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(CC1/S1) Encoded as a 2-line Okay. I'm ready when you are.
Okay. All right, y'all, we'll get started. Today is Tuesday, June 16th, 2026, and the special meeting is called to order at 7:41 p.m. The second item on our agenda is our
consent agenda. Would any board members like to pull an item from consent? Seeing none, can I get a motion? I move that the board approve and adopt the recommended actions for the items on the consent agenda.
Thank you. Can I get a second? Thank you. Connor. All right. I think we had some folks who would maybe want to make a comment. Would you like. Not for consent. Okay. Sorry. Just making sure. All right. These
are not the same thing, I apologize. Jill, can you please call the vote? Conor. Duffy. Hi, Kevin. Hi, Scott. Bauer. Hi,
doctor. Andrew, Spain. I Jessica Zamora I doctor Karanda. Ziegler I motion passes six zero. Thank you Jill. Next up
we have action items. Can I get a motion for 3.1. I move that the board approve the eighth addendum to the superintendent
contract as presented and authorized the board president to sign the eighth addendum attested by the Board Secretary. Okay, now, can I get a second for that one? Thank you. Connor.
And is there a discussion on this item? Please? Another general comment, typically a wooden for approval of the
superintendent contract. I'll be as succinct as I can, but I wanted to express some thoughts. I've now been in this position for nearly three years, and the
longer I'm in, the more humility it demands of me in this position. And so I say that because I can't imagine the humility that is demanded of the chief executive of our
school district, any number of community comments, emails or messages, sometimes that we receive as board directors will challenge our wisdom, our intelligence, our competence,
our judgment, and sometimes our motives. And I know that you are, Brian, directing this comment to you. I know that you do not are not spared in some of those comments too. And so
on. Reflecting on that, I keep thinking that the vantage from people that occupy highly unscrutinized positions must be vastly different from my own. And so I tend to try to afford
people as much grace as possible. But here are some facts to. Superintendent Kingsley has now been our superintendent for going on half a decade, which means we spent half a decade of your
life in service of our district. During that time, you've also had the challenge of navigating three new compositions of boards of directors. And the
reason that is also acutely demanding is that when a board changes, so do do the collective charges and the will of that board. And yet you have had to navigate that and to not
shy away during those times from soliciting board feedback, which I think is important to note, and this is another fact, is that what was unbeknownst to me until somewhat recently, is
that our superintendent has negotiated and asked for additional feedback and additional evaluation periods from the board of directors. That is unique to his position
across Colorado. Most superintendents will only have one evaluation period, one feedback period from the board of directors. And so when pressed on that, our superintendent has said that he
wants more evaluations and he wants more feedback throughout his work. And those times he will often expose himself and take take shots, some fair,
some some difficult sometimes to unpack. In my vantage, he has responded well from board of engagement feedback, and he welcomes it. And I'll say this directly to you from my
personal perspective, from my time on the board, is that you and I have not always agreed. In fact, we have disagreed often and about many things, big and small. But I feel as
though I can approach you in a way that you will give me respect of my vantage, even if we disagree. And so I really appreciate that. And then in reflecting further on this,
tonight's, I thought it would be helpful because our community requires scrutiny of data more than anything to inform decisions. And so here are just some numbers that have been supplied along with his
evaluation for this year. Happy to report again, one of the top lines that SDS graduation rate is 89% for the class of 2025. And that was the highest in district history two years in a
row. I'm going to let everyone sit with that for a moment. 86% of our students report a positive connection to school on the Student Connection Survey, representing the third year in a row that
self-reporting feelings of connection have increased among PhD students. I think that is important. Those two numbers have obvious connection and interplay to one another, that
we are producing students that are, that feel more connected to their school, and because of that, they'll stick with us through graduation and have meaningful connections beyond graduation, into our larger
community, into whatever else they choose to do. I could go on and on. There's a there is a document that was shared with us. It's ten pages long of what are framed as district accomplishments, and they truly are their district
accomplishments. Brian Kingsley does not get credit for individually increasing student outcomes and student achievement. That said, if he doesn't, he will get the blame. And so that is his lot as being
the chief executive. So I think it's important to share those district successes because absent your leadership and absent your vision, I can't say with certainty whether those things would be true. So that is a fact that I have to report.
So moving on, I just say that you have my vote for this contract because it will convey my own confidence to you that as we navigate, which is probably the most difficult
challenges that this district will face and has faced in recent history. You have my confidence to go through this process. I'd only ask. My charge would be that mistakes
will be made invariably, and that you learn from and try to minimize those mistakes. To truly, truly listen to our community and not just our community members, but our staff and our principals and
everyone who has the courage to come forward and speak their opinions, but also never to stray from your convictions and do what you believe is best for all of our students. And if you do those things, you will
continue to have my confidence in the next calendar year. Thank you. Other comments. I would just like to apologize.
Echo much of what director director have shared and say in my tenure on the board and as board leadership, I've become
increasingly aware of how much the leadership of a system matters. It sets the vision, it sets the direction, it sets the expectation. And the expectations for our district have never been higher. And I
just want to say thank you for all that you've done so far and will do in the future. All right. Yes. Yeah. I echo the
same sentiments. One thing that I would say to fellow directors is this has been the second time that I can recall that
we've been through this process of evaluation and all that, all that good stuff. One thing going in the future is, and
I've been saying this over and over again, is to align the superintendents annual increases to our employee
groups specifically, directly, every time, so that we can give a clear sense to the community that not only does Bryant warrant that increase, but it
is the same that our teachers get. Thank you. Any other comments at this time? All right. Jill, can you please
call the vote? Conor Duffy yes. Kevin Havelka I Scott Bauer I doctor Andrew Spain I Jessica
Zamora I doctor Ziegler motion passes five one. Thank you. All right. Moving on. We have our informational reports and discussion items. First up we
have our comprehensive planning committee. Do we want to get off. Yeah. So joining us this evening to speak about our comprehensive planning committee board engagement is our lead assistant superintendent, Doctor Tracy
Gile. Welcome, Tracy. Thank you. Thanks for the opportunity to talk with you again. The first agenda item within this comprehensive planning
committee update. It's actually several items, but one of them at the top of the agenda is to go back to the action team structure that was shared with
you at our May board meeting, and really have the opportunity for the board to dive into that a little bit more deeply and to ask questions about the action
team structure. And so in using the slide deck that was shared with you that evening, I just want to focus on particular sections that are about the
action team structure. And so the action team structure is a structure designed to support the work of building a recommendation. And I think director Sean Bowers kind of
categorized it that evening as subcommittees. Right. So there's several subcommittees that are aligning to support the work of a recommendation. And so if you think about the
the comprehensive Planning committee and their meeting structure, so they are largely a group of volunteers and some staff. And so if they were to go through and do all of the things that are outlined in the
action teams, we'd be asking them to meet weekly five, six, seven hours during each of those weeks. That's why we need to start to distribute the work.
And I like the phrase, many hands make light work. And so some of these specialized action teams are really primarily district staff because they have the expertise to do the evaluation for things
like traffic safety, walkability, and make those connections with city and local communities to help them evaluate those things. And so they're really done outside.
But alongside the Comprehensive Planning Committee's work. And so those specific narrow focuses will help us to do all of the things that we outlined
in policy F, C, B are to provide a really comprehensive recommendation to the board. And then we also had the opportunity to include more community members and more staff. And so we've expanded,
if you think about the comprehensive planning committee is roughly about 25 people. We've more than doubled now the involvement in the work, by adding nine action teams
that have community staff and parents, and involved in the process of looking at how we create a really robust recommendation. And so I want to talk first about those
community action teams that have an application process. So back on May 27th, we opened that application to our staff
and our community. We had many people apply for every single one of those four action teams. And so the action team leads have gone through the process of selecting the participants
who would be on those committees. Oh, let me move to
the next slide. Oh, would you mind? Thank you.
Perfect. There we go. Thank you. Yeah. And so the first of those community inclusive teams. So climate and culture for staff and students. So that team is working to
design what would be transition supports emotional, social and emotional supports as well as merging of cultures academically, socially and emotionally and create transition activities for
students, families and staff. The second action team that had a community application process for it was supporting families. And so how do we create smooth and seamless transitions? And that includes evaluating our
school choice process. How do we really reduce and limit the paperwork that people need to experience as part of making a transition, and then start to build immediate connections, communication and community
within our parent groups? The third action team in this Community Action Team group is the continuity of programing. So evaluating and supporting
continuity of care for our center based programing or early childhood programing, as well as looking at our extracurriculars, athletics and before and after school care that families rely upon. And
then the fourth Community Action Team is looking at utilization approaches for buildings and starting to identify if we do have a vacant building, what would that become primarily an internal
purpose. Do we have an internal purpose for that building before we start looking for maybe an external partner that might be interested in, in taking space or sharing space in one of our buildings? So
those are the four community action teams. The next five action teams are primarily consist of city staff, because they have a level of expertise and decision making needed in
those particular areas. That's not to say that we wouldn't have involvement or advisement from other experts in our community, but they're primarily PSG staff who will be conducting the evaluation of
some of these processes in order to provide a recommendation. And so team number five is our HR and employee processes, and that's supporting staffing cohorts in alignment with law and policy.
So as we need to make transition of staff, how do we best support the transition and make sure we have the right endorsements, licensure and programmatic experiences for
kids that align with the HR employee processes and create staffing programs to continue that educational programing? The six team is records, finance and school codes, so
there's quite a bit of processing to be done when you're closing one school through the Colorado Department of Education and then moving students to a new school, what it means to transfer those
codes as well as transfer those records. We also need to design a student based budget plan that reflects the new student body of that merged school. We
also need to identify how we transfer all of the student records, how we store them, and so that records, finance, school codes would be done by city staff. And the seventh
Action Team is facility needs. We fully believe that we'll need to do enhancements to buildings, including renovations, maintenance furniture, through this transition, as well as evaluate
accessibility to resources such as fire, police and update all of those connections so that when that new school is online, that they have all of the accurate and current information. The eighth team is
safety, traffic and transportation. We need to evaluate bus routes, walkability, traffic and safety mitigation, as well as evaluate availability of parking,
additional spaces, bus loop configurations so that we can manage maybe increased transportation. And then finally, the last action team is communication and events.
How do we provide robust updates and messaging to our families, as well as support families coming together, students coming together through different events, as
well as community engagement events that we would have throughout this process. And so with that, we'd love to turn it over to the board. If there's additional conversation that
you'd like to have about the action team structure. Yeah, please. I have a question on composition. Tracy. Two questions. How I'm getting a
sense based on the type of action teams that have been stood up, that there are going to be certain levels of expertise, more or less required. I think that what you mentioned in the HR and the employee transitioning makes
sense, but for others, how were applicants chosen and are there opportunities for those not selected to continue engage in the process? Fair question. So
each of the team leads, so applicants identified which action team they'd like to be considered for. And so we had kind of a standard approach to the for community inclusive
action teams that we wanted to have a staff, staff members. We wanted to have parents, and we wanted to have administration of whatever kind on those different action teams. And so
that was the primarily the makeup of the group. And then based on the application, there was an opportunity for the applicant to indicate why. Why are you interested in this
committee? How do you feel like you would contribute to the work that needed to be done within the committee? And so then the team leads of those committees, then identified based on the applicants
responses, who would be asked to join that committee. And so they were they were selected. And then anybody could choose to decline or accept the invitation to join one of those
action committees. And I think all together, total across the four four teams we ended up with. I want to say, close to
50 people altogether was that 50 people who applied or 50 people who were selected, selected, and how many people applied? I'm not sure. 62. There you go. Didn't have that
number right off the top. But thank you, Lauren. Any other questions or wonderings about
our action teams? Yeah, please. You may have said this earlier, but what's the it probably is different for each committee, but how often are these committees probably going to
meet over the summer? So we started out with just a minimum expectation that committees meet about three times for two hours each time. And so just to create a standard entry point
into those groups that they got started. And then if they needed to meet more than that, that they would reach out and would request that because we are compensating the
individuals for their time when they're off contract. And so we would just adjust the budget accordingly to make sure that they could meet as often as
they needed to. And Tracy, are there each one of the action teams, do they have generally an equal number of people, or did you have some of them that
just has one person on it? No, there's none of the action teams that have just one person on them at this time. Some of them have more than ten. So one
of our teams has, I think, 12 people on it due to the different varied expertise that's needed. And so I would say the range is between 6 to
12. And if at some point, if the board would like to have details on who's on each action team, we now have those groups
finalized. So then there's multiple people who are on multiple action teams. Yes. Okay. Yes. I was just trying to do the math here, and it seems
like there would be a lot more people needed if you're having
6 to 12. Okay. Yes. What are we thinking? Do we feel like we have understanding of the action teams, what they're
doing, their composition? Do we feel like we can speak to them? Yeah, I'm going to have a larger question which will be pervasive throughout, which I think is the question you're
asking us is what's the board's involvement throughout the work and where to where would we be overstepping versus where is it important? I see one of the bullets is what we need the board to know. So I'll I'll
pause that. But that'll be a lingering question I've got throughout. Can you, just for clarity's sake, define what you
mean by action team? I just feel like that's been missed because I think people have different definitions of what that is. So what's the working definition for that? So action
team would mean it's a team coming together to produce a deliverable basically. So the deliverable in this case. So they're taking action to produce a deliverable. That
deliverable is a plan or a proposal for how to address the kind of specific area that they are charged with. And so the term action team means that
basically they're a short term group designed to create a deliverable and then end end. It's not a standing committee, it's not an ongoing committee.
