Welcome to the JUNE 24th meeting of the Oakland Unified Board of Education. Our last meeting of the year Uh, MR. Rakkeestar, can we have a, a roll call to establish quorum. Yes, on the attendance roll call, student director Simmons, student director Smith. Director Lauder. Director Williams Present, sir Director Hutchinson Director Berry Director Thompson Vice PRESIDENT Batchelor And PRESIDENT Brohar here present. Thank you, MR. Well, Hollis, can we have an interpretation check, please? Uh, yes, MADAM PRESIDENT, uh, for tonight s meeting, we have 3 languages available for live interpretation. They are
Cantonese, Arabic, and Spanish. We also have a translation close casting feature available on Zoom that you can use by clicking the Cols caption icon on your Zoom taskbar. With that, we will start with, uh, we will start with live interpretation. We ll start with Cantonese, I will lower all attendees hands on Zoom. Please only raise your hand if you need the link that s being announced at this time, which is Cantonese. And I ll ask uh MISS Hope, she could come off mute and give the interpretation announcement for Cantonese. Well ing ya yaha yo zhong hou yinhao Xunsa Guangdong wa we ang don t what they Guangdongwaan it.
Taiyu Guang tong waifang qing ying en zhang bing gui zao qi dao do the Cantonese announcement is done, MR. Hollis. Checking the attendees to see if there s any hands raised for Cantonese interpretation. Seeing no hands, we will not start with Can in these interpretation at this time. Moving forward to the next language which is Arabic, I will lower all attendees hands on Zoom. Please only raise your hand if you need the language being announced at this time, which is Arabic. And I will ask MISS Abdi if she can come off of mute and give the interpretation announcement for Arabic. Of the local Avia rejectivvataliba but he said
that Italia. The ariasha it has an irracheker al kuralala aleja unakai nareja to passke Thank you, MISS Abdi, checking the attendees to see if there s any hands raised for Arabic interpretation. Seeing no hands, we will not start with Arabic interpretation at this time. Moving forward to the next language, which is Spanish. I will lower all attendees hands on Zoom. Please only raise your hand if you need the language being announced at this time, which is Spanish. And I will ask MS. Alejandra. She can come off a mute and give the interpretation announcement for Spanish. Interpretation sultania a
espanol in estarunion pero espedimos que por favor lebante la manoa in persona virtualmente parasa sad servisio ono para accidentla interpretational levanta la mano bannaverela parte de bajo suppantalia un econo quescomonglobo terracio silopression disse interpretation of the interpretation, I cuandolopression seva avisple gar una eria de idiomas elija Spanish que espanol yabanaa poderes cuarla interpretation peronovamente necesitamos que levante virtualmenteoen persona
la mano pala poder er darlesel servizio ennea primeraparte de la runion muchas gracias. Spanish interpretation announcement is done. Thank you MS. Walker Marquez. Checking the attendees to see if there s any hands raised for Spanish interpretation? Seeing no hands, we will not start with any interpretation at this time. That concludes the first interpretation announcement for this evening. We will have more interpretation announcements as the meeting goes on, and I will pass it back to you, MADAM PRESIDENT. Thank you. Uh, tonight in closed session, the board will discuss the
following matters. Under labor matters, d125-1864 conference with labor negotiators. D2 23-2491 conference with legal counsel, exiing litigation. D3 26-1554 conference with legal counsel anticipated litigation. Under pupil matters d4. 21-2596 readmission student f. D 5 25-0724 readmission student q. D 6 25-2635 readmission student y. D 725-2844 readmission student ff. Under real property matters Item d 8, 25-1579 conference with real property negotiation
negotiators, sorry. The board will reconvene to public session at 5:30. Uh, MR. Sei Chow, are there any public comments on um closed session items. Yes, we have one registered speaker, Carrie Kaufman. 2 minutes please. Hello. All right Hello, thank you so much, uh, for the time, Carrie Kaufman, uh, PRESIDENT Of the United Administrators for Oakland Schools. I know you re about to go into a closed session and I implore you to, uh, make a decision to allow for us to bargain. Uh, we have not been able to get any responses because there s been no money authorized at the table. It feels like bargaining is in bad
faith. We are here. We re ready to bargain. We re ready to bargain all summer. We have not gotten any responses. We would like the board to authorize the district to respond to our, our requests and we haven t heard anything. We cannot start the school year with assistant principals and principals making less yearly than teachers, not hourly or daily, yearly. We cannot start the year with supervisors making less than supervisors yearly and still working 2030 more days. We need this resolved. We need this resolved now. Please authorize the district to bargain. Thank you. Thank you. Are there any online comments? No, that can include public
right Uh, I d like to welcome everyone to the uh Board of Education meeting for SEPTEMBER for JUNE 24th. Sorry, moving through the summer there. Uh, MR. Rakestra, can we have a roll call to establish quorum, please. On the roll call to establish quorums student director Simmons. Student director Smith. Here. Ok. Director Lauder. Director Williams present, sir. The Director Hutchinson. Director Berry. Director Thompson Vice PRESIDENT Batchelor. And PRESIDENT Brohart For present. Thank you, MR. Hollis. Can we have a, um,
interpretation check, please. Uh yes, MADAM PRESIDENT, for tonight s meeting, we have 3 languages available for live interpretation. They are Cantonese, Arabic, and Spanish. We also have a translation closed caps and feature on Zoom that you can use by clicking the closed caption icon on your Zoom taskbar. With that, we will move on to announcements for live interpretation. We will start with Cantonese. I will lower all attendees hands on Zoom. Please only raise your hand if you need the language being announced at this time, which is Cantonese. And I will ask MR. Yuwen if he could come off the mute and give the interpretation announcement for
Cantonese. I got whole it high open and the power gao Way in we we you go to sun chu yinian so you don t don t find it Qinghong y jie Boao taiinno in how gan hoi yihaga Tilihoyi Tilihoyi Tilihoyi lin tong wei zhaoano Kong tongwagaanji. You got to du ying Pingjiaohafoo kao ying zhongfuho, you know, Xinjia Gong tong hua he s a hoi sao tan kong Dongwa panic going to show you find the formal maleuaoyang maleuaoyang maleuaoyang maleuaoyang maleuaoyang maleuaoyang qi and soyuongdongwapanic Canone this announcement is done, MR. Hollis. MR. Checking the attendees on Zoom to see if there s any hands raised for Cantonese
interpretation. Seeing no hands, we will not start with Cantonese interpretation at this time. Moving forward to the next language, which is Arabic. I will lower all attendees hands on Zoom. Please only raise your hand if you need the language being announced at this time, which is Arabic. And I will ask MR. Tareq if he can come off a mute and get the interpretation announcement for Arabic. Thank you. And Mashima. Arab Thank you. Checking the attendees to see if there s any hands raised for Arabic interpretation? Seeing no hands, we will not
start with Arabic interpretation at this time. Moving forward to our last language, which is Spanish. I will lower all attendees hands on Zoom. Please only raise your hand if you need the language being announced at this time, which is Spanish. And I will ask MS. Walker Marquez, if she can come off of mute and give the interpretation and announcement for Spanish. Yes, of course Buenasires eslamosa preciendo interpretation simultania insta reunion de la mesairretiva pero er necessita mosquepien servisio para presablo sino pi servi este momento el la primera parte de larunion no sevadu servisio Arabienipiden ne servisio er parapode
rescuchalo interpretation by la partediabajo de supantaa Ive unsimboloque is interpretation is common lo terracio disinter p re s t ation of the interpretation, preennai yelija elidioma espanol perusingles, this is Spanish Spanish yeah ila bana pode intraal canal the interpretational espanol tambienbana pode rescuchari lingles perobolumen mas bajo sin norenescuchare lingles louedena pagaron de mute original audio to a pagarelaudioiginal il logo personentonia soloban escucharel espanol. See, uh, Pedro Novamente
tinkeadillo servizio jasea system presentes lebante la man esque escuarteretacion osi talen sum levante la mano visualmente la parteriabajo de supanagia naverua un simmboloduna manita ya esta la ion de levanta la min. Sino moya no seva nose a reservi esta nose nose a nose reservi nose esta nose nose a reservi esta primeraparella rona muchas gracias. Uh, Spanish announcement is done. MS. Walker Marquez. Checking the attendees to see if there s any hands raised for Spanish interpretation. Seeing no hands, we will not start with any interpretation at this time. That concludes the second interpretation
announcement for this evening and I passed it back to you, MADAM PRESIDENT. Thank you. At tonight s meeting, there are several allotted times where you MAY make public comments, provided you pre-registered to speak online before the meeting started. Or if you fill out a comment card which you can find on the table by the entrance. You can submit those cards at any time. Speaking will happen after closed session item which was completed earlier. Adoption of the pupil discipline consent report. Public comment on all non-aggenda items within the subject matter jurisdiction of the board. Special orders of the day,
there are 4 items, the district s 2025, 26 annual uh California school dashboard, local performance indicators report. The 2024, 2027 local control and accountability plan. Financial stabilization implementation plan progress update and path. 2026, 2027 fiscal year district budget, all funds. There will be public speaking after new business, 5 items, board policy 5131.8, uh, students mobile communications cell phones. Application for provisional internship. Application for variable term waiver. Amendment 4, Measure y spending plan. Request for pro I
m sorry, uh continue that one later. Um, adoption of the general consent report and superintendent s report. Please be aware that in compliance with the Brown Act, board members MAY not respond to comments regarding issues that are not on our posted agenda for tonight. I ask all speakers to keep their comments to the scope of the item. If a speaker speaks to a different item, the chair will need to ask that that speaker either speak to the specific item or hold their comments until the appropriate public comment period. I would ask my fellow board members to help and support me in this regard. If you don t get a chance to speak during public comment, I want to encourage you to use
the e-coments feature on the legislative Information Center on the ousd website. And of course you can also email board members directly using this format, first name.Last name at ousd.Org. Report out of closed session items for JUNE 24th, 2026. Labor matters on item d1, number 25-1864 conference with labor negotiators, the board discussed this matter. Under legal matters under item d2, number 23-2491 conference with legal counsel, existing litigation. The board approved a settlement in this matter, motioned by PRESIDENT Brohart, second by Director Lauda, Vote of 4, um, to 4 in favor, 0
abstained, and 3 absent. PRESIDENT Brohard, yes, Vice PRESIDENT Batchelor, yes. Director Barry Absent, Director Hutchinson absent, Director Latta Yes, Director Thompson, yes, and director Williams, yes. Oh, sorry, I said, I said absent, sorry. Uh, Director Thompson is absent. On item d326-1554 conference with legal counsel anticipated litigation. The board approved a settlement in this matter, motion by PRESIDENT Brohard, seconded by Director Lauda. Uh, 4 in favor, 0 abstained, and 3 absent. PRESIDENT Brohard, yes, Vice PRESIDENT Bachelor, yes, Director Barry absent, Director Hutchinson absent,
direct a lotta Yes, Director Thompson absent, and Director Williams, yes. On pupil matters, items d4 through d7, the board heard these matters and will vote on the matters in public and section one on the Section 1 on the agenda. A real property matters, item d8, number 26-1579 conference with real property negotiators, the board did not take up this matter. That is the end of the JUNE 24th, 2026, closed session report out. Next on the agenda, we have any modifications to the agenda, and I understand we want to withdraw item q5. Are there any other
modifications to the agenda? Apologies, um, I d like to withdraw q5 for consideration at a further time. Ok. It s a withdrawal for consideration at a future time. Uh, Director Williams Uh, yes, I d like to, uh, pull, uh, 9, 10. And uh for 2728. We need an alpha. Oh r 910, and r 27 and 28. Um also like to pull and like to pull um our 70 r73 through r 78. Uh, our 61.
Through r 69 They re all packaged, very similar. Items, so they re all packaged together. Uh no, and each block 61 to 69, I will consider those as a package. 73 through 78 as a package. They re all about furniture 250 is separate uh 27 to 28 is together, and 9 and 10 are together. Um yes. R 9 and 10 together. R 27 and 28 together. Are 70 Co.
Is. 78 together. Oops, r 61 to 69 together. Yeah I, I heard that uh I still want to confirm this so 70 and 20 and 250 are stand-alones. Ok. So let me just read it back to you and make sure I got it, ok? Are 9 and 10 together are 27 and 28 together. Are 61 through 69 together. Are 70 separate No 0 included
In what? 7070. So it s 70 Oh, ok, I m confusing myself. Ok, 61 through 70. That s what I m looking at. 61 through 70. Yes. Thank you. That s all transportation. Ok. 73 through 78. Correct furniture. And our 250. Correct. Ok, you got them all. All right, any other modifications to the agenda. Director Hutchinson. Yes. Um Hopefully when we get to uh the consent report. Um if not now, there can be a uh ruling on the many items that still don t have a proper
fiscal impact analysis included. I don t need to pull all of them now, but I ll be asking for that ruling later. So I wanted to pull r1. R2 r 62 r 84 r 94 94 r 113. R 115 r 122 r 126. I m sorry, 226. R 239 r 247. R 248 r 249
and r250 And, and, and, and next time, uh for an agenda when I get an agenda, not even sent to me but posted publicly 72.5 hours before the meeting, and there s 262 items in the consent report. Besides having a full budget, an lcap plan, and other measures. Um, it is impossible to be able to do this in the right way. So that s why now i m forced to pull all of these items. Thank you. As you a clarifying question. Um, Director Williams also pulled 250. Can any of the 247, 248,249 be taken with 250. No ok. 247 is the oeacba. How can that be included with something else and I m
surprised nobody else pulled that. Are one r2 r 84 62. 0, that s already been pulled, sorry. Ok, thank you. So I m sorry, then yes, 84, uh, r 94. R113 r 115 r 122 r 226. R239. And r 247, 48, and 49. s already been pulled ok, thanks Are there any other modifications to the agenda?
With that, we will go on to item I, which is, um, the adoption of the people consent report. Is there a motion to adopt? So moved. And public comment Yes, we have to registered speakers, Sheila Haynes and Asalo Labala. First and then take uh MISS Sheila. This is the pupil. Pupil discipline report Yeah. Did I? I m sorry Oh, it s the pupil discipline consent report. I ll be clear. All right, so at this point you are engaging in determining whether or not students who had been expelled
from the district now can be readmitted back into you re not saying if they re coming back into the district. Are they going to be an alternative programs? Are they going back to their regular schools. Are they going to get uh move to other school districts because you have that option. So in your decision making process, is that part of it or does that fall on the the superintendent or some other administrative person. You, you don t have to answer me. These are questions that you re not obligated to answer me, so I have no problem with that. But that is what you should be doing.
You should be reviewing the uh remediation plan. I might not be saying the word correct, but a plan for them to be engaged in, uh, not only their academic uh uh pursuits, but as far as there if it was behavior related, how during the coue of the expulsion, the Behavior actions were in place to correct. And to uh guarantee no other problems would be. Coming forth So I don t know how y all do that in that short period of time you re up there. Where you sit down and discuss each child plus your lawsuits, plus all the other things you
re dealing with, uh, how you actually give the attention to and take the responsibility that these young people coming back into our district are adequately prepared to come back and we have in place what s necessary for them to be be their best. Performances and deal with their issues that cause them to be expelled in the first place. I don t know if that s happening. And at some point Superintendent, we need to get a report on how that process works for expulsion as well as how to students are guaranteed. And I hope we don t lose these students, but I don t know if that s, that s being considered
at all. Thank you, MS. Haines Um, I do not see MS. Hay s hands. Therefore, that include public speakers. Take a roll call on the motion, please. On the motion to adopt the uh pupil discipline consent report. Uh student directors are recused. Dire Lauder Yes Director Williams. Yes, sir. Director Hutchinson Abstain Director Barry Yes. Director Thompson is absent. Vice PRESIDENT Batchelor. And PRESIDENT Brohart motions adopted. Next on the agenda we have
public comment on all non agenda items, excuse me, within the subject matter jurisdiction of the board. How many, uh, do we have public speakers? We have 6 speakers. Um, currently checking online, we do not have any online. Of the speakers, uh, for public comment on non-gener items, Carol Delton, Sheila Haynes Lisa Speelman, Mario Capitelli, Asalolabala, and Leanna Powell. Those are the 6 speakers If you heard your name called, if you could approach the dais, please. Good evening I am Lisa Spielman.
For 35 years, I have been a history teacher, a teacher leader, and since 2019, I have been the leader of strategic resource planning. I built systems to eliminate $5 million in federal grant cost penalties, but equally important, I m a lifelong believer in the power and necessity of high quality public education. I am shattered that as of JULY 1, I am leaving i want to tell you why Our responsibility is not only to cultivate knowledge, but also to teach young people the vital skill of how to think in
our highly diverse and complex world through critical thinking skills and civil discourse. Ousd is failing at this, and ousd has failed me personally as an educator and as a Jewish employee. I am leaving because there is a culture of discrimination against Jewish and Israeli students and staff. I am leaving because the district s negligible response to the lawsuit was a professional development where some staff members turned the training against Jewish and Israeli staff. In this equity first district. No leader intervened. No one sought to stop the bullying,
even though we d all agree equity does not allow for bullying. I filed a uniform complaint. And there has been no response. By my count 100 Jewish students have either left the district or chosen not to enroll. In NOVEMBER 2023, I formed a support group for Jewish staff who continue to be traumatized by the hostility at school sites. I am the 7th Jewish staff member to leave If we were people of a different minority group, ousd would bend over backwards to remediate the problems and
repair the harm. In UStivo, Jews don t count. My departing wish for Oakland Unified is a commitment to two priorities. Ousd must build a culture where every single community is equally protected, valued and welcomed, including our Jewish students and staff. And for all ousd staff to be held to high standards, teaching students how to think, not what to think, and a modeling respect for all identities and opinions. Thank you. Next speaker, please I
m I m staying and I will never give up. Never give up of pursuing the issues that impact African Americans in this district. I ve gotten little results at this podium or at City Hall, related to African Americans. The fact that African American students are not achieving. I just saw the the student plan for McClymon s 80% of the students that are there are over 70% are is the population of African-Americans, but 80% of them are reading three grade levels. Below where they should be I m staying
and in spite of the fact that the majority of the students who are suspended and expelled are African Americans. I m staying in spite of the fact that you give more money to newcomers and no money, uh, you get more money to newcomers and very little money to any programs in spite of the fact that you took away the African American studies and replace it with ethnic studies. In fact, in spite of the fact, that McClymon s High School just started that when you were supposed to start a year ago. And you haven t remediated the soil. In spite of the fact that when a teacher came from Fremont and talked about the anti-blackness
going on at the school they lost their job but when a Jewish person comes here and a teacher, there s no retaliation against them. Losing their job In spite of the fact that we are 70% of the homeless in this city. We got 10% unemployment. We have the highest rate of foreclosures, the highest rate of people losing their homes We have the highest rate of people who are dealing with suicide. Listen to this one. Just came out last week The highest number of suicides for boys, black boys are the highest number between 16 and
24 committing suicide. Higher than white boys I m staying and I ll stay until something changes. I m 81 years old and I m gonna stay until something changes. I was city hall she knows I was at City Hall beating up on black people that s not doing what they re supposed to be doing. The nacp came here and sat with the Jewish community. They never come here and sit with me about black issues. So. I ll be back I Thank you, MRS. So Uh, next speaker please Good afternoon everybody. My name is Leonna Powell. I m a district 6 resident. I m a
parent I have two littles over there as well as my husband. I have an an adult child who also was at ousd student, um, my kids currently attend Burkhalter and um we ve been very lucky to find that school in the community that we have found there. Um, however, with I know this is later on, but I, I want to make sure that I can get this out because I do have a special needs kid over here who I don t know how long we ll be able to stay, so, um, it, it s, it s in regards to uh the the contract for teachers, um, I often call iep meetings. I feel pretty
confident in doing that. However, when there are other issues and resources that i wanna bring to the school and for my principal to share with other families who MAY not, you know, have, you know, all the words or um the knowledge to fight for their children, uh, I learned that my principal will not be meeting with her teachers as of next year and for me I rely on my principle being able to speak to her, her teachers as a manager of the school, so I, I know this is later on in the agenda. I don t know that I ll be here till 11:45, but I just for uh the non agenda items I wanted to just bring forward
that I do not agree with that part of the contract in terms I want my teachers to be paid. I do, um, however, agreeing for teachers in elementary to not have to meet with their principal is completely ridiculous to me, um. Their safety depends on it. Today I m a little late because there was an incident at my kid s school where a person was walking past, taking pictures of the kids that are outside, it s hot, they have on shorts, um, some guys up there taking photos. I worry about their safety and so when I go to the principal with concerns, I expect her to be able to have time to meet with the tears. Thank you. Uh, next speaker,
please. Uh, the speaker s name will call, um all Casi speakers coming up They were called Um, good evening board. I m speaking very much as an individual. You usually hear me comment on the budget, but if you know me well, you would know it was probably inevitable that at some point in a meeting, I would be talking about the Talmud. I brought some stickers, and I wanna offer them tonight. To PRESIDENT Brohart. They remind me of two kinds of flowers. The Babylonian Talmud
speaks of an exceptionally beautiful flower growing in the land of Israel. Called the Kaleita or Little bride, and in modern Hebrew the kalanit. It grows in many colors in the north. But the red flower grows specifically in the south, close to the area that was destroyed on OCTOBER 7th. And survivors of that attack look at it as a symbol of their resilience. And return The Talmudic discussion focused on the importance of distinguishing the seeds of the coloni, which are not edible
from others seeds which are. But these sketches could also be taken for the poppy. Pear egg botanically unrelated, and producing delicious seeds. Recognized first by the Greeks for their healing properties. It comes from a colder climate and grows in many areas of the world. Except not in that particular area, the southern, the negative. The poppy has also been adopted as a flower of remembrance and hope by Americans, Canadians, British, and also by Palestinians as a flower of solidarity and endurance. I ve heard several recent
speakers, including myself, express what we feel when we see the only country that some of our families had or have access to erased, as we do at each board meeting. When the PRESIDENT Opens her laptop. Compromise to cover the land with flowers. This is my suggestion and only mine. Thank you for considering it. Mario Capitelli, uh, employee, parent, taxpayer, uh, last week s facilities meeting represented two labor violations and 4 Brown Act violations. Before we innovate our way out
of planning and resource appropriation problems, we should make sure we ve covered our bases and handled the basics. Those innovating our work right into a potential lawsuit and complaint aren t solving the most basic problems of their scopes of work, so please don t underthink the complexity of what ours is. I have delivered innovative solutions to document, broadcast, and stream every meeting since I arrived here, 17 years ago allowing for less staffing, improved engagement and transparency and improved working conditions all at the same time. If you want to talk innovation, let s talk about how we expand our capacity to tell stories, improve attendance and
enrollment employ youth and provide proper coverage to all of our brown acted meetings. A proposal I ve been asking for months to be heard. That Saul s numerous problems for free to ousd. That s the kind of innovative solution I m ready to talk about. So if people want to really innovate, we re here, we re ready. If you want to toss half-baked, failed, problematic technologies for meetings where hundreds of millions of dollars are discussed and voted on, that don t allow for public engagement, reviewer transparency. I will respectfully pass Seyow, is that the last speaker? Yes, that can include public speakers. Special orders of the day where we have a few items. So the first one we
ll take up is uh k126-1167a, which is the district s 25, 26 annual California school dashboard local. Performance indicator report by our chief academic officer. I don t see her in person, superintendent. Who is gonna lead us through this presentation. My understanding that Diana Sherman was going to be making this presentation. There she is. Thank you. Um, good evening. My name is Diana Sherman. I am the coordinator of the local control. Local Control and Accountability Plan. Um, and tonight we are here to do our annual presentation on the local indicators for the plan.
Um, I think as we MAY remember from prior years, this is a required presentation, um, under California edc code, um, and we present each year twice, once in the winter, on mid-year updates, and then once at the close of the year, um, to let you know where we stand on some of our local indicators. Um, quick refresher, um, the state has a series of indicators that are used as part of the California school dashboard. Um, these also help determine, um, differentiated assistant status for school districts as well as individual school status, um, on some of the comprehensive support and improvement and targeted support and improvement metrics.
Um, these are our district level indicators that are used as part of the llcap. Um, and so tonight we are here to talk about the five local indicators that are specific to ousd, um, the six state indicators you can find on the California School dashboard. First is our measure of basic conditions for student learning, um, and we talk about teacher misassignments, um, 23, 24 is the most recent year for which there is data available, it lags by a couple of years, um, and at that point we had 44.8% of teachers misassigned, um, which is a significantly higher number than in prior years, um, so just identifying that as a big change.
