to call this regular meeting to order. Please rise for the pledge of allegiance. I pledge algiance to the flag of the United States of America and to the republic for which it stands. One nation under God, indivisible, liberty andice for all. Good evening, fellow schoolboard members, district staff, and community members. As a reminder to us all, the mission of St. Francis Area Schools is to equip all students with the knowledge and skills to empower them to achieve their dreams and full potential while becoming responsible citizens of this dynamic world. Our first item for tonight's agenda is item two, adoption of the agenda. Are there any questions? prior to a motion being made on the agenda before you. Seeing no questions, is there a called a motion for the June 23rd, 2025 meeting agenda? So, thank you, Miss Anderson. Is there a second? Second. Thank you, Mr. Shrock. Any discussion on the motion for approval of agenda? Seeing no discussion. All in favor of motion on the table signify by saying I and raising your hands. Tyl motion prevails. Thank you. Next agenda item is consideration of visitors. Uh we have three members tonight uh speaking or requesting to speak. So we will allow up to five minutes. Vanessa, up to five minutes. I ask that each speaker that once your time is reached that you make your final statement quickly and be respectful of everyone's time. First, uh, no board action will be taken on anything that is discussed uh, tonight for consideration of visitors. Uh, the superintendent or myself may respond if needed. All right. Our first uh, speaker tonight is June Anderson. Well, thank you for the five minutes. Where was it? I needed it. This is one shorter. Um, I'm I'm sorry I wasn't able to be here two weeks ago to help celebrate the lifting of the book ban. And I'd like to thank the school board for listening to our pleas and the rationale against the book ban. But that said, I have some questions. Uh, Minnesota is regarded as one of the top 10 states in education. St. Francis ranks higher than the state average of 84% in graduation rate with the score of 90.4%. Um, Florida is not known for the excellence of its public schools. A book based in Florida has no educational credentials. Yet a person known to the community for his radical beliefs was able to present a list of book log books to the school board demanding that they be banned. The community members this community member had no educational qualifications. In fact, he had no stake in the St. Francis schools. Yet rather than consulting the educational professionals, superintendent, librarians, teachers, you school board ignored school policy, cutting short the legitimate process of reviewing the challenged books and you disregarded Minnesota state law prohibiting books to be banned because of content and put the person who had challenged these books in charge of the committee to review them and he was also on the committee. Of course, they found that all 46 of these classics of American literature were dirty books full of pornography and recommended they all be banned. Well, what I did not understand is why you, the school board, went along with this outrageous demand and removed these books from the library shelves so that students who needed them for their AP classes could not access them. My questions to you as a schoolboard are why did you decide the book looked book book pen was a good thing and why didn't you support the professional educators the superintendent librarian teachers and ask for their input? Why did you shut down the district's review policy and institute your own? What was why was this ad hoc committee composed of people handpicked by this community member? Why did you allow the person who demanded the book ban to be on the review committee? Why did you railroad this illegal book ban through even though it was illegal according to Minnesota state law? and how much is this fiasco going to cost the school board for its lawyers? And although this all came out as it should in the end, I think that those of you on the school board who were a part of this decision making have a lot to answer for. And I hope that in the future you will consider the consequences of your actions before yielding to the unlawful demands that deprive our students of their education. Thank you. Thank you June. Our next speaker is Juanita Reed Month. take the car over first. Well, good evening school board Anderson staff and community members. I don't know if I need to give you my credentials again. I've been here so many times lately. Most of you know that I live in Oak Grove and my children are graduates of this institution. Uh, and I've been a strong supporter of our school system recently having served on the curriculum advisory committee and on the organizing committee for the agriculture education program. Currently, I'm a member of the community education advisory committee and on the adult programming subcommittee. After reviewing the applicants for the candidates for the current school board vacancy, I'm providing a supporting endorsement statement for Kanda Oay, Mr. pay. I first met this gentleman at the meeting of the meeting of the candidates forum sponsored by community education last fall. Since then, I have noted a number of positive social media posts commenting on his leadership, his commitment and acceptance of all youth to our in our sport programs. I was pleased to have him join our community education advisory committee where he brings ideas for new programs, partnerships, and outreach to our community. Thanks to the good information our district website provided, I was able to review his remarks that he made back at that candidates forum as well as his application for appointment to the school board vacancy. And also I found there your schoolboard vacancy application rubric so I can learn exactly okay what are they going to be looking at. I thought deja vu this is like you hiring at the university based on those resources and my experiences I believe that he brings the following strengths to the position. Number one an excellent interest and commitment to public education. He clearly has stated that public school education is one of his key values and he has demonstrated this with his family's commitment to our school district and his volunteer involvement. He is also very much aware that quality education doesn't just happen. It's dependent on community financing and support. It's depending on wise decision making making be made by our governing board that my educator recruitment and retention as well as providing resources. The school board needs to be a leader in making this happen. commitment to representation, inclusion, belonging, acceptance, caring, and creating an educational environment where all students and all teachers have a safe place that allows them to be themselves are among his priorities. Secondly, background and preparation, prior board committee expertise, board disagreement. He comes to us and to our district with a strong academic background and career experiences and service on boards and committees both as a student and in his professional life which have given him a rich portfolio of skills in equity inclusion in building consensus in dealing with conflict and with others. understanding of board responsibilities. Although he has not had direct experience serving on a public school board, he is aware of and shows a bas basic understanding of the roles and responsibilities. His service on other community boards add to this skill set, including knowledge of roles, relationships, and tasks of elected boards. Four, awareness of district challenges. He has clearly articulated the funding challenge that Independent School District faces and the consequences for district personnel educational experiences for students. Lastly, his commitment and student success. Mr. Kane brings strong commitment to inclusivity and breaking down barriers. His priority is clearly in keeping the best interest of all kids at the forefront. I do believe that this unexpected vacancy on our school board provides a unique opportunity to make a strong statement about our commitment to exclusivity, welcoming, and celebrating differences within our community. And wouldn't it be great close out this school year to celebrate the fact that we have open library shelves and that we have diversity in the boardroom? Thank you. Thank you, Anonyita. Our last speaker for tonight is Barb Anderson. Barb, good evening to all of you and thank you. Um, just I just have a not a long thing, but why have a mission statement values? Because it matters. I keep going back to that. um because it matters for an organization of so many different people which we are. It keeps the variety of people working together for a common purpose. When our maring marching bands and athletes and drama departments, they represent our school and community and we see them working together on their mission. As a schoolboard team, the mission matters. Um this is not just about a book policy. It's a costly experience both financially and in resources and time of of so many of our district staff and teachers to have decisions made that are not in the best of interest of students and the mission of ISD15. Like all of us, we we can acknowledge political viewpoints. Yes, they're there. But decisions by the board must not be political. We acknowledge the political disarray of our state and country. Recent shootings cannot be ignored. But we do not have to follow that path. Just as we teach our children and students to respect others, think through decisions and making choices. School board members, all of us, we must do the same. Our example matters. um attempting to delay the implementation of a curriculum that was over 20 years old. This is that is not in the best interest of students development and their preparation for the future. Even considering not to be a part of the MS MHSL is not in the best interest of students and preparation for the future. The strong influence in the past couple years of the GOP basic political operating unit must be exposed to the public and voters. Actions of the board should be driven by the mission and values not external influence of any political any political pressure. I'll just any Democratic or Republican pressure that is not what we are here for. Politics need to be at the back of the bus. keep our mission and values strong, keep the bus moving forward, but not letting something aside little small group steer it. So, thank you board. Thank you for moving the bus forward and your positive movement forward. Thanks. Yes, thank you, Barb. And thank you to all those that spoke tonight. We appreciate the engagement as always. Our next agenda item is a consent agenda. We have five items on tonight's consent agenda. It will be a roll call vote. Are there any questions or requests to remove an item from the consent agenda prior to a motion being made? Miss West, I'd like to pull 4.5 just to go over the information that superintendent um okay 4.5 will be pulled will be we'll discuss that separately. So the consent agenda will be 4.1 to 4.4. Is there a call the motion to approve the consent agenda? So, thank you, Mr. Shrock. Is there a second? Second. Thank you, Miss Anderson. Any discussion on the motion to approve 4.1 to 4.4? See no discussion? Roll call vote first. If you're in favor of the motion, signify by saying I. If you're opposed, nay. Mer. Mr. Shrock. Hi. Miss West. Mr. Orerson. I am I as well. Motion prevails. All right, the final item on the consent agenda is 4.5. It has been pulled. Um, are there any questions prior to a motion being made to approve that? Miss West, just wondering what you came up with for information before we take. Sure. Uh, this be with Tom Hunt who is in charge of elections at county or at least our contact person for elections. I think I'm asking the uh the questions that were brought up during the meeting uh plus uh some additional questions I' I've heard from uh one or two community members. So the the the primary question was you know could we save money by hand counting ballots and uh you know the the response from Mr. hunt is that um you know the per precinct cost would stay the same at $2,000 per precinct, but it would actually cost us more because the election judges will need to stay longer in order to count uh the ballots and they would probably have to count them multiple times according to Mr. Hunt just to make sure they have the most accurate count possible. So because of that the actual cost the district would increase if we converted to H county seem counterintuitive uh but that's what Mr. Hunt explained. Uh in addition to that I think this would be a minor expense but the uh Anoka County you know has been doing this um this digital counting of paper ballots for 40 years. Um and so they would uh need to develop and provide additional training materials for election judges before the election to that pretty cost. Uh there was also a question that I heard from a community member about um using excuse me if I if I don't know the right terminology but you know when people come in to vote you know you have to find the uh person and verify the address and those kinds of things. Uh and Mr. Hunt did explain that using iPads for that instead the paper rosters um is uh much better like by the election judges. And so that's why um you know that's in place that you use instead of the paper roers. So that's what I learned. Uh ironically it would cost more to do the counting than just additional counting machines of the paper balance. Any other questions prior to a motion we made to approve 4.5? No more questions. Is there a motion to approve 4.5? Anderson, is there a second? Thank you, Mr. Shark. Any discussion on the motion to approve 4.5? Seeing no discussion. We will do a roll call vote on this one as well. Signify by saying I or name. Mr. Hump. Hi. Mr. Shra. Hi. Miss West. Hi. Mr. Mr. Yorkie, Miss Anderson, I I am I as well. Motion prevails. Thank you. All right. As we move forward to information items and reports, um again try to hold any comments or questions till the end of the presentation. Uh I know this first presentation may have questions throughout. So please don't hesitate to ask uh if there's a specific um topic on that area. The first item for tonight is facilities discussion. Chris Glinquist will introduce Michael and from site logic will present an overview of the months of work they have done on the condition of our physical assets here in the district. Um this information has been through the facilities advisory committee and it may have consideration at a future board meeting and we'll discuss that as they they go through. Uh we are changing up a little bit tonight. for information reports but to have them sit down and discuss with us rather than stand this might be a little bit lengthy as well. Mr. Thank you, Mr. Um with us tonight. I'll start with uh Chuck Inker who is a St. Francis area schools um maintenance supervisor oversees uh buildings maintenance and grounds. Um Chuck is in his first full well we're just about ended the first full year. So he's notched a year under his belt and he's doing fantastic work. um both he and William Dial who work side by side have have transformed a lot of what we do. Um we've talked about reporters and things like that and Chuck is a huge part of that. And then new to the board is Michael Smith. Michael is from Site Logic. We have partnered with Site Logic to do a facilities assessment across our district. Um, one of the things that Chuck and I expressed a lot of reservation with people when he started the job and we lost Chris Worers in 38 years was most of the information Chris Worers had he took with him in his head and that's really hard to replace. Um, and so with Superintendent Anderson, we got together with Site Logic and uh and brought them on board to do the facility assessment and he's here tonight to share some of those findings with all of you. Sure. Um, take a look. So, as Chris said, my name is Michael Smith. I'm here from Site Logic tonight. My role for Site Logic is I'm what's called a planning executive. So, I help schools, I help district administration, facilities directors really understand all of the different complexities around the buildings, um, how to how to fund some of those different projects as well as planning for the future and looking at efficiencies as well in terms of how you operate. We work on very small LTF long-term facility maintenance budgets. So, our job is to really help you make the most of any taxpayer investments and I'm going to flick you through this. Power able to see it behind you. Let me work on that right now. I'll take care of it. Go ahead. It's good. It's good for me to get a step. There we go. [Music] It's close. [Music] We might have to move closer. So, starting off with the process that we took, uh, it was back in cold winter of 2024 when we first started talking to the district. Uh, we've actually physically been in the buildings for about the last six months now. Um, so we got we've got to to grips with them pretty well. What we're looking at is all of the different assets that you have. So, we're not necessarily looking at this stage of additions or anything like that. We're looking at the buildings that you have, the conditions of the infrastructure within the buildings, uh what risks you have associated with them, uh when they were installed, how long they're expected to live, uh to to live for, and then of course replacement and repair costs for anything that we see that's in high priority. The nice thing that we've managed to do is also put it all into a single repository and I'll take you through some of that so that you don't lose that institutional knowledge um as people come and go through the district. We've also been looking at how we can save money through utility efficiencies as well as just more shrewd planning around their budgets. This is your overall picture for your buildings. Um anything that you see in orange, the darker the orange, the more urgent the need. So you have um alert and alarm conditions uh in the orange and then the dark blue through to the light blue. Dark blue being excellent all the way through to kind of caution things. Ignore the district maintenance building. There's only three four assets within that building. So it kind of gives a skew view. But the rest of the building is a pretty pretty good accurate picture of where they're at from an infrastructural standard. Having a look at these buildings in a more detailed level. So this is the early childhood center. You got a pie chart there. You can see about 50% of this building is in LA and alone. Uh and 50% of it is in caution acceptable and excellent. One thing I would say and I say this to every school district, you don't want everything in excellent because if that's the case, everything comes back up for for replacement at the same time. So it's okay to have what we like to describe as kind of a third third uh third in alarm keep concentrating their next resource gone a third in caution and a third in in excellent and exceptional. Done the same across the other buildings. So this is your middle school picture. Again 40% or so is in alarm. You've got a lot in acceptable here which is all part and parcel of the last referendum we put through. East Bethl again very similar picture there. Um mechanically that building is having um some harder times. St. Frances Elementary. Uh this is actually a pretty good picture for you. You got your third and then about the thirdish um for the other two. And then Cedar Creek again is in pretty good condition. You've got about 50% of that building that's in caution. The rest of that's in either the bad side or good side. And then looking at the district office, uh, again, this one is certainly not something you should have on your list anytime soon. The learning center, St. Francis Learning Center, again, um, in good shape except for some of the interior and exterior and below. This is an interesting tabulation of those scores. So, what we do is we take all of the different infrastructure. We look at where that infrastructure is, how it associates to risk and what we do is we give an overall building health score. So what you can see is across the district your average score is a 66. Uh your your lowest building being the early childhood family center all the way through to the district office being up at that 80. There's a good chunk of buildings there that are in those 70s which are in relatively good condition. Um, but what you'll see underneath it is also another number. So you can see the 66 up in the top here. This point is not going to work on this screen. Um, but underneath you can also see in the little box there's a -4. So what this is illustrating is at the moment your building is your average is at a 66. If you leave the buildings as they are without any investment that score is going to drop by four points within the next two years. As you go to building by building, what you can see is uh some of them won't change that much, including the district office. Everything has good lifetime here, but for example, the middle school is likely to drop about nine points in the next two years, just because you got so many different assets that are right on the cusp of qualifying into some of those those higher brackets. What I'd like to do is just show you a quick whirlwind tour of one of your facilities using this tool. Do you