CCSD officials presented stakeholder engagement and transportation scenarios for possible changes to school bell times in 2026–27.

Deputy Superintendent Jesse Welsh said the district received more than 48,000 survey responses across families, staff and students on a proposal to shift start times by 30 minutes. The survey showed majority support for benefits such as additional sleep (61.22%) and improved mental health (59.88%) but also sizable concern about conflicts with parent schedules and after‑school availability. "We had over 48,000 responses to the survey," Welsh said, describing broad participation and a bimodal distribution of opinions among respondents.

Assistant Superintendent of Transportation Amber Rideout outlined five routing scenarios: a cost‑neutral uniform 30‑minute shift (no new buses), and four inversion/adjustment options with incremental costs requiring 42–56 additional buses and drivers, plus one‑time fleet procurement costs and ongoing maintenance and staffing expenses. Rideout said the district currently operates about 1,501 bus routes and that adding dozens of buses would take months for procurement; she reported driver vacancy is now in the single digits and hiring runs regularly.

Trustees pressed officials on equity for rural schools, impacts on Safe Key and municipality partners, athletics scheduling, potential additional family childcare costs (44% of families said some scenarios would increase costs), and metrics the district would use to measure success (attendance, tardiness, academic indicators). Welsh and Rideout said options that are cost‑neutral would be easiest to implement for 2026‑27, but other scenarios could be pursued if the board chose to invest in additional buses and staffing.

Board members discussed timing for a decision: staff recommended early planning in the fiscal and budget cycle to give families and community partners lead time. Officials noted bus procurement could take seven to nine months and driver recruitment could be accelerated but would require coordinated HR efforts.

The presentation did not propose a final policy vote; trustees asked staff to return with further research on childcare impacts, comparative examples from other districts, and more granular cost estimates if the board wishes to consider options beyond the cost‑neutral scenario.

Next steps identified by staff include further analysis on community cost impacts, coordination with municipalities and after‑school providers, and a measurement plan if the district chooses to pilot a change.