So what you'll see here is you'll see life safety LS number one you'll see the violation and all that stuff. So what Keith and I will now do along with the architect is at the end of you know coming up and we make our final payment and all that probably next month we'll probably do it. We're going to sit down and look at all of these and say okay so let me let me just pick one here. All right here the existing domestic galvanized piping is in poor condition has leaks blah blah recreation replace the existing. Well we know we did that. So we're now be able to go in and mark that as complete. So that it's going to be real easy for me to pull a report and say this is what done. This is not what's this is these are the things that are not done which is what Mr.
Brown is asking for all the time. Not all the time but I'm just not quite right. But am I right Mr. Brown? You're right. Yeah. You need to but and that's what you need to know. And so so again utilizing the system that is there for the information. So it makes us more efficient. It makes us, you know, we can stay on top of things and I believe it'll save us money in the long run. Okay. Questions? Yes. Go ahead. I know you shared this with Miss RP and I at our meeting. This is a great start. Almost like two and a half to three years ago in your department where it was what it was and now look at where we're at today. I mean, efficient, it's done, it's on time. Sure. But this will, and you're right, this is going to figure out if the people in place are the ones that need to be there or how it needs to be adjusted, whether it's the system or the building or, you know, in janitorial or maintenance or the other thing too and you know that that's a great point.
I appreciate that, Bill. I I really do. And and you know, because please know and it you know, some of these things take time because you have to change a culture. You you just do. And and you know when I say change of culture, I don't mean it was bad, but it may have been archaic. You know, it may have been paper and pencil and we've got to get to electronic. We we just really do because it makes things more efficient. The other thing I will tell you, there's another one uh there's one up here you'll see on the top that I got highlighted. It's called capital forecast. It allows you to put capital projects also in here and to forecast some things out. We don't own that module yet. something I want to look into, but it's something again for the future as we begin to do big capital projects too and all of that.
So anyway, this this is kind of just an overview of school dude, where we're at now and and you know where we're going to continue to go with this, you know. So I just wanted to kind of share just some live things with you because I think it's a it's a um you're able to visualize it a lot better of what we're doing. One goal. Oh, go ahead. I'm sorry. It's okay. Go ahead. Yeah, I guess one goal that would be great to see in the long term is that kind of like when you're doing a fast food and you're doing a drive-through, you have a time, right? The goal is to have a time. So, I guess tracking the time to say that if someone submits a work order, depending on the severity, is it done in 3 days, 7 days, 10 days so that people don't feel like they're being forgotten?
No. And I and I agree. I you know, one of the things that that I am doing now, I'm meeting with building and grounds. you know they there are there are five uh I I call them senior level people that I meet with you know every two weeks you know there's Janine there's Linda who are really running the office Keith and then Bruce and Vince we all meet together and one of our topic of conversations is looking at a a report of this because I already I already have created an automated report that they get on a daily basis that'll show them and it has the aging on here. you'll see days and all that stuff on here and everything like that or expected completion dates. These are kind of targeted days or the requested date has all that stuff on there. So, we can run agent reports also.
But yeah, I think it's important that you know, you know, they need to stay on top of it and that and that's the, you know, those are the office people that need to do that, you know, and that's what I'm trying to teach them to do also is that, you know, the Vinces and the Keats and the Bruces sometimes don't have the time to look at a lot of this. So, you know, you need those people in the office to help with that and tell them, "Hey, you forgot about this one. you need to get this done right away, you know. So, there's a lot of teamwork that needs to take place and it's it started already and it's it's going to continue. I'm sorry. So, I guess maybe I can't see this because that print is damn small from here, but prioritizing how how are they being prioritized?
Sure. So, that's my first question. I So, you'll see over here there's a priority that is assigned. So when someone submits a work order, they can put a priority on here. Who does? The the person that submits it. So let's say a teacher will submit says uh submits something that says, "Hey, I've got a rip in my carpet." Okay. So when they then when they do the submission, they can put a priority in here of low, medium, high, or like right away, you know, get your butt over there right away. When it comes then to Jeie or Linda once they review it, they will also they may change this priority. Okay, that was my question. Who decides that? They they can decide that. They can decide whether to change it or not. That's up to them. Okay. And that and then you know um if it's a high priority, they'll push it out to let's say you know maintenance guy uh and you know put it to the top of the list or something like that.