mind if I got to get close enough to this? [Music] Any particular building somebody would like to look at the high school. The high school. Okay. This is all complicated. So rather than just presenting here's a book with all the different information that you have about your buildings my site IQ which is our single repository of all this information is really interactive tool. So here's a format of that high school we're able to go and look in rooms should we so wish. So this is pictures of the gym. We can check out the one before we have done. You can also see that uh we can go through the different floors. So we can do the upper levels. We can look at your roof plan. Uh you'll see these different tagged assets. Each of these assets corresponds to um to different mechanical sections of your mechanical pieces that you have. So on this one you have a rooftop unit. That rooftop unit again here are pictures of that rooftop unit including uh serial numbers when the filter was last changed. We can look at this one was actually installed in uh 2019, so it's a great one. It's in acceptable condition. Um, we can see exactly how much air is moving through. So, you have everything at your fingertips. So, should the challenging, we're able to very quickly identify exactly which air handler it is, what the serial number is. It speeds up the process and it also just makes sure that it it really cements all of the knowledge that you have across all of your assets in the world. So, as we go through the process, what we do is we look at every single one of those, even down to kind of the grounds level where we're able to look at parking lots, sidewalks, um we're able to look at, you know, conditions of athletic fields. Um as we go through all of those different assets, anything that's in caution, alert, alarm, we start building our project. Those are not projects that you have to necessarily do, but what it does is it starts to forward plan what your investment portfolio looks like over the next 5, 10, 20 years. So, let me just show you that that table we were looking at. So, this is just the live version of that table we we looked at in PowerPoint. Um what we're able to do though is really dive into specifically what's going on within that building. So for example in the middle school from an electrical standpoint the building's doing great. Um interior finishes doing great but when we start looking at grounds and site and sites we start looking at the exterior and then more importantly the mechanical component there's some certainly some less positive numbers within there. um and a lot of leaders that have started to get to the end of their life or have already exceeded the end of their life. As we build out those projects, it then allows us to associate all the different assets to them. I'll show you. [Music] So, as we've gone through, uh, we've looked at now 1,940 different assets. Uh, you have 516 of those assets which are now past their projected life. That doesn't mean that they need replacing. It's a little bit like, you don't throw your truck out just because it's reached the end of it warranty. It's just at that point, it becomes more likely that you're going to expect problems with it. I'm more interested in these ones. So you have 450 different assets that are in alert condition. It's not an unusual thing. Like I said earlier, you're working with very very limited maintenance budgets. So if things are working, the tendency is obviously to keep them going. These next two boxes here, alarm assets with no projects and alert assets with no projects, our goal is to get that down to zero. So it doesn't mean that we're going to tackle all of those projects. What it means is that there is a plan in place and a project associated to that in the future. So trying to move the district from being reactionary where it's much more expensive because you're constantly on the back foot to being more proactive and accounting for these projects in the future. So questions on any of that? I went through that very quick. This you're you're welcome to fire. So whatever J super I'm comfort wherever I'm at. Thanks. Okay. So I should we just covered some of this. One of the other things that we presented to the facilities and grounds committee as we were going through this was um looking at utilities. I won't bore you with going into this. Um, but there are some significant savings that we've managed to identify and immediately have put in action. Um, Chuck's now replaced a previously held contract for the district which already is going to be saving considerable amounts of money. Um, as well as looking at other energy efficient projects that we can conduct throughout the district that don't have tax impact. So there's quite a few different opportunities that you guys have in terms of reducing your overall um your overall cost for operating. As we went through that stage, the facilities and grounds committee looked at it and went, "Okay, thanks for bringing all this to our attention. What can we do about it?" So the next set of slides in here um really showcase what you as a school board can do about some of the issues that you have. looking at the future risk. So, I'm going to take you back to if we were to build a new building. We know that if we built a new ele [Music] that that has a certain life cycle um every 20 years or so, you should be really looking at replacing some of those interior finishes, boring doors. I can assure you that we don't as school districts replace doors every 20 years, but in an ideal world, that's what we would look at. Exterior wise, again, every 25 years, we should be looking at re- roofing. We should be looking at windows, we should be looking at exterior doors. And then from a mechanical standpoint, which is probably the largest cost, every 30 years, again, we should be looking at a recycling of some of those those mechanical bits of. So, what we can do from that is we can look at a typical life cycle. So if we built that in 2023, we know that in 203, for example, we're going to have to do the mechanical work. It never fits exactly like this, you know, because things have been well maintained and you have a lot of that. You can stretch it out further, but there always becomes a breaking point. So what I did is I looked at all of your different buildings. This is where they were built. This is the size of them. And from that, I can build a life cycle that associates to those assets. So now we have two data points. We have the visual inspection of all of your different work, sorry, all of your different um assets as well as now being able to see it from a life cycle perspective. When should these things be coming up? And when we do that, we start estimating out what costs look like for it too. And this is the bit where it's quite probably sharp intake of breath. Um because it becomes it becomes daunting. If you look at all of those blue bars, they're all projected assets and replacement costs. It also follows a pattern that you really can't put on your tax base because there's so much turbulence within there. It's just not reasonable to be asking for huge spikes and shs as we go through this. So our job with you is to flatten that curve, look at how do we make sure that we're investing in the right way with the most bang for our buck, if you will. So taking a step back again, let's look at your average building age. So, if we look at all the square footage, we look at all the different additions, we look at when they were put in, um, it gives us an average age of your buildings, 37 years. You're kind of middle of the conference on that when we look at your comparative districts. Um, but when we look at your operating costs, you're slightly higher than middle of conference. So, there's definitely some work to be done um, as we're moving through this process in terms of building some efficiency. you have some really inefficient heating systems. You have some um you know a lot of those emergency repair type things drag us up as well as the utility thing utility analysis we did shows that there's some some savings to be made there. So current projections when we look at just the asset replacement costs in today's money there's about 58 billion in needs. When we inflate that uh over the next 20 years based on just market inflation based on cost of volatility in markets that number becomes closer to about 120. So there's a lot. It's not manageable in one one step and I certainly wouldn't encourage you to take that. More important pieces here are the gap. So every year you get about 1.2 million for your long-term facility maintenance. So across all the square foot you have, it's not a huge amount of money. We talk about it as when you're maintaining a car, your LTFM budget is really about oil changes. It's about changing filters. It's about that routine stuff rather than a new transmission, right? It's not designed to replace. It's designed to to maintain, hence the name, and and keep you kind of moving along. But at the moment, the gap between what you get in long-term facility instance compared to your needs is about $2 million a year. So every year, you're falling about $2 million income. as we use as we start adding inflation into that and escalation is that that gap starts rising to three to four million a year. Yeah, go for it. Um how did we um select 1.2 million a year and how and I mean are we suggesting a higher per year LTFM? So long-term facility maintenance is a per student number that's assigned by the state. So you get $380 per student. Okay. Now 1.2 2 million is roughly what you get a year. However, you don't get access well the CH doesn't get access to that. You've previously as a school board bonded against that that LTFM budget and you actually only get about 400,000 a year now to maintain all of your square footage. So that two that 2 million is actually probably closer to 2 and a half 2.6. Um so it's a very tight budget for maintaining the buildings that you have. Yeah, good question. Any other thoughts? What does this mean for safe process? This is if you read my mind. The LTFN alone isn't enough when it comes to actually catching back up with different. You need to utilize all the different funding mechanisms that you have available, of which there are quite a few in. uh you need to try and avoid costly emergency repairs and duplication of investment. So what I mean by that is if we're taking a ceiling down to do an HVAC project, do the sprinklers if they need it. Do the plumbing fits, you know, if we need to do that, do the electrical distribution because the cost of taking those ceilings down is surprisingly high. Um so do bundle as much of that efficient work as you can so long as it's needed. And then the last piece finding out as finding as many operating efficiencies as possible. Um so utility piece like I said we've already touched base on that. Um as well as just making sure that we're not heating and cooling groups in the summer. So there's a lot we can do just with controls as well. All right. What's under your control? So the study Minnesota gives you a few different levers that you can follow as a school board. Um what we're going to talk about today is really a decision pathway. So we know your current existing conditions. We know all the assets. We've prioritized all of those. We put cost estimates to them. You have a couple of options at this stage. You can either utilize those authority levers that you have as a scoreboard. In which case, we can talk about what they what that entails and what you you can replace and help plan for those future needs because it's only going to it's only going to hit a few of the buckets. Or you can look at exploring all of the different needs in a referendum. And realistically, the evidence that you'll be able to do that 26 in all good honesty that would be probably pushed Here are the different funding options that you have. The top one there is an energy efficiency project. So the nice thing about energy efficiency projects is that there's no tax impact. It's based on whatever we can save, we can reinvest back into the buildings. So you do have some scope for an energy efficiency project. There's still quite a lot in the district that isn't LED lighting. Still have reference quite a lot of spaces. Um but it's minimal. It's not a huge um and it's certainly not hitting some of your high priority. School board building bonds is your typical kind of going out to a um a referendum. Uh you've got capital projects like these. You've got capital facility bonds as we move through here. Long-term maintenance uh facility maintenance is all where we spend most of our time today. And that's really talking about what we call AP indoor air quality. So within Minnesota's uh legislation, you have the authority as school board to tackle anything within your building that doesn't meet code when it comes to air quality. So whether the CO2 readings are high, whether um the building doesn't actually have adequate air flow, doesn't meet current codes on those um then you can tackle those projects on board. The other piece that comes within that is you can tackle life safety systems. So you can tackle adding sprinklers or replacing fire alarm panels um against so long as they don't code. And then the last one that we can talk about is debate one. Um and this is really what we're talking about in terms of parking. So gives you the authority to replace parking lots. They just give you authority to replace roofs, but it happen as it happens you have great roofs. So that was we're good for 15 years. All right, let's take a look at your referendum history. So, the district has asked 11 capital questions in the last 25 years. During that time, three have passed um and eight have failed. If we look at the amounts that you've asked for in that period of time and then the amount that you've actually passed, there's a huge amount of unrealized deferred maintenance. So whilst you were supported in that last bomb, it hasn't really moved the needle as much as you would have liked and certainly over the last 25 years there's a very substantial amount that you've asked for and been denied. Um so it's not surprising that your buildings have a lot of make do and kind of sweep that under the carpet until it breaks. So what funding opportunities we have? LTFM cover this. So that's your annual budget received by school. Uh so 380 per pupil. It can be used for any facility projects on existing infrastructure. You can't use LTFM for new stuff. You can only replace what's in that building. You've already ordered about $6 million against that budget which doesn't come off for about another eight years. So you're kind of just in a hold and wait pattern in that period of time until that drops back off. Um so I certainly wouldn't suggest bonding against that anymore because you you're already beyond what we would normally recommend school district to. Um you you basically have a third of your budget that you you can use. So that's tight indirect policy. itself. It's board authorized for special projects. We don't have to get photo approval for this, but it can only be used for specific things. It can only be used for health and safety, indoor air quality, life safety, and and special. It's not limited in value. Um, and so it doesn't have a maximum, certainly not a maximum that you guys would ever get close to. Uh, and it's frequently used for ventilation projects in your district. Um the tax impact on a $10 million project, for example, will be about $60 a year on an average home. And the other nice thing about this is it is eligible for act to school credit, although you only have a small proportion of farming land in your district. About 3% of your tax base is agricultural, in which case 70% of those costs are borne by the state. So you're getting a little chip in from the state, but not a huge impact on onulture. Yep. Is our average home about 360? Uh, we have it at slightly less than that, but right. Okay. Pros and cons for the different kind of funding mechanisms. So, it reduces your overall rating. If you continue to bond against that, you'll just end up with chuck coming in with a can of equal 40. Um it doesn't have any tax impact though which is good. Uh and then again your maximum utilization is about 6 million. I really wouldn't encourage it to touch that until such a point as it drops back. Indoor air quality it's new income from the district so it doesn't have those budgets. It is specifically designed for exactly these kind of projects where you're trying to replace mechanical infrastructure. It's unlimited but within tax thresholds. Again, you've got to be cognizant of what what level you're comfortable within that. But what we see is it's an inarguable scope of work. Buildings right now need to be comfortable. They need to be safe. They need to be dry. And they need to be heat controlled. Right? That's what we see from the public. They don't want bells and whistles. They don't want shiny things. They want the kids to go somewhere where they feel they're safe with. So that's exactly what this funding mechanism is for. It's also cheaper. So the nice thing about IAQ funding is it's very easy mechanism for you to go through as a board should you so um so we can we can start work on things very quickly. We can get out to design. We can start prepurchasing things. So it's a lot cheaper. It's a lot cheaper than if you just go out. The other thing is it's budget flexible. So what I mean by that is um if uh we don't we don't put prices to things. What we do is we put estimates to things and then we put them out to the market. So we're never going to get it to the dollar, right? So if a project comes in below that, the flexibility that you have with a key funding is you just don't levy against all of it. So the taxpayers it gets gets to go back to the taxpayers. If it comes in slightly higher, we can amend your LTFM submission and you can you can adjust it to that. Whereas in a referendum, if you go for a number, that's your number. So at that stage, you start having as you did 2017, having to really trim scope of work and and end up cutting a lot of different things that you need. As for a referendum, pros and cons, get some final say on that. Uh, it's a pro and a con, right? You go out to a referendum for heating and cooling and they say no. That's a tough one because you've got to heat and cool buildings. It's timely. So, it got time consuming rather than time. At earliest, if you were to go to a referendum in in 26, construction wouldn't be until 27 28. Realistically, if you went to 27 referendum, you're talking 28 29 at the earliest. So, a lot of those different assets you already have that pass expected life. Again, it's the risk that's associated with it. The other thing is it's costly. We just talked about the cost of of elections, right? So running a special election again is is costly plus all of the different um preparation you have to do for your community as well as all the different uh information campaigns and really they're incredibly hard to pass away um the spring. So Wisconsin typically Wisconsin only has a funding model for referendum cut um and typically they pass at about 75%. In the spring of this year, we passed at 56% across the across the state. It's really difficult right now to pass um for lots of different reasons, but ultimately our kids need to be in safe environment. Questions on any? No, you don't like questions, right? Well, I have Oh, okay. All right. All right. Why take control? So, this is a really interesting graph. We we've got four different lines on here. Uh the orange line at the bottom there uh is uh your revenue over the last 10 years. So, your revenues increased by about 12% over the last 10 years. The tax base is the next five up. So, when we look at what's called NTC, net tax capacity in St. Francis, your district, uh, it has increased by 54% in that same 10 year date. But the really scary number is the one at the top, which is the inflation number. So at that stage, the gap between what things are costing the district and where your revenue is is just getting further and further apart. So there's about 120% delta. So each year that gap between your LTFM capacity and what you're able to achieve with it is just getting worse. Um the other piece to this is just as a proportion school tax wise with the with your NTC doubling in that period or going up by um your tax has not stayed within like so proportionately you're taxing at a much lower rate than you were 10 years. What do you have under your control? So now I've just filtered this purely by HVAC, mechanical, and parking and we can start seeing where where you have some issues. So looking at Cedar Creek, Cedar Creek, uh you touched Cedar Creek in the 2017 referendum, you didn't replace the air handlers. So what you did was you did some refurbishments to them. You replace all the VA boxes which are burial air volume boxes that live within the classrooms and essentially it's their it's the last heating and cooling and air flow control into the classrooms. So most of what you did there has been done. Could we replace some other things? Yeah, it's not quite meeting code but it's close. So quite honestly my recommendation for this building is it's it's doing okay. Just keep this going for the time being as it is. Early Childhood Center. So, Early Childhood Center, um, you've got two main rooftop units that serve those areas on the wings. They're both