grants that the district wants to apply, we have provided support for that. We have done some feasibility studies for other districts. So that's part of the work that we also do. This is a new utilization plan. Presley has been working a lot with the Santa Cruz City Schools in understanding what's where in each campus and understanding with the site administrators if that's what they want. So we need to group per grade or per subject, collaboration areas. So these are very important to have them coded and understand what works in each campus and also make sure that throughout the district is cohesive. More examples. We have also developed district standards in terms of materials from lighting to high efficiency mechanical equipment or how to upgrade existing systems. We also have an interior design department and since we started this department, it has helped us evaluate the classrooms from inside out starting from how students would move and then work our way out. So it's a good perspective that we're applying when we're doing our work. And finally, why us? We are local, we are vested, we have the experience, we have 20 years of experience in working in educational projects and we have worked with projects that were assigned to us based on a master plan done by other professionals and we've seen what works and what doesn't work. So when we're working on this one for this district, we can understand and make sure that we ask the right questions and address them in the master plan. And that's about it. Thank you very much. Did you say everything? We're good, okay. So with that, one of the other pieces that is critical to this facility master plan is we'll have approximately a minimum of 30 community outreach meetings per site and throughout the district as a whole. And then we're also including a landscape and looking at our sites and how water conservation and green space and play fields and hard scape. So we're also looking how to be more efficient as a district and then utilization of our prop 39 energy dollars. It's a broad big scope and go ahead and open it for questions. The cards are all gone. So is there any comments? Thank you guys for showing up. I'm always asking, we're always looking at consultants and I'm always asking, where's everybody at? So it's good to see people. Thank you. Thank you. So I do have a question. So are we looking to go after Yvonne in the near future? And if so, when we'll be the best, right? So I would say we have, what we have said is that we feel that we need to finish PBHS before we go out for another bond because that was a significant promise that was made. And so we at least need to finish the athletic field. I think that's a conversation that we need to have with the board. And if we want to move forward, then we need to start surveying and doing some polling and seeing how it goes. Regardless, one thing that I know the board has asked in terms of facilities is just being more proactive, knowing what is our highest level priority, whether it's using the money, the modernization money, whether it's using money for different maintenance that we now have to put aside. But what's our biggest priority so that we're not kind of always behind the eight ball? This would allow us to do that at the same token. If and when we feel that we're ready for a bond, then we would be primed to do that because we can't go after a bond with having a nine year old document. We wouldn't meet all the requirements. So I think it's a two-prong approach. It's trying to be more proactive and then also being ready when we feel the community is ready for another bond. But I've been pretty forward with saying, especially until we get the field completely done, I don't think that we've completed enough promises to the community to get another one passed. And so as part of this process, I'm assuming we're looking into developing new priorities, it's not just a matter of updating an old plan, it's looking at the needs at each school site and then determining what the community wants to see happen in addition to what's necessary, do we need new approves or whatever it may be? Yes, it'll have the nuts and bolts, infrastructure, code requirements component of it, but the centerpiece is the target for student success. So what is the program space and program need that we need to implement and move forward and support student achievement, student success? So for example, like career tech education or FAB Labs, collaboration space, so those are components that at different lens that we're gonna approach this a little different. So it's safely to say that it will be both, right? Correct. Both what we know schools needs to ensure that we move forward with certain programs or be able to expand those programs, but then also having the community input as to what they wanna see within their school sites. Correct. And it also take into consideration factual, so the age and condition of our facilities and or a great example that was talked about tonight are plumbing and our water fountains, for example. So things like that nature will also be looked at. Okay, one of the things that I would like to see as part of this plan is make sure that we have set aside some funding if we end up going after a bond to ensure that we deal with, we have that fund that we deal with on person situations where we don't have to take away money from a project to prioritize roofing or whatever it may be. And I know that's something that we had to do more than one time this time around. And so that sort of creates that distrust among the community and our constituents while we voted to do this in our school site, but you're taking money away now and investing it somewhere else. And so as much, you know, we're able to avoid that situation I think would be to our benefit to do so. Well, Mariana chime in a little bit, but the plan will have a cost estimating amounts associated with the different scopes. One of the areas that we're also addressing a weakness in the previous plan, it also take into consideration inflation. So whether when this plan is complete next year, if we go out for a bond two years down the road, what does that cost associate with that inflation? And so that we also have a contingency fund built and developed. So we have the priority projects and we have the funding available to complete and make it happen, but also a contingency fund. And I don't know if you want to touch on that. That's right. We have a professional estimator that will be working on that. We're not going to be doing the architects for magnitude to support that work. And our part, our efforts going to be trying to understand and identify all those items. So, you know, we prefer to give back news upfront than a surprise later on. So we would like to identify as much as we can what is needed. So then again, it's a full understanding of if we do this work, it triggers this other thing. And again, that is based on the lessons learned in all these years in working, both as receivers of a master plan and the ones generating it. Great. Thank you. Just a reminder, this is a five minute discussion. We still have one more presentation. I have a question. Joe, the panel consisting of seven PVUSD staff members, who were the seven staff members? So we had facilities and planning, one representative, so Ryan Block, Richard Ariano from Purchasing and Procurement, three principals, Watsonville High, Aptos Jr.  