BOARD OF DIRECTORS MEETING AGENDA Collaborative for Educational Services

WEDNESDAY, August 12, 2020 6:30-8:30 PM

https://collaborative.zoom.us/j/92644401755 

Meeting ID: 926 4440 1755

AGENDA ITEM TIME 1. Call to Order and Introduce New Members 6:30 2. Public Comment 6:35 3. Approve the Minutes of the 6/24/2020 Board Meeting (p.3-12) and of the

8/4/2020 Finance Committee Meeting (p.13-17) (votes required) 6:45

4. CES Fiscal Year 2021 Budget as Amended (p.18-27) - Status; context; considerations - Presentation and discussion of amended budget - Discussion of circumstances that impact the current deficit - Presentation and discussion of scenarios for reducing the budget deficit

Motions: a. To accept the budget as amended and to add in $300,000 of the fund

balance that the Board approved for FY20 to reduce the FY21 deficit to $825,065 (Vote required) Note: Per Collaborative Agreement Section VII. Finance.C.12: Once approved, the Treasurer shall certify and transmit the budget and related tuition rates, membership dues and fees for services for the upcoming fiscal year to each member district.

b. If the Payroll Protection Plan (PPP) loan in FY20 is forgiven, resulting in

an increase in the fund balance, to use a portion of that fund balance to apply to the FY21 deficit, contingent on a final recommendation and Board approval at the November meeting. (This would reduce the projected deficit to $0) (Vote Required)

c. If the PPP loan in FY20 is not forgiven, hence not resulting in an increase in the fund balance, to authorize the CES Executive Director, in consultation with the Director of Finance and Operations, Cabinet members and other leaders, to reduce expenses and increase revenues sufficient to offset a deficit (Vote Required)

6:50

5. Adjustments to Tuitions for the HEC Academy and Mount Tom Academy

a. No adjustment to SY tuition; adjustment to daily rate for the Academies due to required changes in schedules (10 days of training) (Information; No Vote Required)

b. Personal Protection Equipment – districts receive $225 per student through CARES act; collaboratives receive no additional state aid but are advised that the funding should follow the student

Requested vote -- To add a one-time fee for sending districts of $225 for each student enrolled at the Academies

7:20

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Motion: To approve the addition of a one-time fee for sending districts of $225 for each student enrolled at the academies, covered by the CARES Act, therefore not impacting the districts original budget negatively. (vote required)

6. Review HEC Academy Reopening Plan (p.28-35) Motion: To approve the Fall Reopening Plan as presented, with the understanding that the situation is fluid and changes to the plan are likely (vote required)

7:35

7. Review Mt Tom Academy Reopening plan (p. 36-44) Motion: To approve the Fall Reopening Plan as presented, with the understanding that the situation is fluid and changes to the plan are likely (vote required)

7:55

8. Review and approve changed Academy calendars (p. 45-47) (vote required) 8:05 9. Review and approve new policy for student handbook regarding wearing

facemasks (p.48) (vote required) 8:10

10. Executive Director Search-Change in timeline (vote required) 8:20 11. New Hires and Separations for 6/16/20 - 8/5/20 (p.49-50) (vote required) 8:25 12. Adjournment (vote required) 8:30

This notice was posted on Aug 10, 2020 at 5:00PM Location: https://www.collaborative.org/events-and-courses/upcoming-meetings/ces-board-directors-meetings-2019-2020

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Collaborative for Educational Services

Board of Directors Meeting Minutes (DRAFT)

June 24, 2020

Virtual Zoom Meeting

Present from the Board: Dan Hayes, Carole Bergeron, Don Sluter, Jennifer Eichorn, Jennifer Mallette,

Barbara Doyle, John Cotton, Jonathan Schmidt, Laura Fallon, Sarah Hall, Maureen Nichols, Michael

Knapp, Lyn Roberts, Steve Sullivan, Suzanne Crawford, David Young, Keith McFarland, Kyle Belanger

Present from CES: William Diehl, Barbara Siegel, Sarah Molloy, Kelly Hernandez, Karen Reuter, Cheryl

Rogers, Angela Burke, Isolda Ortega-Bustamante

Call to Order and Introduction of New Board Members

The Board Chair, Dan Hayes, called the meeting to order at 6:30 PM.

Dan informed the Board that we will do each vote by roll call. Sarah will call out names asking for votes. Quorum established.

Public Comment

No comments were provided.

Recognition of Service: CES: Leslie Lemoine, Liz Etheridge, Corky Klimczak; Retiring Superintendents of member districts

Bill provided recognition and gratitude to three CES employees, Leslie Lemoine, Liz Etheridge, and Corky Klimczak. These individuals have recently departed after providing an extended length of service at CES. Their dedication is greatly appreciated and will be missed.

Bill also shared that three superintendents of member districts are retiring - John Robert of Hatfield School District, Tari Thomas of Orange/RC Mahar School DIstrict, and Michael Sullivan of Gill-Montague School District. In addition, Sheryl Stanton is leaving the Granby School District, and is assuming the superintendent position for Mohawk Trail. It was noted that they brought a lot of knowledge and wisdom to their positions. Bill advised he is looking forward to welcoming four new superintendents.

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Approve Minutes of May 27, 2020 Board Meeting and June 16, 2020 Finance Committee Meeting (votes required)

A copy of the minutes from the March 25th, 2020 Board of Directors meeting were included in the Board packet.

Mike Knapp moved that the Board approve the minutes from the May 27, 2020 Board of Directors meeting. Jonathan Schmidt seconded the motion. John Cotton abstained. None opposed and the motion passed.

A copy of the minutes from the June 16th, 2020 Finance Committee meeting were included in the Board packet.

Mike Knapp moved that the Board approve the minutes from the May 19th, 2020 Finance Committee meeting. Jennifer Mallette seconded the motion.Carole Bergeron and Steve Sullivan abstained. None opposed and the motion passed.

CES Presentation - Program plans for upcoming year and reopening

Bill stated that he would like to take the opportunity to provide the board with the programs’ plans for the upcoming year and he asked the program directors to attend.

Karen Reuter started by greeting all that were in attendance. She advised there is not full clarity of what the fall will look like for Mt Tom and HEC Academy. There will be some expectations in place including safety protocols. On 6/5, guidance was released from the state and CES’s Operations team is working to obtain the safety supplies needed to open the academies. Human Resources is working to create guidelines for CES with the recommendations from DESE and the CDC. There are Department of Public Health trainings that are necessary and in place for staff to be trained prior to returning to the facilities. It is important for CES to make sure we are delivering appropriate trainings. Karen provided the nurse at HEC is awesome and will be a key member of the team responsible for preparing the guidelines for the students to return in the fall. Some of the items they are considering are touchless hand sanitizers and extra sinks for hand washing stations. The challenge is that HEC has small classrooms which will create physical restrictions in preparing the classrooms with proper social distancing and the Commissioner’s guidance. The team is trying to be agile, flexible, and going with the flow as this a fluid situation. She also noted HEC is concerned about transportation and the safety plans; they will need to monitor this area.

Mt. Tom is unique due to its partnership with Holyoke Community College (HCC) which plans in the fall to be 98% remote and bring in only those who have labs. The cafeteria and library will be closed. The MT administrators will need to consider other options available for them to hold classes. However, HCC has expressed their commitment to the program and wants to continue to partner with CES. The Picknelly Transportation Center may be an alternate location and is being considered. Before going this route, the administrators are seeking what HCC will require to be able to go back onto their campus, if it is at all possible. However, this option will be a

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ghost town and may not be the best option. Karen expressed that we hope to have more details soon.

Early Childhood is planning to maintain their grants through mental health and family engagement. The funders have advised there is no change to their funding and they will use the standards provided by the state. They are considering hosting playgroups outdoors. Their mental health work has continued, directly with families, and it is providing consistent service. They are making plans for fall programming, while ensuring that children and families will be safe.

Kathy Levesque reported they are offering collaborative special pricing to Lexia, an online provider for translation and interpretation needs. Given the growing needs for family engagement and for messaging about many changes, CES will be offering similar special pricing for Lexia to districts. Her team will be providing districts and schools support with communication and technology expertise. They are also exploring how to assist with additional district needs surrounding remote learning, access to AP courses online, etc. Currently they are exploring additional vender partnerships that we can provide at discounted rates. Requests for shared remote learning platforms are also being addressed. Many districts are set but more research is needed as to what has and needs to be adapted. The idea is to wait for more details about the guidelines for the coming school year before working on a platform.

Angela provided details on professional development. DLAC (digital learning committee) is working with departments to give guidance and provide support through the different phases along with spearheading internet access. CES is also looking for more opportunities to work with districts. The SJE initiative, remote learning planning, early childhood social emotional learning, and other initiatives are continuing to do consultations and virtual workshops.

This spring, CES chose to forgo the annual assessment survey due to COVID and chose to do an in-field survey to establish what the professional development needs were according to the educators. There were great responses with significant needs for fall scheduling. There were 157 responses around social justice equity, trauma, and support for mental health needs. Teachers are seeking better tools and practices around virtual teaching, as well. 93% polled expect to do PD virtually in the evenings and during after school hours. Special education educators are concerned with how to structure classrooms and best ways to teach.

Bill provided information regarding the DYS and SEIS contracts. They are also having challenges around reopening and need to be more nimble than usual. Bill also discussed the regular (virtual) meetings of superintendents, CES’s Professonal Learning Communities, and other cost effective ways to support districts. He requested if the Board members hear about things their districts might be interested in, to please reach out to CES.

Dan thanked Karen, Kathy, Angela, and Bill for providing their plans and acknowledged it is a lot of work with the constant changes.

Approval of the 5/31/2020 financials

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The following documents were included in the Board packet:

- Changes in Fund Balance FY20 for the Period 7/1/2019 through 5/31/20 - Adjusted Statement of Activities General Fund through 6/30/20 - Statement of Activities FY20 for the period 7/1/2019 through 5/31/20

Barbara started with the Changes in Fund Balance FY20 for the Period 7/1/2019 through 5/31/20 report. The column comparing years is blank due to this being the first year this report is being provided; next year we will have numbers to compare. Barbara reviewed the numbers, noting that there is a $91K deficit at HEC Academy which will be larger by the end of the school year. Had there been just 2 more students the school would have broke even..

Next the Adjusted Statement of Activities General Fund through 6/30/20 report was reviewed. This report was created to illustrate the impact of the funds available from other sources. The $300K from the Fund Balance that the board authorized to be used in FY20 would eliminate ⅔’s of the anticipated FY20 deficit. The $5.85M from the Payroll Protection Plan (PPP) would eliminate the deficit completely should the loan be forgiven. We expect to have at least $4.5M forgiven, possibly even more. Barbara recommended not using the $300K for this fiscal year because if the loan is forgiven, it will create a healthy surplus. There was conversation about our eligibility for loan forgiveness. There are conflicting opinions but we remain optimistic that it will come into fruition.

Finally, the Statement of Activities FY20 for the period 7/1/2019 through 5/31/20 report was reviewed. Barbara noted that it is reflective of all the financial position previously discussed and shows where the adjustments have been made since the last report. The 2nd column reflects the proposed amended budget that requires the board’s approval.

Dan motioned to accept the financials and to accept the amended budget. He also suggested the board do a combined vote to preserve the need for two roll calls.

Don Sluter moved that the Board accept the financial report and the amended FY20 budget as presented. Suzanne Crawford seconded the motion. None opposed and the motion passed.

Approval of the amended FY20 budget

See above

Approval of Operations budget + rates for FY21, as reviewed in May 2020

The following documents were included in the Board packet:

- Operations & Business Development Budget FY21

Barbara reported that her colleagues and she have reviewed all the department budgets and drew the boards’ attention to the Operations & Business Development Budget FY21 reports.

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There is an added $75K for COVID related expenses for touch free entry items, additional cleaning, and entry system upgrade, to name a few. Bill contributed that in order to move forward we propose that the board authorize starting FY21 with a 1/12th budget for both July and August. Bill proposed that the board could convein in August to approve the complete annual budget. It was asked if the 1/12th is a strict figure and it was advised that it will not be but it will be reported in August along with budget. There was also inquiry about the plan to extend the 1/12th budget for retirement funding. It was advised that CES pays the retirement every 2 weeks as part of the payroll process and it is already accounted for. At this point, the members will be voting on the operations budget reported on last month.

Dan motion to accept the operational budget and rates for FY21 as presented.

John Cotton moved that the Board accept the operational budget and rates for FY21 as presented. Mike Knapp seconded the motion. None opposed and the motion passed.

Approval of 1/12th of FY 2019-20 budget to be agency budget for July 2020 and for August 2020

Barbara proposed using 1/12th of the FY 2019-20 budget as the budget for July and August 2020. Then have a special board meeting in August to vote on the FY21 budget.

Dan motioned to accept using 1/12 of the FY20 budget for July and August and to have another meeting in August.

Don Sluter moved that the Board accept using 1/12 of the FY20 budget for July and August and to have another meeting in August. Jonathan Schmidt seconded the motion. None opposed and the motion passed.

The finance committee meeting will be held on August 4 at 8:00 AM and the dates will be posted to the websites.

Dan provided appreciation to Barbara stating, “It takes a village.”

Approval to hold a Board meeting to review and approve a FY21 amended budget, as well as other time-sensitive matters; to be held on 8/12/2020 at 6:30-8:00 PM

Bill requested that the Board hold a special meeting on Wednesday, August 12, at 6:30-8:00 pm, primarily to review and approve the FY21 amended budget and other time-sensitive matters.

