Mr. David led Board member and guests in the Pledge of Allegiance to the United States of America (USA).

No public comments

Presenter: David Hussey

• Executive Director David Hussey thanked students, families, teachers, and staff for their efforts during the start of state testing.
• The school began administering the SBAC (Smarter Balanced Assessment Consortium) assessments for:
  • English Language Arts (ELA)
  • Mathematics
• The school successfully met the state-required 95% student participation threshold for math testing.
• ELA testing participation was at 93%, with remaining make-up tests still being completed.
• Juniors also completed the CAST (California Science Test), which measures performance under the Next Generation Science Standards.
• CAST participation rates reached approximately 90%.
• Special recognition was given to the testing team for coordinating testing efforts and ensuring student participation so scores would count toward state accountability measures.

Facilities and Campus Updates

• Construction on the front marquee has been ongoing for an extended period.
• Final approvals were recently received, allowing the project to move forward toward completion.
• The new marquee is expected to be completed between May 4 and May 15.
• The school plans to have the marquee fully operational by May 18 in preparation for graduation activities.

HVAC System Project

• The HVAC contractor received approval from Los Angeles Unified School District to proceed with work.
• Construction and excavation activities related to the HVAC installation are currently underway.
• If construction is not fully completed before graduation:
  • Steel plates will be placed over excavation pits for safety.
  • Temporary fencing will be removed to improve campus appearance during graduation events.

Graduation and Upcoming Events

• Graduation is scheduled for June 4.
• Additional details regarding:
  • Senior Wars Night
  • Graduation logistics and activities
    will be presented during the May board meeting.

Enrollment Initiatives

• The administration is making a significant push to increase enrollment efforts for incoming students and families.
• Enrollment campaigns are focused on encouraging parents to complete registration and sign-up processes as early as possible.
• Early enrollment data is important for:
  • Improving forecasting models
  • Planning staffing and resources
  • Informing budgeting assumptions for the upcoming school year
• Leadership emphasized that obtaining accurate enrollment numbers early helps the school make more informed operational and financial decisions.

Teacher Laptop Rollout

• An update was provided regarding the teacher laptop initiative previously approved by the Board approximately two months earlier.
• The school expects to begin distributing the new teacher laptops during the following week.
• The rollout is intended to:
  • Improve staff technology resources
  • Support instructional effectiveness
  • Enhance operational efficiency for teachers and staff

Technology Integration and Digital Systems

• The school is implementing a National Bank Connector system designed to integrate multiple operational systems into a more seamless process.
• The new connector system will:
  • Improve communication between financial and operational platforms
  • Streamline workflows
  • Create a stronger digital footprint for school processes
  • Increase efficiency in administrative operations
• Leadership noted that the integration is part of a broader effort to modernize school systems and reduce manual processes.

Time and Attendance System Improvements

• The administration is also incorporating updates into the school’s time and attendance system.
• The upgraded system is expected to:
  • Automate several administrative tasks
  • Reduce time-consuming manual work
  • Improve operational efficiency
  • Save significant staff hours previously spent on processing tasks
• Leadership emphasized that the technology upgrades are intended to make internal processes more efficient and scalable moving forward.

Presenter: Brad Wright

• Board members were invited to share any updates, comments, or topics regarding the schools.
• A discussion took place regarding team-related items and whether students receive them automatically or need to purchase them individually.

It was clarified that:

• Most participants are responsible for purchasing their own items.
• Teams may coordinate group orders together.
• Students can work with their team to place orders collectively while still paying individually.

Additional clarification was provided regarding patches/badges:

• Coaches retain possession of the patches or badges during the season.
• The patches are not immediately distributed to students.
• Coaches award the patches to students after they successfully complete the full season or required participation.
• Eric was welcomed back to the meeting. David, identified as Eric’s brother, was also welcomed and acknowledged during the meeting.
• Special recognition and appreciation were given to Joyce Gunby for her leadership and contributions.

The board chair highlighted that Joyce Gunby:

• Served in multiple important roles, including principal, teacher, and doctor.
• Worked diligently to help create and support teacher-related initiatives.
• Assisted in guiding financial decisions and planning.
• Played an important role in helping preserve teaching positions and support staff stability.
• The board chair expressed sincere gratitude for her dedication, leadership, and efforts in supporting both teachers and the district’s financial direction.

E-Rate Bid Evaluation Worksheet – Network Electronics Project (2026 Funding Year)

• An E-Rate Bid Evaluation Worksheet was presented for the network electronics project for the 2026 funding year.
• The project/service under evaluation was identified as Network Electronics.
• A total of three vendors responded to the bid solicitation process.

