##VIDEO ID:mPBr_dpqb-Q## e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e looking in the wrong direction still sorry good evening I call this meeting to order at 6:19 pm tonight we have pres directors titler defres Ramirez after and myself meaning we have a quorum thank you to our interpreter astred would you please share the interpretation instructions with our participants and then we can turn on the interpretation function thank you the first business in order is the approval of the agenda directors are there any proposed changes to the agenda being none do I have a motion to approve the agenda as presented I make a motion to approve the agenda as presented Zar second I again all in favor say I I I all oppose say no motion passes our next agenda item is our opening celebrations and updates by our superintendent Dr Anna C all right good evening um this Friday October 25th is one of the two staff workdays that we um do not have students in school because we dedicate these days to parent teacher conferences or parent Guardian conferences so across the district schools um use that day to develop flexible schedules that would accommodate parent and guardian availability to ensure that every parent and guardian has the opportunity to meet onetoone with their students teachers um so this work parent teacher conference is for us even though we have a day um without student it's not a student contact day the conferen has actually kind of happen over the last last week and this week um to make sure that we have that we can connect with families um dedicating time for these critical conversations is Central to our strategic or our strategies to strengthen academic achievement you all will remember that one of our five strategic PR PR ities for our new strategic plan is student centered Partnerships and we know that partnering with partners and families is critical to Student Success and I what's really interesting about parent teacher conferences is that when you look at the evidence and the research in um the field of Education when we're trying to figure out what is the highest leverage strategy for parent Partnerships the research shows again and again that the most important thing you can do as a school is to facilitate the one-to-one conversations with parents Guardian and their children's teachers that focus on student strength growth growth areas and student well-being and in those conversations work toward shared goals aligned understanding and collaborative action plans so um it can certainly be frustrating as we're trying to kind of take more off of teachers plates they have a lot um and but this research is hard to deny and what it really tells us is that no matter how many um fantastic advisory committees or parent coun our parent nights schoolwide celebrations that we hold if we want to move the needle on student achievement in partnership with families the parent teacher conference is our highest leverage strategy this is really critical work and it takes uh incredible teamwork to pull this off so we have as you all know almost 6,000 students and their families that we're trying to connect with one to one um our conferences are hosted bilingually uh we ensure language access for everyone and schools work very hard to make conference schedules available and accessible to All Families all of our schools run their conferences differently but they have the same goal which is to facilitate these high quality conversations so just want to recognize all the staff who have been working very late hours these last couple weeks uh being present sticking around to take additional time with families and ensuring that families feel welcome heard and valued through the process and a huge um want to really just share a huge amount of gratitude for families who are showing up with this work showing up with questions and concerns um and and really trying to lean into to partner with our schools it's a critical component to ensuring Student Success uh additionally wanted to celebrate our our ninth and 11th graders who today took the PSAT which was one of our critical metrics for measuring student academic growth and achievement um this schoolwide testing of course requires all Hands-On deck so a big thanks to to students and families for making sure our kids were ready to perform today for adjusting to kind of adapted schedules and then for our staff flexing their schedules their curriculum their Cadence to support test taking activities and we really look forward to seeing how our students have done on the test um so thanks to everyone working on that and then last just want to really thank our board members who I want to remind everybody our volunteers for all the time that folks have been investing over the last few weeks um to make sure that we have our fall board member visits to schools there's been a bunch lately these visits for those um who don't know this our board members commit to really taking time during the school year to go to every school to talk with school leaders to get into classrooms and they help the board directors learn about strengths and challenges of each school and get a sense of school culture climate and classroom activities so lots of thanks to our school leaders who've organized very thoughtful and transparent presentations and who also coordinate classroom visits that show all of us a range of content and teaching styles um and a big thanks to the teachers and the students who often you know just kind of keep rolling with it when our big group of board directors and administrators kind of just March right into their classroom with Note papers and take notes and the kids um it's been really fun to watch you all perform and to the teachers who welcome us and just keep rolling we're so impressed and grateful for the time thank you the next business in order is the superintendent report which will be a dist a district uip presentation from Chief Park presenting the 20 2024 25 school year uip this evening um our district unified Improvement plan is uh part of the work of the state to ensure that all of our districts and schools have a cycle of continuous Improvement um to improve student learning and system Effectiveness and part of it is also grounded in the education accountability Act of 2009 um that each Colorado district and school does create a um an annual Improvement plan this is intended to be a culmination of strategic work that happens throughout the year is not intended to be a frantic thing that happens in one month in the fall um and so this is what you'll see in our district uip um is uh evidence of that in the 2024 school year CDE also released a streamlined template um which uh helps make the process a little bit smoother um and so it is also designed to include all the components that uh need to meet state federal and program accountability requirements this is a high Lev uh flowchart that shows our prioritized student performance priorities root causes and major Improvement strategies and the uh font's pretty small I did pull them out into separate slides but what I do want to point out here is that this um uh last year we engaged in the entire year in a comprehensive strategic planning process for the next five years as a district and what you'll see that is captured in both the performance priorities and our major Improvement strategies is a is tight alignment to our second priority which is rigorous learning for all and so part of um uh this initiative came out of pretty intensive work uh uh many observations or stakeholder groups um input to identify um this priority as one that is really critical as we think about um access and success for all of our students making sure that they can engage with high quality instruction every day um and specifically improve our outcomes for students with disabilities and emerging bilingual students and our latinx students and so you'll see these five initiatives not all five but um four of these were tightly aligned to our major F strategies after getting our district um performance framework in late September um we did identify and confirm that these four areas were the prioritized um student performance areas so there student attendance Elementary early literacy achievement our Middle School Ela growth and achievement which um as a level did experience pretty um big declines between last year um between spring 2023 and spring 2024 and then our SAT reading and math for minority students and multilingual learners part of the work of the uip is to identify the prioritized performance areas and engage in a thought process to identify what the root causes were um again these this uh came out of a lot of intensive and thoughtful work over the past year to identify what is um what are the root causes that are contributing to the prioritized performance outcomes so you'll see these listed here and a couple of things that um have been consistent and persistent uh sort of questions um and root issues couple of things I want to highlight here is um the inconsistent feeling of sense of belonging and student mental health is something that we've identified in both our Panorama data and our healthy kids Colorado survey data if you remember from our last board presentation um there are um some culture changes that we have um engaged in over the past couple of years and those things do take time but um also a core piece that you'll see in our uh priority on rigorous instruction is to make sure that we have Equitable access to grade level cont content for all students and we think about that we think specifically about the ways in which all of our students whether it is a gened student a student with a disability a monolingual english- speaking student or an emerging B lingual student can access the Burress content in the classroom um we do we had also identified and part of the work was with the extensive classroom observations with attuned education partners and what we see in our own observations as well consistent um uh high quality rigorous core instruction with appropriate scaffolds and accommodations that don't lower that rigor and then finally our uh tightening of our instructional coaching systems and consistency the work which we started last year and have launched this year so our five major Improvement strategies here um include reinforcing student attendance expectations we did have an attendance celebration where we had um some improvement year-over-year across the district in our average daily attendance but we don't want to lose the focus on that so we did leave that as a prioritized performance area because we're not quite 96% that we would like to get to um setting rigorous and clear academic expectations across um was identified because uh if we don't have a clear vision of Excellence for what we want to see in every classroom or what instruction looks like it is very hard to actually teach towards that and so that is work that is happening there's work that we identified where we need to develop and refine our high quality culturally relevant curriculum several years ago one of the um big initiatives across the district was to make sure that we have a guaranteed and viable curriculum in all of our our content areas and our grades um and we still want to make sure that that is happening because that is a foundational part of of classroom experience our observation feedback and coaching systems we' identified this is a high leverage uh professional development um actual activity to improve teaching in the classroom because it is personalized um it is relevant um we uh did a lot of work and are continuing to a lot of work to ensure that we're aligned in high quality coaching what it looks like with action steps and able to to um provide consistent support with that and then finally our unit and lesson unpacking understanding um in particular one of the areas we had identified in part of our strategic planning work was that um in some classes in several classes even though there might have been high quality materials the students were not necessarily consistently um accessing it um and so we had identified that as another Improvement strategy I've linked here our draft action plan which I don't have a slide of but you can click into it and see it and it is um at where the specific action steps are outlined for each of the Improvement strategies along with the proposed deadlines and owners um and status in that plan and finally when we uh look at our annual uh Improvement plan we do compare our current performance and our projected performance for one year and then two years so you can see our projections and our goals for attendance our Middle School um mean scale scores on Cass Ela um and then our dables and Lea achievement for um our early Elementary literacy and then our SAT Math reading and writing specifically we had pulled out the performance and the mean scale scores for minority students and are multilingual Learners so you can see the goals that are outlined for 2425 and then 2526 I don't know how tightly people follow all of our mission measures but you'll see that some of the the fiveyear measures um is aligned and these are um uh performance areas that we had identified as part of our mission measures as well in that strategic planning process um our next steps are actually to get some feedback from the board here um and then actually Implement and monitor the steps that are outlined in the action plan the thing I do want to highlight is the uh part of the action plan is meant to pull out and codify um the work the core work that is happening this year it does it does not list every single thing that we're doing there's a lot of work that we do to quote keep the lights on um and there is a regular regular work but we do want to highlight some of the core work that we have in our action plan open up question thank you so we'll now have two minutes for each board member to ask questions and provide comments and then five minutes for the board as a whole director Dees sure um I appreciate the thoroughness which with with which we got to dive into this in the work session so the board does have kind of a a base level understanding going into the conversation and I just um we were talking a little bit about how far forward the district has come in the development of these and um the direction that they give in such a clear line item way and I was just interested in um if you could share just publicly what kind of involvement the local schools have because they each do their own is it teacher based where do you get your input from as these are coming is it all led by you led by principles and just sort of talk about that process development again yeah this one um was largely built off of our work we did for the Strategic plan so we had lots of stakeholder conversations on what the core work should be and our priorities for the next five years um there is also consistent work with the principles and understanding um their school performance framework or the district performance Frameworks um to identify the uh are these right priorities for the year um uh this specific plan was presented to the dck a couple of weeks ago to get their review and input and feedback as well um the primarily with the Asus team which is our achievement culture and equity for students team formerly known as the instructional team um engage in more of the core planning of the action steps starting last June um and then we refined it after getting our district performance framework results and so the work working here in the district plan was largely um uh with those groups the schools and school leaders um with their school specific uips they did submit them earlier in October actually reviewed them and gave them feedback to also confirm this aligns with what we're doing and so what you'll see is pretty consistent Focus areas across our schools um in the areas identified as prioritized performance areas and that makes sense because our district performance framework is encompasses our performance of all of our schools in the district and have all all schools have submitted and received feedback on a uip the schools that submitted their draft uips did get feedback we had several schools who were eligible to exercise by a nail Flex this year they chose to do that this year um it doesn't mean that they don't have any kind of por they certainly do um and this part of the thoughtful work that they had put into the previous year's plan um and the schools that are eligible to exercise B annual Flex are the ones who are on a performance plan in their school performance framework director Tyler I would just like to Echo the sentiment of what a great job has been done in these last three years in making the uip comprehensive overarching detailed and really looking for what we need to do as a school and making ourselves be in a better position so thank you for all the work that's gone into that I did have um a couple of questions relating to the student performance priorities and I still have a couple questions on how these are geared towards the different Learners that we have in the schools and especially for emerging bilinguals and I see that one of the performance priorities targeted minority students and multilingual Learners in high school for math and reading I would like to see more of that happening especially at the elementary level also I think in future plans would be a great thing if we could have that sort of differentiated between the needs because as we're looking at students who start kindergarten with us who are emerging bilinguals are and are non-english proficient that these students have different needs than do our anglos who come speaking English already and I think having those differentiated markers would be really great in the future if we could have a little bit more of that and how that affects the Equitable access to content depending upon their language levels and I think that's something that I would like to see focused on more in our future uips so thank you thank you director after thanks for this um I have a few questions do you what does the state do with it once you submit it not much sorry if someone's is listening it's actually so the way it works is that they um districts are responsible for accrediting the schools in the district and so it's our responsibility to like review and make sure it's set there's some schools especially if they're on a prioritize Improvement plan or turnaround plan where they the states do typically prioritize those schools and so um there maybe there typically some schools in a turnaround plan or prioritize Improvement that Iden ified that they will take a closer look at um typically if a school is at performance they I haven't experienced them giving more feedback but is really more hey this needs to be done do it by this time do you have it ready okay so it's required but you don't requ statute yeah but you don't expect to get feedback on it but they might but they could get feedback on specific schools they could and that's primarily if they're on a turnaround plan or prioritize Improvement plan um okay um can you just explain this oh uh do you submit the action plan the uip action it's linked yep yeah so um in the action plan can you explain what the different statuses are they're all