2018-10-09 PPS School Board Work Session

District	Portland Public Schools
Date	2018-10-09
Time	missing
Venue	missing
Meeting Type	work
Directors Present	missing

Documents / Media

Transcripts

Event 1: PPS Board of Education Work Session Oct. 9, 2018

00h 00m 00s
and we're going to make a slight change to the agenda we're going to do um we're going to move the PPS 2018-19 goals to the end and we're going to do everything else before then okay okay I'm inclined to stop yeah okay do you need a form on a work session uh yeah Cascade no okay we're going to stop for them okay so the first item is going to be the future of this building the EFC and I think we have some yeah quick introduction and then turn it over to our Consultants um good evening I'm Sarah King director of planning and property management and we are going to provide an update which for you on the status of the work we're doing on our besc future initiative and also look for some feedback from you on some critical critical decision-making criteria with us today is our team from Cushman Wakefield and Leland Consulting Group these were folks that we selected through a competitive process this summer so I'm going to turn it over to Chris sahas and Matt Johnson to introduce the team and go from here great so my name is Matt Johnson I'm with Cushman Wakefield along with Chris I'll be co-leading this project Chris will be talking a little bit later about the process and uh developing criteria we have Rebel compost out of our San Francisco office here he's an expert in understanding similar assets and he'll be describing that process and how we're going to go about doing that we also have Doug Drew water who's helping us on the occupancy strategy to talk a little bit more about and Katie going who is our program manager um so we put together an agenda today we're here to talk about um and really to get feedback on a purpose and needs statement our work plan overview understanding the asset how we go about doing that in criteria development we have a section open for questions and answers and we're also open to getting feedback and questions as we go through this presentation so I'm going to turn things over to Chris thank you man yeah so the first item we wanted to cover um was also in your packet and it's the purpose and default that's really an important part of the process that we started with because it defines how this process this evaluation of this building supports PBS's overall mission explains why we're embarking on it this effort so that it's a Communications tool and it explains why it's important that we do this for Pro for prudent Real Estate Management so the next slides will show that um the purpose so as we have defined it with the help of your steering committee the purpose of the besc future initiative which is the name we're calling this process is to ensure any future actions involving the bdsc as a district asset first and foremost support the values and mission of PPS generate revenue for student needs ensure responsible management of PBS's real estate assets and provide a safe functional environment for PPS can conduct business so we'll be using this the this purpose throughout the process as we evaluate Alternatives as we communicate to stakeholders both internally as well as externally to make sure that everything that we're doing every analysis we're doing every goal that we're setting is meeting that purpose it's sort of a benchmark to keep us focused on the end goal we couple that with a need statement which further explains okay why are we doing this why is this important why now and so the beac future initiative is timely because and we'll explain this a little bit later the zoning and market conditions have changed compelling PPS to gain a comprehensive understanding of this asset and options for prudent Asset Management so we'll talk about a little bit later but the market has changed and your zoning has changed on this property which is very significant um secondly as it relates to generating Revenue chronic underfunding from a state level creates an urgency
00h 05m 00s
it's again as an agency we need to be looking for ways to direct money back to the classroom and then finally PPS is committed to addressing operational inefficiencies deferred maintenance and sub-optimal workspaces in this facility so that's the that's the purpose and need statement and again we'll be referring back to that kind of putting it up at every one of our meetings that we have with the steering committee and as we develop and evaluate Alternatives we'll be checking against that to make sure that we're following that essentially mission statement and maybe before we move forward did anybody have any questions or or feedback on that so far so um just a general comment um for now it's probably okay but it seems like it's um fairly General um because just generate revenue for student needs is like is that an initial an additional dollar or an additional 100 million and so I guess at some point um we're gonna need to be more specific and I don't know at what point in time that is but that would just be magnificent sort of a generally um sounds right but it's um there could be a lot of subjectivity to it yep so that actually relate that question ties in really well with the criteria that we'll be discussing a little bit later in today's conversation where we start to get into some of those specifics of how do you actually measure these qualities as we're evaluating potential options so um so our work plan that we're uh that we've embarked on we started about four weeks ago um is really in three phases so the first one is what I just mentioned criteria development so we start with the purpose and need and then we'll be we have drafted um a series of evaluation criteria that we'll use to evaluate both the disposition options for this property as well as should you go down that path at Future relocation options for essential office so Financial as we'll talk about financial and dollars is certainly going to be one of them but there's a lot of other qualitative and quantitative factors that come into play and we've worked up a draft set of those criteria working with the steering committee and we want to get your feedback on those tonight about priorities don't feel right and so on uh Matt you want to talk about the next two steps in the process sure um the one thing that I weigh in on about the criteria is it's iterative and it will be an ongoing discussion where we're continuously soliciting feedback um the farther that we get in this process the more specific we'll be able to get in terms of level of details and the more specific feedback we're hoping we'll be able to receive to help guide this process um so as Chris mentioned uh the occupancy strategy and essentially what that is is if you were to design your space around your current work function today what would that look like at this stage in the process really what we're trying to identify are are two things one how how big is that and is everybody together or are there options where people could be different and are there any space efficiencies work efficiencies that potentially could could be achieved and then once we have that information we're able to model what that cost is and being able to understand that cost helps us to present information on the financial feasibility of options so so do they help meet the criteria that we've discussed and are they financially feasible and if the answer to both of those is yes typically we go on to the next stage so I'll turn things over to Raul to talk about understanding the assets so for us an asset like this is what we call a non-conforming asset in other words the typical investment sale product is a like an office building is fully leased as an income stream and so the investor looks at that and calculates what it is and then says well that's worth you know X dollars here what's really driving the value is the change in zoning so that and that zoning is pretty broad so what we have to look at is all of the uses that that zoning allows and then calculate like a developer would what if we build Apartments here what if we build an office here so how long would that take what would it cost what kind of rents are we going to get how does that then create a cash flow and then we value that and that gives us a range of a range of values for the building based on the types of uses and then what we look at also is the feasibility of selling
00h 10m 00s
who in each of those categories is local is it would this be an attractive option in order to structure a competition that achieves you know the highest value and some of the other criteria that you have that are influenced by by your occupancy future occupancies and things like that so it's not just the sale independent of the occupancy there's some integration of the two um that's basically the process if anybody has a question we'll get into the details of the building itself and I'll give someone more insight is that a question okay yeah so um as part of that understanding the assets we're we're doing some due diligence on understanding uh the property so um most of you may be aware but some of you may not what's outlined in red Parcels on this map is is this property it's not just the building but there's some property across the street whichever direction that is um east and south um and uh in total just a little bit over 10 acres in size uh and this building itself is approximately 360 000 square feet so that's just kind of setting the stage of whatever existing conditions um but you know one of the things that we we look at when an investor sees this what he has to do is not just see what's typically there but because the zoning has changed so much is how this whole area is going to redevelop so that's one of the key things that we really have to get an input As Much from the community as from our own analysis yeah so this is the new zoning map so this year um what's in purple on the map is became ex zoning which is um Central employment it used to be IG I believe uh industrial and so ex is essentially the city of Portland's most flexible mixed-use Zone it allows housing it allows office it allows retail it allows major entertainment facilities as a conditional use so almost everything at Urban densities and so almost everything is allowed um that's compared to the industrial which it used to be which is pretty restrictive for some of those non-industrial uses it that creates a lot of value on paper from the perspective the developer would look at so that palette of legal land uses is going to feed into um that valuation analysis and one of the things that we're going to be looking at specifically with those types of uses is so any synergies that there might be with the rest of the properties because anyone that's going to be looking at this is also going to probably look at assemblage of land what are the the planning ideas that have already percolated in order the Dynamics that are occurring here it's as much a vision of the future as it is a vision but what's there now are are some of the adjacent properties along Broadway also owners there looking to throw their property into place or something a larger development we think that um because of the change in zoning from an industrial to to an ex zoning the values have increased just like the value of this building has increased so so in general the ownerships are going to be more likely to take advantage of that and whether it happens simultaneously to what is going to happen here or afterwards is really gonna it's it's a timing issues some of the some of the ownerships are a little more conservative and some of them are a little bit more anxious to do something but inevitably there's a certain Synergy of that of things that are happening so it wouldn't be surprised that some of the owners said hey what are you doing we'll tell you what we're doing and investors are going to be very interested in that yeah and some of those in planning and influencing factors that are going to impact what's possible uh is the I-5 Rose Quarter project which some of you may be aware of it this is a one of the concept maps that there will be a what they're calling the Hancock Dixon Crossing so um the I think it's the Flint Street bridge where the X's are will go away and this new bridge which will come right down your front door will become the new essentially the new bike way coming in from the Vancouver Williams area and that's currently in planning and I think uh environmental analysis with ODOT so that's very that's going to be a significant project to be tracking and I know PPS is in communication
00h 15m 00s
I think I would say for for now yes at least from a planning from a planning and I know there's lots of talk in the community about and controversy over the project but I think from an analysis point of view we have to be going on the assumption that it's going forward it's got funding it's well on this Crossing you mentioned in terms of redirect bike traffic but it's also a roadway it's also building yeah scheduling a meeting with ODOT and pbot here shortly hopefully in the next week we'll know a little bit more about whether they've got estimated traffic counts and then it's it's part of our market analysis we're also going to be looking to understand all of the other plan and proposed projects that are happening in the vicinity that will sort of create that context and there's a lot going on in the marketplace today okay sure um within this building Multnomah County does have an occupancy and they do have a lease within the building they prepaid that lease there's a termination option associated with it and right now we're analyzing um what what the rights are and what that means as it relates to evaluating this analysis currently use less than the square footage that they have in the lease and or do they feel like they need less than what they're committed to in this lease they use my understanding is they use it all and I I remember um we have not I think we did Christian remind me I think we've talked to them about whether they have additional space and the answer has pretty much been no but we keep asking so we're at the initial stages there and you'll be hearing more about that okay so um this is part of the discussion that I think we're gonna We want to have some good feedback from you so we mentioned the criteria early on um we've been working based on our work um on other similar projects as well as the feedback we've gotten from the steering committee we developed this set of criteria that are how we are going to look at the disposition options as well as a future relocation option and each one of these can be measured a bunch of different ways some of that was outlined in a little more detail in your in your report um the for example the financial we've heard that really clearly that bringing in money is kind of the most important reason to be looking at this in particular to put money back into the classroom but there are also some sub some more detailed ways of looking at that it's not just dollar value but it's things like creating a Perpetual income stream so there's Revenue over time potentially to go into the classroom or Simplicity a deal structure that's relatively clean and easy and easy to understand easy to explain um without complications a risk risk that the it may not turn out as financially viable as those are all ways that we might evaluate the financial aspects of either the disposition or to move in the in the traditional financial analysis of that present value you know all the other impacts that you might look at um Community is sort of a catch-all Criterion related to both the the future of this site and what the legacies is for the community from this property as well as what PBS's future home would what its impact and catalytic effect might be on wherever that ends up being just knowing that those are important things that we've heard from the community and we know the community is um talking about that and so uh understanding that evaluating that as a part of the conversation is important the next one down functional work environment do you want to jump in on that one yeah so a functional work environment this is really an opportunity where you know organizations of this size really every 30 40 50 years have an opportunity to redefine what their work environment looks like it's not only for the employees who are in the space but it's also for the public and for the community that come into the space
00h 20m 00s
