001Okay, we're calling the meeting to order at 2:33. Um, we have a moment of reflection. Pledge of allegiance led by Trusty Crane. Let's all stand. Begin. I aliance 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. >> Great. Now we'll move to roll call. Sam Truster here. >> Trusty Murphy >> here. >> Trusty Pearson >> here. Trusty Maroy >> here. >> Trusty Anderson >> here. >> Trusty Crane >> here. >> Trusty Wagan. >> Dr. Smith >> here. >> Great. And the adoption of the agenda. >> So moved. >> Okay. Moved by Trusty Crane and seconded by Trusty Pearson. And roll call vote. >> Trusty Soil. >> Yes. >> Trusty Murphy. >> Yep. Trusty Pearson, >> yes.
002>> Trusty Mroy, >> yes. >> Trusty Anderson, >> yes. >> Trusty Crane, >> yes. >> Trusty Wagan. >> Great. And now we will move on to community input on special agenda items only. Clerk Pearson, would you read the >> Oh my gosh. This is an opportunity for the public to address the board regarding items on the special meeting agenda only. Comments on special meeting agenda items are limited to three minutes per comment up to 20 minutes per topic. A speaker may not relinquish his or her time to another person. Okay. And with that we have one comment. Um Jeremy Lure, Costa Mesa. >> Good afternoon everyone. My name is Jeremy Lur, the student board member from Early College High School. As student board members, this week we were asked to come up with ways in
003which funds might be wasted at each of our school sites. At Early College High School, I was able to brainstorm with a few peers and come up with some ideas. The first thing we realized was that our field was closed two years in a row. At the start of my sophomore year and at the start of my junior year, our field was closed for renovations on the sprinkler system and for seating projects. The only part that seemed odd to us was that it happened twice, not only once. We weren't sure if it closed twice because the first year maintenance was insufficient, but it was definitely something that piqued our interest. Another point that came up repeatedly throughout my term as student board member has been the internet services. I do not know the exact cost,
004but I assume that the equipment is regularly updated and maintained. Yet, it often feels slow to students and somewhat insufficient. Sometimes the internet on my laptop will cut out and make it difficult to do work in class. Moreover, on any mobile device, whether it be my phone or my tablet, sending a text or making a Google search is almost impossible. On the opposite note of wasteful spending, I heard some students bring up paper tutoring. We learned after this past summer that we would lose access to it. And on the topic of the budget, some students brought up education technology and paper tutoring specifically. They noted that having the opportunity connect with a tutor at any time was incredibly helpful and important to them. These were the main issues that I heard conveyed from the students.
005In closing, I typically would have presented these ideas at the regular meeting tonight at 6 p.m. However, tonight I'll be speaking instead about questions and concerns I have regarding the Banning Ranch development. So, I thought it would be best to share my budget thoughts at this meeting. Thank you. >> Thank you so much, Jeremy. And with that, we'll begin the budget uh study session. Thank you, Madame President and trustees for allowing us to do this before a regular meeting. Um I know it takes a lot of time, but we really appreciate having this discussion with you today. We will. There we go. Okay. So, being that it's February, this is all the information you see is still based on first interim data. So, this isn't a new graph for you. Um, this is our multi-year
006projection and it comes straight from first interim. We know that this year we're projected to spend more than we receive in revenue. However, that begins balancing out next year uh through concerted efforts that we're hopefully going to talk through tonight. And then by 2027-28, we're back uh having our revenues exceed our expenditures. So, what that does in terms of why we're wanting to talk with you today is we know we want to get back to higher than a 17% amount in our reserves and there's ways that we can do that, but we need your direction uh to those efforts. So, this is a photo from last year's budget study session, and it's going to be I want to acknowledge it's just going to be a very different conversation we're going to have today. Uh, we're
007going to focus in hopefully on areas that you can help us identify that you want to see some savings or see us do things more efficiently um so that we can reallocate the resources to your goals and priorities. In order to do that, I'm going to briefly go over the budget timeline where we're at today and the governor's January budget proposal. Um, it's meant to be more of an insert and a a handout than it is part of the slide presentation. Uh, because one thing we know for sure, it's going to change. Um, but I did want to highlight some of the information from the January proposal for you. And then we're going to get into the meat of the presentation, which is to highlight our expenditures, and we're going to take a little deeper
008dive based on object code into those expenditures, and then allow you to have dialogue um about what you want to see in each category. So here we are today um following our first interim report. We have our budget study session here in February and we'll be coming back to you next month with second interim. Third interim would be a requirement if we had a qualified or negative budget which we do not. Uh but I just like to put it up there so you're aware. Any questions on the format we have for tonight or preliminary uh discussion feedback? Okay, great. >> So, we know generally speaking the January Oh, >> sorry. >> Yeah, my cup is blocking. Sorry, Trusty Anderson had a question. >> Thank you. Um, on the I think it's the third slide where
009it talks about the fund balance. Can you talk about the cash flow requirements typically between the adopted versus the first interim? >> Yeah. So, you're looking at the ending fund balance, the the category called cash flow requirements. It's can be called different things. In other districts, it's called assigned um and it's usually for board goals and priorities and it's just in there because it's not not tied to a specific expenditure. It's just in the ending fund balance and that's what we call it here in Newport Mesa. >> Right. Sorry to clarify. So, is it typical for the first interim to look slightly lower than it might at the second or the final budget? >> It's typical for the first interim to look a little different than the adopted budget. Whether that's slightly lower or higher
010just depends on the year. A good example of that is when we received one-time funds, it might look a lot better at first interum because we didn't know at adopted budget we were going to get those funds. >> Yeah. The the reason I bring it up because this is what Jeff Trader always called our cash drive period. And so I just want to highlight that as that's that's the largest um deficit within that and I think that's telling from the adopted versus the first interim. It's not necessarily what will be even at the second in next month. >> Right. Yeah. As we get into uh September, October, November, those are really tough for us because we're waiting for that first big property tax revenue allocation. >> Thank you. >> Okay. So, generally speaking, the budget
011was good for education, uh, minus a couple points that I'll draw into. There was a 2.41% proposed COLA. You can see the history of the Prop 98 funding here. Again, trending in a positive way from last year to next year with the 125.5 billion. um they're paying back some of the deferrals or they're proposing to pay back some of the deferrals and also that little accounting trick for the 1.9 bill bill billion of underfunding Prop 98. What's concerning with the January proposal, however, is they are proposing to do another underfunding of uh Prop 98 by 5.6 billion. So, this is much higher than the 1.9 billion they did last year. And they're basing that on uncertainty. And to me, when you increase it by that much, there's certainly a level of fear as well on
012their part. Um, uh, and I think for the most part, they don't need to do that, right? This is a January proposal on the budget. They have time to make adjust adjustments over the year, uh, beginning with the May revision. So, they'll have a better picture of the revenues by then. So, it really wasn't necessary, but it also does, because of the revenue assumptions, trigger some money going back into the Prop 98 rainy day fund, which is a good thing. And some programs receive the COLA in the proposal and some do not. We do not receive all of these categoricals listed up here. Um, but we do receive some of them and you can see which ones are getting the 2.41% COLA and which ones are not. Outside of the COLA, there are some separate
013investments as well into some of the categorical programs that you see up here. Um, we receive all of these. Um, so this would be a good benefit for our district if it were to go through. And what's really intriguing about the proposal is there is a $2.8 billion um discretionary block grant, which is good for us. Um although they identify some state priority areas to spend it, it is truly discretionary. And for us, it would equate to a little almost $8 million. And lastly, a positive thing that I thought came out of the budget proposal was they recognize the increased cost associated with home to school transportation. So they allocated some onetime money there. So, I know that was quick going through the January budget proposal, but we also know what's going to change. But
014now I want to stop and give an opportunity for you to ask any questions or have a discussion amongst yourself. >> All right. I suspect we're saving all the questions for our expenditure categories. >> Jeeoff, I just wanted to add that um just so the community remembers, the board knows this, we have some advocacy contracts. We work like with capital adviserss to help us on issues like this. And one of the things that we'll be asking them to lean into is that any of the block grant monies are on an ADA basis, not an LCF basis. We want to make sure that our students in this district have access to those same funds. And the only way that happens is through an ADA dispersion model. So they're already working that uh in Sacramento. They were
015successful. You'll remember the last time this came up um with that same argument. So again, we're hopeful, but just want the community to know we have allies in Sacramento advocating for our students with regard to those those block grant monies. >> Yeah, it's a very good point because the work they do is very important, especially for community funded districts. >> Okay, so briefly again, this is our revenue projection almost $500 million for the year. Um, and this is as of first interim. So we'll have a maybe a slightly different figure at second interim, but right now this is a pretty good forecast. So now what we're going to do in the next several slides is go through our expenditure expenditure categories. As we dig into those object codes in your handout, you have the chart
016of accounts that shows the object code. So you can see everything that's within those numbers that I'm presenting to you. So I just want to make sure you know that as a reference point. And again, I think the one of the things we would be very helpful for staff today is identifying those areas you want to see more efficient work or changes that we can lower some cost and eventually increase our reserves and or um increase contributions to fund 40 for future facility projects. So we begin with our certificated salaries and this is all certificated. Um, so everyone with a credential. You can see that it's trended up over time almost $40 million since 2022 23. But then you want to break it down by individual categories. So we start first with these are the
