have, I don't know, we've got to create a structure that people agree to. And that group start doing some preliminary work on this and report back at the next. However we set it up, we need to set up the structure so then it can start going forward. And there could be one for each article or we could prioritize and pick. Maybe we start with debt and governance and get a couple groups. My impression is debt and governance are the two major concerns. So if that's the way we end up having to go, at least let's have as thought out and prepared a plan as we can to go forward rather than, okay, it's the December full board meeting. What are we going to do? And this all has to be done in two months. It's going to be done by February sometime. We'll just end up adopting. And then we're in trouble. If you've got a good, one of the good things that's come out of this whole advice process is that they're, you know, some really good things. We learned a lot about working together. A lot of them, that's clearly what we credit this, this seems to be my whole long way coming out of such a divisive issue. I know that you're not, I think given the team, the people, you've got everything that's coming out. I think it's easier, but we, yeah, we don't want to wait any longer. So I just want to know that in your September executive committee, you definitely have a discussion about this, about the proposal to the full board or how do you want to start looking at it? Well, I would say this, let's go back to our local boards. And because I think if we got input from the local boards on water priorities for each town to see in articles of agreement, then it gives some direction to the larger group and the representatives. Because there may be differences in the different answers to what they would like to see as a part of the article's agreement. And I think street closures, this can be a significant issue in terms of how to protect that in a real way, because the articles of agreement, as I understand it, if the articles are not part of the ballot and like being part of the ballot, you're voting on this specific language, then there's a collective change. There's no valid, there's no valid. And then we should vote on it, because the articles should be, they won't, they will, I think misrepresent what our intentions are because of what could undo them, despite the selling to the town. I want to get an attorney's opinion on this, it's done a merger for 46. But we'll pass any time that the electorate proves the ballot, the articles of agreement. We just, I mean, then the whole act 46 piece and now that we're in this part of it, the electorate doesn't have input. It doesn't have an approval of the bylaws. So these are the articles of agreement, bylaws. That's what I'm saying, even our articles of agreement that 46, this is why the state has the approval of either what you write, or we use the ones they give us from the state board. The one that would approve. State, state board. So our board would submit the published articles? If I'm remembering that correctly, that could be wrong, so. But still, your point is, do we want to have some local board discussion about parameters for the articles before the September Executive Committee meeting where we'll just be making a record? We have a board meeting one night, we don't have them on the agenda, but the question is, I would say, take them in parallel, I mean, get them, if we have an opportunity, we are to talk about them, but begin that conversation, of course, some boards meet, we should do it. That doesn't mean we're locked in there. Let's get that feedback. Let's just be at the highest level, what are the. Yeah, we can merge, we can merge those thoughts. I mean, we don't, we haven't got any. Or who do you want to represent you on this, on this body? Well, I don't, well, I made this suggestion so that we can move tonight. Why doesn't it be incumbent on me that our September Executive Committee I will bring forward a specific proposal, and maybe not specifically what articles of agreement we would talk on, but a structure that would allow, what if it allowed for immediate progress to start on three articles of agreement? And then it would take this many bodies, I'll make it up, that there's one from each board, so that's 15 people that would be needed to work on three articles of agreement, someone could be on multiple boards. But bring in that structure as a starting place to start, and then if it's four, then we multiply it out in our local boards, as the Executive Committee members, we can bring it up to say, if it was three, what would our talk three be? And then when we come in here, we bring that information back and say, okay, we've got three, we'll plug one here, one here, one here. That's the structure we're on. I'll bring in some kind of a structure to start the discussion. Then the discussion doesn't have to be how we're gonna do it, but the discussion can be part of the priorities of what we're gonna approach. Thank you, thank you. Is the September full board meeting a carousel? Yes. So then we break up immediately after. Put it in the lecture, and we can get going. And we've got an Executive Committee before that, before we move on. I'd be willing to do this structure part of it. I mean, I don't think there's any harm in any of you talking about that in