Okay, good afternoon. It's 3 Well, now it is actually 3:02 p.m. on Tuesday, May 19th. Welcome to today's facilities and procurement committee meeting. It's the last meeting of the school year. Um, and uh, thanks to everyone who's joining us,
including a few folks who are remote. Um, the I think we have a we'll go to the next slide that kind of just reminds us of the committee's work. Oh, is this me? I have it. I There we go. There we go. Uh, we're here to examine district facilities and procurement processes um
to promote public transparency and awareness, identify barriers, make recommendations to streamline and improve current policies and practices. Um, today we're going to start uh with a presentation from Alix O'Brien on the status of our shade structure project.
Um, this presentation was pushed from our last meeting due to time, so thanks to everyone for their flexibility. Then we're going to have a follow-up to the presentation about procurement. Um we had we had a presentation last time about procurement on the non-facility side. And so today we're going to learn
about procurement on the facility side and how we craft requests for construction proposals. Following that we're going to hear an update similar to something that the board saw last week at our board meeting on the leasing and civic center systems. Um, I brought a resolution to kind of overhaul the way
we uh interact with the public when it comes to leasing facilities um for everything from uh neighborhood meetings to sports leagues. Um, and so we'll hear about that. And then finally, I have compiled some of the recommendations uh that I think have come from this committee over the year that we will
discuss uh and then I'll share them with the full board and the district team to address um some of the things that we've covered uh and with some recommendations uh to guide our conversations for next year. Now, um and then we have a looks like a robust list of public speakers
for public comment. before we get started and I don't know Alix maybe I'll put you in the hot seat because I was going to talk ask Miss Tes even though it's not officially on the agenda about our housing initiative um because one of the areas of interest for me and this committee has been employee housing um and I think the committee is aware the
district conducted a survey of need did an analysis of likely scenarios hired a consultant to craft an RFP um and that RFP is now delayed and I know someone was going to speak just briefly on the update of that efforts and an updated timeline so is that something that you
can do, Miss O'Brien. >> So, I'll do my presentation. I'll text the appropriate people to get the information. Okay. So, your question specifically is when is the RFP going out? >> Yeah. We just wanted I was hoping at this final meeting we're going to be able to have a more robust conversation
about the submissions, but the the bid the RFP has been delayed. Um, and so wanted an update just for the public's benefit. >> And I'll get that. I think at the very last minute we shifted again our schedule today to
>> Steve and I. >> Oh, you're you're scheduled today for the not the Okay, go ahead. >> That's why I'm here. >> Um >> sitting with you guys. >> So, we will Yes. I'm less worried. Um, okay. Then we will uh start with our first presentation
from Alix on shade and then we'll we'll follow up with Miss Tes. Um, and this these presentations for the committees and the public's benefit are going to continue until we have significantly reduced our cost and timeline of shade. And I think we're making some progress.
Um, which Alex can talk about. Um, and one of our recommendations is going to be even some more advocacy. We have Senator Stern who has a bill right now in Sacramento that he's holding to kind of help us figure out whether it's the ADA requirements or the bundling of certain projects, etc. So, I'm going to turn it over to Alex for her
presentation and then we'll hear from the committee around uh questions and comments. >> Okay. Thank you so much. Glad to be here talking about shelter uh over play this time. So, we've talked about shade and shade structures and
trees, but now we're going to speak specifically about shade over play structures. It's a specific program and the description is we've got a $40 million allocation.
We are going to start with 49 projects that we've identified that require uh shade over the play equipment. And you can see an example of the type of play
equipment we're talking about, the play structures we have, and the shade. And you can see that's two shade shelters. So, the other upgrades, and we always talk about these costs because they do add to
a project cost, is we have the possibility at some of these sites of having to replace the playmatting because it's basically its useful life is over. So, we add that in when we do these
projects. Sometimes we have to repair the play structures. Uh some all the projects have an ADA accessibility improvement at 20% per the current regulations, no more than 20%.
And then as we've talked in the past about shade shelters, sometimes we have soil conditions that we've referred to as a liquefaction zone. It's an unstable soil condition and we have to dig a little deeper and put in a more robust
foundation to meet the seismic codes that were required. So that's a summary. So what have we been doing is the most important thing here. Um so we developed and approved and have approded
prioritization methodology that we developed last fall. We have 49 projects and we have developed an implementation strategy. For the first 49 projects, we have already started due diligence.
So, we've initiated geotechnical investigations for the first eight liquefaction zone sites and we've completed due diligence and site visits at 20 sites. So, we're bringing next week to the BOC
the first seven projects in a bundle of projects and it'll go to the June board for approval. I'll talk a little bit about those here. We've conducted market research and outreach to the shade
shelter with the shade shelter manufacturers. We've got five to six manufacturers that we believe can compete with a product that uh they're PC checked and that were interested in utilizing at our
sites. I think the important thing to understand about the prioritization is how we got there because of course let's look at the pie at the bottom of the chart. There are
53 elementary schools that already have or have a planned shade shelter over a play structure. That's only 11% of our elementary schools. These 49 would bring another 10%. So you can see the great
need of 79%. 387 elementary schools have shade shelters. I mean have play structures without shade. So that's the big picture. So how did we decide when you have when you're only going to increase it by 10% or a
little bit more? How do you decide? Well, first of all, one of the decisions was we would equally distribute the projects across all seven board districts. And the second thing was well
then how do you choose? So first of all we said our minimum enrollment is going to be 250 students and then we um looked at percentages of shade over the structures I mean over the site in general but we
actually ranked it by student equity need index which is a formula that the district uses. includes percentage of English uh users, graduation rates, absenteeism. It's a
it's a factor that we used to make a decision. So, here's the list. We're not expecting that you read all of these um in detail from the screen, but you can see the red column is the Senny index. And then you can see these sites
have between 80 um and 97% baseline temperature issues. I mean 88 degrees to 90ome baseline temperature. Um we looked at that but we didn't factor it. So this is what we started talking about
the last time as I was here. So, can we limit the number of shade shade shelter configurations that we would use? 30x 40, 30 by 60, or two 30x40s or some
combination. Now, we did not discover on the first seven of these that this actually worked. And here's the other beauty of a system like this, an implementation strategy where you break it up into groups, is everything you
learn, you correct the next time. So what do we already know? That the perfect ideal that we could use all 30x40s and just buy a whole bunch of them and put them on a shelf in a warehouse hasn't yet worked. But it doesn't mean
you can't buy some 30 by 40s, right? So, we're still looking at should we purchase some and put them in a warehouse. That decision's not made. So, we're going to bundle the projects. So, this is here. Here's a little bit of a deviation from what we thought we'd do
in the fall. We're going to bundle them in six four to eight different um sites. The concept here is that they are close to each other so that you run two contractors through this process.
Contractor comes through, digs the hole, pours the concrete, puts up the structure, the separate contractor comes through and does the ADA work. Okay, that's the concept we're starting with. And to be efficient, which should save
money because it saves time and money, you're geographically locating these so that they can easily move from sight to sight and do their work. We also to be efficient re have two
sets. We have groups that have no liquefaction and groups that have liquefaction. And that's important because you have different kinds of contractors doing different kinds of work. So that should be build efficiency especially in those
non-liqueququefaction sites. Um we've been talking to contractors, we talked to the manufacturers, the vendors who supply this type of PC shade shelter. We know we have five to six of those that we can work with for the
structure itself and the installation of the structure. And we have quite a bit of interest in the community of contractors who are interested in this side scale of work. And what we'll do is we'll meet with them before we bid so that we're always
making sure they know what we're doing. Are you interested? We make phone calls. We work with procurement. Keep that interest up because you need to once we start we got to keep going. So site surveys and testing as I said we've gone to 20 we've done 20 site
surveys that are completed. We're actually starting on another group. Um we have two teams working on this. You have a design management side and you have a construction side. Even the construction side is visited as of last
week 13 of the sites. So they're working together so that we can be in lock step. uh project development. We have 15 in that phase and we're bringing the first seven to the board, the VOC and the board as I mentioned and then we go into
design DSA approvals typical bidden warden construction but I wanted you to get a sense of the 49 how many were actually moving right now. Okay. So, here's the group of the first seven. And what you can see is they're
across three different board districts, but they're all located geographically within a zone of each other. So, they're in three, four, and six. Originally, we had planned to do one in each, you know, conceptually, we said, "Oh, we're going
to do one in each uh board district." But then you'd be spread out all over and you wouldn't have the efficiency of an implementation strategy. But they're all going to deliver within probably a six to sevenmonth period if we can keep this up and move with the
contractors through the process. And I'm available for questions. >> Okay, questions. I see David. >> Um, yeah, Alex, I'm curious. This is a um
you're talking about so the North is going to be the first group. So, we would get a contractor geographically that's there. >> No, no. The contractors contractors come come from anywhere that's efficient for them that they're interested. So, the
contractor might have an office in the south, but a superintendent lives in the north or a superintendent lives in the east. But these people like the the the those who in who provide and install
these um shade structures themselves, they have crews that do this. They have working crews that work together, right? So they'll just go one, two, three, four, five, six, seven. >> Okay. The reason I ask is because I So I don't know. That's why I'm asking. Would
it would it save us more money to have a contractor do a certain area and then a different one do a certain or is it better to just get one contractor? >> Oh, no. There'll be different every group will have a different competition. So, the first seven will have two
contractors. One to supply and install the shade shelter and the second to do the ADA ADA work. But the second group could have a different shade shelter vendor installer and a different contractor. So each time it will be
competitively bid as you go through. >> I had one more one more question. >> Mhm. The the ADA accessibility. So that's because the ADA laws or requirements have changed since. So, for example, something that was put in 10
years ago, a a a jungle gym, whatever, and now things have changed. So, then we have to get that reassessed or something. >> No, we're not kids in >> compliance. It's not it's not about the play structure itself. It's the access to the play structure. The So, you're
working on existing sites and they could have been the school could have built been built in the 20s, 30s, 40s, 70s, 80s, 90s. So you just have to bring up a portion of the access on the site to
current code. So up to 20%. So let's just say for let's just say the construction cost is $250,000. Then you'd h you have to spend no more
than 50,000 on the accessible route. And that accessible route can be to the front door and to a drinking fountain. >> But if we're talking a shade structure, it's it's on the playground. Correct.
>> Yes. >> And isn't that already a flat level surface typically? >> Yeah. But the the accessibility is about the entire site accessibility. So >> I will flag um this is something yes
this is something we're exploring because one we are um >> and I know Alex and Mr. Bry to can speak to it and it will be one of our recommendations but we were having the district look into a couple things. One is given federal requirements there are
49 other states that have to interpret them. So how are they interpreting them and where could we maybe find more flexibility? And then two, what are the state requirements? Because the bill that we had Senator Stern run a few years ago capped it at 20%. And now we're trying to understand if there's
more that we can do. Um because to Mr. Ramirez's point, you know, the well there are a few one that the federal as I understand the federal regulations talk about um alterations to major structures. You could argue that a shade is not a major structure. we're
talking about, you know, or is that a legislative carve out we would want, but also um we're trying to understand if certain states interpret it as accessibility to the structure. In this case, the playground where you're right, they're usually on already accessible plots of a
campus or if it's districtwide. So, I'm just flagging this is one of the things that's coming out of this committee that we'll have more updates on the fall. >> So, those those were my two questions. >> Yeah. Thank you. But thank you because those that's what we've been exploring. And I'll note that that Randy Johnson and Nicole Feerman are both on line and Randy I think has a question. So we'll
go to him and then go from there. >> Great. Can you hear me? >> We can. >> Great. Um uh the average cost of of your first batch, what would that be per uh per playground?
>> Um $520,000. all costs, not the construction costs, all costs for the project. That's the current estimate, >> right? Okay. And then the the scope for the general contractor, uh he's getting
a completed set of structural plans. Um and how much of that 520 is related to the general contract? >> Well, as currently conceived, we have two contractors. One is the shade shelter
contractor. He comes on the site, he digs the hole, he puts the reinforcing steel in, he pours the concrete, he erects the frame, he puts on the canopy. That ranges from
200,000 to 250,000. The ADA compli compliance part is only a portion. So if it's 250,000, the ADA construction costs is approximately 50,000. >> Same contractor,
>> two different contractors is our our current implementation strategy. >> Two different contractors following each other sight to sight. >> The the the scope of each contractor as far as timing, is it is it a 30-day, 45
day, 60? What is the length of time they're out there? >> We're using a four fourmon installation for each site for both contractors. That's our current estimate. >> So, eight months to complete a shade structure. >> Four months.
>> Four months. >> Four months. >> So, they overlap the two contractors. >> Two contractors within four months start to finish. And what would you what would your guess be as far as the material portion of this? If you broke it down between
material, labor, profit, what what do you think the material is cost of this? >> If I'm talking just the shade structure, it runs from 120 to 191,000 in today's numbers
depending on the size. >> So 520 to put something in that's 191. Is that the way to look at it? >> No, because I've got um the shade structure itself is that's the offtheshelf amount. Okay. And then
I'm adding ADA and I'm adding uh general conditions. >> All right. So, let me just tally it up. 191 for the shade structure. Okay. 50 for ADA. Right. GC overhead and profit.
>> How much >> change order contingency >> and GC overhead and profit? >> Oh, I don't have that in my head, but I can tell you is 64% hard cost to soft cost in the construction estimates
average across the seven. >> All right. But but okay, if you phrase it differently, you're spend it sounds like the ADA, let's assume it's material. Um 240,000 a material and of a 520 all-in cost.
>> Yeah. Off the shelf, right? >> Or someone who's going to be out there for four months. >> Two contractors following each other. >> Yeah. put up a fence, dig a hole, pour put the reinforcing in, pour the
concrete, install the structure, put on the shade, and do the ADA and clean up the site. Okay, >> is that helpful? Yeah, it it's it just seems off the face of it, $520 grand to
put on a $190,000, you know, item just it just seems the other costs are kind of >> So I I was saying averages and most of those are more expensive. So I'll tell you why. So first of all, of the seven,
>> only one of them has 130 by 40 or two of them. Only one of them in this first group has a 12- foot high at the edge. The rest of them are higher structures be to clear the existing play structure.