017actual classroom teachers. So these are direct these are instructing our students. And you can see again you this will be a common theme that you'll see with staffing costs. They increase over time whether that be by increases in compensation or just naturally through step and column movement. Then you see our pupil support salaries. Um these are not directly instructing the students but they are supporting the work uh and um of our our teachers and the student supports themselves. Uh you can see again trending up over time. Then you have our supervisor administrator salaries. Um, a big thing that I would point out here is when we added the extended learning opportunity program, we had those afterchool programs added at the the title one schools. We also added admin interns to oversee those and they're in
018this section and that's why you see the bump and then you have other certificated and really the bulk of these costs are your teachers on special assignment. So thetosis when you look at classified salaries again we're seeing the similar trend of an increase over time. Diving a little deeper into it you have our instructional aids. Um you see that's increased from 13 million to a little over 20 million. You have our support salaries. So this will be like your maintenance and custodial. Uh that's also generally increasing over time. And then you have your supervisor salaries. So this is all the directors and and administrators in in uh classified. Then we get to our clerical. So this will be like your front office staff. And last we have other classified salaries. And um this is just
019going to be sorry I forgot this one off top of my head. It's why I wanted to include this as a reference. Oh yeah, big part of this is going to be your um school community facilitators. So it is good to note that the uh expenditure data related to salaries for certificated and classified has trended relatively the same. So they've both increased over time and that's what the the intent of these trend lines is to show. That's not always the case for districts. you can see some uh discrepancy between certificated and classified but that's not the case here. So um and that's a very good thing. So thank you. When we look at benefits the first slide you see here this is just medical so health and welfare. Um these have increased every year and
020everyone's experienced an increase in health care costs. Um I know we are looking at different delivery models or opportunities may maybe go to market or we're we're trying to explore everything. So, at least we can slow the rising in the costs of healthcare. If not, hopefully save some money and we'll talk about that when we get to kind of our consideration slide. This is all the other benefits and these are like your statutory benefits. So, they're a percentage based on salary. So, these have increased over time, but that makes sense because salaries have increased over time. And a big big chunk of this is going to be related to the retirement. So your stirs and pers and those a big chunk uh on the percent of salary. Again we see a similar trend here with
021our our benefits um not unexpected and again being experienced statewide across the board. Everyone's seeing increase in benefit costs. We look at our materials and supplies. Uh it's increased quite a bit from 2022 to 23 uh from a little over 14 million to a little over 25 million. Um, and this would be anything that's equipment purchase that's under $5,000. It could be paper, toner, classroom supplies. Um, so given that information, we we think that through natural attrition with staffing, where we look at when people leave or retire, if we could not have to replace them or rethink the work that we do, um, to not have to replace some one, um, there could be potential of $3 million in savings just based on what we know today. We could look into ways to reduce the
022need for extra hours and overtime. Again, I didn't put a dollar figure there because that gets a little complex and tricky, but that if the board wanted us to look into ways to do that, more than happy to. We can evaluate the health and welfare program and uh Tracy and I are in the process of doing that and exploring other options we may uh be able to latch on to to support our employees. Um the big thing we want to consider with benefits, health benefits especially, is you want to minimize disruption. So when I say disruption uh um plan disruption that means you have an employee who's going to a certain health care provider and if we change they would no longer be able to go to that healthcare provider and we don't you don't
023want to do that. You want to minimize that. And maybe an idea would be to reduce materials and supplies. And if we did that the the amount of budget if we did that across the board you could see a 5% reduction it would translate to $1.2 million in savings. This is by no means meant to be an all-encompassing list of ideas. This is just consideration to hopefully spark your conversation. And if you have additional ideas, we are taking notes and we will certainly follow up. But this is this is going to be kind of the helpful part for us where you can take over and let us know your thoughts. Trusty Murphy. >> Thanks. >> Um, just looking at the comparison, right, between certificated and classified staff on the salary trend. So as far as
024I can tell looks like this is this is 200,000 that the certificated are getting close to >> uh let me go back to the slide in terms of salary. >> Correct. >> Um but classified are still down at 80. >> Correct. Yep. that but again this is based on total dollars budgeted. So this is in millions for all employees. This is an individual salaries. So this is just the budget for the certificated and the classified staff. It's the total amount of the budget. So it gets to this go back to overall cost history. So you see the classified a little over $81 million total districtwide whereas certificated is $195 million total to cover all certificated employees >> and trustee Pearson. Um, well, anyways, I like I'm still a little concerned about that, but um I
025like how you say that the lines are similar, but they're not exactly >> correct. Correct. But they're trending the same, which is nice. And you don't always see that with school districts. Yeah. >> Can I add that you know a lot of the salaries are um dependent upon salary schedules. So what then that's established right that's negotiated established. What this trend shows though is as we are growing over time that both are growing similarly right based on those salary schedules. So one is not prioritized over another. That that movement is progressing pretty pretty closely. The other conversation about where salary schedules are and all that depends upon the work that folks do, how many hours they spend, etc., etc. This just represents that total dollar amount. And a lot of districts aren't experiencing that, which
026is I think the point you made earlier. And I will say this will see on the classified side because of the recent work that was done with negotiations and us having to move the hour uh calculation up to 173.33 versus 168. It caused an increase in our employees monthly wages. That will increase the trend for classified here. So it'll tighten up a little bit. >> That would be great. Thanks. as part of that too, similar to what you were saying where we're having longevity, right? So people are staying longer whereas before that wasn't happening necessarily with our classified staff, there was much more turnover and so that's one of the things that to me stands out from that is we have people that are classified that are staying for longer and so they're getting higher
027on the step schedule which is wonderful. >> Yeah, retention is very important. >> Great. Next we had Trusty Pearson and then Trustee Crane press their buttons. Yeah, thank you for this. Um, when you say reduce material and supplies by 5% across all sites, are we talking instructional inside the classrooms as well? >> Yeah, that number doesn't deviate from what type of material and supply. That's just a 5% of the total materials and supplies budget. So, if you want to be specific and say only focusing on these supplies or these types of materials, absolutely open to that. But this is based on the total budget for materials and supplies. >> Okay. Yeah, you would definitely have my vote to up that number everywhere else, but except in the classrooms. I don't feel like I mean it's
028really important agree >> to me to make sure that the the kids in our classrooms have what they need to learn. >> I think that's more important than any, you know, Xerox machine or >> so materials and supplies. We can look at ways to reduce that by up to 5% outside of our classrooms. >> Outside of the classroom. Yeah. >> Yes. >> I appreciate that. >> Did you have anything more, Trusty Peterson, or do we move to Trusty Crane? Oh, okay. >> Hi. Um, this is great. Thank you. Um, I wanted to go back to the governor's budget real quick in in the interest of the public as well so that when they hear 5.6 billion dollars being held, um, there's a there's a we the governor is legally bound to give us our Prop
02998 money, right? This is why they call these these maneuvers. Um, so the 5.6 billion, we're not acting when we budget as if we're not going to get this money at some point, right? because this money, if anything, will be a deferral or those types of um if it were to happen, which I personally don't think it's legal for it to happen. Um because I do know CC CSBA isn't is currently litigating the past maneuver that the governor's office had. >> Yeah. >> Back last year, I believe. >> Yeah. No. So can you expand on that so that the public's not panicking like we're going to be out a bunch of money? >> Yeah. You know, especially since we are community funded, we don't actually get this money anyway. So we wouldn't have a deferral
030imposed upon us, right? >> Um as community funded, we want to focus in on the categorical funds that we get and the discretionary block grants that are um allocated ADA based. >> Yeah. >> Um so there's where we see an impact to us, but not in this regard. And what's unfortunate about this is it's still being used that 5.6 billion to fund nonprop 98 programs, >> right? >> And so it becomes an IOU almost for the the 98 side. >> Because I the discussion I went to during the workshop is that California is trying to backfill the shortfalls that we made from the federal government not getting money to health services and such things. >> Right. >> So they're backfilling and so they're using some of that money to use. Okay. >> Yes. >> Thank
031you. Um could you clarify um the slide number 25 for TOSAs where it says 2223 we had a 5.8 million approximately allocation and it grew to 10 million 2526. Um two questions. How many bodies does this represent? And then where where are these SOSAs and how are they how are they supporting the classroom? >> I don't know the exact number of bodies, but that's information we can pull. Um and at the same time, we can provide the supports as well. I just didn't this was just straight from budget information, not not tied to spec specific people. >> We we do have other assistant superintendents in the room though who might know more of those answers. So perhaps they can give some context to how uh TOSAs are employed in the district especially to support classroom
032instruction. So >> if any of the assistant s want to weigh in on that answer. >> Yeah, I'll start for secondary. >> Um we have several tosses that support classroom instruction and um we have several in English language development. um they specifically work with our teachers who support our English learners um across all of the um 7 through 12 sites including our alternative schools. Um additionally we also have what we call content area tossas. So we have a a TOSA in math, English, science and history. uh those individuals are responsible for training up our teachers um in their content areas, in their curriculum, their new adoptions, and then they also do classroom support. Um and those positions were added over the course of the last um three years. Um and so we added those to
