001Everyone, I'd like to call the meeting to order. And for all of those who are able, please stand and join to the flag of the United States of America and to the republic for which it stands. One nation under God, indivisible, with liberty and justice for all. Thank you. Uh we're here tonight to uh discuss our upcoming financial budget as we move into for the next upcoming years. >> Audit occurs typically in July and August with Jonathan and then that deadline is the tail end of or middle of December and then the autumn occurs in January or February. So that's a more reasonable timeline and that was a concern of ourses which is what this always starts off with. The first material weakness in my recollection, it's been the same material weakness for quite some
002time. Uh is limited segregation duties, meaning we're siloed in the district office based on the fact that we have limited number of people in the district office. And what his recommendation has been, not just in this last audit, but in prior audits, is to go ahead and have more eyes on boards. So we have made a commitment even prior to April 22nd to do just that to have more eyes on more tasks. So we're doing just that. The second material weakness that he noted was the material audit adjustments. He needed a more timely response from the director of finance and he needed fewer audit adjustments that needed to occur. And that also will help with timing. If you have too many adjustments then you can't do a final presentation. And lastly, he made um commentary,
003this is Jonathan that is that we need to do a better job of cash and investment reconciliation and um in order to do that uh he needs the director of finance to be more attentive of that task. So those were the three material weaknesses that were noted and I don't want to do all the talking because I'm one member of the committee and Steve and Larry um are here. perhaps they have some thoughts to share. >> I thought it was a it was a great meeting. Um, so the audit is like 79 pages long and we spent 2 and 1/2 hours I think or close to 3 hours going through it page by page asking a lot of questions. Um, a lot of things were brought to light and you know some of these material
004weaknesses we we had seen on the last audit and assumptions were made that we do see those on an audit that you work to correct them and it was surprising that you know they worked corrected but I know that we're on a on a better path and I'm excited for the future on that. Overall, um, a lot of information was shared and, you know, when you start in this position on the school board, you're a little bit dear in the headlights first year. Second year, we saw the audit, started to understand it more, but this length of time we spent with the auditor, I thought was fantastic. What you thought there? >> Well, I would agree with everything that was said. uh timing of of the audit, getting the audit report in our hands was
005a was a concern of mine and Sean addressed it pretty well. But but the one other thing that he mentioned too is that the WRS, the Wisconsin Retirement System, uh audit isn't generally completed until the 15th of December. So that automatically puts you 6 months out and they can't complete our audit until that audit's completed. So I mean that's just the way it is and and there isn't going to be any change in that. Uh they issued an unmodified opinion and and you should know that um that's equivalent to an unqualified opinion in non-governmental audits. That's the best quality audit you can get. So you can feel comfortable that um you know they looked at all the corners of this operation inside and out and we got a a good clean opinion. Uh John or
006excuse me Sean talked about the material weaknesses and and those will be addressed. Um, probably the most concerning thing for me was the um the trend in the um the uh fund balance that's been trending down in the last four years and and that's why I'm really looking forward to this presentation this evening from Barrett because that's something we need to turn around. Um, overall this district's in a good place. We really are. We have awesome facilities. We have fantastic staff and teachers. World class as far as I'm concerned. Some of the best that you'll find anywhere. And this fund balance uh is going to get rectified. We have a plan to do that. I'm excited about that. I'm excited to hear about the report this evening. And uh overall uh it was a very
007good meeting. Uh I'm learning a lot about government accounting. It's very different than what I'm accustomed to and used to, but uh it's it's coming. So, uh it was a good meeting. uh Larry or Steve when when John talked about the material uh weaknesses of the cash and investment reconciliations um and doing a better job of that. What exactly did that entail? That was something that's been new that we have not seen as a material weakness. There were 124 journal entries that they had to make. And normally you expect some, you know, maybe a handful, but that was very unusual. And so they had to do a lot of work just to kind of get up to speed to where they could actually start auditing rather than um getting the house in order with regard
008to those journal entries. And Sean's addressing that. and uh I don't think that'll be uh we'll see a great improvement in that this coming year. >> Uh the fund balance is obviously a a huge concern for myself as well. Um we went from June 30th of 2020 to a 12.3% fund balance of 38,000 and a half changed to a 16.2% 2% fund balance uh 40651 and if memory serves me correctly that was some co money I think that was in there that was injected into that fund balance a little bit and obviously that fund balance means that um that's the percent basically that you can run on your budget the percent of your budget that you can run um and we've talked about this before I've talked about this several times um looking back and
009of course um you know 35% uh you know would be a a great uh fund balance to have. We're not we're not going to make that but historically since I've been on the board we've been anywhere from between 12 to 165 I think um which was within well within acceptable limits back um for the last 8 years. now fall within the acceptable limits, but obviously inflation tends to really knock knock that around as far as percentages. Um I am looking forward to the presentation with Bear tonight to obviously um also see where that fund balance is going to take us and the projections that we have there. Um, and I think that it has to be a commitment, a strong commitment from this board to rebuild that fund balance um, quickly and and of course
010being in in accordance with our own policies. So, >> I would say too that you know these material weaknesses, every single one of these things, all three of these have been addressed already. >> Yes. >> And so, we're we're already on that that better path. Well, the segregation of duties, we're apt to see that same one again next year. You know, the way to alleviate that is to hire a whole bunch of people in the office, >> but right now the office staff is is splitting all those duties that got multiple. >> We're doing what we can to mitigate it with the people we have and that's prudent. So, you bet. >> Yeah. But we'll probably see that material weakness again next year. Depends on how they Yeah. What what drives that? >> I have