so what we do is we complete an effort that we're starting tomorrow called workplace strategies it's understanding how people work together the adjacencies that may need to happen the potential efficiencies that can be created either space efficiencies or work efficiencies through a reconfiguration of space as I mentioned earlier potentially does everybody all need to be together or are there opportunities where there may be functions within this building that could be more effectively and efficiently carried out in other languages um it also uh workplace strategies can influence some of the other criteria for example we have retention and recruitment on here the the type of space and how receiving the space is can help accomplish goals like retention and recruitment it can provide a space for principals to get together potentially for a meeting that you're having in-house without having to go rent a space at a different location so we're at these very initial stages of evaluating what the space could look like if it were designed today and what potential efficiencies gone to sort of the more open floor plan collaborative Style office setting that industry is going to or is that is sort of are School District still in the and um sure so yeah that's it's a good question um so I'll answer that in two ways um the first is the goal of workplace strategies is to design the workplace around the job function um so uh well there may be some um common themes that you see throughout school districts each district and how they operate may be a little unique to that nature but to your point we're actually completing a survey over the next couple weeks of other school districts who have gone through a similar evaluation and we're hosting what we're going to call a luncheon to learn where we're going to share some case studies on um how other districts went through this decision why and then following up on how well did it work for them five years later this is awesome or what the heck the Portland Building yeah there are examples of new Central Administration buildings there's a new building in Roxbury which is downtown Boston yeah and the general trend is um more we and less me space and we're finding that that's not only um supports collaboration uh and helps with retention recruitment but it's also an adaptation of technology and how people are working today and part of that is flexibility is part of the criteria for this for how we're going to be looking at it in terms of is it flexible as you grow or Shrink over time we need to think about that too I also think considering that fads come and go we went through the you know you know the Clarendon sort of open space school yeah it wasn't real popular place that was implemented people at least an office we decided to go that way right especially because we're our assumption is this is we like to use the term Legacy Legacy decision this is some a place you're probably going to be for the next 20 to 30 years and it yeah you can't be locked into something that's not going to work so either you know so it has to have that flexibility built in and it's a it's a fun exercise to go through um and it's also one where we ask a lot of questions and then based on what we hear come back with recommendations that we think will help support not only the people in this building to do their jobs more effectively but also can help be a tool for PPS to accomplish their larger Mission and objectives um so if if done correctly it can be a very very exciting task it was also part of yes yeah it's part of the the space analysis and in the workplace strategies and thinking about like Community rooms or the board you know board meetings and whatnot but then also the next one access is an extremely important Criterion so that's access not just for employees in your Workforce getting in getting out but also for the public and
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the community that's going to come in for meetings or for or teachers coming in for trainings so that may so we'll be looking at things like public transportation access parking availability freeway access particularly if there's some you know need for staff to start here and then just you know disperse out to schools throughout the day visibility is a is it going to be a you know business not just accessible but actually visible prominent public space of some sort so that's a little bit of what we're thinking about when we say when we use the word access um Matt already talked a little bit about retention Improvement but it's definitely a reality that quality workspaces that create that Foster that collaboration are a big part of recruiting and retaining talent and like most public agencies I think PPS is probably facing a bit of a wave of retirements in the next 10 years that so that recruitment is definitely something important for us to be looking at and then the final Criterion is sustainability and resilience so that that gets at our PBS's values around environmental stewardship green or lead building Technologies but also resiliency in terms of just natural disasters and being a resource a community resource and being able to be operational quickly after an event so that may factor into certain locations being more viable or others than others for example just to underland that point as the central administration building being able to maintain an activity control center if we're having a major event in the city and the nerve center itself is at a commission you can see what that will do to our ability to be responsive yeah or if you can't even if the building for example Matt and I did a similar headquarters process for Northwest Natural Gas and one of their issues they need to be operational within hours after an event a building you can build a building to be resilient almost in any location with digging pilings deep enough but if the neighborhood around it or the roads around it you can't access it that doesn't go good so um will be needing to look closely at you know not just the building or the site itself but also the neighborhood of the district level and this can also tie into safety you an environment that is open and inviting for the public but also has safety measures in place to keep the public and keep people who work here teachers that are visiting so we're actually at the point for um to open it up for questions I'm going to go ahead and read the criteria up on the screen since we do want to hear your feedback in terms of priority do these do these resonate with you of all the ways of looking at this that we talked about are some more important or less important to you giving us a sense of priorities it would be useful because as we move into more detailed work on sites and disposition options we will start filtering those options against these sort of scoring them and evaluating them as before we bring it back to you I guess one thing that I think it might be nice to have made a little more explicit is um on the asset criteria is short-term versus long-term benefit in terms of disposition of the property and I know you said that that's something that we'll talk about in going through various scenarios but I think just call that out yeah as part of the criteria so um you're talking about the uh the the cash flows yeah yes and the the residual benefit to students whatever that made in whatever form over what whatever duration we've had some initial conversations so we're going to be looking at all you know what are the the different ways that people do that that are done on projects like that so specifically because some of the some of the uses are going to lend themselves to that especially developers that have long-term holds yeah you know that's going to be a good thing for them and other ones they're going to be they're going to want to pay cash and then move on so that criteria is going to be very important for us in terms of evaluating and especially if we have to make a judgment and two bids are closed but one gives us that option you know it gives the opportunity to board to make that decision I actually had a teacher contact me and said I know what you're doing with that bill down that
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whoever goes in there we want to see an agreement for students doing internships see that's an interesting thing you know we can certainly look at that and you know those are the kind of things that sometimes are pretty easy to get if we know if they're on our list because you know who's not going to give somebody an internship you know that's especially when you're negotiating between a bunch of people yeah so that's easy there may be other things you come up with that are hard so but that one's I'm going to put on the list um I don't know if you're aware we're right now working on um substantially revising a policy on the disposition of real profit PPS real property and um I think the big change is that pretty much in front of every Criterion we want to see long term so PBS has a history of short-term thinking about a lot of things in particular properties so we want to make sure that whatever we do with this property or any property um is going to serve the district over the Long Haul for entity you know into the eons um so I think that's probably worth noting but that value doesn't necessarily dictate deal structure because long-term benefit could mean a big pile of cash up front maybe yeah maybe and there may be ways to structure that in an annuity structure that allows you to do the same thing the universities have done quite a lot of really interesting things with regard to having property and land and being able to reap the benefit for a long time so you know when we recently did a project for uh Stanford University that has a huge Legacy of on the research part so we've learned quite a lot from them so we'll be testing those ideas out with you so when you're looking at what sort of replacement value or what it's going to cost to replace the functional equivalent right you is there going to be a reimagining high working and I just asked this question sort of similar to that last one in that um sort of as in our in our work at our workplace we have younger workers they're all sort of part of digital natives they're working as teams they're coming together like in two room you know rooms where two people can fit in or 10 people um but it's a very different work environment they need very different space needs um so are you trying to just conceptualize what you're going to be doing are you going to be taking like this building and here's what we think is sort of the traditional opposite and then we're going to be trying to replicate that somewhere else or is it going to be actually looking forward this is what we think the worst places to look like because yeah I mean generally I mean when we did like a census of occupancy something like 40 of the offices only 40 of the offices are ever used used every day because people are out doing things and meetings and traveling and so you had like 60 of the building yeah bring an example yeah but that's really Matt's expertise but I'll recently did a big project for uh a Newmont mining which is a mining uh headquarters in Colorado and then they had to go through a headquarter strategy workplace strategy in fact the same person who did that strategy is going to be here tomorrow and what they did was this was a a headquarter that had that was very mature big offices very luxurious and a very high-end building and it very traditional and when we looked and talked to them the the reaction was you know well we're hiring so many Millennials because a lot of mining operations is very technology driven and they hate this place and it doesn't work for them so part of the process was to understand the structure because there were some people who didn't want to go into those type of spaces or Legacy and how do we keep them happy and and motivated plus the operation similar to your operation was not just not everything happens in this building so how do you communicate with other parts of the geography what kind of communication Technologies and kind of conference rooms video conference rooms that you need so you're not traveling back forward back and forth so all those things are first conceptualized you know part of it is you know what is the demographics what are you moving to and then and then conceptualizing how you work now where the stresses are and then how are
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you going to work in the future that doesn't that that isn't done by by imagining it in this building it's done by it's almost like if you were building a house and and you the architect was just doing a little bubble diagrams and saying you know how big a kitchen how big are this or how big is your living what's the relationship the same thing only the type of space the type of people now one of the key things that I saw observed there is the vision that you have for the for the for the building and and there you know you have some unique opportunities because public is coming in so it what do you want them to see what do you want teachers to feel like here uh I can you why if you walk through the building why aren't there photographs of the classrooms or the teachers or why aren't there other things that kind of you know tie the administrative aspects to the to the classroom aspects those are the kind of things that you're that that we need the board feedback but we also need feedback from other people during these sessions to kind of crystallize because the sharper that is the more exciting it is you know the easier everything else is to Define it starts with that you know that that strong feeling like wow this is really going to be great this is going to be exciting and it and this is what we should have done all you know the last few years so which um which way are you going to do it or is that part of the discussion that's really what's occurring with the workplace strategy yeah so it begins tomorrow and workplace strategy starts with collecting a lot of information um typically what happens when you walk into a situation for an organization that's been in a building for a long time because the workplaces are designed around the space people go where there's room um and what we do is start by if you were to design your building around your space how would that look differently than trying to fit in Where You Are that makes sense and we have a lot of those discussions and ultimately it gives us a program that says in a perfect world this is what what we think about you would need for a number of offices number of meeting rooms number of conference rooms and then we take that program and we translate it to different potential Alternatives and the way that program lays out in different Alternatives is very different for example you'll typically find that you're a lot more inefficient in a building like this that you've made work versus something that you have thoughtfully designed a program for yeah and part of that program is understanding the the needs and functions of each department and who need who works best closest to other departments how how employees actually interact with each other and making sure that we're thoughtful in the programming to maximize those relationships yeah and the inefficiencies It's Not Unusual to have older buildings that are 15 to 20 percent more inefficient so with before we even touch the office sizes you can reduce the square footage by 20 percent that means you have 20 more dollars to spend on other things you know that that are important so those getting that that workflow mapping light and getting all of the criteria right allows us to determine what kind of building actually gives you the most inefficient the most efficient space sorry it was most efficient space so we would want to do some assessment and study around and some of the shortcomings that we may not be using because it doesn't lend itself so every time you bring our principles together it's a great expense to rent a hall someone for example um but I heard you ask from this list here how would we order these in the prioritize them right is sort of what you're looking for a generals yeah here's the thing all of them are important yes and we could in in the perfect solution there all would be number one right but what's going to happen is we make trade-offs what what's where if for example if we find a building that is our site that we can put a building on that is great in terms of access but maybe not so great in other aspects so then you can have that discussion about where should the trade-offs be what's more important so that's it but in general what's important here is just at this the most conceptual level is those kind of things that you say right off the top of the bat you know what do I want to see you know what would make this successful in my mind now if you know what are the things that are
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important to you and so that we have a sense of you know those early priorities it either will be operational right yeah all right exactly there may be some that are criticals out to write that yeah so for me of those three The Big Three would be functional work environment because if it doesn't serve the function then it's not serving the mission I mean it's just it's obvious and then access which I think is really important how we connect to our families in the community um and then um right well I'm I guess our employees are going to move around um probably you know over time but we need to be Central to our families and then the third piece would be Financial because if it doesn't pencil out to some significant benefit then it's a lot of it's a lot of work and very disruptive for right not that much games one of the things that we're going to do real quick is we the the valuation the first part of it is going to be a a reappraisal that we're going to do we have one of the our top appraisals in the country you know located in this area so we will do that very quickly and then we're going to then the hard work is the work of actually mapping out each one of the uses and developing all those and that'll give us the better range but we will start confirming really early on you know what what the value you have an existing appraisal now you know is do we find that it's in line you know what are the issues so very early on because we don't want to if there's an issue we don't want to go so far you know off field we want to be able to identify those right off the bat one thing we have to do is if we go down the road where we say yes we are going to dispose of this building at least part of what we get is a is a big one so that I think we need to figure out ahead of time how we're going to manage that and have that structured up front I mean I Googled Alberta because they have you know got a ton of money and frackings will invest and they set up some trust funds and of course they rate US their trust me so how are how are we you know so what was supposed to be a big sustainable get us through the tough times guys it's way smaller than it should be because they overspent so if we're going to do and want that to be a a flow in perpetual purpose of how to structure that so it's it's not very easy at all to create it well there are some structures that allow for that yeah yeah so we we should have that discussion if we're going to land there then let's figure out how to do that if if not we can we can blow through the money yeah it would be helpful to have enough that there's bad things that we could be spending out it would be helpful in an executive session because to discuss some of the standard ways to do it but we don't from a we'd like to get that input but we have to be careful about broadcasting you know a particular strategy when we're not ready to to to have that strategy particularly given the interests that are there but there are some very different structures that we can show you and then from there there are other ones you can you can probably come up with on your own spot under any of these scenarios where you look at potentially um splitting functions and leaving one of the functions not in this particular building but in the 10 acre property side so say you move the maintenance and some of the sort of non-administrative positions that don't have adjacency requirements each of them off-site is and you needed a much smaller footprint um is that a potential possibility it's theoretically possible for example you could have an office developer in which case they and given the net requirement of what your office use would be you could be a tenant or an owner of a building in that in the complex the more that may be beneficial to some deal structures and it may be you know a negative in others so those are the kind of things that that are possible but after we've gone through our analysis we