Um, percentage of students and number of students without access to their own copies of standards aligned materials. This is part of what we are assessed on for Williams each year, um, and we were at 0%. That is our target. Uh, we d like to be at 0% All students have materials they need. Um, and the number of identified instances where our facilities, uh, meaning our school buildings, do not meet the good repair or the excellent repair status, um, for the quality of the physical building. We have 6 this year, um, which includes both minor deficiencies and extreme deficiencies. My memory is that these are all buildings that
were at fair, meaning that they are relatively minor deficiencies, but still they are not at good. Or excellent And go through there, implementation standards, um, this is where we are on implementing our curriculum. And so I think over the last several years we have made a lot of headway on adopting new curricula in a number of different areas. And so this is an area where we really have grown significantly. Um, I think the first year that I began this presentation in 1920. A lot of these were twos and threes, for now is full implementation and you see that across the board, um, in all of these areas here, English language arts, English language
development, mathematics, science, and history and social science. We are obviously looking to get to 5 eventually, which is our full implementation with sustainable long-term plan, um, to continue that implementation, but 4 is definitely a big. Piece piece of progress This is implementation progress on some of our other focal areas. You see, we have a few still at 3. Health education and physical education, which continue to be areas of growth, um, to get them up to full implementation. We also have our support for teachers administrators on identifying professional learning needs, meeting these needs for individual teachers and providing support for
teachers on standards, um, and so we still have some of these that are areas of growth as well. These are all on the upward trajectory though, and so either they re the same as last year or they have grown from last year. Priority 3 is parent and family engagement. Um, this was a state priority that grew out of a lot of the deep work in Oakland, um, in part based on some of those relationships that were established. This is how we measure that. And so we look at the capacity of staff to build trusting and respectful relationships with families, how we create welcoming environments for all families, how we support staff to learn about family strengths, cultures, languages, and goals for their children and how we develop multiple opportunities
for parents and the schools to engage in two-way communication to make sure that families are involved in children s education, um, the first and the third of these areas are at full implementation. This is work held by the Office of Equity, um, and then the 2nd and the 4th are areas where we continue to develop that and we are working on initial implementation, not yet to full. Similarly, these are partnerships for student outcomes. These are also part of our work of parent and family engagement. Um, the first two have to do with how we provide support to our teachers. The second is on how we provide support to families so that they understand what students are learning, um, if
you have a child in the school district, you undoubtedly get some of the emails and you were invited to some of the sessions to try to educate parents around the types of assessments we use, the types of work we are covering, etc. Um, so the first two again, full implement ation and the second are policies and programs that we re still working to develop and ensuring that families understand and are using their legal rights to advocate for their students. Those are both areas where we are still growing. Parent and family engagement input for decision making, um, this is the capacity of our families to be engaged, um, in both the district-level decisions and also in the site level decisions, um, and again
we have some areas here that we are still developing, um, specifically how we really ensure that families are engaged in planning and designing and implementing family engagement, um, this is a work that has been a focus this spring, um, at the district level. Um, it s an ongoing focus at the school level to really ensure we are hearing from all families and not just a very small subset of those families, um, so that is an area we continue to grow. We do have a lot of opportunities exa existing and so that when is it full implementation there, um, but again, it s how do we get engagement in those opportunities. Oops don t think that was me Priority 6 is school climate.
Um, we use the California Healthy Kids Survey in Oakland to measure this. We look at the same questions year over year, um, and we ask those questions of students in grades 5 through 12. Um, this year we have current data because this survey had already closed at the time we prepared this. So we had um 25, 26, we administered it to all students in grades 5 through 12. We had about 2/3 of students district-wide participating, and 56 schools where at least 70% of students participated. Um, we have similar to past years, about 50% of students feeling connected to their schools, and we do see the same trajectory that we have seen
over time, which is that that percentage is much higher in elementary school. It drops off in middle school and high school is the lowest. Um, we also ask if students feel safe, um, this is up a little bit, I believe, um, but again, 2/3 of elementary school students report feeling safe, only half of our middle and high school students. So we want to get those percentages up significantly. And then last, we have our broad course of study. Um, this really looks at, are we offering a comprehensive set of courses at the high school level, um, and really a secondary broadly, um, but specifically with our a to g offerings, um, looking at our
graduate capstone work, our linked learning pathways. Do all students have access to those classes, and are they representing a broad array of offerings. And so this is work that we measure through a number of different metrics, particularly looking at electives, um, what elective students at different schools have, ensuring that they are available at all of our schools, um, ensuring we have ethnic studies in computer science across the district and really measuring, um how students are enrolling in those courses, um, and our students enrolling consistently across different student groups and across our focal areas.
This is some of our status here. Um, there s a lot of access to courses. Um, we continue to work on ensuring that students are actually taking up that access, um, and making sure that they really are enrolled in those classes, um, and seeking them out and able to enroll if they re interested in them. We continue to have challenges around funding and staffing. Um, these are consistent across the district, um, in terms of making sure that we can particulate our smaller secondary schools offer all of the elective students are interested in taking, um, that is just a math game of trying to figure out how to ensure that we can have a fully enrolled class and still have
the offering, um, and career technical education is another area, um, that is an area of learning and growth for the high school network, um, and the linked learning team as they figure out how to emb ed that in the graduate capstone and ensuring that that is really part of the integrated pathway work at high schools, um, and that work is continuing to grow. And then this is some of the strategies and actions for this year that you ll find in the lcap, um, a to g again continuing um our investment and career technical education. You ll see many of the grants that are at the state level coming in, in the lcap itself. Um, also our linked learning pathways and really looking at our underrepresented student groups, in particular, our focal groups within the llcap,
our foster youth accessing those courses, um, how do our English learners access those pathways? How do our low income students across the district have access. Um, ethnic studies is a relatively new requirement, I think, as you know, we are continuing to expand professional development for teachers and understanding how that will be taken up at our high schools. Um, and then multilingual education is an area of focus that is our dual language programs, understanding how those are functioning, how they can be improved, how they are impacted by things like the downtick in the number of newcomers in the district, um, which sometimes has fed those
programs in the upper grades, um, and really understanding that work. That is the close Thank you. Are there public comments? Yes, we have to registered speaker, Sheila Haines and Usalo Labala. Please. Of safety based on what s in your 250 something consent items hazardous material removal. Environmental site assessment. Geographical and geohazard consulting services. Removal of contaminated asphalt. Far alarm replacements needed.
Disposal of contaminated soil. 24 cameras at one school. Inspection us of asphalt. Saul vapor, probes, sewer repair. This is tonight what you re dealing with in terms of environmental safety and general safety at your schools. I m saying that there is a vast amount of safety issues. I m not talking about everything. I m just talking about what s on here tonight. One of the safety issues that I take lastly take tremendous issue with is your voluntary, your volunteers policy where you do not do background checks.
You have an item on here where an agency is going to be doing services for you and they identify that they fingerprint everybody that s gonna be involved with the service to your children that s identified as part of how they uh they uh identified credibility for the people coming to deal with these children. You cannot state law says everybody that volunteers in the school district throughout the state has to have a background check. And you don t do it Yes, MISS Haynes, if you can go ahead and mute yourself. Hi, can you hear me ok
Hi. Hi, thank you. Um so for me, school safety continues to be my priority for my student learning online and everything. I, I really pray that the schools can be a place of love and respect. Si, since the last board meeting, I learned a dear parent who was working at a school site, passed away. I m, I m still not understanding the details around it, but um, I was closely connected to him at my son s last in-person school site. I, I just, I really urged the district to adop t my resolution in mandating a joyful environment that doesn t
cost any money. My, my ongoing push for the district to mandate a culture shift like students and adults should never be in an environment where language triggers violence to happen. And although I wish you could fully fund the arts. My hope is that at no cost to the district, the district can reinforce respect. There s just so much uncertainty about the budget and the financial challenges, but, but truly the mindset of a person, um is, is triggered by what they hear. So, um, please just um reinforce love and respect. Thank you Thank you
Are there any other public speakers? No PRESIDENT Bha that can include public speakers. Barry. Hi, thank you for the presentation. I do have a few questions. I don t know if we have time for this, but it would be great. Um, so the first is regarding what s on slide 7, priority 2 implementation of standards, particularly because it s some of this is implicated in the oeata that s on the agenda for tonight. The my first question is, how do you identify teachers and groups in need of specific professional learning
opportunities. And then it says those were measured at 433, and so I m curious for those in the initial implementation phase, what is being implemented? How is that going? What are you learning there? And then my second question is about slide 8, completely unrelated because that s on parent and family engagement, um, and I m asking because this came up during our retreat last week or I don t know when it, it doesn t matter. I reach our recent retreat and there were some conversation um from that that was inspired by the students on our board who spoke about how important and
significant their relationships with teachers are, and some of the necessary work that they hope to see occur there and so similarly curious what s being implemented to facilitate the development of staff to build trusting relationships with families. Thank you. I m gonna let Doctor Aguilera, who s on Zoom, um, addressed the first question and I think possibly the second as well. Um, thank you, Director Berry, for the question. So in terms of professional development, we have a menu that is considered our foundational professional development and that ensures
that um all of our staff are trained in the same areas. Uh, these areas are named also in the llcap, which is coming up next. And so we focus on the implementation of the training specific to those areas. So um, we have, um, of course, uh, standards aligned, professional development that s connected to the implementation of curriculum, but then also what we call the pedagogical approach. So, uh, the style in which you deliver instruction not only based on the curriculum. We also have rj, um, so restorative justice for our secondary schools is considered
to be foundational. Uh, we also have our equity, um, series of training that the Office of Equity delivers, and that s also considered foundational. Um, we also have, uh, pbis, so positive um behavior incentives and support. Um, that is another style of training to foster um positive culture. So that s what we consider foundational, and that s what we track. Uh, and we aim to have all of our staff trained in those specific areas that we consider found ation al Does that answer the question around how we decide. And you would observe those things because someone is in the classroom obser um delivering observations.
Correct. And there s also our evaluation system. It s td t g d s, so the teacher growth and Development System, um, it s area 2 that focuses on the classroom culture, and that s where you ll see the connection between what um is named in the evaluation process, um, connected to the professional development that we are um providing. So it s culturally responsive, um pedagogy, and the way that uh teacher conducts the classroom. Uh, so that s the area that you ll see that measured. Ok. Thank you uh, Director Hutchins, sorry,
the other question was regarding parent family engagement, Flight 8. So we have had um opportunities for uh families to access a centralized um gatherings for uh parents to learn more about a certain topic. Uh, and so we have been trying at a central level to provide some of the more general, um, you know, opportunities for parents to access a report cards, how to interpret any sort of like test results, uh, and then really at the school site level, it is school by school, where they are implementing um monthly activities, and that is a measurement that we do. That s how we come to this, uh, score. Um, we do expect for every
school to offer at least um one opportunity a month to engage with the school through schoolwide events. And then there are 4 opportunities that we look for for the um more teacher to parent, um, connect ions uh, that we actually measure. Of course, there are more interactions with families, um, and our teachers, um, but the way that we have approached measurement of that has been through those four activities and uh principals have to submit um their activities, um, for us to come up with the metric that we, um, use in the local indicator. Uh, so that s
the way that, um, we have measured, uh, that connection. We don t specify what the um the connection should be, but we do provide a menu, um, for, uh, school sites to choose from in case they re wanting to improve a certain area, and then, um, the Office of Equity is instrumental in helping to implement if a school site has a question about how do you actually implement this option here. Uh, they will consult with both sites to implement those activities. Um, and so we have had some staffing changes that are going forward for the upcoming year and um we are shifting some of those
responsibilities, um, to partner with the Community Schools office, um, because there is still, um, uh, you know, grant funding that s associated with improving the connection between families and school sites, um, that maybe didn t so much get to the question about teacher s but we do have an expectation of 4 events per school year, and that s what we measure towards and help schools if they re not reaching that uh metric that we have um put out as an expectation. Yes, thank you. Um you know, I, I wanna again, um, like my frustration that the
first time I saw any of the items on the agenda, including this report was Sunday afternoon when I was posted publicly. And so, you know President Brohart never sent out a draft agenda, never even got anything emailed to me in terms of an agenda for this meeting at all. And so it, it makes it very hard when I m giving all the documents 72 hours before the meeting, and the first thing I have to try to go through is actual budget, which I also only received 72 hours before the meeting. Um you know, and along with that, uh, last week s committee meetings, you know, I would have assumed that this would have gone to the teaching and
learning committee, the last week that meeting was canceled and last week s facilities meeting um was in violation of the Brown Act because there was no live stream, so it means there s no real minutes of the meeting. No, there wasn t a live stream. Zoom isn t, Zoom isn t live stream. So when I clicked on the district website and tried to watch the meeting. We watched the district advertisements that run. And there was no notice on the live stream saying it was not working, please use another form to participate, which makes the meeting in violation. And so you can keep talking while I m trying to talk and try to disagree with me, but i ll be bringing that up later. You know, one of the things
here is we have to remember this is self reporting, so this is just the district saying this is how we think we re doing on these things. And really what I wish the real question was right now is uh based on this report and this dashboard, how are the cuts that have been announced and the change is going to impact that for next year going forward because I hear lots of the key departments and and people who carried out the work referenced in the dashboard are now positions that are being impacted. Um, and even more importantly, as a board and as a district, um, this is our last board meeting of the year and we still haven t had one conversation about what our school
s are going to look like next year And again with all these changes that have been made, eliminating a network, cutting middle school electives, um, all of these jobs that we saw laid off and impacted attendance specialist, uh, uh, literacy coaches, a number of positions. Um. There hasn t been one discussion about what are we doing as a district to accommodate that so we re ready to open school in AUGUST. And I m not gonna have time to talk about that tonight because i m gonna have to talk about the budget numbers. But I just really want to put that on the record, which really impacts what we just saw in our dashboard. Because we know what s going on
now Um. With the way things are being mismanaged by the lack of planning and governance anywhere? I can only imagine how the dashboard s going to reflect that next year. When again tonight, not one conversation about how are we reopening school in AUGUST? What is that going to look like? And when I get documents including a budget of a billion dollars for all funds, 72 hours before I m supposed to vote on it. Things are seriously, seriously wrong. Thank you. Noe quickly, um, it was agendaized for teaching and learning, unfortunately that was canceled, um, and we have made an effort throughout the
lcap to identify in the goal analysis for each section, what has been reduced. There s a section in the last section of each goal analysis, um is what is changing for next year. So we have made an attempt in each section to identify what is going away and what will be done differently as a result of that. Um, that can absolutely be flushed out, although I will note that the lcap is 300 pages already, so we MAY look for other spaces for that, but that work is ongoing. I had one other question. It s a particular, it s a, a small one. I m just curious in all of the areas of instruction that that had fours except for, um, instructional delivery for history, social science. And I m always concerned on a
district level how much we actually pay, I mean, again, I know with staffing, but how do we see improving our, uh, history, uh, and social science delivery. I guess all the way through for elementary, middle and high school. I will also defer to Doctor Aguilera on that question. Yes, thank you, um, Diana, I can take this question. So, um, for social study and for history, we offer far less opportunities for professional development, uh, and we re very, um, knowledgeable about the fact that we prioritize our English language arts, Spanish language
arts for our dual language schools, uh, and math, uh, more so than other curricular areas. And so there is definitely a lopsided focus on, uh, English language arts and math as compared to uh history and social studies. So, uh, in our offerings, we try, um, to, you know, increase the number of opportunities we have for those specific teachers, especially at the secondary level, but we know it s not at the same level as, um, our ela and math um opportunities. So that s how we could improve that particular area. We also have, um, pretty outdated curriculum in the elementary level, and we have put off
doing any adoptions because the um the state is going through an updated framework. Um, so they update the framework every like 7 to 10 years. And so we re um anticipating that final framework, um, so that way we can, um, update the elementary curriculum. Uh, we believe that our secondary curriculum will be fine, uh through that updated framework, but we know that our elementary, um, content has been more out of date, and so, um, that s how we ll be able to get to a higher number is through, um, more relevant adopted curriculum and then um the associated
professional development for elementary and then at secondary, having more content-specific professional development. That s not asking teachers to kind of blend the content because of time. Um, so that s what we ve named in our self-reflection. Question, DR. Aguilera, is that, uh, I mean, I think one of the ways to increase our literacy skills is also through uh history, social science. So, um, is there a plan to actually integrate? Those two pieces in, in as we improve our instructional services. Definitely, um, especially at the secondary level, um, there
has been an ongoing discussion, really sent I Ready became uh a tool that is used at the secondary level. We didn t have a way to measure student literacy at the secondary level. And so, now that we have I ready to do that. Um, there is more of a focus across grade levels on how to teach literacy and, um, the secondary schools have been having the discussion of we re not only content, uh, teachers. We are also, uh, teachers of literacy. So that is the focus for secondary content. Um, we do have our standards in equity training that happens every
summer, and that is the focus and has been, and, um, for, uh, elementary, I would say that we have taken this approach to try to blend through the units and using at the literature. That s connected to teach through a novel or a book about a specific um historical uh time, and that s where I would say it s a little bit more weak, um, because it s not so much on the history that has happened. It s more so on um the literacy skills that we re trying to develop, um, at the lower grades. Uh, so that s, um, the approach so far, and really a discussion that s somewhat new at the secondary level, um,
and more of a focus because we re now seeing how students are achieving in literacy at the secondary level, especially high school. Thank you. Are there any other comments? Ok, but that way we ll move on to the next item. Thank you, Diana Sherman. Uh, next on the agenda is item k 2, sorry, uh, which is the 2024, 2027 local control and accountability plan year 3, and I believe you re back up here again, right? Oh, is there a motion to adopt Now moved Second Thank you. Um, again, my name is Diana Sherman. I coordinate the local control and accountability plan, or the
llcap, um, and this is our presentation, um, for our final draft that we re bringing to you tonight for adoption. So tonight we are going to review briefly some of the changes to the llcap, um, and then our ask of you is that you do adopt this plan to cover our third and final year of this llcap cycle, um, and then next fall, we will be back with more to begin the start of the next 3-year cycle. Much of this we went through at the public hearing. Um, this is just a refresher that we are near the end of our cycle, so we are not making significant changes to our goals, metrics or actions, um, doubly so this year with spending reductions, um, we re not looking to introduce new work at this
stage, um, and so that s a lot of what you will see here. And learning recovery again, um, we ve covered this in the past, but just a quick reminder, um, this is now subject to particular restrictions at the state level that govern its use. It has to be aligned with the needs assessment that was developed by the state to settle the lawsuit around the use of these funds, so we do ensure that we re compliant with that in our use of that money, which does preclude some schools from receiving that money based on performance. Ok. And most significant change again in the llcap that we bring you to this evening, um, is the introduction of 5 new program
areas. You will see those both in next year s planned spending, but also in the current year. Um, those shifts were made current year for the 2526 school year, um, in order to alleviate pressure on the lcff-based budget, um, and to you spend down some of the carryover in supplemental and concentration. Those investments are 6 small elementary schools, 7 alternative education high schools, which includes our continuation programs and also our alternative schools of choice. With the exception of one continuation school that is our quote unquote based program. Um, noon supervisors at our elementary schools. This includes all new supervisors,
all attendant specialists across the district, um, and are substitute teacher incentive program or sti subs, um, which there are 44 of them across the district. Um, we have added a couple of new metrics, but primarily, um, we are tabling that for next year s llcap cycle because we will be at the start of a new 3-year piece. So you will see a few metrics that have been added, um, to measure some of the outcomes that we are hoping to see with these investments, um, as well as with some of our investments at our new equity multiplier schools, but broadly that is work that will begin in the fall to develop a set of new metrics to measure whatever goals are established for the
next 3-year llcap cycle. And that is in part because the closing year of data for the ela cycle is the 25, 26 data, um, and that makes it very difficult obviously to measure something you re doing in 26, 27 with 25, 26 data. We covered these already, um, so I will not go further into this, um, but we do just want to kind of highlight that we did have to end or reduce some of our existing supplemental and concentration investments to make room for these ongoing investments. They are covered here. They were also covered at the public hearing, um, and so some of these include reductions of positions, um, reductions, particularly in our non-labor spending, which is things like curriculum, like
our contracts for work around safety, like our contracts for work around. Licensing those pieces that live within that space, um, as well as the elimination of many roles and positions um that were either related to early retirement, um, or were related to other reductions that were made within each department. Um, we ve also eliminated some district-wide investments like, um, our teachers for later arriving continuation students like our attendants case managers, which were a new investment in 2526, um, and like our community school managers and our attendant specialists and new supervisors that were over and above the base at our schools that didn t
qualify. For targeted funds like learning recovery. We ve talked about all of that at prior meetings, so I won t go through it again now, but it is just a reminder that that comes as part of this shift. And so I ll go through this We do have new equity multiplier schools. We talked about these, uh, earlier this month as well at the public hearing, but we have shared their plans for their spending. We have also since received some plans from some of our exiting schools around carryover funding and have added that to this draft of the llcap. So you ll see a few schools that are no longer equity multiplier, but have
some remaining money. You ll see small amounts invested there. Um, and we have adjusted the goals as needed and the metrics um as needed to accommodate these schools. Um, and then most significantly, um, we are updating the supplemental and concentration carryover projection, um, based on the llcap action tables. We are now projecting, um, between 2 and 3 million remaining in carryover. Um, so the first question of that is kind of why that diff difference from prior years when it was closer to 30 million. The most significant piece of that is that we have wound down things like covid one time funding that we were using to shift costs into out of if they were eligible out of our
supplemental and concentration dollars to ensure we were using those one-time covid dollars first before tapping into our unrestricted dollars, um, the second for this year specifically is again that we did make current year shifts of those investments for small elementary Aled attendance noon and stiff subs in this current year which used up the carryover that remained from last year, um, in, in its entirety. Um, we ve also reserved already funds for retroactive pay related to the oea, um, tentative agreement that is on your agenda later this evening, um, and that is already earmarked and accounted for, so
that it, there is funding set aside for those. Positions Um, the reason we are up a little bit from 0, which is what we were projecting at the public hearing is simply that we have some investments specifically around some district-wide licensing for software that did not go through before the JUNE 30th or will not go through before the JUNE 30th deadline. They will be in JULY instead and so because of that, they shift to next year. Um, that money is already earmarked for those investments and so that is not new money to spend, but it is money that will pull into the 26, 27 year and then pretty immediately be spent when those materials and licenses are received and are booked. Um, so
questions around that, um, we will return also mid-year next year with further details. The close for any questions. Thank you. Is there public comment on this? For public speakers we have 2 registered speakers, Matt Glaser, Asawa Bala. Uh, 2 minutes. Hello there, Board Superintendent, uh. Matt Glazer, the delegate of the Peace Ac, good to see you all. Happy summer. Uh, I just came up to briefly, uh, express some gratitude. Uh, we did actually get the uh response to the uh uh the px feedback and I was very thoughtfully put together and it was representative of a pattern
this year, uh, of, um, great engagement and partnership during our meetings. Our meetings have all been wonderful and civil. Uh, we ve had uh, the superintendent and other, uh, uh, district leaders, uh, board members at many of the meetings and, uh, I really believe that the uh plan to meet with us in in AUGUST around many of these items uh that has been pledged by the superintendent is a real signal, uh, that the engagement here is real and that the work being done is, uh, is, is being respected. Uh, it was a very difficult year, uh, to deal with the lcap. Especially when you re new around here like I am, and so I wanted to say thanks to
everybody for helping us through this. Uh, it s a lot to chew and uh I m just going to hope that it s not quite this hard every year. Thank you. Thank you, next Speaker So on your consent agenda, item number 247. is your tentative agreement. With oea and ousd. Now within that agreement, you re gonna be agreeing to allow for preparation time. Professional collaboration. Class size reduction. Support for students with disabilities.
Support for students who are newcomer students, expanding provisions uh I don t know what that means. Safety provisions, I m sorry. Strengthening educators, working conditions. And where s the fiscal, financial breakdown for accommodating all of those items. That are in that item number 247 that you re gonna rubber stamp with did anybody pull that one? You pulled 247. Good. We re gonna have some discussion on that, how would you put that item? That s so crucial
for discussion with 250-something items to be and not independently discussed. You have on this uh item k3 Deer new programs and activities that are not yet underway. You can t defer reparations for black kids. That s never been on it s been on the agenda, but it s never been dealt with. So I hope you re not saying that you re gonna defer reparations for black students. As a recommendation because you never started. Ok. It s not new It s something that s been in
place for years, but it s never been dealt with. Reparation for black students should get some attention this coming school year. Thank you. Are there any other comments? No, that that that include that that include post speakers. I Thank you. I appreciate the presentation, but I m just a little confused on the priorities that ousd has moving forward in our budget and, you know, with everything that s just going on, I m just confused on how we re prioritizing. Non-student facing positions
like attendant specialists. When we have these positions that we re ok with losing like our special education teachers are supporters. Our foster youth, they re gonna be, you know, alone if we re taking away our social services. Teams. All of these things are actually student facing. These are the people that come and make our students feel safe at schools and I m just confused on how we re ok with letting go these very, very important positions, but we re putting more funding towards these other ones. It just, it s just not working for me and I m just wondering what ousd, what s the goal for the students, which you guys are working towards next year and the years to come.
That s a really timely comment because I think we re coming into the next lcap cycle to really re-establish priorities, um, and I will say it is definitely, I think not ok with anyone that we are removing things like the attendance case managers, those were really critical positions. There were a lot of really, really difficult decisions and trade-offs that had to be made. Um, the attendant specialists, I think were prioritized in part because of the role of attendant taking, um, as a mandatory activity and as kind of ensuring that students are actually in school and attending school, but I think they were working together and so you do have part of that puzzle that we ll be missing if we re not able to figure out how to fund that
ongoing. Um, we are definitely in a space where most of what we fund as a school district is student facing or family facing in some way, whether it s direct or a step back from their in a role like an administrator, um, or assistant principal for an attendant specialist, different ways that families and students are reached by that, so that leaves very little to be reduced, especially in the lcap where almost everything is 1 or 2 degrees removed from students, um. There s very little there that can be cut that is not going to directly affect student experiences and so some of that had to do with figuring out how to weigh those things. That s a
conversation that can continue into the next 3-year cycle to see, and it MAY be that those of you here, those out in the community have a different set of priorities and want to shuffle that for the new 3-year cycle. This year, I would say we were really just trying to get to the end of this 3-year cycle and not restart decision making, but that s going to be a space to do that next year, absolutely. Um, it does not solve obviously this year s problem. Any any other comments, Director Berry? Uh, along those lines and especially as we enter the stabilization and plan and budget conversations.
