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From YouTube: CCSD Board of Trustees Committee of the Whole/ Special Called Meeting - November 7, 2022
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A
Approve
the
agenda
with
that
change.
Okay,
so
we
have
a
motion
on
the
floor.
Do
we
have
a
second
second.
B
C
A
A
A
A
A
D
B
The
agenda
item
five,
a
I
would
like
to
ask
maybe
two
things.
One
would
be
that
we
vote
on
item
one
separate
from
the
others,
because
one
is
coming
out
of
one
year's
budget.
The
other
items
are
coming
out.
Another
Year's
budget,
so
I
would
like
to
split
up
I.
Think
it's
two
three
and
four
that
is
being
recommended
from
next
year's
budget.
B
Don't
have
any
issues
with
school
security,
but
I
just
would
like
to
yeah
would
like
to
make
that
recommendation
and
also
considering
the
fact
that
we're
talking
about
a
budget
still
to
be
developed.
I
would
suggest
that
we
make
those
as
recommendations
on
two
three
and
four.
So
there
are
two
items
there:
I,
don't.
A
You
want
it
okay,
so
you
wanna.
So
your
motion
is
to
unfive
a
to
have
one
as
a
separate
item
and
then
two
three
and
four
as
a
as
a
separate
item
to
vote
on
right.
So.
C
A
A
E
Item
I
had
the
same
question
so
and
I
was
going
to
ask
I'll
ask
her
something
all.
A
Did
never
mind
sorry,
my
bad
I
haven't
had
enough
caffeine
yet
today.
Okay,
next
item
is
public
comments.
A
F
Right
we
have
three
individuals
signed
up
today
for
our
public
comments.
The
first
person
to
speak
is
Gary
butts.
H
Good
afternoon,
ladies
and
gentlemen,
how
are
you
all
okay,
first
of
all,
a
little
bit
about
myself
and-
and
let
me
say
thank
you
to
the
panel
for
allowing
me
the
opportunity
to
address
the
board
by
myself.
H
My
name
is
Gary
butt
senior
I'm,
a
residence
of
Charleston
County
I
have
two
young
children
in
the
Charleston
County
Public
School
one's
in
elementary
school
one's
in
middle
school
I'm
here
today
to
to
confront
a
parent's
worst
nightmare
about
their
child
in
school,
and
that's
in
school
shootings
I
have
to
make
a
long
story.
Real
short
here.
I
have
created
an
invention
that
will
no
longer
allow
any
more
in-school
shootings.
Yes,
believe
it.
H
The
day
is
here:
I
cannot
talk
about
the
logistics
of
the
invention
at
this
present
time,
because
it's
under
patent
Reserve
right
now,
but
as
soon
as
I
get
this
patent
back.
I
will
be
more
than
obliged
to
come
back
and
share
this
pattern
with
you
all,
because
I
know
we
can't
keep
doing
the
same
things.
Getting
the
same
results
I'm
ready
to
introduce
something
new
to
this
board
and
I
know
that
you're
going
to
adore
it
and
you
will
love
it.
Thank
you
very
much.
F
I
Mount
Zion
has
been
actively
engaged
in
Project
Lead,
the
Way
training
for
staff
and
support
from
the
community
in
that
effort,
and
there
is
an
expectation
that
will
continue
at
the
stem
School,
the
new
stem
School
and
Angel
Oak.
When
transition
happens
to
primary,
it
will
be
important
to
accommodate
the
renovations
for
CDC
and
kindergarten,
including
appropriate
bathrooms
sinks
and
playgrounds
at
E.L.
Fryerson
training
for
teachers
in
the
Montessori
method
continues,
and
the
community
supports
that
obligation.
There's
a
waiting
list
for
enrollment
and
more
families.
I
That's
using
that
option
at
hot
Gap
communication
and
transparity
transparency
continued
to
be
obstacles.
There
continues
to
be
perceived
segregation
between
the
magnet
and
transitional
programs
in
the
recent
Edition
of
how
Gap,
hopefully
will
encourage
more
students
from
our
elementary
schools
to
attend
there
at
St
John's,
our
feeder
schools
are
encouraged
to
support
transition
to
St
John's,
so
their
enrollment
will
increase
beyond
the
25
recommended
in
our
mission.
I
F
You,
our
final
speaker,
is
Gene
Howard.
J
I
wish
I
had
this
gentleman's
voice.
He
was
very
vocal
that
was
good
good
afternoon
as
all
our
political
races
are
heating
up
in
the
Years
beginning
to
come
to
a
close
on
behalf
of
Charleston
rise
members.
I
would
like
to
extend
our
appreciation
to
the
current
Board
of
Trustees
2022
began
with
the
continuation
of
covet
parents.
Concerns
were
voiced,
but
this
board
and
Charleston
rise.
Rise's
priority
was
to
keep
our
students
safe,
Max
mandates
in
schools
continued
until
covert
levels
were
low.
Thank
you.
J
J
Thank
you
and
we
are
incredibly
excited
for
the
focus
and
commitment
you
made
in
making
the
first
of
your
2023
board
goals,
one
that
commits
to
increase
black
African-American
and
Hispanic
fifth
grade
student
reading
levels
from
the
current
25
to
60
percent
by
July
in
2027,
a
big
thank
you
when
I
joined
rise
in
2018
the
ccsfd
board.
Rarely
if
at
all
discuss
this
disparities
between
black
and
white
students
who
attended
our
schools,
members
and
the
students
of
Charleston
rise
are
very
grateful
to
this
board
for
listening
to
us
at
board
meetings
and
Community
forums.
J
A
F
Just
one
second
I
failed
to
announce
that
there
are
two
well
one
comment
online,
but
they
have
been
sent
to
each
one
of
us,
so
they
should
be
inside
your
email
for
your
viewing
for
later
discussion.
So,
okay,
thank
you.
The.
K
Yes,
thank
you
Miss
Darby,
so
the
district
set
out
a
little
over
a
year
ago
about
a
year
ago
to
acquire
a
firm
to
do
a
disparity
study
to
review
our
procurement
processes
through
the
procurement
process.
Miller
3
was
the
selected
firm.
So
here
we
have
Mr
Dave
Miller
he's
been
working
with
our
team
internally
throughout
the
duration
of
the
disparity
study.
He'll,
be
presenting
today,
findings,
recommendations
in
their
overarching
process
and
engaged
aboard
with
any
questions
that
you
all
might
have
Mr
Miller.
K
L
You
thank
you.
Miss
Williams,
to
the
board.
I
first
want
to
acknowledge
your
courage
and
commitment
by
embarking
Upon
A
disparity
study
many
times
these
studies
are
viewed
as
cumbersome
as
well
as
taken
away
from
your
ultimate
objective,
which
is
educating
students
and
so
for
that
commitment,
I
say
thank
you,
I'd
like
to
especially
recognize
the
finance
department,
your
accounts,
payroll
departments,
as
well
as
your
facilities
departments,
all
of
which
who
are
integral
in
supporting
this
effort
and
providing
information
that
allow
for
us
to
complete
this
disparity
study
next
slide,
please.
L
So
here's
the
outline
of
this
today's
presentation,
I
will
try
to
be
brief
and
be
mindful
of
the
15
minutes
we
have.
There
was
a
lot
of
information
in
our
over
500
page
document
and
report
that
I
encourage
each
of
the
board
members
to
not
only
read
but
to
embrace,
but
before
you
I'll
start
with
our
approaching
methodology
segue
into
the
statistical
findings
and
then
end
with
conclusions
and
recommendations.
L
Next
slide,
please
next
slide
so
begin
with
our
10
part
methodology.
Military
Consulting
deploys
this
10-part
methodology,
which
primarily
consists
of
three
analysis:
the
industry,
analysis,
statistical
analysis
and
market
market
analysis.
Each
of
these
analyzes
are
designed
for
us
to
triage
the
district
triage
in
a
sense
of
understanding
those
components
and
elements
that
either
support
an
inclusive
procurement
environment
or
create
barriers
for
inclusive
environment,
beginning
with
the
illegal
analysis.
The
legal
analysis
really
helps
us
understand
what
the
rules
regulations
are.
L
Then
we
then
segue
into
your
procurement
and
operations,
analysis,
which
is
a
a
understanding
of
what
your
policies
are,
what
your
procedures
are
and
then
understanding
of
what
those
practices
as
it
relates
to
your
policies
and
procedures
and
we're
seeking
to
determine
if,
in
your
procurement
functions
the
there's
a
Nexus
between
your
actual
practices
and
what
stated
policies
are.
We
then
move
into
statistical
findings,
which
has
a
components
of
availability,
utilization
and
relevant
marketing.
L
I'll
speak
a
little
bit
more
about
that
throughout
the
Crux
of
this
presentation
this
afternoon
and
then,
lastly,
we'll
follow
it
up
with
our
market
analysis,
where
we're
really
trying
to
understand
what
the
marketplace
holds.
What's
the
availability
of
not
just
minority
and
women-owned
businesses,
but
small
businesses
in
the
Charleston
area,
and
to
what
extent
do
these
businesses
have
any
interest
in
providing
Services
goods
and
supplies
to
the
school
district?
