Board of Education - Regular Meeting

Uh, I'd love to have a motion uh to have uh trustee Melissa Boyd join remotely. She's um asking to join via Zoom um for cause. Um can I have a motion as such? So I move to allow Trusty Boyd to join remotely. I second. All in favor? I Great. The motion passes. Congratulations. little little little little screen. Oh, you're tiny. Yeah, she's tiny on the screen, but that's okay. Um, so now can I have a roll call, Trusty Boyd? Trusty Hopwood here. Vice President Inklas

here. President Mahoney here. And Superintendent Stone here. Oh, also for the record, U Trusty Khan is absent for personal reasons tonight.

Great. Um, I'll now have the um board move to close session where we will discuss public employee uh public employee discipline dismissal release, conference with legal counsel about anticipated litigation, public employment employee performance evaluation, and conference with labor negotiators uh negotiators. Before we go into close session, do I have any comment from the public? Seeing none, we will uh go to close session. Thank you.

Is I mean, I'm going to Is it I don't see

ready. Um, we're going to reconvene to open session. Um, before we do that, we're going to have a roll call. Please note that um Trusty Boyd will be joining us remotely um under AB 2449 just cause to join remotely. He will be as such all of our um votes will be um roll calls and I believe Trusty Boyd also has to attest at least once that there's nobody else in the room influencing her vote. Okay, with that, can I have a roll call? Thank you. Also, um I screw up. Was there something else?

The board approved that that she could attend this um before close session. Um Trustee Cho will be running late today. Trusty Shepard here. Trusty Khan is absent to for personal reasons. Um Trusty Boyd here. Trusty Hopwood here. Vice President Inklas here. President Mahoney here. Superintendent Stone here.

Um reporting out in close session. We took no action in closed session. Um so we'll move on to the pledge of allegiance. May you join me if you like to stand withice for all. Great. Now we'll move on to the reading of the foundational commitments.

AOSD vision statement. Each and every student is empowered to realize their fullest potential, ready to lead, contribute, and thrive in an everanging world through the support of our of a diverse, engaged, and committed community. Mission statement. Albany Unified School District provides an excellent public education that empowers every student to achieve their fullest potential. We honor the unique ways students learn and are committed to creating inclusive, supportive, and collaborative learning environments. By valuing individual strengths, celebrating differences, and fostering critical thinking, we ensure that every student is prepared to contribute to a just and joyful world and thrive as a productive citizen, productive members of society. Do you want some help? We can rotate. Sure. Great. Volunteering the board. I can go first. Core Go. You got it. Core values. We believe in equity and excellence. Every student deserves access to high quality education, high quality, rigorous, and inclusive learning experiences that honor their potential and ensure that they are prepared to thrive.

We believe in student centered learning. Students flourish when they experience agency, belonging, and wellness in safe, supportive environments designed to meet their individual needs. Three, we believe in collaborative leadership. Shared leadership and transparent accountable systems are crucial for building trust, driving improvement, and fostering a culture of learning. Four, we believe in honoring individual strengths. Each student brings unique gifts, identities, and ways of learning, recognizing and valuing these differences is foundational to meaningful education.

Five, we believe in the power of community partnership. When educators, students, families, and community partners work together, we create schools where everyone belongs and every student is empowered to lead, contribute, and thrive. Norms and code of conduct. One, focus on what's best for students. Ensure respectful environment. Two, value diverse perspectives. Act with dignity and professionalism. Three, maintain distinction between board and staff roles. or commit to continuous learning and professional development.

Thank you and thank you everyone for jumping in. I'll ask us all to do the same for the uh some of the proclamations that we have later. Um before we get on to that, um can I have a motion to approve the meeting agenda? I move to approve the meeting agenda. Second. Uh I believe we have to do a roll call. Trusty Boyd, yes. Trusty Shepard, yes. Trusty Hopwood, yes. Vice President Inklas, yes. President Mahoney, yes.

Okay, moving on to recognitions. Um, Trusty Shepard, will you start us on um proclamation 2025-2606 recognizing May as mental health awareness month, please? Proclamation number 2025-26-06 recognizing May as mental health awareness month. Whereas mental health is essential to overall well-being, academic success, and the ability of students, staff, and families to thrive in a school and in life. And whereas children, youth, and families continue to experience stresses relating to academic pressure, social dynamics, economic uncertainty, community safety, global conflict, and the ongoing effects of recent years. all of which can impact mental health and well-being. And whereas national data continues to indicate that a significant number of young people experience mental health challenges with early signs often emerging during adolescence. And

whereas mental mental health challenges can affect attendance, engagement, behavior, and academic outcomes when left unressed may lead to more serious long-term consequences. And whereas access to timely appropriate mental health supports including school-based services can support can improve student outcomes strengthen connections between school and home and promote resilience. And whereas increasing awareness, reducing stigma and equipping students, staff, and families with practical tools and resources are critical components of a comprehensive approach to student wellness. And

whereas the 2026 theme for mental health awareness month, more good days together, encourages individuals and communities to reflect on what a good day looks like to foster connection and to ensure that people are supported at the right time with the right resources. And

whereas schools play a vital role in creating supportive, inclusive environments where all students feel safe, seen, and connected and where mental health is recognized as a shared responsibility across the community. Whereas spreading awareness of the importance of mental health can help people realize the many ways in which mental illness impacts them and those around them and can provide the opportunity to learn about available services. Now therefore, be it resolved that the Albany Unified School District Board of Education hereby proclaims the month of May 2026 as mental health awareness month. encourages all schools and departments to promote practices that support mental health and well-being, increase awareness, contract, reduce stigma, support students, families, and staff struggling with any mental health issues. District administrators, teachers, and staff will recognize this month with appropriate instructional activities. Be it further resolved that the district will continue to prioritize efforts that help create more good days for all members of the Albany Unified School District D district community together. Great. Thank you for that. Um and now we'll move on to our next proclamation 2025-26-07 recognizing May as Jewish American Heritage Month. Whereas the Albany Unified School District is committed to fostering equitable, inclusive, and safe learning environments where all students, families, and staffs feel safe, feel seen, respected, valued, and supported. And whereas JewishAmerican Heritage Month was nationally established in 2006 to recognize and celebrate the enduring contributions of Jewish Americans to the history, culture, and civic life of the United States. And

whereas Jewish Americans have contributed in profound ways to American society, including in education, science, medicine, government, law, labor, literature, the arts, business, and movements for justice, democracy, and human rights. And whereas Jewish identity is diverse and includes religious, cultural, ethnic, and familial dimensions reflecting a broad range of traditions, histories, backgrounds, and lived experiences. And

whereas many Jewish families came to the United States seeking refuge from persecution in Jewish communities have shown resilience, courage, and leadership while helping shape the fabric of American life. And whereas anti-semitism remains a persistent and harmful form of hate. And recent increases in anti-semitic incidents nationally and in California have affected the safety, well-being, and sense of belonging of Jewish students, staff, and families. And whereas Albany Unified School District stands firmly against anti-semitism, bias, discrimination, and all forms of hate and affirms its responsibility to ensure that Jewish students, staff, and families feel safe, included, and respected in our schools. And

whereas Albany Unified School District is committed to teaching Jewish American history and experiences, including Holocaust education in meaningful and developmentally appropriate ways to expand access to highquality, culturally responsive instructional materials that reflect Jewish voices and stories. And as Albany Unified School District recognizes the importance of creating school environments in which Jewish identity is not only protective, protected, but affirmed and celebrated, including through opportunities for learning, representation, and joyful recognition of Jewish culture and heritage. And

whereas Albany Unified School District will continue to strengthen inclusive practices by being mindful of major Jewish observances including Shabbat and other holidays and by supporting respectful school and district practices for students, families, and staff who observe them. And whereas Albany Unified School District values ongoing partnership with Jewish students, families, educators, and community members in order to foster understanding, strengthening, strengthen, belonging, and support inclusive, and exclusive school communities for all. Now, therefore, be it proclaimed that Albany Unified School District Board of Education recognizes the month of May 2026 as Jewish American Heritage Month. And

it further proclaimed that the board encourages all schools in the broader community to celebrate the contributions, histories and cultures and voices of Jewish Americans to deepen understanding of Jewish identity and experience and to take care and to take meaningful steps to confront anti-semitism and advance belonging for all. Thank you. And now we will move on to our third proclamation. 2025-26-08 recognizing May as Asian-American and Pacific Islander Heritage Month.

