Mhm. >> Mhm. >> And that's an increase of just over 3 million from the amendment four. But remember we have the electric bus grant that has been put in. So for the expenses that's 1.62 million dollar
increase. So this just summarized the revenue and expenses we just looked at. So for the amendment four for 25-26 we're looking at an ending fund balance of 4,728,000 which is 8.56%
of expenses. And then for 26-27 we're looking at an ending fund balance of 5,970,000 or 10.22% of expenses. This graph just shows that we're trending in the right
direction that expenses are less than revenue. And this is our fund balance trending graph showing that we are within $7,000 of our highest point which was in 2023.
These are our other fund budgets. So for food service fund we're showing an estimated ending fund balance of 269,000 the child care fund of an ending fund balance of only 2,200
and the special education fund our center programs were showing an ending fund balance of 939,000. So, the next steps for the budget work throughout the summer to get actual enrollment. Wait for the state budget adoption and close the books and prepare for the
audit. We've already started working on our audit schedules and what they need for that. So, try to get a jump on that. But, the audit will be this summer. Um and then we're looking at giving board update your budget updates to the
board in October and January with the first amendment being in December when we have our our updated pupil enrollment and our finalized foundation and categoricals. Just as our final thoughts that the
district must make must maintain continued focus on a balanced budget. We look closely at vacated positions for reassignment and duties and opportunities through attrition. And we wait till we have classroom numbers, enrollment numbers before we
add additional classrooms. So, we will continue doing that. We're working with treasury for reimbursement. It's not really grants, but we call it grants for lack of a better term. Um reimbursement program. And um
then just the fact that there are many variables still within the budget. So, really once the state budget's finalized that will help solidify most of the final pieces. That's everything. Do you have any questions?
>> Did Did we get this? I I just missed it. Or can we get this? >> I'm sure you had it before, but we can Yeah, we can get it to you again. >> I'll go back and look. >> Yeah, we'll we'll just make sure you get it again. >> Thank you. >> All right, next up. >> Thank you. Thank you. >> Thank you.
>> Nice job. >> [clears throat] >> Thank you. >> Just just for the people out there, where was this advertised? Was it Does it >> Um in >> Just for the people out there. I know I know >> Was it Oakland Press? >> Uh yes, it was Oakland Press. Thank you.
>> That's all I Thank you. Just want the public to know that we did advertise it. >> Yes, we did. >> So, we need to vote. We need a motion to accept the budget. >> Not till >> Sabini. So, right now we close the
meeting and then accept the budget in the new meeting. This is just the budget hearing. >> Oh, I see. The budget's on both agendas. >> Yeah, sorry. >> Should we ask for public comment first? >> Yep, public comments. Anybody wishing from the public to address the board? Seeing no one.
Um comments, board member and administrative comments. >> Nothing. >> Anybody? No. >> Yes, great job. I really um I'm looking forward to you adopting both of these final budgets in the next meeting, I hope, in the few minutes. Um but more importantly, really kudos to
the entire financial department. Not only Monica and Crystal, but also to Julie, Sarah, and Juan, who have been working tirelessly to put all these pieces together and I only see more positive things happening with the school later. So, thank you.
>> Thank you. >> Yeah, same. Thank you for all the hard work that goes into that. I appreciate it. What's good and also if our state legislators would do their job please reach out to your state
legislators and ask them to do their job nicely so we can move forward with the planning for our budget for the future. Thank you. >> Okay, are we good? All right. Motion to adjourn. >> Motion to adjourn.
>> Support. >> All right, motion by Marilyn, seconded by Debbie. All in favor? [clears throat] >> Aye. >> Aye. Okay. I did it in four. Now, I call to order the special Board of Education workshop and on June 23rd,
2026 at 5:25. Roll call. >> Beaton. Becker. >> Here. >> Ortega. Fox. >> Here.
>> LaFramboise. >> Here. >> Ortiz. >> Here. >> Hansen. >> Here. >> We have four and five. Five people. Approval of the agenda. Motion. >> That we approve the agenda as written.
>> Support. >> Okay. Motion by Nate, support by Monica. Any discussion on the agenda? Seeing, hearing none, we'll do roll call. Becker. >> Yes.
>> Ortiz. >> Yes. >> Fox. >> Yes. >> LaFramboise. >> Yes, sorry. >> Hansen. >> Uh yeah, motion carries 5-0. Public comment, anybody in the public, in the audience, wishing to speak? Seeing none,
we'll go on to the budget. Can I have a motion to accept the budget? >> I move a motion to move the budget as presented. >> Support. >> Motion by Monica, support by Debbie. Any discussion? Okay, roll call. >> Routine.
>> Yes. >> The problem was >> Yes. >> Becker. >> Yes. >> Buck. >> Yes. >> Hansen. >> Uh yes, motion carries 5-0. Superintendent mid-year evaluation. >> Dr. Williams.
Um each of you should be having in front of your folders and within that folder are a copy of the board approved goals that were approved in February. Uh the district strategic plan points of district pride that I sent to you uh earlier. So if you could see if you could look at the things that each
department felt were points of pride um as we were working on the strategic plan. So if you weren't able to do that in the slide, that information is in there as well. Um and then you will see the superintendent evaluation instruments. I'm going to ask you to um
at one I have the mid-year eval on me. All the PowerPoints are going to be up here on your left side if you want to have that there so that you can see it more clearly than up on the screen. And then the superintendent evaluation instrument that I will ask you to reflect upon as I go through the presentation.
Um this is for the public my mid-year evaluation which is 6 months. Um I'm required to send information ahead of time which I did as well as gave access to files that have data and um items artifacts in there for the the
evaluation. And then the board has an opportunity to send me questions and those will be incorporated uh in this presentation as well. The purpose of the meeting is to share out and ask questions along the way if you feel necessary. I'm going to kind of talk you
through the rubric a little bit too so you can be prepared. Um as for some of you it'll be your first time uh when we go in December and do my final evaluation, which is where you will rate me the three areas. Um, and also to ask me for specific things that would fit in
each area to present to you in the next 6 months so I don't uh fill your boxes with um data on top of data on top of data. Because if you don't tell me what you want, I'm going to give you as much as I possibly can so that I don't miss something. So, um this is what the
purpose of this is for. After we're done, um then President Hinton and I will uh review the information and there's a form to fill out for her and I both to sign that is agreed upon any changes or things that need to be done. For that that is the process. Any
questions before we get started? You want to go ahead? Great. >> Nope. >> So, the first area that we will look at for the public is governance and board relations. And this really area focuses on policy development, goal development, information sharing between the board
and the superintendent, materials and background prepared for board meetings, and responding with submissive board questions and board development. And over the last 6 months, and this could be from January until now, we really worked to continue to work on board communication and relationships, which
you will see in the evidence that I will uh verbally share with you. Um, we uh have looked at our governance practices and learning opportunities. And these have included regular board updates, and for the community, we give board updates on a weekly basis and then a bi-weekly
basis in the summertime. And that also includes a file that gives all the information that the principals have sent out to parents, as well as the staff updates that we send so that the board has an opportunity to review all the items that we're talking about to see the kind of communication that's
occurring. Um, we also uh have this also includes us giving a lot of background uh materials for agenda items, uh uh the renewing of our whole policies, goal setting conversations that we've done both through the strategic plan, the board set goals, and also set my goals, a variety of
professional development, legislative updates that I send, and now also trustee Lefrançois sends them out as well to everybody, so they get double time, and timely response to board questions and requests for information. I'm going to ask you to turn to page five of the superintendent evaluation
instrument. >> I'm sorry to interrupt, cuz you just got started, but just for me, myself, and folks at home, we're evaluating what year? Are we evaluating the calendar year or the >> As I as I stated earlier, and I apologize if that wasn't clear. Um this
evaluates January to June. This is the mid-year to kind of say, "How are you doing on what we would like to see?" And then uh June until December. >> So, it's a calendar not a year not >> Right. And the reason that I believe we chose to go to this one is that when
board members um are reelected, then the outgoing board completes the evaluation of the superintendent, and it gives the incoming board the opportunity to have a year with the superintendent before they have to go through this process, and also get prepared. If a board member
comes out in January, and you are doing it June, they really haven't had the full year. So, everybody that sits on this board will have the full year to really look at the data, and they're the ones that have set I'd like more of this and less of this, or please stop flying in my inbox with these things. >> Okay. >> Which I love to do.