green which looks good um but what's the difference for example between something that is started and something that's on track if it's started does that mean it's not on track no it just means it's started it so it might depend on the month or time that it's intended to start and you'll see I mean hopefully right if it's on track it's because there there was a start date that's not recent um so we'll know that it's on track versus just started and then if something is not started intentional uh can you explain why we would is that just designed to be started at a later date yep if the original plan I can see one right for the peak process stocks in handbook um in initially writing the plan I put August 1 but we with not started intentional we've intentionally delayed it I think I can update this time frame um it wouldn't necessarily change the end date um but this is not a thing where hey this was supposed to start and it's Mission critical to started right now we haven't but if we've prioritized another area in order because it feels more important at this time we'll know it's intentionally not started versus we forgot about it okay um and then how much I know you said that this piggybacked well on the Strategic plan work that was being undertaken last year how much work does it typically take for you to put this together for your team to put this together every year is this a huge undertaking I think if it's done well it's um the difference between having incremental Parts completed throughout the year because of intentional planning versus cramming it at one time so um um the first time I did it because we didn't have one it was an intensive amount of work because there wasn't anything um but it was due like two months after I got here so um that was hard uh but I think once we get into like more of a um Cadence of planning and strategic planning it is less um challenging I think it interestingly the biggest challenges in the past had been um technical difficulties the template had been W because it and and I think that actually deterred a lot of people um because you put a lot of work in there and it wouldn't save and and all this stuff um I think the other piece is too um it's it's a check right like if if you have a lot of things in your in a strategic plan um or written or captured in a lot of different places I actually think it's good disciplined work to put it into one place um that everyone understands and so that might feel it is intensive work I think it's important and um it feels a little bit more intensive in September and October than it might have in March because it's imminent um and there's a pretty quick um there's a pretty quick time frame between the time we get our performance Frameworks and between when this is due and so that does feel Challen it could feel challenging in a time where things are very busy in the fall as well thanks director Ramirez yeah um so like the team mentioned we were able to go through this in the work session so thank you to our team for that um so you don't have any questions but I do have some comments um one I want to just mention I think it's important because I think to some of our conversation earlier we've all expressed how much we appreciate the work and the alignment that's gone on to make sure that we have a good uip um but I also think um in the need to create something and to like have something to prove to show to um show the state um I know that we as a team have also worked to tell the community and our parents and our staff stakeholders um what a up uip is and why it's so important for us to have it um and so I think just to some of the conversation we had every school so all of our schools in the RO for school district um except I guess now we have some Flex for some of them that um aren't H have that opportunity to not have to update theirs um but still they on the CD website all of our schools have a uip which is a unified Improvement plan um that we um show basically as proof of like what our schools are working towards um the Sachs the school accountability committies in each School are supposed to approve them what which is why this board and our boards have really um pushed for there to be a l in that and for us to have functioning sacks um because it is a document of the school to make sure that there is alignment in that school being successful and then we as a school district have our uip um that is aligned to our values to our strategic plan to what we hope the schools will align their uips to us um and then that gets the prooved by the board so it's I think you know my I'm going to ask for one minute because I just want to finish my comment um but I think it's incredibly important that we as a school board and us as a district Community never forget that it took us a really long time to get here to this moment and that we need to be consistent moving forward so that we are not finding ourselves in a moment in time where we are not holding ourselves or the district or schools accountable to the success of students across the district so thank you to the team thank you to to our leadership who has worked so diligently to make sure that we have this that we are being successful and creating systems um because this matters this work matters and I really appreciate the dedication from our team to making sure that we are committed and accountable to making sure that um we as a board see this that our staff sees this that there is a focus on this and making sure that we have it um and and that that structure is set in place so thank thank you thank you uh I also don't have any specific questions on the uip well should I do have one how many schools did opt out of drafting a new IP this a new uip this year using the bional flex eight seven sorry seven seven and were the was that communicated to the Sachs that schools probably don't know I don't do that I I don't communicate with the sax but I'm not sure if they did they should went their school leaders and every so what that means is that the every school has at least one from 2324 and that's the oldest version they have and then our schools who submitted new one have one for 2425 okay um I was just curious because I know I had a question from one one sack member asked me about a school that wasn't is in performance they are in green didn't have to do it and I was like I don't think you're going to get a new one this year um so maybe we need to make sure we let School leaders know that they should communicate that to their sacks so their sacks aren't planning and preparing to review a yeah a new uip they should actually though focus on implementation like that is a key part of the work and so they would it's not like a plan from 203 24 is no longer valid I think a lot of the work still Builds on it and so they should still be like are you implementing these things do you have some updates or revisions which the the schools do none of the schools who exercise Bal Flex that's a double negative the schools who exercise Bal Flex still have intentional priorities and focuses for this year that they've planned the work of transferring that to a uip template wasn't done but that doesn't mean that they don't have an intentional plan for this year right so that is they should they can they can and should still be sharing those Focus areas for this year maybe that's something where I can connect with the DC members that built out the sack handbook to include some comments about that so there isn't confusion oh yeah in future years and I can do that um just I don't want that to be confusing for sax and them to feel like they're not getting a new uip when yeah because it is grounded in the school's strategic work right and they all have updated strategic work and priorities so um and as we've all said this being kind of the third year that we are completing uips with with Fidelity I think it's still some learning and growing for all of those involved y um but I really just wanted to Echo thanks for all of the work on this I think that as I said in work session and I want to say it for the public to hear too this is a massive shift for our district to have a solid plan moving forward both for the districts and for each school and to be talking with engagement groups about implementing it um and it's something that I as a board member as a parent and very grateful for this work um and I know that it was a big lift as director after asked about it is um I know that first year was a massive lift to get it it moving but seeing it become more routine and something that is just ingrained in our culture is a really big win and oftentimes I don't think that I personally pause and think about that when it hit me in work session I just wanted to Echo it here so thank you for all the work on this um we'll have five minutes of open for discussion for questions comments if anyone has anything else I I do have one other thing so is it right that if a parent wanted to see their schools or a teacher wanted to see their schools uip they would look on school school view publicly posted okay and then um so so that's just a comment for the public if anyone wants to see it that they're accessible one thing that is weird and I don't know the reason because I looked at school V before district one and I clicked on it and it you can pull it up but some big pieces seem to be missing which were in the PDF so I don't know what that technical end is so I would just if you don't see all the pieces it doesn't necessarily mean because it's not in there so um but the PDF is something that could be shared as well is it on our website is what is the UAP on our website no I I think this I think school view is actually the best place to go because it um any updates in there it's a live document um will update directly in school view okay else I did want if I said I know that I paused when you asked if it was a lot of work it is a lot of work I don't want to under I don't want to under underplay that it's pretty significant but it's important thanks thank you again at this time we welcome members of the public who have signed up to address the board there are two speakers signed up tonight the board allots 45 minutes for public comment to respect the time of all who are present speakers are asked to limit their remarks to three minutes or less reminder to all speakers to uphold our procedures for public comment we ask you to be thoughtful and constructive with your comments and thank you in advance for sharing your feedback members of the public who wish to share their views with the board may always do so in writing at any time and for this evening's public comment we received one written comment our first Speaker tonight is Sarah Taylor good even evening rowing Fork Schoolboard thank you for giving me the opportunity to speak with you tonight my name is Sarah Taylor and I'm a parot professional at Glennwood Springs Elementary School I'm here to address a critical issue one that directly affects our students in the future of this District the need for a living wage for pair professionals and special education as you may know pairs are essential in making classrooms run smoothly we assist teachers by preparing materials setting up activities managing Behavior in providing one-on-one support with students in special education our support allows teachers to focus on instruction while ensuring that students receive the care that they need Beyond these duties Paris play a key role in upholding the Ida which is a law that guarantees that students with disabilities receive equal access to education it is Paras who make this inclusion a reality ensuring that these students can learn and grow beside their peers this issue is especially urgent in our District because of the high cost of living in our community while pairs across the country are often underpaid the impact is even more severe here the average salary for Paris Nationwide is around $440,000 yet many Paris in our district make significantly Less in addition the housing costs in our district are 53% higher than the national average and our overall living expenses are 23% higher many of us despite dedicating our time and energy to the success of our students are struggling to make ends meet when Paras are forced to juggle multiple jobs to survive this often leads to burnout burned out Paras struggle to give their full attention and energy to students who require consistent support on top of that working multiple jobs leaves little time to build a family or maintain a personal life it's heartbreaking that those of us who play such an essential role in Student Success are denied a well-balanced life we're helping shape the future for our students in this District District but we are left wondering how we can secure a future for ourselves this issue has created a significant Recruitment and Retention problem for parap positions within the district recently the CDE flagged our district is having a 38% increase in special education referrals highlighting the growing need for support however many open par of positions remain unfilled in our district because our wages don't keep up with the cost of living our district has the opportunity to create lasting meaningful change not just for par professionals but for the entire Community by offering higher pay you send a powerful message that this District truly values every educator who plays a vital role in our Student Success thank you for your time and consideration feel free to reach out to me if you have any further questions thank you our next speaker is Fatima caral good evening my my name is Fatima Kuran and I have previously worked as a school asent for early childhood education in our community I have three daughters in the Roaring Force School District my youngest one received special education services I am here to express my concerns regarding the protocols being implemented in our district the Roy Force schools the Roy Force school district has failed to live up to its mission to ensure that every student develops the skills knowledge and character to daving changing world in the last two years I have experienced in sufficiency and direct communication with my students school I find the lack of commitment to provide to providing quality special education unacceptable 10 months ago I noticed a regression in my young youngest daughter speech and overall wellbeing she is only in elementary immediately I made a meeting with the teachers in school where my family and I became aware that the direct one-on-one support my daughter was receiving through her school and special education had changed she was no longer receiving inperson support nor was nor was it at oneon-one by the time I find out four months had passed since the changes had been implemented no communication was made to no communication was made by the school to contact me about these changes changes that directly affected my students academic and social emotional performance it was frustrating to realize that we were halfway through the school year and my student nor I felt supported by the her school this meeting did not provide me with the answers to my concerns and left me in the state of distress I later received a letter that help explain what was happening this letter was to inform us that the special education teacher did not hold the teaching license I grew even more concerned my student had been with this teacher for two years now how could it be that this information was Not only was only provided to me after I expressed concerns in my child well-being student services did not help or support my student with her needs and this has resulted in unfair evaluation and negatively impacts on my students Persona as a result of not receiving the necessary and specific service from her I my student is now experiencing emotional distress and is in need of extra support outside of school although I'm privileged to know the school system resources in the community know the IP process and and my parent rights to advocate for my student these 10 long stressful months have been debilitating I am here asking for your support as a district to ensure that my daughter has the tools and services necessary to succeed in school that all students are being provided with quality education that prepares them for a changing world that all parents including myself have the support of the school and the district and are being communicated in a timely manner to to any changes in their children's education as a parent of a district I do not feel support orur thank you for your time thank thank you the next business in order is the approval of the consent agenda which includes routine Personnel minutes from our previous board meeting policies EG aea gbea gbec gbgb gbj and repeal of policy GBL directors are there any items that you'd like to pull off the consent agenda for a separate discussion and vote being none do I have a motion to approve the consent agenda as presented I move that the board approve the consent agenda as presented is there a second second please call the vote director Ramirez I director kenberg I director defrates I director titler I director after hi the next business in order is discussion on policies BC be BC B DF B DH I I kf- EHC and regulations bc- R and eae ae- director tler will begin with you okay um first one I wrote down I have missed label because I put it as GBA and I see we have no GBA and so that doesn't quite work well it was um titled um in the fourth paragraph if I can find out which one it was it says moreover to avoid a conflict of interest the district prohibits an employee from exercising supervisory appointment dismissal Authority or disciplinary action over a member of the employees immediate family so my question question in that is if we have a um are you talking about the GB EA policy must be we just approve those on okay that was the consent agend one I'm sorry I don't know where I saw that um that is the one about uh person not having somebody else that works for them or their family I believe it is yeah I didn't think I even opened there so I'm not understanding where maybe that is where it was can I ask my question still um within that then if somebody is a teacher and is a principal and they have a family member work is the family member allowed to work at the school or and can they be supervised by the vice principal then or is a family member not allowed to work at the school great question um and we have had the opportunity because we have so many incredible staff in their that their entire family part of our staff um the principal is a as the kind of ultimate director of that school we draw the line with the principal having a member of their family in that same building we allow assistant principles to have members of their family in the same building because the principal can then can supervise that person and that has been the way we have interpreted this rule in the past is so it's it's that a principal could have cannot have a family member in the building working in the school but an AP could thank you my other one um was on staff Personnel security and safety and gbgb um that was also just to Pro on consent so we're on the B policies that are for review happened and what did I open wow okay do you want me to go to director after and then