January-13-2020-Regular-Board-Meeting-Segment-5
[00:00:00] Calendar, please.
So, um, as you know, this, uh, we are entering the budget season right now. Uh, with the budget association. We have four most important date that we need to pay attention. The first one is a public information. Uh. This year, we proposed to have public information on April 1st where we, uh, not defied a publish in now community member and invite them to come and share that thinking idea what cross and then, uh, knocked a Ludwig and I will host it public information.
The second most important days will be may for DASSI the superintendent. But Jack Massett may four is a regular board meeting. Uh, dr Lockwood will deliver, but chat messages, a budget committee will come [00:01:00] and we receive the budget book. At that time. And then they will, uh, what home, go home with that book along with board members.
You will go home with the Popo, but check both for fiscal year 2021 and then you have two week to review the budget book and ask question. And then we will meet on may 18, so board member and budget committee member to gather to approve the budget. If that day, um, we have more question and we feel like we really need to have another day to reveal the budget in order in order to approve it, then we will have the meeting on May 20th then we move into to an a for budget hearing and adoption.
So this ADA Time-Life for the [00:02:00] buck chat calendar process for this year. So, um, I'm hoping a book can approve. We'll approve it so we can move on.
I plan to vote in support of passing the calendar. I just, uh, had had a suggestion for maybe doing this in the future. It'd be helpful if we include in the calendar the date by which you needed questions to be submitted. So, for example, if we receive the budget on May 4th and we have a meeting on May 18th, just to know when questions are due for that meeting and then again on June 8th, when you need to have questions by for that meeting.
Yes. Yes. I think that when we will email out when you, when we give you, um, the budget book on may four, then we will follow up with an email. They say, because it's the officer document, because I have another D very detail hanging. Uh, yes, but very good question. Thanks. So [00:03:00] I'll move that we adopt the proposed budget calendar for the fiscal year.
20 2020 and 21
Just want to clarify, just a point of clarification. Did you just make that motion or did you not you, it was just a question. Oh, in make. Okay. All, I just want to make sure. Okay. Sorry. Thank you. Okay. Thank you. So it is been moved and second end on this side of the table. Okay. Um, discussion. All right.
Please call Provo Galen. Hi. Hi. Hasty. Tom said, hi, Megan. Mala toy. Yes, ginger. Fetch Chelsea King. I think there's so much. Thank you. All right. We will now move onto our healthy and safe schools report. Um, that also includes, um, integrated pest management. Thank you. I'm [00:04:00] Dr. Downs as a. Friendly little backup.
Uh, in 2017, state of Oregon did pass new legislation, which required every school district develop a healthy and safe schools plan, and it's known as the Hass plan. And under the beautiful leadership of Tim Woodley, who is in the audience tonight. Um, we did so and, uh, not only just did it, but did it with a great detail and commitment.
In fact, we were almost a little head of the state and their template and what they were looking for. And so they worked directly with us actually along the way. And Pat McGough. It was our lead. And, uh, since then, I just want to publicly compliment Tim and Pat for their dedication and their work on this.
Um, it is, uh. Very, they were very detailed and they're very committed. And, and the state has actually sent our district major compliments for Tim and Pat's work. And I've sent several [00:05:00] districts to us to say, you may want to talk to them about how they put this together. Um, that's just a little bit of a background in the hasp plan itself, that it really addresses the testing and management of lead in water led paint a as radon.
Integrated pest management, which we have reported on and have had for several years. But now under the Hass plan, it is, it is now under that plan itself. So, um. Tonight. Oh, and there's also carbon monoxide detectors in there as well. But tonight is the first of what you will be receiving as a board, as an annual report.
In June, Tim Woodley presented the Hass plan and you actually adopted that plan. So tonight you're just kind of receiving information and. They invented from here on out. You'll get a yearly report in January. That is the hasp plan report, which does include integrated pest management in the report itself.
I just wanted you to know what you are looking at tonight. So tonight is not the Hass plan  we have access to that on our website. And again, you, you, uh, voted to approve that in, in June. [00:06:00] Um, but we haven't been working with the state, and so there are two minor revisions that the state has asked us to do, which is why we wanted to bring it to you tonight.
Uh, one since June, the state has asked us to remove through rivers charter school from our original plan. They actually would like them to be on their own plan. Which is great. So, so that is, um, happening and occurring right now. They have their own, and then to the D, the state actually asked all districts to space out testing, um, schedules.