Whereas the Albany Unified School District values and honors the diverse backgrounds, experiences, and identities of all students, families, and staff and is committed to creating inclusive environments where every voice is heard and every culture is celebrated. And whereas the month of May is nationally recognized as Asian-American and Pacific Islander, AAPI, Heritage Month, commemorating the arrival of the first Japanese immigrants to the United States in May 1843 and the completion of the transcontinental railroad in May 1869, built in large part by Chinese laborers. And

whereas AAPI communities represent a broad and diverse group of individuals with ancestral ties to East Asia, Southeast Asia, South Asia, the Pacific Islands, and indigenous Pacific peoples encompassing a wide range of cultures, languages, and lived experiences. And

whereas a history marked by exclusionary policies, discrimination, and systemic barriers, including the Chinese Exclusionary Exclusion Act, the incarceration of Japanese Americans during World War II, and ongoing acts of bio bias, and xenophobia, AAPI individuals and communities have demonstrated enduring leadership and resilience while making profound contributions to American society in education, science, healthcare, business, the arts, public service, and social social justice movements. And

whereas AAPI individuals continue to experience discrimination and hate incidents underscoring the importance of education awareness in the community action to promote safety, belonging and inclusion for all. And whereas AUSD is committed to countering stereotypes, promoting accurate and inclusive narratives, and is feding culturally responsive practices across curriculum, instruction, and school communities. And whereas the 2026 theme, a legacy of leadership and resilience, invites reflection on the contributions and experiences of AAPI communities and encourages continued learning, connection, and recognition of their impact. And

whereas recognizing and celebrating AAPI Heritage Month provides meaningful opportunities for students, educators, and the broader community to deepen cross-cultural understanding, uplift AAPI voices and stories, and strengthen connections across our diverse community. Now, therefore, it be proclaimed that the Alm Unified School District Board of Education recognizes the month of May 2026 as Asian-American and Pacific Islander Heritage Month and and encourages all schools in the broader community in the broader community to honor AAPI heritage through education, reflection, and celebration, and to continue fostering an inclusive environment where all students feel seen, valued, and supported.

Thank you. Okay. Um I think we're done with that section of the agenda. We're now moving on to uh general public comment um period for items that are not on the agenda.

Do we have any we I believe we do not have any staff recognitions this evening. Um so we're moving on to general public comment for um items that are not under on the agenda. Um, please note that for items not on the agenda, the board cannot respond to those items, but uh, we're more than happy to take them either on the phone or in the room. Any comments in the room? Seeing none, any comments on Zoom? Okay, seeing none, we'll now move on to our reports, starting with our student board member. We don't have a port tonight. Great. Um, do we have any reports from our labor partners?

Hello. I'm just going to report that we are in the midst of elections for Albany Teachers Association. We're going to be turning over the whole executive board. So, we will have all new people starting as of July 1st. Thank you. Thank you. Um, I'll now move on to the superintendent report.

All right. Thank you. I'm going to work to share my screen. Okay. is always fun, right? That Oops. Let's do it the correct way. There we go. Okay. All right. Good evening, um, trustees. Thank you. Um, tonight I would like to uh use my superintendent report time to do some reflection on um the goals that I had this year and share some updates on that. So, I wanted to start though with just um some really um important um values-based uh leadership um uh stance statements that I came into this role with and that I think um really are what lead me in the work that I do. Um so my uncompromising leadership stance is that I no matter what central center marginalize students always and ensure that all students have access to success. For me that is probably the the number one um role that I have not only as the superintendent but as an educator and it is what I always lead with. Um, I work really hard to lead with integrity, honesty, and shared responsibility, especially right now, um, in this time that we're in in the face of budget and political pressures. And I work very hard to lean into complexity and discomfort.

And so, I've had a 16ishmon journey that I just wanted to remind you all of. Um, I started my superintendency last December and I spent the first portion of my superintendency um, doing some deep listening and what that looked like is um, small groupoup conversations, one-on-one conversations um, I did a survey um, and just made myself available to talk to people and hear all of the great things that were happening in Albany that people wanted to see continue. And I also listened um for areas of improvement. And through that listening campaign, I developed a 90-day plan which I presented to the board and got to work. Um, what I realized is that a a big part of what we needed and what I've spent a lot of time thinking about and working with my team on is um rebuilding systems that once had existed um in Albany but due to COVID um started to um kind of break down or or were non-existent. Um, and not just because of COVID, but because of all of the history of what happened prior to my superintendency. Um, including something as simple as moving the district office from one place to another, systems breakdown. And right now, I'm in the phase where I would say I'm in the reflective um the reflective phase and really trying to calibrate and think about what the next part of my superintendency will hold. So, I just want to remind everyone of the strengths. Albany is such an incredible place. We talk about this all the time. Um, people come to Albany because of the schools. People move here. They are excited about the schools. And as a parent of a child in one of our schools, I have to say that I agree. I think we have incredible

teachers. We have incredible leaders. We have incredible um classified staff working so hard each and every day to make our schools those the the what they are. Um so you know we remain high performing. We have very strong graduation rates when you compare them across other systems and we have really high academic achievement for most of our kids. We have deeply committed educators and extremely engaged families. And we have students um and again as a very studentfocused leader, this is something that is very exciting to me. We have students who demonstrate continuous creativity and leadership. And we also have some structural challenges. And so I just want to name that both realities can coexist at the same time. And this is what I learned during our listening campaign. And this is also what I've learned over my time here. Um, we and some of these things are just have nothing to do with Albany. It's just what we're dealing with right now. So, we have for sure unpredictable enrollment shifts. Currently in Albany, we're very fortunate. We do not have declining enrollment. We have TK students coming each and every day. And we have other um families who are coming and moving into Albany um regularly. That's that's amazing. We're very very fortunate. But we also know that in California right now um as well as across the country um enrollment is very unpredictable and we know that our enrollment drives our um our budget. We have major structural funding limitations in California. This is something that um I've talked about before, something that we're not the only district facing this and it is something that I think as a system we need to really work together across the system to help uh make some changes in California. California is not funding schools at the rate that they need to be