sure come back I'm confused thank you yeah director after yeah thanks um I didn't have any questions about the B policies um those were very clear and well written I thought on the on IC the school year school calendar um can you just talk a little bit about how I understand that there's um the state mandates us to have certain number of instruction days or hours and then uh for this policy we can add we can add more to that as long as we're above the state's minimum threshold is that right yes I I don't actually think it's outlining this policy but yes we can Okay um um and then we can Define from this policy I understood that we can Define what like actively engaged in the educational process includes and doesn't include so like is not included in that's actually State defined soate um okay yeah I didn't really have any questions this on this one either than this was well timed since we're in calendar committee discussions pretty often right now so this was helpful for me to see actually that's all director rir um I don't have any questions since we went over this in policy committee um I think there were some and I'm remembering that we wanted Brent to go into the home rule thing I saw his response I guess my ask would just be if we check to see what the limits were for the cities and if not we should probably do so maybe put this into our next policy committee meeting if that's before board meeting um and then I wanted to flag one um edit I'm trying to remember it was like the 70 do remember on I was like 72 to oh 24 yeah uh I think it I do I think it's in the board meetings when it gives the public notice is that the one where we yeah yes that's the one um be school board meetings we opted for 24 versus 7 so just for special meetings we just made sure to keep it at 24 hours in advance of a special meeting um and then on BH public participation at school meetings I think that we added board member presiding instead of board president and that was was pretty much it these were kind of easier I guess I shouldn't say that but um but I don't know that we had any other things that we sent to Brent Anna do you remember no it really was that home rule and we're still working on clarification there um yeah okay great thank you so much director Dees um I was just two things uh quickly on some of the B memos I forget which one it was it's I think it's one of the code of conduct hold the thing up the line is uh three non three consecutive notias equal cancel the board number right uh yeah they're removed or there I don't remember the exact uh language it was I know I just looked ATC sorry which one are we I just wanted to clarify and then the the replacement is appointed by the current board right if there's ever a time it's under State Statute if there's ever a time that a board member resigns outside of Elections then the board appoints their replacement until the next election oh it's B it's b b the first right well maybe not uh in yeah the board will clar a vacancy if a board member fails to attend three consecutive regular board meetings unless the board member's absence is otherwise excused but I wasn't sure so is it if there's a vacancy it's appointment or does a vacancy open an election no a vacancy of appointment okay yeah it's appointment until the next election so and then that seat is up for election it's not like appointment for a two-year term it's appointment for the remainder of that term right and then it goes on the same cycle as the other elections thank you for clarifying and then I was wondering um since I'm not on policy committee I know you guys have public covered this ikf graduation requirements exhibit markup um we get a lot of questions about the College and Career Readiness of our graduates so I was just wondering if uh dle if you could weigh in on how you feel this Matrix does in in Meeting those goals you know and I would love to have Chief Park also respond to that question I mean you know what we're proposing is just a pretty small change in alignment with kind of the state changes with cutoff scores of the the PSAT here and then um including AP prec calculus but your question is broader you know I think it's it's sticky and I know that the demonstrating College and Career Readiness is even something that is being grappled with at the state level of like really what are the indicators of that how do we show that um this iteration and we talked about this a lot in policy committee we have worked on this frequently over the last four years it has seen a lot of revisions um and I know that we've we've really dug into that question um of what does College and Career readiness mean and and how do we identify that it's pretty Dynamic sometimes feels like a moving Target in terms of the work especially in Career and Technical education um I don't know that I've thought a ton about whether this feels right and move forward and a really well informed way but would love to have Chief Park anything else it's okay if that's a little too broad I don't I didn't mean to dump that on you I just hadn't seen this one before I think there I just want to clarify that there's District graduation requirements which is policy ikf but ik ikf as exhibit is the State graduation requirements and so there's two metrics that we need to hit um and the State graduation requirements does uh if you look at CDE there's a menu of options and so some of those uh the local boards do identify what from the menu of options are we going to include in our board approved demonstration of state requirements so okay um they're two different things and students do need to meet both metrics both the district graduation requirements and the state yeah that clarifies that I missed that this was the state one thank you dror Tyler I would just like to ask one follow-up question on that looking at iekf if the SAT assessment I imagine is the first goto if the student has at least a 470 and a 480 then they met that requirement the state requirement they still need meet the district requirement y if they haven't met that state requirement can you sort of tell us like where do we usually go as a district in this table as like there's a lot of different things but I and maybe have heard that we're doing work keys to some extent but like do we have a general and especially maybe for our elll popul where is their state requirement being met yep so um we should have everybody have the opportunity to attempt the SAT so it as the first line I suppose and that is a that is a state required assessment in the spring if students don't pass the SAT um they can either attempt it again or they can take the acup Placer and that's typically the next sort of line and so that you'll see that um at the bottom of the first page sorry top of the first page accuplacer assessment they don't pass the accuplacer assessment then they can attempt the work keys um one thing to note is the um line on uh act work keys assessment that demonstrates English Readiness the state menu of options doesn't specify English Readiness the board approved ikf from the past does specify English Readiness um actually part of that is because we have consistently asked the state to put into writing would you accept right this in a different language and they have not agreed to put that in writing and so um one of the things we do hold tightly too is um uh in here just because it's outlined here to demonstrate English Readiness um so this part of the reason to where we start with the SAT then they can take acup Placer they can attempt work keys um there are other as you can see there's AP assessments as well we have a number of students who take the AP exam and they can get a qualifying score there so um but the AP is not a required state exam that's is in the spring um there are Assessments in here that I to my knowledge we don't typically give like the ASVAB we obviously don't have international balarat um assessments here um the district Capstone project that's listed here is a little different actually than the required Capstone project that is from the district graduation requirements and so um if there is a district in the state that doesn't require Capstone that is something that they have at the State uh to demonstrate state um College and Career Readiness so if a student were to come in 11th grade as a on um level student from another country and they came here in 11th grade or maybe especially in 12th grade do they have a road to graduate at the end of the year and what would that be yep so um they might pass the SAT Math for example but might not get a qualifying score in in um ebrw so then they can take the accuplacer um one of the accuplacer assessments that meets the English Cut score criteria they don't pass that then they can attempt work keys and if they don't pass any of those we do have a portfolio option for a very limited number of students who can demonstrate Readiness if they haven't been able to demonstrate it through any of the um options here and where is that in the state in this state requirement graduation requirement that there's that portfolio uh it is if you look at the language in our um ikf policy there is a line in there that said in I don't remember the exact quote certain measures there may be a modification allowable that's approved by the chief academic officer it's a pretty extensive portfolio if it would like to turn that in and how many when we have students that don't that are counted as they drop out they don't graduate how many of them make it through the senior year and then don't meet the requirements after finish the senior year through any of the methods I mean because there's there's a lot of methods that they could meet right so like one of these methods in this chart or the portfolio if we say a child a student finishes their 12th grade year are we assuming that they are somehow graduating if they've met the number of courses that they need to take if they've met both District graduation requirements and the State graduation requirements whether that's through um tradition whether they they have all the credits or they have a qualifying score in one of these measures or if they if there's a request for some kind of modification of the district graduation requirements for extenda circumstances or if there's a portfolio request for an extenda circumstance they can certainly do that okay so just once more I'll try to see if I can say it more clearly what I'm trying to think so do we have students that make it through 12th grade have taken the classes that they're expected to take and then not be able to pass one of these measures yes and in those cases they have the option of submitting a portfolio we're able to flag that pretty easily or sorry not easily but earlier on the portfolio is not intended to be a hail Mar of sorts in the spring um and part of that is because they have't attempt at sat and pay sat in the spring or um earlier on taking that I placers so we'll know it's not a it's not like a an April or May thing to know if a senior's on track to graduate or not the counselors keep a pretty close eye on students who are on track or who are off track and where we need to plan for them right thank you um I just have a couple of followup questions on bedh and I wasn't at policy committee so I apologize if you guys talked about this feel free to jump in um I just want to confirm that we are aligning this with the regulation or updating the regulation I think it's a little bit unclear with eliminating the section about questions because as a practice this board doesn't engage in conversation with public comment um there are other portions of this policy that refer to like when questions are asked or if there needs to be further investigation about questions so I just want us to all be on the same page about responding to questions or just accepting public comment um which is a discussion that we've had a couple of years ago but not in recent times um and then to update B dh- which is the regulation that more precisely outlines the process of public comment um for the public in Alli kind of the conduct that's expected um the question piece is is the big piece that I think we should make clear if if we're not taking questions and engaging in conversation during board meetings I don't think we should reference it in the policy um and then on do you want us answer that yeah did you about it yeah we didn't talk about it but I think what we went over was the board member presiding over the meeting will be responsible for recognizing all speakers and so we as I think it was just the Assumption of like the board member or person presiding over the meeting should there be questions asked by the public would be referred to the superintendent superintendent design not necessarily in session but if you think that we need to take that out or clarify it I think we just need to clarify it because the way that it reads now you would be referring the public commentary like during the meeting this should be directed to the chief vhr this should be directed to you know whatever whoever the person might be and that's not currently our practice right so would that be will be referred to instead of May or questions asked by the public um that require I mean I think that in my mind there would be and I haven't thought this through um but I think there would be a permissive if board directors or the superintendent believe that there should be a follow-up conversation they may reach out to the person to answer questions or provide further information um which I kind of think that's a given and right that we do that but if we want to include something just the way that it's read like people ask us questions all the time every every single public comment right and it's not the practice of the board to get into a conversation because we're not going to be able to resolve those issues during public comment time so I just think we need to clean that up a little bit maybe questions asked during public comment that require further investigation will be referred to the superintendent but even then I think it needs to be more permissive because some questions that are asked are just things that might not be a priority or something that we can or have the ability to address immediately I think we need to be more permissive with it and I think we need to think through it a little bit more um can we just add that to policy committee and yeah sorry I just haven't fully fled to which written public comments where people aren't here but I would say that whatever is decided for spoken should apply to both apply to both yeah um and capture everything we just decid I just want to make sure that that we're going to pull back BH to policy committee let's also pull in the regulation to make sure that they're align and then director after you just said something else that I was like oh and that's the third thing Ure that written comment written com treated the same as treated the same perfect y okay um and then my other my other question is on be with the 2472 hour not notice so 72 hours was recommended by casby okay yeah so I pulled up the statute and I think we just need to be precise with words because the statute says that for a special meeting it shall be in the hands of the member no later than 24 hours prior to the hour set for the meeting comma and if it is mailed comma it shall be mailed no later than 72 hours prior to the hour set for the meeting um and so I think this obviously doesn't take account email which is what we've identified in our policy and so I think if we delineate this by saying that each board member receive actual notice 24 hours in advance so like we have to ensure that they actually know that it's happening either if that's a red receipt from an email or a phone call but I think if we include something like that we can have 24 hours and I would prefer to have 24 hours actually I just so Brent added notes on this I just saw that did you see that yeah we had because we had questions about the waiver comment which I don't know that I'm still 100% clear the paragraph below um oh we were looking for some more clarity there um but I think I think it's a little different than what director clumber is name which what I'm hearing right say is like either add need to be acknowledge I'm saying the waiver notice so I mean what happens oftentimes in hostile boards right is that you hold a special meeting to make some decision and a board member either says they didn't have notice of it to invalidate the meeting or they try to invalidate whatever decisions were made and all that's saying is that if they show up at the meeting that they can't claim that they weren't notified of the meeting like they wave any argument around notice no I was saying that because I just noticed when you said electronic mail uh that wasn't there when we went through policy committee oh so that's why I'm seeing that Brent added all this language because I did not see any of that um so my suggestion was to keep it at 24 hours in advance because it was coming from the secretary and so therefore if we were having an emergency meeting it would be 24 hours right because we have to be able to notice it yeah but that by electronic mail was not there so I'm seeing that Brent also put delete 72 at 204 you see that m I'm not sure why he also deleted it but because he wrote in 24 hours he wrote it out oh next to it or somebody that says it twice yeah I mean I think we had we had moved to 24 hours I don't think he changed anything substantially in the hours but you're right the electronic mail was clarified I think we were and he probably knows that there's some case law defining emale versus male because the statute the bottom bottom note four says if the district is under 6,500 people it can be through electronic 24hour I mean I want then I think it's fine do you want to put I mean we could put language in there that says something to the effect of like every attempt should be made using telephone and other strategies that's a good question okay I don't think so um okay because I I mean there's a world which people don't don't check their email every 24 hours but well that's why I say like if you if you were to put actual notice like actual notice means that they've seen it or you've spoken to them or like you've physically told them right so but if I mean if frent says this to sign then and interesting so I guess this Falls I guess my question to the team though would be would you prefer to have actual notice so you don't have a mad board member that they didn't get notice even though this policy is going to stay 24 hours even by electronic Mill yeah I think that's a good question if we were in the envir team because I board and we were trying to get people together to do something quickly um you want to move that to policy committee and we'll just okay yeah let's pull it in policy committee so let's pull be be back as well to discuss just the technical yeah and I I did just go through I totally missed all of Brent's notes on this so thank you for that flag cther that was all I have on these so we kind of have already gotone into open board discussion but if anybody has anything else on any other policies I we've got five minutes sorry I did have one um oh man oh it was on EHC second read um I