So they don't actually overwhelm the state. So if all the districts decided they wanted to do their testing in a certain time. A timeframe, it would actually overload the system. So they've actually asked all districts to do that. So we've actually adjusted our original plan to make some, some modifications to meet the state's ask.
Um, so the report in front of you is this annual statement, um, and in specific reference, and I know that there's been some questions around integrated pest management. I think what, uh. Last year after significant discussion and analysis, I know we [00:07:00] landed to stay kind of within the proper guidance of the state in reference to applications, but we did, however, make significant changes to our protocols related to applications itself.
So I'd like to just highlight and report on a couple of those things, and hopefully that may help answer a couple of questions. Um, we have considerably. Considerably reduced the number of applications, and I actually want to say significantly reduced the number of applications. For an example, we had 19 applications in the year 2018 and last year we, in 2019 we had nine applications.
Um, obviously each application is, is, um. Documented, and we have always presented that. And you actually have in your board reports tonight, 2000 nineteens documents. A couple of things to consider. We, from our discussion, we had talked about. Couple of different options to try out and to pilot. One of them was a steam based [00:08:00] weedkiller and which we, we tried out and it didn't necessarily yield the particular results we wanted.
Um, and then the second was offense guard. And along our fence lines, we actually have the most need for weed control. Um, and so we, uh, the other pilot was this fence guard and we've used a fabric, it's a fabric base called fabric guard. Or fence guard, excuse me. And we've installed it and try it. And we've had great success with it.
Um, so much so that we actually didn't need to apply where we put the fence guard. And so our plan is moving forward. We look, we look at expanding that and, you know, we kind of, you know, it comes at a cost, but it's something that we feel like would be successful and we're excited to anticipate expanding that.
Um, beyond just our, our pilot. So we're looking forward and looking ahead to that next year. Also, I just want to let you know, um, that we have been blessed to have a significant help from some PTs and PTRS [00:09:00] who have, um, committed to also help with, um, polling of some weeds and taking care of some areas that in the past maybe we would have felt the need to apply, but actually with their, with their support and their volunteers.
Um, we actually didn't need to apply in 20,009 in 2019 and so. Mmm. I just want to L a that was kind of the, a little update of what you're getting from the Hass plan itself, as well as the integrated pest management in, in, in it. So, and I can take any questions or any comments. Question on, um, the radon testing.
And again, this could be because I'm new and don't understand, but I was just curious why. The number of tests are so high in a few schools and then non-existent in other schools. So like I look at, huh? A tape. Yeah, [00:10:00] we rotate the schools. I'm looking at professor Woodley though to see if there's any other information that I'm missing on that I believe it's
okay. The school in different years, so they're offset by all of them. Good.
But not all. Thank you for that. Okay. Yeah. And does the number of tests, does that coincide with your concern at that school? Cause I noticed some, you know, Wilsonville high school, you did 152 tests and then at Bolton primary was 36 we do all the
Thank you Chelsea. Thank you for [00:11:00] the report. And I think I just have, um, and I don't know if you have this, these numbers. I did not send this question in advance. Um, about labor hours with the, um, integrated pest management. Um, I love that we're reducing the use and you doing the fence guard and, um. I just know the reality is that then, you know, the weeds on just go away because we decided to stop using product.
They're still gonna come. And, um, I recall receiving an email at the beginning of the academic year about Wilsonville high school, and you know, and I shared the concern. And so I'm wondering, you know, were scraped, we're reducing use and, and what, you know, have we increased labor? Is there increased labor costs or labor hours or what?
What's changed. Well, a couple of things too. We've asked our community to have a higher tolerance towards more weeds. Um, you know, and that came up this summer when folks said, I'm, I'm [00:12:00] seeing more weeds. It's not looking as aesthetically manicured as maybe my neighbor's lawn or my own in a neighborhood, um, where there's landscape serves.
And we knew that would happen. And that was some of your responses as a board back to community members who came and spoke. And said, we'd like you to reduce and we're okay that there's more weeds. And so we, we lived in to that. There is increased labor. We mentioned that last year and also to the board that, um, whether it's manually pulling ourselves or volunteers doing that, um.
But that's a cost that that will absorb in time. I think long view with the fence guards, that was a big time consuming piece and it's hard to get in between those areas that that will release will significantly bring down some labor. Um, it's not in the Hass plan to report on labor hours is it? But if that's something in the future, if the board would like to know labor hours, we can [00:13:00] get those and provide it.