It's an action team for a very short, specific purpose to create a deliverable. And then one more question. At the last, we were speaking about the duration of these teams. And so
it was like maybe September, maybe it's on here. But then it was an idea behind them continuing on. So what is the duration for these teams? So the duration we would want the
teams to have the bulk of their work done between June and September. And so we've got that that window. Some of these teams won't start meeting in
June because many people had already vacation plans and working around different availability of staff. And so knowing that we want to try and,
and provide the board with as much information as possible by the middle of September and prior to announcing any schools. So that's the timeline and target at which we gave the teams to produce their
deliverable. A handful of these teams may continue to need to meet, and I'm looking specifically at the team six, for example. So records, finance, school codes, like we
will need to continue to do some ongoing budget evaluation. And so at that point in time, we would determine, would this action team continue to meet post September and develop what
would need to be potentially additional supports to create a successful transition? And then just in terms of like discontinuing, like what
happens, like once all those decisions are made, like then who's responsible for carrying that out? Like, I guess my thought is that instead of action teams, then it's the
opportunities for continue. So it's like they do a proposal and plan for transitions or community climate, but then there's still a workload around
that. And so where's that additional workload going to come from? So just a thought of, does it make sense for those action teams to continue, maybe
even all nine throughout the consolidation process, so that we make certain that things aren't falling through? I want to say that because that's an assumption that they do. But you know what I'm trying to say.
So just something to think about as I consider that, because I'm thinking it's one thing for someone to put together a plan or proposal. I feel like I'm like, over here and there's people over here, a planner proposal, right, for
something. But then whoever's implementing may not implement that plan and proposal in the way that it was intended. And so how do we make sure we have that continuity in terms of the implementation of those plans
and proposals as well? And might those action teams be a great avenue for that? Yeah. Thank you. Thanks for that
feedback. I think my questions probably relate to adding on to what Kevin was saying about Board of Education feedback,
because I see the points on here about sort of our collective feedback and what we're gathering from the community and recognizing that
we've done a great deal of work thus far, but also wondering if there are some tangible action items that have been developed that you want to give to us to
explore through the summer. And notably, I'm looking at our our friends in the back corner here. I think of our obviously, our unions are probably going to have various input, for instance. But that doesn't mean
that our parents might not perhaps through the D, A, B and other options and things like that. So just wanting to make sure that we are working to continue to gather the feedback,
especially as you're identifying their stumbling points or opportunities or whatever. There's, there's a variety of things that we're working to support and get that
feedback. Again, working with the partners, if you're working with them directly, that's fine as well. Perhaps you've already spoken with the executive leadership and said, hey, we may have some things I just want to. Has there been some
exploration of that, or is that still yet to come? Where can we assist with that part of it, as well as our own duties that we would have to give guidance to you? So I think that's one of
the parts of our conversation tonight is what role does the board play in the action team work and the scenario development team work. And so
there's two two things that are part of the structure of the action team. So I'll have a regular meeting with the team leads. And so we'll have the ability to align to get updates with those team leads
periodically through this point in time between June through September. We also ask that each team produce a monthly update. I fully anticipate that
the end of this month, the June update will be we didn't meet, right, so we just got formed. There's nothing to report. But then probably July, August,
there's going to be something more substantive that would be in those updates. Those updates are going to be available to the community. And so we intend to post those and publish the
work of those action teams. And as far as engagement and participation with our employee association, so all of our employee associations are we're
primarily represented on team five, so HR and employee processes that felt really important that we reflect the needs and values of the, the different employee association
groups as we plan those processes and identify what would be transition supports for all employees and and
throughout the intention by design is to have representation of licensed staff, classified staff, and
parents and administrators on those four application teams. So it is a representative group. Can I ask in terms of the
representation of voices. So we did a lot of like feedback and people are you carrying are we carrying forward that feedback and listening sessions and survey data and all that
through the action teams? Or we wrapping that up. So we have quite a bit of feedback from our listen and design phase
that really talked about like, how do we, how do we support families, students, staff in a transition? And so I appreciate you elevating that. Like we've
talked about it as a community internally. It's probably something we need to put back in front of our action team leads and say, hey, remember, like these were the, the values that were expressed, expressed
through that listen and design phase. So I appreciate that feedback and bringing that into the fold as we launch our action teams. Yeah. And I just want to name just in the space,
right. So represent Representative Wright. Again, representative is dependent upon people's capacity and access to be engaged in those action teams. And not all folks can. So how do we make sure
that we are getting a representation of voices versus those that just have the time or the ability to participate? And so I just want to make sure that throughout this process, we are continuing to think
about that. So one, I appreciate that, Tracy. Thank you, doctor Kyle. I don't name that. But in relation to the feedback that's already been gathered. And then I think
definitely throughout that process, obviously with the other schools being engaged and stuff, but just really want us to think about these broad terms like representation.
Because if we ask all of us right now what was important to us, I would probably consider some things that are different than my fellow board directors. Right? But then if I was on a
committee, I would represent the board. But that doesn't mean I would represent the other six voices of the board. So I think it's important that we consider that throughout this piece. But thank you very
much for that. Thank you for your comments. It's been highly evident that all of you, as members of our board, have been deeply committed to engaging the broader community on this
work. I think that's what led to the successful passing of policy of our equity guidelines. Staff is prepared. Tonight. We did put together a straw design in partnership with some of the
things, the values that we've heard from board leadership, where we would love. If you are interested in engaging the community over the course of the summer, we believe it would add value if it was a knowledge
building campaign. This is the policies that were passed. This is the approach that we've taken up to this point and then engaging the community, like, what are we missing still? That type of engagement could be helpful. We would ask
strategically, though, if if that is something that is of interest of the board, that we would ask that you strongly consider doing it across all of the various feeder patterns of
our system. So everybody has some level of, I don't want to say equal access, but going to where our people are at, I think is really, really important. But we are prepared to share a draft of that tonight with you. If you are so
interested to iterate on that. To react to that, I would also share, as you heard, doctor, articulate other forms of engagement with the action teams. We believe starting in
July, that we need to be having more intense, infrequent meetings with board members and small groups to allow you to have a deeper, more intimate reactions to what you're
gleaning from the action teams. And then we would propose that this board comes together late July to be able to take what you've heard in small groups and be able to process as a team. You have very few
opportunities to talk as a group of seven. If that's something that you are interested in, staff and myself would love to partner with you on the scheduling of that, but we would anticipate those two by two meetings, small group
meetings that provide a robust update on the action team. Start mid July around July 13th and potentially propose a retreat later on that month. And then there would be
obviously more meetings in August and in September as well. So we can get into a cadence. So you feel informed and how you would be informed is done equally, where one board member
doesn't have more access to one group over another. I think it's important, especially as this process moves on into closer like phase four, the frequent updates in equipping
you with the knowledge and the information I think is really important, and equipping you with things that you can share with the community around where the progress is being made. We want to set you up for success
there. So Doctor Gail, kind of back to timeline on there. Just just so I can clarify for myself. So the action teams and
the ones that I'm seeing on the board here are all representative of this question is. Are they going to be
looking to develop broad based policies or recommendations based upon a single closure
plan? Or are they going to be just saying, hey, we need whatever the closure plan is? We need to do this because I fail to see how we can get, you
know, traffic safety and transportation done without, you know, which schools are coming off the map. That just
seems or maybe it's even redundant work that'll have to be done. I know right now we do have safety and transportation guidelines that we have right
now. So my question is, in this timeline, are they going to be looking at a specific map on which schools will be coming off and then going about their
work? So it depends on the action team. So safety, traffic and transportation relies on a scenario, right? So in order for them to effectively do what
that deliverable is asking, they're going to have to have a proposal, a recommendation to study and evaluate those
components within that specific recommendation. So some of these teams are going to be working very closely. Just today, we kind of met to design
our workflow about who's going to get the recommendation of a of a scenario for a closure. And then who's the first kind of group to look at that with
one of them being safety, traffic and transportation is one of the first groups to study that. And then the other one that really, in order for us to say like, hey, this is a
feasible recommendation to bring forward and continue to do the rest of the analysis. The other one that we really need to look at is also some of the facility needs, as well as the continuity of programing,
because both of those have pretty large implications for needing to have thoughtful design. And so really to, to first and foremost, be able to answer the question, is this
feasible before we start doing any of these other things? So, for example, building communities together that can be done agnostic of any recommendation. Like there are
really great ideas and plans that people have already thought about, about how we build culture together really as soon as possible. And to
have this, you know, we don't want to pit communities against each other. Like, what's the best way to do this? And how can we start doing that as soon as possible? And so that can be
done regardless of, of whether they've got a particular scenario, they can start planning and identifying things that would facilitate that effectively. On that note, the
action teams that have access to the actual scenario that's being developed, do we have any kind of confidentiality or nondisclosure stuff in place? I don't want that stuff leaking
out to the community. We do. Okay. So we have two. Our policy and legal counsel, Autumn Aspen, drafted two NDAs, one for staff, which have
different stipulations and one for volunteers who would have access to that information. Can
I ask a legal question? This is a a wondering I had when the CPC was meeting throughout this year and last, is that understand confidentiality being important. I don't want
to get an esoteric or philosophical conversation about that and transparency, but what I am questioning is the enforceability of an NDA to volunteers of our community. So if someone were to violate
confidentiality, what action or recourse, if any, would a district have limited removal from the committee? Thank you
for that. Are there any other questions right now or should we keep moving? I think that's a I'll just, you know, leave it to you all. But I just want to
affirm that that's a, a core piece that I how are we considered in the process? Right. So do we have contingency plans for if something gets out there in the community, are we going to do
to address that? Because like, how are we going to know who shared information? Right? Unless we were readily able to identify a particular source? So what are the plans for if
this information gets out? What are we going to? Are there? Does that make sense? I just I guess I'm not I'm not trying to put you on the spot. I'm just trying to say like, that's a
very important piece. I think that we need to consider if we are trying to manage this process. If that gets out, how does that work? So first, it
starts with being explicit with the folks who would have access to that information about what the risks are and the responsibilities of having access to this level of information and the degree of
harm that it causes by being casual with the information that they hold. In the process of asking them to sign an NDA. So if they really can uphold
the commitment and the responsibility for the information that they're going to receive, that it means that
they have to have really clear integrity to holding on to that and understanding the impact and how awful it would be for, you know, a family to hear
about something being discussed or proposed that A is maybe still a draft and not a final. Right. And so there's sharing information that's part of a
deliberative process and not a final recommendation. And the emotional toll that that would take on somebody to have a small piece of information, but
not the whole picture. And so we've kind of talked about the impacts of what that would mean for someone to receive information A that isn't
accurate and B isn't from a channel that feels has their best interests maybe at heart. So. That's, that's what we've
done is really to paint for them. The risk of mishandling this information and how important it is to have integrity. Thank you. I really appreciate that. I think that's it. Basically grounding them in
the experience to understand and then might make a suggestion for the folks, the action teams. We're asking them not to cause harm to the community, perhaps within the process that the teams can.
They take like five minutes or so to maybe process what they're holding, right? Because we're asking them to hold a lot. So maybe if we can have our teams choose to do that, but
incorporate some aspect for process. I'm not saying taking up the whole meeting, right. But even if it's just being able to say, this is what I felt this week, this is what I heard this week, this is what
I'm carrying might be helpful for them as we ask them to take on this burden. And thank you very much. I think that's a great way to engage them in the process. Thank you. I want to
make one more comment based on some comments Doctor Ziegler made, which I think are are appropriate that in my head, the reason I'm asking about the NDAs and things like that is that another way to view that
is not just the integrity of the process that's being undertaken, but the balance that we're going to have to strike between transparency, because I think the community has an obligation, deserves to know the work that's being done,
while also giving people the ability to have courageous and candid conversations. Because unlike the seven of us that have an obligation to share information with our community, the folks that have volunteered
occupy different positions in our district. And I'm thinking mainly of staff. And if a staff member were to propose or do something that would be perhaps against their own self-interest or against that of their
schools, I would want to know that we have a value, that we would protect that person's candor, as opposed to whatever perceived transparency would be. And I don't know what that looks like, but I just want to
think it's an important point to name that and that these people that are volunteering, they need to be able to have some protections that their work is, is not going to be scrutinized in a nefarious way, or that there will be any kind
of retaliatory practices based on the things that they put into that space that we need them to put in that space. Also,
back to timeline in the next two months. So we have these subcommittees. Are they going to report up during report up
to the full CPC Committee at I, I don't see it on my calendar, but I assume there's going to be a July and August CPC meeting, like full group meeting. There's there's not
one in July, there's an August. So the CPC is primarily focused on scenario development. So the CPC is meeting now in scenario development work. So the whole
group of them aren't going to meet in July because they're going to be in scenario development work. They're going to meet as a whole group in August. So during the month of
July, all CPC members are a select few. CPC members are going to hold their own meetings to do severe scenario development, not their own meetings. So it's structured
meetings. So the CPC was invited at our June 8th meeting, and Jessica was there to sign up for which scenario development team sessions that they wanted to be a part of.
And so we encourage them to think about what is representation look like in this scenario development team. And so that team consists of CPC members. It's just not the
whole group of 25 working on a single scenario. They've broken up into smaller groups. And so those are all facilitated through a standard protocol. So
we just met last Thursday with about, I think it ended up being 19 of the 25 CPC members to design a standard protocol. And so while the the members of
the CPC will vary in those different teams, we have some consistent staff members. So myself, Brett Hanson, the co-chair, Dave Montoya, and
then some members from our IT team, as well as our senior planner, will be there consistently to provide data to make sure the process is being followed in a similar manner
across each of those meetings. So while the CPC members change some, the consistent staff members don't change. Okay, then to my original question on
that, the action teams, at what point do they meet with the full CPC or a subgroup and report their information up to them? Because that is a two way
street. This I mean, we ran into this problem last time. You know, we the first report out that we had from the long range planning committee was we couldn't solve the problem. And
the problem gets immense. And I want to make sure that if we're going to put all these people's time out there in the action
teams, that their voices heard by the actual larger CPC and vice versa, an action team could come up with something that the CPC just doesn't agree with. Right. And I want to make
sure. So is that going to happen in August? And are they going to meet with is the CPC in August going to meet with every individual action team and hear their deliverables? Because that's what they're
supposed to be doing is deliverables. They are. Yeah. So the if you think about the policy that was adopted, so the, the CBR has requirements, right?