So it's a full loaded plan. And Richard, who else did we have on that panel? And then we, oh, actually this is another, we also had CSCA membership. So we had our boots or our staff in the trenches.  That is exactly what I was hoping to hear. Thank you. You're welcome. And just to comment, Vice President Trustee Dodge and President Trustee Osmondson, the presentation on that went well over the time that was allotted for it. So while this was an important topic, so is everything else on our agenda? So I just, I don't know if that was a mishap on agenda setting committee staff or what, but just to keep the focus on that, that we're doing our due diligence to run these meetings on time. Well, I just want to ask. So when a Newsom is preparing to do a big, huge bond item on, I don't know if it's gonna be devoted on or whatever, but I mean, does it mean that we can apply for funds from that big, huge, gigantic bond proposal that he's gonna be putting forward? We can apply for funds from it, right? So if for March 2020, so if voters approve, yes, Pajaro Valley Unified School District, it'll prop $51 that the previous bond has already been allocated. And so this will replenish the bucket of funding. And so for districts that already been pre-approved or in line to get funding, which we are, we'll get those and hopefully get those projects funded. And then a new line forms with the additional funding. So we will submit for additional projects so we can continue getting funding. Oh, that sounds good. That sounds hopeful. All right. Okay, let's try to move on. Do you want one more question? I have a few more questions. Uh-oh. Okay, so the master plan that was put together in 2012 was incredibly extensive. Do you have a copy of that? Have you looked at right? So you can see how extensive it is. So is it something that you'll add on to or something that you have to completely redo because that was very extensive? Right, no, we're definitely not starting over. It's data heavy and has a lot of the physical parts and what buildings are owned, what buildings are leased. So we'll definitely start with that and we're gonna verify it. And again, the focus this time is to have community input consensus and adapt the educational program and the target for student success with what those facilities have right now and comparing with what has been done in the last nine years. But this is our starting point, definitely. So when we went out for the bond last time and we're preparing this from 2010 on, it was estimated by nine years ago, dollars that we would need more than 300 million just to complete basic needs to bring our facilities into basic repair. It didn't include any pie in the sky or enhancement to student learning or innovation or any of that. It was just the very bare basics because our facilities for so long had been left in disrepair because of the budgets, the devastating budgets that we all faced. So it's hard for me to think now because we only put in about 150 million, so that was less than half of what we needed to just do basic repairs. It's hard for me to understand how we can turn an eye towards innovation and spaces that are more creative when we have an incredible amount of basic repairs to do just to bring our facilities up. I mean, and we have our community college going out for a $220,000 or $30,000 bond right now. We already have multiple bonds on our taxes, multiple bonds from Cabrillo College and from Pajaro Valley. In my mind, just I'm gonna say this publicly, I've said it before, K through 12 comes first. Our little kids and our high schoolers matter if you're going to be pitting community college versus regular ed, I do feel like our kids, our little kids and our teenagers and middle schoolers deserve to have basic infrastructure in our facilities, so I'm gonna say publicly, I'm not gonna support a $230,000,000 bond for Cabrillo because I don't think it's fair when we have our kids in crumbling infrastructure still. So I'm not sure if they pass another bond or how we would ever get another one passed here.  And that's good for me to know because I was kind of wondering what are we doing? If we don't go out for a bond, why is this information relevant? I think one of the primary components or another portion of the scope, it's a roadmap for your deferred maintenance plan. So right now, so another portion of implementing best practices, 0708 districts swept deferred maintenance funds into the general fund to deal with the layoffs and the recession. As time went on, you build up that fund and districts for us, for example, we do not have a deferred maintenance plan. So to your point, it addressed, the last plan addressed, well, this is your basic need but didn't have any financial forecasting associated with that. So this plan will have the deferred maintenance plan, what need the lifespan and you can speak more of the technical piece and I'll use like an HVAC air conditioning unit. The life of that is, is it 10 years? Is it 15 years? When should we replace it? You better have budget, allotment, set aside in every 10 years, for example. And so that's what we're also gonna complete in this process. And then also tee up and prepare the district if we were to go for a bond that we have the bond priority language and the bond and community buy-in. And I think that's real strategic of having the 30 plus meetings because it's the program need but also the community need and stakeholder need of our campuses. Sure, and we did that all before. We had multiple community stakeholder meetings and unfortunately some of the promises that were made were not kept. And so we don't have good community buy-in, I don't think at this point. But I could be wrong on that and I hope I am. However, the other thing that we had sort of talked about is having shovel ready projects so that we could get matching funds. I have not seen one matching fund delivered to this district since 2012. And I know apparently we're queued up for those things but we have not received a single dollar of state funds that we are entitled to. I think the depletion of the Prop 51 dollars, but yes, we have approved applications. Now it's just the state and I think that's why Governor Newsom and the legislature is pushing for the March 2020 so they could fund the rest of the list that has already been pre-approved. But I think even the 15 billion that he's planning on releasing is still not going to cover the need, the great need that's out there. It's only a fraction of what districts have already teed up so I don't know where we are in that queue. I'm not sure. I still would like to have a presentation about how many of our projects have already been delivered to the DSA to get into that queue and how much we will be getting back at some point. I still am very unclear about that and I feel like all of this board needs to know that information. Okay. Just to remind her that was five more minutes. Okay. This is a motion. I'd like to move approval. Second. All those in favor? Aye. All those opposed? Seven-zero. I would also like to make a motion to extend the meeting to 11 o'clock just in case we need that additional time. Yes. We need a second. I'll second. All those in favor, to 11 o'clock? Aye. Opposed? All right, thank you. Opposed? All those opposed. Okay, all those opposed. So, excuse me. Aye. So, that's six-zero-one. Oh, six-one. Okay, so