FCOSchools us Google Workspace. We then have the ability to audit uh what students are sending to it via Google Vault. when we have that additional level of transparency and then going back to the first focus area first student data privacy if we want to consider something like securely aware
um we actually have the ability in real time this this is potentially concerning potential self harm or potential violence raise flags and then have the right teams potentially be able to respond and intervene with those students and provide necessary supports >> so I think what thank you I think what
you're saying is what students or anyone puts in is actually monitored. >> Uh it can be so it is being logged by Google so it's retrievable then after the fact with Google Vault and should we take that next step forward with something like securely aware it could
actually do it more in real time and provide more proactive alerts but that's not something we've been using at this time. >> Yeah. I guess I would just flag it a little bit like on the the stories that we hear is like that seems to be where uh like I I know one of the reasons I like AI so much is I can start somewhere
and then almost like begin to build a conversation with it, you know, and like continue down prompts that that are it's so different from Google the way I'm doing that. But it also, this might sound weird, it's like you begin a relationship, you know, with that with that prompt because you're starting to um you know, engage with it and and and
go back and forth even sometimes. And so I just that's where I think that we could lose track and and get into trouble. And I don't know. I think it's a really important thing to monitor. I I think you do too. So I hear you saying that. >> Abs. Absolutely. And would definitely encourage you if you have not done so
yet, check out that jeffco.ai website. Um there's been a lot of effort about those ethical uses and how both teachers should be using it and how they should be instructing students to be using it. >> Okay. Okay. Super interesting. Thank you.
Go ahead, director. Your hand is us up. >> So, um, I've gotten two very grumpy letters from a young man who does not understand why he has to use Gemini and cannot use chat GPT and that he feels like he gets better results from chat
GPT. And I'm just kind of looking for um a quick way to explain why we cho well obviously we're going to choose Gemini because we use Google as our platform for the most part but but maybe um to help this person understand why we did
not include chat GPT as an option. >> Yeah. Um I don't know if you if you all have seen it there recently was a story in the news unfortunately about an unfortunate incident which a student selfharmed um and was There actually is a lawsuit against chatgbt at this time.
So not just just because of that, but the fact that we have these additional safety controls in that Jeffco schools us. We felt like that I believe that's what the student technology services team had decided as part of the reason why chat GBT would be on that initial block list to help direct students into
what we believe is that safer and better sandbox um Google Gemini at this time and realize depending on the age of this student um they certainly can talk to their parents they can potentially use u a personal device a public library there's other ways for them to access
that we're just again going back to the second focus area if it's something that the district is providing for technology and network. We want to make sure that we have certain guardrails to help keep our students safe. >> Yeah, I would just add to that answer going back to uh Dr. Bart's question.
One thing that she was getting at was um the nature the ongoing nature of how often these tools change and so it's a living breathing thing to constantly monitor these types of things. However, um to to director Reed's question, we want to reach out to that individual, to
that student to understand what his use cases are for learning. And so, it's it's going to be a continual conversation of why we may have something blocked right now to in the future. Um a conversation about why we may have a use case for it. Uh directory to that student's very good point. So,
uh, we are reaching out to that student alongside, um, your very good question, uh, Director Reed, just to continue that conversation and have that process in place. >> Director, >> I sorry, I just wanted to follow up too and I I know you all are following this,
but like the um this is such a big discussion. It's like the main discussion right at the legislature right now um, which is so unresolved. Um and so picking which one we go to will align with that too because they're asking for these companies to require
how they do decision-making and and you know expose any discrimination in that decision-m but I think it goes beyond discrimination. And so you know as that plays out I think Colorado is the first in the nation to be doing that kind of state legislating around those kinds of
restrictions on AI. So we'll just want to follow that. I mean, it's so uncertain that where that's going to go right now that there's no way to apply any of that learning. I I it's my personal feeling yet, but um yeah, we'll have to I I wonder how that will
integrate into these kinds of decisions about how we use the resources. >> I think it's it's a very good observation. And again, that's where I think it's an important focus area for TDPAC to continue to um stay stay aware of and to follow as that changes. And
certainly if there was a new state law or guidelines um or direction from the board, we can certainly adapt and modify those as needed. >> Yeah, thanks. >> Any other questions on the AI topic or focus area?