So our recommendation has requirements that we need to bring to you. And so if you think about that, that being a document that we're going to
provide to you that has not only the CPC voice in it and their work, but also the action teams. And so the action teams are going to have to report up
to the CPC to make a final recommendation for you all, because they're they have they're having responsibility for parts of their recommendations. So it's a single recommendation. But each
of these groups have responsibility for a part of it. It does feed up to the CPC because someone might say like, okay, we've, we've got sort of this draft recommendation and
I'm just going to pick continuity of programing, identified a concern with this particular proposal. Okay. We need to address like, does this proposal continue to move
forward based on this concern that was identified, or do we have a way to approach solving it, mitigating harm? What what would we do? So yes, there is a process and a flow through the
each each group taking a piece of the recommendation. Okay. So is that going to happen in August? Yes. Okay. So the reason why I asked that is you
have a drop dead deadline on the sheet here. That's September 15th. Yes. Right. So and September 15th doesn't mean September 15th. It means probably a week or ten days
before, because it's got to get all packaged in to us for that meeting. So what I'm, what I'm worried about is. Some of the action teams not having their
deliverables, not maybe not even completed, but then also not reviewed and vetted by the CPC to get into that documentation that we are going to see. So just as long as
they're going to be reporting back in August and like tight on end August, because time is going to start going really
fast. Yes it will. Okay. Okay. I think for the September 15th, it's not that just to clarify, it's not the report out to the board, although we will
understand just making sure that we're going to get into that next. Yes, I understand just making sure that we're on the same page still. All right. Yes. I just want to clarify
because you said it earlier in related to Connor said CPC was a large group to do all those pieces. And so to do all the work, the action teams were
created, right to do that piece. Just making sure I understood that connection. Okay. Yes. Thank you. Great. I think we're
ready to move on. Unless there are any lingering questions. Okay. All right. He asked us a question which we didn't answer. Remember, he said he has
something to present to us as a particular model to consider for our engagement process for the summer. And did we want to see it? My own response would make, I think we should build
off of what that is. But that's only me. Because if he's already got one, he's built with the team and recognizing that there's some other opportunities, probably, you know, are there ways that the,
you know, if there's a different group that wants a board representative there, how they go about asking us to come to a thing that already exists. I don't know if that's part of his model, for example, but I think we're moving into that.
Yeah. So tonight, staff and myself have like three like major objectives in this conversation. One is just to reorient our entire governance team to the action teams, their
purpose, their function that was discussed last at a very late time in the meeting and just, just kind of level set for the broader community as well as for each other was really important. We do have an
exercise plan for you this evening that Dave Montoya will facilitate to allow all of us to get into the dashboard. Like one of the things that we we know that there's a dashboard
that exists, but we haven't really gotten into it. So we'd like to spend a little bit of time just orienting you to the dashboard. So if you're getting questions from the broader community, or you can even
include this as a part of your protocol when engaging the community that you're informing them on what this data is, how to access it, what it is and what it's not. And then the
other piece of this would be to like, introduce you all to the straw design that I referenced earlier for a potential set or series of summer community engagement sessions to get you to react to it. So if you do
choose to do community engagement, that it's built on knowledge building around the process up to this point, you're asking and engaging the community on what we're missing up to this point. And we're doing it in a coherent,
consistent way across the district. And so that was an ask that you all have made of me and staff to try to identify what we what, what could that look like? And we want to put
that in front of you tonight. We're happy to do the straw design of the community engagement or the dashboard in our next iteration of this conversation. Whatever pleases
you. Great. Sure. I don't know what comes first, but it's like we have this document here that's kind of talking about our engagement and involvement.
But then this, the straw piece to me feels like this needs to be decided on. And then that gets incorporated. It feels like two very different pieces.
So I'm just asking others what this feels like. The decision involvement decision. And then the level of that, does that get? Yeah. So thank you for
seeking clarity. I think one of the things that you and I actually had a conversation after our last board meeting was to provide a little bit more substance to the broader community on the frequency of
meetings, how people are to expect to be involved. What is the cadence of timing look like in terms of the action? Teams are meeting 2 to 3 times a month over the course of the summer. You've already heard me earlier propose that I would
strongly consider that this board engages as a group. In July, after a series of two by two meetings with action team leads. So you have an opportunity to discuss more
broadly around what you heard in those meetings, to continue to give staff signals of feedback that you are very pleased with, and are things that you have questions and curiosities about that are not yet answered, which will allow
us to come back and be even more prepared in August. And I see another series of conversations happening through September as well. So, Tracy, I don't know. Doctor guy, excuse
me, I don't know if you want to orient and ground the board into the document that was shared here, and then we can go into the straw design. I don't have a preference on which one would come first, and I don't
know if you do. I appreciate your question. I don't have a preference. What I guess what you see here is a draft of how and the substance of the questions are like, how does
the board be informed and engaged in the work that's Happening between now and September. So this is a straw design of what that could look
like in terms of knowing primarily about the action team's work, and for us to be able to report to you primarily in that. Number one, what are
we learning? What do we need the board to know? What what do you need the action teams to know? And that, again, we would emphasize that confidentiality, if we did need to share like
very explicit, detailed information about a particular scenario, that we would have some agreements in alignment around confidentiality. So that that design that you see on
that timeline shows that that would happen in two by twos. That's just a suggestion. That's what this discussion is about, is to determine if that's the approach that the
board would like to use. I, I hear that there's interest in the board doing some community like beyond that, doing some sort of community engagement.
And so if you jump down to number three, you know, what would, what would you want if you do community engagement, what would you want us to do with that feedback? What kinds of questions do you want to ask
the community? Who does it then feed to, and how would you want that to be incorporated? So that's the straw design part of this that we would talk about. So I would say that comes up in
that that number three on this document. Thank you. That's clear. I think you said all the things that was in my mind. I'm.
I'm trying to figure out like, how is all these parts connecting? Why are they like not opposed to additional engagement, but how is that contributing to the action teams and this process over the summer, like you said, where is
that information going? How is it going to be used? I'd rather not have engagement sessions to just have them. And then like, there's nothing done with that,
right? It's just for show. So I would want to make certain that whatever we are doing has meaning and value and is connected to moving things forward versus just the sake of doing it. I would also add
community engagement in this process could or this part could also be giving people space to become to ask questions and get more knowledge. It may not be an output. It may. For us, it may
be them having the opportunity to gain information so we can coalesce around what our thoughts are and what that summer work could look like. How do we want to keep moving?
Yeah, yeah. Sorry. The only thing I would contribute to that is we'd want to make sure we have something substantive, substantive to talk about in
those meetings. So I'd want to make sure it's late enough in the process that, you know, I don't know, you know, after our two by twos. So we have that
type of information. I think what Dave's going to show us here with the dashboard would be something that would be helpful to talk about in those meetings, but I just want to make sure it's not like to this
point, not just for show. So let's make sure we have some meat. Yeah, I think we're ready to keep rolling though beyond
the committees. So are you next or what's next? Yeah. Okay.
Okay. So you will need your computer for this exercise because we are going to do a live exercise of walking through the dashboard. I am not going to walk you through the entire dashboard. This is
designed as a scavenger hunt. So we're going to try to have a little bit of fun with it if we can, given the time and where we're at with the meeting, I really want to limit the amount of time we spend on this to
probably no more than 30 minutes at most. So with that, let's go ahead and get started. What's being handed around and what you have in front of you is a is an exercise. And what
this exercise is going to do is it's going to ask you to go into the dashboard, it's going to ask you to look for certain things, and it's going to ask you to document those things. So for example, we're going to have you go to the dashboard
and we're going to have you look up the 2526 enrollments. So the exercise is can you find the information, where is it at? And then being able to navigate through it. So to begin with,
what is most important first is to understand where would you, where would you access this dashboard and the way I'm doing it and the way others, many have done, done. This is this is our main website here. And
if you kind of scroll down to the key things, here's this comprehensive planning committee and data dashboard, and you click the learn More. And that kind of takes you into the comprehensive planning
committee web page. We're going to do the scatter hunt today. So I'm not going to go through the entire web page. What we're really wanting you to do is to go to the homepage, click on that tile, come into this
website, and then what you're going to do is you're going to scroll down until you see this facility's data dashboard. Okay, I'm going to go ahead and click this. Now. I'm not going to go
through this entire thing because if I did, then I'd be showing you where everything's at kind of defeats the purpose of the exercise. So, but I will hit some high points here for you. So when you click into the data, the facility's data
dashboard, it's organized into very key elements. So the first one is just what school are we talking about. You see the name the address. There's also a region map over here that is
that is insightful. It it actually shows in that region what schools are around. So that is something that's helpful. The next category of information in the dashboard is building information and
building information. You're going to see things like square footage of the building, when was it built. But it's also getting into things like capacities and utilizations and facility condition. So that's
kind of a hint at where you might be finding that information. Then there is a section on enrollment and on the enrollment you can see there's various different
pieces. There's a graph. So you see that there's like enrollment for a specific year. So when you're doing your hunt, you might want to look for the specific years. This is also displayed in a graphic or a
chart here. So you can see where our actual student counts are. And then what our projected student counts are for for the site. Also included in this section of enrollment,
we have some information on just students that live within the boundaries. How many of them are tracing in, how many of them are tracing out? How many are, how many of those neighborhood students are captured. So that's, that's
where you would find that kind of information. And then at the bottom is the tail end of this is some financial information. You'll see a per pupil expenditures, some maintenance and operations numbers, some things like that. So that's how
the data dashboard is organized. And over on the left hand side you can see that there's some filters. So you can always filter by like clicking elementary. What that's going to do is provide elementary
school. So you can really focus on those. You could change that to high school if you wanted to, and do that in real time. Here you can see that the high schools are selected when you when you filter like that. The
last piece of information I want to share with you before turning this over to you to do the exercise is in. In addition to the data dashboard and this is important. There is also a glossary. And the glossary has
been put together with all the experts that have put this data together. And what it's designed to do is it's designed to be something where you can where we actually describe. What does that mean? What is it?
Why is it important and how are we using it? So that information is in the glossary. But what I also want to draw your attention to is that, and I'm going to give you a little hint here. So you're not really searching for these on the
exercise. There's going to be a point where you're going to be asked to go get some scorecards, a facility condition assessment, scorecard, and a financial per pupil expenditure support scorecard. Those are going to
be housed in this hyperlink that's in the glossary. So what I want you to do is go to the glossary, find hyperlink, click on it and then and then do the exercise. So that is a high level summary of what the data
dashboard looks like, how it's put together and how we're going to do this. The exercise that you have in front of you is very, very simple. What we have is a document that starts
off with and it says facilities dashboard, exploration protocol. And then underneath that you see school name elementary schools. And then if you flip it over into the back, you'll see middle schools and high schools. What we're going to
ask you to do is, and for time, let's just do two in each level. So pick two schools at each level, elementary, middle and high. And it doesn't matter which ones you pick, you can pick them just at random or
because you're interested in it, it's fine. But what we're going to ask you to do is fill out this table. So the first category is enrollment 2025 2020 526 projected enrollments
for 2029 through 2030. Utilizations in SC facility condition assessments and per pupil expenditures. All of those information, all of that information is located on the
data dashboard. So if you want to go ahead and get started on that, we'll go ahead and go through. Go ahead and select as many schools as you like. Probably limit it to two at each level and start filling out that information just to
show that you know where to go get that information. And we'll give you about ten minutes for this section. And then what I'll do is I'll move us on into the glossary questions that
come next. You can select it whatever school you want it. It doesn't have to be the same schools. There's no test on this. We're not going to share
the information out and compare tonight. According to the.
School. I want I want to say
this before. Exactly. That. I.
Filled out. Some.
I. You know. I'll go for another three
minutes. Yep.
Yeah. Alright. I'll go ahead and let you wrap up what you're doing there. And walking around, it feels like everybody's got a good grasp on
this part of the exercise. So the whole reason for the exercise was to you be able to identify here, I'll catch up on the screen here, be able to pull certain data elements out of the data dashboard, just
understanding where the different elements come from. I was able to answer some specific questions for people that had some questions around some numbers, but that's that was really the exercise. Can
you find the information? Can you segregate by school? So that's the first part, the second part of this. And we'll take another ten minutes for this section is we're going to go into this is the second
handout that you had. It's the glossary questions. And so the glossary questions are going to be focused on the glossary. So you will want to click on the glossary. I'm not going to show
you where to do that. You should know that at this point. And and so try to answer the questions in the glossary. So there's four of them. I'm going to I'm going to just signal question number one when Bud and Bud Hunt and I put this
together, I'm still searching for that answer on there too. So if anybody finds it please you get extra bonus questions for it. I'll tell you when it when it was done. If you can't
find it. So. So if you're spending on question one, feel free to move to the next one,
but spend a little bit of time
looking for it.
I would also say, as you're doing this, don't feel like you have to copy and paste onto your paper all of the information in the glossary to answer the question. I just want to make sure you know where to find the
information. That's the key
there.
Question where the shadow falls on. That's the only way I can.
Ensure that. This. So.
It feels like people are progressing through that fairly well. Please go to the. For question three and four, go to a scorecard because that is one of the things I wanted you to do is be able to navigate
through the glossary to the hyperlink, and then pull those
scorecards up. We'll wrap up in
about four minutes.