from 1995. So, again, coming back to that 30-year life cycle. These ones are right at that point. You've got two other RT, but um, I would certainly suggest that replacing those 95 units is is worth doing. I know Chan, you've had issues with those. Yeah, those two had a lot of issues. We replaced a lot of parts. There are a lot of expensive parts on those two units. Um, they're pretty tough to maintain. That's the rooftop unit. So replacing the 2006 ones would be more proactive than reactive. You could probably squeak them out for a little while. Um again it's the cost of implementation. So if we're in creating more rooftop units units a couple more years it's probably worth doing it at the same stage but it's completely cut. When we look at use perform again, we've now got units dating back to 1980 here. Um, you're not seeing a complete list of all of the different mechanical systems that you have. These are only the ones that at this stage are in high priority needs. So don't don't imagine that the entire building's in bad shape. It's not. It's just we're only showcasing the ones that have we have control over. So here we have units back to 1980 all the way through to 2005. Again, we would suggest at this point that all of them are replace. You could maybe stretch out those 2005 units um depending on the cost of project. St. Francis Elementary, you'll notice there's a white there's quite a few white sections. Again, the mechanics units that are serving these areas are in great shape. No need to do anything. Um, but this this building actually starts dating back to 1961. Uh, no 68 61. Yeah. So, you've got you've got 60 years out of that which is pretty pretty good going. Um, so and you got no in the gym there. It's piping hot. How many times you replace the floors in the in SFB? Not so much as we have in middle school. Okay. Yeah. I thought he used either so. Yeah. Yeah. It's a synthetic. Oh, yeah. Sorry. Again, in this particular instance, I would certainly replace a lot of the older ones. And again, you could continue to use 2005. Have any of you replaced your home air conditioner in the last few years? moving away from R22 refrigerant which is now like gold. Um so unfortunately this building was basically served with R22 refrigerant. So, you know, you talk about three $3 $400 a pound now and yeah, it's so again, efficiency from an OM perspective. Let's move to some newer refrigerant and let's update it. Middle school start getting a little bit convoluted with some of these maps. Now, um as we look at this one, we're back to the 60s again, 1964. The areas in the orange, we know for certain we can qualify those. We're still literally up in duct work with with ventilation testing equipment at the moment in some of these other areas. Uh but you have a range of different units here. So all this is 2006, everything pre 2006, all the 90s units, I would suggest responding to those. And then the 2006 ones again, similar story. You could take it or you could leave it. High school. Uh this is the lower level 1973 all the way through 2006. And then at the upper level again we've got a 74 unit there. Um actually two different units another 95. The prices that we're putting on here are purely estimates. So how site logic works on this is if you guys wanted to move forward with the project, we would go into a design stage. We would design out multiple different options for you, but we don't they're not our prices. We don't we don't do the construction. So at that stage, we publicly bid everything. So these are still estimates. We're very accurate from a bidding perspective um even in very terrible times with this. Um, but these are just estimates. So, we will drive down that price as much as we possibly can for them. So, what is the title? Um, if you look at the high level and the low level, again, bearing in mind, I would say don't do the work at Creed. So, realistic is somewhere between 11 and 25 depending on what different options you look at and how you do it. These are estimates at this point from a tax impact standpoint. So Michael Hart who's your municipal advisor PNA um I've worked with Michael for quite a while now. He was at our facilities and grounds meeting as well. Um so realistically tax impact somewhere between seven and $14 a month on an average. That's just our view. Uh again, we're a really datadriven company. So just because we're seeing units that are struggling, that's not the lived experience. So Chris and Chuck have both kindly enough helped us kind of prioritize some of the different units that we've identified. You can see that Chuck hasn't just put high priority on everything. Thank you. So there are some there again as we go through really getting more prescriptive with this there'll be some where we just say yeah they're in great shape. Okay let's look at some of the other things that are within your control. So parking lots um you have a large amount of parking and a lot of it is in pretty bad shape. Uh we can certainly look at some images if you wish. Um but we've just pulled all of your parking lot square footage as well as your sidewalks as well as um some of the gravel lots that you currently have. Looking at paving those in terms of again the lowest kind of cost for this. Um you can work your way through these. Chuck has kindly again prioritized them from a district standpoint. um you have the authority to do this. It just depends whether or not you want to do things like uh seal crack and seal code crack repair all the way through to reclaim and repave down to reconstruction. Okay, just give this some priorization. So the next question that we were asked by the facilities and grants committee is can we get this done in 2026 and the answer is yes but only for some of it. So although we are only just entering the summer of 25 some of this is very long lead times. So a lot of hback is 42 weeks out still. And I would pose the question, what if some of your equipment now dies because it it is difficult to get a hold of some of those. Um, we can certainly do some of those simpler replacements in 2026 as well as the parking, but things that require more substantial design, we're going to end up pushing to 2027. The nice thing is though that what we're doing here is addressing assets that are currently costing money um as well as at the end of their life. The sooner we're able to make those repairs, replacements, the the lower the tax impact because the cheaper the project is. And then if we're able to get it out into the into the market sooner, you can hold a price. So it doesn't really matter what happens over the next 18 months or so. It's just lowering the risk for the district. And then that last bullet point is really important. So it's incrementally improving the building through careful. I could come in and say you need to go after a referendum for an unbelievable sum of money. It's just not the right approach. We constantly hear from the public, why can't you just live within your means as a school district? You should be planning for this. This is planning for this. This is chipping away at your high priority pieces and it is using the leaves that are given to you in the leisure budget. Chipping away at these these high priority pieces is better for your ongoing operational budgets is better from a tax perspective as well so that we're not just skyrocketing taxes. Um and it just leaves a better community asset. This is looking after the assets that have been bought and paid for by your All right. Oh, yeah. Yeah. Sorry to keep bothering you. No, no, no. Kind of my gig. I'm an electrical contractor. How are you um cementing prices two years out on labor andor materials? Yeah. So, if we can get down to the bid market in realistically, you probably got three phases of work. You've got the parking one, which bidding that is not be difficult, and we probably bid that as late as spring next year. The 2026 stuff is the one I'm wanting to cement as quickly as possible. Did I say 26? Yeah. Um, the 2026 stuff is the one I want to cement as quickly as possible because that would be the simpler like replacement. Sure. So, the sooner we can get that out of a bid packet and hoard that price, the the better we would be from a risk perspective. The 27 work is probably going to have to be better subsequently. Okay. Yeah. Yeah. Great question. Oh no, the question. What is the average home process you're using? It's right around 360 like 320 to 360. Yeah. And and actually it was you adviser that gave us those tax impact. So I don't want to um necessarily rain on his but I can I can [Music] Uh estimated market value 385. So actually a little bit higher. Yeah. that went up like two weeks ago. Um, so the IAQ, how long is that for? That's up to you. So it you can only bond on that for as long as the equipment is expected to live. So typically when we um and again this is would 100% be a municipal advisor territory. So I am a municipal advisor just um typically we see districts depending on the project size bonding anywhere between 15 and on projects. You could build a case for bonding it longer and minimizing tax impact although in the long term you're paying a higher interest on it. Um you could do it shortterm. It just depends on where you're comfortable with your community in terms of what that that cost is. Okay. So this was so using your your worst case scenario on the HBAC and um the other one it was $1612 a month based on a 385 okay you're saying for 15 to 20 years that that one was modeled out on a flat depth structure over 20 years I believe 22 years 20 Yeah. So, and a flattened out debt structure probably wouldn't benefit you very well. Again, I'm getting off into a a tangent here. Um, but there's a few different ways you you have you have ongoing needs, right? But you know that you're going to have ongoing needs and and part focus is setting yourself up for success. And that's a tricky, you know, that's a tricky thing, but really Michael at PMA would be better to talk talk you through the finance side of it. Um, but he's very good at what he does. Any other? So, uh, next steps on this realistically are for us to take CH and our prioritization. Put solid numbers to those HVAC equipment costs. Um, based on prioritization, being able to create some different options for you, look at the internet, the interconnected aspects list, too. So whilst we're on the ceilings, should we be doing electrical? Well, I can tell you you've got electrical distributions back to the 60s. So yes, you should be replacing your electrics. Um, and then obviously to get those tax impacts. If you wanted to hit any of the 26 construction window, we would need to have this as part of your your regular LTFM submission that I think you actually have on your agenda tonight. it can be amended. Um, but in order to hit any of that 2026 work, it would need to be scoped out by the end of July. That's about it. Any other questions? I three or six months worth of stuff might be pretty quick. Yeah, we having meetings in the facility and all the detail that we're going to do is just critical. Appreciate all. Thank you very much. Just some of the costing. I know it cost money to have you here, but it also cost saves the district money. One of them that they found right away was I think it was a water bill. We were charged a tax on that. We don't need to pay the tax. So they follow that. I can't remember the savings was we already I think we got the refund for that. We'll be getting my pleasure. Any other questions? And the board members any comments? So again, now is the time to ask any questions? We do have a LGFM on the agenda for approval. When we get to that, I'll talk through what our options are, but I can give us a rundown right now. We can either approve it as is tonight. Uh if the board wants to move forward with looking at workshopping this uh these potential projects and what that priority looks like for the district, uh that can all happen before the 28th uh to bring that back for full approval. Uh if or we can approve it as is tonight and then amend it at that time as well. we have a couple options um with what the board wants. But now would be the time to have the discussion because they're right here in front of us um and then we'll make a decision when that action item comes up. So with that being said, Mr. Sure. I just would uh offer up the last time to the board that we replaced the rooftop unit was at the high school um two years ago, two summers ago, maybe three. And that unit was $500,000. and that if we don't have a plan for when those 1960s, 1970s, 1980s units go down. Um, my concern is that we will face the consequences of that. And so I just ask you keep that in mind. Like not every unit's $500,000. That was a substantial one, but when we're talking about 10 to 12 units across the district that are um very very old, uh we need to have a plan for that. So I don't know what else we don't know what else to do other than to sit here and say hey here's where we're at. Um we didn't control the past but we are looking forward to the future to say how can we how we put ourselves in a position to be successful with a 42-month lead time or 42 week lead time on a unit. If it goes down this September we're in trouble. So just ask that you keep I appreciate all the information, the data. It's something that we've needed for a long time um as a district to get the information, you know, as concise as you've had it here provided to us. I wouldn't mind um pulling everything together and not necessarily putting it all in tonight, but doing the what was it the and that the workshop. I wouldn't mind doing that just so that we know before we approve something. Yeah. Where that's at it. There's so much information in there and I've skimmed over the surface. So you know I'm very very happy to entertain phone calls conversations you where I can show you the level of depth that we've got into with us and again we are here to support you as a partner um much in the same way as your municipal advisor is here to support you from a financial standpoint we're here to support you from your second largest resource you outside of payroll and I'm going to piggy back on what you said districts that we typically see have a very hard financial claim as not because they it's not because of the programming side because you can cut programs. So tough choices, but when something catastrophic goes wrong in buildings, that's when we see districts really struggle. So being being mindful, being proactive, being aware of what different options have is exactly why we're here to support and I hope superintendent that you felt that as we've gone through this process that we are here to to act as your colleagues in this process. So be really happy to follow any of this. Yeah, I would be interested in having a work session on this and holding off on voting on how TFM tonight. Um, and have some of this rolled into it for our end of July. And just to be clear, it would be a work session with the facilities and grounds committee would bring uh a recommendation back to the board. So wouldn't that have to be a full board, but that committee working alongside the psychologic would bring that back. Okay. But if if they're bringing something back and we don't approve it on, we don't support it, we wouldn't be moving forward, but at the end will walk the process through what those would look like, what our options would be. I know it feels like a tight timeline. Um, unfortunately this is just how the cookie is crumbled in terms of when we engaged and when we got to this point. Um, I would encourage I mean I'm sure your experience already as you know what it's like in terms of that escalation year on year. The sooner we can get to the root cause of this, the better. Are there um so like right now like let's take solar or EVs caught the cars um a lot of the incentives that are driving the market are being pulled um and or abandoned um is this indoor air quality subject to that? I mean is this a law or what is it? Yeah, it's actually it's been in place for a while and um yeah there's really no movement. In fact, it just continues to solidify in this last budget with I can't say that in the last session. I'll skip it. Um, they've added roofing now as an above the line option. So, I do think that Minnesota is recognizing more and more the difference between what are called facility districts where they can they don't have to ask for anything that is in their building as an existing structure. they can just levy and replace and then you start moving out of the big factory districts and and it's a different situation for you guys, you know. So when a roof comes up and you're bonding six million bucks against your firm, you're really shooting yourself in the foot on the line. So I think what they're trying to do is is create more parity between um what the big metro districts can do and and the impacts that it has on the smaller districts. So they is Minnesota not as feds. Yeah, unfortunately this is state based. So you know Minnesota's for all of the problems that we have in Minnesota, they are relatively flexible around facilities. Like I said, Wisconsin across the river is just you go to a referendum and that's it. Um, Indiana is you can do pretty much whatever you want as long as you stay under a particular mill rate which is a little bit like tax. Um, so every state has their own their own funding mechanisms. So I I would imagine this will continue to be a little bit more openhanded with this. In fact, the act to school credit so that originally started off at a much lower percentage and they've increased that continues to agricultural agriculture. Thank you. That was good. Any other comments or questions at this time? All right, Michael. uh you know along with Rob you've seen uh the effort and work you put in and how you work collaboratively with our team. Uh it's not just your team coming in so we appreciate that. Um even though you guys are getting some of the crawl spaces with our team it's kind of fun to figure out all of the intrical details. Um but we appreciate the you know the detail work that you put in uh and that it's now something we have. So it's not that you have it and now you own it. that is we have full access like he said before something comes up Chuck doesn't have to wait for you to get back to him he can pull right up to that site and look at things and and it continuously Yeah, it's a dynamic thing. So, we appreciate that. Thank you. Wonderful. Thank you for your time. Correct. Yes. Please leave a tour. capital. This is this is one of those chairs. Excuse me. Okay. Our next agenda item is 5.2 curriculum instruction. Uh superintendent Anderson along with Stacy will provide an update on fast data goals as they can with the current data. And there's no action item tied to this update tonight. Uh, Superintendent Anderson will start us off with a quick uh summary of what's been discussed and then Stacy will give us all the details. Sure. So, multiple documents. Um, please note these are works in progress. Uh, the U district leadership team met and reviewed assessment results, some other data. We also discussed their plans and our plans for the upcoming school year. uh so I put it together in a two-day period essentially because we have the June team holiday. So please consider this a first draft of goals as well as strategies. Uh but if you look at the district goals 2425, you see a chart with some areas that are colored blue or green, orange, and thankfully very few red. uh and I'm not going to go through each one. Uh there is an early childhood goal uh reading and math proficiency proficiency uh one goal in the science area. Uh and so you can circle look through those to see what the results are. Maybe I'll choose one. I'm going to choose uh one of them that uh is trending in the negative direction at least this one here. So you can see the all students in third grade grade achieving grade level literacy. Uh this is data based on the fastbridge uh screening benchmarks and you can see last year in third grade the results were 57% uh who are low risk. That went down unfortunately to 49% uh for the most recent year of testing. Uh, and so that's why it changed from a yellow uh to a red because yellow meant it went up from the previous year and then the red means it went down uh by a relatively significant amount. So I'm just choosing that one just to show that um, you know, I want to be fully transparent with our results. That doesn't mean that our third grade um, uh, teachers or students are are not doing well. not necessarily. This is showing a trend and certainly an area that we want to focus on for this year. You can scroll down a little bit further. Thanks Vanessa for doing this and further you can see math and science proficiency scores there. Uh the next table uh safe learning environment. Uh so this is essentially discipline data and um I left this information blank uh because there are two different data sets that are close to one another but they're different and so I didn't want to publicize one of them and then all of a sudden change it. Uh I need to look at some of that data more closely and determine exactly uh which data set to use. Um I will say though that our regardless of the data set uh we are trending in a very good good way. So our discipline says have gone down again this year or this past year compared to the previous year and previous year was a really good change in terms of discipline