Given all of the significant changes, uh, that you presented that are included in the lcap. What is the process that you are undergoing, you and your colleagues are undergoing to build and maintain coherence across the system and to fill the gaps that have been created by all the changes? What s the plan and what s the process to build and implement. I m gonna have Doctor Aguilera answer this one as well. Um, thank you for the question, Doctor Berry. So, what we um have been doing is adjusting what we call the scope of work that our departments and
individual staff will be taking on. And then, um, naming specifically the areas that we will not be able to continue based on the reductions. We did do a preview of that work in Peak, and so our parent uh student advisory, um committee. Um, so that way we could go through each of the goal areas to name specifically the shifts that would be happening um in that particular goal area. So we are not, um, you know, sidestepping the conversation that there are going to be changes, um, but the way that we are regrouping is to go through the specific
work that is implemented to improve um each of the lcap goal areas and being specific about how we re going to need to adjust, um, and possibly not do all of the activities, the actions and services that are listed within the llcap, and we have named that specifically also in the areas of the lcap, um, in connection with the reductions in staffing and non-labor costs as well. Oh, did you have something that I think that point is very important, um, which is that we absolutely are not going to be able to do all the things we have been doing with fewer people and fewer resources and so I think that s important for everyone to kind of understand
and acknowledge. We ve tried to name that throughout the lcap where we can, but it will affect metrics and outcomes, um, and we will be discussing that in next year s llcap. As we look back and have some of the 26, 27 data. So you just addressed one of my follow-up questions, so thank you. And just at a even higher level, if from your perspective, you believe that what is before us, uh, that it is possible to fulfill the lcap even despite the gaps That s a tricky question. I don t think we will meet the metrics in some of the areas, um, some of those we were not making progress towards
regardless, like before this year, um, I think we will see an impact there, um. We will still, because we have very broad action areas. Um, there will still be work happening. We don t have any action areas where we ve ended all work. Um, we definitely have action areas that have been dramatically reduced, and you ll see that if you compare your over your dollar amounts, for instance, um, between the action areas. We also have some that appear to be much inflated but aren t actually an example of that is alternative education. We are doing less, not more, in alternative education, but if you look at the lcap, it looks like we re doing a lot more. That is simply a
a, an artifact of the, of the movement of those costs from the base budget into supplemental and concentration, which meant they moved into the lcap, um, that is not because we are dramatically expanding our investment in alternative education and inact, that s an important one to highlight. We re actually not doing our late arriving teachers for continuation students. So that s less than we were. We re staffing at higher classroom sizes than we were this year, but that s not going to be visible in the llcap because of the way the funding structure works. Llc c a p encompasses all supplemental and concentration funds. It does not include the base. So if that s not clear, I m happy to talk offline with folks to kind of work through that.
Particular piece too that is an oddity. And then the, the final question follow up to what um Sandra shared is, will the dew and won t do list be publishable to us so that as we are assessing metrics and what we re meeting and what we re not, we have context for what the inputs are. I know we ve had that ask already, um, and I will see if, um, Doctor Aguilera wants to speak a little further to it, um, since she s been most involved in the work of how those scopes of work are shifting for staff. I would also suggest that the area or the space that we can have more of those in-depth conversations is in the teaching and learning Committee structure. That
s where we ve also had the conversations around the shifting of the scope of work, um, in addition to p psa. So, yes, we can have more of that, um, specific conversation, and I believe the forum would be teaching and learning as the best um structure to uh kind of contain that, um, overall, needed discussion about what we will be implementing and what we will not be implementing. So I just wanna ask some things for clarification Um so with your significant changes, um, and ending snc investments. These goals.
Are these so it s the, it s the elimination of itself, so many things and when you re saying goal, reductions in millen and eliminations are these things that you, that we want to eliminate are these things that we re seeking to eliminate actively or we want to eliminate and it s just uh it s just a want and it s just a recommendation or these things that we re actively seeking to eliminate. Things included on the list in this slide deck have been eliminated for 26, 27, and I would say those are things not that anybody wanted to eliminate, but just for the scale of magnitude, our annual
budget for a supplemental and concentration is about 120 million. We had about 30 million in carryover from prior years that had accumulated during the covid years. So we were working with a budget of about $150 million this year. We moved in about 30, 25 million, I think, of investments from base. So not only did we spend all our carryover back down from 150 to 120. We also had 25 million of new things that we had to pay for, which meant we had to find 30 + 25 $55 million in cuts across the programs. I have one extra question and I
say it is want because. I believe it is a want, because we, we need, we need to eliminate some things and there are things that we want to get rid of rather than others. So that s why I use want. But when we saw it to eliminate these things for 26, 27. Was there any time in which the people who made the decisions to eliminate these positions went to any of the school sites or any of the places and spoke. Around Just spoke around and asked about and asked the people who worked there and
the people who were receiving how they felt about the positions that were there in total, not just the positions that were seeming to be eliminated, but every position in total, which which positions do they seem, do they feel the most effect from and which positions, not just which positions are most expensive, but which positions are most effective for the people that s in that community. And I just want to know, when we made these decisions, were there anybody who not just once or twice, but consistently went to these communities. And asked around, talked around, and just
understood I ll let Doctor Aguilera describe how that process works, a point of clarification Director Simmons. We as a school board voted in the layoff list to make this decision. It wasn t anybody else These positions were eliminated through MARCH 15th letters that the school board is required to vote on by law. So all of these cuts and positions were voted on by the board. That was the reason, and I said it at the time that I didn t vote for those layoffs because we didn t even have a conversation about half the positions. So I just want to make sure that you all understand it wasn t somebody else that decided that was a school board
vote. DR. Aguilera answer that question. So prior to entering in the conversation around budget reductions. We, um, did a survey of principles to ask for them to, um, in like the way they see t services at their school site, if they would name their top priorities. Um, and so that was the extent of the engagement that happened to begin the conversation around reductions. So I felt like I had a sense of the um services, uh, especially for students that um are principals felt were the most impactful and helpful. Um, but then the way that you described the
question, there wasn t, um, a lot of uh, uh, iterative or um back and forth conversations that happened with um school site leaders and beyond the to the school site staff, um, you know, as you described it, it didn t happen in that way. All right. And so I just want to leave a little bit of a of a recommendation and I am aware that we are the ones that made that decision, but there are a lot of people who make recommendations to us on
the things that we should eliminate in the positions that we feel that people feel that we should get rid of. But just uh kind of just a small hint, you know, to solving. A puzzle I think we get rid of so many positions and we move so fast And I think we spend so much time thinking that by the time that it s time to make an action. We haven t laid down any test runs. We haven t laid down any
foundational pieces except thoughts and there s no, we haven t done anything actionable to help us make the, help us make our final action. To give us evidence and allow us to make a logical action based off of that evidence. So when and I say this because so when you know, we re we finally make the decision to get rid of certain positions, and we look back as we re as we often do look back now, and we see that there are so many positions that we shouldn t have cut, if only we had just talked to somebody to understand the importance of that deci of that.
Program of that position of that person. Then we would avoid a lot of things. And I just, we need to stop thinking so much and to just start acting. And to get out and you know, actions doesn t mean that we re implementing something. Actions can mean that we re just going out and talking to somebody. And we, yeah yeah That s my, that s my, that s my piece. Thank you. I wanna name also that you have kind of touched on one of the single biggest
challenges that lies ahead for the new 3-year lcap, which is understanding whether something is having an impact or not, how we understand how to measure that and whether we can measure that. Um, I think a great example is the attendance case managers who came in for just the 25, 26th year and then we re gone again from an ela lens, they re, they re not even in the data. Like we will not have a concrete way to measure what impact those had on students on attendance um, because it was just the single year. We don t have any long, longer term data. We don t have a great set of, here s some schools who had them, and here s some schools who didn t, or other kind of comparative pieces, um, so I
think it, it really will be a dilemma for all of us as a community to hold when we look at the llcap and try to weigh that, um, and then I will just say anecdotally, um, just because I think it s important to name that I think every position we fund at school sites is incredibly important to somebody somewhere, and it s a there if we had cut a different set of positions, if we had said we re not gonna have, you know, the, the community school managers, but we re going to keep the case managers. We would have had a different set of frustration and challenges. It s really hard decision making, but I absolutely agree with you that there should be a stronger engagement at school sites specifically to understand and it MAY be that it doesn t look the same at every school site and that that
we need to kind of acknowledge that piece too. Than you, Diana. I just wanted to make a couple of points related to this. Um, part of the process had to do with the fact that we had a major deficit and then we re also dealing with um one-time funds. So, um, I think it was really a positive thing that when we received, had one time funds to support students specifically, you know, for instance with case managers, um, there was action taken to say with those funds, let s make it um good for this year that we have the funds. Unfortunately, those funds weren t extended for follow uh follow-up period. Uh,
the other piece is that I had a chance to um participate in a student-led um process. Actually it was at Castlemont and one of the major leaders was, uh, director um Williams and, um, so I wanted to say that the students at that time had a process they went through, um, Troy Christmas and director Lata were participating in that, I believe, um, Director Williams was in attendance, where um students actually went through the process of, um, looking at what would they do if they had only certain monies to work with and they had to make some decisions. It was a really good process in terms of, um, they understood the dilemma
from going through having to make those decisions and I think there needed to be more of those kind of engagements, um, that was with, uh, acc. Um, but maybe that kind of engagement process would have been really helpful and something to think about in the future at every single site, because the students really did a great job in participating in, um, prioritizing what they would do and if they were in charge of a district, uh, and that thought, I thought that was really thoughtfully done and I, I m really happy that I had a chance to observe that. I absolutely believe that the students felt it was a, a, a real dilemma to make those
decisions because they felt that everything was important i also want to acknowledge that the students, um, thought that many of the students who needed a lot of attention like special needs students, etc. They were very sensitive to making sure that all students were getting support. So I just wanted to, um, remind everybody that along with the outreach with some of our parent groups, um, there was really specific work done by students, um, which represented all of our schools, um, and I was glad I had a chance to observe that. Thank you. Uh, with that, MR. Rikstra, I d like to call the vote Excuse me, I, I ve been waiting to speak.
Or comment. Go ahead. Thank you. Uh, thank you, uh, Director Simmons and, and Director Smith uh for bringing up a really important issue. Um. To me it kind of feels like another attempt to gaslight you for what you just said and brought up. So, you know, I just want to make really clear that we never had a discussion about what position should be cut. Haven t had a real discussion about what we saved from it. Um, this isn t a new thing, this is something that s existed in the district for over a decade. So the fact that a response to what you brought up would be, oh yeah, that
s a good idea, we should think about that in the future. It s actually what we used to do every year. And this is another one that s very difficult for me because again, I just got these documents, 72 hours before the meeting. Um, I thought it was very interesting in the presentation to hear that we burned through $30 million worth of carryover in the s&c. That s a one time dollars that we had built up and something that we always had in the past, but this year that money s been tapped. I also heard these funds have even been tapped more than that because I know what s been happening is somebody in the district has been raiding other funds and restricted dollars to
mask the problem. Because I m sorry Superintendent Sadler, you misspoke before. The problem with this year s budget was you ve allowed over $60 million in overspending. A balanced budget was passed before you became superintendent. And that overspending has all been on your watch. That s what s happened this year with the finances. That s why snc carryover was burned through, and now not only do we have the same level of commitments for next year. Not only do we not have enough funding for it. We ve burned through our carryover, so there s not even a cushion left. Because that s how the finances and the budget works. So I wish I would have had more
time to go through this report ahead of time. Um, I turned to the bottom where there s some of the financial numbers, uh, for me it s page 295. And it has uh the list of last year s total planned expenditures and and total estimated actual expenditures. So I assume when we re referring to last year, we re referring to 25, 26. Ok, so what I saw was planned expenditures were 356 million. But the actual expenditures were 332 million. Now I just decided how we ve overspent all over the place. So the only way I can figure that we wound up spending less on the lcap than we budgeted for is if that money was taken
and we didn t receive those revenues, and so everything was lowered. Am, am I correct in assuming the reason why we underspent the estimate for lcap is because we didn t receive those revenues because they were used for something else? I have to go through line by line. We do have a line item analysis that is in the lcap folder, but primarily that has to do with money. Um, so a good example, for instance, we received the comprehensive support and improvement or csi grant that is fully in the lcap, um, as is our equity multiplier grant. Both of those were underspent in 2526, which had to do primarily with hiring
freezes and spending freezes and also with schools that just simply weren t able to find candidates for positions. So they ended the year not having fully spent the money that they had planned to spend. So that money shows up in planned but unspent. It does roll forward to next year, and you will see it as part of the planned money now for 2627, and assuming they do spend it, it will then become part of the spent money for 2627. I would have to look to get, get you to, I think the 30 million difference there. Each of that, it s all across the different resources because it s also grants, it s also, um, other restricted dollars that sit in any of our
llcap action areas, um, so I can only speak most intimately to the pieces that I manage, um, which is the supplemental and concentration budget, of which we had a budget of around 150 million and we re on track to spend about $148 of that 150, um, and then our title budget. We are working very hard to make sure that we do fully expend that. We did have spending that slowed down on that in part again because of some of the slow freezes during the year where people were not able to get spending done that they had planned, um, and so that was also underspent this year, for instance, um, and then we have an ongoing challenge in this district with vacancies, um, they tend to hit the ecap resources, which are the supplemental concentration.
Those are unrestricted, but they are lcap resources and the things like the title grants, like our tax measures, etc. That is because for instance, if you are an elementary school principal and your 3rd grade teacher resigns on the 2nd week of school, you often pull, for instance, you might pull your teacher from special assignment and put them back into a classroom. Now you re paying for that position out of base. You re no longer using the Title I money that was paying for your tsa. You might post that position the 3rd week of school. You might not hire until JANUARY, and that just has to do with the cadence of how that works. And so every year it is typical that we see some shift into the
base when people resign and people need to fill those core roles. That is what makes them based roles is that they re essential. So that is a normal piece, um, but to my knowledge, none of it had to do with revenue that did not materialize. So thank you for your careful words and uh and I appreciate your answer there. I m just really concerned because as you bring up how uh snc carryover was attached this year and we know other restricted funds have been swept. Um, what I heard you say also is that the funds that you re directly in charge of did almost fully spend. So I m just really concerned when we see when we know overspending every place, every dollar s been, been attached.
And then I see overall underspending here. It just makes me concerned. And the last question I have that I don t want an answer for now, but the budget numbers changed from the presentation 2 weeks ago, uh, in the public hearing. So I m, I haven t had time to check, but I m, uh, I want to know if the overall llcap numbers have changed to correspond with the changes in the budget overall, which was eliminating $60 million in expenditures and unrestricted. I will answer that one just because it s an important one, and so our lcap numbers changed slightly between public hearing and final adoption because we continue to refine those
dollars, and concentration have not changed in between those two drafts. Um, that is because we re still working off of the lcff calculator, which is done um by ficma for all districts in the state, um, that was run on 3rd interim and so we are still using those numbers, um, our fiscal team will talk more about that when they present the budget, but it does not include what we call the supercola, meaning the increased cost of living adjustment, um, snc will go up when that is applied, um, and that will be when we come back to you in AUGUST or SEPTEMBER for the 45 day revise, we will bring you updated snc numbers at that point. All of the other changes you see in the lcap
between the public hearing draft and now have to do with things like notification of a new grant. I get that information from the staff who managed that grant. I added to the lcap, shifting of a position um from one resource to another that fiscal MAY catch in their final cleanup. I make that change in the lcap. I am checking constantly against our budget model and then as soon as we roll into the new fiscal year, I pulled the live budget and I check it again. We correct all the things that are not as they should be, and we reflect any intentional changes. And then the last piece I do just want to say. Absolutely, we do not ever want to be overspending ourlcap resources. We do want to be fully expanding supplemental
and concentration. It, $30 million was far more carryover than we ever should have in those resources because they should be spent in the year they re generated, um, 2 million is a healthy amount, I think, to have on $120 million budget because it does give us leeway for some variants there, but the main reason we have been carrying that significant carryover for the last 5 years is because we ve had a cascading set of ending covid grants that we have been furiously making sure we don t. Give any money back to, so if it s allowable, it goes into the grant. If it s allowable, it goes into the grant. So we ve been sweeping essentially each year if those monies are not spent as planned, we find
things that are eligible to move there. Um, and so that s an ongoing process that will slow because we are almost to the end of that cycle. Um, we have a few one-time grants like learning recovery remaining, um, but every year when grants expire, we do go through that process. If there s something eligible that we can move in, we do do that. Um, that is part of how we manage the restricted side of the budget in pieces again that touched the lcap. So I think that s just important to acknowledge that we, we don t want to be running carryover broadly speaking for snc. So I think that is a, how we got there is a bigger conversation, but it s, it s
not our goal to ever be back in a space where we have carry over that scale. Director Batchelor Director Williams Uh, yes, I just have a question regarding our um targeted uh academic and intervention programs. Um so my, my question really is about the metrics of how do we uh what metrics will we use, you know, for those students receiving targeted intervention. Like what are the warning signs? Um, is there going to be like an interim
way of us measuring that. There are these conversations with our uh, principals or ministrators, um, and, you know, how will we mitigate those impacts, potential impacts that will come about. Can you clarify, are you talking about the targeted intervention that the Office of Equity holds. Ok, um, so for those currently, we measure them against district-wide metrics for those focal student groups. Um, we don t currently have a great way at the student level to measure students who actually participated in receiving that measure, um, or that intervention versus those who MAY be in that same demographic group but who didn
t receive that. So for instance, a student who is participating in aama programming versus one who is not. We have that same challenge in things like students who participate in rj versus those who don t, um, or students who receive tutoring versus those who don t. We re measuring all of those at the district level right now, um, at a very high level. Um, the Office of Equity does do work on trying to look at a much finer grain detail. Um, I think one of the places we ve been most successful in this is with our athletics investments actually with looking at participation and in the Oakland Athletic League and how that impacts student performance. And that simply has to do with do we have the data in a way
that we can access it and really run that analysis. We don t for a lot of our focal student groups, um, in part because there s a balance of privacy and also capacity. Um, with all things metrics, I think I caution that we are very stretched very, very thinly in our research and data team right now, um, and they again have lost positions going into next year. There are many things in concept we could measure, but in practice, we can t, um, because we do not have capacity to do that. So I think that s just a piece to name, um, that where they re able to, um, they do a great deal of work at adding do-ourself dashboards, adding anywhere where we
re already collecting the data, making it accessible so that we can measure it, um, but it becomes much more complicated when we re looking at, for instance, needing to pull from areas which is managing our case, our, our class system, like who s enrolled in that class. What s their outcome of their test scores? How do we match that here? That seemed much more complex piece than simply looking at, let s look at how all of our African-American 9th grade boys are performing across the district, um, and so that those are pieces we have to kind of balance with how much are we able to do ongoing so that we can compare it year over year, but next year is when we will begin that
conversation again for the new 3-year cycle of what metrics do we want to prioritize, um, and how do we choose some over others so that we match what we ve prioritized to the capacity of our data team. Uh, thank you. Um, just real quick, um, I m teaching and learning uh office of equity came in and did a presentation and showed us the metrics that they have. So I just was wondering if you re gonna partner with them, you know, we do have regular engagements that we share the student data with various organizations that come in to do the work. So I know that you would have more access to that than they would. And so understanding that, um, many students have decreased the
chronic absentees. Many students have increased their academic outcomes. Um, the question really is um, even though you are short staffed, it seems like there s an opportunity to build a partnership with the Office of Equity to understand the impacts of how these particular changes are gonna, uh, affect our young folks who are actually been in uh very highly sophisticated classes to increase their academic outcomes and I would just hate to see that, um, we just leave it to, uh, we re just short staffed and we re not able to gather that data because that data s been going
on for the last uh decade at least, um, in regards to the work that s been happening in Office of Equity. They do develop those metrics themselves, so they choose kind of what they have capacity ongoing to be able to report on. And they will share that with the lcap as well. Is that correct? And then you use that to make the decisions moving forward. So that s what I m expecting they manage goal almost in its entirety, um, which is where most of our family engagement and then the targeted work lives in goal 2, and so each action within the lcap has a lead, um, and that lead is responsible for helping to determine what the metrics
are for that action. Um, and they choose what they concern though is I don t want us to be here at this uh, year from now and saying we don t have any metrics of how we, you know, how these cuts have impacted our students, right? Like, or if we have like an interim um way of finding metrics as early warning systems, so we can make the necessary investments and adjustments to find out. So I just don t want to wait till the next year at this time and say, we were short staffed. At work we ll start very early, but again, it will be a prioritization task of identifying which measures we are able to continue and which we don t have capacity to do. Um, we also have a set of metrics that we have to measure
because they are mandated at the state level, um, and so those are not optional to say, even if they MAY not be as important to us, one of the ones that comes up frequently is that we have to measure 7th and 8th grade dropouts. That is not ongoing, been a high priority for the district in terms of it s not a huge challenge that we have. Um, it is a mandated metric, so it is there. And we also know that our African American, our Polynesian, or Asian, students are Latino students. We ve all put a lot of energy and a lot of work into that. And so for that to just be erased, um, that there
is no particular way to capture what has gone on from this point on, would be a tragedy. That And with that, MR. Restra, can we have a roll call on the vote, please. Yes, on the motion to adopt the lcap for next school term. On the roll call. Student director Simmons. Student director Smith. Director Ladder Yes Director Williams. Yes, sir. Director Hutchinsons. Director Barry Yes Director Thompson is absent Vice PRESIDENT Batchelor. PRESIDENT Brohar. The Al cap
for next year is adopted. We will move on to item k326-0106 m Financial stabilization implementation plan progress update and path forward. Is there a motion to adopt Tho moved I believe um Superintendent Sadler, you have some, I just have some, um, remarks I want to make. Um, good evening, PRESIDENT, Vice PRESIDENT, members of the board, staff, and members of our Oakland community, um, tonight we present our fiscal stabilization plan, and it s not simply as a budget document, but as a roadmap for protecting the future of the Oakland Unified School District and the
students we are privileged to serve. Our purpose this evening is twofold. First, we want to demonstrate the significant progress we have already made in strengthening our financial position. Second, we want to present a thoughtful strategic approach for addressing our structural deficit in the years ahead while remaining focused on our highest priority student achievement. The fiscal challenges before us did not emerge overnight, nor can they be solved through a single year s budget decisions. They are the result of years of changing enrollment.
Ring operational costs. The expiration of one-time pandemic funding. And increasing obligations that now require long-term structural solutions. At the same time, we recognize that behind every budget decision are people. Students families educators, and staff who rely on Oakland Unified every day. That understanding has guided every recommendation before you. Over the past year, we have taken meaningful steps to improve our fiscal outlook.
We have strengthened financial oversight, increased transparency, closely monitored expenditures, aligned spending with available resources. Reduced unnecessary costs and begun making difficult but necessary organizational decisions. These actions represent the beginning of a larger transformation, not the end of it. Tonight s plan builds on that foundation. Our fiscal stabilization plan is designed around several key principles. First, we must eliminate our structural deficit through sustainable solutions, not temporary fixes.
Second, we must reserve investments that have the greatest impact on student learning, safety, and well-being. Third, we must continue improving organizational efficiency by examining every department every program and every operational practice to ensure our resources are aligned with our priorities. Fourth, we must continue to engage our board, labor partners. Employees, families, and community in this work with transparency and honesty. Fiscal stabilization cannot happen in isolation. It requires collective
responsibility and shared commitment. This work is not simply about reducing expenditures. It s about redesigning our organization to become stronger. More efficient and more sustainable for years to come. Throughout this process, we have continually asked ourselves three guiding questions. Does the decision improve outcomes for students? Does it strengthen the long-term financial health of the district. Does it position Oakland Unified School District to thrive, not just survive.
In the future These questions have guided every recommendation in this plan. And we know these conversations are difficult. Change is never easy, particularly when resources are limited. However, delaying action only increases the magnitude of future reductions. Responsible leadership requires us to make thoughtful decisions today so that future generations of Oakland students inherit a district that is financially sound. And academically strong. This plan reflects a multi-year commitment, not one year one
year solution. It represents disciplined financial stewardship, while continuing to invest in the instructional core of our district. As we move, move forward, we remain steadfast in our commitment to protecting classroom instruction. Accelerating student achievement. Strengthening attendance and supporting our educators. Maintaining safe and welcoming schools and ensuring every student has access to the opportunities they deserve. Fiscal responsibility and educational excellence are not competing priorities. They are inseparable Strong finances create the stability necessary for
sustained student success. I want to express my sincere appreciation to our Board of Education. To Tara Gar, our deputy superintendent and Fiscal Services team. Our executive leadership team and department leaders. Our labor partners and our community for their dedication. Throughout this process, but there s more work to do. Their collaboration and willingness to confront difficult challenges. Must strengthen our resolve. This evening, we will walk you through not only the fiscal stabilization plan. And our recommended budget
Our goal is clear stabilize our finances. Restore long-term fiscal health. ensure Oakland Unified remains a district that fulfills its promise to every child. Together we can make the difficult decisions required today. While building a stronger, more sustain sustainable future for tomorrow. Thank you. Thank you. Uh, point of of clarification before we start, um, just in the background memo to this information, uh, and then listening to the superintendent in the background on the memo, it says the 2026 27 budget is balanced and legally supportable.