So, if you look at the governance and board relations, you'll see that the areas A1 through A6 include professional standards for educators, and if you look, there's meeting support, developing, and effective, as there's no longer any highly effective for
administrators. So, meeting support is kind of just the baseline, developing means we like what you're doing, and effective means we're doing what we need to do. Then we have goal development. Um, information that, you know, the board gets the
information that they need to, um, they have agreed upon protocols which you do, um, and that so the board can perform their responsibilities. Let me go back to goals. An effective superintendent facilitates the development of short-term goals for the district, which we do in the very beginning of the year,
and then reports that progress to the board and provides necessary financial strategies to meet the goals and budget practices. An effective superintendent with materials and backgrounds uh, means that you give the things that you need to have ideas and make
decisions at the board table. And then board questions, an effective superintendent, um, answers questions in a follow-up to all board members so that all are informed of any question that anyone asks. And then board development, encourages the board by developing um, and providing
board members with information regarding board development opportunities when they arise, and assures that funding is is available and aligned to the board development. So, some of the items that I wanted to review that are up on the screen or back on your PowerPoint presentation, is that this year we
completed a new policy and administrative procedure for the board request, um, and that took our entire administrative team as well as the board to complete that. Um, the My Chip Plan was completed this spring and in August we'll give you some information for that. We did complete our board
retreats, um, we did two of them. The Strategic Plan Committee met, uh, board members were on there as well, as well as community members, and we developed a new mission, vision, and belief statements to be shared at the July board meeting. And additionally, we will share with you at
the July board meeting the focus areas that the, the administration will do up and underneath the vision, and the mission, and beliefs that you develop. I've communicated regularly regarding OSBA conferences, Oakland County School
Board, and as well as other MASB conferences. I've met weekly with the board president as requested, following up on items that she shared with her. There is a system in place for your protocols that you approved to communicate, which includes making
everyone aware of the communications between board members and superintendent. So, in my weekly notes to you, I reflect on what has been talked between the the president and I. There's a calendar in place for you to review on what's going to come up when that you agree upon, and
we'll do it again in January or maybe in the fall. I respond to board requests and copy of the entire board as required by the MS MASB evaluation. You have weekly updates that you get, staff weekly updates. You
develop board goals with the team, and I set up a superintendent time for board members to come and meet with me, of which no one attended. So, these are all the areas under governance and board relations, and I spoke to what
an effective superintendent. Are there areas of concern here or comments that you'd like or items you would like to see as it relates to these strategies? >> I don't have anything. I like how you coordinated it.
>> I hope it's better than before. >> Um Communication and Vision, page seven. >> Oh, that's page seven on that word? >> Yes, focusing on governance and board relations right now with the updates. >> I >> You're fine with the items that I provided you with all the notes and the
files and the things. Does that work for you? >> I'm sorry, say that one more time. >> So, currently, these items that I have up on the screen are the items that I give to you in your board evaluation files as well as weekly files and weekly notes. It's all for you in that drive. >> Right.
>> Are there additional items that you would like for me to show that I'm following the governance? >> I'm just trying to coordinate this with this, which is the >> [clears throat] >> evaluation instrument. >> So, you're looking at page five. >> Yeah.
>> And all of these items are evidence of the things that are effective in the board evaluation and the superintendent's evaluation. So, for example, >> 81 through 86, were all of those is that it? >> Yeah. So, for example, is actively involved in the development and
recommendation of administrative district policies? That is all for you in our board packets that we've done as well as we could I could give you the specific board dates. I that might be just additional things that I did, but you were all there. We all we did them
together and we recommended and you approved the the district policies as well as the board. So, >> Okay. Sorry, I just want to make sure that that is on this one. And the only thing that I would like to see more of is um
it says facilitates the development of short-term goals and provides necessary financial strategies to meet those goals. I would like to see um more detailed plans when you implement a new project.
>> Can you give me a specific example because we presented to you at the June 1st meeting 153 pages of the work to be done with specific budget breakdowns for that. >> So, when um I guess it's not necessarily the the project, but how you're going to sustain it in the future.
So, we opened this community center and we opened it with with grants. And how are we going to sustain it forever with grants or is there going to be something beyond that? That someday that grant might go away. >> Well, I have an answer to that question that you gave to me. I don't know that that's really under governing board and
and items, but I have it under finance, but I also have it under a different place for you. >> Okay. So, you'll So, you'll get to that. >> I did. All your questions are answered in this PowerPoint presentation. >> Perfect. >> Is there additional data that you want here for this? >> Well, I guess I'll have to wait and see.
>> I'm I'm satisfied. >> Me, as well. >> Okay. Okay. The next is community relations. So, the second area of the evaluation focuses on the effectiveness of building trust and maintaining open communication and fostering positive relationships
with our stakeholders. And in this area, it includes parent feedback, communication with the communities, community feedback, media relations, district image and approachability. And over the last 6 months, we have strengthened our
abilities with families with a lot of items going on at Longfellow as well as monthly items through community schools for parents to attend and students to attend. We've had two superintendent meetings, um regular district communications. I've tried to do several
letters going out. Um we've had community We've been in the media several times. If you didn't look today, there was an op-ed in uh the bridge uh that I did regarding vouchers. That was done um representing the school district. Um I've done that many, many times. The
media calls and they know they can reach out to us. And so, we continue to do that. And um we've celebrated staff and students with a lot of social media posts and other items most recently. Um and I respond to stakeholders' his and concerns. We really are trying to be transparent
in decision-making, which is why I requested this to be an open session today, so that community members can see the process that the board does when they go through evaluating the superintendent and the in-depth conversations, and also the legal research-based rubric that is required
for you guys to follow. It's a lot of work for you, it's a lot of work for me, and so it's not just people are doing a checkbox. So, we wanted to make sure that we did that as well. So, I'm going to kind of go through community relations, and if you turn to page seven, the first one is communication with
community and parents, B1, and actively seeks two-way communication with the community and parents as appropriate, which is effective. And I can guarantee you that we all call our parents back within 24 hours, as well as with our staff, and if I can't do it, somebody
else does. Even when there's something that maybe we aren't doesn't involve our school and they reach out, I had somebody email today, and it really wasn't an email that was really for the school. I reached back out to that person by email, and also well, we call as well.
