001Let's go. All right. Call to order our workshop Tuesday, November 18th, 5:00, declaration of morum. Seven present. Welcome everybody. Thank you'all for being here. Uh item C, hearing of citizens. We have none for this workshop. Item D1, review November 4th, 2025 election results related timelines. Mr. Dunen. >> Yes, sir. On November 4th, 2025, general election was held by the College Station by College Station ISD for the purpose of electing place three, place four, and place five for College Station Independent School District Board of Trustees. The election results were canvased on November 12th, 2025 as follows. for place for school board of trustees place three Chris Field 6,826 votes Grant Madson 1,689 votes Chrisfield was elected to the board of trustees place 3 with 80.16% of the votes for board of trustees place four Mike Martindell
0024969 votes Jeff Horack 374 votes Mike Martenddale was elected to the board of trustees Place four with 59 57.29% of the votes for school board place five. Kimberly McAdams 5,870 votes. Oliver had not 2,828 votes. Kimberly McAdams was elected to the board of trustees place 5 with 67.49% of the votes. This evening we will administer the oath of office to the elected trustees and recognize our outgoing board members. and that meeting is at 7:00 p.m. Thank you. >> Item two, consider approval of the construction project delivery method for the construction of the CSISD central office. Mr. Buckner. [clears throat] Okay. So, as part of the uh 2023 bond that was approved uh by the voters was a central office building. Originally, it kind of started off as uh finding an existing building and renovating it
003for the central office. Due to the lack of buildings of that size, we had two buildings that came into that were possibilities. Um one of those was kind of eliminated pretty quick. it was almost going to be like a pretty much a full scrape and rebuild. Then the second one has its struggles. It was a tilt wall construction, so it gave lots of um obstacles. One of those is it was it had lots of volume, but not necessarily great square footage. It needed a lot of renovations. And then with it being tilt wall, there was very um small chances of adding on to it for any type of future growth. And that site had flood planes all around it. So, one of the uh determining factors was we kind of pivoted um to use land
004that we already currently owned and build our a new central office that would meet the needs of the district that we have now and also allow for future growth of whatever that may be. And as you can see on the the slide, it is a uh the area off of Sylvester Road. It's kind of behind the um the car dealership's right there on on Highway 6. But it's kind of like a very rough site plan of where we could locate this building and also allow for future growth out there. But according to um board policy local for um construction methods and procurement, it allows for competitive S proposal and job order contracting for this project. It is it's two parts. One is the construction of this and also is the um renovation to the front
005portion of this existing administration building to locate to relocate some uh departments within the district over here. But that is to go uh construction manager at risk Seymour. That gives us the best option especially with budgets and the unknown of what's going on in the world especially now with um tariffs going on across and everything else. as we design this project, we can go back with our our construction manager who would serve as a general contractor. And what they would do is constantly give us updated budgets to know where we are on that process and if we need to start making cuts ahead of time so that we get this within budget and make this a successful project. But so we're asking for that to go to construction manager at risk for the um building
006of the new central office. Can you share a little bit more about um will remind me how much was in the budget for this and or and then also like the timeline that this would >> So for this project we have a estimated construction budget of 25.4 million. Um, our tenative timeline right now is is if we are to get this approved tonight to go construction manager at risk, we would try to release this on Thursday for um to get a construction manager on board. That would come back in the January board meeting for approval of the construction manager. And we would hope to break ground on this in late summer of 26, end of July, beginning of August, right as the bulk of our other projects are coming to an end, right at that
007same time. So, as we're finishing up those, we would just dive straight into this one and keep going with projects. And this one would have about a total with this one and the renovation here about an 18month um construction process. It it's my understanding this is more than just a central office. Like there's going to be a lot of meeting spaces in here, a lot of large spaces that even like teams could hold their banquetss in and schools could be using for functions. Is that correct? >> Yes. Yes. It would have a lot of um conference spaces with dedicated conference rooms. It would have a dedicated boardroom. Of course, that boardroom would be multi-use to where it wouldn't just be board only. It would have um other uses that we could utilize in there, but
008it would have a a big open area for uh collaboration with employees to kind of hang out um have lunch. But um each kind of portion of it would be department specific as well with their own dedicated conference rooms, but it would give a lot of meeting space that the district actually desperately needs because there is a very lack of that space within the district, especially in our current You have one real large conference room for a couple hundred people. >> Uh two that would be similar to this size and then the boardroom that the only thing built in the boardroom would be the dice. The seating would be flexible seating. So you could have trainings tables and things in there as well. >> I don't know Dr. Hawk Ryder, do you want to explain
009any more um about some of the trickle down movement or domino effect, I guess, of using if we move things out of this building, what the what would this be used for? >> Yeah. So, uh we would finish construction December of 27 or January of 28. So, central office would make that move to the new building. uh Head Start, uh Kids Club and Child Nutrition would stay housed here. They would relocate and so I believe kids club would utilize the facility back here in the back where our offices are. Uh Head Start would be where special services is. They would have this shared room for all the functions that they do and all the meetings that they have. There would only be two folks handling this. Child nutrition would stay up where they are. The
010entire front area would be renovated starting in January of 28 would be completed August of 28 in time to move DAP from College View over here to this front center. So you'd have a secure festival, you would have secondary classrooms, a couple elementary classrooms, restroom renovations, and so that whole front end would be renovated in about 8 months in time for the beginning of the 2829 school year. that would give us a lot more opportunities at college by pulling DIP outright to maybe expand some of the programs there or >> opens up a lot of space and it gives us about a year and a half to start planning potentially of what we would utilize those spaces for actually a couple years in the 2829 school year. And I'll just add too, I mean, I
011think I mean, I'll say it's kind of I think it would be beneficial for College View in other ways as well that it's still I think it's been a perception issue for this for the campus that it's had both the all the great things that are going on at College View, but also the DAP is there is there. So, being able to pull that off, I I believe would be a probably a a positive. I think there's definitely a stigma there that sticks with some folks that I think uh removing it and putting it here and adding some additional programming over there would be beneficial. Yes, ma'am. >> Well, and if we're talking about benefits, I think it's great to remember that in 23 we had this really comprehensive bond package where we were trying