funded at. And in the face of that, we also have rising operational costs. um the cost of living, the cost of materials and supplies. Um we're about to go into um some some really exciting work with our facilities master plan and doing some modernization and construction. Um we know that the way the economy is right now, um those costs are going to continue to to move up. And we also continue to really see that our students need more support around mental health. Um, I will say that we are, and I've said this before, in the 33 plus years that I've been an educator, I have never seen a time like this before. And I think a huge part of it started with our our situation with COVID. Um, and we continue to really struggle with it. But it's not just COVID. We know that um, uh, social media, we know that the way the the state of the world right now, it's really challenging for our kids. And so we really need to address that. Also, when I uh at the beginning of the year, we did a survey and I'll be sending out another survey to see where people are right now. But we wanted to know um how are people feeling uh our district is doing in terms of some of these things that I heard during the listening campaign that we needed to address. One of them being fiscal responsibility, collaboration and trust, and communication and transparency. Ultimately through that survey we kind of got mid what my son would say meh. It was meh. We can do better. We know that. Um and so but it did give us a baseline. And the takeaway is that our community and students um experience our organization through how we respond and follow through. And so if we have really high quality customer service and we um are consistent and we hold ourselves

with integrity and we hold ourselves with um uh the consistent knowledge that we're here to serve each and every student then we will start to see improvement in this. And again, a big part of this is taking something that had, I think, very fragmented um pieces around systems and putting those systems together into something that makes sense and really is driving us towards our north star, which is our profile of a graduate, which is what we want our students um to leave Albany um knowing uh understanding, being able to do, and being prepared for in the world. So this year my goals um I had eight goals um which is actually kind of a lot but this is the work that we're doing as a district and so of course my goals should align with what we're doing as a district. I think the most important thing I want to name is that yes we are a very high performing district. We do a really great job for most kids and for me each child needs to be successful. Each child needs to have access to whatever whatever it is that they are wanting um to do in their life. And so a huge part of that is closing those opportunity and proficiency gaps. And I do want to say that we have already made growth here. We've done some really hard change work. Um not always the most popular work this year. And what we are seeing is we're starting to see some results. I also would say that that's not just because of the changes we've made. I want to I really want to name that we have extremely strong dedicated teachers who work really really hard each and every day and care deeply about our kids. But we do need to improve academic growth for all. We uh one of the goals is to reduce absenteeism and strengthen

belonging. Um so far we're seeing that our absenteeism our chronic absenteeism is is going down which is huge. Again, if we look at this across different districts, um we're actually uh we're doing better in a lot of ways. And part of what I think is happening there is that we do have some programs here. Um our S3 spaces, our community um coordinators at our elementaryaries. We have a ton of really exciting and interesting things that kids can do at school. I actually just saw an article today about how sports is one of the main reasons why kids come to school. And we have so many different opportunities for sports um not just at high school but also in middle school which is somewhat unique to Albany. Um and we also have of course our incredible performing arts, music, drama, visual arts um etc. Um and we are seeing that this is this is we're seeing results here as well in terms of um suspension rates um and disproportionality in suspension rates. A big goal that I I I'm not sure we've we've hit and something I want us to consider and continue to think about for next year is recruiting recruiting and retaining diverse high-quality staff. We want our staff to actually look like the students that we serve and we are an incredibly diverse community. We want to see that our staff represents that. But that said, we also want to retain the amazing staff that we do have. Um, and so this is something that we need to continue to work on. One of the things I feel really proud of and that I feel like we've we've done some really great work on is strengthening data informed decision-making. We actually have um regular data that we can pull, not just um our endofear academic data, but regular um at least three times a year data that we can look at and we have a system for that. uh we are presenting that data regularly through our vital

signs presentations and we're currently working on um a data platform that will be available on our website for people to be able to see data regularly. Another area that I think we need to continue to enhance and grow in but is a goal is enhancing communication and inclusion. One of the things that I heard loud and clear is that part of this is increasing transparency. And so the goal that I had and uh around this is connected to goal seven which is to increase transparency around how budget um decisions are made. One of the things I heard so often in the listening campaign was we're not sure how the budget is used. We're not sure how decisions are made with the budget. We're not sure what the process is. We don't know who decides. Um, and so one of the big goals that I've had and that I feel proud of that we've worked on is really getting um a budget process in place. And thanks to CBO Woo for coming in and and jumping in and and working with me on this. We actually have now a very very um uh clear system around budgeting and um it is more transparent than before and it's getting more and more transparent as we go. Um, a part of goal 7 is also operational excellence. Again, this is something I think that we need to continue to improve. Um, one of the things, um, I want to make sure of and I think that this goes to goal three as well around strengthening belonging is that we have to have excellent customer service. we have to when people come and ask for support from the district office or um from anywhere across the district, people need to know that that we hear them and see them and that we are going to do what what we need to do to support them. So, this is something that I am continuing to really think about um for next year. And I think that goes to

building trust and confidence across the community. Um, for sure part of building trust is for for me to be visible, to continue to listen and to build relationships. And I do want to say that a big part of this also is that um it's not one-sided that I need in order for me to build trust, I also need folks to be willing to to build that trust with me. And so this is something we're still working on. So just a visual of I think some of the celebrations. I think we have a lot to celebrate. Um, we are seeing growth. This is really from our midyear vital signs uh presentation, but we're seeing some really great growth in our literacy data, especially for our littles. We're seeing um that kids are maintaining um their their understanding in literacy um or or advancing. And again, our attendance rate is it's it's good. It could be better. Um, and it's I think for us, again, if you're looking across different districts, we're we're at a pretty good rate. Um, but we still want to pay attention to our disproportionality. We still want to make sure that we're increasing um all of these things for our um most historically marginalized um and racialized communities. Um, and so two that we've really highlighted are our black students and our Latino students. But we're seeing growth. we're seeing growth. I did actually ask our principles um about their experience with the new budgeting uh platform and system and ultimately uh we got really high ratings for um their ability to understand how the school plans um align to the budget. um their clarity on base staffing versus

um their discretionary decisions, confidence in using um data to guide allocation is still something we need to work on. Uh but still, you know, fairly fairly decent. Um getting the appropriate level of support and coaching was was definitely there and that there were very clear expectations and timelines. Um I love this quote. I feel more confident in knowing how to do this process overall and we'll be able to plan my site council meetings and the information in them earlier in the year. That's actually what we wanted. We wanted this process to be something that's predictable and that is used in the planning for schools and that I I've said this before, but the budget is basically the site plan in numbers. And so they really need to match and that engagement process needs to start early and really be uh robust in something that community feels really connected to. So some of my reflections as I said this has been a time of reflection. Um I know I can go fast. I said that in my interview. I don't think people believed me. Um but I I really truly know that that is an area of growth for me. And so I have been working really really hard to slow down um and to continue to do that. And I so again I want to I want us to think about shifting from rapid implementation which we've done um to more collaborative change which I think we we're working on this year. My team has done an incredible job supporting me with that. Um focus on shared ownership uh and people centered leadership is something that I really want to focus on. uh balancing the urgency for student outcomes with thoughtful change management. Again, because one of my core principles as a leader is being student centered and specifically for our most historically marginalized students, I feel a great sense of urgency to get them what they need