right now. So I feel really good about um this data but I'm just not ready to to outline the data. Uh if you scroll down a little bit, you can see u the goal in terms of closing the achievement gap. Uh and we chose to compare our students who qualify for special education services and those who don't. Uh you can see there's a a pretty considerable gap, but we're um improving there. Keep going. College career readiness. Um I personally I think we need to choose a different way of measuring this. Right now we're using our um reading proficiency on fastbridge assessments. The assessments are are good information to share and to use but I think career and college readiness is a lot more than just how kids score on the standardized test. So I think that's one area that we need to look at this year is to determine what does it look like uh to be career ready graduation. Uh and then the final uh column there um has to do with all students graduating. We can see that um uh we did increase uh for the uh 2324 school year. That's the 90.3%. That's the latest data we have uh that's presented by the state. It's always a year behind. So that's why it's listed under 2324 and you can see that um what our goal is for this year. So that's the quick summary about the goals. if we could switch to the next document which has to do with some of the strategies kind of review the strategies that we've used and then what we're planning to do for the upcoming school year and let's scroll down quite a bit several pages uh these first few pages are simply uh teaching related areas that have kind of broader impact on reading math science and so we really talk about um work with professional learning communities or different levels of support uh that are built into the system. So that was the first section that we just scrolled through. You can read through that um at your leisure. Uh we'll look at literacy proficiency here. Um, and I tried to really break things down year by year and just try to focus on the most important things that we think uh impacted or could impact literacy proficiency. In this case, if you scroll down to 2425, uh this is just a quick uh cursory review of the things that uh district leaders thought had the biggest impact on literacy proficiency. uh you keep going. Uh and this is what we're planning to do uh over the next two years. Again, it's really high level. Uh as we go through the summer and the principal's school improvement plans, you'll see additional items added. I didn't want to go into too much detail until the principles and their teams have a chance to kind of review their plans and then I'll include that in here. uh if you go the next category will be math proficiency. I will go that great detail. It's the same kind of format except I will um uh point out one thing with math. Uh the high school teachers I thought did an exceptionally good job uh working on how to conduct assessments uh especially in terms of timing. Uh in previous years uh too often we have um our kids maybe who had math a first trimester uh and third trimester but they're taking u you know tests towards the end of the second trimester. So they're not even in the math class when they're taking the assessments. And I don't know about you, but when I was going to school, you know, those scores would drop, you know, if you weren't actively involved in in a particular subject. And so they're conscious about that and tried to assess kids when uh they're actually taking a math class. Now, it's not ideal in St. Francis because uh for example, in math, kids only have to take two trimesters out of three. Uh whereas in many schools, they take math the whole year. And so that does impact their scores I think in a negative way. But the high school teachers really need a strong focus to try to address that where they can. And again in 2526 you can see uh some of the things that we're planning to focus on. You keep scrolling safe learning environment the same kind of process. You can keep going. We see a lot of different work in terms of safeguarding environment that we've done in the past and that we're planning to do here in the future. Uh, one thing I'll point out is, um, and this is really, uh, kind of germinated from a discussion that that Jake uh, brought up at a committee meeting, grower fan committee uh, meeting earlier and I think at the board level too, as far as, you know, what can we uh, or should we do as a district to further improve our discipline data? And so in uh these are some of the considerations that the district leadership team came up with. I won't go over them in in great detail, but I'll mention a couple of them. Uh principles would love to see school resource officers uh back in their buildings. Uh we'd love to expand the Genesis program, uh which is our way to provide alternative learning for kids. instead of suspending them, we can have them go to the Genesis program to have additional support. Uh right now often our Genesis program is full and so then we have to either keep kids in the setting where they are or uh sus suspend them out of school. That's not as good as as providing that support. Uh at the same time, uh for this coming year, we want to review Genesis practices to make sure that we're fulfilling um kind of the the mission of the program, uh kind of reset it in some ways, and so we're going to be doing that, but long term, we'd like to extend it. Um so those are some of the future cons considerations. Um the most interesting one that was brought up uh had to do with a counselor from Saints Academy who said, you know, they want to change the image of what Saints Academy is all about. Uh and change the mindset of students. I mean, it is a great place to learn. I think that's really important. Um it's not for the kids who are have discipline problems. It's not for the kids who aren't successful, you know, it's it's really geared for kids who um just prefer the uh smaller learning environment. Uh hopefully more hands-on learning activities, which we've been really focused on, and we're trying to to make sure we get kids there uh who would really thrive in that kind of environment. And if that is happening, then that will help with academics and discipline uh for those groups of kids. So I thought that was a really good point. So do they have ideas on whether they want to change it or they were looking for one thing? Yeah. And that was um brought up by the counselor and so uh Mr. Greg, the the leader of the program wasn't there, so I wasn't able to follow up with him on that, but I'm sure that'll be part of their school improvement plan going forward. I will say one example of what uh the middle school, high school, and Saints Academy uh did this past spring is that they identified eighth graders who might thrive more in Saints Academy. And so they proactively met with kids and their parents uh to better understand what Saints Academy is all about. Instead of having them go to a ninth grade setting where they may not be as likely to to succeed, you know, we wanted to get the front end to explain the program. Uh even give tours um you know to students and their families so they better understand what it's about. Things have changed a lot over the last few years. It looks like a different program and especially this last year, it feels like a different program, too. So, I mean, we got to be proud of it. We ought to talk about it and it's a really good setting for some and for others, the best setting for them is at the high school. So, and for others, the same spot. Can do parents know? Do you think parents know that they can go to this or send their kids to this or they have to be invited? I don't think they do know. And I think there's the wrong impression that it's for uh kids who are not as successful in school in general and it's not that way. Um, and we need to to make sure that people understand that image and that our teachers feel empowered to make that happen. So, um, you know, I can think of someone that, uh, not from this school district, but, you know, a young, um, well, she was like sophomore or junior in high school who just needed to to be a smaller um, classroom size and, you know, would do well in any setting academically, but she really thrived in something similar to Sense Academy where it's smaller, you have better relationships, those kind of So that's just one example of of what we're doing. I think even during open house if there was something set up parents could go there and know that even if you were at Saints Academy still attend classes at the high school command choir metal or whatever there just getting the word out. Yeah, I completely agree that it's not just one or the other. you know, they can take the shop class or the industrial arts classes at the high school, for example. I agree. One thing they've really done uh really well over the last couple years is that they've added more hands-on activities. So, uh S Academy has art, uh they have physical education classes. Uh when I walk through there, Phil Bray, the the PE teacher, you know, has them, you know, really engage in playing volleyball. They have uh they received a grant from the state of Minnesota through the the DNR uh to have outdoor experiences. Uh and so those are the kinds of things that we should be doing in an alternative setting. And by the way, we want to take everyone through the building um sometime maybe this summer or into maybe a school year so you can kind of see what it's all about and what we want it to be. They just had to wait for a little feels like a high school. Yeah. And Chris Nis is there, you know, teaching shop classes and, you know, we want more hands-on activities. I think that should districtwide personally, but let's, you know, if we can make it happen at Saints Academy um more readily, then let's move forward. Uh if you can keep scrolling on that same page at the bottom. So, there's one bullet point that says provide parent education such as parent power. I don't know what parent power is, but man, I've been saying this so long. I'm tired of it. Um, I think it's I think we need to and Stacy's really good at this, but um, man, it's a three-legged stool. It's the district, which is the teachers and the curriculum and all this stuff, and it's the student, but it's the buy in from the family and, you know, getting them to bed, making sure they're fed, holding them accountable. What is parent powered? And I honestly don't think we're going to be moving a needle in any significant manner until public education really takes a look at getting the families more involved or I mean in this school like I I know I know my kids it's because we're you know we read to them before they could read and then we read with them when they could read and blah blah blah just like I said tired of it but I really think that our district goals should be to better the students like kind of success in our school which isn't necessarily all academics but I mean a person can't read and they have 20% in math I I and so I'm just I'm really concerned that we don't have as much I think it would be very important if everyone along the way from the bus driver all the way to the superintendent we kept in mind that we got to have the family structure on our side and not everyone has a family structure that's why it's important for us to do our best job. But when I used to have people tell me all the time that our district is failing my kids or public education is failing my kids and I just would remind them that they're sitting right next to my kids and my kids are doing fine and it's about being involved and it's about all I mean everything that we know how to do with raising a kid or I just I think we should have more focus than one bullet point on um getting the family structured. Yeah. What um I probably should have done is just said provide parent education and support or something more general uh because that's just a category. Parent power is just one small example of something that can be happen. It was brought up by Ashton Stevens who's the administrative internal for East who knows so much about discipline. Um she's worked with uh kids in setting three programs, special education programs. Uh so those are kids who need a lot of support in terms of discipline. Uh even as a parent, you know, she gets these text messages from parent power. Even though she is an expert in that area, she said that um she sees these texts and it triggers something really powerful in what she should be doing with her kids more often. Uh now she I'm presume she's an engaged parent you know and so that's always and that's what we're getting at we have to engage our parents and provide that support education. So that's just one really small example. So parent education should be a big or a big part of this, right? I appreciate people keeping their eye on that because I honestly I think that's I think it's the biggest part of that unfortunately. You can scroll to the next page and I will go through oh graduation rates. Uh you can see the work that has been done there. Keep going. I have a question. Yeah. And you know, you hear people say, "Oh, our graduation rates are so high and it's a hell of a bounce from third grade to, you know, graduating." Where's the just can you explain that? I mean, are we are we socially advancing people or what? Oh, yeah. I had uh one one friend of mine, community member who sent me um uh a message about graduation rates going up whereas student achievement results going down. This is just I don't think he's referring to St. Francis. I think it was the state or maybe the country. Uh and um I don't know the answer to that except uh at least in St. Francis. Uh there has been considerable work done uh especially at the high school level uh to zero in on the status of kids and providing support so they can finish um graduation requirements. So I think that's been the biggest emphasis and you can see the the list there. Uh for example, we uh provide more learning opportunities during safe time. So we provide that intervention uh programming, homework support, those kinds of things. Uh the counselors are working uh more more proactively with kids in terms of identifying when they fall behind. Uh and you know, you can go through the list there. Um so there's been a concerted effort and I think that's been a part of the graduation um uh success in in rates. Uh but you know a lot of things have changed over the last um five years because of co and everything else. So it feels like it's kind of getting back into routine. So maybe we could have that team talk to the second grade going into third grade team and say hey let's focus on reading and math. It seems like we would need a little help earlier and then that won't fall into place automatically like it should. You know, I I just hope someday I'm not on a plane where the pilot, you know, got congratulated about his nice job and doesn't want to land a damn plane. I pretty I think I think that we really need to actually I don't I'm hearing that a lot. I'm sure everybody's Yeah. And one um one data point has to do I think with third grade or fourth grade reading proficiency and how it predicts success in high school. Absolutely. So that's something we um we need to focus on all kids including the kindergarters and the third graders for exactly the reasons you said. Yeah. Um but if we could scroll down um continue a little bit more. Here we go. So the rest of the document has to do with different departments and I don't think I've shared this kind of information before. Um uh so this was much of my work since last Monday was to work with department heads who were able to to meet uh and list some of the stuff. This is a really work in progress as I said earlier. uh and you will find if you look through the whole report that there are a lot of ambitious plans. uh so the first one is technology and uh you can see the the different strategies and results uh year to year. If you scroll down to 24 25 this one. So this year we've really uh spent a lot of time on our staffing uh because uh we've had some changes in terms of our director leaving and having hard time filling our lead technician positions and so we really focused on staffing and um we finally nailed it and I think it's because of first some work with HR uh and in terms of negotiations uh and from the school board because of the parameters set for this group and other groups. I think that really helped encouraged uh some really high quality uh tech people uh to join our team. Uh and so, you know, after we've made some adjustments in terms of of the additional hiring, we've kept um you know, essentially full staff. uh you can just see some real quick bullet points as far as what we've done for cyber security and human resources, you know, some other effective and efficient operations. Um the real big one though there is if you stay on that page, it's the second bullet. So it's just kind of hidden in this one, you know, big document. Uh but making recommendations for network, internet access, and phone systems by June 30th. uh and then including what we can in our e-ate plan. That was a huge accomplishment. And so maybe I haven't um explained that enough. Um but it's it's remarkable. And what I think is going to happen is that we're going to save money and we're going to have a better connectivity. uh and hopefully we have a phone system that um is fully compliant um you know with state in federal law as well as you know working for the people using the phones. So um you know I'm really proud of the work that our tech team has done in that area. The only reason I bring that up is the first department on the on the list here and that just one bullet was actually really big thing. So if you scroll down you can see for 2526 those are our goals. Um you know in terms of HR uh some network and internet reliability um you know right now our subscription service has the um the expectation that's 99.9%. If it's not at that level then they are obligated to make it that level or to reach that level. uh you can see some some other uh goals in terms of cost related projections uh some infrastructure changes uh and some implementation of multifactor authentication and then the rest of it is just a bunch of strategies under each one of those categories. So again that's just one department. I wanted to explain kind of the format of the report and then I'm assuming that you could take a look at the rest of them at your at your leisure. Uh so I'm thinking that uh when the technology department gives their update to the board that they will look at focus on those goals and their strategies hopefully they're different than what is showing here which shows that we're continuing the dialogue with them and then we'll give you updates as far as progress towards implementing strategies and meeting those goals. So and again feel free to look through it. Everything's up there um uh for board members and the community to look at and always looking for feedback and uh we'll see what happens. Any questions or All right. Thank you, Mr. Anderson. You told me quick. Jake, this is for you. Stacy's now going to go through our plan to implement flight school or at least landing school for third and fourth grade. Thanks guys. Well, I heard a lot of good um comments discussion. I appreciate Carson's explanation of the strategies. I have mine here open. Um and what I provided was fast bridge spring data, the growth from fall to spring. And one thing I want to recognize is we are on the right track. The green is showing expected growth and the blue is showing aggressive growth. Aggressive growth is not typical. So in elementary we are on the right track. We've made some good shifts. Do we still work to do? Yep. Always in education and it's a big puzzle to solve and we keep trying new strategies. So one thing that was new this year in math. Amy, our coach, went in and did some real intensive coaching with second grade, for example, on the rigor of standards and how to build assessments to accurately assess those. And she did that with fourth grade at Cedar Creek. We want to now replicate this in literacy and math for other teams. and third grade would be an example of a team we will work closely with because we really feel and I've heard this also from principles that teachers need a little more work on the rigor of standards. Um it's easy to take a standard and and miss a part of it because they are uh complex. And so we're gonna we started the work in our leadership meeting um last Monday and we're going to continue that work um because MCA's test our standards a reading and a math test our standards. So we really do feel like we need to go a little deeper in the standards work in PLC. So that is one of the big goals that we want to shift and replicate. Um a couple things that weren't in this strategies document which we'll add. The other thing I'm adding in is we are we have um access to bre works which is a regional group of specialists that are free to us. So I now have literacy and math specialists coming to work with the high school with me. Um and we're building some plans around math and literacy. So, I'm excited to see the direction we're going to go. And I I will say the high school is really on board with growing their MTSS system and their interventions for students rather than just teach to all one lesson. We're now getting into data and finding out what kids really need. And that is going to change data at the