001I'd like to call the meeting to order. I'll take roll call. Dr. Weir. Here. Dr. Wiley. Here. Mr. Brophy. Ms. Connor. Here. Ms. Kratz. Here. Ms. Nyman. Here. Mr. Radcliff Grove. Here. Mr. Panarello. Here. Seven present. We all rise for the Pledge of Allegiance and a moment of silence. I pledge allegiance 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. Good evening, everyone, and welcome to this evening's Finance Committee meeting. And uh just as as a note, uh the district will be represented this evening both in the committee meeting and the Committee of the Whole meeting by um Mr. John Mervich um with McNeese substituting for Mr. Soltanic this evening. So, we're going to begin our
002um discussion this evening with some information uh update on finances, uh our budgeting process to date, and uh some capital um things that we wanted to re-express with you, um, from our former capital projects, or excuse me, facilities committee meeting. So, I'm going to turn things over to our CFO, Mr. Lenz. Thank you, Dr. David Eiser. So, first to give an update on investments. Um, one of the things that when we looked at our history, our budget to our actuals, was the ability to not only maintain our interest rates, but also to grow interest as both a budget number, um, as well as with regards to stability. So, we've really built out during my time here a cash flow model for our investments. Um, if you're not aware, to give you, um, a summary of
003our cash flow, when we start the year in July and August, we really don't have cash that's coming in because we're waiting for property taxes to be paid, we're waiting for our state subsidies, and as we hit late fall, cash flow hits peak, and then we really just get subsidy reimbursements throughout the year. So, since the majority of our cash flow is coming in in the earlier part of the year, the more, um, succinct we can be with how we spend our cash and invest the cash we don't need, can yield us better returns on investments. That's because a traditional market model, the longer you go out for investments, the higher the interest rate that you're going to receive. That said, we have funds on hand, both in the general fund we'll talk about first,
004that we never really touch because they are a part of our fund balance for stability. Uh, we don't d- need to dip into them for cash flow, um, during the July, August, and early September months. And so, we actually, um, can manage what we need to dip into and go even further out with investments over the longer term. The board also has several other funds, a debt service fund, a technology fund, a capital projects fund, and those funds are really budgets that are accessed once a year. So, we can look at what the long-term capital plan is, what our long-term technology plan is, and be able to, again, accurately project cash flow and model it. So, what actually is behind what I'm presenting tonight is the fact that I've built out and integrated into our
005banking data a cash flow model that will track cash in and out and then enable us to get a handle on what funds we can invest. Furthermore, when we go out to do investments and we do we do investments, we try to follow as um all local governments do, all school districts do. We want safety in our investments, meaning we don't lose them. We want liquidity to be available in our investments for when we do need it, and we want yield. We want to maximize that yield. So, actually, in going through what I'll share we've been able to do to date, we've actually competitively gone to banks in the marketplace, including our own current banks, and leveraged to get the best interest for the district. In this case, we've done so far as been within
006our existing financial institution, Pliggit, which is approved. But when you look at what the investment program started with, we had rates as low as 0.79%. If anyone looks at what you're earning in a checking or savings account these days, that's a lower rate. Our average rate was 2.38%. So, going through that process of looking at our cash, looking at what we could um, identify to, you know, yield over the longer term. So, longer term meaning um, this goes into a safe guaranteed investment pool with PLIGIT for local governments, um, but it has to be in there for a year. Um, just that process will yield us an additional $33,000 in interest and still allows us to meet our cash flow needs for the district. Um, also wanted to give you a perspective when we talk
007about this in a program, um, we're really garnering 3.6 million right now in interest across all of our funds. Debt fund, food service, capital, technology, and debt. So, how is this a pivot? Traditionally, we kept uh, $105 million in low-yielding accounts. So, if you think of the difference in rates between a savings account and a checking account, we essentially were keeping it in that lower-yielding account, but not needing to spend it. Um, we had higher-yielding accounts that held 28.6 million on average. The challenge with this is that when you have money in a low-yield account, not only are you not earning interest, but the minute that rates change in the investment market. So, if there's a down decrease in the Fed rate, um, you're going to experience that and it will hit your budget. So,
008as we build this out for the long term, it not only generates additional revenue for now, it creates stability because those funds that were transferred to PLIGIT, they're there for a year. We know we don't need them. Whatever would happen that would trigger rates, we're locked in with that. Now, there's also the offset to consider that whatever we lock up, we can't, you know, undo if rates get higher, but the goal is to create what's known as a laddered approach so that you always have funds that are coming due in this that you can then take advantage of a market high or that you only have a small portion of funds coming due that are now going to be susceptible to lower interest rates in the market. Questions on investments. Mhm. Just timing. You never