>> Right. And then um we just wanted to throw out a few of the other technology project initiatives that TDPAC is at least aware of. We're trying to keep an eye on really the main one that we wanted to call out um was the TDPAC has been asked to help participate and support the cell
phone policy. So originally this meeting was supposed to been I believe just on Tuesday on September 30th. It was pushed back about a month. Um so we're looking forward to later this month engaging in support of that cell phone policy planning meeting um to have those discussions. um and hopefully make a
recommendation as you all ultimately have to um either update or have that board policy which was related to the state law that passed last year or earlier this year, right? Um any questions related to this or is there anything specifically that TDA can do to help better help support you all
in support related to the cell phone policy? >> Director Parker. Um, oh, excuse me. I was just wondering, um, how much detail TDPAC has seen on the different pilot programs that we've had in the
different schools. >> TDPAC has not reviewed it yet. I believe the invite for the cell phone policy meeting was sent out to all TDPAC members and I would encourage any TDPAC members that plan on attending probably reviewing that prior to it. And I see um, Lisa, you're also on the call. Do you have some details that you can add
about the work that was already done with the cell phone uh studies? >> Yeah, we we will be starting off that work and that meeting by doing a review um director Parker of all the research that has already been done. Um and then we're going to start by looking at our
existing policy JSA um which we believe um has the potential to to to be updated to become the district cell phone policy. So, we'll be doing a few things. And this is a um a process that will be going on and as we had planned and presented to the board um this summer.
It starts this fall, but it will go um through the spring. And we will while we will be doing this work with the committees and exploring this with committees, actually, every every parent, every student um and community members in this district will be able to give their feedback.
>> Thank you, Director Apple. >> Yeah, thank you. I just want to add to that. Thank you, Mr. Lou. Um, I know we are, but to the extent we can include student voice in this process, I think it's really important. And so, you you you got me when you were saying that we're going to get community involvement
and all those things. So, I appreciate it. But I just really encourage this committee um if you have time or can set up those interactions with our students. They have some we have some really bright students that feel very strongly about this and have some great points. So um I just really encourage us as a
whole to think through that. >> Yes. Thanks Director Applegate. Actually the cell phone um work policy work will involve DAC um TDPAC and JSLB um and then we will also be um extending
of course out to hear from um as many students as we can. >> Great. And then wrapping up um at we had our TD pack meeting just eight days ago on 23rd or 24th of SE oh 24th it's on my slide
um and uh we dedicated probably the second half of the presentation to really trying to discuss that uh budget reduction blueprint and then to get feedback from the TDMAC members related to this. Do you want I don't believe Erin Norton is on the call. >> Yeah, I was going to ask if uh Erin had joined us quite yet. So, I'm going to
pause just in case she's on, but if not, we can we can definitely go into more detail here about that feedback that we received from TDPAC. And okay, not hearing anything from her. And so as Chris was mentioning um we took a set of slides um and presented them the
TDPAC on our budget reduction blueprint at the district level and really prompted TDPAC um for things that they would think about with regard to uh technology data privacy and really IT security overall which is their main focus and what we heard back from them
are here in this bolded list. Uh we heard that safety and security is a priority. um when when I think of safety and security, it is absolutely our our physical systems, but it is also our technical systems as well. So, I'm interested to get into that point and get that feedback from TDPAC about how
we define safety and security overall. Um technology efficacy and cost analysis was another thing that was brought up. Um vendor management was was a topic that I thought was really interesting that they leaned into when thinking about um how are we uh working with our
vendors to keep our costs low. And so this is a place where TPAC um has a lot of external experience to K12 where they could likely lean in and give us some some help helpful topics and tips here. Um cloud first strategy was another thing that we leaned into. uh
transparency and communications is always on the list. I feel like when we have this conversation with TDPA and how will uh our budget reduction blueprint impact staff and so um overall staff and staff in the the IT division, especially staff associated with safety and
security aspects as well. And so that's what we heard back from our our group. And uh director Parker, since you were you were there joining us, I would ask if you you want to add to any of that conversation. Um, no. I just always love being at the
TDP pack meetings. Um, I uh I just think you had the greatest mix of experience, you know, up-to-date technology and um then uh concerns as parents and um so I I don't have anything to add and thank
you for um presenting to the whole board. I'm glad that everybody else gets to see what I've seen. >> You're welcome. glad to be part of it. All right. Any other questions from any board members or anyone else on the call?
[Music] >> Thank you all for your time. That that was the last slide that we had unless there's any other dialogue or questions. >> Nope. I guess that's great. Thank you so much. That was really helpful. >> You're welcome. >> And thank you.