012to take care of, you know, a wide variety of needs in our district. And this is kind of that last piece that was a part of that bond. Um, and you know, one of the things that was talked about back then was just the need for space for our employees that are in this building and and how they're working really crammed together and and not ideal situations. And so, it's a benefit to be able to take care of the many employees that um work in this building, too. And >> we've seen a draft floor plan of uh the new building as well as up front of what would take place at this building. That's something uh we took our first glimpse making a couple changes to that that we'd bring back to the board here
013in the next month or so. Um and also the the new building would be built if the district ever needed to expand that particular facility. You'd have the ability to expand on that site if you needed to. Just looking at this particular site, you see uh Sylvester Road. You'll see a roadway that's going right through the middle there. That is a thorough affair that the city has had planned there for years that we're kind we're in discussions with them. Uh we feel like the infrastructure that's in place now that thoroughare really doesn't fit the bill anymore especially with the work that's going to be taking place on six. So we're having some discussions with them. We want them to reconsider that thoroughare plan that was approved I believe back in 2007 and that obviously it's
01418 years ago. A lot of things have changed. So, we're hoping that that roadway we would have to expense that that would not have to be put in. It would not be immediate >> this one. >> But >> you're talking that Yeah, that low curve thing. >> This one right here. Yes, it is in the thoroughfare plan. It is supposed to connect down. It's not on the map, but down over here as it gets closer to Rock Prairie. Their original intention was to take people if they're over in this general area, they could take this road back to Rock Prairie instead of having to go north on Highway 6 U-turn, but instead how they have it now in their thoroughfare plan, it really just takes you north of Rock Prairie. So, it dumps you back
015on the service road and still takes you north on Highway 6 to make the U-turn. So there's really no reason so much for it anymore, especially with the development they've had over there. So that's what we're um in con in consultation with them of what it's going to take and what that process is going to be to have that thoroughare plan updated to remove this from going through this portion of the land because it also requires this portion right here which is another owner for whenever that gets developed to complete it. So it really is a kind of a road to nowhere until that gets developed as well. Whereas these car dealerships right here, this road already kind of exists and suffices for what they are wanting. So >> I'm I actually didn't know that
016that was a planned thoroughfare. I still can't figure out where where would it go from that curve >> on the plan. Where was it supposed to go to? >> It's uh I believe it's near that church >> that's right there past right past Mallisters. So basically it takes you back >> south to six to go back north or you could just go Sebastia Road >> to get on six. So it really doesn't serve a purpose. I think probably back in ' 07 >> with less infrastructure. Okay. But now with the infrastructure changing and six changing, you're just taking people further south to come back right where they were to begin with. So there's a whole process that we're starting now to go through. Ultimately, I believe the decision uh resides with the city council once
017you go through the different steps. And so, we'll be having discussions with them and working through. Yeah, >> I will say one good thing is I could probably walk to this. I live over here so I go on that road all the time. Um and it is there is a lot of traffic on that access road right now. So, getting on and off of that access road is not ideal. So when like when you're having I mean it is a good location because it's off of six and it's you know it's pretty central. I'm not saying that at all. I'm just saying turning that access road is so busy now and maybe with all the con the you know expansion and changes on six >> changes with six would help that would be better >>
018and that's why this is a good site for a central office versus a campus where school kids with parents buses everything else trying to navigate that access road where >> with um central office employees it gives a little bit of a different um different clientele that's using that those roadways right there versus the students. >> It also gives you the ability to develop future uh district projects on this particular site. And then you've also got uh you have parking spaces that you could share for nightly events. I know uh fine arts uh center was on [clears throat] the agenda for discussion for the 23 bond didn't quite make the final cut. Uh, I think the the flip side of that just I'm not saying this is something we're going to talk about anytime soon, but
019I believe that facility had a lot of office spaces in there as well with the central office there. That project can be condensed down because you wouldn't need the office spaces because you would have a new central office. So, it would be really more of a fine arts center and be very specific to that or whatever future projects you've got multiple acres there to develop site. >> And we can't put a school on this. It's not big enough for school ideally. Correct. I mean, size-wise, you could put an elementary school, but the access and everything else is very difficult, especially with how it is shaped right there and everything and getting parents in and not having a situation like we have had at Rock Prairie prior to this renovation project of you would have parents
020probably lined up down Sebasta and onto the feeder road, which not ideal at all. It's not ideal. I wouldn't think this would be an ideal location for a elementary at this time or in the near future. >> Do you know what's going in on the space that the owner has? >> No, >> we don't have anything. >> It's uh they've we've looked it up and they've told us in some of the meetings the owners, but I don't remember the family name who owns it or what their if their plans are to sell it or keep it or what. Don't know. Well, that back corner used to be where the Amazon site was. So, I don't know what's going to >> which back corner. >> Um, >> the one right beside the 8.667 acres. >> Yes,
021I think so. Yes. >> Okay. >> Yeah. I wasn't familiar what was there. >> Right. Right. I know a church is in that upper left corner. [sighs] >> Yeah. But this is just for the procurement method. It's for us to go construction manager at risk versus competitive sill proposal. And it just gives a b competitive sill proposal has its benefits, new construction renovations with kind of how really since 2020 when um COVID happened and then storm yuri construction manager risk is really a more beneficial procurement method for these types. So you know where you you are going into budget. I know I had a project in the past and if we would have I was told after we bid it out if we would have waited two months it would have been 2 million over
022budget. So it's versus 100 grand under budget. So it's a quick kind of process in some of this and with competitive proposal you get updates from your architect but it's nice having that contractor right beside you through the whole entire process to give you real world numbers and that they're talking to their subs. they're getting numbers to know exactly where we stand instead of, hey, we're seeing this on other projects here and there and then you get to bid day and it's way out of budget, then you've got to really pivot on what you want to do. That's where that's why I think Seymour is a um a better method for for this project right now. >> So, I'd like to make a motion that we go with the construction manager at risk procure procurement
023method for this project. A second. >> One quick question that's not necessarily related to the motion, but this would still leave the district with how many tracks of land that uh >> I know of one other >> we've got the 100 offakes and then we have the 90 which has the CTE off South Ding. >> Yeah, just those two. Okay. >> Yeah. So large enough that if we do need to at some point add another campus any of them would be available. So okay just check. >> Motion by Miss Simmons, second by Miss Eyee. Remember we need to raise our hands. That's the new law. All those in favor say I. >> I. All those opposed. Motion carries 70. Thank you Mr. Bugner. Uh brings item 3 2627 budget workshop. Good evening, Mr. Horic, Dr.