Community and parent input, an effective superintendent actively seeks community and parent input and engages community and parents in goal-setting and decision-making, which boy, our strategic plan, if we just did that alone would be enough for the whole school year as we had parents in each of
those sessions, not only personally meeting, but also in the final strategic plan work. District image, projects a positive image at all times and is a champion for the district, knowledgeable and speaks well for the district. And approachable, is constantly visible
at very variety of events and is approachable by members of the community. So, we're going to talk a little bit about some of the data that we have, but when we look through here, I hope you know and continue to know that I continue to be a champion for Heber Over Schools, and I
at every meeting and place that I am about the needs of our school district. I have constantly reached out to our Lansing friends, Mike Call especially, who always says that he's there for the schools, especially when financially we're in a
spot that we are where they haven't approved a budget. They say there's a framework approved. I've not seen any emails yet, but really speaking about the specific needs that East Lansing needs. So, let's talk through some of those. I have regular communication with parents regarding enrollments, schools,
community, and other community events that we have. There's a lot of them going on today speaking of our new principal that will be moving to the junior high. We really continue to try to be transparent. I think we're way more transparent about security events than some of my peers are in my opinion because no matter what
happens, we make sure that we send that information out to families so that they're aware of them. Parents are given all kinds of surveys. We had a transportation survey that's very useful in helping us to determine, you know, elementary routes that we can develop. PBIS surveys are given to parents as well. And just so we're
aware, this was spoken at a last meeting, we do have surveys that parents, that kids are being given that are on the website as required by the law that doesn't start until the fall. We've had two parent coffees since January that have been leading with the
superintendent. And of course, I will do some more in the fall, especially with rolling out the strategic plan and also talking about our building assessments. Any parent that's requested a meeting has been given the opportunity to speak with me, and this has included large
groups, individual parents, and information is communicated to the proper source. So, for example, I think it's really important that when a parent calls me that they know that we're here for them, but they also know that they may need to go back to the teacher or to the principal to the appropriate person that this
information really goes to. They often times go all the way up to the top, but giving them an opportunity to take a breath and then sending them back to the right spot is what should happen with those candidates. Um regular newsletters are given uh to
um on a weekly basis to our parents and um the communication director sends things out on a regular basis. Events are attended. I attend as many events and schools as possible. Um you'll always see me at sporting events, concerts, extracurricular um when I'm
informed of them, and as it is to the classroom. This is one area that I hope in um August to December, of coming back when I did, um there was a lot of things to catch back up on and especially the amount of things that were on the board
agenda for us to complete, uh the financial reports, the policies, the strategic plan, um taking over operations and maintenance, um which was directed to me. I took transportation over, I took food service over, I took um technology over. Um taking all over
those did not lend me to getting out to the schools as much as I would like during the day. And so, that really is one of my goals. As a matter of fact, the feedback from the staff for my end-of-the-year feedback, which is in your board files that you can see, really said, "We need to see you more in
the buildings." And so, that is something I take to heart. It was also feedback that the principals gave to me uh recently, like, "We need We need your presence." And when your presence is there, it's appreciated. And and so, I just need to be in the buildings more this year. And I hope with maybe we will not have as many um
things to be done in a short period of time is my goal. Um Longfellow Community Center opened with the best for families. The state superintendent came to visit Longfellow and discussed the science of reading, but also talked about community schools. Um we have been asked to uh be on a
committee, which we are, with Oakland County to talk about community schools to help pilot that. It was also with the hope that this will be a framework for the entire state and somehow funded, which would give you long-term peace for community schools, trustee voice, which many states have this as
part of your capture with state funds. And if you are a low-income district or we're a four out of six, then, which six being the most needy, we're a four, which is how we get a lot of these grants, um then you would get
some dollars put aside if you do community schools in your district. And so there's some push at the state board and in part of their strategic plan to bring alive community schools across the states because we know research tells us that makes a difference. A healthy family makes healthy students.
Um and so the state superintendent came to see that work the work that we're doing in Oakland County. Um I was a president this year of the Oakland County superintendent group only because I've been here so long, and next year it'll go over to the next seniority person, which will be West Bloomfield, but I'll still be on the executive
committee. We do greeners on a monthly basis and hoping to have a more permanent solution in our district. Um uh we do very a lot of parent engagement events. I serve as the treasurer for the Hazel Park Community Coalition. I'm a board member of the Promise Zone. And parents
have been invited to our strategic planning workshops and survey participation and in in person tonight. So, looking at what an effective superintendent needs to do in the area of community relations, what additional artifacts would you like between
now and December to show my effectiveness in the area of community relations? >> I don't know if you can provide the artifacts, but um we we do a lot on Facebook. And I'm old and don't go on Facebook a lot. And so I was just wondering if there was
other places we can expand I mean I know we do the I think it's It's bi-annual magazine, and >> So, we are on Facebook. We are in the newspaper. If you look, we have an enrollment section in the newspaper as well. All of our graduates were in the
newspaper. Um we've had many articles uh since I've returned in the CNG newspaper that I agreed to be a part of. We've been in the Detroit Free Press. Um Chuck and we can pull all of those for you and put it in the file. Some of them might be >> I don't know if all of them, but a couple would be nice.
>> Okay. We will um make sure that we give you some more media articles that are out there as well. Um Yeah, unfortunately, social media is how we gain our gain the attention. And then our magazine, I would like to have it three times a year. That's a tough lead because some
of the positions that we have still deleted. I know there was a conversation last time is we have a half-time communications director and a half-time athletic director. And Stephanie's lost a position as well. And so, some of the things that Chuck did, we're asking him to do the same. Even though he has an assistant, that assistant was there
before. And so, I would really like to see how we can get it at least two times a school school year, but that is one of the losses that we had by cutting that position. Anything else other than some more articles? And I do have a sheet that's started in there by the athletic department boys that has the links to
the the Facebook pieces um that Chuck did for me as well. And uh they used to be in my weekly update to staff, all the things that we did. And he was not able to get that either cuz he was in the athletic department. So, we can ask him to try to get those in there as well. >> [clears throat] >> Okay.
>> Anything else for community relations? So, staff relations, um and this is an incredible focus that is uh very much important to me because we are successful when we have good relationships and good culture in our schools. And this is uh my effectiveness to build
positive relationships with the employees, fostering open communication, supporting the personnel decisions that our building principals have set up to our HR director, and maintaining a strong collaborative work environment. And these include staff feedback, which we do staff feedback for our
administrators. Um you are given my feedback. Uh the mid-year was given to Trustee Fox and uh Trustee Hidden mid-year. And then my other feedback that was given to them was also put in your artifacts that are under staff relations in the file that I've given to
you with artifacts. Um personnel matters, delegation of duties, and we'll talk a little bit about that. Recruitment efforts, negotiations, labor relations, and builds visibility throughout the district. You know, in the last 6 months we've really worked on strong relationships and regular
communication. Um I've asked my administrators to be out in the buildings since I was not able to given the other things that have to be done. And they have made frequent meetings. Even Crystal's been out in the buildings picking up deposits as well. So, just so the central office space is out there
and so they just um given the fact that I wasn't able to be there out as much. Um I work closely with my administrators to address personnel matters. Um but also this administrative team has been in place for a long time, so I continue to hand over items and things for them to do when I take on uh more items um in
my office as well. Retention efforts are um strong for us as well. And um we are appropriately giving our building leadership items to do and uh we are also coaching through. Um so, I'm going to talk a little bit about this.
Um if you turn to page nine, we'll go through the staff relations as required by the rubric and read the effectiveness. So, one is staff input. Um and that is an effective superintendent actively seeks staff input and engages
staff in goal setting and decision making. So, our staff is actively involved in strategic plans. As a matter of fact, two of them were in the administrative portion of and were invited to work in on the strategic plan. As well as we have many committees across the district where our staff
being able to provide input. The professional learning committee as well as um um We also have had them in they had their own input here. They also received their input on the work to financial input that we did on zero base budgeting.
Staff communications constantly keeps staff informed of all important matters. I think they wish that I keep them informed of less important matters because the update that the central office team gives to them is comprehensive and hopefully it helps them to have all those things in one place and not
receive constant emails through the week but receive that in there. Uh an effective superintendent on personal matters are handled with consistency, fairness, discretion, and impartiality. Personnel procedures are regularly reviewed and communicated to the staff and updated as needed.
The board just updated all new policies and so we will be sending out new a new handbook for the staff handbook in the fall and we'll be working on that over the summer time. Um delegation of duties um an effective superintendent delegates responsibilities to staff that will
foster professional growth, leadership, and decision-making skills and we can talk specifically about our central office has really stepped up on taking items that I've done in the past so that I picked up some other items so that our business office did not have all of the operations on the plate.