>> Yep. And I guess um we can take a pause now until our next presenters come around. [Music]
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[Music] And next we will hear an update on the ERP project. Mr. Hansen and the rest of the ERP presenters, the time is now yours. Please be aware that we've allotted 45 minutes for your presentation.
>> Uh, all right. I can start with a quick introduction. I'm Brian Hansen. I'm the ERP program manager uh for JCO Public Schools. Uh, want to go around to the rooms, introduce yourselves? >> Sure. Joe, chief information officer. >> Hi everyone. Amanda Parazzio, chief
human resources officer. and Brennan Copeland, chief financial officer. >> Okay. Um, so we can roll right into this. Uh, so this is the update on Jeffco Horizon uh, which is the district's project to replace Peopleoft.
Um, so we'll start with a little bit of background uh, just to kind of regground the conversation and uh, on what we're doing here. So, uh, we'll talk quickly about our objective, uh, and then we'll dive into the why behind why we're making the change and our goals for the
change. Uh, and then we'll talk about, uh, an update on the current status and a look ahead to what's next. So, uh, so first of all, uh, again, rebranding this project in our Jeff Thrive strategic plan. Uh this project aligns with major initiative 2 on general thrive strategic plan uh
associated with modernizing our business processes and systems uh in terms of central services and support of student outcomes. Uh so I do want to review our project objectives. So this is something that we built together uh between our project sponsors and our project leadership
team. Um so the project objective is to thoughtfully implement a modern ERP platform that empowers our people, streamlines our processes and modernizes our technology so that every interaction with workday is intuitive, efficient and impactful. Uh by delivering accurate real-time data through a user-friendly interface, we'll create the agility and
insight needed to drive sustainable operations and support better outcomes for every student. So this is kind of the uh the overall driving statement that we have as we enter everything in the project. Uh so what is Jeffco's ERP? Uh again
just a quick recap. So Jeffco has been using Oracle peopleoft for over 25 years. Uh it is our primary application for HR, finance and some operations processes. Uh it is a system that manages basically our finance, budgeting, payroll, all things HR. Uh it
is uh an onremise system. Uh and Oracle purchased Peopleoft back in 2003. Part of the impetus behind this is that Oracle is going to sunset Peopleoft. Uh and so that is kind of the driving thing that started this process for us. Um one thing I want to make sure we highlight and this is kind of a a culture thing
we're talking about inside of our project uh is that Peopleoft has served the district extraordinarily well for the past 25 years. So uh as we talk about shifting to our new system, it's less of a moving away from something that was terrible to something that is
great. Uh so we're making sure we're celebrating uh the people and the system that have helped us uh operate this this district for so long as we look forward to the new tools that we're going to be able to to utilize. Uh so why change our systems now? Uh so
I said uh peopleoft customers uh have been notified by Oracle that we're going to have a force change. They're going to sunset uh support for peopleoft. uh over those 25 years, the way we've made Peopleoft uh suit the needs of the district is by customizing it uh to meet our needs. Uh which if if you can
understand that becomes increasingly difficult to manage. Uh so if we have code that was uh maybe put in place 20 years ago, that person's maybe not there uh anymore to help service that. Um it also limits our ability to upgrade and leverage new technologies. Uh so this is
a big highlight because we did have uh we do have some highlights of things that we've we've learned uh since onboarding with this uh about new features, new technologies, a lot of great new functionality we can have in this new system which is workday uh including AI tools um and so we have two
examples that we've been given of AI tools uh that would potentially help us with some of our business processes. One was um be able to help run payroll audits to find payroll anomalies. Another example they gave uh was reviewing our purchasing contracts to see where we may be able to take
advantage of bulk discounts that we're not currently doing. So really deep data dives uh to identify some things that uh maybe just by looking at it or scanning through a report you're not going to easily catch. Um so we're looking at leveraging those. None of that is in scope for this initial implementation of
the project but it is something that is now a possibility and is now in the roadmap for us uh by moving away from peopleoft and towards workday. Uh the other thing we get to do is uh there's consolidation of systems and functions. Uh and so that's between a
seamless kind of end user experience but also just having everything in one system. Um having more accurate trustworthy data and reporting and then again improve improved supportability. Uh so our our ability to maintain and support this going forward. It's a cloud application. Um and so it's going to be