024Hark Ryder. Thank you guys for taking the time to start the budget process. And so, this is really just one of the first workshops that we're going to kind of go through, but we're going to hit on a few things tonight. We're going to start with historical financial information. We're going to look at the current budget, and then we're kind of going to look at a bunch of numbers. if you hadn't guessed that already. And then uh we're going to look at the next steps. But we really want to take this time to kind of start the conversation with you guys to figure out what the board priorities will be for the 2627 fiscal year. Uh when we finish the presentation, there'll be a uh thought exchange here. It's not just for our board members,
025but we would like to hear from our community. anybody in the crowd watching online that QR co code is available uh for your feedback and we would love to hear from you. So just looking at historical information I think it's important to pull this into a 12 month analysis. So when you see the financial tonight you're going to see it on a 10-month close and so when you if we kind of roll the numbers forward and these are the numbers that have to go to TEA. So, this is what went to TEA or will be going to TEA. And we did have an increase of $2.5 million that was added to the fund balance with a 10month close, which is really exciting. So, when you look at that and you've really got a the lowest
026you want to be on your fund balance for per operating cost is a threemonth and that got us a little bit above that. And so, I think that's as low as we want to go. We don't want to go any further than that. uh when you look at a 10-month close, we're going to add $14 million to the fund balance. Okay? And that's going to be the total fund balance. But I want you all to keep that in mind. That is not real dollars in a sense of cash in the bank. So just I mean it looks good, but we've got to keep that in mind. But the positive is we did add to the fund balance this year. So that's going to that's that's a big positive. You can kind of look at what
027the trends are doing. For example, the revenue we collected in 2324 versus the revenue we collected in 2425 is pretty eyeopening. We collected $4 million less revenue over those two years on a 12-month basis. Uh that's because of loss in enrollment. That's because of loss of char funding. There's a lot of things that play into into factor there. Even if you look at the interest earnings, we're seeing a decrease there. When you look at our next in our current budget, you're going to see where we're a little off on that as well on our interest earnings. So, we have to kind of monitor that. You can look at payroll cost and you can look at across the board. We were up in payroll cost, but our our district did a great job of looking at
028those other expenditures outside of the classroom, outside of, you know, other things with payroll cost and cut other programs in the 2425 school year. So, >> can I ask on the payroll cost though? What I mean that I'm assuming shows the money that was earmarked directly for teacher salaries, right? It was kind of that in and then an out, right? >> Well, this right here is going to look >> that in there, I guess, is the question. So, it'll be on the next one. So, this is our historical. So, these are the last two years. And then when I show it right here, then this is going to account for that money. Yes, ma'am. So, you'll see just a it like I'm going to take it back one time. So you'll see just the revenue
029here and this is actual cost. So the actual revenue was 150 million. When I flip over oop wrong way. When I flip this way we budgeted 155 million budgeted. Okay. So we'll kind of monitor that. But there's just a difference to kind of put that in perspective of a lot of the revenue we receive for the salaries for our teachers and other things from the state. Um I want to show this to you. So, if you look at our budget calendar, when we get through, we're going to meet often and just kind of walk you guys through the budget process. When we do meet and talk about a budget, don't get so excited, Mr. Jorge. When we do when we do meet and and walk you through these budget process, we're going to kind of
030bring you back just where we are currently and walk it through. Uh, this is how I've always liked to look at it as percentages of collection and then also when you look at your expenditures, your percentage of collection as well. So, we're a wealthy district and so we're going to receive a lot of that state funding up front. So, you can kind of see real close that available school funding foundation state funding 94.29% collected as of right now. That's because we're in a payment class three. So, we're going to get a majority of that money up front. And then our last payments after our tax revenue. Our district collects this taxes. You can pay it in um February or November or June or you can pay it all in January. And so that's a little
031bit different than I'm used to, but that's something that we do here at uh the city of College Station. So that those are things that you're going to see reflected through the year. Please pay attention to federal revenue. Uh I don't feel like we're going to collect all of those funds and I do not feel like we're going to we're going to be a little bit slow on the interest income as well. So we're going to have to monitor those pots of money as well as our enrollment is down. And so I'm going to bring that to you as we go through the year. Uh I budgeted ADA of 13203 and we're already below that number. That's not good for this part time of the year, but we're down 300 students in enrollment. And so
032that's something that we're going to have to consider and monitor. So I know this is a lot of numbers, but I want to walk you through this because this is a great way to be transparent, but it's also a great way for a board member to really stay on top of what's going on in the school district. So if you start with the far left column, you're going to look at the budget, and that's what you guys adopted. at the top is by function. At the bottom is by object. And I'll explain that a little bit later. But when you look at function, um the positive here is if you look at those top three categories, that's money in a classroom. And a district always wants to be at at least 60% money in a
033classroom and we are. And so that's a big positive. Uh and then you can kind of look at the other items and what percentages we spend. But then if you look at expenditures per period and then you can see some big numbers like if you go down to that function 51 and you see maintenance and operations $3.4 million. That's because we paid our insurance costs this month and that's over $2 million. And so that's something that when you look further down at the bottom you're going to see that I'm 53% expended in operating cost. That's because of interest insurance that's being paid. And that's a huge number, like one of our biggest numbers in our entire BA budget outside of payroll. Then you kind of go over, you can look at year-to- date expenditures, and