L
And
these
analysis
will
lead
us
to
our
conclusions
and
recommendations
which
we
customized
for
the
district
in
hopes
that
we
move
forward,
the
district
will
not
only
embracing
these
recommendations
but
move
forward
with
implementation.
For
me,
as
where
I
sit
as
CEO
of
military
Consulting,
the
implementation
is
really
where
the
rubber
meets
the
road.
We
encourage
our
clients
not
to
intake
this
very
robust
study
and
shelve
it.
We
encourage
you
to
take
a
look
at
it
and
then
Implement
some
of
the
findings
and
recommendations
next
slide.
Please
next
slide.
L
L
What
is
interesting
here
with
the
school
district
is
many
times
we
find
the
relevant
market
for
construction
as
well
as
architectural
engineering
services.
To
be
a
more
local,
locally
defined
relevant
Market,
in
this
case
we
determined
it
to
be
the
state
of
South
Carolina
for
a
e
and
then
for
Construction
Services,
it's
a
nationwide
search,
and
so
how
does
that
relate
to
your
procurement
policies
and
procedures?
L
L
So,
availability,
we
begin
with
what
we
call
rwa
and
rwa
is
an
availability
model.
That
is
a
conservative
model
that
supports
that
we
utilize
when
we
conduct
our
very
first
disparity
study
in
1989..
That
disparity
study
came
out
before
the
legal
precedent
which
governs
the
disparity
studies,
which
is
a
Richmond
V
Crossing
decision
by
the
Supreme
Court
in
1989..
So
I
am
very,
very
proud
that
our
availability
model
has
has
withstood
scrutiny
as
well
as
time.
So
what
does
it
actually
stand
for
rwa
ready?
That
means
you're
out
you're
in
the
marketplace?
L
Essentially
a
phone
boom.
You
exist
in
the
market.
Your
willingness
is
another
threshold
or
a
ladder
in
the
determination
where
you
understand
the
types
of
goods
and
services
that
Charleston
County,
School
District
is
seeking
to
procure
and
then
able
do
you
have
the
ability
or
the
capacity
to
perform
sad
services
and
for
CCSD
specific
rwa
measures.
We
use
we
let
on
level
two
level.
One
is
reflective.
Only
those
firms
who
responded
to
your
formal
procurement
opportunities
level
two
considers
both
informal
and
formal
procurement
opportunities.
Next
slide,
please
foreign.
L
So
this
slide
Compares
rwa,
which
is
data
solely
based
on
districts.
Information
to
Marketplace
and
I'll
highlight
a
few
data
points,
while
I,
while
I
recognize
and
appreciate,
there's
a
lot
of
information
on
these
slides,
which
the
way
this
slide
is
developed
is
it
shows
the
individual
procurement
types
across
the
top
of
the
table,
and
then
the
minority
groups
across
the
far
left
side,
and
so
this
is
a
cross
tab
that
shows
availability.
L
Comparing
Marketplace
to
rwa
should
have
bought
my
glasses
here
so
for
construction,
for
example,
we're
finding
a
higher
level
minority
and
women-owned
businesses
based
on
rwa
as
compared
to
a
Marketplace
measure
of
data
axle.
So
what
does
that
mean
proportionally?
It
means
that
more
minority
women
on
businesses
are
coming
forward
to
the
district
seeking
to
provide
services
to
the
district
compared
to
their
availability
in
the
marketplace.
L
So
the
line
item
that
I'm
looking
at
I'm,
looking
at
29.3
under
rwa
for
total
mwbe,
which
is
the
fourth
column
from
the
left
and
comparing
that
to
the
16.99,
which
reflects
the
marketplace
measure
overall,
mwbes
account
for
about
23
of
those
available
to
the
district
based
on
rwa,
compared
to
a
Marketplace
measure
of
about
35.85
percent.
I
will
note
that
rwa
is
a
more
conservative
measure.
L
L
So
we
look
at
utilization
in
three
distinct
ways
at
the
point
of
contract
award
at
the,
which
is
your
contracts
at
the
point
of
contract
execution,
for
which
we
term
as
the
issuance
of
a
purchase
order
and
then,
lastly,
at
the
point
of
your
actual
payments
against
those
purchase,
orders
that
were
awarded
as
a
result
of
the
contract
next
slide,
and
so
for
this
analysis,
we
determined
that
the
purchase
order
is
data
set
was
the
most
robust
for
which
we
would
make
all
programmatic
initiatives
and
recommendations
to
the
district.
L
Now,
as
we
obtain
this
information,
we
slice
and
dice
it
a
number
of
different
ways,
one
by
procurement
categories,
which
I
first
reference.
Another
slice
is
by
relevant
Market
have
to
determine
whether
that's
70
to
75
percent
takes
place
and
then,
lastly,
about
Prime
and
subcontractor
utilization.
Why
do
we
do
that?
Subcontracted
utilizations,
where
we
see
a
fairly
significant
and
high
level
of
Trades
organizations
and
businesses
who
are
out
there,
whether
it's
in
the
trade
space
or
the
electrical
contractors,
your
Mechanical
Contractors,
your
drywall?
L
Many
of
those
firms
are
minority
on
firms
and
can
participate
in
in
viable
opportunities.
As
a
part
of
this
disparity
studies,
and
they
would
look
at
it
from
a
comparative
and
non-competitive
threshold,
what
we're
really
trying
to
understand
is
at
the
point
where
there
is
some
flexibility
in
how
you
go
about
procuring
below
a
certain
dollar
threshold
where
you
may
be
obtaining
quotes.
How
does
the
district
fare
compared
to
a
formal
procurement
opportunity,
whereas
a
response
to
an
RFP
or
an
RFQ
or
an
RFI
are
required
for
the
solicitation
to
move
forward
next
slide?
L
Please,
and
so
this
slide,
as
well
as
the
I
think.
Next
three
slides
will
show
the
comparison
of
utilization
to
availability
utilization
is
presented
in
blue
of
availability
is
in
Orange
on
your
slides
before
you
now,
while
I
had
not
talked
about
a
disparity
study
ratio.
Just
yet
just
know
it
is
the
proportion,
the
comparison
of
the
proportion
of
availability
to
your
proportion
of
availability
utilization
that
drives
your
disparity
ratio.
So,
on
this
slide,
I'll
point
out
for
small
businesses
for
architectural
engineering
Services,
you
can
see
that
I
think
about
35
percent.
L
They
are
utilizing
the
market.
I'm.
Sorry
55,
utilizing
the
marketplace
compared
to
about
47
available
next
slide.
Please,
similarly,
as
the
prior
slide,
this
is
presenting
your
construction
and
construction
related
Services
again,
this
disparity
study
looked
at
fiscal
year,
18
through
fiscal
year,
21.
so
from
a
dollar
value
and
magnitude.
It's
about
roughly
one
billion
dollars
in
commercial
spin.
That
was
evaluated,
and
this
is
the
distribution
from
a
utilization
perspective
of
that
billion
dollars,
as
it
relates
to
each
particular
procurement
type.
L
So
for
Construction
Construction
related
Services,
you
see
a
very
close
relationship
between
available
and
utilization
for
African
Americans,
as
well
as
Asian
American,
owned
firms,
Hispanic
American
owned
firms,
utilization
outpace,
their
availability
in
the
marketplace,
whereas
you
see
for
non-mwbes
or
majority
owned
firms,
their
utilization
exceeded
they're
available
in
the
marketplace
by
about
20
or
so
percentage
points
next
slide,
please
non-professional!
Services
a
similar
depiction
here
for
wbes
there's
a
close
alignment
between
their
proportion
available
to
their
proportion,
utilization
slightly
different
for
African-American
owned
firms
whose
utilization
outpace
their
availability
in
the
marketplace.
L
This
is
a
small
caveat,
as
it
relates
to
goods
and
Supplies
by
the
district
being
so
large.
This
is
the
only
area
for
my
from
my
perspective,
where
capacity
really
can
become
an
issue.
So,
if
you
think
about
the
number
of
schools,
that's
in
the
district,
you
think
about
the
the
amount
of
food
services
or
milk
service
that
will
be
procured.
Those
areas
may
be
a
bit
more
restrictive
for
minority
and
women-owned
businesses
to
participate
in
in
those
spaces.
We
do
encourage
our
clients
to
consider
what
we
call
tier
two
opportunities
where
there
are
businesses.
L
We
know
that
are
out
here
who
can
support
in
delivery
of
said
goods
and
services
for
which
you
can
pull
in.
If
those
delivery
services
are
by
minority
women
on
firms
count
those
towards
your
overall
goals
and
objectives
in
this
space
next
slide,
please
so
I'll
go
really
quick
into
some
of
the
findings.
Next
slide,
I
mentioned
earlier
disparity
ratio.
L
It
really
just
looks
at
your
proportional
utilization
compared
to
your
proportional
availability,
and
so
when
you
saw
those
prior
slides
with
your
blue
and
your
orange,
and
you
saw
that
the
differences
between
the
two,
then
that
helps
us
to
understand
how
the
ratio
was
comprised
next
slide.
Please
what
this
shows
is
utilization
on
your
x-axis
and
available
on
your
y-axis.
What
we're
testing
for
is
parity
parity
is
represented
by
the
red
line
here
and
so
parity
reflects
one
said
differently.
