Township High School District 214 Board of Education - Regular Meeting

Welcome to Jerry's Cafe. [Music] We are a destination cafe and we offer craft food and beverages, meaning we make everything fresh on site when you order. And all of our food and our beverages are prepared and served by adults with intellectual and developmental disabilities. And then lastly, just say the name. Tom. Here you go. Enjoy. My favorite part of working at Darius Cafe is definitely interacting with friends I've met throughout the years and the expressing machine. My co-founder Amy Philpot and I opened Jerry's Cafe for job opportunities and staggering statistic tells us that 80% of adults with disabilities are unemployed. I believe differently and this is the place where our employees can work and feel proud and contribute and can see that they have value and purpose and they are given the responsibility that anyone would be given in a job. and we expect nothing less than them to perform at their highest level. So, we see great success in every single employee and their independence and their offerings and activities here at Jerry's Cafe. The large hot white chocolate pumpkin pie with whipped cream. It is to die for. It is delicious. It's amazing. Well, the uh favorite part of uh working here is that I I get to serve customers. I am a cashier. They understand to include people with us with exceptionalities. I wanted to tell you I've been watching you today. You do really good at your job. You've been doing I always I always like to serve customers. Customers go

first. We are super proud of our partnership with District 214. District 214 has been a supporter from the very beginning of our foundation and several of the schools have done fundraising and helped us get our doors open to Jerry's Cafe. Proudly we have 12 or 13 graduates from the district 214 schools who work at Jerry's Cafe as our active employees. This is where we do our salar prep. This is where we make all the salads. And then over here is the sandwich line. This is where we make all of our sandwiches. I have worked here since day one. I love it here. I love my supportive team members and I like serving customers. Here is one chicken Mediterranean trip salad. We know that our community members have lots of choices, but we're hoping that you will come and choose Jerry's Cafe. Thank you. When you come inside and engage with our employees, you feel a sense of joy and you will start your day feeling the best way that you can with a joyful heart and knowing that Jerry's Cafe has provided you with delicious coffee, breakfast, or lunch. [Music] Mac and cheese. Mac and cheese. Mac and cheese. All right, welcome to our 55th year of putting together an incredible community service project through our SOS class here at John Hershey High School. As you can see around me, it is organized chaos, but it is an incredible day for our students to serve our community by packaging and collecting food that's going to be going to local food pantries in our area to support those in need. We're really happy to be able to do the food drive here at Hersy because it really just brings the whole school together and we

are able to help our community and bring the energy with everyone here. All right, take it out. For the past, I would say about two months, we've been kind of working together with SOS, Junior Leaders, baseball, and we've all gathered together. We've done bag and tag with 12 different communities, and we've all come together, and it's really amazing to see the turnout. And then later on, we're going to be visiting eight local food pantries, and it's really exciting. We're just thankful for everyone who's helped each other along the way. It's been really fun. It's a team effort, but it's been so fun. Prospect marching nights are heading to DC. [Music] We're in Washington DC. [Music] Prospect Marching Knights were invited to travel to Washington DC this year for Veterans Day. So, we're taking the band out um to our nation's capital. We're going to do some great tours of some of the monuments and the museums and a lot of the sites of DC. Um, but it all culminates with performances on Veterans Day. Um, so we've been working really hard to prepare and we're so excited for our students to have this opportunity. Throughout the trip, we had a few opportunities uh where veterans would actually see our group of students out out and about and uh spoke to our students. Um, so in addition to uh touring these places, our students were able to actually interact with a number of veterans over the course of the trip, which kind of made everything a little more real and genuine and authentic. So, our first day in DC was really impactful and gave our students sort of a big picture overview of the city and some of the history and really set the stage for our performance day coming up. So on Veterans Day, our morning started off with a performance at the Lincoln Memorial. There we were right on the steps of the Lincoln Memorial facing the Washington Monument. Just a really

special opportunity for our students to have a a really great place to perform. It was an honor to perform on the steps of the Lincoln Memorial with the PMK where so much of America's history has taken place. The experience was very impactful for me. It was a unique opportunity that I have never had before and it was something that I will cherish for the rest of my life. One of our students, Emily Pollock, was also asked to deliver a speech at the Lincoln Memorial. I've always wanted to help people, so I'm going to serve my country. More specifically, I want to become an officer in the military. Her speech was really wonderful and got a really great reception at the event. In fact, after the event was over, I had a number of veterans come track me down to tell me how great her speech was. And actually, they wanted to meet her and take pictures with her because they were so moved by what she had to say. My father served in the Navy and so he instilled in me like the value of um serving and like caring for our veterans and those who serve us. And so being able to thank them today and um place medals around their think and welcome them home was really impactful for me as well. [Music] It was an honor to play at the World War II Memorial today. It was such an honor because music is a way to share emotions without using words. Our performances in DC got a lot of really good responses. Um, one of them, a story was told to me by one of our chaperones that there was literally um, a Marine veteran who was at a performance at the Euima Memorial who was literally in tears watching the performance and just expressed to our chaperon how much it meant to him that this group of teenagers from from the Chicago area had come out there and was was performing. Um, and he was just really moved by it and uh, I thought that was just a really neat neat story to hear coming out of the the performance. So any trip like this uh takes a lot of time and energy to put together. I feel really fortunate that our school was very supportive of this endeavor. We had a bunch of parents who traveled with us

and did anything they could to make this a great experience for our students. Um I'm so glad we were able to bring our students to DC. Uh Veterans Day seemed like a perfect time to bring them and uh it really just in the end I think the whole trip turned out really really great and I'm so happy we were able to make it happen. [Music] We're super excited to have the 911 never forget mobile exhibit here at Hershey High School. As the truck arrived, we had Hershey parents out front with some patriotic balloons. We had Hershey students lining the the sidewalks. We had some, you know, many American flags like they would show on the honor flights. The spirit was high. Good morning. and I'd like to welcome you to the Stevensilla Tunnel Towers Mobile Exhibit. We have a 50 50ft trailer approximately 1100 square ft exhibit. We travel our nation to commemorate the brave sacrifice of the firefighters, police officers that gave their life that day in the greatest rescue and recovery effort in our nation's history. The reason we're here is at Hershey High School to come educate our youth uh on the happenings of that day, but also the the happenings of the days after and to let them know that it was a huge tragedy. It was the single largest loss of life day we've ever had. It was also the largest largest rescue we've ever had as well. but just all the good that has come from that tragic day. And they're they're going to learn things that they they can't read about. Uh they're going to hear stories that some have never been told, some have been told many times. Steven Siller was uh one of the 343 firefighters that died that morning. He was getting off duty that morning. He was going to play golf with his older brothers. Heard that plane strike. heard on the news that the plane struck the

building, turned around, drove back to his firehouse squad 1, located in downtown Brooklyn. They had already been dispatched to the disaster. He got his gear, drove his own truck to the Brooklyn Battery Tunnel where he dawned 60 lbs of gear, ran 2 and 12 miles through the tunnel, mustered up with the rest of the firefighters, and gave his life that day, honoring his oath that he took to protect life and property. So, this is about remembering. So we want people to remember obviously for adults to remember and for the kids to learn. So we don't want this forgotten. It's not taught in most schools in in America and they have the privilege of talking to people who are there. You know we can't talk to people who are in the Civil War or these other moments in American history. But they can I think is pretty special. Thanks for having us and this means more to us than you. This means a lot to these kids and these kids have been great. They're very respectful. They listen. It's uh it's nice to it's nice to see. A special thanks especially the FDMY crew to the SL Foundation to Solders Journey Home to District 214 to all of Hersy. I I'm grateful for everybody. A special shout out to Bill Dustin for the for the magic spirit. Special shout out to Chief Harris Arlington Heights Police. The coolest part about this project was there's like a whole bunch of people that were on it and did it. It wouldn't have happened without a whole bunch of people. The list is just too long. And to me, that's that's actually a good thing to celebrate. [Music] This is the uh Rolling Meadows band alumni event. So, we decided to uh get the band back together. This year being the 40th anniversary of the Jazz Meadows Festival. So, it was kind of an opportunity to, hey, can we bring people back at homecoming? I had talked to some of the previous band directors. That's Len King in the 70s, '8s, early 90s. We have Bill Jastro and David Bogs from the '90s. Then, of

course, Chris Booty, who retired several years ago. Those people set the foundation for everything that we have here. I'm giving you my huge I I'd have paid money to be here today. I really would have. It's is one of those things that I' I'd pay money to be here. This is the banner where your closest friends were really at in high school. So, you're with your closest friends and regrouping after 40ome years and going, "Holy cow." Yeah, Mr. King is the reason why I'm here today. Not just at the school, but what I do in in life. I owe everything to Mr. King. If it weren't for him, I wouldn't have gone to college. And if I hadn't gone to college, who knows what I would be doing. You know, some of the stuff that we we're doing right now is like we never stop doing it, you know. You know, just to be around these guys again and just hanging out. 40 years seems like a long time, but it seems like it's kind of a short time, too. You know, this is fantastic. I mean, I I knew it was going to be good, but not this good. 52 of my actual students are in this group. I get a lot of feedback from them telling me how much they they enjoyed the music program with me and how they appreciate music for for their lives. That's really special because to know that they are still thinking about me and what what we did here. It's it's just very satisfying. Well, I flew back and I'm glad I did, you know, especially to see Mr. King. He meant a lot to us. He just brought in the jazz and I mean, we had world class, you know, experience that false kids never would have had, you know, a real depth of of exposure to great music because of Mr. King. I'm glad I got to see her. It's so fun to be back though. I love it. My family's here. They're so excited. So is my family. Yeah, my son's here. My husband's here. So, it's really great. If you are on the fence of coming, whether it's debating about whether to come or not, you should definitely come next time. It feels like a long time ago, but in some ways, like you never left. Like I'm like, "Okay, we're going to go march over to the

stadium and we're going to play for the football team." So, yeah. Okay. [Music] Hey [Music] Thank you to all the alumni who are coming here today. I mean, some people are traveling across the country. I know one of the directors came from Arizona. Um, and that's a testament to really what this event is about. And it's bringing people together through our shared love of music and how music has changed our lives and shaped who we are as humans. Thank you. Thank you. Thank you. Thank you. [Music] [Music]

[Music]

We all set? Thank you. I'd like to call to order the meeting of the Township High School District 214 Board of Education for Thursday, June 26, 2025. Will the secretary, Miss Marini, please call the role. Valdino here. Chung here. Dustling here. Fiorto here. Heinman present. Zager here. Croitzer present. We have a quorum. Thank you. Would everyone please stand for the pledge of allegiance? I aliance to the flag of the United States of America and to the stands. One nation under God, indivisible, with liberty and justice for all. Thank you. And next on the agenda is the approval of the agenda. Does anyone wish to remove anything from the consent agenda? Hearing none, can I have a motion in a second, please, to approve the agenda? Motion to approve. Second. We have a motion and a second. There was a first by Baldino and a second by Theorito. Please call the role. Baldino, yes. I Chung, yes. Dustling, yes. Furo, yes. Sager, I. And Citer, I. Motion carries 70. Thank you. Can I have a motion in a second to approve the open and closed meeting minutes from June 12th, 2025? So move. Chun. Second. Sager. There's been a motion in a second. Please call the role.