011to saw that every year. Oh, did you? >> Yeah. >> There was an easy fix for it. Hire a bunch of people and >> Yeah. >> But that's not what you want to do, >> right? >> So, you mitigate it, as Sean said, by putting more eyes on the key activities that go on within that office and they're doing that. So, >> it's all good. So, our next date on the calendar is the second week of June and we'll meet again. >> I'm going to call Becky, could you just grab the door and leave that open for sure? I was in accordance with open meeting to have the door open. I know it's distraction in the hallway, but we'll make sure that that stays open. Thank you, Becky. Okay. Sorry. I apologize. Welcome Debbie here
012and all of our work that she's done. Thank you for yours. Thank you for having me tonight. My name is Debbie Reette and it's good to be back. It's good to see you and I appreciate getting to be here in person tonight versus last time was virtual. We appreciate you in person. >> Yeah. Thank you. I'm just going to test the clicker really quick just to make sure it works. Okay. And then I'll get started. So, my goal tonight is to talk through the forecast model. the and I'll I'll talk more specifically to the object the objectives in a moment but to give you an idea of what the model does and what it is how it works and give you a snapshot of a couple of output visuals from the model so that you
013can see a current estimate and then talk about how the district uses the model going forward because the estimate um while like if while we're running estimates today. We don't get our final numbers until October. And so the estimate is continually changing as the variables become known. So I want to talk through how that changes or why it changes and and talk about the cadence of where you go from here. So knowledge about the model, how it works, give you a snapshot of the current estimates and then talk about the next steps. So before I dive into the model, I want to come back to a slide that I shared in my last presentation. And really it's a reminder that we are working most often in throughout the fiscal year in multiple budgets. So have
014a little error arrow showing where we are now in May 26. We have literally closed the books on 2425. The books are considered closed when the audit is complete and submitted. that is done and that's why that box is gray where we are in the current year budget. You're monitoring the budget that you adopted in October, continuing to refine it and at the same time the actuals are coming in. So in another month you'll have all of your actuals in at the conclusion of June. uh you'll book all of your actuals and then payables and receivables and then you'll be ready for that audit that you talked about. So 2526 is still in progress. We'll say what we're also doing right now is planning for 2627. So you have the the bar forecast model as
015part of that process. And what you're doing is looking at what the forecast is showing both shortterm and then how it looks longterm. and you're making financial decisions for next year based on that. And we're going to talk through the assumptions that are in the Bar model and again look at some of those numbers. The ultimate goal is to get to a preliminary budget by July 1 so that as soon as the fiscal year starts, the board can start seeing those budget to actual reports in real time. But the budget will not become final until October when we receive the final state information. the board adopts that final budget and then we move forward from there. So, you're continuing to work with the preliminary budget from July until October. And that's because of not having
016our state numbers. You aren't you aren't able to until October. So, we're right here in May. Um it's a can't believe we're already in May of 26, but here we are. So the second slide I pulled forward from our last presentation, the the second and last slide I pulled forward was just some fiscal health practices. We spent the last presentation talking through the first three. We're focusing tonight on that budget forecasting. We will talk about fund balance as well and the some of the other two will come into it, but our focus focus is on that budget forecasting. So coming back to the objectives. So we're going to uh give an overview of the bar model as a tool. Um nearly 70% of the districts in the state use our forecasting tool on an annual
017basis. So it's a widely used tool. It's been around. I've been with Bar for 17 years. I've been in the field for 21. The model preceded my time in the field. I was using it um back before I even came to be. So, it's a long-standing tool and we'll talk about how it works and why it has value. We want to talk through the assumptions that are currently in your model and how they impact the output and then we will share that estimate. Um so, I I I want to share this visual. I I found this visual. It's actually a few years old now at least. Um, but I rarely had the opportunity to catch the weather before work in the morning and I happened to turn it on that day and I happened to
018catch the weather and I happened to see this visual and I felt it tied so closely to forecasting. I was luckily able to get a picture. So, credit to the news station for this. But for if you can't read it, well, what it's showing in a weather forecast is essentially the closer you are to the day, the more accurate that estimate is. So, it's saying 1 to two days out, you know, you're you can get close to the detailed tracking. 2 to 3 days out, you're kind of having a backup plan. And when you're 6 to 7 days out, you're developing patterns and you're looking at multiple outcomes. So right now I would say we're somewhere between the 6 to 7 and 4 to 5 in and where we are running multiple scenarios and saying
019what if and we're creating those plans as if if this happens we have this backup plan at the same time we've already implemented some plans to position us where we are. I was very excited about that visual. So um it makes good sense right and very uh very solid detail like remember things change the wind pattern can change and it alters the forecast of where the snow may hit or or the rain. Um I did see we're forecasted to get snow possibly tomorrow even. Um so let's talk about the data that's included in your model. So the model itself is a big workbook. It has interconnected data points that we build out. And when I say interconnected data points, I'll give you an example in your FTE, your student resident count that's paraded for your
020part-time kiddos. That flows into our revenue limit worksheet. It flows into our equalization aid calculation. Our equalization aid affects our tax levy. Those flow into our revenue budget which impacts our surplus deficit and they impact our levy mill rate. So what the model does is it said says enter your FTE here and it'll flow to all the right places so you can efficient efficiently see the outcomes. Okay. So we build that shell from there. We drop in AMRY specific data. The historical years are actual figures as per DPI. And when I say historical years, that is extending through the 2425 school year that is audited and closed. Then we take your current year budget and we populate that as well. The current year budget is the budget that you you have adopted and in place.