033really be able to fortify the instruction in the classroom. Um and our principles would say that those individuals are doing really outstanding work in helping teachers deliver the high quality instruction in those areas. Elementary has more um it's not as specific to the subject area. So, elementary has uh instructional tosses as well as um their edtech tosses that span the um K12 PK-12 continuum. As Carrie mentioned, there are ELD also at the elementary the English language development and all of them do several things. They do the professional development. They push into classrooms when teachers have requests for learning about a new strategy or having someone in the classroom give them feedback. Sometimes the TOSA is modeling and demonstrating the lesson. Sometimes they're side by side with the teacher. Sometimes they're giving the teacher feedback. And
034so it is part of um job embedded professional development, the job that the TOSAs do. >> Yeah. and they're also helping with um uh some of our content areas. Specifically, when we look at uh reading foundational skills, we have a lot of work happening there with some of the letters training that the TOSAs are involved with supporting our teachers with. Um we have um uh an English language arts program. Uh and the teachers are the PTOSAs are constantly supporting our teachers in the classroom with the work that we're doing with implementing our ELA program with our um science adoption. They're helping with that and also with the social studies. So those four main areas are definitely a focus area and the tossas have not have I would say Lori Hernandez is in a really nice
035job of having our tossas not focus just on one but on a number of those different areas so they can cross-pollinate and share ideas. So there's a fullcourt press on those four content areas and they're doing a lot to help support students and teachers. They also do professional development on our early release Wednesdays at elementaryaries and they're major players in the design and delivery of professional development at the beginning of school on those all teacher days and the one in November. >> So, oh were you done on that side of the table? Um, so I'll talk a little bit about who we have in special education as our TOSAs. So we have an early learning special education TOSA who really focuses on our inclusive practices at preschool TK first that area. We have um our
036four uh elementary mild mod. You might refer to them as the DST team um and they support all of our mild mod teachers um and really work on a lot of the PLT things. The same thing um from ed division. They're in classrooms. They're supporting teachers. They're working on how to do accommodations to the curriculum. We also have um tosses that are um supporting our teachers of our extensive needs, our our moderate severe classrooms. And really those are modifications they need. They're they're working with teachers on how we implement our curriculum, the uni unique learning systems into those classrooms. And then we um a couple years ago we added a a TOSA another TOSA at secondary to support our our students kind of in mild mod programs and we have a lot of students at
037some of our schools that kind of fit between some of our programs. So we added a TOSSA to support those school sites um too. And then we have um Atosa who supports inclusion. uh we have students who are fully included and it's in their IEP and and she provides support to them. We also have service providerstosis. Many of our autism specialists they are direct service providers for students but then we also have a piece of their job is working with classroom teachers and building classroom management systems, behavior systems for students. >> Thank you. >> Okay. Um, next we have um I believe Trusty Pearson, then Trusty Anderson. >> Yeah, a quick question about the tossas. Are where are they housed? >> Um, so I'll speak for secondary. Um, and thank you because I forgot to
038mention one very important factor is that um this year all of the four secondary meshtosis in those SC in those particular areas are housed at Newport Harbor and they're also teaching tosses. So in secondary our model is where they are required to also teach that content area to be able to inform that content area. That's a shift we made in 2023. Um and that's been highly valuable. Um and then our ELDto doses are housed at the best center for secondary >> at elementary. Uh they're they're in a bunch of different places. We're always kind of trying to figure out space and figuring out which sites have available rooms for them to be in. There's some Oh, and I also wanted to mention we have an arts to set as well. So, I just want that
039on the record. >> Um, yeah. So, we have them all over there. many at sites um like there's some at Wilson, there's one at Davis, there's really where the appropriate space is them is there for them and they share offices. It's um it's a communal work space for most of them. Uh but again, we're just kind of and we've changed over the years depending where we can fit. Yeah, I I love seeing them away from district offices and in the in the schools. I was just at a lunch with somebody who mentioned Atosa by name at CBM. I think it was a special ed TOSA. I mean, they're they're the experts and it so nice to have them on campuses with so that our kids benefit from them and and the money we spend on
040the TOSAs. Um, I just I love hearing that we are moving them towards the campuses and not in district offices because I think our kids really can benefit from that money that we're spending. >> And our teachers, >> our teachers, >> Anderson, >> thanks. Um, to the second bullet that you have looking into ways to reduce the need for extra hours and overtime. Um, and looking at our um, budget, the the area that stood out to me most as an area of opportunity to reduce costs is under operations. Um, we have nearly half a million dollars that is a budget line item. We have $450,000 that is a line item for overtime as needed. Um, that is higher than any other budgeted item within that section, which concerns me. I think that's something that if
041we need to hire more staff, that could be something. If we need to do substitutes, I think that's something, but I think to have a line item that high is concerning to me. Um, and then similarly to I don't know if we need to be hiring again one or two more people, but um, also under operations, we have a line item for $1.2 million for subs for custodians. I would assume custodial subs. Um, again, I think we need to be hiring some more people. That's great. We we maybe need to look into doing things a little bit differently in operations. To me, I think that could be I know that the request was maybe 5%, but I think there's some departments that have maybe swollen over time and have have just been kind of in
042looking at some of the budgets in the past, they've just been this is what's always put ahead. like every single budget, it's the same amount where it's more. It's not necessarily um a reduction in a lot of areas. So, I would like to see something like that before. Um as Trusty Pearson brought up, it we're making decisions about things at sites or that directly impact students. >> Yeah. And as I mentioned, it's it's complex, right? Because overtime, sometimes it's unavoidable when you have an emergency or we know a storm's coming, for example, we want to get our sites prepped and that happens on a Sunday. that's going to trigger overtime. Um, and the money we spend on there helps prevent damages that would cost more money. So, um, we'll definitely take a look at it.
043I think we'd want to work with our bargaining unit partners as well because there's usually things in the contract that have to u be implemented or or could be related to additional hours and overtime. Um, so happy to dig in to take a look at that though. We want to be efficient. >> Thank you, >> Trusty Crane. Yeah, I forgot to ask a um or make a comment actually. Um I'm very excited about uh being creative and in innovative and looking at our health and welfare benefits uh for different models because I I have heard of some successful ones and especially if you co-op with other districts or whatever or you create your own. I mean it's there's a lot there that can be done and at a very good savings. So, thank you for
044taking it's a big project, but it's it would could be a a great one. >> Absolutely. >> I also want to say we also have a very dedicated um JBT that we partner with our administrative groups and both of our bargaining units that are equally committed um and really eager to want to dig in and do the same. So, I just want to make sure I point that out >> that there could be some good savings in that >> to the and to the benefit of the district and also the staff, which is what the JBT is all about is collaborating with all the wings. >> Yeah, we think so too. >> Great. Thank you. >> One uh TOSA another TOSSA group I want to make sure we >> and this is be from board
045direction too is remember when we sought to expand accelerated opportunities at elementary. We did that through excited about that one. So those are new tosses as well and um building their experiences and their capacity and then building them building the experiences of other teachers for working with gate and accelerated students and offering those accelerated. >> Yeah, we've waited a long time for them. So thank you for that advanced learning and I have I have the letters that they've been sending out you know sent to me from parents. I mean people it's the buzz is out and that is definitely such an amazing um program that you guys started. Thank you. >> All right. And one more from Trusty Anderson and then we should probably let you continue because you're not happy. >> Um I just
046wanted to ask for perhaps when we go over um the second in interim but um splitting up the instructional and the non-instructional supplies. Um to have such a large jump from 2023 to 2025 or even 22 of almost $10 million. Usually we don't see that unless we're having like we saw that when we had like a math and an ELA pilot at the same time. It's really unusual to have such a large jump. So for and I know we haven't done that recently in those years. So I'm interested to know why there is such a large jump from 2022 23 to now and which section that is in. If that's non-instructional, what does that what are those supplies and materials to have that go up so high? >> Yeah. It's a quite dramatic. >> We
047can do that. >> Thank you. >> Okay. Carrie. >> Okay. >> So, now we're moving into our services and operating and you can see back in 2022 23 a little over 51 million and today it's budgeted at a little over 84 million. Uh pretty significant growth here. Um so let's take take a little deeper look at where that's at. So first is our sub agreements for services. We can't really control this too much. This is our non-public schools and we have to meet the needs of our students. Um, but fortunately, it's not a humongous number that we're having to not be able to deal with, but just want to be transparent. There are certain areas we just can't control. Travel and conferences, however, is an area that we could look at. Um, you can see
048it's been fairly consistent. A lot of this supports a professional development districtwide. Um, and there's a lot of new programs and and uh instructional opportunities that this would help support. We have dues and memberships, a very small amount. Uh, and we appreciate the fact that the district does cover this for some of our professional development and some of those organizations that lobby on our behalf. And we get into insurance. Um, this has gone up a lot and I know it's only from 2 million to 4.5 million, but it doubled basically because of Assembly Bill 218 where we got rid of the statute of limitations on and so we're paying back premiums from years past and it doesn't look like it's going to stop anytime soon. So, we're going to we have to budget for it.