So.
Okay. And then. Kevin, Kevin's only
did the first page, but. What?
Okay. So let's go ahead and pull it back together here. Hopefully you were able to navigate most of that. I was able to kind of just check over your shoulders and looks like
everybody was able to do that. The one thing I wanted to show people, just because there may be people at home watching this as well, is what we were doing is one of the for question three and four there, what we
were asking the board to do was to dive in deeper into the glossary to find some scorecards. And so you all found that. So like if you click on facility condition assessment by school in the glossary, you'll see that it
pulls up schools. And when you double click or when you click that, it takes you to the actual scorecard of the facility condition assessment. That was done by our staff for many months. This this last
spring is that preparing for this? So that's one example there. The other one is if you scroll down further, there is a per pupil expenditure hyperlink there. So I want to click on
that and show you what this looks like. It takes you to again a folder that has schools. And here I'll go ahead and click Baity. That's the one we're testing over there. And what this shows is there's a
definition page first, because the definitions are extremely important when you're looking at these numbers to know what you're what you're looking at. And so in the exercise I had, you go through and kind of look at like, what kind of positions
are in instructional? Well, you would expect our licensed staff and our paraprofessional staff are in there. You know, student support was another question. That's where counseling, guidance services, health services, psychology services
would live. And then the last third one there was like, look at the school administration. So that's where your principals, assistant principals, office managers, school secretaries, bookkeepers and such exist if
you scroll down. So those are the definitions. Those are very helpful because it kind of puts in in the frame. What are you looking at in each category. And then the each sheet, each has their own breakdown. And
there's a chart as well as some numbers that show the total expenditures. These are for last fiscal year. That's the last complete fiscal year that we have. We also break that down per pupil and by
percentages because some people like to look at things that way. So that was the the key. And really what we wanted to accomplish with the task today, there are some reflection questions that we have there.
So, you know, if you if you reflect on these and have have more, more questions that you would like to, to get to us. And there was a couple questions that came up as I was walking around that I've been
taking notes about. We can, we can do that. But other than that, I think we've concluded the exercise. And I was I was pleased to see everybody was able to navigate through the
website. Well. So great. Thank
you. Okay. For asking you to
share that. All right. Shall I
just walked through an overview, Brian. Okay. So what we've put together here is a draft. So this is by no means something we're saying the board should do in its current form. It really is just an overview of a
format for community engagement that the board could choose to use over the summer if you wanted to do that. So what we are proposing here is a community engagement format that really focuses more on
information sharing and, and creating opportunities for the community to have information about the phases of CPC. The dashboard, like you just worked through and have opportunity to
provide some feedback as well. So the way that this is structured is assuming that the board would offer a session in each of the six feeder areas so that they're geographically dispersed across the district.
Each session is organized with just a brief welcome and introductions, and then going into an overview. So that information sharing piece where there would be an overview of the CPC process and timeline,
and the district could put together a slide deck for the board to use, if that would be helpful. In walking through this information, we would essentially be putting together information about what the CPC
has done to date. So the issues they've identified too many empty seats. What has developed in terms of policy recommendations to the board, what's been adopted there, the creation of the equity
guidelines, and then an overview and orientation to the dashboard and how to use it, and then an overview of the action teams to make sure that the community has the kind of information that you all
received from Doctor Gail today. And then what is proposed here is to guided discussion questions, one that focuses kind of looking back, what information or clarity do you need on what has been done to
this point? And then another that is looking forward, what information might you want or what wonderings do you have as we continue this work? And what wonderings could be passed on
to the action teams? The recommendation from staff here would be to create some sort of uniform way of capturing that feedback, so that it could be provided to the action teams in
a consistent format from board members conducting these sessions. So that's just a high
level overview. One of the things I heard from many of you tonight, I know all of you feel this way, is that you want to
ensure that if you're going to do community engagement, that it's not performative, that there's some substance. My question to the group is, do you feel that this meets that standard? Because signaling you
will not get any kind of robust updates from the action teams until like mid to late July? And so I just wanted to get your thoughts and initial reactions to that, or if
there's any suggested edits to this. And then the last question I have for you to consider in thinking through is if you are soliciting feedback from members of the community,
what mechanism do you want to enable to ensure that that gets to the comprehensive Planning committee in a timely manner?
So not to get back into timeline, but from what we just discussed, I don't think that there's going to be a lot of information trickling up to the board to warrant engagement
sessions in July. We're going to be sitting there saying, I don't know, and that doesn't feel good. As a community member, to have your elected official look you in the face and say, oh, I don't know
either. Well, what did I elect you for? Right? So if we want to do engagement sessions prior to the September 15th date, I
would suggest that it be in late August. That's my personal opinion on it. Others initial
feedback. I was wondering about two by twos, the dissemination because it said I'm looking specifically. This is a question I had for our group
how you want to resolve this? So in the two by twos, especially for the July, August, September to get updates from the action team's work, what we need the BOE to know. I think
that's fair for two by two 1 to 2 things from the BOE needs the action teams to know I do. I am curious because I wonder if the
nature of this is that when the seven of us get together, we get to have conversations. And I know where you're landing, I know where you're landing, I know where, and I know whether I'm in the minority or not. And so that's also helpful for the
people that are instituting our action to know where the board's coalescing. We don't have that in two by twos. And so I am mindful of the situation that could unfold where because what Connor just shared, if we're still getting
feedback from our community, we we feel very passionately that the CPC or the action teams need to know this thing. But if that contradicts other board members directives, then we've.
We've created an impossible situation for the CPC to navigate an already difficult time. So it's not that I don't think that's appropriate, that
the BOE gives some kind of direction or 1 or 2 things that the action team needs to know. I just need to make sure where the governance team is aligned around those two action items.
And if we're doing it in two by twos, we're occupying a space of uncertainty amongst us. And so this process is a considerable undertaking. It is a phenomenally challenging
amount of work for everyone. So the more we can streamline and anticipate some of those friction points, I think would be preferable. So I don't know if anyone wants to weigh in on that category, because we can't
have a meeting one on one with everybody to try to get that. That's not fair. That's not appropriate. But that was the one thing that jumped out at me. I think that's the value around having a July retreat so we can
have that opportunity to coalesce. So if we're doing two by twos and we have particular feedback points that we want to make sure everyone hears, we have an opportunity before final decisions or even fully
progressed decisions have been made. I agree, I think for that retreat, kind of the the later the better just because of the
conversation we had about having the action teams report up to the CPC and letting them do their work. So I know we we run out of time, but, you know,
maybe the first week of August or something instead of because I wouldn't want the action teams to come to us and say, well, we've only got 20% of our work done. That's one other
thought. Just a very real concern is that prior to tonight's conversation, I had personally planned a lot of work in July that will take me outside of Fort Collins. And so not to make this about me, but
just so the directors know that if we're counting on a retreat or something, especially in the last three weeks of July, the first week of August, I will likely not be physically here. So we may have to just plan
around that, and I'll be two time zones ahead. So don't make it too late, is what I heard.
Yeah, please. I just have a clarifying question. I think I'm what are we like? We're we're asking for feedback. Like,
what are we providing? I guess like I'm like, what are we like? Sorry. It feels like the work is taking place over here. So then what are we providing and
offering that we need to gather together? Like, I'm kind of confused on what our role is because it feels like the work is taking place over here. We're going to be kind of
updated, but we're not developing scenarios. We're not doing the committees, we're not doing all that. The work exists over there. If I'm understanding, right, there's a
charter that exists for CPC and those groups and stuff. So where do we fall into place? So people could just clarify that because I'm kind of confused a little bit. I appreciate your
question. I think what is clear, and I think you just named it, is the Comprehensive Planning Committee, has a clear charter. We've collectively we've heard tonight about the establishment
of the nine action teams and what each of their respective functions would be, and how that reports up to the Comprehensive Planning Committee. What I. I had received feedback, Doctor
Ziegler, in the last couple of weeks, that some of our members of the board were very interested in engaging the community in the course of the summer. And so staff was asked to try to figure out how to
come up with a straw design that accomplishes that, where it adds value to the process and potentially doesn't in an unintended way, kind of rub up against what the the work is,
is happening with the CPC. So this was our best thinking of ways that we can do that. I'm not sure I'm hearing some signals that the later the better, where there's more to
update, I would say staff and I would agree with that. But I also want to make sure that we're meeting your needs. You're very, very active in our broader community and you're wanting to share as much as
possible. And I think that's a responsibility that you all carry quite seriously. We just wanted to put a draft together of what that might look like. I hope that answers your question.
Yeah, I agree with that. I think I think it is important to give the community a chance to give more feedback as they've seen this process develop. I really do like the
idea of kind of doing what Dave just did with us in terms of an exercise of showing the community how to navigate where to find the information, understand how we're figuring
it out. It eliminates a lot of the assumptions and guesswork and things like that that tend to breed hostility and more. I shouldn't say that, but more
distrust in the process. So I think it is important. But I think after we have some two by twos or have at least one round of two by twos, and after the
retreat, depending on when that is, and maybe we all go two time zones away and visit Kevin, but where wherever we end up after that, I think would be a
good time. So early August might be how it kind of just works out, but just do one round or in the same week or something like that, I think is
probably the way it would have to work. When you say one round, can you say more what that means? Yeah, sorry. I'm I don't
know if we, I think we could be at separate feeders in the same week, you know, 2 or 3 board members at at each location or
something. I don't know, kind of like how we did it leading up to this, but maybe we can't be everywhere like we were
before. So. Yeah, please. Coronda. Thanks for sharing. Scott. I was just sitting here thinking about that timing in the school year, right? School
starting mid-August. So I don't know. Yeah, just throwing that out there. That's all I'm saying. I started thinking I'm like, something about timeline is not adding up and things are
starting to feel kind of forced. I'm all for, you know, I want some feedback from folks, but just trying to think about what might be the best process for
that to. I'm not saying we shouldn't, I'm just sharing with you all that. That is something that's on my mind right now. The start of the year. We have these sessions starting back up. What are people navigating and doing
with that time and stuff? How does that impact the school year? I don't know, just and I don't know if that's where we're trying to talk about that in July retreat or what, but we
might want to consider that. I'm not against having a an update, an update at a retreat in July or beginning of August. It just for me, it has to be
substantive. I also want to keep in mind that after September 15th, there's going to be multiple outreach sessions in all the feeders
with all of us. So we we need to look at that as far as scheduling to. It may not if we're just doing it to say, hey, this is our update, we could
probably address that after September 15th because all the questions that we get after September 15th are going to be completely different than what they are before. Okay, Andrew,
I'd love to invite you into the conversation if you have. And I'm going to push back a little bit on waiting until mid to
late August, because at that point, each of the subcommittees will have met twice. So all of this stuff about what we might give feedback is starting to feel
awfully late to the game when they've only got a couple weeks left to course. Correct. And I feel like. This one 7/8 of it
is information that is outgoing. I would characterize stuff that we're just sharing, hey, this is what's already done. Important. A lot of people haven't heard yet. Totally get
it. That last one at the bottom there is the single biggest reason for us to be out there right now, I think. And that's to gain input and concerns about each of those nine
subcommittees and recognizing. Tracy, I haven't or I don't know if anyone has asked you, do they already have questions from those subcommittees that they would like to take to the community, which I would dare say they haven't met. So how
would they have questions? Just throwing that out there. But I can guarantee people are already talking about what are they talking about? Have they thought about is this a consideration for et cetera? ET
cetera. And it seems like now is the time to start helping gather the feedback that we can aggregate and send to them as part of our responsibility for supporting the two way communication between the
district side of things and, and individuals. And I would dare say that actually extends an opportunity to what Karen brought up earlier about how do we make sure people have a chance for the voice
recognizing we can't get everybody. So I but trying to extend out and hopefully meet people where they are because, I mean, we could set up all the
coffee shop things that we want. That's a barrier still, because people can't just suddenly go at 8:00 in the morning on a Saturday, but if they're already going to events and again, perhaps getting some feedback from key people if
they're want to welcome us to their event for a period of time just to talk to people. And I don't know how easy that is. It's, it's I think everything over the summer is a challenge, but I feel like
leaving till August is starting to get too late in the game. Unless there are other opportunities for them to provide feedback directly to the subcommittees, which there may be alternatives. I just
want to make sure that we are addressing it in some way earlier rather than later, after a lot of work has already been done, and they're risking the need for major course corrections. I think what you
just brought up for me too, we now have an FAQ page because of the questions that our community has asked us. We know we're going. The action teams are all going to be able to
provide updates if we do this engagement plan. That could also inform how those. What. What questions those updates answer. What is the most pressing need? I think I want
to reorient it, Orient. This was a straw design. If we do community engagement in the next, let's say, two months, does this feel like it would meet the need or is there
something else that we have been ideating around? My related question I want to invite Doctor Hooten and Doctor Gail into this space
specifically, is what do you see as the virtue of having a board, having the board engage in the action teams between now and the end of July? What value
add will that bring to their work, if any? Minimal
Yellowstone? I mean it. So the action teams, by design have community members on them, right? And have staff on them.
And so the, the perspectives and points of view coming in while they're, you know, a, a single or a couple of representatives from the
community will likely elevate many of the points that the community is thinking about that you would likely get in a community engagement session. And so those the design and the
makeup of those committees are really to reflect the the perspectives that you would likely hear in an engagement session. And having those people on the action team to
design the work. So I believe it would be minimal impact on the course of the work. I think what is probably more important
is the engagement, as far as expectations that the board has coming from a recommendation. And so what I would have you
consider within the two by two is not only would we be able to give you some updates from the action team work, I would be able to provide you with the
template at which you would get a recommendation so that you could look at that template and say, like, this is missing something that I keep hearing
from our community. So it would more be in the space of this is not as comprehensive as I would like it to be. And so I think I
would particularly like to see the board feedback on what they want to see in the total recommendation. And so the
action teams will each have a piece of it. I think they're going to be able to capture most of the community kind of wonderings within the team. Doctor who do you have any?