Chung. Yes. Sager. I. Baldino. Yes. Dustling. Yes. Fioro. Yes. Yes. And Cryer. I. Motion carries. 70. Thank you. Uh we have board recognition. Uh Dr. Ro. All right. Thank you. Um I'll invite actually uh President Citzer and and Mr. Sager to join me for student recognition. Um, so tonight we're going to recognize Ryan Schneider, student from uh, Rolling Meadows High School. Ryan, you want to come up and can come up and join us? Ryan became the first player in Rolling Meadows High School history to earn PBR All State honors and the first in over two decades to be named IHSBCA All State. He delivered a truly undeniable uh season by breaking multiple season season single season school records and ranked as one of the top hitters statewide in Illinois. Ryan's journey reflects the district 214 mission. He sharpened his skills, honed his knowledge, and consistently focused on maximizing his potential. His championship mindset, unrivaled work ethic, and competitive spirit raised the standard for everyone around him. His legacy will be felt long after his season. and best of luck to you at ECC in the future. Congratulations [Applause]

[Applause] Uh, next on the agenda is public comments and no one has signed up so we will move on to the superintendence report. Dr. Row. All right. Thank you. I only have uh one uh one brief thing I'd like to to share tonight. in my report and that's a uh it's a big heartfelt thank you. Um and tonight is Mrs. Keyy's final day of work and final board meeting of her long career. Um and I just want to publicly thank her for the support that she's provided not only to me but to this board. Uh I'm very thankful for the fun and spirited attitude that she brought to the office. Um, we share a wall and I often listen to Linda sing while she's working uh during the day and it it it echoes through and and oftentimes yell out to Julie, "What the heck's going on out there?" And it's Linda just bringing life to the office. So um I wish you well and in your next venture headed on vacation I believe tomorrow and um and then uh off to Arizona for for the next chapter. So, the very best of luck and a and a heartfelt thank you for everything you've done for me and this district. My pleasure. That concludes my report. Thank you. Uh, next on the agenda is board member updates. Uh, anyone, uh, Mr. Dustling, would you like to start? Yes. Uh, I think, uh, a number of us attended the play last night at Wheeling, the summer musical. Don't miss it. Legally Blonde. It was phenomenal. There's uh graduates that graduated this year that were in the play. Freshman uh I don't know how

they put it together in three weeks, but it was it was phenomenal. I've been a member of the League of Women Voters in Northwest Suburbs for a number of years, and I attended their uh annual meeting that they had. Um the commitment that they have to get people out to vote and to tell the truth about politics that's going on is is truly amazing. The other amazing thing is for all our students that turn 18 and those at Vder, they send them a U birthday card with a uh a sign up voting signup card uh which get them uh set up to to vote. So it was uh was very interesting. Thank you very much. Thank you. Anyone else? No, ladies first. Dr. Chung, thank you. Um, so I I want to echo Mr. Dustling. The Yeah, Legally Blonde was amazing. It was so phenomenal. There really are no words to capture. It was insanely good. So, um, it's going on right now and it's running through Saturday. And again, um, any everyone should go. It was so good. Um, one other thing I wanted to mention was earlier today Dr. Sager and I went on a building tour of several buildings. Wheeling High School, Buffalo Grove High School, and Hersy High School. So yeah, thank you so much to Chris, to Annetta, to Tony, to everyone who's just spent time with us walking through the buildings. And I have to say it's one thing to maybe sit in this room and look at photos or videos. I mean, I think those are important, but it's completely different to actually see things in person. And you know, not just as a new schoolboard member, but as a community member or as a parent, it was so eyeopening. I realized that when I walked in those buildings, what I what I anticipated seeing was the website photos of a very clean, modern, you know, space. And in some cases that was true, but in some cases not. So, just

thank you to everyone for taking the time to lead us. And it was so, yeah, it was amazing. Um, I also wanted to mention, um, I know several of us were at the CMA, the appreciation day lunch and awards ceremony, so that was also great as well. And then um the last month's industry partner appreciation breakfast. I think all of us were there and um that was another great event. So yeah, thank you Mr. Fiorto. Yeah, I'm going to echo what uh Dr. Chung said. Um I was able to partner with Mr. Dustling and we also visited the same three buildings. So I got a couple shout outs. uh Don from Wheeling, Dan from Buffalo Grove, Ron from Don Hershey High School, Mike and Tony from um the district, and then AJ, George uh from Pepper, and I was blessed to have Chris Uli and Dr. Row as well as part of our group. Um it was very interesting to see the the you know, the good of our buildings and it was very interesting to see the bad in our buildings as well. Um the one good that I really just was totally impressed with was um what I call the village at Buffalo Grove High School that it's sports village. Um you you basically in the like in the fall you could have um four sports going on at the same time. You could have girls softball, you could have boys or you could have girls soccer, you could have um boys baseball, and you could have um boys tennis as well. They could all be played simultaneously. And the the way it was laid out is just incredible, you know, especially the tennis courts. I liked how they divvy it up because I've been to the state finals at Hershey and you pretty much have to either sit, you know, behind on the south side or you sit on the west side and you have no if you're watching one court, you really have to be behind because unless it's the far to the left court, but the way they had it broken out was was amazing. And um I just think it really it really sets the barometer for other schools that don't have um the fields that they

need for some of their some of the under sports, the the freshman, sophomore, JV levels. And some of those places really need it. We need it bad because if bad weather happens, you have kids that you know want to participate in a sport and will not be participating in a sport because they just don't have the the facility to do it. But it will be a tremendous undertaking as a board to figure out what we can do. But uh I think that was a great step in the right direction to take a look at the three buildings and I look forward to seeing the other three as well. Thank you. Thank you. Okay, Miss Maldino. Um so I'm looking forward to seeing Legally Blonde. Definitely will be uh enjoying that and um it really appreciate the in-depth tours. Um, so I was with Mark Kimman um earlier this week and Anetta was our our guide and thank you so much to you and your team. One of the things that particularly impressed me is just how much of the work is done by the staff here at the district. Um there's we have so many skilled people in the district who are able to do incredible work maintaining our buildings without us having to spend money on outside contractors. And that's um that's a really great advantage for managing our finances. Well, the other thing that um I am doing this week to benefit district 214 students is a volunteer event with Good Neighbors Network, which is a charitable organization locally here. And we're packing um dorm kits for students who are first generation college students and are going off to school. And um this is making sure that they have every single thing they need to start college. um and it's not coming out of their pocket or their parents' pocket. Um so I'm looking forward to doing that and many of the students who are part of the AVID program will receive those dorm kits. Thank you, Mr. Heinman. Anything? No, Mr. Sager, Dr. Sager. Yeah, sure. So, I I would echo a lot of the same things. The industry

partners breakfast was amazing. It's one of those opportunities where the students who spoke and who we had a chance to speak to beforehand talked about their you know high quality experiences outside the classroom and getting that chance to do career exploration and really get out of the classroom but apply your knowledge and actually learn a lot of the those soft skills and other skills that uh our partners were able to bring to them. Uh, I also did the building tours as was said and I I also want to echo the combination of the large capital projects combined with a lot of the in-house work that we're seeing done where we're being responsible about making improvements where we can using our own staff and uh operations and maintenance folks. Um, let's see. I wanted to say oh I also on the tour I just also wanted to echo that there was a softball camp where the youngsters were using the very nice field and you want to talk about inspiring future generations of kids going into the sports. They had a youth softball camp going on today in the nice varsity field at Buffalo Grove where you know get these kids a little inspired and get them to think about seeing themselves in the future playing on that field. Um, I also want to give a shout out to uh the Elkrove Troop 95 Filmont crew who is heading out on Saturday for a nine day backpacking trip out in Filmont in New Mexico. My son is one of those going, but it's several of the uh I think we have nine scouts going from Elkrove High School who are heading out for entirely self-supported out into the wilderness uh hike that they'll be doing uh carrying their gear with them and everything. So that that's exciting. Um I think that covers all of my stuff that I have for that. Yeah. Okay. Thank you. Thank you board