00h 45m 00s
can tell you more specifically you know what's what's feasible and what's not feasible in that regard part of the effort we're going through with the workplace strategies component can build a business case for why one particular solution might be more financially advantageous as well as meet the goals of improving a functional work environment so what do you need from us well we need you to understand our process and and if there's anything you feel that we're missing that we should be covering as well those are whether you think that now or later that's helpful for us uh also whenever we it's always good that you you you're part of the community you hear things you know give us a heads up you know say Hey you know if this is concerning the community or concerning our our employees or whatever and those are important things uh the other thing is that understand that the process is going to be an iterative one we're going to come back to you as we get more details because right now we're talking about Broad generalities and pretty soon we're going to be talking about very narrow options so as we go through this process we don't want to surprise you we don't want to go from here and all of a sudden we're coming up with Solutions we're going to be taking those Solutions and Engineering them so that they they work against the entire criteria and not just for one or the other and part of that balancing out is that nothing is ever optimal but what makes it what we want to make sure it's well balanced that what we achieve is is has good value because it's it's well balanced what what would be the first decision that we would have to make unless that we're up to the timeline for starting the discussion of that decision the first decisions and mad if you'd like to to lead off but I would imagine it'd be the workplace strategy in front of your schedules yeah the whole uh the the phase that we're in now is developing enough understanding about the assets so we know what we think you know a range of what that value is that we can achieve and it's developing the program for the workplace strategy so we can model that to understand the potential costs of what that would be and if it's an improved work environment and if if the answer to both of those from a financial standpoint is yes and from an approved work environment is yes then we go forward with the rest of the project yeah so at the next meeting we would have you would have an analysis that said here are the potential range of values and and what and that's going to occur in two different levels the first level is quick and and uh just to get you know 20 that gives us 80 of the answer so you'll have here here is what we think the range of values here are what the likely the best buyers here's what can happen once we understand that we'll also be able to talk about uh the structure you know whether it's how to structure something that has payments over the long term or you know what what is feasible or not philosophy will have the the workplace solution in other words here's what you need the square footage here's whether it should be together or separate based on the criteria that you've given us and then approximately given the location and access data where is the search area for a facility like that so that's your first big cut and that you know you can then look at the criteria and say well wait a second that doesn't make sense for this reason for that reason or yeah no that seems very intuitive and it works but it'll give you your first good solid look we'll also create a lot of of um you'll have a lot of content there to come up with different ideas and have more questions and and more feedback for us uh that's approximately what's the timetable that uh say that's probably in the next that's probably in the next uh four to six weeks yeah I think we're true what we want to do is push the schedule for the first release as we do four weeks to be better for us yep then six you know so because we what we rather have is an earlier iteration this is like you know going to the Moon you want to get the general direction right so that first iteration is very important for us in terms of making sure we're heading in the right direction so are you starting with the operating assumption that the whole is greater than the sum of its parts meaning that the you know that the value is greater given the opportunity that a large parcel represents as opposed to the potentially parsing things off
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no we're we're we don't have that preconception so we're part of the criteria well those are questions we normally ask so it's just a standard question we could say you know should all these things be together the operational you're you're going to tell us you know you know your operations your people understand it but we're going to ask questions does it really need to be together now intuitively we can walk into it and say well this does something to work but that's not our I'm talking we're not our expertise marketing is property not the our oh oh relocation they're um you have an existing appraiser if that appraisal is right then yes you know everything works that's why we have to confirm that appraisal as quickly as we can with our own appraisal so that in the first iteration is really going to be the where we tell you yes this is a very feasible project or there are some issues that we have to that you have to be aware of but that's our concern as well it's just to say is this feasible you know and and why and why not you know so based on your existing appraisal based on the the the cost to relocate it should work and should give you excess cash but that's the critical part we want to get to that feasibility as quickly as possible I'm curious are you familiar with the post office deal that was done here but we discussed it earlier today yeah and what did the post office get for that part I don't know what do you say 130 million yeah we have to I think we have to unpack it a little bit um because there were some other things tied to it but that's something we can track down and share it's and it's something that um we're evaluating as part of this process and I don't know if your question was about breaking up this site into chunks or something in one hole but we're we're evaluating whatever however the market would receive this for the highest value is is from a financial standpoint how we evaluate it did that answer your question yeah I mean I was just wondering if I mean intuitively it seems like it's the rare opportunity of a large parcel whether it's just our large parcel or with the contiguous properties as well but I wanted to ask if that was in fact our starting place or not necessarily for us the problem is is that it's not as if it's an established use in an established you know zoning with you know with you know like the business the building was very viable it was income honor or anything else there's a lot of unknowns and but you have some very dramatic you know value drivers that are that are real so you know but we want to understand exactly you know what are all the other situations because for us uh for instance we just sold a property for a Hewlett-Packard the hpe actually you're a Cochran Enterprise that had a 15-year ground lease so the the the they appraised it for uh a couple hundred million dollars so we told them we that the value could be as much as 380 million but they're likely to only be one buyer so the riskiness of that whole project was very high now that one buyer bought the property you know even with a short-term ground lease and paid exactly uh 380 million dollars so but that was came from really understanding the context you know in in understanding it because it's not fair for us to tell you that you're going to get some the value and then only one buyer shows up and you don't know that and then you're really running a risk and even if it's successful at the end that's not the way we do business so we want you to clearly understand you know what are the values what are the risks and we might be very pleasantly surprised I think given the variety of different zoning I think that one of the things that that is very helpful is that there's going to be different values coming in different interests coming in that have all different kinds of of Visions for what the site could be so I would be surprised that if it was it didn't attract a lot of interest I just want to to really understand the value drivers a little bit better so I'd be interested in getting sort of the analysis on the post office project is that what yes yeah um you know comparable they did a move there's a large contiguous property we'll get that correct to really assumed that they were underpaid for their asset and overpaid
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for their relocation site we don't want to be that kind of public entity right they got their relocation site paid for but um the question whether and maybe the US Postal Service Department yeah so we didn't need it but maybe they didn't we will always break down the analysis into components and value them independently so if somebody's in people will come with those kind of offers we want to make sure that you know they're not it's not overpriced in One Direction and under price than another so we'll have those values and in all likely that there will be two different parties on each potential solution foreign won so what I'm concerned about we have a Wapato which is a jail that was never filled so they had a very specific party they would they or used that they didn't want it to be or to be and so they chose a buyer and then their buyer immediately flipped it and they're going to get the use that they didn't want and so I guess I'm not on that particular criteria I think we have to be really careful about how we structure that if we're having that be sort of at a comparable value to the financial value that um whoever we sell it to doesn't then actually monetize the undervalue we we built into it because we were trying to do something Community related right yeah absolutely that's exactly what we're trying to get out and that those first two criteria can and often are completely contradictory yeah and there's trade-offs associated with some of them and our job is to provide information to help you understand what those trade-offs are and how close or far apart they are yeah and and that's a good point because some of those structures get very inefficient you know in terms of financing projects like that so it's not unusual to see them fail and then somebody else Picks Them Up and puts a different use into Ireland so well it's just a complete flip for me though any other questions do you have yeah this has been very helpful so thank you very much we'll talk more about when or reading we'll have information yes oh terrific it is I'll be right back yeah yeah little thing stick files do you guys have a PowerPoint too instead of a short video presentation well yeah short video and then is there any small text sorry largely not I mean that's the primary documents are pretty cool expensive closed captioning not available
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repeat this track s foreign is we may have a short day thank you do this yes thank you um okay I think we have it fast yeah thanks for your patience [Music] dimensions
01h 05m 00s
for sure thank you you um well fortunately um we also took some still images from our fly around and so we may rely on those more than the animation to walk you through the project update um so I'm going to use what you've just been handed out oh there you go this is the uh intersection of Powell and 69th and so what you're seeing there is the view of Kellogg Middle School right from that Street intersection with these three-story learning Suites a budding cow and uh a head in the middle there is what we're calling the lantern that's the central spine that's circulating through the building and you'll see more of that as we walk through this the next view is turning the corner uh which is from 69th and the front door which is adjacent to the learning Suites there on the North side and then running from right to left you'll have Administration uh which is next to the commons and then the gymnasium and actually the third view in your packet shows you that angle basically hit your margin did I say hi Siri [Laughter] um this third view gives you that angle which is from the farthest north corner from the residential side of the site and so you're looking past the gymnasium here on one side in the center of note is the new Performing Arts Suite Edition which has been updated since we last met with you and then you see the sliver of administration by the buses and then the learning Suites that's in the far distance near Powell now we're going to go inside and there's a couple of images here showing the comments the comments is just immediately after you enter through the secure vestibule and you come into the heart of the school and it's a wonderful high volume space large enough to serve the student body in two lunch services and um if you turn to the next image this is also from the comments looking back to the main secure vestibule uh there's the main stair as part of that space and the circulation through that going up into the learning Suites and there's even one third view of the commons from the very far Edge where the servery is looking back to the front door so you kind of get a sense for how significant that Central space is now if you go to the next view we'll go we'll take you through the commons back outside and this is a secure uh we're calling it the Student Union it's it's essentially an outdoor area for the students to use it's completely fenced in this area is also if you recall serving as an emergency vehicle access point to the building so that large circular turnaround is adequate for a fire emergency vehicle fire truck and then moving inside we're giving you a quick view of the administration Suite the Administration has a pass-through window from the secure vestibule and an access way so certain visitors who might be delivering supplies will never actually have to enter the school they'll work right through the administrative suite and and then we have some open areas and of course some offices for the principal vice principal and and their assistance moving back into the school this view is showing us uh the angle of the media center which is right adjacent to that main
01h 10m 00s
stair from The Commons and you see here that we are reusing the uh an element an architectural element from the former Kellogg School as the doorway into the media center yeah and as you walk down that hallway and you could have seen in that previous View the lantern which I pointed out from the outside of the building is also an Extended Learning space and so this video gives you a closer experience of that that Lantern Extended Learning space is available on all three floors and it's really a nice flexible adaptable space adjacent to that is this next view which is the Outdoor Learning Garden so in addition to that large secure uh Student Union that was off of the commons on the pal side of the building adjacent to our art classroom and our sustained classroom is this Learning Garden and the programming for this is to allow the student from those classes to enter into the garden and use it as an extension of the classroom we have an outdoor seating area that's using Boulders as as seats where so instructional activities kids to take place we're actually doing some processing of experimental spaces for Science and we have some bikes shown in this view that can generate electricity to show students how power is generated so it's really exciting opportunity to bring the classroom outside can you Orient us where on the property this Garden here I would yes if you go back to the very front view you will see it um right past that Kellogg Obelisk that's where it is yeah super exciting space Okay so this is almost like a virtual tour right um I'm going to take you back into the media center we are showing you of you in this packet of what that space is like inside there's a combination of some low shelving for the the books and the stacks and then a nice Gathering space instructional space so a whole class can come into the media center and of course that also can use as parent meetings Community meetings I think on that note it is important note that the school has been designed in three secure zones so the three-story learning Suites has a security gate that allows you to use the commons separate from that and and that keeps that part of the school separate also between the commons and the gymnasium and I'm about to show you that that space there's a second security gate so there's actually for after hours use we could use the gymnasium or the the new Performing Arts Center and we could secure the rest of the school um okay I'm gonna go back to your not so virtual tour that is this a big enough space for a staff meeting yes I think it would be um on the second and third floors at the intersection between our Learning Suite Wings is that Central spine and actually at the end of that you will see the um the Lantern and in this intersection is our Extended Learning Suite so these are larger they're large enough for a whole class to use them the intention is that we could have collaboration between classrooms and instruction could create project use out of this you could check it out for a week or a couple of weeks and really set it up for for some creative use or you could you could use it on an interim daily basis so it gives the the administration and the faculty a lot of functionality and that's on the second and third floors or one really neat little fun fact we're reusing a lot of the former Kellogg Middle School I've shared with you in the past and these little Circ circular ceiling features are reclaimed flooring that was captured from the demolition of the middle school and that demolition is nearly complete and we are confirming but our initial documentation is that as predicted only one percent of the demolition went to a landfill 99 of that building was salvaged or reclaimed or reused in some way yeah it's really a great message