Because I've got a response after. I would agree with what Tracy shared. Then I'd go back and despite my issue that I put
out to the board about what if there's misalignment, then my position is that I would prefer to have that delivered in a two by two. And if there are issues, then board leadership can try
to resolve that. And if necessary, we have a public conversation about some of those misalignments. But otherwise I would treat it as any other two by two. I think back when we had updates to transportation, to bell
schedules, etc. we are expected to come into that space with a different level of sophisticated understanding based on some of the prep work that we have to do. And I'm also I would I would just for
the, our community sense to is that people go crazy in July and have vacations as well. And people may not be as engaged during those times. So we may be trying to chase a phantom as
far as what we're going to get that's meaningful to that space. So my own position, since you've asked for it, is I'm comfortable with the two by two delivery. And to get feedback in that holistic approach like
you had offered. I would just say, I want to support what director has said too. And then I just as something that's coming up for me, I'm reminded in the presentations that you
all had done is that many of those action teams are the result of the community feedback, like the programing, the transitions, the transportation, school, climate
and culture. So, so I just want to emphasize that point again, that it's reflected in terms of
how those are structured. Their thoughts. You used the term. I
feel like I need the written stuff up there. Essentially board directive, slash board recommendations about what the what the overall, what comes to
us should be like. How will we go about getting that to you? What should we expect? Because again, I, for instance, it's, it's a very different request
to say we want just one recommendation that we either say yes or no. That's a, that's a huge thing about what we're requesting from the committee. For example, I don't know if
you've had a formal vote slash feedback from us to to state that, for instance, just, just throwing that out there. So I just wonder what the mechanism for those key things looks like.
You know, I know I have a preference for wanting to make sure I see a rationale for all the various things, for example. But what does that rationale look like? Is it numbers based? Is it equity based? Is it etc.
which would be very different sets of expectations for your committee, I would dare say. Right. And so like, what I would envision in that two by two, in addition to providing
you an update on action teams, is to be able to start to show you a straw design, basically of like, this is what the recommendation will look like that you would receive in
October. And so these are all of the components that the policy says that we must address. And here's what we think it'll look like. You know, this section will be more quantitative. This section is
going to be more qualitative. And then how the equity administrative guidelines for equity would be applied in that recommendation and how the analysis of that looks. So
you'd start to help shape what you're needing in that final recommendation. And so that that process of, of getting your feedback along the way
before that package is completely put together, I think would be tremendously helpful. And so right now, that package consists of what's in the policy and our policy for
what we're required to do and how that gets presented would be tremendously helpful as we go along the way. Long before
you see it in a board packet. Thank you. So to come back to potential board engagement,
I've heard where a director of holds to not wanting to waiting until after we've had two by twos and potentially July, early The August retreat. I
would love to know where everyone else stands, because we are all obviously able to have our own engagement sessions if we so choose. But if we're going to be organized and thoughtful about it, I'd
like to have some alignment. Well, I have a little trouble with like, I kind of like, I
like the idea of. The 1 to 2 things. The BOE wants the action teams to know and having the community have an
opportunity to, through us, get that. So I, I get what Director Havel is saying about the two by two feedback. I think that can help us with misalignment,
but I struggle a little bit with how that community feedback that is potentially out there, people may really be hungry to. Now that we're at
this point in the process, they may want to chime in and have us remember some key things, you know, especially since like we did not have the dashboard when we were doing community
comment before. So a lot of people have been home going through and ruminating on these numbers, just like we are. And it may be seeing things that
maybe we don't. So that's my only. Concern is I think there should be some kind of opportunity for that community feedback and a way to get that
to the action team. So I'm still in that camp. I just I don't know exactly how to square that. I do, I think I
hear at the very least, waiting for the action teams to at least get started. So even if we do community engagement sessions that align to this, it
wouldn't be until at least late July. And we're envisioning two by twos in late July. Is that correct? Or early August? Yeah.
Late July. Possibly. Also, is it a both and to two by twos and a board retreat so that we're all in the same room? Is it one or the other? Is it let's see how it's going, how
the two by twos are going. I think it would be easier to plan a retreat and then not need it, to be perfectly honest, because we do all have summer plans. I'm just I will be frank.
I am concerned that if we leave here tonight and we don't have a touch point intentionally before our first meeting in August. That could mean a lot
of things. That's a lot of information that could be out there. We could all be getting very different emails from the community that we won't coalesce around. We could kind of be ideating in our own way about what the outcome will
look like, and we won't know where each other stands. So I'm concerned if we don't have any touchpoint to coalesce around what we expect the fall to look like, and to set a tone for
what the community can expect, the fall to look like. We're going to be in a bad spot, but I also want to make sure that we're not burning out before we
even get next year started. I don't know how we feel about if we have this straw design, and if some folks do want to have community engagement, if we're comfortable with some, but not all participating, I think
that's another piece of this puzzle. So I'd love to understand where, what, how people are envisioning late July, early August looking and what they're going to need to get to the other side of to the
other side of our fall decisions. I think what I'm hearing in your question is, what are the board's communication needs? Like when
you were just talking, I was like, are we not communicating at all like, like, like it's we're just going to wrap this up and be done. Right? And so I guess I'm trying to figure out what, like, the question that
surfaced for me is, what are the communication needs for us before the start of next semester? And that's not again,
you just know, like a retreat would be great, but if it's unclear and we're just going to keep hashing out the same things, I'm not sure that's helpful. So I would hope that
it would be more intentional. I would envision a retreat, at the very least, would be if there is misalignment in two by twos, we would be able to talk
to that. Or if there is additional information, if we have two by twos after the first round of action teams, and then there's more information, by the time a retreat were to happen, that could also be part of that
puzzle. But I, I understand the spring has been incredibly challenging. It's been incredibly heavy. I know that everyone needs a break to just
recenter. So I really am. I'm trying to find that sweet spot of let's not burn ourselves out before we get started in the fall, but also let's make sure that we have shared
understanding before we get started to I'll just speak for myself. Me personally, I don't see the need for a retreat. I support what Director Duffy has said. Let things progress
happen. Let's have two by twos and get that information, because then we have enough to respond to and react to and to ask questions about. It feels kind of premature in July to
sit down and do those things right, to maybe do more stuff in August. Like we could even do a few days before even our first board meeting. Right. But a lot more stuff would have been developed by then, and the
community is going to continue to feedback. I think we can also communicate that. I think we want to do the sessions so, so fine, so be it. But we can also still communicate like I think that's the key piece is
you can still communicate, right? And how do we share those expectations and what that communication looks like over the summer? I think those might be key pieces. So I'm just speaking for myself. I'll
yield the floor and let other folks share their own alignment. So just to be clear, what I'm hearing you say is having like individual conversations as we
go throughout the summer, kind of as we're able. I'm okay with not having any conversations. And let me just tell you why, because it sounds like there's been a structure that has been
put in place for action teams and other stuff to take place. Like, like me personally, I don't know what I would be talking about or what the conversations would be about until I'm having something to
respond to or some information to consider and to think about. And none of that can happen until people start meeting. We start having two by twos. Information is shared with us.
Then I believe I would have an opinion at that point, or to me having that conversation before, if that is what the retreat is centered around. I personally don't think there's enough information until August for us
to consider that. Thank you. Okay. Others. Yeah, I agree with that. Everything wholeheartedly, mostly because I think based on the feedback
you just provided about what's the virtue of board involvement at this time, I think that letting my own ego get out of the way is that I need to let the process play out, and for lack of better phrasing, let
them cook for a little bit. That does not mean we're not going to have meetings with our community, with our constituents. I like I like the strategizing because I think there's ways we can do that on our own, of our own initiative
and provide information. And I have no doubt that information will still be curated and get back to leadership, to governance and to those works as appropriate. But I'm also just for a different reason.
I'm mindful too. Well, historically we don't have BOE meetings in July. That is usually the break that everyone needs for any number of reasons. But also I'm mindful, again, the other reasons we talked
about earlier, about confidentiality and some of the folks that are there signing up for a really busy summer, and I don't want to overwhelm them by
involving myself or inflating the import of what I'm saying into that space. And then they're saying, oh gosh, a board of directors or a board director is saying this. So we should probably recalibrate or
do something, especially if we haven't coalesced as a governance team. And it doesn't look like there's as many opportunities to do that, for all the reasons Doctor Ziegler articulated eloquently. So I'd be of the opinion that we
should have touch points between us, but also give the space for the work to be done and revival, even if it's a if it's a retreat prior to the the school year kind of launching
in in August, that feels right to me. Thank you. Others. I think I'm good with that plan.
Yeah, I can, I can be good with that as well, with the idea that if we want to hold any information sessions, we can and get people feedback, but I think the two by twos are going
to be crucial. And then I think August is where the rubber meets the road. On getting action activity going. Feedback plays. Yeah. Okay. So I have
two questions. Yeah, I got his thumbs up. Thank you. One it will be well, let's just do it one at a time. One is if directors do decide to have
feedback sessions or these engagement sessions, per that last question, how do you envision what would be the best practice for us to get feedback to you? I think what you all
did previously, where you created a standardized form, where you kind of input the information that you heard from each of your sessions with the same questions in it every time, and then sent the responses to
that over to us is the best way for us to process in a standardized fashion what you're hearing. So if you are going with a straw design and those two questions, just capturing the feedback for those two in a Google form, a
Microsoft form, whatever works for you and sending that data over to us would be helpful. I can do all right. I will create that and share it with whomever may decide. I think the other
question I have is, if we are getting through our two by twos, or we are getting substantive feedback, that we are starting to feel the need for more connection points, we need you
guys to communicate that with us so that we can make a plan. If we do end up needing an August retreat, it will take effort to make to schedule it, to make sure everyone's
available, that we have a lot of calendars, and it's very difficult for us to find a time that's part of the value of just setting it. But I'm not currently hearing a desire for that, which is fine. But again,
if you're starting to feel the need for it, I need to know as early as possible so that we can make the plan. Okay. All right. I think, Director Zamora, could I also just get a little bit more clarity when it comes
to if the board is moving in the direction of having sessions based on the straw design, do you want us to create a deck for the director's use? That's a great
question. Yes, I'm seeing I'm seeing nods. I think we need we all need to especially we're having independent, which I think is every board director's prerogative. For what it's worth, I think we need to be working on the same information.
Okay. We can put together something then. Thank you for the question. Thank you for the draft straw design to doctors. Thank you very much. The only thing I might add to that is
the vast majority of this is already posted somewhere. So you can just go to this page, go to this page, go to this page. That's fine. Doesn't need to be a full fancy slide from what's already available,
largely that has been in board packets. All right. Thank you. Did we want to put something on the calendar just to block it off for people. Or at least
start that work now just in case for August, early August. Yeah. Because that's that seems. It seems better to at least
block something off if that's a possibility. If it's not a possibility, then that means we probably shouldn't even plan on it. If it's already that messy, may I make a recommendation
that we consider doing that offline? Just knowing we have another agenda item tonight, if that would be okay. Absolutely. Thank you so much. All right. I
think we're ready to continue then. All right. Are we ready
for fall engagement? Is that the fun one? The second half of
this. The fall after after an announcement conversation. So if you if you're looking at the second page of that document in
terms of like a draft of how the board would be engaging the community in respective stakeholders through phase three, I think the signal that
I would like to send to all of you is September 15th. What staff needs more than anything is to know what it is that each of you, individually and as a
collective, will need to be aligned and feel confident, right? So when you think about feeling confident with the recommendation coming your way, feeling aligned as a board,
having opportunities for your questions to be answered at September 15th between then and early October to November, that's when we start pivoting to communicating to respective
school communities that they are going to most likely be named in a scenario. And so your needs to feel aligned as a
group. I think I completely agree with allowing the action teams to do their work with the Comprehensive Planning Committee between now and early August. But as you look at this
particular document, I really what I'm wanting as a reaction to you is like what engagement, what information do you believe that you want to send signals to us now a week from now, it's
going to be iterative based upon things we're providing you, but it should be all in service of building your confidence that we are about to make a hard decision, that we have
alignment as a governance team. And if you see anything in this particular document here that's missing to achieve that, this would be a great opportunity, a
great time for you to share that those ideas with staff. Doctor, I also wanted to invite you back into the conversation too. Is there anything that the
Comprehensive Planning Committee would be seeking from our board, as we start to pivot to having more informative conversations with the broader school communities? I think one
of the things that we've talked about as a comprehensive planning committee is. We feel like the recommendation that
will come together will be an interconnected degree of schools, not yet determined
number. And so but it will be a single recommendation and not a, a, a, B, C, you know, pick your choice. Right. And so I think that's something to be aware of
is that as a conversation we've had as a comprehensive planning committee, that it will be a single recommendation. And so trying to pull it apart would be incredibly difficult because
we believe it's going to be so interconnected in how we would have to do all of the things that are outlined in the action team's work. And so I think that would be something to be
aware of. And so if you look at that question two on that part of that, it's you know, there's an expectation, I would imagine, that you would want to engage with those schools and those
communities who have been potentially named in that process during that time. And so I think establishing role clarity about what are what are you looking for in that
engagement? If you choose to have that level engagement with those school communities, like what role would you want to play? What do you want to have a protocol? Do you want to have
specific questions? Do you want like, what might that look like? And then what would you do with it? Right? And so then that step three, that's right after
that is that if there's something that is substantive that you want to then do with that feedback, we've got a process in the CPC for looking
at this feedback that we would get from staff and community and, and considering what they might elevate that maybe we hadn't considered and adopting
a recommendation, not so much a recommendation should, should they or should they not be potentially, but how do we mitigate some of the impacts that maybe we didn't anticipate?