Professional uh recruitment a effective superintendent has a formal recruitment and hiring process and it's fired hired and used for each hiring opportunity. Um actively recruits the best staff available and encourages their application to the district. Um I'm just going to laugh a little bit but I had to
take an Uber to pick up a rental car one day and not only did I recruit the Uber driver's daughter to bring her son to the district but recruiting her to apply as well. So, it doesn't matter where you are, I always am like, "Eastpark is a job. Let me tell you about it." Um, and we talk about that. Labor relations and
bargaining, we have nine units. So, an effective superintendent proactively works with union leadership to build relationships with staff groups and establishes trust and effective sharing of information in the bargaining process as appropriate. Our bargaining teams uh, feel very strongly about our central
office team and vice versa. Um, even yesterday before we hired or we had the tran- transfer of our early childhood person to middle school, we called our union leadership to have that conversation. We are on that kind of phone calls on regular basis to make
sure that we're communicating those um, information to them ahead of time and that they're comfortable. We also meet, you know, with our union leadership on a week- bi-weekly basis for MEA and part of the negotiation will show us meeting more frequently with the other groups as well. So, a lot of
meetings that come on um, with the union leadership. And then, visibility, consistently an effective superintendent consistently visits buildings, classrooms, and attends special activities. So, um, some of the information that I have shared with you is I've given you the mid-year and final
year input from staff that's been given directly about my performance. Not all good. And I guess part of that is is that if you have 100% perfect, then you're not doing your job because you're I'm not trying to be everybody's friends, but I am trying to support them and implement the policies as governed by the school board. Um, staff
celebrations were celebrated and communicated with the staff and the community, whether that was teacher of the year, um, we had some individuals that um, received a grant and we went in there as well. Um, paraprofessional of the year, support staff of the year were in there as well.
Um, the employee handbook was updated and shared with the staff. Um, and then we will be updating and sharing that again. Staff have been invited to curriculum committees, resource selection committees, building leadership committees, PBIS, social emotional leadership, safety, and professional development committee to determine the
things moving forward. We also are going to bring the district leadership team back. One of the items that we've talked about in the strategic plan, and you'll hear that in in July, is that it used to be that the staff from the building were able to be at a district meeting on a weekly basis. I don't know if we'll do
it weekly, early in the morning, and representatives came from each building. The purpose of that is that district conversations occur. They take it to their building leadership team, and then their building leadership team takes it to the people in the building, and vice versa. So, there's a constant piece of
communication where decisions and things are happening, building better relationships with our staff. So, that will start in the fall. Um teachers are developed through grants came for school, and we're excited to say that um we once again Dr. Dalmau
wrote to extend the grant, and we received $300,000 $300,000 for the grow your own. Um so, we we didn't think we would get it, but we did it again. So, super excited for that grant to continue so that we can grow
our own staff here and give up opportunities for people to apply to become teachers and pay for their schooling. >> Another quick question, sorry. >> Yeah. >> Um grow your own, is that just for teachers or is it for other types of staff? >> It's for teachers. >> Okay. >> Yeah.
We also though did a social work grant where we were able to pay for interns um while they were interning here for social work and site, and um they were given $15,000 a year to work as an intern for us. So, those kind of things as well, we continue to work really hard
to get those grants. Um so far, teacher, secretary, and administrative negotiations are completed. Um and our administrators this year had the opportunity to come in and be a part of that. In the past, it was really just HR, but Dr. Donahue got to come in, Dr. Fazzini came in.
Um, we have Crystal in there as well, and so we've given more opportunity for individuals to be part of those negotiations and have a voice about what's happening at the um at that level. Um, we still have early childhood, paraprofessional, custodial, maintenance. Um, they're started, but
they're not completed. Paraprofessionals are pretty close. Custodial maintenance has been taking a little longer. They're doing a total refresh. And early childhood, I'd say I hope we have it before school starts. Um, we're looking for dates still for our central office two new unions. Um, and once we
get those, we'll keep you updated. We send weekly updates to staff. We had a secondary grading task force where people got to come in and say, "Hey, how are we grading and what we we'd like to do differently?" And we'll be presenting that information. We've had math work groups this year, ELA work groups, a professional learning task force, and of
course our wellness uh committee met and those schools have been established. So, for staff relations, is there anything that you would like to see that fits under the rubric that you feel that I haven't given to you? >> You know, uh staff relations and
community relations both have the third-party survey data. >> Yes. >> Can we see that? What like what questions are on that survey? >> Oh, we can certainly show you what the PBIS information is that are given on a yearly basis. We certainly can give you that culture and climate. Yes.
>> Okay. >> We can do those survey questions. Anything else? Other artifacts you'd like to see? >> Anybody? No? >> The fourth area of focus is business and finance, and this area examines uh the superintendent's effectiveness to ensure
district financial stability, the responsibility stewardship of resources, alignment of financial decisions with our strategic goals, and review of um budget development, management, budget reporting, financial controls, facility management, resource allocation. Over the 6 months we've really focused
on our district financial health through the budget planning that we did. Well, all of our administrators were involved in that. You had an opportunity to be involved in that and it ended in a 150-plus page plan for the year. We've worked very hard to do that at the same
time and was also listening to the voice of our administrators and keeping on our normal time frame of doing staffing. So, it's been a little overwhelming for all of you, but I think you have a good sense, right, of some of the financial pieces. I've also, as I mentioned, been overseeing financial
assess- facility assessments. I completed the food service um uh items as well as um a little out of my comfort zone to prepare some of the bids that had to go out there as well, but we did. Um so, if
we look here and turn to page 11, an effective superintendent, number one, on budget development and management. Budget actions are proactive and consider the most current information and data while also planning for long-range needs. A balance is uh sought to meet the needs of students and remain
financially fiscally responsible to the community. And I I believe we did that in several ways for you this year uh with some of the data that we'll talk through. Um uh And additionally, I just want to remind everyone that when we do a proposal for
you, we can match that proposal to where that's coming from the budget, as well as what strategic action that follows, so that you can link every decision made back to the strategic plan. Budget reports, an effective superintendent, reports to the board
concerning the budget and financial status on a regular basis, monthly, quarterly, as agreed upon by the governance team, and we have in fact done that. And I would say when you go up to the other one and talk about the the most current information, as we know, we
just approved a budget. Tomorrow, if the budget was approved, all of that goes out the window, right? And we have to readjust our budget going forward. Because of the fact that the state of Michigan does not appropriately approve their budgets in time, school
districts are made to project what they think it will be, which is why we have to revise our budget so many times. And often times, you find out about things after you've approved your budgets inside our zone. Um the budget we presented today is in one
moment in a time. It is a draft, and I always want to remind you that because if things are taken away or not given to us or we receive a new grant, all of those things have to be changed and um moving forward. Financial controls
promotes appropriate financial controls including third-party audits, reconciliation of audits, and is up-to-date with GAAP and state accounting procedures, and maintains internal controls. Um that will be part of the audit that comes up that will say whether or not we did that for this upcoming school year.
Um uh effective superintendent has a facility management plan in place and it includes current status of buildings and the need to improve facilities in the future with a projected plan to secure funding. And an effective superintendent, resources are distributed consistently
based upon district goals, needs, and seek to meet both the immediate and long-range objectives. So, we approved a new audit firm this year, and we have been working um consistently with that audit firm since we approved them. We additionally um I'm
paying attention to the as new items are uploaded in the system. I never had that before last year, and so I can see as they're progressing and getting that information to the audit firm. So, that's a very operational task for me. We completed the zero-based budgeting presentation and shared that with the board. That incurred at least almost
weekly meetings, several hour meetings with the business office and myself and central office administrator or administrators. So, um I believe that's a great feat that's completed this year. On the buildings ground, I took care of transportation, of which um I did the
bid for um the buses, um which we uh got the two buses and we're getting the third uh bus um with the three buses and we're getting one more. I did the food service bid where we successfully bid it out. It's done once every 5 years. I hope to not ever do that again.