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all right uh a nice sample of our general classrooms the programming for the general classrooms I want to make sure I get this right yes 22 General classrooms in the school that hasn't changed and then we have five science classrooms and that's consistent with what we've shared with you in the past and then we have the redesign of the Performing Arts Suite so this view right here uh following the science classroom is our second entry that is that secure zone between um The Commons and the gymnasium and this second entry is where we've combined the gymnasium with the Performing Arts suite and one of the nice benefits of this redesign is this beautiful music classroom so you're getting a good view of it it's a spectacular space this music classroom as well as the stage and performance area are completely in alignment with some of the newest standards that pps's established for these spaces there are no exceptions that have been taken it's just wonderful and so you're seeing um following that the gymnasium has acoustic treatments on the wall because of the performance criteria we also have the bleachers that will be used for assemblies and even for performance functions and then the stage with the proscenium and what you would have seen in the in the video is behind the stage the rigging and and all the requirements for for that to be a fully functional performance space and I'm sorry yes go ahead so I thought we were not going to combine the theater and the gym so what the redesign uh really sort of directed was the the stage was still going to be affiliated with the gym that didn't change but we improved its design and all that rigging and the size of it and then we added the music classroom and that was the outcome of that process music class was going to be on the stage at some time potentially as gym activity so that's that's correct sub-optimal and and there's a there's what's called a skyfold top-down enclosure or wall that will come down so you can completely separate the two spaces acoustically and as two separate program spaces the gym and the stage so theater and gym class could happen at the same time and the skyfold could be down but music would always be separate it would have its own space um before I let Steve take over I did want to add um that you know just to get achieve the completion of our design development process we've met with um the design Advisory Group they did get a update early in our DD process they have they have seen through email Communications the redesign as well so they've been that's been communicated with them and and through the process we've met with them seven times our steering committee which is a set of PPS stakeholders and and through through leadership and oh offices teaching and learning and other stakeholders we've met with them 17 times we've had two community outreach events where the community has been invited to comment and provide feedback and then 21 internal focus groups so all of the you know materials and maintenance and um all the ptosis and it's it's a long list of stakeholders groups that we've gotten feedback in so at this point we are at the conclusion of what we would call the engaged design phases and pending the outcome of tonight's meeting we're ready to proceed into the more technical permit documents practically given the shared space here there were a student performance seating would be arranged more so Wednesday night it could be a basketball game Thursday night it could be a play that's correct and there's a variety of different ways those bleachers can be deployed for either a small amount of seating for an athletic event or a way out for an assembly and I believe for an assembly
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it covers the entire school if you want for performance that requires more than that that number you can have additional seating in front of that it actually would give you kind of the theater Series yeah 2021 2021 has not changed and I'll show you a schedule right now because you've got the rest of the design process and then the two years correctly okay it's um probably not for the Kellen team but a more general question that um in the cover demo it talks about um that the Ed specks that um this is they represent the district's vision for this and future middle schools is that right so this is this is catalog and into the future the ad specs we're going to use well I mean we had a lot of conversation about but the science labs and performance spaces the things that we had conversations about the whole facility right so there isn't anything learning team or you know there's there's nothing missing right correct um maybe we want to see similar features in any future so so um I'm going to make myself into my sixth grade self I'm kind of scary thought I was not a will by hips uh but I wasn't into the Arts at all and so a lot of the built out spaces that are more in electives are about the Arts so arts dance music um and I'm just curious so like the space I loved was shop and I'm wondering as we think through sort of when we get to the rebuilding all the middle schools whether that's an option because the art strand is just not for anything was it was that at all like contemplated I know we have the three-day experience but it used to be PBS had Shopkins except seventh and eighth grade I don't know how far along we are in any conversations around what it was a CTE precursor look like kids or more Hands-On experience I mean you're certainly in space that you could work with in the design programs before but are there are there spaces in Kellogg contemplated that could be converted readily you know for something more workshop for you right the the e-steam lab or classroom on the ground floor that has the roll-up door into that Learning Garden is uh it has a tool cabinet that has a lockable uh secured Grille on it and tools are intended to be available and in fact the district has had discussions about there being a tech available to the instructional staff so that that is not an assigned classroom that's a space where maybe some shop activities could happen so when we say it's a Makerspace yes it's a Makerspace and tools can be a very dangerous thing so I guess I'm interested it's good to know that we have a space in prologue I guess when we go into to the thinking about what the baked Ed specs are for the rest I think we should I would like us to look at something other than just The Artisans again and there's something around with Arts it's just they're not for every kid and they don't engage everybody and it seems like that's a missing piece that ultimately but not just three days so is business based similar to a Fabio very similar it's yeah my teachers yeah is that just for the middle school students there's two spaces in the elementary uses the bottom the lower level one and the upper level one is shared between uh Concordia and the middle school kids it's still very much sort of what's the best way to maximize that space what's a curriculum for that who's providing the instruction there it's kind of peaceful honestly I have to say you're consistency in those cases so I don't want us to really take a look at that and we've had conversations about that so I'm imagining this space is a lot
01h 25m 00s
like the Franklin space yes and that floor is open you can do a lot of things in there a lot of hammering you can open up the garage door you know there's possibilities yes but I but I do think we have work to sort of you know think about in an equitable elective wheel what could be offered in that in that space is there a curriculum for that how do you stop it because right now things are kind of idiosyncratic to be honest bottom line so we're doing a long discussion I guess I wanted just a placeholder for as we think about it because just because of a statement this is going to be the model for the future is I think we need to think just that one component of the other thing thinking of whether we should have okay that's part of our program so in terms of of content and and the curriculum part talking about um the Makerspace stem CTE our our leaders doing stem and CTE are talking about specifically curriculum and that we see a lot of this being addressed in the earlier grades through stem and Engineering kind of pieces we haven't gotten down to really the specifics about that and you know not to just put a sour note on it everything but you know we we still have so much to work on around the middle school schedules and fitting in everything and especially as we Face the next two biennials of funding challenges so I don't know that we've gotten to that specificity for Kellogg I guess I just look at it is I think that's what a lot of kids disengage and you know one thing is like Lego robotics which just seems to be the one thing that if you're not interested in an art music dance or you know those things that like you get plugged in but you can you know one elective of Lego robotics doesn't do it for three years of Middle School I think it's a way to keep kids engaged in schools might not otherwise yeah so what has a shot a couple of quick questions correct uh from slide one how far back is the building sitting from Powell it's at an angle so there isn't one specific Dimension but at its nearest point it's close to 10 feet okay and then it angles back and the angle and potential from the right of way yes from the right way not from the street has what six feet of cyborg sidewalk and that's correct okay the exterior looks a little different from the last time what is this or what what do you anticipate the exterior being is it poor concrete and wood product no the exterior materials um on the upper areas that are the sort of multi-colored uh is is a core it's a metal panel system that has okay it's it's a very durable long-lasting material that will withstand our climate and and some of the environmental conditions at the base where you see the single story lighter color that will be a more durable material where we're looking between masonry which would be the most durable and an alternative uh more more cost friendly product which is a niche hot style panel it's a very it's a composite panel that has color through it it's very durable as well and it's a little less costly than Masonry thank you and then slide three okay thank you Chris so I'm clear here uh on the left you've got the gym and then the sort of wood panel uh [Music] material the gym is concrete and then the darker brown behind our little yellow school buses there that's admin yes okay
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and the main entrance being at the back end of the last bus look at that view that main entrance is right there at that intersection okay good thank you I wanted to make sure I was already what a suitable thing how would you store that um hi it is a highly environmental friendly material and how it's produced what it's it's composite material composition is made of and it has a long life span so it's very sustainable in fact since you gave me the lead in I will say that the building design intended to make the most of sustainable strategies so that the energy used for the building was as low as we possibly could achieve and the the goal initially when we went through this design process I think we showed you a chart of what a standard building would be in pps's inventory and if we do all of the sustainable measures we were going to get from what is kind of mid-40s it's a benchmark down to 25 eui and this design is down to 22.9 eui so our our energy use is going to be extremely low and then offset with the solar panels may be non-existent what is the level of lead certification that you're expecting we are committed to lead gold and at this moment the project is measuring in the potential of lead Platinum awesome there's a of the July meet or the meeting of the Summer with the world for this you were looking at the Edge specs for the special ed room with the changes station or any of those changed because they weren't in the materials yeah we didn't show you the plans in this update but um we have at the first floor we have a Learning Resource Center and is right at the intersection of the um the commons and the learning Suites at a pivotal point on the second floor we have uh I'm sorry first floor is intensive learning skills room and then still has the bathroom and it still has the bathroom adjacent on the second floor is the Learning Resource Center and as well as a quiet room that was added when we had those meetings okay just a bunch of questions that um this big spreadsheet oh yeah I'm gonna get we're going to transition into this yeah okay okay we are we're way over time at this point so can you keep it short yes so um very quickly I think we just wanted to have a chance to update you um largely this uh to program reflects the Ed specs and reflects uh the previous master plan design so all the major components are still there but we wanted to go over very quickly a little bit about our process and particularly the budget but first I just wanted to present this diagram because it's somewhat informative about how Kellogg is the middle school project with Middle School Ed specs is it sort of there's a different process than the high schools you'll see this is kind of a timeline that compares kind of in that second box is sort of the high school edspect process and you'll see kind of in green right over here is actually the completion of the 2012 high school projects and below that in yellow is the concurrent kind of Ed spec review and revision process so there was a lot that was learned obviously from the original 2012 projects and then you see the design the master plan kind of occurs as well but then the design kind of follows in a sequential fashion underneath is really reflective of kind of the unique Kellogg Middle School design or planning and design process where there's really a parallel process between taking these Middle School aspects that have never been vetted on a previous project and kind of parallel designing or planning and designing this new Kellogg Middle School while testing the Ed specks and determining other certain things that can drop off were there other things that really should be added and I'll show you later on there's there's actually a pretty comprehensive list of recommendations for changes to the expects based on this experience I'm going to go through this which is I think probably the most informative kind
01h 35m 00s
of timeline of costs and program and so forth but I think as as Deb related um you know we we went through a pretty exhaustive uh stakeholder engagement process and again a difference between this project and the other projects the high school projects in particular uh was that there was no community that kind of we started out with there was no set of teachers and students that we could engage with so we really kind of started from scratch in both cases we worked on the external Outreach side with Tamara DeRidder which is our planning and Outreach coordinator and consultant to basically kind of put together the design Advisory Group and also to be our contact with the community and then as Deb I think pretty pretty comprehensively discussed the internal stakeholder engagement was pretty comprehensive as well because we actually couldn't rely on a set of teachers in an existing school we really had to go to these essentially subject matter experts uh the the the teachers on special assignment mitosis to get kind of the latest information and go to OTL to find out kind of what is the intent for these different program spaces and how should they relate to each other I think to that point you know we know that we have work to do on determining who's going to go into this building and we'll probably be talking about it later tonight when we're talking about our own work plan but just when you talk about the sort of the challenges or some of the missed opportunities about not having an identified stakeholder group that reinforces the urgency for us to really figure out who is this community because the sooner that they that we identify that and they can be engaged in this process the better it will be for for all concerned for them to coalesce as a as a community absolutely and I'll show you in a schedule we shared with Oscar Gilson I think he thought was informative the kind of the overlap of where you may want to kind of begin that planning process which obviously would begin relatively soon but it shows you in relation to the design and construction process yeah that would be helpful to refer to that when we're talking about our schedule so I'll just kind of very quickly go through uh there are a lot of documents um that follow this primary document that kind of show a lot of this information in different ways but I think with o'shealth we created this timeline which really shows the very iterative process that we've gone through really since the pre-design diligence phase all the way through through Master planning and schematic design and it shows you how really we're following a set of a project development process that's pretty tried and true through through the office of school modernization it includes basically looking to find the most efficient design process or design possible so it's a constant sort of revisiting of our assumptions about relationship of spaces and programmatically but also finding the most efficient way to build this building we look to utilize a deliberate cost validation and cost reduction process so you'll see a little bit of that flowing through here and I'll go over this in a second but we looked at Value engineering opportunities we looked at dual parallel cost estimates so we had two separate cost estimators review the project and reconcile those costs so that we could at least get some sense of comparative and also Market related forces on the cost and then we finally more recently had a a third party constructability review to really examine kind of the efficiency of the design and come up with additional ideas to make the building more efficient and more efficient to build um so very quickly you know you're obviously familiar with the the process beginning with the due diligence estimate this diagram basically takes you kind of on a cost basis on this access and the timeline over here and it takes you from point to point it basically talks a little bit about each phase of the building area at the time the anticipate anticipated building area the cost per square foot and then the anticipated I guess cost per student square foot per student oh sorry no the square footage pursuant to clarify that so it gives you an idea of the relative size the um kind of the unit cost as well as kind of spatially how much student each student is allocated so obviously we started pre-design so you said you're working right now to integrate that recommendations from the constructability report yes um do you expect any meaningful cost savings yes coming out of that yes absolutely in fact the most recent one is we um the consuel is a combination the