we're going to try to move on as quick as we can to the nine-point- Thank you very much. Yeah, thank you. To the nine-point-one positive discipline community resources by Stephanie Barone. Turn on my mic. I'd love to take a brief moment and just ask if everyone can join me in taking three breaths in. Three breaths out. Three breaths in. Three breaths out. This is why we're important. Thank you all so much for all of your hard work tonight. The reason why positive discipline is really unique is because we provide adults an ability to make that conscious shift from dealing with and managing behavior as we hear so many of us are operating on that survival brain and really as to how to take moments as opportunities to learn and how to just be really mindful. We talk a lot about social-emotional learning. We toss that around a lot. But what is it that we're putting in place to be able to help children do better when they feel better? What is it that we're doing for ourselves as adults as parents, as educators, to be able to feel better and model that for our children? A little bit just about the way that I was able to really relate to Edward James Olmos when he was so passionately talking about the importance of self-esteem, self-worth. What does it, what does that mean? How is it that we're doing it? He talks about giving our children our best every day. Our motto here is we're all in every day, all of us, right? But how is it that we're doing that if we're not able to model the social and life skills that we're hoping for our children? Just a little bit about myself as a overworked, overstressed, young parent, it was not feeling great being with my son, right? I was dealing with him. And when I finally had the courage to seek parenting classes and find, wow, you know what? I don't yet have the skills and tools that I need to be the best parent that I can be. And finding that it was so much easier to label him as the terrible twos, he was the one with the problem. But in just a little bit of positive discipline, I was immediately able to see that it was more about me. It was more about not knowing what self-care was. It was more about not understanding what was developmentally appropriate. And so that's something that I'm just so passionate and I'm just continuously falling down the rabbit hole and using my positionality to really inform my work as the director of positive discipline. Our strength lies in the ability to help all adults understand the urgency to equip themselves, to model the behaviors, the social and life skills that we hope and pray that our children develop somewhere between the terrible twos and 18 years old. We really hope that in partnering with us, you let us breathe the joy and the understanding between the difference of punishment and discipline. Discipline is to guide, let us guide parents, let us help the educators to really breathe back in the respectful relationships and equitable relationships. We, PDCR promotes a model of interaction between children and adults that teaches respect and dignity, fosters a sense of belonging and significance, and brings more joy and compassion to family, schools and our community. Just briefly, I, if you can go on to our next slide here.  And so I'll just fast forward. This is just a little bit of how we try and demystify the brain science, demystify what it means for when we're caught in a power struggle with our teenager, when we're caught in a power struggle with our spouse, right, we're firing off those mirror neurons. So when my toddler is having problems tying his shoes or having problems with tantrums or getting into the car, just moving from one transition to another, I'm able to understand why it is that I needed to escalate to a punitive practice because we're escalating each other and we're firing off each other. When he's tantruming, I immediately want to start tantruming too. And that is something that positive discipline is able to take away that shame, that blame, that guilt from parents and really just understand what it means to take a deep breath, right? With understanding ways to really promote this into as young as three, four years old, as to what a flip lit is. This is brain science that we're able to bring to our classrooms. This is brain science we're able to bring to our parents to understand that when we're operating off of our big emotions and triggered from whatever it is that's happening at work, at school, in our life, is that we literally lose the ability to be in our thinking part of the brain, our prefrontal cortex. We're literally in the operating in that big emotion space and even more so for children who are not yet developed. When we're able to bring something as simple as this to a parent who's understanding that, they're able to have that conversation with their child in a non-verbal way to be like, this is what's happening at the grocery store, right? And helping to kind of bring that right back down is the simple tools that we're so excited to bring to families. We invite you to let us in, partner with us, support us. We're this little engine that could that's bringing these really great resources to our community, whether that's through promotional support or bringing us into your school sites. We offer parenting classes. We have topical workshops. We have downloadable parenting tip sheets available free in English and Spanish. We do an annual conference on special needs that's always affordable on a sliding scale fee with ASL and Spanish interpretation. We have trainings and professional development workshops that we offer annually. And we're just really excited to be here for our community because the goals that we all have, they don't have to be long-term. We can be working toward those every day. And just in the last couple of seconds that I have, I just wanted to practice an experiential activity that we do with our parents. So it's called do as I say. So if you all could please indulge me. So do as I say.   What did that elicit for you all? That I'm this crazy lady that's so stressed out that I don't know where my chin is or where my cheek is. No, it's that we're not modeling. We're saying don't text and drive. And what is it that we're doing? We're on the email. We're checking while we're in traffic, right? What is these mixed messages? What is this mixed parenting styles that we have? And so, again, it's just we're excited to be able to bring a little bit of that fun back and a little bit of that joy and that deeper understanding. So thank you all so much. And I hope you're able to all get home to your families on time. And I'll end there. Thank you. Well, thank you. I think, Bo, I have a couple of comments. What partnerships do we currently have with this organization, our school sites? Are there any? I'm not aware of any. So I know we have a positive discipline. I know at Calabasas. And maybe that's a little different than what your organization offers. But for me, I think this is an excellent opportunity to be more inclusive of our parents, right? So if there's a way for us to build a partnership with this organization, be it have them host a workshop during our annual parenting conference, I think would be very beneficial. Like little things like that, I think, can go a long way. So very much ways to get them involved with early childhood, our educators. I know Angelica has sent a couple of, right. And