L
If
you
are
utilized
at
the
same
rate
that
you
are
available
in
the
marketplace,
then
that
represents
Perry,
that
is,
ratio
of
one
that
is
can
be
deemed
or
considered
perfection
in
the
space
that
you
are
utilizing,
Folks
at
the
same
rate
of
them
being
available
in
the
marketplace.
When
you
fall
below
that
value
of
one
is
considered
underutilization,
and
then
we
do
a
statistical
testing
to
see.
L
M
L
Please
so
this
is
a
super
busy
slide.
This
is
really
just
showing
what
those
ratios
land
anything
below
one.
You
can
view
as
underutilization.
Anything
above
one
view
as
over
utilization,
the
n
s
versus
s
n
s
is
not
certificate.
Non-Statistically
significant
s
is
significant
utilization
next
slide.
Please,
this
next
slide
I
think
is
a
better
depiction
such
that
you
can
fully
appreciate
the
comparison.
L
The
black
horizontal
line
is
a
representation
of
parity,
anything
that
is
above
that
black
line
will
represent
over
utilization
and
then,
if
you
reach
statistical
significance,
it
is
depicted
in
red
compared
to
Blue,
which
depicts
non-significant
utilization.
So,
for
example,
each
of
the
procurement
types
are
across
the
bottom.
You
will
see
that
in
construction,
with
the
exception
of
it,
looks
like
Hispanic
American
on
firms.
No
other
group
were
over
utilized
in
this
space
next
slide.
Please.
L
L
Discontinue
some
behaviors
that
weren't
consistent
with
best
practices
and
so,
for
example,
use
of
direct
negotiations
was
an
area
that
we
brought
forth
to
the
district
for
which
they
addressed,
as
well
as
having
some
visibility
to
the
board
around
contracts
above
a
certain
dollar
threshold,
to
ensure
that
your
goals
and
objectives
as
it
relates
to
those
are
being
carried
out
and
followed
through.
So
we
want
to
make
sure
that
you
have
some
additional
visibility
in
that
space.
L
Some
of
the
other
findings
we
found
is
that,
for
example,
small
purchases
are
being
Satisfied
by
large
vendors
and
state
contracts,
which
is
not
unique
in
that
many
municipalities
and
School
District
use,
state
or
term
contracts
that
are
already
in
place.
That
may
show
the
benefit
of
leveraging
multiple
pools
of
dollars
and
having
utilizing
those
co-ops
in
those
State
term
contracts.
L
When
you
utilize
program
managers,
there's
a
belief
that
it
could
develop
an
incumbent
bias,
and
so
we
want
to
be
mindful
of
creating
a
a
space
that
creates
that
space
for
an
incumbent
bias.
You
want
to
be
mindful
that
we
mitigate
against
that.
So
how
do
you
do
that
part
ways?
You
do
that
is
to
ensure
that
you
take
some
deeper
Dives
and
select
contracts
to
ensure
that
there
is
an
over
concentration
next
slide.
L
Please
so
so
I
talked
a
lot
about
the
disparity
available
in
utilization,
which
are
all
quantitative
components
of
disparity
study,
there's
also
a
qualitative
side
of
the
house.
Those
two
sides
are
required
in
producing
a
disparity
study
and
also
required
in
creating
a
legally
defensible
disparity
study.
So
as
a
result
of
our
qualitative
components,
we
conducted
three
focus
groups.
L
But
you
must
balance
that
with
your
inclusive
procurement
strategies
to
make
sure
that
we
aren't
simply
in
a
need
to
gain
the
widget
for
going
to
opportunity
for
that
widget
to
be
a
competitive
process
and
ensure
that
this
district
is
getting
best
pricing,
as
opposed
to
just
going
to
the
same
vendor,
because
it
is
a
known
and
a
performed
in
the
space.
L
One
other
note
I'll
point
out
here.
Around
anecdotal
themes
is
for
lack
of
perceived
lack
of
Outreach
to
Memorial
and
business
Community,
and
so
how
do
you
combat
that
forecasting,
your
opportunities
making
public
facing
those
contracts
that
will
be
awarded
within
in
small
windows
in
the
next
three
months?
Next,
six
months,
next
nine
months
and
12
months?
L
Because
they
can
appreciate
in
the
construction
space
construction
space,
particularly
developing
of
those
teams
and
putting
together
those
Partnerships
in
those
relationships,
are
critical
at
the
at
the
early
on
as
early
as
you
can
in
that
process,
and
not
just
as
a
result
of
the
solicitation
hitting
the
street
next
slide.
Please
some
of
the
race
neutral
findings.
L
Next
slide,
please
so
last
sort
of
things
a
few
other
things
that
come
that
we
found
as
a
result
of
the
race,
neutral
analysis
or
some
suggested
improvements.
Marketplace
promotions
that
we
talked
about
sort
of
forecasting
those
opportunities.
Those
things
are
critical,
making
your
results
of
your
bed
tabulations
public
facing
so
there's
a
transparency
component
that
we
would
suggest
that
the
district
considers
in
some
of
the
recommendations
here
and
then
some
of
the
other.
L
L
So
for
your
a
e
Services
based
on
purchase
order,
the
ethnic
groups
of
African-Americans,
Asian,
Americans,
Hispanic
Americans,
as
well
as
Native
Americans.
You
can
design
and
create
programs
to
sort
of
redress
the
emphasis
of
discrimination
that
was
found.
One
of
the
more
interesting
things
that
came
out
of
this
body
of
work
was
in
the
construction
space.
We
did
not
see
any
based
on
purchase
orders
anything
that
supports
an
Infamous
discrimination,
so
I
would
like
to
acknowledge
and
give
the
districts
Kudos
in
that
space.
L
I
tempered
that
acknowledgment
in
Kudos,
with
the
understanding
that
there
were
certain
interpretations
of
state
law
that
supported
how
you
landed
in
non-discrimination
found
in
that
space
itself.
The
overarching
takeaway
is
to
be
mindful
As.
You
move
forward
in
absence
of
that
interpretation
in
that
posture
that
was
taken
to
ensure
that
the
effort
has
made
its
way
into
the
culture
of
those
with
the
by
decision
to
ensure
that
mwbs
still
have
an
opportunity
to
play
equitably
and
fairly
in
this
space
goods
and
supplies.
L
I
mentioned
early
on
some
of
the
capacity
related
concerns
in
that
space,
and
you
you
can
see
that
many
of
ethnic
groups
experience
statistically
significant
disparity
in
those
spaces
which
will
support
any
programmatic
initiatives
that
you
have
next
slide.
Please
so
additional
overarching
recommendations,
enhancement
to
your
procurement
procedures
and
practices
and
inside
of
the
study.
L
We
have
some
supporting
elements
in
what
that
looks
like,
but
in
essence,
what
it
does
it
ensures
that
we
mitigating
against
concentration
and
many
times
we
find
clients
who
do
reach
their
stated
goals
and
objectives,
as
it
relates
to
participation,
do
that
through
a
handful
of
minority
firms,
and
so
we
want
to
make
sure
that
we
don't
concentrate
and
leverage
one
or
two
businesses,
because
statistics
say
this
a
thousand
times,
statistically
with
that
concentration,
those
types
of
firms
can
be
deemed
to
outline
and
the
question
becomes
absent
those
firms.
L
How
do
you
fear
so
we
want
to
increase
our
inclusive
procurement
practices.
Part
of
that
is
forecasting
your
opportunity,
for
part
of
that
is
also
taking
a
data-driven
approach,
and
so,
when
you
have,
for
example,
these
250
000
plus
contracts
that
are
coming
before
you
the
question
to
be
accessed.
What
was
the
level
of
bidding
in
this
space?
Does
it
meet
a
certain
thresholders
two
firms
compared
to
eight
firms?
What
does
that
mean?
L
Eight
firms,
inherently
because
it's
more
competition,
there's
more
attention,
so
you
you
hope
that
there's
a
lot
more
robustness
for
those
certain
dollar
value
contracts.
You
want
to
make
sure
that
you're
having
competition
in
that
space,
so
that's
these
things
involved,
I
failed
to
mention-
are
those
that
we
believe
are
high
priority
and
so
increasing
competition.
L
You
get
to
that
through
taking
a
more
data-driven
approach
and
understanding
and
doing
deeper
Dives
in
those
who
are
responding
to
each
and
every
opportunity-
and
maybe
you
just
sample
a
few
of
them
to
ensure
that
it's
coming
across
all
procurement
types
and
not
just
solely
focus
on
construction.
But
you
look
at
also
from
your
goods
and
supplies.
Your
non-professional
services,
your
landscaping
services,
for
example.
Are
you
consistently
getting
the
same
vendors
who
are
coming
forward
when
those
opportunities
are
hitting
the
street?
L
L
Inherently
there's
a
belief
that,
with
transparency,
you
get
the
reaction
and
responses
you
want
from
the
business
Community,
which
will
in
turn
I
believe
impact
some
of
those
perceptions
and
experiences
that
folks
Hotel
stated
and
shared
with
us
as
a
part
of
the
study
additional
recommendations
promoting
in
the
participation
at
the
prime
level
many
times,
clients
relegate
minority
participation
in
the
subcontractor
level.
For
us,
it
is
a
indicator
of
priority
when
you're
in
your
minority
and
women
on
business
Community
have
a
really
good
rate
at
the
prime
level
and
not
at
the
subcontractor
level.