Mike Knapp moved that the Board holding a board meeting to review and approve the FY21 amended budget and time-sensitive matters on August 12 at 6:30-8:00 PM. None opposed and the motion passed.

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Bill announced he will have been with CES for 10 years as of this September. He started as the Deputy Director and for the past 7 years he has been the Executive Director. He proceeded to announce to the board his plans to retire at the end of December. He has loved the time he has spent at the Collaborative and appreciates having been able to collaborate with district superintendents and other partners, with an amazing staff and a very supportive Board, and he is blessed to do what he loves and to love what he does. He plans to pursue spending more time stone sculpting, swimming, and with his grandchildren. CES has done a lot of work preparing for this type of transition and has staff members who possess all the great attributes to continue the progress of the agency.

Dan provided Bill has done a tremendous job. He has helped the Collaborative move forward with a reorganization and crafting of the cabinet. The agency is in a good position for a seamless transition with a strong leadership team. He applauded and gave appreciation to Bill for the team he has built.

Motion to go into Executive Session (MGL 30A, Section 21, Subsection 2 – “… to conduct collective bargaining sessions or contract negotiations with nonunion personnel.”)

Dan explained that we will be going into Executive Session pursuant to to conduct collective bargaining sessions or contract negotiations with nonunion personnel.

Jonathan Schmidt moved to go into the Executive Session and Michael Knapp seconded the motion. A roll call vote was done and the motion passed.

Dan invited CES staff members Bill Diehl, Cheryl Rogers, Kelly Hernandez, and Sarah Molloy into the Executive Session.

Dan provided an explanation to why Bill’s announcement was not put on agenda as he wanted to allow the board to hear this news from Bill prior to publicizing it. He and Bill spoke and would like to discuss Bill’s contract. Cheryl summarized the contract and the request to renew the terms to extend and provide an additional 6 months salary. There was a grammatical error noted to change the word ‘with’ to ‘wish’.

Dan asked for a motion to approve the Executive Directors amended contract with the grammatical correction.

Laura Fallon moved that the Board accept the Executive Directors amended contract with the grammatical correction as presented. Michael Knapp seconded the motion. None opposed and the motion passed.

Motion to return to Open Session

Don Sluter moved to return to Open Session and John Cotton seconded the motion. A roll call vote was done and the motion passed.

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Kyle Belanger joined the meeting.

David Young moved that the Board accept to ratify the Executive Director’s contract. Don Sluter seconded the motion. Kyle Belanger abstained. None opposed and the motion passed.

Next steps for CES Leadership

Dan initiated the discussion to move forward with a search process for an ED. Previously, a search firm was hired but Cheryl Rogers, HR Director, will work with Dan to develop the process and share with the board.

Dan reviewed the ED Search Process proposed outline that was shared with the board via screen sharing. The goal is to create a process that is inclusive. Cheryl will be the liaison and will be looking at the job description, advertisement options, the budget, and this will be more cost effective if done in house by the HR department. Dan advised the salary range will be reviewed, then a survey will be created to see what the Board may be looking for in the next ED, and a screening committee will be established to review applications. The idea is for the screening committee to have 3 board members, 2 CES staff members, 1 superintendent, and 1 community member (who will be appointed by the Board chair). Once the number of candidates is reduced, there will be a first interview committee which will have 3 board members, 2 CES staff members, and 2 superintendents (1 from each county), Additional search process steps will include possible site visits (depending on the ability to do so with COVID). The finalist(s) will interview with the full board. Dan also provided a list of Cheryl’s responsibilities as she will be working directly for the board in this search process.

Suzanne contributed that her district just hired a superintendent with a virtual hiring process that was very successful. Dan expressed how encouraging this is to hear. She also provided that there were a lot of group meetings/town hall style zoom sessions with teachers, community members and the board. They requested questions be submitted in advance and were addressed in the meeting. Cheryl will connect with Suzanne for more details on how this was executed.

Cheryl gave the board a work plan, with final interviews to take place by the November Board meeting. She welcomed the opportunity to review the Executive Search work plan with the Board members and this was shared virtual on the screen. She drew attention to the targeted timelines bringing attention to the need for a quick turnaround to prepare advertisement materials to be posted by July 4th weekend. The goal is to recruit for 30 days and have the screening committee begin reviewing the applicants in the beginning of August. The next step would be to have candidates screened between 8/24-28 and interviews held 9/7-18 . Additional key dates were also addressed.

Mike Knapp inquired if there will be a specific number that will move from the screening phase to the interview process and Bill advised the goal would be to have about 3 candidates move forward.

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Laura pointed out there are some grammatical errors in the job description and asked if suggestions were wanted. Dan provided that all suggestions are wanted and requested to be sent by email. It was discussed that LPVEC recently went through a similar hiring process and may be a good option to consult with. Dan offered to connect with Bill Fonseca and Jake Oliveira. He also stressed that this timeline is an outline and plan of how to proceed. It does not prevent input, thoughts, ideas, or the potential for future changes and there is room for flexibility as the search progresses.

Laura provided that she believes it would be helpful for those chosen to be on the search committees to have guiding principles on what is valued by the board prior to the screening with a ranking system. Dan advised they do plan to create a guide. Cheryl explained that we will be using a survey for attributes, challenges, skill sets needed, and will have a priority list of attributes to be used during the screening and interview questioning stages. With pre-planning we can include the board's suggestions and incorporate them into the search process.

Dan proposed that it might be good for the screening committee to also be part of the site visits. Any of the Board members who want to be involved will be able to be in with the multiple stages of the search process. He reminded the members that this is an outline for approval but they are able to amend, change, and adapt as the process is underway. The goal was to be as inclusive as possible but need to have something in place to move forward. He recommended any and all suggestions, thoughts, and ideas be emailed to him and Cheryl.

Concern in regards to the time commitment needed was made.

It was advised that the screening committee will get a packet of candidates that meet the main requirements and given a screening tool with the survey data of attributes important to CES. The committee will have approximately a week to complete their review and narrow down the pool then send their determinations to Cheryl. The screening committee was established with the following volunteers: Carole Bergeron, Don Sluter, Jennifer Mallette, and Suzanne Crawford as an additional or alternate if needed.

The interview committee will be provided interview questions and packets for the candidates moving forward. A pre-planning meeting will be needed to create parameters to keep the integrity of the search. The proposed time frame for this work would be September 7-18. The interview committee was established with the following volunteers: Jonathan Schmidt, Laura Fallon, Dan Hayes, and Carole Bergeron an additional or alternate if needed.

The starting salary for this position was discussed next with Cheryl reporting that according to salary surveys the salary range is between $126,000-$189,600 with a mid-range of $158,000. Discussion was had in regards to these numbers and opinions were expressed that included the feeling that $189K was very high and $120K is really low with the mid-level range being reasonable for the budget size of CES; we also need to keep in mind the complexity of the agency.

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In response to questions about how this range compares to the salaries of western MA superintendents, Cherly reported that the Western mass superintendent salaries surveyed were between $130-180K and it varies on the area.

Dan proposed if the superinidents are between $130-180K it seems to fit with the algorithm and perhaps we go with the figures proposed because it is not far off. He asked the members how they felt about the range? The responses included that they felt it is best to listen to the HR professionals, it is best to have a wide range, and the informal consensus was to keep the range and move forward.

The search budget was discussed next and it was shared virtually via screen share. Cheryl provided an explanation of the budget and interest in running the position ad in multiple locations. A few items that are added into the budget are the cost of contingent airfare, possible lodging needs, temporary help for HR, possible travel for site tours, refreshments, legal consults, and relocation assistance package. The budgeted total is expected to be $12,109. Barbara reported that the previous search was $80K. Cheryl provided there is no additional compensation for her work on this search because she plans to utilize other HR staff to assist in covering her time while committing some of her regularly scheduled hours to working on this search. Dan provided the mileage calculation is incorrect and the relocation allotment could be negotiated in the final contract. He suggested that the total be left as is with an informal consus agreeing.

Diversity of the search is important and research has already been done to reach diverse candidates and this includes posting in 7 new areas including diversity-focused job sites, national associations, and education leaders. The goal is to strive for a rich, qualified, and diverse pool.

Dan motioned to approve Cheryl Rogers as ED Hiring Coordinator, approve ED outline of the search process, the work plan timeline, the job description as amended with grammatical errors, a salary of $126,400-$189,600, and a search budget of $12,109

Jonathan Schmidt moved that the Board approve Cheryl Rogers as ED Hiring Coordinator, approve ED outline of the search process, the work plan timeline, the job description as amended with grammatical errors, a salary of $126,400-$189,600, and a search budget of $12,109 as presented. Carole Bergeron seconded the motion. None opposed and the motion passed.

New Hires and Separations May 21st - June 15th (vote required)

A list of the new hires and separations from May 21st to June 15th were included in the Board packet.

John Cotton moved that the Board approve the hires and separations from May 21st-June 15th. Jonathan Schmidt seconded the motion. None opposed and the motion passed.

Evaluation of the Treasurer (vote required)

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The following documents were included in the Board packet:

FY19 CES Performance Review of the Treasurer

Barbara advised that the evaluation of the treasurer looked remarkably similar to the previous year. There has not been much difference in job functions and performance except that he has been receiving the documentation electronically and it has been going smoothly. Barbara advised he was unable to join this evening’s board meeting but will try to do so in September.

Laura noted the document was dated 2018 and it was agreed this needed to but updated.

Dan asked for a motion to approve the evaluation of the treasurer with the amended date.

Mike Knapp moved that the Board approve the evaluation of the treasurer with the amended date. Jonathan Schmidt seconded the motion. None opposed and the motion passed.

Report on the Boards input into the evaluation of the Director of Finance & Operations

The following document was included in the Board packet:

Board Survey: Evaluation of the Director of Finance and Operations

Bill reported that one responsibility of the board is to provide input on the Director of Finance and Operations evaluation. It was a wonderful tribute to Barbara. The work she has done on the complex budget is commendable. On behalf of the Board, Dan thanked Barbara.

Barbara responded that she has requested to align the board packet with noting the page numbers to the attachments on the agenda.

Executive Director’s Report

A copy of the Executive Director’s report was included in the Board packet.

Bill referenced that the time was 8:59 PM and requested that the Board members read the report and pass it on the their School Committees. Bill will also forward the report to the superintendents. As the report details, CES is keeping very busy and involved during this unprecedented time and he commended the staff for all they are doing.

As the meeting came to a close, Dan thanked all for attending and being a partner in managing CES. He acknowledged the collaboration and participation of the Board members during the meeting. He shared that his role is to guide through the agenda and reminded members that it is their agenda and stated his appreciation for the board’s guidance and corrections.

Adjournment (vote required)

Dan Hayes adjourned the meeting at 9:03 PM.

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Collaborative for Education Services

Board of Directors Finance Committee Meeting Minutes

August 4, 2020

Virtual Zoom Meeting

The Finance Committee Meeting was called to order at 8:13 am by Dan Hayes

In attendance were: ● Finance Committee members

○ From the Board: Dan Hayes and Jennifer Mallette ○ From Superintendents: Annie McKenzie (8:28-9:00am)

● From CES: Bill Diehl, Barbara Siegel, Karen Reuter, and Kelly Hernandez

The following documents were distributed virtually:

● Finance Committee Meeting- Draft Agenda 8-4-20 ● FY21 Amended Budget 7-31-20

Purpose of this meeting; context; important considerations

Bill reminded the Committee that due to the unpredictable impacts of COVID-19 on the agency, the Board approved additional time to amend the FY21 budget, as approved in June, to reflect a more informed fiscal projection of CES’s FY21 budget. The agency created an Operations Continuity Team to delve into each program and obtain a fuller understanding of the fiscal status of each department, their projections for the coming year, and the variables playing a role in their possibilities. Barbara actively participated in this group with the goal to create the most robust budget possible.

Most of the deficit in the budget is due to COVID-19. CES is not eligible to receive the same fiscal relief from the state as school districts (e.g. benefits through the CARES Act.) This has created an additional major challenge for the CES budget.

Presentation and discussion of FY21

Barbara confirmed all committee members had access to the FY21 Amended Budget 7-31-20 and had the opportunity to follow along. She started the discussion by providing the group with the budget with a $1.125M deficit, as documented on the spreadsheet. She

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noted that her first projections had the deficit at $1.8M, but the work of the Operational Continuity Team allowed for a reduction in the project deficit).

The budget deficit was broken down with Birth to Age 22 programs and services having a deficit of $386K, Professional Services having a deficit of $94K, and Shared Services (Business and Operations) having a deficit of $643K. Barbara explained the connection between shared services being impacted by the decrease in services due to indirect funding.

Special Revenue, which are grants and contracts with budgets established through agreements with funders, have a balanced budget and are always the case each year.

Barbara then went into greater detail about the General Fund.

● The Birth to 22 Years area reflects the tuition-based and fee for direct services programs. Projections are based on the assumption that schools will open in the fall. It was noted that the funds listed under contingent are in place for an added afterschool program as well as additional professional development offerings offered by Early Childhood.

● The Academies were reviewed. Mt Tom was projected to have a balanced budget, with the assumption that there are 12 confirmed students to attend with the strong potential to have 16 confirmed soon. HEC Academy is projected to have a loss due to enrollment and space restrictions; the facility cannot accommodate 32 while providing proper social distancing, therefore, the full enrollment, in person, is projected at 28 students (as opposed to 32 in the past). Special Education services, such as occupational therapy is projected to have a loss, as has been true for the last several years; CES is looking for avenues to increase their billable time, for example, by capturing the driving and documentation time that is spent on each student.