The next sentence says the multi-year projection, however, shows continued net deficits of 36.7 million and going up. Um, the budget that s coming up for adoption shows, shows a surplus. The cfo on JUNE 3rd here said we have a $30 million for a deficit for next year. We can t have a surplus and a balanced budget at the same time as we have a deficit. All through this document, it references deficits. So how can we say there s a balanced budget. You cannot have a surplus and a balanced budget at the same time that you have a deficit. So we just need clarification because that s a mistake right here in
the background and in the presentation. So we have our boards be this, it s a point of clarification that somebody easily should be able to answer this Director Hutchinson, that will be absolutely clear through the presentations this evening. So. Um, please allow us to give the presentation I would like to start your presentation, MS. Gard. Yes. So, so nobody s gonna say, excuse me. Can we start to excuse you point of clarification and a point of order. So I m asking a question based on the documents, and I want a clarification of what s listed on the document that
s being presented. My question is the most essential question, do we have a surplus or do we have a deficit? Because your documents now show that there s a surplus when everyone else has a deficit. That s the only question I want. And when we use those terms, we re referring to the same fund. You cannot have a surplus and a deficit in the same fund. It s, it s impossible that we have an order that goes presentation and then we have ample time for board comments. It is not appropriate to start off. Uh, the question with the presenter. What we re supposed to get a draft agenda according to the board bylaws at the 2nd meeting in MAY. There was
supposed to be a public hearing where the final numbers would be presented for a first read, and I got these numbers, 72.5 hours before I m supposed to vote on them for a billion dollars in total funds, and that fact that nobody else is concerned proves my point. Back to order, please. Yes. Board. Um ParaGard, Deputy Superintendent Business and operations, and I m here to talk about the financial, uh, stabilization implementation plan. And um I wanted to start with that we ve many people know, but in Oakland we have had, uh, struggles in our budget deficits in our budget for many
years, and as a result of that, we ve also had quite a few plans, um, so what s important to think about is that we went back and looked at all of our previous plans to, um, identify things that maybe we could continue to do and I ll talk about that as I continue on. So we looked back at the fiscal vitality plan that was started in 2018, um, and then we went on to attachment a, b, c, and our current plan. Um, here we are talking about uh deficit that um we do have and the county office when we did our interim reports. In APRIL, the county office actually wrote a letter and they, they identified that we
had a $20 million structural deficit. In our current budget. It actually aligns to what the county said, so we do have a structural deficit. Um, which we need to work through. So, what is important for this word to address. Is that we have to continue. The plan that we have right now, because we were able to um get to a better situation than we would have been otherwise, and we need to continue that. There we felt good about where we are, but we have a lot further to go. And we have a point of clarification on this document. She
s going to continue with the presentation continue continue with the presentation it says 20.6 million at the bottom and that s listed as a 3 meetings in a row Time to recess MR. Breakstar, can we have a roll call to establish, um, Quorum, please? PRESIDENT Here as in director present. Director Barry Director Hutchinson. Director Thompson s absence. Vice PRESIDENT Batchelor. And PRESIDENT Brohart or in prison. Thank you. I d like to remind everyone
that we would first hear the presentation, there will be ample time for public comments and ample time for board comments, but we need to hear the entire presentation. Thank you. Guard. Uh thank you. I ll continue. So, excuse me. We ve, um, for the plan, we have grouped it in 3 buckets. So we have the actions from the uh financial stabilization implementation plan, which was approved 2526, and the work that we ve done there um, what we would like and what we are bringing forward or bringing, I should say, bringing back from previous plans, and then, um, another that
s gone across all plans, which we ll talk about. Thank So if we look at this is um what we brought to the board and the board, uh, approved and had us taking action on and and um the work that we did to reduce uh, for the general fund. And has helped us to get to where we are now. We don t forget we started with about100 million deficit. Um, and we are in much better shape. So um, it is true that a lot of the, not a lot, but much of the work that happened was about using restricted dollars first?
And that is um. Actually shown up in previous plans. It s not new. Um, it is something that the board we had talked about doing before, it was just a matter of um taking care of it. So when we used restricted dollars first. It is um moving expenses to restricted dollars, where it is allowable. Um, we did not do anything where um where it would not be in line with the restrict the rules around those restricted dollars. Um, we, the, uh, I don t wanna really go through all of them, but I ll, I ll name a few. The
feasibility study for nps, um, we ve gotten far with that. We have one mps now that um will come forward to the board, um, that wants to work with us next year and then another the following year. Um where one thing that s been on plans, um, that we re still working towards is the centralization. Of materials and services, um, so we did not get any savings from that this year, but it is a primary focus coming up. And um I ll name also the tk hubs, which is a revenue generating um process that we re working on. We have two tk hubs that will be uh
opening up this year and we re excited about that work. We did not name um funding there because we want to just be sure about the numbers of students um, but you know, we are confident that that s going to give help us in our budget, but we just, we re being a little conservative on on, um, putting the numbers there Uh, Diana Sherman talked about the shifts of small schools and into snc so you can see there. And the other thing is that we did reduce, um we had staff reduction, so we did quite a bit of reductions in employees, and we had about
million, um, in savings. And one thing to note, and you see it in red, is that uh we re still working on our actual, so this is um not the actual so we re we re going through our actuals now, and then our auditor will be looking at that as well. So, um, and just to note to the board, we will continue into the next year on um the actions that you ve already approved for us to um to work towards and so in 206, 27, we re showing you where we believe. How much we believe we could do in those years, um, and then uh you ll see we on the use of restricted dollars first, we re
not anticipating having to do more of that, um, because uh, we ve, we ve aligned a lot of that now. Onto the next. So, these are um actions that are previously approved. By the board and we took we stepped back and we looked at all of the previous plans and pulled out some that we know either we didn t completely um finish or that we believe could you know have some more work to help us with our budget. So you can see, um, we put the plan on the left side so you can see where it was prior.
And that, um, this is work that we would intend to do, um, come. Coming up this year to help us with the 30 million. That we need to um look towards Finally, here, it was just to um uh, Mississaua actually named one about the delaying the start of new programs and initiatives, and to explain that a little bit more. It s to look at and it came up also when we talked about the lcap, but what we need to do is slow down on bringing in new, new initiatives without knowing how
the current ones are working. So that s really what that is about, um, and it s not to, not to say that we we won t, but we need to see what is working because we can t do as we know we can t do everything, but uh we need to name it. And the other about management positions. This is always been um a point of contention uh where we need, you know, we have what some believe is uh more management so we ll do uh a study across schools in central office, looking at the structure, the management structure throughout.
And so we for 25, 26, the actions that we ve taken. As uh generated 92.3 million for the general fund. And we can show we keep a dot, we keep documented list of everything. So if asked, we can provide that. Um. The next and, but I want to say that it s and again, we re doing our actuals. So that is before doing the actuals. Um, and then into 26, 27, we re identifying 41.5. And um the projected savings, uh, target for the fiscal year. In the general fund and then 13 million in restricted. And it s
more than what we need because you don t know, we don t know for sure that we can get that amount. Obviously, this is what we believe we can is looking at it, but um, as an example, when you re laying as an example when you have um, when you re looking at management positions. And we put an estimate of what we think could, how much we can save in that. But we don t know at that time, is it going to be vacancies there? The cost would be different than if somebody was in there fully with full benefits, is what I m naming. So. Um but we do have that, that
there. And so the slide is black. I m not quite sure why. But this is uh here to say to the board that we we d like you to look at our current actions. What we re carrying forward and um support the work that we have been doing. And going into the following year. So that we can get to a district that isn t doing this every year And this is just about our timeline. Um, we re gonna tonight we re talking about uh adopting our budget. Will
um bring back updates on our um how this implementation plan is going, so we plan on doing that throughout next year. So you will hear about it frequently. And, um, and then we ll be back. In the fall doing quarterly reporting. Thank you. Can I now please get a point of clarification before any public comment or board comment. Uh, we heard in this presentation a $20 million structural deficit. We heard a $30 million deficit in the background says we re gonna pass a balanced budget and the budget coming up for adoption later today says an $8 million surplus. So those all can t be true at
the same time. Can we please at least frame this in what we are saying our current position is when we look at next year s budget. Is it balanced? Is there a deficit? Is it still the $30 million deficit that MS. Gard just referenced and that MISTER N n Yen brought up on JUNE 3rd. What is the position for next year s budget. We have a we we have a we we have a we $22 million structural deficit. We have 30 million that we need as a plug or a balancing solutions so that and when we have a 30 million balancing solutions and you have 22 million structural deficit. We ve put the $30
million into the budget. We ll leave you the 7 million as what seems like a surplus because we have to cut the 30 which is absolutely correct and everything that we have done in our budget. Right? It s in the sa forms. We can t type it over. We can t manipulate it. Our county office has looked at our budget. They will come back again. In SEPTEMBER and you ll see at that point that it s all correct. I just want to understand correctly, if I heard that
right, if you overlay the deficit or the plug as you called it, with the structural deficit that leaves $8 million which is being perceived as a surplus. Did I repeat back what you said correctly, because I ve never heard anything like this and I really need an answer to this question, and I m, I m a little bit shocked here. So what is our position for next year? No such thing as a plug, no such thing as a structural deficit when we re talking about a budget deficit and the documents say a balanced budget and a surplus. What is our position for next year s budget? Is it a deficit? Is it a surplus? Is it balanced and how much? I answered.
You I answered you Absolutely Are there any other board questions? No, that was my point of clarification. Those aren t my questions. So if we re to question time after I got that clarification, I m ready to go. But, or do you want to do public comment before board comment? I m going to board first. Director Laude Yeah. Uh, Director Williams ok. Uh, Director Barry uh, thank you for the presentation. And I was asking PRESIDENT Brohart what one
round meant because I have 5 questions, so I don t know if I can ask them. All right now. The first thing that I want to say is that I appreciate the plan because, you know, we ve been talking about it for a long time and I feel like this is approaching what we ve asked for, and for me, the vote on the budget. Is dependent on my understanding of the uh stabilization plan and one thing I want to pull out to highlight that is that in the memo, it says, you know, or in I think it s actually in the presentation, it says the budget does not equal uh fiscal completion. Um, and that the budget reflects the plan and so to me
there is no one without the other. So a lot of my questions are so that I understand what s happening with the plan. The first question, um, is around the use of the word target. So when you use Target, are those estimates, are those firm or aspirational numbers, and depending on how you answer the follow-up question is like, what are the assumptions upon which those targets are based. Um, so the target it s funny when you say, I m trying to hold all the question in my head. The target, it is a target. Um and it s an estimate because we
have to estimate how much we think we can get on the target number. And what was the second part of your question? Sorry. So if it is an estimate, what data, evidence, information, insight are driving, especially that, that total, the 41.5. That because I mean, each one is a different, you look at it differently because there are different actions. And on the assumption slide, a lot of it focuses on revenue and not expenditure, and so I m primarily asking about the expenditure assumptions. Ok Um But I m gonna pull it up so I
can What were you looking for Director Barry So So I m talking about right now, if for instance, go on slide 18. And it says $92.3 million in the general fund that we ve taken action on. I have a question about that, but I ll put a plug in it. And then the 41.5 million projected savings target for next next fiscal year. And at the beginning of this document, there s a list of dozens of items of solutions that we plan to implement to, you know, generate this number here and so I
m wondering, my question is about how you got to 41.5%, not just because you, you know, implementing tk hubs or, you know, shifting dollars here, but what are the other assumptions that make you think that we can get 41.5 million. Through the collective of it s one of these. actions and forgive me if I m not understanding which, but it is through each one of these actions. So ok, so let s use another example. So ada on the presentation. Uh, which is more revenue than expenditure, but use it as an example. It s flat for 3 years. Why do you think enrollment s
going to be flat for 3 years. Oh, ok. Because this is a, because I, I was, we were trying to be conservative, so we said that we were looking for, um um because we re trying to stay conservative. In our numbers We ve in the past said that. I don t want to say in the past, but we ve given numbers about we can cut x amount. And it was more than we would get to. So taken, looked at each one, and when I say that I m trying to
give an example, like the uh for the contracts for this, the freeze. I looked at what everything that was spent in contracts in the last couple years. How much we actually held on that review of 15 to 25,000. We went back and looked, how many in the last, because we actually only did it for about 5 months. So how many were we able to you know, hold back and why? And then by looking at that, to think about, ok, if it s looking the same, what, how much do we think we could save in that regard. So each one we re looking at closely. I feel like I m not answering
you Well, yeah, um. Another example. Is the management positions, and the assessment of the management structure, both school site and central office. So, you know what are the questions you re going to be asking to evaluate that, that make you think that the exploration is going to yield cost savings. Ok Um looking at the all the management positions in central office in the departments, how many people are reporting to each? Are they
in the right, what s the leveling that you do? Is there more management in a department? Is there managers, and that s it. And why is the classification need to change. It s more of like a classification study. You also can look at um schools where they have APs, community school man. I hate to name positions because it doesn t mean we re going to be getting rid of, but some schools might have um tsa s, APs, community school managers. This is work we ve done before um and then see what what is needed at the school
sites. As far as management level positions. Ok. One more example. School site reductions. Is that a flat school site reduction are there certain things that you will propose. We, we would propose and that s, yeah. Can I keep going or should I let someone go and then come back. Well, let s let s do a 2nd round. We ll get you on the 2nd round. That s ok. Uh, Director Batchelor. No questions at this time. Oh, I do have one question. I apologize. I was trying to get
something else done. Um, Superintendent, can you look at slide number 6. There are strategies listed there, um, that our previous strategies, um, which of those strategies is currently, um, underway, um, at this moment, which are on hold. Currently, we re looking at, at this point, um, the curriculum adoptions. Not doing any we are not doing any curriculum adoptions, as was stated by Doctor Aguilera. Um, we also have been looking at um our I know our consultant contracts, they are being reviewed
regularly. Um, with, in addition to that, we are looking at our staff attendance, student attendance, um, looking at leaves. We, in addition to that, um, we have been reviewing actually our overtime. Um, how are we um addressing needs that we have and how we can work smarter so that we don t have overtime. We are also have um been looking at our, our health benefits costs. Um, in addition to that, um, we currently, as a part of
scenario 3, we as, are you talking about just this particular slide, and then we ve also um looked at the reduction of positions at school sites. Um, in terms of where we have had one-time funding or not. Um, we ve looked at what the needs are and this is something that if you will be looking at later on tonight, each of the school site plans, the SPSAs are very specific in terms of what the school, um, feels that they need, and we re looking at those in terms of where we have overlap. Um, so those are the kinds of things that we
re evaluating at every school site. Thank you so much. That s it. Thank you. Director Simmons Smith. Ok. Uh, Director Hutchinson No. Sorry, I m director. Apologies to make it quick. I just want to say you re gonna get hounded with a lot of questions. So. Take a deep breath and Thank you. If you need a moment to answer, take a moment to answer because we re trying to we re trying to uncover just in a time of I just wanted to I just want us to be moral, um. In a time of so much confusion. We
re looking for an answer and a reason for the confusion. And you re a person who could provide us with answers and I can see it s getting stressful. That s why I say this. So. Thank you. And that s also just a heads up for us to. You know. We can ask our questions, but let s, you know we re humans Thank you. Uh, Director Hutchinson. Yes, thank you I honestly don t know if I m more angry, frustrated, or embarrassed right now.
So, we just have to to refocus and uh uh bring some reality back to things, so we need to remember that Superintendent Sadler promised to put a fiscal solvency plan before the board by FEBRUARY 22nd. We need to remember in JANUARY, that s why hya was hired, we were told to help develop a fiscal solvency plan. If we go back to scenario 3 in DECEMBER. We need to remember scenario 3, which didn t have details and came out of the blue. Said that we needed to make 1 or $27 million in cuts this year. And $103 million in cuts for next year.
Since scenario 3 in DECEMBER, we ve added a new seiu contract and a new oea contract. And on top of it, we know we ve overspent by more than $60 million this year, this year. Of the adopted budget So um, I mean, there s a page right here that says, we carry a deficit into 2026 27. The budget presentation that will come next says there s a surplus. The memo at the start of this says there s a balanced budget. I can t believe I just heard it repeated back to me that there s a $30 million plug and a 22 in a 20 $22 million structural deficit, and that
produces an $8 million surplus on paper. I heard audible laughs from the audience. And what I ve realized in the last week, especially in talking with folks. I actually don t think anyone up here even understands the terms and where to find the proper number. But we need to understand when we re talking about the budget. We use the term budget deficit or surplus. We are only talking about the unrestricted number. Dislike when we talk about the reserve for economic uncertainty that is only unrestricted. It restricted dollars aren t included in our official numbers to the state, a surplus or deficit, it is only
unrestricted. Which means it s impossible to have a deficit in a surplus at the same time. Because all of those terms refer to the same fund by definition. In California and to hear that the person who has been recently promoted to head budgetary policy in our numbers. Can t explain this and and stated that because we have two deficits overlaying each other, it means it shows a surplus. I m, I m not sure what else to do, but like I told everyone, if you knowingly put forward fraudulent numbers in the
budget, that means you are committing fraud. This is very serious because we re talking about a billion dollars, and this is the kind of oversight that we, that we have. This is the plan that was supposed to be done months ago. That doesn t do anything. And just lastly for this round to see a list of numbers. With decimals to the 10th and say that s millions and things and it doesn t correspond to anything. In here it says we ve made $42 million in cuts for next year. We came into the school year knowing we needed to make 75 million. And we know now it s a lot
higher, so again, I ask. do we have a budget deficit or a surplus for the 2627 budget because if we have a deficit, it s not a balanced budget, and it s automatic that the state steps in. And if people have changed numbers in these documents to make it look like a surplus, especially since I put them on notice at my meeting with them on Monday. Knowingly putting forward fraudulent numbers. Is committing fraud, which is illegal in California in school districts. Proceed carefully There is no effort to commit fraud. No. Superintendent Sadler, do we have a deficit or a surplus
or a balanced budget for 26, 27, the budget that you re presenting later because your person just made a presentation saying both things are true at the same time. And I asked you at the last meeting, over and over to explain which numbers we were using, and you couldn t do that. So somebody please answer the question. And it I put everyone on notice. So when you vote and do this anyway, it doesn t really matter what you say to me. There s gonna be some explaining to other people when they look at the numbers, because you ve been put on notice. Um, actually, um, our staff person, Ryan Wynn would like to give you some specifics. Uh, good evening, board members
and a member of the public. Uh, I m Ryan Wynn, uh, Kurt, the cfo for Oakland Unified School District. Um, I m scheduled to speak a little bit about the, the expenses, but uh since the Director Hutchison has some question regarding the uh ending balance. Um, I will, uh, walk through a mini reconciliation of how we arrive at the, uh, um, um, uh, both the reu and uh and a uh a uh what call it a uh uh uh additional reserve. So let me share my screen real quick. Uh, excuse me, point, point of order. That s, that s not actually point of, excuse me, point of order. He s gonna talk about the budget later. I was talking about the fiscal
vitality plan and what was said here. And so that s not what I asked I don t need anyone to go through that. If you want to go out of order and present something now, but my only question is for everyone. I can ask it of him. How can you have a surplus and a deficit at the same time. I can show you. I will show you right now. Ok. So, uh, thank you uh for that. Let me uh go first here to share my screen ok. Does everybody see what s on the screen currently? ok. This is form 01. This is a cd point of, point of order. This is the budget, the next item, that s when it s appropriate to bring it up. We re on the fiscal vitality plan. Everyone watching doesn t
have any idea. MADAM, MADAME To answer your question. Could you answering your questions to see if what he said he would like to show you. If you have a follow up after that, that would be appropriate. Yes, it all is related and sometimes there s a lot of uh dimension, a lot of uh uh variables that we have to keep track of and um I, I do understand sometimes it can be a little difficult. So form one, this form, a software from the California Department of Ed, uh, it s, uh, a sas, uh, reporting. We don t, we can t touch this, we can t touch the underlying programming. Basically takes data from our system of record, uh, escape, pops it into uh this software and it s spits
out these financial report and the financial reports, uh, uh, uh, uh, uh, uses are different uh for different uh purposes. Right now we re uh specifically looking at form 01. So form 01 on my screen here, you can see different columns on the left side is our estimated actual, what s gonna happen, uh, by year-end. This is just still just budget. And then on 26, 27, this is our adopted budget. What we re trying to adopt. So going top down, we have our revenue and uh uh since we uh we re uh speaking about uh expenses. I won t go into details there. Uh, when we scroll down uh, here are our total expenses,
right? And when you look at books and supplies, you see this uh 81,000 there. Take note of that 81,000. So we have our uh revenue plus our uh our expenses. We come up with access, uh, and deficiency of revenue before, um, um, uh, financing and other uses. So as you can see structurally, we need to scroll down to net increase for unrestricted, which is $7,900,000. That shows the surplus here. I will get to that, sir. I just want to make sure that uh I uh confirm a knowledge of uh certain items before I move forward, or else we ll go in circle and we ll
just go back and forth. And so, um, so that s a surplus And then as we scroll down, uh there are non-operational, uh, uh, things that we have to pay for. And uh what are those things? Well, they re about 3.9 million of uh um how would I say this, contribution to different uh uh uh programs, different funds that we have to do. Uh, the, the, our school board, um, uh, directed us to, um, fund a major maintenance. Uh, so we, uh, it used to be 3 million. It was reduced down to 1 million per board uh guidance. And then uh what else makes up
this 3.9 million. It s a risk management, so there might be uh other uh self-insurance, uh uh uh transaction that the risa, the uh uh self-insurance fund cannot uh fully fund. And so we will, uh, project to, to, to uh partially fund for those. And then what s, what, what else is in this uh uh uses uh uh um and sources, well, smash to win. Um, what is in this, uh, special ed? Well, there s 147 million or so, uh, and this actually breaks it out, uh, breaks out a little bit more. So, um, um, uh, just take note that the, the combined balance is about 151 million. That uh unrestricted 101 must
uh pay that are not really operational. It s more like uses and and finance, which is the, why the sax software has this uh category. And then as we go down to the next item, this is the item, uh, uh, Director Hutchison, uh, uh, uh, would, uh, likes to, you know, point out here, why do we have a 7.9 million uh net increase in fund balance. And then uh where s the ending fund balance? Well, if we start with the ending fund balance as projected for 25, 26 of 29 million. And after revenue and, and uh expenses and uses uh uh net 7.9 million, we therefore end up with 37.6 million. That 37.6 million, well, uh, the, the
state, uh, uh, department says, hey, for your school district of a certain size, uh, about 29,000 eda 30,000 ada. You must put set aside 2%. And so, um, in addition to the 2% our board has directed uh staff to uh also set up an additional 1%. So that what is that total? We calculated it out, it s uh a total of uh uh uh expenses and uses. Comes to about uh almost $30 million dollar. And so, uh, we set aside 29.94 million for our reu. What s left is 7.5. Now, going back the question is, how, how could we
uh, with a positive in addition to the fund balance, if there is a deficit, the question is, doesn t this document then show what you just read over that there s a 7,900,000 plus dollar surplus next year on these books. Yes, and when we thank you. Wait, wait, thank you. That s the answer to the question, and that was after JUNE 30th, you told us on JUNE 3rd, you told us that there s a $30 million deficit. And I was looking at the same number from the same fund. Yes, sir. Uh, and, and I m answering where this uh 7.9 million. No, it s good. Do we have a surplus or a deficit? We have a surplus if the board
vote for uh this budget plan to go through and the additional $30 million that must be, uh, uh, must be uh reduced uh from the budget for 26, 27 isn t the reason, wait, isn t the reason we need to reduce $30 million because that s listed as a deficit. And isn t that minus $30 million also listed in the unrestricted. Yes, MADAM PRESIDENT. Sir, uh, Ryan, would you hold on for a second, please? Yes. The uh the appropriate parliamentary protocol at the moment is, is to allow the staff member to do the
presentation, and when there is board member round for questions, then it would be appropriate for all of the questions that a board member has in the allocated time to be asked when the board member has the floor. It is a breach of protocol to keep interrupting without recognition and without being in the broad protocol of board member allocated time to ask the questions. And we want clarity of answers, so I would strongly suggest that we observe the protocol. Thank you MR. Rakes. Can you continue, MR. Li? Yes. Thank you, ma
am. Um, so, now, going back to this reconciliation, so, so we can clearly see where the additional 7.9 screens not sharing. Do you want to, uh, yes. Uh, let me see. It should be Sharon. Can you see my screen now? Yeah, there you go. Thank you. Ok. So I made a screenshot of Form 01, uh, on here. And then um I extracted data directly from our um escape uh accounting system. And now we can go down and uh verify some number. Uh, first of all, row 13 there, you see 183 million. That ties perfectly to the certificated
183 million. And if we were to do that, then everything, all the numbers were tied. But the number that we want to look at specifically, is this $81,000 right? Why is there just $81,000 in, in uh supplies. And so of that 81,000, what is this object 4300 that shows negative. 4346. So, um, lock that number in your mind. Now I m gonna show you where that 40, uh, the 4.3 million, ok? So when we go to the next uh top over, we will see uh a reconciliation of uh or a itemization of the uh related budgets. The 4000 optic code, as you can
see here, is comprised of what? The 4300? If, if you look at roll cell e 27. You ll see that 4.3 million there. That s 4.3 million ties exactly to the 4.3 million roll up. And what makes up this 4.3 million? Well, this 4.3 million is comprised of uh supplies and books and supplies for all unrestricted resources. That is resources 000 through 1999. So that when you look at it, we go, oh, there s 2 items that are, that are very important for us to take a look at. It s the 4 4394. And 4 4395. Object 3494 is our labor
negotiated, uh, set aside to pay for the oea, uh, uh, uh, contract. And so we put in there, there s a 20 million. And then we go, oh where is the 30 million budget cut that uh that needs to happen. Well, that s where we put in object 4395. Of 28 million. Why is it 28 million only. Well, it s because this is for all unrestricted resource. Therefore, we have to break up the unrestricted resource again, we re going from summary down to detail down to detail, ok, kind of like an onion if if uh uh if you want to visualize things. So now that we re done, we re, we
re gonna break this unrestricted resource open. What is Resource 000 gp unrestricted. That we have to uh have to manage. But when we look at the 4300 optic code and we go top down again, we see that the budget reserve for oea here is 160 million on row 46. Ok. So this has been set aside. It s in the budget. We re gonna pay it next year, uh, once the system updates and wants payroll and every other processes are, are in line. Then the next line is our object 4395. This is where the $30 million shows up. And so if we
re sale, uh the question is how do we end up with a positive, uh, uh uh uh fund balance, if there s a deficit. Well, bause there s, if we were to cut 30 million from our budget, then we will end up with this amount 10 million. And so when you, when you look at the resource 000? Oh, we have to cut about 10 million net. Well, that s because in resource 002 and uh uh uh through 1999, the other portion of the unrestricted. There s actually 6 million in there. Ok. When you add this table d, basically takes the information
and summary from these uh uh categories, and it adds it up. Well, Resource 00. Net, we have to cut about 10 million. And then resource, uh, uh, uh, what do you call it, the, uh, 002 to 1999. It s 4.3 million. That 434 million, let s do a real double check to see if our numbers correct. We look at the detail, we look at the calculation above, the variance is 0. The 4.3999 ties back. To our summary, which ties back to our forms. Here Uh, and where is all this data? We can take a look at it.