049Um, so that's where we're at here with this today. We have operations and housekeeping. Um, this is a lot of our routine maintenance. You can see it's gone from 5.7 to 6.2. So, modest growth year-over-year. And then rentals, leases, and repairs. This has gone up quite a bit. And I think this is because we really started to kick off and maintain our sites um beginning 202425. So, appreciate the investment the board has made there. Um, but perhaps it's an area we can look at as well. Oh, there's this question. I won't even bring it up. >> Don't mess with the playgrounds. >> Don't mess with our bathrooms. >> Still have bathrooms. Yes, that's a that's a that is a priority for us. >> We'll need a little more than this. >> And then we have
050direct cost transfers. This is really just our in-house transportation where we're charging for like CIF travel and and athletic stuff like that and field trips. Then we get into our professional and consulting services. So you see back in 2022 or a little over $23 million today budgeted at $33.7 million. Um there might be some opportunity here to look at uh building some internal capacity and and reducing some of these costs. And then communications. Uh this is basically our phones and radio repairs. And it's the first one that we're seeing that actually came down from 2022 23 and I wanted to lump in this is from fund 40. So everything you've been looking at up to now is general fund but fund 40 would not exist without contributions from the general fund. So that's I in
051my mind this is the same money. Um and you can see that the history of services. So this is the 5000s and there's a distinction between these services and the other services we have with our projects. So these services are things such as doing renderings for projects that aren't happening but giving the board a rendering and then a cost estimate let's say. So that's going to be in the 5000s and you can see the amount of work that is increased in this area. Now, please note that because we're also going to look at the 6000s, which is the capital improvements, and that is where you're still going to get the same type of professional services like architects, engineers, inspector, but they're assigned to the 6,000s um because they're associated with a project. So, when you
052look at the multi-purpose rooms, for example, there in the project budget, there are architect fees, construction management fees, inspection fees. Um this falls outside of those because they're not associated with a project. So some ideas and these just considerations to get us jump started on our conversation is we could minimize travel and conference to only those uh conferences that we deem are required for whether for certifications that are necessary or deemed essential. So I'd make a good argument that the budget state budget um conference that school services puts on I would deem essential because we get a lot of really good important information there. So, if we reduced travel conference, let's say by uh 25%, it would equate to 375,000 in potential savings. And that's a good chunk of money for us. We could set
053a goal to reduce our use of consultants by 5% and that would potentially save about $900,000 if we were able to do that. Um, and I won't say the last bullet just because I think there's a a desire by the board to continue our investment in maintenance, but it isn't an area that we have that is flexible. And I can say that as our budget grows, the percent that uh of routine restricted maintenance because it it's tied to a percentage of our budget has increased a lot. And there could be some opportunity for us to like had mentioned earlier build internal capacity to help lower some of our service costs for routine maintenance so that um we can continue to do the same level and amount of work that we're currently doing but at a
054lesser cost because we wouldn't be outsourcing as much. >> Great. Thank you for that. Um so I have one question related to sorry my my light doesn't work. Um what is the difference between professional service utilities and the professional service consulting like what are those what's the >> like our contracts for providers like when we have providers doing X Y and Z is that called consulting or is that professional service and utility >> that would be part of consulting >> right so professional services whereas the um trying to find the it's not there so everything you see in the 5800s are like professional services and some examples of that would be like legal expenses. >> Uh temporary staffing agencies that when we can't fill a vacancy at a site, we need to bring in someone.
055Um it's a lot of those things. 5800s covers quite a range of services. Um but it also you see the uh I'm trying to find because I know you're talking about the utilities and I think that's >> Oh, yeah. No, no, I was just concerned because professional services is listed in both. So, I just didn't know which professional services what makes you a 5,000 or a 5,800. >> Y perfect. That's helpful. Thank you. Um, so now we can go to, um, Trusty Murphy, Ben McCeloy, then Anderson. >> Um, okay. So, >> on your question, >> um, so on the history of the 5000s from fund 40, right? So I mean that's considerable 386 to 2.7. >> Yeah, it's a large percentage increase for sure. Um, and it tells me just knowing what I know today,
056there was this in investment was to look into potential projects and get maybe estimates of what it would cost um, initial planning efforts, if you will, um, because that's this is driven by facilities. >> So, okay. So, actually thought I was going to have this question for you anyway. Okay. So, I was going through some things and I have the um I guess the plan that was put together for Costa Mesa, right, to expand the stadium seating and to redo the locker rooms and all of that. It's beautiful. It's beautifully drawn out, beautiful locker rooms, all redone. Looks looking very fancy. And I haven't seen any of that work actually done. I mean, I know Carrie, you made a comment to um my parents who or you let me know that my parents who are
057concerned about not being able to get to beach volleyball with a with a van. Um that the beach volleyball courts are scheduled to be built in 27. Um but for instance, so that beautiful plan has been put together, but I really haven't seen anything >> that has come out of that per se. Um, so is this what you're talking about? That's going from 300 to 2.1. >> I'm not familiar with the exact plan you're talking about, but that could be an example if it was a rendering. >> Yeah, it was a rendering. It was a couple pages. It's beautiful. >> Yeah, that would be an example of what these services are. >> Yeah. But so I guess if you're talking about cutting it, because I can see cutting it. I mean like if we're not
058going to move forward with that work immediately, >> do I need to see the beautiful rendering? >> You mean >> there wouldn't be necessarily cutting to that because remember general fund has to contribute to fund 40 for fund 40 to have funding to support a project. Mhm. >> So until we get on some type of schedule with transferring or doing transfers from general fund to fund 40, ideally on an annual basis, it will help us plan and prioritize our facilities that we can bring before you for consideration because right now fund 40 is there there's nothing left. So we need to get back on a investment schedule. Um which is why saving and finding places we can be efficient is will be so beneficial for us. >> Yeah. Yeah. because that that just seems sort
059of ridiculous. >> Can I just comment? >> I think I'm understanding why, but >> yeah. Yeah, it's a great point. I think before you got here, there was kind of this trend of let's show what's possible >> but isn't budgeted >> and so it becomes then a frustration for the community that's born on the shoulders of the trustees. There was almost this habit of showing them >> this great drawing >> and then the question is so when will that happen? Well, there's no plan for it to happen. >> Yeah. the community doesn't hear that. And so I think moving forward to your point >> Yes. >> What we have to be very very clear on is what things has the board >> agreed to prioritize else let's not show them the pretty drawing. >> Yeah.
060>> Right. Yeah. >> Yeah. And we have the list of all the projects that were approved by the board but had no funding associated with them. So we have that priority list already maintained. >> Yeah. So I I don't know that we've seen that. I haven't seen that list. >> We maintain it internally. Um I like to underpromise overd deliver. So, I don't want to >> promise any of these projects until we have the funding. >> Yeah. But it would be nice, Jeff, to maybe see that um or at least get it an update of it, you know. >> Sure. We put it out one of the weekly updates, maybe. >> Yeah. Um just to um Wes's point is Yes. Then I'll get questions about Well, why where is the beautiful locker room that you
061that you said you were going to build >> with murals >> and landscaping? >> Trust me, Murphy. I think it was probably part of the because remember we how we did that whole master facilities plan audits and there's a lot of inputs by zone and all this I think it was kind of caught up in some of that you know >> this is way before that >> and things being shared with the public but not trustees so we weren't getting renderings first either which was always interesting >> so that would be great um and I guess um my concern about being uh about reductions in um in rest in restricted maintenance, routine maintenance to restricted maintenance. So um going from a potential going to a potential savings of 7 million. So another thing that uh
062we have had a problem with is students getting hurt because we have deferred routine maintenance. Um certainly complaints from families understandably about our fields and our you know facilities not being up to you know up to par kids you know families feeling like they're not basically not getting what they're you know tax dollars are supposed to be paying for. So um so are we sure we really want to do that? >> Well he said he would he cut it. No, it's I just wanted to be fully transparent that this is an option because we fund maintenance higher than we're required to. Um >> yeah, I and I guess so I see the potential savings of 7 million. I guess my comment is I not I'm not in favor of that because there's just >> I
063think we've had so much that we have deferred for so long on our properties and you know uh we're getting sued over that and I I think we would save more money in making sure that we don't cut anything there. >> Okay. Yeah, I I think what Jeff was um kind of putting out there is um the ability to do let's say more of that work but for less money because we're doing things differently. We're using staff differently. We're using contracts differently. So not do less work. >> Okay. Could we though do more work and budget less because we're doing the work differently is what I believe he with his expertise and his team would like to investigate which would seem like then a real win-win that we're doing even more work than we thought
064we could and we're doing it for less >> because we're we're rethinking the way we do the work >> which which would be amazing. I will just voice my concern. Please don't pull away. You know, I I >> um I heard you say building internal capacity more than once today. So, I know that you're reimagining the department and I think that's probably part of the whole building internal capacity >> so that we can avoid these outside costs. And so, we have a robust M department and I know that you can um take us the right way because you do have a fresh eye. >> Yeah. >> So, let's keep doing that work. >> Yeah. And there are opportunities. I've seen them already. >> Absolutely. >> So, it's uh >> it's something I enjoy to do.