members. Next we have the consent agenda. Can I have a motion and a second to approve the consent agenda? So moved to Fiorto. Second. Chung. Call the RO please. Frito. Yes. Chung, yes. Valdino, yes. Dustling, yes. Hinineman, I. Zager, I. And Citer, I. Motion carries 70. Thank you. We have several roll call action items. Uh, we have uh 1011, please. Uh, close meeting minutes. Can I have a motion in a second, please? Second. Fiorto. Motion in a second. Discussion, please call a roll. Dustling. Yes. Fiorto, yes. Valdino, yes. Chung, yes. Heinman, I. Zager, I. And Croitzer, I. Motion carries 70. Thank you. And we have the appointment of the new board secretary. Welcome. Can I have a motion in a second, please? Move. Ch. Second, Baldino. Motion in a second. So, uh, Linda, we wish you well in retirement. You're gonna love it. Please call the roll. Chung, yes. Baldino, yes. Dustling, yes. Fioro, do I have to think about this? Yes. Heinman, I. Sager, I. And Croitzer, I. Motion carries 70. [Applause] Next on the agenda is approval accounts payable. Can I have a motion in a second, please? So move. Sager. Second. Furo. Please

call the role. Sager I. Fioro. Yes. Baldino. Yes. Chung. Yes. Dustling. Yes. Hineman. I. And Citer. I. Motion carries 70. Thank you. Motion and a second for the April financial report. Please move. Second. Motion and a second. Please call the role. Dustling. Yes. Hineman. I. Valdino. Yes. Chung. Yes. Fioro. Yes. Sager. I. And Croitzer. I. Motion carries 70. Um, motion in a second for 1023, please. So move for second. Chung, thank you. Uh, any discussion on this? I just wanted to thank Joel for his questions. Um, I appreciate some of the stuff that you were asking about. So if if you wouldn't mind just a brief explanation of this one more time for the public. This is not new funds that are being allocated. This is a transfer of funds and no new money is being spent here. M Mr. Keley, please. Absolutely. Yes. Thank you. This is our annual transfer of funds from the operating funds to the non-operating funds. So, uh, O andM fund 20 to fund 60 um to fund the already board approved capital projects for this summer and the related uh expenses. Uh, the budget for this was about 11.2 million. We've increased it to 13 million and that's a result of the uh advanced timeline for uh the summer projects this year. So, it's the same money being spent. It's just the timing. Uh, so you are correct. This does not signify new money being spent is within the authority of of what the board has approved. Any other discussion? Please call the role.

Fredo, yes. Chong, yes. Valdino, yes. Dustling, yes. Heinman, I. Zager, I. And Croitzer, I. Motion carries 70. Um, motion for 1024, please. So moved. Baldino second. Call the role. Baldino. Yes. Hinaman. I. Chung. Yes. Dustling. Yes. Fioro. Yes. Sager. I. And Croitzer. I. Motion carry 70. Thank you. Motion in a second for 1025, please. So move. Chung. Second. Sager. Uh motion in a second. Please call the role. Chung yes. Zager I. Valdino. Yes. Dustling. Yes. FITO. Yes. Hinineman. I. And Citzer. I. Motion carries 70. Thank you. Uh motion in a second for 1026, please. So moved. Baldino. Second. Fiorto. Thank you, Mr. Keel. Please. Yes. So this is a housekeeping just like the other items. So this is uh for to accommodate the transition of my departure. Uh this is naming uh Mr. Adoway as our representative for scrimp. Scrimp stands for the secondary school cooperative risk management program and that is a uh self-funded risk management pool that the district uh is in and we are one of the lead entities for it. Uh we're in it with 207, 211, 212 and 225. So, we're one of five districts sharing risk um for our workers comp and our property casualty insurance and we've been a member for a number of years. Number of years. Decades. We are

one of the original members. Yes, indeed. Yes. Okay. Um any other discussion, please call the role. Palino, yes. Frito, yes. Chong, yes. Dustling, yes. Hinaman, I. Zagger I and Citer I. Motion carries 70. Uh motion in a second for 1027 please. So move Tinyan second. Chung call the role. Hineman I. Chung yes. Valdino yes. Dustling yes. Fito. Yes. Sager I. And Citer I. Motion carries 70. Thank you. Motion in a second for 1028, please. So moved. Baldino. Second. Fiorto. Call the role, please. Baldino, yes. Furo, yes. Chung, yes. Dustling, yes. Hinineman, I. Sager, I. And Croitzer, I. Motion carries 70. And a motion in a second for 1031, please. So move Fiorto. Second. Chun. Call the roll. Fioro. Yes. Chung. Yes. Valdino. Yes. Dustling. Yes. Heniman. I. Sager. I. And Citer. I. Motion carries. 70. Thank you. Motion in a second for 1041, please. So moved. Heinaman. Second, Chan. Thank you. Miss Kendrick, would you like to give a brief update on uh Hopeful Beginnings here? And u I know it's an annual thing, but if you could

talk a little bit about it, please. Is your microphone on? Hopeful beginnings is is a program that we work with um an local agency that provides support for our students who might find themselves pregnant. And we work through our nurses in every one of the buildings. If a student reports this, the nurses contact Hopeful Beginnings and the counselors from Hopeful Beginnings come to talk to students about choices, about opportunity, about how to engage with parents, help them have the conversation with their parents. And then um when our students decide to have baby their baby, they um provide an incredible amount of support for these students through um gift giving and opp Sorry, I don't know if that was me. Um but they uh bring in lots of donations. They have holiday parties. They do a lot. But the biggest thing is the amount of counseling that they provide for our students. It is really significant. They come in and run groups specifically at Vanguard. A lot of these students tend to come to Vanguard and they provide a great deal of support for students weekly to help them continue in school uh as young parents. Thank you. Any discussion? I I do have a question. Um and maybe I might have asked this last year, but I I don't recall. Um, is it possible for the students to opt out of this if they they didn't want these people? Oh, it's completely optional. Completely optional. It's just an option that we do give students. Any other discussion? This program probably started about 30 years ago at Rolling Meadows High School. Uh, the nurse was there and it was called the teen parenting program at the time. I've attended uh many of those sessions through the years and it it grew to the point where uh it had to uh

probably had to expand. Hopeful beginnings was one of it and it was certainly helped by the fact that Vanguard was there and things could be done at this school. I've attended some of the classes that they had and they're they're very thoughtful, very caring. Uh and I've I've always supported the program. I think it's absolutely great. Uh, I can't imagine anything that is more helpful to a a teen parent than having somebody there that that you can listen that will listen to you and talk to you and and uh try to take care of you. It's an amazing program. Thank you. And I believe we get an annual report from them. We do. Yes. And so we'll look forward to that um coming soon. Thank you. Call the role. Hinaman. Enthusiastically. Yes. Chung, yes. Valdino, yes. Dustling, yes. Fioro, yes. Sager, I. And Croitzer, I. Motion carries 70. Thank you. And now we're on to uh discussion items. Before we go to discussion, would you mind? I I just want to say it. I'm not sure there was a better training session than that like 10-minute sequence for you. Did an excellent job. Trial by fire. Well done. Okay, we're on to 1111. Dr. Ro, or is that Mr. Ulie? Yeah, we we'll kick it over to Mr. Ulie to introduce our guests and set the stage, please. Sure. Thank you. Um before we have the Mckinistry team here uh this evening to give us a a formal presentation and provide further detail on this. But uh before I turn it over to them, just wanted to provide some additional context to this. Um you know, we've been working hard behind the scenes for about three years now. We've had that facility assessment done through Archon and and we've, you know, thousands of pages of data now in spreadsheets. Um, and Annette and I, you know, we're planning things out 24 months in advance now, right? We're bringing project authorizations to the

board 18 months out. Um, which is great. This is for us and our team and our district elevating that experience from a facility planning perspective. The other big benefit here is that it it also elevates our facility management and leveraging the skill sets of our our internal employees from a preventative maintenance perspective. So, it's kind of a two-fold priority for us. Um, and hopefully that will all come through and there'll be plenty of time um for you all to ask questions when we're done with the presentation. Um, so at that point, I'm going to turn this over to the Kinstry team to come on up. They're going to give us uh some more information and then they're going to actually demo the um the planning database for us a little bit as well. We'll turn it over to McKinstry. Good evening. Uh my name is Brian Barnhart from the Mckinstry team. Thank you for the time you've uh set aside for us to speak with you this evening. Uh we have a lot of ground uh that we would like to cover. Um, so I'll get right to the introductions of uh the members of the Mckinstry team who will be on the project should we move forward together and who will be speaking with you uh this evening. Uh over here is Scott Johnson. Scott uh is the regional director of Midwest operations for Mckinster. In other words, he's the boss. He's all of our big boss. Uh he will be part of the project from a project oversight standpoint. Uh, and Scott is a uh is an engineer by trade. Uh, over there in the back uh who will be uh driving the demo of a reveal is Jimmy Butler. Jimmy also is an engineer, former high school math and engineering uh teacher, so very familiar with the K12 environment. And over here is probably an appropriate place to say an Elkrove High School graduate, too, I believe. Oh, we're Oh, believe me, we're going to make sure we work that in, Dr. Ro, for sure. Uh, and then new lore. Uh new is our preventive maintenance uh expert uh on the Midwest team and he will back cleanup. Uh he'll also talk

about uh some deep dive experience he has in the K12 environment. My name is Brian Barnhart. I'm an account executive since August uh with McKinstry, but prior to that I had a 35-y year career in education, the final 22 years as superintendent in Western Springs 101. Before I turn it over to Scott, uh just a quick snippet about McKinstry. may or may not uh know McKinstry, but we are a pretty wellestablished company. Been privately held since uh inception in 1960. Uh 3,000 employees, 20 offices across the United States, a billion dollars in revenue. Uh the point of all that is it's a it's a goodiz company with a very deep bench, lots and lots of resources. The part that we are very pleased about is that we have a strong Midwest presence and that Midwest presence is very local. Uh we are on Westwacker right across from the merchandise mart in Chicago. So um we take pride in that sort of local um connection that that that local resource uh for the district. Uh you can see some of the uh local ski school districts that we're working with just this summer. Bington Shamberg Asiggo Park Ridge Chicago public schools. So very well-versed in qu K12 almost 500 K12 clients across the United States. Uh so with that and maybe to put that additional local spin uh I'll turn it over to Scott. Good evening everyone. It's nice to meet all of you. So I'm Scott Johnson and uh fun fact, yes I am an alum of District 214. So I graduated from Elkrove High School back in almost 30 years ago. So time flies, but uh it's nice to possibly be back working with District 214 and helping the facilities team. So, I'm just going to dive right into our approach. So, we have this graphic here where on the left I want to I what we're talking about here is a strategic