● Professional services were addressed next. CES’s Healthy Families and Communities department is quite busy and we expect to have a surplus at the end of the year. Licensure has a small deficit, however, enrollment trends are in flux. For professional development, the summer is usually the slowest time but right now summer enrollment is on par with fall and spring, increasing CES’s optimism for the year.

● Special Revenue funds are grants and contacts with revenue and expenses set by agreements between CES and funders; hence, revenue and expenses are balanced. Typically, we also budget for an additional $1M of unknown grants which would also generate between $60-70K of administrative costs. For the last several years, CES met this goal. However, this year we are only budgeting for an additional $350K of unknown grants which would provide about $26K of administrative costs.

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● Operations and Business Development has the largest area of deficit, primarily due to a reduction in our allowable indirect rate from the state and a decrease in administrative revenue contributed by our programs, schools, grants, and services.

● The member assessment figure of $3.50 per student has remained the same for a number of years, Marketing and Technology revenue references services rendered including hosting websites and graphic design work. The rental line references the portion of the mortgage paid by HEC. The agency’s fringe costs have stayed nearly the same with a small decrease in health insurance premiums. Barbara added the agency is looking into implementing time and attendance in Infinite Visions.

● New expenses due to COVID-19 have been substantial, with $150,000 in necessary capital expenses (like hand washing stations), personal protection equipment, cleaning, and other. A question was posed inquiring if any of the COVID expenses are covered by federal or state grants that are available to school districts. Bill said no, but there was an expectation that funding the districts received, such as the $225/student for PPE, would follow the student from the sending district to HEC or Mt Tom Academies. The Massachusetts Organization for Educational Collaboratives is working with state education administrators and other officials to find opportunities for collaboratives to receive COVID-19 relief funds.

Comparing the current budget to last year’s budget, it was noted there is no COLA/raises listed for this year. If the finances this year allow it, the Board may consider a COLA later in the year. Barbara Siegel also noted that the projected revenues for FY21 ($38,261) and the final amended revenues for FY20 ($38,618) are very similar.

Presentation and discussion of scenarios for reducing the budget deficit

Three scenarios have been established to consider that would alleviate or eliminate the projected deficit.

The first option would be to use $300,000 of the fund balance that the Board approved for FY20 (and that was not used that year due to the state of emergency) to reduce the FY21 deficit to $825,065.

The second option is dependent on the Payroll Protection Plan (PPP) loan in FY20 being forgiven. We are preparing our application for this loan forgiveness. If the loan is forgiven, it would result in an increase in the fund balance, which could then be applied to the FY21 deficit (contingent on a final recommendation and Board approval at the November meeting when final audit results for the previous year are presented. This option would reduce the projected deficit to $0.

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The third option is contingent on the PPP loan in FY20 not being forgiven. If this happens, CES will not have an increase in the fund balance at the end of FY20, and CES will need to reduce expenses and increase revenues sufficient to offset a deficit.

If CES retains the PPP funds, but as a loan, we would need to pay back the loan with 1% interest.

Dan motioned to recommend to the Board to accept the budget as presented and to use $300,000 of the fund balance that the Board approved for FY20 to reduce the FY21 deficit to $825,065. Jennifer seconded. All were in favor.

Dan motioned to recommend to the Board if the PPP loan in FY20 is forgiven, resulting in an increase in the fund balance, to use a portion of that fund balance to apply to the FY21 deficit, contingent on a final recommendation and Board approval at the November meeting. This would reduce the projected deficit to $0. Jennifer seconded. All were in favor.

Dan motioned to recommend to the Board if the PPP loan in FY20 is not forgiven, hence not resulting in an increase in the fund balance, to authorize the CES Executive Director, in consultation with the Director of Finance and Operations, Cabinet members and other leaders, to reduce expenses and increase revenues sufficient to offset a deficit. Jennifer seconded. All were in favor.

Tuition adjustment for the Academies due to required changes in schedules or time on learning

DESE has mandated a 170 student day academic year, with 10 additional days for staff development and preparation. Since staff will continue to work 180 days, the HEC and Mt Tom Academies’ annual tuitions would remain the same, while the daily tuition rate for each student would increase slightly.

Dan motioned to recommend to the Board to keep the annual tuitions for the Academies as they were originally approved and adjust the daily rate if and as warranted by DESE or other state requirements. Jennifer seconded. All were in favor. 1

1 DESE provided this clarification after the Finance Committee meeting had occurred: “With a 170 student day academic year, approved tuition rates for the year does not change, as the staff will continue to work 180 (or more) days. As a result, no tuition adjustment will be necessary. The daily rate will only need to be communicated to districts because they are not changing the yearly tuition rate or the budget.

16

Personal Protection Equipment – districts receive $225 per student; collaboratives receive no additional state aid but are advised that the funding should follow the student

Dan motioned to recommend to the Board to add a one-time fee for sending districts of $225 for each student enrolled at the Academies, covered by the CARES act and therefore not impacting the districts original budget negatively. Jennifer seconded. All were in favor.

Other considerations

Dan took the opportunity to recognize this is not an easy position for CES to be in. He requested that his appreciation for all the hard work be passed along to the Cabinet and all who are working diligently during this time. It is a tough time with limited funding options and the need to keep the staff was also recognized.

Jennifer inquired if there has been any consideration for educator PD encompassing how teachers can manage their anxieties and concerns without imposing it unto the students. Bill advised this is being considered by the PD department..

Adjourn – Dan adjourned the meeting at 9:16 AM

17

Caborative for Educational ServicesFY21 Proposed Adjusted Budget

Birth to Age 22 Prof Services DYS & SEIS Ops/BD Total General Fund Special Revenue TotalRevenue 5,637,741 4,364,937 24,691,288 3,567,912 38,261,878 7,588,020 30,673,858 38,261,878

ExpensesSalary 4,022,279 2,285,602 17,186,630 2,072,664 25,567,175 5,015,778 20,551,397 25,567,175Fringe 747,363 503,427 3,061,905 539,960 4,852,655 1,146,832 3,705,823 4,852,655Contractual 14,490 53,900 465,881 321,000 855,271 255,600 599,671 855,271Supplies 167,011 51,106 475,637 196,000 889,754 314,730 575,024 889,754Travel 33,150 32,200 407,500 13,500 486,350 57,100 429,250 486,350Other 578,819 1,154,954 617,412 1,068,555 3,419,740 1,424,222 1,995,518 3,419,740Total Direct 5,563,112 4,081,189 22,214,965 4,211,679 36,070,945 8,214,262 27,856,683 36,070,945

Indirect 461,237 378,439 2,476,323 - 3,315,998 498,823 2,817,175 3,315,998

Total Expenses 6,024,349 4,459,628 24,691,288 4,211,679 39,386,943 8,713,085 30,673,858 39,386,943

Net (386,608) (94,691) - (643,767) (1,125,065) (1,125,065) 0 (1,125,065)

p. 18

General Fund

Afterschool Alternative Ed Early Childhood Migrant Ed Mt Tom SpEd Birth to Age 22 Healthy F&C Licensure Prof Dev R&E Prof Services DYS SEIS Ops & BD TotalRevenue 115,000 0 58,000 0 200,813 2,052,942 2,426,755 74,000 627,056 658,621 233,676 1,593,353 0 0 3,567,912 7,588,020

ExpensesSalary 89,351 0 117,444 0 156,496 1,492,312 1,855,603 41,000 439,592 551,167 55,752 1,087,511 0 0 2,072,664 5,015,778Fringe 4,832 0 39,218 0 5,003 315,971 365,024 11,500 56,210 78,453 95,685 241,848 0 0 539,960 1,146,832Contractual 2,500 0 (70,750) 0 2,000 17,350 (48,900) 5,000 25,500 (47,000) 0 (16,500) 0 0 321,000 255,600Supplies 5,996 0 4,050 0 5,348 52,230 67,624 6,581 2,550 32,500 9,475 51,106 0 0 196,000 314,730Travel 0 0 1,700 0 550 9,150 11,400 400 3,000 28,000 800 32,200 0 0 13,500 57,100Other 0 0 3,625 0 9,900 240,232 253,757 1,590 69,125 25,000 6,195 101,910 0 0 1,068,555 1,424,222Total Direct 102,679 0 95,287 0 179,297 2,127,245 2,504,508 66,071 595,977 668,120 167,907 1,498,075 0 0 4,211,679 8,214,262

Indirect 12,321 0 19,748 0 21,516 255,269 308,855 7,929 71,517 90,374 20,149 189,969 0 0 0 498,823

Total Expenses 115,000 0 115,035 0 200,813 2,382,515 2,813,363 74,000 667,494 758,494 188,056 1,688,044 0 0 4,211,679 8,713,085

Net (0) 0 (57,035) 0 0 (329,573) (386,608) 0 (40,438) (99,873) 45,620 (94,691) 0 0 (643,767) (1,125,065)

Contingent Rev 75,000 0 11,400 0 0 0 86,400 0 0 0 0 0 0 0 0 86,400

(45,635) (45,635) (99,873) 45,620 (54,253) 0 0 (643,767) (743,655)

p.19

Special Revenue

Afterschool Alternative Ed Early Childhood Migrant Ed Mt Tom SpEd Birth to Age 22 Healthy F&C Licensure Prof Dev R&E Prof Services DYS SEIS Ops & BD TotalRevenue 1,307,023 189,908 703,555 1,007,000 0 3,500 3,210,986 1,328,080 0 1,042,904 400,600 2,771,584 14,994,511 9,696,777 30,673,858

ExpensesSalary 1,038,807 72,345 465,043 590,481 0 0 2,166,676 475,607 0 483,201 239,283 1,198,091 10,497,210 6,689,420 20,551,397Fringe 155,319 26,517 73,285 127,218 0 0 382,339 142,513 0 118,466 600 261,579 1,763,034 1,298,871 3,705,823Contractual 0 18,550 0 44,840 0 0 63,390 15,000 0 0 55,400 70,400 107,599 358,282 599,671Supplies 14,088 56,137 0 26,015 0 3,147 99,387 0 0 0 0 0 394,500 81,137 575,024Travel 0 2,750 0 19,000 0 0 21,750 0 0 0 0 0 270,000 137,500 429,250Other 75,000 6,564 118,851 124,647 0 0 325,062 621,828 0 364,769 66,447 1,053,044 464,067 153,345 1,995,518Total Direct 1,283,214 182,863 657,179 932,201 0 3,147 3,058,604 1,254,948 0 966,436 361,730 2,583,114 13,496,410 8,718,555 0 27,856,683

Indirect 23,809 7,045 46,376 74,799 0 353 152,382 73,132 0 76,468 38,870 188,470 1,498,101 978,222 2,817,175

Total Expenses 1,307,023 189,908 703,555 1,007,000 0 3,500 3,210,986 1,328,080 0 1,042,904 400,600 2,771,584 14,994,511 9,696,777 0 30,673,858

Net 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Contingent Rev 0 0 0 0 0 0 0 40,000 0 0 40,000 80,000 0 0 0 80,000

40,000 40,000

.p. 20

Birth to Age 22

Afterschool General Fund Special Revenue Total Grant Name Revenue Alternative Ed General Fund Special Revenue Total Grant Name RevenueASOSTQ - Summer 25,000 Connecting Activities 78,198

Revenue 115,000 1,307,023 1,422,023 Continuation - Summer 147,158 Revenue 0 189,908 189,908 Perkins 70,960

Continuation - SY 606,175 STEM - FY19 Carryover 40,750Easthampton Public Schools 3,427 189,908

Expenses Enhanced - Summer 4,181 ExpensesSalary 89,351 1,038,807 1,128,158 Enhanced - SY 5,819 Salary 0 72,345 72,345Fringe 4,832 155,319 160,151 Exemplary - Summer 38,263 Fringe 0 26,517 26,517Contractual 2,500 0 2,500 Exemplary - SY 246,500 Contractual 0 18,550 18,550Supplies 5,996 14,088 20,084 IAQA 30,500 Supplies 0 56,137 56,137Travel 0 0 0 SALT - Summer 44,404 Travel 0 2,750 2,750Other 0 75,000 75,000 SALT - SY 145,596 Other 0 6,564 6,564Total Direct 102,679 1,283,214 1,385,893 SpEd Continuation - SY 6,044 Total Direct 0 182,863 182,863

SpEd Enhanced - Summer 3,956Indirect 12,321 23,809 36,130 1,307,023 Indirect 0 7,045 7,045

Total Expenses 115,000 1,307,023 1,422,023 Total Expenses 0 189,908 189,908

Net (0) 0 (0) Net 0 0 012.00% 1.86% 2.61% 0 3.85% 3.85%

Early Childhood General Fund Special Revenue Total Grant Name Revenue Mt Tom Academy General Fund Special Revenue Total Grant Name RevenueCoordinated Family &

Revenue 58,000 703,555 761,555 Community Engagement 502,563 Revenue 200,813 0 200,813EC Mental Health 200,992

703,555Expenses ExpensesSalary 117,444 465,043 582,487 Salary 156,496 0 156,496Fringe 39,218 73,285 112,503 Fringe 5,003 0 5,003Contractual (70,750) 0 (70,750) Contractual 2,000 0 2,000Supplies 4,050 0 4,050 Supplies 5,348 0 5,348Travel 1,700 0 1,700 Travel 550 0 550Other 3,625 118,851 122,476 Other 9,900 0 9,900Total Direct 95,287 657,179 752,466 Total Direct 179,297 0 179,297