your local boards. The only one that's out is Berlin, doesn't mean anything. Well, there's a me on the 10th, but we don't have that meeting here. There are. Well, you seem like you're a good answer. Okay. You know, I can talk about that somewhere else. Yes. Well, I think that would be good to do. Okay. If I was reading correctly. That was very limited. I think Harry's moving on. I think we need to. I think we've got still what board goals to talk about. So the first one is the board governance and operations. To remind myself, we have a community on this, but basically exploring the governance systems. And to that end, we have this guide going around. A couple people have read it. I'm doing my new course. Yeah, I heard you said it. And we are actually in charge of this goal. So I'm just reminding myself of the timeline there. We are supposed to be working on, it says the WCSU boards evaluate how they operate and investigate alternative board operating practices. That's six months to be that. So that sounds to me like some sort of reflection. I haven't talked about it at all about this. I'm not really sure it does matter. Some sort of reflection on what are we doing as it working and then exploration of what else is out there, such as policy governance. I think that that was more of the point to have a discussion tonight about what you brought. What people were able to take a read out there. If there was something else people were in want to look at. The only other governance system that I know of is the United Way governance system, which is very, policy, it's similar to policy governance, but a little different. And so it was a way of talking about what people, when we started out in June and talked about well let's do some writing and get a little sort of a little bit of an answer for that. What is the level of governance system? All the wrongs are wrong. I wouldn't call it a system. Okay, so is there any other, I mean other than policy governance, the policy governance model, other models? Yeah, that's what I'm saying. The United Way is one that I know of. Whatever. There are three or four others and I have to go to the international for them. The U.S. is very weak on governance systems whether it's private or public. And I've just been told. So amongst the lots was there either you did policy governance, which is probably minority. There's about 10 or 12 SUs such as these. Or they're doing their own thing. Or they're doing their own thing. There are some people that would say that policy governance that I probably wouldn't win that 10 or 12, but they're not following. Harvard makes a really good point in this work. You can take it whole or you're not doing it. That's who's thinking about it. You know how to do it perfectly. Yeah, I know how to do it perfectly. But there are, I mean, to me, it's principles of good governance. That's where I would want to come on, less on the model. But what are the principles of good governance? Could I make a recommendation? Please. We've got until December to explore models. We've been presented with one model for our next executive community. Can we pre-present it with another model? Because from June to December, we're supposed to be evaluating and investigating alternative board operating practices. So far, we've only been presented with one alternative. If in September we get an alternative and then at the next executive committee, we get another alternative, then at least we've got what we're doing and we would have seen three other alternatives. And then we could have a coherent discussion on we've got four different models, by December, what would our recommendation be? I can't make a recommendation until I've got something to bench against. And if it's just gonna be this, and what we've got, then that's fine. We can bench against it. I can definitely get you in a night away. I think I know where that is. Because I think we could just move on if people are like, let's get another alternative to look at it. Again, these exist, I'll turn mine in again so that people can borrow it. And then in September, we'll have another alternative that we can look at. Sound good? Sounds great. So it's a piece of homework for you. I got it, and we're down. Okay, I talked a little bit about a poll too. Then you can show up on the agenda here. I think we've basically got a plan of attack. It's gonna meet some board type or agenda type. You know, probably at least. So we'll talk all about that. We'll shut out next time. And then the last one is community engagement. So we did not end up talking about engagement at the retreat. In September, we are supposed to provide input on the purpose of board-level community engagement. Really the goal of this was to come to agreement on what is the purpose of the engagement. Everyone's responsible, always under the list code. No one is responsible. Well, I think that the local board's responsible, yeah. Right? I think it's just making sure it's on the agenda of all the local board meetings. Yeah, but I think the local board is supposed to. Yeah, you're supposed to. What are we asking you to think about the purpose of meeting the meeting? Yeah, and then at the September full board meeting the local board is supposed to provide input on the purpose of meeting the meeting. I mean, that's the way I view it. Community engagement is a