So I think just getting some clarity about what the process would look like for you all to identify anything you would want to see differently in the
recommendation before you get it in the board packet. So to clarify, on September 15th or the board meeting, that's on
September 8th or the 22nd of September is where I have them on my calendar. That is going to be the first time that we see the full scenario of which
schools are going to close and which are not correct. And that's part of like what we're calling the packet. Yeah, I don't know that on the 22nd you're going to see the full
packet, right? So you're going to at least know, like we've identified this school for these reasons and be able to provide some analysis of that.
It's not right now planned as a formal board presentation in September. It could be, but it's really being able to go to those school communities and have a conversation with that,
that group and say, this, this is the recommendation. Let's here's why. And then let's talk about what this is going to look like for you. Like what, what might you need through
this process? So. On here, it says September 15th, but we have a board meeting on the 22nd. So on the 22nd, it would
be the first time that we see at least at a minimum, some schools on the list. And then we're supposed to provide
feedback to. The CPC for proposed changes. And they've got to be rendered no later than October 7th. Right. So in between those two dates, the
22nd and October 7th, which is two weeks. This board is going to have to do an incredible amount of outreach. And I'll be honest with you, I don't think
between the 22nd and the seventh, there's enough time to get the real feedback that we're talking about. Compile it, get it to the CPC for any adjustments to it, and then
have the superintendent provide a formal recommendation in October. That's a general statement. If you can. And
we're just running out of time, because if you were to back it up to the eighth, I think we're going to need a good month to do the road show to all the
different. There's going to be a lot to my understanding. There's going to be multiple schools on this list. And just like last time we started doing the engagement process, so many
people showed up that we had to continue the process and do more and more engagements, which culminated in the whole auditorium over at Poudre High School, full with people. And I
envision that same kind of process. And whether we like it or not, that takes time. We've got to do community outreach. We've got to make sure we can schedule sessions with people.
And at times that normally we can't reach, we have to do it in multiple languages. So. I would think this for us, the
sooner the better, right? If you could get it on the agenda for September 8th so that we as a board then can do our work of reaching out to our
constituents to explain what the CPC has come up with. I'd also suggest that. If you could do if you could do it on the
eighth, kind of like last time, have CPC members, multiple members, come up and explain their rationale of which school was on the list and which
school is not on the list, and how this works, and the criteria and all that, because we're going to need to have,
what's the phrase, radical transparency is the one that I think is coming down the pike for me. Sooner the better. So
the eighth is probably not feasible, given the timeline of work that we have with the scenario development team. So I,
I, I would say tonight, that is not a feasible date for us to provide a recommendation this.
22nd. Yes. The eighth. No. And then what I would add to that kind of chain is essentially there's three weeks between
that September 15th date and then when we would need feedback. And so we have
outlined when we would as district staff that board can participate in and be a part of, go meet with staff at those schools, go meet with families
and PTA and SAC members at those schools very specifically. So I think the model of like, we we should think about
meeting people where they're at and holding space for people where they're at in their local communities, not trying to do a big community event. Like we
really need to tend to the people in their local place and create space for them, you know, where they have better access to better comfort staff, etc.
And so I think that's part of what we would want to flesh out during those two by twos is clarifying, like, what's the purpose of that engagement? Right? And what are we seeking
from, from that, from our holding space with people? And I think we need to get clear for each board member. Like what, what would they need from
that period of time so that they feel like there is, you know, appropriate considerations for what's ever elevated in the final
recommendation? Let me be crystal clear. That doesn't suffice for me as community engagement. That can happen. I think it needs to happen, but
we are not going to be making this decision without having large scale engagements that address the whole community, because this problem affects the whole community. I'm going
to ask a question then what feedback are we going to accept from the community? Because we're looking at a district wide problem. Should we be
accepting feedback saying, I don't want my school closed down? Yes, we should expect any feedback that the community wants to give us. Those are our constituents. They can say what they want. I understand that,
but that's not useful feedback to the process that this is a district decision that's best for the district that we know are going to impact individual schools. We get that. That's
not in question, but are we actually going to say that we are going to take that feedback and and collectively come up and say, you know what, we'll take the recommendation, but take school A, B, c off. Is
that something that we're willing to accept doing that? It's a blunt question. First, just go back to the beginning on that. We will take all feedback whatsoever. Okay. And
for us to limit feedback is a disservice to our community. Period. We'll take it now whether or not we're going to that's that's that's gentlemen one at a time. That's that's
number one, number two on it, which is very, very important. We as directors, we are the ones who decide whether or not we're going to take that feedback or not and make it
into our decision process. Then an apologies for stepping on you, Connor. That was and thank you for calling me out on that. I think we need to be very
clear with the community what we're going to accept. And I agree with you that we have to hear everything. But if the community also understands that, we actually might make a decision that says, you know
what, we're going to take a school off the board that opens Pandora's box. And I don't know that that serves what we are trying to achieve with this process. If they're going to say, don't close the school,
because there is a flaw in the rationale, the logic, the process, or something like that, that I would say is a much higher validity and useful to us. That would actually be some feedback that the CPC could say.
Let's make sure that we have that level playing field and that's useful, but it's if it's turning around and not accepting a school, maybe that's just what we're going to have to deal with and realize
that that may be a possibility, but that's feels very Pandora's box to me. Rhonda, you had a statement you wanted to make. I was just going to say, I'm
wondering if there's two processes here and tell me if I'm wrong. When I read this document, what I what I see on the document is there's been schools that have been identified, and there's an engagement process with them
that they're asking us to participate in. I think that's one part. The second part, what I'm hearing from you, Connor, too, is there's going to be a lot of people that also want to provide feedback and share
those pieces. And so I'm wondering if there's two things. We have this process with CPC, but then we as a board decide how we will engage that session. And maybe those sessions are,
like you said, yep, we'll take all the feedback, listen and so on and so forth. But right, there's a difference between making the decision and providing feedback. And I think it's important that we allow people to provide that feedback
and we represent and we hold that space for them. So I agree with you in that regard. And then there's a third part. But how I see all of that connecting and hearing what
you're saying about how do we take the feedback and influence and so on and so forth, is that there is a period where we may make suggestions or things like
that. So I see it as the three part is that there's a recommendation that has been considered and presented to us. There's a period of time for us to give feedback or whatever the case may be, and some of
that feedback may be shaped and influenced by the community. Right. And then we share that. But that does not necessarily mean it sounds like that the
actual it could change, right? But maybe not significant, but I think it's a both end. And so are we okay in being in their process? And then maybe that's the conversation we could have
in August on how will we have our individual sessions? Are we going to offer three sessions for people outside of the identified school communities to provide feedback? And so, I
don't know, I'm just checking in. It feels like what I was hearing is two different spaces that we need to create. They want to know if we're okay with that, and then we need to decide if we're going to do
additional spaces for people who are not part of the identified school communities. Does that make sense? AM I capturing it? I had a question that dovetailed beautifully into that, because my questions are about timing and process,
because before we start having an arbitrary conversation about when to do things, I know we had this conversation last time, but it was late and it's late again. So let's just be crystal clear. You think the recommendation that you can
formulate would come to us September 15th? Correct. So we have a Board of Engagement Board of Education meeting the week prior nine eight. The next
one we have is 922 and October we have ten six and 1020. I believe the policy, as we that we passed was that we have to have a recommendation from the superintendent no later than
October. So that means that the final recommendation would be at the latest, 1020 at the earliest. Ten six. That's the recommendation. So that hits the policy. What we do after
that, as far as accepting or voting on it, I still think is up in the air. I'm unclear as to when could we schedule that, because we have two in November, 113 on election night, joy or
November 17th. So is the conversation. If we're talking about trying to hold engagement spaces to give them the feedback that they need to make any changes, that is a tight window that Connor's talking
about between September 15th and whatever penultimate recommendation would be for you in October. So is it possible to point to to do sort of different paths when it comes
to engagement? So we're giving them what they need to firm up any recommendation we get from him, we can still say yes or no to a recommendation. We can still go and do additional engagement at that point, which
may inform our vote on that penultimate recommendation. But am I am I missing is that the scene so far, or am I missing
something as far as timing? Kevin, can I ask one more question of the group? Based on what you just said, I'm a little confused on how we have
asked. A CPC, created a charter for them, asked them to have these action teams, ask them to do the work. And if my
understanding is correct, part of that work is to bring a recommendation to the board. So. So it feels like that's what
their work is. And then the other part that I feel that I've heard Superintendent Kingsley ask us is what's important to us? So that once
that recommendation arrives, there's not this extra stuff of, well, you need to change this because I don't see this or you need to change this because I don't see that. So it sounds to me that they want that stuff up
front. So for example, I'm going to share something. And if people could just tell me this makes sense and what you're thinking, for me, it would be, I don't want just one
side of town or one area of town impacted. If the assumption is that there's an enrollment concern across the district, then the impact should be across the district.
So for me, if I saw a recommendation that came in, all the West Side schools were closed, that would be a concern for me. Even though I recognize
where our town has grown. Community, population and all that, right? There's still folks with families that live on the west side of the community. So for me, what
would be a good recommendation for me that if I didn't see it, I'd probably say, well, why did y'all, why is all the schools over here? And so I think that stuff, if we could provide that,
that's going to make certain that the recommendation that they provide to us is going to meet whatever criteria is important. And then I see the community sessions or the
feedback and stuff that we would get between now and then should be shaping and informing those decisions for us so that when we give that to them in a two by twos, all of that is
included. And so the idea is not a reaction when something is presented in September, but a very intentional process of community feedback. What's important to us in our values
so that when things come to us in September, there's not a lot of back and forth and a lot of negotiation. That's what I think that we need to do in order to have the recommendation as necessary. And what I believe that they're
asking us to provide, and I can be completely off, but I want to honor and I am saying this because as someone all year have been like, what's going what? No, no, it's consistently
been communicated. There's a charter, there is a group there to provide a recommendation. And so to me, if we are not going to honor that process, then what is the point of the
CPC and what is the point of that charter? So that's just my $0.02. I think that was really well said. I appreciate your input on that. Is there any way
that we could change our October meetings to the 13th and the 27th? The board can modify its meeting schedule if it wishes to do so there currently published on those
dates. But if you wanted to shift that, we can make changes. That's your recommendation. I would say instead of the six and the 20th, we go to 13th and the oh, they are the 13th and
27th. Oh, I thought we were saying that was there on the sixth and the 20th to create a pattern of dates and to accommodate the fall break, when we typically have desired
not to have a board meeting. Yeah, yeah, yeah, that'd be in, I don't know, I'm just saying that that buys us an extra week
in this whole process. So that might be worth changing our cadence just for a month. I mean, it just means at some point we will have back to back weeks. And we just did allow it
now also true. Yep. I'm not opposed. Brian, can I ask you to weigh in? I don't think I got a clear question on my or clear answers on my questions about timing, other than I appreciate Scott saying what he
did and saying what she did about timing. So I'm reading the document. The BOE will identify any proposed changes to recommendation no later than October 7th. That would presume then that the. I'm calling it the penultimate recommendation.
The revised recommendation would have taken place on the 1020. Now potentially 1027 the following week. So I guess my question then is what, as far
as the recommendation, do you do you read the policy of implementation to be that we would vote on that recommendation on that, or vote on the recommendation when it was presented, or is that an information session? And then
the vote takes place in November. I envision that the recommendation becomes more publicly visible mid September. So it's being voted on in the
end of October. I, I appreciate this conversation so much because I think there's not one person in this district that wants to make a decision of this magnitude hastily. I just
have to, in good conscience, channel our employee groups, especially our principals, who have asked us so explicitly to not create the conditions that
they are pitting themselves against one another in this process. And I'm wrestling with how to achieve that very
important ask of us, while also providing more time for the community to sit with this discomfort, because it will put principals in an impossible position where communities,
their parents, their teachers are going to be asking them why they're not fighting harder. We we've gone through that, and it has. We have not fully yet
recovered yet. We still have to figure out ways to hold space for people and manage this change and get their feedback in a way that's thoughtful and productive. That doesn't seem like we're manufacturing a
negotiation with ourselves. And I shared that with you because I it was a real painful experience for not only all of us, but those especially who were in the field having to figure out how to navigate that
tension. I'm continuing to be curious in my mind around how we can try to meet those aspirations, while also holding space for the community. I do
think what doctor Gale said earlier, and maybe you're right, Director Duffy, that it's insufficient, but I think holding space for people where they're at in their local context, in their local
community needs to be a priority. I think lessons learned from what we did up at Poudre High School a couple of years ago is we created an event. And yes, people need to
have that cathartic expression of how they're feeling about it, and maybe we replicate that. But I do wonder if there's a way to do it in a way that's much more psychologically safe
and helps shepherd people through a mourning process that we've been really experiencing for quite some time. So if anybody has any ideas, you know, where you're coming from is a
point well taken around the level of engagement that's needed to meet the demands of the community. But there's also a way that if we don't do this right, it can actually create a
very unhealthy, harmful scenario for a lot of people. I just want to say that. I hear you. I didn't want to cause, you know, more discomfort for
anybody else. However, to echo what Mr. Havel said last week at last week's meeting, one person who was the originator
of the mill levy override came to us and spoke at Poudre High School. That was the only time that he said it out loud to everybody in the community, and everybody was like, that's not
a bad idea. So holding a broader and wider community engagement because it affects everybody, not not only the communities where that school is closed needs to be done. In
my opinion, it's helpful. Does it hurt? Yes, but it needs to be done because that's showing that we are transparent with everybody and that we're not
selectively soliciting feedback from only the schools that are closing. Please. Sorry to just make this more complicated. The
other part of the dovetail, the other part of the conversation about timing is we've also been very forthright about how this is going to impact our choice
window. And so the choice window opening in November, if we were to delay a vote on the recommendation to even the Election Day 113, which for a lot of reasons, doesn't feel
right to me, the, the, the balance there is that if we're looking at an initial recommendation, September 15th and then a penultimate vote on 113, that would provide more
time for these kind of engagement sessions, I agree, but the trade off is that it compresses the choice window so that if people who are affected are either making panic decisions, ill informed
decisions, or we are not setting them up for success. And we're taking the, the, the precious commodity of time so that they can arrive at an informed decision for their family and for their family's needs to get information about
what these recommendations mean. Hey, I'm affected. My kid has an IEP. What's happening with that? Well, good thing we have this action team that has spoken to that. ET cetera. ET cetera. So we can provide more
support to affected families as opposed to just doing engagement for engagement sake. I know that's not what you're recommending, but so I think there is a balance there. And so I would rather honor our community and treat them like
professionals and treat them, treat them with the respect of giving them a decision so that they have more time. And so for me, it feels right to have a recommendation vote on either at the very last October
meeting or if we have to, early in November, so that we can make that consideration. And I know we can move choice within some boundaries, but I don't know. I'll just leave it there.