facility planning partnership just as Chris uh alluded to before our presentation. But about how that goes is on the left we've got different input streams uh that feed the service. That sounds better closer to the microphone. uh school district. Uh so the district 214 staff, the people that operate your buildings day in and day out that know quite a bit about the buildings already. We want to make sure that we get their input. There's also, as Chris mentioned, some work that was done previously with Archon and some other contractors and we don't want to really recreate that work. We want to take that information and feed that into the partnership as well. And then lastly, there's some information that we need to collect with our own eyes and ears on site. And that's really around a lot of the mechanical um assets within the building. So the mechanical, the electrical, and the plumbing assets. So air conditioning as well. So we would send our our actual engineers on site to evaluate those assets. And then what we do is we combine all that. We take all that information, we organize it, we analyze it, and then we put cost estimates together for what the replacement cost of that asset would be when it is time to replace it. So all that information then what we're trying to get out of this is when you see on the right is a datadriven capital planning program and a preventative maintenance program. So you're already doing this throughout the district in some aspects, but as Chris mentioned earlier, it's a lot of data to manage. There's a lot of information and it's always changing. So we're trying to provide this service to elevate the capabilities of the maintenance operations and maintenance teams. So a couple of key points. The data that we're collecting is a little bit different than how you're used to seeing it. It's a lot more detailed. And that detailed data is provides enough information that you can do preventative maintenance on all the assets, but it's also can be high level to help with future planning exercises. And what that does is it enables the

team to then use that data to make decisions that both short-term and long-term decisions that will align with overall district goals. And then the third piece is that this is a a multi-year engagement where we keep that data updated. So, I'm sure you've deployed software and over time if people aren't using the software, it becomes less and less valuable. We our goal is to make sure that that data stays current and the data in make sure that the outputs of the of the dashboard that you're going to see here are are still usable and valuable for the district over time. So, with that, Jimmy, who is sitting over there, is going to drive a demo of the software. So, instead of me talking about it, you'll get to see it. So, go ahead, Jimmy. Hello. Okay. All right. Thank you. Thank you, Scott. And um yeah, I'm going to be showing you the reveal dashboard. So, this is the dashboard that takes all that Excel data, that report data, and lets us visualize it and manipulate it and use it for budget planning. Um, and so this is the landing page. it it really just gives you a snapshot and overview of the the health of the building. So the color represents the kind of the maintenance need. Um and so ju in the interest of time I'm going to focus on the capital planning module. As you can see I clicked in the second one there and let me zoom in that right. Okay. So as you can see here at the top this is the financial overview. This is an example district with uh seven school buildings but it was not all high school buildings. Um, so you can see they have a uh overall a $122 million net present value uh from the assessment and that's an evaluation period of over 30 years. What that means is our engineers assessed 825 different assets. So

chillers, boilers, roofs, windows, uh parking lot, everything that has to do with with the buildings. um they came they came up with the cost to replace them and then they came up with when they need to be replaced using our engineering judgment. That's how that data this data gets populated. I'd also like to point out we do provide the book value called the industry remaining life for every single asset. So you can see it in this case all of those 825 assets average to 8.6 years average life remaining. We then go further and use our engineering judgment. We look at maintenance records, interviews, and discussions with facility staff to give it the observed remaining life. And that in this case averaged to 12.2. So that kind of shows this district uh in this example actually has decent preventative maintenance. They're getting four extra years compared to industry standards from their equipment. So four more years before they need to replace it. Uh Reveal has a lot of um uh really um intuitive filtering and capabilities. So I can add an inflation rate. I just 3% inflation. The whole deck will sort of reshuffle. And now we can see there's a 205 million value over 30 years. 30 years is kind of a long time. We can quickly adjust the evaluation period to 10 years and we can say, hey, there's now 350 assets over the next 10 years for 31 million. So we're really honing in on on the big picture financials. Um, so next I want to show you the the interactive tree map. This is sort of a like a heat map for what are the most critical items in the district and this is now the next 10 years. So you can see the most critical are up there in the red and I'm just going to grab one as an example here. So this is some of the detail that's available now to your maintenance team to go in and see these the stuff that was assessed. Um, this is

an interesting one. This boiler was installed in 2001. We would expect it to be replaced 11 years from now and but we're recommending replacing it next year in the in the first budget available. And the and the reason is in the notes there's leaking and rusting and the units actually inoperable. So you get that sort of data that that comes out of that. And you might ask then how does it get to the top left red corner of the most need assets? um maybe there's a lot of assets that are needed over a large district. Well, we do have a scoring uh reference or um excuse me on that a scoring categories that we use. We go a little further than just just your one to five condition. We use we use several different variables. So, how does it impact classroom? Can students be in the in the room? How does it impact energy use? And those are customizable. So, we would sit down with with your district team and say, what really matters to you? we can we can change them and grade all the assets on that. And again, it'll sort of reshuffle your prioritization. And if you want, you can you can kind of hide all those and just focus on condition. So there's a lot of flexibility there. So let's say you do take that uh boiler and replace it in the next year. It now so we have that ongoing update of the data. So it now drops down to the lower right to the green. In fact, it would probably drop off the tenure altogether and all the financials would be updated. So it it it moves with you as you're uh repairing your buildings. The last thing I'd like to uh show you here is the budget planner tool. So this is really uh a way that that your teams can get the baseline or the foundation of the budget in minutes actually instead of weeks, which is what it typically takes. So, just as an example, I'm going to apply a $2 million budget in 2025 and a $4 million budget in 2026. Just kind of totally example numbers here.

You can see kind of the the level of we're getting we're targeting those red assets. But down below a little bit, this is that same list from the tree map and they're ranked by the score. So, you can see they're scored sorted. That boiler is up here at pretty high as a 23. But now the replacement year has been applied automatically with whatever can whatever we can afford in in that $2 million. Okay. So you can see the first one, two, three, four assets are covered in that $2 million. And ah there we go. We can see and then in 2026 when we have four million available then we get this roof at the middle school applied there. And so you can already build that out. Now, four only four assets in in one year is not is not great and and the reason is that that roof is $2 million. So, it can't fit in year 2025. Let's say maybe you have separate funding for the roofing and you have a separate funding source. You can just very quickly click this button and you can you can hide it from this budget scenario and now it will reapply that 2 million and we see that in 2025 we're picking up all of the top nine assets in the district and uh you can save that scenario uh share it with people refresh it try a different scenario and and go around with all that um this data is all yours so this is you can export this to Excel so you own this it's um this is just a visual ization software to see it. And um just to share a story, I was working with a facilities director uh in a district. We were doing this budget planning and I asked him, "How do you typically do your budget, your capital budget planning?" And his um feedback was he gets from seven different principles. He gets their prioritized lists and then he has to kind of rank them and it's a lot of uh squeaky wheel gets the grease, maybe someone gets upset and that sort of thing. and he actually his new approach that he's

actually doing right now is he he takes this he says yeah he says you know here's our engineering analysis here's our top priorities for the district so he kind of is a proactive with those principles and we're going to we're going to work our way through this list and can kind of get in front of it and get them on board that way so there's there's a lot more that I' I'd like to show you given the time um you can filter by you can just look at your roofs across the district and say you know how how many roofs do we need to replace in the 10 years and what's that going to cost or how many boilers or HVAC as a total carpeting um so you can filter that way there's ways to filter uh and kind of um prepare energy efficiency projects that sort of thing so um given more time I'd love to show you that but uh yeah thank you for for the time and attention and I'm going to pass it back to my colleague new to talk about preventative maintenance planning before you jump in I just like we have seen the full demo so our team has vetted that and seen this full demo. Yeah, sure. Thanks, Jimmy. Again, my name is New Lure and I'm typically the boots on the ground collecting the asset data and helping operations teams um with their planning. So, apologies ahead of time if I'm not quite as polished as my uh co-workers here. What really is uh the goal to a prevented maintenance plan? And and what we found is it's an empowerment of your teams. We're really wanting to focus shift their focus away from putting out fires or addressing those um unexpected breakdowns and shifting that to a more proactive approach in which we're minimizing um those failures. The second goal is precision precision prevention and that's automating your preventive maintenance. So you're getting automated automatic work orders that are generating for your maintenance teams so they can stay ahead of the game and making sure they're also able to maintain the assets as they're needed. And the third goal really is an investment into your assets and your

people. And what this is is just ensuring your team has the tools and knowledge to perform the the task correctly and the preventive maintenance correctly to ensure your assets will meet or exceed those life expecties. As with the capital planning plan, you do want to make sure these assets are operating reliably so they do at least meet those industry standards or exceed them. And so our methodology behind creating or helping teams create uh strong perive maintenance plans is really built around four core pillars. And we really started with asset management and implementation. And so now that we've got all your detailed asset data, we can work with your teams to build out standardized processes to ensure the assets are being maintained correctly and we'll use tools such as QR codes or asset tags to help track them uh in your computerized maintenance management systems or CMS for short. Second is a gap analysis and this is really taking a deeper dive into your maintenance teams to really understand their workflows, their processes um and their current procedures and working with your teams will help to create standardized uh processes uh to ensure reliable operations across the board. Uh third is staffing and support. uh we provide a initial staffing uh level and skill set assessment to see kind of the current capacities of your your teams along with any vendor support. Um along with that we'll work with your teams to make sure any support that is needed to meet the internal uh requirements are there and if there's any specialized skills or areas that need additional support we'll work with the teams to make sure we can help them them with that as well. And then the final step really is just maintenance planning. And this is again building out those detailed uh task list and preventive maintenance schedules so that your teams know not only when to replace or do the maintenance but how to do it as well.