just wanted to flag I saw um director plat put include but not limited to doesn't look like anybody has resolve that comment so I just wanted to make sure that if you guys wanted to include that language that it was added to the policy think so and then I had one edit on the drug and alcohol testing for bus drivers that first sentence um I just took theth out because it is a requirement of federal regulations and then on that second sentence it um talks about the federal and federal regulations so I wanted to make sure that we clarified that was my only edit anything else okay thank you thank you our next business in order is a CFO update from Chief shaquin good evening good evening well do you want us to Jump Right In absolutely yeah we'll start with director Ramirez absolutely yes well it's nice to be here and have so we had our finance committee meeting on Monday um you know I think that there are still a lot of questions and a lot of Need for clarity um I think some of the biggest things that um as a team we talk through was just the need for consistent communication coming out of the team um and just making sure that we are as much as possible sharing our next phase or how we're going into this next phase um so I don't have any questions because I feel like at least on my end I have had the opportunity to do a little bit of a deep dive with the team um but I also wanted to make sure to mention what we talked about because I do think that there was agreement in our conversation that we wanted to make sure that we had communication that we were um being really intentional with what we were sharing with the community with our staff to helping um make sure that that trust that we want to work towards was um being maintained um and then the one other thing I'll mention is just that you know there was a conversation on making sure that we as much as possible um made intention intentional strides to stay away from anything that had to do with K through 12 student um like education um I think that for me as a board member is incredibly important that this was an adult error that comes from the district and then we should try as much as possible to stay away from um it affecting students or being at student expense it thanks director Dees um yes since I wasn't in finance committee I apologize if I ask like the really basic level can we do have a full item on the health insurance right yeah don't feel like you have to squeeze it all in here understood yes um I was just interested in the 2023 24 audit statement uh two tiers of these errors that we need to work through and we're currently on the first one um can you clarify that sentence what errors and so this is a part every school district within the state of Colorado has to go through the data Pipeline and what happens with that data pipeline report uh reporting is that you import all all of your tur accounts data and then they have this behind the scenes formula or calculation or software that spits out then all the things that you have to fix and every school district has to fix a lot when you go through data pipeline it's very normal especially um the way that this particular District um just manages its discretionary funding um sometimes those accounts we we know we have to change those once we get that final finally complete Ed and um reconciled and so that's just understood that we're going to do that but there's also some other things that um that changed throughout the years uh for example with um early childhood education they had a whole slew of new codes coming out this year that were actually um brought out after the budget process so we already budgeted 2324 based upon the old codes and so now we're having to kind of shift and move those all around which is part of the work this year but um but that it's just clean up um and then so the the whole goal is by the time you get through those tiered reports that your data is really clean and is 100% in compliance with all the chart of accounts requirements that CDE has so that's a very good question yeah but the the tiers and the level and numbers of Errors you're saying are within normal limits from what you've seen I'm sorry what's that like the types of errors and the number of them that's within normal limits of just going through this process yeah I would say so yeah and then plus just the way that we report um as well and then some of the changes um that have happened over um on Early Childhood side I would say given those two additional items I would say they're in the normal range thanks yeah director tler I was wondering if I could just ask an overall General budget question I know we have the 10% of our budget and then the 3% and what are the reasons for which we have those is sort of my general question because like it seems like they're for emergencies and it seems like we're in an emergency and so why would we not be accessing part of that and using that now to help us and not have to say if we do that next year within one year we need to be at that 10% again so like what would be the instance in which we could dip into that and why wouldn't we be doing that now that's a wonderful question I think that that's very um it's a very deathful question that I hope that this board um really does a deep dive on actually this year um it's on my radar and I think also Anna's um as well um and what you're referring to is like our savings account if you will it's it's a called fund balance um for school district finance and um so the the minimum and I'll just say for our public as well just so people that don't know um our minimum um requirement for our fund balance currently in our general fund is 10% of our revenues and then on top of that there's the additional 3% which is what's called a Taber taxpayers Bill of Right emergency Reserve so that's compliance related okay so then you add those two together and roughly 133% of our cost so so the the minimum fund balance you know really what that's to be utilized for mostly is for emergencies we're we're in a state of emergency and and that is true um we want to be really cautious because we have well let me see if I could back up a second um that 10% is a fairly low on the low end of what you would want on a fund balance policy in the first place and so you have to really protect that with all your strength kind of because if you get midar cuts from the state or something like that and you fall below that 10% and then you don't replenish that right away that means that you're looking at midyear reductions in force and or you know reductions in salary and things like that and and we want to be a bit more able to be nimble with those kinds of unfortunate impacts of the economy and things like that and that would be what we would want to protect that fund balance for is so that we could continue to operate without those types of in impacts on our students and on our staff and so that's why I talk about that the 10% minimum fund balance is is pretty low um and it's not I mean it's still within you know reasonable guidelines but to go much lower than that and to dip into that by you know to say that now we're just going to be at 5% um that really puts the district um in a position that if there is any adjustment in Revenue that that we can't ever go to a negative fund balance situation you know um because of tab requirements and other things and it really kind of puts us at risk we're getting a little bit too close to that Red Zone if you will because there's going to be fluctuations during the year or you could have a big expense let's just say something happens and you need a new boiler or something like that I mean you you need to have something on top of your normal contingencies you can tap into in case of an unforeseeable emergency which this is but then we have to be thoughtful within that too about how we can also bring that back to where it needs to be so in case there is something coming in the future that we're ready for it does that help that helps I still have would ask as like a followup so this 10% of the general fund balance is through board policy correct and you say that 10% is on the lower end can you say what maybe average school districts have you know uh I would say an average school district I mean first of all the I mean there's a lot of things and that's where the Deep dive kind of comes in so I'm going to just talk in generalities the bigger the school district the lower the percent of fund balance because the dollar that percentage is higher and so we're a midsize District okay so given I'm just going to say given a midsize District um um I could see that districts usually would run in the 20 to 45% would be fairly normal 45 to 50% higher and 10% would be on the lower end for a midsize District does that help that that's what I would say off the cuff but there's a lot of variables with that because you have to look at your um how much you're borrowing for your um Bond Redemption fund and for your you know against in and so there's some of those kind of impacts and it ALS your property tax and the percentage of your total um revenues that is property tax based which is always received in the spring is also another thing that that's to be considered so there's within that normal range there's a lot of considerations and speaking of the property tax part that you're talking about and we were presented about the state in I don't know if it was called an in insurance policy some State program that we could participate in so we don't run into those State deficits those deficits that rely on property taxes where do we stand with that and when does that go into effect or not go into effect so that's a very good questions um so it really is gonna I'm watching that very carefully because um as I stated earlier um some of the the the cash dollars for beginning fund balance were overstated in the initial um uh resolution that were provided to you so that means that we could need to borrow a little earlier than we think but um so I'm looking at that month to month to month um right now we're looking at needing to borrow either in December or January there's in the state Loan program currently is at a 0% so there's no cost of that loan lending to the district um back I think it was in 2008 but somewhere in that range or that area the state um actually talked about taking that away or requiring um people the school districts to pay interest on that and so there is a little bit of a caution to put in in dipping too much into into that um and just saying that that's just fine it'll be deal because it is um legislated by the state and they can change that 0% to where it could be a much higher cost for the district so it's just something that also also to watch I guess but right now that's not not in play so if we were to decide as a board and say we did want to help with this financial situation by going into that 10% is that something that is available if we did decide to go that way or with is it not available I would say that that something that um is available we have some amount over the minimum um you know and I think it would really depend on everybody's recommendations on where people felt comfortable with the fund balance I um would caution against that approach as a CFO just you know out of that concern um for for potential losses because we're hearing some pretty bad news from the state at the same time so if we had a more pleasant view of the future um from the state level um maybe that might be a better approach but but that's where I would um also caution so yeah it's always a balance director after um I don't have any questions on the memo thanks for providing it uh director def's asked my main question um and I'm eager to get to the the next item on the agenda so nothing for me are you gonna do start with you yeah um I don't have anything specific on the memo either I think that I'm ready to jump into the health insurance conversation so we will move over to that unless anyone else has anything else within the five minutes I have five minutes you have go yeah um I just wanted to mention one thing because director traes asked about the errors oh um on the audit and I just wanted to clarify because it's two-part it's two-part errors right and so the first one that I think director Dees was asking about was the very like generic these are some of the errors that are common that you would find in an audit and then the second part I just wanted to make sure to clarify if you could maybe share what the second error is because I I don't want to confuse the team on the distinction distinct okay speak thanks uh Jasmine that's that's a great question too is that the way that it's set up for the data pipeline is that you have to go through and change and move or remove all of your tier one data errors before you can even see what your tier two is so I don't know what that level is yet um so that's this is these are just the simpler errors of the first ones to go through so I'll have to keep to up keep updating you guys on that and this is separate from from the work that has been the our team is doing to fix other errors correct that's yeah that's true um it's well it's part it's a normal part of the audit process before we get audited um but but yeah I think um you know from anything else that we've already discussed this is something that's a bit separate and a bit actually a bit more normal that most all school districts go through to some level but I'll keep you guys aized on what I find on the data the tier two okay thank you sorry I just wanted to make sure we clarified for this thank you then next business order is an action on a resolution to terminate the district's self-insurance plan do I have a motion to approve the resolution to determinate the district to terminate the district's self-insurance plan uh I move that the board approve the resolution to terminate the District Self insurance plan is presented there a second he second we will now have two minutes of discussion for each board member and then five minutes of open discussion director Tyler could we start with you on this one director cinberg can we start um and I apologize yeah is that okay with the presentation yeah we have um Noel yeah no n Cruz is is here n's an actuary Actuarial consultant who we retained through this process um with the purpose of ensuring the that the estimates and projections that we were making in terms of potential losses um related to our health insurance were accurate and that our recommendations to the board were on point and so NL and his team have done um an incredibly indepth analysis of our kind of where we are and so it was really important to us that the board and our community hear from NL directly on his findings and work and how his those findings have influenced this recommendation so would love to give him a little bit of time to talk through these slides um and allow your questions then to also be directed to NL or um Chief plat or chief chaoin or me does that sound okay yes okay so no I know you're on Zoom um I can drive your slides for you if you just let us know when to advance okay can everybody hear me okay we gotcha Co and if you do say no is totally fine I've been dealing with it 40 plus years I'm totally used to it so I'm good um so yeah I uh my name is D Cruz I work for Seagull Consulting we are an actal consulting firm um and uh yeah and if you just want to go to the next slide real quick so uh there were um chrisy andna reached out to us just to ask for a little bit of help and kind of taking a look at this and providing another set of eyes on it so uh we were asked to take a look at uh plan termination for the self-insured plan um obviously I think you all are aware of when you made the change kind of what the change was but there were a few components of this change that were self-insured which means you are fully responsible for the risk associated with the plan um you did purchase stop- loss Insurance to help out there a little bit uh and giving the size of your group that made a lot of sense um 670 is people um enrolled currently um is is a group that can can be highly volatile um and so what I mean by that is large claimants Spike claimants can have a much larger impact on a group of around 500 to 600 to 700 than it can a group of, 1500 to 2,000 right we just don't have enough bodies to spread the cost across um from a risk perspective so um we did take a look at the components that were self-insured which was the the medical plan and the pharmacy plan provided by Lucent health and proact RX uh we also looked at the medical or the dental division as well even though they were fully insured to take a look at to see any kind of responsibilities or things of that nature that would be there if the plan were to terminate um and then ultimately part of this too while it's not a self-insured product it is a risk product the stop loss was purchased as a portion of the self-insured plan and so we took a look at that as well and uh again trying to trying to go through and and take a look at U I know what a lot of you have had discussions about previously and uh if if if we were in agreement with that and kind of what it looked like from our perspective and looking at termination of 1231 2024 versus uh June 1st 2025 and then on top of that if it made sense to terminate um so that's kind of just a quick overview of what we were asked to do and if we want to just flip to the next slide so um taking a look at what we know currently and I will say we don't have a lot of data on the self-insured plan so um it's very again and you were a smaller size group for self-insurance so it is highly sensitive um you obviously started last year in July so there's a what we call a runin period which means your folks are obviously incurring claims right or they're they're having claims that are happening they're just they just hav't processed yet so when it comes to self-insured plans there's a couple there's two ways to think of like how cash flow works there's a paid basis which is you had a claim certain claims get processed you pay on that month you pay on that invoice and there's what we call an incurred basis which you may have not processed that claim yet because it does take five to six months at times to actually see claims get processed and paid but that claim happened and so when you think from like an accounting standard this is more like a cruel basis of accounting we just call it incurred so um basically what we did is we took the information that we had which is roughly 12 to 14 months of paid information um and then developed a C but not yet reported number which would be you incurred the claim just hasn't been processed uh medical processes differently than Pharmacy Pharmacy will process in two to three months typically for the most part or at least 90 plus perc of it will medical can actually take up to a year um and so you do have claims that got paid in June of this year that were actually incurred in July of last year so it does take a while um I will tell you based on what we're looking look at we're we're looking for this last plan year or we're looking at this last plan year on an incurred basis being a loss of close to 2.3 million um again that's B I mean that's purely all revenue coming in premium Revenue any stop loss