So that's why there's a range in cost and then one of the projects has um we're replacing the playmatting. Well, I so it's we've been working on this for a while and it seems like you're working on saving. I guess my
question more is like how much are you saving with these strategies or what percentage or I don't know straight C I mean you haven't bid it yet so you're not >> right. >> So you're >> when we bid it we'll know >> but approximately I mean what what do you think? >> I didn't analyze it that way. We just
put the plan together. We talked to the contractors. We talked to the different vendors. Um, we talked about how long the average crew is needed to put this structure in
place, which is part of the driver. >> It's just like for metrics and how successful the city is would be. >> Well, exactly. And I think this goes >> we talk to the vendors about how many crews they have and how many how many how fast can they move and how do they typically move and that's how we built
the four month. No, and I guess from like when we started talking to you in August, September. >> Yeah. >> And to get to this place. >> Well, that and that was I was bringing you generic projects that weren't part of a program, right? They were individual.
Project here, project there, project here, different conditions. This is a program where you want to be as systematic as possible, >> right? I think that's what we're getting at. I mean, there's a few things. one 20% of these projects. So in the example that Rand you know like you're talking
100k on one the 500k project is the 88 thing and that's why we're looking at that because I have a lot of questions about what's necessary and what's not. So more on that. Two is 120k to 190k still and this is something we haven't had time to explore and I know it's a
procurement thing but you know when I go online if you Google DSA approved structures for California um you know they range from 25k to 80k. I mean and you put in um the square footage that we need. So I
also don't understand when we are the largest game in town and we can buy like we talked about these in bulk. We're still talking about 190k just for the materials. >> Well, those are very large and they're usually two two structures. Now, the other difference is
Oh, and I totally forgot included in there are the go back to an image. >> But as you're doing that, >> those yellow things, you have to buy that separately, too. Those are the those protect the children from running into the polls. >> Yeah. But I still want I mean, as we
continue this in the fall, let me let me finish. I know. But as we continue in the fall, you're going to see that and it will put together a list and I'll I'll maybe have Mr. Freriedman look at it too, but like creative systems.com, playground pros, placeite, all these things are adver. So either they're falsely advertising what they're selling
or you'll tell me the catch, but this is kind of like in a completely different context when the best pricing we get from Apple for laptops are much more expensive than if I go to the Apple store with an educator discount. So similarly I still like the 190 even 120k
on the low end even for that for the materials just strikes me as crazy. >> Well those are two different structures and the the five to six vendors we talked about they're all within the same range >> and is that the total universe of
vendors that we have in California that are have we done a um >> there are 11 total and we've talked to five or we talked to six of them. There are 11 DSA approved shade vendors in the state. >> I guess that have a size crew that can support us.
>> I don't know if Matt wants >> I'm sure these are union contractors, but the the material shouldn't have that >> installation. No, but that's installed price. That's an installed price. >> That's an installed >> installed price. >> Right. >> Right. But what about
>> that's labor included? >> Yeah. Can you talk about >> maybe if it's helpful? Um the the district had a a task order, purchase order, master contract um for I think two separate shade structure companies.
That master contract expired recently in like the last three months and we've had it for a number of years. Um we didn't really utilize it. Um the intent of the district is to go back out to market and so I think at that point we really get an understanding of market pricing especially given the district's size and scope. Um, and we can probably come back
with the results of that procurement once it's done. >> Right. Once it's bid. So, right now we're using the prices as they stand. >> Yeah. But I guess again, just in layman's terms, why we wouldn't go out and say we're going to do a a meeting,
whatever, a solicitation, an informal solicitation for any TSA approved shade structure. Come. The largest district in the state is trying to spend $40 million on this. come and hear what's out there, pre-approve them and see, >> right? >> It's not going to be 120 to 190K.
>> It could be what what's not going to be 120 to 100 >> just for the materials. >> It could be less. That that is a catalog price. >> Well, I want to see >> we just bid one. We just bid one a smaller one78
>> just for the materials. the for the the >> the concrete that you can't see. The reinforcing you can't see. >> Well, but the concrete isn't that part of the installation as opposed to the raw. I'm talking about like the thing we put on top what you can see above. They said the concrete is part of the
materials that we buy from this vendor >> so all these ones that I'm finding the options for GSA shade solution. the prices they're quoting here zoom recreation superiorshade.com parkplanet.com miracle recreation every price there includes concrete
>> I don't know I don't know what >> but that's what we're asking you to know that that's like we need to figure this out >> afterwards you can show that I >> I googled DSA approved California shade structures >> I guess the question could be can the can the district buy the materials for the contract
>> right that's what I'm trying to get >> that's what we're exploring in the second group when they're more generic. >> Okay, >> when they're more generic. So, one of the things that you might see in the ones that I've shown in this are
there simple rectangles, right? Or simple squares, two squares or two recti rectangles. Um, so you'll see you have more posts than a four post or four column system.
And so that costs more money too just to get around the structure. Now that has a lot of room around it. >> Yeah. Um Miss Hendy New. >> So question, do we have information to be able to
compare and contrast, right? We want to be able to look Yes. >> and say because otherwise we give oursel the highend and then that becomes the floor for anyone else we go to. Is that not what's going to happen? >> When they're bid, they they all want the
work and they'll give you the breast price they can give you based on the material cost and their labor costs. >> So, what we're looking at right now is material and labor cost. >> You're looking at the whole project at 5, right? Yes.
>> So, if we wanted to capture items at a lower cost, which would be today versus three years from now to buy in bulk. So >> you could buy them now. >> And so that's I guess we're looking at what is the cost for material because we're not going to cement them today.
We're going to buy them for foreseen projects that we already have identified. So how do we know what that cost is quote unquote wholesale cost for us as the district prior to installation?
So costs change all the time in this marketplace. So we could go out and buy a whole bunch of 30 by 40s. Okay. Let's say we buy a 30 by 40 for half of them. It doesn't mean you're going to use it for half of them. You might
>> well I mean we could go and I mean you've identified them. So I mean we can look and see the measurements of the areas that we need and categorize. You know, we need >> that's our concept and we just started on the first seven, but this first seven have some unique conditions. So, see how
they're back to back two rect two rectangles together. >> Correct. >> Actually, to cover some of the play equipment, we have to actually we can't do them back to back. We have to skew them. Makes a little bit more complicated to respond to the specific
play equipment in place. So but in in terms of concept the whole concept is every we budget budget and then we competitively bid. So
the competitive bid process should bring you the lowest costs and because we're bundling and someone is going to get seven of them they might even reduce the cost a little bit more. They have to analyze that.
So, what are we doing on the front end to know that we're not getting, you know, bamboozled? I can't find another word. Um, in what we're doing that we're doing our due diligence ahead of the game, meaning that we've already measured
structure areas. We already know what the I mean, I'm not even saying the whole 49, just saying if you did it in phases, right? We did two phases. One phase is what we're looking at right now. This is seven right now. We got 14 up and we know of these 14 we know the
space, we know the size of the that we need so that we could get the wholesale cost. But if we're looking in a catalog right now and we're saying that >> 120k is the low end, but then we're
seeing other models that are substantially less than that. How where are we getting that number from? Where why is it that number? So the disparity >> after the after the meeting, I'll have to look at what Nick is specifically looking at compared to what the team who
builds these who designs and builds these things is showing me. Okay, I will look at that. >> Okay. >> And we have done a number of shade shelters. Nothing has ever been 25,000. So, had we looked at other facilities
like Rexen Park in the city who provide >> I talked to the city of I mean uh Santa Monaco school district and they had the same prices or more. >> So, is a school different from the city or municipalities within California?
>> Well, I talked to Santa Monica school district because they have to meet DSA requirements which are different than what the city has to meet. Got it. So the city >> stricter. >> Okay. Okay. >> Right. >> Yes. Uh oh, Randy again and then David a
few question then we can we'll move on. Randy, >> uh quick quick question. Um you know the general contractor's profit will include a markup on materials and and labor. Why wouldn't you just make it a condition of
the bidding that the contractor that LUSD is going to be supplying the material and um uh therefore limit what that u what that profit is on that >> GCO forhead and profit is also
competitive. Oh, competitive, but I mean they're they're if you strip out the material and say, you know what, the school district is going to be buying that separately and supplying that. Um, you know, I would I would have to assume >> Yes, you're absolutely right. If if we
bought that, is that what you Randy? If we bought it, it'd be a different formula. >> Yeah. All I'm saying is I I think you you'd see a substantial savings if you did something like that. We looked at it and we believe we can
move these quickly and then we'll compare them and then if we have a number of them where we can buy them in advance like Miss Newbell's s suggesting if we can buy a bulk of them we will do that and shove them and compare the
price to shelving and moving it. You wouldn't honestly. So we've done these things before, but we used in and and not in as simple. So it's not a great example. We have in the past bought in
bulk, warehoused, and then installed, but we haven't always used everything we bought and then it sits in the warehouse until we can sell it or use it. So there are sometimes things that don't work
that well, especially if codes change and things like that. >> I hear you. But, you know, buy what you need. You know, I mean, if you have if you have 10 projects you're initially doing, buy for 10. I can't believe that you're not going to get a discount from
some of these manufacturers for that large of an order. >> Yeah, that's been something we've raised and thank you. I don't know if Mr. Freriedman might want to. We've we've looked at 20 of the sites and the first seven we want to keep moving.
We will find some efficiency in the next group and possibly buy some and shove them. It's still an open conversation. >> We still wanted to move as quickly with the first seven >> and and just to be clear, a solicitation for shade structures hasn't been
released. >> So, >> and why not? So that's being worked on as >> that's right now currently >> and and the intent just similar to the last one was that we had pricing specific to the shade structure itself as well as pricing to include installation. Um and I think the intent
would be to have something similar to that alongside deliver on you know deliver as needed a number of different strategies around how we actually receive the items for installation. So we're open to both methods,
but as time is always important, we're moving with the first seven in a strategy that we believe will be efficient to deliver an end product that the students can use. Go ahead. >> So with the the progress to date here,
you have the planning and so it talks about prioritization, the methodology. Are we having a plan in mind of when this program ends or what is the phase of this program? How do we look at this?
Is this a 15-year program? Is >> no no. >> We say no fast, but we don't have a plan. So, I'm asking like what is the phase like that? We're going to see seven done. We anticipate four months each. We anticipate those seven to be done. And then what is that? What does
that look like? What does the program layout look like? backwards planning. >> So, construction starts in 2027 and construction will end in 2029. >> Phase one, first seven. >> Uh, no, all of them. >> All of them.
>> Mhm. >> So, help me understand for I mean, that's good timing, but then we're trying to figure out material-wise, how do we interchange? because we haven't put anything out yet, but we
have 2-year window to finish all of these and process for getting material. We still haven't figured out what that process looks like. >> Uh well, we have a process. So, here's the thing. We've gone to 20 of the 49
sites, >> right? We're bringing seven to move and to see if this is effective, if our idea is effective. We've talked to the vendors. We believe we have plenty of vendors to move on the first seven. At
the same time, we've looked at a total of 20. And so those other 60 13 we're looking at how similar are they to each other that
we could buy a whole bunch of 30 by 40s. I don't have that answer right this second. So I guess what I guess what what I would ask is that we would have a report just breaking down what the scope of the projects are.
>> Oh, we will. That's what will come >> within the two year window. We wouldn't be able to see that beforehand to see if it was executed to what we are asking. >> Well, we're going to bring projects to the board in June and then we're going to bring projects to the board in August
or September. another group, >> right? And then that other group would go through a different process or would it be the same? >> Would it be the same process unless we learn something that makes us go faster and we adapt the process?
>> Appreciate you saying that. So, what have we learned to get us to this place where we're trying to see cost effectiveness, cost efficiencies? What have gotten us here? What can we check off the box to say? You know, we've learned that
not to buy in bulk without measuring, right? We learned that. We're not going to do that again. So, what is it that we've learned? >> We've learned to go out for the liquefaction testing, >> okay, >> for the sites as quickly as possible because that makes a big difference. So,
we're we have that testing underway. Um, so we're we're advancing survey work on the sites. So it's not just that an architect can go and measure. You have to hire a consultant
to survey. Make sure your survey is current. So we are doing that. We're doing the geotech and then we're talking to the vendors. We're working with procurement. We'll have another meeting next week with procurement. So, it's a very um the three teams working together
are working collaboratively to set this system or process up for the first seven and see can we repeat it on the next group or what's different about the next group and we'll have a meeting next week and then I'll know more next week. What
have we learned? >> Got it. And so, and this will be and I'll let someone else speak. So for the first seven >> Mhm. >> we will for this program we will see phases of how it will be implemented from beginning to end for seven and whether we will duplicate that for the
remainder >> or we will pivot and do something different >> and from that we'll be able to see cost savings from group one to group two and hopefully further on. Okay. But I do
want to say remember there's two groups. There's the non-liquequaction and the liquefa liquefaction. So this is non-lickqueaction. It'll be cheaper than liquefaction. Liquequaction will always have some other goodness knows what issue to deal with.
>> We'll know that within six weeks. >> Okay. Just to Sherlock's question, have we priced out what it would cost if we designed each one assuming liquefaction as opposed to all the costs of testing
and then design like if we're I mean for a certain region >> you have to do that you have to do the testing because you have to submit that testing with your design to DSA for the review and approval. So there's no point in testing on a site that doesn't have
liquefaction. >> But I'm saying like if you if you design to the highest standard assuming liquefaction, have we priced out whether that might actually be cheaper than But you're saying >> it'll be more expensive >> because for every site you have to test anyways.
>> We know what we already know what is a liquefaction zone or not a liquefaction zone. So on a non-liquequaction zone, we don't have to do any testing. So we can move quicker on those. >> Okay. And then on a liquefaction zone, if we already know it's liquefaction,
why do we have to do additional testing? >> You need to have the exact information for DSA to size your foundation. >> So DSA, the state requires us on that site to like >> to have geotech current geotechnical information >> on the site where we're going to put
shape. >> Yes. and have Okay, I have more questions there, but uh >> Oh, great. Okay. Any other questions on this? We have some follow-up items that we will follow and we'll see when we get to our recommendations at the end of this meeting that that continuing to
explore. Shade is uh is not going anywhere. Um we'll get some updates, I know, from Mr. Freriedman on the solicitation that we're doing. um and then uh understand lessons learned. But >> um >> yes, excuse me. Is it the same
manufacturer that we're using for each stage structure? >> No, there's six different manufacturers. >> Okay. Is are these more of a u bundled kit uh solution now than they were before? >> These are Well, yes. The ones you've
seen before were always one school, one or two structures, sometimes over shade, sometimes just over, you know, chairs and tables. This is very specific to over shade shelters and we're bundling
them to be efficient, right? We can move faster. >> So that looks like a good scenario in terms of trying to find better pricing for sure. Yes. Okay. Over time. So, and we also have more efficiencies in terms of installation now since we've talked last as well, right? And that's what I'm hearing. Okay. Thank you.