009know if some emergency comes up and we're locked in, what are we going to do? So, as part of this model, we've trailed back our cash flow needs including most recently, which is the most extreme situation I believe all school districts have faced, which is not having a state budget passed and not have any any state subsidies flow until the end of November. And so, based upon that model, we have a a safety net that's built in of cash that we need um to maintain any idiosyncrasies in our funding. The good news for schools is that because a school like ours has majority of the revenues through property taxes, those are stable. Um those don't decrease to the rate that if we were funded by sales tax or earned income tax, that there's an offset
010that responds to economic pressures such as rising gas prices or something like that. Okay. And now, I'll talk about uh our budget update. So, I want to start off and give you um a history and talk a little bit more about the Act 1 index. Um so, the Act 1 index is the maximum taxes that a school district can increase to every year. But, it's comprised of two factors. The statewide average weekly wage and the employment cost in index uh for school districts across the nation. So that together provides us with the adjusted Act 1 index for Boyertown and all school districts there. It is a lagging indicator, so the index that's published every September is based upon prior year data. So we have to keep that in mind. So when we look and we
011start, you know, with the far right of what we're looking at with rates, you look at the pandemic and in the pandemic there was significant inflationary factors. There was significant additional costs on schools. Employers were forced to pay more based upon the need to attract a workforce. So as that hit, we really saw it 2 years later the Act 1 index really come to a peak at 4.2%, 5%, and 6.4%. Um as a whole. You don't have to increase taxes. The Act 1 index, it's a metric. Um the next um row demonstrates our real estate tax increase uh for Boyertown. So in 2016-17, we had a 1.29% tax increase. Um and then we had tax increases that in two of the years, 2018-19, and 2019-20, exceeded the Act 1 index. So how's that possible? So
012school districts have the ability to take out exceptions. And in researching back, the district took out a special education exception and a pension exception to increase above the index. So what that meant was in those budget years, the data for the district demonstrated that the cost for special education and the cost for pension were rising above the Act 1 index that was given for that year. So, the state gave the district an exception on the dollars for pension and special education that were above the Act 1 index cost. If for some reason the district needed to increase beyond the Act 1 index and the exceptions were not available, your only other option is to go out for a voter referendum to approve to exceed that. Um when you then follow through, the districts had since
01321-22's budget to 24-20 25-26, a flat 3% increase uh for 5 years. This year in the budget we're going to talk about next, um the budget is balanced with a tax increase of 1.9%. So, that's the lowest um next to the increase that was in 2016 to 17 for the district. Mr. Lenz, is it correct um we just concluded the second year of adequacy funding. Is it and it's true that a district, if they accept their adequacy funding, cannot exceed their Act 1 index, correct? >> That is a correct qualifier, yes. >> Yes. And so, so, we've talked about the adequacy funding. So, the state um had a a funding lawsuit that stated that schools were not equitably funded. Out of that, schools that were negatively impacted by not having state funding allocated to them
014in an appropriate manner um based upon a formula, um now are receiving adequacy funding to make up for that. Borough towns the recipient of that, received that this year. It's projected to be received next year within our budget and um is sustainable for years to come. The only consideration with the adequacy funding is that it is a moving target year to year. So if we had a decline in enrollment or all of the sudden our wealth, you know, went positive or negative for a district, that can impact our funding. Also, we can be impacted by other districts that are receiving adequacy funding who may have demographic changes to them as well. Overall, it should based upon our district factors be relatively consistent, but on a year-to-year, it's going to move, you know, anywhere from 1
015to 5% I would say with that, but it is now a part of our budget um as it's distributed. And if we accept that we cannot also accept the any exceptions beyond our Act 1 index. >> Correct. Correct. So for the foreseeable future, what we have to consider in doing a lower tax increase is that if we're making any significant improvements or increases to program, we have to do that within the Act 1 index. There's no way to go for referendum. And so that would include things like that. So if if we as a district needed to next year, you know, build a building and fund those costs from the tax millage, we would want to have a plan to know that we could afford it within the the budget. Because the only revenue source
016we have control over is property taxes and that is controlled by the Act 1 index. Cuz there are some districts that won't receive large significant sums of adequacy funding and may refuse to take the adequacy funding from the state because their intention is to take exceptions beyond cuz those exceptions may far exceed what they might receive in the adequacy funding as well. Correct. And that once your millage is built in, you collect that every year. So if something was to change drastically with those funds, you're you're still drawing on property taxes, which again are known to be relatively stable and consistent with timing. Once you accept or decline the adequacy funding, what happens is that consistent every year then or can you change it from year to year? It's year to year. Just like If