reimbursements for members that would have been above the stoploss level um any aggregate stop loss which you have that as well but that didn't trigger um and any kind of Pharmacy rebate reimbursement so being self-insured you do get the rebates but all that considered with the premiums you were still looking at you're still projected to have close to $2.3 million loss again highly sensitive but I will the one thing that I can say is there's loss and it's going to be somewhere close to2 to $2.3 million looking forward obviously we're in the plan year now and this is really what's I think driving the conversation uh premiums didn't change so from projection standpoint your costs are increasing if premiums don't move to cover that increase obviously if you're losing 2.3 this year you're probably going to lose more next year with cost increases especially being where you are in a more remote area where competition isn't as strong as say like metro Denver um cost increases are going to drive you're going to have more utilization you're going to have what we consider more real utilization which is again that first month of the first year the first maybe first month or two July August are going to be artificially lower as people are just as claims are getting processed and everything's getting up and running so now we're looking at 12 months of real data um real claims and at the same time we have flat premiums so unfortunately looking forward if you were to maintain this through June of next year which would be a 12-month period we're seeing somewhere close close to $3.2 million of additional losses from the plan so roughly in totality 5.5 million for both plan years and I will tell you we did multiple different projections on this just because of how sensitive it is and again the size of your group we we could even push that loss up a little bit more um and that's not I don't want to use that as a scare tac that I just want don't want to be realistic with you so 3.2 could could could get higher just depending upon what actually happens in the next 6 months and so part of that too is what we call seasonality and you all are teachers right we're talking about teachers here and so in the summer time we typically see school plans have higher utilization so as you move through and you're coming through April May June we would typically see more utilization from a school dist District then we would for a lot of plans that have more utilization closer to the end of the year um so you see there we have like a $1.5 million loss as of 1231 if you were to terminate but that is just not 1.5 plus 1.5 you add in that seasonality factor and you get to 3.2 at the end of June of next year you want to go to the next slide so all in all obviously there's a there's there's a consideration here here to think about a move to CBT uh the trust that you were with previously uh we do have rates for that right uh the rates are more or premium rates excuse me the the premiums are more than what you're paying now um roughly about if you were to make the switch into January 1st of 2025 you're going to pay roughly an additional 1.2 million in premium but you're also going to transfer all your risk all your exposure for those claims to CBT so I know the premium concept is more but I will tell you if you were if we were to project you out this past year to just a break even rate and said like okay let's just start this whole thing over we're going back to J July 1 2024 we're going to increase premiums based on the projection you would be a lot more than what you're getting from CBT currently so you would be they're giving you like a close to 28 % increase on your premiums currently we're projecting what you really need based on your program today if you were to maintain it what you would have really need was closer to a 50% increase on premiums to cover your cost from the self-insured basis through June 2025 so while you are paying more in premiums if you move to CBT you're also transferring more and potential risk exposure to CBT for those next six months so that's what this is trying to model here and I know um it's it's it's it's a little high level but we know this top line up here the 2.3 million that's what we're projecting you've already lost so that's that's happened um there's going to be some run out but that's happened already if you were to make the move to cbt1 2025 we're projecting you're going to lose roughly 1.5 million additional through December 31st there will be some run out costs of roughly 550,000 which includes like um just uh additional admin fees that you have to pay your vendors to continue to process claims uh it also includes some coverage for stop loss because I think given where we're at here you're going to want some type of coverage to continue any claims that have incurred up to 1231 but haven't been paid so there's a factor in there for that and then as you run down you see the additional premiums of like $1.2 million be paid to CBT now if you didn't make this move and you just said let's just let this thing run out to 630 the 2.3 million on that Top Line is the same right happened however your projected loss increases to 3.2 U again there's could be a lot of exposure in those next six months that it's it's hard to get the right number given the limited amount of data on there but I will tell you you are losing money on a monthly basis that looks like based on the information that we have so that will continue and again the seasonality factor that we talked about uh for the the the warmer months of the year when school's out and people are getting things done that plays a factor in there as well you still have the same run out expenses from an Administration standpoint and then we did add some additional costs just from an operational standpoint if certain things had to be taken on by the staff um so there's a little bit of that there uh and if you if we look at that obviously we're looking at a loss of roughly 6.2 million in totality so making the move 1125 versus 7125 we're seeing I would say somewhere close to 6600 plus thousand in savings if you were to make the move at the end of the year and again the large majority of that is the exposure that you have from your own risk group and like the claims that you have to pay and moving that risk off to CBT from what looks like favorable rates uh based on what we're seeing in your claims and how if we were doing a projection things would shape up for you with the information that we have um and then if you want to just flip to slide five real quick all right no it's not quite forward here we go okay so yeah I think so kind of next STS I'm trying to obviously we're talking about this now the termination um what's the appropriate path forward given kind of what we're seeing um in the Run rate of just your your cash flow and then thinking of also kind of the additional exposure I mean it seems like the the 1231 provides some savings overall you get some protection by moving to CT at what appears to be a favorable rate um so that's the cons consideration there termina in December versus terminating in June stop loss coverage obviously once you make the determination of this of termination we need to there's going to have to be a conversation with the stop LW scer to get that tell in run out coverage that we were talking about earlier for claims that have been incurred but not yet paid we'll have to go or the district will have to go through vendor termination there's obviously legal considerations that we've been talking about as well and then ultimately there is the transition to CBT uh which will take effort right um and then ultimately um our suggestion or recommendation would be whenever you do you do decide to terminate that the month before you start looking at an ibnr a more update upto-date ibnr so I could do an ibnr today compared to an IB ibnr four weeks ago and it may be different just based on your utilization and the processing payment or the processing timing of your administrator so if you do one closer to when your termination is going to happen it'll give you a more accurate picture of what you're going to be responsible for for that runout period uh from a claims perspective and then I think um once you do that it would be getting regular reports from the run out administrator just to see what the actual lag is and then determine what your future like responsibilities would be two three four months down the road so kind of like an updated ibnr projection just to keep on top of what you all may owe and I think with that that was um yeah the de that was great no thank you I think we'll move um let's move into questions great and please direct those to null to any of us um thank you n director titler we'll start with you the first question I have from moving over to CBT have we gotten any indication yet from cevt what 2526 rate increase might look like excuse me um yes we have um it would look somewhere in the area of 10% um rate increase and uh they also added into the quote um additional options that could significantly mitigate that if we moved to a little bit higher deductible that might still be reasonable to employee so that's something that the IBB will definitely need to talk about and and striking that balance correctly great thank you I also have a question on the resolution on line one of the where the numbered line is on the resolution where it says may include but not limited to adopting rules Andor amendments government that determination of the self-insurance plan including claim deadlines for payment of benefits with that payment of benefits part can I get some clarity on what that means and would that have any impact on our employees trying to get the benefits and then not being able to receive benefits great question no can I kick that one to you I mean I can try to answer it but I think you'd probably do it right the first time yeah for sure so uh the payment of benefits is where the plan is saying it's going to be responsible for paying benefits right so um when a member goes so I'm G put this in two scenarios when a member goes in network to a provider that provider is going to submit the claim on behalf of that member right um and once that claim is submitted then it is in the process of being paid or being reviewed or anything of that nature so if you go in network and that's going to happen pretty fast because there are typically contracts have certain deadlines and when providers have to submit claims there may be a pined claim or a denied claim that needs additional information but it's already in the system and so it's being process so if if that happened the day before it said like it was 12 months if it happened the day before then that's already in the system and will ultimately be paid and be responsible now if a member has a claim that they went out a network and they never submitted that claim then the plan at that point after whatever the period is exhausted is not is not required to pay that claim if the member did not submit it on a timely fashion so my understanding here is then as long as the member was in not in District in network in network then they would be okay and wouldn't be looking at losing any benefits yeah that that's a that's the presumption and that what we're talking about right now is if we move in this direction that we would set us like a six-month deadline for that and we would do a lot of notification to employees that hey if you went out of network for some sort of medical procedure in November or December we need to get those claims in before June that you can't wait until October 2025 to submit for that and we would make sure that all our providers were aware that we set a deadline of June 30th for any submission of claims so those claims are June 30th even though we're switching over December 31st because it takes so long to process the claim so that's that like run out where we $550,000 run out you got it that we you know because yeah incurred November December so within the plan right right so that's actually part of the ibnr portion so and I will tell you most providers will um I mean that's how they get paid so if they're an N Network provider it's normally pretty quick so it would probably be I would say the latest probably be three months a lot of the run out that happens in the that the further months out is like you submitted a claim it got denied we're going through getting additional information it might take another month or so before somebody submits information it's reviewed and then it's paid another month later so but I will tell you most providers are pretty quick in submitting things from an N Network perspective okay thank you director after yeah thanks for this thanks for the presentation that was clear um I've seen this a couple times now because of was presented in finance committee so thanks for the repeat info um I think this is heavy I think for us as a team especially for you all so I appreciate the professionalism you've brought to problem solving here um I do just have a couple clarifying questions um it was mentioned that there are some legal considerations can you just talk about the work you've done uh to try to ensure as much as you're able that when we if we make this transition on January 1st or December 31st that we aren't going to be you know hit with a bunch of lawsuits from the current um plan great question what hey team why don't I'll try to tackle that but y'all jump in if I miss anything so we've also retained legal Council focused um beyond our general Council that we have as a district specifically to support with understanding and anticipating these sorts of changes and so that team has actually put together an entire entire plan for us on kind of the step by step they they've analyzed our existing contracts understood our termination agreements and and um kind of rules that we've agreed to through those contracts and kind of developed for us a plan of how we would move through the next 70 days to untangle from those contracts um appropriately and legally and so that team is really guiding the kind of where we go after you all take a vote this evening um that'll move pretty quickly and so they've been you know because one of our questions was of course when we retained this additional legal council and began working with seagull group was first should should we be doing this um and can we get some support with that decision and two can we do this um and understanding that and then third was how and and the technical components and so we would actually be staying pretty darn tight with that legal council through this next process um to make sure that we are mitigating any sort of legal risks with the contracts or missing something in appropriate termination is that sound about right nol anything to add on that no I think you hit it right on um they've put together a lot of really good information on what needs to happen and then it's the process of notification and termination and then financially getting good with what you own and yeah thanks in the another question is in the information you the communication you sent out last week to the staff members you descri you included um quotes I think from rfca and uh classified um St saying that they uh weren't fully they did not feel they had a 100% of clarity they would like to make a strong recommendation and I think part of that was because they didn't have Clarity on the premium increases in chrisy from what you just said about 10% being the potential Target for increases in 25 26 did they have that information when they put out those statements or but it just not it's we still just don't know and so they didn't want to make a recommendation I think what our um employee representative leadership teams were really looking for was what are our salaries going to be in 25 26 are we going to see raises are we going to see steps and are we going to see the employee contribution to premiums at every level increase and we just can't answer that right now given the state forecast given our District budget given our student enrollment um you know we can anticipate that CBT would increase 10% but as Chief Shakin said we also have some options with CBT on on how we want to approach deductibles and co-pays that might give us different premiums um and so there's a lot of moving parts and pieces to be able to answer that question that we want to be able to answer that would say employee premiums are going up exactly this much and we anticipate either no raise or this percent raise um but we're just not in a position to be able to articulate that and forecast that and and my sense um and and I know that this was intended to come through in those statements being in the room with a lot of those teams in discussion is that the the generally most employees also really understand why we can't forecast that and so you know that was a big piece of like we we would like those numbers to be able to firmly state that we support the recommendation or don't we also get that you can't give us that right now okay and then um my last question is given that what what did you also have discussion about what the consequence would be if we stayed with bank Health with the Self insurance program but that's not necessarily like a premium just a premium conversation right I mean as as NL articulated certainly if we were appropriately addressing premiums to offset additional costs um and not changing our plan in any way that increase was you know closer to that 50% increase and you know those are those are some numbers that have been more appropriately refined through NES analysis that is just now really publicly getting out to our community um but we definitely shared that we have underestimated what this costs and that we would see costs go up yeah okay well thanks for all your work on this charger can I ask the question I guess it's just to clarify what was the initial estimate es estimate that we gave out um the initial estimate was um 5775 million was the exact and we said between four and six million we were hopeful that maybe there was something out there that we weren't aware of but you know it came up closer to the high end of of the EST yeah thank you um so like uh director after mentioned like we had this conversation during of finance committee um and so I just wanted to ask the team some of the questions that we went through during that because I think it is helpful to the bigger conversation of where we're at in this time and place um one of the questions that I want to make sure to ask is what is the best case scenario for our team moving forward what does that look like um I can try yeah you took it in finance okay great job um best case scenario um for our team moving forward is um well I you know I I think for for our employees just thinking about a really smooth transition and I think beoni is setting us up really well for that um and you know just looking at just un unraveling these contracts which we have the you know the best attorney to really help us with that um just because of her expertise in this area and that those um you know those are Unwound you know just perfectly and I think we're set up to do that um so I think that that's going to work out okay I think we've set oursel up for success in those areas