But. There's some up and down right now as we work with these new non application strategies. It might be that we can better compare. You know, once we've scaled and it's all in place to now look and see where are we with labor. And I'm curious about just longterm strategy with it. If we're going to continue to be responsive to this ask from our community to reduce our use of these products.
What landscaping moves would we make at new schools or other landscaping adjustments that can be made at even current schools? And certainly there's a cost involved with that, but there's a science behind it. Um, we could pursue a great, thank you, Paul, to, um, OSU, which is taken on being the hub for, um, the approval team around products does meet occasionally to look and see, [00:14:00] um, about approval of certain products.
And I think they're, they're getting enough feedback certainly from our district too. We had patrons who communicated them with them quite frequently last year. Um, but it's happening in other places too. Community colleges are taking a look at it as well as some other school districts. So that group might update their product list, um, and expand it in a way that we would have some other options.
You committed as a board to just stick with their list instead of diverting and selecting your own. But that list does get examined periodically. So we could, we could see a change there in the near future.
I had a few questions. Um, I know we've tried different things. Has anything besides the fabric guard been successful in taking care of weed problems. Um, not to, to my knowledge on that. V you know, in terms of maybe [00:15:00] that versus the other. We talked about the steam based, um, the, a lot of it has been, you know, I'm going to say mechanical, but it's been manual.
You know, they're manual. Polling of weeds and a little bit of learning about when to get the weeds is really important as as we have learned and know. Um, so I would say no, to answer your question, other than what, what our pilot has been and what product were we using to take care of weeds at fence lines.
Uh, what are we using less of. Because of that, on the application itself, which it's Roundup and it's on the back, it's, you actually have the nine applications that we made in 2019 and it includes the concentration, the cost, and it tells you how much we used on those. Areas. And that spreadsheet only includes March and may.
Is that because we only applied pesticides in March and may, it's actually the ideal time for it. And then we're, we're always thoughtful, [00:16:00] um, that we, you know, um, that was, that was it. That was the only time that we, uh, did it. And we, um. Well, again, we were very cognizant of reducing and trying and took the number down and then we'd kept it very tight to March and may.
Right. And that was strategic with, with the weather as well. And I wanted to ask about some specific products. For example, we'd use speed zone in the past, and that was to take care of the  problems on turfs because the, uh, I'm sorry, clovers would grow on turf and then it would attract bees. And so we use speed zone.
I see that we've completely eliminated speed zone. Or were you using something else for turfs or if we've just been lucky, lucky and there've been no clove outbreaks. That is a good question. And I don't know. I don't, I don't have the answer. We can get back. We can get the answer for you. Thank you. And then, um, we've also stopped using, uh, cast.
Ron, I'm not sure. I'm thinking that our end snapshot, I'm guessing that these were. Preventative pesticides and we've stopped using [00:17:00] preventative pesticides. Is that assumption correct? Or if we stopped using those for other reasons? You know, my understanding is just that we, um, I don't, I can't speak to that either and, and it's something I could look up for us and get information.
I'm somewhat confused about the use of Roundup that, um. From 2017 and 2018 that 12 month period, we used 5.6 gallons round up, and according to this chart, twin 2019 we used 5.6 gallons of Roundup, the exact amount, and I'm just does it, can you explain why, if, if we're using less at the fence lines, why we're still using 5.6 gallons or.
So in my analysis of looking at this data the last couple of years, it has actually been more about some school. Um, it's about lineal feet, like how, you know, the acreage of where, where the applications are necessary. So not necessarily in that, that's when the application amount comes into play. Um, that's my knowledge of it.
We also don't have the fence [00:18:00] guard everywhere we applied it at, I'm gonna look over for Tim. You can just nod from the audience. Athe Creek. That's, and that's it. So we are testing it. So we, that's where we saw the benefit. Now we can scale it. So we weren't using fence guard all across the district. We just tried it at 80 Creek.
And then there are some schools where we're using a lot more pesticides. So for example, from 2017 and 2018 we used eight ounces of Roundup at Stafford, and then 2018 we'll use 66 ounces. Cedar Oak and went from 12 ounces to 66 ounces. Do we know what's happening at these schools? It's requiring so much more Roundup.
No, other than the use of Roundup is determined very co. It's a calculated determination on need at that point. And so, uh, even though when I wasn't there at that time to, to know a deeper knowledge of it, but that's typically Dylan or director hides. That's, that's what it's important to. When, when they are applying it, there's a needs [00:19:00] determination, a very specific needs determination that is used.