Evaluation Criteria and Weighted Scoring System

• The evaluation criteria and weighted scoring system were reviewed:
  • Price of eligible products and services – weighted at 50% and identified as the most heavily weighted criterion.
  • Experience with the vendor and qualifications – weighted at 30%.
  • Accuracy of bid – weighted at 20%.
• Vendors were scored using raw rankings and weighted scores based on the evaluation criteria.

Vendors Evaluated

• Golden Star Technology, Inc.
• BDJtech
• GigaKOM

Final Vendor Rankings and Scores

• Golden Star Technology, Inc. received a final score/ranking of 100.
• GigaKOM received a final score/ranking of 90.
• BDJtech received a final score/ranking of 50.
•  

Mr. Wright discussed adjustments to the upcoming board meeting schedule due to board
members’ availability and graduation-related commitments involving their children.
• The originally scheduled May 28 board meeting was proposed to be moved to May 14, 2026.
• Discussion included consolidating meetings to reduce scheduling conflicts and avoid holding
multiple separate meetings within the same period.
• Ms. Rodriguez agreed that a separate Finance and Investment Committee meeting would not be
necessary if topics could be consolidated into the May 14 board meeting.
• The proposal included canceling the standalone Finance and Investment Committee meeting
and combining its discussions with the May 14 board meeting agenda.
• It was confirmed that regular scheduling for June meetings would remain unchanged.

Investment Portfolio Performance

• The investment portfolio experienced a decline during March 2026 due to broader market conditions.
• The portfolio recorded a negative monthly return of approximately 5.6%.
• Despite the decline, the overall investment position remains positive.
• The object trust balance currently stands at approximately $34.4 million.

Key Factors Driving the March Decline

• Mr. Delgado explained that three major market forces contributed to the downturn:
  • Equity market sell-off:
    • Equities declined by approximately 5%.
    • This represented one of the most significant first-quarter declines seen since 2017.
  • Fixed income decline:
    • Bond yields increased, negatively impacting fixed income investments.
  • Political and policy uncertainty:
    • Ongoing uncertainty in political and economic policy contributed to market volatility and investor concern.

Fiscal Year Investment Context

• Mr. Delgado emphasized that, despite recent volatility, the district’s investment activity remains positive overall for the fiscal year.
• Fiscal year investment gains currently total approximately 4.3%.
• Total investment returns amount to approximately $1.4 million year-to-date.

Retirement and Payment Activity

• The district has made nearly half a million dollars in retirement-related payments so far during the fiscal year.
• Even after these payments, the district’s net investment position remains positive.

Total Investment Value

• As of March 31, 2026, the total investment value stands at approximately $42.9 million.
• This reflects growth from approximately $41.6 million as of July 1.

Market Outlook and Recommendations

• Mr. Delgado reported that markets began to rebound during April.
• The rebound was attributed in part to reduced concerns regarding economic and market pressures.
• However, volatility in the markets continues to remain a concern.
• At this time, the recommendation is to remain patient and avoid making significant changes to the investment strategy.

OPEB Trust Account Update

• The OPEB trust account beginning balance as of July 1, 2025, was reported at $33,407,833.
• The ending balance as of March 2026 was reported at $34,402,558.
• The report reflected a monthly decline of 5.6%, consistent with the investment performance previously shared in the accompanying PowerPoint presentation.
• Total OPEB payments made to date were reported at $492,424.
• Total gains recorded to date were reported at $1,487,148.
• The financial update emphasized that despite the recent monthly market decline, the OPEB trust account continues to maintain positive overall gains.

Credit Card Limit Increase Proposal

• Discussed a proposal to increase the school credit card limit from $100,000 to $150,000 per month.
• The requested increase represents an additional $50,000 monthly buffer to help accommodate periods of high spending activity.
• Mr. Delgado explained that the school is currently using approximately 86% of the existing limit during peak spending months.
• The increase is intended primarily for peak operational periods and is not expected to reflect normal monthly spending trends.
• The additional buffer would help avoid declined transactions related to:
  • Staff travel
  • Purchasing instructional and operational materials
  • Grant-funded expenditures
  • Professional learning and open enrollment expenses

Historical Credit Card Spending Trends

• Mr. Delgado presented historical credit card spending trends:
  • 2021 spending totaled approximately $143,000 due to a transition between credit card providers.
  • Typical annual spending has averaged around $300,000.
  • Fiscal year 2025 spending reached approximately $406,000.
  • Current projections estimate approximately $839,000 in spending for the current year.
  • This reflects approximately 71% growth in credit card usage.
• Mr. Delgado emphasized that the school benefits from a 60-day payment window and does not incur interest charges because balances are paid on time.