I mean and then the third thing is really um the implementation of um superintendent uh CO's um phase three phase one two and three of this plan as phase two is then identifying where we're going to pay for these things from is the next phase and then just continuing to Garner communication and feedback on that to make sure that there's no surprises on that but but it's clearly um you know delineated about what those priorities are and what we could look to do to mitigate this problem and I I concur with all of that and I would just add um I think even from a high level that I would say best case scenario is that we are really assessing honestly what we can deliver in terms of managing health insurance for as a small district and that we then develop plans and can execute them effectively um and responsibly I would say additionally that we mitigate risk for our district we would talked about fund balance earlier and that we don't have a huge fund balance so we don't have a lot of wiggle room for risk right now um and especially with what's going on in the state in terms of school Finance this is not a good time for us to be moving into Innovative risky space with finances and then I would say I think the other best case scenario is that we work our way through the 24 25 well frankly 23 24 losses 24 25 losses that we find a way to stabilize our budget into 2526 and importantly do all of that ideally without significant impacts on our employees take-home salaries and importantly do not change um the quality of our students lived experience and educational experiences in our schools so that you know and I know you brought this up earlier tonight that that whatever decisions we make are not impacting our students um and that we find a way through this to make sure that we are centering the services that we owe our kids and community that we are um supporting our staff and making sure that they are happy and healthy and have access to health insurance um we know we have a lot of work today we heard about this tonight of pushing livable wages um but I'm best case scenario is that that we can stabilize these components prioritize the needs of our kids and our staff and get back to focusing on our core work awesome thank you uh a second second part of that question um what is the team doing moving forward to ensure that this doesn't happen again great question so you know this is I really appreciate the work of our um finance committee and helping really push this and and help us better articulate and so I would say there's there's a couple key things that we're going to be doing um and jump in Chief Shakin and chief plat as we look at these I'd say the one key P there's three one is strengthening our financial accounting practices so finance committee is aware of some and you all are aware of the work through the memos that Chief Shakin is doing on strengthening uh financial reporting through quarterly financials and her approaches to that um making sure that we're on track with budgets and that our our projections are updated and accurate second secondly we want to really streamline our budgetary processes I think in conversations that I've had with all of you that we've had we want to um ensure that everyone who is responsible for accountability on that budget can understand access budgets um and that they're simplified as much as as possible um and we want to make sure that we're adding you know doing all that work to streamline our processes to make sure that the checks and balances that we're all accountable for are in place and then third I would say really has a lot to do with training for staff and all of our accountability Partners that's all of us in this room um um so that we can really fulfill our roles and responsibilities in the budget development work so I'd say those are the three chunk kind of chunks of work that we need to really commit to and have already miss anything aome thank you I did have a follow-up question I was just reminded by it the percentage we spoke about earlier um what is a healthy percentage for us to be at as a district are you talking about the fund balance the fund balance yes um I think I mean just like the general terms of the 10 to 45% is is pretty common of a district for a district of our size to fall in that range and if we could if we could move that up you know closer to 20% or in conjunction look at our capital reserve uh fund balance which is now budgeted at zero for next year just because there needs to be something somewhere that we can pull from in case we need to replace a roof for something that isn't going to mean that we have to cut a lot on our general operations so so I think that's going to require a bit more conversation to get to that number for where we should be but I think that those are the components that we should be looking at as we do that is that help yes thank you directores um so I appreciate the questions that director Ramirez brought up I just wanted to uh just because the weight of the decision and I haven't been at some of these conversations I appreciate all of the steps moving forward um but can you give me a brief after action breakdown on what information we didn't have when this decision looked like a good one that's a great question um I would say there's a couple things we one I think what we underestimated was self I mean and it sounds obvious now self-insurance means we are managing the plan um not just implementing executing and helping people navigate a plan our internal teams were built to help folks navigate a plan not to manage and so um I think that component we we didn't have clear line of sight on when we move to this plan I would say additionally um the kinds of things that that NL spoke to tonight in terms of seasonality in terms of accurately projecting and monitoring um the flow of the plan that that is part of the management of Self insurance is that you need to be tight on looking it at um Regular um a regular Cadence of really interrogating your claims um looking at your uh your Revenue that you're pulling in we certainly I think and we've talked a little bit about this as as you know when we I I feel like when we looked at that budget and we looked at the health insurance fund and we looked at a column that said four for the 2425 school year in retrospect I feel like all of our flags should have gone off and said forecast that's interesting because now I'm seeing millions of dollars in the forecast column how accurate are we on those forecasts when were those forecasts made um I feel like that is a question that we should have been asking um as folks approving that budget and really should have interrogated when those forecasts were made to what extent because those were made early in the spring when we hadn't seen the you know the delay of claims the delay that most people that we talk to now would say well that's natural when you switch plans people aren't going to go get all their care right away it's going to take a couple months for people to step up um and make the switch and then start utilizing that plan and so I think those are some of the things that I think we we failed to really fully um see comprehensively about self insurance but the organization that proposed this and supported our adoption of it has done it I'm assuming for a while like that's their business model their job I don't know enough about their history or how we found them or or chose that group I guess what I'm wondering about is has there been any discussion at looking into whether they were acting in good faith throughout this whole procedure you know and I I don't know no if you want to speak to that I think that's a question that are certainly I think has been in our conversations with seagull group with um the the attorneys and I don't know that there's been anything egregious because I think um you know we don't actually have a contract with the um kind of our broker and so there weren't clear agreements or expectations um and I think a lot of what we've learned is like yep that was on you guys that's a contract with you um so that is ultimately our responsibility to manage yeah I and just a quick clarification um I appreciate the ownership and the leadership and the Forward Thinking steps that you guys have taken I 100% believe that that's the right way to go I do just want to recognize for the public though Dr Cole you were not in a leadership position to make this decision at that time correct correct correct I but I would also name I have been in this leadership position when we signed contracts for 2425 and I do believe I need to take ownership for that um and so uh feel I feel a great deal of responsibility to fix this um as quickly and cleanly as possible and limit risk losses and frankly time for this District that we've spent on this thank you I recognize and appreciate that a great deal uh one more question can you just um discuss briefly how this is in conversation with the CBA or the collective bargaining agreement and where I know you've been involved with the conversation rfca they've been very integral when does when did those decisions maybe I'll just leave it open how is it in conversation with that sure you know I I have to name for sure that like the the leadership from rfca our certified IBB boy the work this board has done with Administration and that we really pushed and created a formal classified IBB and classified admin IBB has been incredibly foundational to us being able to move forward on these decision-making processes with like step by step with our employees really leveraging representative leadership so I have so much gratitude for the leaders on those IBB teams who have leaned in asked great questions pushed us to tell us where we were missing the mark on informing employees of information um and and helped us really refine our communication processes internal with staff so that has been remarkable and I'm grateful for everybody that was part of the push push to formalize those employee leadership teams in a moment like this that's been essential to communication um moving forward when we move into phase two decision-making that's really about ensuring that employee voice and input is part of the recommendations we will bring to the board about budgetary decisions related to covering these losses um and so we will be continuing to work with classified certified and admin IBB through that work and I know that the board will be part of that team and of course the ultimate you know we we will bring as a leadership team recommendations to you on budgets that'll be your call at the end but we want you to make sure that that's informed um and then kind of phase three of decision-making is really how we make these de decisions that Chief Shakin alluded to um and that's work that we've done in the past with certified IBB where we look at increasing premium rates we look at what's possible in the budget what we're anticipating in terms of if there are increases and we talk with our um with RFC with our certified IBB and this year we'll get to do that with classified and admin about what our priorities are when we're trying to navigate increase health health insurance costs um do we want to you know what are the kind of plans that we want to make sure we offer we've for a long time had a commitment to try to cover 100% of at least the employees health benefits uh that's been a big priority for us because of those conversations so I think that's you know that next step in how we move forward into 25 26 will have an incredible amount of consultation and collaboration with employeed leadership teams so lots of work yet to come with those teams I I just want to come back to just a little bit more push on I won't go further because it's obviously a sensitive area but the good faith question of of where we were given this information that made it seen like this was a reasonable choice I don't need you to answer that right now but I'm just putting the push on out loud that donees something I would interested in learning more about thank you all for all the work that you've done on this I I feel like I still have so many questions um because I haven't been involved in finance committee and I don't know that I could get them all answered here tonight quite honestly um I'm still really unclear after reading through everything on what the additional projected loss is we're going to save $600,000 by switching on January 1 correct okay and then I wasn't part of the health insurance committee when this was switched to and so I don't know the reasoning that you're talking about I think anybody on the current board said on that but I have one comment oh okay but my understanding was that we projected significant cost increases for for CBT which is part of the reason that we created that health insurance exploration committee at that time um and so my question is I'm I'm curious what those increases would have been anyway what our additional losses would have been over the last two years anyway and then it doesn't change where we are now but I'm just curious to know like had we stuck with CBT my understanding at that time when that decision-making process was going on and again it wasn't a part of it and it wasn't I wasn't involved in it so I wasn't deep in it but my understanding was that CBT was increasing so substantially that we felt like we had to look at other options and so it does cause me like I have this like guttural feeling of like we're going to go back to that okay so it's gon to we're going up one point what is it 1.3 million or whatever it is it's right around there right for six months of coverage are premium is going to go down after those six months because I thought that nol said that that was an increase to cover the ex the what we're losing here so our premiums are going to go up another 10 % from there and then continue to go up at least 10% every year and then and this is like a long multi multipar question but I understand too that we're considering reopening the health insurance exploration committee to look at other options and so my concern is we switch now for six months to CBT we open up an exploration committee we decide to go another route because it is better and they provide better plans for us and it's not a self-insured option but it's another traditional insur option and then we're switching Insurance on our employees a few times within a year and that feels so messy and I don't know that that's worth $600,000 in savings and so that's something that I'm very curious about and I don't know what the other options are in terms of I would qualify but when we named exploring other options they are within CBT okay so CBT offers a number of plans that you can kind of work with that have different kind of pros and cons and cost points so that's the only thing that we would be exploring is other CBT options our our recommendation and the and if we switch to CBT there's a commitment that we would stick with them um and I don't know the exact components but it's at least I think 24 months yeah it's two and a half years that we we would be committing to CBT and you're right we would that is why we left in the first place and you know our Aspen to parachute School District neighbors are all working through CT we've talked to them they're all getting hearing from CBT anywhere from 10 to 25% increases on premiums I think that question pushes us into this broader world of um the cost of Healthcare in this Valley and and I I do think and you saw from you know classified IBB recommended that into years we reopen and look again and you know we've we as we've been very public about this work with our community we've had a lot of Community Partners reach out um and say hey we've got a great plan for you we want to talk to you and we we're this does not feel like the right time for us to continue to try to be innovators or Trailblazers and health or health insurance benefits in particular for such a district of such small size with not a lot of um cushion in our savings um at a time when we're declining enrollments when the state forecast doesn't look good like this is not a a space that we should be Innovative in right now and so we've been communicating that to community partners that are saying hey you should try this really interesting plan um we are among one of the highest health insurance or health care cost regions in this country um and I think we thought that we could maybe beat that um which is I think part of why we we left cevt are there not other group healthc care options because they seem to remember that there were multiple options presented the last time that there was this committee and so I guess that's my question we're closing the door on that for 20 four months and we're going to be at the hands of CBT and their rate increases and there was a very strong sentiment at the time that we made this switch that we didn't want to be there anymore and so I'm concerned that we're doing this for six months and for a $600,000 savings and again without knowing what the increased cost would have been for CBT anyway over the last two years and if ultimately it is a wash because I I believe it was around a two to three million million doll projection per year that those costs were supposed to increase so that was that's the $6 million dollars right that were over would think and so I'm just concerned that we're cornering ourselves and now we're going to be stuck with CBT without having that we're panicking because of these cost projections but I I don't want us to stick ourselves in a position where where we're subject to 25% rate increases for the next two years and it's even more out of hand two things great questions two things that I would love for the team to address and I wonder if you can speak to um the 600,000 current losses but the also the the risk that that carries that's different you know the Self Insurance the risk that that carries versus a CBT um and I I don't know n if you have other thoughts on that but let me pause and then I think part two is I guess I want I would love for NL to speak to that 600,000 savings because I think there's more than just that estimated Savings in terms of risk and then let's talk about your CB question but no do you have anything you want to add to that yeah for sure so kind of what you're looking at so the 600,000 is based off of trying to estimate what we anticipate is going to happen based on what we saw last year right and I'm looking at your paid claims right now and I will tell you that around this time around the summertime this past year you went from something around $400 to $600,000 in a monthly basis to 900 plus a million plus in certain months so it is very like in a early on i' mentioned that this is there's a lot of assumptions built in here and unfortunately I think where we're what we're showing you now is what I would consider almost a best case scenario for you if it were to play out that way we had other projections that had the loss even greater to where the Savings in between the two scenarios is almost double of what we're looking at right now at the 600,000 so you're looking at more of a million dollar savings potentially with the transfer of risk um and the CBT rates were coming in a lot more favorable than what we say your self-insured