Okay. And now that we know that the. That regard is working. What's the timeline to scale that. Well, it's a, it's a great question. I think as I mentioned, there's a cost associated with it. First of all, we were looking for a little bit of time to see what is the effectiveness. And we were very excited about that.
Um, I think now we as a team are going back and as operations department to UN to give an analysis of that and a recommendation because it does come with a cost. Um, I think there's some excitement around that. And so I think, um, we would then try to, you know, look at some high leverage areas, like what are some, uh, that, that at athe Creek was a very important.
A spot that we actually wanted to try it because it's actually been a very active force. So I think that's what we would then go do. Try to help see how we can scale that out. Okay. And then last question is, I see we have one new pesticide or products called the quick pro. Not using much. Definitely. So it sounds is it splits it quick.
Pro is used by a contractor, which we've had in the past. That is in the process of maybe putting [00:20:00] in new landscape quick pros. Actually it's, it's Roundup, but it's under a different name. I did look into that. All right. Those are all my questions. Thanks. I'll get back to you on the, on the two, Lou, we didn't know.
Yeah.
All right. Then we'll close out this topic and move on to the next two, which are resolutions that has to do with, um, contracting with both a construction management firm as well as, um, Arkansas tech engineer. Mr. Douglas, welcome. Yeah. I can't tell if it's on from here, but closer. Bring it closer to me.
There we go. Good evening. Um, yeah. With the successful passage on to November, um, we've begun to put together the team that will help us manage through this. Uh, the two largest in terms of dollars are the construction management [00:21:00] and the architecture, um, which is why they've reached a point where we, um, bring these results to the board.
Um, so first off, for the, um, construction management firm, we publicly noticed, um, the process in mid November, and we receive four proposals by the deadline. In early December, we put together a team of five district administrators and managers, um, who all scored those independently. Brought those scores back to a meeting where we correlated those, um, and, uh, displayed those resulting numbers.
Um, and then we discussed as a group, you know, what are those findings? What do they mean? What did you see in this proposal versus what did I see in this proposal? Um, and came together in agreement and in what those results were telling us. Um, in the case of the construction management. Um, the scoring was such, as you can see in your [00:22:00] packet that, um, we looked at it and as a group decided really there, there's nothing in here that tells us that an interview is going to change who that top firm was.
Um, in this case, it is, is a, a piece of work that, um, having a single firm is important. Um, you don't want competition in, in that office environment. You know, we need a United front. Um, we do work both with some district staff, including myself. Um, as well as with consultant project management. That's how the district's done it for many years.
Um, and how we're looking to do at this time. Um, and so yeah, we came out with, with, uh, a clear leading from in that scoring of CVRE hearing. Um. And so we're here presenting tonight to recommend, um, approval of them as the firm. We did, um, have a contract, uh, put together a negotiated and, and both district [00:23:00] and, uh, teary legal council have reviewed that.
Um, and you can see in the, in the memo here, it's got a maximum value of $400,000. Um. And that includes not only senior project manager on site for the first year, um, but a number of others to help us with the program launch of building all those, um, Gantt charts, schedules and cost, loading those, um, and, and gearing up and developing the rest of the team.
Um, so staff recommends the board approved resolution. 2019 dash eight for the selection of CBR Erie for construction management services as related to the 2019 capital bond program and authorize the superintendent to execute a contract for those services. I don't if there are any questions on this one.
Well, I move that we pass resolution [00:24:00] number 2019 dash eight
second. It's been moved and seconded. Um, questions or discussion. Can you talk about who was on the selection committee and how large that committee was? Uh, we, we do have that list. I think typically we don't announce that in a public meeting. We tend to refer to the committee as a committee.
There's a team of five. Including district administrators and managers. So district staff, is that, is that not a list of individuals that we publish or announce? I, I mean, I can look into that. It hasn't been our practice to do that. Um, and maybe there's a really good reason [00:25:00] not to. I just. Yeah, I can. I can inquire with our legal counsel about that.
Okay. Okay. Play, isn't it part of our board book and it's public record at this point in time. It's on page
one 26
sometimes our board book isn't, there's portions of it that are not released to the public and I. Is page one 26 been released to the public. Oh yeah, there it is. Okay.
I'm going to have to get back to you on that now. It looks like that's one less to do. Okay. There are six people on that list. Did you say it was a unanimous selection? That is correct. And how many choices were there bored. And can you just very briefly talk about the process you went through to, um, invite people to make bids on this job?