something that we're paying a license for essentially to to have uh access to uh much like we would like a Microsoft product. So process improvement uh we're taking advantage of this project to really optimize our business processes. Uh if we're not doing a lift and shift as they say, we're not just taking
everything peopleoft and putting it in the new system. Uh we're viewing this as an opportunity to really transform how our district operates. Uh we've worked within the limitations of people soft for 25 years. We're kind of able to kind of release ourselves from those limitations and really reanal reanalyze
how we do our our business processes here. Uh and lets us again reset expectations and kind of get rid of our manual workarounds and the inefficiencies that we currently have in processes. So a quick procurement update. So last time we spoke to you, we were um approving the contract for Workday uh
with Accenture as our implementation partner. We kicked that project off in June. Uh and we also again Peopleoft served a lot of needs for the district. We uh went with Workday knowing that we would also need a facilities management and work orders system. Uh and so uh
workday doesn't have that functionality in the system. It's robust in many ways, but uh this is a very niche kind of thing. And so uh we posted an RFP for vendor selection uh for that specific need and that is in progress right now. Uh this is a lot as a slide but I just
wanted to really demonstrate how massive this project undertaking is. Uh we don't have names under these areas but these are all the various functional areas in the district that are leaning in and impacted by this. And this doesn't even have detail for all the school impacts
to it. Um and so uh if you look from the top we have our executive sponsors, our leadership team which is executive directors leaning in on leadership. Uh we have the program management uh level which is me. We have our project management that's kind of keeping all the layers going. Uh and then we have
phase one which is HR or HCM and payroll and then all of our finance functional leads and then all the technical leads that are that are kind of working throughout the duration of the project and all of those different features. So, it is a massive effort is uh we've had a we have a great team. Again, we've built
really great leaders and really great teammates in this. Uh we're really excited for it. Um but I just wanted to really detail out the enormity of of the effort that this takes. Uh it's not ERP in itself is not always a very visible thing for people. It's just the thing that you're, you know, it runs your
payroll, you check your payubs, you enroll for your benefits, uh you know, it runs all the budget and everything, but it's not easily something that you can tangibly get your arms around. So this hopefully kind of demonstrates a little bit of how many touch points there are in the district of this
uh these are guiding principles. I don't I'm not going to read through all of them but essentially these are the things that we as a team have put together to guide our decisions. Um, a lot of what we have in these projects of this sort is not necessarily a decision between a good and a bad idea, but there's going to be so many good options
and good ideas that we're going to try to make sure that we are consistent in how we choose our path every single time. Um, again, going to a modern platform like Workday really is going to have all the the new shiny things. Um, and so really keeping ourselves focused on how we decide what we're going to
integrate, how we decide what we're going to do, and how we move our systems and our business processes into this new system will be guided by these uh so this is our project kind of key dates. Uh so it's in three phases. So we have three different columns. Uh phase
one is HR and payroll. uh phase two is finance and phase three is budget. Uh the one thing I'm going to point out in all this is that these are very very much parallel to each other. So this is not a sequential project where phase one, phase two, phase three kind of uh go one after the other. Uh phase one
kicked off in June and will go through September of next year. Phase two started last month and is running largely in parallel. And phase three uh starts a little less than a year from now and they will all essentially be kind of aligning together towards next fall, next winter. Um so this is a again
it's a massive collaborative coordinated undertaking. All right. So uh so you've seen this slide before. This is kind of the slide we've presented when we presented the budget uh a little more than a year ago. Um it's the slide we referenced when we uh did the workday and the Accenture um
contract approvals. Uh, so we're only about three to four months into the project right now. So really the update is we're on track with our budget four months into it. Uh, I will say the projections that we put out here were really good. Uh, so I wasn't part of putting those together. That was Brena's
team. Um, but we really they really did a great job of kind of lining up where all these cost factors and all that would turn in. And so we are we are right on track with our budget. >> Good. Sorry. >> Oh yeah, jump in. >> And Jill's team. Jill. >> Oh, sure. Thank you. Sorry.