Indirect 19,748 46,376 66,124 Indirect 21,516 0 21,516

Total Expenses 115,035 703,555 818,590 Total Expenses 200,813 0 200,813

Net (57,035) 0 (57,035) Net 0 0 020.72% 7.06% 8.79% 12.00% 0.00% 12.00%

Migrant Education General Fund Special Revenue Total Grant Name Revenue Special Education General Fund Special Revenue Total Grant Name RevenueMEP 709,795 Nursing Grant 3,500

Revenue 0 1,007,000 1,007,000 Revenue 2,052,942 3,500 2,056,442 3,500

Expenses ExpensesSalary 0 590,481 590,481 Salary 1,492,312 0 1,492,312Fringe 0 127,218 127,218 Fringe 315,971 0 315,971Contractual 0 44,840 44,840 Contractual 17,350 0 17,350Supplies 0 26,015 26,015 Supplies 52,230 3,147 55,377Travel 0 19,000 19,000 Travel 9,150 0 9,150Other 0 124,647 124,647 Other 240,232 0 240,232Total Direct 0 932,201 932,201 Total Direct 2,127,245 3,147 2,130,392

Indirect 0 74,799 74,799 Indirect 255,269 353 255,622

Total Expenses 0 1,007,000 1,007,000 Total Expenses 2,382,515 3,500 2,386,015

Net 0 0 0 Net (329,573) 0 (329,573)0 8.02% 8.02% 12.00% 11.22% 12.00%

Birth to Age 22 General Fund Special Revenue Total

Revenue 2,426,755 3,210,986 5,637,741

ExpensesSalary 1,855,603 2,166,676 4,022,279Fringe 365,024 382,339 747,363Contractual (48,900) 63,390 14,490Supplies 67,624 99,387 167,011Travel 11,400 21,750 33,150Other 253,757 325,062 578,819Total Direct 2,504,508 3,058,604 5,563,112

Indirect 308,855 152,382 461,237

Total Expenses 2,813,363 3,210,986 6,024,349

Net (386,608) 0 (386,608)12.33% 4.98% 8.29%

p.21

Professional Services Healthy Families & Communities General Fund Special Revenue Total Grant Name Revenue Licensure General Fund Special Revenue Total Grant Name Revenue

AGO 61,170Revenue 74,000 1,328,080 1,402,080 BCBS 76,349 Revenue 627,056 0 627,056

BSAS SAPC 100,000CDH pnas 8,000

Expenses City of Noho MIM 47,500 ExpensesSalary 41,000 475,607 516,607 Mass Up 121,185 Salary 439,592 0 439,592Fringe 11,500 142,513 154,013 OD2A 100,000 Fringe 56,210 0 56,210Contractual 5,000 15,000 20,000 PSE MA Community Health 203,000 Contractual 25,500 0 25,500Supplies 6,581 0 6,581 SAMHSA 125,000 Supplies 2,550 0 2,550Travel 400 0 400 SAMHSA Partners 300,000 Travel 3,000 0 3,000Other 1,590 621,828 623,418 Tobacco 90,000 Other 69,125 0 69,125Total Direct 66,071 1,254,948 1,321,019 United Way 22,553 Total Direct 595,977 0 595,977

USDA 13,323Indirect 7,929 73,132 81,061 YAEC 60,000 Indirect 71,517 0 71,517

1,328,080Total Expenses 74,000 1,328,080 1,402,080 Total Expenses 667,494 0 667,494

Net 0 0 0 Net (40,438) 0 (40,438)12.00% 5.83% 6.14% 12.00% 0.00% 12.00%

Professional Research & Development General Fund Special Revenue Total Grant Name Revenue Evaluation General Fund Special Revenue Total Grant Name Revenue

SETLI 129,564 Chronic Absenteeism 15,900Revenue 658,621 1,042,904 1,701,525 TARC 116,648 Revenue 233,676 400,600 634,276 Community Funds 143,000

Teaching w/Primary Sources 325,625 Facebook 220,000Title III 75,000 Safe & Supportive Schools 21,700

Expenses SpEd & EL Support 46,067 Expenses 400,600Salary 551,167 483,201 1,034,368 Unknown 350000 Salary 55,752 239,283 295,035Fringe 78,453 118,466 196,919 1,042,904 Fringe 95,685 600 96,285Contractual (47,000) 0 (47,000) Contractual 0 55,400 55,400Supplies 32,500 0 32,500 Supplies 9,475 0 9,475Travel 28,000 0 28,000 Travel 800 0 800Other 25,000 364,769 389,769 Other 6,195 66,447 72,642Total Direct 668,120 966,436 1,634,556 Total Direct 167,907 361,730 529,637

Indirect 90,374 76,468 166,842 Indirect 20,149 38,870 59,019

Total Expenses 758,494 1,042,904 1,801,398 Total Expenses 188,056 400,600 588,656

Net (99,873) 0 (99,873) Net 45,620 0 45,62013.53% 7.91% 10.21% 12.00% 10.75% 11.14%

Professional Services General Fund Special Revenue Total

Revenue 1,593,353 2,771,584 4,364,937

ExpensesSalary 1,087,511 1,198,091 2,285,602Fringe 241,848 261,579 503,427Contractual (16,500) 70,400 53,900Supplies 51,106 0 51,106Travel 32,200 0 32,200Other 101,910 1,053,044 1,154,954Total Direct 1,498,075 2,583,114 4,081,189

Indirect 189,969 188,470 378,439

Total Expenses 1,688,044 2,771,584 4,459,628

Net (94,691) 0 (94,691)12.68% 7.30% 9.27%

p. 22

FY21 Proposed Adjusted Budget FY20 Original Budget FY20 Amended Budget FY20 Actual as of 7-29-20

Birth to Age 22 Prof Services DYS & SEIS Ops/BD Total Birth to Age 22 Prof Services DYS & SEIS Ops/BD Total Birth to Age 22 Prof Services DYS & SEIS Ops/BD Total Birth to Age 22 Prof Services DYS & SEIS Ops/BD Total

Revenue 5,637,741 4,364,937 24,691,288 3,567,912 38,261,878 3,576,545 3,224,380 25,664,900 3,771,731 36,237,556 5,259,883 4,477,687 25,514,221 3,366,282 38,618,073 4,951,265 3,085,970 24,417,135 3,266,101 35,720,471

ExpensesSalary 4,022,279 2,285,602 17,186,630 2,072,664 25,567,175 1,965,389 2,077,779 18,572,079 2,014,442 24,629,689 3,605,437 2,161,616 18,246,553 1,777,680 25,791,286 3,586,064 1,923,740 17,124,233 1,957,210 24,591,247 Fringe 747,363 503,427 3,061,905 539,960 4,852,655 460,226 404,165 2,886,645 555,563 4,306,599 649,052 423,510 3,252,689 555,563 4,880,813 599,717 363,627 2,664,110 458,736 4,086,190 Contractual 14,490 53,900 465,881 321,000 855,271 160,213 175,231 410,949 37,500 783,893 61,198 1,153,373 181,915 37,500 1,433,987 173,041 379,619 370,160 92,826 1,015,647 Supplies 167,011 51,106 475,637 196,000 889,754 145,647 141,497 534,823 80,000 901,967 210,430 145,980 434,573 80,000 870,984 198,994 114,143 1,054,675 83,641 1,451,453 Travel 33,150 32,200 407,500 13,500 486,350 124,371 55,216 400,000 26,000 605,587 25,933 93,467 490,840 26,000 636,240 20,522 53,744 317,853 15,012 407,131 Other 578,819 1,154,954 617,412 1,068,555 3,419,740 511,918 86,649 376,895 1,058,226 2,033,688 380,834 117,571 511,793 889,539 1,899,737 315,988 140,760 632,727 410,677 1,500,153 Total Direct 5,563,112 4,081,189 22,214,965 4,211,679 36,070,945 3,367,764 2,940,537 23,181,391 3,771,731 33,261,423 4,932,886 4,095,516 23,118,362 3,366,282 35,513,047 4,894,327 2,975,632 22,163,758 3,018,102 33,051,820

Indirect 461,237 378,439 2,476,323 - 3,315,998 208,781 283,843 2,483,509 - 2,976,133 326,997 382,171 2,395,859 - 3,105,027 396,078 297,139 2,253,376 - 2,946,593

Total Expenses 6,024,349 4,459,628 24,691,288 4,211,679 39,386,943 3,576,545 3,224,380 25,664,900 3,771,731 36,237,556 5,259,883 4,477,687 25,514,221 3,366,282 38,618,074 5,290,405 3,272,772 24,417,135 3,018,102 35,998,413

Net (386,608) (94,691) - (643,767) (1,125,065) - - - - - - - - (0) (0) (339,140) (186,801) 0 247,999 (277,942)

p.23

Operations & Business Development

Revenue4001 Member Assessment 87,0494002 Donations 04004 Grant / Contract Indirect Rev 2,817,1754005 Birth through Age 22 Direct Service Overhead 308,8554005 Professional Services Overhead 189,9694005 Marketing & Technology Services 51,750

Rental Income 61,581 4110 Misc 2,5004040 Co-Op Revenue 48,2834015 Interest Income 750

3,567,911

ExpensesSalary 33.31 FTE for 38 positions

2,072,664

5900 Fringe Fringe 536,250Retired Employee Health Insurance Payments 3,710

539,960

6000 Contractual Consultants - FMLA Temps 54,000Consultants - IV Training 4,000Consultant - IV Implementation 20,000Consultant - Strategic Plan 30,000

6001 Consultants, Grant writing 25,0006005 Research & Evaluation - Internal 30,000

General Fund Support of Directors 145,000General Fund Support Staff 6,000General Fund Service Design 6,000

6055 Mailing Services 1,000321,000

6240 Supplies Copying Charge Out (20,000)6215 Equipment Expense 4,0006200 Office Supplies 28,000

Coivid Supplies 95,0006230 Computer supplies 15,0006235 Maintenance Supplies 1,5006225 Software 60,0006245 Postage / Overnight Mail 10,0006255 Food 2,500

196,000

6300 Travel Local 10,0006305 Out of State 3,500

13,500

6400 Other 123 Hawley Rent 63,7206405 Electricity 30,0006410 Gas 2,4006425 Water / Sewer 2,9006450 Insurance Package & Umbrella 70,0006415 Telephone 23,0406420 Internet 5,2806455 Security 3,5006460 Copier Rental 39,6006430 Maintenance 74,011

Covid Cleaning 45,000Covid Capital 10,000

6435 Landscaping 4,5006440 Snow Removal 11,0006470 Moving & Storage 1,0006610 Subscriptions & Publications 13,0006630 Outside Copying 2,5006615 Professional Fees/Dues 17,5006620 Staff Development 25,0006680 Meeting Cost 2,4006690 Legal Fees 20,0006695 Audit 38,0006002 Benefits Management 5,0006600 Advertising 47,0006605 Public Relations 1,000

Mortgage - principal 83,2146870 Mortgage - interest 70,7396870 LOC Interest 1,000

Depreciation 340,013Refinancing 2,538

6805 Bank Fee 5006850 Other Expenses 13,0006650 Finger Printing 200

1,068,555

Total Expense 4,211,679

p.24 Net (643,768)

FY21 Grants

Revenue IndirectBirth to Age 22

Afterschool 1.86%ASOSTQ - Summer 25,000Continuation - Summer 147,158 2,579 Continuation - SY 606,175 12,897 Easthampton Public Schools 3,427Enhanced - Summer 4,181Enhanced - SY 5,819 Exemplary - Summer 38,263Exemplary - SY 246,500 IAQA 30,500SALT - Summer 44,404 1,939 SALT - SY 145,596 6,394 SpEd Continuation - SY 6,044 SpEd Enhanced - Summer 3,956

Alternative Education 3.85%Connecting Activities 78,198 7,045 Perkins 70,960 STEM - FY19 Carryover 40,750

Early ChildhoodCFCE 502,563 28,911 7.06%EC Mental Health 200,992 17,465

Migrant EducatoinMEP 1,007,000 74,799 8.02%

SpEdNursing 3,500.00 353 11.22%

Total for Birth to Age 22 3,210,986 152,382 4.98%

Professional ServicesHFC 5.83%AGO 61,170 5,905 BCBS 76,349 7,771 BSAS SAPC 100,000 9,008 CDH pnas 8,000 661 City of Noho MIM 47,500 4,240 Mass Up 121,185 - OD2A 100,000 5,660 PSE MA Community Health 203,000 14,815 SAMHSA 125,000 9,259 SAMHSA - Partners 300,000 - Tobacco 90,000 8,107 United Way 22,553 2,050 USDA 13,323 1,211 YAEC 60,000 4,444

Licensure- - -

PD 7.91%SETLI 129,564 10,698 SpEd & EL Supports 46,067 4,073 TARC 116,648 12,459 Teaching w/Primary Sources 325,625 23,312 Title III 75,000 - Unknown 350,000 25,926

R&E 10.75%Chronic Absenteeism 15,900 1,704 Community Funds 143,000 13,000 Facebook 220,000 22,194 Safe & Supportive Schools 21,700 1,973

Total for Professional Services 2,771,584 188,470 7.30%

DYSDYSDirect 14,994,511 1,498,101

14,994,511 1,498,101 11.10%

SEISSEISDirect 9,696,777 978,222

9,696,777 978,222 11.22%

p.25 30,673,858 2,817,175 10.11%

Scenario 1 Scenario 2Proposed Budget Deficit (1,125,065) Proposed Budget Deficit (1,125,065)

Apply $300,000 from Apply $300,000 fromthe Fund Balance that the Fund Balance thatthe Board approved for the Board approved forFY20 300,000 FY20 300,000

Apply $825,065from PPP loanforgiveness 825,065

Adjusted Balance (825,065) 0

Plan to cover the remaining deficit,make reductions, find new revenue streams, or a combination of thetwo

p. 26

AGO Attorney General's OfficeASOTQ Afterschool & Out-of-School Time Quality EnhancementsBCBS Blue Cross & Blue ShieldBD Busniss DevelopmentBSAS Bureau of Substance Abuse ServicesCDH Cooley Dickinson HospitalCFCE Community & Family XX EngagementCHS Community Health SolutionsCOLA Cost of Living AdjustmentDYS Department of Youth ServicesEC Early ChildhoodEL English LearnerFMLA Family Medical Leave ActHF&C Healthy Families & CommunitiesIAQA Increased Access to Quality AfterschoolIV Infinite Visions - accounting softwareLOC Line of CreditMEP Migrant Education ProgramMiM MA in MotionOD2A Overdose Data to ActionOps OperationsPNAS Prevention Needs Assessment SurveyPPE Personal Protective EquipmentPPP Payroll Protection PlanR&E Research & EvaluationSALT Supporting Additional Learning TimeSAMHSA Substance Abuse and Mental Health ServicesSAPC Substance Abuse Prevention CollaborativeSEIS Special Education in Institutional SettingsSETLI Special Education Team Leader InstituteSFYC Strong Foundations for Young ChildrenSpEd Special EducationSTEAM Science, Technology, Engineering, Arts & MathSTEM Science, Technology, Engineering & MathSY School YearTARC Targeted Assistance & Regional CoordinationUSDA United States Department of Agriculture

p.27 YAEC Young Adult Empowerment Collaborative

28

HEC Academy: Comprehensive Reopening Plan Summary

A. Executive Summary Once approved by the CES Board of Directors, and Executive Summary will be completed for submission to DESE.