Anybody can run, well, anybody with a, with a uh authorized access to our system. Uh, escape can run this data, this report, and our uh the um the county office and the cbe actually gets a copy of our, our, our, our, our, our um data uh uh data set, data file for Sacks, and they can, uh, they can see all this data. So if I were to run it for objects 1 through 6, I will see that 81,000. When I run it for 4300. I see that 4.3 million again. When I run it for the uh of of uh 4300 specifically just for
resource 000. I see it there, and then you can see the, the search criteria down here. So it s ran by Ryan Wynn at 10 P.M. Today. Uh, 101 object 43 100. Resource 000. The 10 millions there, the 30 million that uh that is needed. The reserve for the OEAs there. And then what about the other uh unrestricted. Well, same concept. We go fun one, object, resource, and we see that 6 million net those together down here, and you get your 4333, flow it back into the main uh financial report and you see that uh there. And then there s all, all these other
assumption here, we ve already um presume that they re accurate, right? Because, you know, lcff is audited Federal revenue, state revenues audited, uh, local revenues audited. We even have various committee uh managing this. Um, therefore, uh, the certificated, uh, uh, expenses are, are being reviewed. Our program teams are allocated funds to spend on, on certain programs. They drive this. Imagine we have 200 resources, about 200 program, you multiply that out exponentially You come up with about, you know, 50,000, 60,000 account codes. All that blows in and becomes this uh summary financial statement for
us to, to review. And if you believe that the, that the cda software is accurate, uh, and you believe that the revenue is projected uh accurately, which will be audited, by the way. Uh, then we have the uh the expenses projected by staff, various programs. We have uh 80 some odd uh school site and we have 40 additional uh departments. We have about 120 call center here. Uh, and they, uh, you know, between 5 to 10 people each in the those departments coming up with all this data of which the uh business office uh aggregates and uh uh report on. So now you have your revenue,
you have your expenses. You have your, uh, ending, uh, uh, what do you call it, be ending uh fund balance projected at 25, 26, plus, uh, projected increases in 2607. You end up with the what, what, what we see here. I hope that s uh clear and uh I can take questions. Thank you so much. I really appreciate that. Uh, we ll have a second round of questions. No, we, we started Director Barry had a question. Yes. Ok, so my next question, and I do have 4 more after this. It s important. So the memo, it says there s a line that says
the district can t rely on one-time measures to carry ongoing costs. And so I want to understand the ongoing value of the use of restricted dollars first. And so what I see in the budget, um, and this is related to the plan, but what I see in the budget is that the $92.3 million actioned in 2526. It s broken out in the plan. How much of the 92.3 million. Uh action in 2526 is one time versus ongoing. And what I see is that a lot of it, that 43.3 million is this, you know, use of restricted funds first strategy, but the memo also says that these shifts are not additive to ongoing structural
reductions, and the number for 2627 and 2728 is not in the presentation. So I want to understand the ongoing value of that. I also want to call out one of the reasons why it was alarming to me is because of that, the fall of restricted carryover from 79.5 to 18.2 by 2829. Brian, do you want to pick that up Uh yes, uh, sure. Hi there. Ok, so, um, the 93 million uh uh uh uh uh from the previous, uh, um, um, uh, board meetings. Uh, I believe in uh various PowerPoint we list out what uh uh what balances uh were, um, uh, you know, uh, reconciles
back to uh one-time uh funds uh to reduce, uh, uh, actual expenditure in resources 000 through 1999 for fiscal year 2526, that would help us end up with about $30 million. Those shift, uh, um, I can get a uh detailed itemization for the board at the next meeting, um, but, uh, essentially they were for shifting costs, uh, uh, all ed, small school into s&c. Some costs were shifted into uh um uh professional development uh block grant. Some were, uh, uh, shifted and all of these are compliance costs that are shifted uh into these uh restricted from, uh, another
big, uh, uh, another bigger uh funding source was uh MediCal billing, uh, that uh we uh uh can use. And then, of course, uh, our parcel tax had a lot of carryover that wasn t spent uh timely, and so, uh, the board directed uh staff to spend down the carryover compliantly. And so we uh shift the cost into uh the parcel tax to spend down uh the cost compliantly. And these are costs that normally would have been uh charged through these parcel tax, but, uh, you know, for whatever reason, uh, we charge
uh uh those costs uh to uh resource 000101 uh at the time. And so, um, uh, by year-end, we re gonna charge it to the, these uh various uh restricted uh program. And I can get the uh uh the detail itemization for uh uh the board where needed. Mhm. So then two follow-up questions. One, I think it would be helpful to understand what we plan to do when we ve implemented that, we ve exhausted that strategy. And we, but we still have cost to cover. And then because you mentioned parcel taxes. As I read this, it s clear that in Pur Ryan, what you just said,
were leveraging parcel taxes for 25, 26. But I don t see, and hopefully rightly so, that there is no plan for 2627 and beyond. That s correct. Ok. 2 more So the 41.5% general fund target for 2627, um. Oh, sorry, I asked that one. Can we get the unrestricted structural gap year by year, and I don t need this for today, but this, this question and the next one are for the when we come back for 45 day
revise. It would also be helpful to see not only that broken down, but how you are, um, how we can interpret the relationship between the 8 million that you know Mike is talking about, but the 36.7, 39.3%, 28.7, the 20.6, it s all these numbers and I just want a sentence or a paragraph that conveys the relationship between them. What I hear Director Hutchinson saying is that the $8 million it it, to your point, it s a real number, but it s only a real number if this board approves this plan. And so it seems like the decision before us today is to decide whether we re, our level
of comfort with that. Mhm Yes. Mm Um Director Hutchinson Can I ask a question since I haven t done that yet. If we re doing rounds, please. Um I want to just clarify that um, plan for bringing back the updates because I think both you and and MR. Wyn have referenced that these, that there ll be updates coming back October 1st. I think that lots of, I think one piece of good news that you referenced, but isn t in the budget yet, is that the once the state does their final
budget adoption, there will be included in our budget some increase in revenues through the special education, um, per pupil increase they ll be the supercola and we re only using in this budget 2.87 and most likely it seems like that will be at 4.31, which will be a significant, all of those will be significant increases to our budget, obviously then reducing our need to, um you know, to fully implement some of these. Items that are in here Can you clarify what is the plan to bring those, uh, bring those back to the board and then presumably have another vote as a board about what items were going to be. Moving forward with Uh, yes, uh, I moved up to, uh, uh, Tara. Tara, can you speak
to the, the strategic plan? Yeah. Um, we can, we ll come back to the board. I will just set a date, um. In AUGUST, and then in SEPTEMBER, um. And we ll, we ll just come back monthly and we ll go through it I think one other thing I just want to clarify is also around the, um, reduction targets. So for example, one of the things that we, you know, that obviously I ve been spending a lot of time on is around reducing our spending in the kind within contracts and in the 5,000s. In the current um current budget has a significant reduction in that
spending. However, those aren t audited yet, so um, when I look at the 26, 27 plan for reducing contracts is the just to clarify, is that over and above whatever we ve reduced this year. And whatever we ve reduced this year will be, again, confirmed and unaudited actuals. Yes. Ok. Thank you. You re welcome Director Hutchinson Yes, thank you. If we could please put up, uh, I have it as page 3 of the presentation. It s titled We Carry a Deficit In 26 27.
Now, this document very clearly says we carry a deficit into 2026, 227. Then the first paragraph reads the first sentence, the 2026 budget is balanced and legally supportable. How is are we carrying a deficit and the budget is balanced. And then it goes on, but the district is not fiscally complete. I don t even know what that means but it s been clear that ai put together this presentation. Because nobody has been able to talk about what s actually in here. And then it says the multi-year projection continue shows
continued deficits and the going notice concern directs ongoing reductions. The plan must keep moving, and that requires board action now. Now, if there s a deficit in the budget especially a deficit in the unrestricted. That means by definition, you do not have a balanced budget. That s what the definition means That s school budgeting 101. That s the law. So then I look farther down this page, and it says net change 36.7 million. That s not a financial term when it comes to our budget. And I can see what happened. Somebody took the number of
total expenditures over total revenues and put that down to some net change. But that s not the number that we track. Because we track the unrestricted, which makes our reserve. Then we go further down 20.6 million structural deficit? What is that? And cited by acoe as the core structural gap requiring resolution, actually in their latest letter that they sent us last week about ab 1200, they cited a $30 million deficit. And then next to it it says out your reductions required. Additional reductions needed across multi-year projection window. What does that even mean? What does that even mean
Though what I ve heard so far is staff agree that you can have a deficit and a surplus at the same time. That s what I ve heard repeated back to me. You know. It s really hard to even know what to do with that because by definition, you can t have both a surplus and a deficit in the same fund? To hear people repeat back to me, if you cut the deficit, then you ll have a surplus. That s why it s listed like that. And I ve been actually tracking budget and in presentations. I think longer, especially in this streak than anyone else up
on here combined. And so this is very basic, and I m very disappointed MISS Gard, that you said that you can have both a deficit and a surplus. i m very disappointed that the cfo said that because on JUNE 30th said there s a deficit and now the budget document that people will be voting on later today, shows an $8 million surplus. That means these numbers are wrong, and I ve tried to tell people that they re wrong. This is the plan that was supposed to be done to even make the budget and to be relevant. Excuse me, Director Berry was allowed to speak almost 5 minutes extra on top of her time. And so this is a game that people are trying to play. And again, this was developed
by ai. It doesn t even make sense. This isn t how we list stuff. And I m waiting for somebody to please tell me that we can t have a deficit and a surplus at the same time. Thank you. If it s, uh, ok, if there are no other board questions, I d like to hear from the public. Ok. So, uh, do we have public comment? Yes, we have 3 registered speakers, Carol Downton. Leanna Powell, and Assado Lubala. I m sorry, 3 speakers. Good evening, everyone. So, um I would just like to. Call out that yes
this budget wasn t as early as the much ignored board policy. Dates. However, it was the earliest budget in at least 3 years. And the numbers were placed before you. Several weeks ago I understand. That in my household, we could have a structural deficit because we know that there are ongoing expenses, and yet we have the means of covering them for a short time or we have a means of re-budgeting
to meet those expenses, which I think is what s happening here. Um, I have a couple of specific questions. One is, um, the 11 million plus in projected, uh, savings and so on, is that additional to the 30 million. Or is that um part of chopping away at the 30 million. That s one. Uh, second, uh, that I asked for an e-com, um, we ve acknowledged that there is more ongoing money coming from the state, uh, and that is ongoing both restricted and unrestricted because the bulk of unrestricted and restricted money is also ongoing. Um
in addition to the cola, there is ongoing special ed, additional special ed money. Is there a minimum number that I, I know that this team wants to be very conservative and not to speak out of terms in terms of projecting numbers. Lastly, I do want to address the parcel taxes because they weren t listed in this plan, although they were listed previously and were in fact used by the previous cbo to balance last year s budget. I know that was very upsetting to the parcel tax committees at the same time, as, uh, MR. Nguyen said, appropriate expenses should be
charged to the parcel taxes, and the parcel taxes could be doing more to parcel tax committees could be doing more to, uh, impingeless on the general fund in terms of how they structure their meetings and how they structure their contributions to the agenda. Measure g1 should be used as a model for the other committees because they, uh, do it in a, in extremely efficient way Measure h&n, um, I m, I m not sure that the district can sustain them meeting as much as they do in a time when we are, uh, reducing other things.
Thank you. Thank you. Uh, next speaker, please. I m confused and I really try to listen. But clarity in explanation is not. what I can receive and get an answer to some of the concerns, but I did hear something that said in order for this budget to be balanced you re gonna have to take an action. To eliminate $30 million and then I heard another time, $8 million has to be eliminated. So at this point
you do not have a balanced budget. You have the potential for a budget being balanced, if further actions are being, are to be taken. That s what I understand I also understand that it isn t it is not enough to stabilize the budget. You have to produce what is called because the city does this, you have to sustainability. So you can present something tonight. That says this is where we are and where we are, we re fine. But you have to go further than that and you have to produce
this, the sustainability plan where you stay solvent, or you stay without producing another deficit. And so you re not finished until you do that. Uh, but I do not understand how you can approve something until you take the step. To deal with the deficit that you have to deal with. And um i, I don t like being in this position because uh uh when I m speaking right now, I m not sure of myself So I don t know how y all have, you have board members and I m not trying to be disrespectful. But nobody has demonstrated other than
223 people speaking. That you have some kind of understanding of what s going on, but you re gonna vote. So the rest of you that haven t said anything, will you please say something to what is your understanding, and then I can get some kind of collective understanding of what the hell is going on. Thank you hello, I m Liana District 6, parent and decisions that you make today will absolutely impact my family. Directly. My kids are in 4th and 5th grade they re gonna be going into middle school work, but things are already cut, um,
in terms of electives. That was so confusing. I, I, I, I, I, I I m I planned to come here, uh, you know, after what public information was available. But to see you all sitting here, I don t know how many of y all have kids in the district currently? But if you were a parent, if you did have kids, this would not be ok. I m. Mm I was over there and I was getting really upset and over the, over the time that I generally watch this at home. I I try to understand where you all are coming from and I, I
see sometimes Mike, you, you get very upset, but again, I ve heard, I think you, Patrice, a few for a few budget meetings to ask about clarity of this document. And today looking at this page of that where it says 20.6 million, but reading the Alameda County, um, the Aluminum County Office of Education, it it doesn t match and then having whoever that was, go on and on and on and I have no idea what we re talking about. I would really like to see what you guys actually understand about this, so maybe again like MR. Assada said, we can understand what do you
understand? What do you understand? What do you understand? What do you understand about this but just because it doesn t make sense. It does not make sense and you re playing with our kids lives. I don t know where y all are from, but I m from here. I m running for District 6 because this is bs. Do something PRESIDENT Brujado will have one additional speaker. Oliver Brannon and community Oliver Brennan, parent of two. I just have a very quick comment. I listened to a lot of discussion there about the plus 8 or the 30 million, and I ve been debating it with a lot of the community since the last 72 hours, and
none of us understood it then, and I think finally we might understand it, but the math is pretty simple. Um there s a claim that we have an $8 million surplus, but you have to subtract the $30 million of yet unassigned cuts. It s really minus 22 million So it really is a $22 million deficit, but we re putting a plug to call it an $8 million surplus. Now, I ve been following this district s budget cycle for 5 years now, and uh your predecessor, uh, in cbo Lisa Grant Dawson did come up with some creative ways the last few years to balance the budget. Last year it was even using ballot money, ballot measure money that was controversial, but at least it
was a plan to balance the budget So we really do not have a surplus. We have a deficit of 22 million and it requires 30 million of cuts that have yet to be defined. The county has sent us a letter and they have asked us that if we ratify the ab 1200 process for oea tonight, that we should itemize how we re going to do this 30 million. And by the way, you started with 22 million from the county as the structural deficit. That s where you started and you came up with $30 million adjustment to get a surplus. You really only needed to come up with $22 million actually of cuts to get to zero instead of getting to + 8, but we, we really do have a deficit, not a surplus. Thank
you very much. Are there any speakers online I register of speakers. You I m going to call the question I just want a name for the record. Two things respectfully I have additional questions. I said at the beginning of this evening. That the way I measure the proposed budget is is dependent on my understanding and my comfort with the plan. I would love the opportunity to ask remaining questions. I would also, similar to what I heard in public comment
love to hear for those who care to share. Speak directly to the request. that other board members comment on what they understand about this plan because the public also deserves clarity. That s noted and we ll call the question. Thank you, Director Barry. I, I want to second those comments, especially since we only received this 72 hours ago, and we ve had no opportunity to ask staff any questions about this document at all. That s not, we did have 2 by 2s and 2x2 was about 2x2 was about the proposed budget. So, this is again what PRESIDENT Brohart has done, has led us to the last meeting, has made it where there
s no engagement. This, this packet wasn t even discussed at the last budget and finance Committee and now you can see where people can t even answer basic questions about it because let s be clear, this is the superintendent s plan that s being put in front of us. And we can t even ask questions about it or get clarity. I ll go ahead and take a recess for 5 minutes. Mad, MADAM Vice PRESIDENT. I, I would recommend you not take the recess. However you would allow for a 2nd round, so that people can have their questions and enforce the board rules of recognition
and time limits uh to respond and ask questions. Thank you, MR. Estra. I see, um, a motion to, to do a second round. I see a 2nd. Um, can we take a roll call on the vote for a second round. Uh right, and the PRESIDENT Is no longer chairing the meeting. So I m gonna go ahead and share and have a 2nd round, uh, vote on the 2nd round. We, we will presume that Director Hutchins, is it correct to presume that Director Hutchinson and Director Barry are the makers of the motion for the 2nd round. Ok. If that being the case, uh, without further debate, I m
going to call the role on whether or not the board shall have a 2nd round. And it requires 4 votes to do so. Uh, Director Lauder. Yes. Director Williams Yes Director Hutchinson. Yes. Director Barry Yes Director of Vice PRESIDENT Batchelor. No. Go ahead, Doctor Berry the second round is authorized. Go ahead, Director Berry. So my first question, and this might be my last. Uh so something was just raised and I just want to make sure there s clarity for the benefit of the public and the board because numbers are being
thrown around. So the $30 million that we re addressing for next year is different than the $20.6 million deficit cited in the acoe letter and so if someone could come to the mic and explain the relationship or the difference between those two numbers. Superintendent who, uh, from your team will be able to answer that question. Yes I m gonna ask staff to answer that question Treating sports, uh, to answer your question, Director Berry, the the deficit is one and the same so I m going to very briefly explain how the budget is working and then if, if I MAY,
and then maybe you can clarify that if I m answering your question. Is that ok? Sure, and I think with a particular focus on how the plan addresses the 30 million in your how you define as Ryan explained, I m gonna try to condense all that explanation into a couple of sentences. Our budget, as we ve explained over the last several months, has a deficit, and the deficit grew from I m gonna take you back to around JANUARY an estimate of around 100 million. We made a variety of cuts at one point we presented the board with about 6 0 $65 million in reductions and as we got to 3rd interim and budget adoption, we still had a
deficit. Two things happened that we mentioned one, the structural deficit continued and then we had to add the necessary funding for the settlements, so as we finalize the budget we have um two things that that happened. One, we have a conservative budget that doesn t fully account as as Director Lara said some of the revenues that we re going to get so we expect to get a little more revenue. We still have a $30 million projected need to make reductions. So if you look continued Doctor Fructos, thank you. You So thank you So
when we look at the budget and we came to the board and said we are gonna have to make a series of ongoing reductions. The original estimate is that we were going to need $30 million because that was the original estimated deficit for 2627. We did a presentation a few weeks ago when we said we are going to maintain that 30 million because that s the estimated deficit, but at the time the governor was announcing a better cola, more money for special education what is now uh a grant that will be uh a discretionary grant so if the board remembers we said even though we re estimating 30 million, it might
go as low as $18 million so we continue to look at the state s budget ad op tion to allow us to redefine our deficit and lower it. What happens with that? Well, if the deficit lowers in a subsequent year we had originally estimated, if you remember, 30 million and 30 million were going to be the necessary cuts we are estimating now 30 million all the way down to 10 million. Now why do we have that 7.9 million differential we are still coming to you with a $30 million cut, and I agree a member of the public said when you do the math that comes to about 20 million, absolutely, but right now in the budget there
s uh direction to reduce or un deficit the budget by $30 million. If the state budget passes as it s predicted right now when we come to you at the 45 day adoption, that 30 million might be reduced significantly and I think all of you have made that point that the budget is structurally better. Than it was when we started the year. So again, to be very clear, we had a $30 million projected deficit for this upcoming year. That s before the governor announced all these differential numbers that are beneficial to Oakland if all those pass, we will be coming
to you and say, the board makes a decision if we still cut 30 that means less to cut in the future. But if we could cut less technically. That that s why this is evolving as the state presents new numbers, our budgets adjust, but the 30 million is right now in the budget as the structural need. To continue to maintain solvency. Now I ve heard this is the budget uh passable or not absolutely your budgets have had deficits in the past. You have to I would like to ask board colleagues to let the presenters speak. Go ahead, MR. On the mic. That s not true. We ve never passed a budget
with a deficit in the unrestricted Hutchinson State law, Director Hutchinson not allowed to do that. So go ahead the board, uh, decides to approve the budget, it will go to the county so if something is being done that s inappropriate, that they will not approve it. The budget will be audited if something is wrong, it will show in the audit. As Ryan was explaining, there are a variety of measures to review the budget process that the board will be well aware because you will get an audit report, you will get a letter from the county and everything that we do is based on the accounting system. There are no handwritten numbers or anything
like that so again to clarify and and was a very good question Director Berry right now there s a $30 million reduction. What is it made of? Well, we have already come to the board and the board directed the staff to continue looking at places where the unrestricted site of the budget paid amounts that should have been paid by other areas. You had a very good question regarding restricted. What is the strategy of restricted dollars first. That s a forever, uh, strategy because if the unrestricted fund pays for what restricted should pay, you ll be back in this situation again, so the recommendation is when
something should be paid with restricted it s legally allowed and the standard is very simple. It s an accounting standard whatever program benefits from a service that program should be paying for that if the funding is allowed. Now we know there are some funds, uh, and we ll use deferred maintenance where not enough money comes in. Well then the board makes the decision to use unrestricted dollars to pay for that needed service and there are others of course, but that is um a strategy that I think has served the district well it wasn t implemented before. I don t know why, and as you know, and it was clarified by our colleagues from instruction you
were building very significant balances on the restricted side and in some cases there s a concern that that money can be recalled. Now you ve taken a strategy where that is being adjusted. Now, at no point should I restrict the dollar be used that s not authorized by the granting authority so it all has to be legal and followed, but if a if a dollar is used for a restricted purpose, the restricted amount should pay for it so that you don t build the reserves that the district had been building for many years, so the strategy has changed so hopefully you last question your your 3 minutes is up though, and we had other more time with him. Correct,
but we have other board colleagues that also had questions so Director Hutchinson, you had a follow up question. Extremely rude and disrespectful to your colleagues on the board. Um, you have a question. Excuse me, you recognize me. I don t need you to interrupt me anymore. Excuse me, I have until my clock s up and my clock should be restarted. Are you gonna keep interrupting me or am I allowed to have my time? Excuse me. i wear the clock. I don t really care what you say. The whole point is you shouldn t say anything until you acknowledge me. You you can go ahead and take a seat So when we, when we were in
DECEMBER with the first interim report and we were excuse me, this is my time. Excuse me Can my time please be restarted again. Restart the clock. So when we got our first interim report in DECEMBER. And scenario 3, and we were told there was $103 million deficit. That $103 million deficit back then. That was a deficit in the unrestricted. Because that s the definition of the term. So you can go back and check When we approved this year s budget. We did not have a deficit in the budget. We approved a budget where we could cover our reserve and we
only had 300,000 above our reserve in the unrestricted. We knew we had no flexibility, but it was a balanced budget. Then we overspent by over 60 million this year. Then this whole placeholder plug, $30 million. Let s take a step back. We know that the deficit is not $30 million even. That s not not how budget numbers work. On the second interim, they listed the number as $36 million even. I challenge you to look at the Sacks reports, the budget report, and find any other number on there that s even to the million. So either it s an estimate or a made up number to begin with. Now, I ve sat through every budget and financial
presentation in ousd since 2011, every single one. Every committee one, every single one. The fact that we re being told now that we have a deficit and a surplus at the same time. I, it s hard for me to even explain how crazy that is, because anyone saying that shows, they re either lying directly, or they have no understanding how the budget works. Because you can t have a surplus and a deficit at the same time. You don t have on your documents, well, if we make $30 million cuts. We have an $8 million surplus. That s just not true. That s not what the documents show. The documents show an $8 million surplus and there s no
notation of a $30 million deficit. That s what the budget numbers today show. i can show you how the expenditures for unrestricted. Which at the JUNE 10th on the multi-year projection two weeks ago on that document. It said we were projecting expenditures and unrestricted next year of 430 million. Now tonight the projection is a little more than 370 million. Somebody lowered the amount of total expenditures in unrestricted. For no reason and no justification, and the numbers don t add up. And because they lowered that one specific number when they re-ran the
budget, it popped out at $8 million surplus. Because you can t have a deficit in a surplus at the same time. Try to meet with them all and show them. Nobody wanted to listen. And then we have this show tonight, where I have staff and a consultant up here proving they re either a liar or don t know what they re talking about. For our billion dollar budget. Thank you. Director Lotto Director Williams board colleagues, you concede your time to Director Berry for her last question. Thank you. Go ahead, Director Barry, for your last question.