secondary. Middle school is already a little bit jump ahead of that, but we are going to bring them on board with the same kind of work. So um that is not on this document. I'm going to be adding that. Um also secondary will soon start their science of reading training that K5 will be continuing this year for letters. They finished one to four which is that phonics work. This next year is more about comprehension and vocabulary. And we also think that's one thing missing in our literacy scores is that we aren't getting to the depths of standards when it comes to comprehension. And so we are going to unpack that this year, this next year. That's our goal. Um, and so I'm adding that into the plan as well. Um, and some of those same things are the same for math and for literacy. So bright works and the work in the standards. Um, do you have any questions? You have the data in front of you. You have the strategies. Yes. Um I like it. My question I don't know if you you can answer this and this is just kind of throwing this out there. Do you think there's a correlation a correlation um with our scores and how they fluctuate um in accordance with special education enrollment? I I really like your question because we just started um parsing out special ed data and our English language learner data and um Sam Holland who is our data coordinator is now going to start working with special ed more closely too so we can do some more intensive growth. We haven't we've kind of been separate and so we're trying to bridge that. We work together because these are all of our kids. Um, so we are going to do some work with like special education and some more e um work now that we have data that kind of shows us maybe what we need. So it's a great question. That was something we just started flushing out. Any other question? Uh Stacy for starters um love the data that you're providing. the more I get to know you and what you're doing, I just can't express how much I appreciate what you're doing for the district. Um, I know the board and the district tackle a lot of different things, but this educational outcome portion of it is by far my highest priority for these kids. It not only gives them the opportunity to learn and become better, well-rounded individuals, but it also is a draw for other people outside the community to come. So, appreciate what you're doing 100%. Can you touch on what you think will happen with the new curriculum update that was just passed and how that will affect some of these upcoming results potentially? You all are going to be good bridges in class especially at common. So one thing that I'm just starting to do because I'm finishing year three and so I am now unpacking the next layer. We are taking this new curriculum and making sure we align those standards into the units, making sure we can find them because when they build a curriculum, for example, it's for Texas or California. So, we have to find our Minnesota standards where they are in the units and then we have to make sure they are covered completely or figure out what's missing to add. And so, that is the work now I'm starting to do with ELA, English language arts, um, this August. So that is exactly what needs to happen next too because I am not totally positive that's happened in the past where we've gone in and aligned our curriculum with the standards but that is the work we need to do. Thank you. I'd like to second that about Miss Spider and Sam. You know where we are and what the general picture of things are looks pretty crazy but it can't be fixed. all the damage in like one quick turn around. And I really believe like Chad and I know on board Stacy and stuff like this is it's a new fresh way to look at things and it's not it's no order. I mean you guys are really putting it on the table and taking care of things. So I I appreciate that. I I I really like how uh you're hitting it head on and I mean it's hard to be patient especially when everyone like kind of bouncing on me. Everyone's kind of bouncing around the bottom and we uh and I I I thank you for that. Any other questions? or comments. Right. Seeing none, Stacy, thank you for your time. Carson, thank you as well as a word notice throughout all of the information that Super provided that all aligns with the district goals, the superintendent goals that media help set as well as things align all that and then we will work through what will look like based off of using some of those documents. So, thank you for that. All right. Our next uh agenda item uh is administrative report. Anderson, you have one minute 30 seconds. Uh filing period for the election is July 29th through August 12th. Uh on the last day, the people have to file by 5:00 p.m. Uh and candidates will file here at the district office. Just to make that clear, we'll have the notice of special election at the next board meeting. fundraising request information is included in the board packet and uh we're going to completely review that process for next year. So, we're in the process of setting that up. And then you can see some uh feedback about the field trip issue. I think Rob brought that up at the last board meeting. One thing I forgot to mention and a couple things. Uh first, there is a limitation as far as the timing of field trips especially for the elementary schools. because that really limits options. We have to get back, you know, in order to get the older kids in route. Uh and then there's always the, you know, uh there might be some groups of teachers who aren't as interested in doing that kind of work. So, but we're going to be reviewing that again. See, did I do it in 30 seconds? Any questions or comments for the time? I'll save the questions for later. Thank you. All right. Uh, next is action items. So, as we move forward tonight, uh, as you can see, we have quite a few action items that will have some discussions involved. Uh, I'm going to try to hold us to having your initial comment, make sure every board member has an opportunity to speak before you, uh, any individual gets a second time. Okay? So, we're going to try to work through that. We're going to help expedite our discussions on those areas. Uh the first one is LTFM plan. Uh this is in compliance with state statutes and will meet the requirement. Uh we do have a deadline on July 31st. De is going to one second. De is going to go through the options of what that looks like. So uh as discussed earlier tonight in information reports, we really have three options. Uh we can either approve it as is right now. We can approve it uh with the intent to amend it later uh at the next meeting or we can postpone it till the next meeting and she will talk through uh you know how that affects each one of those. Rob has something specific. Well, just kind of we're talking about go through that again or the whole thing. Uh I would like you to still go through because there are other areas that we need to discuss in there. Uh and then we will decide. So if we have questions we can go through that. Thank you, Mr. Chair, members of the board, Superintendent Anderson. Um, I did put a little more um time into preparing LTFM plan information for you because I knew some knew some board members were new and I didn't have an opportunity to do that last year. So, um, go forward here just a little bit talk about what LTFM is. Um, look at the tenure plan. That is a requirement. Um, as a reminder, board members already approved the plan for next school year, but we do have to have a 10-year plan in conjunction with that. The revenue and expenditure plans are included in your document, and I recognize they are tiny, tiny numbers in those documents. That's how they come to us. So, apologize for that, but it's comes from the state of Minnesota. There's some new legislation. We'll talk about that and then next steps. Um, I'll go through that as well. So, this is Minnesota statute 123b 595. Um, it does establish um revenue for the items that are listed on there. I won't go through all of those, but the the largest portion of that that we typically use is for deferred um maintenance on our projects and and then of course the health and and safety items as well, which indoor air quality qualifies for that. about $170,000 for roughly for health and safety and the remainder as you heard tonight was around 400 to $450,000 on deferred maintenance. Um that will change as those bonds uh that were described earlier come off and that is 2020 2032. So requirements for it, we must have a plan. Um um this is true for intermediate school districts as well as um co-ops that work in conjunction with school districts. That doesn't apply to us. Um but we must have this plan must be submitted to the department of education by July 31st. There are a lot of documents that need to go to the board including the statement of insur asurances which Kirsten signs. That's just saying that we approve what's included in the document and we'll hold to that and get these these items accomplished. Uh likewise, um either I'm not 100% sure that it's either or, but uh for sure either app proof that the minutes were approved or that the board all approved this. So we would include a resolution for the board to consider. Um, so I kind of covered this in a previous slide, but the plan should demonstrate those health and safety programs, um, and that they're reasonable, that they can be done, and they can can be accomplished. The deferred maintenance project should be reflective of the appropriate age and condition of the building. For instance, you typically would not use um, LTFM funds for a new school that's maybe five years old, right? We're going to be looking at those older schools and some of those were talked about at the um earlier in the meeting as well. Um accessibility is included in that and as we said health and safety and I already talked about the statement of asurances but there are some restriction on LTFM and so we can't use those for any kind of new facilities. The one exception would be we can do some we can't do remodeling as well except for um putting in gender neutral or single user restrooms. So you can change out that or make space for those um within a school. Um can also you can't use it to finance a lease purchase. Uh violence prevention and facility security ergonomics or emergency communication devices are not part of this funding as well. So, just wanted to give you a little update on those um items because sometimes people want to know. We can use that for just about anything. So, the revenue projection was included in your document. Um it's estimated based on age, square footage, and I believe that 380 it's 3803 um is the the funding figure that's included with that. Um and then from that then we can figure out our projects that we can go forward. Um the nice part about this is the plan does make it individual by school district. So you have some flexibility. You just have to follow code. You have to follow the UAR's coding as well. But it does provide some flexibility as to what's needed in the particular um school. So I'll spend just a little more time on the expenditure side of it. Um it is um similar to what they were talking about earlier. It's the best estimate that we have. Going up 10 years is a long time to estimate what we're going to be spending it on. We do have a little track record on how we have been spending that. So we use that does carry forward yeartoear because we know kind of what those projects are that we might be doing. Um we use that revenue the best of our ability to make sure we can meet the facility needs. Of course, it's not enough funding for what we need within our schools as we heard earlier. Um talked about the health and safety plan deferred maintenance. Um and then the requirement is that it's updated uh annually. So, one of the things I wanted to point out on the expenditure side for next year, fiscal year 26 um school year, we'll be spending $675,000. [Music] the following year we're going to have a little bit of uh carryover carryover and we'll be spending that closer to about a million dollars. Um and then it stays up around that 670 amount for quite a number of years. That includes both the deferred maintenance and the health and safety. Then it's 20 2032 where those bonds have been all paid off now and then we have some additional funding about the $1.7 million which will go a long ways but it's a number of years off. So um the new legislation is kind of what he just talked about. The per pupil amount as I mentioned is $380 per pupil. Um then that additional revenue above per pupil for projects greater than $100,000 per site. So it can be used for the items that are listed there. Indoor air quality, fire alarm and suppression, uh a specific statement, and then anything related to certain prek programs. Um in the budget, I did initially put in like $90,000 if you can find it on the one line above it. It does say new funding and we just put in a placeholder for about $90,000 anticipating that there might be some need for that. So, um, excuse me later. What are the Could you give examples of the certain pregame? Oh, I knew as soon as I said that you would ask that. I have to get back to you for sure to find out what it is, but I took it off of what legislation was, but I can find out. I mean, are we waiting on it facilities or if it was like new ways to teach kids? Um, I don't think it's it's the facility. Yeah. Sure. Um, and then next steps uh would be that we have to have documentation sent to the Department of Education by July 31st. You can see all the items. They're all in your packet for today. Um if we did the resolution, the asurances, and then the 10ear plan, um both revenue and expense. So given what you heard earlier tonight, um you kind of talked about three different options. One would be go ahead, do the resolution, move forward with the plan that's in place um that you have in your packet tonight. two would be go ahead and approve it and then amend it, you know, in July or hold on and just do all of the approval of the process the end of July. So, um the amending it afterwards to me seems like a little bit more troublesome if you will. Um, the nice part about if you did them did do the program now as is and had no further information, it would be done, right? Holding on to July 28th is not a problem as long as we have all the information we need from site logic or what the district is planning to do. And I would say in order to get it in the documents and make sure everything is correct, somewhere around the 22nd or 23rd of July because I need to get to Vanessa um by the 24th. Um so if you have any indication that you might want to do something, I would personally just hold off until that July meeting. I'd like to make a motion to postpone the LTF discussion until our next regular meeting and include facilities discussion at that time. There's a motion. Is there a second for that? West. All right. Any discussion on the motion to postpone approval of LFM plan until the next board meeting towards the conclusion of the facility discussion? Mr. Do we feel like we have enough time to get all the information for the deadline she's talking about and before our next meeting? So, I asked that question to Michael and he said absolutely. There will have to be one additional facilities committee meeting. So, we'll have to make sure we get that schedule posted. But that he said yes, they would be able to start that. We just would have to have the meeting prior to the 22nd. So, that schedule any other discussion or questions. All right. Uh there is a motion on the floor for the postponement of the LTFM plan. All in favor signify by saying I and raising your hand. I motion prevails. Okay. Thank you. Can I make another comment? I something that I believe and that you asked about the bonds that they were talking about in the 20 years. Say it's 15 to 20 years. One thing to consider is that as um as your tax base grows and that bond payment probably stays flat, the overall cost to the taxpayer should go down because it's spread across a broader base. Does that make sense? So over time that particular bond could go down because it gets spread further based on more people coming in more manufacturing if you have that or whatever the case might be typically. Yeah. Thank you. Yeah. Thank you. All right. Next item is approval of the FY 26 budget. Again this is a primitive budget approved as part of our process. we have seen in front of us a few times with the assumptions and other things is going to provide an overview and answer any questions before we take any action needed. Okay. Uh thank you. Um again we'll go through the budget um and and you've got the budget book in front of you as well. I know there's a lot of information um but I'll try to go through it and make it a little easier for you. So, uh, it's required by state statute that we have a budget in place by June 30, um, of every year. And it must include all of these categories. I'm going to go through a budget for each of these categories. I'm going to talk about all of those, and at the end, a summary of what all those budget um, figures are as well. So, first I'm going to talk a little bit. I I like to present this portion for either new board members or community members who don't understand different buckets that we have for for funding. So the general fund is the main portion of our budget. It is for our district operations. It's where our teachers are. It's where our bus drivers are and those expenses. It's utilities. It's buildings and grounds. It's maintenance. Um and the funding source for that is state local taxes, federal and other funds. So um it is um 82.62% of our overall general our total budget. So a large portion of our budget generally when we talk about the budget it's this budget. Okay. Um and then fund two is food service or nutrition services. Um roughly about 4.66% of the overall budget. um does provide meals for students. Um the primary revenue and you'll see that in the upcoming slide now is from the state and um some federal funding but with all preals that is where the revenue is coming from. community services um fund for early childhood, family education, adult basic education, we have child care, we have beauty classes, enrichment um and then primarily the revenue comes from fees. We'll see that in a slide coming up. Construction, just a reminder that this doesn't stay here forever. So when we issue bonds, we move that revenue into construction and then as the that we spend down those funds, it eventually goes to zero. Showing you that coming up. And then debt, that's accounting for the principal and interest payments on those particular bonds. Um it's similar to your own homeowner's u mortgage. That's what I like to tell people. And the revenue comes from voter approved uh property tax. Okay? So property taxes pay the debt. um service. Um so now if we go through the general fund um what you can see here is looking at our historic and our projected enrollment or ADM's average daily membership. Um so you can see a trend here for St. Francis where the enrollment is declining. Um, of course, 2021 enrollment declined across the state due to the um COVID pandemic. We did make up um those figures. Those students came back in 2022 school year. Um but we are seeing a gradual decline, a little uptick projected in 2425 and then back down again. It's starting to go down by about you know 20 to 30 40 kids in a year. Um, some of that has to do with whether there's new families moving in, people aging in place, so staying in their own home, not selling for younger people to buy. Um, I haven't studied your demographics that well, but I do know that that's kind of typical in in communities as well. So from uh 2017 18 to 2526 about 327 student uh decline. So when we look at the general fund uh revenue um you can see we've got local property tax, we have state sources, federal sources, and then other other includes things such as uh fees. It includes um interest earnings, um activity fees, might be parking fees, those type of things. Um but generally flat from year to year. And it may seem a little surprising because we got 2.74% increase on the funding formula, but that's only on a certain portion of state aid. It's not all state aid. Um, with the decline in students that lowers the amount of revenue that we received, as well as there's some one-time funding that we received from legislation two years ago. Um, such as readact um funding for teachers to learn, readact, and readact. Um, there was another um because we have uh free meals now, we're not seeing as many educational benefit forms being completed. Therefore, the compensatory revenue is going down. I think that's roughly $400 and some thousand dollars. Um, so all in all, the state funding going down um or not going down, sorry, it's up about 200,000, but I would have anticipated it being greater than that. Local property tax is down slightly. We did have some adjustments uh from prop prior year. Federal sources, another one that's going down a little bit again. um highest in those years from 2122 through um even this past year we've had a little bit of COVID funding but all of those funds have now been depleted. So there's been talk with the federal money coming in. Has that been finalized? What you for the funding? No, I'm sorry. Just federal money coming in from DC. Do we know what that's going to be? Well, projected for next year is just under two million. Is that what