B. Letter from the superintendent

Written and provided by Bill Diehl.

C. Important Information Regarding HEC Academy a. All students at HEC Academy are on IEPS and placed in an out-of-district setting, and are

therefore considered "high needs students.” Implementing the IEP and accommodating individual student learning and behavioral needs are the core components of how HEC Academy supports its students, and are woven throughout our programming and staff-student interactions. Plans are being developed for each student for the three reopening models.

b. Ongoing communication with parents, guardians, ancillary Team members, and sending districts regarding student successes and challenges is an integral part of the Academy's standard programming, which would continue in either a hybrid or remote learning model.

c. While a majority of students are economically disadvantaged, we do not have any current or former EL students enrolled at this time. Should an EL student be enrolled, CES will work directly with the sending district to ensure that appropriate learning supports and translation services are in place for the student and family.

d. For all learning models, each student will be assigned a Chromebook to access online content and curriculum in Google Classroom; Chromebooks also have assistive technology tools to support student learning needs. Hotspots can be provided to students who have internet connectivity issues.

e. For an in-person learning model, CES has partnered with Northampton Public Schools to ensure availability of breakfast and lunch on a daily basis for Academy students. For a hybrid or remote learning option, CES will work with sending districts to ensure that students have access to food resources via the local schools in their home communities, if they are not in school to receive breakfast or lunch.

f. For all learning models, clinicians, special educators, and the school nurse work directly with families to ensure they can be informed of, and have access to any additional support available in their local communities for struggling families (e.g., food pantries, health care, mental health needs, etc.).

D. In-person learning model

a. Key Ideas i. HEC Academy can accommodate up to (25) students in the building while maintaining

6ft of social distancing. ii. Students will be assigned to one of three cohorts and each cohort will be assigned to a

specific section of the building for the duration of the school day. iii. General education content teachers and paraprofessionals will rotate throughout the

building to provide full-time, direct instruction and learning support to students. iv. Special education and clinical staff will be assigned to specific areas of the building and

will only rotate as necessary.

29

v. HEC Academy spaces have been adapted and reorganized to support students in accordance with recommended health and safety guidelines.

vi. Outdoor space will be utilized to the extent feasible for in-person instruction.

b. Key Changes i. Students:

1. Schedules will look quite different for students, as they are used to having classes in and moving about to different sections of the building.

2. Students will now have assigned learning spaces and will not be able to move about the building as they have previously.

3. Students will not be able to freely access the Therapeutic Learning Center (TLC) which previously was the designated space when students were dysregulated and/or needed additional clinical support.

4. TLC needs will now need to be addressed in the areas available to each cohort; a clinical staff member will be assigned to support each cohort.

5. Students will not be able to play basketball with peers in the rear parking lot, which was often a necessary outlet for students as a movement break or de-escalation strategy. Students will be able to shoot hoops individually for the same purpose.

6. There are some students whose parents/caregivers have indicated that their child will most likely not return to in-person learning; these students will join classes remotely according to the established in-school schedule.

ii. Content Teachers 1. Content teachers--and associated content Education Support Professionals

(ESPs)-- will no longer be based in individual classrooms, but instead, move throughout the building to where students are based to provide direct instruction.

2. Most instructional material will be moved to Google Classroom to facilitate such movement throughout the building, as well as in preparation for a possible move to remote learning for all students, if required by state order.

3. Staff will not be able to access as many breakout spaces, as several classrooms are too small and lack proper ventilation to be used for instruction.

iii. Special Educators 1. Special educators will be assigned to a cohort, and primarily stay attached to the

cohort to provide ongoing and direct educational and behavioral support as needed.

2. Only as needed (e.g. to cover absences, etc.) will special educators move through the building.

3. Special educators will continue to maintain ongoing contact with parents, caregivers, and other ancillary Team members to support student success.

iv. Clinical Staff 1. Clinicians will be assigned to a cohort as the primary clinical support for that

group of students. 2. To ease scheduling burdens, and facilitate use of limited space, individual

therapy will be provided every other week for 1 hour, rather than weekly for 20-30 minutes as is the current practice.

3. Social Emotional Learning (SEL) classes will continue to be provided on a daily basis, with topics adapted as needed to support the ongoing emotional and

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behavioral needs of students, particularly in response to the COVID-19 pandemic.

4. HEC Academy provides a wide range of emotional and behavioral supports and interventions that will continue to be provided, regardless of the method of instruction; as is the practice during regular operation, these supports will be adapted and modified as appropriate to meet the needs of individual students.

E. Hybrid / Phased In-person learning model

a. Key Ideas i. This model takes a phased approach to both hybrid and in-person learning, focusing on

the students with the highest level of needs first. 1. HEC Academy’s highest needs students are those who have demonstrated very

limited engagement with remote learning. 2. (6) of the currently enrolled (22) students have been determined to be high

needs. 3. Several HEC Academy parents have already indicated that they will opt for

remote learning for their child for the foreseeable future. ii. This model assigns dates for the different phases as a general guideline for HEC

Academy to follow, with the understanding that: 1. Dates may change based on state or local mandates, member district actions,

and transportation availability. 2. Dates provided may be shortened as dictated by student need; for example, if a

student participating in remote learning demonstrates a lack of engagement, a decision may be made to bring that student in for in-person learning sooner than the suggested timelines.

3. Dates may change due to unforeseen circumstances or challenges inherent to in-person learning at the HEC Academy site once students and staff are physically present.

b. Phases i. Phase 1 (August 31 - September 25):

1. All staff report for work virtually from 8/31 - 9/14 for orientation, training, and professional development.

2. Staff will return to HEC Academy on 9/14 to prepare for a combination of in-person and remote instruction as the school year progresses.

3. All students begin remote instruction as of 9/15. 4. During the period from 9/15 - 9/25, special educators and clinical staff will

arrange to meet individually with the (6) high needs students to prepare them for a return to full-time, in-person instruction as of 9/28.

ii. Phase 2 (September 28 - October 23) 1. (6) highest need students to receive services 5 days/week 2. A special educator and clinician will be assigned to this cohort to provide direct,

in-person support. 3. Utilize TALP section of the building (this area of the school has classrooms that

are best suited for instruction -- classrooms are larger and all areas have outside windows for increased ventilation)

4. In-person students will join virtual content classes in live time 5. Remaining students will engage in remote learning

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6. Rotating teams of teachers a. On-site staff provides individual support while remote staff engages in live

teaching w/ other students b. Each content teacher would be provide in-person instruction or support to

the (6) students 1x/week 7. Academy staff will offer some in-person support to remote learners

a. Special ed teacher support -- 1x/week (to extent feasible) b. Therapy in-person every other week for 1 hr c. SEL classes will be provided daily; mixture of in-person and remote

8. Weekly virtual social opportunities will be provided and supported based on interests & friend groups

9. To the extent feasible, and only while adhering to established health and safety protocols, HEC Academy will utilize its 7D drivers to pick up 2-3 students for in-person social opportunities, either in the community, or in a section of HEC Academy that is segregated from the in-person cohort.

10. Identify and prepare the next set of (6-8) students for a return to in-person learning.

iii. Phase 3 (October 26 - November 20) 1. The next set of (6-8) students will be brought in for full-time, in-person services

based on an evaluation of student needs which will include (but not be limited to) ascertaining the level of engagement with remote learning and a review of the student’s social emotional needs and functioning.

2. Student needs will be evaluated by a team of administrators, special and general content educators, and clinical staff.

3. Identify and prepare the remaining students for a return to in-person learning. iv. Phase 4 (November 23 - December 23)

1. Bring any remaining students into HEC Academy for full-time, in-person services.

F. Remote learning model a. Under a remote learning model, we would implement the system we refined during school

closures from March - June 2020. b. Academic classes will be provided daily and supported by content teachers, special educators,

and paraprofessionals. i. Break-out rooms via Google Meet are utilized during instruction for those students who

need it. ii. Daily check-ins with students will occur from the direct teaching staff, with special and

clinical check-ins occurring minimally once per week, but more as needed. iii. Nursing support will be provided as needed to students and families.

c. The Academy provided each student with a Chromebook during the spring closure, and will do so again in a fully remote learning model.

i. Content teachers have shifted curriculum entirely online to Google Classroom, and Chromebooks have assistive technology loaded available to support learning needs.

ii. Individual hotspots have been, and can continue to be provided to students who have internet connection issues in their homes.

d. In collaboration with families, students, content teachers and clinicians, special educators will continue to develop, maintain, and refine individual learning plans for each student to help ensure implementation of the IEP in a remote learning environment.

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i. Special educators will maintain ongoing communication with parents and guardians regarding individual struggles and successes.

ii. School leadership will maintain ongoing communication with sending districts to ensure they remain informed about the learning plans for the out-of-district students placed at HEC Academy

e. The clinical team will provide one hour of therapy every other week, and will provide individual check-ins to students on a weekly basis, or more frequently as needs dictate.

i. Social Emotional Learning (SEL) groups will be provided to groups of students once per week.

f. HEC Academy will continue to adapt its positive behavior supports and incentive systems (e.g. converting an in-person token economy to a point system) with a focus on promoting student engagement and participation.

g. HEC Academy will develop a schedule for providing in-person check-ins , learning, and/or support to students while also adhering to required health and safety protocols.

i. Schedules will be flexible, and will be developed in conjunction with family/caregiver agreement.

G. Out-of-school time plan

As a public day school HEC Academy does not provide any before- or after-school services.

H. Student supports and professional learning: a. Safety, wellness and social emotional supports

i. Safety All recommended health and safety protocols will be followed as determined by local, state, and nationally issued guidelines.

ii. Wellness Our school nurse, along with our clinical team, engages in regular wellness checkups for both physical and mental health needs. This is an established part of our programming and will continue regardless of the nature of instruction.

iii. Social Emotional Supports 1. HEC Academy has a robust system of positive behavioral supports and

interventions that are regularly utilized. 2. During the time of school closure, some supports have been adapted to enhance

student engagement (e.g. physical token economy was converted to an online points and redemption system), while other supports remain largely unchanged in content, if not in delivery.

3. For example, teaching and clinical staff regularly make 1:1 connections with students in person for both academic and emotional support; during closure this close communication has continued, but has been provided virtually via phone or Google Meet.

b. Planning & instruction i. As part of regular operations, teachers have ongoing planning time every Wednesday

afternoon -- this will continue in the 2020-2021 school year. ii. Additionally, special educators, general content teachers, education support

paraprofessionals, and clinical staff engage in regular consultation and planning efforts to support the success of all students and ensure continuity of approach for each student.

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iii. During the 2019-2020 school year, teachers began content into Google Classroom as a means to improve engagement and collaboration between teachers and students

1. During school closure teachers were already poised to move remaining content to Google classroom, and methods and content were further refined over the course of the spring.

2. During 2020 ESY, all content was provided via Google classroom. iv. During the 2020-2021 school year, the teaching team will continue to build all content

area lessons in google classroom c. Assessment

i. Student learning is best supported through effective assessment and feedback. Students will be submitting work through google classroom and graded accordingly

ii. Collaboration (and weekly meetings) between content teachers, support personnel, and special educators will allow for effective assessment of student learning and student growth

d. Intervention i. Special educators, content teachers, and clinical staff will follow up with individual

students in 1:1 sessions for support. ii. A licensed reading specialist is also on staff to provide individual and small group

reading intervention. iii. Remote learning model allows for extensive academic supports as assistant teachers

attend all academic classes and support students through real-time, break out rooms, or individual follow up to the extent needed

I. Other

a. Health and Safety i. Dr. Johanson / Academy School Physician:

1. Sherry Smith (Director of Special Education) and Asheley Cole (School Nurse) met with Dr. Johanson (School Physician) on July 22 to discuss both recommendations regarding a return to school for in-person learning, and also COVID-related medical questions.

