School Board Workshop

THE SCHOOL BOARD OF BROWARD COUNTY, FLORIDA OFFICE OF THE SUPERINTENDENT TUESDAY, APRIL 14, 2026 9:00 AM Kathleen C. Wright Building 600 Southeast Third Avenue, Board Room Fort Lauderdale, Florida 33301 AGENDA FOR BOARD WORKSHOP 1. 9:00 A.M. - 11:00 A.M. – Student Experience Data Dialogue 2. 11:00 A.M. - 1:00 P.M. – COMMITTEE REPORTS BOARD WORKSHOP CAN BE VIEWED VIA LIVE STREAM OVER THE INTERNET ON THE DISTRICT'S WEBSITE (www.browardschools.com). Revised 4/7/26 Public speakers will be permitted three minutes each to address a topic prior to Board Members' discussion on the topic. The times for items on the agenda are only estimates. The actual start times for these topics may vary up to an hour or more depending on the nature of the items and the length of the Board discussions and public comments. The meeting will also be live streamed. Public Written Agenda Comments - Members of the public may submit public written comments by selecting the eComments tab at the following District webpage: https://www.browardschools.com/Page/55263. Public Written Agenda Comments must be submitted no later than 1:00 p.m. the day before the published date of the School Board Meeting or Workshop. Anonymous comments will not be accepted; therefore, written comments must include the person’s name, city of residence, and zip code. Written agenda comments may not exceed a maximum of twenty-two hundred and fifty (2250) characters. Pursuant to School Board Policy 1020, the public may speak a total of twelve (12) minutes during any single meeting, not including committee reports. Additionally, in the event a large group of individuals (ten (10) or more) sign-up to speak on any one agenda item, the Board Chair has the authority to adjust the time limit for each speaker to speak less than the three (3) minutes usually permitted or limit the overall time speakers will be heard on that item. Free guest parking is available at the southeast 3rd Avenue parking lot on all School Board meeting dates. TOPICS Presentation.pdf Audit Committee Broward County Association of Student Councils and Student Advisor to the Board District Advisory Council North Area Central Area Board Workshop April 14, 2026 1

3. 1:00 P.M. - 2:00 P.M. – Student Transportation Update ADDED 4. 2:00 P.M. - 3:30 P.M. – Meal Benefits Update WITHDRAWN South Area Diversity Committee ESE Advisory Council ESOL Leadership Council Facilities Task Force Gifted Advisory Council Green Advisory Committee Human Relations Committee Multilingual Advisory Committee Parent Community Involvement Task Force Small Business Advisory Committee Technology Advisory Committee Presentation.pdf ADJOURNMENT The School Board of Broward County, Florida, prohibits any policy or procedure which results in discrimination on the basis of age, color, disability, gender identity, gender expression, genetic information, marital status, national origin, race, religion, sex or sexual orientation. The School Board also provides equal access to the Boy Scouts and other designated youth groups. Individuals who wish to file a discrimination and/or harassment complaint may call the Director, Equal Educational Opportunities/ADA Compliance Department & District’s Equity Coordinator/Title IX Coordinator at 754-321-2150 or email eeo@browardschools.com. Individuals with disabilities requesting accommodations under the Americans with Disabilities Act Amendments Act of 2008, (ADAAA) may call Equal Educational Opportunities/ADA Compliance Department at 754-321-2150 or email eeo@browardschools.com. Language Interpretation/Translation Services are available for the public upon request to the Bilingual/ESOL Department by emailing ESOLRequests@browardschools.com. Any person who decides to appeal any decision made at a meeting(s) announced by this Notice with respect to any matter considered at such meeting(s) will need a record of the proceedings and for such purpose may need that a verbatim record of the proceeding is made, which records testimony and evidence upon which the appeal is to be based. Telephone conferencing or other telecommunications technology may be used in conducting this public meeting to permit absent Board Members to participate in discussions, to be heard by other School Board Members and the public, and to hear discussions taking place during the meeting. Notice is hereby given that two or more Board Members of The School Board of Broward County, Florida, may be participating. Board Workshop April 14, 2026 2

Student Experience Data Dialogue School Board Workshop April 14, 2026 Division of Strategy and Innovation Presented by: Dr. Valerie S. Wanza, Chief Strategy & Innovation Officer Landyn A. Spellberg, Student Advisor to the School Board Jea’Cier J. Leon, Alternate Student Advisor to the School Board 3