>> Great. >> Does it start quarter? >> Alex, I'm sorry. You said what quarter of 27 did we start? >> I didn't say >> Okay. Do we know >> early 2027? >> Early. >> Spring. Spring.
>> Spring. Okay. >> It's not really That's Q2. We're We're looking for Q1. Um Okay. Well, if I said Q1 and we screwed up, then I'd be very disappointed in myself. >> Hazardly, so don't screw up. Um, okay.
Uh, we're going to turn to um our next uh item, which is um procurement. Last month, we heard from the procurement team about building um about bidding non-f facilities contracts and benches. Um and today, we're going to um learn a
bit more about what to do on the facility side. Um, so I'll turn it over to Matt and his team to get us started and then we'll go from there. >> Thank Thank you. U, today we have Jorge Bayardo, our deputy chief procurement officer on the facilities construction
side to present uh on solicitations and contracting. >> This get us to the beginning of our presentation. So, as you mentioned, Mr. Meline, that we're uh last week, I mean, the last meeting, Dana presented on the non-construction side. I'll be
presenting on the construction side. Um, focus around the controls that we're setting up for our procurements, making sure that the standards are still up while still meeting the competition requirements. So the primary question we're looking at is how do we maintain strong
qualification standards while maximizing bidder participation. So for us that's based off the procurement path and how do we straighten that path so that we can make it streamlined for contractors make it so that contractors can still meet the stringent requirements that we
set but not overly requiring things that are unnecessary because that that can limit the competition significantly. So you have competition, you have the requirements. If they're too tight, you're not going to get them to to work together. If you get them enough where they're balanced, you can connect them
both. Um, and that's where always our goal is in procurement is making sure we can find the requirements that kind of fit both ends where we can expand competition, but at the same time make sure the standards are still responsible and at the high level that we expect.
So, I did want to kind of uh focus in on the um the procurement process and how it ends up with us and then how we end up releasing the project. Um at the front end, Alix and Christina do a great
job of as she spoke about earlier with the development of the projects and getting the approvals on these projects. So, a lot of our projects are bond funded. most of them are and they're project approved via the BOC and the board and there's an ASB committee
internally where we kind of also review and approve the projects as they go through the process. But I thought it was important to highlight the fact that these projects come in vetted in many ways and it kind of helps bookend the procurement process. So for procurement that's not always the case. We get a lot
of procurements that come in, they're not vetted, uh, not on the non-construction side, and there's a lot of work on the front end and on the back end to get those projects done. So, it adds to the timeline because of the way that the facilities team gets this uh, presented to the board and the BC. It
tightens the timeline on the front end. We don't have to discuss whether this project's needed, whether we have funding, uh, when is the timeline. That's all been kind of vetted at the front end. And on the back end, you don't have the discussion on whether we should move forward with the award because we already identified the board has already approved this as a project
and it's going to move forward. So it streamlines it. We focus in on the middle part which is the procurement method, the strategy, the timing, the requirements on the bids and kind of how to leverage that information to make sure the competition is right for the for the project.
So here I kind of wanted to focus primarily on the delivery methods that exist. Uh three of them actually have been special uh specially made for the district initially at the state level in the codes and that's best value the uh
alternative design build and the task order. Those three are specifically addressing needs that we found are specialized to the district and now are being leveraged by other entities. But for us, the task order contracting is very similar to job order contracts. But
so I'll explain both. So job order contracts is a contract catalog process where you issue task orders against that contract catalog and the biders there's a bench uh of sorts that is created. So let's just say as an example a low voltage bench. Everybody bids a rate
factor. Above that is the uh on top of they use the factor apply it to the catalog. So it becomes a catalog price plus right and you issue a task order but the task order is based off the proposal that they develop over time ideally within 30 to 45 days. The task
order mechanism that we created was basically focused on maintenance and repairs but we expanded it to also include some construction but it's intended for more immediate needs. So things that we need to repair now. So we do a bench for repair of roofing for example. We can get a roofer out there
tomorrow issue a task order today or even today and it's a time and material scenario. So it kind of resolves that immediate need for uh construction or repair or maintenance kind of need. The design build and alternative design build just kind of quickly going over
those if you're not familiar with it. Design build is you have a contractor and an architect working together to develop a project for us. We work in in collaboration with them and they provide the biggest difference between the two is they provide a pricing at the front
end for design build versus a alternative design build is pretty much it's supposed to be modeled around the progressive design build which it's not exactly but it's supposed to be modeled around that which is basically you get a GMP a guaranteed maximum price at the level that we feels is best for us in
terms of risk mitigation and that can be a 50% design or 100% design to get the best market price at the time versus the front-end price that we get on design build traditional where it could be heavily risk mitigated so it can be inflated possibly right um then there's
the standard IFP which is a low bid structure where you get a design plans and everything speced out and you bid it out for the lowest bid and then the RFQ process right here is primarily focused around the architect benches that we create where we have an RFQ qualified list of architects since it's based most
on qualifications s and then there's best value. I won't go into that one because that one's uh I have another slide on that but basically it's it's a qualified qualification based procurement. So the rest of this I uh slide talks about marketing strategy bid requires and risk controls. So what we're
focusing on for all of these procurements in different ways is the marketing strategy which is primarily around do we have the contractors? Is this the best time for that? Should we stagger this? Should we bundle projects? any sort of specialized requirements we need for the RFP type of or RFQ type of
procurements like best value and the um the jock contracts and design build and then the risk controls do we have enough pre-qualified contractors are qualifications too stringent is there due diligence needed for these contracts or not and then do we do responsibility
reviews so here I want to kind of highlight some high level metrics um that we think are important we track variety of different metrics, but these are some that we I thought was important for this discussion. Primarily, if you look at uh the 95% number and the 115 number for
cycle time with 95% that that number is focused around having three biders at all of our all of our procurements. So, the goal right now as it stands is at 95% and we're meeting it exactly 95%. So, that means that 95% of our bids have
at least three biders. Our goal is to get it to 100% but since it was just started last year uh in terms of tracking we kind of have started slowly or next year we're going to raise that up again because I think we can we can push that number higher. Uh the cycle time is also an interesting number
because it's it's focused around the the full process. So in the past we used to report only on the from bid to award uh some actually from bid from the contractor to NTP. We changed that to now include the full cycle time. So now
we include the front end getting the package together to putting it out on the street to getting the bid to executing the NTP. Now it's the full cycle time. The 115 is an average between the formal and best value and for for us it's still high but it's much better than it used to be. Um it's it's
improving every year and we're going to continue to press on that. So I think those were key. the savings rates and and the savings are more of a cost avoidance number and they're based off of council grey city schools. The 4.8% is actually an average between best
value and formal. If you were to break them out, formal is actually at about 21%, best value is around 3%. So, it's affected the numbers shrunk because the best value is so overwhelmingly uh high level and cost in terms of the projects are much larger. They're it's we're on
the upper quartile of council grey city schools for their their rate. So, we're doing pretty good in terms of that, but I think I'm looking at other other uh metrics that I can track as well to show that true value there. So,
going from passive to more active. So, this is to me I think is is where we can really show our value in procurement uh to help with building that uh bitter pool. So, I can tell you in the past, um, I was trying to think how how I could couch this and if you can think of
some infomercials back in the days where they would talk about, uh, set it and forget it, right? So, it's like you put it out, you advertise it, and then you wait till it comes back, and then it's done, and then you award it. And that's basically what was the process in the past. That's no longer the case with us
anymore. We're not looking just to advertise it and then just wait for it to come in and see what happens. That's that's definitely in the past. And what we're doing now is reaching out to contractors, targeted outreach, either depending on on their bonding rating, on
their specialties, on the need from the sponsors, on the specific project. We're looking at our current pre-qual groupings uh with in terms of trades, in terms of licensing. We're looking at where our numbers are in terms of actually participation on past bids.
We're actively looking at all of our current solicitations. So, if we have a job walk, we are actually reviewing people who participate at the jobwalk and saying, "Hey, we only have five people show up. Let's go out and do some more outreach, extend the bid for another two weeks. Let's it's more
important to get quality participation in terms of the bids than it is to just close it real quick." Um, so we're actually making our team do that outreach and it's it's been a mind shift a little bit for our team, but it's really kind of been we've seen the value. We've seen I've seen I review
every single bid that gets awarded and when I ask the question how many people showed up, we go over the list. How many people ended up bidding? We go over that list and I I've seen an increase of new biders participating, which is great to see at the at the subcontractor level
and the and the prime level. Some of the other things we're doing are drop-in sessions. I think I talked about this before. The drop in sessions are critical for kind of communicating with the contractors. We're increasing our our me social media uh presence which is also helpful. Um we've implemented our
quality bidder system and I'll get into that in another slide as well. And then one of the main takeaways from this slide was that last line there where it talks about 111 new pre-qualifications. And what I mean by that is previous year in 2425 we increased our application
intake by 48. This year we've increased that number to an additional 111 new applications and we continue to see new people coming in which is great and I think that's a benefit from all the work that we're doing and also the that the facility side is doing to to kind of help with outreach with the small
business group. Okay. So here I just kind of want to highlight some of the modernization efforts we've been doing too. This all affects the procurement process. So when we're talking about building competition, it's at every level and pre-qualification is at the front end of every procurement for construction.
Every contractor has to get pre-qualified. So this is important for us. Uh we created a quality biders uh system which is taking away the old antiquated paperbased process. So in this process now we do everything online. It's streamlined. It's
interactive. It allows for the contractors to actually ask us questions live and us respond live within the system. Um, it also allows us to kind of set clear information to the contractors so they can easily respond and to the questions and not have to have ambiguous
information on a paperbased document and not know if it's actually the right answer they're supposed to respond to. So, it's a big change from the old version. Um, we've also looked at expanding the qualification in terms of experience uh year from five years to eight years. So when it says eight years
experience window, we're talking about when people had to submit a project, they had to submit three projects within the last five years. We changed that to now three projects within the last eight years because we felt that that was more realistic for most contractors. So that was a big change for us. It was something that we researched with other
entities. I think other entities are exploring seven to eight years, but nobody's actually done it that I've known. at least from from our last uh outreach with them. Uh but they're thinking about it. So we just said we're just going to go move forward with it. We still have the standards of the requirements of the performance. It's
just that we're expanding it to a more realistic timeline. And then the bundability that was a big change as well. So the what we used to do is have multi-tier um pre-qualification. So we had like 500,000 a million and and above that. So
these tiers kind of set caps for people and they were I don't want to say they're arbitrary but they were they were needed at the time. They were old old caps. They were like 15 20 years old and they worked back then but I think the current market and the current uh
level of competition necessitated a change and we looked at it reviewed it investigated it with other entities and try to figure out what made most sense based on what we found out. it made most sense to base it more on bondability and still experience. So we still focus
on experience, but the bondability is what gauges where they can qualify. So as long as they can meet the qualifications, then we can bond them by what they can actually uh we qualify by what they can actually bond for. So instead of you being uh approved to bid projects under 500K, you can bid
projects up to 3 million if that's what your bonding limit is. It makes most sense. So that was a big change that we did. And then policy-wise and and some of the changes that we've done it within the regular solicitation process past the pre-quall um in formal bidding, we've
changed the mentality of everything's mandatory to now everything's non-mandatory unless it's needed, right? So it shifted the way we look at bidding. Um and it shifted the way that contractors are looking at our projects, too. Now they're looking at it like,
okay, so I don't have to show, but I can still bid on this project. Yes, they like to show if they can. So that's still like we try to accommodate that. We try to set up multiple mandatory multiple non-mandatory meetings if needed if that's required. But by doing
it this way, I've seen an increase personally in the number of biders. Many times you in the past we would see mandatory saying five biders and now you're stuck to the five or less. So you already know you don't have enough competition. On non-mandatory I've seen the opposite. you see five biders and
then you end up with seven people bidding uh because some people just weren't able to make the the particular meeting. Um and if it's required, we have the conversation with our sponsors and we make it mandatory. Um then licensing requirements, you know, we've changed the way we look at licensing. In
the past, we would have lists of licenses that would require in all of our bids and it would really limit who can participate because you'd have to have all these different levels of licenses and you don't always need that for all this projects. Um so we started looking at that. Where can we limit that requirement? Um best value the
>> All right. Can you just uh define bondability for the group? >> Sure. So, uh companies have to get bonded to a certain level to be able to bid a project. So, if they can if their financial status and their their experience allows them to get a bonding limit of $10 million, that means it can
bid up to $10 million, right? So, that's what I'm saying what I mean when I say bondability. Um and then uh so the best value process we're talking about the PMP the process policies and procedures. So we recently went to the board and
asked for them to help us make it more flexible. Like I mentioned earlier we went to the state and created a new code and when we did that I remember sitting around the table trying to come up with a process because the code doesn't define the process. It just says at a very high level you can you can do this kind of procurement. So we defined the
process. It was very prescriptive in many ways and we submitted to the board and that was approved as a process. We then went back this past year, this year actually and this fiscal year and asked for them for board to allow us to make it more flexible throughout the process to make it so that we can procure it by
project and adjust as needed for this very reason to allow for more biders to allow for competition to be more aligned with what the need is and for the requirements to be aligned with what the need is rather than just something we thought of 10 years ago and now we're stuck with that. Um, so that was a big
change. And then the baitment is just an example of something that we worked closely with our sponsors to kind of try to figure out what is going on with the roofing projects. Why does this seem like the limitation in in in bid responses and subcontractors? And we came to find out that there was an old
requirement of dual licensing for abatement work under roofing. And that was a big change for us to figure out like, okay, so how can we make this change? it was is this a true requirement? So, there was a lot of investigation. But this just goes back
to just asking questions, asking why is this happening? Understanding that this is not normal, this is something that's going on here. And we've kind of institute in instituted that kind of thinking to our team like ask questions, make sure that we kind of address things that don't seem like they're fixing
problems. If it's causing problems, let's try to fix it, change it if it's not required by law. So, that's where we got to the root of it. It wasn't required by law. We removed the requirement. We only have the requirement, the licenses required. And suddenly we saw an uptick of participation in roofing biders and the
subs. There was a change in subs. We have multiple subs now bidding these abatement projects. So that was just kind of a good information to share with. So here we are with best value. So this is where we we have a lot of procurements going through best value