034that's the 50 million that's expended to date. And then percentage of budget expended. So that's what you want to kind of monitor. For example, right now, this is of October. So 33.33% of our budget is could be expensed by this time. So you can kind of look at those functions and kind of monitor it that way. When I say 33.3% the big number you want to watch is the one on the bottom. So that's by object code and payroll cost. So if you think about most of our payroll cost are salaried u or split out over 12 months 24 payments. And so you want that number to be 33.3 or less. If it goes above we're going to have a problem. we bust the budget because we're over 84% of our budget in is in
035payroll. Okay, so those are big numbers. So you can kind of monitor that. And then at the last column, you can kind of see the percent left to be expended. So we'll bring this back to the board every time we have a budget workshop as we go through the year. And that's just another way that you can kind of monitor us and make sure that we're staying on top of the budget. Okay. So when we talk about uh balancing the numbers, I just want to look at several things. I want to talk about enrollment trends. I want just to give you a quick update on federal funding. Uh our lo local funding challenges. I want to talk about uh the previous budget cost management that the board brought to us last year when we were
036talk um well, excuse me, we were talking about what we did last year during the budget. I've got also what the board said was our priorities in the previous budget cycle. The risk is really I want to show you what fund balance looks like of course and then talk about what those board priorities will be for the next budget cycle. Okay. So this is really just kind of our purpose that we want to bring this back because we always want to keep the goals in mind for our students, our staff, and our community. And so that's really kind of just the purpose of this and it's our priority through our budget process. Um this is the enrollment trends right now. So this is by grade level. Um, one thing that's kind of eyeopening that you
037need to kind of monitor is just look at our earlier grade numbers compared to our older grade numbers. For example, I've got 909 kinder, but I've got 1,33 graders, 1,171th graders. So, as those grades graduate, if we can't grow those earlier grades, that's just going to be heavier losses as we move forward. uh this is how it looked per uh campus and so you can kind of look at that far right column and that's enrollment growth versus our 2024 snapshot. So you can see like one of our highest growth campuses with Southnull Elementary, one of our highest loss campuses with Rock Prairie Elementary, we lost 12.3% of enrollment on those campuses. And then you can kind of just see per campus what it looked like um on enrollment. I also pair those total capacities of
038those buildings so that you can kind of see that uh the positive with with construction that Josh and his team are doing right now is going to grow those two high schools and take care of that capacity issue there that you see on the screen. Um here's another thing I kind of like to look at. So when you look at early edk and kinder those are numbers based on our previous early edk and kinder. When you look at first, second, third, and fourth, what I'm doing is working walking that kinder gardener to first grade. Did I have an increase at that campus or did I have a decrease? Does that explanatory for everybody? I kind of put in the reddish color, that's where we had decreases on campus, excuse me. And then your um navy
039color is where we had consistent increases. And so some of the things that we weren't really expecting is Forest Bridge there. There's not huge growth there. It's really at uh Pebble Creek, but you can kind of see the adjustments in enrollment there and the growth of those students. Uh Greens Prairie is another one that's growing pretty steady and we'll take that into consideration as we go. But South Null Elementary, that was kind of a shocker, too. They grew in every single grade level. So, uh that's just our elementary campuses. Um, and what I did here, I know this is a lot of information, but I can get this PowerPoint out if you don't already have it. Uh, so you can look at grade spans. And so what it is is it's your elementary grade span
040over the years. It starts with 1920. And you look at each grade span and you can kind of see how we're decreasing and increasing the different pieces of that. We're pretty steady on our elementary schools. uh we kind of grew and we're kind of decreasing a little bit but you can kind of just see how those numbers lay out but I mean like look at intermediate last year 2064 we're 2082 we had some strong growth in intermediate this year uh also you know that one thing I know we had some uh usually in a high school what I've always seen is a little bit of a kind of kids graduating early and things like that but we had over a hundred kids show up freshman kids new to our district from compared to our eighth
041grade kids So, that's something to kind of monitor. Um, and then I kind of, this is going to get a little busy, so just hang with me. Um, this is just our enrollment trends. And what I try to look at is when you're when we're looking at enrollment trends, you're trying to find something that makes sense so that you can build good enrollment numbers going forward. And it it's really kind of hard, you know, it it doesn't have one year we might be up in kinder, the next year we're down in kinder. One one kinder walks to first, the next year it doesn't. And this follows the same path. The prek through uh K prek and kinder are just based on the previous year. But when you do first, second, and third, you're walking those
042grade levels from first to second, from second to third. And you can kind of see where there's growth some years and there's decline some years. But um I have provided this big massive spreadsheet to in a transparency, I mean a transmitt before. I know it's a lot of information. And this kind of breaks it out a little bit different. When we talk about federal funding, I know that's a little bit of a scare for a lot of people. I kind of laid it out in three different proposals. The president's proposal is really not something they're looking at right now. He wanted to do a lot of block funding, meaning we're just scoop all the federal funds together and then say you can spend it on multiple things. We're really not talking about that right now.