L
I
say
that,
because
that
is
at
the
prime
level,
you
had
a
direct
relationship
with
the
district
as
opposed
to
the
subcontractor
level.
You
are
relegated
to
the
prime
and
that
Prime
has
either
met
your
goals
and
objectives,
as
it
relates
to
participation
and
not
the
district
itself
and
so
being
an
active
participant.
Inequity
is
a
goal,
and
you
see
that
when
minority
women-owned
business
is
fair
at
the
prime
level
now
last
last
point
I'll
make,
because
these
are
just
and
I
know.
I
have
15
minutes,
I
feel
like
I'm
going
beyond
that,
but.
L
Okay,
all
right,
so
this
is
just
some
of
the
detail
around
the
enhanced,
and
so
I
won't
go
through
these
again
because
I
touched
on
them,
but
I
identify
the
inclusive
procurement
objectives.
We
say
that
you
must
take
a
commitment,
driven
approach,
which
is
reflected
by
the
board
and
pushing
down
his
goals
and
initiatives.
You
take
a
data-driven
approach
which
is
synonymous
with
publicizing
your
information
and
comparing
those
who
are
responding
to
that,
and
then
you
take
a
relationship
building
which
is
part
of
your
component
components
of
your
Outreach
initiatives.
L
That
will
happen,
so
these
are
all
pillars
of
an
inclusive
procurement
environment
that
we
would
love
for
the
district
to
consider
lasting
around
monitoring
contracts
for
an
issue
of
concentration.
I
talked
about
the
outliers,
but
I
also
want
to
place
and
share
with
you
that
there
are
bolt-on
environments
that
help
you
track
your
compliance,
and
so
you
can.
There
are
multiple
ways
you
do.
L
You
develop
your
own
contract,
Compliance
Unit
as
a
part
of
your
procurement,
or
you
can
utilize
software
platforms
that
are
out
there
that
serve
as
a
surrogate
for
you
building
out
staff
to
perform
those
services,
and
so
those
software
compliance
have
a
function
of
making
incumbent
upon
your
Prime
contractors
to
input
the
information
in
there
and
it
has
its
own
built-in
a
resolution
feature
that
if
a
subcontractor
is
either
experiencing
late
payments
or
no
payments
or
off-voting
as
a
byproduct
of
replacement,
all
those
features
are
inside
of
some
of
these
software
platforms
that
we
would
love
for
the
district
to
say
next
slide.
L
Please
one
thing
is
about
increasing
the
pipeline
of
mwes
and
I'll
say
this
particularly
because
this
is
a
school
district
right.
We
encourage
the
youth
entrepreneurial
initiatives
right.
You
are
already
molding
Minds
right
now,
and
so
imagine,
if
you
have
a
contractor
who
matriculated
through
the
district
and
is
providing
tangible
Services
back
to
the
district.
Imagine
what
that
story
looks
like
it
feels
like,
and
so
so
consider
that
from
an
educational
perspective
in
entrepreneurship,
because
you
can
create
the
pipeline
of
you
so
desire
that
is
there.
L
I'll
talk
about
the
deeper
dive
into
your
bid
and
RFP
selection
process,
one
of
the
things
that
we
recognize
as
a
part
of
the
admissions
considerations
currently
going
on
by
the
Supreme
Court
is
Shifting
the
view
of
disparity
studies
from
simply
just
race
and
racial
components.
Looking
at
making
a
part
of
your
performance
and
how
you
operate.
I
tell
many
of
my
clients
that
your
budget
is
a
reflection
of
your
priority.
L
You
can
then
begin
to
see,
if
particular
buyers
are
getting
you
the
same
results
and
what
are
those
same
buyers
not
as
a
function
of
employment,
but
as
a
function
of
training
to
ensure
that
they
are
looking
at
things
for
the
lens
of
inclusive
procurement,
as
opposed
to
just
what
widget
do
I
need
right
now.
Next
slide,
please
I
mentioned
promoting
it
at
the
prime
level.
Forecasting
is
the
third
bullet
point
here:
providing
notices
of
business
opportunities
that
is
consistent
with
your
your
former
procurement
thresholds,
and
so
advertising
share.
Share.
L
Share
share
with
these
opportunities
are
share
how
businesses
can
engage
and
contract
work
with
the
with
the
school
district.
Next
Lab.
L
On
bundling
of
contracts
many
times,
there's
a
perception
around
capacity
for
construction
in
particular,
and
we
generally
take
a
position
of
capacity
being
elastic.
So
as
opportunities
come
for
me,
I
have
an
opportunity
to
ramp
up
staff.
I
have
opportunities
to
procure
additional
equipment,
and
so
just
the
size
of
an
organization
alone
should
not
be
a
determinant
in
their
ability
to
provide
goods
and
services
to
the
district.
And
then
we
encourage
folks
to
have
create
mentor.
L
Mental
Protege
programs,
where
you
encourage
joint
ventures
to
help
build
up
that
pipeline
to
help
build
up
smaller
businesses,
who
might
have
sought
and
been
coming
forward
and
possibly
have
not
been
successful,
and
so
those
JV
opportunities
are
a
way
since
they
can
get
tangible
experience
on
District
opportunities
and
District
projects.
Next
slide,
please
I
think
the
Takeaway
on
this
slide
is
to
when
you're,
considering
where
opportunities
lie.
Just
know
that
each
phase
of
these
seven
that
are
listed
here
there
are
opportunities
of
businesses
that
exist.
L
Who
can
fare
in
that
space,
and
so
it's
not
just
simply
as
a
result
of
breaking
ground
of
bricks
and
mortar.
But
there
are
firms
who
are
out
here
to
help
in
the
planning
process
the
financing
of
their
minority
businesses
to
help
in
the
financing
space.
So
each
of
these
areas
become
an
opportunity
area
to
include
minority
businesses
in
these
seven
next
slide.
Please.
L
I
mentioned
joint
ventures:
Mentor
Prodigy
observations,
developed
Partnerships
with
management,
technical
assistance
provider
there.
They
are
businesses
and
non-profits
out
here
that
are
currently
helping
firms
develop
their
business
plan
create
those
relationships
such
that
it
becomes
a
easy,
segue
and
Bridge
from
the
services
that
they
are
offering
to
the
known
opportunities
for
which
the
district
will
be
putting
for
all
these
things
create
an
environment
that
is
right
for
competition.
L
That
is
right
for
inclusivity,
and
it
allows
for
the
business
Community
to
embrace
and
react
to
these
opportunities,
as
opposed
to
being
made
aware
sort
of
last
minute.
You
know
they
don't
have
an
opportunity
to
well
position
themselves
to
be
successful.
L
L
What
we
found
is
a
result
of
conducting
some
Spanish,
so
there's
some
some
data
gaps
and,
as
we
begin
to
close
those
gaps,
the
the
more
information
you
have
in
your
hand,
the
more
you
can
take
a
more
robust
assessment
of
current
conditions,
as
you
are
developing
this
inclusive
procurement,
environment,
and
so
with
that
I
know,
it's
a
mouthful.
There's
a
lot
of
information,
there's
500
or
so
pages
that
I
was
sort
of
asked
to
convince
into
20
minutes
here,
but
but
just
note
that
we
enjoy
working
with
the
district.
L
We
enjoyed
some
of
the
findings
that
came
out
of
this
and
we
are
encouraged
about
how
the
district
has
performed
during
fiscal
use
18-21.
It
is
our
hope
that
we
continue
and
treat
any
board
related
goals
as
the
ceiling
I'm,
sorry
as
a
floor,
and
not
the
ceiling
right.
That
is
critical
many
times
in
many
organizations.
You
view
your
goals
as
you're
ceiling,
and
we
encourage
folks
to
look
at
it
slightly
different
by
being
the
floor.
So
with
that
I'll
entertain
any
questions
that
the
board
may
have.
N
The
study
I
mean
this
has
been
one
of
the
issues
that
we've
been
dealing
with
in
the
district
for
quite
a
while.
N
It's
extensive
and
I
don't
know
how
we
were
supposed
to
digest
this
in
15
minutes.
But
again,
thank
you.
My
question
to
you
is:
how
do
we
build
in
an
oversight
to
make
sure
that
we're
not
getting
involved
in
using
friendships?
And
sometimes
what
do
you
call?
Those
Kickbacks,
like
some
firms,
engage
in
to
make
sure
that
a
contract
is
awarded
to
someone
that
I
know
or
someone
that
that
my
friends
know.
N
Is
there
some
kind
of
opportunity
here
or
built
into
what
you're
recommended
to
make
sure
that
that
does
not
happen?
And
then
my
second
statement
is
I,
see
you
as
coming
back
because
I
don't
know
whether
they
told
you
that
this
board
is
not
going
to
look
like
this
yeah
as
of
tomorrow
and
and
I
see.
This
is
so
very
important
and
that
at
some
point
in
time,
you're
going
to
have
to
come
back
and
address
the
new
board.
Hopefully,
I'll
be
able
to
hear
this
presentation,
but
anyway,
thank
you
again.
Thank.
L
You
to
your
to
your
first
point,
around
I
think
determine
uses
Kickbacks.