And so on the next screen here, I'd like to just share just a quick example of a recent school district that we've helped with their preventive maintenance. And so they what they had was a CMS system and they were really only just using it for work orders. And so they're paying for this program and maybe use utilizing only 10 to 15% of its capabilities. So we were on the ground with the teams. We were able to collect the data information as you can see there with the photos. Um we helped them rename every asset for all their schools. And then on the right hand side there you can see now they've got customized per maintenance schedules with task list. Um and these are autogenerating. So on September 6th of 2024, this work order generated and showed that their teams, hey, this air handling unit is due for an annual operator maintenance program. Um, so really, whether it's, you know, collecting asset data or helping to manage uh the assets or plan for the health of your buildings long term, our program is designed to be flexible and tailored to each district's needs depending on your teams and what they're currently doing. Yeah, with that said, uh yeah, I am excited to hopefully be able to walk your buildings as you guys have one day and learn more about your teams. And with that, Brian, I'll hand it back to you. Great. Just uh just to close, um one of the things that I think is clear for every school district that I've visited, been a part of, my own district, District 214, and others, is that every district has strategic level, tactical level, and operational level goals and work. And what shows about from a district standpoint shows like that high performance is the alignment between strategic, tactical, and operation. In the first 10 minutes of the first meeting two and a half months ago when we sat together, Dr. RH talked about how he wants he want he and his team want to create systems across all pieces of district 14. We heard systems systems

systems. Every time we met here here with Annetta and her team, we kept hearing about systems. And it makes sense because what you have going from a facilities and maintenance standpoint is already really, really good. It's sophisticated. We we see we see the spread of districts and 214 is fantastic, but there's a vision for taking it to the next level. And we really do think this project, this partnership together addresses strategic, tactical, and operational in in ways that are very specific to what we've heard from you. Just very quickly, at the operational level, there is no question in my mind, the preventive maintenance plan that new and his team will put together, the data that we will collect and put together and reveal in that tool, which is Jimmy would love to show you a lot more time. It's the best thing I've seen in this area in my entire career. I I would totally want this in my district. That will make them so much more efficient and focused on what um the needs are across the facilities from a tactical standpoint. The scenarios that um Mr. Ulie, Mr. Adaway will put together for you as a board, they're going to be so much more efficient because of the tool they have and the data that we will provide. um they will be able to Jimmy could right now create 10 different scenarios for you in connecting finance and facilities and they will be able to do that same thing they can probably do that right now because reveal is unbelievably intuitive. So what would take two weeks to create a single scenario, they'll be able to do 10 in 10 minutes for you all from a presentation standpoint. And at the strategic level, from a board superintendent standpoint, from a financial oversight, one of our biggest uh responsibilities to our public, from a financial standpoint, you'll have focused and detailed budgeting because you will have asset data. You'll have 3,000 pieces of asset data that we'll

provide to you, plus the really good data you already have in place. All that will be included in reveal. Budgeting will be very, very detailed and focused. Um, the capital planning that Scott talked about, what Annetta and her team focus on over years one, two, and three, they'll all be part of that 10 and 15year capital planning um program that you will put together from a strategic planning u process. And then from a preventive maintenance standpoint, your current district assets, the extended those their life will be extended through a PM program. And as you replace those assets, it's like it's like the greatest safeguard to your new investments to extend those life and make sure that they're taken care of. So we think it brings great alignment. It matches with the vision that we heard continuously over the last 10 weeks of speaking with your team. And uh we are excited to potentially be a partner with District 214. There's a lot of great things going on and we'd be happy to answer any questions that you might have. Yeah, before you open it up for questions, if I could just add if you some you may remember, especially the our new board members maybe not, but a handful of months ago, I mentioned to you that one of the goals that that I had for our operations team was to develop that 10-year replacement cycle plan where we had from carpet to um to to parking lots and and so we could map out how we would spend our money from two years to 10 years. We saw it coming. Um that was before I had I met with the McKinstry folks and and we said on our demo this is that times about 10. Um so I didn't I was I was thinking in a spreadsheet world and this this takes it and and makes it personalized to our needs allows us to those scenarios will be uh really really handy to Chris and Neta and team to stretch our dollars as far as they can possibly go in in the and target them where they need to be. So, I just wanted to connect those two thoughts because I think that this is achieving that goal

for about a year and a half faster than I thought we would. Okay, I'll open it up. Um, Mr. Dustling, you have any questions? Yes, I do. Uh, when when I hear of the custodial, uh, management plan, uh, preventive maintenance and efficiency execution, um, that touches people in that organization. And I'm wondering um uh how much uh or when it will be done to contact the CMA um and to discuss with them and obviously get their support for what we're moving forward with. I think in the beginning what we are planning to do we will engage like we did previously but more deeply our central team uh our HVAC the plumbers the electrician the goal for us in monkey is to bring together the knowledge what we have with our skilled CMA people and with their engineering team and create like the goal behind the scene is we have preventive maintenance system in a place right now but we would like to bring that to the different level because how much we spent and invest for a couple years you know investing with the new equipment we have new chillers we have new rooftop units we would like to connect what we have new and older and bring that data with the knowledge of and skills of our central maintenance team and their backgrounds it's very important for for us that both teams will work along the way that how I see that vision with uh Chris it's like they will work partnership uh I think it's very important to remember that they are the dayby-day people behind the scene that they are maintaining the purpose also is preventive maintenance what we have right now it's it's like very

easily explain what that mean we have general standards how we PMing doing preventive maintenance on our our equipment it means The chillers, it's one preventive maintenance. The heat, the pumps, we have one preventive maintenance. Rooftop units. What we trying right now accomplish with Mic King is bring something that it will be individually assigned for every each asset. And I think it's important because we have seven buildings and we have a lot older and newer equipment and those asset that we will be able to maintain even better they have to be individually assigned with preventive maintenance program. I I understand and anytime there's change in an organization uh there's it takes some time to get it in there and certainly he wants the support of the employees that will be be affected by this and uh I have confidence that you can do that but again it's a situation that's got to be addressed and it will be the same like right now for the past decade we have the CS2 it's our engineering group and every time when we uh any type of the projects we will engage them and central team and our HVAC team it's working that's how I envision that for mckin here it's more to bring uh even more support to our team and show them the way and the gaps that they can help us to fill it to be even more efficient as long as as long as they see it to their advantage then you've got it sold thank you thank you Mr. Fredo um first two questions I'm going to address uh Jimmy. Okay. So you said the scoring the scoring who's it done by? Uh this excuse me the scoring is is done by us. Okay. Um on asset level. Okay.

And say we say you say it's going to be you know ex you know it's going to expire in five years and we say seven. Do we negotiate that or is it we just go with whatever you guys say? that that's something that's that's uh we could we could work on that. So um sometimes for example we we put our cost using our cost database and and industry standard costing but a district says oh we just we replace a chiller and here was here was the cost we can take that and put it in there. We could do the same thing for remaining life. Yeah. I'm a little concerned both ways because the other thing could the other side could be that somebody could say well you might say seven years and they say we want three because we want this you know as we talked about squeaky wheel before and we don't want that either. So um you kind of touched upon my next question it's back to you again is um the budget adjustment. Um, we know with the environment we live in, it's a little bit, you know, erratic and we've had some projects that we had to kind of put on the sideline because we weren't quite sure how the tariffs were going to affect some of the, you know, some of the dollar cost. You know, is it going to be a $10 million project? Is it going to be 15? So, how do you take that into consideration with anything? So, you might put out a budget of 200 million, but if something happens tomorrow, it could be 250 million. Is that something automatically you guys can adjust? Yeah. Yes. So in the reveal tool uh you have the inflation adjustment um that can be applied across the whole data set. Um but you can you can uh very easily pull that say into Excel and apply more granular adjustments. So if there's if there's specific types of equipment that might be delayed like during COVID there was you know up to one one or more uh years of lead time for equipment. So, we would we pulled that into Excel and we were assisting our our clients with um then moving that out. So, you'd have to order a year

earlier. So, you'd have to have the budget for a year earlier to refine it that way. Uh and we can do the same with things costing more if there were specific types of assets that might cost more due to tariffs or what have you. Okay, great. Thanks, Jimmy. Okay. Um I got two more. Did you want I was just gonna add th this tool is not the the sole decision maker, right? It's it's data to drive informed decision- making. So when we when we're looking three years out and I'm already asking Justin for a budget number for FY27 for us to start planning, you know, we can look at this tool, then we get with our team and Pepper and we start really unpacking that because where do those assets live? They're on a 19-year-old roof that's we need to replace in year 20. Well, maybe we wait a year and do it all together, right? So it's really it's not going to drive our decision-making. It's it's a tool to help us make informed decisions. Understood. Yeah. Yeah. Okay. And um I have two questions for Mr. Grenadier. Um the first question I have is you said that um about keeping the data current. Yes. Okay. So I I think some of that probably falls on us. So there's a system that we'll have in place with the staff where the projects that are completed, they share that information with us. We sift through that data, update it in the database, update the the schedules, the pricing, the scoring, and all of that. And it shuffles the whole deck. And then I'd like to add one more thing about your question to Jimmy on pricing. So as part of the ongoing service, we revisit the pricing on a on a regular basis. So if something happens where there's significant inflation or COVID happens, that's something that we can adjust pricing for and it'll be updated in the automatically. Yeah. So okay. So um so do you have anything in your system that might red flag something? you know, you saw something that you know was kind of iffy and we haven't done anything to update it within like say 3, six months. Do you just reach out to us and say, "Hey, what about the the chiller at Rolling Meadows? Have you guys looked at it in the last six months and where are we at with that?" Absolutely. We'd have regular check-ins with the team to go