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constructability review and a value engineering review so one of the biggest Concepts to come to the Forefront is taking um what was the original mechanical system which is called displacement ventilation which is a very low energy kind of very comfortable kind of space mechanical system and integrate it with the concept of removing of basically turning the entire site into an electric site so we can take all of the natural gas off the site and that's saving potentially up to four hundred thousand dollars of cost and it's simply about making the most efficient kind of system possible in making the site as efficient as possible in terms of the utilities that we use and there's a long list of other opportunities that we're exploring but I think the the outcome of a lot of this that we've talked about a lot is that this is an iterative process where we're constantly revisiting assumptions and we want to continue revisiting these value engineering Concepts into construction documents so Dan do you feel like the process that you just described there with the two external validations and then the constructability report integrating the value engineering do you feel like that's a protocol or template moving forward yeah what we're doing with all the projects now is actually considerably more than what we've done in the past and I'd say probably more than any peer that you're going to see doing out there so doing the additional cost estimates really what our goal is to have is a fish design as possible and then early on have cost estimates that are representative of the market so doing the additional cost estimates doing the doing the the third party constructability review so we have four disconstruction who's working on Madison come in they're the ones who took a look at Kellogg to give us some potential cost savings ideas so these are things along with others that we're going to continue to do and as Steve says value engineering we will continue to do it all the way through the life of the project it's just the further you get along the less opportunities so I'll just I think you'll have a chance to kind of review this and you've probably looked at it as well before but it basically kind of shows kind of the original assumptions obviously there was um kind of a pre-design um and in the the uh the top number is the construction cost and then parentheses below is the total project cost so we were at one number 49.3 for construction and 66 million which was kind of the most aggressive or was called the aggressive sort of approach to this project obviously the the bond amount was different it was 33.7 for construction and 45 million for the total project cost and I think again to some extent I think we we took that assumption and we kind of went when they said what can we do to make this building even more efficient than I think we had thought in the pre-design process but what plays into this obviously from planning up through schematic design where you see that increase is that we're now going through that parallel Ed spec review process where we're taking this untested Ed spec and we're meeting with every single OTL and tosa representative to say what what do you actually need in these spaces um so obviously the cost increased again it went up to 46.7 for construction and the the Delta between construction and project cost pretty much stays the same because the soft costs largely kind of stayed similar along the process but the other thing to pay attention is is we really wanted to illustrate some of the decisions that were made in terms of the scope so you can see essentially at schematic design we had we were incorporating all of the preferred spaces in the Ed specks we were adding spaces that were were requested by Representatives stakeholder representatives and then this just kind of goes through some of the site decisions at that time and obviously when you begin that's the most expansive version everyone wants everything they can possibly have but the building area becomes much bigger than it really had to be so it's 123 000 square feet it was four stories and as you probably remember we've been able to squeeze that down to three stories in this budget alignment process so we pushed it back to down to 36 million and we we were going through that very intensive and iterative process of making the design as efficient as possible making all the circulation and all these other spaces as efficient as possible um again taking it into design development we have to sort of this was the steering committee that said let's let's find ways to cut as much as we can and basically just work with the required program with a few exceptions but there were certain relationships that you couldn't achieve because we had cut out you know 100 square feet there 300 square feet in another location so we had to basically reincorporate these spaces to actually make the Ed specs and the program work
01h 45m 00s
so without going into too much detail we most recently had our design development scope alignment but we were able to revisit it and go through a separate steering committee process where we took that 46 million and brought it down by a little over a million and again this is late in the process but we found a number of opportunities in terms of material decisions and uh just other opportunities to to save money initially we wanted to show you it's it's kind of an exercise in sort of a kind of a theoretical but we wanted to show you what it would theoretically take to bring the project back from 45 million construction costs down to 33. and it's obviously pretty dramatic in terms of significantly reducing classroom space size I think making the the commons or cafeteria into something like four yeah four periods four periods which we know is just not a practical approach but it just the enrollment the total enrollment reduces so it's it's it's only helpful to sort of in some ways see what you're paying for the the that in order to get the the vision of the aspects that this whole process has kind of generated this is essentially where we landed I will say there's a subsequent um set of documents that kind of goes into more detail of kind of individually what was added or subtracted but the budget that is this is kind of an executive summary of it is currently at 59.9 total project cost but this includes a number of things that we learned through the parallel cost estimate process so one of the cost estimators had a higher indirect costs and these are things like General conditions they said this is a tricky site to build on you should add some additional allowance for either a tower crane or other ways to kind of stage the work because the reality is this is going to be a little tricky to work on it's a very compact site they were also looking at everything that people are aware of in terms of the market volatility and they said specifically there are certain subcontractors that are just really hard to commit to get to commit on these projects so there was a certain number they said you're going to have to just probably commit to paying a little extra to get these people on board so what you're seeing as the 59.9 is an all-in kind of conservative view of with all the information we have from the parallel cost estimates and from just our whole internal vetting process what I will say is as an example we have the music and Performing Arts space had a ROM here of I think two point 2.2 and I think we've realized we went through a separate cost oh it's rough order of magnitude so at the time that this came out we didn't have a final cost estimate we've now found that that dollar amount has gone down by about a hundred thousand and we're finding additional ways to cut at this obviously we talked about that additional mechanical system value engineering concept so this is really from our standpoint the safest most conservative number but we're continuing to analyze it and find these value engineering uh ways to bring the number down this is really helpful this is great love see it for everything uh the following the broader picture kind of shows you um how all of the cost impacts from the steel tariff um which I think every project is dealing with but also the city of Portland's requirements for how we would build on Powell in terms of some of the public amenities or ways that we would build with a frontage on Powell but also allow obviously a safer entry on on 69th and then you see kind of the critical decisions we made to incorporate through the vetting process in design development all the additional spaces that people were saying that these are small spaces but we need you to add this back to make this functional people up I'm sorry we're going to have to wrap okay so I will this is you're just saying kind of background documents uh this is probably one of the last ones that shows you it's impossible to read but this shows you some of the recommended editions or revisions to the Ed specs this is obviously the head specs themselves this I think was critical to show you in terms of if you get a chance uh when you can see it kind of at a larger scale and I can send it out um qualities are in your package yeah they're all in the packet um but some of the impact obviously of this separate kind of cost betting process as well as the music and Performing Arts redesign has put us to the point of being
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comfortably but very close to where we want to be in terms of when we start construction in the middle of next year so we just want to show you that any additional impacts would start to have timeline and cost implications the final piece in at the very bottom we're trying to break out as much as possible what the district overall what the planning process might want to look at look like and we don't actually know what how that how that's broken down but we want to just kind of kind of put everyone kind of think in that mode of thinking about like you mentioned before how how that planning process might overlap with design and construction just the stakeholder engagement document so that's pretty much it in terms of our presentation okay um are you going to need anything from us at this point I don't think we need anything our goal is really to make sure everyone is updated and up to speed what we want to focus on today was the redesign of the meeting space and the band room and the budget as well now the budget which has increased is actually pretty close to alignment with what we saw from the presentation that that Claire did for the total budget back in in August so we just want to be clear that this is the way this is going you'll see you know the project continue to progress but it's really just an update okay exhibit looks like three Loops apart to two sets of estimates that so um and they're like three million apart yes so which which ones are we using we're using the latest ones yeah and so that uh Commons revised yes that's correct and so part of that was um you know the separate the third party cost estimated rlb um had some insights into certain I think particularly indirect costs um in terms of you know you should allow for these additional General conditions and so forth so we took all of that into account and basically tried to to bring a lot of those together although in that case actually those we actually have on a separate line We have basically an owner allowance for those costs but there are other examples where you know in that in certain cases rlb found certain material discrepancies or they found that that certain materials in the market were pricing a little differently so we actually brought the two cost estimators together and we said well can we come up with some agreement or close to an agreement on where these numbers should land so as much of kind of a Reconciliation process is this the new thing that we're going to do in our two estimates we pretty commonly do this it's it's not as common for hard bid work which this is when we have cmgc projects which a lot of other ones are we have professional cost estimator and then we also have a cost estimate comes from the general contractor and so our our contracts actually require that they have to reconcile within 10 but when you get to that point where they're still five percent off then you have to use professional Judgment of what you think is the right one to proceed for so in this case Cummins is really the the professional estimator that's part of the team when we got the DD estimate in we brought an rlp because that little number was much higher than we wanted it to be so we want to get a comparison we use the two to reconcile and then we proceed with the changes that were uncommon's estimate okay okay real fast owner allowance for yes so the owner allowance is what we're calling we wanted to sort of take some of these additional rlb numbers indirect costs like General conditions and Market volatility and kind of hold it in our own Yeah in our own kind of project budget line item and um forward associations it's it's pretty active I mean I would say Tamara DeRidder is here I think you just met yesterday with the neighborhood association offline yes absolutely we do have a Communications plan yeah for each project so well I'll follow up with our folks on any master schedule multiplications but before period lunch as something that's being Incorporated it is not Incorporated is not in the plan the the down this on the the bouncy ball one down in the right hand corner the I think it's random color line uh but what those items are is if the direction was to proceed to get down to the original budget amount of protect line these are the types of decisions okay that is okay
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the point is seismic resiliency for the gymnasium and Commons is at the highest level four okay so it's safe to assume that this exercise of figuring out where we're going to land with our soft costs is really setting the standard for our follow-on projects in terms of the assumptions that we're going to use yeah I think everything we're doing now we think is best practice and we plan on continuing to do it yeah the due diligence okay I'm gonna call it um but I like that we should do that for all of that for everything awesome anyway thank you um okay so thank you and um we are we are running out of time so um can we do the grant softball field option in five minutes can you just tell us what was the conclusion okay I will I'll have Brian and or Jamie come up here I have no problem doing it in five minutes uh in five minutes well I'll just let Brian I'll let you go in five minutes so what we have is a recommendation is going to walk through it and talk about next episode yeah so the ask at the last board work session was to uh break into a smaller work session develop the criteria the finalize the criteria that each options were being filtered through and so we did that and in essence came up with the final ranking and recommendation that's before you in the packet which is the what we're calling option one and that's the to place the improvements in the grant bowl and make a project out of that and um in the final design that would include two softball fields in the grand Bowl shared use with uh the track and the football facilities as well it would bring the softball community on campus with adjacency to the school and all of those amenities and benefits that come along with that so the process that we used was highly integrated with the grant team this is a joint recommendation from a number of different parties including the athletics department the softball team the softball coaches baseball coaches included the grant Administration and our project track coach as well I I honestly I'm not clear about that I know that they were engaged in the process with with Carol as well so so the idea is on alternating days you have traffic practice first while the softball team either goes home or does the study hall after school practices yeah that's the kind of show it's not simultaneous and Carol is very comfortable and that that schedule could work and discussions have been had with folks like Marshall Haskins for a second they fit within the track they do we've mapped that out there are amenities that we are looking to improve so we're not looking to reuse the existing softball equipment that they use on that field right now that has become an issue that to us is sort of a low cost swap to get current more you know current technology in the safety around the softball field so we'll Implement that as well lights lights yeah so I mean obviously critical components of the scope are in the packet but those haven't changed so lights um the idea would be to him and those the seating Press Box restrooms concessions crowd uh crowded security enhancement control enhancements all those elements would would be a part of that project so the real quickly the ask tonight is that we brought the recommendation forward the idea now is to get your concurrence or confirmation of that recommendation the idea would be that we would move into a master planning phase we've estimated that we think that that phase might cost us around two hundred thousand dollars I think we're prepared talking down about that we're prepared to use Bond budget for that phase at the end of that Master planning phase bring back a full fully baked budget for the project and it would also include things like the integration of parks you know the environmentals and traffic studies along with that and the overall master plan for what that would look like to help us