Um and we retained Chartwells. Um and there's a lot that has to be done through the state and through the ISD and back down again. Um and so I've overseen food service. I'm also overseeing technology um as well as um overseeing buildings and grounds department where um I've
completed the bids for the carpet uh at United Oaks which is really tile and was actually fantastic. You should visit. Um the doors which we're waiting to come in. Um the chargers that has been done and awarded that will come to the July board meeting for the chargers to complete
chargers to be completed by November. Um I don't even know what else. Uh the food service bid was well it's right I'm repeating. Floor bid the floor bid. The three-year plans. We have three-year plans for operations and maintenance, technology, sinking fund, business, curriculum, special services,
um community schools. We've had financial reports available and we changed those based upon the board's request on what they wanted those to look like. Um facility and academic assessment is occurring and that will hopefully lead us to discussion about whether or not we
want a bond to fix our facilities. And a reminder here that we participated uh before I uh was out for a period of time in the state infrastructure grant. We're doing this now in the state infrastructure grant indicated over 180 million of operations and maintenance
facilities that needed to be done in the Hazel Park schools not to include desks and other items. These were just basic roofs, walls, HVAC, windows, safety doors, etc. Um, financial reports are available at
every meeting. The facility and I I'm repeating. We came up with your list for your annual review of your software and programs. I think that can get better next year, but we did get that done in the meantime period as requested. Um, we had annual review for teaching and
learning uh for you guys as well with all the items in one fell swoop. And we received this year over 4.2 million dollars in grants and we have a a positive fund balance that we're ending with with an increase of about 5%. We also will present to you at the July
board meeting um a goal of uh at the end of this year getting to the 10% fund balance as part of our strategic goal under operations and maintenance um and so we will be presenting that to the board um as our operational focus um as well as, you know, putting a
committee together to implement the buildings and grounds maintenance. Is there anything else that you would like for finance or buildings and grounds in the next 6 months that would be in front until December? >> I just want to reserve the right to email you stuff later
as I study this out in more depth. >> Well, you certainly can uh do that, but that's why it's done ahead of time and questions are answered because technically um President um Hitchens and I should uh be signing off on the agreed-upon things
that were done as a board of items that are requested that the board is suggesting that I do. I certainly um want to improve upon the items that are needed, but I also want to remind everyone that your board of governance and policies and I am operational. So, I'm
I'm respectfully going to try as much as we can at a board meeting, but please always email me and I will let you know I will respond. And I'm trying not to do it as quickly in the summer time by taking my Fridays off occasionally. So, that's fine. I will. Other items for finances?
>> Nope. You know what? I I read the artifacts listed out here and and we have a lot of what they say we can ask for. So, it's kind of hard to ask for something. >> And there's more that I'll go through the rest of this document to give you some ideas. So, instructional leadership, I mean I like to pride
myself that I'm reading and giving you the artifacts that are done and that you requested and we'll also go over my goals today. So, instructional leadership really is the most important center of what we do and it really evaluates my effectiveness in the supporting and teaching, learning, developing leadership
capacity, and ensuring that they have access to high-quality educational opportunities. Uh this includes our performance evaluation system, uh building uh level leadership that we have, which is absolutely fantastic building leadership that we have as well as central office, the staff development
that we have, our school improvement, our curriculum instruction, student voice, which we have support for students. Over the last 6 months, we continue to work to strengthen our instructional practices. As you know, we were one of the first school district to do the science of reading and local compounding because we
knew that something needed to change and we are seeing the gains in growth, not proficiency in growth, that we are working on as we know that there is a reading and math crisis across the country. We're working collaboratively with our building leaders to support these initiatives and continue to have
instructional practices uplifted through the evaluation process. Um Let's talk a little bit about that. So, if you turn to page 13 uh an effective superintendent has a performance evaluation system and we
have one that complies with the state law. Not only do we have to do this here, but we also have to do this for our teachers um as well and that is on the website. And so, a performance evaluation system has been established that is in compliance with state law, provides opportunities for growth to instructional staff, and is applied
consistently across the districts with consistent results. Individual development plans are provided to staff rated as less than effective. The building leadership level, principals are provided uh defined autonomy um that is consistent with leadership and with their building. Staff development,
an effective superintendent uh staff development programs are offered based upon available opportunities that are targeted towards staff growth and increasing student achievement. So, we're not just offering fun times when we're doing their building meetings or we're doing professional development. We're really focused on teaching
strategies into their areas in which they are able to get feedback on. Uh school improvement, school improvement MyKip plans are in place at all the buildings. Well, they don't have MyKip at the building anymore, so this really needs to be updated. It's a district-based plan, but we do have some
plans that have to be done to a couple of at like Advantage and Invest for improvement. Curriculum is in place and aligned across grade levels and in compliance with state standards. Instruction, every effort is made to accommodate diverse learning styles, needs, levels of readiness. Technology
is used to enhance teaching and learning. Student voice and that we seek the student voice through engagement of students in goal development, decision-making. And finally, knowledge, demonstrates knowledge of current instructional programs and is able to discuss them. Participates in professional groups and organizations
for the benefit of the district and personnel professional growth and holds and maintains the appropriate superintendent certificate. With that in mind, um we have the summer discovery that we were some of the first ones to do that with the programs are providing not only
academic before support, but also after school support with our summer discovery grants which is over a half million dollars. The student system of support which we've shared with you over and over again which really is the focus of the student is in the building not only will we sustain
them academically but social emotionally with mental health services. We now have Oakland County Oakland Connect that brings those supports to our families and to our students as well during the school year and outside the school year. Math coaching work. We really focused on
our math and you'll see some of that in my discussion with you in a little bit as well as well as in August. We have student leaders at the board meetings as well as when we did the strategic plan our student leaders had an opportunity to give feedback about where they'd like the district to go and they certainly
let me know through personal emails that comes to me quite often with the items that they would like to change including but not limited to cell phones, off campus lunch, and dress code that they would like to change. We were funded and we're one of the few
that were funded for 35 31 and 31 N which is the Orton-Gillingham Foundation skills and morphology training for 6-8. This is a piece of the science of reading that we believe if our does not get approved will show that we are doing
scientifically based reading because we are doing those programs as well. We have our first group of early middle college. I believe the last what 10 students? >> Yes, approximately 10. >> Approximately 10 students will be going to early middle college and can I tell
you I play softball with some students on Friday nights and they're telling me all about it and super excited to to attend. So, it's a really nice. We focus on vocabulary and informational text in are signs of the reading training, and you will see that in the data when Dr.
shares that with you in August time frame of how that specific focused in work on vocabulary and informational text has increased across the whole school district, and Dr. Kaminski shared that with you at the last meeting. Um the teaching and learning coaching
and math, I did that twice. Oh, I am equally doubly as excited about that work. Um 25% increase in the graduation of special ed. Um uh before this year, we only get You have to understand the state reports for 2024-2025 just came out. So, that data
we are sharing with you now because in the last evaluations they were 1 year backwards. Increase in the high school graduations of students for the 2025-2026 school year, only two students between Viking Virtual and the high school did not graduate. Now, a reminder, I don't know where
that'll come up in the wash because what Michigan does is they don't celebrate who actually walked across the stage. They go back to that cohort, and if anybody dropped out along the way or anyone uh transferred and we didn't access that properly or they didn't tell us what
school they went to, that counts against your graduation rate, but in my 11 years, I've never been at a point where we've only had two people not graduate in that group. So, kudos to our high school counselors, um our central office staff, our coaches, instructional
coaches that have been working really hard on that focus. But, we also saw an increase in graduation in Invest, which traditionally has gone up every single year with a record number of graduation students. I know you guys were there. I was not able because my daughter was graduating. And um also uh we saw a
record number of students at Advantage. So, a lot of focus is being done with some of the coaching, and I have to say also with some of the support from the Promise Zone that's given to us as well to have that focus on kids on where to go next. It's pretty exciting work. Um schedule supported by coaches and coordination
during grade level department meetings. Our junior high had regular department meetings through their work. Um uh that they uh were doing as well as our high school head department metal meetings. Um we gave them sub times to do that as well. And so our coaches and coordinators
uh that is normally done with Dr. Kaminsky's role and Dr. Dominus' role, but we cut that position and so these instructional coaches have now reached out their piece a little bit more to help support those meetings. Um Dr. Dominus did instructional walk-throughs with building principals to monitor and
improve the implementation of the curriculum and instruction and also to make sure that they're seeing. We hope we years before we would have um different principals walk and do evaluations together so that they could see what each other sees in the buildings. We'll be bringing that alive
next year. Um we also every building leader had a coach and mentoring that is required of new administrators, but we do it with everyone and have been doing that for years. And then uh we provided uh professional learning institute days with a curriculum and instructional
focus. Um and some of that data is for the middle school districts as well. Is there something else that you would like to see that fits those areas that uh effective superintendent needs to do that you would like me to bring to you
in the next 6 months? I know we're going to be bringing you things even if you don't ask for Um those will be coming back. Development has a lot of data and I'll also talk about some data that is updated in your book as it relates to Acra so that you can kind of see the work that's happening.