Windows choice opening October 15th isn't November 1st, and we have. That's our local decision to. For the date that we open. But I would echo what Director
Valdez says. People are waiting for us to make a decision to. To figure out child care, to figure out whether they're going to put a choice application in. Yeah, I think we had this conversation. I'm
just not recalling all of it. So it opens November 1st. And then kind of like the, for lack of a better term, the first selection process happens on November 15th. Is that what it is two weeks later? So the
first round application runs from November 1st to December 15th. That's when you need to get your application in because it's a lottery system. And so it's not a it's not a first
come. You need to get your application in basically during that time period, if you want to be considered in the first round of seat offers. I just want to say the reason why I think this is important. I
think we're we may all be identifying a, a family that's watching this YouTube clip tonight with interest and is thinking about the situation. I'm also very mindful. I think Doctor Ziegler said this very eloquently at a previous board
meeting about the human impact of what we're considering, and that there are going to be teachers and staff members that are getting painful news, and they also have to figure out where they're sending their kids that may have to follow
them. And so that is a lot to navigate for any individual family, but even more so for the affected families. And so the reason that I'm adamant about choice is not the choice will be an escape from whatever
recommendation, but I need, we need to empower families with information and give them the time that they need, including especially those that are most
impacted. I'm just curious if the F, c, b r policy is what we inform our timeline. The one
date that we did leave in the policy is the. It was the October date, correct? I have it right. I'm looking at FCBR
school closure consolidation implementation processes and procedures. Yes. Is it October or November that ended up in the policy. I know we had. Okay.
I think I'm trying to just I feel like we're going around and I was like, we voted on a policy for how this is going to roll out. So, and I don't, I, I,
I'm, I'm still making sense. But so it says the superintendent will provide an initial recommendation to the board regarding school closure, consolidation, relocation at a scheduled board meeting. This
initial recommendation will include an analysis of each of the criteria and consideration set out. The board will not vote on the recommendation at this meeting. Which meeting is
represented by that paragraph? So in theory, it could be the board's talking about a 13th and a 27th. That could all happen in the month of October
when the board first. Here it's sort of a timeline to say like trying to bring a recommendation any later than October for the following
year's implementation isn't feasible and not desirable. And so to do a recommendation and at least have one reading of it in October, and I think that's still a board conversation,
whether you want that to be a a reading and a vote or you want it across two readings. And so then you could leverage your 13th and 27th if you want it to all be in October, or you could
do the 20th and the November 3rd as long as that that first introduction, formal introduction of it happens no later than October. Okay. Because the reason I'm asking that, because then it says
after that initial recommendation analysis, will it be published no less than
seven calendar days before. Yes. So that's I think that's where if it's on the 20th, it I was like, I'm not equipped for this.
Somebody else. If if October 20th is when we are in a board meeting and we are just discussing it at that point, that means it has to be posted
by the 13th, which is why the week before the seventh would be why that's the deadline for us to impact it or change it in any substantive way. I'm just,
I think, sorry, maybe what I need is just a list of dates. So I'm trying to like map it like so on 915, are we getting a recommendation? And then on
ten six, are we reviewing the recommendation? Like, like what are like? We keep talking about dates. So what is coming for each date? So that's what I was trying to do. What is the timeline so that we can see
when things are being. And then I think when we know that timeline that will determine, do our meetings change? Do we need to move up the decision? Do we? Right. So like if we
could just be like date a, this will take place date B, this will take place date C, this will take place, I think would help all of us. But most importantly for myself, that's
something that I need right now. Let me do this in the spirit of guided conversations like Dave did. Everyone who has a computer, please open it up to your calendar because your calendar has pre-populated
whether you've accepted the invitations or not. All the Board of Education meetings from for the rest of the year and even bleeding into 2027. So starting in September, the first Board of Education
meeting we have in September, as of right now is September 8th, the second, Tuesday, September 8th. What Tracy and others are saying is that we will have the initial
recommendation the following Tuesday. So between the two board meetings. All right. So we get the initial recommendation. The next Board of Education meeting is the next week. I'll pause there.
Are you with me? I am, but like, how are we getting the initial recommendation? That's that's what I'm think is missing here. Oh good point. I don't know if we talked about that. Like, is that coming at a board meeting?
Is it sent out in two by twos. Are we going to get an email. That's the important factor. Thank you. Yeah. Yeah that's a great question. So ideally it would be in two by two. And so
we would want to talk with the school staff before it became a public recommendation. And so you would get that information
in two by twos. And then it it would be published in some form or fashion, primarily first to those school communities. And
then whether the board wanted to also, in addition to the two by twos, hear something about it on the 22nd, I question like, is that a meeting for
recommendation? Is it an information sharing? Sounds like it's probably information sharing on the 22nd. Because then if you're going to do two readings for a vote, so then
it's like a three meeting series. So go ahead because that's the most sense. But then I think what I'm confused by is then there's a September 15th date for the action teams. Yes.
So if the date for that is December 15th, then wouldn't the first initial thing we do anything would be at our September 22nd meeting. I guess that's the timeline I'm trying to figure out. When do we get
the recommendation? What's the date for that? Because then we say that the action teams are going to be done September 15th. We got to do a seven day period for feedback and or comments
right before our our recommendation. So like, I think those, those dates set us up for what we're doing next. And those feel like the three components. But no, I think
you're right. So here's where, here's where I was trying to where I thought you were going and this might help. So we get either in two by twos or we, we get it first hit as long as those as well as those
communities. Doctors Eagle on the 15th. Right. That gives us the that week building up to the 22nd, I think the question you had and what I was what I thought in my mind is that there would be then a public
discussion presentation from the CDC to explain the why. Here's how we came up with the recommendation. Here's how we use the policy. Here's how we use the equity administrative guide. Show your work, justify
your work as an informational kind of first read. To Connor's point, that's the first time publicly disseminated these recommendations would be out there. That gives us, if we now go into October. So that gives
us the last week of September, which bleeds into the first week of October. Then the next calendar board meeting would be September 6th. So that's two weeks after that first read, if
we will, or information session from the CPC October 6th. Then you're saying by this that we would need any proposed changes to the recommendation no later than October 7th. So depending
on how the board feels about how they want to do this business and how they want to make revisions, is this a is this a public work session like we're having now on the sixth saying, I've had two weeks to
digest this, more or less or three weeks to digest. Here are the feedback to Doctor Zeigler's point about the four quadrants that I've talked about. And by the way, for the record, I want to go on the
record and say I agree with that too. Then the 20th is the next scheduled meeting, which would have to be the recommendation from Brian to hit the board policy. The lingering question still remains. I think we do not have to vote on the recommendation
on the 20th. We could vote after that, but the recommendation has to hit the last October meeting. So that's as far as I've gotten. Have I missed anything, doctor? Once
again. I recall when we talked about CBR, the first public listing school closures was to
be when it was presented by the superintendent in October. Timelines just shared are fully in September. Suddenly, I just want to call that out because
we. I also directly remember that we were talking about doing the vote final vote after Election Day, which would be the November 15th date, and
everything suddenly very much earlier. And I'm wondering why we have that shift. Not saying we I mean, we have to have community engagement, all those things like that. But we went
from quiet talking to just the schools. And we recognize that some things might leak out, but nothing public until the October date, with an expected
vote. This one's going to be November 15th. Still allowed a full month for choice. And now all of a sudden, it's like we seem to be rushing for November.
November 3rd is the final vote, and I'm wondering where that shift has come from. I know I've been sharing a lot, but I don't I don't see it that way.
What I, what I see is I know I remember the conversation we had that's helpful grounding is that I don't think that conversation anticipated suggested revisions. And then what to do with suggested revisions. So then it becomes, because my understanding is
September 15th is not his recommendation. That is, I'm pointing at Doctor Gough. Sorry, you're you're the amorphous CPC. So I'm pointing at the amorphous CPC in this space. They're the ones that are presenting the recommendation
to get us, you know, our reactions, etc. in September so that we still have a month or so to bake in the final recommendation. So again, the question I've got, which I've already laid out my my case as
far as why I think it shouldn't be November 3rd is for choice and for all those things. And what doctor, Superintendent Kingsley is saying is that if we waited until December or January, we're not honoring the
fidelity of the commitment we made to principals, etc. So that's where I'm coming from. No, I, I agree, I'm not advocating for pushing into December or January. Just I'm still wondering why we aren't
looking at a November 15th target date for a final vote, because that's what I, I remember our discussion being. And that would. Speaking to enough time for things. If
we're getting the recommendation from. Mr. Kingsley on the on the November 6th, where there's some of that opportunity to give some
individual feedback, whether it's two by twos or whatever, I still a little fuzzy on that process. Has to be no, no.
October 6th. Right. So that gives us at least that's upwards of a month and a half before a final vote. I'm just
there's a lot of dates suddenly flying around here that feel very different and just want to make sure that we're. May I, so I and again, there was a couple
of meetings ago, but I remember there was a lot of robust conversation two meetings ago when we first kind of were talking about this deadline. And I think it was Director Duffy who was referencing like September 15th being kind of
like a hard and fast timeline of really needing same as you were advocating appropriately tonight around having more community engagement. And so what staff is trying to do is
make sure that we don't have our entire broader community tuning into a board meeting on a Tuesday night to hear this news for the very first time. You have charged us with being
human centered. And so the September 15th date is allowing us to actually go have very difficult conversations with our employees, with our parents,
and do so in a way that doesn't signal that a decision has been made, but to let them know face to face that we anticipate, based upon all of the rationale that's been reviewed by the A
comprehensive planning committee in partnership with the action teams, that it is likely that they are going to be named in this recommendation to the board. We. And in this
particular proposal, would like to include board members in that journey. If you are so interested. But that was one of the reasons of doing that. I think what you have helped
illuminate for us tonight is that if we start that process of informing people that their school community is going to be named in a scenario, that it
allows us to come to the board. And I think Doctor Gail mentioned this on 922, and we can have a informational update on what that's going to look
like. We can do a first reading in the October 6th board meeting with potentially a vote on the last board meeting in October. I don't know if that's still too assertive in terms of
the timeline, but that would allow for almost a month and a half of engagement specific with individual school communities. And we can think thoughtfully and partnership with you around how to engage
the broader district community. Hearing that that is a value of the board. So I think that you're not wrong to hear that that has kind of been accelerated, but that, to me was accelerated based on
feedback we received from you to make sure that we are thoughtfully engaging the people and doing so in a face to face environment wherever possible. Doctor, is that
accurate? That's accurate. Yeah, that the whatever the board needs in that process. But I would again affirm what Superintendent Kingsley said. We need to let our our people
know first before they that that's not kind that they would hear about it. And for the first time. But in a board meeting. And I would agree, I
understood that to be the September through October process. I still think, you know, a date of October 20th to take our quote unquote potential final vote feels so
much earlier than what I understood. And that's the will of the board. That's fine. I don't recall having that shift somewhere along. And so and that's okay. I mean, we're all
trying to we're trying to be very explicit in our process here. And so I just want I was just calling out something that felt like a shift to me. And if the board's okay with that, I mean, can I maybe sorry, I was
just it'd be helpful to know, like, what's the day that you want to actually vote? Yes. I just want to circle back. And I
publicly expressed the need to have us write out the dates, and we have not done that, because I believe that will help our process. On the document that was given us, it
says November 3rd. I would like to maintain that date. So if we start with November 3rd and we write all the dates out that are important, our board meetings, the September 15th date for the action teams, and
I know we've been third date. And then we can look at the dates. And if everybody kind of like we did with the dashboard, well, right, all those dates out, then we could write the sequence of when
recommendations are provided, when we would need to vote, when they could inform community members. And instead of us going back and forth, we all have in front of us the
exact dates and list and activities that are going to take place. So I would like to reinsert that into this conversation. And if that's a place we could all gather
around, I think it would really, truly help us figure out what our timeline is for this process. So I'm going to start, is everyone in agreement with that? I've been trying to do
that for the last 15 minutes. I'm gonna start with the vote. At least its origin was November 3rd. We would get the
formal recommendation from our superintendent. October 20th, we would engage with our school community like we CPC, the collective, with the schools
that are likely to be identified. That is September. Now, the there's pieces to September that I think we need both the historical context for and the layers that go into
that, because the week of September 15th, engaging with a school community, there is the administration administrators who will need to know first and process. They will have to have
conversations with their staff. They will have to have conversations with their community. That is not, in my opinion, that is not going to all happen easily the week of
the 15th, to the point where all of those school communities are going to have had the opportunity for robust engagement. By our September 22nd meeting. I personally
don't think that would be a kindness to those communities. People can have different opinions, which is why I would not recommend anything coming to a formal board meeting until
at the very earliest, October 6th, but I would prefer to hold to our original timeline of the 20th is when it comes to us, and November 3rd is when we
vote. My only concern is my only concern is the choice window we were talking about earlier. And I would say we'd probably want to move that to
give families more time like we were talking about. So if we are going November 3rd, I think choice needs to move back somewhat. So maybe that thought the week before or I mean after.