two-way street. I mean, ensuring that we are meeting the needs of the community and the community making sure, you know, feeding us with ideas to make sure that we're doing it the best way we can. You know, it's basically utilizing that resource in mind, and are we invalidating the type of reserving our communities properly? So can we all make a commitment to get this on the agenda for our local board meetings in September and be prepared to provide input in the spring? I think, Bill, you can just do that when you cheer. Right, right, right. Try to have a conversation with them. Do we need to frame up the conversation? I like what you were saying here. I'm sorry, I'm cheating off the inquiry, but provide an input on the purpose of the board-level community engagement. I think for the board members to each think about that, and then it's kind of the grassroots the same way we did the Sumerian outcomes. What does that mean to you? What does that mean to you as an individual? What does that mean to you as a board? What does that mean to you as an issue? I think we're fine, we're probably pretty fine. But it's just state, disability, and we should do something that's without the bill. That's the next thing. That's the next thing. Just to clear up on this. Okay, so if we're here with everyone, we'll move on to 2.4, so how are your reputation hiring process? Really refreshing. So back in, somewhere in March or February and March, we had a conversation with a woman about the special hiring process, and we talked about the local boards and the innovation of local boards and the executive committee. And how would one do that? And I have you had asked the question, where is each board with the hiring process and what does each board want to do? With the hiring of special educators, knowing that the procedures that we've been scheduling that we have, and we didn't come to consensus then, and they've been tabled by the board, and so we tried to do it in April and May, and Matthew said I want to make sure Chris is there, because it was a kind of, he was going to state what I saw and tell me if I'm wrong, that there shouldn't be some agreement, but Chris didn't see it was an unanimous agreement across the board, across the table. So it seemed to be let's have more conversation about it and think about this, and so it's kept coming back on the agenda, but Matthew keeps tabling it because he wanted to ensure that Chris said you were part of the conversation. It's the same as that meeting. I know you missed the last one, but there's a table forever. That's been a couple of times, but so that's why it's come back up, and we kept doing that. Matthew was facilitating that conversation, and I feel this is actually not appropriate. I think it's good when I go with the same agenda. So it may have to be tabled again, but I think it's really about, we use a process, and you're all aware of it, it's local folks that are in our situation, because I've had times, I think this past year, one of the friends of us, I'm fine with her sending me one challenge, she said, Bill, I'm really kind of standing here, do you know what I'm talking about? To the board, and you stated the agreement, as we were just about to talk about, was to shape up our land, if we just get on top of the local board about it, and with Romney being one place where there's an interview done by people. What's people's pleasure, or are we going to do it tonight, or are we supposed to talk about it? I think it really awaits us to come to the meeting, at least say the board, and the Romney board is talking about it, and there may be a change in that process, but I think they were, the board meeting a peak in Canada, because teachers, I think they're part of our community, and it's, and you know what, actually, one of the teaching families this summer, Bill, thank you so much. Thank you, family. Which, I'm gonna say, did not happen before, but I think it's also just good to get a face, a face, see who's gonna be in your school, and I think even if it's proof that we have, like, three interviews with someone that, I'm one of the five candidates each. I wish it's a little bit of face time in the knowledge. How do we find that balance, you know, in that hiring? And I wouldn't say it's something that's good and bad, you know, but, you know, it's in the local hiring. There can also be biases if it's a local kid, you know. But by the time they get to us, it has Kennedy. They are, but, I mean, what we want to always make sure is that we're getting less skills, and we want the right personality and the right match. How do we find that middle ground where we kind of have that vetting? We want that, we want this to match the likes of local community, but we also don't want to have, we want to make sure that they've been vetted by the proper, that proper level of skill and quality. And the we may might not see, I'm just thinking about myself, I'm not as much educated as that. And I'm a big person to make it so they match the community that we do. But I was kind of just, I have seen the calisthenics with that in the long pass, where we had issues about that, where we hired, we didn't hire the best person, I mean, first two person. And that's what I get nervous about, when we need, it's really that professional vetting. I have enough of a check in there that we're able