2. Dr. Johanson indicated that while educating students in person is critical for students, utilizing indoor space is already a necessary compromise to the known risk factors in COVID transmission, and once indoors, we should not compromise other risk factors. For example, given the nature of the student population we instruct and manage, Dr. Johanson did not endorse the stated 3 ft. minimum for social distancing and indicated her agreement with adhering to a 6 ft. minimum of distancing for Academy students.

3. In addition, Dr. Johanson indicated that all mask breaks should be taken outside of the building, and that to the extent feasible we should utilize outdoor instruction. Dr. Johanson recommended N95 masks (or surgical-grade masks and face shields) be used for any teacher that is in a risk category.

4. Further, for some of the small, unventilated rooms (i.e. 9x9 with no windows) in the Academy, instruction should only be 1:1 and N95 masks should be used by staff working 1:1; new studies show that aerosols may linger in the air, yet it is unclear at this time as to what extent this is the case.

ii. COVID-19 Health Office Plan:

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1. Asheley Cole, School Nurse, has created a comprehensive health plan that outlines and implements new policies for return to school guidelines and re-opening of the school building during the COVID-19 pandemic.

2. The guidelines and policies have been carefully considered in accordance with local, state, and nationally issued guidelines (e.g. Northampton Local Board of Health, MA Department of Public Health, MA Department of Elementary and Secondary Education, Centers for Disease Control, American Academy of Pediatrics, and National Association of School Nurses) and will be implemented to address and promote the safety, health and overall welfare of the HEC Academy community.

3. The plan addresses the critical health practices that reduce the risk of transmission of COVID-19 including: use of masks/face coverings, rigorous hygiene and handwashing, physical distancing, reducing interactions between groups, staying home when sick, protecting those most vulnerable to disease, ongoing health education, and testing and tracing capabilities in the community.

iii. Daily cleaning:

1. The Operations Team from CES’s central offices have been coordinating efforts related to: acquisition of PPE and cleaning supplies; contracting additional custodial services to clean and disinfect high-touch areas in the Academy during the school day; and, installment of hand-washing stations, touchless hand-sanitizers, touchless towel dispensers, touchless sinks, etc.

2. In addition to daily high-touch area cleaning during the day, the Academy will continue to have evening custodial services for ongoing cleaning.

b. Facilities

i. The HEC Academy building was converted from VA medical offices approximately twenty years ago, and its design was not intended to serve as a school setting. Rather, it has a number of small and oddly-shaped spaces that are more like offices than classrooms. There are a number of spaces within HEC Academy that lack outside windows, and are quite small (approx. 9x9), and/or are larger but have absolutely no windows.

ii. During normal operating circumstances and at full enrollment, HEC Academy is able to accommodate 36 students and the associated teaching and clinical staff of 18-21 (staffing is based on enrollment); additionally, (2) administrators, (2) administrative staff, and (6-7) related service providers also utilize parts of the HEC Academy building as a base of operations.

iii. Last year, (8) smaller classrooms were converted into (4) larger learning spaces, but of those (4), only (3) can be used for group instruction given health and safety guidelines. Further, an additional (4) spaces that were used for breakout spaces for small group or 1:1 instruction cannot be used for instruction now given a lack of windows and proper ventilation.

iv. While some options for outside learning may be available in the front or rear parking lots or the green space between HEC Academy and its neighboring business, the school is located on a busy street in downtown Northampton; space constraints as well as significant variability in students’ abilities to tolerate being outdoors for lengthy periods of time will impact the ability to rely on outdoor instruction.

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v. A careful review and reorganization of the indoor physical space indicates that HEC Academy is able to utilize approximately 60% of available space for instruction based on following 6 ft. minimum social distancing and utilizing specific areas of the building that have adequate ventilation and air flow. Given these constraints, (25) students max can be educated in the building for in-person instruction.

c. Transportation

i. Currently enrolled students represent (13) different sending school districts, each of which is responsible for providing transportation for their student to and from HEC Academy. CES has no oversight or role in transportation other than reporting issues or relaying pertinent information to districts and transportation.

ii. Traditionally, most Academy parents are unable to regularly provide alternative transportation for their child. In a recent parent/caregiver survey, only 3 of the 10 parents who responded indicated that they would be able to arrange for alternative transportation for their child.

iii. Given the above, and the required health and safety protocols for school vans, it is unclear how transportation limitations -- both from the sending district and from the parent/caregiver -- will impact student attendance.

d. Communication

i. Regular and ongoing communication with parents, caregivers, and/or ancillary Team members is a cornerstone of HEC Academy’s program; administrators, special educators, and clinical staff are regularly in contact with families to address needs and ongoing support.

ii. Such communication efforts have continued throughout school closures and include phone calls, emails, parent meetings, Zoom or Google Meet calls, etc.

iii. HEC Academy recently acquired Remind, which is an online communication platform that allows for direct two-way messaging between parties; it will be implemented this fall to enhance communication effectiveness.

J. Certification of health and safety requirements -- It is unclear to me what this means or who is

supposed to do it a. HEC Academy’s school physician will review health and safety plans and protocols and certify

they are in compliance w/ issued guidelines. b. The CES HVAC service provider will certify that the system at HEC Academy meets the

appropriate guidelines for airflow based on issued guidelines. c. Internal review team -- there is a CES Pandemic Emergency Response team (operations, HR,

school nurse, special ed, etc.) crafting guidelines and working through an iterative process with multiple internal benchmarks in order to adhere to highest standards for safety and student/staff well -being.

Collaborative for Educational Services: Mount Tom Academy Reopening Plan: Fall 2020 Phased Reopening/HYBRID Learning Model Mount Tom Academy founded in 1999 and currently housed on the campus of Holyoke Community College is a program dedicated to serving students in a highly individualized academic program with both academic and social emotional support.

Being on the HCC campus, students have the opportunity to fully engage in campus life. Once enrolled students receive an HCC ID and have access to facilities including the library, cafeteria, gym, activities, internships, performances and internships.

Our partnership with HCC continues to develop and we anticipate more opportunities to access enrollment in specialized classes offered through the Gateway to College Program. Students will continue to access dual enrollment opportunities.

However, HCC will be serving students remotely in the fall and cannot offer us the facility support as they will be minimally staffed for cleaning and staffing the common areas. While we were pursuing alternate HCC space in Holyoke until very recently, that did not come to fruition.

As schools open, Mt. Tom will be located at 97 Hawley Street, the CES offices utilizing the two combined conference rooms (A&B)

The choice of Conference Rooms A&B will allow: ● No additional non budgeted costs for rent ● Students to have their own entrance/exit ● Careful monitoring at daily arrival by program staff ● Isolation space should a student exhibit symptoms ● Access to the HEC Academy nurse ● Access to the outdoor break area with picnic table (with adult supervision) ● For additional time to identify a long term location (should that be needed)

CES has a Covid 19 control plan in place, and the Pandemic Emergency Reopening Teams including staff from Bus. Ops/HR along with school personnel are working to do a crosswalk between DESE guidelines, CDC recommendations, and OSHA requirements in order to plan for a safe learning environment for staff and students. Recommendations and protocols will be finalized in consultation with our HEC Academy school physician and HEC Academy School Nurse who is actively engaged with the Department of Public Health.

DESE has established protocols and expectations for PPE use, and in response to potential illness. Mt. Tom will follow all guidelines accordingly.

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Enrollment: Mt. Tom’s maximum enrollment is planned for 16 students based on the current staffing model. Current student enrollment derives from: Agawam (1) Belchertown (1) East Longmeadow (2) Greenfield (1) Hatfield (1) Hampshire Regional (2) Northampton (1) Ware (1) West Springfield (4)

Note: Currently a number of districts have opted to offer remote educational services to their high school students. We do not (yet) know what impact this may have on transportation to Mt. Tom. It may mean that certain students by district choice, will be served remotely for a period of time. Mt. Tom staff experienced great success with students remotely in the spring. Space Determination/Cohort Model/HYBRID Learning Based on available space, using DESE & CDC guidelines, the CES Pandemic Reopening Team has determined that based on six foot social distancing standards, the maximum occupancy for the classroom space is eleven (11) individuals.

Accordingly, students will be broken up into 2 cohort groups. It is believed that cohort groups will allow for more control of the potential spread of covid 19. Mt Tom cohort groups will be built by staff during the initial days of staff return. It will be necessary to consider enrollment by district to maximize transportation needs. Student learning profiles will also impact cohort placement. Staffing: Mount Tom is currently staffed with (3 individuals) a full time teacher, assistant teacher and an educational mentor who will work four full program days. Planning time is built into the schedule after students have completed the program day.

Full time/part time staff will maintain a 185 work day schedule.

Staff are being surveyed to identify any potential concerns they may have in returning for in person learning. Program Calendar: As mandated by DESE, staff will be scheduled for ten days of professional development, training and academic planning including having virtual meetings with students and their families to check in and best prepare for the upcoming school year.

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Students will attend 170 school days in a combination of in person, remote and independent work time monitored by staff. Mt. Tom Proposed Phased Reopening: HYBRID MODEL

August 31st - September 14th (September 7th - Labor Day - holiday)

Ten day Staff Preparation Safety Training Professional Development Staff Collaborative Planning Staff assign Core Academic Classes in APEX Staff set up virtual meetings with students and families for following week Draftf Individual

September 15th (Remote learning continues through Sept. 25th)

Remote Learning Begins All students attend remote Student Orientation 9-12 pm Students begin assigned work in APEX/staff monitoring Staff setup/attend virtual meetings with students and families for check in: establish goals and work plan Staff Planning time: Readying classroom space for student occupancy

September 28th Hybrid Learning Model Begins Monday, Sept 28th: Cohort A begins In person (2 days per week) Wednesday, Sept 30th: Cohort B begins In person (2 days per week) Friday, Oct. 2nd: All students remote: group classes, academic support

When Conditions Require: Fully Remote programming & supports

Hybrid Learning Model: Mt Tom is uniquely positioned to be flexible, adaptable and responsive to student needs. As it is designed primarily for independent learning and all programming highly individualized, and we have the appropriate tools to do this, current students are familiar and already comfortable with a combination of independent work, small group academic supports, group activities, google classroom lessons & options, and individual weekly meetings (or more frequently if needed) to check in on successes and challenges that might need to be addressed.

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Academic Program & Social Emotional Supports: We know that students have experienced a lack of success in a traditional school environment and need significant support to achieve success. Mt. Tom offers students the opportunity to recover courses/credits, move forward in course work for graduation, access social emotional and one on one academic tutorial and support, opportunities to explore, art, music through group lessons, and dual enrollment through HCC as seniors.

All students will be assigned a full year of academic study. Some students (as we saw this past spring can also accelerate learning in a remote model) and that is an option always.

APEX: Core courses are assigned in APEX software at the beginning of each school year or as students successfully complete lessons online. APEX offers hundreds of courses that can be assigned based on school district graduation requirements. Learning is supported one on one by staff and may be adapted based on student needs. Students are assessed through APEX in the form of quizzes and tests. Staff can monitor student progress. For some students, staff may make modifications to the lessons, assign a skill building class, or alter a course level as needed.

Google Classroom: Mt Tom staff have created a compendium of project based lessons in multiple subject areas to enhance or replace units in APEX. Many students appreciate the opportunity to actively learn in a cross curricular project housed in google classroom. Mt Tom staff introduce the project overview and allow students to have a voice and project outcomes All projects are aligned with MA Curriculum Frameworks and are assessed and graded. Social Emotional Learning & Supports: Mt Tom is fortunate to have an experienced social worker on staff who serves in the role of educational mentor. In her role, she offers individual student support through counseling and guidance but also works with other staff to understand how to build an academic support model for each student. We anticipate that students may have difficulty transitioning back to school and continued worry for friends and family, we will begin individual check ins as the year opens.

In addition(and in particular during this past spring) she checks in with families often and is able to provide support to them.

Our Educational Mentor designs group lessons and activities that focus on CASEL’s five core competencies; Self Awareness, Self management, Responsible Decision Making, Social Awareness, Relationship skills. All students are required to attend these sessions and typically find the activities highly engaging.

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Two days in/Three Out: Staff Support 5 days per week

In our hybrid learning model, students will attend in person two days per week. On Fridays, enrichment and group support classes will be offered.

● Cohort A will attend Monday/Tuesday and be remote Wednesday through Friday, ● Cohort B will attend Wednesday/Thursday and be remote Monday, Tuesday and Friday.

Students will be expected to attend and will be monitored for participation and attendance. One particular favorite Friday whole group class is art which saw high levels of engagement and participation even during remote learning last year. It is an opportunity for community building, reflecting on the week, and creating with the simplest found objects. (please see remote learning schedule below)

All students will receive an individual learning plan and schedule.

Sample Individual Student Learning Plan that will be adapted for both HYBRID or REMOTE as needed for the FY21 school year..

Mt. Tom Academy Individual Remote Student Learning Plan, Spring 2020 Primary Contact: Ms. Elise Robinson, Content Teacher and Case Manager

Student: Program: Mt. Tom Academy

Sending District: IEP: no

Student remote learning platform

Apex Learning System: used during school year Google Classroom: used during school year Virtual classroom: starting 3/16/20

Start Date: 3/16/2020 End Date: when campuses reopen

Strengths

Student A has been in the Mt.Tom Academy program since February, 2020. He works best with one-one lessons. During these lessons and discussions he shows a profound depth of intellectual ability and analytical skills. He is interested in the gamut of subjects and has a passion for learning. He writes in-depth, introspective rap songs, which include rhyme and meter. He prefers to work directly with instructors but is flexible and joins group lessons and activities.