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further down any Partnerships that might be available yeah further that down the road as well did you plan for maintenance establishing pictures now correct absolutely those elements of the program and design will be included sometimes does this require any negotiating with the fox department at all it will they will be at the table with us absolutely it's their property it's they're going to be fully integrated with us they're on board with this recommendation wasn't their preferred option right it was not number one it was it was the close second behind they're not too cranky about it no and we also have to get lights in order to go we would seek joint application with them just as we did with the North Field improvements that we currently had in their land use they would be a joint applicant with us and they're okay with that yeah okay are we happy coaches are all happy all right yeah and the enhanced student Community interaction that we've talked about in the work session with you know folks you know students waiting for each other's practice to finish up in the interaction that that generates interest in softball yeah it's great the uh this is the other piece of it is that coaches realize that they're not feeling but it's just fun so that that foreign okay cool thank you okay thank you thank you okay um all right so next up is the mou with the police Bureau okay and I I'm going to while you're coming up um so when we go through this I'm going to take public comment if there is any um and then um okay so we started half an hour late this is this is to the board members and staff um we started half an hour late um we're behind schedule so um I how do you want to do this we're going to run out of time for the priorities discussion could go in an additional half hour until 9 30 or later if you want um but it's a website okay yes we're doing the mou the question is about the the beginning of the discussion around the priorities and goals which is kind of important it is important but we're going to run out we're going to run out of time so what we're selling tonight Okay so I could keep this relatively short that would be great but take as much time as you need and I think we've sent a lot of information to your emails that hopefully and help inform you so I'll just kick off quickly for you so we're here to present the components of the mou memorandum understanding that we've negotiated with Portland Police Bureau to operationalize how the district use uses school resource officers so this is intended to formalize into an agreement what has been informally agreed to between the city around the deployment of sros school resource officer it also serves as a vehicle for the district to guarantee coverage of the nine High School clusters five days a week so currently at your senior staff report currently we're guaranteed only four days of coverage per week due to Personnel shortages and fiscal constraints of the city so you have the mou I'm happy to go over the main components
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um it recognizes a very strong partnership we've had working with the city and that together we share a student-focused vision and Mission we acknowledge the trauma-informed and restorative justice practices effectively serve our shared constituency which is our school communities and that this partnership in writing creates a systemic approach to student Safety and Security so all the duties roles and responsibilities of School District staff and City staff are clearly defined in this document describes training reporting evaluation and information sharing requirements each entity and it prescribes a fair and balanced cost sharing agreement between the district and the city which will ensure full-time coverage of our schools so I'm happy we're happy to take any questions with me interim director of security Brian Martin I want to thank Brian and Mary Kane from our legal department for working on this Northern districts in Portland paying have a similar cost structure for paying for their sros I didn't hear the first part of your question did the other four school districts within the city of Portland boundaries that receive service from Portland um of course Bureau are they paying a similar across structure I don't know if we've seen the cost structure per se um we've done an analysis and seen there's a lot of different ways to do it but yes the other four districts are paying and a sharing structure on the cross um curious it has for paying for nine months at a certain rate and then for three months at a lesser rate what are we getting those three under signals or sweater paying 50 percent of nine sros and number two Sergeants why would we even paying those costs is it because no there are sros dedicated to the summer program at Batson high school that takes up quite a bit of their time and then they do their training and certification during the summer months as well that's why it's a lesser cost to it and just for clarification if if you're asking about the school districts within the boundaries of of Portland they do not pay and so then we were like everybody else we're in the city provided the same service to everybody else so we're going to be the one who works there are there are 12 sros or seven school districts um and and none of those school districts are paying for for these Services however it is the police bureau's intention to go to those other school districts after this and use this as a model for mou with them so I misspoke do no school districts have any control over the service that they receive and the amount of coverage or is it just completely at the discretion they have no control at all and we have no control at all right now without this agreement what this gives what this buys you is nine dedicated sros only to Portland Public Schools and two sergeants to supervise them and you don't have that right now right now 12 sros are committed to all of the schools of the 200 schools across those districts and we don't have any control about how and when they're deployed we don't have any control other than we have a good working relationship but now we're the biggest district and they recognize the need do you I mean what I'd be interested in is just your personal take about why you landed here you were the architect of this primarily and just your your color on why no pun intended why uh so I'm not the primary architect this this started before me with George weatherway who I'm in his uh stead now as he retired out of here who did a great job of starting the initial conversations behind this um and uh it is it it why I'm solidly behind it and and recommending it strongly to all of you is because we do not have control of the services that that they provide it is uh without question one of the things that isn't said here it's a prevention and deterrent
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to bad things happening to our communities but also it's an opportunity for our young people to establish relationships with police officers and and also a deterrent from them entering into the court systems despite what it may seem like having police officers in those schools these officers are highly trained and buy into the practice of restorative justice as it applies to school communities and their goal is to not have young people enter into the justice system so between that and the fact that the Portland Police Bureau is in the same predicament that the school district is financially and Staffing wise there it's not sustainable to continue the relationship that we have right now they will have no alternative and I'm telling you this from having sat in the chief's office I I would be saying this to you from that side of it the same way it's not sustainable for them to continue to dedicate resources to the school district in this way without any help in paying for it and they're all their only alternative to that would be to then and that's already happening so what's happening right now is that the sros that we get are only here for four days a week and that isn't actually factual either because one other day of the week they're committed to a patrol rotation that requires every specialty unit member in the police Bureau to work a patrol shift to make up for the lack of Staffing that they have so essentially in some cases we only have three days a week out of out of those uh sros and and what this gets us is five days a week every every week um and it and it takes them out of that Patrol rotation as well so there's a variety of reasons in it I've managed and led three different departments in two different states in their SRO programs and in every single one of them it's proven that the data that supports the fact that there are less referrals to the court systems in schools where there are properly trained and properly uh hired sros um and Rita I want to be sensitive to time but um uh it's not really captured in here but you know there is a perception among some in the community that is the opposite of what you described in the sense that the the the intent and the orientation of the sros is to decriminalize student behavior and to really um you know worked to keep kids out of the system and so now that we have more control as quasi-employer of the sros in our schools I'm assuming that we'll have some kind of plan about how do we actively change culture and relationships and perceptions and that's what I like about this mou is it's spelled out very clearly in here what that is and what the expectations and the roles of both sides are and they I I brought this magazine that has happens to have the police bureau's school resource officer program on the cover and they're recognized in here it's the National School Association of school resource officers they follow their National best practice model restorative justice base trauma-informed and they follow that model there's an article here if you're interested I think we have copies of it that talks about the police girl's recent success with that they are focused on doing on working with the school district and the schools that they're in and their staff on serving the best interest of the the students and their families they're a different type of police officer they're specially trained they're especially chosen because of their passion to work with the youth and the communities that those young people come from it's a it's a different it's just like there are some people who are specialized in drug enforcement some people are specialized in stolen cars people have passions for different things and these officers are chosen for and have passed a passion for for the school Community it's it's a different animal sure and it's fully implemented about 1.1 million and we're going to enhanced service but we right now will be the only District paying for that and then there's a three three percent escalator and is are we
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um is it a fixed term that we're it's not going to be this is a canary question is it for a set term or it's a five-year term it's a five-year term with it with an option option out anytime either one of us wants why we got out last night against so then the other thing is it doesn't like three percent doesn't look like there's any sort of purrs or wage related other expenses rolled up costs that we pay so it's it's pretty it's fixed three percent is the calling of course nothing else hers or the nothing else okay um and then this is just a generic more generic topic so talking to high school students depending on what part of town they live in either see the police as a positive thing in their schools or not like look it's like that makes us safer by having an sros for other kids it makes them feel less safe and I'm wondering in this process did we have any like focus groups or talk to students at the high schools when we negotiated this about what was involved what they're thinking not that I'm aware of that's a really good question and and that has been talked about and I think the agreement was is that we would bring it to those groups as we go along with it and you'll see in here that there are several reviews of the process quarterly reviews in the first year and yearly reviews each year after that with the police bureaus the youth services division who runs the SRO program and and the district leadership and so they did talk about that and it was decided that in the interest of time we would do that as we went along I think I think it's a big person I think it's a big mist is without having a conversation with students because because once we vote on it it's like we're we're in a set relationship and it's given what's happened and have it's happening across the country and in our own Community it seems like that's a good conversation to have before we formalize the relationship so that whatever concerns they just my point of view whatever concerns students have they have a chance to share them before memorialize so I look for a report slash evaluation in here and then heard you say that's what I found just quickly searching is that it's informal ongoing in terms of the evaluation of the services provided here um is that correct I I'm not sure I understand the evaluation of the program as it goes forward yeah it I I wouldn't call it informal I would call it formal it's spelled out in here that the youth services division Captain is to meet with the leadership of the school district and the principals that the school you hear and at the beginning and then at the end and then quarterly in the first year yes so it's formal in that sense but what I'm looking for some metrics um that Define you know we we talked about how yeah we we want warm fuzzy keep you out of the Criminal Justice System restorative metrics around that so that you know so that we can see you know we're gonna if we do this we're going to be working out another dollars that we're getting what we pay for both in terms of you know people people will be assigned where and the quality of service and some of that can involve for example part of the evaluation ought to be perhaps some kind of Youth uh student focus group at each of the high schools where kids are engaged I'm sure they would be open to that they want to make this a working relationship that well I I think we need to get clear on before we sign Our advice there is uh they do include a as part of the selection process for each SRO that comes into the unit they do include a youth representative on that on that panel for interviews so so maybe a