so how can we expand that partnership, right? I always say that that's always the second home for a child, our preschools, our teachers, and so forth. If they're also equipped, because I know you offer for parenting, but also a program for preschool teachers, early education, right? So in any way that we can partner for the benefit of our students, I think would go a long way. What else? Even classes offer through adult ed, you know? So things like that, because I think as a parent, I struggle like parenting is not easy. And you want the best for your child. And I think having access to those stools can positively impact their upbringing and also their educational experience. So I think everything's connected. And the more we can increase parent involvement, and the more tools we are able to provide to them, I think the better off our kids are going to be when they get into our schools. So thank you so much for staying this late. Unfortunately, we were thinking it was going to be a shorter meeting. But I know that you do have my full support, because I recognize the need for the services that you offer. And hopefully, by working with our director, we're able to expand and deliver the services to our parents. Thank you. I have a question for you. You base your philosophy off of Janet Lansbury, correct? Jane Nelson. Jane Nelson. Jane Nelson at Larian Psychology. OK. And so your philosophy is basically to teach the difference between discipline versus punishment. And correct? At its core, yeah. At its core. Yeah. OK. It's not for relationships. OK. And so does your method go into timeouts versus time-ins as well as? Definitely. OK. And so for us, it's more of like the cool-down space. So how to use it in a way that's actually a part of the self-regulation and a coping method instead of being directed there. So when we say, OK, do you need to go to your cool-down space? It's no longer a cool-down space. It's now used as a punitive method. But when it's part of like, what can help you cool down? Like, just really curiosity questions. And they're like, I could probably go sit over there. And they're like, yeah, OK, we could try that. And you're making them feel that they're capable, right? Like, we're able to really draw that out of our kids at such an early age that they're really getting that, as it's coined, gamayanshastafil, that social interest that they can really be capable and in charge of what happens with them. And problem-solving. My question is directed at our superintendent, Dr. Rodriguez. Can you please explain to us or me what was the purpose of bringing this forward tonight as a report and discussion item? Sure. So as board members, you have the opportunity to provide requests to the Agenda Setting Committee. So the request was brought to the Agenda Setting Committee. And it was approved. And so they are a community resource. And so they were here to explain the resource that they provide. So that is the process that we take here in the school district to get something on the agenda. This is also not the first time you've presented to us, because I do remember you presenting. Maybe. 2014. Yeah, I remember that presentation. Your hair was longer then. Yeah. Anyway, thank you. Because I heard in the presentation a few times about partnering with. And it's no criticism to your program, or whether I personally agree with it or disagree with it. And I totally respect my colleague, trustee Orozco's opinion on this. But I think it's a very thin and fine line for us as a public K-12 educational system to partner and make with some organizations and make it suggestive to our stakeholders in this community that we are suggesting to them how they should parent their children. I think there's a place for this. I don't believe that it's appropriate that it comes from a free public K-12 educational system if it were through something on the adult side, through pep classes, Cabrio College, community health trust, those types of things. I think that's more appropriately based. But coming from us as a free public K-12 educational system, it's crossing that very thin fine line for me that border is saying, we're telling parents in our community of how they should be parenting their children. I am not at all comfortable with that. Thank you so much. I just said just for a minute. I think that being able to be a part of the menu of services that's offered as we are not the funded program, we are not the free program. And so what parents are currently receiving are either really rewards-based or punitive practices and just as simple as the planned ignoring or the time out. And so we're kind of on the philosophy that it should be a buffet. It isn't eat this broccoli because it's centrician, but it's just how do we just support parents and the pieces that they're all struggling with that we even heard the desperation in the room and that we can be a partner in really just addressing some of that social, emotional, and just school community connectedness. And again, I'm not saying whether I agree or disagree with your program. I'm just saying to me for a free public K-12 educational system, this crosses a line to have a partnership when that could be facilitated through many other organizations in the community. So it does not come across to our parents of nearly 20,000 students. Realize how many parents that is, that we are all suggesting how they should be parenting their children. Well, I disagree because I think we have a duty to prevent child abuse and we're stewards of children in this district. And I thank you both, especially you. She's great, by the way. But for everything that you've done in our community to prevent child abuse, so thanks for the presentation. Good night. I just want to say thank you to you. She's a good friend of mine. She and her husband are good friends of mine. And when I was the director of a preschool center for more than one of them, I wanted people like you to be there for our parents. I wanted you to be there for our parents. Yeah. So I'm not sure exactly what makes this good. There we go. I just wanted to reiterate some of the principal's comments that I've experienced in this community is the challenge they have is engaging parents in the active life of encouraging their students. And when it becomes a power struggle, there's the resistance and the pushing away. When they feel they belong and can problem solve together, the parents feel more engaged in that community. And I know Todd Westfall at Calabasas felt pretty strongly that when you have parents involved, you have students involved, and you have the teachers involved, what you have is that triangulation so that it's a successful community that supports the students for their greatest learning, which is pretty helpful. And then they believe in themselves and they can achieve. So thank you again. Thank you. Thank you. Angelica, so have you used them? This particular? Uh-huh. Or and has our other chair, director of the town. We do not have a collaboration with this organization, but this organization has a lot of resources. I have a level for the community and for parents to be able to get ideas on positive discipline. I sent a couple of coordinators. Was the last month, I think, was a training. And they came really happy with the information they received. We haven't implemented anything. We're working at trying to put the framework we use for social-emotional development and some of these ideas together. So we can work with that. Yeah, sounds great. 