Challenges Due to anxiety and depression Student A can be inconsistent with his focus on learning, both in independent, group and one on one instruction. He forms quick and intense relationships both inside and outside of school, which impact his focus on schoolwork.

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APEX Courses Enrolled:

Environmental Science English Algebra 1 US History Assigned Google Classroom Lessons:

Support Additional Information/Technologies Used

Apex Learning platform, Google Classroom lessons and assignments, reading out loud with visual reading materials to go along with it, math problems using visuals from teacher, videos/documentaries, ebooks, audio books

Boston Public Library card (always free), Hoopla, PBS Learning Media, Khan Academy videos, audiobooks.com (free for students during this time)

Group lessons Monday--Friday Google Earth, Google Moon and Google Mars exploration, interactive Sporcle.com exercises, high interest activities each week for socialization, History, Math, Art class each week. Includes activity for socialization, Google Earth, Moon and Mars activities, sporcle.com quizzes. All use Google Meet and Zoom.

One-on-one lessons 2-5 times a week All school subjects are discussed.

Contact Information of providers

Elise Robinson Teacher, Case Manager erobinson@collaborative.org

Carole Jackewich Assistant Teacher cjackewich@collaborative.org

Allyson Mazzuchi Educational Mentor amazzuchi@collaborative.org

Program cell phone 413-387-3880

Services and Instruction

Monday

time one on one learning/group independent learning

10-10:45 English x

11-11:45 x English

12-12:45 x History

1-1:45 x Science

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Tuesday

time one on one learning/group independent learning

10-10:45 English x

11-11:45 Algebra 1 (group) x

12-12:45 x History

1-1:45 x Science Wednesday

time one on one learning/group independent learning

10-10:45 History

11-11:45 x Science

12:30-1:30 History (group

1-1:45 x English Thursday

time one on one learning/group independent learning

10-10:45 One-on-one lesson x

11-12 Algebra (group) x

12:30-1-1:15 Art x

1-1:45 x English Friday

time one on one learning/group independent learning

10:11 One-on-one lesson x

11-11:12:15 x History

12:30-1:15 x Algebra

1:30-2:15 x English

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Shift to Fully Remote: On March 16, 2020, as schools were closed by Governor Baker, Mt Tom students did not skip a beat in their academic program. All students had access to a chromebook (provided by Mt Tom or use of a home device) They were able to continue working through APEX on coursework the very next Monday. We anticipate being able to be agile in the shift once again. The determination to move to a fully remote learning model will be determined in consultation: MA State guidelines for possible school closure & metrics CES Pandemic Emergency Response Team Local DPH guidelines CDC Guidelines HEC Academy School Physician, Dr. Johanson HEC Academy School Nurse CES administration In preparation for the potential to go remote, students will be surveyed to assess digital needs. All students will be issued an updated learning plan and a full weekly schedule of classes.

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Mt. Tom Weekly Schedule Spring 2020

Monday Tuesday Wednesday Thursday Friday

8:00 -10:30

Individualized Learning Time (STAFF MEETING)

Individualized Learning Time & 1:1 support

Individualized Learning Time & 1:1 support

Individualized Learning Time (STAFF MEETING)

Individualized Learning Time

10:30 Individualized Learning Time

Individualized Learning Time & 1:1 support

Individualized Learning Time & 1:1 support

Individualized Learning Time

Individualized Learning Time

11:00 Group Time; A Math Foundations Group Carole & Elise

Math Algebra Group: (LB, ML) Carole & Allyson

Group Time; A Math Foundations Group Carole & Elise

Math Algebra Group: (LB, ML) Carole & Allyson

Fun Group Academic Activity

11:30 Lunch Lunch Lunch Lunch Lunch

12:00 Individualized Learning Time & 1:1 support

Individualized Learning Time & 1:1 support

Individualized Learning Time & 1:1 support

Individualized Learning Time & 1:1 support

Individualized Learning Time & 1:1 support

12:30 Individualized Learning Time & 1:1 support

Individualized Learning Time & 1:1 support

Individualized Learning Time & 1:1 support

Individualized Learning Time & 1:1 support

Individualized Learning Time & 1:1 support

1:00 Group Check in with Allyson Allyson, Carole & Elise

Group Class TIme: English Group Elise & Carole

Google Earth/other accessible activity Elise & Carole

Group Class TIme: English Group Elise and Carole and Allyson

Art or group reading Elise & Carole

1:30 SEL lessons: Check in with Allyson, Carole & Elise

Group Class TIme: English Group

Google Earth/other accessible activity

Group Class TIme: English Group

Art or group reading

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ACADEMIC CALENDAR | 2020-2021

For CES Special Education Programs

HEC Academy

228 Pleasant St., Northampton

Ph. (413) 588-5265

Full Day: 8:00AM – 2:30PM Every Wednesday that school is in

session is an Early Release

Early Release: 8:00AM – 11:45AM

JANUARY 2021

S M T W Th F S

1 2

3 4 5 6 7 8 9

10 11 12 13 14 15 16

17 18 19 20 21 22 23

24 25 26 27 28 29 30

31

1 New Year’s Day –

NO SCHOOL

15 Staff Professional

Development Day –

NO SCHOOL

18 MLK Jr. Day –

NO SCHOOL

31 Staff Professional

Development Day AUGUST 2020

S M T W Th F S

1

2 3 4 5 6 7 8

9 10 11 12 13 14 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30 31

FEBRUARY 2021

S M T W Th F S

1 2 3 4 5 6

7 8 9 10 11 12 13

14 15 16 17 18 19 20

21 22 23 24 25 26 27

28

15-19 Winter Recess –

NO SCHOOL

1-4, Staff Professional

8-11, Development Days

14

7 Labor Day

15 First Day for Students

SEPTEMBER 2020

S M T W Th F S

1 2 3 4 5

6 7 8 9 10 11 12

13 14 15 16 17 18 19

20 21 22 23 24 25 26

27 28 29 30

MARCH 2021

S M T W Th F S

1 2 3 4 5 6

7 8 9 10 11 12 13

14 15 16 17 18 19 20

21 22 23 24 25 26 27

28 29 30 31

9 Staff Professional

Development Day –

NO SCHOOL

9 Staff Professional

Development Day –

NO SCHOOL

12 Indigenous People’s

Day – NO SCHOOL

OCTOBER 2020

S M T W Th F S

1 2 3

4 5 6 7 8 9 10

11 12 13 14 15 16 17

18 19 20 21 22 23 24

25 26 27 28 29 30 31

APRIL 2021

S M T W Th F S

1 2 3

4 5 6 7 8 9 10

11 12 13 14 15 16 17

18 19 20 21 22 23 24

25 26 27 28 29 30

19-23 Spring Recess –

NO SCHOOL

3 Staff Professional

Development Day –

NO SCHOOL

11 Veterans Day –

NO SCHOOL

26-27 Thanksgiving Break –

NO SCHOOL

NOVEMBER 2020

S M T W Th F S

1 2 3 4 5 6 7

8 9 10 11 12 13 14

15 16 17 18 19 20 21

22 23 24 25 26 27 28

29 30

MAY 2021

S M T W Th F S

1

2 3 4 5 6 7 8

9 10 11 12 13 14 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30 31

11 Staff Professional

Development Day –

NO SCHOOL

31 Memorial Day –

NO SCHOOL

24-31 Holiday Recess –

NO SCHOOL DECEMBER 2020

S M T W Th F S

1 2 3 4 5

6 7 8 9 10 11 12

13 14 15 16 17 18 19

20 21 22 23 24 25 26

27 28 29 30 31

JUNE 2021

S M T W Th F S

1 2 3 4 5

6 7 8 9 10 11 12

13 14 15 16 17 18 19

20 21 22 23 24 25 26

27 28 29 30

4 Graduation

17 Last Day (170th day) –

Early Release

REVISED 8/10/2020

P. 45

ACADEMIC CALENDAR POLICY

Per Commissioner Riley of the Department of Elementary and Secondary

Education, students are required to attend 170 days for the 2020-2021 school

year rather than the typical 180 days. Staff are required to attend 185 days. The

last day of school will be adjusted according to the number of emergency

closing days used. The last day of school will be an early release for students.

SNOW DAY POLICY

Students will not attend if either of the following occurs:

a. The school where the CES program is located is closed for the day;

b. The school district of the student’s residence is closed for the day.

MCAS TESTING DATES FOR 2020 – 2021

TBD HS ELA Retest TBD HS MATH Retest

TBD HS MATH Retest TBD Gr. 10 ELA

TBD HS BIO TBD Gr. 10 MATH

TBD HS ELA Retest TBD HS STE

Director of Special

Education: Sherry L. Smith, M.Ed.

cell: 413-687-4562

ssmith@collaborative.org

Assistant Director of Special

Education: Pedro Gomes, M.Ed.

cell: 413-841-6196

pgomes@collaborative.org

Clinical Coordinator: Tones Smith, LICSW cell: 413-626-8922

tsmith@collaborative.org

School Nurse: Asheley Cole, RN cell: 413-687-2657

acole@collaborative.org

Executive Assistant, Special

Education Department: Michelle Geoghegan mgeoghegan@collaborative.org

HEC Academy

Administrative Assistant: N/A

P. 46

P.47

(Draft) Mt Tom Academy | 2020-2021 CALENDAR

Mt Tom Academy CES offices 97 Hawley Street Northampton, MA 413 – 387 - 3880

JANUARY ‘21 S M T W Th F S

1 2

3 4 5 6 7 8 9

10 11 12 13 14 15 16

17 18 19 20 21 22 23

24 25 26 27 28 29 30

31

1 New Year’s Day – NO SCHOOL 15 Staff Professional Development Day – No School 18 MLK Jr. Day – NO SCHOOL

31 Staff Development Day AUGUST ‘20

S M T W Th F S

1 2 3 4 5 6 7 8

9 10 11 12 13 14 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30 31

FEBRUARY ‘21 S M T W Th F S

1 2 3 4 5 6 7 8 9 10 11 12 13

14 15 16 17 18 19 20

21 22 23 24 25 26 27

28

15-19 Winter Recess – NO SCHOOL

1-14 Staff Development Days 7 Labor Day 15 First Day for Students

SEPTEMBER ‘20 S M T W Th F S

1 2 3 4 5

6 7 8 9 10 11 12

13 14 15 16 17 18 19

20 21 22 23 24 25 26

27 28 29 30

MARCH ‘21 S M T W Th F S

1 2 3 4 5 6

7 8 9 10 11 12 13

14 15 16 17 18 19 20

21 22 23 24 25 26 27

28 29 30 31

9 Staff Professional Development Day – NO SCHOOL

9 Staff Professional Development Day – NO SCHOOL 12 Indigenous People’s Day – NO SCHOOL

OCTOBER ‘20 S M T W Th F S

1 2 3

4 5 6 7 8 9 10

11 12 13 14 15 16 17

18 19 20 21 22 23 24

25 26 27 28 29 30 31

APRIL ‘21 S M T W Th F S

1 2 3

4 5 6 7 8 9 10

11 12 13 14 15 16 17

18 19 20 21 22 23 24

25 26 27 28 29 30

19 - 23 Spring Recess NO SCHOOL

NO 3 Staff Professional Development Day - NO SCHOOL 11 Veterans Day 26 Thanksgiving Day

NOVEMBER ‘20 S M T W Th F S

1 2 3 4 5 6 7

8 9 10 11 12 13 14

15 16 17 18 19 20 21

22 23 24 25 26 27 28

29 30

MAY ‘21 S M T W Th F S

1

2 3 4 5 6 7 8

9 10 11 12 13 14 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30 31

11 Staff Development Day NO SCHOOL 31 Memorial’s Day NO SCHOOL

24 – 31 Holiday Recess – NO SCHOOL

DECEMBER ‘20 S M T W Th F S

1 2 3 4 5

6 7 8 9 10 11 12

13 14 15 16 17 18 19

20 21 22 23 24 25 26

27 28 29 30 31

JUNE ‘21 S M T W Th F S

1 2 3 4 5

6 7 8 9 10 11 12

13 14 15 16 17 18 19

20 21 22 23 24 25 26

27 28 29 30

17 Last Day (170th day) Early Release

Calendar Template © calendarlabs.com Calendar Template © calendarlabs.com

HEC Academy: Language for handbook on face coverings HEC Academy is committed to providing a safe environment as schools reopen during the COVID-19 pandemic. According to public health experts, one of the best ways to stop the spread of coronavirus and to keep members of our school community safe is the use of face masks or face coverings. Therefore, in accordance with guidance from the Center for Disease Control (CDC), the Department of Elementary and Secondary Education (DESE) and the Massachusetts Department of Public Health (DPH), the following requirements are in place until further notice. A face covering that covers the nose and mouth must be worn by all individuals in school buildings, on school grounds and on school transportation, even when social distancing is observed. A written note from a physician is required for a requested exemption. Additionally, face masks or face coverings will not be required when appropriate social distancing is enforced:

during mask breaks while outside; while eating or drinking; during physical education classes;

A student’s mask or face covering is to be provided by the student’s family. Staff members are responsible for providing their own face coverings. However, the district will supply disposable face covering for individuals who arrive at a building, or board school transportation, without one.