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little language for right now so that we get moving on this a formal evaluation tool negotiated or something like that so that we don't get this held up because I would I would like to see us be as practices be thoughtful about informal evaluation so I agree it's just like to me it's just like any other professional service contractor that we would you know want to make sure that what the value thank you so are you talking about a formal evaluation of the program as a whole or of individualized sros because I think some of both would be good what doesn't sound like we have these houses there's a whole Personnel thing but well but I mean they're not employees but you know I assume ppb has an evaluation process do they solicit input from anybody in PPS I doubt that well no that's let me back up they wouldn't do that for the individual Portland Police Bureau employee evaluation but I do know that they when they're when there has been issues and there hasn't been a lot of them but when there has been issues reported or disagreements between sros and PBS staff I know that they then bring in whoever is necessary to the issue and and they've done a collaborative problem-solving process for dealing with that situation that's what I have been told and I have experienced before nice to have it so would you like to see some draft language that speaks to evaluation of the program and the office surge interaction not necessarily their performance evaluation and also incorporates students feedback at the check-ins yes because I think we that sounds reasonable enough to go back to them and say yes I mean my impression and I have to say it's only an impression is that this is a position where the actual person inhabiting this position that's the critical Factor like you can have all the rules and regs and training and all the rest of it that you want but you've got to have the right person they agree with you on that yeah that's all I heard so it would be nice for us to have some ability to provide feedback if there were some questions about whether it was a good fit most other adults are not carrying guns and they don't really have the ability to immediately change your life forever but I was going to say we're expecting that of an external partner I mean there are plenty of people who've been saying we need that process for coaches for years and there's no feedback formal feedback okay and no student I think this is a helpful conversation I think my very first conversation with Chief Daniel Outlaw was that down together who said will you discovering everyone we both said at the same time no mou right like you you have to have codified what your relationship is yeah we should be drilling down to the next level around let's look at standard operating protocols for how sros engage with administrators and students I do agree it would be stronger if we had an article section around you know some quantitative qualitative data some indicators incorporate some student focus groups about high school cluster um you know and just to underline you know what we get an exchange is a full-time SRO by a high school cluster five days a week which isn't always guaranteed and we're having you know as a system this size will have you know normal forms of business student safety issues and sros are just one element of an overall sort of package here but I I don't think it would be unreasonable to say we need to incorporate some program evaluation uh causes anywhere so I I don't I don't think you're hearing criticism it is I have to say it was a stunner to learn that we have no mou in place at all and apparently never happens so yes a big thank you to George yes we're doing a lot of the work if you bringing it my my sense given the meetings I've been in with Brian at the police Bureau is they
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um they they get that you have to pick the right person and it has to be the right fit and a lot of people on the forest they would not put there and I also think they are um reasonable enough that they would entertain some language so I feel I feel fine I I think you you would should feel confident that this can be a working document working relationship for those types of things they they're they're not going to argue that but I would encourage you to also make sure you read through this because I don't have enough time to go through all the things but they are very very concerned about making sure they find the right people just exactly what Stephanie said in the same light that you're you're bringing that up in I I have no doubt and based on my experience this has happened before that when there is that one that gets through or they change for whatever reason they would remove them and they would do that with the input of the school district and the staff and um I know that our staff the the Portland Public School staff they they tend to have deep relationships with the sros and uh and know them very well and if there was that yes sir that was not doing what they're supposed to we would know about it right away and be able to deal with that okay so I'm hearing come back when we have some additional language that's awesome two other things here um on page five G it's Guardian do they have to ask for consent if you're just notified I'm sorry oh they have to notify you have to ask for that yeah so is that a major practice I mean just as a parent like she highlighted exactly the sentence has the same question yeah right around standard operating protocol if something happened over the weekend and they're coming on campus looking for a student what Brian shared is it depends on a lot of factors there's victims involved all all of this criteria goes into it okay but if if we're paying for police to be in our schools and students is a suspect if I were a parent and it was my child I wouldn't want to just be notified like we left a message for you you know like I mean that kind of very serious consequences for a student to me that's not the standard that as a parent that I would feel comfortable with it is laying the district open to an enormous legal liability we are going to get sued on this very quickly so don't police have to for a minor don't police have to get consent it it depends on the situation and the imminent threat to the whatever the the situation is so most of the time yes but you know we had this exact conversation about that because we were concerned about it as we talked about it but if there's a if there's a an incident that's unfolding where someone is likely to be hurt and that person's involved in it they're not going to wait to find apparent that they can't get a hold of they would make reasonable attempts to do that but they they might have to move forward with it in most of the cases before interviewing they will notify yes so there will not even be an interview but occurring I think what we're talking about is if you can't get a hold of the person right I mean you can notify me but if I'm at work across town she's hard to get my experience is they're going to wait I mean in most cases I can't I can't imagine that that wouldn't happen but I mean before they while they're waiting for an interview well what okay here why are PPS administrators notifying why aren't the police why is the illness on I mean why are we taking responsibility for that it's to notify that it's under the scenario of your student our student the PPS student and the administrator is having the responsibility for their students and making notification with families if it were outside of the school certainly they would make the notification uh the details here a school-based crime that's discipline issue with the school level to be handled by a principal right right um a crime is another matter I know here so we can please clarification to me there's a subjectivity to it to just have um
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disparity of treatment so crime um sometimes depends in the neighborhood like well that's just kids being kids and that was an unintentional mistake versus another neighborhood it will be treated very differently so to me there's a lot of subjectivity in that and I think that the places where people we haven't consulted probably on this are going to be the ones who are most concerned about that I mean I wouldn't I wouldn't want my child to be interviewed by a police officer for acronym a crime without advising them advising the parent s conversation with my child um I mean I think that's I can't imagine most parents is there something you would suggest to make it more um palatable I'm happy to help take that back in another pieces are being looked at and um I think the alternative is to say the interview will not happening absent emergency yeah existence services so we had a similar discussion around you know it's an mou not an sop but I think this this is sort of the Crux of you want to be really clear in this in the ship that that looks like when there's a situation like that I am interested in hearing director Anthony uh what other areas you think could be really problematic uh that's really the big one that yes yeah I think that's probably the most important clause in this whole paper in my extensive experience with schools across a white part of the Portland uh honestly the problem is going to go the other way anything that would bring that would make the police and the bureau more available to our school communities when our children need them would be very very beneficial very well okay okay you got what you need yes thank you very much thank you this has been months before thanks also good okay are any of you interested in this if you are I'll leave it here thank you so um this question so we've shared a number of things we're going to get back also a draft resolution and we're gonna vote on this on Tuesday so I was I would recommend we have an opportunity to have a conversation with the city to make sure so we can share I'm not trying to rush I'm just I'm not sure so I don't know if we can get it done okay I would rather you will see it again you're not comfortable okay okay yeah thank you absolutely sounds great idea like really thank you thank you I mean yeah okay sure thank you I don't want to bury the lead here thank you yeah I feel very thanked thank you thanks um okay uh thanks Scott we can take a few minutes now for public comment if there is any before we launch into nope okay okay so um we're going to take at least half an hour and see how far we can get which is probably not very far um but it's yeah this is so three of the big pieces of paper and we have big pieces of paper so maybe just to queue this up a little bit um Focus go ahead our back to school Retreat between directors and the executive leadership team and we had some time to exchange what we
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felt were key priorities for the school year four of them which now appears at the bottom of a lot of our documents and we agreed that as the next level would work that we needed to identify okay well what are the sub bullets under each of those priorities that will identify work strands that we want to have some outcomes and deliverables for in this school year and we wanted to talk about you know identify those areas that require a partnership you know where there's a board role and policy and other ways that work intended with work that Administration would need to also do and we want to have a clearer sense of what the scope of all that combined work looks like during the course of the school year so that we can anticipate we can plan ahead we can make sure we're being accountable so we we've taken an initial stab at a little work plan life hack could look like caveat this is not an all-inclusive work plan there's much more detailed Gantt charts for a department in the process of being developed this is about board Administration work areas at a high level and just to get us going conversationally um super leadership team spent some time thinking about and also reflected on areas the board has been pointing out as a desired work for the year started to start a demand this Maps get out of there how come you never answer my email started to map out I was trying to get it off the screen what that can look like um so yeah screenshot SLT spends some time on it there's some board input you saw an initial draft I got to spend a little more time on it today um so it looks even different from what we sent you but really is more for illustrative purposes around work strand board work admin work how do those work together over across the months uh for the school year and just so you could visualize it because we knew we couldn't dig it on a screen in a readable way we printed some poster Styles and hopefully it's for you know take a little conversation you won't finish tonight but we're looking at a follow-up Retreat where we'll have more time to really have deliberate conversations we identified our four overarchings it's different there's there's four because I took a second pass through it now so there are um four big priorities and what we didn't change sort of the supplements under it what we want to get is are these the right sort of work strands um and then the sort of the details were going to come after that but I want to want to kind of we're gonna have to co-construct this together and fill out this Matrix together but if you could keep your eyes primarily on the left First Column sort of the starting point for our discussion today which we won't land entirely on probably but just to get us going so why don't we take a few minutes kind of just looking at these posters and see if this this visual helps to capture the scope of work together Paul well just I'm sort of confirming here so you don't see a board role in the Strategic plan of course there is so it hasn't been filled out yet okay so what we've started is there's four priorities and then under each system actions a board area you see a board row and an admin row right yeah and we it's just some starter plugins here it's not it's not complete at all it says coherent strategic to get us going uh we could have come with a blank template and we thought this might be a little bit more helpful to get us started uh why don't we just take a few minutes to look at these and sort of trios okay so the first one visions
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strategic plan superintendent duties so Paul Paul finally makes sense is that was his suggestion so thankfully this is okay identifying priorities okay I would even just put a comma there a local American government well I'm sorry and then once more um um yeah um division of instruction in school communities student Support Services part of the organization yeah okay [Music] um DLI yeah so we put this under Equitable opportunities foreign contract ORS governance policies I'm not sure no I think it's all of them so that's not the point and we've lost Fidelity to that process so we here we need to come up with the you know new mechanism for using it or research everybody else what you really needs so she's established because well then let's put that
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um yeah just starting internally um the other thing about uh contract templates is uh um um evidence-based decision-making so the difference you're really talking about metric templates right yeah yeah and add to our but also yeah um getting information right or you can tell us yes I love the picture but yeah yeah [Music] and then you know support us foreign is relatively small number of students the whole parent population sees that um
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we've got everything this time and then well I mean it's true okay like where does it because we have a long-range facilities yeah I know that we have a whole bunch of spheres right there isn't a whole lot and this is really building towards excuse me provide the communication backgrounds yeah I'm not sure I know what that means is that part just Partnerships I didn't write it we're starting to spend a lot of time that's partnership like okay I missed that okay thank you but I'm generally fine with these four ways of uh yeah and then elections yes okay and what I can tell you is that all the directions because I've been a one-armed wallpaper hanger and trying to cover all my videos well I was just wondering because they don't think that's officials to you list Ed until I have some help I I can tell you that I have not fully flushed yourself I haven't either I am daily responding to operations
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so it's coming so yes there's a lot of holes in my area okay is explaining what I'm doing another meeting we're trying to cancel that November so they recognize midterm elections because I think in some ways [Applause] [Music] thank you right we've been talking about we need to give the high level stuff yes more of a Benson plan those things keep coming up [Music] meetings I'm just I'm just saying there's some more um is that one yes it's just a little bit easier yes
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I mean I think I would start with these four Yellow Boxes right okay so this is a priority um so so the um I think we have the exact language exactly what it looks like um Supply but I think there's something we can just do right now but yeah like by the end of next week does that make sense yeah do you think that um well I guess systems yeah it's been moved around by more than 100. so for example everywhere I don't think the policies are a separate thing up here it's like yeah like or it could be both potentially because you want them to capture with the committee we'll see because okay what did you like okay
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can I um can we reconvene it's now 9 30. before um so can we take just a few minutes to um shout outs where you are in your group like okay I'm gonna ask what three questions four questions first city clarifying questions any clarifying questions seconds what did you like um third is anything missing and four is there anything that you cannot live with that's on here how about even better yeah perfect okay I like that okay so any questions that you need answered um I don't know what develop asset and find development strategy and related structures and processes mean is that just Partnerships or I don't know what that means so we'll put it in a simpler language but the board is going to be hearing in an upcoming meeting some initial thinking and recommendations about how we start to create structures and processes for philanthropy for foundation give we reflect video a lot of folks there's another day a very fruitful conversation and it's becoming clear we need a mechanism for processing all of that and we've been a little bit shy about making any big asks because we have to clarify for our our areas of focus are going to be the sequence that so we'll be coming to the board with you know a big round of sort of thinking in that area but you know it'll include setting up a foundation any other questions okay what you like um so I don't see the draft the is there a point in time in which we have a working draft that we're working off of and when when is that well we we want to get all your initial thoughts and mainly on sort of one of the categories is there something that we that's just missing anything that you want to distracted detail into the cells great we'll take these we'll synthesize them we'll bring the best draft of that have staff work on any staff pros and then our hope is to bring that to the next opportunity in a work session as a working draft or and and certainly at the next Retreat date we're hoping hoping November 5th works for most everybody Monday evening for a work session for our Retreat because it's Monday it's Monday oh please available at night no I know there was a new one that latent breaking news as of like 10 a.m this morning have that available okay and um are we talking about the 30th so so generally does does the setup you know this Matrix Style work uh as a way to visualize the scope of our work over the year I like that it's thematically arranged the four buckets are thematic rather than by topic area in any way um I think that's a good way to do it I think the priorities were so high level that it's identifying the work strands underneath them for the year yeah is what makes this work one I think it makes sense that it allows us to tie disparate things together under a banner so this process so for me that it's a it's a useful process for um thinking about what's missing what needs to be filled in it's um and maybe a really granular level planning board meetings but in terms of speaking to what we're trying to accomplish and lead and Inspire and communicate to our community it it needs a a frame so for example uh the second one create equal opportunities and outcomes for all students to me is then you need to have a buy completing the Middle School opening projects Okay so we've also got goals that we have to Define that we have to identify well I'm so just saying for a working document to me this um