10 minute discussion. Thank you. We're at the consent agenda, right? I'd like to make a motion to approve the consent agenda with deferring items 10.6, 10.11, 10.12, and 10.13. I like the second emotion. 10 point. So I can't remember all the ones we're deferring. Eba, do you need me to repeat that for you? Yeah. 10.6, 10.11, 10.12, and 10.13. 10.6. Eba's got it. OK, do I have a second? I second. OK. All those in favor? Aye. Aye. So start with, is it 10.6? Yeah, I think this falls under Chona. No? Oh, that's right. That's right. So I guess my question was, is that why are we looking to make this agreement with CSUF all the way over in Fresno instead of the Cal State systems that we have right here near us, particularly San Jose State? Because this is our, this is a school nursing agreement, so we need to have a preceptor for one of our school nurses that has their preliminary credential, and she's getting her preliminary credentials through this program. So we are partnering with them so that she can finish her school nursing credential. This for one employee? Yes. OK, so this isn't looking to be a partnership or an MOU agreement with the whole, this is just for one person who happens to be at that institution. Had she been at San Jose State, it would be, OK. We would be looking at it differently. OK, that was my only question. Thank you, Heather. So I'll make a motion to approve 10.6. Second. A second. We have second? OK. All those in favor? Aye. Aye. So now we're at 10.10, is that correct? 11. But 10.11. So my question with 10.11, and it's even, I don't know, Joe, you want me to just deal with 10.12, because it's pretty much a similar question, and avoid having to take the time to ask the same question twice. I looked at these both, and I'm wondering when did the district last look at other competitive pricing with this, and seeking, looking at bidding this out, and when was the last time? Let's just start with that. Yeah, the both agenda items are a renewal, and the rates were negotiated. The district, I believe it was approximately five months ago that we did a presentation on procurement process for legal services, and so we provided an outline to the board of our RFP and RFQ process, and so we did provide an RFQ process for legal services. And so for the first item of Fagment Freedmen, that is specific to our SELPA and special ed services. And then the Dennis Wallover Kelly is our Facilities Council and Purchasing Council. So that was completed approximately about five months ago, we presented it to the board, and we did an outline and a presentation on legal services. We also provided an assessment of other law firms that we contract with that were specific for other areas. Well, and so, but due to the specific nature how we have different law firms representing the district in different areas of specialties, so I guess the question comes down to, I mean, are you comfortable with saying that these are competitively priced pricing? And because like particularly in the one, not the Freedmen one, but the Dennis Wallover and Kelly one, I mean, those are huge ranges. So like with that one in particular, one of my more specific questions with that one is that, I mean, where are we falling in that range? Are we as a district constantly paying on the high end? Are we at the low end? Are we sometimes in the middle? I mean, what are you finding? It's because that's quite a range. It's actually in the average. So the rates are the norm for similar districts and the law firms are pretty much by region. So Bay Area, Central Coast, Southern California. So these are the rates that similar sized districts receive. I could try to negotiate a lower amount, but this is kind of the average what we see out there. One of the other things that we do as a district and I'll be following up with our self a department is when we have specialty counsel and there's a co-founder or a partner, it's a higher rate. But if you have a non-partner member of the law firm then it's a lower rate. And so we really try to guide the specialty services that we need to match the work. And so when we do need an additional expertise, then we'll call in a more experienced someone that's guided within the law overall. Well, for instance, the range that I'm speaking of, I understand what you're saying. Sure, if you have this level of counsel, you're paying this rate. If you have a special counsel or an associate or a clerk or a paralegal, you're paying this rate. But that's not the issue. For instance, the shareholders of counsel, that range is from 265 to 360. So my question to you was, are we constantly paying at that high rate? Are we sometimes at that low rate? Or are we sometimes landing in the middle? So just because I wanted to be accurate, I looked at the information we provided on June 26. So I do have the answer for you, the exact answer. So our average hourly for FF, triple F, which is the, is 271, which is our average hourly rate that we pay. DWK, which is the other contract in which you're referring to, is 259. But that's under an old contract? So that was last year's rates, yeah. So I guess that's not still really asking my question. When we're having this range, because I don't have previous years contract in front of me. So I don't know what that range was and how much it's changed to this one. So again, my question is, are we always at the highest end, at the lowest end, somewhere landing in the middle? Because I mean, this is a significant range. I would say we're on an hourly rate. On an average is in the middle. So we're not on the high end. And it's specific, it's case by case. But the presentation that we provided, it's a lower rate than what's in this show. And part of the reason I'm asking these questions, because it's, besides being a due diligence issue, it's, we don't want to have any vendor and even law firms, which are vendors of ours, getting complacent with us, that, that PVUSD, we could just charge them this because they don't even look outside of us and they're just gonna renew their contract with us. Correct. You understand what I'm saying? And one of the, one of the items that we presented to the board previous was that, for example, in procurement, the district lacked front end documents or procurement documents. We got the templates from Dennis Wallover Kelly. So now that we have those, we no longer need as much legal counsel to implement because that was a lot to take on. So as we move forward, we just need to have those revised templates and our staff are fully capable of now moving that forward. And then you're looking at other pricing. Correct. Got that proof. Okay, so President Trustee Osmondson, I don't know if you, it's okay if I could just adjoin it to approve 10.11 and 10.12 at the same time. Yeah, that sounds good. Let's just move on. Oh, you want to separate? Do it separate? Okay, so then I'll make a motion to approve 10.11. I'll second. All those in favor? Aye. Aye. All those opposed? Aye. I'll make a motion to approve 10.12. I'll second. All those in favor? Aye. Aye. Okay, and so the last one, 10.13. It's pretty much a similar question, Joe, with KPN. You know, in the wording of the body of that, I read that it was competitive pricing. So my question to you is just how are you assured of that