043What they're really trying to debate is between the House and the Senate's plans. Okay. So if you look at those two columns, you can kind of see some eliminations. For example, title two, uh the house says eliminate title two and the senate wants to level fund those uh grants. Okay? So they have until January. So what happens with federal funds is they're um they're frontloaded in a sense. They're front funded. So when they build their 26 budget, it actually funds our 2627 school year. So, they're in the process of building their 26th budget that we went in to close the government and we've now just opened up. We're hoping by January 1 we're going to have those numbers and know what happens with our federal funds. Um the least restrictive and we hate to say
044this, but a lot of our um adversar uh advocates are really kind of just pushing at least to level fund us um at the least, you know. So they call that CR funding, but uh it just really kind of does a level funding, but we're kind of they're in the process of negotiating these. If you look at the far column, you can kind of see what the effects would that be for our school district. And you can see our numbers are on uh what we're currently at of those grants. So when we talk about local funding challenges, this is a lot of what we're looking at. Uh the biggest really that's going to hit us the hardest is that decline in enrollment. Um, if we get hit with uh federal funding, that's just going to
045be another layer that's going to hurt, but reduction or elimination of federal funding. Stagnant funding is another big one. It's stagnant funding or funding with strings. And so, we did get some additional funding this previous legislative session, but it was strings attached. even our additional money that we got for the basic aotment um that brought it up to $6,215 the strings that basically were attached to that meaning they gave us a raise for salaries but they didn't even cover the TRS and so the additional money we got there would cover just the TRS portion of that and so it wasn't really new money they gave us some money on based on enrollment and that money has strings attached to it as well so they're still working at TEA to prove we have to kind of
046send in information to them to prove how we spend that money. But it's really just to prove that we spend it on insurance and other operating costs. So an increases in insurance that we've seen since the 2019 increases. Uh they're talking like some of that can be um utilized for that purpose, but we have to prove it. So there's just still a lot of strengths attached to the money that we're getting. Labor shortages and wage pressures are huge as well. So we have some shortages in in our transportation department. we have some shortages in our food service that are pretty detrimental to our district, but we kind of have to weigh, you know, the cost of that increase in the wages to be able to get those um additional positions when there's so many people
047fighting that for those type positions. And so you really kind of see some wage pressure there. Of course, we're still dealing with inflations and to add to inflation, you're dealing with tariffs. Um health insurance, I'll bring that to you every time. We pay between 400 and uh 70 up to 510 per month for our employees. We're required by law to pay $225. So, we're doing a great thing there. However, we feel like we could do a better job of the insurance that we're providing that to our employees. So, we're really going to take a hard look at that and see if we can bid that out and provide them a better insurance program with the with the same dollars. We feel like we are ahead of what other people are doing. We just got to
048match the product. Uh vouchers, we're unknown about vouchers. We don't know how vouchers are going to affect us. And that didn't even take the decline in enrollment. Of course, I've mentioned 84% of our budget is in payroll cost. Um we're outspending our allocations by large sums in special education and early education. And so those are things we might want to look at. And then there is a push for increased transparency and scrutiny on all districts, not just our district, but just on all districts. And so those are things we want to look at and some of the challenges that we're ready to to face on. So to kind of bring back I went and listened to the presentation last year of the board and the B board priorities and this is a lot of what
049was talked about. There was a lot of talk not digging into fund balance anymore. In fact strengthening it closer to a five to six months. And so not only don't dig into fund balance, but go ahead and make sure that we're increasing our fund balance, prioritizing academic quality. So ma maintaining those class sizes and we talked a lot about that. Um there was some discussion on making informed decisions knowing that we have to make hard decisions that but as a team we're willing to do that and that was something that was discussed in length. um review out of district transfers and so that was discussed as a possible revenue stream to look at out of district transfers and bring those in and that was mentioned last year at going through the budget process as well.
050Another thing was just improve tenants incentive. Uh improve attendance and we looked at in tenants incentives. Uh we've adopted attendance incentives, but we're going even further. So we're doing thought exchange this year. Um and then really kind of just honing on how and why kids are are being absent and making sure that we're getting information out to parents and listening and trying to change our conversations that we're having to make sure we get kids in classrooms. Um expand learning options. just to consider online and alternate alternative school models as part of our long-term planning. That was brought up last year as well. Another thing that was brought up was to evaluate programs, not only hit the classroom to make sure that if we're cutting in the classroom that we're cutting in extracurricular, we're cutting in
051fine arts and we're cutting in the other programs as well. And that was brought up last year. So, as we took all of that into to play, this is kind of what we did to cut cost in the previous year. We evaluated secondary class schedules. Just looked at reducing conference schedules when we had more than, you know, if a teacher had two conference period, we kind of evaluated those to make sure that they were appropriate and that we could maintain instructional quality. We reviewed intermediate and elementary class sizes, but when when I say that, I want to make sure that we're all on the same page. What we did was maintained a 22:1 structure. We did not increase class sizes in a sense. We just with the decrease in enrollment, we were being fiscally responsible
052by decreasing those staff. But we did look at all of that and then we made sure that it was decreased. We reviewed facility rental fees, make sure that we were charging, make sure they were uh in market. We reestablished a consistent campus staffing model and made sure we were equitable between all campuses. We adjusted the campus budget allocations and looked at all pots of money and making sure we were pushing as much of that as we possibly could to the campuses. Um, we had developed an incentive in um, attendance incentive like I've touched earlier. We established co-curricular pupil allocations and so that we allocated per pupil in a lot of those programs where we could monitor if if a if a band is increasing, they're going to get more money. If a band is decreasing,
053they're going to get less funding. But we kind of made sure that that was fair across the board. Uh we compared all of these things to peer districts just to see where we lined out and where we could look at cuts and where we could make look at some savings. We implemented zerobased budgeting for departments and um everybody kind of came and helped us kind of develop these things. So this is really what we did for 2526. When you talk about risk, you can look at that huge increase that you see there in fund balance. That's the 14 million from closing a 10-month budget. But that's just kind of looking at each one of those different uh funding streams. Non-spendable and assigned budget is basically money that we can't spend. We don't even have an