2 Agenda •Dr. Valerie S. Wanza, Chief Strategy & Innovation Officer •Student Advisors to the School Board Overview of Student Feedback Initiatives •Student Advisors to the School Board •Quarterly Student & School Board Feedback Session Participants Data Dialogue – Quarter 1 Student Feedback Survey •Student Advisors to the School Board •Quarterly Student & School Board Feedback Session Participants Data Dialogue – Quarter 2 Student Feedback Survey •Student Advisors to the School Board •Quarterly Student & School Board Feedback Session Participants Data Dialogue – Quarter 3 Student Feedback Survey School Board Questions and Answers 4

3 A Comprehensive Strategy of Student Feedback Student Voice School Year 2024-25 and Prior • Annual Customer Service Survey • Speak Up, Speak Out Sessions • Superintendent’s Student Advisory Council • Superintendent’s Priority to Increase Student Voice in Decision Making Superintendent’s Student Engagement Initiative School Year 2025-26 Sustaining & Scaling School Year 2026-27 and Beyond • Annual Customer Service Survey (all levels) • Principal Engagement Packet • Speak Up, Speak Out Sessions (non-traditional schools) • Superintendent’s Student Advisory Council • Quarterly Joint Student and School Board Feedback Sessions • Quarterly Student Feedback Surveys (high school only) • Various School-Based Initiatives • Continuation of SY 25-26 Initiatives • Elementary School Pilot Programs • Expansion of Quarterly Student Feedback Surveys to Middle Schools • Increased Support Structures for School-Based Administrators INITIATIVESKEY ACHIEVEMENTS 36 Speak Up, Speak Out Sessions 1000+ Student Participants in Speak Up, Speak Out Sessions 31,895 High School Student Responses to BCPS Customer Service Survey 44 Participating Schools in the Superintendent’s Student Engagement Initiative 146,641 Total Survey Submissions across Quarters 1, 2, and 3 78% Average Response Rate across Quarters 2 and 3* 8+ hours Quarterly Student and School Board Feedback Sessions Plug-and-Play Resources The Principal Engagement Packet includes resources for principals to establish Principal Student Advisory Boards School Created Questions Enhancement of school created questions in the survey Data Analysis Collaboration with the Teaching & Learning Division Regionalized Pilot Schools Expansion into elementary and middle schools *Quarters 2 and 3 included an expectation for schools to survey at least 75% of their benchmark enrollment. 5

4 A Look Into the Initiative The Principal Engagement Packet • School principals are extremely busy, and they have reported in large numbers that time is a key barrier to collecting student input. This packet helps to close that gap by making it easier to establish Principal Student Advisory Boards. • The Principal Engagement Packet (PEP) includes: • Overview of a Principal Student Advisory Board (PSAB) • Recommended student application resources (including plug-and-play forms) • Recommended composition • Interactive conversation guides • Pre-made social media graphics (including principal headshot, logo, and school colors) • Sample agenda Highlights from the Principal Engagement Packet Pre-made recruitment graphics Recommended composition guide Sample application form 6

5 A Look Into the Initiative The Quarterly Student Feedback Survey • The survey is administered through the ThoughtExchange platform, using the survey feature of the tool. This is a different tool than the exchange feature where participants can view each other’s thoughts. • All survey submissions are anonymous, with demographic questions being optional. • The survey asks five Likert-scale questions, with varying open-ended responses across quarters. • The average completion time for the Quarterly Student Feedback Survey is two minutes. • 92% of administrators who completed the administration satisfaction survey reported that they are using the feedback to make changes in their schools. Example of the AI-powered survey tool that asks students follow-up questions, based on their responses to Likert-scale questions Click here to view a preview of the survey. 7

Data Dialogue 6 1 Application released to all BCPS middle and high school students • Posted on students’ Canvas dashboard • Posted on PIVOT (for principal access) • Sent to all middle and high parents via ParentLink 2 Applications reviewed for set criteria • Students may not have been externally suspended at any point in the 2025-26 school year (excluding students in non-traditional schools) • Principals reviewed applications 3 Students and parents/guardians notified of selection • Selected students completed field trip forms and media releases • Selected students and parents/guardians attend a pre-meeting 8