they have competitive pricing because this is a renewal of joining, not again something that sounds like we went out and said, you know, put us your bids of what we're going to do. So how are you assured that this is competitive pricing? So we do analysis of pricing of similar equipment. I'll have Richard chime in as well. This is a JPA, so it's a pool of similar entities, districts and public entities that purchase the same type of material or equipment or office supplies. And so that's where we get the price point or the price break as a group. And so if you want to follow up on that, Richard. I think the only thing that I would add is that we just verify that when we go in with something like this, a piggyback with KPN that it was awarded in accordance with California laws and that it was bid out the way that we would do it ourselves if we were to do it. So yeah, it's just taking advantage of saving the time of us having to process the bid and the award. So you're not necessarily sure that the pricing of the equipment, you're just talking about that process, but I'm saying the competitive pricing with the equipment that we're purchasing. So we're not purchasing any equipment, it'd just be the supplies that are going. Or the supplies. Yeah, so yeah, we're sure that the process was competitive and that it was awarded so that it's the absolute lowest that we could get for our area. And packaging it this way actually avoids using legal counsel to assist the district in developing our own RFP. So this is a great example of not using legal counsel but using an established bid from another district or another entity to piggyback on and get the price point that we would like. Okay, thank you for the collaboration on it. So with that, I'll make a motion to approve item 10.13. Thank you. All those in favor? Aye. Okay, are we done now? So I wanna go to the deferred consent items. That was it. Oh, not deferred consent items, sorry. I don't know what I was talking about. I wanna go to closed session. Motion number one, closed session item 2.2. I move to approve the certificated personnel report as presented by district administration on October 9th, 2019 with 28 and three additional action items. Oh, those in favor? Aye. Motion number two, closed session item 2.3. I move to approve the classified personnel report as presented by district administration on October 9th, 2019 with two and five additional action items. Second. All those in favor? Aye. Is that it? All right, so we voted in doors, but we're reporting out. So the board approve full expulsion for the remainder of the 1920 school year with placement at another school outside the district on a strict behavior contract for the following students, 1920, 004, 1920, 005 and 1920, 006 with a 502 vote. Okay, upcoming meetings. Our next scheduled meeting is on Wednesday, October 23rd here.


Live from Orlando, Florida, it's theCUBE. Covering Microsoft Ignite, brought to you by Cohesity. Good morning, everyone. You are watching theCUBE's live coverage of Microsoft Ignite 2019 here in Orlando, Florida. I'm your host, Rebecca Knight, co-hosting alongside of Stu Miniman. We are joined by Donovan Brown. He is the Principal Cloud Advocate Manager of Methods and Practices Organization at Microsoft, a mouthful of a title. We are thrilled to welcome you on.  I have been dubbed the man in the black shirt. Tell us what that's all about. You're absolutely famous whenever we were saying, Donovan Brown's going to be here, the man in the black shirt. So what's that about? So it was interesting. The first time I ever got to keynote an event was in New York 2015 for Scott Guthrie, the guy who only wears a red shirt. And I remember, I was literally, and this is no exaggeration, wearing this exact black shirt, right? Because I bring it with me and I can tell because the tag in the back is worn more than the other black shirts I have just like this one. And I bring this one out for big events because I was in a keynote yesterday and I knew I was going to be on your show today. And I wore it and it looked good on camera. I felt really good. I'm an ex-athlete, we're very superstitious. I'm like, I have to wear that shirt in every keynote that I do from now on. Because if you look further back, you'll see me in blue shirts and all other quarter shirts. But from that day forward, it's going to be hard pressed for you to find me on camera, on stage, without this black shirt on, or a black shirt of some type. And there's a really cool story about the black shirt that was, this is when I knew it was a thing. So I pack about six or seven black shirts in every luggage. I'm flying overseas to Germany to go do a keynote for, I think it was Azure Saturday. Flights were really messed up. They had to check my bag, which makes me very uncomfortable because they lose stuff. I'm not worried about it, it'll be okay. Check my bag, get to Europe. They have been advertising that the black shirt is coming for months and they lose my luggage. And I am now heart pounding out of my chest. We go to the airport. I'm shopping in the airport because I don't even have luggage. I cannot find a black shirt. And I am just thinking, this is devastating.  And my luggage does not show up. I show up at the event and I'm thinking, okay, maybe I'll get lucky and the actual conference shirt will be black and then we're all good. I walk in and all I see are white shirts. I'm like, this could not be worse. And then the speakers show up. They're wearing blue shirts. I'm like, this cannot be happening. So I'm depressed, I'm walking to the back and everyone starts saying, Donovan's here, Donovan's here. And I'm looking to find my polo, my blue polo I'm going to put on. Like, no, no, no, Donovan. They printed one black shirt just for me. I was like, oh my goodness, this is so awesome.  That they lost my luggage. I'm not myself without a black shirt but this team had my back. And when I unzip my shirt, the whole place just starts clapping because I'm wearing a black shirt. Oh, I love it. Exactly, so now to be seen without a black shirt is weird. Jessica Dean works for me. We were in Singapore together and it was an off day. So I just wore a normal shirt. She had to take a double take on it. Is that Donovan my manager? Because he's not wearing a black shirt. I'm like, I don't wear them all the time but if I'm on camera on stage you're going to see me in a black shirt. All right, I like it. Well, Donovan, great story. Your team, methods and practices, makes up a broad spectrum of activities and was relatively recently rebranded. So we've talked to some of your team members on theCUBE before. So tell our audience a little bit about, you know, the Bridges Microsofts building. To keep up. Perfect, no, so that's been great. Originally I built a team called the league, right? There's a really small group of just DevOps focused diehards. And we still exist. As a matter of fact, we're doing a meet and greet tonight at 430 where you can come and meet all five of the original league members. Eventually I got tasked with a much bigger team. I tell the story, I was in Norway. I went to sleep. I had four direct reports. I literally woke up and I had 20 people reporting to me. I'm like, what just happened? And the teams spanned a lot more than just DevOps. So having a branded as the DevOps guy doesn't really yield very well for people who aren't diehard DevOps