One
of
the
things
that
we
put
forth
is
to
view
those
large
dollar
value
contracts
and
I.
Think
now
those
are
being
viewed
by
your
audit
and
finance
committee
meeting
right,
and
so
the
district
has
taken
steps,
but
to
ensure
that
it
doesn't
happen
to
the
extent
that
you
can,
a
review
of
who
is
actually
responding
to
your
opportunities
and
being
conscious
of
that
on
a
continual
basis
is
a
requirement
so
always
taking
a
data-driven
approach.
L
Looking
at
for
similarly
situated
projects
home,
the
betting
pool
was
and
there's
an
extent
where
all
these
in
this
case
would
utilize
a
cm
right
that,
in
effect,
you're
relegating
your
advertising
and
you're
taking
what
the
CM
puts
forth
as
those
who
can
provide
the
individual
trades
and
so
there's
a
layer
in
between
the
visibility,
I'm
hearing
you
want
and
it's
being
pushed
off
to
a
service
provider
in
that
space.
L
So
it's
just
an
opportunity
once
you
have
the
visibility
now
above
200
000.,
two
to
the
extent
that
you,
you
Empower
your
procurement
staff
and
procurement
team
to
do
more
hard
bids
and
and
take
away
the
the
CM
relationship.
That's
an
opportunity
area.
You
have
to
sort
of
decide
whether
or
not
that
it's
feasible
for
you
and
then.
L
Lastly,
yes,
we
we
were
made
aware
there'll,
be
some
significant
changes
to
the
makeup
of
this
board
and
we
stand
ready
to
assist
this
board
or
the
next
board,
with
any
recommendations
that
you
want
to
move
forward
with.
As
a
result
of
the
study.
A
G
So
you
know
sometimes
it's
the
simplest
statement.
That's
just
the
most
profound
and
what
struck
me
was
you
talked
about
when
the
bids
hit
the
street,
so
many
people
are
ready
for
that,
and
some
people
haven't
had
time
to
scale
up.
That's
absolute
Brilliance,
where
in
page
38
of
this
report
or
better
known
to
you
as
the
key
takeaways,
if
we
wanted
to
encourage
the
district
to
adopt
some
sort
of
forward-leaning
upcoming,
rfps
or
a
publication
of
end
dates
of
contracts
where
inside
those
bullet
points,
would
you
suggest
that
be.
L
G
One
of
your
recommendations
was
to
forecast
upcoming
availabilities,
where
inside
these
bullet
points
that
you
said,
if
someone
could
go
back
to
page
38,
I
want
to
make
sure
that
piece
was
very
important,
doesn't
get
skipped
over
in
some
of
the
language
of
these
takeaways?
Where
would
you
suggest
that
be
in
that
bullet
points?
Increasing.
G
A
B
B
You,
first
of
all,
thanks
for
the
work
you've
been
here
for
a
little
while
working
with
the
staff
and
I
just
wanted
I'm
sure
from
the
perspective
of
Miss,
Williams
and
staff.
The
plan
is
that
you
will
be
reviewing
the
recommendations
working
with
Mr
Williams
and,
at
some
point,
we'll
provide
to
the
board
a
plan
going
forward
for
how
you
will
Implement
those
recommendations.
Is
that
not
correct.
K
Yeah
correct
my
screen:
the
initial
next
steps
are
for
us
to
actually
review
the
findings
and
recommendation
and
assess
what's
digestible
for
the
district
and
then
come
back
at
the
administrative
level.
Of
course,
the
cabinet
review
and
a
Board
review
of
what
we're
proposing
as
Mr
Miller
said,
we've
already
taken
Initiative
for
two
of
the
very
large
findings
that
we
had
to
remediate
the
250
000
list
and
then
the
direct
negotiations.
D
Just
wondering
if
I
I
heard
you
say,
and
let
me
know
if
I'm
misstating,
that
the
availability
of
firms
is
based
on
firms
that
it
actually
applied
before
or
completed
an
RFP
or
registered
with
the
district.
Is
that
correct?
Yes,.
L
D
So
the
question
that
I
have
is
and
and
I
apologize
if
you
share
this,
but
it
went
rather
fast
if
you
have
any
recommendations
about
to
increase
the
availability
of
firms,
maybe
with
Partnerships
with
other
organizations.
Of
course
you
know
the
you
know,
all
the
municipalities
have
diversity
offices,
and
you
know
this.
You
know
the
nmsdc
network
and
all
of
those,
and
so
just
wondering
if
there's
anything
in
the
recommendation
about
building
the
capacity
of
firms
so
that
more
are
participating
and
represented
in
that
available.
Number.
L
So,
in
short,
we
developed,
what's
called
a
master
minority
women
on
business
directory
as
a
part
of
this
effort,
and
that
directory
has
tens
of
thousands
of
businesses,
and
so
as
one
of
the
recommendations
we
had
for
your
Outreach
initiatives.
So
when
you
find
a
very
fairly
significant
Delta
between
those
firms
who
are
actively
coming
forward
compared
to
those
that
are
available,
part
of
the
reason
why
businesses
don't
come
for
is
that
they
may
not
know
of
tangible
opportunities,
and
so
that
speaks
to
your
forecasting
board,
member
Colts
and
so
increa.
L
Creating
this
inclusive
environment
is
a
District
y
approach
is
not
solely
relegated
to
procurement.
It's
not
solely
relegated
to
your
Outreach
initiatives.
It
is
taking
a
mindset
of
inclusivity
to
take
a
data-driven
approach
to
relationship
building
approach,
a
commitment
from
this
body
here
that
not
only
are
you
serious,
but
you
have
made
it
clear
to
staff
as
well
as
reflected
in
your
budget,
that
this
is
an
area
for
what
you
want
to
see
better
and
so
the
short
answer,
Miss
Waters
is
Outreach.
L
Initiatives
help
you
to
attract
businesses,
who
may
not
have
currently
attempted
to
do
work
with
the
district,
then,
secondarily,
to
that
you,
you
I
strongly
encourage
you
to
go
when
you're
doing
your
Outreach
with
tangible
opportunities
such
that
it
doesn't
come
across.
As
checking
the
box
of
me
having
a
trade
show
or
a
fair
show,
it
is
different.
It's
received
differently
in
the
business
Community
when
you
say
in
six
months
from
now,
I
will
be
building
ex-school,
for
which
sidewalks
will
be
required.
L
Historically,
we
spent
X
on
sidewalks.
We've
got
an
X
number
of
bids
for
that
sidewalk
trade.
We
would
love
for
you
to
be
a
part
of
our
next
opportunity
and
that
that
narrative
is
much
different
than
your
sidewalk
opportunity
and
a
part
of
a
larger
product
for
which
someone
else
manages.
D
So
you're
you're,
saying
that
the
building
capacity
piece
is
is
could
be
largely
solved
with
just
notification
and
education
to
to
local
businesses.
L
Not
just
but
targeted
notification
right,
and
so,
if
your
master
list
gives
you
making
up
a
number
100
election
minority
electrical
providers
as
you
build
schools,
the
electrical
work
is
a
requirement
you're
targeting
those
businesses
to
make
them
aware
of
these
opportunities
and
not
only
making
them
aware
but
you're
telling
them.
When
it's
going
to
happen,
so
you
can
track
your
awareness
Outreach
efforts
to
what
we
hope
to
see
increase
competition,
which
should
inherently
mean
best
pricing
or
possibly,
better
pricing.
L
And
if
the
makeup
of
the
of
the
awarded
provider
in
that
space
just
happens
to
be
a
minority-owned
business
in
you've,
checked
all
the
boxes.
You
checked
all
the
boxes,
but
I
think
the
short
answer
to
you.
Miss
Waters
is
I.
We
say
capacity
is
elastic
all
right.
If
I
don't
have
an
opportunity,
I'm
not
going
to
carry
a
staff
that
exceeds
what
I'm
currently
performing
I'm,
not
going
to
carry
equipment
that
is
not
being
utilized
and
so
with
the
opportunity.
I
can
clearly
build
up
and
I
can
staff
up.
F
No
question
I
just
had
a
com,
just
a
comment
to
say
thank
you
for
completing
this
year,
plus
work
that
has
been
I
know
a
long
awaited
in
the
results
for
a
tool
that
the
district
could
use
moving
forward
to
build
from
right.
It's
important
that
that
we
know
where
we
were
and
and
what,
where
we
need
to
go
and
improvements
we
need
to
make.
F
So
this
500
plus
page
report
is
going
to
be
crucial
and
critical
moving
forward
and
helping
the
district
to
to
become
more
accessible
and
more
marketable
in
in
the
County
area
and
also
abroad.
So
so,
thank
you
so
much
for
completing
the
study
for
us.
Thank
you.
E
Yeah,
but
thank
you
again,
I
I
was
just
impressed
when
you're
answering
Ms
Waters
question
how
much
you
were
emphasizing
that
part
of
unbundling,
and
so
that's
a
big
paradigm
shift
I'm
sure,
and
how
do
you
propose
that
an
organization
like
this
go
through
that
process
to
consider
unbundling
projects
to
in
a
way
that
is
fiscally
responsible,
but
it
also
is
really
helping
more
businesses
get
involved,
because,
ultimately,
that
that's
also
part
of
the
the
process
is
getting
in
terms
of
getting
minority
businesses
involved.