today. I don't feel like our kids can wait. And it is really important to me that we do that work. And I also know that it's not going to go well if we're not bringing all of our folks along and and um ensuring that they understand and that we all have a shared sense of that. And so for me, communication matters um both in how what we say and how we say it. And again, I just want to reiterate that trust is built in both directions. So not to belabor the point, but we have some pillars. These are these continue I think to be the things we need to focus on. Still continuing to close opportunity gaps, continuing to focus on literacy specifically. I know that there's urgency and and um we do need to move towards math instruction and we are definitely preparing for that. And we also need to make sure that we continue to hold ourselves accountable for um all of our students being readers, especially by third grade. We want to continue to focus on data informed decisionmaking. And so we need to see which data is working for us to make decisions and which data we still need to pull and what information we need that we don't currently have to make good decisions. Fostering a sense of belonging and um so that we have high quality um or so that students come to school is continues to be important. continuing to focus on staff diversity and retention um and continuing to focus on trust and fiscal excellence. I don't believe that these should change for next year. I think these continue to be our goals. Um but of course that's something that we'll be discussing as we put my uh next set of goals together. So for me right now it's about

sustaining and maintaining and making sure that we stabilize I want to continue to cultivate and support our site leaders um to uh to foster those highly collaborative school environments. One of the things we've worked on this year is building up our instructional leadership teams, our ILTs. We're going to continue to do that because that is a way to build trust, shared decision- making, and um keep the decisions closest to where the students are. and continuing to develop um a graduate profile which will really help us get ready for the next iteration of our LCAP as well as our strategic plan. So here's what I need to be successful. I need time to build strong systems. We're doing work to strengthen communication, transparency, and trust, but it doesn't happen quickly. It's not fast. And so we need to make sure that we continue to do this but also understand that it takes time. We need to um what I need is to have um people come to me with curiosity over assumption. So when information is incomplete often people will um make up their own story. And what I actually need is for folks to ask questions rather than um come to conclusions. And I need us to stay grounded in our shared commitment to our students. I'm asking for people to go to the source, seek information from the person closest to the work to ensure clarity and accuracy. So if there are concerns or questions about decisions that are made or if people feel like they haven't been a part of the decision, I ask that people go and ask um the leader that

they work closest with. Uh and and for me again what I am trying to do is keep those decisions closest to the students and closest to the work. And the last thing I ask for is grace. I really hope that there can be a shared belief that when I say I will do something, I will follow through. Thank you. Thank you. Um we'll now move on to the board committee updates. Um Trusty Boyd, I'll start with you. Do you have any uh board committee updates since the last time we met? We don't. Yeah. Uh Trusty Hopwood,

I do. Um I it's been a while because our last meeting we didn't do our updates but I attended the special education advisory committee meeting uh last month actually a month ago. Um which was great. Dr. Sweet Chaher, one of the members uh presented the results of an anonymous special education survey that she had crafted and distributed and um uh related. And so that was wonderful great great engagement from uh from committee members on that day. Um and there is next week a um community special education meetup outside the district office uh on Solano. So on the 23rd of April, next Thursday between 10 and 11 uh with the transition program. Um also I should mention I went to the coffee transition express. I know that President

Fantastic. I've been there been there a couple of times. It's great. So, I went on the 26th of March. Um, and it was outside the district office. That was wonderful. I had a really good hot chocolate. Um, and that is happening again um this coming Thursday on the 16th outside Coyote Kids Salano, which is at 1272 Salano. Um, I don't have any more commit. Vice President,

I have one and mine is also a little old. Um but Superintendent Stone and I met um with Jen Ly who is the associate director of government and community relations at UC Berkeley um a few weeks ago and the purpose of the meeting is to restart our relationship between Cal Guiltrack Farm and um AUSD. So to work and collaborate um it was a great learning for us. Um a lot of background on Guilt track farm that we didn't know about and we'll be meeting um twice a year at this point to collaborate and talk about ways that we can all work together in the future.

You have one old one and one recent one. So uh about a month ago we had the citizens bond oversight committee. Um, we talked about putting putting together an update for the board on on um status of the bond sales and what have you as as part of the annual updates that they do. We also a brief conversation about the selling of bonds and what have you. Um, I will note that we I believe we have three uh vacancies, a business community representative, a taxpayer organization representative, and a public at large community representative. So, those who those I believe are already posted, but uh um if you're interested at all, it's a really great way to get involved in kind of how we um spend our spend those bond dollars to um uh support support our infrastructure. And then just last night, um we had a tech master planning committee meeting. Um as I've mentioned before, we kind of divided up into four different subgroups. This was a coming back together of those four groups. We reviewed each other's work and the next steps are our are ours assembling all those four parts together, putting it together in one giant master plan, reviewing that and then that'll show up before this board in the June time frame. Uh moving on to board member reports. Uh Trusty Boyd, I'll start with you.

You I do have uh two things. Uh this first one could have been a committee update since Trusty Khan is uh not here. I will just share that um both of us attended the equity council meeting before break uh with superintendent members of district office and uh various representatives from our parent affinity groups, our family caregiver affinity groups. Um and uh just want to appreciate and acknowledge um the openness and vulnerability and uh coming together of of different members of of those communities. I had to leave early because it uh conflicted with a choir concert, but I uh very much appreciate all of the the work and openness that uh people are bringing to that council. And then um uh relatedly, I did have the pleasure before break of attending the middle school and high school uh choir concerts. Um they're just uh such a wonderfully high caliber of music songs uh presented in various languages with various movements and number of student musicians um from throughout our high school who accompany the groups um and representation of of social justice movements as well. um just really uh such exceptional music and I do want to just take a moment to to really applaud and acknowledge the work of Kate Heisinga um who has just brought so so much to our coral music programs. Um will be greatly missed. Um just has uh functioned at such a high caliber and really uh provided exceptional opportunities to to all of our students including u my my two daughters uh in particular. So, just wanted to take a moment to acknowledge everything that she has brought to the district and and just the wonderful coral music programs that um that we have the honor of being able to to observe and and to participate in.

Thank Thank you so much. Um Trusty Hwood.

Um yeah, I have some. So, I attended the high school freshman forum one of those days on the 27th of March to listen to uh presentations from groups. Uh I listened to some on one was gender pay gap one was fast fashion always very enlightening and those freshmen did a fantastic job answering questions and presenting. Um and then my two sites are Marin School and ACC. Marin is hosting its annual moonlight auction this coming Saturday which I will be attending. I'm very much looking forward to that. Um, so those tickets are still available for that for any members of the Marin School community and it's a fundraiser for the PTA. It's going to be at Ocean View Brew Works on Saturday. Um, and then I also want to mention the following Saturday is the Albany Children's Center spring fling on the 25th which takes place from 10 till 1. Um, so I just want to read some of the description of what we'll what's to look forward to that day. So the playground will be open. There'll be games and activities for young children like face painting, treasure hunt in the sand. There's a raffle with some fantastic prizes and there's food available. Albony fire department will be there with a fire engine and an ambulance. Um so I'm quite excited about that. Um and so some of the prizes things like gift cards to the natural grocery store and Flowerland and um there's a chocolate tasting prize. That sounds great. A Soma train town passes. So anyway, lots of really exciting uh raffle prizes. So that is Saturday 25th from 10 till 1 up at the children's center. So look forward to seeing everyone there. Thank you. And that's everything for me.

Vice President.