017you recall, you need to take a resolution um by when what day is that is that January? To which you will be um I don't know if the resolution map would state that we're not taking exceptions based on our budgetary and so forth. So, it's a year-to-year component to that. And the state doesn't necessarily guarantee that the adequacy funding will be there every year. Um there was a court settlement, right? The Supreme Court in in Pennsylvania and for 2 years it has been, but it's very murky in terms of its consistency of what the requirement that the state has and it's pretty open-ended. They have begun funding it based on um what came out of the court case, but it's not necessarily a guarantee. With the ESSER's funding starting to to gone. Right, yeah. It
018is gone. How much were we relying on that? And then cuz I'm again, I'm looking at your numbers. How much were we relying on that in the past? Uh and and are we making up for that somewhere else? Yep. So, our ESSER funding is done. It was not in this 24-25 budget. Um from looking back, the tax increases that took place have left us in the position that we've absorbed the extent that we want to retain costs from ESSER and keep them within the budget that we have. Okay. Matt, so last year did we get that funding, that additional funding that we're talking about? >> We did. We did. We did, although last year the governor's budget didn't turn into the state budget until November. So, when we passed the budget, that was still a
019big question mark. It was in the approved state budget for this year, and so the plan is that it will continue into the next year. So, we look at highlights of this budget. So, yes, there's a 1.9 tax increase, but we're doing a tremendous amount to support our programs within this budget. So, first we talked previously about the alignment of revenues and expenditures. So, again, from a very conservative approach, looking at what our actual returns on investments have been, what our actual delinquent tax collections have been, and aligning budgets to represent what we actually receive every year within those. The same on the expenditure side, aligning the personnel and benefits to what we actually trend at. And so, let me give you an example. So, with all the personnel we have in the district, every
020position isn't filled for the entire year. You have individuals who go on leave for whatever purpose, individuals who resign, individuals who we recruit and don't get to start until an October time frame. So, that that rate is what impacts your overall budget and actuals. And so, adjusting for that as well as aligning the budget detail to what's actually going to be in the budget has a outlined those expenditures and you'll see in a couple slides how even though we're talking about market adjustments and increases to salaries, the salary budget isn't increasing by that amount because that's a budget. We've costed in the actuals to that budget. The next piece we've discussed is the market adjustment for support staff. So within this budget is the 3% support staff rate increase and a $250,000 market adjustment that
021benchmarks support staff positions to be funded at 50% of the current Berks County average. If you recall the plan with this is to do 50% market adjustment this year, 50% next year and that would restore our support staff positions to the average rate that we currently have in our benchmark data. The next is 3% increases for Kelly in our contract with Kraz. That also is on top of the dollar adjustment that was made to staff within those contracts this year. On the next slide, we've also incorporated new positions. So with the approval of full-day kindergarten, we had put into the 25-26 budget two positions as placeholders for full-day kindergarten. And then this year we're putting in five full-day kindergarten professional positions, five full-day kindergarten paraprofessional positions that are built into the budget so that they're
022available and don't require additional millage or are increasing the budget at the point that full-day kindergarten comes to fruition. There's also an additional high school ELL position in the budget, as well as two elementary intervention and one middle school intervention position. Also based upon student participation, uh there's six coaching positions um added to the budget. Okay, Ms. Diamond. Where in a line item is this money being put? So we've budgeted for the full-day kindergarten. It's a 1110 as the instructional code, um and then to the salaries and benefits. So if I look at 1110, if I come to your office and I say, "I want to see this." And you show me, I'm going to see all this money being >> Yep. And we we when we publish the final budget document, it'll be represented
023in that number. Okay. So Matt, is that some of the funding that is invested until you use it? Or >> So good question. So we're building it into the budget. We're not planning to spend it. So that will be in the budget for the number, and yes, for all intents and purposes, won't have expenditures against it. At the end of the year, that would contribute to your fund balance. Um and again, that gives you stability that as we add more positions next year, they're already part of the budget base and the tax increase, so that it's not one massive increase to the budget. Ms. Diamond. So you're you're putting the salary in there, but you're not putting the benefits part of it? No, we put the salary and benefits in the budget. So Okay. How
024can we put the benefit part in? Cuz PEERS benefits, Social Security benefits are percentage of salaries. And then we put a placeholder just like we do for any new position in the budget, cuz we don't know what insurance the individual is going to take. >> insurance in though, or are we putting that in too? >> No, we put the full cost of the positions in the budget. Okay. It's still all under 1110 and then there's a salary object, there's benefit objects, it's all broken down. And I think one thing it you point out Matt it is that you see that in the first bullet maintenance of full day kindergarten positions in 25-26 last this current year's budget. Last year when we were developing this current year's budget, we placed two FTEs in there for kindergarten.