054option to spend that. Typically, that's your inventory in your warehouse. We've already spent it, but we haven't pushed the cost out to the campus. So, it's sitting on a balance sheet account, so it kind of has to be sent set aside as non-spendable or assigned. or if we got money for a grant or something like that, that money has to be spent on that purpose and so it would be non-spendable. Committed is when we go to the board and we say, "Hey, we want to commit this money for future projects, for roofing project, for construction projects and other things." We commit that fund balance and it's committed by the board. Unassigned fund balance is fund balance that we use for our operating day-to-day operations. And so when you look at your fund balance, you really
055want to do you want to look at that unassigned number and see where it is. So our new uh fund balance would be the 58181. However, we were closing a 12-month budget. Total new fund balance would be $46,461,12. Um, if you want to look at that unassigned and kind of compare that to our current budget, it actually uh three months of operating with our current number is $39,542. And um unassigned would have been 41,57,000. So we came just a tad bit under there to hit that three-month mark on a 12 month spin. And then if you look at five months, and I know when we talked about what the board said last year, they said they want that closer to a five or a six. That's a huge number and that's a lot. >> Can
056you remind me of that discussion? I don't remember what was our what was our rationale for five or six? I mean, what did it have to do with just the changing of the fiscal year? >> No, ma'am. Um it was just a mentioned um and I think it was it was you or Joshua mentioned that we need to make sure that we're being financially sound and that we need to look more to that five or six mark and that and truly that's where districts need to be at the five to six month budget but no less than a three-month in fund balance. Six months seems mean a lot to have and we I've never had a 50% of I mean I go back a little I mean who knows what I said but um I
057I a six months seems a really big fund balance for to have you know half of your annual budget >> in reserve safety net and so the districts the hard thing about that is like the district I came from we were at six months but you have to do that over time it's something you can't do and you can't do do it in the area that we are in now. You can't do it with a legislation not supporting a school district. And that's what we have going on. >> It's kind of a it's kind of a catch 22 is with the >> legislature we have now. It's more important to have a bigger fund balance, but it's more >> set it up >> earlier. We would be in different talking right now. >> Yeah, that's
058what I was thinking too. I could see us having the discussion that we don't know what's going to happen with the legislature and with vouchers and all. So yes, we want to make sure we have a a comfortable fund balance, but on the other hand, we are in a tight budget situation. So there's not a lot of in my mind a lot of extra money to start to just be, you know, putting away. So finding that sweet spot in there is the is the real >> it's just trying to get it where you're not taking any more out of it so you're not getting below that threemon threshold. And the reason why I say a threemonth is because there's so much that goes into fund balance um because it's really kind of we don't want
059to ever have to borrow money to make a payroll before we can get a tax payment. We don't it's we have to our federal funds you saw the numbers earlier with head start with title one with title two. Um those funds we spend them and then we have to request that money back from the from the state. Honestly, TEA gives us our our state payments when we request it on a monthly basis. And so, we fund that stuff upfront. So, we kind of have to have that cash in the bank. And so, when you look at um even the first rating, if you kind of follow what they're doing on the first rating, they don't just monitor your fund balance, but they monitor the cash in your bank to just to make sure you've got
060enough cash in your bank to make 90 days worth to make your payments. And so that's just one thing we're graded on, but it's it's that's good sound. Three months is good sound. No less than three months, but hefty good place would be five to six. And it was mentioned last year, so I just put that on there. Okay. So, we kind of get to our budget or board priorities. And so, um, I'm just going to kind of start out. I'm gonna leave this up to you guys to kind of talk between yourself. I know Dr. Hark Rider might have some additional things. These are just some of the things that I put up there for for just thinking like fund balance uses, compensation expectations, staffing ratios, balancing programs, looking at those class size, or
061maybe establishing additional revenue sources like taking the uh transfers, looking at possibly um doing online courses and things like that just to generate the revenue streams into the district to kind of help us push uh what we're doing here a little bit further. We're going to put together a budget committee. Um believe we've had one before that will include a couple board members, some administrators, as well as community members, parents. Uh so these priorities are really big from a standpoint of giving that committee some guidelines and parameters as we talk of uh you know exactly what the board wants as well as what uh couple new board members as they come on their input as well with the thought exchange. And this won't be the first time we're talking about this. So, but we need
062some uh guiding steps because I believe our first meeting is December 9th, couple weeks. Yeah. >> So, it's open for whoever would like to talk. >> What do you feel like are the appropriate uses for fund balance in your previous district? Like you're the expert here on that. um onetime expenditures. And so when you look at fund balance and you're wanting to dip into fund balance, it might be that additional bus that you need to purchase. It might be that you've saved some fund balance and you want to build something, do something to a building, update the buildings. Um there's a little there's a lot of play that goes into our budget here in uh College Station that we have to keep in mind is we don't do the upkeep of our buildings right now
063in our general fund budget. We don't do technology replacements for the most part. We don't do infrastructure on technology. We do not do roof replacements out of our general fund. That's all in our INS in our um in our uh construction budgets. Uh so our our community does support us. Um, what's really going to hurt if our community declines a bond in the future, that's where we're taking those items and that will need to be shipped back to the general fund. So, our bus replacement cycles and things like that, that is all in our uh bond program. Um, but typically, if you're going to dig into fund balance, it needs to be on a one-time expenditure. I will tell you just based on trimming department budgets, trimming campus budgets, we're about as lean as we
064can get from that standpoint without compromising programs. So that's really not uh there's not too much more we can dig in from that capacity. So I think if you look at the kinder first and second enrollment trends that she showed you earlier, it's about 100 kids less than we have third through 12th grade. In 10 years, if that doesn't change, you're down a thousand students. So I think it's imperative that we have got to figure out um another revenue source. Out of district transfers is something we've talked about now for over a year. That is the only option that we have to increase revenue. And if if that's not a direction we go, that's fine. However, programs are going to be compromised and you're going to have to start looking at do we consolidate campuses.