Gotcha. Thanks for that. I was missing that. My second question is I believe when this mess first came to you uh two or three years ago and we said we had thousands of open work orders and things have been closed but didn't get knocked out or whatever. So now we close them out when they're done. Can you go back and look at a closed out order? Can I do that? Can any can somebody in management like if Sure. Say I report the lights. Um, they're flickering lights. They go in and they close it out and it goes to finished or wherever it goes. Yep. I then call you and say, "Hey, these lights are still flickering. Can you go back and look at that order and see like somebody closed it out that they sent?" So, so what you'll see here, Janine, this is my homepage.
And so you see here completed work orders. Okay. Right there. Is that a forever? That's a forever. And so now again I Yeah, it's for I can you know for you it's a perfect Yeah. So I can click on this then and again it pulls up all the all the work orders. I can sort through this. Um or I could just you know there's a report part of this that you know you can do a data search and all that stuff. So I I can do all of that. Yes. Okay. I was just curious because a lot of times we think things are still sitting out there undone. somebody thinks they fixed it and maybe a different bulb went out in that fixture. So that's why I was wondering there's a way to track that. The one report that I have created for building and grounds u it includes all uh work orders that have not been completed.
So if that went back 20 years it would have picked it up. Now it doesn't but you know and that so president do you have a question? Yeah. Well, I think Janine was kind of hitting on the question I have, but who marks it complete? So, so what should happen is that when the either custodian or maintenance person does it, finishes it, they will mark it as complete. Okay. And that and then it's then reviewed again by uh Jeannie or Linda in the office, you know, as they because we have another report that has like completed reports for the day. Does any communication go back to the person who requested it? Say I believe it does. I believe an email goes back, but I'm not sure. So, yes, they do. It does. So, so that person either can say it was completed or not. You marked it complete, but I'm not satisfied.
That's what I'm trying to Yes. Yes. Okay. And then they they can, you know, if they're not satisfied, then they can contact or put another work order in or reply to that work order. Yes. Okay. Yep. Hey, Ken. Um, what I would recommend Yes. And good point. Uh Janine, I was going to comment on the priority. So, so you have a prioritization portion in this program, right? And you're saying that whoever writes up the work order could put the priority they want in there. And you have a couple people that kind of screens it and said, "No, that's not a priority. Whatever 30, it's a 20." Right. Okay. So I but you don't have a time frame with those priorities right that's what I would recommend you do say if it's a 10 a urgent one or whatever say we it should be completed in a couple weeks the best you could probably 30 you know 10 is urgent so on and so forth right and also to let that whoever could whoever any employee could write a work order that's what it sounds like so I would recommend that you also put disseminate the information to the staff and the employees.
Here's a probably 20. These are some examples of what a 20 should be. Here's a probably 30. Here's examples of what you're not going to capture everything. So that'll keep them in look at it. You know what? This is what kind of what I have here. This is how I'm going to prioritize it. So they won't have they have real expectations and they might come back to you and say, "Why did you change my priority on there?" Right? I said it was a pride. It was a pride. you know 10 emergent urgent issue but someone changed my probably 10 to a probably 40 which is not urgent we can do it within the next two years or whatever so this will give them kind of what the expectations are on how that work is going to be accomplished I will do that thank you great okay good stuff thank you it's a great program it really is you know I'm glad that you found out yeah well that's all right now Ken, you're going to continue to update the board um through the FYIs.
I can continue updating board through the FYI on on work orders and all of that. Um you know, the same way I did it in that I can put some, you know, actually what I'd like to do is start putting some charts in there because it's a little bit easier than the numbers and all. Plus, I like pictures. So, so board, you can expect to see some maybe some charts with pie charts. They're easy to look at. So you can see the ongoing things and then if you've got specific things then we can bring it up to the board again and open otherwise we'll just push it into the FYIs. Great. Okay. Thank you Ken. Thank you Ken before you leave. Oops. Well it's not really about that. It's kind of back to the bonds. I'm not sure if I should say it now but All right.
So we're going to do the hearing. We're going to try to issue the bonds. There's a petition period. Yes. Okay. Can you explain like if there's a successful petition, could you explain what the consequences of that would be? The successful petition um would mean that uh the sale of the bond the sale So, all right, let let me let me back up there for a second before I go into that. So, what the board has done is um you have taken out debt certificates. You approved taking out debt certificates in the amount of $45 million. Okay. So on Friday we will get it's about $44.8 million after all the issuance costs. We're going to get that deposit into the bank. Then what this is doing now it is pay it is creating funding bonds to pay off those debt certificates and at the same time taking out 7.5 million I think it was the number of working cash bonds for a total of 52 I think $5 million something like that.