through that. So, absolutely. And then my last question for you, Mr. Grenadier, is um one thing that we we talk about are are the assets that we have, but what about assets that we don't have? And what I'm what I'm kind of leaning toward is when we took our facilities tour, we we tried to use our imagination a little bit about like classrooms. Some of our classrooms are outdated. So what would the future classrooms look like? So these are assets that we really haven't created yet. How does that fit into this facility plan? So one of the things that we are doing with a different school district right now is we are the third party reviewer of their existing information, all their assets. And then there is a when you start getting into that bigger picture planning and looking at educational adequacy and how to improve the the learning space that's really something that could be complete modification of a room and that's something like the big picture architect would come in and use our information and then put together the plan to update a space to you know for whatever reason create create more open learning space whatever it may be. All right thank you Jimmy. Thanks Scott. Miss Baldino. So, thank you for the great information. It looks like your proposed um schedule for working with us would be about a 16-w week implementation. Is that a typical time frame for a district our size? Do you anticipate any reason why it might take longer than that? Um the reason why it's 16 weeks is because it's a lot easier when students are not in the classroom. So we can move a lot quicker through the facilities. So that's why it's 16 weeks. So it's crucial to start in the summer. But yes, it is typical and um it depends on for every customer we have a tailored scope and for this scope 16 weeks is is definitely achievable. We have a whole bunch of team members that can work on

this. And then in terms of ongoing work with the district, is there uh would you for example be the ongoing contact person who who would continue to work with Chris's team on an ongoing basis and how often are there meetings? So Jimmy would be the main point of contact. So that's part of the reason why he's here. And then also as you know Mckinry, as Brian alluded to, Mckinry is a big company. We have a deep bench of expertise. Let's say Jimmy's meeting with Chris and his team and there's a challenge that comes up. What would you do in this situation? And if it's even if it's outside, we can get another engineer to speak to the team as part of like the ongoing service. So, it's really it's not only keeping the data updated and usable for the team and making the the district 214 more efficient, but it it gives them a deep bench of engineering expertise to come to when there's challenges. And it's um it's just more of a support program. Okay, good. Board members, Mr. Heyman, or anything, Dr. Chung? Um, thank you again so much for your presentation. I also add a couple questions for you, Jimmy. The first is in that grid where it was red in one corner, green in another color and you know shades yellow and things. Is it um is it all relative? Meaning there's a set number of red, a set number of green, or if everything was a big priority, could half of it be red? How is it? I I think that isn't this isn't the archon um document that we saw with the red, yellow, green going to be incorporated into this. So that work is already done. Okay. Yeah. I don't want to answer for you, but it's based on the condition of the asset. So it could be 80% red. It could be. Right. And so I think that's that's part of their scoring system. And again, even within

the red where we're having a hard time now is is if there's a lot of red and like where do you which red do we pick based on the budget? Yeah. And so this helps with that scoring system as well. For clarity of the question, a larger percentage of that of that cube could be read that's personalized to us. It's not a that top corner isn't the only red corner of like eight squares. It could be half of it. Correct. Yes. Yes. you you can adjust it. So you can look at it on a relative scale or you can look it on the actual scale for the scoring in the tool. So that would if you just look at the actual score anything over score 15 will be red and however many assets in your district okay 15. Did you see that archon? I did. So I guess maybe I wasn't understanding. So I thought maybe even though Archon already did that assessment, you depending on your assessment or changing figures can go in change things around and then something that maybe was yellow becomes a red or no we're we're pretty much going by whatever the previous assessment was. Do you want me to start? Okay. So we uh we will be assessing the mechanical and the electrical and the plumbing assets. So, a lot of the things we mentioned, boilers and chillers and electrical panels and that sort of thing, generators, but then we will be taking uh some of the previous assessment data and putting it into reveal as well. So, you have you have data from each. So, we're utilizing the existing data. We're gathering data on stuff that's not in there or stuff that needs to be updated and they'll both be in there. And if I can add also how that can change because like we all know we did a assessment with Aron two years ago and also now it will be heavily involved our CMA a lot of the condition is changing and also we will have a lot green because we replace a lot of the equipment that this will change based on the feedback and it can

be different little bit from the archon assessment. Okay. Okay. I think so let me just make sure I understand. So the archon assessment provided the foundation of it. You're going to take that, but you're going to reassess it or um update it depending on today's conditions and tomorrow's conditions. So it's not necessarily static back in Okay. And it and and it's flexible. So it could be 50% red if that's what your I guess analysis showed. Yes. Yes. Exactly. and we'll work with your team to say, "Hey, what projects have you completed since this assessment?" So, let's turn those to green essentially. What projects are upcoming this summer so we know what to maybe hide from the budget. So, yeah, it's it's adaptable. Okay. Um, thank you. My second question is, so you did mention that the data is ours. So, and um, I don't know, I don't remember the context of what you said it, but let's say if we wanted the data separate from reveal, it would just come in an Excel form. So, um, just thinking hypothetically or maybe with some other client that you had and then maybe after a few years they left, you just hand over their data in an Excel form and then that's what they have. Yeah. Basically, yeah. At so at the end of the initial assessment phase when we're presenting the initial findings, we'll actually give an Excel workbook with all of the assets that would be in reveal. Um and we'll make it very clean and easy to read so you have the life remaining the costs and everything like that. Uh as time goes on and things get updated and changed and you know move things move from red to green. Um you can anybody can just download that data as well. So we can provide we can provide a a version of that as well. No problem. Okay. Interesting. Uh Dr. Sager. Yes. So I just want to follow on that question. So the the initial assessment is sort of

what we have now and what we think we have but it over the over time as we do this for a few years we'll get information about each piece of equipment and how it's behaving in the system right and so are things able to sort of migrate their scores throughout the years as you know we may we have may have a piece of equipment that the book says should last five years but everybody in our maintenance team agrees we never have to mess with that thing it's rock solid it can kind of move itself down the priorities list. Is that is that correct? Yes. Yeah. Exactly. Yeah. So, we'll be we uh as part of that kind of ongoing partnership, we'll be meeting with the facilities teams on a regular basis, we so we'll look at assets that actually just get fully replaced, those get updated to green. But if there are assets that are um say degrading, we will go through and update those scores as we go. And and then the opposite, let's say we have a really nice new piece of equipment supposed to last 20 years, it's been five years, but the thing breaks constantly. You get a lemon every once in a while in a system this large, right? It it'll start tracking those sorts of issues as well. Yep. Yep. Exactly. Yeah. So, I I just wanted to say thank you to Dr. Row, Mr. Julie, and Miss Tech for their discussion about this today because I had similar questions to Dr. Chung about how this differs from our capital plan. And one thing that you had mentioned specifically was this is building institutional knowledge that's outside of you two. I sort of feel like Chris and Anetta shouldn't travel in the same car together because they have this information that's gathered from throughout the district and this puts it in a place where it's it's a little more stable and I think it it looks towards being smart about our capital investments and and managing our stock of uh equipment. So, it's not board approved, but we have a designated survivor plan. I'm just saying having the information in a central hub that the next person

can read if needed. Okay, Mr. Heinman. Um, I'd like to get a better idea of assessments, but I know that that's probably an hourong answer. Could you give me some idea of what you do assessment wise on plumbing? Again, short answer, please. Yeah, plumbing really depends on the the equipment that's included in the scope. So, for plumbing, we'll be assessing things such as your water heaters, water softening systems. If you do and and if we do discuss with your teams and they say the sanitary sewage piping in this particular school is bad. This is from the 50s. Cast iron piping, it's starting to degrade. We're getting leaks and blockages and we're having to replace sections. We can notate that and add that as a line item in the capital planning tool. So that can show up with an estimated cost per foot based on replacement. Okay. And would you kind of reject it because it's cast iron or would you go and do thickness measurements on it to see how bad it is? No, that we would be relying on your teams to provide us with that because we're not going to tear up your concrete and measure the the piping. But we we trust that your teams are knowledgeable and then we'll just back it up with industry standards on what we typically see for cost and replacement lifespans. Good. And how much is this costing us? That's that's above my pay grade. It's a it's a three-year Sorry. Do you want me to answer? Go ahead. Um, it's a three-year contract and it's it's heavy in year one because of all the assessment and and the time and money we're spending on experts to come out and really dive into the MEP assessments. After year one, it drops to 15,000 a year roughly for for the reveal software. Um, so I think that I don't

have it in front of me. I think it's roughly 350 to 360 for the three-year contract with a heavy heavy spend up front. Yeah. Year one is 353800. Second year is 15225. Third year is 15986. Okay. Anything else? Mr. Hunter. Okay. So, um this is a discussion item and it will return as an action item next month. So, if anyone has any additional questions, um there's a twoeek window to uh get them in to Dr. Row or Mr. Ulie or Annetta. But we appreciate you coming out and uh presenting. Thank you. Thank you all very much. Thank you. Okay, you're up, Dr. Row. All right. Um so, uh this time last month, we were actively preparing for we a little over a month. Um graduation and you know, as you all know, graduation was was met with unfortunate weather situation. we were forced to pull everything inside. And what that did was it it reinvigorated um a conversation that that the district has has had for a number of years and about about our venue um and whether we should host graduation at our buildings or seek a partner to um to have a a turnkey solution at a uh an outside venue. So having lived that with an outside venue, um we embarked on just evaluating that that option. Uh it was it was a a regrettable and unenjoyable experience to limit our families to four tickets per student to have to shift indoors. Uh and it's not something that I want us to have to experience again. Um, so we did we've vetted out a number of different uh a number of different