025We again have to carry those forward inside of this budget again because they become part of the millage and we're we're recognizing and calling those out. There's actually at the at if this were to be an adopted budget, we would build the millage in we'd have seven positions teaching positions for all day kindergarten built into the millage already. Like Matt said to be able to take on an estimated 11 or 12 kindergarten positions all in one single year year is is very difficult to do. So this is being woven in across three budget cycles to build to that point of time where in 27-28 um you know we now have the the collective positions that we do need. And are we starting them out at the bottom level or are we going into the middle?
026No, so from a budget from a budget standpoint, standpoint, I budget from the masters column for the second step. So in the next slide we give a breakdown of revenues. This is where I want to demonstrate the alignment. So, when you look at um you know, numbers in here. So, when you look at earned income taxes, which is the second line of local revenues, for last year, we received $10.1 million of actual earned income taxes. The budget that was presented was $8.5 million of uh of revenue for that number. Um again, that number can fluctuate, um but we've moved that almost to 9 million for this year. We see additional revenue out of that number. Um the same piece when you look at the the next line for earning earn real estate transfer taxes, our
027actuals were $1.6 million. Our budget was $1.9 million. I've moved that again approaching $1.2 million. In both cases, we don't ever know where it's going to land, but we could make some movement on those and make movement every year based upon, you know, looking back um at trends. Delinquent real estate taxes, we received $1.2 million in 2024-2025. Our budget was $600,000. In particular, that's a stable number because it's based upon what you bill and what's not paid. Um so, that moves to a $1.1 million number um in the the revenue total. When we look at state revenue, we talk about the adequacy funding and new funding. There is not a proposed additional revenue source for basic education funding. So, that stays flat within the budget. The governor did propose additional special education funding. I've incorporated
028that in the budget at 3.45%. Also, our transportation funding is based upon a reimbursement formula from the state and our costs. Um again, you can see there where um, our actuals were 2.6 million, our budget was 1.5 million um, based upon the prior history and the fact that the cost index for transportation goes up higher than the Act 1 index. Um, I moved that um, budget as a projection to um, almost 1.9 million. And then the other state revenues are reimbursements that we receive. We receive 50% of social security and PSERS back to the district from the state. And the all other state revenue includes the adequacy funding, uh, PCCD grants, and then the state funding that we receive for homestead farmstead exclusions is really state received gaming funds that is rebated off of tax
029bills. So, we don't collect the money off of real estate tax bills, the state pays us for that um, and we rebate it back to homeowners. And then on federal revenue, um, we've um, come out of the ESSER, um, so that um, is stable with the budget that was presented for 25-26, which really aligns to our title allocations. So, overall budgeted revenues 159.2 million. When we look at expenditures, um, so, our expenditure budget for salaries is actually projected to be a decrease for next year over this year's budget. Our actual salaries for the prior year was 52 million dollars. Um, the budget was 59.5 million dollars. Um, we're not on pace to spend that budget. The data of our existing staff, and again, when you factor in that you have staff turnover and other um,
030changes to staffing throughout the year, um, the budget with the additional positions that we've um, presented in the earlier slides supports a $58 million salary budget. On benefits, we have adjusted that. We're still in the process of getting final health care benefit rates from our benefit broker through the consortium. So I do still have a 10% increase in that. That's the best indicator that I can have based upon our data. But that's something that when we move this to a proposed final version, we'll have those rates and can adjust. So that really accounts for the associated increase in the benefits. Is that it? Salaries, we have somebody retiring 30 years. We still have to keep Okay, they retire, we replace them. But we have to pay their retirement, their PEACERS. Where does that go in
031here? >> No, we actually pay PEACERS on active employees. Once they retire, their pension payments are paid from the state PEACERS system directly to them. We're not a part of that. So we have no obligation to pay any part of that anymore. Nope, we only pay into PEACERS when they're an active employee. Thank you. So we move down professional services and technical services accounts for our contracted services through Kelly Kresz. Also accounts for services that we utilize at the intermediate unit. And so that is an increase of 8.14%. Property services accounts for utility costs and other contracts related for property. That's at a 3% increase. Other purchased services, 6% increase. That includes charter school tuition in that number. So that is a moving target because as your budget increases, your rate to charter schools increases