In the event that a student removes their mask or does not wear their mask without permission, the process will be as follows:

First occurrence: Staff provides verbal redirection HEC Academy staff provide written directive issued to all students/parents Second/Final Occurrence: Staff provides verbal redirection/notification to parents Student may not be allowed to enter the building Student may be removed from the school building for in-person learning and parents offered remote learning option until such time as they can comply with the requirement P.48

Last Name First Name Date Hired Program Position Part Time or Full TimeClark Ashley 7/1/2020 21st CCLC Activity Leader Part Time

Connolly Becky 7/6/2020 21st CCLC Activity Leader Part TimeDiaz Angel 7/6/2020 21st CCLC Activity Leader Part TimeKhan Rachel 8/3/2020 Professional Development ISTE Certified Trainer Part Time

Martinez Itza 6/22/2020 Research & Evaluation Research Associate Part TimeMitchell Elizabeth 7/1/2020 21st CCLC Activity Leader Part TimePoulin Heidi 6/26/2020 Events/Professional Dev. Instructor Part TimeRagno John 7/1/2020 21st CCLC Activity Leader Part TimeSavoia Lauren 7/6/2020 21st CCLC Activity Leader Part Time

Thompson Emily 7/1/2020 21st CCLC Activity Leader Part TimeO'Hare Joseph 7/1/2020 21st CCLC Activity Leader Part Time

Johnson Mary Kate 7/1/2020 21st CCLC Activity Leader Part Time

Last Name First Name Date of Separation Program Position Part Time or Full TimeHale David 6/18/2020 SPED Paraprofessional Full TimeKing Kathleen 6/18/2020 SPED Guidance Counselor Part Time

Ritchie Maribeth 6/19/2020 SPED Coordinator Full Time

p. 49

SEPARATIONS

HIRES

HIRES AND SEPARATIONS JUNE 16th 2020 - AUGUST 5th 2020

Last Name First Name Date Hired Program Position Part Time or Full TimeBreen Victoria 7/6/2020 DYS Teacher Part Time

Claveau Elizabeth 7/6/2020 DYS Teacher Part TimeGriffin Marni 7/6/2020 DYS Teacher Part TimeJewett Kira 7/6/2020 SEIS Professional Development Coordinator Full TimeMartel Jessica 6/22/2020 SEIS Teacher Part Time

Williams Yvette 7/13/2020 DYS Teacher Part TimeDonahue James 7/6/2020 DYS Teacher Part Time

Last Name First Name Date of Separation Program Position Part Time or Full TimeBurns Thomas 6/30/2020 SEIS Teacher Full TimeCollier Lauren 6/30/2020 SEIS Teacher Full TimeDillon Nicole 6/30/2020 SEIS Teacher Full TimeGray Kimberley 6/30/2020 SEIS Admin Support Part Time

Jankowiak Anneka 6/26/2020 DYS Teacher Full TimeMihaila Andrada 7/7/2020 SEIS Teacher Full Time

Muhammad Abdullah 6/26/2020 DYS Teacher Part TimePastellis Andrea 6/29/2020 DYS Teacher Full Time

P.50

SEPARATIONS

HIRES

HIRES AND SEPARATIONS JUNE 16th 2020 - AUGUST 5th 2020

BOARD OF DIRECTORS

JUNE 2020 MEETING ADDITIONAL MATERIALS

May 27, 2020

MEMBERS of the Collaborative for Educational Services Hampshire County Amherst-Pelham Regional Schools * Amherst Public Schools * Belchertown Public Schools * Chesterfield-Goshen Public Schools Easthampton Public Schools * Granby Public Schools * Hadley Public Schools * Hampshire Regional Schools Hatfield Public Schools * Northampton Public Schools * Pelham Public Schools * South Hadley Public Schools Southampton Public Schools * Ware Public Schools * Westhampton Public Schools * Williamsburg Public Schools Smith Vocational & Agricultural School Franklin County Conway Public School * Deerfield Public School * Erving Elementary School * Franklin County Technical School Frontier Regional School District * Gill-Montague Regional * Greenfield Public Schools * Hawlemont Regional Leverett Public School * Mohawk Trail Regional * New Salem School * Orange Public School Pioneer Valley Regional * RC Mahar Regional * Rowe Elementary School * Shutesbury Public School Sunderland Public School * Wendell Public School * Whately Public School

Executive Director Search Process

1. Review of process including time line and appointment of Cheryl as organizer - Board approval.

2. Prepare a budget for search and hiring process - Board approval. 3. Review of job description - Board approval. 4. Review of current contract. 5. Review of salary range and other parameters set by board. 6. Survey of staff, board and superintendents on what it is that each person/group is

looking for in the next CES leader. 7. Develop position posting 8. Post the position broadly, casting a wide net to have a diverse candidate pool. Enlist

staff members, the Board, superintendents and others to circulate among their networks.

9. Application Screening: HR to review and screen for qualifications and viability. Present qualified candidates to screening committee members with evaluation tools.

10. Screening committee: Screens applications narrowing pool to semi-finalists. This can be conducted independently via rating/ranking survey.

a. 3 Board members - determined by board. b. 2 CES Staff - determined by CES or appointed by current Executive Director. c. 1 Superintendent - determined by Superintendents or appointed by current

Executive Director. d. 1 Community member - appointed by Board Chair.

11. Interview committee: Interviews semi-finalists, narrowing field to 3 finalists. Interview committee will also review candidate questions for interview committee and final Board interviews.

a. 3 Board members (preferably different from screening committee) - Chair and 2 others that are determined by Board.

b. 2 CES Staff (different) determined by CES or appointed by current Executive Director.

c. 2 Superintendents, one from each county, determined by Superintendent Steering Committees or appointed by current Executive Director.

12. Reference checks (Cheryl or designee). 13. Site visits to CES by finalists with ranking survey from staff. 14. Site visit to finalists’ current place of work. (Contingent based on timeframe and

COVID-19 restrictions) 15. Finalists interviews with full Board. Discussion of candidates occurs in open session

including rankings from any and all stakeholders and includes reference check information. Executive session may be required to discuss salary. These interviews will be done with consistent questions and no public participation.

16. Board votes to hire Executive Director pending contract negotiations - in open session.

17. Contract negotiations - to include Cheryl, Chairperson, and Board members on interview committee. Hire candidate.

18. Announce the new Executive Director.

Cheryl will orchestrate the process and be the point person/liaison.

1. Although a CES employee, Cheryl will work directly with the chair and for the board of directors on this project.

2. She will be the person who puts out all of the information (adds, press, etc.). 3. Communicates all information regarding meeting dates, times, posting (board

meeting). 4. Prepares candidate screening tools and interview questions/rating rubric for

committee members 5. Executes reference checks or appoints person to do them. 6. Organizes site visits. 7. Negotiates contract along with chair and other board members on the

Interview committee - parameters set by board. 8. Announcement of the name and credentials of new Executive Director will

come from the chair with support and guidance from Cheryl.

Proposed CES Executive Director Range - ($126,400/Midpoint $158,000/$189,600)

Data sources:

Gallagher Compensation Survey, (2019) Executive Director (Education/Government/Nonprofit Sector)

$137, 850 (25th percentile)/ $176,417(50th percentile)/ $206,821 (70th percentile)

MOAC Collaborative Educational Services, Executive Director Salary (2019/2020)

$130,000 - $200,000

Western Mass Superintendent Salary Survey (2017-2019)

Range $130,000 - $180,000

ED Search Budget Projections

Recruitment Posting Fees Actual 6 new targeted avenues for

diverse candidate pool 20007 current avenues under service

contract or free 0Indeed feature 250

other from Staff 250Subtotal 2500

Candidate Travel - Varies/Contingent

3 x $ 500 Flight 15003 x $100 - Hotel 300 3 x $55 Mileage 55

Subtotal 1855Temporary Help

Office Temp - Placement during search, $28 x 16 x 8 3584

Site Visit Team Travel - Contingent

3 visits/Mileage/ meal stipend 340120, 120, 250

20 x 2 x 3 Refreshments - ContingentPrepackaged Food and Drink $12.00 x # 40 for board mtg 480$12.00 x # of 50 at meet and greet if permitted and possible 600

Subtotal 1080Legal Consultation 5 hours x $350 1750

Relocation AssistanceOut of State Only 1000

Total 12109

Meal Stipend: CES Policy: Employees, while on approved out-of-town business travel lasting longer than one that extends beyond the regular work day may be reimbursed for reasonable and actual expenses for meals (including tax and tips). Reimbursement must not exceed $30 for dinner, $20 for lunch and $15 for breakfast.

CES Executive Director Search

Designated Staff Team

Search Action Details Progress Notes Related Documents Assigned To Deadline Status

Create search time line and appointment of Cheryl as organizer Board Meeting Wed 6/24 Edit Timeline Create timeline

Board Approval 24-Jun

Prepare a budget for search and hiring process, board vote

Cheryl to research and include: Travel, Mileage, Hotel, Meals for Board Interview if in person, temporary help for HR through EANE or other company Cheryl to prepare 6/23 Board Approval 6/24/2020

Prepare revisions to Job Description, Board Vote 24-JunPrepare Position Statement/Candidate and Agency Profile for Recruitment July 6-8 Contract for ED six months Bill/Dan 24-JunFinalize salary scale data and recommend scale 24-JunSurvey of staff, board and superintendents and key stakeholders on what it is that each person/group is looking for in the next CES leader.

Review previous survey and consult with R/E to prepare a new survey RE and Cheryl mtg. July 6-8

Designated Staff Team

Recruitment Materials Details Progress Notes Related Documents Assigned To Deadline Status

Finalize Profile: ED position & CES CR/Dan and Bill 7/6/2010Share recruitment list with SJE and encourage outreach to professional networksCreate recruitment avenue list and confirm process and costs

Started work on 6/23 for budget list formed 10-Jul

Confirm budget for postings Budget draft complete pending board vote June 24 10-Jul

Create materials on benefit package 10-JulWork with communications dept. for ED announcement webpage 7/6-7/10

Assign content to team for posting 7/13-7/17Designate posting to be completed within 48 hours/post for 30 days-45 max 7/17 to 8/17 or 8/31Arrange for payment process Review posting for quality Prepare report for transparency DEI Goals

Board to select screening and interview committee members, consider alternate member if a conflict prevents participation By August

HR: Cheryl Rogers, with support team: Sarah Molloy, Cyndi Miller

Appointment of Consultant/HR Support

Budget

Prep Job Materials June 22 -July 6

Posting and Recruitment for Diverse Candidate Pool HR: Cheryl/Cyndi

Posting :Preparation July 6-10

Dissemination of recruitment marketing July 13- 17

Prepare Interview Screening and Questions July 13-24

Review former questions, revise and prepare question for "onsite" visitReview screening tools and reviseReview rubric for screening candidatesFinalize tools Prepare brief training on legal process for interview Address conflict of interest disclosures Confidentiality considerations prior to interview stage

Designated Staff Team

Screening and Interview Details Progress Notes Related Documents Assigned To Deadline Status

Cheryl to screen applicants' materials and select qualified and viable to move forward

ongoing during the recruitment period Cheryl 7/15-8/15

Prepare candidate packets 8/15-8/23Notice out to screening committee 8/15-8/23 Packets and instructions out to committee 8/15-8/23Screening committee: Screens applications narrowing pool to semi-finalists. This can be conducted independently via rating/ranking survey August 24-28Collect materials and record candidates for interviews 8/31 - 9/4Create interview schedule 8/31 - 9/4Contact candidates 8/31 - 9/4Schedule interviews and send materials if any 8/31 - 9/4Prepare interview packets for committee - Committee review of Qs. 8/31 - 9/4Provide guidance on interview questions 8/31 - 9/4Assign zoom IT support for interviews 8/31 - 9/4Interview committee: Interviews semi-finalists, narrowing field to 3 finalists. Interview committee will also review candidate questions for interview committee and final board interviews

9/7-9/11, 9/14-9/18

Follow up emails to candidatesReference checks with past employments and ref. 8/24-9/18

Designated Staff Team

Logistics and Scheduling Details Progress Notes Related Documents Assigned To Deadline Status

Set up meetings with CES leadership/cabinet members 9/18-9/25Set up meetings at office locations and schoolsSet up meet and greet with panel questions Send out survey for feedback work with IT to send out Google survey Assign lead to support each meeting

Screening and Selection

Create Schedule

HR: Cheryl and designee

Site visit for candidates HR: Cheryl Rogers and Sarah Molloy

Designated Staff TeamSchedule visits 10/5-10/9

Facilitate visits with lead staff members

Assess current work site visit Details Progress Notes Related Documents Assigned To Deadline Status

Onsite visits 10/12-10/23Feedback summarizedEnsure same inquiries and legal compliance

Designated Staff Team

Preparation of materials - October/Nov. Details Progress Notes Related Documents Assigned To Deadline Status

Prepare summary of staff feedback 10/23- 11/11Prepare summary of site visitPrepare summary of reference checks Present materials to board members in closed meeting session Finalists interviews with full board. Discussion of candidates occurs in open session including rankings from any and all stakeholders and includes reference check information. Executive session may be required to discuss salary. These interviews will be done with consistent questions and no public participation

November Board Meeting

Board votes to hire Executive Director pending contract negotiations - in open session.

Nov-20

Contract negotiations - to include Cheryl, chair, board members on interview committee. Hire candidate. 12/1-12/7Announce the new Executive Director. 12/14-12/18

Candidate Zoom Meeting/ Visit to CES - October 5-9HR: Cheryl and Sarah

Remote options

Board Interviews with FinalistHR: Cheryl

Final Steps: Vote/Negotiations and Announcement

Welcome and Onboarding of ED

Onboarding and 30 day orientation