Yes, I am going to um AMS is my school, but I also have some updates for the high school. Um the spring sore at AMS is happening Thursday, and if you've never attended, it's pretty awesome. It's for students only. It's basically a big afterchool party. Um, so that's happening and the next parent ed night is on May 14th and the topic is financial skills for teens. It seems like something even high school parents um can listen to. Um, so I also attended both the AMS and the AHS site council meetings and we reviewed the safety plans for both. Um, and a big thank you to the MSPTA because they are taking on the very large project of updating the emergency bags for the school. Um, for the high school, uh, the prom took place Saturday of break and, um, I saw lots of pictures. I heard it was a beautiful setting and the food was amazing, which is a huge improvement from last year, the kids tell me. Um, teacher appreciation is Monday the 20th. So, um if you can u participate, contribute, they would appreciate it. Chamber singers are headed to Golden State, uh the Golden State Coral Competition on April 21st. Um there is a free AI educational event on April 25th that the Writer Coach Connection program is putting on. And the final theater performance of the year is happening May 8th and May 9th is Space Princess Wars. don't really know what that is. Actually, somebody explained it, but I can't remember. Um, Princess Bride and Star Wars, I think, maybe. Um, anyway, I hear it's super fun and it'll be on May 8th and May 9th. the the the final performance is always a senior directed performance is always a bunch of fun and and I will also reiterate um Trusty Hopwood's um kudos

for I also attended the um freshman forum at the high school um which is always fun to go to and just see um lots of young people wrestling with really serious topics and really engaging in in in our world and our community and that's really that's really terrific to see. Um, I've got some updates from Ocean View. Uh, note that this week's PTA meeting is canceled. So, next PTA meeting is going to be in May. On Sunday the 19th, we've got a multicultural night at the uh, multi-purpose room. Um, there's a sign up in the email that was sent out, I believe, earlier this week. Um, Wednesday the 22nd, we've got the Earth Day sing along and on Friday the 24th is coffee with the principal. Um and then I want to talk a little bit about um kind of a thought that I had recently. I was asked about my background in education. Uh and I was reminded of my time back in the last century when I was working for the council of chief state school officers. The ch the council of chief state school officers is an educational nonprofit in DC that represents the heads of education in each of the 50 states plus territories etc. Um and they do a bunch of different activities um including running the national teacher of the year program. Um when I was there the the council of uh chief state school officers helped form an organization called the learning first alliance. It was a collection of it I guess it still is a collection of educational organizations across the spectrum. So, it's the American Association of School Administrators, aka the Superintendent, the American Federation of Teachers and the National Educational Association, the two largest teachers unions, uh the National PTA, National School Boards Association, as well as the National Association of Elementary School Principles and the National Association of Secondary School Principles. And you know that now that every every part of the educational system has its own representation in uh in Washington. But basically all these kind of main educational organizations came together

because they realized they had a common interest public education and rather than working independently if they worked together they could have a louder voice in advocating for education at the national level. when I reflected upon Albany, I see kind of a similar opportunity for us that we that I saw I saw with the learning first alliance that if we can work together uh we can have a larger voice about what happens in our schools and particularly as I'm thinking about the current situation from a funding and budgeting perspective and some of the things that are happening in Sacramento. Okay. Um Yes. Yes. Trusty Boyd. Apologies. Um I just wanted to I missed a couple announcements for Cornell. If I could just take take one minute. Absolutely

about that. Um, so we have fun fitness week coming up April 20th to 24th. There will be a big kickoff party in the Cornell yard on April 19th, 2:00 p.m. with a bike blender smoothie station. Uh, there's a link to sign up for the last fundraiser of the year which coincides and the class with the most signups gets a popsicle party. So that's circulated in the newsletter if you looking for that link. And then just looking ahead a little bit, we have a PTA meeting coming up on April 29th and a PTA movie night coming up on May 1st. Thank you.

Worries, nothing motivates like popsicles. Okay, now we'll move on to staff reports. Uh CBO Woo, I think you're up for the deferred maintenance plan overview. Can we have project.

Just a moment. Here we go. Yes. Yes. Good evening, superintendent, board of trustees, student trustees, executive assistant to the superintendent, Micah. Hello. There you are. Okay. Sorry, I overestimated my height. Sorry.

Um, I'm here today to give you guys an an update with regards to the deferred maintenance uh plan. Um, often times I'm responsible for basically coming up to the podium, proposing for approvals of project costs and so forth. Um, uh, on a day-to-day basis I'm always like approving invoices, payments, purchase orders, and so forth. And many of these things have a lot to do with our facilities. Um, a lot of the project costs are coming in um, in some cases astronomical prices uh, in my uh, perspective. And um in addition to that, I've had the privilege of working with HKIT with the facilities master planning steering committee to get updates on, you know, our the state of our facilities, what are some of the things we should pay attention to? What are the fixes um that we need to really uh focus on first? And with that said, sometimes I'm also hearing on this other ear, right? Oh my gosh, my HVAC over here is broken. We need to fix that. We should use the bun. So, a lot of people are often um already kind of advising that I should pull from bond funds to pay for a lot of the maintenance related things. And so, I'm here to actually clarify what the difference is. A deferred maintenance plan is needed to protect our assets. It's to reduce risk and control long-term cost. Delaying maintenance leads to unplanned costly repairs and unforeseen downtime and potential safety or compliance issues. By identifying and prioritizing like the maintenance needs organizations, we're basically moving from a reactive state to a proactive planning state. And in a future slide, you'll see why that's important. Ultimately, a deferred maintenance plans ensure operational continuity while turning maintenance into a strategic costeffective function. And so this time I didn't have like a super creative um chart up there for

you, but the illustration is really kind of like stating how the stock market is currently functioning. So when um you know today in the news I heard that we're going to do this today, all of a sudden people are rushing out to buy a whole lot of stocks. The next day the news changes and oh the unemployment, you know, report came back not as planned. All of a sudden people are rushing again. They're reacting and they're selling off all their stocks. So, if you're paying attention to the way the stock market moves, it's like constantly up and down, up and down, up and down. And when we're talking about public funds, we can't afford to operate in that way. We need to do some proactive planning. So, the district's vision is rooted in community and rising in possibilities, right? We're we're totally focused on uh meeting the student potential uh with no constraints. the physical reality. Well, some of our building uh some of our structures are aging faster than others and it needs a lot of attention. So, the infrastructure introduces operational friction. When the facilities fail, learning is disrupted. How does that disrupt? Well, sometimes the cooling system goes off in a classroom on a super 90 degree day, a super hot day, and it makes it hard to concentrate. Is that something that we could have probably prevented? Probably. you know, if we actually focused on a deferred maintenance plan and had it scheduled on there, it's um it's not to say that nothing would ever break, but just to say that if we do proactive planning, we could fix a majority of these in advance. A deferred maintenance plan is basically looking at um our repairs and our fixtures, our maintenance on a shorter term is within one to five years. When you look at a facility's master plan, they're talking about modernizations of of buildings and structures and so forth and maybe even systems. If you didn't

have if you were still, you know, with the old boiler room heating like the old school days that Cornell had, um, a longer term plan would actually be to update the facility, put put the, uh, HVAC system in place and so forth. But we're thinking probably somewhere around the 10 to 30 year down the road vision. Somewhere in between that, I'd hope that I'd be retired. But I still care about what happens to our facilities here today. So with that said, what are some of the things we need to focus on? The anatomy of a deferred maintenance plan. There's four primary categories. We're talking about major building systems, the end of life replacements uh for core infrastructure. roofing to me is a big concern, especially because the weather patterns have changed recently and we're experiencing like atmospheric river type type of storms. Um, and so we've experienced a lot of like leaking and water uh damage in in quite a few places uh over the last wave of storms. Interior exterior surfaces, it goes a little bit beyond like just beautifification of the campuses. It's also protecting the structure itself, right? The walls. It also helps prevent u moisture from seeping into the walls which could then al ultimately um cause severe damage. Site and infrastructure we're talking about resurfacing. You know, we use the grounds a lot, outdoor uh basketball courts, driveways, those types of things go through their also normal wear and tear and it needs repair. Not necessarily like a bond project, but it would be something that you know is like normal wear and tear. We need to have that on our radar on approximately when we should fix that. Compliance mandates, legal u prerequisites for maintaining a rolling 5-year master plan. So, in order for us to be Prop 2 eligible, we must have an updated facilities master plan and we must have an updated deferred