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look at the work it's like so what is the purpose of the work and I think that it's a lot of work so you want to make I'm sure it's that you're able to define whether purpose is and could use I think there's a way to do that um on this in order to so that you have a large the larger concept of what we're trying to accomplish at the end of the year so you do all this what's the important work that's happened on the other end so what if we added a column that said um objective so our objective is to and at the end the outcome would be at the end of the year something like that would that help yeah identifying legislative priorities is not an outcome it's some that's where we have our objective is to get some key yeah Revenue reform blah blah blah blah yeah so I'm guessing what people listed those things they had something in mind right like when I see Equitable opportunities for students and you see curricular instruction assessment the theory of action I would describe is if the school system develops a coherent Core Curriculum and defines an instructional framework it has a line formative assessments to inform instruction and school Improvement than we can expect to see accelerated student outcomes like that's that's the theory of action there but you could have an outcome at the end of the year you know it doesn't just seem like a list of things but you're actually describing why that's average yeah objective right so people start nodding your head so I'd like to Amy's point about the legislative priorities to me I take it out of the first section and actually what are those legislative priorities so say like last session we had a pretty critical financing piece so that to me would be down under item four yeah under item four or this time around it's whatever so number three yeah under build management accountability systems and structures and Via you know 3B would be student safety and there'd be maybe you know a line that's uh around the legislative front and then there's a line around the pat you know something a pat contract and all our contracts and then there's a the adult yeah all the recommendations are the professional content now policy but then so like policy is not a category of word or a legislative agenda right it's it's the act of coming up with it in the first place right right yeah after that you're saying we can do that um because then you have like I think I'm very clear what's the board's role and what's the I mean it was clearer um the you know superintendent staff role and it it's it's by the priority not by it's the type of work okay it's another tab what was the question again was it the format is there anything missing beyond what you've already yeah right green and yellow oh we talked about that just so we have a sense of where we are so each cell as it gets completed or is in progress to sort of indicate yellow until it's green like our BAC dashboard it shouldn't be red unless it's behind I don't think it's red oh okay so let's clearly Define what the colors mean right I wouldn't you know you could be right on time and not be done but you wouldn't be ready right you know well that's the yellow green well but I mean this is organized by calendar so if we're doing I mean to some degree the reason to do that is to to sequence out the work if you're following the calendar then you know you're you sure you're on time so they somehow say done or completed if you follow the calendar so and there is a lot of discipline I I can tell you like I've seen rooms full of vice presidents who are like all counting the numbers of yellows they have because they want to get to Green and what needs to happen it just is a good um process to get people focused on like where we're behind um you know where we need extra capacity or or to re-prioritize like Hey we're not going to get to this because we're already pretty much behind so to me and I look at this and it's like or where are we on all of this you could also you could also on each month like September is over with the one on the screen update enrollment and Staffing numbers you could put cheated or yeah big check over it but you can still read or something to indicate
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we'll we'll get that at the end of the year completed in progress or updated because of other circumstances okay I mean I think it makes sense to be able to show status because I've heard a couple things about this tool one how do we have it serve as a clear communication artifact and secondly how do we indicate you know performance and progress maybe a legend or a key in some way to note for every item on here what's in motion and what's what's been accomplished okay their ideas that's another sort of dimension I have a couple things missing are you still asking about this I mean a couple things that stood out in your conversation uh so um under two Equitable opportunities and outcomes revisions to or mechanisms for our Equity policy we have an existing Equity policy that we don't have Fidelity to anymore in terms of using it as a lens for decision making so we revise that or we replace that with something else and how do we how do we we really have something that is useful and built into our decision making process so I I heard I think it was the last core discussion around it's time to update a new Five-Year Plan because yeah expired a few years ago yeah for example it was a plan talked to a lot of people who use it and it's a great effect I would look at Contracting practices that's a very those are very disciplined procedures that use an equity lens that is phenomenally better than before that tool existed if you read the language of it there's no planning well anyway um directives that followed from it yeah there were no objectives yeah um another thing missing under three management and accountability systems and structures contract templates and metrics foreign yeah so I think just ease of reading as to have some sort of label for each of these topics so for example if it's Benson's CTE to have that just be the first couple of words like pick whatever the topic is because otherwise you read through here if you read it cross it's jumping from one thing to the next maybe it's you know the bolded keyword first right and just have it be clear so you have a common theme and you're say you're doing the well CTE there could be different activities but to be clear about that at the very front or division 22 and so you can skim across and know what the square is about mm-hmm you've got a real details so sub Row for each topic going across so you wouldn't have that you're selling the answer you sounded like a Gantt chart now this is our first our second version was a Gantt chart it didn't work for everyone but I like your thinking actually our our own teams work plans that are feeding into this are Gantt charts for sure so does this is this a high level distillation of work plans from each department that are like completed and in use okay a lot of them won't appear on here but I mean is it the things that each Department had decided to elevate for this or not necessarily if they applied priority areas and they have some work in tandem porn okay got it exhausted with everything on their own work plan
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right to do everyone what's missing or are we still on I think the floor is open what's music whatever so I had some I guess format just same with the legislative agenda do it by topic area and drop it into one of the four priorities areas and then same thing with the policies don't have a separate column for policies but they should fit under priorities and then I always used to be a policy team I thought the policies 2A should fall under one somewhere because that's under those are just refreshing policies right but I guess I'm so the gender refresh is one thing yeah well and then the other ones are really focused on tied into like student safety right right but I'm just saying we we can't lose that we need to take a look at all of them yes because actually the way I thought about it wasn't just like a policy refresh but having a systems of policies um so you think about it that way that um broader concept of the policies not just we're doing X Y and Z policy but it's a creating a frame a policy framework that and which is much bigger than actually distracting policies because we'd love to know what they are and how they apply so a couple other things I had was under 2v um sort of the bucket of extended school year mtss the whole how do we build that out and then I don't know if it's under 2B or you're saying that's an additional item you would want to see in here in here well I hate to go another year without focusing for 10 years I'm all for Extended Learning I'm just saying we didn't set aside about it then let's put it in the budget because that's what I'm all with we've been saying for 10 years and it's there's nothing for kids in the summer are struggling um so I think and I don't know if this is under the division 22 work but that seems too compliance driven but again the spectrum of tag and sped buckets under that to finish and support how does that um how does that belong here as if the common denominator is mutual board staff work what's the board of that year there's policy implications there's budget we have a resolution we have to vote on that I don't want to vote another year on division 22 as being out of compliance with six six things so um I think there's no reason not to call out division 22 specifically because that's our responsibility I think it fits under a bigger concept though not just we're going to be voting on Division division 22 there's a whole host of things that we either need budgetary supports or something else to get us so that we're doing major students um then under the student outcomes and school performance or maybe this is under Equity is the whole continuing the Middle School conversions from k-5s to six Eights so maybe 2D because that's really about programming program placement boundary and focus option review reconfiguration reconfigurations can I just mention this needs to be doable so this is a this is a great question it's too bad we're having it this late at night but it's like I don't want to stop on the Middle School piece and so I guess that's what every time I bring up the Middle School piece that's what comes up in me like we can't do it so I would rather do that than some other some other things so I mean we need to wait until Kellogg comes online and Kellogg is our next
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we have a lot of work still to do to figure out what kids are going there no that's not fair to those kids who are stuck in under enrolled k-8s McKellen's gonna open one Kelly's open but there's also a lot of kids that are going together but it seems like it is tied into the 2D it's part of a larger yeah process that helps inform you this is the wrong time to argue about what's doable yeah what we need to do is get our stuff down there and our superintendent needs to come back and say I just don't know what the whole universe is I want to get all of sort of I'm giving you my universe and it's a it can be an open discussion but I don't want it to be I don't want us to get to the end of the school year with and say we didn't do it because we never had the discussion about it right I I just want to get all the ideas on here and then let's look at it entirely as a whole and then we'll have to make some decisions because I'll tell you we can't do all this so we'll make some decisions about what things happen when this year and which things were prepared to move on to next year but we'll have to prioritize because there isn't the capacity to move on every one of these areas never mind all the management work plan work that has to happen as well just to build the capacity of the system overall so once once we get a working draft down and we start to do a DOT exercise or whatever it's going to take to really identify which one we want to knock out of the park don't don't we expect a deliverable on when do we expect a deliverable on Focus option review I have no answer yeah yeah let's get our universe down Step at it and that's that's the attempt here this this is an exercise a lot of school systems don't take the time to do and it's going to be huge for us to capture it all I think it would be a big step forward and even if some things get moved on to the 1920s school year Matrix start to have what becomes a game plan and we can plan accordingly in those things budget and invest accordingly so it actually can do it so do we have a date to next sit down and look at this did I hear coming down no I haven't been to hear from Scott and from you at November 5th Monday my work no it's a new one that's until in the evening so I guess the earliest you could be available at the start of the time you can start so I think because Lee is available so far yeah let's get something for the early birds no I sure look a pleasure so um a couple other things just this is under the bucket of what I think we need to do and I think we would do be doing anyway um to prepare ourselves for a successful local option is the contract piece that came up earlier um getting the audit committee the place getting the internal auditors hired but showing that there's a system of accountability that I think it feeds into the um the bond auditor and being able to speak to effective management of it's it's not really there or it's a pressure there but they're really like Financial accountability measures that will be important that I'm able to talk about everybody else is going to be talking about the 100 million dollars that they think okay I'm fine there's just a Madison bag that night other big areas that we need to make sure it's a local auction for your resources yeah we'll fill that in so far Westward parent engagements family engagement and uh student council on the student right policy Focus option review well just a general we need we need a general literary policy
03h 30m 00s
right have a plan for whatever priorities are for this year unless those things list is not but we do have we are setting up a framework to set network plan policy and governance committee has it on the agenda for next Tuesday sorry we'll collect your ideas to synthesize these on uh updated Matrix we'll get it back out to you sort of the next working draft whenever the next date comes confirmed to come forward we're leaving off hopefully we'll have a four you know cells filled in and then we can start to clarify which are the which are the higher priority volumes of work that we should concentrate our efforts into you know it's almost like we need sort of another last column around which ones are just going to be essential that we accomplish things and in the sense of like building blocks for for future or future work right not only essential you know what sets the stage for the bigger work ahead yeah I mean I think structuring some sort of conversation about the what things happen because if I you know I just reflect on the middle schools is like I'd much rather be spending a lot of time on the middle schools than selling this building I mean I but that's not a lot of time I mean well it's going to take some people's time and well so but I think we should decide that I think we should have a conversation about things like that because if we're going to take things off I'd much rather it be an intentional when we take things off then it just we wore everybody out and we couldn't do everything so is is it your intention to kind of take all this stuff work with senior staff ERS more or less what we can do switch anything from doing next year to doing this year and if so when you finish yeah I mean we're not going to make any kind of we're just gonna keep synthesizing and capturing what we're hearing and I think we have to cook destructive decisions about this together we'll we'll tell you once we see what priority work is whether it seems like they're doing their body and work that is and perhaps if it's spread across departments that would be involved and cover more ground but if all the priorities we pick involve the same team of people it's not going to work okay okay seems like a logical stopping point so it's only 10 o'clock okay thank you everybody

Sources

PPS Board of Education, Archive 2018-2019, https://www.pps.net/Page/14001 (accessed: 2022-03-24T00:57:50.174924Z)
PPS Communications, "Board of Education" (YouTube playlist), https://www.youtube.com/playlist?list=PL8CC942A46270A16E (accessed: 2023-10-10T04:10:04.879786Z)

2018-10-09 PPS School Board Work Session

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Event 1: PPS Board of Education Work Session Oct. 9, 2018

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