process and I kind of thought it was appropriate for this discussion because it shows a lot of the different aspects of procurement primarily that we have to develop a a basically a structure around the specific type of needs. So if it's a simple project we have two different
processes we created a simple and a complex. Simple is a straightforward project where we still want to have qualifications for these contractors. So if you have instead of a formal where you have 10 biders and you just they just bid and we have no clue other than our pre-quall that they can do some work
but they might not understand this this type of project then you end up with 10 bids and with some people that are really good, some people that aren't good, some people that can perform that job, some people that can't. So in simple it allows us to kind of take it from 10 to like eight or seven depending
on what the what the specific requirement is and then you short list and have them bid the proposal. On the complex it can go in another level. So on the complex we add interviews we add project plans we add u reviews of their specialized highle people superintendent
and then we score all that on the back end. What happens is that we also have a rubric that kind of applies to all the scores. So the rubric, I'm not showing it here, but it it basically allows for every single type of experience to be
scored by a committee in a scoring committee. And that rubric actually was reviewed as part of the when we went to the board to ask for flexibility. We went back and looked immediately at that rubric and say where we can change some of this rubric scores to make it more
balanced because we were interviewing some of the contractors that weren't winning just to see where can we do better. And we heard back that some of them are saying hey I'm from the outside I'm having a hard time get getting in with you guys. I don't understand. I'm doing these projects. I have similar projects I'm doing somewhere else. how come I can't get high enough on your
scores? So, we went and looked at it uh without getting too into the weeds, but there was u there was a lean towards LUSD, let's just say, when it was structured, the rubric. And so, we went and restructured it, made it more balanced. So, that was a big change for
us. Um and again shows how how we are trying to impact the process to make it better for the pool but also setting the standards at a level that makes sense for the sponsors making sure that they're getting what they need but also balancing it for the community of contractors. Um it's still a process
that requires uh significant um focus on the cost because it does get factored into divided into the scores for the contractors and if somebody was to bid too high it will throw their score off and they won't qualify. So it's not like a high quality contractor would just
automatically get if they if they bid whatever they want. They still have to come in at a reasonable cost because the formula doesn't allow for that and it would be flagged immediately if we saw some something like that was off. So, I kind of just wanted to highlight that one a little bit more because I thought it was a good project uh project
specific type of contracting method that allows us to kind of really focus on that. And here I just kind of put it all together. Procurement kind of looks at the various areas of of the process. And like I said on on each of these
procurements, we're looking at market timing. We're looking at risk requirements. We're looking at our scope and licensing. We're looking and see if we need to set special pre-quall levels or uh scoring levels at within the project or whether or not we need to
look at the the backend award process. If we need to do a due diligence for a particular type of award, we can do that as well, but we have to factor that into the acquisition plan. So lastly, we're looking at the committee takeaways for you guys. So, I just
wanted to make sure that it's understood that when we're talking about making it easier to do business with us, we're talking about making sure that the quality level is connected to the competition and it's not opposite of each other. They're they're working together to make sure the barriers are
not minimal, if any, but the standards are still high. And we're still focusing on the on the competition to drive that price down. So, that's not that's not lost hopefully in in any of this conversation. And then also um we're looking to improve on practical matters. So the things I was highlighting the
very practical changes that we did I mean quality biders we're changing policy updates we're making our solicitations more clear. We're doing outreach a lot of that and we're we're seeing the benefit of that. And then next steps that we're committing to is making sure that we're reviewing our
facilications so that they are clear. We're training contractors. Actually, I just was at the forum on Friday and you know, Matt and Alix were there and a lot of other folks in our teams were there and we had a great turnout. We had 150 contractors plus and and I personally
got a lot of good feedback. I honestly at one point was looking around thinking, is this candid camera? Like, is this guy really real? Like he was telling me like, hey, you guys are actually doing good work. You're the only entity. And I try to pry who it is that they're alluding to. He wouldn't
tell me, but he's like, "You're the only one who actually provides phone numbers, who does these events, who gives us resources, who are doing drop-in sessions, who are doing targeted outreach." Like it just he was actually I was like, "Wow, this is you should come to our presentation on Tuesday." Um, but yeah, so I was really happy to
hear that because it it felt like I got to go tell my team like you guys are doing a great job, right? It's it's it's showing at the community level and we're seeing it some of the numbers. Um, and that's pretty much my presentation. Great. Thank you. And I will acknowledge
the progress where or um uh progress where we're seeing it and also um you know acknowledgement where it's due and and to for this presentation but also the team who you know I know I flagged this when Fairfax which was one of my big major modernizations had only two biders including a winning bid that
we've had some challenge with that contractor at another one of my schools. And so it seemed like two bids for a project that scope was um was problematic for a number of reasons. And so appreciate the um the improvements that we're seeing and I'm glad you're getting that positive feedback. I will
uh turn it to my colleagues for questions, comments. Yeah, Miss Greenspan. >> So do contract um have to be union or uh prevailing wage? What what is the >> Yes. So both, right? So they have to have they have to meet some union requirements and also prevailing wages
required for other construction >> is part of your um one of your takeaways to help get them approved that >> yeah so part of it is messaging and also uh educating them right so that's part of what we do with in conjunction with
the small business boot camp for example we meet uh with all the contractors there's classes we go over all of these topics and especially the new companies they really appreciate it because it it helps them kind of understand the ins and outs of LUD but also the requirements in their contracts and some
of those things >> have enough union then you don't have biders right so >> exactly >> glad to hear that it's part of it >> yes it is thank you >> other questions yeah Mr. you know, maybe I missed it, but um how are we reaching out initially to uh potential
contractors and >> yeah, so we're maybe I didn't go enough detail, but yeah, so I we're basically calling we're reviewing contractor's lists internally. We're reviewing those lists that who have dropped off. We're reaching out to other entities and kind
of cross-referencing their lists. We're doing analysis kind of like Melbourne was talking about. We're going on chatbt uh online saying what contractors can meet these requirements, what contractors do this kind of work. Getting those lists, calling them, reaching out directly. We're emailing
them. We're we're basically trying to think of any process that we can do to engage with them. We're trying to do it because it to us we want to hear why people don't want to work with us. >> Exactly. How about social media? Are you using that at all? >> Yes, we are using that. Uh we are
focusing primarily right now on LinkedIn and Instagram um and our website as well. So we just actually asked I just asked my staff member to put on our website like a QR code so they can easily fill out a form and give us feedback. >> Perfect. Thank you. Mhm.
>> Can I add to that because you know we do a lot of this too sometimes in conjunction and separately but um over the last two plus years we've been working with AGC NA Smackna we go to a lot of events uh we talk about our
projects well in advance so that we are always telling people what's coming. Um, we've got the small business boot camp. We have the small business um, committee that we run once a month. And so there's a lot of engagement. We make phone calls
when contractors say, you know, I'm having a problem. We say, okay, come in and talk to us. >> And so sometimes we put procurement and inspection and project execution in a room with Christina and I and we let
them tell us. We sometimes survey people um let them answer us anonymously. So we have a lot of feedback on what we do well and what we need to improve. >> Yeah. And it's a good point. We actually debrief. We off we actually remind contractors, hey, we can debrief. We can
sit down after the bid and kind of break down your bid, break down your responses, kind of give you some general pitfalls of where people are struggling, right? And people appreciate that. And that's where we also get some nuggets from that and try to figure out how to improve our process. Other
questions, comments? I guess for me, just a couple. Um, one, what what's the most salient feedback that we've received when we ask people candidly why they're not bidding? Is it the ownerous requirements? Is it I I
mean I've heard anecdotally from some it's like I've heard even from building trades like labor folks like our labor compliance is so like um compliant or like so that even like even I mean these unions have told me like this is too hard because the the contractors won't
work with us because so like what are the the top things we're hearing and then has that led to actually besides kind of the looking at social media and talking to the market like are we actually then connecting with facilities to say here are some things that we're hearing. This is why people aren't
bidding and then has it led to any meaningful reform? >> Yeah. So, we do one of the main things I asked my team is as we're as we're calling these people if they get feedback, let's pass it on to our facilities team so that they can action it, right? So, um for examp I actually I
just checked before this meeting and we did get one liner that I was going to send over to Alix. somebody asking like I think it said something like um why do we have to replace soils if if they're going to be covered or something something to that effect. Um, and so
that's something I would send to alex and then they can action like hey is this something that's required in a spec is this something that we should change is there is it does it merit connecting to that company and finding more what more details right where instances that you're talking about so we can learn
from that but yes that's commonly done in our group and we kind of share as much as possible with that >> well I think for the fall I could see a world where we kind of connect a few threads of this committee one is what you're doing and then two is the spec stuff that Alix has been working on and try to kind of have a presentation
around some of the actual feedback that we've gotten because we do hear it all. I'm sure I'm seeing a lot of nods too, but Sherlette as well, like from the field when we talk to people to say like, "Oh, we work with all these other LA County school districts, but not LUSD because of this." And some of them it's,
you know, we might have had a bad experience or some our interpretation of the law is different, but but the specs that were able to say, well, if we're an outlier, let's change it. It seems like we're getting there, but we still have work to do. >> Yeah. And and actually it's funny just to quickly comment on that. Uh this
morning actually I was talking to the one of my managers telling her that next fiscal year I want to kind of review those people who have fallen off right from their pre-qual process and finding out the why. What is it that that we can do to get them back in and maybe we'll get some of that information you're talking about. And on that point and
then Miss Greenspan I I guess when I and again not not at all an expert but it seems like kind of the the there are three kind of checks in the process of procurement. There's the initial filter >> there's the scoring process and then there's the board the the board approval
and I wonder I mean we put a lot it seems like that initial funnel is too narrow and I'm curious just how you or Mr. Freedman think about it seems to me like you want to expand that a little bit and then at the scoring process that's where you can say well this
person has a different safety or this person and then obviously when it gets to the board approval it's usually I mean I mean some are for ratification some are but it seems like the challenge here even with the two biders for fair for Fairfax it's like what are we doing at that first process and why can't we
ex I mean my funnel analogy here but like kind of widen the funnel and then catch some of those things in the middle stage or just bid them differently, >> right? >> Or like score them differently. >> Yeah, we're currently uh working on some projects right now in the Palisades, for example. Um and
that's kind of the model we kind of took on is trying to figure out how do we expand the pool upfront, right? Making sure we have a proper pool for the procurements without before they move on to the next levels. And and I guess sorry but like just looking at kind of what you were talking about even with
that eight years three projects like I could see us saying well in order to bid you have to just have one project in 12 years over $20 million but then like when we're scoring you get a higher score if you have three projects over $50 million as opposed to saying you
can't even get in unless you've >> so so yeah so what I was talking about the eight years that's more of a pre-qual level right so that's just getting pre-qualified that's more at the the general high level pre-qualification. And most of these companies that we've experienced that is isn't what their struggle is. More of
them is it's more of the struggle with the procurement process in terms of the scoring or where they land in terms of qualifications. And that goes back to what you're saying is how do we how do we structure it in a way where we can make it so that people can qualify and
then score within that process. Right. And then you land where you land, >> right? >> And I just wondered, they've been doing all these things. Last just has a bad reputation. Like what how long will it take for what% what you've been doing to kind of to start
>> increasing competition? >> Good question. Right. And I think about a year and a half ago, we we went out on this path towards being easier to do business with. And that's all the things that J's discussing, all the things that Dana discussed last month. Um, you know,
similar to the the funnel conversation, I think, um, we didn't necessarily get there last month, but I think that's essentially where we're trying to focus our energy is trying to create a funnel that allows for more competition and that the true quality of of proposals will come out when we start scoring
them. >> You need like a headline like we're easier to work with now or >> I think it's actually out there, but let's keep saying until it sticks. I >> I mean just the not having to do two licenses is like a huge thing. >> Yeah, it was a big thing. It was It doesn't sound like a big thing, but it
is. It you saw the proof in the bids. >> It's I'm laughing because when with the technology resos that we've done the digitization, my office's line is like bring LA Unified into the late 90s. So, it's kind of similar. It's like let's la just slightly wor slightly less worse
than last time on the procurement. Um sorry. Yes. Uh let's be sending new bill and then Mr. Ramirez then we'll see if anyone online. Oh, I see Randy has his hand too. But >> you have something. >> Yeah, just so you talked about using social media >> um with someone who has had a recently
completed project. How about putting it out on social media? Hey, these guys did a great job that is that being done or >> not to that level. Well, they they do put the project. >> Yeah. >> And we've expanded that quite a bit this year. >> Yeah. >> Right. You get the contract
>> Instagram. >> Okay. >> For both. >> Okay. >> So, if they advertise, we advertise. If we advertise for >> No, not advertising. I'm saying once a project's completed. >> Oh, no. We do that. >> Put them like a shout out on there. Hey, you guys did a great job. >> Did you miss North Hollywood? >> I did.
>> So, appreciate um the update. And on I don't know what page this is where it says completed and underway where we were talking about 8year experience window. >> Uhhuh. on this what is completed and what is underway um because I know you mentioned
it together so is it ongoing and >> so okay that's a good point >> in this policy shift >> yeah let me put her here so quality biders is already in place it's been uh in place since January uh but it's still improving right so it's brand new it's a
new system that system people are using it and we gotten some feedback good ones from the small business committee and some personal feedback, but it's still from our view, there's a list of things that we're going to still trying to improve on within the system. It'll help our policies internally
>> and so the others are >> the eight-year experience is also done. Uh it's currently in place and then bondability capacity is also in place. The other one's kind of just a blend of the of the processes. >> Got it. And you mentioned because I was going to ask about small business, how
does that fit in? Have we seen them being able to qualify or not qualify for projects? >> No, we on the construction side, we have a high participation rate in in small businesses. >> And then um it's good to have the
testimonies. I think um >> very good. It made me feel good. >> Yeah. Yeah. I mean, you need to bring them with you because we are that narrative is really hard. You know, like you said, we're still in the 1900s >> and we're trying to change that. I mean when I go out sometime I'm hesitant to
say where I work because they're like who SD they be like oh not L USD right um but it is it is something that we are constantly trying to change and to work better with to be a better partners with whenever we're doing um business and so
it's good to hear that there are some good testimonies out there and I guess to um Nick's point if we could see or see those things that are changing >> um and the feedback that we're receiving And as as a result of the feedback, this is what we're improving as things are
underway and transforming. So we can actually name it like you know 3 years ago this was here, two years ago this was here. >> I mean we're in education and we have to be driven by data. If we can't see it then it didn't really happen to me. So it's like what did we do a year ago?
What did we do two years ago? This is how we've made improvements and we can actually see the value in those improvements along the way which is making us better partners. We're seeing it. We're not just talking about it. We're being about it and then people will definitely see that. No, it's a different LA USD.