 The following slides will present the District-wide average of student respondents who selected “Strongly Agree” or “Agree” to each respective survey questions. These may be referred to as “Favorability Scores.”  The student participants in the data dialogue applied for the Quarterly Student and School Board Feedback Session and were selected through the normal process for the quarterly discussions.  One student represents each single-board member district’s middle schools and high schools. Two students represent non-traditional schools. Data Dialogue 7 9

8 Data Dialogue – Quarter 1 *Schools with under 50% participation are not accounted for in District averages. 78%My school leaders ask for student input and take it seriously. 76%I feel emotionally safe at school. 87%My teachers challenge me academically and support me when I need help. 56%I feel my school is clean and well maintained. 77%I am happy with my overall school experience. There were two additional open-ended survey questions: • What challenges do you face in your school experience? • How would you like your school to improve your experience? 10

9 Data Dialogue – Quarter 2 85% When I needed to see my school counselor, for academic planning, college/career readiness, or mental health services, I received the support I needed. [1] 76% This school year, I have seen my administrators (principal or assistant principals) take action to improve the student experience. 79%If/when I had an issue, academically or emotionally, there is an adult at school I could count on. *Schools with under 50% participation are not accounted for in District averages. [1] Question 1 allowed students to indicate that they had not needed counseling services. Students selecting this option were excluded from the denominator when calculating favorability scores. 90% My school provides the educational materials (textbooks, technology, etc.) that I need to be successful. 87% In the past month, my school has provided opportunities for me to participate in clubs or extracurricular activities outside the classroom. There were two additional open-ended survey questions : • What challenges do you face in your school experience? • How would you like your school to improve your experience? 11

10 Data Dialogue – Quarter 3 78%This school year, a staff member has talked to me about my future goals. 78%I feel that I belong in my school. 80% I receive the necessary information (ex: club announcements, scholarships, and activities) from my school to be successful. 74%The course offerings at my school reflect classes I am interested in. 70%I would recommend my school to another student. One additional AI-powered textbox asked students to elaborate on their “Strongly Agree” or “Strongly Disagree” responses. Schools had the optional opportunity to add up to three school-specific questions. *Schools with under 50% participation are not accounted for in District averages. 12

The School Board of Broward County, Florida, prohibits any policy or procedure which results in discrimination on the basis of age, color, disability, gender identity, gender expression, genetic information, marital status, national origin, race, religion, sex or sexual orientation. The School Board also provides equal access to the Boy Scouts and other designated youth groups. Individuals who wish to file a discrimination and/or harassment complaint may call the Director, Equal Educational Opportunities/ADA Compliance Department & District’s Equity Coordinator/Title IX Coordinator at 754-321-2150 or email eeo@browardschools.com. Individuals with disabilities requesting accommodations under the Americans with Disabilities Act Amendments Act of 2008, (ADAAA) may call Equal Educational Opportunities/ADA Compliance Department at 754-321-2150 or email eeo@browardschools.com. browardschools.com Sarah Leonardi, Chair Dr. Jeff Holness, Vice Chair Lori Alhadeff Maura McCarthy Bulman Adam Cervera, Esq. Debra Hixon Nora Rupert Rebecca Thompson Dr. Allen Zeman Dr. Howard Hepburn Superintendent of Schools 11 13

Transportation Efficiencies for School Choice Programs “SmartStops, the Smarter Choice” Student Transportation & Fleet Services Dr. Valerie S. Wanza, Chief Strategy & Innovation Officer Dr. Simone Clowers, Executive Director, Student Transportation & Fleet Services Vincent Harrell, Manager, Transportation Operations 14

2 Please review the presentation and provide feedback on implementing the SmartStops transportation model at selected School Choice secondary schools and 6–12 campuses. Financial Impact: Implementation of a depot-style transportation model will result in cost savings through reduced operational costs and removing times from routes. Presentation Rationale: Purpose: Connection to the Strategic Plan: Request to the School Board: INTRODUCTION At present, the District transports over 52,000 students daily. The current routing methodologies have been analyzed to create greater efficiencies for our School Choice programs in secondary schools and 6-12 schools. The implementation of a centralized, SmartStops transportation model will streamline operations, reduce routing concerns, and improve overall efficiency. This presentation seeks to introduce a depot-based transportation system that designates centralized locations for student drop -off and pick-up. This model aims improve transportation efficiencies for the District’s School Choice programs in secondary schools and 6-12 schools. The Superintendent may not allow the District to operate without an accountability system for policy implementation that includes expectations, evaluations, transparency, and continuous improvement. 15