maintenance plan. Some of it goes hand in hand and we'll explain why. But before that, my favorite subject is to talk about the money first. So the orange represents basically our reactive phase. The blue represents our proactive phase. So you can see that over time this is kind of mapping for us the difference between what our emergency reactive repair costs are versus what our plan maintenance costs are. So if we plan in advance, we actually could save the district uh money on the longer term. The system condition uh tracker part one is tracking the failures, you know, from we we we've been hearing about HVAC a lot and we're attending to those. Um but that is one tracking where are all of our systems uh really not functioning the way that we need them to. we need to categorize and assign the urgency. So obviously the most critical is anything that might impact safety and security and then some of the other things um in terms of like maybe moderate type of repairs that need to be replaced. So our gym wall over at the middle school for instance had experienced some gym uh floor damage and we had to go figure out what was going on with the walls because it was the second time we were going there to repair the floors. And ultimately we found out that yes, water was slowly seeping in and it made its way to the gym floors. And what we don't want to do is to be reactive and to set ourselves up so that we're constantly just repairing floors. There's other things that we can be doing with those funds as well, right? If we do it correctly. And then the next phase is really scheduling those replacements. So, a deferred maintenance plan puts these types of things on the radar and it allows for us to start scheduling when do we anticipate we should start

paying attention to repairing these things. High urgency, poor condition. Here's a couple of examples of high urgency and also things that we need to tend to that's poor condition. The AMS bathrooms and the cafeteria. the issues, it's worn, the fixtures, insufficient capacity, undersized cafeteria, it came up on the facil's master planning as well. Um, and then, you know, for the Cornell portables, they're aging. They're in poor condition. They need to be tended to, right? It's kind of an immediate urgency in a sense that, you know, it can't weather some of these storms anymore. I've actually walked over and seen the seen the damage like right after the rain and it's not good. But, you know, if we're planning in advance for something like that, hopefully we can avoid that going forward. But to replace a whole portable right now could be very, very costly. The general fund baseline. So, the requirement is that 3% of our general fund expenditures must be allocated towards routine repairs and maintenance. Routine repairs and maintenance types of things though are the daily things like, you know, my my toilet's clogged, right? we have to go fix it today. Or we might have a leak in a small leak, a minor leak in one of the kitchens, then we have to go fix that. So the routine repairs and maintenance type of funds that we're setting aside, it's not sufficient to really pay for the deferred maintenance projects that I'm talking about funding the vision and the financial duality. I won't take credit for all the graphics, but it's much prettier than what what I could have drummed up. So, neither stream can actually act alone. So, the community invests in bonds, right? And the bonds allow for us to be able to also then uh go out and qualify for state facilities funding to help supplement that. It goes hand inand

one or the other is not sufficient. But to qualify for the state part, we also have to have uh proven community investment as well. There's four primary uh me this is a matrix. So there's four primary areas that kind of uh spell out the differences between what the local bonds are for and also what the state funding is for. I won't read through all of these, but in terms of eligible uses, I like to focus on that a lot because part of one of the things that's my primary goal is to make sure that we stay compliant with the use of all of our funds. So for local bonds, capital improvements, modernization, and construction, when we get state funding, it's specific and they it's almost like getting a restricted fund. And so it's prescribing what you're really allowed to kind of help improve with those funds. It is a lock and key mechanism. I talked a little bit about Prop 2 earlier and the only way that we can access those funds, the local bond contribution that we have is the key to help us unlock those um our eligibility for additional state funds. Here's it's a continuous cycle. It's not one of the things where even with the facilities master plan and they go ahead and they modernize a full building, it's said and done. I wish that was the case, but there's ongoing maintenance, right? And then there's going to be also deferred maintenance that we have to focus on down the road. So even with um I should talk about Marin because the HVAC thing came up recently a lot. So even with a more modernized campus, the HVAC system is a few years old now. And so some of the things are starting to to kind of like hunker down and need us to pay more attention to and that's what we've been doing. So what we want to do is to put those types of things on a deferred maintenance plan. So we're

planning for advance and not getting that emergency call saying, "Hey, we got to come and pay attention and fix this right away. Who can we get?" because as soon as you call somebody on an emergency basis, that's when the prices actually go up. So the life cycle of this ecosystem is that we have the local bonds. It leads access to access for us to have state funds and then that helps us to then feed into things that we could fund for the facilities master plan. And in addition, the facilities master plan will also spell out some of the things that probably belong on a deferred maintenance plan. This is not meant to like talk about the facilities master plan, but this is just to give a quick reminder uh with regards of the phases of what happens when we're developing one. So in phase one, it's basically spent with a lot of energy prioritizing its district-wide planning on the principles. um our our partners with HKIT have gone out to the community and actually spoken and gotten a lot of feedback with regards to what they think our facilities priorities should be. Uh phase two is drafting up the master plan itself with options. Um if someone says we need to add a couple more classrooms on a campus, they're drafting the plans for us. And then once we draft up the plans, what's the implementation? Well, that depends, right? Right now, we're working on getting an estimate on what the cost would be for each of those options that they're trying to help us lay out. And that will help us then to prioritize what we should we should be focusing on the financial road map. So, this tells us some of the things that are aging right now and over the years what it could cost. These are not exact cost estimates. It's not exactly the back of an envelope type of an estimate either, but we've taken into account data that's kind of

available to us right now. As I mentioned, HKIT is working on getting us some true cost estimates, but you could see, you know, in 2026, oh, it looks like we could triage the elevators, HVAC, the roof approximation a little over more than a half a million. Then over the years as other things start to um build on top of that, you could see the cost of these things start to climb. So let's say in 2027, Cornell portables, the bathrooms, we really need to start paying attention to that. That adds another $2.5 million of cost. Then in 2028, the ACC playground's starting to come uh become very rough and rugged and we need to start preparing repairing those because it could be, you know, for safety hazard reasons that, you know, we we need to focus and put high urgency on that. The the cost climbs to two uh almost $3 million. And you could see that over the years as these things um start to need attention, it could get in upwards of $9 million. Um, I've seen the full immediate like draft list of some of the stuff that that could be counted towards a deferred maintenance plan which fall into these categories um in multiple campuses. And I can tell you that I can see that the estimate for that is higher than the $9 million. We're looking probably closer to about $15 million of deferred maintenance. So, just some, you know, food for thought. But you can imagine if we continue to ignore these things, we don't have a deferred maintenance plan. We wait until don't fix it until it's broke. If we don't fix it until it's broke, I could tell you that 9 million could easily be doubled just for the things that are highlighted there. When we're taking a look at the implementation phase, I kind of mentioned this a little bit earlier, so I won't walk you through like every single step. community engagement, cost synthesis, presentation, potential board

action, and then we go into the implementation planning, which I'm very much so looking forward to. It may not seem like this has been a fun process, but actually, as you see it progress, and you could see you could start to see the vision and the light at the end of the tunnel, I'm getting more and more excited as we get closer and closer to the implementation phase of the facilities master plan. So with that said, um any questions? So there's more to come. The next steps is really then refining coming down to like a full list of like details and projected costs. Go to the board for questions. Any questions? Starting with our student board members.