you're asking? Yeah, projected. But have they have they finalized that? No, I think nothing's finalized yet. I mean we don't know until all the entitlements are coming for title one, title two, title three and many other funding sources that we have. So we have estimates. Yeah. Yeah. Because it's t if they cut the department of education this people are worried that funding is going to get y are you worried about that? Well, certainly the one thing I will say, I mean, if they cut federal funding to states, that's a bigger deal to me than the federal sources that we get because what we get is whatever 2 to 4% of our total budget. So, if they do decrease the state, that'll be a burden on all of us. Yeah. Yeah. You're welcome. You're welcome. Um so as you can see year to year not a lot of not a great deal of increase from the total from year to year and I kind of described some of that and it so federal's going down um the state not going up a lot and property tax went down a little bit as well. So on the expense side I'm not sure why that one number went kind of goofy. I think it's just how it turned out on the slide. It was fine in my view. Um but if you will um increase in the expenditures will go up about 3.89%. Um that's based on the budget assumptions. Uh you can see salaries and benefits um will go up slightly. Um and then uh purchase services that includes things such as um utilities and um uh tuition billing and things like that that will go up to 6.7 million. supplies and materials looks a little um heavier on the expense side this time, but part of that is we are spending some funds that we set aside and an assigned fund balance directly for providing technology devices to replenish those that were brought in uh five years ago during COVID. So, that's included in that number. um capital purchase for actual speaker equipment will be a little bit less than we're spending this year, but we will be spending about 2.4 million. And then other expenditures um miscellaneous items that fall into that category about 542. So yeartoear um up about 2.49 million or 3.89%. So when we look at just the general fund um revenue and expense, you can see on the revenue side, the majority of our funding comes from the state of Minnesota. Uh local property taxes uh less. Uh in some districts where they have an operating referenda or capital project referenda, that red piece of the pie would be a little greater and the blue would be smaller. Um, the nice part about a bigger red piece of the pie is that your local property taxes are a little more stable and say state funding can be. So again, going back to what Rob said, if things change with federal funding for states, that 80% maybe change this spring. Um, which would probably mean less funding because we don't have an operating referendum to fill in that gap. On the expense side, uh the greatest portion of our funding is or expenses, excuse me, is spent on salaries and benefits. And that's very common in most school districts. They are generally always around that 75 to 80% of the budget. It's a people uh service delivery model is we we teach our children. Uh purchase services about 10.1% of the budget and utilities make up the greatest portion of that at about 1.2 2 million in the purchase services. And then I I kind of like to show this one because sometimes uh schools uh get school districts get criticized that they're not spending money in the right way. Um my view is we look at what we're spending on instruction and instructional support and that's about 69.27 cents on every dollar and then 10.96 cents on pupil support. And just in case you wonder what pupil support is, that is transportation, it's our guidance counselors, it's our health services, mental health, social work. So all in all about 80 cents on every dollar is spent on direct instruction or people support. Next, when you look at operations and fixed costs, this is our buildings and grounds. This is working on our buildings. It's our utility cost. Our custodians is taking care of the buildings we have. Um and then when you get to the right side, uh school district and school district and school administration, this is superintendent's office. This includes all of our building principles. And then district support that would be including um uh finance, HR, communications, school elections, any research and evaluations, memberships that we might have, our MARS reporting, which is reporting to the state of Minnesota, and then some of our administrative technology portion as well. And then uh in in all cases for any of our funds but mostly in the general fund we have different categories of fund balance. So fund balance is really the residual between your revenue and less your expenses and then whatever is remaining is your what goes into fund balance. Some people call it a rainy day fund. I call it a set aside for future expenses. Um, so there's the non-spendable and that includes things such as uh prepaids and inventory. It's a small portion of our our funding. It's required that we um maintain that and and track that. So any of our inventory is kept in a non-spendable category. Assigned are amounts that are intended by the school district to be used for uh specific purposes and we have set aside some funding. Some of that which I talked about earlier was for uh the technology. Some we do for for transportation. We do some for curriculum as well. And then the restricted funds um those are where there are constraints put on those funds. These are required by law. So we must uh put the revenue into a specific code and then take it out of that code and any residual goes into a restricted um fund specific for that purpose. staff film is a good example of one of those committed um we don't have any committed uh school districts use that the board of education sets what that purpose is. So by um board action or we'll say we're going to set set money aside for our purpose. Typically it's for things like we're going to buy land for a new building or we've got a certain program we want to put in place. We're going to put money aside and the only way that money comes out is again with board action. And then finally the last category unassigned. So that's the residual of all other categories that are listed there. That's the money that is the board has more flexibility on how we use that. That is the one that the districts are measured on as to what when somebody says what is your fund balance percent is this particular category. So it's that amount divided by the total expenses. So when we look at what the what is for St. Francis, you can see it's been a little up and down. Uh in 2024 we had the the higher amount for the unassigned that's the blue bar. Um currently at um in 2025 of just over 10 almost 10.8 million. um it is about 43% of the total fund balance that you see there um on the right side and then um for the assigned about 7.5 million this is looking at 25 I'm sorry um and then restricted at about 5.7 again that's those that you must keep aside and then non-spend non-spendable is about um just under a million dollars and [Music] And I know this is hard to see. I glasses on. I couldn't make it any smaller or any clear. I'm sorry. But we provided a copy of this and this has been updated since the board saw this um when we were talking in negotiations, right? So, we look at we always look forward to see what does the five-year forecast look like given a set of of um assumptions and that includes what is our enrollment, what do we assume we're going to get for um property taxes, what do we assume for state aid, what do we assume for any federal, and then how are our expenses going to be going forward? Um, and so it's hard to see, but on that big big black up there, I don't suppose this has a runner, but um, you can see where the unassigned fund balance target is and percent of unassigned, it's about two 2/ird of the way down on that top big block. So you can see that um, in 2526 uh, we will go to 13.7% down from 16.8% 8% which we estimate for the end of this year. Our goal of 12% we're just um hovering a little bit over that for the next two years and then in 2728 it drops to 7.5% projected. Now we do this so that we know what we need to plan for as far as do we need an operating referendum? Do we need to look at cutting expenses? What are the things that we can do to avoid getting to that 75.5%. So, six months from now, this will probably change, right? Because we'll have some final numbers for 25 24 school year, which trickles down into the future years. Any other new legislation that comes along that's not included in that, we would include for that. in those future years. Uh even though the enrollment has gone down, we haven't really taken staff out. We'd have to spend some time figuring that. So that's always a tool that you can use when you're looking at how do you do cost containment to get to a lower amount to stay within the means that you will set as a school board. Does that make sense? So next we're going to move on to nutrition services or food service fund. Um, I'll try to go through these all a little quicker. Um, food service gets most of their funding from the state of Minnesota now, but in the past it used to come most of it came from a combination between state, federal, and um, meals paid by parents. You can see that that number has dropped considerably. In 2122, meals were free due to the pandemic and then that went offline and you can see that it was one point almost $2 million and then dropped down to about $200,000 going forward. And then you see in 2324 the state sources that change to about 1.8 million and that projects lower. um federal sources um did drop down a little bit more and part of that is due to the fact that we don't have children um getting free meals because they're free through the state of Minnesota. So roughly $3.5 million in revenue. And then when we look at the expense side, um salaries and benefits about $1.3 million. Uh purchase services that's usually hovers around that $50,000 for that this program. Food is their largest uh um expense, but about 1.8 million. And then you can see some capital purchases. Wendy is planning to put in some freezers and buy some equipment for surveying purposes. Um and then other expenditures. So uh a little bit up tick due to those projects um to 3.7 million. And then I I kind of already talked about this 92.4% 4% of the revenue comes from state and federal um and and salaries and benefits com contrary to what we had for the general fund is only about 36.8% and then as I mentioned about 49% of their expenses come from u food supplies almost there to help me move this on. Um so nutrition services uh their fund balance has uh grown uh since 2122. Um they've done a great job of monitoring that and maintaining that. Um I will tell you that it's about 47.9% fund balance. That's pretty significant. um this is the time to use those funds to make some capital investments into the equipment and whether it's freezers or serving lines or the um vessels that keep the food hot that those are good good opportunities. Um I know that Wendy has been to the board talking about salaries and that could be an option for the this fund as well. um they have allowed that uh fund balances for school nutrition that did get changed recently that there was more flexibility for them to use because um all school districts are going through this where they're seeing growth in their fund balances. Um they can also use some of that to purchase equipment for the cafeteria which has never been allowed and so they're some of that is happening in school districts. So it's nice to see some flexibility. Um, we do want to see this and community ed with a positive fund balance because if it goes negative, the dis the general fund has to bail them out. I probably told you that before and it's a one-time thing. We bail them out. We don't it's not approved. Okay. So, meant to say that earlier when you're talking community services um local property taxes is um about same as it was the previous year. uh tuition and fees. This is the biggest portion of their revenue, just under $2 million. Uh other local revenue of 129 um,000. And then state sources of 552 uh sorry mistakes um just under $3 million for their total um excuse me, their total revenue. Um and um I will note that in the other local revenue that 444,000 and 2425 um internally we transferred money to community and for some overpayments they were making on utilities. So that is a one-time thing that they were paying it should have been coded in the general fund and likewise the general fund that transfers them. Yeah. When you say one time, do you mean or what do you mean clarify what? So in um 2324 uh community education was charged about $300,000 for some utilities that should have been coded in expense to the general fund. So we did a one-time transfer. We paid them back. So we paid them back for that 300. We fixed the coding and so that went into that lineup. So we never bail them out again. Well, we didn't really bail them out. You can never pay out pay them back or transfer to them again. What do you mean by one time? So So that subject aside, yeah, let's say that their fund balance went negative, right? The district has to make them whole, bring them back to zero. Same with food service. Sure. But when things get better, they do not have to pay the district back. Yeah, good question. And then expenditures about $3.3 million. One thing I'll point out here, there's been some uh adjustments made for voluntary prek expenses were going uh here into community services, but the revenue was over in the general fund. So, we've made some adjustments. That's why um their expenses are not up quite as much. We also did some um transferred some of the costs for uh the administrator over this program uh uh because of the responsibility this is Chris because of the responsibility that Chris has for other areas that are not community related. So, we'll be coding that for next school year. And then 82.61% of the revenue comes from tuition fees and state sources. And then salary benefits just like a general fund around that 80%. Again, fund balances looking really good for community services. Um they had some peaks there for a little bit and 1.1 million is a decent amount about 33.83% 8% of their funds. Debt service. Um, this one is pretty straightforward. Property taxes are are 105% of whatever the principal and interest payments are as required by state statute. Um at some point in time the dis the um state comes back and any additional funds that are sitting in a debt service fund balance they make an adjustment and provide those funds back to taxpayers. That 105% is to asssure that districts um are able to meet their debt service obligations. Um and then just some other funds that they that are received um through the debt service at about 6.4 4 um does decrease. That's because our principal and interest payments are decreasing as well. So 2022 23 you see there's a large amount in there that had to do with the bond refunding. You have to put the sale of bonds in there and then we pay out the bonds. And then uh similar situation here. This is strictly on the right hand side what our proposed um principal and interest payments are and some service charge at 6.5 um million and then just a couple of non- major I told you uh earlier that construction you can see um some of the money that has come in and the expenses so bonds or other money that has come in or trailed a little bit in the past um goes into here gets spent and then eventually gets down to zero. Our budget for next year should be zero. It just depends on the timing of of invoices and items that get finished in this year. So part of that might spill over to next year. Um sorry I'm still in revenue and I should be talking about that on the expense side but um and then self-funded dental pretty much what is in revenue is in expense. So you can see that here. Um the revised budget for 2425 part of that 1.255 255 million might fall into getting paid this year. So the funds would still be there a fund balance and then we would pay next year. So um kind of in conclusion here on all of our funds um roughly 70 almost 77 million on revenue and 80 million on expense. We walked through some of the reasons why the expenses are higher than um of the revenue. Um and then on the right hand side just listing all of the um estimated fund balance for all of those programs. And then you can see uh the fund balances for all funds and where they're where they're at. Um of course the general fund having the greatest portion of all funds when we look at our fund balances. I think that's my last. So, any questions on the budget? Yes. I just have a comment. Um, I appreciate everything you're doing and it sounds like we're finding some areas that might have been um lacking some oversight or had some errors and you're able to get those all ironed out. So, I really appreciate that. Sure. Um because it feels better to have the house in order, right, than have it, you know, not. Yeah. Well, thank you for saying that. I think you'll see we we have some other things in mind that we want to do and Carson's been working with us on some getting some standard operating procedures in place that will help um and working with staff understanding up codes um because they are complex and and the district has had um a lot of codes and we're going to try to narrow that down make it easier for staff. So, you know, you first goes, they're long, they're hard to understand, and so it's it can be where things get us, but yeah, we're I I have to hats off to people that have been helping out Pam Jansen and Janet Dolman and and all the directors for looking over their budgets and monitoring all of those. That that really does make a big difference. Yeah. And to that point, uh, if you go on our social media sites, you'll see that we highlighted the, uh, award that I know Dee had a huge part in the district. Uh, it wasn't just me, but she had a huge role in getting us the certificate of excellence and financial reporting by the Association of School Business Officials International. So, that is a huge thing. Uh, we will see it hanging up in here at some point to to help with that. But uh that's point we're seeing great strides in our uh financial accountability and understanding. So thank you for that. Sure. All right. Uh we will need a motion to approve uh the FY 2026 budget as re recommended and presented. A second. Second. Thank you. Any discussion on the motion to approve the FY26 budget? No discussion. All in favor of the motion signify by raising your hand and saying I. I motion passes unanimously. Uh just so everyone knows uh in three items I will be taking a short recess. Uh we have something that we need to do during that time. So if everyone can bear with us for timing to get through three more in a short recess. Uh next item uh is 6.3 approval of property insurance pool. All right. This is a new item that was added uh prior to the board pack or after the board packet going out. Uh this is not due to lack of preparation. This was just because uh we did not get proposed back. We are not the only district in this uh situation. There are many districts that were waiting on this proposal uh as well. And De's here to talk about that uh and what our next options can be. Um if we do not decide to approve that tonight uh and we want to pursue what she's about to present to us, we will have to do a special session before our next meeting just for time. So D before July 1st. Before July 1st, correct? So before July 1st. So it was a quick one. So um De is as prepared as she can be. She has documents and everything ready to share as needed. Well, thank you. Yeah. Um, I have colleagues that are saying the same thing. It's just taking a lot longer to get insurance uh proposals back. Um, so we did work with Arthur Gallagher, our insurance agent, to get proposals. Uh, he called me on Friday and provided two different options for us. Uh, WRM is our main carrier right now. Um, and I'll go through a few documents explaining it. Um, but he also provided what's called MIST, which is Minnesota Insurance Scholastic Trust. It's basically a pool of school districts that are teaming up together to buy insurance. So, I'm going to explain that first and then we'll go into the side by side looking at the traditional insurance versus this type of insurance. So, there's a lot on this page, but there are, I think, 30 school districts in the Mist program. And I'll read off some names of schools. You'll know the schools are like Udina and uh Whitebeard Lake, El River, Eastern Carver County Schools. And then there's some really small districts all over the state of Minnesota. There's a secondary pool called Alps and I don't know what it stands for and most some of the really large districts like Rosemont Apple County Egan and Tonka included in that and the concept of it as I said is trying to get better rates and share the risk among other school districts if you will but yet be independent within that one school district. So, um, I know a little bit more about it because I was at Eastern Carver when this started and I was, uh, chairperson actually for the for the the the trust that is all made up of board members made by school district members. Okay. So, what this is trying to show you that under the normal property and casualty insurance, um, I got to get my right page in here. At the very bottom