venue options and have determined that the now arena provides the district with a turnkey option to to host graduation. Uh it'll reduce the stress and planning on our building teams. There's a currently a a large number of of people in each of our buildings that are coordinating our graduation ceremonies. Uh it's a guarantee the venue can hold as many people as we'd like to bring to celebrate our students. 8,000 people will fit in the now arena. Um, and weather will never be a factor in terms of interrupting our our ceremonies, which is of utmost important to me. Um, so we reviewed a number of those options. As I said, we we we contacted from All State to Rosemont Theater to Now Arena to Shamburgg Convention Center a number of just cast a wide net and determined that the now arena not only in terms of its capacity and ability to support our needs but also um the cost as well as the dates uh that were really important for us. So, uh, what you have before you this evening, uh, for action in July is, uh, is is a discussion to shift our graduation ceremony over the next two years and and test this now, uh, now arena out. Uh, the dates before that we have available to us for 2026, would be returning to a Memorial Day weekend graduation ceremony on the Sunday of Memorial Day weekend where we would have three ceremonies. And then following Memorial Day on Tuesday, Wednesday, and Thursday evening of that week, we would have the other three ceremonies. Uh we are in school until that Friday after Memorial Day. So it's all still within the school year. And then in 2027, we had the opportunity to move back up to our normal or maybe our our our the date range that we're more accustomed to. And one ceremony would be on Friday, May 14th. four ceremonies on Saturday, May 15th, and one ceremony on Wednesday, May 19th. Um, our priority would be to hopefully get to a point where there's a Saturday and Sunday

available where everyone can be on the weekend. Um, but in the meantime, we will alternate years. If you're on a weekend, you'd be on a weekday or you would not be on a weekday two years in a row. Um we think this is a really good option and in all um you know totality uh the cost of of the graduation ceremony equates to about $38,000 cheaper in 2026 versus what we have budgeted uh for the 25 graduation ceremony uh and I believe it is 17,000 uh less in 2027. It's a little more expensive to have a graduation ceremony on a Saturday um and to have four ceremonies that day. So with that I would welcome any questions or discussion with the board but uh we believe this is a good option. Uh most importantly I guess maybe a little more detail before I turn over the plan would be is I know the number of tickets would be it was a question I received but also I know probably the pime the the biggest concern um the now arena requires that we issue tickets and it's not because they're counting who's coming and how many people are coming. It's more a matter of if you show up without a ticket, there's a question of whether you're supposed to be there. It helps them with their security. Um, so our plan would be is we would issue every single graduate 10 tickets. Um, if they need more tickets, a mechanism will be in place for them to simply come ask for more and they would be given more. U, it's an 8,000 seat arena. Uh, Prospect is our largest school, 550 graduates. Uh, that's about 5,500 students at 10 tickets per student. uh with plenty of space to spare. Uh my prior district, we had a high school of 3,000 students, which at our largest I graduated 750 in one of the years I was there. We had 7,000 people comfortably in the arena uh without issue. Um so I can I can tell you that uh it's a enjoyable experience. Uh it rained like cats and dogs the one year that I was at now before we moved

to a new location and it was it was wonderful for that to not be an issue. So I I'd welcome any questions and and discussion with the board about this potential shift. Board members. Yes. Um are do we need to commit to two years in the initial contract? Um is is there um an option to say, you know, we're going to give it one year and then make a decision about future years? I you know I I think the two-year option is important because when when we're committed, we get to keep those dates, but before we renew and a Memorial Day weekend option, um it was the best of what we had available to us in 2026. However, um it's not the ideal weekend for us to have it. Some people love it, some people hate it. Um when when it was on Memorial Day weekend in the past, my understanding is our staff didn't care for it. um it's the only option we have to dip our toe into this arena. So that second year is actually our priority to get the dates back up to the the week that we um are accustomed to to graduating um because it it it is all absolutely about our students, but it's it's really important for our staff to be a part of it and feel that um you know that that holiday weekend is not ideal. So, um I think the 2-year option is the best option for us. Um because then it secures that we have the dates locked in when it's come time to renew. Mr. Dustling, this contract, this contract is extensive, so I I've got to assume that our lawyers have looked at it and you've looked at it from every way possible. They have. Just a question. Uh uh alcohol sales is not allowed on this day there. That is correct. There will be no alcohol sales. They will have concessions open as a way they can make money. So you can get popcorn for the graduation ceremony. They also sell uh flowers to families, but alcohol. No

alcohol whatsoever. The other thing is on page seven it says that um anything that's sold there uh that day is uh goes 100% to the uh to the now arena. Is is there anything that's going to be sold there? It's our stuff that we're going to be selling, shirts or hats or No, we wouldn't do that. We wouldn't sell anything. The only thing that's sold are, like I said, the flowers and concessions for families. The only thing that we would bring and do would probably be set up like a um a step and repeat preach schools for photo opportunities. Okay. But no, we we wouldn't want to sell anything there. Okay. And they handle they handle all the security all the security personnel. All the cleanup. all the cleanup between the event. The only thing that we would bring and provide um is flowers for the stage and the uh the program. Okay. With three graduations on one day. I love graduations, but I can only handle one. You know, Mr. Dustling, they'd only come to one. Thank you. You're not going to tell me. I will not tell you. You have to be at every single one of Oh, God. And we'll make sure you get the evening one, too. Go ahead. Go ahead, Mr. fair at all. Um I I I do want you to touch upon the the one concern that I know a lot of parents have is the uh doing it at the stadium, you know, provides a feel where they can take pictures afterwards and it kind of, you know, reminisce about their four years at the school. So, you want to touch upon that? Sure. I I think we can uh we can each school will be able to uh kind of personalize opportunities for graduates to come together. You know, they have the traditions of the senior sunrise and things like that already. Um, but there's no reason we can't stadium is is going to be available in this four or five hour chunk of time over the weekend or the day of before the ceremony to come by and take photos with your with your classmates. Absolutely. Our principles will will grab that run with So, so the one question I do do have, I I do want to tell you that um when I first heard about this idea or when I saw a lot of

the public opinion, my concern was the cost and when I when you kind of laid out, you know, the cost difference is not there's minuscule and it's in a favorable way that made me more receptive to saying that that would probably be a good opportunity. But my question would be is normally um we have rehearsals for the uh graduation. is that's going to still take place or rehearsals would take place at the building. Um, and that's at the now at the at the school. We would not go to the to the now arena. I can tell you how the now arena is arranged. Beneath the floor where the graduation ceremony would take place, there is a hallway that wraps around the entire circular corridor. Um, and just like we line students up in the in the auxiliary gym ahead of time in their rows with their line leaders, they would be lined up like that so they could practice in their gym um how the ceremony will flow. They'll still have their note card, which is the most important part of it. And then they'll be able to line up how they'll proceed in and get organized in a way where the students will feel comfortable and confident and Okay. All right. Thank you, Scott. Absolutely, Dr. Chong. Yeah. Thank you. I think this is a great idea as well. Um I was happy um and surprised actually that the cost is lower at the now arena and just curious is it be is it because of the staffing or what what's creating that? We have um we have a budget set up in each of our schools for a ceremony inside and outside and that that cost and that setup because there were a number of years ago um it was set up they set up both when the weather was iffy and we a decision was made a couple of years ago to stop doing that and um and commit to the outside and then postpone by a day based on the weather. Um, so that the budget was there u at at uh at $40,000 per school plus the SRO costs are astronomical. Um, and then there's the which we won't have. And

then there's the number of staff members that we have that work the event to collect tickets and check people in and that we won't have because their crew will be there. It's all baked into that cost versus uh hourly rates on our end. So, it's about a $17,000 savings in in terms of shifting the dollars of what we have to pay to man our graduation ceremonies for as our own staff. Dr. Sager. Yes. I would just reflect my initial concern when I heard about this was the cost, but it sounds like it's actually a reduced cost just because it's more efficient for them to do it than for us to do it at six different locations. Um, as far as the ticketing goes, there's no alternate rain day, right? So, right now we have if there's bad weather, we have an alternate day. And for a lot of families, that's an issue because they were planning on going vacation the next day after their kid graduated. No, we these are fixed days. We very intentionally even listed the schools. We've had conversations with principles and the principles have all selected the date of their preference and they are already listed in the memo tonight. So that way if anyone checked it out, the dates are um are solidified already. So if this is approved in July, uh a communication to our families would follow announcing the date. Lock it in. It's on this date and will not change. Two years from now, this is the guaranteed day. Rain or shine. Rising juniors will know where what date they're graduating. Yeah. I I I think that's the big advantage of the plan is that it takes out that uncertainty and then it saves you know after we had this storm we had uh families on Facebook oh I need three tickets because right and wheeling and dealing tickets this is they get 10 tickets and if they need more they have a big family visiting they you know I can tell you just what having lived this at in a at in two different districts in role as a principal at a middle school and a high school principal and a

superintendent two different districts It's the same gut-wrenching issue of telling a family, you get a limited number of tickets to see your your student graduate. And that's the most that's the motivating factor for me to to make this change. And and it at times in our conversations, it has felt a little abrupt because tradition is a is is important in this district. And and sometimes the the way we've always done things is not always a bad thing. And the tradition is really important and and it's special. But I never want to have to do that again. I never want to have to tell a family you only get four tickets to come and and it it there's a there's a way we can avoid that. Um and having lived I promise you you will not I mean there's some of the nostalgia of not being at your school. We can't replace that. But you will not regret this shift from watching your child's name scroll across the uh the the the u the display screen constantly through the ceremony. Parents love that. The pictures they take of that. It's it'll be a really nice event. I think you'll you'll be pleased if you support this. And I I would also say that that's the downside, right? Then is we lose the nostalgia of being at the stadium, but our students will be able to go to the stadiums and take pictures on nice days, right? And uh maybe you know the parent teacher groups can sponsor balloons at the school or something for people to come and take photographs at. Yeah. So I think it's a again a little loss of tradition for a guarantee of improved scenarios for families. Mr. Heinman, anything? Okay, so um I go ahead just a minor question. Um, so one of the things that did impress me when we had to everyone had to scramble and move all the ceremonies indoors was how um how well our teams put together kind of the production values how I describe it of the various