Uh, we publicly [00:26:00] noticed in the daily journal of commerce, um, this is a prescribed process in  that one 10. Um, it's a, it's a world that we in our office live in all the time, two 79 a, B, and C. um, and so we're required to put together, um, a statement that goes out in a public notice, um, that specifies the process that we're using in this case.
Again. Dot. One 10. Um, and the proposing firms were, um, provided an email address, um, with where to send those proposals. Hey, thank you.
Thank you. Oh, that's loud. Oh, um, question about, uh, something I'm reading here that I don't understand. What is this? Um, uh, one 23. What is this? Um, [00:27:00] following selection notification, the district prepared and negotiated an agreement with a duration of one year and a maximum value of 400,000. I don't understand that and how it relates to the overall, um, resolution to hire this firm for the, I think it was 260.
Essentially the board is approving the process and the selection. Um, and to the extent that there is an initial contract in this case, um, with a dollar value, we're presenting that, um, you'll see that that will work a little differently with the architecture firm and a little bit here. Um, but this is, uh, the contract for launching the bond.
Um, and so there's, uh, like I mentioned, a senior project manager who will be on site for the year as well as multiple, um, director level folks at CVRE Tahirih that will be assisting them in us, um, with [00:28:00] putting together those schedules and budgets and all that. Um, and then at a time where, uh, the work that we do with them, including scheduling and budgeting dictates how many project managers we will need.
Um, there would be contract amendments at that time. Um, but the board or that the district is able to put out a advertisement like this, uh, for services for the full bond program, which is what we've done. Um, and so the board in action tonight, um, would have the option to approve them as the firm that we're using for those services.
Um, and then we will negotiate contracts as appropriate.
So more contracts will come. This is the start of many to come that you're going to be approving over the next years. The district has, um, brought this initial selection to the board. [00:29:00] Um, and the board has approved both the selection as being good, inappropriate, as well as the initial contract. Um, and then staff is typically managed, um, subsequent amendments.
So the expectation is that this, this firm would manage the entire $206 million bond. They would be more or less construct construction management firm that assists us in the 400,000. That number that I read is what we anticipate their cost for their, just for the start, just for the, just for that first year.
A number that might be helpful for, for a sense of scale here. I'll flip to my other note sheet here. Um, so typically on a program like this, um, you would see management of a bond program being between five and 7% of the total program. Um, I went back in and having been deeply involved in all of our finances for the prior bond, went and looked at what those [00:30:00] costs were under our last bond, we were a hair over 4%.
Um, you know, so it's, it's well below. Um, what would be seen as typical. Um, and, and so, you know, we would use are the same sorts of practices to, to steward that those funds appropriately.
It's come up for a vote. Please.
Dylan hides. Hi, Misty Thompson. I reg and Nala tour. Yes. Ginger. Fetch. Hi, Chelsea Kane. Aye.
all right, the next one. Alright, so there'll be a, this, this'll be a very similar story. Um, we did prepare both of these RFPs. I'm looking forward to a positive bond election. Um, so [00:31:00] again, for architecture services, we were able to publicly notice, um, for this RFP process in mid November. Um, we've deliberately scheduled the receipt of proposals for a week after the construction management.
Um, cause there's quite enough proposals to read in one week. Um, so in this case for architecture, we received 12 proposals. Um, and that includes 15 pages of direct proposal content and additional, um, 10 of appendix. So it was, uh, a large amount of reading for the group there in this case. Um, knowing that the architecture firm will be interacting with a lot of district folks, um, and you know, has really that a major impact on the direction for these facilities.
We actually had nine, uh, different. Uh, people on that selection committee for this process. Um, and again, all committee members were provided the proposals [00:32:00] and a matrix for scoring each member, uh, red and rated the firms independently. And then we came together for a meeting and submitted all the scores.
And if you, you do the math of 10 criteria times nine people times 12 firms, we've got. There was about 20 minutes of waiting for a 10 key inputs to get all those data in there. Um, but in the end result, we came up with a number of firms who met the, uh, criteria, the threshold that we were looking for. We decided to take the top four firms, um, and, uh, go ahead and interview those firms and consider that information as part of scoring.
Um, and so those interviews were held shortly thereafter. Uh, the committee members were provided an opportunity to revise scoring based on what they might have learned in those interviews. Um, and then in the end, uh, two firms met the 90 point threshold out of a [00:33:00] hundred. Um, and, uh, those two are being recommended tonight.