Business Office and Purchasing Practices

• Board members acknowledged that the business office has been effective in:
  • Paying expenses promptly
  • Preventing late payments
  • Reducing the need for staff to pay out-of-pocket and seek reimbursement later
• Administration explained that staff are being encouraged to stop using personal credit cards for school purchases because:
  • Reimbursement tracking is more difficult
  • Receipts submitted after purchases reduce spending visibility
  • School-issued cards improve accounting oversight and transparency
  • Direct expense tracking provides better financial controls

Monthly Spending Activity

• Mr. Delgado reviewed monthly spending activity and noted that:
  • March 2025 and March 2026 spending levels nearly reached the current $100,000 ceiling.
  • March and April are traditionally the heaviest spending months due to:
    • Spring travel
    • Open enrollment activities
    • Professional development expenses
    • Deadline-driven grant expenditures

Purpose of the Proposed Increase

• The proposed increase to a $150,000 limit is intended to prevent:
  • Transaction declines
  • Operational delays
  • Reverting to employee reimbursements
  • Risk of losing grant funds that must be spent before deadlines
• Mr. Delgado stated that unspent restricted funding may need to be returned if not used before grant deadlines.

CalCard and Financial Oversight

• The business office identified the school’s current purchasing process through CalCard as the preferred method because:
  • Transactions integrate directly into NetSuite accounting software
  • Monthly reconciliation is more efficient
  • Financial reporting is more accurate and transparent
• A board member suggested the school may have leverage to negotiate additional banking benefits or incentives due to the high monthly transaction volume of approximately $80,000–$90,000.
• Board members emphasized the importance of continued financial oversight even if the higher limit is approved.
• The board specifically requested:
  • Continued review of spending documentation
  • Ongoing due diligence by the Finance Committee
  • Assurance that the increased limit would not encourage unnecessary spending
  • Continued accountability and transparency in card usage
• The discussion concluded with reaffirmation that the board will continue monitoring credit card activity carefully and require proper documentation for expenditures.

Overview of Presentation

• The presentation covered:
  • Explanation of IRS Form 990
  • Overall financial overview of the high school
  • Revenue and expense details
  • Executive compensation disclosures
  • Governance and compliance requirements
  • Financial position and key takeaways for the Board

Explanation of IRS Form 990

• Mr. Delgado explained that Form 990 is the annual IRS information return required for tax-exempt organizations.
• Although the organization is tax exempt, the IRS still requires annual reporting and financial transparency documentation.
• The form provides public disclosure of the organization’s finances, governance, compensation, and compliance practices.

Financial Overview and Operating Position

• Discussion clarified the difference between:
  • Operating income/loss
  • Net assets and investment-related gains
• Mr. Delgado explained that:
  • The school’s operating result reflects money coming in versus money going out.
  • Investment income and reserve earnings help offset operational deficits.
  • Investment reserves generated approximately $1.8 million in investment-related earnings, helping strengthen overall net assets.

Revenue Analysis

• Total revenue decreased year-over-year.
• Revenue from enrollment and Average Daily Attendance (ADA/APA funding) increased.
• Government grants declined significantly by approximately $5.7 million.
• The decline was largely attributed to the expiration of one-time COVID-related funding sources.

Revenue Deep Dive

• The presentation highlighted a $6.3 million year-over-year revenue decline.
• Key revenue sources discussed:
  • Government grants tied to LCFF funding and broker decreases
  • Program service revenue connected to the international student division
  • Investment income totaling approximately $2.2 million from dividends and interest
• The investment portfolio increased by approximately $547,000, growing to about $8.1 million in value.

Expense Breakdown

• Major expense categories were reviewed:
  • Salaries and benefits represented approximately 70.5% of expenses
  • Books and supplies accounted for approximately 6.7%
  • Professional fees accounted for approximately 6.2%
  • Occupancy costs, including buildings and utilities, represented approximately 5.2%
  • Substitute teachers represented approximately 2.7%
  • Charter authorizer fees represented approximately 2% of the budget

Executive Compensation Disclosure

• Executive compensation information included:
  • W-2 compensation
  • Health and benefit costs
  • STRS retirement contributions
  • Other compensation disclosures
• Mr. Delgado emphasized that all compensation information is publicly available through Form 990 disclosures.
• It was noted that third-party websites often publish or summarize this data publicly.