>> Understood. Yeah. Makes sense. >> Thanks. >> Uh Mr. Johnson. >> Yeah. A quick question. um in in looking at why you may not be getting as many biders on a specific let's say even a
school I uh you're going to build a new school outside of using signatory labor when you have a completed set of plans that a contractor is bidding what are some of the other things that make it difficult for a contractor to go Jesus
I've got a I got these maybe wee at risk youth uh all of these different requirements and to the point where the administration of that life is too short. They don't want to bid. So, I
mean, is there are there a lot of those type of requirements or is it as simple as you use signatory labor, you got a completed set of plans, and you're off to the races? >> There are some of those requirements, but that's not the feedback we've gotten most of the time. I think part of the
biggest hurdle that we've seen is is the timing of things. We we sometimes tend to push things all at the same time. And that kind of uh it kind of uh eats up all the competition between the different contractors, right? So they say, "Oh, I only have bonding for this much of work
and you're putting out five bids at the same exact time. We got to space that out." So that's a conversation we have a lot with facilities to try to phase it out to make sure the pools are there and we have the proper um targeted audience that can bid these projects. All right. So, so your your standard
contract package wouldn't have a lot of extraneous type of requirements. >> No, not generally speaking. No. >> Good. >> Any final Nicole, if you're on or I don't know if Tanya is Mr. Franklin's
been able to join. Um, >> Randy, he just finished up. So, nobody else has >> I'm here. I'm just listening and >> hello. >> Wrapping my head around all this. Thank you. >> Of course. Just want to make sure you're uh you can ask questions or provide feedback whenever. Thank you. Um, okay.
With that, thank you. Uh, appreciate the progress being made here and we'll we'll follow up on that. Um our next presentation um is around leasing part of that bring LUSD to the 90s in terms of everything from credit cards to
online systems. Um so the board passed a resolution to modernize and update our leasing and civic center permit systems. There are important points of contacts between schools and communities. Also a source of revenue and so the hope was that we should maximize engagement with partners while identifying opportunity for income generation. We're going to
hear an update on this work. uh the board recently had a chance to discuss at our board meeting last week. Um but I'll turn it over to Mr. Dul who will uh give this I think it's the same presentation uh version of it and then turn to the committee for feedback. >> Yes. Thank you. Um Assam Dadul, director of facilities planning and development.
Um thank you for the opportunity to provide an update on the community use of district facilities. Um as board member Melvin mentioned, the board passed a resolution to strengthen our processes for community use of school facilities. um we've been working on multiple fronts to make those
improvements and uh I'll be presenting today and sharing some of that information. So what we'll be talking about today is we're um in the process of updating or in the process of going out with RFPs to improve certain processes both internally and externally.
Additionally, we're looking at our uh policy as it relates to the community use of school facilities. And so we're presenting to the board um sometime in the fall an update to that. And so we'll preview that and some of the information behind that and how we're planning to proceed. Um which includes a new student
benefit rate that we'll talk about in a little more detail. Um additionally, um the district has not raised rates since 2018 on both the civic center as well as our market rates, our um our market rates, license rates. Um so we're going to take an opportunity to look at that
in more detail as well. And then as always, we'll look at outreach and our strategy for making sure that we're informing the public um as we proceed with both a policy update, our update to our processes, as well as um any rate update. So, with that said, um just a little bit
of an update on the RFPs. So, we're doing two different requests for proposals. Um one of them is what we're calling the community use platform, fancy way of saying our website. So, the website that we currently have now um allows you to go on and reserve. And so we're actually looking to take that
internal process that's managed internally and find a thirdparty user to um help us and assist us with the management of both the um the system that somebody would go in and to reserve a space um at a school as well as um
identifying what's available in terms of a master calendar if you will of having a master calendar for the school. So that it it not only allows us for ease of use for the external user but also for the internal user being both central staff as well as the schools themselves.
So that uh solicitation is currently out um on the street and we anticipate receiving proposals um sometime early June is when those proposals are due and then we'll go through the process of uh selection. Um in addition to that we're also looking at what we call our document management system. So, our
internal um software that we use to manage various documents um including licenses and civic center permits, etc. And so, that RFP has not gone out yet, but we're anticipating having that released within the next month. So, um transitioning over to the policy.
So, the district's policy um really looks at a couple of different things. Um number one is it looks at our civic center, uh permit process as well as our license agreement process. And so we're planning to make a few changes as part of this process. So number one is we're
looking to streamline our internal processes u by adding various ver verification checklists. Um we're also looking to minimize the administrative process for repeat applications. So we're looking at our current term right now is 6 months. Um that's so every six
months somebody has to apply for the same if they're using the same space over and over again. But we're going to extend that to 364 days. um that'll limit both the internal uh processing as well as for our repeat customers, it'll make that process easier and hopefully
less paperwork for them. Um, additionally, the civic center rate right now we have one rate that go is across the board for all types of facilities. So, you'll see in a little bit we've got classrooms, auditoriums, gyms, fields, they're all at the same rate for Civic Center. um we're looking
to change that so it's more tied to the actual cost of the space as opposed to just a flat rate across the board because in some cases, you know, the actual cost of utilizing those facilities is different depending on the type of facility. As it relates to license agreements, uh we're also
looking to update our processes and just make them um stronger. We're looking at updating the term. Right now, you can go no more than three years. And so, potentially, we would have the ability if we go out with a notice of intent to lease, we can go up to five years. Um, again, this is a way to streamline the
process knowing that some users want to be there for longer periods of time. We're also simplifying the the rate categories. So, right now there's five different rate categories. There's um we have market, uh, direct rate, reduced direct, there's there's a whole def bunch of different ones. And so, we're
really trying to streamline that as well. and we're looking at market and what you'll see in a little bit which is the student benefit rate. Um, as I mentioned, we're planning to bring this to the board, this update to the policy to the board in the fall. Ultimately, what this will do is it'll supersede the board rules that were established back
in 2023. We also have an internal bulletin kind of a procedures that we're um that we're currently using as our kind of our guideline. So, this will update all of that. Okay. So, a little bit about this new rate that we're proposing. Um, so we've
gotten a lot of feedback over time. Um, you know, we've got civic center rates, we have market rates. There's also been, um, a request to look at, well, what if there's a user that's not charging students to for for programming? Is
there a way to actually charge them exactly what they're using the facilities for as opposed to this fixed rate, right? Because keep in mind the civic center rate is a formula based off of what the rates are um for various uses, right? So for the for the various
types of um things custodial. Yes. >> Sure. The education code ultimately dictates what a civic center it it requires the school district all school districts to make their school facilities quote unquote civic centers. So it it's the it's the code that
ultimately um guides us as a school district to make our facilities available and what it stipulates and actually I have a slide on it very shortly. Yeah, no problem. Um which will which dictates what you can charge or how you should be able to charge depending on who the user is. So and
I'll get into more in more detail on that, but thank you for asking. That was a good question. Um so with the proposed student benefit rate, what we're looking at is trying to provide flexibility both to our staff as well as to um our users and being able to calculate based on a
case-bycase situation. So instead of using the actual civic center rate, which again takes into consideration, you know, the utilities, the uh beyond the bell person that has to show up to open it up, the custodial staff, the facility uh maintenance, if you will, um
that's a general average that we use to come up with that rate. And so this will allow us to have more flexibility to work with the particular user knowing that they're benefiting students. And so the qualifications are you have to be a 501c3. You must provide um ser serve families
and students through either program youth programs, education services, family support. And very important is that you must not charge students um or families. So there are entities out there that receive grants that are able to not have to charge those um you know students families for the programming.
And so we would work with them as a civic benefit. Um and so it ultimately ensures equitable access to the facilities you know throughout the youth. So examples of this would be voter registration, early childhood care centers, um anybody who is willing to run a program for the school district or
or independent of the school district but for the benefit of students or families um that is not going to charge them and make it available to everybody. So here is a little more information on the three different rate structures. So there's the student benefit rate which I
just spoke spoke about. There's the civic center rate. And so ultimately the ed code um dictates that you know you can utilize for school districts, nonprofit organizations um or any any other public agencies. It must be um available for public benefit education
or recreational purposes. A key thing that is guided by the ED code is that uh if it's a recreational youth sports league, you must charge less than $60 a month on average. Um and that is stipulated by the ED code. is that is not a district requirement, if you will.
And ultimately, the organization is not to operate from a commercial profit, right? So, the idea would be if you are a recreational soccer, if you were charging less than $60 per month um on average, then you could qualify under the civic center rate. And then those that do not qualify for either student
benefit or civic center would be um charged the market rate. Um and so that would be everybody else. I do want to point out, it's not up on the slide, but um I mentioned it in my previous presentation, but boosters, PTAs, and PTO's uh will continue to be processed under Civic Center, but the district has
a separate policy or or separate um we have separate guidelines that has provided that the district will continue to cover those fees um as we continue to process them. Okay. So, um one of the things we wanted to look at as I mentioned earlier is we
wanted to look at the rates. So, we also wanted to take this opportunity not just to look at the policy, but also what rates are we're are we charging. And as I mentioned, we haven't updated rates since 2018. And so, we looked at peer groups to see what the average rate of what they were
charging for both civic center rates, which is like a direct cost, if you will, and the market rate um costs. And so our goal uh really as we're looking at these rates is to maximize the community access but minimizing any cost to the district. Right? So the district
wants to obviously not incur costs or minimize potential costs but still providing our facilities um access. So what we found when we looked at our peer groups which included Oakland, Santa Ana, Pomona, ABC Unified, Torrance, Los Virginist, Norwalk and Fresno those are
the eight. Um we found that both under civic center and market we were significantly lower than our peers in those groups. I will not read through here uh each of these items but you can see this and read it at your le leisure. Um I will say that where you see
averages um you know these are average rates especially as it goes under market rate. That's because depending on the size of a gym the the rate might be different. So you might have a gym that's bigger depending on the capacity it might cost a little bit more. And so these are just averages. And so we did
our best to try to compare apples to apples as we go through this. And so what we wanted to provide was an example as we were going through this process. It it's always nice to have an example even for ourselves. Um and so what we did is we looked in an athletic field and we did a case study if you
will and we we looked at what the actual cost to LA USD to operate this uh field would be for an hour. And what did we include in that? We looked at the cost of maintenance, utilities, custodial, staffing. Again, you somebody has to
come in open, supervise, um the restoration, repair costs, and and for this we looked at a 60,000 square foot uh field and then assumed that they would need access to a bathroom. So, we incorporated all of that as the the use of the facilities. Um and we assumed
that this was a part of the normal day and not overtime rates. And so what we found was that the civic center um costs uh or the overall cost was $368 an hour. And based on what we're charging today, which is $38 for a civic center, you
know, there is a uh difference of $297 that the district is ultimately absorbing when you take into account the averages of what the potential costs are or what the costs are um for operating that site or operating that field. When you look at the market rate, because obviously we're charging higher. So in
this case, our current rate is $260 an hour. The difference is $108. And so keep in mind that we're utilizing in this case just fields, athletic fields, 40,000 hours a year is what our fields are being used. And this is outside of
our normal schools being using the fields. This is our civic um center and licensing that's occurring. So what we found was we've got ultimately stagnant rates and we've got rising costs as you could imagine both in terms of custodial uh supervision the cost of maintaining
these fields um etc. Which leads us to um our considerations. So we looked at the rate analysis and we looked at the considerations that we should be looking at and so one is as I mentioned what are the items that go into the actual costs and so I won't repeat it again but you can see
custodial utilities etc. Um market rate I will point out is not set by the actual cost. A market rate is based off of what is everybody else charging. What's the the you know market cost, market rate that is um out there in the
in the in the universe. Um we also looked at revenue versus cost, right? So, the money we're bringing in versus how much are we um ultimately um you know, taking in or or not taking in and not covering our costs. Um and so
we're looking at approximately of a subsidy of about $8 million per year when you look at all of our facilities, when you look at our fields and all our other uses. there is a shortfall, if you will, um, based off of what we're charging versus what we believe is the
actual cost to maintain these fields and to open them up, etc. Um, I do want to point out in terms of the facility usage, our fields, our uh, facilities are used by the public quite extensively. We have over 5,000 active agreements that's that's operated
through um, our real estate group. Our top 100 schools are nearly fully scheduled on week nights and so our facilities are used um year round. As I mentioned earlier, we one other thing we considered is for the civic center rate specifically, we are the only school
district that we saw that charges one rate across the board, whether it's an auditorium, a field, or a classroom. And so that created issues in some cases where um some folks thought, well, why are you charging 38 for a classroom and then 38 for a field? Like why is the classroom so expensive? the folks that
on the field side maybe were um not as worried about that differential. So, all that said, um our plan to update rates is we've got a what we call a two-year plan. Um we're planning to roll this out over two years. We do not want
to shock um our users overnight. And so, the plan would be, and I'll just kind of walk through each of these for LA USD school groups, we would continue to allow obviously free that's free use, right? anybody that's associated with the school if the school is using it. There is no charge obviously um for
school use and for school athletics etc. We then have the student benefit rate that I mentioned earlier for civic center rate our plan is to we understand that there needs to be a balance between increasing rates and trying to recoup costs but at the same time making our
facilities available and maximizing use u by the public. And so we're when we did our analysis of what the true cost is, we we ultimately looked and identified that about 50% is kind of the a good sweet spot to um increase the
rates but not necessarily increasing them so much that there's a um disproportionate um disproportionate amount that the uh that the users have to pay. Then when we looked at market rate, it was a little bit more straightforward as we looked at
a CPI adjustment from 2018 to 2026. And so that if you compound is about 34% between 2018 and 2026. And so our plan is to update these rates over the next two years with that starting not in the
2627 school year, but in the 2728 school year. And then so there'll be half of that amount that I mentioned going up in that first year. and then in 2829 it would go up again to get to at the end of those two years those percentages that I just mentioned uh would be
achieved. Okay, so the rates themselves, um I will not read through this, but you can see kind of as I mentioned, um our current rates are $38 per hour. Starting for 2627, those rates would stay the same. So we're not changing
anything for the upcoming school year. For 2728, it would be an incremental increase. And then 2829 for Civic Center would get you. So the numbers you see under 2829 is the 50% of the costs that we've uh calculated for the use of those
facilities. When comparing to our current peer average, you can see that we're still under those amounts. Um and keep in mind we're comparing current peer average to today's number. So if those peers raise their rates two years, actually two and a half years from now,
then obviously these number this comparison would be a little different. proposed market rates. Um, so again, this one was adjusted based off of CPI. And so we've got the current rates. You can see again it's an average because it depends on some of the the size of the facility or in this case, you know, the
classrooms, auditoriums, etc. 2728 would be the first time we increase the rates. 28 29 would then get you to that 34%. And again, when you look at the peer average, you can see we're right in line with where they are. And again, that's forecasting two and a half years out
comparing to today's rates for our peer groups. So, our strategy for rolling this out um we plan to as as we get board approval um for the new policy will be going ahead and allowing or notifying folks
that when they start pulling permits now, we'll be putting a message on there letting them know that in the future, here's when we're planning to raise rates and here's what the rates are going to be so that they have over a year and a half notice of these rates increasing. We're also going to go out and uh update our website to in include
this information. And then for those campuses that we know we have a lot of users, we're going to do targeted outreach to let those folks know. So that way we're communicating a little more customer service um as it relates to those particular stakeholders as well.