021This can be adjusted throughout the year as you do budget adjustments as a board or if there's something you know that you want to enter. And for example, the operational loan that you'll talk more about later, dollars received this year can be entered in that 2526 column. Even though it wasn't budgeted, it was received and known and impacts the forecast. From there, we have the projected years. So it's it's next year and the year after. And those are based on estimates then that flow forward. Those estimates are calculated in one of two ways. one are their formula calculated I described the FTE as an example you're putting in the assumption for the FTE but the model then is calculating all the state formulas from there most of the calculations are around think uh formulas and
022revenues that come from the state our revenue limit equalization aid open enrollment voucher um special and categorical aid for instance Then there are others that aren't state formations and the model by default casts forward. And what that means is a number in your budget this year will populate in next year's column and then it allows the district to adjust that. So, for instance, if you had X dollars in for supplies for this year, that dollar amount would by default populate again for next year. But you can come in and you can increase it or decrease it by a percent or a dollar amount in order to adjust it for a just right estimate for next year and then into the future years as well. Each year is treated independently. When all of those come together,
023we get two main forecasts that the board tends to focus on. The first is the surplus deficit. So when we look at our historical data, we can we know because that's been audited in the final what our surplus deficit was and what our fund balance calculated to. This year is just an estimate based on budget and then in the future based on the all the assumptions we have in the model and all the calculations what is it projected to be at this point in time with our current adjustments and assumptions. The other thing it estimates for you is levy and mill rate. Now this is a little early in your specific planning to be looking at that. We won't look at levy mill rate projections tonight. We're focused on surplus deficit. Um, but that's also
024in the model and as you continue to hone in on year end, that's something that we'll be laying in for conversations as well. So really the goal is to provide you information from a short-term lens as early as next year into a longer term lens such as another year out and forward. I explaining that okay so far. Okay. So in in a couple of slides, we're going to share some of uh two of those outputs examples. We wanted to start by highlighting some of the key assumptions that are in your current forecast. Again, we know that those are going to change, which also affects the output. Um but we want to highlight what's in the model and what you're seeing tonight. So our state revenue continues to control. So when I say state revenue, I'm
025talking about our revenue limit calculation, our per pupil categorical aid, our special education aid. So those I would say state controlled revenues. It's about 85% of the operational revenue that you budgeted for this year outside of the adjustment for the operational loan. So that the board approved. So when I talked about those formulas that calculate based on your the data you input, they're really important calculations and that's why we spend a lot of time talking about those variables. I don't get credit for working with you. My colleague Elise sat with Sean and Cara looking through the um how the sausage was made. They made the sausage and sharing it with you. Um but that's why we spend so much time on those assumptions because that revenue is extremely impactful. And remember that I shared this
026in the last presentation. One of the key things we know is that the benial budget provides the per pupil increase that flows into our revenue limit and that has been lagging CPI. It's about $3,500 per pupil behind where we would have been had they tracked with CPI. So, you would like a majority of districts across the state. Um, that's why you're looking at the budget and scrutinizing it so closely because not only are you um um working with declining enrollment as we have here, but you're also working with dollars for people that are facing CPI. Declining enrollment is impactful. um you like I believe it I have that hold on let me see if I if I have it handy the percent of districts that 92% of CISA 11 and 78% of the state had
027September student counts at FTE lower in 2526 than in 2425 so you like many other districts are experiencing that declining FTE on which the state bases that revenue and therefore it compounds that for people um lack not keeping up the CPI. So I'm sorry. Can I have you just what CPI is for any? >> Yes. >> CPI is the consumer price index and that is the rate at which goods and services are indexed. So the monthly we get a CPI report, the federal report that comes out. But why we keep referencing that is when revenue limits came into play in 1993, the state budget tied the per pupil increase to CPI during the act 11 time frame that got decoupled. And since then, and I believe I shared slides with that before, I can follow
028up and share another one related to this after. But since they got decoupled, there were years where the purpose increase was zero. Um, and even the 325 right now is not indexing at CPI. And so when it doesn't go when it doesn't march with CPI, it means that our expenditures are going up even if you do nothing different at a higher rate than the revenue that the district has provided. >> That's since 2010. >> It's a long time ago with no major increases and adjustments. >> Correct. Uh I so it's 3500 per pupil lagging and at about 1,300 um FTE um just shy of 5 million that's like 4.5 million that you would have in additional revenue had that continued to pace. Check my math. Thank you. I'm thank you but I'm sorry to take
029you off on that tangent. No, I think it is helpful for everybody to understand. >> So another key revenue assumption in the model is that what's in the 2527 bianial budget specifically that $325 per people increase continues into the next bianium. So we're in the middle of the 2527 so we know what it is for next year. But when we look at 2728, we're making that assumption that it will stay the same. And then we have layered in the operational loan, some of which is already received in 2526. Sean will talk more about that and the remainder that can be received in 2625 from an expenditure standpoint. And Sean will talk in more detail about this as well. Um, we can build in and have salary benefit increases for existing staff. Estimated increases for other
030costs such as utilities. Fuel is an item that districts are really scrutinizing right now in light of the current environment that I think we're all aware of. And then your model also includes proposed staffing and other budget reductions in 2627. you as a board have been working through those adjustments to your budget and Sean and Karen and Elise have built those into your model so that they're included in the output you see tonight. So I'll pause here and hand it over to Sean so we can talk through those assumptions in more detail put up the staffing slide >> and then we'll come back to the output to summarize the results. Council staffing reductions elimination eliminated positions beginning 2627 school year. Becky has organized this nicely by building and by two employee group support staff certified
031staff. I I don't know that reading all of this information to you makes sense cuz it is very self-explanatory the way it's laid out. But at the end of the slide, you will see that it is a grand total of nine support staff and 16 and a half certified staff. And the grand total is 1.259 in change million. Now, please note in parenthesis at the bottom of the screen, this is a projected total savings after reductions in proposed 2026 2027 salary increase. That salary is just shy of $500,000 total. So if there isn't salary increase, that number by logic would be 1.7 million in the bottom right corner, but it's 1.2 after any of those changes. And again, salary increase has not occurred. That's something on the agenda for May 18th. But the assumptions in
032the model in the subsequent slides you're going to see assume a salary increase of approximately 500,000. Questions about this particular slide? I guess just to state that could you just talk about the process of how you came up with all that >> uh with the supports for the staff productions. So we uh we spent the months of well month of February in conversation district team meaning all of the supervisors in addition to the building principles in conversation with administrative team in conversation with district office and assembled a long list of potential cuts. met with supervisors countless times, administrative team countless times, established a more finalized list, non-final list. Um, there are statutory deadlines as you know surrounding any kind of reductions in staff in the area of certified staff because statutoily you have to reach