Independent Contractors and Vendor Review

• The Board reviewed major independent contractors and vendors, including:
  • Substitute teaching service vendors
  • Special education service providers
  • Technology services vendors
  • Allied private investigation services
• Discussion included transitioning to a new vendor arrangement that would provide:
  • Lower costs
  • More comprehensive services
• Leadership stated the long-term goal is to consolidate vendor services for efficiency.

Net Assets and Financial Position

• The organization reported:
  • Total net assets increasing from approximately $47 million to approximately $50 million
  • Liabilities increasing from approximately $6.9 million to $10.5 million
• The increase in net assets was attributed primarily to:
  • Unrealized investment gains
  • Investment portfolio performance
• Mr. Delgado clarified that:
  • Approximately $3.34 million of gains were unrealized/non-cash gains
  • These gains reflected investment valuation increases rather than immediately available cash.

Governance and Compliance Review

• Governance and compliance requirements were reviewed and confirmed:
  • All seven Board members are considered independent
  • Conflict of interest policy is in place
  • Written whistleblower policy exists
  • Written document retention policy exists
  • Executive Director compensation was established using comparability data
  • Financial statements are independently audited
  • Schedule E non-discrimination policies are posted publicly
  • No committees possess independent authority to act on behalf of the Board
  • No unrelated business income was reported
  • No additional Form 990-T filing was required

Key Financial Takeaways

• Key concerns identified:
  • Revenue declined approximately 11.4%
  • Government grants decreased by approximately $5.7 million
  • Revenue pressures are tied largely to enrollment trends and expiration of COVID-era funding
  • The organization experienced an operating deficit of approximately $405,000
• Despite operational concerns:
  • The school remains in a positive financial position
  • Total assets remain strong at approximately $60 million
  • Leadership stated the school is not in financial distress
• Mr. Delgado emphasized the need for:
  • Continued monitoring of enrollment projections
  • Board attention to long-term revenue trends and financial planning

Yearbook Production Contract Discussion

• Discussion centered on a proposed three-year yearbook production contract with Jostens, presented by David Hussey.
• Presenter explained that the school had previously entered into only a one-year agreement with Jostens after transitioning away from former vendor Walsworth, which had been used for several years.
• The one-year arrangement was intended as a trial period so students and the yearbook sponsor could evaluate whether Jostens would provide the level of service and support promised.
• Mr. Hussey stated that both the students and the yearbook sponsor were highly satisfied with Jostens and enthusiastic about the partnership.

Positive Feedback Regarding Jostens

• Strong responsiveness to student requests and needs
• Reliable customer support and communication
• Additional yearbook features and extras appreciated by students
• High-quality print production and color quality
• Overall satisfaction with the final printed yearbooks
• Mr. Hussey noted that pricing was comparable to, and slightly lower than, previous vendors, although students were more focused on the quality of the product than on pricing.
• It was mentioned that most yearbooks generally cost between approximately $90 and $100 to produce.

Contract Term and Pricing Discussion

• Board members asked whether the three-year contract term was being required by Jostens or recommended internally by administration.
• Mr. Hussey clarified that the recommendation for a three-year agreement was coming from the school in order to secure stable, locked-in pricing over multiple years.
• The proposed contract pricing was reviewed as follows:
  • Year 1: $8,954
  • Year 2: $9,133
  • Year 3: $9,315
• Discussion highlighted that the pricing would remain locked in throughout the agreement regardless of market changes or future increases.

Printed vs. Digital Yearbooks

• Board members asked whether digital-format yearbook companies or alternatives had been explored.
• Mr. Hussey responded that students still strongly prefer printed yearbooks over fully digital formats.
• It was further noted that the school’s yearbooks consistently sell out each year, demonstrating continued strong student interest in printed copies.
• Mr. Hussey indicated willingness to explore digital options further while maintaining the current print-focused model.
• Overall discussion reflected positive support for continuing the partnership with Jostens due to student satisfaction, vendor responsiveness, product quality, and predictable long-term pricing.

Board Chair Brad Wright and Marketing and Outreach Coordinator Ricardo Covarrubias presented updates regarding the school’s marketing initiatives, with a primary focus on launching official school letterman jackets and expanding school branding efforts.