Agenda ❖ Review of Current Transportation System ❖ Transportation Statistics ❖ Total Cost of Transportation ❖ Proposed SmartStops Model ❖ Why We Must Rethink Transportation Now ❖ Ongoing Work in Areas of Improvement ❖ Update on Senate Bill 296 (2025) ❖ Board Discussion Overview of Today’s Presentation 3 16

4 Strategic Context and Need for Change The current routing methodologies have been analyzed to create greater operational efficiencies for our School Choice programs in secondary schools and 6-12 schools. Implementing a centralized depot transportation model will streamline operations, reduce on-campus traffic, and improve overall efficiency and safety. RATIONALE SOLUTION 17

Transportation Staffing Challenges The District has a shortage of bus drivers causing daily route disruptions and increased staff reassignment. Rising Operational Costs Fuel prices, fleet maintenance, and labor market pressures have steadily increased per-route operating costs. Inefficient Routing Model Decentralized routes serving dispersed stops extend route length and reduce system resilience. Need for Centralized Model A centralized transportation hub can improve efficiency, safety, and align with strategic priorities. 5 Review of Current Transportation System 18

Total Number of employees ➢ 1500 Number of School Buses ➢ 1200 Current Number of Routes ➢ 745 Average Yearly Traveled Mileage ➢ 12,000,000 miles Number of students Transported Daily ➢ Over 52,000 students Service over 230 locations ➢ Public K-12 Schools, Centers, and Technical Colleges Transportation Statistics 6 Years General Education Students ESE Students Total Annual Mileage 2024 - 2025 47,833 5,444 11,971,012 2023 - 2024 49,795 4,188 12,976,046 2022 - 2023 50,305 4,521 13,071,352 2021 - 2022 54,260 4,328 12,118,218 2020 - 2021 16,214 2,322 10,695,916 2019 - 2020 66,222 5,130 10,577,210 2018 - 2019 No data collected 2017 - 2018 68,729 5,039 12,823,978 2016 - 2017 68,429 5,347 11,804,799 2015 - 2016 67,498 5,264 12,315,450 19

Transported Students 7 District Responsibility (Statutory Requirements) Courtesy Ride (Choice) Attendance Boundary Students ➢ Students over two miles ➢ Hazardous Walking for Elementary (F.S. 1006.23) ➢ Railroad Crossings for Elementary ➢ Magnet Students Large Transportation Zones ➢ Exceptional Student Education (ESE) Large Transportation Zones ➢ Nova - Countywide ➢ McKinney-Vento Homeless Assistance Act {42 U.S.C. §§11432(g)(6)(A)(i)-(ii)} ➢ Alternative External Suspension (AES) Large Transportation Zones ➢ Career-Based Instruction ➢ Interventions Making Positive Adjustments Change (IMPAC) Countywide ➢ Afterschool Activities 20

Total Cost of Transportation 8 21

9 PROPOSED Centralized Depot Transportation Model SmartStops for School Choice Secondary School Programs and 6-12 Schools 22

Centralized SmartStops Neighborhood bus stops will consolidate into strategic depot sites for efficient pupil transportation under the hub-and-spoke model. Use of School Campuses as Depots (SmartStops) Existing school campuses will serve as depot, offering essential infrastructure and enhanced student supervision for safety. Routing Software and Scheduling Routing software optimizes SmartStops placement, balances ridership, and supports tiered bell schedules for asset efficiency. Efficiency and Resilience Benefits The model improves efficiency, reliability, and resilience while maintaining safety and regulatory compliance. 10 Definition and Structure of SmartStops Model 23

Centralized SmartStops Model Students are brought to a designated depot where supervision ensures orderly boarding and accountability. Scheduled Bus Departures Buses leave SmartStops on fixed schedules aligned with school bell times to improve on-time performance. Route Efficiency and Flexibility Optimized, consistent routes minimize traffic exposure and enable rapid responses to disruptions, such as delays without requiring complete rerouting. Scalability and System Management The SmartStops system adapts to enrollment changes, improving dispatch visibility and reducing driver workload. 11 Operationalizing the SmartStops Model 24