065>> So, >> we'll get there. >> Yeah. I think until our students come and tell us how wonderful their bathrooms all are, we really can't can't let off the gas on that one. >> So, next we have Trusty Melroy, Ben Anderson, Ben Wan has entered the chat. Then Pearson watch out. um under um dues and memberships, can you give me an example of um what that is? >> Sure. So, >> I mean, I have an idea, but I wanted to know like from one extreme to another. >> So, a good example would be um myself, the district pays for a me a membership, a single membership for me to be part of uh California school business officials organizations of CASBO. Um administrators get to select one organization in most cases uh that the district will
066pay for on their behalf and um that's >> something we vote on or just you get to pick it. >> We just got to pick it. It the board got to approve the contract that allowed for it, but we got to pick it ourselves. >> Yeah, I think that's the important point is that some of these things are contractually obligated. they've already been decided, okay, >> by boards that approve the contract. But there are others that aren't like if um we've been a part of for a while a CTE network that started that isn't any one of the staff's memberships. It's a district membership that allows us to advocate at the state level for CTE advances. The board could say, it's important, but things like that, let's maybe do less of that. Let's maybe ask,
067and I'm making this up, but let's ask our consultant capital adviserss to do that advocacy and not pay it in the dues or membership. So, there are different ones, but to be clear, the ones that that Jeff described are are associated with a contract that's already been approved by the board. >> Okay. >> I just was wondering if there's things on this list that we're not even aware of or and we're just paying. I'm not saying that you're not aware of, but I would be very curious to see what we're paying, who we're paying, and why we're paying them. Um I didn't know if it was, you know, I I didn't know what it referred to. >> So I'm just interested in who we're paying and what we're getting out of it. >> Yeah. A
068good way to kind of get a picture of that if you look at the warrant list that goes to the board every month. >> Okay. And then I have a more I have um um minimizing travel and conference. Um for whom? for teachers, for board members, for um >> this was an across the board assumption. So 25% across the board. It could be more or less for different folks. >> Okay. And and when they go to these conferences, are um is it is there a list of what conferences they're going to and is this something that we know that they're actually attending and is it worth our money to be to be spending or can it would be great to reduce if if it's not worth our our time. >> Right? So we do look
069at where our employees go for conferences and make sure there's a value to it so that they can bring back to our organization that value to be spread amongst wherever it's appropriate. Um and I know even this year alone we've been looking really hard and we're trying to say okay even if it's a really nice conference to have is it local? >> So maybe if it's not local this year and it's local next year we wait till next year to go to that conference. >> I mean I almost felt guilty when I went to uh the conference >> CSBA. >> Yeah. because it's so expensive and um you know the hotel rooms and everything and I got a lot out of it. I went to everything but um I just want to make sure that
070when whomever this is uh who we're paying spending this money on that they're actually getting out of it what they're supposed to be getting out of it and that's monitored somehow. >> Yeah, we're very keen on that. >> Okay, I have another question >> and I think our hope is that we we do a mindset shift, right? And the word there, the operative word was really um that is essential. Are these the things that we really need to be going to um as opposed to the past where someone would bring something forward and because we had different financial realities. >> Oh sure, now bring it back and have that accountability. But now I think we're saying let's just make sure that this is something that that is really going to benefit the district and we're
071clear how and then to your point make sure that it does right once folks come back. So really kind of a mindset shift >> accountability helps us >> also. Yeah. Thank you. >> Um as far as consulting services um prof you know spending I I just think everything needs to be brought in house. I mean, we have the teachers and we have the I think that we could reduce that that spending on just having outside um I when I say consulting I mean um like contract workers. Is that what this is referring to? >> Like when you're bringing in professional service, that would be a consultant that would be paid in that category. >> Yeah. >> I will say some consultants we have to use, right? Like so an architect is a good example of
072that. >> Well, I agree with that part of it, but I mean more in the learning aspect more in the schools. >> Um is it something that our teachers, you know, or you know, somebody in who's already employed district could take over that job? >> That's definitely something we can look into and >> we could save some money >> align with kind of the consideration of reduce have the goal of reducing consultant costs by 5% up to 5%. No, I agree with that. >> Any other questions? Okay, Trusty Anderson. >> Uh, yes. I would actually like to ask for more than 5% in that area. Um, one of the things for me that I noticed just even on our regular agenda for today is we have an agreement for a provider to do loosely based
073professional development and coaching. It's very vague what that will be. Um, and then initially we're approving the addendum today. It was originally for $100,000 and now it's $175,000. And that could be one or two people's salaries andor the people that we already have on staff. And I think one of the things that I've noticed, you know, over multiple years is it we kind of have a hodgepodge of folks that have just kind of like this like rolling avalanche of people that we've acquired. And I don't know that there's any process currently in place. if we've had people who, you know, I can think of one that has been doing consulting for us for like 20 years, but it's not even a full-time thing, but we're paying them a full-time salary. I would love to see
074I would love if it was possible to have um an internal check on that where we have is this something that current staff could do even just like two columns like is this an a value ad of something that we don't have staff that has that skill set doesn't have that capacity we need someone to come outside to do that or do we have perhaps like I mean I have no idea of the percentage right it could be like 70% of them are things that we could do in house maybe it's 20, but I don't know that it's ever been evaluated. And so when we're as when we're talking about things to me that are as small >> as, you know, in certain areas a 5% cut on something, but we have within three years
075gone up $10 million on something like this. I mean, 337 33 million almost 34 million to me. this is where we should be cutting rather than thinking about something that directly impacts students like summer school for our lower performing students. So, I just I think my my um concern overall is just if we're having a conversation about things that directly impact student achievement, >> I am not in I'm not I'm not in favor of that. And I think we've gone last year we did the like haircut route of like very very very little and those those came back particularly departmentally as minuscule cuts. So we're here because that didn't take place last year. And so I would like to ask that we think more it doesn't have to be a 5% where that's 5% when
076where we're making cuts. To me, there's some sections like this that deserve to have a much higher amount of cuts to them, particularly because we were there three years ago. >> Yeah. We don't have to necessarily tie a percentage to what we're looking at. We can just look at how we can do things more internally um and not have to contract out. >> Yes. Thank you. >> And I think following up on on Trusty Anderson's point, we we must have had the same mental thing going on. I I drew up a rubric for identifying if a contract should or shouldn't proceed. So I can share that with you after. But basically same thing like just a simple thing before we enter into a contract with any provider to do any consulting or service for um
077our district have like does this increase student learning outcomes? Yes or no. Does this increase student wellness? Yes or no. Um is it um any way to provide it in-house already? Is there anyone in a house remotely qualified that could be trained up to provide it? And just like this series of questions before we go and enter into contracts that could be 75 grand here, 100 grand here, just can we possibly do it? Can we pay one year to pilot it and then our staff learns how to do it themselves kind of thing? Um to think more responsibly about the contracting item because I think that seems to be a concern for all of us. Um, so the 5%'s fine for like the other departments if that's like a good goal, but this one seems
078like you could more targeted um have more rapid decreases in those costs, maybe if that's something that that could move um forward as an idea to just like have a plan for how to sharpen the spending in that area. Um but with that, next we have Trusty Wan and then Pearson. >> Hi. Um I was wondering on the uh services and operating um where it says professional services and utilities and this is kind of um going into the professional consulting services as well. Um I don't know if you should but it's the one that says uh yeah professional and services utilities >> which slide >> right there. So, um, >> yeah. So, on do the project are these professional services do does that include our project managers that we hired for the summer collective? >>
079That is in fund 40 and I'm going to get to that on a later slide and I will show you that, but so no, this does not. >> Okay, >> this is all just general fund. It does include the professional services, the consultants, but also all of our utility costs as well. Okay. So it looks like I mean in four years it went up you know our utilities do you think most of that is because of our utilities increased? >> I think when you look you can kind of when you look at each category you can see that the sub agreements for services almost doubled. Child loan conference has been fairly consistent. Dues and memberships again minor amount. Insurance is a big jump and that was because of the AB218 uh premium adjustment that we're
080pay paying annually. uh operations and housekeeping, modest growth, rentals, leases and repairs. This has increased a lot. Yeah. >> So, this is a significant contributor to that >> and minor. And then our professional consulting services, the 10 million. I think those are the two primary categories. >> And then on the um rentals, leases and repairs, a big jump from uh 23 24 to 24 25. Are those some of the um portables that we purchased? >> It it could be it would be a lot of the deferred and routine maintenance that is um that's been increased since that time where we're contracting out those services. So like the CUPA contract awards, etc. because I'm just wondering I that was a big jump that year and I'm wondering if it was you know our planning for that
081or our planning for the summer collective where we procured a lot more materials um and decided to do a lot more repairs at that point. >> Yeah, that would be tied to the maintenance program for sure. Yes. >> And and obviously things during that four-year time period for um materials have increased you know >> quite a bit >> four times in some of those. Um so that is you know some things we we can't avoid but um and then I had a another on the um also on the the non-instructional instructional supplies that increases now these are these some of our technology items as well. >> Oh yes it would be anything under the $5,000 would fall into that. >> Okay. um knowing um that this industry is under a lot of pressure right now
082for price increases, I would imagine that you're going to see that increase regardless if you buy more or less. >> So, there's those types of things that you're just going to see. Um like a laptop's going to cost maybe even twice as more more this year than it did last year. So, those types of things are going to be >> yes, >> it's going to be tough because of inflation and what's happening in the market. Um and then um the other thing is that I wanted to make sure as we're talking about um more considerations on um building internal capacities or changing up how we spend on on routine maintenance. Um I know we started this eight school rotational elementary upgrades last year that we were going to upgrade eight elementary schools every year with