Any questions on that rubric before I move into the goals and then answer the questions that was given by a trustee. Okay. There was a Oh, I did a paper. So, when you establish goals for the superintendent, that's done at the very
beginning. And if you read through this and you can turn to page 23 and 25, it talks about goals and how they're developed and how in 25 has all that evidence that another
idea is evidence that you would ask me to do as well. But on 23 it talks about the process for goal development is to identify the district goal, priority or indicator, the student performance data, the student school, superintendent school, superintendent support. So, that
was a discussion that we had back in December and January, which was not approved till the February 2nd board meeting. And then what some of the questions they encourage you to ask is what will you see next year towards the accomplishment that we don't see now? What measure will we use to know what the difference represents meaningful
progress? And so, these are the initiatives of the board that we are doing to improve that that we do this. And then you allow the superintendent to track those goals and bring them back out, which we did and we talked about them in a committee of the whole on 1 12, of
which then were brought February 2nd. And the board approved and agreed upon them. So, let's review those now. So, the first goal was that you wanted to see a new strategic plan and that I would work collaboratively with MASK, which was the chosen board
organization, to develop a comprehensive calendar of events, which was done. And all of those were sent to you and invited to you, unfortunately, right? And complete the district strategic plan. We completed our plan goals. Our my evaluation was we had to complete the
strategic plan goals by June 30th, of which we did. Finalize all the strategic components by August 1st, which we will have to you at the July board meeting. And then to conduct quarterly reviews in September and December. And so, really when you
Ruben in July, there'll be very little quarterly review for you in September because it'll be so school would have just started. We'll go get to you. So, in my March update to you that I provided on a regular basis, a staff and community survey was completed and shared, placed in the
weekly staff, board, and Ed Council update. They 25 members um participate asked to participate in the April strategic plan goals. And the June update is that the strategic plan session happened in May with board, staff, and community members. And um on
June 16th, administrators and staff met to develop the strategic components, which will be presented to you um in August, but it will be presented in July. So, any questions about the strategic goal or changes? I'm not sure what we would change with the strategic plan because your job is
to approve it, and then we do all the strategic components of it. >> We're good. >> Okay. Goal two is cyber security planning. Um for the communities' um information, that one of the areas in our audit to be
um improved upon was um cyber security. And so, we underwent um an agreement with a cyber security um program that's helping us develop a plan. And so, uh by February 2026, we were to complete an assessment of current practices, and
that was done in February 2026. Unfortunately, that cannot be a public document. That needs to be kept in private due to security purposes. Participate in monthly meetings as outlined in the contract through December 2026, and we are meeting monthly with the cyber security team.
We meeting I'm there oftentimes, but also Brad and his team are there at that meeting, which is really what's important, because while I'm there and I'm listening, uh I will not be providing those cybersecurity strategies. That is probably one weak spot for me. I'm not going in and doing
any programming or doing any of those pieces, but they bring those back to me and we will bring to you some information that by December 2026 we'll have a disaster recovery policy. And that by December 2026 we will support the creation of a district-wide
patch management process, which we believe will be done before that time. Our March update is the assessment was complete and our June update is monthly meetings are occurring. My guess is we'll probably ask you to continue with this. Cybersecurity is so important to school districts and having them
continue to look at our information and help us grow, I think is really what I'm learning is going to be more than a one-year process. Any questions about the cybersecurity plan goal or data you would like to see? >> No. >> One more time. >> Okay.
Third is policy transition and alignment I was asked to do and the superintendent will support the completion and implementation of updated policies and procedures. We have presented I needed to present updated policies to the board for approval by March 2026, complete
updated administrative procedures by July 2026, align the student code of conduct with new policies and procedures by September 2026, update the student handbook to reflect the new policies by September 2026, and update the employee handbook by September 2026. You did give
us an allocation to work with our attorney firm. That still is a lot of work that we have to look at. As a matter of fact, Dr. Dolan, Dr. Pazienza, and I next Tuesday will be working on the student code of conduct and the student handbook
to be made forward. So, the March update is the policies were completed by February as requested and the June update is that our policies and administrative procedures were completed before the requested July deadline, and we'll have other items in the at the August board meeting.
Any questions or requests for information here? I would really be remiss if we didn't talk about the fact that the board protocols need to be worked on with the entire board to look back at that and to align with our policies and make determination to make sure that communication protocols the calendar and
those items, and the list I think Miss LaFramboise, I think I've asked before and I'm going to ask again. I think you have a list of things that weren't in the policies that you were wanting to make sure we say we put in the protocols. If you have those lists, please share them with me so that we can make sure that all of those are
addressed with you. Any questions on and my fourth goal, but I'm not done yet. Is the financial strategies and improvements that will support the business office in strengthening financial operations and ensure timely and accurate reporting. And we agreed that I would ensure a
timely audit by October 2026 at the regular Board of Education meeting, and we are on that path. Um their business office is doing a fantastic job of submitting and I the auditor promised that they would call if something's not done on time. This is um something that we'll see kick up a
little bit more in August. And support the off the business office in implementing the financial procedures in February with the ISD and the board appointed consultants provide quarterly reports March and June, which we did, and we'll provide more sup uh reports in September and December. And I just again
want to applaud the work that our building administration did and our staff did in coming to meetings and that our central office team did to complete the consultant work that was done. Um kudos to them uh in and hard work that they did in it,
and it showed that they really knew what they were doing. Support the completion of negotiations for all all point groups beginning in February 2026 and provide quarterly negotiation updates to the board. We've been providing you updates and we will continue to provide you updates as
new information comes available. And to investigate enrollment trends, changes, school of choice by building, gather stakeholder feedback through a survey and committee, and communicate to stakeholders no later than November 2026. After the ice work out, we will ask um
the board again to do the enrollment study, and then we will have two enrollment studies with feedback to look at the enrollment trends, get greater conversations. I think this also this um talking with stakeholders is also going to be important to go through as we look
at what do we want the future of Hazel Park to look like. Here's all the building assessment needs and things that we have. Here's the dreams and wishes that the buildings have to make better academic spaces. And get group of stakeholders to be a part of that. Here's what enrollment looks like. Here's what our buildings look like.