065It's happening across the state. So either we can be proactive and have another revenue source come in or there's going to have to be some really tough decisions that the community is not going to like and we're not going to have a choice because we're going to get to a point where you're going to have to consolidate one or more campuses and you're not going to have a choice otherwise because you're going to have to cut savings if you're not bringing in additional revenue. And I think we've been incredibly fortunate to not do that yet. As we get into the audit committee later and how lean we've gotten and how well you guys have done to save money, the concern is where else can you go? I mean, these these are all you hit it
066on the head with what you see here. The unknown is what's going to happen with enrollment with vouchers where we're headed decreased. Uh you know uh we've had demographers in here for years telling us the growth was astronomical and then whole bunch of factors come into play with that. Um, so predicting the future makes it exceptionally challenging where we're headed, but I I think you're looking at compensation, of course, staffing ratios, all of that is is exactly the concern. Class size. Um, and then the alternative is we haven't had to close any campuses uh yet and we've been very lucky because other districts have >> I think we have an attractive oh sorry product to sell in CSISD and uh so I think out of district transfers is to me one of the most logical
067options that we need to explore. >> I was just going to say that because we're in year two of this legislative session, we know we're not going to get increases in funding. So, you know, just putting that out there for anybody who might not be aware of that. So, we're going to have to be careful this year, I think. I mean, and and we trust you to look at those numbers and and help us understand that, too. But, I think it's hard, but we're going to have to be careful, really careful this year. >> Can you pull up slide 11? >> Okay. You'll have to help me. >> It's numbers at the campuses, enrollment trends. Yep. I think this is important to look at [clears throat] especially for everybody at home and in the audience.
068This one this one just kind of seeing the numbers and we're talking about this out of district transfers. There is there are campuses that need students, right? Like the numbers are right here for us. Is this accurate? So, [snorts] I'm I'm thinking like it does seem beneficial for us to look at some of these campuses and figure out how we can work these students so that we don't get so far behind with the budget. [clears throat] But this slide seems really important to just kind of see those elementarymentaries and then see the ones that are kind of bursting a little bit and then hoping that that tapers. And that's kind of what the demographer has said that we're not super growth, we're kind of just stalling a little bit. I think that's the big piece
069is that we've we've talked about this out of district transfer stuff for so long and just to clarify for everybody, this isn't a free-for-all where you in you get accepted into College Station ISD and you get to pick where you're going. That's not how this is going to go. And I think that's maybe the the the part that people are missing is that yes, we have some overcrowding at certain schools. Well, y'all are smart enough to know that we're not going to put kids in those schools because obviously what Kristen just said, we can prove where we need to put kids. So, it's a strategic plan of planting where we need to have children depending on what grade they need to be in. So, um again, if anybody has any other solutions for revenue growth
070besides going to&m and ask them for a grant or something that can be used for anything, >> they're going to say no. they're going to say no. But I mean, those are some things that, as I've learned in six years at school finance, hands are kind of tied. Legislators tell us what we can and can't do. Not a lot of local control. Yeah. The state's created a market for competition amongst public schools. And so, either we're to the party early or we're to the party late because districts have been doing this. When I worked in Grand Prairie ISD 18 years ago, our superintendent at the time created schools within a school and started taking out of district transfers 18 years ago. And that was the only reason that district did not go under back then
071because we took in 5,000 out of district transfers from all over Dallas Fort Worth that wanted to be a part of it. Um, and I understand it's it's something different. It's scary, but you know, when you look at revenue and and going back to just kind of priorities, you know, we need some feedback is the expectation that we give staff raises. That's something that's the first thing on my list every time before we start a a budget conversation is staff raises. Where can we get? Uh so if that's the case, which I'm assuming it would be, uh then obviously we've got to have additional revenue because like I said, we've cut as much as we can cut that I feel comfortable that we haven't compromised programs. We've gotten leaner. Uh our staff's doing a good
072job of spending the funds that we do have. However, long-term planning wise, we've got to have some directions class size. you know, as far as reductions, our class sizes right now, believe we have one elementary classroom over 22 to1, and we put a pair of professional in that classroom to better support them. And so, from that standpoint, we're good. But we do have some campuses that have extremely low ratios. So, there's some FTEEs that can be moved as you take in new students, potentially can be moved to other campuses, and it's not an additional burden to our budget. Uh, we will not compromise secondary classrooms. We're not going to be We're still at our threshold, I believe. Pane, were we at 25 or 27 with secondary staffing student to teacher? Was it 25? >> Yes.
073>> 25. >> Okay. 25 to 30. That expectation for us, we don't want to change. We don't want to move that to 27 to 32. So, we want to make sure that we're continuing to deliver and not overstress our teachers. However, we also have to have some parameters, some game plans of what the board would like us to see. >> Well, I think I have a a couple things, but one on the capacity, right? You've said we just saw we're down 300 students. I would think that um with we could absorb somewhere up to that level. I personally, and I've said this last month, I would like us to take this a little slowly because I think there are some unknowns, but you we did have 300 more students last year. Now, um we did
074have more teachers and staff last year, too. So, I mean, are you trying to are you I'm going to make sure I understand. Are we saying that you don't think um we would be adding need to add additional staff back? >> No, that's not what I said. >> Okay. I just want to make sure. Yeah, that I didn't think so. said there's certain campuses that would not be part of taking on new kids that their ratios are low and they could use lose an FTE in a particular grade level. So that FTE would be moved to a different campus that had additional students coming in. So in the long term would you have it all depends on how many kids come in and then what our ratios looked at. We we don't know that now.