033a certain outcome prior to the date and that date is May 15th. So you have to properly notify people prior May 15th to go through that whole process. So then brought those cut recommendations here to you as a close session personnel item. You gave me the green light to go ahead on non-renewals which is the May 15th statutory deadline for certified staff. Support staff don't have any such deadline of that sort because they have a letter of appointment on a contract. So within um the week of that would have been March the week of March 8th I believe it was it was the week the week right before spring break we notified staff who were going to be non-renewed and at that point uh we had two categories of information we knew for certain those
034who had received the preliminary notice of non-renewal and those who were intending to retire because March 1st was the retirement deadline. So after spring break, we picked the ball back up and talked a little bit further about the certified staff reductions. There's a statutory timeline of 15 days that needs to pass. After that 15th day passes, a staff person then is finally, I guess is the word, nonrenewed. But what occurred during that 15-day time period, many of the staff who were non-renewed simply tendered a resignation. So the process ended there with that and those were board action items that have subsequently been approved. After completing all of the certified staff um non-renewals and retirements and there were some resignations as I mentioned in there we moved on to in the month of April the support
035staff process again with a letter of appointment. It looks a little different timelinewise and we engage with those staff. Um lots of conversations again with this time mostly not mostly this time with domain principles and supervisors as well and we have um gone through that process and some of those items we've already approved in personnel and some of them you'll receive this evening. One thing that happened throughout this process, our two intents were first to make sure we did a budget reduction and second to make sure we preserve the best of educator. And we sought to do everything we could to preserve positions and people. And there's a lot of movement you're going to see in personnel, probably upwards of 8 to 10 moves of people moving from one position to the other. So we
036could avoid them having to resign or having to not renew them. We save them here in the system just in replacement of a spot that was and that brings us to your grand total of 1.75 million. That's the process for staff reductions. The other slide unless there was another question. The other slide is other things things that are in essence not people. And what you'll see here, since you haven't seen this before, I'm going to run through this line item by line item. Reduction in van transportation. So, a reduced number of routes um thereby a reduced number of time needed to drive routes. That results in 2026 27, a reduction of 19,896, reduction of one summer's uh bus route driver. We went from four routes to three routes and made sure our drive times are
037still reasonable and they are. That's a reduction of uh just over 3,000. Elimination of summer custodial positions. These are folks in addition to our regular custodial staff. That's a reduction of 24,226. Elimination of SLO coaches. And I know in the world of education, we live in the world of acronyms. SLO stands for student learning or school learning outcomes. And we had coaches that were working with staff doing that work. We simply aren't doing that anymore. Uh that's $4,800. Elimination of special ed curriculum coordinator. That's an uh reduction of $1,200. Reduction in ASAP HSA. HSA is a health savings account. The reduction of 27,000 is um on the list. Uh elimination of a bus purchase. Uh Ryan was here a couple months ago and I'm still a little surprised that the number he gave a new
038bus is $175,000. We're not purchasing a new bus because we don't need to purchase a new bus because we're not adding bus routes. We're eliminating bus routes. Uh estimated utility savings. We have documented savings in the months of January, February, March, and April of about $25,000 just by being more efficient with our energy use. That's 4 months time. 25,000 projected over a year, you're probably out towards 85,000 is what we have placed in there for an estimated budget reduction. Reduction of purchased services. And rather than read it all to you, it is there. There are all sorts of purchased services that we have. That's just shy of 70,000. Reduction of non- capital supplies. That's a reduction of 218,000. Reduction of capital objects, that's 80,000 plus. reduction of insurance and other judgments, that's 12,000. Reduction of
039other objects, that's just over 13,000. So that's a grand total of 737,000. In approximation, you're never going to get an exact number. That's 737,000 plus the 1.75 approximately in the other list. That's 2.5 total in budget reduction. If you did a salary increase, you're still looking at a $2 million reduction in budget. questions that you may have for me. I know that was a lot of information in short order. >> Can I ask a question about um estimated utility savings? >> Yes. >> What are some of the things we're doing? >> Turning lights off when they're not needed. Here's an example. On Monday of last week, we had is that last week, Monday was in service. My days are blending together. Last week, Monday, we had in service and all four buildings began their days
040by meeting in the media center to have a staff meeting. And I visited all four buildings between 8 and 9 just as a drive by. And what was very clear to me is all of the hallway lights were on. And the reason they were all off is because none of the kids were there and all the staff are in the library. So we don't need lights on. Removing strings of lights, lights that you plug in to create different lighting and you turn the light in the classroom off. coffee makers, microwaves, um any kind of other electricity source that's used to light a room. So, we have done away with those things. Further, they're also a violation of the law because OSHA says you can't have them and we've been slapped on the wrist for that
041in fact. So, that all resulted in a $25,500 savings in Maverick the course of 4 months. That's that's a sizable number of dollars. Even with the electricity rates going up. >> Yes. >> Um we have on here a reduction of services such as athletic officials and then consumable items as textbooks, workbooks, paper parts, blah blah blah. Um and how are we um planning for the reduction of those without having an impact to the learning experience over those experience >> the purchase services the non- capital supplies capital objects all of those are about a 25% reduction in department budgets uh grade level budgets building budgets and when I say department budgets I mean building the grounds transportation etc technology at 25% so that's how you achieve those numbers Uh I don't have any um hesitations in
042thinking that 25 less will still be sustainable. And here's why. Because if we find one area is less sustainable than the other, you move some money from one category to the other to make sure you make up the difference. These are not hard and fast numbers in regards to budget because we haven't reduced budget here in quite some time. Now that we have, we'll have to monitor those numbers again. But what they're not going to do is the overall total is not going to increase. you can redistribute the same number of dollars in a variety of ways. >> But I'm assuming like our textbooks I mean we don't have a lot of workbooks those kind of things and consumables. I mean I think that's just natural attrition, right? I mean because we have fewer students
043to use those things. >> Correct. We have a a curriculum budget which you're going to see next month for the 612 math order. We have a curriculum cycle that we engage in and we go through that process. We literally just met last week and you'll see that here in a couple of weeks. Uh that is where most of us ended up taking care of anywhere $140,000 there. The the you'll hear this on the 18th. One of the hamstringing parts of a 10-year curriculum cycle, which is what it used to be actually was 11 years, is that companies will not engage with us with a lease for online textbooks longer than 5 6 7 years. They're not going to give in 11 years. And I think we all know bias cuz if they enter into a