083new bathrooms, playgrounds, whatever else that they needed, shade structures, those types of things. I want to make sure that we keep those types of promises in place because we had eight schools that received some great upgrades, but you know, all of our schools need it so that we can keep doing those those uh rotational upgrades that we had promised. Um, so that's that's where I'm coming from. Um, and uh that's great. Thank you for all this. I love the building in internal capacities, but I do want to I do want to make sure that as we're looking at outside consultants or um our capabilities in-house, sometimes there are people that are just better at it and for us to hire that person, it might not be cost-effective. Um, but also I want to make sure
084as we're doing professional services and those types of things that sometimes we go outside of our little community here because we don't want to become so insular in our thinking that we might have someone that does a something better than we can do. Um, because I don't want to make sure I want to make sure that we're still looking for the best out there as opposed to the best just internal. >> Got it. Totally understand. >> Which would be technology. technology, new thoughts of ideas on education that we might not have here >> as a consultant. I can't agree more. Yes, that's okay. Yeah, I trusty Pearson. >> Um Christa actually the her last question was mine just the selfishly the concern about um our playgrounds and our shade structures at um the elementary schools
085to are we still are we still budgeting for that? Do we have the money for that? So that's why this budget study session is so important. Uh we currently don't have any money in fund 40 to contribute for those projects. But if we save money, we can contribute money from general fund to fund 40 to get those projects back on track. Um, and that's why it's important, I think, and it's much it'll be better for us if we can get an annual amount that we contribute to fund 40 so we know how much it's going to build up over time and then we can time out our projects appropriately and then we're not making promises before the money's it the money exists. Um, we want to be able to plan it out properly. >> So,
086we're hearing less consulting and more playgrounds >> for me >> as needed. And then last up, Trusty Crane. And I'm looking at the clock. We have about 45 minutes left for everything. So if this can be the last question on this one and then he can continue to the next section. >> Okay. So u as far as expenditure from capital outlay does finishing up the Staceia theater help in these numbers because we're we're done spending on that was a ma major project. And then secondly uh I haven't heard anything about fund 17. Can we take some of that money? Have we already allocated that amount to something specific? because I know we had I think trusty answer was it was it NPR's yeah audio visual so where where were we going to go next with
087that because that's money that's we can spend >> yeah and that was reallocated to support those the summer collective work right >> um so that is another area when we talk about building up our reserves because we know fund 17 counts towards that calculation right >> that's where we want to do it >> okay >> um and so that's an area that we're going to have to look at growing as well so in addition to supporting fund 40 which will be used for our projects. Fund 17 the idea would be just build it up as a reserve. >> Okay. So not spend it this year. >> Okay. >> Prefer it is not that's not a decision for me to make but it's I would recommend that to the board because then if you can get
088it to a large enough amount it'll grow based off its interest alone >> to support the percentage increase for budget um appropriate reserve level. Anystia question? >> Estansia will help because it but it did it came out of fund 40. So you'll see those numbers um in there. >> They won't be as big moving forward. Okay. Is that why the bump at uh 24 25 almost um 4.6 >> all the work? Yes. All the all the work including Pstantia. >> Okay. Oh, >> one more. Trusty Anderson. >> Yeah, just um to follow up on that. I I wanted to make sure and maybe maybe this is a Dr. Smith thing, but um fund 17 wasn't used for over 25 years because it was attached to CPI and so we've only started using it in the
089past few years. the MPR AV project was literally the first use. >> And so I'm really hesitant for that to go back to not being used again, particularly when we've been talking about the need for things at the sites for specific purposes. And I just want to make sure I'm looking again at this item five for our agenda tonight because the tick money, the Irvine Company money has specific out designations of what the uses can be. And I don't believe that it's for construction and I don't know what these items are. It says capital reserve for capital. It says capital outlay and facilities is not what that fund is allocated for. It has really clear markers that it's for instructional enhancements. So I just Wanted to throw that out there before we approving it tonight
090because I don't know if people were aware of that. >> Okay. I'm not looking at item five right now, but we'll definitely take a look. >> Okay. So, now we're moving into our capital outlay, the 6,000s. You can see, and again, this is just general fund. It's uh budgeted for a little less than we had spent in 2022 23. And again, these are all projects or pieces of equipment that exceed $5,000. That's why they would get coded in this area. And you look at the history from fund 40, and that's where you see a dramatic increase in 2425. And we're finishing out this year 2526. So this is the bulk of the summer work of all the safety enhancements, the theaters, uh, improvements. Um, >> interesting. It's a big chunk of money and this is
091this I think would be a goal we want to set that we have this opportunity again within the next decade. Um and we can do that through prudent saving and planning and so that's really what this is going to help us achieve. So we talked about building internal capacity. Um, I'm happy to say that Lance Bitnik and I have already been in discussions about what we could do with specific with our maintenance department that would allow us, as Dr. Smith referenced, to do the same amount of work for less money. And oddly enough, it has to do with eliminating the need for all the consultant use. Um, so we're already working on that. And that's just one idea. I've heard a lot of discussion on the consultants and us will take a look at that
092as a staff, see if there's other opportunities for approved efficiency. But um right now we're seeing that based on our consultant costs versus what we we would have to do staffing wise and reorganization wise um we could see potential savings of $500,000 and still accomplish the same amount of work. So that would be a specific example of what Dr. Smith had referenced earlier. Now I want to open it up to any ideas you might have um specific to our capital improvement program or our capital expenditures. >> So I have a question about um the capital. So that budget amount that's 61 million. Um so you mentioned you know if you can work smarter not harder you can save maybe like half a million. Um is it realistic that we'll ever get to that 60 million
093without a bond? It just depends on the time. How many how long do you want to wait? Um because I think realistically you're not going to be able to contribute $20 million a year to fund 40. >> Um it's going to take a lot of time. >> Like how long? >> It depends on how much we want to contribute or can contribute to fund 40 um every year. Right now that's at a starting point of zero. >> Okay. Thank you, Trusty Murphy. But I believe the facil's master plan, the estimate, the initial estimate for the basic upgrades that we needed to do was around 2003 $300 million. And I'm assuming though we're looking at that was two years ago, I believe. >> When you look at the fac so I recently looked at it, but
094I didn't get like the basic versus the full master plan. I just had the total cost for all projects and it does include an escalator. So you had a 4% escalator year-over-year. Based on their estimate, it was about two and a half billion total. >> Yeah. >> So we're not going to be able to save that. >> Not while we're here. Yes. So, it it does beg the question of a school bond and how much that would help us reach those goals of of being able to address all of the facilities master plan ideas, issues, um asks that the community had because the community was so involved in putting together the facilities master plan. >> Yeah, the feedback was nice to see because it was all documented on the and it's a web- based master
095plan so you can get through it and see where the priorities fell. Um but yeah, to your point, uh to do the improvement sooner rather than later, it would take something like a general obligation bond. >> Yeah. And that also would reduce the cost actually of all the projects long term if we could do it now rather than waiting for them to all get more expensive. >> Yeah. As we know, costs never seem to go down year-over-year. Always go up. >> Thank you. >> And Trusty Anderson. >> Yes. Um, for this specific budget, um, I wanted to go back to the slide that you had about reorganizing Maintenance and Operations. Um, and it has on there a potential savings of 500,000. Um, I was just wondering similarly to the consulting section that we discussed if
096there is possibly a way to double that. Um, it looks like in the overtime alone, which is the budgeted line item that's been there for several years, that's $450 for uniforms and hand tools, which I know we're not buying the same amount every single year. It has been $850,000 year to year to year to year for over five years. Um, and then we have consultants. This year was budgeted for 735,000. So just with three items alone, those are quite large items that maybe could be lowered in our budgeting for the future year, particularly even if it's only just for one year, right? As we're like this year monitoring things a little bit more closely. Um so I think for me I would just ask if there's a way to up that amount as well than
097more than 500k. Thank you. >> I think we would treat those as three separate look into type of things. Um, so the 500k was specific just to a reorganization and uh limiting consultant use. So it had nothing to do with the overtime and and so that certainly if we were able to find ways to reduce the overtime as the I heard we wanted to look into earlier, it would be more. >> Yeah. Well, to me it's internal capacity, right? So to me it's connected also uniforms, right? If we're if we're hiring new people, if we're not. So to me they're kind of connected. But yes, I hear what you're saying. >> Yep. Great. I think we can move on to the final section and the final discussion. >> Okay. So, as you know, uh we
098received a large amount of one-time money from pandemic relief. Um for us, it was about $90 million. And this is just specific to one-time funding. And you see all the different sources of the funds. Um some had restrictions, some did not, some were fully discretionary. It led to a lot and still to this day is a lot of reporting. Our fiscal team is very busy with that. Um but the money is spent out. So we're finally got the one-time money. It is gone. The issue that we're having now is that 72% or roughly 66 million of that 90 million was spent on staffing. So those are ongoing costs. And so our general fund absorbs that, right? um about 10% was on materials and supplies and 18% on services. So those are not necessarily ongoing um
099but where the biggest chunk we spent was on staffing and it makes sense because there was a lot of support and services added for our our kids with the learning loss and recovery that uh we were trying to address. Um and we still have some of those needs today. So, I just want to acknowledge that we've we did receive a large chunk of one-time money and we did spend it on areas that were ongoing. So, speaking of ongoing funding, we know that there's the expanded learning opportunities program that goes to support our afterchool programs, title one schools, and our summer school. And the reason we're having this budget study, one of the reasons we're having this budget budget study session so early this year is because we need to get your direction on summer school.
