“The smartest person in the room is the room.” It’s a saying that reminds Dr. Vicki Carter of the importance of joint collaboration during this historic transition from Alpine School District to three strong school districts.
Superintendents Rob Smith (Alpine), Dr. Joel Perkins (Aspen Peaks), Dr. Vicki Carter (Lake Mountain), and Dr. Joe Jensen (Timpanogos) have agreed on five important issues this week.
Assets and Liabilities
“Alpine is in a very strong financial position,” said Smith, who indicated a solid foundation for the three new entities. “The leadership team is currently reviewing the initial assets and liabilities report to ensure a fair and transparent distribution.”
Each new district has already received an allotment of funds based on student enrollment in those respective areas. Alpine has committed an additional $10M to each district for immediate capital needs.
“We will work together over the next few months to develop recommendations for allocation that the new school boards will consider,” Smith said. “This focus on the stewardship of resources is intended to protect taxpayers while ensuring each new district has the equitable funding necessary to maximize student-centered learning experiences.”
Summer Collaboration
Maintaining academic momentum is a top priority during this shift, according to all three superintendents.
They reviewed and recommitted to “Summer Collaboration,” an Alpine practice that has been successful for over a dozen years. Summer Collaboration are days set aside for teachers to engage in deep, curriculum-focused teamwork. This time allows educators to refine Professional Learning Communities (PLCs) and align their curriculum in grade-level or content teams.
“Student learning is job one,” said Carter. “Teacher readiness is the key to our future success. Summer collaboration makes them better as PLC and content teams.”
Alpine will provide funding again this summer for teachers at each school to work together before the academic year begins.
By recommitting investment in professional capacity now, the districts are ensuring that classroom excellence remains uninterrupted by the reorganization.
Employee Protection
The leaders continued their detailed review of the transition process for Group B contracted employees, which includes contracted district-level support staff who are not assigned to a specific school building, such as bus drivers, facilities workers, and warehouse staff, as well as employees in district departments like Human Resources, Business Services, and Student Services.
By establishing clear, joint guidelines for these contracts, the superintendents are working to eliminate uncertainty for our dedicated staff.
“It's important that our amazing Alpine employees understand the process for transitioning to employment in new districts,” said Perkins. “We appreciate them so much and we owe it to them to provide opportunity, transparency, and clarity.”
Jensen recognizes that the transition has been unsettling for many employees.
“By working well together we have our best chance of executing this split in a way that treats employees with dignity and humanity,” he said.
Data Retention
Superintendents jointly approved data retention guidelines to ensure that vital student and institutional records are preserved as the districts reorganize.
“Since Alpine School District will cease to exist, data retention becomes fairly complicated,” said Jensen.
After June 30, 2027, Alpine will not be able to manage records, including historical student data.
“It’s crucial that we maintain records and data for all the students that have come through Alpine, and it’s crucial that each district has the appropriate support to preserve that data,” he said. By working well together, we have our best chance of executing this split in a way that respects the history of our students and staff.”
Enrollment Projections
The group of four also reviewed updated enrollment projections based on the latest boundary adjustments.
Dr. Perkins explained that this data is critical for long-term planning, helping officials make informed decisions regarding budgets and facilities. These data-driven adjustments ensure that student safety remains non-negotiable and that school facilities are prepared to meet the specific needs of each new community.
“It’s nice to know we’re not dealing with things in isolation,” said Carter. “Superintendent Smith has been amazing—pacing us and keeping us organized. It could otherwise be overwhelming. These joint collaborations help us prioritize issues and stay focused on the most important ones.”
“Working through the tough challenges with exceptional leaders of three new school districts is rewarding for me. I find strength in their commitment and focus on shared goals,” said Smith.