032as well cuz that is calculated off of your cost as a district. And to all indications, there's no further legislative movement on cyber reform for next year. Then we go down to supplies and property, 3% increases on those. And then debt service and transfers accounts for our bond payment, a million-dollar budget reserve, and a balance of funds to transfer to the capital project fund. That's currently in there at 3.5 million. And so revenues and expenditures match 159.2 million. It's a balanced budget. Previous years' budgets were not presented as balanced, but this really was a data-based process in looking at prior as well as the interactive process we had with all budget administrators, going through budget meetings, sorting out where certain costs go to get to this point. Matt, you just want to go back to
033the capital line. Just explain this is a new line item that's been placed in here to help fund our capital projects reserve and not you know, as we deplete through projects, we want to we want a revenue source for it. Yep. So the the the goal is always to have funds available in capital projects aligned with our capital plan. You'll see in the next slides, we're going to present roughly 1.3 million of capital projects building off of what we presented last month. And so that 3 and 1/2 million goes over to replenish what we're spending as well as to continue to build that up for future capital needs in the district. And that is a new line item. Traditionally, the district uh did not budget that. It was taken out of whatever surplus at the
034end of the year was left over and then done um as a transfer over to that. So this gives us a firm uh cap reserve. Also, the budgetary reserve of million gives us a firm knowledge if unexpected expenditures were to come up during the year and they're not within a department budget, we can utilize that budgetary reserve for those expenditures. Is that listed under other uses of funds? >> It is. That's okay. >> looking for capital projects. Yep. Nope, it's under other uses of funds. >> Yes, Diamond. If you have a surplus now, what are you going to do with that money? So we had a surplus from 4-5 and we brought to the board the transfers that we made to capital reserve capital reserve or capital projects fund, the technology fund, and the debt
035service fund. So we would do the same thing for this previous budget year. Next slide, upcoming budget milestones. So um the proposed final budget will be brought forward for approval in May. Um that then generates the advertisement and display of that budget. And the board will approve the final budget on June 23rd. Okay. I'll move on to capital projects. So capital projects. So since our last discussion, um we've identified two additional um immediate needs uh for purchase. Um first is replacement of 23 doors at Bash, um $136,495. Um the doors um that currently are in place don't have parts. Um I'll have Dr. David Heiser speak more details about that. He's the expert. Not sure I'm an expert, but our facilities team members are and uh we've run to a point where uh a a
036great majority of exterior These are exterior doors. They're double double doors. Um what doesn't exist is a mullion, which is that center column in those doors. So, there's locking mechanisms inside the doors that kind of act as that mullion and the door our doors are so antiquated that we can't find the parts any longer for these. And uh the amount of in and outs that that that we have with with many of these doors, it becomes a struggle of break fix all the time and we're at the point of break and really no fixes. Um and that becomes a safety issue. So, what was noticed even in our safety review that we had done by the IU was some of these things with regard to the doors. The doors are approximately $5,000-ish if you do
037the math there. Uh a door maybe a little bit more than that. Um which would bring back a mullion or put in a mullion into those doors, put in the necessary doors needed for this. Um the mullion can be taken out if you're moving larger equipment in and out. Um for most part, these will not need to be removed in in any way, the the mullions themselves. So, that and along with um one of the other factors that came up through our um security assessment was we have a unique district and with that we have so many unique buildings. Every building is different and when I'm talking about different, I'm talking about classroom doors. Um some doors have glass inside them, some doors don't. Some some doors next to it, there might be side light
038glass. Some don't. Some may have smaller, some may have larger as buildings have been built on to and extended through time. Um different styles, different doors, uh you know, have been placed in there. So, we have unique not only across each building being quite different. Even inside of some of our buildings and one one of the uh stressor points becomes and certainly in the era of safety and security that we want to make sure that we're doing from an easy standpoint is for any lockdown situation that would be a where we have a call where there is an intruder in the building, we have some sort of event that there is a need to lock the building down and lock it down within seconds. That means for all students to remain in their classrooms, to