people. And what we feared was, Donovan, there's people who are afraid of DevOps who now report to you. You can't be that DevOps guy anymore. You have to broaden what you do so that you can actually focus on the IT pros in the world. The modern operations people, the lift and shift with Jeremy, what Jeremiah is doing for me, right? With the lift and shift workloads. And you still have to own DevOps. So what I did is I pulled back, reduced my direct reports to four, and now I have teams underneath me. Able Wang now runs DevOps. He's going to be the new DevOps guy for me. Jeremiah runs our lift and shift. Rick Klaus, you know that the hat, he runs all my IT pro. And then Emily, who's just an amazing speaker for us, runs all of my modern operations. So we spend those four big areas, right? Modern operations, which is sort of like the upside of DevOps. IT pros, which are the low level infrastructure, diehard, Windows server admins. And then we have DevOps run by Able, which is still the majority of the league is over there. And then we have obviously the IT pros, modern ops, DevOps, and then the lift and shift with Jeremiah. I'd like to speak a little bit as to, you know, why you've got these different groups. You know, how do you share information across the teams, but you know, really meet customers where they are and help them along.  I understand. I understand. It's interesting because when you look at where our customers are today, get into the cloud is not something you do overnight. It takes lots of steps. You might start with a lift and shift, right? You might start with just adding some Azure in a hybrid scenario to your on-prem scenario. So my IT pros are looking after that group of people that they're still on-prem majority. They're trying to dip their toe into the cloud. They want to start using things like file shares or backups or something that they can have disaster recovery off site while they're still running the majority of what they're doing on-prem. So there's always an Azure pool to offer the teams that I actually run, but I need them to take care of where our customers are today and start just force them to be where we want them tomorrow and they're not ready to go there. So it's kind of interesting that my teams kind of have every one of those stages of migration from I'm on-prem, do I need to lift and shift? Do I need to do modern operations? Do I need to be doing full blown DevOps, full all up? So I think it's a nice group of people that kind of fit the spectrum of where our customers are going to be taking that journey from where they are to into the cloud. So I love it. One of the things you said was getting to the cloud doesn't happen overnight and you can say that again because there is still a lot of skepticism and reluctance and nervousness. How do you, we talk so much about this digital transformation and technology is not the hard part. It's the people that pose the biggest challenges to actually making it happen. So how do you, we're talking about meeting customers where they are in terms of the tools they need but where do you meet them are in terms of where they are just in their approach and their mindset in terms of their cloud readiness? You listen, believe it or not. You can't just go in and tell people something. You need to listen to them, find out what hurts and then start with that one thing is what I tell people. Focus on what hurts most first. Don't do a big bang change of any type. I think that's a recipe for disaster. There's too many variables that could go wrong but when I sit down with a customer and it's like, tell me where you are. Tell me what hurts. Like what are you afraid of? Is it compliances? Let me go get you in contact with someone who can tell you about all the, we have over 90 certifications on Azure. Like let me, whatever your fear is, I bet you I can get you in touch with someone that's going to help you get past that fear but I don't say just lift, shift, move it all. Like stop wasting, like no, let's focus on that one thing and what you're going to do is you're going to start to build confidence and trust with that customer and they know that I'm not there just trying to rip and replace you and get a high levels of ACR. I'm trying to succeed with you, right? Empower every person in every organization on the planet to achieve more. You do that by teaching them first, by helping them first. You can sell them last, right? You shouldn't have to sell them at all once they trust that what we're trying to do together is partner with you. I look at every customer more as a partner than a customer. Like how can I come with you and we do better things together than either one of us could have done apart? So, meet them here.  I'll most, right? Because I always put myself in their position. If I was a customer, what would I want that vendor to do for me? How would they make me feel comfortable? And that's the way that I lead, right? I don't want you going in there selling anything, right? We're here to educate them and if we're doing our job on the product side, the answer is going to be obvious that you need to be coming with us to Azure. So, Donovan, you mentioned you used to be an athlete. Yes. According to your bio, you're still a bit of an athlete. A little bit, a little bit. So, there's the professional air hockey thing which has a tie to something going on at the show. Gives a little bit of background. I've got an air hockey table in my basement. Any tips for those of us that aren't, you know? You were ranked 11th in the world. At one point, yeah. I went to the World Championships and it was interesting because at World Championships I wasn't prepared. My wife plays as well. We're like, we're just going to go. We're going to support the tournament. We had no expectations whatsoever. Next thing you know, I'm in the round playing for the top 10 in the world. And that's when it got too serious for me and I lost, right? Because I started taking it too serious. I put too much pressure on myself. But professional air hockey is like professional foosball or pool. It's grown men taking this sport way too seriously is the way I describe it. It is not what you see at Chuck E. Cheese. And what was interesting is Damien Brady who works for me, found that there is an AI operated air hockey table here on the floor and my wife was like, oh my gosh, we have to find this machine. Someone taped Donovan playing it. Six seconds later, my first shot, I scored it. And I just looked at the poor people who built it. I'm like, yeah, I'm a professional air hockey player. This thing is so not ready for a professional time. But they took down all my information and said, we'd love to consult with you. I said, I'd love to consult with you too because this could be a lot of fun. It would be also a great way for professionals to practice because you don't always have someone who's willing to play hours and hours which it takes to get at the professional level but to have an AI system that I could even teach at my attack. Forcing me to play outside of my comfort zone to try something other than a left wall under or right wall over but have to do more cuts because it knows to search for that. I can see a lot of great applications for the professionalized player with this type of AI. It just has to get a lot better. Literally, someone behind me started laughing like, that didn't take long because in six seconds I had scored on it already. I'm like, okay, let's hope it was going to be harder than this. I'm thinking back to our Dave Cahill interview with AI for everyone. And this is AI for professional air hockey players. It is, and even in one of my demos, Kendra Havens showed AI inside of your IDE. And I remember, I tell the story that I started writing software back in the 90s. I remember driving to a software store. You remember we used just to drive and you'd buy a box and the box would be really heavy because the manuals were in there.  