Um, those are Bora architects and IBI group architects.
Um, and again, I. I've forgotten the last process, but in each of these cases, of course, you'll see that I'm sunlight. His name is on all of the memos. She's, of course, as CFO, kept appraised of the process that moved along, um, and as well as after each committee process, um, Dr. Downs and I, um, brought those findings and conclusions and brought them to, um, dr Ludwig as well as, um, some sunlight.
Um. So as a result of that process, staff recommends approval of resolution 2018 dash seven for the inclusion of aura architects and IBI group architects on the list of available architecture firms for projects related to the 2019 capital bond program and [00:34:00] authorize the superintendent to execute the master agreements.
I move that the board approved resolution number 2019 dash seven. Or a second though. It's been moved. And second, Ted, and we'll open it for discussion. And I did just have one wondering, and it was around how you anticipate, um, essentially dividing the services that each of these two entities would render to ensure that you're not duplicating services or what the plan might be for utilizing two different firms.
Sure. Um, as many of you probably know, we've historically used a single firm at a time, um, that both has to do with, um, the, the breadth and depth of a program and the complexities there as well as efficiency and in staff time. Um, every additional firm that you would add, there's some extra meetings, um, and, and management time and doing that.
[00:35:00] Um, we felt with a program of this size. That it was reasonable with the machinery you're already going to have in place to manage a bond of this size, that managing a second firm or an additional firm would, um, would be something that we could handle. Um, the RS, uh, does not restrict us and how we would select which firms perform which work.
Um, again, we're, we're looking forward to now having, uh, agreements with folks and working on master schedules. And. And figuring out, you know, what work, how much work could each firm do. And, and really, I think almost even a better question, which firm is best suited? You know, w who is providing the best performance.
That's really what these competitive process are about. Um, who can best serve a school district. Um, and so we don't, we don't have those decisions tonight. Um, but. You know, nine people spent the time reading all of those 12 proposals coming [00:36:00] to the conclusion of four. And then two. And I'll say having done many, many of these processes is it was the most robust in depth.
Um, and, and kind of from every angle, uh, set of meetings, um, for one of these processes that I've seen. Um, it was great to have a very diverse group coming from, um, different parts of the district. Um, to really focus on, on the parts that were important to the work that they do. Um, so I, I have high confidence in the result here.
You know, we had to really think about this idea of having two firms because we have historically only had one, and they're incredibly talented. There's depth within that firm. See the product of the, the outcome are beautiful schools that, um, really think about space for children and integrate voice and, and all those priorities that we bring [00:37:00] together.
And, and they do a lot of work with staff and students around designing that space. Um, there was an opportunity here to try another firm and to see about just some uniqueness with Bora around some projects that they've done that intrigued us. Um, the consideration, you know, for me was how much do you ask of a project manager in terms of, you're already going to have probably dozens of meetings as we get into this with contractors and project managers and all these folks, and now you're adding two architect firms instead of one, which just doubles the meetings that you're in, the groups that you're working with, and getting to know a new firm.
And there really was this conversation with, with Ramo around, um, is, is this doable? And I want to be mindful that you're stepping into some new shoes and, um, I want to support you. Um, [00:38:00] and there's this unique opportunity. And so we had a conversation and, um, Mr. Douglas is, um, excited about the prospect to try a different firm.
Um, that could be unique to one or two of our projects and we'll just take it as it goes. We've, we've got some big projects and then some smaller ones, and that will be a consideration too as we go into it. So I want to appreciate and give. Credit that we have a senior project manager who's willing to take on extra work, but in the spirit of could we learn something new from a new firm that's done some pretty unique work around some design of some spaces.
And is that a good and healthy thing? Not about competition, but when two firms almost. Begin to see the best in each other and would we be the recipients of something pretty incredible because of that. Um, but I think we need to be mindful too, of what we're asking of our senior project manager to take on [00:39:00] two firms instead of one to work with.
And just being mindful that, you know, it, it will be extra work for him. Um, but, um, I appreciate the willingness to give this a go so.
All right. Call for vote please. Dylan Heights. Hi, Kristi Thompson. I reg and Mala tour. Yes. Ginger, Fitch. Chelsea Kane. Hi. All right. Thank you Ramo as well for getting this started for us.
All right, so as we close up, I'll just remind the board that on January 27th beginning at 5:00 PM is our work session with our community partners focused on equity. So we will see you later this month. [00:40:00]