My last question was just spoke to the sustainability point, which helps assess the merit of some of the solutions in the plan. The ultimate question being, to what extent do the strategies of the solutions in this plan contribute. To reducing the structural deficit. I understand that the use of restricted funds is an ongoing practice, but per the per the report provided by staff, it, it is not additive to the structural deficit work. So I want to understand how the work we re approving or
not approving today. Is advancing the longer term work. That we need to do Superintendent, is there anyone from your team that will answer that question? Yes Doctor Fruittos, I see you coming up. Thank you. I do want to say while he s coming up, I, I do want to say one of the things that was discussed earlier was that we are we looking at our operations. Our staffing our, um, scope of work. Um uh, and required by individual staff, and so we re looking at new ways of getting the work
done at our school sites and in central office and it s gonna require that as well as looking at specific ways that we re spending monies, but we have to look at our operations. There s a lot of work that has to be done to get there. So it s not just one thing, it s not just one, budget action. It is also the operations. It s also figuring out what our priorities are and also it means looking at the achievement of our students and what s working and what s not working, and there s, there s so many factors that are going
to drive the ultimate, um, decisions that are gonna be made in the future. Doctor Fritos, you can add him I, I, I think Director Perry, your question is probably the most important question for budget development for ongoing years and, and there s a reason for it, the structural imbalance on our budget has been reduced but not eliminated, and we mentioned this to the board when we started working on making reductions and the settlements came. We use the word bifurcation at the time. The effort was let s pay the salaries but continue working on the structural deficit and thus this need to make reductions and the reason why
the amount is a solid amount is it s an amount that we re bringing to the board for approval to reduce 30 million is is not an amount that s computed in any other way than a solution that continues the process. To your point, our ongoing solvency if the board continues the stabilization measures that have been implemented since at least DECEMBER JANUARY 2 things will happen if the state budget is as good as we ve estimated The board will be able to have some flexibility over the next couple of years for. Implementing programs that are desirable. Even with the reductions you
have. However, because our enrollment has contracted and unless we have a spike up, you will continue having a challenge with your staffing, and that s something that all of you have commented on, on different times. So as difficult as as it sounds for those of us that a working with your staff, some of this will have to be governance questions and governance decisions that s it does do we keep the same number of support systems you heard from our colleagues in in the academic site that s significant positions were cut that were serving a good purpose and it doesn t matter if they just serve for one year or for many years it will be ultimately a governance
decision to say what what gets compressed if our attendance continues to decline now we, we the, the board put together something that hopefully will create an attractor, and we will bring some students with the tk hubs that will be very apparent the first couple of weeks when all the scheduling is done and the placement of students and staffing so when we say that coming back to you and informing you is important. It s incredibly important in a lot of categories. Are we overstaffed? Do we have the students? Did the state budget pass in a favorable way? You have 3 factors that will significantly collar the amount of cuts that you need to make in the next couple
of years. So I m, I m hoping that s, that s helpful, Director Berry. It s, it really is based on some unknown factors right now, but all of which are accounted by making that potential reduction of 30 million, which by the way has been addressed in a lot of categories by coming to you and saying we used the wrong kind of funding to pay for things in the past. Thank you, Doctor Brohart, any questions? All right, um, I will go ahead and call a question. On the motion to approve the financial stabilization, uh, plan. Uh. Per the resolution, that s in the packet.
Uh, Director Lauder. Yes. Director Williams Yes, sir Director Hutchinson. No Director Barry Yes Vice PRESIDENT Batchelor. Yes. And PRESIDENT Brohar, motions approve. Item. K4, the 2026 27 fiscal year district budget, all phones deputy superintendent Business and operations. Before we start, I want to begin by thanking the finance team. And Superintendent Sadler for the tremendous amount of work. That has gone on into this proposed budget before us tonight. We are a long way from where we were when we began. I
d like to make a motion to add those items. To approve there s a motion to approve the budget. Motion to approve, yes. Second. Sorry about that. Ok. We re a long way from where we were when we began this work in OCTOBER of 2025. At that time, the board adopted budget scenarios aimed at achieving a positive certification from the county and moving toward a budget that better centered the needs of ousd s 34,000 students. We also hired hya to assist with this effort. Together, the finance team, the superintendent, and the board have made significant changes
to ous ousd s budgeting practices. That work has resulted in a qualified 2nd interim and now a positive 3 interim certification. This is an important accomplishment and reflects the months of hard work and difficult decisions. We have also absorbed the cost of labor agreements that includes significant salary increases and improvements to working conditions for our teachers, psychologists, counselors, speech and language specialists, buildings and trades, and seiu members. These investments will help us retain talented staff, and we know that a stable workforce is
critical to improving student academic achievement and supporting students social and emotional well-being. The proposed budget before us tonight is another significant step in restructuring our finances and moving closer to a budget that truly centers the needs of ousd s 34,000 students. At the same time we recognized that much work remains ahead. We must continue to rein in spending across the district and ensure that every dollar is aligned with student outcomes. This fall we will open tk hubs, and we will need to carefully monitor this financial impact. We will also open non-public school program and evaluate the financial implications of that
work as well. In addition, we must improve student attendance, which will increase our lcff revenue and strengthen our long term fiscal stability. I am confident that this board is prepared to do this work. We will support the finance team through strong governance, thoughtful questions, careful analysis of data and meaningful engagement with our students, families, employees, and community members. Tonight we must pass a budget. State law requires that we adopt a balanced budget by JUNE 30th. And this is our final board meeting before that deadline. I urge all of my colleagues to vote yes on the budget before us tonight. And while this budget is not the end of our
work, it is an important step forward in ensuring both fiscal stability and our commitment to serving the students of Oakland. Do you have comments, uh, director. Um, at this time because I wanna make sure that we have plenty of time for discussion. I m gonna ask our staff to come forward to make their presentation. Good evening. Thank you. So we re here for the 2026, 27 proposed adopted budget? And I d actually, um, before we start, I d like to have a statement. That I d like to read to the board For the benefit of the board
and the public. I would like to clarify several statements that have been made regarding the proposed 2627 budget. The district s budget was prepared using the California Standardized Account code Structure, or SAs. And is supported by detailed object-level budget documentation. The figures presented are based on those official records. First, the approximately 8 million figure that has been referenced represents the projected change in the unrestricted general fund. It does not represent the overall financial position of the combined general Fund. The same sax Form 01 reflects a projected net decrease in the
combined general fund at approximately 36.7 million. Largely attributed attributtal to the planned use of restricted funds as part of the board s adopted fiscal stabilization strategy. Second, statements that unrestricted expenditures were reduced by approximately 60 million are not consistent with the sacks budget documents. The budget reflects unrestricted expenditures decreasing from approximately 406.2 million in the estimated actuals for 2526 to approximately 3,369 million. In the proposed budget for 2627, a difference of approximately
37.2 million. The multi-year projection, and the object level report do show a $30 million budget adoption. Adjustment in Object 4395. The Sachs report does not allow the adjustment In the 26, 27 year as in the next 2 years. So staff for the years has been adjusting in the 4000s. That adjustment is reconciled in the detailed object code report provided to the county and to the auditor for review and verification, and not part of the major object code budget reports, but the total reconcile to the nyp. But it is labeled in the budget
detail. It is not hidden. The same object detail also includes approximately 15.94 million object 4394. Which the district identifies as a reserve amount for the oea settlement. That means the budget did not erase the oea settlement. It reserved for it in the budget model. California law requires a hearing on the proposed budget. Board adoption of the final budget, County Office review, and a 45 day revision after the state budget, when needed. Just as the lap as just explained. MAY be revised after a public hearing and before a final
adoption, so can the adopted budget. The detailed budget also includes a budget adoption adjustment. Recorded in Object 4395. This adjustment is identified within the object level budget detail and reconciles to the multi-year projection. It is provided to the Alameda County Office of Education. And the district s independent auditors as part of the district s budget documentation. In addition, approximately 15.9 million is included in Object 4394 to reserve for the anticipated oea settlement. These items are identified in the supporting budget detail and are not omitted from the district
s financial records. The budget adoption process established under California law contemplates continued review and refinement. The board conducts a public hearing, adopts a proposed budget, the county office reviews the adopted budget and revisions MAY be made following adoption, including those resulting from the enacted state budget. Budget revisions during these during this process, are normal and expected component of school district financial administration. If anyone believes there is a specific accounting error or legal violation, Staff welcomes identification of the
particular line item. Calculation, or accounting treatment at issue, so it can be reviewed. We are committed to correcting any error if one exists. At this time, however, staff believes the budget presented is supported by the district s records and applicable accounting requirements. A concern was raised about a staff perceived error in a line item staff has carefully reviewed the concern that has been raised and has not found evidence that the budget contains the alleged error. We remain committed to correcting any verified mistake should one be identified, but
we cannot represent that an error exists when our review and supporting documentation demonstrate otherwise. Finally, I understand there are differing views regarding the budget assumptions and presentation. I would simply note that the district s adopted budget is subject to multiple independent layers of oversight. Following adoption, the Alameda County Office of Education will conduct its statutory review and determine whether to approve conditionally approve or disapprove the budget. In addition, the district s financial records are subject to an annual independent external audit. We welcome those independent
reviews and remain committed to providing complete supporting documentation to both oversight agencies. And the last thing I d like to say is I think our um chief financial officer who has more than 20 years. In school finance and um Reuben himself with probably about 40 years. And thank you, and we re going to move on and Reuben s going to take it from here. We re gonna go over the budget uh prior to the board taking action, but I, I, I did want to say something, uh, the board has worked very, very hard in the last few months I know because, uh, we ve received your guidance and I, I think uh some of you have said that where the budget conditions
were back in JANUARY and DECEMBER are significantly improved as we are about to enter 2627 regardless of the comments, uh, that, that sometimes are perhaps based on information that s not the credible information we use, you are entering into a budget that s a lot more sustainable and we ll describe it right now. Uh, and some of the information we just covered in the prior report, so I, I will move expeditiously so that you can have opportunity to ask questions. The timelines include uh uh public hearing that occurred on JUNE 10th and finally the adoption that will
take place today. Uh, what is the current status? Well, uh, in a nutshell, we are coming to you with a precautionary note. We need to continue this the stabilizing processes for the budget. Why? Because although the budget is in better condition, it is adaptable, it can be reviewed by the county and we expect that the auditor will see it as a favorable document there s still, uh, some challenges that need to be addressed as we re just discussed in the prior report. Um. One of the areas that, uh, uh, we wanted to mention is there been uh a lot of discussions regarding discrepancies and, and one of you, uh, a little while ago said we need to be
clear so that the public understands the budgeting process, so we have two examples. Uh, there s a green line above the green line. Uh, is the first example, and there was some criticism that our numbers didn t match and there s a reason for that. The numbers are designed to be different in different reports. Case in point, when you look at our financial reports, our total is 8 $85 million. When you look at another report, it s 800 or 981. There s a discrepancy of close to $4 million without looking at the detail, that $4 million was addressed several times as a
big error. But in reality, the budget reporting doesn t allow us to change it as Ryan said it comes from the financial system. The $3.9 million are expressed in a separate area as transfers out when you add the two numbers, it completely matches the number in the budget so I wanted to use that example because there s been a lot of confusion as to whether there are errors in the budget or not. It is very clear that our financial system transfers the data to the budget report and the budget report then allocates the numbers in different categories and sometimes the totals don
t seem to match, but when you add up the amounts they re exactly the same. The second category is the bigger one when we were talking about, well, how come the $30 million that we have used as uh reduction need doesn t appear everywhere. If you look at the multi-year projection, it appears in the subsequent years but in the budget year there s a gray box it just cannot appear it s, it s shaded. Well, as has been explained in the prior discussion on the left side you see all the categories that comprise that area and right there you see the $15 million that were reserved for the oea payment and the $30 million
that are the necessary next steps to stabilize the budget. And as we discussed that will be impacted by what happens in the state budget and what actions the district takes. So when you look at the right you see the 30 million and then you see 10 and that was another question. Well, it used to say 30, 3030. But as we explained in the last, uh, presentation now with all the improvements in the state budget with all the reductions that have been made with some of the cuts we believe that on the 3rd year out, you will no longer have to reduce by 30 at this point we re estimating 10 now. Caveat. I m a 10. I won t be here, but
your team at the time might come back to you and say it s not 10, it s 15. If something happens with the state budget or with the district budget over the next year and I ll give you one example. Right now, the federal government is shifting how they allocate funding. That might have an impact on how we project for the future. So that $10 million might be more or less. It s a projection, but it s the best projection the team has based on current information, so I wanted to clarify those two because that s there s been a lot of conversation about the district
is making errors and in reality if there s an error it has to come from the financial system which by the way is what is used every day for all the accounting this reports are simple transfers of all that information to come to you with a comprehensive budget As we look at the actual planning factors, the most important one right now is the cola. We were conservative in the development of the budget with a 2.87 cola. and the question is why when the governor said 4.31. Well, any, any of the many advisory groups that have been informing the development of the budget
are saying stay with 2.87 but note, and that s why it s being noted that there s a proposal for a 4.31. The same goes for the ratchet up increase in special education is not an additional $900. It s a differential between what the district has received the 900+ dollars and the discre tion ary grant which will come and hopefully will be fully funded. So all these are based on the estimations that we ve received from the state. The same goes for contributions as you know we have a mandate for a reserve for economic uncertainties, and this board has been very prudent and increased it by 1% right now our reports show that
that is met for each one of the 3 years. As you look at the balance summaries, this was discussed before. Right now we expect to have uh a net balance for the budget year and then a decrease in the next two years because you have a deficit doesn t mean you don t have an approvable budget. It just means that it needs to be addressed. So the next one is the revenue and expense. One of the challenges that we brought to the attention of the board from the first time we made the presentation is the fact that the board, uh, is aware that we have been spending more money than we get in in the past and right now it
s projected to continue that reduction of the differential between expenditures and revenues is why some of these actions need to take place, so we wanted to make sure that the board continued to see that there are some challenges to the budget and thus the need for those $30 million and other measures to continue to address the structural deficit. This 8 million has been discussed, uh, notion is not a surplus, it s an increase. It s an increase. It s an increase of our revenue based solely on the fact that there are $30 million in reductions.
The unrestricted general fund for revenues and expenses continues to have a significant amount of expenditure in the areas that are. Traditional salaries and benefits, so it is important as we mentioned in the last presentation that as we continue bringing you the correct information for our enrollment, our attendance, and our staffing that that is managed because it continues to be the largest portion of the budget. The summary of the general fund continues to show that we started with a beginning fund balance of 124 million and our expectation is an ending fund
balance of about $79.5 million. Now in the restricted side, one of the things that we ve mentioned to the board is that in in Oakland they re restricted and unrestricted side have a very different behavior. If the unrestricted side existed on its own. You would have an incredible amount of revenues over expenditures and very significant balances where the need comes is that on the restricted side of the house are expenses continue to outpace our revenue so there has to be a balance that is normally done with the unrestricted part that continues and that s one of the reasons why I think uh Director Berry s question was very
important. What do we do with the restricted and how do we continue that strategy. This shows that that differential is something that will continue to need to be addressed. Um. Our staffing again is an issue so we uh Tara s team put together, uh, the certificated classified and total of salaries that amount with the reduction in force and the retirement incentive is, is helping the budget, but it is important that that area as well as benefits which now pass classified salaries in in size continues to be managed and addressed. The proposed budget summary as
as presented includes on the unrestricted side, um, annexus in in revenues again the unrestricted side is solid but underrestricted side you can see there s a deficit of $191 million when you do the combined, you see there is that deficit of $36 million. That s addressed in the different manners that we ve explained that 30 million, etc. So what are the big changes between the 3rd interim and the proposed budget. The most important element is that some of the directed the board directed initiatives are taking hold. There are savings, there are some reductions in expenditures,
and that hopefully will continue to create the stable budget that the district desires to have. When you look at all the funds, one of the issues that we brought to the attention of the board is that you have some funds that have very significant balances, so we wanted to show it um in a manner that a full comparative could be done by anyone between the general fund and all the other funds, uh. One of the reasons why it s important to make sure that the expenses track the funding source is that you have some categories like nutrition services where the fund balance has increased a lot and we find
ourselves in difficulty transferring expenditures because of all the federal regulations, but if you notice that balance is very significant and as I mentioned before, we are concerned that when the balances are too high, there could be uh a move to say, you know, some of it needs to be returned, so we will keep bringing charts like this so that the board can see that the balances are are continuing to be managed. Um, there are two categories, and we wanted to make sure we pointed them out. One of them, by the way, has been pointed out by our labor partners, uh, contracts and services, but if you look at two categories, they ve grown significantly. Let s start with employee
benefits at almost $275 million. It is a category that we re recommending that there s a a lot of review now in some areas it s absolutely mandatory, but in other areas like for example, workers compensation, we can review the contracting that has been done and the processes to see if there can be some savings that can be achieved. The other one is services and operating. This is one that the board has heard many times. This is where contracts come in and all that that needs to be addressed once again the growth of that bar is now well over $200 million so we wanted to point out two categories where the fiscal team can continue to
focus to bring to the board some ideas for cost containment. Now when we look at the balances, one of the reasons why we continue bringing this to your attention is although the balances are declining, they still are above the 3%, obviously the mitigation measures that we are recommending will hopefully stabilize that upward, but if you continue to look at the at the bars you see that the unrestricted part, it continues to be outshined by the restricted. Except in the final year where there s a balance so that s why those strategies um are recommended.
And then when you look at the available reserve ratios as I mentioned to you in each one of the projected years we are above 3%. And that expectation is part of the 2% mandated and the 1% that the board has directed that we continue to have so in any budgetary projection that is brought to your attention one of the goals is to always make sure that we meet that 3% reserve. What are the next steps? Well, uh, when the budget is adopted, it will be submitted to the county. Uh, we made a recommendation to our superintendent to continue working with the auditor at the same time so we re not gonna
wait until audit time. We wanna make sure everything is reviewed because there are some strategies we continue to implement so you basically are having the numbers uh in, in aside from the county and discussion with the auditor prior to the audit report where finalizing the year activities around AUGUST and as the board has syndicated, come back to you with where the recommendations are taking hold and what the outcomes are and finally in SEPTEMBER the unaudited actuals. And with that we will entertain any questions or comments sorry I went a little fast, but most of it was covered in the prior.
Thank you. I will take public comment first. For which there speakers we have Carol Delton Ossao Abalan Matt Glaser Oliver Brennan and Ay Ringer Good evening board. So the numbers are being clarified now and you know, it s still. Um 8 million minus 30 million is 22 million deficit. And yes, the supercolo of 4.3% and the spend money at the MAY revise based on the number of students in ousd and the number of uh se students will be between 12 and 15 and 14 million estimate, ballpark into the district, and that s why, um, the finance
team are budgeting 12 million after the 30 million but that s still a $10 million deficit. And that s just the restricted fund which, where we have to have a surplus in, and I don t think we have that, but let s look at the general fund which DR. Frouddi was just talking about. Because it s very concerning when you look at a general fund. Next year we re going to spend down based on the numbers 37 million, the following year, 38 million and the second out year, 29 million. That s 105 million total in this budget cycle that we re going to reduce our funds by. By the way, this year that we re closing out 25, 26 with all the 92 million moving funds around, we
have spent down $100 million this year. That s $205 million between this year and the next three years that we re going into. 105 million is an interesting number, because that s about the cost of the oeat a which we have signed up for. It s like we have to pay our teachers, we have to give them a raise, they have to live and, and, and, and, and stay in Oakland. But the funny thing is, the irony is that our deficit, our, our, our fund spend down over the next 3 years is the cost of the ta. So really, could we afford that ta? Had we enough work done to afford thatta and yes, our teachers do need to get paid, but it s very concerning that our fund and u ceta charts that are presented are general fund
is dropping down to below 40 49 million at the end of this 3 year budget cycle. We have done a lot of cutting this year. We ve cut the district to the bone. What else are we going to cut? To get rid of this structural deficit where we spend about $30 million every year over the next three years. What else have we left to cut. Thank you. Speaker, What frustrates me is. You, you a dead set on not considering certain things And you have no ability to justify. Except that has been made clear to me. And I m talking about closing
of schools. And when your principals, you have 60 principals ask you to consider it. And you have on your agenda your 260 consent items Infrastructure issues. That are very overwhelming And these issues are include safety issues. With lead asbestos and other concerns. But you won t consider it You have 20 schools with less than 300 students. You have some schools with 150 students and you re saying we re gonna
keep the schools open. Then a last uh meeting you spent $81,000. To have a survey of who s gonna be coming back to your school district. You re gonna survey 1000 potential and already existing parents. And you act as if you re gonna grow your uh enrollment and attendance when all of us understand that declining enrollment is an ongoing thing. The birth rate is dropping. People are moving out of California because of the cost of living. People s lives are being
interrupted with ice. Because we depend heavily on our community, our Spanish community in the past has been a growing tremendously. That s gonna be cut. But you won t take into consideration things. That have to be considered Um So state law requires passing the balanced budget by JUNE 30th for the following year. Um, that s so the county and the state can be sure that we ve got enough money to make it through the next year. So the community can make sure that we have enough money to make it through the next year.
But what s the point of doing this if you can just put in a $30 million plug. Ballot s budget doesn t mean anything. Particularly if that 30 million has nothing behind it. No itemization, no plan. Why wouldn t every organization just put an un itemized plug into every budget Why not just put $100 million plug into this budget. Because even if you re supercola, you re discretionary grant comes through. Um. You know, might go down to $12 million that we need, right? What indications are there that we re gonna be able to find that money? Every trick and tactic has already been tried and they ve
come up with about $40 million for next year. Uh, where are we going to find that $12 million more? You d think that part of the presentation that we would have just heard might have talked about that. It wasn t even mentioned. Right? So that makes me very concerned This is not something we can rely upon. Uh it makes me concerned as a community member and a parent makes me very nervous. Doesn t it make you nervous It s not. Thank you. Thank you, next speaker, please So I got my start in working on budget and finance issues.
When I was employed at San Leandro Unified District and I represented the union on those issues. So I feel pretty confident because I know that school Services of California has certain projections that they advise. All districts I wish the state would pass its final budget in MARCH or APRIL. That s the biggest thing in my opinion, that it could do to help districts so that you actually know what you have. Because one thing you don t also want to do is you don t further cut positions more than you need to only to hire them
back. Or have to go to contracted staff that will cost you 20, 25% more per person. But that s what has often happened. So, hand in hand with the budget goes the plan and sticking to the plan. And prior to this year, too much of the time I heard great ideas that weren t followed through. I still don t know what s happening. We talked about the printer consolidation and the copier consolidation and nobody s mentioned that, and nobody s mentioned the elevator phones. Nobody s mentioned solar, but those are
all things that have been on the plan that provide real concrete savings every year. In its own way, the agreement with oea has already is already showing some benefits. There are close to a million dollars in savings among speech, language pathologists who are signing on as employees for next year versus being contracted in previous years. There is a very high return rate among special education teachers for the first time, which means there will be more credentialed people in the classroom. And you won
t need your most expensive substitutes, the administrators to come in for those many extra days of training that the first year teachers get. So one last point, um. Oeosd already has a dozen empty properties. I m not saying there will never be a time to close schools, but you need to think, first of all, of what use the buildings will be put to so that you don t end up. With uh the cost of blight and a vacant building that you ve been dealing with on several of your properties this year. Thank you. Are there any other public
speakers Yes, we have Matt Glazer, if he s still here. If not, our name has been called. Doctor Berry. We ll go this round. Uh First, a comment, one, teachers do need raises, and I do poverty abolition work for a living. Which is ironic Uh, it shouldn t be necessary, and there s just it is unfortunate that school districts are doing the work. That other people responsible for this mess should be doing, and that includes our state and
that includes the unreliable federal government that we have. Um that said, the board also needs to do its job. So I want to pay teachers and therefore, I m committed to doing the things that we need to do. And for me that means all the things are on the table. I care less about what the specific thing is and I care most about how we do that work and we need to be having that conversation instead of making excuses for why we can t touch certain things. I also think that there are other things that, you know, we re experiencing the impact of raises in the budget.