100Um, we were able to expand summer school quite dramatically because we the first few years we had significant carryover and you can see that on this where the beginning balance went up to over 4.3 million in 2023 24. However, since then, um, it's gone down to the point where next year we are not going to have any care. So, it's about 50 cents in the negative, right? So, we're we're going to use next year's full allocation of ELOP to support the after school programs in this summer school. When you look at the cost of summer school, this is the last three years, and that's where we come up with it's about a million dollars per school because we had four schools in summer school last year. You can see it went arranged between 3 and
101a half to 4.2 million. So, one of the things we're looking to get your direction on is we would propose doing summer school at Wilson, Whittier, or College Park. So, going from four to three schools. Um you can see there's reasons up here for um why we think there it fills the need for our summer school program. But more importantly, I think uh it's it's important to point out that um we would have to prioritize enrollment. So title one and upp students will get first priority. Non-title one but upp students second priority and then non-title one non-UPP third priority. And it would likely or could lead to a wait list. And that's so that's why the having those priorities spelled out is important I think for your discussion. So we do not get requests for
102summer school. We uh make recommendations for our students to attend summer school. So there is no list of requests that I can provide but we do our staff our staff um provides recommendations to families. The next few slides you can just see the history of our enrollment at summer school. This is from last year. in and you can see the previous year in 2023 24 and then 22 23. So, with that information, we're looking hopefully you can provide us some direction on what your thoughts are on summer school and offerings, the prioritization, potential weight lists, um, and knowing that we're getting we are starting with zero in our ELOP. So, it's going to be tight. It's going to likely require general fund support um because ELOP funding is we it's going down slightly. So >>
103well and just to set a little backdrop before we start this I'm sure passionate discussion uh these three sites are with ELOP funding and ELOP funding comes with requirements. It has to be full day and we have to prioritize the students in the way you saw listed. As we've said in past years we can build out summer school. This year the question is we have the funds through ELOP for the students who need it most. If we want to expand out and we and again we have to do the full day we have to go to six. That is one of the ELOP requirements. If we if you choose to expand that part of it why we only suggested three is simply for the funding that we have for this grant from the grant for
104this purpose. If you want to expand that with other funds somehow, we can certainly make other options work. But with the funds we have, these are the three sites we propose. >> Yeah, thank you for that clarification. So, yeah, it is clear that those three sites are what we have the actual ELOP budget for and anything else would go into um all of these cuts that we're trying to make. It would just be making that harder. Um so with that um we'll go to Trusty Wan Pearson and Crane. >> Can um can you explain on the on these charts because you say College Park, Kelly Brook and Newport Heights, the JennaN enrollment title one schools what? So I I guess I'm just kind of confused on these charts because that's not where we had summer
105school, right? And those years. These are our title one schools that had summer school because what we were showing is where our title one students go to school. So in title one schools when we offer summer school that gets the highest percentage usually of students where we had non-title one schools and I can certainly share that with the board at another time. the percentage was only 30% title one students and 70% non-title one students and for ELOP and ELO P EOP funds that isn't what we can do in the years past when we had all of that one-time money and we were like we could do a lot of things with that one-time money and there were a lot of students who had postpandemic needs in a way that we were able to serve with
106that onetime money >> I guess I was just looking at this and I'm like I don't I think we had a summer school at Newport Heights the last two years. It was at Mariners. >> No, it was also at Mariners, but it was at Heights as well. >> Oh, don't think so. >> Christy gave me this information so I can double check, but >> yeah, double check that because I don't I don't know if that was the case. Um because I know Newport Heights was getting roofing done >> and um and a new black top. So, I don't I don't I don't think that's the case. But um but what I was hoping to see on this data is how many non-title one students did we have enrolled um in summer school on these uh
107>> I can get you that information and you can see from the title one sites and these sites if it's nonup those are non-title one students. >> Okay. because I'm just looking at I I would love to be able to see how many students from the non-title one schools went to and and needed summer school because as a parent who has used summer school when my child was suggested that they go it was very very useful. Um and I think you know I'll say it again but I think public schools for all regardless of where you live. Um so I would like to see that opportunity for all students that need it. Um and you know if there is something where it's like education in the mornings that would be great and if there was
108something in the afternoon for those non-title one students that say they can you know pay in addition for some kind of enhancement you know what that or enrichment I should say that would be I think something that they'd be willing to do. Um, but I just think that not having those for those struggling students just because of where they live is kind of uh >> not the Newport way. >> It it's not the Newport Mesa way, but I also think it it's it's reckless for our students. Um, so I'd like to see um a a site to add for those students because all students have needs, right? So that's my input. Just to confirm, we were at Heights last. >> You were at Heights? >> Yeah. And we do have a proposalish that we could
109do an AM only at other sites as well. If again, you have the bigger discussion about the dollars and the budget and where you want to spend it. But if you wanted a lower cost option, we could do an AM only, academics only, and open the site up for other entities to do the enrichment services like we do now at those schools after school. So that is another option and we think that would cost us about 500,000. >> Trusty Pearson. >> Well, ditto what Christa said. Um first, thank you for for all those years of that amazing summer school program. I mean, I think that Newport Mesa put their money put that onetime money in the best spot possible for all of our kids. And I think that's why it's so hard for us to
110let go of it because we know how important it was to our parents. We know the scores. We know our scores went up. We know we know it worked well for our kids. Um I do have a problem with not offering it to our Newport Beach in our in our area. I do we have kids that need intervention. We have kids that can't afford enrichment. Um, and I don't think it's I don't think it's right. I don't think it's fair. I do think it's it's reckless not to not to do that. Um, so yeah, I'm all for all for giving them that intervention, at least one school in the Newport Beach area. And I know our parents will pay for that. You know, we talked about this earlier. Um, having them pay for an enrichment
111park. You know, if we went all day, they I'm pretty sure most of them would want to would be happy with that. Um and I I walked those the campuses every summer that we had it. I mean it was like Disneyland. I mean I think our teacher ratio to kids I mean there were three four I mean when we walked there were like three teachers in every classroom. I mean it was it was just amazing. Um may we can definitely doesn't have to be we can definitely cut back on that. Uh but just offering a few things, you know, the music and the and the plays or something we can cut back, but I it is really important to me that we do offer um some sort of summer school in the Newport Beach area.
112>> Trusty Crane and then Trusty Anderson. >> Yeah, Ditto, Trusty Wand and Trusty Pearson. I think there's a need for schools. They're not only Newport addresses, it's pretty much um south of Newport Boulevard. We need a site south of Newport Boulevard and south west I guess whatever you know what I mean. Um and there's no question that there are needs of students also south west of Newport Boulevard that we need to offer for our community. Um, I think not only is it and we're trying to achieve an like a close the achievement gap, we're also trying to close the opportunity gap and we need an opportunity for all students in Newport Mesa, including the, you know, southwest of Newport Boulevard. Um, I do have a quick question. Um so the chart shows uh is it
11355 55 58 um that the cost is a million dollar a school for summer school to keep it to have a summer school program the one that said >> that's the summer school program that we have run. So that's >> that's a Disneyland that's a full day. So if we So if we if it cost a million dollars a school and we went down a school, why is it still about a million a school? >> We didn't go down a school. That is again that is the title one schools and their data. I can get for you the board. We had four sites last year, >> right? So that's why it was 24 25 was four million. So then if we're going down to three for next summer, why is it still 3.889? That's this
114past year. >> Was it this past year? >> No, you have it. >> Oh, is that is that the year that we're going into >> fiscal year? >> Oh, okay. Fiscal year. Got it. Okay. >> Okay. Because wait, it still doesn't >> doesn't make sense. >> July July. >> Most Yeah, most of the summer school >> July to July. Got it. Okay. And then um are those 100% funded by ELOP or is there any the the summer the summer school the proposal that you were proposing is it all >> they were yes we were able to do that because of the carryover from those first two years >> and then I noticed that in the governor's budget um there's no cola adjustment so if we were to move forward would that be then um absorbed
115by the general fund >> general fund >> for those el schools that I mean for summer moving on programs and all that. >> So, we probably make need to make sure that we >> account for the loss of cola according to the governor's budget, right? >> At this point, I'd just be cautious um and wait for the May revision, but between May revision and the budget adoption, there might be changes as well. So, I think the conservative approach is you just assume it's not going to happen. >> Okay. And then branching out a little bit. Um, are we still going to um offer a summer lang language program for our EL learners at Mesa like we did in the past? >> It won't be at Mesa, but yes, there will be a summer language academy.
116There will be a bridge program. There are secondary. >> So, we're going to maintain all those because secondary, we didn't get a lot of info on secondary. >> Any changes in secondary that we need to be aware of that affects our budget or decisions? Um all of our um opportunities will be maintained this year. We are offering them differently and they are more cost-effective. Um we will be at T-winkle this year because um Costa Mesa is uh going to be painted and new asphalt. Smiles all around. >> Um so that school will be um basically shut down for a little while. So we'll be at T-winkle, but we'll be offering summer bridge there. Um we will have um online opportunities for students to take course work through um Monav Vista. will also have a partnership
117with mountsac uh which is also online where we can send our students or our students would be able to have their content delivered asynchronously. Um so we've um also widened the opportunities and also um dual enrollment college classes will be offered um and we've also reduced our cost by doing that. >> Okay, thank you. Uh that's it. I just want to reiterate that we would like an option on uh I'll say it again southwest of Newport Boulevard. >> Definitely heard. Uh Trusty Anderson then Trusty Murphy. >> Thank you. Um following up on that, I wanted to know because I I was really impressed by the changes. Um I think it'll be great for secondary. Do you have an estimate of those cost savings >> not having so much onsite? Yeah, I do not have an
118actual dollar amount. We can go ahead and get that information for you and provide it to the board. Um, but we would definitely be saving in personnel costs. We wouldn't be hiring as many teachers. Um, you may remember in the past I've stated that finding summer school teachers at the high school level is very difficult and so at times we end up hiring people outside of our organization. Um, which has been problematic and challenging. Um, but we can definitely provide you with some numbers. >> Yeah, I think that would be really helpful. I also think it's great to do dual enrollment for kids who may not have thought of doing that. That's I took geometry in the summer and it was great and I got to meet people from the whole district. It was a
119lovely time. Um I want to echo the concerns about offering it at only three sites. Um for me in looking at some of the data that we have recently received I think it's clear that particularly because we don't offer transportation for summer school there is a need for summer school specifically at Polarino which is walkable from Sonora and Killybrook. Um and I also based on some of that the data that we saw I think it makes a lot of sense to have at least one at Eastluff and maybe somewhere else. Um, again, for me, I think we're here for student achievement. One of the conversations I remember really well, um, that Trusty Wagan brought up, it must have been in 2020 or 21 when we started doing summer school again after, um, having, um, robust