Broward County Public Schools transports over 52,000 students daily. Many large districts across the nation use depot/hub stop systems for choice schools. This option is rapidly becoming the standard transportation model for major districts with magnet or open enrollment programs. For large districts, even small efficiencies can translate into millions of dollars saved annually. Research from Other Districts 12 SCHOOL DISTRICTS SCHOOL DISTRICTS Red Clay Consolidated School District (Delaware) ➢ Uses “School Choice Hub Stops” ➢ Students meet at designated schools across the district ➢ No door-to-door service for choice programs ➢ 12,800 students transported Austin Independent School District (Texas) ➢ Moved to a hub-based system (2025–26) ➢ Students go to the nearest middle/high school hub ➢ Buses run from hubs to magnet schools ➢ 20,000 students transported Academy District 20 (Colorado Springs, CO) ➢ Uses “satellite stops” for school choice ➢ Stops are located at existing schools across the district ➢ May include transfer points between buses ➢ 10,000 students transported Jefferson County Public Schools (Kentucky) ➢ Uses a formal “depot model” ➢ Students transfer between buses at depots ➢ ~21% of secondary students use depot transfers ➢ 46,000 students transported 25

684 Bus Stops/Locations Nova Complex Analysis 13 Nova Complex includes: Nova Elementaries (2), Nova Middle, Nova High, McFatter Tech, and College Academy LEGEND ROUTE- BUS STOP- CURRENT DEPOT 32 SmartStops/Locations Difference = 652 Stops/Locations Current Annual Nova Transportation Cost $2.3M - $2.7M 26

Example: Redefined Routes in an Area for Nova 14 • 67 Bus Stops/Locations and 16 buses within the area of ❖ South of Commercial Blvd ❖ West of I-95 ❖ North of Davie Blvd. ❖ East of Florida Turnpike • 2 SmartStops/Locations and 12 buses within the area of ❖ South of Commercial Blvd. ❖ West of I-95 ❖ North of Davie Blvd. ❖ East of Florida Turnpike CURRENT DEPOT 27

SOUTH BROWARD HIGH SCHOOL (Countywide Magnet) 119 Bus stops/Locations for South Broward HS 14 SmartStops/Locations for South Broward HS 15 Example: South Broward High School Analysis CURRENT DEPOT Current Annual Transportation Cost for All Magnets $5.5M - $6.0M 28

Return on Investment for Broward County Public Schools 16 29

Route Reduction Savings Reducing daily bus routes cuts recurring costs in wages, fuel, maintenance, and administrative overhead. Fleet Life Extension Fewer bus miles driven prolongs vehicle lifespan and delays costly replacements. Overtime Expense Reduction Centralized routing reduces last-minute coverage needs, lowering overtime expenses. Tiered Bell Schedule Benefits Tiered bell schedules enable buses and drivers to complete multiple trips daily, increasing efficiency. 17 Financial Savings and Cost Avoidance 30

18 Cost Savings for SmartStops OTP= Overtime Premium 31

Estimated Route Reductions for Middle Schools (Magnet) 19 Schools Current Buses Buses after SmartStops Difference of CURRENT vs HUB BUSES Apollo Middle 7 4 3 Attucks Middle/Bethune Elementary 8 6 2 Beachside Montessori 14 4 10 Crystal Lakes Middle/Pompano Beach Middle 20 15 5 Deerfield Beach Middle 9 8 1 Driftwood Middle 9 7 2 James Rickards Middle 6 5 1 Lauderdale Lakes Middle 5 5 0 Lauderhill 6-12 High 2 1 1 Margate Middle 10 7 3 New River Middle 20 16 4 Nova Complex 121 95 26 Silver Lakes Middle 2 1 1 Sunrise Middle 13 10 3 William Dandy Middle 10 7 3 TOTAL (All Magnets) 256 191 65 32

Estimated Route Reduction Savings for Choice High Schools & Technical Colleges (Magnet) 20 Schools Current Buses Buses After SmartStops Difference of CURRENT vs HUB BUSES Cost Savings Atlantic Technical College/Coconut Creek High 33 16 17 $1.2M Boyd Anderson High 15 15 0 Cost Neutral Dillard 6-12 High/Parkway Middle 21 18 3 $216K Deerfield Beach High 17 13 4 $288K Fort Lauderdale High 24 22 2 $144K Hallandale High/McNicol Middle 13 13 0 Cost Neutral Hollywood Hills High 11 10 1 $72K Miramar High 11 11 0 Cost Neutral Northeast High 12 11 1 $72K Plantation High 15 13 2 Cost Neutral Pompano Beach High 19 16 3 $216K Sheridan Technical College 21 15 6 $431K South Broward High 19 13 6 $431K South Plantation High 30 26 4 $288K Stranahan High 10 10 0 Cost Neutral TOTAL (All Magnets) 271 222 49 $3.36M 33