So um as I mentioned, next steps. So fall of 2627 we would be bringing um the policy itself to um updated to the board and then in the summer of 26 would be that first um increase um 20 yeah the 2627
um for the 2728 school year and then the next would be the 2728. Um with that are there any questions? >> Miss Hendy Newell. So, thank you um for sharing this and I know we've had some
questions in regards to um making sure our facilities were available for our communities and often um our communities are very different and so when you say our current peer averages, what areas were we using to bring us to these
numbers? >> Yep. Great question. So, give me one second. So we looked at eight different peers. We looked at Oakland Unified, Santa Ana, Pomona, ABC Unified, um, Torrance, Los
Virginous, Norwok, and Fresno. >> Okay. And so with our peer numbers, because obviously there's some of our some of our athletic assistants that use the facility that if they're using it
for one hour and they're, you know, working with our low economic families and it's a $60, but if it goes over say 65, 70, now they're in the market. And so in the market they're not able to
provide the services for certain communities, right? It's not a Torrance, it's not a Norwok, it's inner city of LA. So how would they be able to provide for our students now that they can't afford to go to Norwalk and they can't afford to go to Torrance, but we want to
provide them services right here in their community. >> Yeah. So per ED code, if they charge over $60, then they would or if they charge less than $60, then they would qualify under civic center. If they are over 60, then our current uh rates that
our options that we've set up would have would have them going to market rate. And so it's definitely something we could look into um if there is a desire to look at something in between. Um but we'd have to evaluate that and get back. And I'm saying for our students in particular, right?
>> For our students, it would be free. If it's if it's they're not if there's no cost to the students, then technically there is no charge, >> right? And so say you have, you know, outofse time um where coaches are coming
back to train their students so they can be at the same level as some of these other spaces. Now, I mean, they can volunteer. They're not nonprofits, so they don't have grants to be able to fund them. Everything is strictly volunteer. I mean, it's only so much you can volunteer. Trust me, I've been a
coach for a long time. Um, but how do they, you know, be able to sustain what they're doing on the hourly rate that you're providing here? Because if they go over, then they're kind of in a they're in a unique space. >> So, just so I understand, so under this
scenario, are they charging students over $60? So they have to because they have to pay for >> uh tournaments if they want to enter into a tournament. They have to pay for the tour. Tournament is not free, but they're not a nonprofit. So in order to do that, but they want to be able to
bring it to communities that are not outliers. So how are they able to do that? What would be uh I guess a special package for folks that are in that box? Because we want them to be able to get that experience. they won't be able to they won't go to no other community
because they can't afford it because they like you I appreciate the the peers that you mentioned here but for some of our students that's not their peers they're not going to be able to afford that and so many of our athletic assistants they extend themselves and even if it's $70 I mean right now and it
depends on how large that team is to be able to be able to qualify so they'll have to come out of pocket it'll be it'll be impossible for them to continue to sustain a program for. >> So they would pay say even if they will from $60 to $70 then they would go into
market and so market would change they their their usage of the gym. So the use for the gym and then all their money is used right there so they can't go to the tournament. So those students which are our students don't get that experience. >> It it's something that we can look into
closer. Absolutely. So I I just want us to be, you know, attentive to that because I know that there's many and I was one of those coaches where I couldn't go anywhere else and I wanted our students to get that exposure so that they could compete at that level.
You know, they couldn't go to the AAOU teams. They couldn't afford that scholarship or not, but they wanted to be able to compete and I wanted to be able to give them that experience within our own gymnasium. >> Yeah. No, I understand and I think it's something we could look at closer. I think striking the balance it's a little hard sometimes because when you have
for-profit club teams so how do we differentiate between the teams that are charging and they can maybe be not associated with the high school or maybe there's some link to the high school but it's a you must pay thousands of dollars in order to participate in this program.
So trying to identify which bucket they fall under is is challenging. That's why we've tried to streamline it to some case. But I understand that there's always uh there's a potential for a group that we may need to look at a little closer. So that's definitely something we could look into.
>> And maybe it's a percentage of how many of the students attend the school because I mean we look at that. I mean when we looking at our magnet programs or we look at a community school day uh school program, we look at how many you have to have a certain ratio within a class. So maybe that's something I know
you mentioned a checklist at the beginning at the top of it and I'm not sure if that exactly would be under under there where you look at >> Yeah, usually the checklist is something where we ask them how much do you charge? Are you a nonforprofit? Are you serving district students or are you
serving students from outside? So th those questions will help evaluate where they fall under >> and maybe that's where we add that additional um filter to be able to find those individuals so that our students do get that service and they get those
opportunities because otherwise they won't. >> Yeah, point very well taken and we'll definitely look into it. >> Yeah. And how can folks because there are I mean we've gotten good feedback on the student benefit rate. I know this came up in the board meeting including things like the need to amend the civic center act because the $60 limit like I
think even AYO is now charging more than that and so that's you know we're we're bound by this this the ED code but um >> but there are also there are some there are uh relatively unique situations like what Charlet's talking about. We have a great partner at Fairfax High School
who's are you have you are you signed up to speak Pearson? >> Oh okay. Well, no, I'm just but I didn't know if you're going to do public comment, but who has also kind of a unique situation and so I know folks So that's just seeing up my question which is how can folks engage with you if they want to say like we're in this weird
situation where would we fall and as we're coming up with the policy are you open to feedback? >> Yeah. No, absolutely. So again the policy has not been brought to the board yet so obviously we're not and this is part of this I'm saying if I'm them are you open I know you're open to feedback because we but like if that's their question >> and they can outreach to me directly.
So, we should send folks whether it's coaches they know or partners like Greenway to come talk to you directly. >> Correct. >> Yes. Sorry, Becky. >> Hi. Thank you. You've engaged with many uh topics on this with me and so I just want to thank you and I know you've been
very thoughtful and and I can see in here you've responded to concerns I've brought to you. Um I wonder if when we look at that ED code one, do we go back to our our advocating group that needs to go up to Sacramento and be like, "Hey, this is to be on your list." Um, but two, is it also are we getting into
semantics? Like there's the fee to be part of this, then there's your uniform fee, then there's the fee for tournaments, then there's this. So, is it the fee to merely come and show up is $60 or less per month, but then they decide if they've got entities that are
going or maybe it's only a subop. Maybe there is a group because softball and is my background. know like maybe there's a group that is is really just that wreck general season and then there's a separate group that goes on. So I wonder if even if we can't get Sacramento to change the EDC code, which just seems
asinine, you can't do any. You can't cover your insurance and get the lights on for that amount of money unless you're putting 150 kids in like two square feet, right? You just can't. The money doesn't add up. Um or you find some great benefactor. So I just wonder if there's also really understanding
that ed code. Is it just the total what the parents got paid? And also, I know for Little League and AYSO in our area over by LAX, we have a ton of students that aren't paying anything or they're on a sliding scale. So, how is that factored in? and I want to if a family
can afford to do $400 for four months, get them on board because that might give our board then money to be able to subsidize somebody else that isn't in that situation who this might be their only opportunity because unfortunately we're still not really giving sports activity great opportunity before 9th
grade in LUSD. So, it's really these wreck partners that are feeding it so we can be proud that then our high school went and did football, soccer, whatever else. It's not coming from our our elementary K8 feeder program. It's coming from our wreck partners that are using your fields. >> Yeah.
>> Yeah. So, anyways, I I I do just really want to thank you for all that. So, that would be one thought. Um >> I'll just point out, Becky, they're your fields. We're the stewards of the public. No, that's what this is all about. We're the stewards of public uh resources, which is why we want to make them more accessible. So, he's he's just the caretaker.
>> Yeah. I I just will go I've shared this with you and so I just want to share it publicly as this to me is an enrollment factor because when the the little kid across the street says I can't go to
AYSO there's this beautiful field sometimes mode sometimes not that's questionable but across the street they can see it it's got the fence around it but I can't go have AYSO there when I'm 5 years old I have to go elsewhere whether it's a Catholic school, a private independent, like whatever it
is, that's where I get to go. Now, you've got all these little kids that are choosing, and those are families that have more options. So, they're choosing to go elsewhere. So for me as someone who's been really passionate about enrollment now for about 13 years I I think we need to see you said customer service you said all the right
things but connecting that dot that if we're not infiltrated within the community and really being that partner what's a family if they have an option to go elsewhere they won a lottery they got out of district which is a key thing in my area whatever it is we lose those families and I think if we can get them
on campus they go oh wow it's actually really pretty look at that nice mural I engaged with the facility staff they were really nice and helped me. These are things that get families young really comfortable or their elementary kids on a middle school field, which I think is even more common, and they get there and they go, "Oh, it's not so
scary. It's not. It's a school." Right? So, I just I encourage you whatever support you need to be able to think in in a way that we can bring more people in. I I mean, I think that would be a great thing for us to be able to do and in the long run, I think, will will give us more enrollment, which is one of the
key things we need. This is why Becky was honored last two weeks ago as the LAX Chamber Coastal LX CH Coastal Chamber of Commerce Friend of Education of the Year. So, I'll note this is also why one of our priorities as a board has been the community school parks initiative, not only to provide
resource to the community, but because once you walk around, I see it in my district. Folks walk around and they're like, "Oh, this is a great local elementary school I've never stepped foot on." Um, I see that Miss Bever has her hand up. >> Thanks so much. Um, I also want to just say that um, in the years that I've been
engaged in sort of larger community conversation about um, family organizations attached to schools um, whether it's a booster club or a PTA. Um, I've, you know, we've been fielding sort of complaints and issues
about the user experience, about sort of like the customer service. um which I think uh board president Chmelson spoke to the other day when you made this presentation in another meeting. Um so I just want to say thank you so much for working to address these very real
issues that make it really hard to welcome communities into these spaces to help schools build right their school culture. So first and foremost, thank you for doing this. Um, I really I have
two questions and the first one is sort of a backwards question and I'll help you understand it in a second and I don't need like a lengthy response. I'm just curious because I mean I've I've only been sort of paying attention to this stuff for about seven years. Um,
what was the impetus for finally addressing uh these issues? I I just don't know the backstory and I'm wondering if in like four sentences or less you can tell me what what the impetus was to reset all
of this. >> So I I will start by saying we are always looking to make improvements and so although some may disagree um we have been trying to make improvements um over time uh we've made improvements to our
website. It's different than what it was 5 years ago. But we've tried to automate things as technology has gotten better. Are we the quickest to get to technology improvements? Maybe, maybe not. Um, we've also been asked by the board uh to
look at this closer and so that's part of it as well. But I think it's two things. One is we are focused on self-improvement and obviously the board is very vested in this as well. >> Yes. And I have to say, Nicole, too, that I I brought a resolution that the board passed unanimously a few months
ago directing the district to uh update the rates, do the engagement process, do a procurement process for an online system and all of this. So, but like Mr. Abdul was saying, it was it was dovetailing what he already wanted to do. He just needed the board support.
>> Got it. Well, that is very helpful to know um considering sort of all the resolutions and policies that sort of float away over time. So, thank you for that. Um, second, I I guess I'm wondering why it is um LUSD needs to
contract with a third party in order to build um in order to build the the page where folks are going to be interacting with, you know, parent groups and organizations, community organizations are going to be interacting um with this
process. >> That's a good question. So, we've seen districts, we looked at other districts, we've seen districts that are utilizing their own internal website, which is what we're doing now. We've seen districts that are using external websites. Um, we have taken the initiative to see whether it can work um
for for an external website to um to work. Um I don't know if Mr. Milwin wants to speak on this at all as well. I >> No, I mean I I was just joking with my colleague. Have you been to the district's website? But uh no the >> portal is good.
>> Parent portal is good. Um and an open data I think is good too. No uh what we were trying to do is uh and this has been a conversation that predates the resolution was just find a way to you know put in your address and understand
what's in your neighborhood and then see what's available and book it. and it it just in in going rounds with the district, it seemed like there were off-the-shelf solutions that were easier to use and actually cheaper um than spending all the time to build it internally. So, that was that was the
explanation that the board got when this was also raised I think last week as well. >> Yes. >> And I'm sorry I I don't know if I caught last week what the cost would be, what the anticipated cost might be for using a vendor to build this. So typically the from what we've seen again we're in the
middle of a procurement process so I can't speak 100% on what the proposals will be but we've seen it being a percentage of the revenue that's brought in >> and so each going to so they're going to run the whole thing. They're not just setting it up.
>> They're actually maintaining the system and sort of interacting with your your office >> that is correct >> to let you all know. So they're gonna be >> we are not handing No. So I So I guess to to be clear, we're they'll be processing the applications as they come
in. They will run the website. They will put pictures up. Um again, we're in the procurement process, so we don't have a proposer yet. Um but the intent is that we would have them be the website and the interface. They would receive the information and the requests. They would start the process. they would help us
with the central um schedule, the central calendar that can be utilized by schools. And so all that interface will happen between the schools and the um the third party that's providing the the uh facility website. But our internal department will still have to go through
and approve and we'll also have to use our internal I you know internet it um to help process because there is still interface with we still have insurance requirements that goes through our risk management department and so there is still that process. We're not handing over the keys completely to a third
party but they will be ultimately with that website um and that interface initially. >> Okay. So, it's not like they're just starting us off and helping us learn how to do this. They're going to be our partners. >> Correct. >> In perpetuity.