you'll see that there's a number of different categories for insurance. So the property and automobile automobile uh physical damage, general liability, automobile liability, sexual abuse, employee benefits, law enforcement, school legal um liability and crime. All of those categories are kind of under their umbrella of property casualty. Okay. So the first the yellow line is what is the standard deductible. So when we think about our own homeowners, we know what we have for a deductible. So under each of those categories, it's some of them, most of them say no deductible, right? They're just going to straight pay the claims. Okay? And then you see a couple of them where it's between 10 and 50,000 on the property and automobile physical damage as well as then on the schoolboard legal liability. Then it's a range of those and maintenance on the crime. The next level the green is the selfinsured retention insured retention. The SIP sir stands for selfinsured retention. In other words, all of those are claims paid right out of pocket, out of the pool. Okay? So, from the premiums that have been paid by all these districts, they're able to pay the yellow and the green out of the funds that are received. Then the next layer, that kind of brownish bar, brownish orange bar. So, that's the next level that um is a bucket that they bought additional to that they would put in their own money as a school as part of their premiums to lower the premiums and not have to buy more insurance. So everything in the blue and the red above is the actual insurance that they're buying. So if you think of self-insured like we have self-insured for our dental, we pay premiums in. that we have a third party administrator that manages that on our behalf and then pay those claims instead of sending premiums and pay claims as they may and we receive nothing back. Right? So when you have self-insured any retention stays within in this case within the pool that retention is over there on the right hand side the green the pool there that they have saved up I think they started I can find that somewhere probably 20 12 15 years ago probably they have about $4 million sitting there as an aside for that whole pool group. they've got it securely invested and that's monies that they can use then to bring back should they have a bad year. Um so all that money is sitting with the trust belongs to all the members. Um and then so the rest of that in the blue and the red is additional insurance that they've purchased based on the the individual schools because also your track record. So, if you are a school district that has a lot of bad experience, um if your school district is larger than say St. Francis, the rates are based on that as well. So, it's not all the same rate depending on the school. It is individualized, but yet we're sharing some of the risk. Does that part of it make sense to you? Okay. Um if we go to the next slide, Vanessa. Um, so then there's some other insurance that we we do. Um, same that gold part there at the bottom. The deductible, it varies by member and that one is for cyber. Um, it's kind of cut off there in the bottom. And the middle one is equity equipment breakdown and then pollution liability insurance. So it talks about what the deductible for the first one is was by member. The second one for equipment breakdown is about 2500 per item. And then the deductible on pollution 25,000 for normal. And if it's a a mold issue, it's $50,000. Uh we do not currently have pollution insurance in St. Francis. Okay. With me so far? Okay. So, Vanessa, if you could go to the document or oh, sorry, we didn't have it up here. If you board members can go to the document that is called executive summary and go to page six because I knew it'd be way too small to put it up here on the screen. It should say program structure. It should be a document that's kind of a comparison side by side. that work. Is everybody seeing that? I'm gonna kind of go about a third of the way down and you see where it says wind and hail. So, we're now we're looking at WRM, which is our current carrier renewal, and to the right is NIST. So, it's either going it's going to have the um information about what the coverage is or what the deductible is or more information. So, the first one I really want to bring you down to is that wind and hail deductible. Um it's a $100,000 deductible by building. of each one of your buildings excluding the high school. The high school, they're offering a 1% of the high school value, which is over a million dollars because it's a $103 million value of the home. So, for the high school, so it's about a million dollar deduction. So, if we had a hail event here in every single one of our buildings, and I forget how many buildings we have here, 10, six or seven plus. So, it's going to be close to $2 million in deductible before they even pay anything. When you look over at the right hand side, miss deductible is 25,000 every occurrence. Um, there's also the WRM has and this has changed. This is not what we currently have with WR. So wind and hail across the US and especially the Midwest has been a big deal and it's part of the reason why insurance rates are going up so much. So um now there's cosmetics. So if there's little dings or that are not hail related or whatever, they're excluding it. Um you can see with um yes, they do include that flood uh earthquake, not that we have a lot of that. There's a lot of um uh challenges if you will is what constitutes a flood but you can see that that is included with the miss program. Uh we get down to equipment breakdown. You can see the increased coverage there. Instead of uh 150 million, it's 250 million. Deductible is less. Inland Marine, uh that is one where uh the scheduled equipment is listed at 4 million. It's all included in this one. Um this one does have a little higher uh deductible. Uh, so just so you know what inland marine is, I had to look it up because I always forget this one. It's where property equipment or materials are being transported across um across country or it's not being stored in our facility. So we do rent a facility. So that would probably cover that that category. Crime, you can see the differences in coverages. Um, a lot better coverage under the MIS program. Uh when you down a general liability, again the the um improvement is almost three times as much. Um uh employee benefits liability. Again, I didn't I wasn't familiar with that one, but that's um errors or emissions say on the administration or the administrative administration of employee benefits as a really sizable um coverage for the district. And then when you can see uh sexual misconduct at Mount Mall station, pretty high um coverage on that. And then pollution, you can see that it was excluded. We didn't have that currently, but now we have we could have $3 million in coverage. And then if we go on to page seven, um, educators legal liability, uh, limit, um, sizable increase in that, $4 million per claim or $8 million aggregate deductible is a little bit higher, um, but worth worth it. We don't have a ton of these claims, but next we moved down to cyber liability. you know, this is their current carrier is Cowbell, and that's who they're recommending again. Um, and then CFC, I've not heard of that company, but um, you can see that the extortion component of that, um, goes from 500,000 to 2 million, and the deductible amount is less per hour than it is um, with cowbell. And then finally, uh, business and auto, um, increases from 1 million to $4 million. Any questions on that? There's a lot. I know, can you touch a little bit more about the sheer risk? So, when I when I think of this type of situation, I think of like pooling my insurance with my neighborhood versus my own independent insurance. Um, I have three vehicles, no young drivers. One of my neighbors has six cars. Couple of them are hot rod. They have young drivers. Um, one of my neighbors likes to put his pool right on the deck so the kids can jump off the deck into the pool. another neighbor has multiple trampolines where they can bounce back and forth between trampolines. Obviously, as a school district, we control some of our mitigation to our own personal risk. So, when you talk about sharing risk with other districts, what exactly does that entail? And how does shared risk across the board affects our personal premiums? Yep. So, if you recall when I first started, I said that our premiums are based on rated. They're prorated based on students, our property, our vehicles, but also our experience. So, it's truly an individual policy within their program. Correct. Correct. Yep. Yep. So, the sharing maybe the risk is less of a better word or is not the best word, but more sharing in the buying power, but there is some if there's risk if if one school district just happens to get nailed with the hail. Right. We are partially supporting that with those funds that we have set aside in that in that bigger pool to help that district because my experience has been every district has a year where they have issues. Right. But in the same breath, if that happened to be our district, they would be sharing the same expenses with us. Right. Right. We would get a portion of that money that in the future if it should ever disband or someone leaves the pool that money comes out of that portion. And is your recommendation to join this program based upon? Well, thank you for the segue. So if you go to page 14 question Yeah, sure. Just because we're back here is is there any like plan to hold um individual stress accountable like let's say crime or even incompetency um or mistake that like they forgot $20 million and now they're on the hook for that. And then other people that perhaps like if we had if we had someone commit a cyber crime or a fund transfer or computer fraud like do we apply for our insurance but then does our insurance or do we go after the people that committed? Well, a a couple of things. So, I mean, if there's a crime, there's going to be police involved. There's going to be a lot of investigation going on, right? Um, we one thing I liked about this program when when my former school district was in it, did a lot of education. So, they had companies come out and doing surveys and investigating and checking out how you're doing things. We have that here too where they come in and they'll check to make sure that all of our equipment is safe and we've got the right plugins and all of that type of thing. Um, but there's pressure, if you will, on schools if they don't perform because it all can affect us. But their rates will go up, right? To go along with whatever is going on. Their rates, meaning are all of our rates. Well, just like anything, all the hail damage that happens, even though it's never happened here, we're all paying for it, right? So, there is some of that that happens, but they do look at your your um individual school districts issues that you are having. Yeah. Thank you. Yeah. So the numbers that um you presented on page six through seven are the um mis compared to the W. Um are those numbers um conducive to this district or are these just sample numbers under the m? No, they're for this district. They are. So they said because we have so many buildings and the size. Yep. So when when I when we go through a process to get secure bids, we have this pretty long spreadsheet we got to fill out. Okay. What has been our exposures? What has been how many students? How many teachers? You know, we've got saints online, what is how many trampolines you have? I mean, they ask everything, right? So all of that information gets put in there. And then yeah, the the premium is really based on what we have as well as the valuation of our buildings and our our our tangible items. So our premium is going to be much less than say river, right? Because they just they're huge school district. Does that Yeah. So that I just this is not hypothetical. This is that's the type of coverage, right? So go ahead. How often is the evaluation take place? So we do that annually. Will that affect the premiums annually within this just like it would with the normal insurance policy? Right. Okay. Right. So if our risk went up due to incidents in a given year, these numbers can change the following year. That's true. Good. Just like our workers comp. So workers comp is part of this too. as we have more um employee injuries or whatever that happen, our what's called a mod rate goes up then our premium goes up. We've been lucky it just went down and so it's going to be a little bit less. But again, as Brandon can tell you that we have programs to do training for staff to try and get them to understand what's safe and so same type of thing through this program, but now we're talking about, you know, how do you get on a ladder and use a ladder appropriately? What's the protocols for all that to help school? Trust me, it happens. No, I know. That cracks me up every time. Teaching I'm just glad. Okay. Yes. One more year old district used this. Yep. Can you tell me how long this um mist has been around and how many school districts use that? There are 30 districts in it right now. Is it only Minnesota, right? Minnesota and so 300%. Correct. This this company has pools all over the US. This is not it's sort of new to Minnesota. In the last 15 years, cities and counties have been doing this. And she said earlier, Minnesota has two cool groups like this. So, one is miss one is that and that's a smaller group. Sure. That's maybe seven or eight districts. This one's about 30 districts, right? And before then I told I'll have what year they started. Sure. I think it it was around 2013 or 14. Did you have good experience with payouts? Like you know like how in Canada healthc care is free but they all come down here to get their stuff done. Um is is this have you had any claims? Do you find it like a good value because a lot of insurance is sold on price and it's you kind of end up holding you know your bad roof. Have you found had good experience with this in your own district? Yeah. Yeah. I mean, we we just had a we had a portal that we sent in our claims, put they give it a number, and it just gets paid and and until it gets up into the, you know, a higher amount, then it goes into the insurance. It's a there's a third party administrator that takes care of all of this for the district. So, that's great. I apologize. I don't do anything I don't do anything in my life. I'm sure you don't either on price alone. So, it's it's important. I appreciate that. No. uh their education, their service, they work with school districts is has been really good. Beautiful. So last page, page 14. Oh, sorry. I was one more page. Just the last page is the the numbers. Okay. So um roughly about um 3% over what our expir expiring is with WRM. So and uh about $5,500 different between the two between WR and mist and that's including the workers comp piece of it. Um, but I think the piece of this that's different is lower deductible, better coverage, broader coverage, getting pollution included in that as well. So, um, we can stay with WRM and Cell and all of those on that side of the board to this as well. Yes. How often do we find ourselves um pulling into the pool for insurance and paying these highs over the last year? You probably know that over stretching maybe you have a better idea over the last two three years maybe. I mean would this be a decent savings over the long term? Well, we're not part of the pool right now, right? But we do have insurance. Yeah, we do have insurance. I'm not sure. uh you know the payments made versus I just don't know that can you ask your question again I'm not sure the way I can understand correct me if I'm wrong but if we've been part of a pool like over the last three years would we have would we have gone into the pool amount or not I think that that comes down to She's just asking history, our deductible history. So, how much have we have we've been paying these higher deductibles with WRM? Uh, is there history of that and that we would have a savings by going to a lower deductible? I can find that, but it would take longer than I just that was you had just curious. Yeah, they they have all of our claims history. That was part of what they went through as well. They looked at our claims this week. I actually was pretty claim page 11. Sorry, page 11. Thank you. Yeah, it it's really I mean most of it is autos and that's that's our buses, right? So, um I actually It's not bad at all in my opinion. So D, I know you started to touch on it when you said page 14, but this moving in business program is your recommendation based upon your experience. Yes, I would have wished you guys would we would have had a little more time to give give you more time to bring you up to speed on it, but um it has worked. I think um they continue to grow. Like I said, when we first started there was seven school districts and now they're 30. Okay. Plus then there's the health program that started maybe shortly after that as well. So I can make a motion to approve moving to the mist program resolutions included in the packet. All right. There's a motion to approve uh the property insurance pool missed per the resolution in the packet. Is there a second? Second. Thank you. Any discussion on the motion to approve uh acceptance of the list? No discussion. This is a resolution. So, we'll be doing a roll call vote. Uh if you are in favor, signify by saying I. I opposed by saying nay. Mr. Working. Hi, Miss Sanderson. Hi. Miss West. Hi. Mr. Sh. Hi. Mr. Humphrey. Hi. And I am I for motion rails. Thank you. Thank you. Yeah. Thank you. Savings. All right. Moving on to the next uh two agenda items and then we'll do a quick discussion followed by a short recess. Um the first one we'll talk about is employment of a schoolboard member. This one is for myself. Uh this is a continued employment of the substitute teacher and a coach within the district as allowed by state statute. This is for the 2526 school year. Uh we will need a motion to approve continued employment for the 202526 school year. There a motion some Miss Henderson. Is there a second? Second. Thank you, Mr. Shrock. Any discussion on the motion? No discussion. You can [Music] uh this is a resolution. Therefore be a roll call and we are meeting all the board members are present. Uh so signify by saying I or nay if you oppose. Mr. Hi. Mr. Anderson I miss West. No. Miss Sha. Hi. Mr. Trump. I and I am I as well. Motion prevails. Uh next agenda item 6.5 approval employment of school or member Ron Shonrock. Uh this is for continue employment as a coach which is a state statute. So there's a motion to approve. Is there a second? Second. Thank you short. Any discussion on the motion? See no discussion on the motion. This is a resolution. Again a roll call vote. I you are support. Nintend Mr. Sher. by Mr. Alfrey and I am I as well. Motion prevails. All right, the next agenda item appointment of interim school board member. Uh we did receive five applications. Uh each board member um was provided in the uh scoring rubric. Uh what we would what we will do right before the recess. So if the board member has their rubric filled out, if you provide that to myself and Miss West, we will count those scores, put them together, and then take the top two for discussion. Um, we will take a fivem minute recess to do that. Five minute recess. Let's come back in after 45. We'll do 7 minutes. Come back 9:45. If you need a blank sheet, I've got a few extras here. [Music] Recess [Music] is ended. So the regular meeting is back in session at 9:50. Vanessa 950. All right. So after some uh fancy calculator work in counting um we have one candidate with 168 three candidates with 159 and one candidate with 135. So the initial plan was that we were going to take the top two scores uh and have those for discussion. Uh with that uh if we do that we have four that we would discuss uh or if the board's pleasure is to just go with the top score and discuss that one and if the board wants to appoint that individual great. If not uh we can do a followup discussion. So um this is not a vote. I'm just looking for consensus from the board. Mr. Humphrey would like to start. Uh yeah. I guess I'd like to hear who got what. three. Are you asking me? I will do that, but I just want to see what we want to do for discussion. Oh, yeah. Oh, I'm sorry. Um, if you want to just discuss the one or if you want No, I would like I would like to hear how that comes down. I mean, one that's Can you say it was one at 168? One at 168, three had 159 35. All right. Had the same score. They did. That's amazing. So you're asking me what how I'd like to proceed how I think we should proceed. Yep. So an option is we can either just select the number one person and have that discussion and if the board wants to appoint that individual then great. Uh if we don't then we will work our way down or we can have discussion on all four uh of the top two like we are joined by. Sure. I would like to have discussion. Okay. I would like to have discussion. I was thinking go the top one but okay whatever. What were the scores again? 