rates should have been part of that is also the stop loss premium that you're paying um if you're not familiar with stop loss typically those products what we call a loss ratio they they look for somewhere between 20 to 30% profit off of your stop loss premium and of a group of your size you get rated even higher on stop loss cause again you're a smaller group and they can't collect as much premium if a big shot claim would have come so there's some other factors in here that are playing into it that if you were to renew um like the self-insured portion of it um I mean we're looking at 53% increase in your premiums now just to meet like if You' have done that in July just to meet what your projected expenses were going to be it could be worse than that and then on top of that that you'd have to put another 8 to 10% if not more for the next year once you add Trend in and you do your projection so um the $600,000 I'd say is at the best case scenario played out and claims ran at a lower level of our projection range than is possible thanks n and I would I would see to your other question director kenberg and it's fair and I will say you know like what are our other options and we did reach out to some other healthc care providers and chief pla can speak to that a little bit none of them could pull together a plan for us as quickly and none of them had quite as comparable rates and and I would say that is even more recently I think six months ago six to 12 months ago Garfield re2 almost same same as our size did a very big deep dive into health insurance they put out you know kind of an RFP for health plans um they looked at the broker that we work with and it's very seriously considered that um and all of the estimates that they received from even other managed care plans Blue Cross Blue Shield those were far higher than what CBT could offer and they ultimately made that decision so not that um we couldn't do a very thorough process and find other options but just knowing that they pretty recently went through that and didn't see anything better um does make us feel like yeah we don't have I think you're right like we're not in a position right now where we have a lot of options um I do think what we're trying to move towards is stability and consistency and minimize risk potentially is there something cheaper out there maybe I don't think we have the time um and I don't know that we have the capacity right now to do that big of a robust Deep dive do I think in two years we're going to need to yep probably um and just look more carefully again at what's happening I also think that um in our decision making we probably have more opportunity to talk to CBT and work with them I'm very interested our Aspen to parachute school districts can do collectively um working together on this as a broader region um and so those are all kind of I think lingering questions I think there's also a component that um I think that we as you know the second largest employer at least in our service area could do more to show up in terms of advocacy and Outreach in that larger health care cost conversation in the coming years um so I I don't disagree with you that we are we're not going to have a ton of options over the next 30 months um our priorities right now were to mitigate the risk and do you have an answer on what the increased cost of CBT would have been over the last two years we asked did we get anything back yet no okay we'll have that so I'm just from memory drawing the two to three million annually I think that's really important that we know that because this is looking like okay we lost $5.6 million as a district but maybe we wouldn't have I mean if we look at what we would have paid then I think that is a better lens to look at that through and then I think the other side to that to look at is because we saved that money that we would have given into raises in CBT that ended up going into salaries and so I just think that's something that our staff needs to look at because if we hadn't done Self insurance we would have paid more for insurance salaries would have increased less and so as we're looking at next year's salaries and as we're looking at salaries I think that needs to be kept as a perspective that we are in a place right now with salaries that we wouldn't have been if we hadn't self- insured yeah fair and then just the yeah we can start the five minute you can start the five minute yeah thank you and then just to talk about the question about why do we get ourselves in this situation and how did that come at least something that for me that allowed me to think okay this sounds like okay is we had stoploss insurance and the way that stop loss was presented to us is if it goes over this amount we have stoploss insurance to cover us and it wasn't told that we were paying $750,000 for stop loss insurance that covers $1 million of losses and it was never told we and maybe that's something that we should asked but my understanding or my na being naive to it was oh we have stop- loss insurance they can't go beyond that and that was my understanding of how we were stop I I just also I think it's important um to name that the district did me do me messaging on this change like this wasn't like I mean on the initial decision to start looking at think health and so you know I think because we're on this board and there's so many things always going on we have um loss of memory sometimes because of the gaps of stuff that we do consistently um but um you know I would encourage my colleagues to look up think health and your drives to see the press releases to see the surveys to see the documents the IBB presentation the um all of the documents in our drive that include think health so that you guys get a better picture of how we got to that decision that then led us to this moment um because I think that um you know to director Tyler's Point like there was a process of conversation of lengthy 18-month process um that included diverse groups and stakeholders and I think that um at the end of the day again like this was uh adult error because like this this was something that just somehow um and whether it was whether it was with the transition or with the management accountability God knows what um the way it was presented by think Hill I mean it's a combination of a lot of things so many things at this point in time we are at this moment where I think to um superintendent Cole's point like I think we as a board need to mitigate risk and the reality is is that at this point in time um CBT offers us a better option for the future of our district because we are going to feel this for years I mean I don't want to be dark but we are going to feel this like the reality of budgeting for schools in the state doesn't look great and on top of that we as a a district I think need to be very aware of what our budgeting looks like right now too this is like one of I would add this to like a third problem and the problems of things we're dealing with so you know I I hear your concerns director kenberg I hear the team's concerns I think this is an unfortunate unfortunate position to be put in as as a board as a as a district as a um staff like it is all of it is unfortunate and I think at the end of the day as the board um we have a decision to make to try to preserve and keep the district intact as much as possible so I just wanted to make sure I shared that sentiment I know that in finance committee you guys got into it further I'm not understanding how this is has such a massive long-term impact on us I I understand the increase I understand the loss over the last couple of years I understand the savings that we see in the next six months but I'm not fully grasping how this impacts us 5 10 years from now um I think that I think I think the devil's in the details of where where our runouts land what the final numbers are in terms of losses I think the extent to which we are able to cover these costs in our 242 budget um you know I think we worry I think Chief Shakin and I run these scenarios of like okay if we pull have to pull funding out of our reserves and then we have to pay it back and we have flat income from the state are we having to then like how do we rebuild back that fund balance how do we ensure that we're continuing you know ideally to keep our employees matching inflation um with salaries so I think it's I hear you 100% director kolenberg that like if we can address the costs we know that health insurance moves every year we build for it we plan you know hopefully this is like a little derail and we get back on track and then we in my bigger world that we actually step up a little bit more regionally on advocating and showing up at these tables trying to work on Regional Health Care cost conversations and I think we need to be at those tables in ways we haven't been um so I I think there's you know I'm hopeful that we can get through this and Shake It Off and you know maybe we as as you're mentioning director titler like are able to understand that like hey if we had had CBT we would have jumped here in 2324 we would have jumped here in 2425 which would have naturally put us right here in 2526 we're g to get back on track maybe we're flat I mean I would love to be just flat on salaries um moving into next year I think we're just worried about the all the things um but I I I hear you like is this one issue going to have a five-year impact I'm not sure but compounded with State forecast declining enrollments I think that's where we start to feel like we're g this gonna be hard work for a long time can I just jump in I think tell me if this is right first of all it's not just 600,000 because that's if you look at slide four the 600,000 is the difference in changing to today versus changing in six months so there's not really a question of staying with think Health longterm because I think this gets to what you're asking um the projections were wrong like the projections that we based and approved budgets on were just low for the cost of health coverage for our employees over the last in future years and so I think that's the big rub is that it's not just comparing these two plans it's that if we stuck with a self- insurance plan it's just a lot more expensive than what was projected originally is that a fair and that's why like over the last two years and going into the future so that's why that's why this is a a large budget impact well beyond 600k and I guess my my other question is from n's presentation it was the $1.3 million in additional um premiums yeah premiums for the next six months and so that's an addition to what we would have been paying at think heal so that's an additional expenditure of 1.3 that we weren't prepared for over the next six months but it's going to result in a $600,000 cost savings versus staying with think Health Plus the run out cost of I understand um so can I add one thing um one of one of the impacts I mean one of the things that I'm I'm an OCD planner being you know an accountant and that kind of thing and and as a part of that um I just am looking forward to the plan that after we get all of the information from different stakeholders and where people want to pull this $6 million doll number from or 5.6 million that we um thought we had and now we you know if we were to use all of that towards that fund balance that 10% plus the 3% we would it would put us pretty significantly below our fund balance and so that's where I'm saying that that's pretty impactful is that really can hurt that hurts our general fund savings and that's that really is what eats at our fiscal solvency and so that's where I'm you know kind of like well where are we going to get that money from and and I know we've got some ideas and and some the staff has already communicated some thoughts and you know I know we're going to have a lot more conversation about that but I think we'll feel a lot better when we see what those impacts are trying to keep them away from k12 and away from our employees and and all these other things um you know so that that's part of that and then the other part of that is too is if you take that $1.2 million which is a half a year impact and you multiply that by two that's 2.4 million and then you take 10% on top of that that's 2.7 million then when you look and I'm just I'm spelling it out I love using whiteboards but I'm just talking right now um but when you look at a state forecast that says we're not getting any more money so where does that come from so that's that's like it's just like the two hurricanes that kind of went through Florida a little bit you know it's just like the one after the other they pack kind of double punch potentially but the other one was slower so we could totally see that and and so I'm not saying this is this is any way you know um is is like a dire situation but it's just something that we're going to have to really pay attention to to Really navigate carefully to get through successfully yeah does that help yeah that helps I think and chief said coin to follow up to what you were just saying so like if we looked at the health insurance fund for fiscal 2425 and we have it as being that think Health with all that was going to be 9.4 million if we're saying the $1.2 million twice it's $2.4 million and that puts us as $1.8 million and if we're doing 10% on that that puts us more like 13 million is that our expected amount that we're going to be paying in 2526 to CBT there's a lower much lower administrative cost for CBT compared to think health and so the numbers are about I mean I'm not going to say a million less but I'm using pre-round numbers but they're significantly Less in the administration because we don't have to pay that stop loss anymore so do when will we have a number because we're saying it's going to be 10% more more do we have a number of what it's going to look like for 25 26 to cover ourselves through it now that we're using looking at a um premium based plan a managed care plan it's going to depend on our number of employees and then it's going to depend on um how much employer contribution versus employee contribution which how who's paying what percentage of family premiums and that kind of thing so there are still some variables that we still need to review before we can get you that actual number just moving forward sorry just moving forward to clarify for the team I think it's important to ask who moving forward is responsible from our team to ensure that one the transition is smooth and goes well but two that there's accountability moving forward with this with this provider on with like CBT yeah say you're looking at the core crew right here um the transition to like you know we have plans built that pretty much launch the minute y'all make a vote tonight that will kick off a series of communications and um you know if we were to wait until the November 13th board meeting we don't have an option to switch mid year like if if we move here we go to Open Enrollment in like two weeks um so we have to move really fast so the transition I think really in terms terms of car like getting employees shifted Falls to Chief plat I would say the the legal untangling has been this team working with null working with our um attorneys and so we continue to do that to make sure that we've got enough ears in the room and that we're taking good notes and that we're um we're clear on process um I would say moving forward in terms of accountability around health insurance around contracts you know we as a senior leadership team have really been um really looking at our processes on those and trying to figure out how do we build more you know kind of checks and balances that I spoke to and those kind of three big buckets of of um work that we're going to be really leaning into to make sure this happens again but I would still say that the ultimate accountability Falls to your superintendent and so that falls to me to make sure that we are managing these components and and operating um these sorts of plans transparently and um reasonably and kind of with with financial um what I say responsibility are the $100,000 of run out operational costs does that Encompass all the professional service fees associated with this change what we're trying to what we're estimating there is trying to name that the internal capacity to effectively manage this self-insurance plan we do not currently have and we feel as a leadership team that if we were to decide to wait to move um that we have to bake in more FTE to manage this um but that doesn't include the outside contracted professional it does what we're estimating is about half of a year of an FTE that would support an HR and manage this with 25 this is kind of in the fine frint at the bottom of that slide with $25,000 for consultancy one of the things that we've learned in talking to groups this is another component of what we didn't see when we've talked to groups that do self-insurance um even nearby hospitals who have self-insurance and actually understand more in depth the health care cost World they have third-party Consultants that provide oversight and um consultation kind of in the way seagull group has done for us um outside their broker outside their their organization and so we really feel uncomfortable moving a day p i mean we're still like we're glad that we have seagull group and that we have legal support through this transition but we don't feel comfortable sticking around with self- insurance Beyond um January 1 without that allocation of funding without that FTE internally to frankly do um our due diligence in in managing this I mean I'm in support of this resolution I'll vote for it yes in a minute but I just I mean I have to say like this time of year especially my I manage my mental health around elections by narrowing my awareness to my scope of influence like like if I can't change it I'm not going to spend a lot of time thinking about it um but this is really difficult because the reality of what we're facing with health insurance costs in rural communities and the needs of our school and teachers and families is such a broken system and the options that we have in front of us I mean I think it's the questions and the frustrations from the board tonight are as much directed at that as as you know the ulties of our situation and it's just I just have to agree with you that that I wanted I joined the board to have a larger scope of influence to try to serve and it just it feels like there's this brick wall built around making schools financially viable and supporting our Educators in the way we want to and being there for our students and I just I have to say that it's it's hard to be here and look at this agreed you know we we've definitely had moments where and we try to not go down the rabbit hole as a senior leadership team of feel like what kind of a system is this that our rural school districts are stuck making these decisions and without a ton of um guidance or support from the state when we are cognizant of small teams um and I I don't want to put you on the spot right right away n but hearing this conversation I would name that that we have certainly found um it to be incredibly helpful to have a lens broader I mean we talked about this on other issues during our work session but