to ensure that we're really, our own personal biases are not really what we're doing. I don't know if this is great. I don't know if I'm being clear with that, but. Cool, but the vetting process, it really occurs by the time we see them, so it's, it's true. You know, it's already been done. You're the last stop. We were the last to stop, and. It's more improvable at that point. Yeah, more or less. I mean, there was, I will say, with this occasion of missing contact, many, many years I've been there, we used to ask for two candidates. And we usually weren't looking at the recommendation was to continue, but in one instance, we did not in terms of clinical future. And it's before those times, I think, right? Yes, yeah. But you're not at it, we're not at it. Yeah, we have the system. Yeah, I know my time, but. And that's right. And, and actually it was kind of a little bit of a poem because there was a generation in terms of the kindergarten teacher and it actually worked out really well. And it was a very good teacher. And he's done a lot of, done a lot of pronouncements, not just, you know, kindergarten. I'm not going to say this, but you would have to do an assessment of any time the board went against the recommendation because you might have got it right once, but you might have got it wrong three times. Well, I think that's the time we really went. But I'm just saying, in fairness. No, I agree. I agree. I can't think of this. Yeah, I'm sure we can. I agree. Okay. Okay. Well, that sets it up for next, next time and we'll have that. How about the script? Okay. Great. So that brings us back to 3.1 or 3.0. Yeah, 3.1, yeah, it's a higher, and Krista, if you saw, ran in with non-forms or all of you. Thank you very much. Is there two here? There's one. I already had the other one. The rest are coming down here. Sooner or later. We're only being asked to do it here. You already had. Yes. So Amy Ethels, she's worked at, she's worked at Eden this past year, but then she was in Spalding for six years, and prior to that, Lairway and the Montenegro as a sub. But Amy comes to us with a wealth of experience, highly recommended for her work with students. I met Amy on Tuesday. This happened while I was away, and as I expressed earlier, we had had a person in the position, and they had already committed to us, and then pulled out a month and a half later, so we had spent the past three months just trying to find a special education with them. But we won't hire if they're not qualified. And we had a couple of others that would say no. That's when someone's not qualified. See, this is only a one-year number. This is a one-year, not a new past July one. Is it a new one? By our contract, we have a agreement with the association that after July one, it's a new one. Doesn't mean they won't continue, but it doesn't mean that we'll guarantee the guarantee of the past this year. And after July one, it's a good plan to stay. And it's pretty common. In Berlin, it's better. We saw this on Monday night, and I'll just say that our new principal here in Boynton, who was on the interviewing, really spoke very highly of this candidate, and she's a great person, except with great hair. Was there a nomination, or are we not? I'm making my change to hire Amy Eccles as a special educator. Wait a sec. Second? I'll second. Any discussion? All those in favor? Aye. Okay, future items? Anything? I have a September, what do you say? I have a September to talk about clean, clean field, I start finally, clean field, clean field, and then also, there was, Steve's gonna bring up a proposal about how they maybe get started looking at, what are the articles they're bringing up. Yeah, articles they're bringing up. I also have to bring my checklist. I wrote down the United Way Governance models, that's probably the easiest one for me to tap into first. And thank you, Seth, for meeting with me. There's actually other websites, I mean. For me, we're supposed to bring any feedback that we might be able to get from their boards on articles. Eric, it's just, yeah, we can try to squeeze that in more. What? Yeah, because it's just a discussion. Right. I'm not gonna take it on there. Okay. Bill, just, I'll speak for me and hopefully, I'll bring forward this other alternative governance. I mean, I don't expect to bring books. It can be a couple of days of summary. Actually, if I know exactly, if I know where it is, if I think I do, but things change on that, I'm gonna be saying more, but that's not it, right? That's going to be some governance. That's what you want to see. See this. There's a, last time on the channel. I'm just getting an idea. I remember the impression will be this thing. There's a showdown, for example, on Desire and Outcome. There's a showdown on Desire and Outcome. It's so, it's similar, so it's different. Okay. If I keep this for another week or so. I have no idea. I'll be returning to the office. See this. Yeah, I actually got a copy of it. I have a title again. You do? Is there another? There's a third copy of it. Yeah, you said you were wearing power. I'll turn mine in. So it'll be there Friday, if you're worth it. Okay. I'll have to bring it, if it's at work. So I'll have to bring it from work and I'll drop it off tomorrow, after work. So it'll be there Friday. Great. Thank you. Thank you everybody. Thank you. Thank you.