What plan do we want to work through next year to continue to move forward in Hazel Park and provide the best safe and secure environment we can. Um so the RFP was completed by March. March business office was updated. Teacher and early childhood negotiations were
started. And as of the June updated, the board appointed consultant work was complete with positive feedback and a fund balance. The June report completed the board with the updated positive fund balance. Three groups of negotiations completed, teacher, secretaries, administrators. Enrollment trend
research was completed with the consultant and will be completed again in the fall. What other data would you like for me to provide to show progress on our goals regarding financial strategy? Anybody? Okay. So then I am
um assuming that my what I've given to you is enough uh centered around my goals, and I will continue to do as such to give you items that I think address that. And through my meetings with President Hitchens, if she feels like I'm giving too much or too little, she will surely let me know. Um
or rather let me know instead of surely let me know. So, here are some of the board questions. Regarding art, is there any news on this being included in the approved curriculum list? >> No, there's 15 curriculums to be approved. I've had extensive conversations with the state superintendent as well as with people on the state board um
that there is some rolling. There's also a new literacy committee. I did get an email asking me to apply at the state level to be on the literacy committee. It doesn't mean I get on. It just means I got an email asking me to apply. And so, I did apply to be on the state literacy committee. That's moving literacy forward in the state of
Michigan. Um we are additionally using Orton-Gillingham, which is on the approved list, and other items as well. And uh we're in a note that there's been some word changing, and we'll see how it comes out in the wash that you can if
you're using uh scientifically based curriculum that's developed within the district that it will be approved. So, as always, they put things out. They soften up when people are concerned. And quite frankly, I think the most important thing that you should know is that this art is approved in many of the
districts like Mississippi or in many of the states, Mississippi, Missouri, 20 school districts or 20 states that have scientific reading and are doing considerably better than the state of Michigan in improving their reading strategies. So, um kudos to Dr. Donahue and the reading
committee that researched this. Um if we have to make a change, we certainly will, but that would be millions of dollars, and that's a conversation we have with the state superintendent and our legislators that if you're telling us what curriculum to work when we have a scientifically based curriculum, then
please make sure you fund the changing of those materials and supplies that we have to do to change. And so, we'll continue to go with that conversation. Um only included one section of the entire rubric. Yes, we did, and I apologize for that, but it was shared with you in your
evaluation document, and I gave you a new one here, and sent you one after that. So, I I did get that to you. >> [clears throat] >> Regarding the teaming method at Hazel Park Junior High with the resignation of Julie, what is the plan to continue with this program? Teaming was was done as a best practice. Those of you who have been here know that. The second year I
came, I sent a group under the leadership of Tammy McHenry to go to the national middle school conference, which we should have more people go to. But, in the state of Michigan, they don't approve tea- they don't want teachers to go to national conferences through grant dollars. But, we did we were able to do
it that year, and they started conversations around teaming. It's taken us this this long to get the staff and around that. And so, we didn't have it there because Julie was there. We had it because that's good for kids. And so, we will continue with this program as she
said, 2.0. I was in that building today speaking with Sheila. We've talked to the new principal, and it is our full intention to continue on the teaming. Plus, part of the negotiation around the grievance that was because of the schedule that was presented in the spring before I came back, and the
schedule that was implemented were two different schedules. Therefore, a grievance was scheduled, and part of that grievance was agreement that we would keep the schedule at least at least for 2 years. And so, at least for 2 more years, and then of course, we can reflect on what's working, what's not working. But, in the meantime, that
schedule will remain the same. Regarding the curriculum, there's no growth data attached for evidence. I'll just show you that in a minute. But, growth data is presented in August from the spring. If you were talking about what the growth data was for the district, it's 3.5 for all district
administrators. And how that works is that um Frontline produces the growth data for each specific teacher and the building principals get all of the growth data um, and average of that. So, if somebody got a four, somebody got a three,
somebody got a 3.2, somebody got a two, the the number of evaluations that are done are averaged and that's the growth data in that building. At central office, the whole school district's growth data of those that were evaluated. And remember, um, only about half of our teachers were evaluated
because of the change in the law to the three years. Um, then those are all averaged together and that data is 3.5. So, in my area for growth will be a 3.5 and that is everybody's growth of what they scheduled in their buildings in
collaboration with their principal. Um, I will show you in the folder is the growth data from uh, spring to spring for Akron and I will show you a piece of that in just a minute to give you an example. And then, um, so, the 3.5 is what we'll go over in
both areas for superintendent evaluation. Regarding Walmart, do we have a plan to sustain this if and when we no longer can support it with grants? Well, uh, where there's a will, there's a way. There's a lot more grant funding that are going and we already are talking um, and have a meeting set up with me with
Walmart to talk about um, the grant after the 2017 fall year. However, Oklahoma County Health has one that's five years that started after our grant and so we know that Walmart has already funded them and we know that we're the pilot for community schools and so it would only make sense that we're going
to have to fund it in order to continue the work that we're doing to see the pilot results. So, I will keep you updated on that. Walmart has been very good to us. They gave Stephanie a grant to do some more work. Um, I think there's been talks that Walmart is going into some additional funding for schools, uh,
poverty. Um, we are fortunate to have Walmart, um, in our back pocket, um, working to improve students in Michigan's needs. Um regarding bussing, are we getting a plan for the additional two more elementaries and a cost analysis of the one that's
they're currently being used? And so, yes, we have a plan. I met with them today and um they looked at the people that 35 people that responded um and they are reaching out to them and then we will put a plan out to family members of the bus stops that we would have
initially and ask parents to contact our bus garage if they would like to be dropped to be picked up and a reminder for the audience. What will happen there is that they will if you go to Webb and you live in Webb, you can take a bus stop in Webb. If you're out of the district and you're going to Webb and
you want to you want to be dropped off at one of the bus stops that are bussing into Webb, you can do that as well. But if you live in Webb and want to go to United Oaks, we're not bussing you to United Oaks. You need to go to your home-based um building that you're in. Same thing with United Oaks. If you live
in United Oaks area and you go to the United Oaks area, we're going to get you there. However, if you live in Webb and you want to go to United Oaks, you can make it a United Oaks bus stop, but we're not making a special one for you by your house in order because you want to go to United Oaks. So, that's part of
the agreement when we let you go to different schools. As far as what is the bus cost? So, what was planned in the budget presentation that we gave to you um on June 1st was $75,000 for the bus and $60,000 $62,000 all in for the driver. Now, that is not
what it costs to do that. I didn't get a chance cuz I was doing some other things today. Um 2 hours of the day of that bus driver that we have already currently is charged towards Webb. So, we purchased an additional bus that we were going to have to purchase anyway
in order to um roll our buses through. And um so, 2 hours of an 8-hour day which would be 0.2 is the cost of the driver. So you take .2 of $60,000 and that's the cost of the
web route. Because our bus drivers just don't drive web, they drive other items as well. So we'll look at how the transportation goes as well. You remember we're having kids going to early middle college that are going to need transportation. Other items, the
fire captain they need transportation. So we'll keep you updated as we move forward. Regarding student services, there are great statistics but according to our training we can only use things from this year. This is the end of the year data that that we have. I gave you a
whole presentation regarding that. I guess I would say what additional data would be helpful to understand student services because this is the data that we have from the state and you can see all of this data in my school data. Um
the discussion for items to collect, student center plans for improvement of test scores. I'm not quite sure what student center plans are. We can share with you the intense work that is done through student system of support. We can't give you any student plans but we
gave you a presentation on what happens in those processes and steps to go through there. Our buildings have weekly meetings that talk about students that have needs that might have been passing an IEP needs and have 504 needs and we have a um we can go back through that
process. We did do a presentation for you this year but as far as student center plans, students that are in need does have those um and that's your MTSS as well for student system of support and I'm going to bring up something in a minute. Our
written procedures regarding process for accepting out of district students, that sits in the school code of the process that you have to do and where might it break down and how to improve it? Um well, we could improve it by not following the state code um, because we do have know that
individuals do that. You could limit the number of students and say that they have to come in by a lottery and give guidelines, but when you have open enrollment in the county and out of the county, you cannot accept them if you can refuse them if one, they've been suspended
within the last 2 years. If they've not been suspended, it doesn't matter how many times they've had a detention or they have behavior cuz I apparently talked to me because another district didn't accept their child because they had discipline data. That's not part of it.