120conversations with previous board members was bringing it back so everyone who needs it has access to it. That was something that was a value of all of us. And I I as I think I've told several several people in cabinet, I was equally surprised to only see it at three. And I think it's problematic. I think if we have students, particularly if it's um high need students who need that support to not offer that. To me, I also have a big problem with it. I think that's what we're here for. I would love to eliminate two $2 million, $10 million in consultants before we're thinking of doing something like that. So, um I also support our students um really getting the need these needs met in the summer um and thinking about it creatively if
121that's in the mornings or whatever that looks like. But I think it's really important that's available across our district. >> Great. And I before we go to Trusty Murphy, I just have a clarifying question. What does transportation look like for summer schools? Can you clarify staff? Yeah, I >> we don't offer it. Okay. ESY does um but ESY is not included in these calculations. It's separate and apart >> in money only in funding only other than that. >> We really are it hasn't been offered for at least two years. Correct. >> I'll double check with Christie, but I mean that's one of our cost-saving measures. >> Okay. So, there's no transportation to any of these sites. Okay. Um All right, Trusty. >> Well, yeah, seems like transportation is a problem, but um I just wanted
122to voice that. Yes, I think that we should still have a site on the um on the Newport side or east side Costa Mesa. I've talked to the principal at Newport Heights. I know that some of a lot of our students that go to school over there um maybe the the school isn't um technically a title one, but there's plenty of students who qualify or could qualify um that they're close to being ti those schools are those elementary schools are close to being title one. So um yes, I would like to see another school site um as well and even if it's just the morning academic and certainly the you know the afternoon enrichment but I think we have to offer that opportunity to our kids um to all of our kids who might need
123it um across the district and is there a poss could we look into if there was transportation offered could some of our kids get to summer school if they don't live close to it. >> Just to clarify too because I misspoke. We do offer transportation for ELOP students. Again, this is where >> if the board has the desire and the budget is identified, we could transport other children, but ELOP transportation for UPP students. So in the past, >> even if there were children who qualified for ELOP funds in any part of town, we could get them to wherever summer school is. So it didn't restrict >> and we did have ELOP students from other schools, for example, I'm sorry, >> UP students. And remember in the language of the um grant up is foster youth,
124lowincome and English learner. That's how the governor that's how the money is described. So for example, we have had students from Eastluff attend other sites when it wasn't at Eastluff and providing transportation is something we could use the ELOP funds for. So then it is the case that there is transportation for the students that are the upp students. If they live in Newport, if they go to East Bluff or Anderson, they still can get transportation to Wilson Whittier or College Park. >> Yeah, it's not doortodoor. It may not be convenient for families. I mean, there are a lot of ifs in the transportation world. There are a lot of in the transportation world but yes there is transportation. There are buses flowing. >> Okay. Thanks. >> Yeah. No, that would be my concern is that
125those students who would qualify from you know from the Newport side would be able to get to summer school. So >> qualify as UP students. And then I do know that there's been discussion about other students who would also benefit y >> from summer school. >> And I know we didn't uh I think Jeff you mentioned waiting list. So or do we have waiting list >> in the past? We've been able again because we were flushed with these onetime monies. We were able to serve all the students who applied. >> If we limit ourselves to ELOP funds this year, we would have to generate a waiting list. >> A waiting list. Would you then be able would your like spot on the waiting list be determined on whether you qualified? >> It depends on how
126we're funding it. >> Okay. >> Trusty Anderson, >> would it be possible using some of our data tracking to see what some of those numbers look like? If that's looking like 15 or 20 kids from one school out of four or 500, to me that's and particularly even if we I mean as a worst case scenario if we charged a minuscule amount for transportation if it was more than two miles like I think I for for me I would just like for us to think kind of out of the box about this. We've been doing it one way because we had these funds but I think you're hearing that it's a priority for us to continue offering this and maybe doing it differently. I just think think it would be great even if a student
127if a student is high in need and they're they need this assistance even if they're not unduplicated to me we still need to figure out a way to meet those needs >> even if we need to find a different way to >> fund it we work with transportation but I'm sure we'll get creative I'm sure Jeff heard all your passions >> forward to summer school and bathrooms Jeff >> Yep every meeting bathrooms I've heard I've heard Lagouna Beach has really nice bathrooms. >> That's where >> I'm kind of hearing a consensus then you want to look at exploring uh having a summer school on the Newport side. Um possibly AM academic only with pay for enrichment in the afternoon and then we'll talk through some transportation opportunities if they exist. But >> at least for
128summer school planning, it sounded like everyone was on the same page with the >> AM academic and then possible enrichment pay to to do. >> Yeah, >> that sounded that sounded good. >> I see. >> Yes. >> Okay, >> so I'm just going to end with this is our multi-year projection. You saw this at first interim. We know our our goal is to get back to above 17% reserves. Um we are still in good financial health. Uh, but we want to be better and I think that it's a goal and a priority for our board. I appreciate you entertaining my not so much somber, but really uh direct look into our expenditures today. I think it was a very different tone >> than what you had last year. And so I knew it would be
129a little different. Um, but I think we're fairly clear on exactly what we need to look into and um where we can find more efficiency within our our operations and help our budget. So again, if we were to do everything that you saw as a consideration, it would get us up to 16.4% in our reserve levels by end of next year. So obviously we're not doing that, but I think it's a good marker, a good way to show that we have potential where we can make more efficient decisions and it will have an immediate impact on our reserve levels. >> Great. >> With that, any final thoughts? >> Thank you. I think um Trusty Mroy and Crane >> um I just want to thank you for all this. Um I have I meant to ask
130this earlier. Is there in this area um in this budget, does it show um the money that we spend um on our food and um that we provide for our children? Is that in this budget? Has it gone is that anywhere in here? >> A great question. No, this was purely general fund. So, nutrition services is a separate fund, fund 13. >> Um so, we can certainly pull that information for you, but it was not >> if it's gone up. Are we spending more of this? Do you know? >> I I'm almost positive we are because I believe our um participation in the program has increased. >> Are we adjusting the um um the menu to be I mean I've heard some complaints from the kids. They get pizza every day and stuff. So is
131that something that we can discuss at another time in the bud, you know, regarding the budget and what is spent on the food >> and what type of food we're feeding our children? Yeah, that would be separate to specific uh nutrition and I can tell you that they >> they are making menu modifications and talking to the students and uh um so that is happening but yeah, I think it's definitely something we can talk about. >> But please don't take the pizza away at CDM. It's the only thing my daughter eats. >> So please don't. Um and yes, there will be a big walk out. Uh, Trusty Green. >> Yes. Uh, first of all, I want to compliment um everyone who had a part in this uh because this is probably the most robust conversation
132we've had about the budget and also the most insight where we actually understand and are making decisions that are impactful and educated. So, thank you very much because I know this this was a lot of work. So, I appreciate the transparency. I appreciate the candidness and also the thorough information that you shared with us. Um, so thank you. >> Thank you. >> Yeah. And the way you did it, Jeff, the format was fantastic. We I feel like we were able to get our parents' voices to you. >> It was excellent. It was very well done. >> Yeah. Just this ser serendipedicusly, whatever you say, serendipitously. Um, I had gotten a a text today from one of my constituents. um will do you know anything about this year's NMUSD summer program and then said something about
133the fact that um the summer program has been amazing and we would love for the kids to be part of it again and that's without me soliciting any information from this family. Um I I did have a question are these these numbers are are we are those based on our property tax revenue being at what percent again? Uh good >> the revenue. >> Yeah, >> that 7% growth year-over-year. >> 7%. Okay. So, are we projecting anything different moving forward from what you've heard or >> not at this time? Um however, if you recall, we had um >> speaking of consultants, we had a property tax revenue consultant. >> We we approved a contract for that. >> We just got their their forecast >> two months ago. Yeah. We just got their forecast and I haven't
134been able to dive into it yet, but um so they may change at second interim, but we'll be able to call that out. >> All right. We look forward to that. This is important consulting because we we're not experts. >> Yeah. >> We don't we can't do that internally. So that's a good expenditure. Um but and then secondly are are we at all considering revenue based um an approach that's revenue based as far as our balance sheet like looking into our re the lease renewals uh ways we can increase our revenue in that sense or I also mentioned like developer fees um I know Kos Mesa's very kind of building there's plans for arena also Newport but not yet as much to the degree. So are we also looking at that side of the balance
135sheet to increase our revenue and get a little more comfortable with you know that? >> Yeah. So our lease revenue is very minimal, very small right now, but I think we have a really great opportunity through our strategic planning exercise to look at other opportunities to collecting revenue and helping us on that side of our our budget. >> Are we allowed to do triple net leases? >> Triple net leases. >> Yeah. >> I don't know all that. That's an Andreas question. Um, >> but we are somewhat limited with how we can lease out our properties. Uh, how we can use the revenue in some cases like if you sell a property has to be used on facilities improvements versus if you lease like what we've been looking at for ground lease, it can be used
136for operational costs. So, it's it gets fairly specific. >> Okay. I think I think triple net is when um the uh le uh pays for the costs of maintenance and things like that and taxes. >> So I just wondering if it's something that we can kind of start delving into and I know that you know we a lot of our leis are nonprofits and everything but you know classroom first kids first. One thing that I can give you a finite example of is in Laguna Beach, they had sold a elementary school that they closed with the option to repurchase it back in 2041 for $1. So that's a way you can transfer all the maintenance costs to them. And yeah, so there's options like that that exist that would be very similar to that lease
137option. >> Okay. Awesome. >> And then also le lease terms, you know, not not too long of lease terms because I know we have one right now that's 30-year lease. just like what >> because things change. >> All right. >> And along those lines, um this morning I actually went to a webinar that was I think put on by your group Caspo, right? Is that >> which we pay your membership fee to which is very useful. >> Caspo does useful things. Um it was the federal fiscal and political impacts on student mental health and wellness and and it was talking about to trustee Crane's point about feifer service models where districts can get higher reimbursements more more widespread reimbursements for mental health services. And so I've shared that information with staff and maybe that's something
138that we can look into. Um because you know those of us with a student athlete we give the district we give you guys our insurance information. I think if anyone goes on a field trip abroad, they give you the the insurance information. Um, if you have an IEP, the district gets your students information. But if there's a way that we can just at registration maybe get every student's health insurance information so that all of these service, we have so much invested in counselors and support services just to make sure we maximize our reimbursements on all of those so that we can make some profit off of it. >> It's a great point. Thank you. So I shared it with Carrie and folks. >> We we had a contract for that. We had someone that was
139doing that heard and then someone else, but we never heard how much. >> Yeah, they're doing some and it's not like full scale yet. So they're going to look into it. >> So with that, I guess we can at 426 adjourn. >> Wow. >> Okay. Thank you so much. That was really excellent. >> That was great.