L
Well,
unbodily
does
a
couple
things
one:
is
it
relaxes
some
of
the
bonding
requirements
which
can
be
seen
as
restrictive
to
minority
businesses?
I
will
say
in
full
transparency
that
unbundling
contracts
is
more
work
right.
It
is
more
work
on
staff
in
the
short
term,
because
once
that
that
level
of
work
and
expectation
becomes
ingrained
in
the
culture
of
the
district
and
it
is
viewed
as
a
byproduct
of
everyday
work,
so
short.
O
L
Viewed
as
more
work,
but
it
is
absolutely
necessary,
it
is
absolutely
necessary
to
change
the
end
results
of
what
we're,
seeing
and
and
again
the
district's
doing
really
good
in
some
spaces
really
good
in
some
spaces.
But
in
that
in
other
areas
there
are
opportunities
for
which
I
think
you
should
reach
out
and
grab
and
embrace
and
make
sure
you
get
the
change
that
you
want
in
those
spaces.
Well,.
E
I
really
appreciate
that
and
I
hope
it's
something
that
we
can
take
away
as
something
part
of
the
district's
adult
relationships
that
we
can
change.
That
will
reflect
what
we
really
want
for
our
students,
as
well,
so
to
have
opportunities
for
all
of
our
students.
O
Good
afternoon
the
recommendation
came
forward
from
speaking
with
CTE
teachers,
another
instructional
Specialists
throughout
Charleston
County.
What
you
see
in
front
used
a
recommendation
for
the
CTE
textbooks
going
forward.
Any
questions
from
the
board.
A
O
If
you
want
to
take
down
their
their
information,
I
can
certainly
respond
to
that.
What
we
do
is
provide
those
textbooks
available
for
public
review
and
that
they
can
review
those
either
in
person
or
online.
They
can
go
through
the
state
department
in
many
situations
and
circumstances.
It's
the
only
book
that
is
provided
by
the
state
for
use
to
address
the
standards
and
the
curriculum
in
specific
CTE
programs
and
courses,
but
parents
can
certainly
provide
review
and
feedback
so,
but
if
there
was
a
situation,
a
specific
situation,
please
provide
them
with
that
information.
C
E
R
Good
afternoon
we've
provided
a
copy
of
the
waiver
request
for
your
review
that
would
allow
for
paper
pencil
assessment
Administration
for
SC,
ready
and
SC
pass.
The
waiver
will
allow
some
of
our
schools
that
might
experience
some
type
of
connectivity
issues
due
to
a
high
volume
of
testing
or
due
to
possible
Chromebooks
change
out.
That
would
not
support
all
testing
applications
upon
your
approval.
We'll
submit
this
to
the
scde
in
order
to
ensure
that
all
of
our
students
have
an
environment
that
is
conducive
to
testing.
R
E
You
Dr
French
I'm,
just
remembering
last
time
that
this
was
brought
to
us
and
I
wonder
if
we
made
it
have
made
improvements
to
reduce
the
need
for
this
in
schools
that
are
have
had
problems
like
this.
In
the
past.
R
We
typically
have
about
13,
13
or
so
schools
that
end
up
utilizing
the
waiver
for
various
reasons.
This
year
we
have
a
little
bit
more
of
a
an
obstacle.
I
think
we
probably
would
have
made
more
progress,
unfortunately,
with
the
Chromebook,
the
type
of
Chromebook
that
we're
utilizing
we're
having
to
do
a
change
out.
So
this
is
sort
of
a
backup
plan.
In
case
all
of
that
doesn't
occur.
We
just
want
to
make
sure
that
everything
is
in
place,
that
we
don't
have
any
hiccups.
A
C
A
M
Thank
you
ma'am.
We
could
bring
the
PowerPoint
up,
so
we
have
presented
to
the
bullet
several
times
the
proposed
goals
and
guard
rails.
What
I'm
going
to
present
this
evening
are
the
the
changes
there
from
the
last
presentation,
as
opposed
to
going
through
the
entire
PowerPoint,
so
you're
welcome,
and
if
we
could
go
to
slide
nine,
please.
M
M
Here,
what's
what's
actually
captured
in
the
PowerPoint?
It's
any
change
in
the
document
from
the
last
board
meeting
is
reflected
in
blue
font
on
this
particular
slide.
It
is
the
last
point,
the
last
paragraph
on
the
algebra
one
goal
that
reflects
the
conversation
that
was
started
by
Dr
French
at
the
last
board
meeting.
M
M
That's
on
the
interim
goal
for
algebra
one,
and
that
also
reflects
the
discussion
that
was
started
by
Dr
French,
and
so
we
simply
added
at
the
bottom
that
the
last
bullet,
an
interim
goal
that
works
on
the
algebra
one
Benchmark
and,
as
you
can
see,
the
base
has
not
been.
The
Baseline
has
not
been
established
yet
because
we're
still
working
on
the
development,
not
development
and
modification
on
the
bus,
benchline
Benchmark
assessment
for
algebra
one,
and
so
that
would
be.
M
We
get
the
Baseline
on
that
spring
of
next
year
and
then
the
next
one
in
slide.
17
.
M
This
is
guardrail
forward
treatment
and
expectation
of
students,
and
so
we
added
two
interim
guard
rails,
based
on
conversations
at
the
last
board
meeting
around
making
sure
that
we
we
address
some
of
the
equity
issues
in
the
district
without
minority
students.
So
the
last
two
items
here
number
one:
the
the
proportionality
rate
of
African-American
students,
Age
3,
through
21,
identified
as
students
with
an
emotional
disability,
will
decrease
from
6.57
in
May
2027
to
3.9
in
May
2025.
M
So
this
is
the
recognition
that
we
do
over
identify
minority
students
for
this
particular
category,
and
so
the
work
is
to
make
sure
that
we
eliminate
the
disparity
and
then
the
second
one
that
this
the
second
additional
one
is
the
percentage
of
out
of
school
suspension
for
administrative
discipline,
actions
for
African-American
students
with
decrease
from
23.4
percent
in
May
2022
to
16.4
percent
by
May
2025..
M
So
the
intent
here
is
to
is
to
start
moving
towards
the
district
average,
which
is
10
so
by
May,
2025
I'll,
be
at
16.5
and
then
we'll
move
into
2027.,
we'll
move
further
towards
the
the
district
average.
So
hopefully,
that
addresses
the
the
equity
issue
that
was
raised
at
the
last
board
meeting
and
then
the
last
one
is
on
Slide
18..
M
This
was
this
is
guardrail
five
climate.
The
superintendent
shall
not
allow
negative
or
unsupported
staff
culture,
and
so
the
question
here
at
the
board
meeting
was:
was
the
district
in
their
interim
in
our
interim
guard
rails,
where
we're
paying
enough
attention
to
our
teacher
groups,
and
so
we've
had
an
interim
guard
rail
at
the
bottom.
Here,
the
number
of
times
the
superintendent
and
his
or
her
Destiny
will
engage
with
local
teacher
advocacy
groups
which,
by
the
way
there
are
several
for
face-to-face
conversations
regarding
staff.
M
Culture
will
increase
from
zero
times
a
year
in
May.
20
2022
do
four
times
per
year
in
May
2025.,
so
that
that
concludes
the
the
changes
based
on
the
last
board
meeting.
What
questions
do
you
have.
E
I'll
go
in
backwards
order,
so
the
guardrail
five
I'm
curious
how
you
have
a
baseline
for
non-teaching
school-based
staff,
since
you
informed
us
in
our
work
session
that
you
haven't
been
doing
that
survey
on
all
of
the
staff.
M
Before
I
answer
that
question,
let
me
also
point
out
so
I
didn't
see
in
those
first
two
guard
rails,
where
we
have
from
the
first
two
guard
rails.
We
moved
from
62
in
April
22
to
72
percent
in
May
of
2027,
so
the
72
percent
is
an
increase
from
I.
Think
we
had
a.
We
had
a
five
percent
increase.
The
last
time
we
presented.
So
this
is
a
10
increase.
M
R
We
do
have
a
baseline,
we
have
been
surveying
our
staff,
utilizing
the
Panorama
survey
so.
E
E
Into
those
opportunities,
okay,
all
right,
thank
you
and
then
on
guardrail
4,
the
particularly
the
out
of
school
suspension,
right
I'm,
just
concerned
about
how
you're
going
well
and
and
I.
Don't
know
that
you
have
to
explain
this
right
now.
I'm
just
concerned
that
sometimes
when
we,
our
targets
or
goals
about
disciplinary
referrals,
for
instance
the
numbers
artificially
deflate
or
change,
and
so
I
don't
want
to
ignore
issues
that
need
to
be
addressed,
but
obviously
finding
more
productive
ways
than
out
of
school
suspension
would
be
helpful.
M
P
Is
a
good
response?
Thank
you,
Dr
French,
and
one
that
we
have
been
looking
over
for
the
last
year
and
researching
what
our
neighbors
are
doing
as
far
as
reducing
the
OSS.
So
one
of
the
mechanisms
we
have
been
using
this
school
year
has
been
a
virtual
placement
in
lieu
of
the
OSS,
where
we
have
identified
a
general
ad
teacher
who
can
provide
services
to
students
who
are
weight
in
a
hearing,
as
well
as
working
with
the
special
ed
Department,
our
department
of
exceptional
children
and
providing
additional
supports
to
students.