I'm sorry. Yeah, the week after. If that's enough time for people to absorb all this. I mean, they'll have had time, but they won't know for sure until there's a vote as to
whether this is happening or not. And so that to me, I'd rather I'd rather do the end of October for the vote purely for that to buy a little bit more
time there. But I'm I'm flexible on that. I would just put into the room that as soon as a conversation happens in a school building, this
information will be widely publicly available. So to make an assumption that anything is contained in that week of September, I think would be a misstep. And I believe that the
district should own the message about the information being shared. I do believe we need to center the school community's first with the anticipation that we will be communicating that widely, approximately at
the same time, I do think that impacts your timeline. Again, I just want to do dates. So I have I just naming this because
we haven't like, I know I'm harping on it, but it's like all those things matter, but what is our timeline? So just so I'm clear, what I had, just
as you said, the vote on November 3rd, we are doing recommendations. So the final recommendation comes to us on set on October 20th. The
schools are informed when. What's the. I have so the timeline I have is November. The dates I wrote down is September 8th, September 15th because that's the action teams.
September 22nd, October 6th, October 20th and November 3rd. So when are schools being informed? So they would be they
would be informed somewhere between the 15th and the 21st of September. But then there
was a conversation about us giving feedback around that recommendation. So is all that taking place before September 15th? So before September 15th,
the board would have conversations through two by twos. And so then so the 15th through the 22nd schools are
being informed. We have board meeting on October 6th as it stands. So there will be what will happen at that board meeting. So we could choose to have an update on September
22nd or our 1st October meeting. I just typed up the dates. Would it be helpful if I pulled them up? That would be great. I just think that like, we want
to give people time to process that. We want to account for the school of choice date. That's just knowing what that is to me. That tells us what board meeting we have to
consider. I also want to say that November day, I believe, is coming from the conversation. We had a couple of board meetings back that was pretty extensive, and Brett and Tracy just said an audience while we
had a conversation amongst ourselves. And in that meeting, we were emphasizing a later date of November. And I feel as
if they brought that date to us. And then and then I agree with Scott school of Choice. It opens on the first, which is a Monday. I mean, no, I just have
my calendar up. Yeah. The first is a Sunday. We would meet on that Tuesday. So there's just a little bit of difference in terms of those dates. I'm obviously not managing the
process. So I don't want to say it's easy, but just saying that in terms of crisis, it's not like we're we're doing something that it opens
November 1st and we're not doing something until November 16th. It's like a two day difference. So just if we could just clarify that, here's what I here's what I'd like to propose then because I was
working backwards to. I am fine with the final working backwards. I'm fine with the final vote taking place on
election night 113, I am. That would also mean for me. I would propose that we move the choice window by one week. So the week after that vote, which to.
Doctor Ziegler's point is not it's enough. That means the final recommendation I still want on 1020. I would say if there's two flex dates between when we're going to get the
first round of recommendations, which again is 915. So we've got two board meetings in between on September 22nd and October 6th to to address some
of Director Duffy's concerns, I would I would suggest that we don't do a formal update or have the CPC present on. 922 to give more time for people to
breathe and to respond so that the. The first update will have been meeting, will have had conversations amongst us and with community members and constituents by ten six, but they have a deadline of getting
any proposed changes to the initial recommendation by ten seven. That's the date after the ten six when we're going to get the information. So I think it could be an information slash action if there's going
to be motions to amend the recommendation for a certain way, then we can all vote up or down. We can have seven different proposed revisions, but we do it in public and it's in sunshine, etc. But the final
recommendation sticks. 1020 final vote sticks. 113. I could be convinced to do the final vote in 1020 because I don't think, yeah, I'll just less is
more. So I'd say that to to marry where I think most people are. I think 113 would feel right for the final vote recommendation. 1020 and then either getting some kind of formal presentation from the
CPC on either 922 or 10 six, does that accomplish everything I think CPC needs? I like what you just outlined, doctor. Thank you for capturing this
conversation in these bullets. My, how do I want to say this? If we begin informing individual school communities
as early as 915, I think it might be a mistake if we don't have a public conversation in this boardroom on the 22nd. It doesn't need to be the form. I
just think having a public explanation of what's happening in addition to like what we're communicating via email, via social, I think would be really important. And it's just another opportunity where we
can have public conversations in here about the recommendation. Could I recommend that at that meeting? And you're saying the 22nd of
September that we have a schedule for community engagement laid out to announce to the public of where and when we're going to be to do
engagements on that night. I think that's fair. Thank you. I think, again, with the dates, we have a document that says
action teams are not bringing anything forward until September 15th to say that we're already going to make make announcements. I'm just going to say that's concerning. So how are we able to go ahead
and inform schools if we have a document saying that action teams aren't completing their stuff until September 15th? This just isn't on a PowerPoint as well as a document in front
of us. The date is September 15th, but then we're saying we're making a recommendation on September 15th. So. I would
turn your attention to the back side where it says approximately September 15th. So the idea is the CPC is going
to meet on September 14th to have pretty much at that point, everything that we need from action teams, as well as the
scenario development team and. And so the CPC essentially will do their consensus vote on September 14th at that meeting
to move, to move forward or not move forward at that point in time with whatever is brought forward. And so if we hit that
September 14th timeline, then we would need a couple of days to kind of put that together, probably start talking with
principals and staff. The 17th, 18th, if the board desires us to come on the 22nd, we would have the 17th, 18th and 21st to
talk to the affected staff. So that that would be how the timeline would have to work. If if we are set that September
22nd needs to be the public presentation, I would argue we have some flexibility between the 22nd and October 6th. I think the current timeline
sounds great. If we can hit all of the markers. If we get to September and the CPC for whatever reason, just needs, even if it's just to sit with
it for a minute to make sure that they're really comfortable with it collectively, I don't want to have a hard line that you have to come to us on the 22nd. I would argue at this
point in time, action teams haven't even started the scenario. Development hasn't process hasn't started. I don't want to lock us in to the 22nd
or the sixth until you've had more time to actually coalesce, to decide how. How easy is it to coalesce around. This is
like, really the this is the solution. Like, this really makes sense. And it's more obvious than we thought it was going to be. Right? Because we haven't done that work yet. I
think at this point we have consensus around November 3rd. I think we have consensus around October 20th. I am comfortable leaving September, late September, early October
meetings, flexible at the moment until we have a better understanding of where we are from that fall. Yes, I affirm that I think I like just the
name. I wasn't trying to say that these are the exact dates and set in stone. I just felt like it was important for us to see the flow of what decisions and actions need to take place.
So I want to say that first and second, I affirm what you are saying in terms of the dates. Other concerns are going to
express a further important concern that I. Let's pretend these dates stick just to make it a little easy. September 22nd, we're supposed to get our
public presentation of the plan. That means it goes public at the latest September 18th, when the board documents get posted.
Oh, and I'm going to recommend that actually, that's already kind of almost three days too late because that's three days of zero communication from us
as a district and three days for the rumor mill to go absolutely insane. And that has to be addressed extremely well as part of part of our change
management once. And I agree that the schools need to learn first, but as soon as they learn that clock ticks. Speaking to to what Lauren's point was, and we've got to say,
and it does not give time for the schools to embrace it. And that's this is the part I don't have a good answer for. So this is maybe a great conversation point, because we can't ask
them to not say anything because that's unrealistic. We've also got to make it very clear this is when it will come out, and we cannot leave that. John's hair will turn gray in a
matter of hours. I would dare say, if we don't have a very this is when it's coming out. It's going to be on the agenda. I think we've got to be
extremely tight with that. And quite literally, it could be. It needs to be within a matter of hours. That would be my recommendation based on every communication protocol for when
big decisions come out, you don't leave it. We're not going to play the Friday coming out of DC game, let it matriculate over the weekend or anything like that. We're going to be
good about this and I think we've got to address that. Can I to to your point, and I think I would lean into Doctor Hutton's recommendation to what could be feasible. And so let's
take the board meeting conversation out of the equation for a minute, is that we would be able to have space
to talk with primarily staff, at least through September 22nd. And then September 22nd. We would do a district wide
communication that we have, you know, concluded our, you know, not concluded, but we have begun the final process of submitting our recommendation.
At that point in time, I would suggest we would say, you know, these are the school communities, and here's when we would have the specific community engagement dates. And
so we would announce that in that same communication. And so the community, you know, when they would occur at each of those school locations, if there's a desire to do
additional larger community engagement sessions when they would occur, and that serves, we wouldn't need to do a presentation on September 22nd
to the board. We would just do a district communication that names what's going to happen next. If I may, I would
generally agree with that, though. I, I would put into the room again, I think as soon as you tell a single school community you have made a district wide announcement, whether or not you put that out formally. And I would advocate
for owning that message, putting out the message formally. And I know that doesn't give everyone the kind of processing time that we would like to be able to give communities. I think the
reality of the speed of information travel is very
different. I think. I. I think I just want to ask us to think
about how we want to manage this and what are we responding to and what are we prioritizing? Do we give those communities an opportunity? There's going to be, yep, the room is going to
start. People are going to know and all that, but not everybody's going to know. But the moment we send that communication out, a whole lot more people are going to know.
And so all of this is a reality, and we get to decide how we respond to it. And so does it just make sense to give those communities an opportunity to process that? It's going to be
out there? Great. People are already going to have rumors. Now. People have rumors now that they're thinking about decisions have already been made, right? It's there. So let it lay. Let the people who need
to grieve, grieve, right? And then, okay, let's send out the district communication to say, this is the truth. I just want to get us. It's like we're
we're reacting. Oh my God, the community's coming. We've made the decision. They're coming for us. We gotta control it all crisis mode. Right? And do we is all I want to put out there.
And maybe probably one of the best things we can do right now is allow those impacted communities to breathe and to let that settle and to let that feel. So that's just my sense. What are reacting to, what are
responding to, and are we controlling the change process? Or are we reacting to the change process? I couldn't agree with that more wholeheartedly, because the one thing that we have not discussed in this space, and I
feel myself a little sickened for it, we haven't had a single conversation tonight about how students are going to be impacted. And so the community that you're talking about, Doctor Ziegler, is not just
staff that may be looking for new jobs, or principals may be looking for new jobs or how it's going to affect they got to get through the next couple days of school with their kids. And I think not only that, they're adults, but they're
humans first. And we got to let them process so that they can still show up for their students for the rest of that week. And if that, if the information gets out, it gets out. If rumor mill starts, it gets out. But to your point
about managing the change, if we're not student centered, if we haven't thought about the impact of our students, at least that week, and if that week is what they need to, to, to internally huddle to get a game plan for what it's going
to look like for their staff, for everyone else, then I agree with that. So I think I think all of the communities are affected. They get to know first and then, you know, the district messaging can wait a
few days. Again, I've got I know there's communications experts behind me that may want to get in, but that's how I
feel. I'm just going to reiterate that's a known failure in communication protocols to leave it for two days and just let it languish in the community. And I don't
think that's appropriate. And I understand the grieving, but I think it just gets exacerbated by the rumor mill explodes. I think that makes that grieving that much worse and that much
more difficult for people to process. There's reams of evidence that says, this is how you communicate, and we should follow that. Be very explicit, be very proactive in our
methods and how we notify the community and how we go through it, because leaving it out there is not the way to do it. And let's not repeat history. What have we simply what if we do inform the community without
naming the stuff, but say an official announcement or information will be coming to you all on set dates? Part that's part of what we should be, what we're trying to
establish. Now, here's the dates that are coming. And I recognize we don't have the you know, the CPC may need a little more date. Maybe we should make a little more time in. And by this date, this is when it's
coming. No, I'm saying like, we could do both. You could still let the schools process and still control the rumor mill. It's going to happen. But guess
what? Community? We're going to send out a district wide communication clarifying things for you on this date. It I'm going to I'm going to yield the
floor. And this is not a space that I'm going to enter into. I appreciate the conversation dialog. Thanks so much for listening to my suggestions.
Then please. Staff has the information that it needs to move forward with the plan, and we can certainly continue to check in with the board along the way. If there's any other future modifications that are
required. I would agree with that. And I think as far as when we communicate, when we communicate with community, this is something we can talk about come August. I don't know
if this has to be finalized on exactly when a communication is emailed or when which meeting the board gets an official update. I, I think it's 11 p.m.
and this is a very emotionally and heavy conversation. That's all we've done today. So I really appreciate that. But if we're in a space where we're generally okay, I think we hold
until we have more information. Okay. Seeing none. So I'm going to assume that's the right direction at this point. And
then yeah, I'd like to move that we. Revisit, I think it's was it 5.2, 4.2, 4.2 for the next board meeting? I would
agree. I will say two pieces on that one. I oh I'm so sorry. Thank you Connor. I have
gathered all the things that we have forecasted as important items into a document. I will share that with you all. I'll share what has already been done. So look for that email. But yes, we can postpone if
we're collectively okay with that. Okay. Vote please. Conor Duffy. Hi, Kevin. Hi, Scott.
Schoenberger. Hi, doctor. Andrew, Spain. Hi. Jessica Zamora hi, doctor. Karanda Ziegler. Hi. Motion passes six zero. Thank you. All right. We
will end our meeting at 10:53 p.m. still on June 16th. Thank you everyon