And or if, um, the student, uh, is special education, that district has to approve that special education services. What happens to us is quite often parents come in and they're not special ed, the students are not special ed, and but they have
knowledge that they should be special ed. And that happened to us last year in kindergarten. That's a child find issue and once they come they're ours and so we can't evaluate the kids ahead of time, which I know neighboring districts to do, not immediate neighboring districts, where they tested the kids before they accepted them. That's not
appropriate as well. So, um, I can get a written attorney approval opinion on this. I did it before, got a written attorney privilege from Clark Hill because we had this question over and over again. Um, the process that happens with that is that, um, that is an operational
procedure, not a board procedure, but it goes enrollment, they do an initial enrollment that's on the enrollment screen, then it goes to the enrollment office, the enrollment office takes a look, they try to pull their snap pack when available to see if they're special
ed, then it goes to myself and to, um, Dr. Pazian, their special ed person. She looks through there to determine if they're out of county, reaches out to the school district to see if they want to have a an agreement with us. Sometimes they do, most often they don't,
um, and then we decide if we're going to accept them or not accept them based upon that. Then they come back to me and I look at the discipline. If they have been suspended in the last 2 years, I will write Advantage, and Mr. Smith does an interview with the student and the parent, and then he determines if he's going to accept them into
Advantage or not. Um sometimes school districts are not honest about past discipline, which they're supposed to be, and we find out later that there's all this new discipline. The best we can do at that point in time is move them to our school of choice, which is either online or to Advantage.
I think we do a pretty good job looking through that, and often times our enrollment office meets the students and gets a good sense also, and we'll normally say, "Are you going to accept this one? Yes or no?" Um but all those are signed off on and we can show that for you as well. What does happen is
that parents fill out the initial enrollment, and then they go to the building on the first day of school, and our buildings take them versus following the process back of sending them up here. And that's often times when we also get students that shouldn't be there, or special education, or other
items that where they don't look to see that the student's on the list, and they accept them as well. And so we've had those. We have secretary training that's being done on a regular basis. We have a secretary chat where they can ask specific questions in the enrollment office. But it really is a uh code of
how we have to accept that. And I'm a rule follower. If it says I have to do it that way, I do it that way. I don't um I don't cut edges. Examples about how we're following our new strategic plan that are student-centered. Our whole strategic plan is student-centered. Uh you will
see the quarterly updates that we will give to you, um and it will be much like when I originally did the strategic plan and we were getting monthly updates to you. We'll give you quarterly updates that are there. And any update on cost centers, including their budgets, well we just
did that June 1st. All of you got cost center updates. In December when we approve the budget, you'll get cost center updates again about how that's going. >> Will we get specifically cuz cost centers are like specific buildings, so does each building have their own budget? >> There's cost centers at the elementary,
middle school, and high school, and you'll get the kind of data that you got from from from our meeting on June 1st. The line items are not board operational, it's just so we really talked about the fact that these are what the board should be getting. And so you'll get the
high-level amounts like you showed the cost center from that level, but you won't get building by building. That's not a cost center. You will get elementary, middle school, high school, special ed, business office, like we gave to you in that presentation. So the rest of that is
operational, so the rest of that we need to lift up and give you >> No, I just got like a total like um >> You'll get like you did in June 1st, which was they were broken down by cost centers in that budget. >> I'm not going to ask for that. >> Okay. >> Okay.
>> This is an example of our growth from spring to spring in all of our buildings, all the subject areas, and you can see green means good, blue means even better, and there is more of that to you, but when you look inside the the data documents that I gave to you, there's a whole accuracy that takes
this. Um I think I hope that um I think I took out the actual one. Um when you look in there, there's data that shows for kids that have been here two or less years and kids that have been here three or more years, and it shows that those growth data are more because we know when they come and they find here for a
while, but Dr. Edmonds will go in this in-depth um to show you all of this. There's also some work that she does with accurate to pull out kids that maybe haven't been attending or other items such as that so that you can take a look at some of that as well. It was shared with me
that we would like some cohort data, so we will work on that. And it was also shared with me at the last meeting from um trust um T. Becker that he would like to see what a 10 what a role attendance does. So, we'll work on pulling some of that data as well for you. I don't know
if you'll have all that data in August, but we will work to do some benchmarking data along the way. >> We did show that 2 years ago our current trustee gave you data that showed busing the kids to web improved their attendance and thus improved their scoring. And we know
kids have to be brought to school and they have to attend. And truancy and chronic absenteeism is going up all over the country and in the state of Michigan. It's said we're improving a little bit, but we're not improving it anywhere anywhere in effort we should be proud of, which is why we hope someday to get
junior high and high school busing as well because when you put it in front of them, it's a lot easier to get them to come to school. This is the data around student services. Again, it's up there. We can look at our special ed graduation rates at a 25% increase. We had a
decrease in in total seclusions. That was presented before. Just great great work. And these are the state indicators that we were rated on and we met our state indicators on expulsion suspension rates, percentage of children 3 to 5 with IEPs, preschool
outcomes, child find compliance, and early childhood transition that these are the state compliance monitoring that our special ed department got. It is hard to beat special ed. So, I think earlier there wasn't any data
that you wanted collected for the second 6 months that are new. And then follow-up request was cooler data and attendance data. What additional information can I give to the board regarding my mid-year evaluation or comments? >> I think you did a really good job today.
You gave us a lot. >> It is my privilege to support and be the superintendent facilitating work that's happening within the school district. I've never been more passionate about Hazel Park schools and our kids. Um I'm here because I want to be here. I continue to be here cuz I want to be
here and I love Hazel Park. I live in Hazel Park. I'm out running and doing things and I see kids all the time. Um I think that's absolutely a benefit and I have to give kudos to this presentation to my amazing central office team because without each one of them
you remember when I came there wasn't an HR director, there wasn't a curriculum director. Um we didn't have community schools. Uh all of this has grown to give the support that we need and our mandates have tripled on the things that we're expected to do for the state. Um and
quite frankly, I'm not sure how we did HR in that time frame, but we did it. Um you know, you have provided the ability for us to continue to improve upon as a district. Our alumni see it, um our parents see it. Are there people that aren't happy? Absolutely. There's always
going to be individuals that aren't happy, but our students are improving. We should be proud of the graduates that we have going into the armed forces. We should be proud of the full rides that they got to Oakland University, room and board, um and their whole education. We should
be proud that we have a student going to University of Washington on scholarships. Um we should be proud of the efforts of the prom zone that increases the ability for our students to go to school. Um our teachers are amazing. Yes, we do have turnover. It's to move closer. They're making more
money. I hope that the enhancement millage will pass so that we can and continue to give a living wage to all of our staff that make them want to be here and stay. We can't compete when uh I believe Dan Geraghty told us, you know, Detroit had $1 billion dollars
work with in the negotiation and all the COVID money and other items that have given to them one billion dollars but towards negotiation. With that, we can't compete with that. Thank you for letting me serve as your superintendent and this will close out
when you're down here with me, our last meeting for the 25-26 school year and I look forward to re-energizing all of us, all of you, and having another successful school year with benchmarks that show uh
us increasing more and more. >> Any comments? Anybody? >> This was a whirlwind of information. >> Yes, I'm sorry, but not so sorry. >> [laughter] >> No, it's a good thing. Um absolutely a lot was accomplished and
you did give us [snorts] a tremendous, I don't know how much more we could ask for, but we'll dig something up. >> I know you will. >> [clears throat] >> So, thank you. >> that's what I'm here for. I'm here to uh follow the policies and guidance of the board and to do the day-to-day operations and again, I am going to just
give kudos to them. Give kudos to each and every one of you. There's been a lot of meetings. Sometimes they haven't been very comfortable for any of us and I you know, kudos for you to continue to have the passion for Hazel Crest schools. >> Okay, motion to adjourn. >> Motion to adjourn. >> Support.
All in favor? >> Aye. >> Aye. >> Have a good night. Everybody have a good night. >> I'll see you in the 26-27 school year. Which is next year. Oh, we're going to see you tomorrow night. We're not, but I'll