P
So
one
of
the
goals
would
be
not
to
ignore
or
not
to
dismiss
the
behavior
but
to
find
alternative
placement
options.
So
this
year
we
have
an
alternative
placement
coordinator,
who
is
overseeing
the
placement
of
those
students
and
approval
for
the
virtual
placement
does
go
through
a
process
for
that
student.
E
Okay,
all
right
so
and
and
there's
I,
don't
know
if
you
have
any
sub
goals
that
address.
Hopefully
we're
going
to
get
all
our
students
not
even
to
need
an
alternative
placement
in
a
different
school
from
their
home
school.
That's.
P
Correct
so
this
is
going
to
be
a
temporary
virtual
placement
again
to
address
the
oss.
The
students
can
continue
to
have
their
assignments,
the
SEL
approach
for
students
and
receive
Services
if
their
IEP
students
with
accommodations.
Once
the
hearing
has
been
conducted
or
we're
going
through
the
adjudication
of
a
discipline
hearing,
then
we
want
to
make
sure
that
our
students
are
returned
back
to
the
school.
P
Also
in
lieu
of
the
suspension
would
be
what
we
used
to
have,
which
would
have
been
a
focus
placement
for
students
to
report
to,
and
parents
were
having
a
hard
time
finding
that
Transportation.
The
goal
would
be
to
make
sure
we
have
a
gen
Ed
and
a
special
ed
teacher
that
can
provide
those
services
in
a
virtual
placement.
M
And
also
to
say
that
French
I
think
a
part
of
the
word.
Significant
part
of
the
work
is
after
the
goals
in
guard
race
have
been
guard
rails,
have
been
approved
and
adopted
by
the
school
board.
As
that,
then
there's
a
set
of
strategies
that
need
to
be
developed
are
continuing
to
be
developed.
M
So
in
a
lot
of
cases
we
have
already
started,
and
so
we
will
bring
those
types
of
strategies,
those
strategies
to
the
board
as
they
get
development,
for
example,
in
this
particular
area
you
know
we
have
a
three-year
plan
to
to
significantly
increase
the
restorative
practices
in
in
the
district,
so
we
will
develop
those
strategies
as
they
relate
to
each
of
the
goals
and
guardrails.
E
D
I
mean
my
hand
is,
are.
E
Sure
so
goal
to
I
noticed
that
the
blue
paragraph
is
the
same
language
as
the
previous,
so
I
I,
think
part
of
the
discussion
last
time
was.
Does
this
convey
clearly
enough
that
we're
the
denominator
for
this
percentage
is
all
of
the
eighth
grade
students,
not
just
those
take.
M
When
I
reviewed
the
PowerPoint
this
afternoon,
what
I
discovered
is
that
in
the
first
section
here,
we've
made
the
changes
that
were
suggested
and
we
just
simply
copied
the
whole
the
entire
change
into
the
second
section
here.
So
so
both
of
these
represent
the
the
changes
that
were
that
we
are
discussed
in
and
and
make
you
know,
made
an
adoption
of
I.
M
Performance,
so
so
yes
ma'am,
so
so
a
good
point.
You
know
Future
Leaders
here
because
you're
ensuring
that
they
understand
that
we're
trying
to
include
all
students
in
the
denominator
to
make
sure
we
talk
about
the
access.
So
we
have
this
well
documented,
and
then
we
have
staff
that
presumably
will
be
available
to
to
engage
with
the
future
board
and
future.
So
we
didn't
know
that.
Thank.
E
A
Other
questions
yeah
well.
B
A
B
I,
just
wonder
if
if
this
is
the
last
rendition
of
the
goals
and
I'm,
you
know
this
has
been
on
the
agenda
now.
So
is
this
the
final
final?
Yes,
okay!
Yes,.
A
Q
D
Yeah,
thank
you
so
much
miss
herderick
two
things.
One
I
just
want
to
name
that
for
guardrail
five
I
still
think
that
a
10
increase
in
climate
over
five
years
is
just
is
just
remarkably
low.
A
low
bar
to
set
I
realize
we've
got
to
move
forward
and
Implement
something,
but
that's
definitely
an
area
that
I'd
like
to
continue
to
take
a
look
at
because
I
just
think
we
can
do
more
to
ensure
that
everything
we're
doing
is
actually
changing
dynamically
and
that
we
aren't.
D
You
know,
seeing
this
sort
of
extremely
slow
progress
that
could
be.
The
result
of
you
know
just
sort
of
outlying
factors
versus
a
strategic
approach
and
then
the
in
terms
of
guardrail,
4
I
just
hope
that
what
we,
what
we
do,
is
think
about
the
fact
that
this
you
know
as
much
as
I'm
a
proponent
of
student
outcomes
focused
goal
governance
structure.
D
The
shortcoming
is
that
we
can
only
really
focus
on
what's
measurable
and
that
the
system
hasn't
really
caught
up
and
has
enough
measures
to
really
assess
what
is
happening
and
what
people's
experiences
are,
and
so,
culturally
I
think
you
know
there
are
so
many
things
outside
of
just
Behavior
or
just
who's
being
you
know
designated
as
you
know,
you
know
this
type
of
student
versus
that
and
anecdotally
there's
a
scenario
where
that
I
was
just
shared
with
a
parent
who
shared
with
me
recently
that
you
know
you
know
when
her
daughter
was
misbehaving
in
school.
D
She
sat
down
with
the
principal
and
the
conversation
that
was
had
was
you
know
you
should
try
to
remove
some
sugar
from
her
diet
or
talk
to
your
pediatrician
about
healthier
food
options,
because
she
seems
to
be
hyperactive
and
that
you
know
that
that's
very
jarring
to
me
right
because
I
think
that
signifies
cultural
incompetence
and
is
insulting
right.
D
Perhaps
the
system
needs
to
be
better
structured
or
situated
to
support
that
student
and
so
I
think
equity
and
just
how
we
deal
with
people
and
what
people's
experiences
are
goes
way
deeper
than
what's
measurable
today
and
so
I
just
hope
that
we'll
continue
to
think
about
how
we
make
it
a
culture
of
equity
and
not
just
focus
on
hitting
those
goals,
because
it
leaves
so
much
on
the
table.
D
N
Thank
you
all
for
the
work
that
you've
done.
This
is
all
awesome
work.
My
question,
I!
Guess
it's
for
Mr
Kennedy.
What
kind
of
training
piece
have
you
put
in
place
so
that
we
can
disseminate
this
information
out
to
our
staff,
especially
I'm?
Looking
at
the
alternative
piece
and
I'm
I'm
not
trying
to
direct
this
to
you?
M
So,
thank
you
Dr
for
you,
so
the
the
work
itself
of
developing
the
goals,
the
guard
rails.
You
know
for
for
the
district
at
the
board
level
and
then
for
this
superintendent
and
my
staff
around
the
interim
goals
and
guard
rails
is
only
one
part
of
this
work,
that
of
the
councilman
City
Schools
framework.
I
would.
C
Q
First
to
that
to
Dr
Frazier's
question,
we
we
will
still
be
available
to
do
onboarding
and
new
board
training
and
to
support
the
staff
as
they
continue
through
building
out
the
monitoring
reports,
monitoring
calendar
all
of
the
work
that
continues
through
the
implementation
of
the
student
outcomes,
Focus
governance
framework
and
getting
the
board
and
staff
ready
to
actually
monitor,
be
able
to
monitor
these
goals
and
guard
rails.
Q
The
other
comment
I
wanted
to
make
as
I
was
hearing
discussion,
especially
around
interim
guard
rails,
is
just
to
remind
everyone
that
those
interim
guard
rails
I
want
I,
encourage
people
to
not
think
about
those
as
goals.
Those
are.
They
are
written
as
in
smart
format.
However,
those
are
measures
of
this
system,
so
when
you're
talking
about
those
disproportionality
in
outer
school
suspension
or
identifying
students
with
behavioral
needs
or
I,
sorry
I
can't
remember
the
exact
interim
guard
rail.
Q
What
what
the
real
work
is
is
to
Cascade
that
into
systems
not
to
and
to
build
the
systems
that
no
longer
allow
for
that.
So
some
of
that
anecdotal,
those
anecdotal
examples
in
the
building
of
those
systems
and
the
implementation
of
the
systems.
Q
That
theoretically,
should
should
shore
up
that,
so
that
that
type
of
thing
isn't
common
Dr
French
to
your
comment
as
well.
The
the
the
numbers
going
down
falsely
same
thing.
It
wouldn't
be
presented
to
the
building
levels
as
a
goal,
but
it
would
be
an
internal
measure
for
to
ensure
that
the
system's
being
put
in
place
are
working.
Q
A
C
A
D
A
P
C
K
Just
want
to
share
one
piece
of
good
news,
so
it's
in
here
and
we
and
it'll
be
at
the
November
14th
board
meeting.
But
the
financial
audit
for
FY
22
yielded
zero
audit
findings.
That
is
a
big
deal
on
a
one
billion
dollar
budget
and
we
are
in
Good
Financial
condition.
So
just
wanted
to
share
that.