0445 6 7 year engagement, they're going to enter into another one at 6 7 or 8 years. That's more money for them. So we just couldn't go with 11 years in curriculum world is dinosaur time. I mean that's a really long time. So that's where we take care of most of those curriculum needs and we have a strong process we're going to bring to here in a couple weeks. Quinn's part of that committee. It's a real nice order. Other questions you might have for me? >> I have a question. These budget reductions are very important in order to fund uh to increase our fund balance. And how will you track these as we progress through the year? Well, some are easier than others to track as you're simply not going to purchase a bus that's
045easy to track. Energy savings. We've got cost comparisons for every January, February, March, and April going back for a long period of time. So, we can track that. we were able to do that for the first 4 months. Uh when you reduce a budget by 25% when the person gets to the end of their line in regards to the number of dollars they have to spend, there just isn't right through my email and ends up all sorts of more creative ways to do this. Uh we cut spending off on April 15th. I haven't seen an expense from since April 15th. Building principles are cut off on May 15th. I won't see any after that either. There are certain things like if you're working in family and consumer deck, you got to go to the store
046to get milk and eggs. We're not going to say you got to wait till September. That's not going to happen. So, we're able to um monitor the numbers that way as well. Um, we're reducing a van route. I mean, for the summer that or a bus route that's just going to happen. It's one less person driving, one less set of gas, one less driver, one less salary, one less benefits, one less of everything cuz it's four down to three. So, some of these are hard and fast and there really isn't anything secret about it. The other page, the numbers are the numbers. If somebody's retired and their salary and benefits is X and they're replaced with the person whose salary and benefits is Y, one minus the other and that's your savings. I mean, that's
047how we ended up figuring out the number that was seen on the previous slide. >> Is that something that um you could be sharing with the financial oversight committee every at least every month moving forward? you'll be meeting probably I would assume more than every month here um as we move forward into this budgeting cycle but would like to keep >> I would be happy to do that. Uh the staffing picture is largely complete but the staffing picture is never complete always have an unforeseen resignation in the mix. When you have a retirement, you can probably reasonably conclude you're going to hire someone in that's of less expense than the person going out because the person you're hiring in is probably not been here for 35 years. The retiree has probably been here for 25,
04830, 35 years. But I'd be happy to share that with the committee. Yes. So those are the items that I have and I think we're ready for you again. So all of that information gets layered into the background of the forecast and allows us to create an output that is more board friendly in view. And I have on the specific numbers because I know some like those specific numbers, but I wanted to start with a chart view because I think it gives a more friendly lens of what we're looking at and then we can dive into the detail. So what we have here is a bar chart that shows the revenue and expenditure comparison for actual 2425. Again, that's audited as per DPI. the 2526 budget and then a forecast for and 2728. So what
049you see in 2425 is a bar for the expenditures that is taller than the revenues. That identifies a year of what we would define as a deficit um result. We say deficit budget, it's deficit actuals technically. Um but as we're looking past, we use those terms synonymously. So that's a result of expenditures outpacing revenues. The 2526 budget and let's click forward. You can see a box uh populate on top. That budget is adjusted just by that operational loan. So that gray bar without the operational loan adjusted would be lower and you would have had and the board approved a slight deficit budget this year. The reason why that operational loan appears in this way versus the cash flow borrowing that you refunded in the process is that cash flow borrowing is accounted for differently than
050an operational loan. So the operational loan you see come in as revenue versus the cashable borrowing you would have and that's based on gap in accounting procedures. the 2627. So from a dollar standpoint, that box represents 3.5 million in 2526 for the operational loan and the box in 2627 represents 1.5 million. important with that 1.5 million even with that adjustment next year because of the reductions that you've made and that Sean just talked through. Even without those operational um loan dollars, you would be looking at a surplus budget for next year as per the current assumptions in your model that you'll continue to own as you move forward. The adjustments you made in expenditures also position you better in the 2728 forecast. And right now based on the assumptions flowing through it would also result
051in a projected surplus virtually balanced if you look at those two bars for 2728. So your right sizing that you've done this year was really important to do as we talked about in the last meeting and is is evident here in the output and is positioning you better into the future as well. You will still need to go through practice every year of of right sizing and analyzing. Um but you we made a heavy lift this year and it's showing here. The next slide shows the the detail the numbers that are behind the bar chart that we just looked at. So I'll highlight the surplus and deficit that we are mainly focused on in the forecast. You can see above it the detail revenue numbers and the detail expenditure numbers. And again that fund 10
052revenue in 2526 includes the $3.5 million operational loan receipt and 2627 includes the $1.5 million operational revenue receipt. The surplus deficit of last year the difference between those bars. So for 2425 is quantified here for you. So the district had expenditures that were about 2.16 million higher than revenues. That's that structural deficit. This year as I mentioned without that operational loan included we would have had or would have in the model a slight deficit. Remember that's the budget and that is happening right now and you're monitoring it. So that current year column will change come June 30. And there is the opportunity in the model to layer in the actuals once known. And let me clarify, you aren't going to get the numbers exactly on June 30th. There are payables and receivables that get booked
053after. It's just June 30th is the fiscal year. But shortly after we we have a spot in the model where you can update that blue column to actuals so that you as a board can see the final result and and you're seeing in the meantime your budget to actual reports but it gets quantified here and then of course that impacts the cast forward budget and in the forecasted years of 26 27 and 27 28 we'll also be um adding your September number FTE when the count comes. We'll be adding in the property value from the state which doesn't impact anything here but the levy mill rate when you're ready. The equalization date that the state releases on October 15th etc. So the um I have to quit saying so so much when I present. I
054apologize. I am working on that. Didn't even notice. I'm catching myself. what you see in the current year uh with the influx of those operational dollars uh surplus of 3.3 million as budgeted with that adjustment and what that does is bring the district's fund balance to a level of 15.3%. Really what that's doing is helping with your cash flow throughout the year. If that surplus does carry through into next year, it brings that fund balance to 30%. And then as you move forward, that's pretty steady in 2728 as per the current forecast. And then all these calculations continue to happen beyond 2728 as you as the model then moves forward year after year. So the the I'll reiterate again the the process that you did this year to rightsize the budget was really impactful in
055the forecast you're seeing here and create a favor more favorable outlook favorable outlook as we look into 2728 when there no operational loan dollars um being added as revenue and the assumptions that Sean mentioned factored in and casting forward And this is why we didn't hear you say so because we were focused on looking. Thank you. Good. Good. Um, so I just I I know I said this a couple of times. Um, please don't get stuck on 20,773,236 in revenue for next year because that number will change. We we're estimating the September FT. That's the biggest variable. Summer school hasn't happened. That count gets incorporated. Um, open enrollment isn't final until the students actually walk in the door and then come year end, they don't finalize that number actually until May. So, those are key