And I bought Visual C++ 1.52 as my first compiler. And I remember going home so excited and it had like syntax highlighting and that was like this cool new thing and it had all these great break points and line numbers. And now Kendra's on stage typing this repetitive task.  You want me to do this for you. I'm like, what just happened? This is not syntax highlighting. This is literally watching what you do, identifying a repetitive task, seeing the pattern in your code and suggesting that I can finish writing this code for you. It's unbelievable. You bring up a great point, you know, back when I used to write, it was programming. Yes. I said programming was you learn the structure, you learn the logic and you write all the lines of what's going to be there. Coding, on the other hand, usually is taking something that is there, pulling in the pieces, making the modification. Sounds like we're talking about even the next generation where the intelligence is going to take over even more. It's built right inside of your IDE, which is amazing. And we were talking about artificial intelligence, not only for the air hockey, but I love the fact that in Azure, we have so many cognitive services and you just like pick these off the shelf. When I wanted to learn artificial intelligence when I was in the university, you had to learn another language called Lisp. That scared half of us away from artificial intelligence because you had to learn another language just to go do this cool thing that back then was very difficult to do and you could barely get it to play chess, let alone play air hockey. But today, cognitive services, search, decision-making, chatbots, they're so easy. Anyone, even a non-developer, can start adding the power of AI into their products thanks to the stuff that we're doing in Azure and there's just lighting up all these new possibilities for us, air hockey, drones that are able to put out fires. I've just seen amazing stuff where they're able to use AI and add it with as little as two lines of code and all of a sudden your app is so much more powerful than it was before. Yeah, Donovan, one of the things that really struck me over the last couple of years, looking at Microsoft, is it used to be you think about the Microsoft stack? When I think about developers, it's like, oh wait, are you a.NET person? Well, there you're going to be there. The keynote this morning, one of your team members was on stage Scott Hanselman and it was, choose your language, choose your tools and you're going to have all of them out there. So talk to us a little bit about that transition inside Microsoft. Sure, one of the mantras that I've been saying for a while is any language, any platform, no one believes me. So I had to start proving it. So I got on stage one year, it was interesting and this was a really rough year because I flew with three laptops. One had macOS on it, one of them had Linux on it and one of them had Windows. And what I did is I created a voting app and what I would do is I get on stage and say, okay everyone that's in this session, go to this URL and start voting. They got to pick what computer I use, they got to pick what language I programmed in and they got to pick where in Azure I deployed it to. Was it app service, was it to Docker? I'm like, I'm going to prove to you I can do any language and any platform. So I honestly did not know what demo I was going to do. 20 minutes later after showing them some slides, I would go back to the app and say, what did you pick? And I would move that computer in front of me and write there on stage, completely create a complete CI CD pipeline for the language that audience chose to whatever resources that they wanted on whatever platform that they wanted to be. Like, have I proven this to you or enough or not? And I did that demo for an entire year. Any language that you want me to program in and any platform you want me to target, I'm going to do that right now. And I don't even know what it's going to be. You're going to choose it for me. We do, I can't remember the last time I did a .NET demo on stage. I did Python this week when I was on stage with Jason Zander. I saw a lot of Python and Go and other demos this year. We love .NET, don't get us wrong. But everyone knows we can do .NET. What we're trying to prove right now is that we can do a lot of other things. It does not matter what language you program in. It does not matter where you want to deploy. Microsoft is here to help you. It's a company created by developers and we're still obsessed with developers, not just .NET developers, all developers. Even the citizen developer, right? Which is a developer who doesn't have to see the code anymore, but wants to be able to add that value to what they're doing in their organization.  It's a powerful mission and a powerful message that you are really empowering everyone here. Excellent. And how many developers only program in one language now? Right? I mean, I saw, I remember I used to be a C++ programmer and I thought that was it. I knew the best language. I knew the fastest language. And then all of a sudden I knew C-Sharp and I knew Java and I knew JavaScript. And I write a lot of PowerShell right now and I write a lot of nodes. It's like, wow, no one knows one language but I never leave Visual Studio Code. I deploy all my workloads into Azure. I didn't have to change my infrastructure or my tools to switch languages. I just switched languages that fit whatever the problem was that I was trying to solve. So I live the mantra that we tell our customers. I don't just do .NET development, although I love .NET and this is my go-to language if I'm starting from scratch. But sometimes I'm going to go help in an open source project that's written in some other language and I want to be able to help them. With Visual Studio Online, we made that extremely easy. I don't even have to set up my development machine anymore. I can literally click a link in a GitHub repository and the environment I need will be provisioned for me. I'll use it, check in my commits and then throw it away when I'm done. It's the world of being a developer now and I always giggle because I'm thinking I had to drive to a store and buy my first compiler and now I can have an entire environment in minutes that is ready to rock and roll. It's just, I wish I would have learned how to program now and not when I was on bulletin boards asking for help and waiting three days for someone to respond. I didn't have Stack Overflow or Search Engine and things like that. It's just an amazing time to be a developer. Yes, indeed, indeed it is. Donovan Brown, the man of the black shirt. Thank you so much for coming on theCUBE. It was really fun. Thank you, take care. I'm Rebecca Knight, first two minimums. Stay tuned for more of theCUBE's live coverage of Microsoft Ignite.