>> Total cost of ownership model that helped drive some budget assumptions. So was it was a partnership. >> Awesome. >> Yeah. Most importantly, we're on track. So thank you again. Yeah. >> So I want to share some of our early progress. Again, we're 3 to four months in. We're still very much in the
discovery and just starting some of our configuration work. uh with the early progress redesigning our chart of accounts to align with the Colorado Department of Education that again without going too much into it uh it's a huge undertaking um again a lot of this
project every little bit seems to uh there's a lot of room for us to make improvement in some of the work that we're doing and this is actually one of the really intentional undertakings that we're doing uh which again we started almost a year ago uh in mapping our chart of accounts and starting to work
on that alignment knowing it's a huge lift. So again, the foresight of our leadership to say we need to start working on this now. Uh really left us very well prepared. So our chart of accounts is uh we're working on that redefinition and re uh realignment with CDE and we're making good progress. Uh
payroll is uh improving workflows and processes to reduce our manual effort. Uh this again is one of those big gains we'll get by going to a modern system. Um talent acquisition is working to streamline and improve the candidate experience. Uh this has been one of those groups that is very gleefully enjoying this part of the project um
because workday offers a lot of tools for candidate engagement um and really streamline experience and modern experience for candidates applying for jobs. Um and so they're really diving into this. They're really excited. They're one of the early configuration teams uh so they've seen kind of workday
what this will look like in Workday before some of the other teams have. Um and then we've had over 125 workday training courses that we've completed by our project team. Uh so we're really working on creating an empowered and informed group for our project leaders. One of the things that workday gives us
the opportunity to do is there's going to be uh more empowerment of our leaders, our managers to be able to um work within the system without needing a a developer. Uh so some of the reporting they can write, they'll have training on how they can write some reporting to get
what they need. um they can do things like uh we'll work with them to create a process for updating business processes. So if they notice this needs three steps right now, but it really only needs two. Um they're going to be empowered with alongside our IT team to say, "Hey, I think I can make this change. Let's
let's look at this." And we'll have governance and structure around it. But it is going to be an empowered end user group that's going to be able to do a lot of um little tweaking of how they do work within the system without needing a developer um necessarily supporting it. I don't know if you want to listen to that at all or >> No, I think that's okay. Thank you,
Neil. I would add though that um it's really healthy to see how many training courses have been successfully completed already by our team. That's um our workday and Accenture partners are helping us do things at the right time for this project to be successful. So, just want to call out the health of the
project uh reflected there in that bullet point. Yeah. Um, so for next steps, uh, again, we're early on, so we've got a lot in front of us. Uh, so we're going to be defining our updated HR and payroll processes. So we've just finished our discovery phase, they call the business process alignment
phase, uh, with Accenture. And so now we're working on actually updating and evaluating our business processes as we start configuration. Um, so we're going to start working through that. That is an iterative process. So, um, if you're used to projects being like waterfall, we get requirements, they go and they
develop it, then they come back and just give you the end product. This is not that. This is we are shoulder-to-shoulder, side by side with our Accenture partners developing this, unit testing it, going back, tweaking it, making sure it's suiting our needs, and then expanding our testing and expanding our audience as we go. Um,
we're starting our business process analysis for the finance phase. Like we said, finance just kicked off. Uh and so they're going right now into a process we call uh they're calling day in the life which is just an overview of how people use our current peopleoft system. So it's just a way of kind of attaining a broad uh perspective on how peopleoft
is used by our finance team. Um I mentioned already we have kind of an iterative design build and test cycles. So we're starting those um we are starting uh our change ambassador network. So this is actually a a more intentional approach that we're taking or really driven approach I should say we're taking towards uh change
management as part of this project. Uh so part of that is change ambassadors. That's having people that are core of the project team who are uh going to go back to their teams and we'll have key messages, things we can share. We'll have um we're going to you know we're talking about planning things like a road show um and we're going to have
monthly all hands meetings and things like that to really bring our team along. Uh again we don't want to build this in a silo. We don't want to build this kind of removed from the normal business practice of the district. We want to engage our stakeholders uh so that we have the input. We have the visibility we need and also again part
of that change management process of they feel some ownership and they feel part of it and so it helps kind of institute that change as we go and they'll become the people who help us with testing, they'll become the the people help us with training. Um and again that that network will just keep kind of reaching out. Um we'll have more
targeted stakeholder outreach. Uh that will include school leadership that will include uh our charter schools. Uh and then internally a lot of stakeholders within uh central services within operations that we're just going to make sure we're targeting specifically with messaging on how this is going to potentially impact them, how they can
engage and get them involved and then what we're asking of them in terms of uh testing, training, um any kind of feedback. Uh we are developing our training strategy materials right now. uh that'll be a long process as we develop obviously we'll be developing our testing and our training materials.