056examples of where it's not going to be exactly that number. It might not be exactly that number next month or the month after when you get updates. Whatever your cadence is, I'll talk about that process next. Same with expenditures. Like those numbers will change as we move forward up until the point where the board adopts the budget in October and then the final is never exactly that either because it's a budget. But what this does do is give you the ability to run whatifs and create a plan plan A, B, and Z so that as the adjustments happen, you're monitoring them. you're staying apprised of what the forecast may look like and you're able to then implement the the plan A or plan C. Um that becomes effective based on the assumptions that are better
057known. >> How how do you estimate incoming class sizes that far? >> Yeah, good question. So Chuck, do you want to speak to the process a little bit that you use with the lease or do you want me to talk about the general? >> Why don't you do it generally first? >> Yeah. So um in the model there there there are multiple ways you can do it. You can get as detailed as uh we it's called a covert survival method if and I know what survival sounds unusual but it's a methodology and it essentially takes your current students. It calculates the percent of students that move from one grade to the next and then it applies that percentage to the teacher grades and it can be done as detailed as grade level and it can
058be as detailed as headc count, open enrollment in, open enrollment out and then as it estimates to your FTE. So in the model you have that the ability to do as detailed as that. You can also be as general as we run our estimates outside of this. We have our own calculations. We have an estimate of what it will be. We're going to enter what that estimate is. So it can the model works either way and it really becomes the district preference. So Sean, do you want to talk about how you and Elise and Cara talked about it? >> Well, how would I answer it in this way, Steve? We have 4K orientation on Friday of this week. We've been enrolling 4K kids for the better part of 2 3 4 months. Um, and we
059have as high as 80 kids or as low as 60. We're looking at probably based on the information we have in house 70, 71, 72, 73. Right in there is what our projection is. Our last year's class was a 64. So that's a problem of approximately 6 to 10 somewhere. Uh and that is always a moving target in regards to 4K. But it's a helpful number to know because those 4K kids then become kindergarteners first. The numbers and looking at it, you would think otherwise, but the numbers really don't change between buildings. When second graders become third graders, the number remains pretty much the same. And the same is true intermediate to middle, middle to high school. um they've relatively been the same. What I have been told numerous times by attending CES meetings is
060it isn't a matter of home school and it isn't a matter of virtual school. It is a matter of folks simply aren't having as many kids. So there aren't any kids to have open enroll elsewhere to here. There aren't any kids to open enroll from elsewhere to anywhere because they're not as many kids. So that's a reality for all of public schools, not just here in Wisconsin, but public schools as a whole. >> Yeah, I do I do think that obviously that plays a huge factor, but I mean obviously there is movement that you see within two of of homeschooling and open enrollment. Do we know what that projection looks like yet? Just based on how many students that we have today that we'll retain, excluding our outgoing seniors and then excluding the incoming forte,
061how many we look to retain for next year? >> I don't know that I'd be able to answer that on the spot without having the numbers in front of me. >> I was just wondering. >> That's a tough question, >> right? Do we do we have a way to forecast that? We certainly do cuz we could look at those numbers and drop your 12th graders and add in your 4K graders and that would give you a pretty good estimate. What you don't know is your open enrollments if there are any that are out. Uh we've charted the open enrollments many times in the time I've been in this position and also in at the high school of where our open enrollies tend to go and our number one destination of folks here that have kids
062in Amory is Richmond. And when we've asked is we literally have done phone calling and asked folks their number one choice has been to Richmond because that's the direction they work. They live that direction. They work that direction. They go to school that direction cuz at the end of your day just use a silly example of Anderson Windows and Stillwater. If you lived anywhere near the Alvin Township, which is heading down towards Star Prairie to track there in the morning and drop off your son or daughter at any school, get to work, do your work day, come home, pick up your kid, drop, and then not pick up your kid, drive them all the way back to Amry, and go home to Amry, get them and bring them. You're picking them up in your Richmond
063going home. You're cutting 30 or 40 minutes off your day on a bad weather day. So that's what they have shared with us. Other obvious destinations are places such as Oyola, Clear Wake and Turtle Wake and all our neighbors. Um that's what all of us are experiencing cuz I imagine Oyola when they would have this conversation would say our people that are heading to St. Cy Falls Somerset anywhere cuz that's their so uh dropping off your 12th graders and add your 4K is the best way. hold that law enforcement a lot more in the next couple weeks. >> I have a question on this. The number of districts that you're working with, what are you seeing for fund balances related to what we're projecting here? >> Uh so they're all over the board. Um the
064those who have seen it grow over time have been the few who have likely grown in student count and we aren't going to get into these nuances. Um but you know based on their aid situation um may have adjusted in order to help. I would uh Oh, I did pull this for you. I will pull it for you. I pulled the number of districts who saw their fund balance decrease. Oh, 40% in 2425, 40% of the districts in Wisconsin had a deficit budget, meaning their fund balance went down. So, I would say that that has been a consistent trend throughout and it's been helped by one of two ways. One is right sizing. So districts who did what you did but maybe a year or two ago um because of the the focus or where
065they were positioned or they asked the community for an operational referendum to add more revenue. Um you haven't asked for that operational referendum. We had that recurring back in 2017 but haven't asked for an operational since. And so that is you're doing the work without asking for additional support. So I would say so it's all over the board. Those who have the operational referendum um or who have right size sooner have fared more favorably. But um there's pressure on all of them regardless. There's actually just an article I saw that um last time I was here you talked about rating agencies looking at it and there was an article about just nationwide the pressures that the rating agencies are seeing on K12 school district public school district funes. So it's not just a Wisconsin thing
066it's >> Yeah. >> Okay. So, where do you go from here? So, I said this a couple of times. Um, and I'll I'll just but I think it's important to end with this that forecast change as variables change. 4K is the perfect example. Districts throughout the state are doing their 4K round up for 4K enrollment right now. And while we know that the students in our building right now, we pass them forward. And I do have a to follow up on more detail. We can um follow up on that with you. Um, platform 4K is the big wild card. You don't know. They're all wild cards. Um, that's why we run all the whatifs. So, just remember that the forecasts change as the variables change. Um, you'll continue to update, continue to plan. So, Ch
067talks about we could do this, we have done this. Um, that's why that's important. And then um every district is different in their cadence in terms of how this is shared and used. We have some districts who use the model and it's it's purely in in their business office and they're running estimates and they're using it to make recommendations to the board as to what they should do and the board never sees the output. We have other districts who on a monthly basis the board is seeing this output updated with the most recent assumptions so that they can monitor how it changes. Maybe it's a board meeting or committee meeting and we see everything in between. So I think that's one of your next conversations is how often do you want to see this forecast