But there are other things in the ta that I also think we need to consider and so part of the board doing its job is taking that other work seriously as well, which includes serious engagement with the full breadth of stakeholders who are impacted by those changes, positive and otherwise, um, and so for me, this budget, I m not. As concerned. I mean, I have serious concern for all the reasons named, about the $30 million but I have confidence given all of my conversations with staff and others and people across the state that,
that $30 million is deficit is manageable. What I think is a more serious concern is how we manage the deficit contain it so it doesn t grow year after year because the plan, as it was clear today after today s conversation is really just getting us through next year. Like there needs to be additional intensive work. Beyond next year and it does have to start today. It s just started yesterday. Um, so you will see me likely pending the outcome of this conversation. Support the budget. But it s because I, I m holy and deeply committed to the
real work that all of us need to do. Thank you. Director Bro um PRESIDENT Brohart. So, you know, one of the things I, I just listening and hearing the questions and you know, I really understand there is this complexity here, it s not really clear. It s not a step by step clarity of what we are doing. Um, and I, I can, I can agree with many of you who um are questioning what the strategies are when it s not as clear. But, you know, one of the things I just go back to is, um, we re out of time that we
really were fighting for our survival. Um couple years ago, we had certified negative uh, which was very close to a state takeover. We had the cbo actually encourage us to take $100 million loan out. From the state Uh, we chose to move in a different direction. It could have been easy. It could have been over. It could have been over. We could have just taken $100 million loan out and just paid it off and we would be back under state receivership. That s an easy choice, but we
took a different choice, and at the time, we had to cut not 100 million, but 200 million. I think that s, I think we ve come a very long way in the last two years to cut um, close to $200 million. We cut $100 million last year. And we re very close to um balancing it out. You can, you can go back and argue over the $30 million or the $8 million but it is not necessarily the, the complete amount because we still have the state revenues that are coming in that haven t been actually as calculated in. And
we did have community member bring that up, but, you know, on a conservative level, we d do what the numbers tell us to do, but in the end, it actually will, will most likely balance itself out, because what has happened year after year after year that the unauited actuals will show that there is additional money in the system. It MAY not be captured right now. And a lot of folks are looking for uh the worst scenarios, but I think, you know, where we need to be actually is saying, can we make it through the end of the year? Yes. Will we be able to make it at the
beginning of next year, yes. Will there be some adjustments again next year? Yes, but the fact is, we have communities out in uh East and West Oakland, that want to keep their schools. They really feel that it s valuable. They see that school choice has hurt them because they don t get the same opportunities. So I think we also as a board keep our minds and understanding that decisions that we make are for those who MAY not be sitting right here today, who MAY not be the strongest advocates who MAY be working 2 or 3 jobs. And so, there are also folks that we haven t heard from. And if you
go into those neighborhoods, you ll find out why they want their school to be there. And it MAY be small, but it is mighty. And it MAY be a long time that they ve had. But there, there is a long history and tradition of us really supporting the working class folks who really need the schools in their neighborhood. Not everyone can get in their car and drive across the city. So, you re right, and you know, we, we should actually be moving back to a neighborhood school district. I appreciate that. Thank you. Let s work that out. Thank you, Williams. Uh, Director Latta. So I, um
I would just like to say that I think that the work that, um, that our staff have done, supported by the board of, you know, by board decisions, but really the work that our staff has done to get us to this point is remarkable. And I just want to make sure that the people in this room and the people who are not in this room who ve helped tighten up our fiscal practices, who made a lot of very difficult recommendations and restructurings to their own departments and to their schools, um, are appreciated, um, even though they re probably not listening to this,
because we have made incredible progress. It is true that a year ago and even in DECEMBER, I, like most many of my board colleagues were very concerned about the direction we were taking and how we were getting closer and closer to a precipice where our school district was felt very unstable and as somebody who has 3 kids in this district, um, is, you know, impacts my kids and their friends and this and the people who work and rely on this district. And I think that there is, it s understandable that, you know, to have made this big of a change in the way that we spend our money in this
district, in the amount of months that we ve done it is messy. There have been decisions that have been implemented very quickly. It s very, I accept the criticism that we could have engaged more people, that it should have been done slower, that it should have been done over a longer timeline. That s all very, very true, and we had a responsibility that to make sure that our district remained stable. And so that has happened. We can, and I, you know, I think a lot of people, even people in this room didn t think we were going to get to the point of adopting a budget that says we can meet our financial obligations this year, next year and the year out. And I do think that it s true that that the way that we sequence the votes was very
good because we all recommitted to this, um, stabilization implementation plan. That has specific actionable items. Yes, of course, we ll get more fleshed out as we go through. But it makes real the commitment to bridge the deficit. In the out years. And so I just, um, wouldn t, would say that the fact that it was messy that, you know, things are happening very quickly, that numbers have changed from this year, you know, this meeting from the previous shouldn t detract from the work that the real work that has happened to stabilize our district, um, and I would just, you know, be remiss to
say that yes, that the engagement is ongoing, so, um, I would just like to put a plugin for the multi stakeholder engagement group that our district advisory committees are um running supported by our superintendent, um, but really held independently as one of the places that people can get involved in to really engage with what does the future of our, our district look like, and I just wanna, um, lean into the work moving forward. For our students and, um, our whole community who relies on this district. Thank you, Doctor Hutchinson Thank you. Wow Um
you know, I just want to point out again that I only received this final budget document on Sunday when it was posted publicly. That means it s one of 7 people with fiduciary responsibility. I don t have the ability to introduce a budget adjustment resolution or change anything that s being put in front of me. It s unacceptable and it s never how things have worked in the past. I ve listened to a lot of people in here tonight try to talk about how things used to work. Wow. I also know none of them were here in the past times when things actually did work. So let s just remember a couple of things. We just left receivership after 22 years,
less than a year ago. Next week is the one year anniversary. We must pass the balanced budget according to state law. And by definition, if we pass a budget that requires mid-year cuts next year. That s not a balanced budget. I worked really hard to make sure staff was on the record over the last month at meetings. On JUNE 3rd, the cfo said, we have a $30 million deficit for next year, and you find that deficit online b10. We also know $30 million that number, it s not a plug. It s not a placeholder. It s a budget designation. A budget notation. That s why it s in parentheses, and it
actually means minus $30 million from expenditures. It s not something you can just take away because it s a plug. It means something. And so when you take that minus $30 million in expenditures off the budget, you have to add $30 million to total expenditures. That s how the math works And if you look at any multi-year projection, you can see that the deficit, what they wanted to call a plug, exists only in the unrestricted. Because that s the numbers that we look at to determine these things. So if you look at the multi-year projection in the packet from the public hearing on JUNE 10th. It said an unrestricted expenditures.
A total of $401 million was planned on being spent It also had the minus 30 million notation. Now on today s multi-year projection, they took away the $30 million notation and what should have happened is then you add $30 million into the total expenditures to make it work. But instead when you look at the math, they subtracted the 30 million. That s how we got a $60 million less expenditures for unrestricted. Then when you run those numbers, it produces a surplus. Instead of the deficit. That s what happened in the numbers. I can show anyone on the document. You all can go look it up. It
s the facts of the situation. And so what we just heard tonight is everyone talking in a way that is clear to me they don t understand what number to even look at. So let s just be very clear on the budget the Sachs report for the budget. That will be adopted tonight. When you look at the unrestricted dollars. You go down the column. And the net increase of almost $8 million. That s read as a surplus. Where on this budget in the sax form, is there any plug, notation, or anything about $30 million. That notation has disappeared, and because of it, it has produced
surplus on paper. Or the other option is somebody can stand up here and tell me how in 2 weeks the number of projected expenditures has gone down by $60 million. And the reason why those numbers were different last time on JUNE 10th is those were actually the same numbers that were used in the 3rd interim report, which were the same numbers sent to the county. That s why the county s saying there s a $30 million deficit because that s what the numbers showed until tonight when this set of numbers was dropped on Sunday. So to hear everyone say you can have a deficit and a surplus at
the same time? Um it s impossible If you read their own documents for this budget. It says $8 million unrestricted operating surplus, Director Hutchinson, your time is up. We can take a second round if we need, we will take a 2nd round, but please everyone, just read through the documents. So we hear all of this word about how the 30 million is listed on the budget. That s going to be adopted tonight someplace. I challenge anyone to find it in the document that was just handed out. And we are talking about $900 million in our general fund alone, Director Hutchinson, there are two other members who would like to speak. Director Batchelor. Thank you. Um, I d like to appreciate my board colleagues,
uh, for talking about not only the hard choices that we ve made so far, but the staff work that has gone into, um, the budget and the documents that we have today. Um, I will be voting, uh, to voting, uh, to support this, uh, budget, knowing that we do have that hard work ahead, um, based on again conservative financial projections. We will have to make reductions in future years, and I m committed to implementing the fiscal st stabilization plan and ensuring that revenue truly reflects, um, the revenue that we are getting in a multi-year projection. For members of the public who want to support a healthy
budget for all schools in California. I urge you to flood the governor s office with calls demanding that proposition 98 be fully funded. We need every dollar constitutionally promised to California students as early as possible so we can make the most impact in our classrooms directly with our students. Our students, educators, and families cannot afford another round of budget maneuvering at the state level that shortchanges public education. Now is the time to make our voices heard and demand that California keeps its promise to our students and our schools.
Thank you. Um. I ve been in the district of almost 40 years as a parent, as a teacher, now as a school board director. And this is the first time I have really felt that we are grappling with, with, um, problems that have plagued our budget over the years. In particular, I think the district has often had for many years had a practice of just spending. We needed reading in k3. We put teachers in, we put programs we paid and then suddenly we needed you know, to support middle school students, so we put
money over there. But we never looked at where we had to move money from. We never and you know, people keep talking about trade-offs, and those trade-offs are real. And as a teacher, I felt that we could go from one thing to another. We would have books in our textbooks room. It would, it d be a cultural history of, of the district. Teachers would take them out and recycle them because you needed more bookshelves for the next books coming in. We had one program after another.
And we were constantly chasing the band-aid. We were constantly chasing where we thought the pblem was. And as we shifted we didn t take away from the other pieces of it so that we just added on. I think one thing that became apparent to me in in our past spending recently on the board is that because we had one time money, we had Ser money, we had covid money. We spent down our reserves because we had them. It s like my savings account, you know, if I have $10,000 in a savings account. And I spend it down at some point, I don t have it.
And I think that s where we are now, but what I really want to express to the people who ve worked on this and to the board. Is that we said two things would not happen. We said we would not go into receivership. We would not take a loan And I deeply respect the leadership of the, the, um, district that the superintendent and our finance team. For honoring that That meant, I mean that was that had not happened in the past and that means a lot to me as a board member that the direction that the board takes collectively is honored. I think the other thing, and we ve heard this again, you
know, I, I think we hear, you know, as a former teacher, I heard this too. We must pay our teachers. Well, you know what? In this society, your worth is valued by what you re paid. And I, I get this is the principals have talked about this as well in their bargaining, you know, that there are principles that are paid less than a teacher. And, and again, it s one thing, it s, it, it always felt like, you know, kind of heartfelt as a teacher, but oh, we want to pay you more, but we are doing it. And not only that as a former special ed teacher. I spent one year I did 50 initials. I didn t get paid for that
extra time. I didn t get paid for the time I took writing them. I didn t get paid for the time I took assessing the kids the time I took away from the minutes that our students, like your students are deserved, they, they re in their IEPs. I had to, I had to do all that stuff as extra time. So this is why special ed teachers leave. It s an untenable job Speech and language pathologists we ll see 50, 60 kids when I started and, and they deserve that compensation for that work and we did that. We heard from our community We didn t want to strike.
Nobody wants to strike. I mean, I struck 4 times. I didn t want to do it. That s my first year I struck for six weeks. But we honored that And yes, I think like Director Alata said change is messy and, and they re, you know, we ll go through this thing and I m sure next year there will be other things we will change as our practice and our experience goes on, but we did this and the more importantly our district leadership honored it. So after 40 years in the district. I finally feel that I am being part of change. So thank you, uh, would we like a second round?
Director Hutchinson Yes, thank you and uh I appreciate the story, but it has nothing to do with budget adoption right now. And so, unfortunately, after listening to everyone. I m the only person that actually referenced the budget document. And this talk about the past I find offensive. Because again, next week is the one year anniversary of leaving receivership. Because we managed the district s finances the right way and left receivership early. We should still be in receivership now. If not for the work of Doctor Kyler Johnson Tom and Lisa Grant Dawson as the cbo. And tonight, just so we re
clear on the consent report, just the items I pulled from the consent report. Encumber over $400,000 worth of contracts. School closures aren t in this budget and there s no designation for oea in here because we never did the work to do trade-offs to make money available for oea s contract, because this board last year refused to put money aside in this year s budget for it. So again, when you read through here, we just heard a lot of presentations from staff and the consultant. Talking about a $30 million
plug or placeholder that they referenced that they said is still in the budget. And that that leads to the surplus. So Superintendent Sadler, I would like somebody from staff to come show me in the sax form for the 2627 budget. Where do I find that $30 million designation that we were just told exists. Because if it s not on here it doesn t exist So I don t see it. So can somebody please come and show me where that $30 million designation that we know means the deficit exists in the budget that s going to be adopted, because I would argue, if we can t find it on here, that that means there s something wrong with these numbers. So can somebody please show me? I might be mistaken. Where do I
find it? The 30 million. And I think MR. Nguyen answered your question in the excuse me, I don t know why, I don t know why you re answering me as a colleague on the board. Excuse me, that s not her job. That s not her job. That s either the board PRESIDENT Or actually I m asking a question in my time of the superintendent and for every other question we had staff come up or the superintendent s welcome to answer. Where do I find the $30 million on the budget. That was a reference every place. I was going to check and see if um Ryan Wynn is available, but it was discussed You asked the question earlier
and it was responded to. No, excuse me. No, I didn t. So we have budget adoption of a $900 million budget, and I ask where to find the $30 million plug, placeholder, deficit that we ve been told over and over exists. There was a whole presentation. He went off other documents, where on the sax form? That we re adopting, we re on the budget, do I find that 30 million? This should be an easy answer for anyone. Because I don t see it on here, so maybe I m mistaken. And and the cfo when he spoke about it, said you could find it online b10, but line b10 doesn
t exist on this form. So complete somebody please come tell me where I can find that designation. If you re going to allow them to answer, DR. Fructos, do you want to answer that? Thank you. So staff, can we please bring up, uh, uh, the general fund unrestricted restricted. No, excuse me, I asked specifically s going to answer you asked a question. Excuse me, my question was, where do I find it on the form? So either you can point out on the form or you can give me a line. I don t want somebody to just come up here and talk. I want somebody to point out where I and the community can find this designation, please. So actually, a director La is correct and Director Hutchinson, the full explanation was given by Ryan, so I m really
surprised that that s not clear. It s, it s on the 4,000s. What line do I find it on? You, you know how to read budgets. Look at the 4000 you have on it, so wait, wait, so the 4,000s here in expenditure, books and supplies. It says 81,800. It doesn t say 30 million. Where s the 30 million designation? Can you answer the question, please? I d like to hear the answer. Thank you. When, when Ryan presented the accounting, he showed that there was 15 million for oea, 30 million for the budget stabilization in this document. That s not what I m not what I m asking about not what I m. I m asking about the $30 million that keeps getting referenced, and if it
s a plug, it needs to be listed. Can he answer the question, please? Thank you explanation of what all the 4,000s contained as a matter of fact, he even went to the category of of saying if it s 1 to 1900s, etc. The number is just the total there and and the total doesn t include all the different numbers in the presentation I went over it again and cited the 15 million, the 30 million, ending in that amount, um, so in the 4,000s and the unrestricted? Is that what we re saying? There s 81,000 represents the 30 million. And then we subtract that and do something with the other structural deficit and get an 8
million surplus. Is this, are you telling me 81,800 here. In the 4,000s line b4. Are you telling me that actually represents 30 million. The resource level and that number is so I m asking on the top level form. Superintendent Sadler, where can we find this designation? Where he just said doesn t say $30 million. And this is what we re being asked to vote on. So I m really concerned if I ve been told this exists, and I look on the form and I don t see it. And this captures, this here is the top level. This captures the details of the other pages. So if it s not here, it s not
gonna be in further pages. That s how these documents work. That s why I said these numbers are fraudulent. Um, thank you for your question, Doctor Director Hutchinson. It has been answered and I m going to call the question. Excuse me, it has not been at, wait, wait, point of clarification, as we re gonna adopt a $900 million budget. I did y all prove the point? None of you even spoke on it. None of you referenced the documents. When I asked of a specific number on the document, I get told it was already answered, and I have fiduciary responsibility of a billion dollars a year, MR. Rakesar, can we call the question, please? On the roll call to adopt the budget
as presented which is item k4.4. Item 26, 1466, and the resolution thereof. Student directors are absent. Director lotta Yes Director Williams? Yes, sir. Director Hutchinson? No. Director Barry absence ok. Uh Director Thompson is absent. Vice PRESIDENT Batchelor. Yes and PRESIDENT Brohar. Motions adopted. Thank you. Next on the agenda uh, there is no student report. There is no pesac report Uh, do we have any comments
from bargaining units. Check and see have any comments by the collective bargaining units. If there is, please raise your hand. PRESIDENT Brohardt, I see no hand. Thank you. Uh, moving on to new business we have item q1 26-0845 or policy 5131.8. Student s mobile communication, cell phones. Do we have a presentation for this or I d like to make a motion to adopt item q1. So a motion made by Director Delata, seconded by, um, Director Bret. Yes, there s a presentation. We have, um, MR. Niels. It s an l Allegria
Thank you. I m sorry, do we need, I, I just want to ask, do we need a presentation for this or are you? Um, that is up to you guys. I do have just, um, 3 new slides from the teaching learning committee where you did request data so I can update with those. All right, thanks. Um, so again this, uh, this policy has been presented as a teaching and learning committee, um, from that committee, there was a question asked, this is not load. Around um what feedback have we gathered and some of the other data pieces. For some reason this slide s not loading, but this slide is about our administration feedback and we did send out a survey to administrators about do they support this, um, bell to bell cellphone band and to
what extent did they believe would be more effective than a partial band, which are the two options that the California ed code will allow starting JULY 1st, um, from the 38 responses over 26 responses said yes, um, sorry, 31 response to the 38 said that they fully support, um, as well as it ll be more effective. And most of those were from the high school and middle school level, and some of the elementary. Um, but there was a clear need for more, uh, district-wide enforcement expectations. So to be sent out to sites a need for a better family and communication plan and outreach, and the need for implementation guidance because that s what can be expected of
our school sites. Um, Laura Kleinman is a parent, um, and that we ve been communicating with as well as some other parent group members, and they did a petition for how this uh full cell phone band versus a partial ban. From that we received 336 respondents from all the districts in um ousd that were in fully support and from that breakdown was 240 parents, 47 teachers, and 11 other staff members. One of the last questions I was asked again, this slide s not loading, um, is around cell phone, uh, discipline data that we ve seen, um, there s been at the bottom, you could see there s the technology violation, technology violation includes a cellphone misuse. It also includes any like computer
misuse, uh, but we did try to take some of those out, that was more seen at the elementary level, where it was either inappropriate content on. Uh laptops uh rather than just cellphone use, uh, but the middle school had the highest rate of cell phone misuse, um, as well as, um, 181 in the high school. Um, listen, there s two categories that we use in Aries, so that s why both categories are here. That s the paging signaling device and then technology violation is the other category we put in areas. Uh, from that again, this is a timeline of implementation today at school board meeting will be just talking about or about the teaching and learning committee meeting as the law goes into effect JULY 1st, so
how we decide what, how we move forward is still going to effect. Um, we ll work on our implementation of parent notifications of what that decision was and how what the expectations will be when school starts. Um, in AUGUST, we ll be back again to be introducing that discipline matrix update that we talked about at the last uh board meeting and this also includes some of the cell phone vi ol ations and again you can t be suspended for not having your phone on, but you can be suspended for other social media related things related to technology or anything from that, but that s some of the data requested and again attached to the rest of the presentation is what we presented at the teaching and
learning committee. Thank you very much Word comments Director Hutchinson Yes, thank you. Um, this is another one of uh a continuing pattern. Of many of the items and we ll see them later in the consent report. Where in the fiscal impact for this board policy, it says estimated costs MAY vary depending on site. At this time, costs are projected to be $500,000. Not one word any place of where that funding is coming from or how we re going to pay for it,
which seems to be a violation abhorred bylaw 9322.1, which requires a fiscal impact analysis before something can be approved, and if it doesn t have one, it requires a unanimous vote. So I would like a, a ruling from the parliamentarian or general counsel because this clearly says it costs $500,000 and there s no funding source connected at all, and I m sure nobody can tell me where this is budgeted any place. So can we have a ruling, please, because the memo is very clear for this item. It s dependent upon the the answer to come from the superintendent. If the superintendent says that
in terms of the funding source. The Super can the Sunet can respond to that question. It will, that will make it dependent upon my answer as to whether or not a physical impact analysis is, uh, needed. First of all, I m gonna ask our legal counsel to give the discussion that we had regarding the implementation of this particular Sure, thank you, um, superintendent. So yes, as you mentioned, Superintendent, this is a, a legal requirement, um, effective JULY 1, um, Nelson explained the two options that are available. I do see that Doctor Aguilera is on, uh, with regard to the
the funding source and um whether it s in the budget, she will be the best person to lift up. I did a meet with or discuss with her or ask her about this earlier, and she did identify the funding source, which is a supplemental. DR. Aguilator, are you there? But it s not on the document. And which means it s, it s not official and if in a document. Somebody just saying something doesn t qualify. This is, excuse me, the, the, the board bylaw says that it s supposed to be actually done before it s even put on the agenda. And if the board PRESIDENT Still agendizes it, then it requires a unanimous vote. So the idea that somebody can just come and verbally introduce it when it s
not contained in the official document is a clear violation of the board bylaw. And it also lets me know that it actually hasn t been budgeted for. Otherwise, it would be easy to list the resource code under which the funding exists. So I think just to reiterate what our parliamentarian stated regarding items that are in the budget, um, that, that bylaw that it s in the budget. Then show me, but somebody s saying it doesn t count. We just had it where people wouldn t show the 3 I d like to hear. Aguilera. Uh, yes, um, Director Hutchinsonte, answer your question. It was missing from uh the
um item that was turned in, um, but we have confirmed that it is um within the supplemental budget and so we will be able to purchase the items for school sit, uh, in terms of the yonder pouches or the um I guess they re called cubby uh wooden cubby mechanisms to um hold the cell phones. So we have confirmed that there is funding diciary responsibility. How am I supposed to confirm that? And if there was a mistake and it wasn t submitted, then, then there should have either been a special meeting scheduled on 24 hours notice, or at least provide the document here. I do want to remind the board that this is a, a law that was passed by the California
legislature. We do have to have this in place by JULY 1st, I believe it goes into effect. Well, if things were again I think that. Um doesn t mean we ignore the bylaw. I, I m really tired of being interrupted, um. So I think again looking at our, our responsibility to follow the California state law that we do have a responsibility to vote on this. And we also have a responsibility to follow our own board bylaws or change them. PRESIDENT Brohar and Director Hutchinson, just to reiterate that the parliamentarian has already, and I agree that bylaw applies when something is not in the budget and it s being
added afterwards. Thank you. And, and I just want to point out that that s not what the board bylaw says. The board bylaw gives 4 things 4 components that make up a fiscal impact analysis, and I read them at that last special meeting. But just because somebody here says it s in the budget, then this is a real simple solution. Provide where in the bget it is. Provide a resource code. Give me a document because at that, at this point, after what we just saw today, how can I trust anyone s word that it exists there with what we saw. And that s not how this is supposed to work. That s not how, excuse
me, point of clarification. That s not, you don t get to determine that thankfully. So, general counsel Lindsay, I warned you about this ahead of time. This is gonna be problematic and Isal Olababa get the record and in the record, if people are going to talk all across each other. Can t describe it. So, and I was asking questions, so I want to read the particular bylaw, and I m not going to debate the issue as to whether or not somebody is believable or not believable. The board just adopted a budget for this year. For the next year, out of which this policy is going to be implemented as of JULY 1. So
board by law number 9322.1 says. The board approves the district s budget each JUNE for the upcoming fiscal year. When the Superintendent or board members introduced proposals that have physical impacts beyond what is in the district s latest approved budget, it is important that those physical impacts be known before the district staff or the Board of Education acts on those proposals. This bylaw is not applicable. Based on what the board has just done in terms of adopting a budget this year and district staff has said, believable or not, that the money is in the
budget. Thank you. Can we please have public comment? Yes, we have 2 registered speakers, Leanna and Zhang Rosetti, and Assal Olubala. Are you buying? Pouches to put the phones in? Ok, because they say that these requirements only apply to classroom time It also says that there are situations where the students can use the phones. And that s doing emergencies. Uh, medical needs. Uh, the phones can be used. So
if the phone is in a pouch, how can that particular requirement be accommodated? It also doesn t identify if I thought that children would not have the phones at all. Um because if they do have them, if it s only saying in the the the the rules, classroom, what happens when they re in the assemblies? What happens after school programs, what happens when they re in the library? And then you come to the part where you have enforcement and the enforcement is the teacher. I have seen many, many videos of teachers trying to deal with students with telephones. And it becomes confrontational a lot of times
and uh even to the point where they start fighting teachers about their telephones So if the enforcement person is the teacher and those phones are not in pouches. How does that teacher deal with, you have to understand they re gonna be confrontations around that? How does a teacher deal with this confrontation? And they says also that your policy must be updated every 5 years, that once you put this in place, every 5 years you have to bring it back for a review. But I m concerned about this because uh the
I left my phone home yesterday and I, I felt so lost without my phone. Uh, I was at school board, I mean, city council, and I was all, you know, I was crazy and I think it had a lot to do with I didn t have my telephone, so this is challenging and I hope we don t take it lightly. I m just a, um, an additional comment related to this. We had already at several of our sites we already have, um, pouches. We already have lockboxes. We have evidence of procedures that are supported by teachers and students, um, in place that several of our sites. So we had,
um, cellphone policies in place at different levels, but this is a statewide process that will provide these um regulations or procedures at all of our sites, but we have a significant number of sites that already have the pouches and already have the systems um that are supported by teachers and students. And families How can I recall the question? MR. Rita me call a question on the roll car to adopt board policy 51 and 31.8. Students are absent Director Lara Yes Dorothy Williams
Yes Director Hutchinson abstain Director Barry Yes Director Thompson Sampson, Vice PRESIDENT Bachelor and PRESIDENT Bruhar. The motion is adopted. I d like to take these up together, q2 and q3 and report out separately. Second. Uh sorry, which items q2. And q3 Uh I would recommend that you double the amount of public comment time. As a result of your comin comment on this? Seeing no board comment is
there public comment? For public comment, we have Osao Labala. Ok, that includes public speakers. Uh, can we have roll call on the vote, please? Yes, on the motion to adopt. Director Lauder not here. Ok Uh, Director Williams Yes, sir a lotta Yes. Director Hutchinson. Yes. Director Barry Yes Director Thompson s absent Vice PRESIDENT Bachelor. Yes. PRESIDENT Brohart. Motions
adopted. Next item on the agenda is item q426-1229. Amendment number 4, Me y spending plan. The motion to adopt So moved. Second. And I believe you have a short presentation. Preston Thomas, Chief Systems and Services Officer and Sale Nadal Hayes is online. If you have any questions about some of the projects, um, I will. Into the presentation. I think there s 5 or 6 slides that are like deeply relevant to to the item and so as soon as it s up, I ll walk through them, um, just to give kind of some
background and context, um, the spending plan is updated somewhat annually, um, but really addresses the, the needs of the of the bond program. And here we go. This has been seen 2 times at the facilities Committee and also reviewed by Sebach, who actually approved and and endorsed the plan moving forward. So let me run through a few slides here. Um one of the things I do want to stop on this slide for just one second, um, when we look at measure b and we look at measure j and we look at measure y, we spent $239 million worth of measure, um, uh, excuse me, measure y at this point. That means the
Oakland voters have committed about $1.15 billion towards our schools. And so we re making steady progress around this, and so this is the next iteration of how we re investing, um, the measure y dollars, um. Ok. A few things that we heard from the board here. A couple of key themes. One, that s driving can of our recommendations here. That we need to honor our commitments to the Oakland voters and school communities. We have heard a lot of harm from the community when we do not follow up on pro promises with named programs, and named school sites, and so we stay true to that through this. Um,
this is the first time we ll be prioritizing investments using the adopted 2026, um, facilities master plan that the board has recently adopted, and you ll see that prioritization play out here and then invest in projects of both align with the master plan, but also offset um the general fund costs, and you heard it in public comment tonight, like how are we utilizing our bond funds to leverage um reductions in general fund expenditures. Um, and we are not making any, um, knowing that the board has made some reductions in Fund 14. We re not proposing any reductions or changes and actually foreshadowing some future investments and deferred maintenance. Um.