Questions for the board. I have a question. Yes. So at the beginning of the presentation, you said we have to set aside 3% for maintenance. A lot of these items you refer to as being in deferred maintenance, which look bigger than, you know, fixing a leak here and there. Yes. Where do we have the money for that? Where is it coming from? Do we have the public I'm sorry, the state funds that are on there?

We have some of the state funds. We're also working actually with our our school facility partners with regards to looking at our qualifications for additional funding, but as you know, the timing of when the the the state makes those funds available could could be lingering down the road. So, they're not immediately available. But certainly as we identify the things that need attention now the way that that works is that we develop a a DSA approved plan come up with the cost estimate. Some of them if it's more urgent like safety security things we need to start repairing them right away but that does help us qualify then to access those funds in the future.

And I just add that that also helps us to figure out exactly what our budget needs to be for the projects that are determined for that yes time span. And so without a deferred maintenance plan, which we've been operating without, it's hard to budget. Yeah. I'm looking forward to actually having a more refined plan so that that tells us then what we should be recommending to you all on how much we should be setting aside to be able to accommodate that. I guess kind of along those lines, um I fully expect that the deferred maintenance plan will be more than we can set aside. Um maybe I'm maybe I'm a pessimist on that one. Um but knowing that like how are we how do we think about where we

invest from a deferred maintenance perspective and where we're going to have to roll the dice? That make sense? Could you say that part again? So I fully I fully expect that you'll put you'll put together you're going to put together the list of deferred maintenance items, right? And it's going to I I I fully expect that that number is going to be quite large. Mhm. As we said, we've been operating with audited uh deferred maintenance bond, which is probably creating even more deferred maintenance than we should otherwise have. That's correct. I suspect we aren't going to be able to afford everything on the plan. Correct.

Right. So, we're going to have to make a decision about which of the things we actually go after from a maintenance perspective. And some things we won't go after. I'm calling those a roll of the dice because it's going to be deferred maintenance that we're gonna eventually who knows whether that roof's going to last two years, three years, four years, five years. And if we get lucky, it's five years and we're all good. But if it's not not a good it's an Elino year or whatever and it's it's a two-year deal, we're in real trouble. So, how do we start to think about making that kind of a trade-off? Does that make sense now?

Yes. So, I do agree with you that when we can't do everything just like even with the facilities master plan as we're looking uh 10 30 years down the road, we're not going to have enough bond money today to do all of those things per se. Um but but certainly I think we need to identify it so that we can actually assess our own risk. So, you know, some of those things you roll the dice. I have an example of that. I recently fixed my own HVAC system at home. I've been rolling the dice on that for 20 years. which is amazing, right? Every year we fix the condenser, you know, we fix the capacitor, we tinker with it, put a little bit of maintenance dollars on it, and we keep it kicking for another year. And we kept doing that for 20 years until finally it clunked out. I was finally told that that system was more than 50 years old and and we made it work. So sometimes you get a little bit lucky. You fix it, you tinker with it, you know, do some replacement parts and you could keep it going and keep it on that deferred list a little bit longer than perhaps some of the other items. So that will be more of the challenging task is figuring out what are the things we must prioritize first.

And will we as a board get to look at what that list is when we kind of Yes. together. Yes, for sure. I'd love to I'd love to both see it and kind of both from a completeness perspective and then understand thinking around sort of the play order in which we're thinking about going after it. Yes. Other questions? Great. Thank you. I think we'll move on to our review and action items. Um our first item is are you who's doing this? Is is uh this is the review is calling in. Okay, great. Uh, review and uh, approve the declaration of need for fully qualified educators. Um, sorry, no,

President Mahoney, I just got a text that um, Melissa Boyd had raised her hand during CBO. I'm so sorry. Uh, Trusty Boyd, I can't see you on the screen. So, sorry. Um, so, uh, CBO CB. Could you come back up please for her question? I'm so sorry. I had raised my hand during the back during the board member reports and then I just went off mute and interrupted so I could get in my Cornell stuff. So, we're all good. Oh, thank you. Wonderful. Okay. Wonderful. Great. CBO, you're back off the hot seat. I still can't see you, Trusty Boyd, but uh we've got uh

CHRO Gonzalez is is going to be up for the uh need for fully qualified educators. Thank you. Can everyone hear me? Okay,

you can hear me. Okay, so this item, this is a a routine item uh that uh we bring and districts bring each year. Um specifically this is to allow us to apply for emer what we call emergency credentials. So when you when a person you know uh goes through a credentiing program they're they usually have a focus on some content area you know math science or a multiple subject. Uh and then they're they're limited to being only in that teaching in that content area. But there are times when folks are maybe seeking a second authorization or um we have folks who go on maternity leave and we need to backfill with a sub who maybe doesn't have that credential or doesn't have a credential yet is still going through their program, that sort of thing. And this allows us to apply. This declaration of need has to be on file with the commission on teacher credentiing in order for us to apply for any type of emergency credential. And so that's the purpose of this item here.

Uh questions from the board starting with student board members now. Um any questions or comments from the public? Do we have a motion? I move to approve the declaration of need for fully qualified educators. I second. We'll need to do a roll call. Student trustee Todd. Yes. Student trustee Shepard. Yes. Trusty Boyd. Yes. Trusty Hopwood. Yes. Vice President Inklas. Yes. President Mahoney. Yes.

Motion passes. Uh Marina, you're still up for item B. Approve uh resolution number 2025-26-12 uh certificated assignments outside credential authorization.

So here again, this is a credentiing item. Um again, the commission allows for special exceptions for folks to be outside of their credentiing area. And in this case, this is what we call a local assignment option where we as a district have determined that um the employee listed and sometimes employees have done this work long enough that we find them to be qualified to teach in this particular content area. And so, uh we pass this resolution and we have it on file um and so that we don't get a misassignment with the commission. Any questions from the board? Uh, comments from the public or on the on Zoom? Seeing none, do I have a motion?

I'll move to um approve resolution 2025 2612 certificated assignments outside credential authorization. I second. Can I have a roll call? Student Trusty Chuck. Yes. Student trusty Shepard. Yes. Trusty Boyd. Yes. Trusty Hopwood. Yes. Vice President Inklas. Yes. President Mahoney. Yes.

Thank you. The motion passes. Um now, uh CBOU, I I believe you're back up for the approval for resolution 20 2025-26-13 authorizing the issuance and sale of general obligation bonds of the FAC. Thank you. This is going to be a two-parter. The first resolution is um asking the board to authorize us to go out and actually uh start the process of issuing the bonds. I think um maybe one of our partners from Oric. Uh maybe on Zoom.

We have a we have a hand raised. I'm assuming that's the person. Yes. I'm going to allow to talk. Go ahead. We believe you're on. Great. Thank you. No, we got two. I'm confused. Is it Is it Is it Lauren Herrera or John Palmer? John Palmer. I'm sorry. Laura Herrera. I'm going to you for a moment and let John Palmer. Hope I didn't screw that up. Um allow to talk. Okay. Oh, go ahead. Oh, I just wanted to say hi and thank you for having me. Lauren's actually my colleague. Yes, I had a feeling.