068as a board and talk through the assumptions. I don't feel it needs to be monthly. sometimes nothing really changes in that month, but then there are other months where there's a lot of variables that have come in. So, um, as you know, they'll change and continue to update, that'll be something you can talk through in terms of how you use it going forward. It won't be the last time you see it. And would that be something, Debbie, that you would um walk us through as those changes happen or is it something that Sean would walk us through or how would that work? >> Yes, usually it's it's the superintendent or business official that is sharing the update with the the board or the committee if it comes to border committee. >> Would a quarterly review
069be adequate? Do you think in our situation? >> I think so. say you you um like I said you did a lot of the heavy lifting this year so I think if anything starts to go by you could alter it but I think that's a really good place to start well we've had conversations about you know when you talk about right sizing all that work that was done one of the reasons why I asked the question was just because there was so much that went into it right a lot of time and energy and thought put into it and the conversations that we've had with Sean or I've had with Sean specifically I guess is that's something that we just have to do every year. >> So I mentioned how I started in the field
07021 years ago um when I started. So this was um this was still do you remember back when any of you on the board when there was still like the contract and negotiations? No. So this was this was a go but um you know we came every year with our tier 1 tier 2 tier three productions and we would brainstorm those in October, November. We get our model, we show the deficit, and we'd look at our list and we would say tier one was were those that we felt we could do less of an impact. Tier 2 a little bit more and tier three we really didn't want to do, but it was important to balance. And we would match the projected deficit to that list and we would just start working through. And the
071next year we would do a save as and we would remove everything we had implemented and we would rep prioritize and start again. Like that just was what we did um during the there were a couple of of times. So right after F10 with the tools that they talked about so the WRS and the health insurance changes that provided some district some reprieve not all and not equally. Um but then the pandemic funds that were awarded to districts that created a time where you you had some more flexibility that we didn't have historically. And so I think now I'm seeing districts come back to what I remember 20 years ago. It's funny how cyclical it is where they're maybe not doing that procedure that I described. That was our district specific process, but it really
072is becoming that annual. Okay, here we go. The formula didn't provide the that CPI increase. A lot of our expenditures are going up in that way. Here's the difference. How can we address it? And then you last point I'm um just I know this is a little longwinded but last point is is um for you it's also you know maintaining that fund balance that had not been replenished. So I do I do think that you made a good point of that those tier 1 2 three reductions and and then co and you know when we think about how we got here too that and and we continue talk about that we have to continue to rightsize that budget that doesn't always necessarily mean that we're going to continue to cut the employees that we have
073as well but that we need to be mindful and judicious of positions that we fill or add moving forward and what are those positions that we can do without and thinking more openly about how we um can share some of these positions that we'll see even in our our um personnel action tonight. So, um, I hate to to have that that looming effect out there on on our employees to say we have to continue to rightsize, meaning that we're going to continue to cut looking like we're going to do this again next year when that when the forecast is looking well in this case that we may we don't know what those expenditures are going to be. We don't know what the cost of inflation is going to be right now. Obviously looking at fuel
074and electric cost um that's going to be a huge budget impact I think but just to be mindful of um when people leave is that position really needed that we have to fill or can we fill that some other way. So um I think that is going to um be a bigger consideration as board and personnel than maybe it has been in the in the past. So >> yeah, I would agree and I'm not I I should apologize. I'm not suggesting that we cut every year either. >> Not not saying that. >> Yeah. I'm suggesting that we walk through the process of a deep evaluation of those those positions and and other expenses. Uh because if you don't do it one year, then you don't do it 2 years and you don't do it 3
075years. M so just to stay on top of it >> there's just so much movement >> through the year you know is what I'm saying like um that we you know should be mindful of just through the year instead of just looking at that when contracts are coming due or when those things happen. So we can adjust for that throughout the year instead of really just looking at it at the end of the year and budget forecasting. So um just something to be mindful of as we're continuing to rightsize this budget. So, and based on enrollment. So, I still want that looming thing. >> I'm glad you said that too because most often the opportunity can come and someone chooses to leave or chooses to retire and an evaluation of that. Um, if it's necessary
076at all. You got any suggestions for influencing our legislators to increase that um annual the per pupil amount. >> So, uh, yes. Um, continue to educate, invite them in, talk with them, share your numbers. That's the been the most what I've heard most influential. Um, I've seen and heard those who feel they understand school finance, when you sit down and look at some of the numbers, there's still some ahas in there. and oftentimes components that are either misunderstood or um you can build more clarity around as a board and district that's your strongest avenue. I did, you know, I did have a conversation with um one of our area representatives here from the state and um they called and reached out and asked about school finance and admittedly something that he wasn't wellversed with and
077um just asked what you know can we do what does this look like where you know he could bring to committee where sausages made there in in the caucus um and asking about all of those questions and planning on being involved in local school districts in his area and I look forward to um having that opportunity and welcoming him to to take part in in this process. So um I commend I commend our representative for reaching out in that manner. So any other questions for Thank you for the presentation. Thank you for all the standing there for the grilling and we appreciate your time and um we like to see the production of that. Um thank you for taking into account as we go forward looking at um in a couple of weeks uh staff
078adjustments to their salary and having that in front of us. I think we all had uh a budget place in mind that we wanted to see uh before we you know moved ahead and we needed to give that some serious consideration. So, this was very helpful for me at least. Um, probably for the rest of us as well as we mold through this the next couple of weeks. Thank you. Thank you very much. Thanks for your time. >> Yeah, I got it. Okay. And then um we have then some action items to get to and that is personnel action >> uh new employment contracts for Tia Breezley clubhouse assistant teacher. Kayla Frankson, clubhouse assistant teacher. Anna Gangi as a long-term substitute in high school math. Aaron Hiller, art teacher. Jeffrey Johnson, custodian. Grace King, special
079ed teacher. Heather Miller for district nurse. Jennifer Ray, clubhouse lead teacher. The following reassignments, uh, Levi Busy moving from seventh grade math to high school math. Analise Collins moving from 8th grade English to high school English. Brenda Crows, moving from sixth grade math to sixth grade math and English. Shane Curtis from upper elementary Montasauri teacher to grade 5. Teacher Haley Deleó, family and consumer consumer science teacher, family and consumer science/halth teacher Heather Han, Upper Elementary Montasauri teacher to grade five teacher that should be grade three teacher actually. uh and Katie Johnson, student success coordinator to school psychologist. Kristen Moore from 8th grade math to 8th grade math/ English Maggie Peterson Elementary teacher to second grade teacher. And on the flip side, resignations from Antonio Burger, special ed per special ed teacher. Noah Oliver, special ed
080perishia Osborne, school nutrition. Isabella Astrabower, art teacher, Hannah Robinson, special ed parah, and McKinley McKinley Wise as a school psychologist. We'll entertain a motion to approve personnel. Motion second. It's been properly moved and seconded to accept personnel action as presented. All those in favor, please signify by saying I. I. All those opposed, please signify by saying no. Motion passes. Personnel action is approved as presented. And then on to community comments. There are a couple people signed up tonight for community comments and uh I have a whole long thing to read, but I'm not going to read that. Everybody, I just ask everybody to be respectful. Um questions probably will not be answered here tonight by the board. We're here for comment. We would take those comments in consideration moving forward with further decisions and then