Tonight we ve been talking in each of the previous revisions we ve been talking about the measure-wide bond contingency. And that is a programmatic contingency that we ve been using and we ve used it to address shortfalls in projects. Why? Because in the past bonds we ve learned that when we have these shortfalls, and we have to cancel projects, it s really harmful to the school communities that had those projects named, and you ve heard that repeatedly in public comment. This plan, and this is before I came in, was structured so that there was $73.5 million to support these major projects that we
re gonna launch later on. Currently right now, we have $62.8 million in the contingency. We ve spent $10.7 million of those dollars in the contingency. Um, and what we re recommending here is it s now the time that we have all of our major projects. They ve gone through the guaranteed maximum price that the board should allocate that out in the spending plan to support the major projects. And I just want to name these major projects are about a half billion dollars worth of investments in our schools. In that t-shaped framework that we talked about, this is where you address deep seated issues at school sites, and we, we have slides that include all that
you all have seen those, um, and we can go into the specifics of them in a second. After you allocate this contingency, you ll still have $30.3 million remaining. In the contingency when we get to the 4th draw. Um, and one of the things that we ve gone through and here s a little background on that is a significant portion. It meets all the best practices, whether you re gfoa, you re looking at um aia guidance or you re looking at caso. This is best practices around managing your bond program. We see that remaining 30.3 million for the Garfield project that is still in design development and we ll go into
dsa in the fall. Um, we know that based on the master plan, we have about 5 million square feet of lighting that is still using fluorescent bulbs that have now been outlawed and the Willan contract that you ve approved is doing some deep invest um investigations on how we might leverage other funding sources to be able to address that. Where the heat mitigation for hvac that you ve heard is the number one priority in the bond, um, some deferred maintenance, electrical needs across our school sites, tk expansion, um, and tk hubs in future cycles, um, also second priority is some of the comprehensive maintenance program, um, and some other areas of access that are still prioritized but
probably there s less need right now. So here s the most important um, and I m gonna walk through this and then I m gonna skip past all of the specific projects unless the, the board has specific questions around it. Claremont and Laurel, while we did allocate some of that contingency to those projects, they did end up coming under budget, so that goes back into your contingency. So you can see that there are about $2 million goes back into the contingency. Um, we are recommending an allocation from mc claims of 12.25 million. That would come out of the
contingency. We re recommending Roosevelt has 6 million, a little over 6 million, that comes out of the contingency ccpa, an additional 6 million and then for Melrose s Leadership Academy, 2.7. The board has already approved the guaranteed maximum price for these contracts, and that s different than past projects where you now know the guaranteed price that the district has for the construction on that project. On the right side, there are other funding sources, and this is one of the things that I m really proud that the, the facilities team has been working with Oakland Children s Initiative and some other funding sources with Office of Public School Construction. On that side of the equation, we re booking those projects and we
re just adding them to the spending plan. So, um, the, the projects are the Garfield that leverages some developer fees, fund 35, and um the Oakland Children s Initiative funding. That total amount comes to $34.5 million. Fremont is using um the, the remaining money that was a measure j that had been savings from phases 1 through 4, rolling it into this final phase, plus a reimbursement that has come back to the district from the Office of Public School Construction that we re leveraging to do the work, finish the work at that site,
and then finally, um, Oakland Children s Initiative approved a new child development center at the at the the previous Washington cdc, which is one of the vacant properties that will be demolished and then a new um early childhood center will be developed at the Bushrod neighborhood. So those are the big shifts in the um spending plan, um. Each of the projects is specifically laid out here in this format, um, and if you have questions about mc climate specifically because I know it s often been raised, Sale s online to be able to answer questions. Um, and then I wanna skip to. So these are all the projects I
m just flying through these and um so that you could kind of see where these investments are going. Um, and then this is the last slide. Um then there are some other investments that we are, um, we would suggest that the district move funding into these areas. One, as you ve heard, the number one priority has been heat mitigation. We re launching their several contracts tonight on the board consent agenda about cooling roofs. We re still working around the window cleanings and some of the passive measures for this summer, we ll have learned a lot from those those applications, and then we re already starting to plan for the following summer s work, and so that
s the $4 million in heat mitigation, um, you ve heard it mentioned around like site stabilization and work at our school sites. Um, we will need ongoing funding to address that, whether that be closing of campuses, removing portables, um, we believe that that should come out of the contingency at this point. Um, we ve had tremendous success in partnership around um elementary turf fields that will save, um, not only money from the general fund and investment around the upkeep of some of those places, but being able to transform a few schools by adding um turf field in those locations. There s 12 million with the solar energy and infrastructure that it s already board approved that was the special
session that we had. This is just bringing it into the spending plan, um, and then tk expansion, um, $2 million that is, um, fund 25 and developer fees, which is one of the uses of developer fees. Um, all of those are either coming from contingency or earned interest um that the district has based on the bond program itself because we do hold all the dollars right now for those projects, um, and so there is interest that accrues and we did receive that interest and we re applying it in the program here. So. Those, those are the main question, those are the main slides, and so I ll turn it over to the board if you have any specific questions about
the spending plan. Thank you. Are there any public comments on this? Yes, we have Mario Capitelli and Assalolabala. Ok, uh, we ll take word comments, uh, Director Berry. Just a quick question on the slide related to the priorities. What s the best way for us to track the implementation plan for those priorities. I m thinking selfishly in particular about heat mitigation and then if you could give a very quick update on that. That would be great. Thank you. No, thank you for the question. Um, two things. One, we intend on quarterly reporting to the Facilities Committee meeting around some of these updates and posting it
on our websites, um, so that s one, I think also you can see some of the implementation, and I know that the consent. Agenda is incredibly long tonight, but you will see contracts coming through for the work there, so, um, that would be kind of one way that you as a board director can like review it as it s coming to the board, as it s coming for approval on contracts. And then, you know, finally, I think one of the things is definitely we will be reporting out at the beginning of the school year, um, not only to the board but also to school communities about some of the investments we ve made, um, particularly around the heat mitigation at the school sites. Um, so those would be the primary mech mechan ism s we
d use to communicate back to the board and the community. Because people don t, and so one of the things is we, we worked very, because the board approved kind of the um when we had the 3rd draw of the bond, we moved forward with some of the 3 projects which is particularly the heat mitigation. Um, we went out to bid and we had success, particularly around the cool roofs and have been partnering with buildings and grounds, um, some of the roofs are going to be done in overtime from our roofers. We sat down and we talked to them about what their capacity was and there was the whole project at at Fruitvale Elementary will be done in-house, um, some of the work
that was done at Lockwood was one of the roofs that they chose to use. There are 4 contracts tonight that are following the, the coal roost, and then we ll continue to go out to bid for those that can go on going through the the season and that s kind of a double support, it supports the roofing infrastructure for longer term, but also the cooling. Unfortunately, one of the challenges we had was specifically around the window cleanings that you ve heard. We did put it out to public bid. We did not get any bidders on it because it was late in the season, so we re now working with individual um companies and that do install those window cleanings, and we re trying to get small
contracts school by school to come through that would be able to be under the superintendent s signing authority during the summer, but then more robustly going back out in the fall when the board comes back into session. Uh, Doctor Williams, any director Lata, Director Hutchinson. Thank you um you know, honestly, this really worries me. Here we are at the last board meeting of the year. Uh, in the last hour. Nobody s here to engage I think even last week s facilities committee meeting was a Brown Act violation. And the board thinks that I
make a decision on how to reprioritize. The roughly $500 million that are left in the measure y bond. Um, not only is this not how we re supposed to do business. And not only did I not like some of the contracts, especially the contracts, um hiring for millions of dollars hiring firms to help manage our bond projects. Um you know, I remember when we did our first prioritization for Measure y. And it wasn t like we had a pot of money left over to say, hey, in the future, we want to save this for the future to see what other projects we want to add in. So as we
ve gone along over these 4 years, 5 years, um, there s been more and more projects added in. But yet the three major projects that were supposed to be handled first, McClymons, Roosevelt, and Garfield still haven t been completed. And it even makes me more worried to have a conversation about um spending down the contingency when we haven t completed those projects yet. And so I don t think there s any imperative now to do things. I would be very strongly against uh the superintendent using authority that was created for the superintendent during the pandemic. To settle new contracts over
the summer, again, especially with what we just had with budget adoption. So it s not good enough, um, and the other thing is I m really concerned with uh as more news of how we are mismanaging our finances, gets out there in the world and to the bond market that this is on a cost us tens of millions of dollars more on our next sales, because who s gonna want to take the risk of doing business with ousd with what we have going on now. So, um, I m just really disappointed that this is how we re spending our last hour of our last meeting of the year and even with the
conversations going on, this the the lack of seriousness that people take when we re talking about um, expensive dollars, or bond that originally was over $700 million. Thank you. Um, thank you. I, I d appreciate this conversation that we had at the facilities committee and I believe cboc also has been engaged with this, um, and I know many families who are here are also been engaged in a lot of this work, especially around the heat mitigation. I want to remind folks that we had an audit recently of our Measure y and there were 0 findings, which is very, very good, uh, for the work that we
re doing and we are, yes, finally making headway with projects like mac and ccpa, which will be having a groundbreaking tomorrow, um, and then we just recently got some good news about mla, which we will share with that mla community as soon as we re able to provide, um, more information about that. So we are definitely moving forward. I agree though it is on a time frame that I wish it would be faster. I m always about going faster with these projects because I understand the impact that school facilities have on our students, um. But again, there are many, many different factors, both within our district and quite honestly outside of our district, such as dsa, um, which is not the
democratic Socialists of America. It is the, uh, Department of State architects that takes um that again really has thorough review of all of the projects to make sure that they are seismically fit for our students that they um have the most modern, um, kind of technology, and we also are implementing our um climate resilience, um, work within these projects such as the heat pump that s gonna be at ccpa as well as um some of the other work that we re doing with the heat mitigation. Um, so I m excited that we are able to, um, uh, leverage these dollars and we are also working in partnership with other entities and
organizations, um, to better support our families. So, um, with that, I don t see any other folks raising their hands for this item. So I will just go ahead and call the question on this item, MR. Rakestraw, can you take a roll call vote on this item, which is q4, um, the measure, the amendment number 4 of the measure y spending plan. Yes. On the motion to adopt the spending, uh, the measure-wise spending plan, JUNE, the JUNE, JUNE 2026 measure why spending plan. Uh, director, uh Barry. Gregor Hutchinson No. Director Williams
Uh yes Delata. Yes Vice PRESIDENT Batchelor. Yes. And PRESIDENT Berhar All other members are absent. a motion is adopted Thank you Bro, can I make a motion to extend the meeting to 11:45 P.M. Second. MR. Rakestrack, can we take a vote on this item? Yes, before the vote. Yeah, it s debatable. Yes, uh. Director Hutchinson. Thank you So, um, as some of us predicted many hours ago and even a couple of
days ago. There s no way that we re going to get through all of the items on this agenda. There never was going to be a way. And to keep pushing forward past 11 P.M. At the last board meeting where respectfully if we don t include staff, we have two people sitting here in attendance. Kind of shows how bad things have really gotten here. And, and because the PRESIDENT Has shown over and over all year long that she has the ability and the willingness to move items on the agenda to whatever order she wants. It s intentional at this point
that our meetings are being run this way. Our last regular meeting, we didn t get through everything either. So we should be able to get through our agenda by 11 o clock easily if things are managed the right way, and it s the board PRESIDENT S responsibility to agendize a meeting in a way where we can. So, again, the failures and the violations are just piling up, but it really does continue to um to prove the point of how bad things have actually gotten. That this is how my colleagues on the board think business should be done at the Oakland School Board. Thank you. With that, MR. Rickstar, can
you take a vote on this item? Yes, on the roll call to extend the meeting to 11:45 P.M. Uh, Director Lauder. Yes. Director Williams. Yes, sir a director Hutchinson? No Director Berry? Yes. Said yes Yes. Ok Richard Thompson sson, vice PRESIDENT Bachelor. PRESIDENT Bro. You said yes? Ok. Motions adopted meetings extended. R, which is the adoption of the general consent report. Is there a motion? I ll make a motion. MADAM Vice PRESIDENT. Before you, before you take the motion, um, wondering at the
hour, uh, Director Hutchinson and Director Williams have pulled a total of what appears to be 19 by Director Williams and 14 by Director Hutchinson. I m wondering if um any of those items, they are willing to consider. Withdrawing their, their Director Hutchinson No, I was pretty explicit at the start of the meeting. Thank you, Williams. Uh, yes, I am willing to, uh, reconsider. Well then if that s the case, excuse me, if that s the case, then the two items that I also pulled that director Williams
polled. I still want those included in the pot Director pot Williams pot, which of those items did you wanna put back into the consent. Uh, I think we re going, uh, r 61, uh, through r72. Uh minus minus r 62. So we re going r61 through r 70 or 72. So you were returning all those to the consent. R1 through 72. Uh, yes, sir, except 62, correct. Ok. Any other items at all? Um
I think I have also, uh, r 9 and 10. Ok. That s a grounds wanted to talk about that one. We need to I want to keep that. I wanna keep our 27, 28. It s about uh system controls, uh, giving up transportation. I ll give up furniture makes me uncomfortable. We spending a half a million dollars on furniture and just cannot stomach that. 99 to 10 and 27 to 28, you are retaining. I m retaining, yes. 62 and then 73 to 78. Yes. I am going to give up. Ok. Those are going back into the consent. I think he also said
61 to 70. Yes, ok, great. Except for 62, which is still. And except for our 250, I think you pulled 250. Well, it will stay out because Director Hutchinson is also pull. Yes, yes, yes. Ok. Great. So can, um, I make a pro that consent agenda minus the stated items. Thank you. Wonderful. Um, any bored comments? Director Williams? Yes, um, 123456. 789, 10 I have 11 I transportation items. It just is uh very unfortunate that we re subcontracting 11 transportation items.
When we actually have uh a Zoom bus. Which is I would talk about a 62, to do this work, this would actually save us. Uh, close to $4 million. If we actually started to um put forth ideas to for cost savings in our transportation system. Just think it s a bit excessive too, in our budget is where we constantly have reoccurring, uh, contracts that we commit to 2 and 3 years, when actually we re at a budget time that we should actually be uh committing to one year at a time, until we find stability and actually start to uh reevaluate how we re going to
do our structural deficit and how we re going to do business. So I just, I just, I m not gonna be able to vote for that. You know, for those that are sitting on the that are included. I just am very conflicted by that. So let s move forward Thank you. Um, Director Hutchinson. Yes, thank you Um, I think over the last couple of meetings when uh we didn t get to the consent report at the last regular meeting and then at the last special meeting, it was actually voted down. And I haven t voted for a general consent report since
APRIL of 2025 because of all these problems that have been riddled through them, so I didn t pull every item today, um, that I have an issue with or that I think is missing. A fiscal impact analysis, but I will be pursuing it. And so I just want to make sure on the record that our 245, 1115, 22, 27, 31 37 47 49 and 50. All our facility items that list two funds there. As in the fiscal impact analysis. No dollar amount and nothing about which fund is paying in how much. And so there s no way anyone could know what s budgeted because it s not listed there.
R 63, 64, 65, 66, 68, 69, 70, 73, 74, 75, 76, 77, 78. all have multiple sites listed as the funding source. Director Hutchinson, just to clarify, those are the items that you ve pulled. We re on consent. So those are, do not include those items. No, these are the items on the consent report that I m speaking on, which is the item that we re on now. Ok, thank you for that clarification. Go ahead. Wonder if there ll be one time I can speak where you don t interrupt me. You like yelling at me about things. So all of those don t have a proper fiscal impact analysis either. I m gonna go, I m going to be
pursuing that. I don t think it qualifies and together in this consent report. Are hundreds of thousands of dollars in spending. And I know if I ask the superintendent about each one, staff cannot come up and designate where to find the funding on the budget that was just adopted tonight. We ve gone through that the last two meetings. So this is how we overspent by $60 million this year. This is the financial mismanagement. Consent report after consent report, spending after spending that hasn t been budgeted for, and then we show up at the end of the year and people are wondering why we ve
overspent. And it is really telling that the people in charge of the finances in the district. I don t see them here anymore to answer any questions on these items as well. And if the key staff people involved or the superintendent who s supposed to oversee it, can t answer the questions, aren t even present to do it. I hope I ve set off enough red flags for everyone at today s meeting. Thank you. Doctor Brohard. I want to address this. I, um, did go through every one of the consent items over the week while I was doing the um proofing for the budget or for the agenda, sorry, and I did have those same questions about, um, many of these um contracts
and the sources of them and I just want to say I did give my list and make many phone calls to um Taraguard who did explain them to me. So again, um, some of the ones that have multiple sites are because they re also site budgets and that they are um master contracts. So again, these were, I did take to heart, I know that you have said before that people look at the consent agenda items and don t look at them. I read every single one this time. So and again I appreciate um Taragar s um answers to my questions. Thank
you, Director Berry, you had a clarifying question. Just wanted to clarify which items returned to the gin consent. MR. Rakestraw, ok, can we do it by exceptions as to what, what s what stills out. Yes. So, as I understand it from Director Williams, he, uh, uh, wishes to, uh, retain uh the remove from the general consent agenda items are 9 and 1027, 28, 6 is 2, and 250. Is that correct All right. For director Hutchinson is our one our 2, 62, uh, which is the same as Director Williams. 84
94113, 115, 122, 2 26, 239,247, 248,249, and 250. Is that correct, sir? All right. So those are the exceptions, everything else is uh up for vote on the general consent report. Thank you. All right, with that, let s go ahead and take a vote on the general consent. Before we move on, there was a motion public speakers just want to clarify that s correct. I apologize. Public speakers on this agenda item, MR. Chow. Yes, we have Jack Nelson, Asalo Labala, and Maria Capitelli. Up We ll do 2 minutes I m pleased to report I had a
wonderful conversation with Preston Thomas this evening, and there is a plan to have a meeting to develop a plan to address some of this, but given where we are, I feel as though I need to continue to question things. Tonight we have 263 items on our consent. If you looked at them for 5 minutes, it would take you 21 hours to review them. Well, it would be great to be able to trust that these were all vetted in clear evidence is to the contrary here at the district. If staff spent 30 minutes. Preparing all of them for this agenda, it would take them 17.6 days of work just for consent tonight.
R 250, r15, and r47 for 1.6240 and $450,000. That is $2.3 million total. I believe all violate board policy 30 through 12. All cover community and public engagement. These contracts also have done these contractors have also done the work of communications department, including video production, what my department does. One contract supports the cause of building up local businesses. It s hard to MISS The irony that it does not support our employees. My team is locally governed by you We are majority minority. The majority of us live in Oakland and our property owners paying the taxes and bonds. To fund this work. We have 4 students enrolled in our
schools. Next year we have a dedicated in our schools and next year we have dedic we have dedicated and combined 30 years of work to ousd. So why don t you invest here? With the 7-Eleven meetings coming and the superintendent search on the way. We know our department along with the board office. And others will be asked to do more. We expect more from us to expect more from us, and not invest more at this point is beyond unreasonable. Invest in those of us, you call late at night to solve tomorrow s problems today. Those of us who stick around
and have stretched in the times of true emergency to make this place work. We MAY be human We do have limits but we are absolutely your best return on investment. Thank you. Uh, with that, we ll go ahead and take a vote on this item. On the row, a call for the general consent report, uh, minus the items identified. Uh, director Lauder. Yes. Director Williams. Yes, sir. Director Hutchinson. No. Director Barry Yes. Director Thompson is absent. Vice PRESIDENT Batchelor. Yes and PRESIDENT Brohart. Motions adopted minus the items. Named
with that we will now take the items that are pulled. I would like to move r 47, the tentative agreement uh with oea247. approve. I second that. Uh, is there, is there a public comment on this? Um, we re not going to do the practice of the people who pulled it, say why they pulled it like we do every other meeting. So I d like a point of clarification anyway. So there was a motion made. Is that motion then I assume we re using the language that s listed in the agenda, and that motion for this item means that
this is a uh a pending approval pending meeting the requirements of the superintendents require county superintendent s requirements in the ab 1200 letter, which is what the language is written on the agenda and on this item itself and if I remember her ab 1200 letter, it required us to make $30 million in cuts tonight, which we haven t made. So this is listed as a pending approval. I just want to confirm that when we make a motion that we are using the language that s listed in the agenda. And that s a clarification for, uh, I think for gentle. Sure, I
can clarify that. So the board has already taken the action that was requested in the, um, the letter from the county, the letter from the county is included in the packet. So the board would be voting to approve the tentative agreement tonight because the way I read this, the county and it s uh ab 1200 letter from last week. It stated clearly. That the requirement was for the board to pass a plan to address the $30 million deficit at the same meeting that the contract is approved, and we did not do that tonight. We did not do that tonight So that s fine if this pending language is a part of the motion. It s very clear that this pending approval, it will
never be fully approved because we as a school board can t meet the conditions that are set in it. I just want to reiterate again on the record that the board has met the requirement of presenting a plan in the same meeting as the oea has been, uh, the ta is being presented. Thank you. Did you address why you pulled it? Yes? Ok ok. Uh, is there any board comment? I mean, public comment. I m sorry. Um, excuse me, I pulled it. I, I know. I just so I asked a point of clarification. I didn t have a comment on, on speaking on it. Let us know why you pulled it. Well, I m really shocked that nobody else would pull it. The biggest thing, one of the
biggest things that everyone has claimed working on over the last 5 months, over the last year, is a new cba for oea. Haven t seen oea here in months, and I ve never seen a new cba passed, where the union themselves don t even show up. It s wild, and I would actually like, before we vote on this, I would like a ruling from the general counsel because I know that several board members, in my opinion, have a conflict of interest. Particularly Director Williams, who was paid by cta, who receives dues from oea. I think it is a, an explicit conflict of interest to not
recuse yourself from a vote. That the organization that pays you benefits from. And so I would like a ruling from general counsel. It s very disappointing that nobody has recused themselves from any votes. Just like when director Batchelor didn t recuse her vote on impact bargaining? That directly benefited her husband as one of the 400 teachers who had 11 month contracts. And so I would just like a ruling for general counsel on the conflicts of interest, just so it s on the record. And again, I would expect people to recuse themselves if it can be shown they directly benefit.
Can we get the ruling, please? Turn to me. Can I just address real quick. Uh I do not take a paycheck from. I, I I do not take a paycheck from cta. They do not pay me a salary at all. So let s just be clear, that s misinformation, that s distortion, that s misleading folks, and I m appalled by this, uh, with this false information. Thank you. And I m gonna I m appalled that people bought oaa we re not answering back and forth. Can we have a ruling from the general counsel, please.
So I just heard from, um, director Williams that he is not a paid employee of cta. Uh, I do also want to just reiterate that with regard to collective bargaining, there are some specific rules, some different rules with um conflict of interest which we have discussed in um private and in confidentiality. Uh, it s not appropriate to discuss otherwise here, um, and so I would, um, just turn it back to the board to take, take their final vote on this item. So your ruling is that it s not a conflict of interest or it doesn t rise, excuse me, it doesn t rise to the level that you need to give a, an opinion here on. Is that, is that what is that, I wanna
be very explicit because this is $100 million contract that we can t afford. That should have never been made in the first place. So she made her ruling director pointed out that he doesn t point of clarification. Point of clarification. I want to make sure I want to make sure that the ruling is very clear in the public record, and that is the job of the general council to rule on these things. All you have to do is look back at what happened with David Kakashiba and his conflict of interest and how that was handled way back in the day. So I just want to be, I just wanna be clear
that by the general director Hutchinson, would, would I, please just let me finish. I just want to be clear that the general counsel is not going to be ruling that there s a conflict of interest here along this Hutchinson. I don t, don t need you to repeat me because um that can get very tricky with your um misquoting. What I will say is that the director Williams, I didn t misquote anything. I m asking asking a question. Please don t accuse me of misquoting or saying something that s not true don t, um, please don t. So if you would like me to speak, I can. If not, then you can carry on. Um, so, so Director Williams just answered a very specific question. Which is germane to what you
are asking. Um, I m gonna call the question right now. Thank you. All right, on the motion to adopt item r 247. Which is the oea tentative Agreement as stated as the motion is written in the agenda. Director Lauder. Yes. Director Williams Yes, sir. Director Hutchinson abstained Uh, Director Barry Yes Director Thompson s absence Dire vice PRESIDENT Of the bachelor and PRESIDENT Brohart motions adopted. Thank you. The point of clarification so we know with the pending approval.
Who, who makes the determination around that because what I heard, um, stated that we met the requirements listed there. I know for a fact we didn t. I asked all those questions, and they didn t get answered. And so is this general counsel that has the authority to make this determination, and if so, what s the process to challenge it because it s clear, it s clear to me that these conditions, um, not only haven t been met, can t be met. I think we ve already voted on the item if you have subsequent questions, you can send them to me. So that s why I m asking for a point of clarification right now. Because the last time I ve sent questions, I never got an answer, so I think it s
appropriate and especially for the community, for a contract that s over $100 million to have a clear understanding when it says pending approval, what are the conditions and who s making that I shared that before, that is pending approval on because there s future language in it. Is 9 and Excuse me, so was that the ruling general counsel that you re making that determination. I can talk just as long as anyone else until I get in, until I get an answer. So I want an answer on this ruling appointed clarification, who makes the determination for offending and who s gonna do that going forward to that again, we re moving on. This is just a you can move on, but it doesn t mean that I m gonna be quiet
and let you do it. So go ahead and try that. Go ahead and try it. You recess every other time I m speaking. This is all on you. You say it out loud. Go ahead, say it. Say it. I m going to say that we are going to move on with doesn t matter. I m gonna keep speaking. So general counsel, if that s your determ ination I don t think you have the authority to make that determination when it comes to this and so I challenge that legal, I challenge that legal opinion after what we saw today, after my questions about the budget that haven t been answered, that people are gonna keep just approving money out the door. That s fine. And the meeting is adjourned.
No.