Letterman Jacket Initiative

• The administration introduced official school letterman jackets as part of an effort to strengthen school culture, student pride, and campus identity.
• The initiative is being developed in partnership with Jostens, a nationally recognized company known for school jackets, class rings, and graduation products.
• School leadership emphasized that El Camino had not previously offered official letterman jackets and viewed this as an important new tradition for students.
• The jackets are designed to be highly customizable:
  • Students can add their names.
  • Students may include patches representing athletics, academics, arts, clubs, leadership activities, and other accomplishments.
  • Additional customization options include school-level identifiers and activity-specific emblems.
• Leadership stressed that the jackets are not limited to athletes:
  • Academic achievements and arts participation are equally eligible for recognition.
  • Teachers may also present students with special pins or patches related to classroom accomplishments or program participation.
• The administration highlighted the importance of creating a unified school image by using one approved vendor and one consistent jacket design across all sports teams and student organizations.
• It was noted that all coaches and programs would be encouraged to use administration-approved jacket patterns to maintain consistency and branding.

Jacket Pricing and Accessibility

• Board Chair Brad Wright shared his own purchase experience as an example of leadership support for the program.
• Standard student jackets are expected to cost approximately:
  • Around $299 for the base jacket.
  • Approximately $320 if a hooded option is added.
• Costs may increase depending on the number of patches and customization selections chosen by students or families.
• Payment plans are available through the vendor to help make the jackets more affordable and accessible to students and families.
• School leadership emphasized that affordability was a major factor in selecting the vendor.

Student Interest and School Culture

• Several student groups and programs have already expressed interest in ordering jackets, including:
  • Cheer team
  • Baseball program
  • Step team
• Administrators noted positive student feedback and excitement surrounding the launch.
• Leadership expressed that the jackets could:
  • Increase student engagement and school spirit.
  • Encourage stronger participation in extracurricular activities.
  • Help improve campus culture and school identity.
  • Potentially support improved attendance by increasing student pride and connection to school.

Class Ring Program

• In addition to jackets, the school is introducing customizable class rings through Jostens.
• Class rings will be available to all grade levels, not only seniors.
• Students may customize rings with:
  • School branding
  • Athletics or extracurricular symbols
  • Personal achievements or interests
• Leadership described the rings as long-term memorabilia students could keep after graduation.
• A promotional offer was discussed:
  • Students purchasing a class ring before April 30 would receive a complimentary hoodie.
• The complimentary hoodie displayed school branding and served as an additional promotional tool.

Marketing and Outreach Efforts

• The school has already launched a broad marketing campaign for the jacket and ring program through:
  • Email communications
  • Text messaging
  • Social media
  • School newsletters
• Promotional materials include:
  • Images of the jackets
  • Information on class rings
  • Videos featuring testimonials and experiences from students nationwide.
• The school plans to expand visibility through:
  • QR codes displayed in hallways
  • QR codes placed on freshman device cases
  • Posters and campus signage
• Students will be able to scan QR codes directly to access ordering information and customization options.

Concerns Regarding Production Timelines

• Leadership discussed concerns about the long production timeline for jackets, which may take approximately three months for delivery.
• Administrators emphasized the need to:
  • Increase visibility and promotion quickly.
  • Coordinate more closely with Jostens representatives.
  • Ensure students receive products in a timely manner, particularly for athletic seasons and school events.
• Suggestions included:
  • Increasing vendor presence on campus.
  • Improving promotional displays.
  • Using more El Camino-specific marketing visuals so students can better envision themselves wearing the products.

Broader School Branding and Visibility

• Additional marketing initiatives were discussed beyond the jacket program.
• The school secured advertising space on a building located along Sherman Way to improve community visibility and reach students from nearby schools.
• Leadership emphasized the importance of modern marketing strategies beyond traditional newspaper advertising.
• The school is also promoting its student media and broadcasting programs:
  • ECR Royal Radio and student podcasting initiatives were highlighted.
  • A future billboard campaign is planned to advertise both the school and its media programs.
• Administrators noted that these efforts support vocational and career-focused pathways while expanding public awareness of the school’s offerings.

Vendor Selection and Due Diligence

• The administration reviewed multiple vendors before selecting Jostens.
• Factors influencing the decision included:
  • Competitive pricing
  • National experience working with schools
  • Brand familiarity
  • Flexibility in customization
  • More affordable options for students and families
• Leadership stated that the chosen vendor provided the best balance of affordability, quality, and customization opportunities for the student body.

The board entered the closed session at 6:32 PM on the 23rd of April, 2026.

Reconvene to open session at 6:58 pm

Mr. Wright reported that there were no actions taken during the closed session and therefore nothing to report.