how helpful it is to have someone outside our Valley outside of our region looking in and saying this is the broader context and here's another line of sight so I don't know no if you have any last words hearing director to Fred's concerns or other like final thoughts that that you have just about this decision the context um I don't know yeah you know unfortunately this is a service that everybody needs and unfortunately the service is really expensive and then it's like the one thing that just continues to increase and every body just like it's just going up um and I often say that like part of what I do is trying to help manage and and in a situation is always it seems to be a bad situation I don't think anybody's ever experienced Healthcare premiums going down right like that just doesn't really happen we're lucky if we can maintain them flat so I think and and looking at everything that's kind of been put together and the conversations that I've had uh with the team is you know I think the transition out and and so I know there's been a lot of conversation about like what happens with CBT next year and I will tell you based on the projections and the way that we're seeing the numbers they would have to increase significantly to get to the next level of where we think you need to be if you were to continue a self-insured plan for another 12 months after uh so like starting July 1 2025 so um and and and and I understand the the concern um especially given everything that we've just talked about but I think from a financial situation um it it's it's just not a promising Outlook and again your costs in in my opinion are going to continue to increase and we're going to continue we're going to see another we're going to see another Spike at and the tail end of the this plan year which would be right the summer months um to where we would see claims continue to move and stop loss insurance is protect it protection but again it is it's a losing product and what I mean by that is that you're going to continue to pay whatever the spread is that they want you to pay and yes you can Market that you can move it around but sooner or later you're never going to win on stop loss you're always going to pay uh additional on stop loss um especially being a smaller group so I think from my perspective and looking at the information that we have um obviously I'm not pretty to I'm not sure about what happened prior to but just what we have here um and that I've looked at um I think in talking to our teams internally our actuaries and our analysts um I think the concern here is that the next six months could be worse than what we've been seeing currently um and the district could be at more risk at more exposure and at this time CBT does seem to be providing favorable rates um and then they would have to increase to a significant amount roughly you know just high level numbers 30% next year to meet what we would say your break even rate needs to be from a self-insured perspective based on what we have St and is that 10% that we're being quoted by CBT for next year like an estimate is it because like is it are they saying it won't be more than that that my understanding is that um this it's going to be 10% they've already provided the rates to us just given that we're only six months between the two renewals that's what they they decided to do so the the rates that they're giving us is for January through the end of June and then we have rates from July forward for that 10% we have those rates already I'm sorry we have the rates for 25 26 uh yes can you say what those are 10% higher for each one of the plans and so what is the plan for January the I'm sorry um it seems like able to have a number then for what it will be for for what the cost will be for next year for 2526 if we're we have it for January and it'll be 10% higher should we not have a rate that says it will be this much at least a pretty close estimate based on the number of employees that we have yeah I I'm sorry I I didn't come with that information and and I was I was looking from an employer and an employee perspective I can definitely provide that to you I was just confused because when we talked earlier it was said that we we didn't have that information and we couldn't provide that to like the certified employee groups said it was available but it hadn't been when those questions were being asked it wasn't there yet because they just got it well and what the plan costs we don't pass 100% of those costs to employees negotiate that and so that's the piece that um when our teams are asking like what is going to be that what is the cost to us right that's why we're saying we don't know because we don't know how that we don't know if we're going to pass on 100% of those costs to employees um we've not done that in the past and you know I think we recognizing that already there's an increase to premiums in additional 10% like we're we're really cautious of naming that or the perception I mean even what we recognized in communicating the the June or the January to June CBT costs the true cost not the cost to employees was extremely concerning to employees when they saw the true cost of the premium um not and we weren't able to articulate yet like what would be the employer share what would they be responsible for what's the over and above what we cover so because we don't have those we have not shared those numbers yet but you know do we if we had a true cost but there's just we'd have to b in a lot of assumptions but we could run that out premiums are going up 10% what's not known is the impact of that on the employee the full impacte which is a complicated mixture of salary considerations Etc so and I think other things that have to be taken into consideration too but the reason I asked that or why I want to know is like in our new proposed like with your handwritten annotation of what the budget was it comes out that the budget then really should have been $12.3 million for the year and if we're thinking that CBT costs maybe are going to be $13 million the 12.3 million question is why we couldn't figure out the total budget maybe doesn't look so bad so I'm that's where I'm just curious like do we have that number I yeah not the costum that's my question to but I think I feel like we could talk about this for another hour if you comfortable either make a motion inter sleep and adjust the resolution or somebody needs to I'll make a motion to vote before I would like one more that I would like to see if we can get two different things one would be what is that cost of will be the 2526 cost to the district and if we pass some of that on to the staff then that is passed on we have that discussion but what would that cost be and then secondly can I ask a question about that did you want that as far as an additional cost or total cost total cost for like 25 26 okay and then I'm curious to know and again I know you said you tried to get the numbers from what it would have been from the last two years is there anything stopping you from getting those numbers is the time just not been devoted to it what would be needed to be able to get those costs CBT just needs to get them to us or and is that something we can ask them to say you did it I a quick comment if that's okay just if if that's allowed on that one comment about the 10% um if you were if if the increase was 10% for the next plan year and that's what the increase was you would still be just based on your current experience roughly a million dollars better going to CBT because you're what you need to cover your full cost on your self- insured plan just this year based on current enrollment is roughly $13 million like 12.8 um and the CBT premiums which Full risk transfer is 10 so like if that would have happened right that's 12 months you put 10% on that you're still coming in around 12 million for CBT and if you fully funded what you were doing I mean you're looking at close to a million dollar difference and that's not with Trend at all on your current rates so they would still be a better position for the next 12 months thank you are there any intervening motions to amend the resolution can you please call the vot wait is there a second on that we already okay I just wanted to make sure couldn't remember director kolenberg hi director defres I director Tyler hi director after hi director Ramirez I motion passes thanks no thank you thank you thanks y the next business order in order is action on the district uip do I have a motion to approve the district uip I move that we approve the district uip as presented is there a second I second any board members have any for an additional two minutes of discussion on this or are we prepared to vote I'm prepared to vote prepared to vote I'm prepared than I don't think you have to come up if you don't you pleas call the vote we'll miss you the superintendent report and work session director Gres I director titler I director after I director Ramirez I director kolenberg I motion passes the next business in order is action on a resolution of support for picking County ballot question 1A do I have a motion to approve the resolution of support for picking County ballot question onea I make a motion I move that the board approv the resolution no support for picking County ballot question 1A is presented is there a second a second I have two minutes of discussion for each board member if anyone has any comments or taking the vote director Dees no comments director titler I would just like to state that some might question why we are getting involved with Pitkin County uh I would just like to add that pcking County does include our District in its Far East reaches and so that is an important part for us and then also any housing that is available up Valley that frees up housing down Valley and has an impact on us there and so I think to me is why I support this resolution and what might seem out of our jurisdiction director after no comments director Ramirez I would just Echo director titler and I look forward to our continued collaboration and relationship with pick and County to ensure that we are creating housing affordable housing for our entire District Community I would just Echo the same comments I think that any relief to the housing brch that our entire Valley feels is welcome and has an impact um are there any intervening motions to amend the resolution being none can you please call the vote director tidler I director after hi director Ramirez hi director kenberg I director def fredes I motion passes the next business and order is action on a resolution in opposition to Colorado Amendment 80 do I have a motion to approve the resolution in opposition to Colorado Amendment 80 I move that we approve the motion approve the resolution to opposition to Colorado Amendment 80 is there a second okay I have two minutes if anyone has comments we'll begin with director after um just a few comments on the context here I am glad to see this on the agenda I think it's important for this board to State clearly um that we are in support of um colan's ability to have school choice which they already have um and there and also um want to encourage the state of Colorado to continue to fund public education and not divert essential resources to private Charter V or sorry private vouchers um and so that is why I'm in support of this resolution and opposition to Colorado Amendment 80 thank you director Ras thank you to our team for their work on this director after brought this forward and I appreciate the work made to make sure that we were able to have uh resolution and opposition to Colorado Amendment 80 I think it's important for us as a board to not only um make sure that our voices are heard at the capital with our legislators um on issues like this but I believe that an issues like funding our schools and all of the other things like healthcare that we are often tasked to problem solve um that we make commitments as board members to um take a stance and to be vocal about the impact it has on a public school district like ours so thank you to our leadership for their work on us director Dees yeah some of the same things public education is a foundational component of our democracy and Equitable funding we have our doors open to all students within our district and I believe that keeping funds in public education serves all community members so I definitely support this resolution director Tyler I would just comper with what everybody else have said same for me sorry I did forget one thing which was thanks to the rfca for their um additional support of this resolution and also thank you director after for bringing this forward for the team to getting for getting it put together and on our agenda um are there any intervening motions to amend the resolution can you please call the vote director after hi director Ramirez hi director kolenberg hi director defrates director titler hi we will now move on to our final agenda item which is board updates and appreciations begin with director Ramirez board updates and appreciation appreciation oh my goodness I feel like I have to look at my calendar what did I do this month you want me to come back to you yes please director de fres uh my appreciations are for the teachers who in the long hours for conferences this week similar to uh where Dr Cole started us this long ago meeting um I got to watch my sixth grader student Le conference from GL Springs Middle School and I can tell the work that went in on the teacher side of that presentation because I know my son and he was clearly able to articulate what his goals were in each class as well as show a Just impressive level of self-reflection that I I don't know ever shows up at home but I'm glad it's showing up in the classroom on where he needed to go next and that's a really difficult thing to get him to do and so I just have to show appreciation both to his individual teacher Miss alop who got him ready for that and then also just the structures that they have in place there at the middle school that support um the student ownership of their learning at that level so dror Tyler I would just like to thank growing Fork High School for having us there for board visit to principal henel and Adams for having a nice presentation for us and for the teachers that we visited we're very impressive with the engagement that the children were shown in their the students were shown in their classroom so just a shout out to Mar Fork High School and I would just like to um Echo director defrates thank you to teachers at this time it's a super hard time for teachers in the year super long hours schedules that are different and so thank you for the effort that goes in there at the schools and we'll enjoy a well-deserved Friday director after um I so as far as updates uh we had the calendar committee uh meeting this past week and reviewed survey results from the Thousand or so folks who responded to the survey um and there's some energy I felt some really positive energy around some interesting changes um so we'll be bringing we have another meeting between now and the next board meeting then we'll be bringing um I can't remember the exact schedule we'll bring things to the board to vote on um and then I just wanted to share appreciation for director defres for um she's the one who actually wrote The Resolution that we just approved so thank you influence director Ramirez guess I'll Echo the thanks to director Dees um so I mean already mentioned policy committee finance committee that we had a meeting thank you to our team for their work on that left I know it was a lot um we I did get to visit GL Springs High School thank you to the team for making sure that we were able to um walk through the high school it's always a gift uh to be able to see the students engaged and also to be able to see the of the team I know that tonight they had their Latino Paran night so really sad to miss it but um I'm was glad to see that invitation go out I think it's important so you know we did pass a resolution um asking our our schools to get align with that and I appreciate it seeing that commitment um Ur meeting our famous Ur meeting is was set to be tomorrow it looks like it's going to be rescheduled so who knows when to come back on my my agenda um and then I just want to give a huge thank you to teacher staff um I know that we're um in that like weird space right before we hit Halloween get ready for Thanksgiving go into Christmas and everyone's anxious um and I think that um parent conferences obviously add a little bit of that anxiety of like we're all we're so close we're so close but um thank you to our staff everyone in the building um our Lunch Ladies our Paras our um our secretaries everyone who helps our buildings run um I think that you know our school district has gone through a lot in the last couple of years and um it's always a gift to know that we have an amazing team that keeps us going and moving forward so thank you to this team for all their work on all of the things that you guys do I really appreciate working with profess question so thank you um I have finished my two-year term on the term on the legislative Review Committee if anyone would like to step in on that through casby it really is only a commitment through legislative session um for the most part Friday's an hour meeting once a week but with all the talk about State legislation and the pushes to support initiatives at the state level it is a great opportunity to get involved um so if anybody wants to step in and continue to represent our rural School District I'm happy to hand that baton over to someone else um in terms of appreciations I wanted to give a thanks you guys have all said it to all of our teachers doing conferences but to specifically shout out the pult elementary school staff where the teachers have opted again to do double conferences so both the English language teacher and the Spanish language teacher for each classroom which is two classrooms are at every single conference so they're doing double the conferences this fall so that they can be present for every child and every family um and it is a huge ask of them um and they have stepped up and done it for the past few years because they they know the impact that it has for the families and the students and with building relationships and community and support around the Dual language model so wanted to give them a specific thanks um and then also a thanks for principal hosak and assistant principal Santos at Basalt middle school for an excellent visit last week um it was very well planned prepared executed got to see a whole cross-section of the middle school and it was it was wonderful so I really appreciated the time energy and effort they put into that um and the thanks to this team on the health insurance issues specifically and for everyone that's contributed and been involved in them I know it's been a massive lift and it's one of those things that you don't expect to be a massive lift for the whole first quarter of the year but um it was and you guys have handled it very very well um and so I can't thank you enough for that for all the work that's been done there all right if there's no further business and no objection this meeting will be adjourned it is 9:14 p.m.