Yes. So, this is the first part is authorizing uh us to actually go out and issue um the bond issuance uh for the first part, the measure L, the $64 million um that we want to be able to gain access to. It's going to be in thirds. So typically you don't want to issue it all at once because you're not going to spend it all at once. So we have to go in phases as we need to access the funds for our project. So the first phase is going to be $20 million. Uh questions from the board. Do do we have a sense of can we articulate some of the the projects that will be used with that first base?

We will be prioritizing that once we finish the facilities master plan. Great. Okay. Yeah, we'll see if we're paying attention. Any comments from the any comments from the room? Any comments on the on Zoom? I see none. Uh, do I have a motion? Mr. President, you're up this time. I move to approve resolution number 202526-13 authorizing the issuance and sale of general obligation bonds of the Albany Unified School District. A second. Great. Can we have a roll call, please? Student trustee Cho, yes. Student trustee Shepard, yes. Trusty Boyd, yes. Trusty Hopwood, yes. Vice President Inklas,

yes. President Mahoney, yes. The motion passes. On to the next of our two bond items today. Uh this is on the authorization of the Asians and sale of general obligation refunding bonds uh of the school district. Go ahead, C.

Yes. So many uh this repres we're recommending that the board approves uh resolution 20 2025 2614. This is the refunding portion of our bond issuance. So many of our older bonds have are have called dates uh up to today now. So we can actually refinance that. Back in March, uh, Makiko from ISM Advisors came and did a presentation and talked about why it's a good idea to do some refunding to help save some taxpayers some funds. Um, so this is what this resolution is related to. Any qu any questions from the board?

Any comments from the the public? Seeing none, do we have a motion? I move to approve um resolution number 20252614 authorizing the issuance and sale of general obligation refunding bonds of the Albany Unified School District. I'll second. May I have a roll call, please? Student trustee Chok. Yes. Student Trusty Shepard. Yes. Trusty Boyd. Yes. Trusty Hopwood. Yes. Vice President Hinkless. Yes. President Mahoney. Yes. The motion passes. Thank you.

And now uh we are on to the review and approve the con construction management contract with capital program management. I'll just stay up here. I'm kidding. Um at this time, I'd like to invite Mike Wasserman up here who's representing uh the capital program uh management uh group. We're super excited. uh we went through a whole RFP process and all of the panelists uh selected this firm to help us oversee some of our bigger projects and monitor that. And with that, Mike,

thank you very much. We very much appreciate the opportunity to get to represent you and help you implement your bond program. Uh we have a lot of experience doing that. We've been in business 26 years and worked with districts throughout the state and uh have a lot of very happy clients and we hope to make you win as well. Thank you. Thank you. So, the recommendation is for the board to approve uh the contract for Capital Program Management, Inc.

Do I have any questions from the board? Uh any comments from the uh audience? Seeing none, do I have a motion? I move to approve the construction management contract with Capital Program Management, Inc. Second. Great. May I have a roll call vote, please? Student Trusty Chok, yes. Student Trusty Shepard, yes. Trusty Boyd, yes. Trusty Hopwood, yes. Vice President Inklas, yes. President Mahoney, yes. The motion passes. Great. Thank you. Forward to working with you. Fantastic. Thank you so much.

Appreciate it. Um, next up, uh, the authorization to develop an agreement for legislative monitoring, analysis, and advisory services related to property sales impacting the school district. How are we, uh, tackling this one?

I'll start and I CBO, we will jump in if I forget something. Um, so recently we were made aware that um, Golden Gate Fields is being sold to the state um, for uh, public use, which is very exciting. Um it means that we'll have um more uh green space and recreation spaces in Albany and we're very excited about that. And of course um another complex matter has come to us which is that because it is being sold public to a public um to the to the state. Um that means that the money that we have been receiving for that parcel um is actually going to go away. um and it it approximates about $700,000 annually. And so what we would like support um from the board uh to do is to um approve for us to start to move forward to think about how we might be able to work with the state or come up with some um creative solutions um to mitigate that that the impact of the loss of the $700,000 a year. You want to add anything, CBO? Did I miss anything?

We may also embark on an agreement with an agency, an advisor that will help support that effort. Of which case, of course, if we do end up entering into an agreement or want to propose an agreement, we will bring that back to board for final approval. Thank you.

Any questions or or comments from the board? Uh any public comment? Okay. Um, so I'll just I'll just I guess I feel like we should talk a little bit about this before we kind of like go into motion. Obviously, I think or I should say obviously um definitely think that making that area a green area is fantastic. Like I think it'll be great for the community, but this is real dollars. We're talking about $700,000 on an annual basis. I think about um what that would mean in terms of um how we support our people, our teachers, what have you, our educators, and what have you. that would be incredibly uh you it's critical for us to have that money um support our students. Um so I I'd love for us to figure this out with the state um whether that's going directly with the state or talking to some of our representatives on a more formal basis to to lobby them accordingly. So, I just think it's like critically important that we actually do this. Um, even though I suspect everyone will move ahead, but like this actually has material impact on what what we might be able to do going forward. All right, that's my my point of view.

Um, and also just out of interest, are we sure that is the sum? I know you saying estimated 700,000, but I my understanding was it was actually quite a bit more than that, closer to 800. Do we have a kind of actual amount from those bonds that are currently the parcel taxes? It's really that's more of a um of sort of the mid road. So it it'll be less then it'll be more than So yeah. Okay. Yeah. I hope that people in the community and district just really understand the impact. Yeah. This question about um what we're actually approving. So, if you're going to come back to us with a potential contract, yes.

This is just approving you to go look for somebody to help us. Is that correct? Okay. Yes. What would be an an example of like an agreement that we'd have with the state to get the money that we are like going to lose? I'll make up one.

You can make up one. they they they the state holds us um whole. In other words, they the state would give us the money that we would have otherwise gotten from a partial tax perspective, not as a tax I'm making this up, but not as a tax uh base, but as but some sort of agreement that we would make with them. I mean, the I think the intent here is to be made whole from a district perspective. Okay. Any other questions or comments? So, um, do I have a motion to move this forward?

Yeah. I move to authorize staff to develop and negotiate an agreement with an advisory firm and return to the board for final approval. I second. I have a roll call, please. Student Trusty Chuck, yes. Student Trusty Shepard, yes. Trusty Boyd. Yes. Trusty Hopwood. Yes. Vice President Inklas. Yes. President Money. Yes. Yeah. Motion passes. Great. Thank you.

Thank you. Um and good luck. We need to figure this out. Okay. Um moving on to approval of the consent calendar. Um any uh comments on the consent calendar? I noticed a couple of typos which I've brought to the attention of the relevant staff member and those are going to be uh amended minutes. Thank you. Comments from the public. Seeing none, I have a motion to approve the consent calendar. I move to approve the consent calendar. I'll second. May I have a roll call, please?

Student trustee Cho. Yes. Student trusty Shepard. Yes. Trusty Boyd. Yes. Trusty Hopwood. Yes. Vice President Inklas. Yes. President Mahoney. Yes. Thank you. The consent calendar passes. Um, now we move on to future board meetings. Uh, any topics that people would like to see at a future board meeting? Hearing none. Um, we do not need to reconvene or recess to close the closed session. So going to move to adjourn the meeting. I move to adjourn. Yeah. Second.

We have to roll call the adjournment. I don't think so. So I'm just going to call it call it a journ. Thank you so much.