ceremonies. And so how much control does the district have over kind of the look and the feel and um you know well in terms of the the look and the feel we can we can dress up the stage. Each school will be able to do their own thing and how they'd like it from you know we we'll have we'll provide the flowers and it'll be uniform. But in terms of uh the regalia on stage and how they organize that uh the traditions that they have of of if they have their choir play or or sing or their or their band that's all can be tailored. Um in terms of the production of things of the sound system and the the videography that's all turnkey with the now arena we don't have control over that. Um we will be live streaming all of them so families that are that live you know very far away keys can watch from Arizona next year all six ceremonies. Um, uh, they'll be live streamed as well. It is an additional cost, but it's a minor cost, and we didn't have it worked in because it's a separate add-on. I think it's a $2,500 add-on for everything. We'll take care of that after the fact. Okay. So, um, not knowing that we were going to do this, I was at Harper's graduation this year, which was, I think, May 14th or something at now Arena. And um they had a little over 1,300 students and uh I noticed that the downstairs was completely full and um people were lining up and they had security checking bags and um the there were several parking attendants, you know, telling you where to park and uh organized chaos. But it was it was going well. Um and then um concessions was open because I remember having hot dog, soda, and

popcorn. And um I um there they were selling Harper gear. So I'm not sure um about us doing that, but anyway. And then you forgot to mention that um the stage was set up really nice. They had the um uh the video above them the screen and then all the students names were um around I don't know what you call that that circular where all the names of all the students kept going around during the whole ceremony ceremony was about oh I got to think about this it's 2 o'clock till 4:30 they had to get out of there by 4:30 it was done at 4:25 because Hoffman Estates was coming in So, um, a the sound system was fine because I I'm always concerned about that echo, especially in a place like that because it's not really built, you know, it's it's a basketball place and um the listening to the speakers, it was fine. I understood all of them. Um I remember the stage was up. So the students had to walk up a few stairs and then get shake hands and then walk down the middle um staged to go back into their seats and um yeah the students entered that circular that you were talking about. Um it it w it it seemed to flow very nicely and uh I was really impressed with how they they did things. They did have a few um security people walking around with that many people. You need more than just you know at the door. So I um you know I was taking it all in and then two weeks later you mentioned to me we're looking at now arena. I'm like okay. But you know the when we went to Memorial Day I know staff didn't like it

but parents liked it some of them. I'm not saying all of them because then family could come in because it's a holiday weekend. So, um I don't know if the principles would like that um or not, but I the principles did. They surprised me uh how many of them preferred the Sunday of Memorial Day weekend to the weekdays. Um but they all were uh preferred to keep it in the week that they're used to graduating that week of the the 14th, 15th, 16th through 20th. Yeah. Yeah. Because it seemed like, you know, they could have um family come in on Saturday, the the ceremony was Sunday, they could have their party and then drive home on Monday or whatever. But it wasn't it wasn't all bad when it was on Memorial Day. Um, but we we have to we have to do this now or those dates would be gone. That's correct. Well, I think that there's there's a school district that's moving off of the second year dates that we're trying to gobble up. Right. That's our priority. And um member I asked you to look at um Rosemont Theater and we did Rosemont Theater. We liked in terms of uh proximity to to to restaurants and and and how close it is to us. Um, but we couldn't do more than one. They only had three weekdays and we couldn't do more than one ceremony per day or it was going to have to be like a 900 p.m. ceremony as the second ceremony during the week and we couldn't ask families to do that. So, um, they they they they were really worried about traffic congestion and with 5,000 people descending on downtown Rosemont that that wasn't we weren't going to be able to avoid that. So, um, Narin is a very similar distance and I think is from with there's there's restaurants nearby and it's it's it's a really nice nice location. I believe you'll I do believe that you'll you'll be happy with the

move. Yeah, I really, you know, I got there I remember getting I got there a little bit early, maybe a half hour, and and there really wasn't a line to park. They they really had um that that down to to a science. Well, sure not. We're not the first ones to go there. So, but uh anyway, so this will come back in July for a vote. That's right. So, we'll have a couple weeks to mill it over and um thank you. Thank you for the presentation. So, um I think Dr. Lopez, you're up. Yeah, thank you so much. Um so, this uh this item is for a new online learning platform used primarily for credit recovery. The district has contracted with Ingenuity for about uh six years now. Last year, there were some concerns uh brought to us regarding Ingenuity's test security, and it prompted us to evaluate and consider other programs. Uh the resulting three-year contract that's before the board will save us about 25% per year off of our current agreement and address our concerns. Uh Dr. Gabriella St. Jackson, who's with us tonight, led a district-wide committee evaluating 12 vendors and inviting three for in-depth demos and trials with our building administrators, teachers, and students. So, I just asked her to share just a few benefits of this new solution uh called subject. Thank you, Les. When we adopted Egeneuity seven years ago, it really was the best option out there for us. But the end of this contract gave us a really great opportunity to see how technology has advanced over the last seven years and we were um very happy to see that it it it greatly has. And so some of the features of this company called Subject um that I'd really like to highlight um as opposed to what we've had with Ingenuity include the fact that Subject employs human beings to grade all of the student submissions that we have. at Genuity really limited us to

things that were easily gradable um automatically because you know who we don't have the staffing to be grading their short answers and essays for on a credit recovery self-paced online course but subject comes with that grading and what they do is they recommend feedback and grades to um our staff who can of course override it or can accept it and the students are able to see that and move on. That human aspect does not exist anywhere else out there that we have found. They also employ human beings during the school day as the help the help line. So there's like an a chat and during the school day it's live chat and then after hours they have kind of an AI chat to help students along if they get stuck. Also this company is local which is great. Um they've been on site several times now. Cara attended our last session with them where they gave an overview to a huge group of our staff and um they will work with us and they're super responsive. Um I I first met Jimmy from Subject I think five years ago and he's been he's been calling every year since. Um you know wanting to give us this demo and I was really excited to finally get the chance to um to bring him in. Some of the things that um I've seen only in subject include that you know they dub their videos into other languages but not in the like samurai Sunday way of you know the the the dubbing but the the lips really actually move as if the people presenting are speaking. um Ukrainian or Arabic, they have several different languages and they continually expand. So for our EL learners who end up having to do some sort of online credit recovery, this is a great option. They also provide things like text to speech um guided notes and they have a really userfriendly platform. So I'm super excited to have them come in and we will hit the ground running. We've already scheduled some time um in August if this goes through tonight for them to come in and work with our staff and get everybody going. It's also a great opportunity for Cara to work with Brad on kind of refining some of our systems as we reset moving from egeneuity to subject and the committee greatly wanted

that as well. So I think this is a good time to start fresh, start over, refine some of our systems and let's see where it takes us. Also like egeneuity, the last thing I'll mention is that Egeneuity had two sides. The online credit recovery self-pace mode and then the what they called instructional services mode where there was a teacher that was assigned. So our homebound students students with specific circumstances were able to be enrolled in an online class and have a teacher from that company. Subject does still offer that same that same option. So, we're not losing any of the functionality that we had before. Any questions? Questions, board members? Thank you. There's nothing like being the last on the agenda. Okay. Thank you, everyone. Appreciate it. Okay. All right. Now um we are at the point to go into close session. So I need a motion and a second to go into close session for the purpose of discussing the appointment employment compensation discipline performance or dismissal of specific employees specific individuals who serves as independent contractors in an educational setting or legal counsel for the public body security and student discipline. Motion in a second please. So move ch second furo. Call the role. Chung, yes. Fioro, yes. Valdino, yes. Dustling, yes. Hinaman, hi. Sager, I. And Crazer, I. Motion carries 70. So, we will have action after close session and I think probably 45 minutes. Yes. Yeah. Hey, before we go, I just wanted to thank Tim Keley for the two years on District 214. We appreciate all your efforts and uh good luck in your new venture. Thank you.

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[Music] [Music] Okay, great. We're we're back into open session and we have uh some roll call action items. Uh the first one, please, Mr. Dustling, like to make a motion to approve personal transaction report for June 26, 2025. Second. Motion and a second. Please call the role. Dustling, yes. Hinineman, I. Valdino, yes. Chung, yes. Fioro, yes. Sager, I. And Croitzer, I. Motion carries 70. Okay. Um, motion number two, 13.2. Motion to approve job descriptions for application specialist, assistant director of research, director of grants and special programs, and EL coordinator. or Fiorto second. Sager motion in a second. Please call the roll. Fioro, yes. Sager, I. Baldino, yes. Chung, yes. Dustling, yes. Hinaman, I. Ander, I. Motion carries 70. Okay. Number three, please. Motion to approve principal contracts. Kelly, Kelly, Ward, and McFall. Second. Chung,

call the roll, please. Aldino, yes. Chung, yes. Dustling, yes. Furo, yes. Hinimman, I. Sager, I. And Croitzer, I. Motion carries 70. Uh, motion and second number four, please. Motion to approve deputy superintendent contract for craft. Second. Please call the role. Sager I. Dustling. Yes. Baldino. Yes. Chung. Yes. Fioro. Yes. Hinimman. I. And Croitzer. I. Motion carries 70. Thank you. Uh, number five, please. Motion to approve superintendency contracts Uli, Maggi, Hendrickk, and Hubard. Second. Fiorto. Call the role. Henman I. Fioro. Yes. Baldino. Yes. Chung. Yes. Dustling. Yes. Sager. I. And Croitzer. I. Motion carries 70. Thank you. Number six, please. Motion to approve superintendent contract for 2025 2026 5% increase. Chung second. Motion in a second. Please call the role. Chung yes. Dustling. Yes. Baldino. Yes. Yes. Hineaman. I. Sager. I. And Croitzer. Hi. Motion carries 70. Thank you. Motion to adjurnn, please. So move. Chong. Second. Call a roll. Chung, yes. Hinineman, I. Faldino, yes. Dustling, yes. Fiero, yes. Sager, I. And Croitzer, I. Motion carries 70. Thank you. We are adjourned. Bye, everybody. [Music]

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