081questions if need to be answered would be um answered by the appropriate person in a future uh dialogue. And with that, I'll recognize Mark Andre to come to the podium from Lincoln. >> Is there one question real quick? Um the 79 page audit is that on the on the website available on the website or is that >> it usually is up yet? >> I think it's 81 includ that is available on the >> Y that was my question. All right. Um >> that was an answer. >> Just a few comments is last month in the district meeting the district administrator had made a comment that the revenues and expenses had not been accounted for accurately. I guess I expected to hear some um some information about how that was what that was about in this
082meeting. And I had I still have questions about what that means. And when it became clear that these uh soon became clear that significant cash flow challenges were to arise and the revenues and expenses had not been accounted for accurately. I guess as a taxpayer that's really concerning me that the our money isn't being accounted for accurately. Um, does that have something to do with the 124 um accounting entries that need to be made for the audit? Um, you know, and who who is um how is this what was this money from and where was it where was it are those notated in the audit? I guess is kind of what I wanted to know. Um, and I come from a law enforcement background and to me when you know it sounds like money isn't
083being appropriately used, is there an investigation going on? Have um investigative has the sheriff's department, the police department been notified of any wrongdoing? Is there wrongdoing? I don't know. That's the question I have and many other have. Um, you know, I guess recently there was, you know, I talked to a lot of members of the district who were have concerns about what's been going on. I had one parent tell me that their kid freezes their butt off every day at school, has to wear a long sleeve shirt, a sweatshirt, and a jacket because the heat's turned on. And you know, we've saved $25,000 shutting off the lights and the heat, but to what end our kids are shivering in school all day. I don't think that's a good environment for learning. Um, so those are
084kind of my concerns. I don't think our enrollment declining. I know a lot of heard a lot of comments about we're going to lose a bunch of kids that were enrolled in the monitor program because that's going away. So, I don't know what the answer is, but I just know there's a lot of questions. I think that a forensic audit would be a good place to start. I know myself and others are interested in funding this audit, many taxpayers, so that we know where our money is going and what it's being used for. Um, I don't know the process to do that, but I know there's a lot of interest in fundraising for it and it's something that I think needs to happen. I know a former classmate of mine lives in the Walkaw School
085District. 10 years ago, they did a forensic audit of their school district, which granted is a lot bigger than Avery, but they're they're starting to see their property taxes actually go down now as a result of that audit 10 years ago. So, I think there's definitely a people are going to be interested in that sort of thing. Um, >> yeah, that's all I got. Thank you. >> Thanks, Mark. >> And then Mike, is it Deans? >> Yep. >> Garfield. >> That's correct. >> Okay. >> Uh, good evening members of the district school board. My name is Mike. I'm a Christian man, a husband, father, retired combat leader of 26 years, and a taxpaying citizen in the Amory school district. I want to remind you of the sacred duties of elected office where you, the elected,
086act as the voice of your voter base. In this case, the complete citizenry of the Amory school district. You are the imposers of educational quality, progression of primary public academia in this area, and the open and responsible management of the tax dollars that this population works incredibly hard to earn. All pursuant to Wisconsin statute. You are servants of the electorate and you are bound by oath, sworn to actions which are upright, auditable, accountable, and repeatable. And you must remain above reproach. I do not know any of you and so this is not a personal attack on any of you. I point to this board as a whole. These responsibilities lie with you and you alone. I am also not here to armchair quarterback current actions, crunch numbers against you or slam the elected for past
087mistakes. There are no doubt numerous excuses that could be made for yourselves for the position that you are in financially, but I personally would not like to hear any of those, nor would anyone else in this district. The simple fact of the matter is is that the buck stops with you and you, this body alone, have mismanaged the tax dollars of my family and pretty much every taxpayer in this district. There are no excuses for this, only action. I read lots of data concerning, among other things, the shrinking student population in the district year-over-year, the massive borrowing by this body for massive nonacademic focused projects, pretty to look at, but ultimately frivolous, and severe lack of transparency from this body. When it comes to this board's ability to plainly and simply report back to the
088people of the district how their tax money is being spent and what benefit these expenditures are to the school district, the community, and the future educational goals of Amery students, I have little doubt as to the validity of the story that this information tells. It's not a great story thus far. And regardless of what you may feel, the perception is widespread. I would like it known that I am neither a state educator a state educator nor an administrator nor have I ever been. As such, I do not pretend to understand all that you do. As a soldier and leader, I was good at my job, but I wasn't perfect. I learned a long time ago that I didn't know everything. And so, I needed to constantly exercise common sense and patience, seeking accountability from people
089who were better than me through counsel and debate. remember what my higher purpose was and the reminder that I exist in my position as a representative and servant to those who empowered me. Your position falls under similar optics. And so I offer similar advice. I hope you realize that your actions have lots of room to improve. If you do not realize this, then you are likely in the wrong position and or for the wrong reasons. And I invite you to leave your post. My property taxes just for the Henry school district alone from 24 to 25 increased 17.2%. That's an astronomical number that should all that you should all be embarrassed by. I want to encourage you to take a long objective look at yourselves or have another body come in and help you like
090a more successful area school board or even an unbiased financial organizational counselor. Own your current situation and plan to correct your mess. Let the people know what you are doing and why so that they can regain confidence in you again. Tell them your plan to improve this situation while you limit spending to the utmost and provide accountability for yourselves. Make your decisions based on absolute need and with watchful eyes on your budget versus the we will worry about it tomorrow or 20 years from now approach. seek accountability for yourselves and regain an upright status from the taxpayers. Failure to act rationally and responsibly soon will cause further embarrassment to this city and her students for many years as you continue to mismanage their educational support and the money of her citizens and it rests upon
091you. I hope it I hope you take it seriously as a concerted citizen and taxpayer in this district. I thank you for your time. What are your questions? >> Thank you. appreciate your comments. And with that, that is there's nobody up signed up for community comments. And I will entertain a motion to enter into close session for considering employment promotion compensation or performance evaluation data of any public employee over which the governmental body has jurisdiction or exercises responsibility in order to take personnel action pursuant to Wisconsin statute 19.851 subc. And I will take a roll call um or take I would entertain the motion first to enter into close session. I'll make that motion. April, is there a second? It's been properly moved and seconded to enter into close session uh pursuant to Wisconsin statute
09219.851. So C Larry, yes. No, >> I Steve. Hi. >> April. Motion is approved and we are in close session.