Redefining Cost Impact 21 SCHOOLS WHY WHAT IS THE BUS IMPACT? COSTS DESCRIPTION Chapel Trail Elementary Boundary Change N/A Cost Neutral Existing Bus Croissant Park Elementary Boundary Change N/A Cost Neutral Existing Bus Fairway Elementary Boundary Change N/A Cost Neutral Existing Bus Flanagan High Boundary Change/Phase-in 1 REG $72K New Bus Hallandale High/McNicol Middle Bell Time Change/ Boundary Change/Phase-in 6 REG 1 ESE REG $43K ESE $117K New Bus Lakeside Elementary Boundary Change N/A Cost Neutral Existing Bus Miramar High Boundary Change/Phase-in 3 - 6 REG $216K - $431K New Bus Olsen Middle Bell Time Change 7 REG 2 ESE REG $503K ESE $234K New Bus Pines Lakes Elementary Boundary Change N/A Cost Neutral Existing Bus Plantation High Reconfigure to Grades 6 - 12 2 ESE ESE $234K New Bus Silver Palms Elementary Boundary Change N/A Cost Neutral Existing Bus TOTAL 22 - 25 Additional Buses $1.8 M - $2.2M 34

Tradeoffs and Family Impact Centralized hubs require families to adjust routines by transporting students to designated locations, impacting convenience and time. Stop Location Considerations Consistency is addressed by choosing hub sites near families, supporting school choice transport, and accommodating special needs students. Implementation Approach The model will be implemented for School Choice programs at secondary schools and for 6-12 schools. Clear Communication and Acceptance Proactive messaging on benefits, safety, and fiscal responsibility increases family acceptance of the hub model. 22 Impact of Implementation Strategy 35

Palm Beach County – “Choice Transportation Zones” ➢ Uses centralized stop zones instead of neighborhood stops for choice programs ➢ Assign limited stops and not guaranteed near a student’s home ➢ Provides transportation within defined geographic zones Miami-Dade County – “Express Stop” (Private + Hybrid Model) ➢ Uses centralized pickup hubs across multiple counties ➢ Markets them as “Express Stops” ➢ Covers Broward, Miami-Dade, and Palm Beach simultaneously 23 Comparison Review of Other Districts (Tri-County) 36

24 Why We Must Rethink Student Transportation Now Controlled Environment Benefits School-based hubs provide controlled environments with lighting, surveillance, and defined traffic patterns to reduce safety risks. Increased Student Accountability Centralized hubs allow monitoring of student attendance before departure, enhancing accountability and safety. Enhanced Emergency Response Schools are better equipped for supervision and communication during delays or emergencies compared to curbside stops. Reduced Traffic Conflicts Fewer stops in the centralized model minimize traffic conflicts and unsafe loading conditions, improving overall safety. 37

25 Ongoing Work in Areas of Improvement Continuous refinement of Here Comes the Bus Opportunities to partner with Broward County Transit Student identification swiping for bus entry Annual review of magnet transportation zones Additional strategies to reduce ride time on the bus Leverage AI modeling and other systems to realize routing efficiencies 38

What Changed: SB 296 (2025) eliminates the 2023 requirement that, by July 1, 2026: o Middle schools start no earlier than 8:00 a.m. o High schools start no earlier than 8:30 a.m. Timing/Effective Status: Repeal was enacted ahead of the July 1, 2026, deadline, meaning districts can plan without building schedules around the former mandate. What Districts Can Do Now: Districts and charter schools may maintain current schedules or adopt earlier start times without needing to meet the repealed 2026 thresholds. Update on Senate Bill 296 (2025) – School Start Times 26 39

Reporting/Oversight: While the start-time mandate will not be enforced, lawmakers expect districts to document their decision-making. Districts are required to report to the Department of Education on: o Current start times o The community engagement process used o The financial impacts of delayed start times Once submitted in writing, the school district is treated as in compliance regardless of actual start times. Update on Senate Bill 296 (2025) – School Start Times 27 40