039huddle into a corner area outside of the glass areas. Um and it allows us in from an inside standpoint to put down some quickly put down some security shades. They're relatively inexpensive, but we have a lot. We have a lot of doors, we've got a lot of glass, we have a lot of different buildings and we have nine buildings. You factor in this as being a 10th building which needs to be as well um in our facilities building. We have we have quite a few buildings. We put an estimate in there as to what that's going to be. We're working with a company right now to which we are going around taking all measurements of our of of the glass at and at all doorways, side lights and so forth, get back uh figures to
040them and counts to them and sizes to them to be able to come back with some numbers. These will be shades that will be you think of a Velcro strip and quick pull it and the shade drops down. Um pretty simple things, but um things that we right now don't have um uniqueness and consistency too. We don't have systems in place. We have some where dirt, you know, some teachers may have curtains across and some may have paper across, some may not have anything across. So we want to be able to have the luxury of being able to see inside a classroom when there's when there's no urgency to do so and when the need exists to be able to lock down, to throw those down. So it's the other capital project. We were not
041prepared based on the assessment to come back to you at the last facilities committee meeting. That's why we wanted to make sure we're putting these back on for your consideration and yeah, transparency for you to see these on there tonight as additions to consider as possible capital projects for this coming summer. Can you explain to the board why it's coming out of the general funds versus the capital projects? Yep. Cuz while it's a large purchase, we're not able to amortize their life. Like someone uses them, they break, they tear, we just have to replace them. When you look at capital projects, it needs to somewhat align to a five, a seven, a 10, a 15 replacement cycle there. These don't. Okay. Two two quick questions. The doors, that's a new thing, correct? That that came
042through a um uh an audit, correct? >> Yeah. So yeah, and and as we've gone around ourselves and um and and looked at systems of better security, right? >> Sure. Sure. So the 23 doors and the the price tag of $136,000, is that an estimate or is that an act Did that go out for >> we we got a a quote. That is a quote. We did not go out to bid, but we got a quote on that. We wanted to come back with an exact number. >> Okay. Just cuz I'm I'm I'm trying to think back, yeah, you know, a couple months that I don't remember seeing or hearing doors. Uh Monday, it's hot off the press. It just came in on Monday. Awesome. Thank you. Are these doors going to be Is that
043the price to install them also, or is that just for the door? Uh that's all in installed. Next slide. So, um overall pricing, um we've moved forward with getting pricing for insulation in the um actual projects that we talked about at a previous meeting. Capital funds, 1.3 million. General funds, 205 between the uh security, as well as there's a front end loader to be replaced for the facilities department. Uh we'll purchase that out of capital funds. Warning, that's coming out of capital funds. Or out of general funds, you have one here. So, we've developed a replacement cycle. If you recall earlier this year, we purchased student vans. So, we're trying to maintain a funding stream for vehicle um equipment purchases. So, is the front end loader coming out of general funds now, or capital funds?
044Because you just said capital funds. General funds. And that shouldn't be coming out of capital, because there's a It could come out of capital, but we've built into the budgets is like with the student van replacement, we took that out of the general fund. We're building the replacement cycles into the budget, so that they're not dependent upon capital funding, and they're not a factor of the equation for capital funding. They're out of the general fund. It's not a factor of life expectancy of the vehicle itself. It's more of a we're putting this in as a transitional of replacement cycle of equipment, vans, transportation, etc. So, the breakdown on the general fund purchases, um we have the the quote for the replacement through a cooperative purchasing Sourcewell, and the budget for the security window coverings coming
045out of the general fund. Next slide is the capital project funding a breakdown. So, we're still working on pricing for the district-wide paving. Um we're still working on pricing for the um tennis court, and we're still working on pricing for stage curtains and the steam boiler. Other items that are on here, replacing the Ed Center boiler, the rooftop unit at the Ed Center, the auxiliary floor replacement at Middle School West, the um door and ramp for the nurse's office at Washington, um the flooring at New Hanover, and the walkway at New Hanover. We've already received pricing and quotes to move forward with. So, the next step and our hope is to have the completed pricing for majority of the projects is to have the board approve those pricings and quotes so that the facilities team
046can start to move forward at scheduling those because we want those done over the summer when um we're not utilizing buildings. That concludes my presentation. >> Any questions for Mr. Lentz? Okay. Mr. Lentz, thank you very much. No one signed up for public comment period number two. Upcoming finance meeting will be June 9th, 2026 at 6:00 p.m. Motion to adjourn. I'll motion. I'll second. Meeting adjourned.