We're defining our reporting and our reporting needs. This actually goes handinhand with the chart of accounts work. Uh so part of the improvement to the chart of accounts is that we're going to have the level of detail at the level we need uh to be able to give us all the reporting analytics that we need
uh to run the district. That's info we're not quite getting right now. Um so we know that's a painoint. Sorry, I know that was understating. Um and then uh developing our system sustainability model. Uh so this is really the postdeploy. We're already planning uh this early in
the project for what this will look like post deploy. So what does the support model look like? Who is going to be supporting in what ways? We talk about a governance structure, data governance. So all of that is going to be included in uh building our sustainability model so that once we launch, we're launching
right into an existing business process with an existing team that's trained to know what they need to do. So there is no that it's going to be a seamless go live to ongoing support. So those are kind of the major motions, the major updates that we have for the project. Again, it's early, but uh we're
happy to answer any questions that you may have. >> Uh yes, Dr. Barton, >> I have two questions. Um the first one um you had talked about the facility management um piece that we're going to send out on RFP and that'll be a plugin
I guess to that our system ERP. >> Yeah, correct. So there'll be an integration between the two. Uh so uh and again that's we're pretty close to the end of that uh RFP into that uh um procurement process but yes the the vendors that we've s that we've
highlighted all have the ability um to integrate with workday uh and so we'll be able to have real-time information going back and forth. And do we have other um things that we're going to be looking forward to like the facilities management?
>> Uh I would uh I would say yes and no. So facilities maintenance and management is a big uh is a big item and again we went in knowing that uh it is inside of the budget we already have. Um there's other things that were in Peopleoft that were
I would say smaller uh and aren't going to require major effort like facilities maintenance and management. Uh one of the good examples is cash income uh which is how we currently take in student fees and things like that. So uh they initiate it currently in infinite
campus is my understanding but the payment processing the financial processing all actually happens through uh through a module called uh cash income. So withoft going away we're exploring how can we have that flow through to workday. So we're still capturing the financials capturing the
money and still making it a seamless experience. So, it's it's a small thing, but it is a thing that we are we have about a half a dozen that we've identified as spin-offs like that or not spin-offs, but uh kind of secondary projects that have been um identified as we're going as a thing that peopleoft
had and we need to make sure we find functionality for that in the new systems or in some existing systems. So something like that one is it something that's available on the market or do we create it ourselves or >> uh for the example I gave you specifically we're actually exploring
just leveraging infinite campus uh so uh yeah so they have that functionality and I think we just moved to infinite campus in the cloud >> we did uh last fall correct >> last fall so that so that that gave us the opportunity to leverage some of this functionality uh like using them as our
payment processor and then creating an integration between them and workday for the financials. Correct. >> Okay. And then um is Brena on the call? Did we say or not? >> Um because I'm wondering I'm very excited that we're going to finally match our accounts um chart of accounts
with CDE. But I'm wondering if that's going to impact um the reports going forward when we want to compare year-over-year. Is that going to make it much more difficult to do? Uh we are going to have a year where the prior year is not a great comparison.
>> Just one year of that. >> I mean if we wanted to go back for four years we'd have a problem. >> Yeah. We're not going to restate any prior financials. Um you know the statutory obligation is for us to always present current year and one prior year.
And so most of my financial presentations are that way. You're absolutely right though. there's more than one prior year. Um but yes, there will be a gap and um we'll just have to speak to it much like we've done this past year as we um pulled some funds
into the general fund. >> Okay. Thanks. Any other questions? What members is this the last slide then?
>> Uh this is but uh oh I don't know if director Applegate was waving to us or something else. Uh so yeah this is the last slide we have. >> Okay. Um, wow. This is exciting and um
I'm I feel like I've been on the board for some major major changes over the last four years and um it made me wonder how did how did the district go for 20 years, you know, with um the old stuff. But thanks for the update on it. And
does look like director Applegate does have a question. >> Yeah, I just wanted to say thank you. I know this is a huge effort and um and there will be pain points with rolling it out and it's so it's going to affect so many people, but I do believe it's the right work and so I just want to say
thank you guys and um I know this will be this will be worth it when we get to the other side. So we appreciate you. >> Yep. >> Thank you. Yeah, fully agree. Thanks. >> Well, okay. Okay, I guess we're going to
free up some more time um today and um we will close out this lunch and learn. I definitely appreciate the information we got in both our presentations today. Our next meeting of the board will be a study session on Wednesday, October 8,
2025 at 4:30 p.m. at the Ed Center. And thank you all again. Have a good rest of your day.