Okay. If the petition period, if a petition comes and it is successful, then it stop it stops the process of selling the bonds of selling $52 million in bonds. What that means then is it would have to go out to referendum to do that. uh all your projects would be on hold and you would have to pay back the debt certificates because debt and explain the the major projects that we're doing with this that that would that a successful petition would put on hold projects are being put on hold. So all of the um air conditioning is put on hold. All the life safety projects put on hold. The reason is is because debt certificates have to be paid out of your operating funds and the district does not have the cash to pay those on the operating out of the operating funds. So it would have to pay back that including the cost of issuance too.
So, you know, you're paying back an additional I think it's well about $2 to $250,000 along with that and then plus the cost of interest which I think is 6%. Okay. So, just to be clear that if there were a successful petition, they would be stopping us getting air conditioning in the schools. Yes. Until when? Good question. Well, until when's the next referendum? A refer referendum? Yes. It could be forever. I don't I don't know when the next referend I honestly don't know would be next fall or 23 right fall of 22 so delay the air conditioning all the projects for at least another year so yeah good question thank you I just I just wanted that to be clear for anybody anybody listening and again it be the air conditioning in Talala CSK Balmoral Creed Elementary that would stop that well and I I will share with you part of your your cooling cooling rooms are going to be paid out of that money too.
Okay. So, the temporary cooling rooms that we would even be starting would have to be put on hold also. And what is the petition process? There is a um uh it has to be filed with the secretary of the board. Uh it is u a process that they have to get 10% of the registered voters to sign also of the district. Okay. Amen. Hey, you threw my name in there. What did you say? Secretary. I didn't throw your name in there. He said filed with the secretary of the boards. Well, the petition has to be filed with secretary. Oh, yes. I'm sorry. Will that would that stop the uh any demolition? Yes, it would stop that, too. Yes. But so if somebody does it because they want to stop the demolition, we will not have air conditioning in our schools. Stopping everything else. Okay. Thank you.
Yeah. Thank you, Ken. Yep. You're welcome. Thank you. Okay. Uh, next up, old business. I've got one if nobody else. So, um, at our last board meeting, I mean, we talked about extensively about the, um, the projects that we just approved. And then there was some discussion about, um, you know, beyond that, kind of our wish list of completing the the buildout at uh, the middle school and then also athletic fields and that type of thing. And there's some requests from board members for, you know, how much would those additional things cost? And I would just I think we've, you know, we've made a commitment to do some very large projects here for the air conditioning in those four schools, plus the new wing at the high school to replace MEC. And I think we as a board are going to be judged on how we do that and make sure, you know, all our focus should be on making sure we get that done right.
And so I just caution about starting to think about, you know, how much is this going to cost beyond that? I think we're we're putting too much on the taxpayers to start to think about things that are four or five years out. And um so that that's just my caution. So anyway, so so I don't need a reaction to it. I just say my piece. So under so So, well, and I think that came at a cost to the district, too. Anything that we would be doing um to get those estimates, it would be costing the district. And again, those estimates would change down the line anyway. So, it would kind of be irrelevant information. That's kind of my thought. So, and and I don't even think it's just that there. I think that we have to be very careful. years ago, we ran into an issue where we kept asking the assistant superintendent for information and they finally came back to the superintendent and said, "We can't do our jobs because we're filling in all these extra duties." So, I think that maybe, you know, there are times when somebody comes up with a really good idea and we say, "Hey, that would really help us make a decision." And I think maybe if we just make sure we're doing a consensus of the board, do we need this information now or can it wait down the line because uh business office is in the middle of doing something with the auditor, whatever it is, so that they're not stopping their everyday work that has to be done for something that we don't need right then and there.
Well, I I think you have to balance. I mean, I think we as board members all have the the authority to ask the administration for some information. I mean, we used to ask for two people to do that. When I first came on the board, it had to be a request of two, but I don't know if anybody wants to throw that. I I think the issue is more if if the administration if if a request comes in and it's going to be much bigger exercise than maybe the intent of the question that they come back to the board or at least go back to that individual and say hey this is going to take 20 hours what you know do you really do you really need that much detail you know how are you going to do that and then if that can't be resolved maybe it comes back to the board for consensus or some resolution.