168 three of 159 and 135. So obviously we all had that person. There's no way that that person than I without all of us having that person has I'm okay with I'm I'm good with just taking that time. I mean it's based upon the roots we all got high scores for that particular individual. Uh saves on time. Okay. Um, so, uh, in the world of transparency and fairness, I'm going to go with we have board members that would like to have a discussion. So, we're going to have a discussion. Okay. Okay. Mr. Shro, I guess majority want to just go top. I already decided that we're going to go we're going to keep this as we go. So, um the four individuals that we will be discussing are look at [Music] okay Jessica and Bakan Cleven had 168 points on our rubric. Quro Oi had 159. Gerald Estie had 159 and Sean Sullivan had 159. So we will have discussion on those four individuals. Um and it's open for discussion at this time. Uh you can use the application question or we can go forward again. I'm going to try to keep it to one time to discuss uh per board member before you get to speak again and then you get a second time. And if you absolutely need a third, we'll discuss that or uh go case by case on that. So if anyone wants to start back, you can have your sheets back. Yes, you can. And you'll give these back to me at the end. Mr. I guess for me I this is a three to four month stint and having prior exposure to being on the board to New York. So Mr. Sen out of those four is the only one that has previous board exposure. There's a lot to learn coming up here and to learn it for 3 to four months and the possibility of not getting elected to come back. It's just a lot to ask and learn this position in a short time. Any other comments on others or you're good with that? Good. Okay. Who's that? So, Jessica was my top vote. Um, the reason she was my top vote is I walked through the rubric. I used the criteria for your evaluation based on what someone what each candidate submitted. I walked through that because that's what we were asked to do. Um, some of the things that that Jessica had that the other candidates didn't talk about was reflections of their les like in prior board and committee experience. Um, reflections on lessons learned was something that she had in her application that others didn't. Um, another piece that she had that others didn't. um was looking at relevant and current issues and looking at ideas and ways to contribute to those issues and that's why she scored high with me. um she scored high in other areas too, but those were two areas that stood out really well for me. And I thought having um having a new perspective for a three-month stint when it's very a quiet time for the board um typically July we will we only have one meeting in July. August and September there's not a lot going on. Um, I don't think those are our busy and happy board meetings where somebody can pick things up and she's been very active in the community. Anna has been a lifelong resident, has kids in our district, um, is really committed to moving our district forward and somebody new, a new face. So, all the other candidates were good for me, but that was what stood out. And I looking at the criteria of evaluation that we were supposed to use. That's why she scored that. You're welcome. We all taking turns. Yeah. Okay. For for starters, um I fully support going with the highest score based upon the Olympics. We all filled that out individually, independently, um and coming up with that score. Uh that being said, obviously we have some awesome candidates and I just want to express my appreciation for the people that did decide to step up and help us out for this short term. Um, I agree with Rob that experience is important, but I think um I think that my only reservation for any candidate would be uh their motivation or previously running. Um, I feel like if you put someone in place that has motivation to run or has run in the past, um, we're giving them a leg up in the, uh, upcoming election that is unfair to anybody else that's going to run against them. And then if we look at previous elections, and this is an elected position, this is for the people. We're here for the people. um the people spoke at the last election um and you know put those candidates in place and one of the candidates that's on here didn't make it through the election process. Do I feel like he'd be a good fit? Um that's what I do. I I know him well. I know what he does for his community. Um but I want to give him the opportunity to run through the actual election process. So I fully support going just Thank you, Mr. Sorry. Um Jessica was not at top on mine, but um I don't have anything against going with Jessica. I think we've all spoken. We've all completed the rubric. Um and in all fairness, we should go with that highest score. Thank you, Mr. My only concern, and it's vetted itself out because this person, although I highly respect them, they were a little too closer to the fire and a little too political, but since that person's not up for consideration, I mean, I think the other people all have strengths. Um, I I also like Jessica. Um, I like I like all the top four for this position. As a matter of fact, I don't think it's brain surgery. I am a kind of an anti-establishment person. So, I really like um whereas I understand it it's kind of it would be nice if you knew what's going on. It may or may not be important. I just been looking for good quality people, but I think all top four people are really good. And I think the top five person is good. It's just a little, like I said, a little too close to the fire right now. a little too hot button. Um, you know, that's last three, please. Thank you. Clear. Okay. Uh, I'm going to say my comments and then I'll bring it back around for if you want a second comment and then we'll go for a motion. Um so again uh the rubric uh I am super supportive of the rubric. Uh there was reasons behind uh scoring with each of those. Um I do feel that Jessica answered based off of everyone's assessment all the questions fully. There are multiple parts to some of the questions and some of our applicants answered the initial question but maybe not the follow on question. And I think that that score was reflective of that because when we looked at the rubric, it wasn't about what they said. It was if they answered the question clearly if they had insight or thoughts based around those questions. So, uh, again, very supportive of the rubric. Um, I guess I'm using my rebuttal just to talk about what everyone else said. Uh, everyone had an opportunity to apply. Everyone in the community had an opportunity to apply. Uh so I don't see that there's any advantage or disadvantage based off of uh the application because again it was open to anyone um to apply. I'm supportive of the board's decision based off of our assessment of looking at answers. Again um having someone in place for 3 to four months um you know there's pros and cons to it across the board. There's a lot to learn in that time frame. Uh but we look at new board members all of us. We move board members at one time and we learn probably pretty quick in that time frame uh without uh necessarily having all of our orientation completed. So I think that that is probably a good thing and bring fresh perspective. Uh all five applicants I was super happy to see that had a desire to be part of this district and to help with some stability for that time frame. Uh so again I don't think they have any wrong answer going forward. That's that's my comments. Uh if anyone has a secondary comment now is the time comment right now. Can you just go over the timeline of what's going to transpire? We vote tonight but we're not Yep. So uh it's in the background information as well but we will have a vote tonight to appoint someone. If we appoint someone, that individual um will not be seated until the 28th of July, our next regular meeting. So, state statute requires that the public have 30 days to petition uh our appointee. Now, that there is an official petition. So, there is a process that has to be done in those 30 days. There's numbers that have to be met uh in order for that to be an official petition. If that happens prior to the 28th, then we have other actions that we will take. But if there is no petition at that point, uh that individual can be seated on the night of the 28th, our next meeting. Now, it's just just outside the 30-day window, but it's the next regular meeting. Uh in between that time frame, uh that appointee can come in and sign uh their oath. They can get some orientation. they can get, you know, access to things. We just won't seat them officially until that 30-day time frame is up and then they will be in the position until the election is certified in November. Uh so or after the November election. So we could certify it later. It all depends if tested all the other things. But once it is certified then that person will no longer be and elected individual gets to start the next board meeting or that board meeting not have to wait till January. Does that answer your question? Okay. Any secondary comments on the applicants? Mr. I'll start with you. Um, I just want to acknowledge we received a lot of support for some candidates via email and I want the community to know receiving that those comments was very important, but we weren't rating based on the comments we received from the community. We were rating based on our rubric. So, I appreciate getting the feedback. Um, it was nice to see so much engagement, but at the same time, we were asked to rate based on a rubric. So taking that feedback into a home wasn't part of our criteria for selection. Was that communicated to the We're not going to take any questions at this time. Thank you. I guess for me this experience is holds a lot and coming in and knowing what's going on, what the acronyms are. how things work up here and not just living on a flight for three months and then just possibly being pulls a lot of weight. So that's why I support Mr. I guess I have more comments. The only thing I would say is if anyone wants to all everything all the candidates are on the board book and you can read everything they said and I would be equally impressed with this type crew as we were. Okay. Um my only comment and I said I wasn't going to answer questions but I'll talk through the process. Uh the process of this selection was publicized in the workbook which is open to the public. uh it was helping us uh narrow down uh again for three to four month position appointee uh that's the process that we all used. I appreciate everyone coming prepared going through that. All of this information will be public uh so it'll all be part of the minutes uh for tonight's meeting. This has to be done in public and we did that with this process. So um with that we will need a motion uh to either appoint or to approve appointment uh as an interim schoolboard member. Is there a motion? So move to elect Jessica appoint Jessica. There's a motion to appoint Jessica Bach and Cleven as the interim school board member. Is there a second? Second, Anderson. Thank you. Any discussion on the motion to appoint Jessica? All right, seeing no discussion, all in favor of the motion signify by raising your hand and saying I. I. All opposed signify by saying name and raise your hand. Congratulations to Jessica Bak as our new appointed school board member. All right. Our next item on the school board is upcoming meeting and primary topics. Uh we will be adding a closed session to the July 28th regular meeting. Uh this is to discuss and to establish negotiation parameters. Uh if that changes beforehand, we'll let you know, but as of right now, uh that will be added. Are there any questions or comments about upcoming uh meetings, specifically the July 28th? All right. Seeing none at this time, uh next agenda item is school board member reports. Member Anderson, um attended negotiations for custodians and with no parameters. There's not a lot we can do right now. Just working on my thank you member attended the negotiations for mechanics the first negotiation in the morning. I think that lastly, just thank you to the five that did apply. I think we have five qualified candidates. Um, look forward to working with Jesse in the future. That is it. Thank you, Mr. Humphrey. Uh, so I'm going to last week Saturday to Saturday, uh, I accompanied my son and my wife and his buddy Skyler. uh Elier who was also in uh debate down to the national um competition in sunny De Mo Iowa. Uh we were there from Saturday to Saturday. the competition was from Monday to Friday and it was really this is kind of a I don't know bittersweet but like you know going down there having had our politicians just shot up here and just kind of being disheartened with uh the discord of how things are in general lately. Um I I was excited to go down there and see these people compete and these young lines compete and I mean really go at it. uh having granted his debate. So they're kind of trying to outwoke each other. But uh they did a good job in that and then once they uh solved that, they shook hands and they went on with their day. Uh so that was pretty inspiring. Um your two debaters, uh Skyler did not break. Um but he went into a kind of a and once you don't break, he went to a different category and was able to um spend his time the rest of the week going through that. Jack actually did break to quarterfinals. Um, it's been 20 years since the debate team has been down to Iowa had someone go that far. And he's a junior and so Skyler and they plan on going to Virginia next year and taking home some hardware. Although Jack got his uh his thing for that. They're calling it the 20-year curse and they broke that curse. So, something I'd like to also point out here, and this is kind of a different topic, but the same. Uh, we were Thursday night about six o'clock. We're at uh it's like being at the Minneapolis Convention Center, but it's Iowa, so it's kind of like the Minneapolis Convention Center. And there are like there are 3,000 people in this huge like imagine when you're in one of the places. And uh the five humorist uh contestants went up and the sixth one was just taking the stage and some man jumped on stage and kind of did his Joker impression if you follow Batman and stuff and had a backpack and it you saw just a sheep white face of the contestant and she just said he said something to her and she said run and the entire like 3,000 people just and boy that Alice training is really effective except for the two exits would have been I mean there were people caught there like that fire at that one night club it was it was insane and then uh who stopped it were um parents that were there you know there weren't police um the kids were frightened there there were cell phones and shoes and spilled cappuccinos and every chair in this huge area were all just destroyed as people chaotically in fear of course of their lives. Uh had to run for the exits. It was really frightening. And I normally I'm a conceal and carry guy. I believe in personal protection. I normally carry I'm in Iowa. I'm in a school. For some reason, I wasn't carrying blah blah blah. But to go in there and like kind of look for my kid and his buddy who are sitting somewhere else and get our wives out of there and kind of take care of the whole that was uh I don't I now know what it kind of I mean it it turned out they were able to squatchch the problem but for a fierce you know seemed like forever but probably was a couple minutes of chaos uh that was really something that uh affected all these kids nationally and our kids for Sure. And uh it was just one of the craziest things I've ever been through in my life. And I I really um I know a couple years ago, but probably more than that, four years ago, there was an issue where there was a fake gun thing here at one of the middle schools and everyone was really arguing and concerned with, including myself, you know, why didn't this happen? Why didn't this happen? And boy, I mean, like I I normally am not fearful at all, but to be unarmed and think that you're about to walk into an armed situation like that was was horrible. And uh you can look it up. It's on the news. It was quite freaky. It ended up not being the end of the world. But uh they end up canceling everything and then coming back the next day. And I just I don't know, man. That's something that people talk about SRO's. There were none of the SRO's were there. how the police secured the householders there. Um I I don't know. I just I'm a big fan of personal protection and I I think that thank goodness for the parents that stood up and thank goodness for the Alice training because literally that contestant said well and everyone went from sitting down watching it to out the door. Uh so that was just something very concerning. Um Skyler and Jack are dealing with it okay. They're they're fine. They're past it. Um, but basically I just wanted to say like the ups and downs of our political discord and then coming in there and thinking that, you know, hey, there is hope with these kids and then some kid does this. It's like this. So, I don't know, man. I I just I I want to say like hug your kids, you know, invite the kid that's sitting alone to sit with you at lunch. Um, be good to people, you know, don't do that. And uh I don't know the I I kind of babbling like I'm known to do, but that was quite uh that was quite the experience and it didn't overshadow the greatness of the whole tournament. It was a fantastic tournament. Um and a lot of good accolades for St. Francis, but um that was quite an experience and uh something that like I'll never forget and I know they won't forget it either. So that was that was really crazy to go through and I just wanted to share that at the board table because I'm sure we'll end up talking about SRO's. I'm sure we'll talk end up talking about personal protection moral plans stuff like this and it's just like holy cow until it happens and until you're like faced with that. I mean yikes. So anyway, congratulations to Jack and Skyler and the debate team. Mr. uh Tulle is the coach. Um he really I mean he spent a week away from his family as well. Got it all organized. Um went down there and did everything he had to do with the kids and then I you know did his judging as well. So it was a good experience but there was a lot I'm really struggling with kind of the political conversation right now in the world that drives me crazy. Jake, thank you for sharing that. Thanks for being open with the board and with the community on that. Uh, I encourage you to continue talking about it. Um, reach out for help if you need to speak to a professional. Uh, encourage our students. I'm sure if you email superintendent, he will share contact info with our team uh, at the district to help with that. Uh, because you know that might be fine right now. Sure. As you know, the more you think about it and process it, maybe things come up. So, thank you for being open with all of this. I think I'm speaking for the whole board when I say that. I appreciate that. Oh, and Jack wanted to say thanks for approving that trip and they'll make you even prouder next year. So, yeah, he has some bold predictions. I'm excited. I know. I know. He's going to learn the whole thing. All right, Mr. Working. Oh, man. How do you follow that? Thanks for set up. Um, I just want to encourage all parents that even though school's over, um, the district has lots of camps and programs that are summer related activities, get out, check the district website, look for things that can fit, keep those kids off the screen, and enjoy the three minutes of nice weather we get here in Minnesota. That's it. Thank you. All right. Uh, couple things on my end. Uh we did have a meeting with the city again um discussing um future plans for the city and how that those plans will affect the district. Uh there's multiple items and that'll eventually come back to the board table and you'll see that in the public as well. But it's nice to have open dialogue. I thank the superintendent and Mr. Linquist for uh setting that relationship and having open dialogue with the city. I think it's a great thing and is only going to benefit the district going forward. So great on that. Um, we did have the facilities and grounds committee as you heard tonight and we're going to have another one coming up. Um, kind of piggybacking off of everyone, uh, we have students and staff that are representing the district with pride and professionalism even though school is not in session. Uh, so from debate to parades in record heats to activities uh, to a play that's coming up. Uh, I'm going on Thursday. Recommend everybody goes to the play that's coming up. But we have students and staff representing this district throughout the year. It's absolutely amazing to see them and what they're doing and it brings pride and fills the heart. Um, thank you all for tonight. Uh, I know it was a long one. Uh, we we struggled this one out, but that's what happens when we have one meeting in July. There was a lot of things that came in. So, with that, a personal thank you to Vanessa and to the district staff uh, for getting everything pulled together for tonight's meeting to have all that data. I know we had a lot of things that were piled into this meeting, but that's because we wanted to ensure that the the board and the community had accurate data. So, I thank you all for your efforts and your work uh to get that prepared and for a successful meeting tonight. Um that's all I have and last item is adjournment. Do I have a motion? Do I have a second? Thank you. All in favor? All in favor sign I raise your hand. Motion passes meeting 10 p.m. Is there rules of raising your hand before you ask for