>> Correct. >> With managing this piece of the district community interaction. >> That is correct. >> Okay. Interesting. Thank you for that clarification. I will I will say my background I did
annual giving and I focused a lot of time on looking do we build something internally to take those donations the recurring make sure that everything's protected and ultimately we decided we had to go external and it was just so expensive for us time to keep it just
when we looked at it so different you know we were looking to re bring in donations um but my guess is some very similar aspects of of user engagement and in that situation my own experience was it was substantially cheaper and you just made a phone call. Fix it. They
have to fix it though. That would be the key thing that partner has to go through. >> And I guess I was going to ask, did we look at both options? Obviously, us being able to create it or us using off the shelf. >> Yeah, we did. We looked at what it would take. Generally speaking, we didn't get
into specific details, if you will, but we understand what would be involved if we were to do it internally and update our website ourselves. we would still need to get additional resources to go out and document all of the re the um facilities that we have because if you go to some of the websites that you
might see you might see it's got pictures it's got descriptions it's it's very so we'd be working with it um our internal um information technology group and so they would have to assign resources and so it would be an internal project if you will and so we believe
based off of the cost that it's either comparable or it might actually be less expensive if we were to utilize a third party. Are we able to be able to show that it is less expensive and to the point made that it is I mean because as a community we want as a school district
we want to make sure that we have put that effort forth right we did our due diligence to say you know what this is where it's c you know it's going to cost us you know time and maintenance right versus you know we build this it's already packaged off the shelf it's
ready to go and we have to you know pay the annual fee or whatever but if we could be able to see that going forward. So, you know, as as a district, we were able to say this is why we selected this versus, you know, I think it's cheaper. I'm not really sure because we didn't
really vet it out to see what the cost would be. >> Yeah. I mean, we This is just something because I've been talking to the folks, facilities, business services, finance for years about this. I mean, we have a online system like you can go and and then you submit and then they get it as a PDF and then you can now call and get
your credit card. So this wasn't for one of uh um of of advocacy. I think um ultimately one we should and I think there are different things like with our unified enrollment system which was in a board priority. I know at least initially there was a company we use
called school mint that like set it up. I don't know if that's still the back end of a transition but there are the off-the-shelf providers. I also know and you'll appreciate this as a coach. I mean the other thing that is uh irrelevant to whether we do an a third party or internal is kind of getting
school calendars aligned cuz there's still the human element where like if you try to book Dorsy's gym the and this is one of the challenges and when I talk to facilities about it which is like you as a user try to book Dorsey's gym and then facilities will email someone Dorsy and be like is your gym available and
then they might not hear for days or weeks and so trying to get to a world where there is a calendar for all a thousand schools but That's tough because it puts the onus back on on schools. But that is like the idea so that you can kind of see because the other challenge right now for the system
whether it's built internally or not is if I want to see if Dorsy's gym is available, there's no way to do it. I have to say this is the window that I would want it call the school and figure it out. So that's also at least as I thought of this as the architect the re the resolution. um trying to think through ideally you'd be able to say
okay that Dorsy's not available at that time but maybe Hamilton is and all that but we're kind of a few steps away from that. >> Yeah that's correct. So right now if if Dorsy's gym wants to be utilized we have to call the school in order to and then that does take time and the school ultimately can approve or disapprove
that request. There is uh we've had discussions and are continuing to have discussions about the central uh calendar to make sure that schools are aware and there is a separate outreach program to make sure school principles and staff are are um aware of as we roll
out a central calendar of what their responsibilities are because we don't want to burden the schools with another task but at the same time I think this might be useful for everybody to have a calendar that they could then use >> would be helpful u just for clarification purposes is with the
rates. These are hourly rates. And back to the point of the $60 rate, how many hours do you get to use the facility that month under that $60 hour? I mean, the $60 a month intake for an
organization, how many hours a month can you use it? >> Good question. I'm not sure there's a necessarily a set minimum or maximum of hours. It's it's generally the program itself, right? So, I think >> program wanted to use it. you know, four
days, three weeks. I mean, and they were under that threshold, which we know we got to figure that out. But that $60 a month, they could use it for 15 hours that month or >> technically, yes, they could. >> Okay. Okay. >> Yeah. There's no there's no maximum.
There's no limit on what they're allowed to use it for. As long as they qualify for they're not charging more than $60 to participate in that program. We don't get into the details of every applicant and how many hours they plan on um well they do we do get the number of
hours that they plan on using the site right but we don't do the math to say okay that $60 equates to this much per hour right in terms of what they're charging the student that make sense >> yes >> and each school just I don't know each
school doesn't get any of the fees for >> under civic center no under market yes so under market, it's uh I always get this backwards, but I think 68% of the market rate goes to the school and 32% comes to central uh district
headquarters that's used to pay for uh various things, utilities, recovery of the facilities, etc. >> Totally random question. Um does the can the district charge for the credit card fees like everyone's doing that now?
>> We uh technically can if we set it in the policy. I don't believe and I don't have this uh I don't I'm not sure if it's in our policy now. I don't believe we're necessarily charging to use the credit card, but I would have to get back to you on that. >> It's a lot if it's >> Yeah, I don't believe we are charging. There is an application fee to when you
apply. So, and I don't think we're charging a separate credit card fee. >> I know you didn't mention it here on the usage and it may be I know it's in a whole different page of the website. film, which I know we didn't cover here, but using a facility to film, what is
the difference? What's the same? Because that's also an area you go out in the community, they're like, uh, again, you work for LA USD, so hard to work with you getting opportunities to film at a site. >> So, we work with film LA, um, and we
have different rates that we're charging specific to filming. I don't have that information, um, with me here to speak to it specifically. Would it be on the same website though? Would it all house under? >> Yes, it's on the asset management website. You should be able to find the film LA um application or the request to
apply for filming. >> But it won't be part of this. >> But this would not necessarily be part of the um community use. Um >> correct. But how those those uh because again they're asking to use certain
sites and would that go under the same purview of how we use it for you want to know if Dorsy's gym I mean I say that because Dorsey's gym has been used in a lot of films. >> How would that that calendar be able to overlap? >> Yeah. No, it's a great question and
something we've talked about internally where the film so if somebody books for filming then it would almost have to be a separate you know input into the system into the central um calendar right so our staff who's processing the filming applications would have to go
into the central calendar and lock and check to see that nobody else is using it for those periods and then block it off and if it so before they commit to it they're obviously checking the central calendar but the school is not necessarily responsible for that piece of it we have staff in the real estate department who's processing those and
working with the school obviously right now in lie of a central calendar >> right because I know they normally take visits to see the site to see if it's something that's you know even feasible for the work they want to do okay >> great yes Becky last I'll have the last word on this >> I have one last um you made me mentioned
it but a focus on hyper local I just wonder LUSD is so big and I just wonder as we're trying to make sure that we meet students where they're at and where they're living if there's a way that we can give priority ity to organizations that are hyper local. Um, you know, and I don't and and that's a very
oversimplification. I would hate to go down that path and then we actually find out we're causing a detrimental problem elsewhere because of it. But, um, just the idea that somebody comes like I'm in Westchester, somebody comes down from Santa Monica, this happens in our parks and wrecks on a very regular basis. So,
just something to keep in mind. I know parks and wreck is really trying to relook at it. Um, so if a Santa Monica entity wants to come down into Westchester, they have a different process. We're making sure we've kind of checked with our hyper local and I don't know how that would exactly work here,
but just something to keep in mind. >> Yeah, great point. It's definitely something we could look into in terms of priority and uh the priority for uh reserving sites. >> Yeah, thanks. >> Great. Thank you. Obviously, an item of uh much excitement, I would say, and uh and discussion. So, thank you. We're
going to um transition. We have one more item which is just the recommendations but in the interest of time and our public speakers I will go through these quickly and if folks uh it's also in your materials and I'll go if I can get the um PowerPoint back up. Um I'm just
going to uh put up the recommendations that we put together um that kind of come from the committee's conversations over the last few months and that will help guide our agendas for next year. And so I've shared the draft. I'm going to pull them up um in a minute so that we can share them with you all in the
public and then we will if there's anything like that strikes you as needing to be amended or dropped or added, we can do that quickly and then we'll go to um public comment. I know Mr. McClean is helping get us set up there.
Okay, so we have eight. Thank you very much. We have eight draft recommendations. Uh I'll go through each one. So um and some of these again you'll see build off the conversations we had this year but we just want to be more specific and a lot of them call for reports that then will be the basis of
this committee's kind of discussion in the fall but pilot pre-engineered structures um district staff has identified that the availability of modular structures for construction components is rapidly evolving and thank you Mr. Non in particular for helping us through that. The committee recommends that the district purchase and install
pre-engineered structures and share lessons learned learned. It also recommends annual assessments of whether newly available products would support the needs or increase efficiency of construction projects. Our second one is to increase the number of qualified biders on facilities and
non- facilities projects. Prior recommendations have highlighted the need to increase the number of biders. Um I'll just this is one we discussed today so I don't know that I need to read it verbatim. Um but we'll have we'll get information uh back to us on how non- facilities procurement is ensuring the maximum number of
participants um and uh continue to use this data to inform our efforts. Hasten housing initiative. Um the committee has received multiple presentations demonstrating the need for and viability of district housing projects. Given district delays on this work reflecting a possible disconnect
with the market regarding proposal requirements, the committee expects an update demonstrating that the district is moving forward with deliberate speed and has selected entities to move forward with projects by the fall of 2026. And um Mr. are you able to quickly come back to the mic because this is one
at the beginning and I had erroneously mentioned it wasn't on the agenda. It is as one of our recommendations. So, if you could just give the committee a really quick 30 second update on where we are with the delayed RFP as it relates to this third recommendation. >> Yeah, absolutely. Um, thank you. Um, we're working to release re-release the
RFP or release a new RFP um, no later than this Friday as our goal and so we're working feverishly to get a new RFP out. Um, so we're in the process of that. >> Great. And so in the fall when this committee reconvenes, um we will be able to disc well we'll see where we're at in the procurement process, but we'll be
able to discuss uh kind of that bid bid uh process and hopefully have some winning bids and kind of talk about the development timelines for those affordable housing projects that the the board has identified. >> Correct. >> Great. Thank you. >> Thank you. >> Um our fourth is to clarify changes to
the bench process. This is something that came up last meeting around uh procurement. um just the distinctions between contract capacity and spend and understanding how we create benches and also how schools can understand what benches are available to them. Um we
discussed last month uh uh some of the disconnect where how do we have for tutoring three or four providers who got zero uh business and others who have a lot and how do we how do we calibrate that? Five is expanding shade. uh we discussed that today and um not only
kind of the lessons learned that Miss O'Brien discussed that she'll be bringing to us but also we'll really take a deeper dive on the state interpretations of the ADA requirements and I I mentioned kind of this bill that Senator Stern is running and we'll have some updates there. It's really my hope
to get that clarity and see if we can't reduce the kind of ancillary costs to shade. I don't even want to call them shade structures because I think that word unnecessarily triggers certain things. it is a tarp uh above a certain area. Um conduct a facilities construction uh time comparison. We want
to follow up of that early on in this year. We discussed the MGT comparison study which focus primarily on costs but really time is money on this one. Um and when we see some projects that the board approves and then they're not going to be completed for five or six years. If you think of an elementary school
student that could be their entire time at that campus. So, we really want to have a um uh an evaluative study not just of cost with other peer districts, but time. Um that four month time for shade, for example, that Mr. O'Brien mentioned is great. I think that was just the construction,
>> but how do we uh >> just the construction >> expedite design? >> They made a mistake. They will all be complete spring of 2028. >> Yes. >> Obviously, not in eight months would we have 49 projects. So >> I don't know that I would say obviously
as a qualifier there. But yes, I hear you. Um the timeline that hard to get that many biders >> was a was aware of is is 28. But this is something that as we've been working on the rebuild of the palisades, we've seen ways that we can run processes in parallel and we've had a great relationship with the division of state
architects and state partners who have helped us um figure out how to expedite timelines. So I'd love to see how we can do more of that. Um increase the maintenance and operation capacity. This is something we we didn't get much of a a chance to discuss this uh year, but
understanding um how we can uh uh provide maintenance and operations services given the aging infrastructure. I think Miss Hendy Newell can probably attest to this as well, but I feel like every week one of my schools is celebrating a centennial. This past weekend it was Cordelane and Venice, but
with that exciting history and time capsules is also the fact that we have now literally 200 century old schools. And so how do we think about um you know ensuring custodial and other maintenance services kind of given that environment. And then finally the report on progress
for athletic fields um the committee requests that once the artificial turf and natural grass study has been completed and recommendations adopted by the board we can share next steps for field replacement projects with the committee um and how we'll be able to expedite some of those uh projects. So I
believe that that is yes we'll do that in a second. any major concerns? Something uh you know before we before we conclude those are in your materials and then um unless there are objections we'll kind of share those with the um
the full board at our next board meeting in in the coming weeks and then use that as the basis of next year's conversation. Um okay great thank you. I do want to acknowledge before we go to public comment. I know we'll wrap after, but one, thank our committee members, thank
district staff. Um, thank Mr. McClean and Miriam in particular on his team and Rose and all the folks who have made uh this committee possible. Um, and with that, I'll turn to Mr. McClean for public comment and then we'll just adjourn after that. And we do have certificates of appreciation for our uh
committee members. So that's why you do this work, of course. Uh, so Mike. >> Okay, here we go. I'll call on the folks listed as being here in person and then those who listed themselves as calling in remotely. So the first speaker is uh Jean Garcia. Jean, are you here? Come on
up. You'll have two minutes to speak once you begin. Uh and after Jean is Cesa Sandoval Cruz and then after Mr. Cruz isma Kamacho. So come on down. You'll have two minutes to speak once you begin.
Good evening board members. My name is Gene Viani Garcia. I'm 16 years old and I'm a junior at the Roosevelt High School, one of the highest need schools according to any indicators. I was born and raised in Boil Heights where I'm a youth leader with Inner City Struggles United Students Program. I'm here today
because the well-being and development of my peers and me are at risk due to the harmful proposed budget cuts in the fiscal stabilization plan. This directly goes against our district's core values of equity, collaboration, and excellence. We demand LUSD to be transparent and meaningfully engaged in
its students, parents, teachers, and school staff who will be most impacted as a district moves forward with its fiscal stabilization plan. Additionally, we demand the full projection of the 700 million for Senny for the next two years and every year after while also
protecting BAP funding that are crucial to black student success. Sunny dollars are Seni dollars in our schools are important because they fund essential support for me and my peers. I'd like to share my experience in a program called Young Producers Group, a semi-funded
program I have been a part of for two years. Young Producers is a program that teaches students about music production, but it's provided me with so much more. It has given me a space to express myself, to learn different ways to communicate creatively, build meaningful connections, and build community through
my involvement. The unfortunate truth is that as soon as these cuts are announced, the first thing to go are the arts. I recently got news that my favorite teacher, Mr. McDonald, is at risk of being cut from our school. A little bit about Mr. McDonald. He's a piano and choir teacher and one of the most genuine and sweet people I ever
have have ever met. He has had an immense impact on my life and has one year left until he retires. When I heard about the potential cuts, I felt firsthand how close to home budget cuts are getting and my heart dropped. It's distressing to me as a student to see
someone as crucial to my personal development be so easily taken away. These cuts create a level of inconsistency and instability in our already underresourced and disadvantaged communities. These threats are resulting in a general feeling of communities distrust in the education system. Thank
you for your time. We urge you to take our demands into consideration. >> Thank you for your time. >> Thank you. >> Uh Cesar Cesar Sandoval Cruz Caesar Sandival Cruz, come on down. You have two minutes to speak. Why don't you begin? Hello, my name is Cesar Salvad Cruz. I
am a 10th grader at Woodro Wilson Senior High School and a member of Inner City Struggle. I come from South Los Angeles, but I've been attending school on the east side since elementary school. For years, I've had to ride the school bus, ride around the Los Angeles, and work hard to just get the access of education
that I deserve. I am here today because I am tired of watching LOSD talk about equity while actively taking funding and resources away from students. I am demanding that this board fully protect the entire $700 million of SEI funding.