M
Thank
you,
Miss
Williams
I
will
point
out.
I
can't
understand
what
I've
never
got.
I
always
have
finders,
but
great
job
great
job.
In
your
first
year,
CFO.
C
B
Action
items
one
and
two
and
two
Rick
and
to
recommend
well
action
items,
one
and
two
and
to
recommend
for
considerations,
items
three
and
four
for
the
fiscal.
G
B
Okay,
I
make
a
motion
that
we
approve
items
one
and
two.
A
G
And
so
I
have
a
question
about
number
one:
okay,
Mr
ridenbach:
we
we
present
budgets
or
you
present
contracts
for
sros
every
year
that
assume
a
100
Staffing,
so
number
one
is
to
fill
those
gaps.
Is.
Is
this
going
to
increase
that
overall
we
get
a?
We
get.
A
dollar
amount
we're
going
to
spend
this
much
on
this,
for
this
entity
to
protect
schools
et
cetera,
et
cetera.
Does
this
increase
that
or
is
that
still
staying
within
those
contract?
Dollar
amounts
you
presented
at
the
beginning
of
the
year
anyway,.
O
G
R
A
A
A
Okay,
all
right,
so
we
have
a
motion
on
the
floor
to
approve
item
one
and
two.
So
please
vote.
G
I'm,
so
sorry
I
know
we
are
at
this
point
and
I
apologize,
but
are
we?
Are
we
approving
this
forever
because
I
know
there's
not
any
time
constraints
on
number
one
so
by
by
approving
this
motion,
has
this
become
something
that
we
are
approving
for
every
year
henceforth,
or
are
you
asking
for
approval
for
this
year.
S
G
Increase
much
to
Mrs
Green's
concerns
we're
not
binding
a
future
expense.
That'll
come
as
part
of
the
budget
work
for
the
for
the
next
year
correct.
Thank
you.
Sorry.
He.
D
E
C
C
A
E
Times
well,
I
moved
to
recommend
items
number
three
and
four
to
be
considered
for
inclusion
in
the
fy24
budget.
A
G
C
G
So
Dwayne
just
wording.
The
intent
is
that
we
recommend
the
allocation
of,
but
if
we're
recommending
three
and
four
as
she
states,
without
changing
the
wording
of
three
and
four,
what
are
we?
Oh.
Are
we
clear
because
three,
the
number
three
says
approve
the
allocation
of.
If
she
recommends
that
we
do
number
three
she's
recommending
that
we
approve
the
allocation
of.
Should
we
not
just
change
the
wording
of
each
so
may
I
make
a
friendly
admin,
Amendment
Dr,
French,
I,.
G
G
So
your
what
you're
saying
is
right,
but
instead
say
it
as
recum
I
recommend
the
allocation
of
800
000
in
the
fiscal
24
FCO
budget
for
the
installation
of
store,
fun,
store,
room
function,
locks
and
then
I
recommend
the
allocation
of
six
hundred
thousand.
Instead
of
saying
recommending
them
by
number
make
the
sentence
say:
recommend.
A
S
G
G
R
C
B
C
A
A
F
A
So
since
y'all
haven't
looked
at
it
just
to
make
sure
everybody
did
vote
unanimously
vote
in
favor,
nobody,
okay.
Okay.
Next
item
is
B
appointment
of
citizens
oversight
there.
It
is
hello,
everybody.
A
F
No
just
as
stated
in
the
background
information
at
a
charter
for
the
third
citizen
oversight
steering
committee
for
2023-28
building
program
What
according
to
the
Charter,
the
whole
chair
appoints
Michael.
Is
it
Halsey
holzing
housing.
C
A
A
Okay
and
then
for
items
that
were
approved
unanimously,
I
think
are
so
we
need
a
motion
to
move
item,
3A
3B
and
no,
not
3B.
Okay,
thank
you
and
then
five,
eight
three
and
four
foreign.
A
So
three
C
is
going
to
the
special
called
meeting
right
after
this,
so
it's
not
yep
right
and
then
five
a
school
security.
We
broke
that
up
to
one
and
two
which
did
not
have
any
unanimous
vote
and
then
three
and
four,
which
did
have
a
unanimous
vote.
So
5A
numbers
three
and
four
will
go
to
the
potential
consent.
One
and
two
will
go
on
the
agenda
regular
agenda
for
right.
Okay,
so
can
some
I
can
I
have
a
motion
hey?
Can
you
state
that,
in
the
form
of
emotion?
A
A
F
K
D
D
A
A
A
Our
upcoming
meetings,
we
have
a
board
meeting
on
the
14th.
We
have
a
special
call
meeting
to
install
newly
elected
board
members
that
think
we're
looking
at
doing
that.
November
17
but
I'm
sure
we'll
get
that
out
to
everybody
and
then
December
12th
is
the
committee
of
the
whole
and
regular
board
meeting
for
the
next
board,
and
since
this
is
my
last
meeting,
it's
committee,
the
whole
chair,
I
just
wanted
to
thank
all
the
staff
who
support
us
so
well
and
have
supported
all
of
us.
A
For
me,
it's
been
for
eight
years,
so
thank
you
very
much,
a
huge
thank
you
to
Julie
and
Trudy,
who
are
fantastic,
huge.
Thank
you
to
Dwayne,
who
made
our
meetings
much
easier
to
manage
and
we've
all
learned
stuff
about
Robert's
Rules
and
thanks
to
the
board,
I
think
it's
been
a
great
two
years.
So
thank
you.
Does
anybody
have
any
other
items
for
the
agenda.
A
C
F
Foreign
does
anyone
know
where
Mr
Kennedy
went.
E
F
We
will
now
call
the
November
7
2022
Board
of
trustee
special
call
meeting
to
order
entertain
a
motion
for
adoption
of
the.
C
C
F
F
Okay,
all
right
we'll
do
voice
board
Voice
vote.
Just
if
you
allow
me
attention
Miss
Dr
Frazier,
how
do
you
go
yes,
doc?
French,
Miss,
green
Miss,
Darby?
Yes,
Miss
coats!
Yes,.
F
C
F
Okay,
all
right
I
want
to
take
this
opportunity
to
recognize
and
congratulate
Dr
French
on
her
successful
completion
of
the
2022
Council
of
the
great
City
Schools
board
offers
this
cohort.
Dr
French
joined
other
participants
from
across
the
United
States,
and
a
rigorous
nine-month
training
and
student
outcome.
Focus
governance
supporting
their
effectiveness,
As
Leaders
of
large
Public,
School
Systems
in
addition
to
attendance
at
a
two-day
Retreat
and
one
full
day,
Retreat
virtual
two-hour,
monthly
cohort
classes
and
monthly
small
group
meetings.
F
Dr
French
also
completed
the
assigned
deliverables
and
the
requirements
of
the
syllabus
for
her
exemplary
participation
and
completion.
Dr
French
will
be
receiving
a
cohort
certificate
from
the
Council
of
the
great
City
Schools,
as
well
as
as
a
gift
card
in
the
amount
of
one
hundred
dollars
to
put
toward
a
project
of
her
choosing
at
donors,
shoes
which
is
a
website
where
teachers
post
requests
for
classroom
resources.
F
C
F
The
back
we
will.
B
G
B
F
Think
it's
easier
for
us
to
go
to
the
back
and
then
just
come
back
out
all
right.
All.
C
C
F
C
D
A
F
S
F
All
right
that
motion
passes,
please
make
sure
reflection,
cast
it
to
vote
item
6A.
Let
me
just
before
we
entertain
a
motion.
F
I
just
want
to
say
thank
you
to
the
ad
hoc
committee
for
the
work
that
they
did
in
and
moving
the
Bold
goals
and
guard
reels
forward,
and
thank
you
for
the
input
and
the
time
that
you
put
in
this
committee
was
consisted
of
Miss,
Henry,
Dr,
French
and
Miss
Waters,
so
that
and
of
course,
the
superintendent,
along
with
the
staff.
F
But
a
lot
of
time
and
energy
was
put
into
crafting
the
behind
to
go
behind
the
scene,
goals
and
guardrails
that
was
set
up
that
was
brought
before
us
and
we
had
extensive
time
to
dive
into
it
and
give
our
input
and
suggestions
and
and
so
forth,
in
the
workshops
that
were
held.
So
thank
you.
So
much
to
the
ad
hoc
and
many
I
believe
moving
forward.
F
The
incoming
board
will
will
have
a
set
of
plans
in
the
hand
that
they
could
use
to
help
guide
and
navigate
student
outcomes
for
the
district.
So
thank
you
so
much
entertain
a
motion.
I'd.
E
C
D
J
F
That
item
passes
make
sure
it
reflects
your
vote.
I
just
want
to
remind
board
members.
There
are
a
number
of
board
members
that
were
either
issued
a
cell
phone
laptop
printer,
any
electronic
items
so
forth.
Please
make
sure
to
turn
those
items
in
by
the
next
board
meeting,
which
is
the
14th
so
that
you
could
be
signed
off
and
checked
out
with
those
items
that
has
been
issued
to
you.
Thank.
F
Yeah,
so
just
make
sure
you
have
those,
and
so
remember
our
next
board
meeting
will
be
on
the
14th
entertaining
motion
for
Germany.
His
meetings
out.