I am also demanding to protect programs like BSAP, Dream Centers, and community-based safety programs because students are the ones who suffer the most when you guys make these cuts. Police at my school do not make me or my peers feel safe. They make us feel watched, uncomfortable, angry, and
criminalized. And especially now, our immigrant communities are living in fear because of the constant raids and deportations of our families and friends. Students do not need more policing. We need protection, support, and stability. LUSD cannot claim to care
about our well-being while investing in policing instead of students. The people who actually make me feel supported at school are my counselors, teachers, and college corner staff. These are the people changing students lives, not police. Programs like BSAP, AVID, and
the College Corner are investments in our futures. They give us tools and the need to survive and succeed. Instead of investing in us, LUSD is holding on to the rainy day money and $3 million in empty LAPD positions while students are
struggling. What are you all waiting for? Students need help now. These budgets cuts These budget cuts hurt black, brown, immigrant, and highnee students the most. They will take away opportunities, support systems, and resources that we have fought for.
Today, I am demanding that number one, no cuts to Senny, and for two, for LUSD to fully fund our schools, invest in students, and our futures. If you if LUSD truly believes in equity, then prove it with your actions, not words.
Thank you. Thank you for your time. Uh, Zulma Kamacho, come on up. Zulma. And then after Zulma is Kelani Santos. Uh, she's going to speak in Spanish. So, if you'd like to hear what she's saying
in English, please put your hands up and we'll get you translation headsets so you can experience this. Gracias simultaneous translation. Buenos. >> Good afternoon. My name is Sullema Kamacho and I am a member of the Lucha
de Pueblo. I have the blessing of being a mother. I have two children that go to Christopher Dean Elementary. In the next year, my son will also attend the same school. Today, I come here to request that the 700 uh million dollars for
Senny be maintained and not to make cuts in the future. Dean Elementary is the school with high needs and the cuts that you want to do. You will lose more than 180,000 189,000 for 2627. And without those funds, they're going to cut the
support coordinator for intervention as well as less hours for services for information technology. These will negatively impact our students, parents, and community. There are teachers that you will fire. The schools will the
classes will be more full than what they are now. How will the students be able to learn? They will be even more stressed out the teachers because it will be double the work that they will have to carry out. I'm very concerned because of those those cuts will affect my children that are in kinder and third
grade. And what is my son hoping for that he's going to be entering the school next year? What if he needs additional support because he is in special education? The budget will not affect only my children but different families and different future students.
These financial decisions are not even to make they're should not be made without affect knowing how they affect the community. As human beings, we need a education based on equity. Please do not leave us behind. I am here to fight for the present so that there is a future for our students. Thank you.
>> Thank you for your time. Kaani Santos, are you here? Come on down, Kaani Santos. Santos. And then after Kaani is Gary Prisowl. >> Good evening board members. My name is Kalani Santos and I am a senior at Social Justice Leadership Academy SJA at
Torres High School, a school that's classified as moderate status according to Seni indicators. I'm also a member of United Students at Inner City Struggle. Our academy works closely with another academy, engineering and technology, sharing buildings, teachers, and resources. However, while our school is considered moderate need, it is classified as a high need according to
the indicators. You may be wondering why I, a senior who's almost finished my LD experience, am advocating for budget stability, even though I will not personally experience its impact. The answer is simple. This is not about myself or the people close to me. It is about our future students who deserve access to these resources and
opportunities that come from proceeding high and highest need schools from dis disproportionate harm. Is about ASD standing firm in prioritizing equity as a core value. SJ is a small school with the graduating class of only 23 students and we do not receive the same level of funding as many other schools in the
district. This lack of funding is directly impacting my academic experience. Out of fivemies at Esester Vonour High School, two including my own were forced to combine due to budget cuts. As a result, class sizes doubled. I watched my AP language class grow from just nine students to 35 after merging with students from STEM Academy. There's
less funding for student opportunities such as leadership programs and the classes and I've and I've lost several of my favorite teachers due to the to budget cuts during both my junior and senior years. Only three classes uh only three AP classes per year were offered. This has directly affected my education and limited opportunities that could
have been prepared for me for college. I know firsthand schools across are struggling to maintain adequate staffing. At my school, there is little to none teacher assistance on campus. So, teachers often forced to sacrifice their own time to support students. While we need IT assistance, office staff step in because there is not enough resources. With EC with equitable
funding, schools could attract and retain more students by offering stronger programs and support systems. Right now, many students no longer want to attend because there is little to offer. I fear my school could eventually shut down or allmies may be forced to merge. This shows how LSD is failing to center equity and staffing and budget
decisions. More funding could go towards additional classes, teachers and counselors and student support systems. Students will feel more supported, engaged and more hopefully in their futures. Because of all this, we demand in the state fully restore and protect the 70 million in sending funding and ensure transparency and meaningful community engagement and all abundance decisions. Thank you.
>> Thank you for your time. >> Gary Prisau, Gary P, are you here? Gary Gary Prisau not here. All right, the next couple of folks are listed as speaking remotely. Sakura
Singh, I see you're online. Please press star six to unmute yourself and you'll have two minutes to speak. Fakor is saying, I see you're with us. Please press star six to unmute yourself and you'll have two minutes to speak once you begin.
>> Hi, can you hear me? >> Sure can. Please go ahead. >> Perfect. All right, great. Um, good evening. Um, I'm speaking again. Just want to share some additional thoughts. Um, and by the way, if you hear cars in the background, I'm walking. I'm actually walking from Baldwin Hills
Cshaw Mall. I think that's in your district, right, Miss Newell? Um, anyway, here again to speak on the matter of Jesuso and Maria Sotoayor and Latasha Buck. Um, for context for the people who might have not been here earlier, um, Jesus Angulo um, and Maria
Sotomayor in 2007 pled no contest to covering up the rape of a student who came to them as a trusted adult. Um, yet they were still retained and are now and have since been promoted by LUSD and earn $200,000 of everyone's tax dollars
in the room. My family lives off of less than 30k a year. We can't afford vacations. We can't afford a home. We can't afford a car. So, is it right that we have to struggle while child predators like Insus Gulo and Maria Sotomor get to thrive on the taxpayers's
dime? And of course, Latasha Buck was recently questioned about this and said it's not her concern because it was 20 years ago. just would like to restate that these people should be terminated as soon as possible and we ask that this please not be swept under the rug that
it be addressed ASAP um and not swept under the rug like it was in 2007. Um and I appreciate Mr. Mulvo that you took the time to provide me with some brief updates earlier and I ask that we all continue to receive um detailed updates
going forward. Thank you so much. >> Thank you for your time. Ekaterina Singh, you're listed as speaking remotely, but I do not have you on the line in front of me. So, we will go to the next caller. Uh, Jamila, you are on the line. Please press star six to unmute yourself. Oh,
Ja, you're gone. Is there a Jamaa in the room? No. Uh, Christopher, I see you are on the line. Please press star six to unmute yourself and you'll have two minutes to speak once you begin. Christopher. >> Uh hello. Can you hear me?
>> Yes, we can. Please go ahead. >> Okay. Wonderful. Dear members of the school board, my name is Christopher Salurus. In the past, uh I have come to speak here about other less serious subjects, but this is a very tra traumatizing subject today. As my other
peers have noted or if you were here earlier, it has been recently exposed that Husanglo and Natasha Buck who are in charge of virtual academy were questioned in public about the case of Angulo who pled no contest to failing to report the rape of a student. Angulo allegedly responded while being visibly
upset in distra. He said it was a personal matter and walked away. Is student safety now a personal matter? Latasha Buck was asked next. Her response was that it does not concern her since it was 20 years ago. How is this at all an appropriate response to
student and family concerns with sexual abuse? When Miss Buck was asked about Caesar Chavis' allegations coming from 40 years ago, she had no answer and angrily hung up. Of course, Angla was promoted at the
Sardo contest along with Maria Soyer. Both were administrators at Southeast High School at the time. Now they make over $200,000 a year. They only got a slap on the wrist for the trauma they inflicted on a powerless and scared student. We are asking that you please
take action. Do something about this since Angulo and Maria. So tomorrow they shouldn't have even been allowed to be in LD and take action against Natasha Buck as well for irresponsible answer. We un once again we are hoping to hear from you as quickly as we did about
Caesar Chavis in which L USD was properly proactive. Thank you. >> Thank you for your time. Abigail deator, you're on the line. Abigail deator. Please press star six to unmute yourself and you'll have two minutes to speak once you begin. Abigail D.
>> Good evening. My name is Abigail Delator. I am a high school student and a resident of Kelly Doniza's district. As I had previously spoken about this last week, we received information regarding a recent incident between an L USD student and Jesus Hungulo who is the administrator of operations for L USD
virtualmies. Students and families were informed of a whistleblower video in which Jesus Hungulo was questioned about the case in which he pled no contest after covering up the rape of a student at Southeast High School. The student had asked respectfully seeking to gain a better understanding of the case to ease concerns. However, Angula Roui declined
to speak on the matter and abruptly walked away. Angula described this as a personal matter. Now, was it considered a personal matter for the girl who was sexually abused and then retaliated against by school administration? As stated in the LA Times, not only were the administrators who committed these crimes retained by Luc, they were
promoted. That tells parents everything they need to know about L USD's object failure to protect students from sexual predators. This full quote is from the LA Times. Now according to the VO lawsuit against LA USD and Angulo, both Angulo and Sodto Mayor trapped the victim in an office for hours, pressuring her to recount her story.
They threatened her and kept her hostage. Suzu Angulo and Maria Sotomay were then promoted. The student had came out with allegations of molestation, abuse, and rape. Latasha Buck was also involved in this, and when questioned, she justified it by saying it was 20 years ago. Now, my question is, does she still say the same thing about Caesar
Chavez? In recent news, the Department of Education has begun an investigation into LUSD's response towards sexual misconduct against students. We don't know if their claims are true yet, but it seems some predators are definitely promoted like Sanangulo and Maria Sotomire. I am requesting that the school board reevaluates his values and
implements them equally. I ask that you as the school board recognize severe nature of this situation. Let's provide real punishment to Jesuso, Maria Sotomayer, and Latasha Buck. Thank you for your time. >> Thank you for your time. Uh Johanna, I see you're on the line. Please press star six to unmute yourself and you have
two minutes to speak once you begin. Johanna >> Hi, can you hear me? >> Yes, we can. Please go ahead. >> Hi, my name is Joanna. I am a student from the virtual academy. I am sure that LSD has the best intentions for protecting students. However, it has
come to the attention of many students and parents that L USD retained and promoted to child predators. Jesus on Google is one of them. He is an administrator at virtual academy. Maria Sto Meyer is another one. She works at human resources. Both Angulo and Stoer
covered up the rape of a student while working at Southeast High School. A student had come to them for help after being raped by a teacher. Yet the response was to lock her in a room and threaten her for hours. Despite pleading no contest to these charges and receiving sentencing, they were retained by LUSD and then promoted. This is after
even a $6.5 million settlement. Today they make over 200,000. The director of instruction, Latasha Book, recently justified the actions of these two child predators by saying it was not a concern since it was 20 years ago. Is Jeffrey
Epstein not a concern since he was convicted of abuse in the early 2000s. Let's see what what Latasha Book says. Maria Stom Meer, Jesus Angulo, and Latasha Book need to resign. They should not be teaching for Luc. If they fail to resign, they should be terminated immediately. We ask that you turn and
eat them as soon as possible. You responded proactively to Professor Chavez, but where's the response here? Thank you. Thank you for your time. All right, the next caller is Briana. Are you on the line? Briana?
Briana is not on the line. Isabella Tees, I see her there. Isabella T, please press star six to unmute yourself and you have two minutes to speak once you begin. Isabella Tees. >> Hi, can you hear me? >> Yes, please go ahead. Um, good afternoon. My name is Isabella
Tees. I am a senior at the Leadership Virtual Academy. In 2007, Jesus Angulo and Maria Sodtomayer who are management at virtual academy and human resources respectively were approached by a student who was raped. She was asking from she was asking for help from them
as trusted adults. Their response was to lock her in a room for hours to yell at her and threaten her. Angulo and Sodomire pled no contest to covering up this rape. Despite this, they're still employees of Lacy and were actually promoted. What if this was your child? Would you not be upset? Well, Natasha
Buck made it clear how she would react. She would react by saying it's not her concern since it was 20 years ago. This is clearly an irresponsible statement to be made by an LC official. LC is already under investigation by the Department of Education for something similar. Now is
the chance of LEC to show that it stands against child predators like Jesus Angula and Maria Sodtomire along with their supporters like Latasha Buck. Members of the board, I ask that you terminate these individuals. Should people who cover up rape and then justify it to be justify it be teaching
for our district? Parents and students say no. We hope that you say the same thing by terminating them. Thank you. >> Thank you for your time. Uh, Sebastian Hernandez, you're signed up to speak remotely, but I do not have you online. I do not see Sebastian in the room. And
Maria Daisy Ortiz, you're signed up to speak remotely. I don't have you online and I and I cannot positively identify you in the boardroom. This concludes public comment. Thank you, Mr. McClean. Um, and thank you all for your participation. Uh we
do, like I said, as a thank you for your service, have um certificates from the board, uh acknowledging your service on this committee. We thought we'd take a quick picture and then whenever we get home, I know we're later than we had anticipated. So, thank you everybody. Um
thanks Mike and the team. Um and uh without further ado, we'll take pictures and we'll adjourn. Don't know how to really wrap this one up.