075We had never done it. So it's complete unknown. Not going to have the answer today. Not going to have it in January. we would have it at the end of February. >> But I think the important thing to know is that obviously if we have more more students, we would have the more teachers to continue to meet those appropriate ratios. Is that fair? We would have Yeah. I just want to make sure it's set. >> And that's why we're having this conversation now so we can make a decision so that we can prepare. Correct. >> Correct. >> Yeah. >> Getting back to which we we've got an item later we'll discuss on the out of district transfers. I think right now to kind of wrap this up, we need some we don't really have any
076guidelines about your priorities and it's just you. It's not as an individual throw something at us. I would like to talk balance a little bit more because I really think that seems maybe >> more than I expected and um and I don't remember the exact numbers when we were doing last year's budget but you know what were we estimating to add into the fund balance from you know going to that 10-month fiscal year and then were we looks we had >> higher >> we were estimating higher we've added higher more we added more right so >> correct and kind of explaining we were a good bit higher, right? And what happened there and you know I like being a conservative budget with our budget but also if if we should have been spending some of
077that money I mean and get I don't want to get too lean in our classrooms is where I'm >> well going. Okay. So we're we're still at three months. So we're right within a half a million of where we need to be. Does that make sense? because we put 50 I mean 3 months of our budget is 39 million 39,542,000 that's three months operating of our current budget our unassigned number at 12 months is 41 million57,000. So we're where we need to be. Yeah. So no we we did exactly what we needed to do. who we gave the raises that needed to be given if you remember and so we didn't compromise anything there. >> Yeah. And when you're also anticipating a 10-month budget, I mean, there's a lot of guesstimates that go into that
078and so there's a lot of unknown until it shakes out at the very end. There's no way to know exactly where it's going to fall. She had an expectation of where it ended up being higher, which was to our benefit, but it's still we're we're need to be without dipping in and doing anything else. >> That's perfect. So, I'd just follow up saying then um I would not really be in favor of trying to build up any more fund balance really because I feel like we have we are very lean. So, that's just how could we get build up more fund balance if you're saying we're already lean. I I think make sure our needs. >> Yes, ma'am. >> I mean, we're able to grow our expenses in any any area should be compensation. I
079mean, we we can say that we probably all agree. I know that that's difficult, but I mean from a priority perspective, if we're able to um increase anything, I think that's where it needs to be. >> Where does it come from? Right. >> But where does it come from is going to be the question. >> So, just to clarify, we're at about a three and a half month fund balance. >> Yes, sir. And if we dip below a three-month fund balance, we get hit hard when it comes to financial ratings, if we need to do bonds in the future, so forth and so on, right? >> Things you need to keep in mind. Yes, sir. >> And as you grow your budget, then you're operating three months gross as well. >> Yeah. And just keep
080in mind, we're also prior to losing roughly 300 students, we were at about a 2.1 million anticipated deficit budget as well. So now you're looking at close to $3.5 million deficit budget with no new revenue coming and programs and departments cut about as lean as we can get. >> The programs are cut. Uh the campuses are cut as lean as we can get. It's kind of hard because we had to reset that, but you got to look at inflationary costs, tariffs, and things like that. I I just don't think we can take the allocations any lower. We did a lot of that this year. It's been a hard transitional year for our departments and our students and our uh co-curricular and things. I don't think that's something we could touch at all. >> We will
081lose title two funds. I had an alert today. White House announced uh multiple services within the Department of Ed are going to be franchised out to other departments. So I think you're just getting one step closer. I would anticipate a year from now there is not a department of education. >> And so what does that look like? >> I don't know. >> That's where my concern is right of where you're looking. It's hard to predict but you see federal funding keeps being reduced right as a trend that was already happening. Is that where you kind of see that continuing to go or >> It wasn't happening. We lost our SHs funding. Okay. >> And so they used to fund a little bit on inflation and then that all depends on your student makeup, how you
082get that funding. However, right now we're just hoping that we can get level funding. No increases for inflation or anything, but just level it and and then they'll reallocate it to our student makeup. But and to your point and what you're talking about, if you're following the national stage and what happened here with vouchers, if you look at where the money was coming from, it wasn't from Texas. It was coming into Abbott's coffers to attack public education. It was from out of state. It was national because they wanted a conservative state to pass vouchers. And as you said, Department of Education may go away, which may or may not be a bad thing. I don't know. But on a national scale, public education is under attack. Um, and there's and there's not a lot that
083we can do about that. Um, so we're relying on the state and what we can do. Um, you know, you talk about the ratio sizes, um, class ratios. I would love to see secondary, you know, lower than 25 to 30 when you consider about 50% of the kids have accommodations that are in those classrooms. It's a lot for teachers. Um, at the same time, we don't know what we're heading into next year and our enrollment is going down. And so, you add vouchers on top of that. We don't know. And I teachers are nervous and uncertain and they don't want to see their classroom sizes grow, but we're also trying to keep everyone employed and that makes it extremely challenging. >> And I would just want to throw in here that uh obviously this is
084a major major issue that that's got to be dealt with. But [clears throat] College Station is not alone in this because we we for so long were such a fast growing district that we built schools that were needed and so forth. And now we we've just hit the the absolute wrong time since basically postcoid with de you know decreasing or stagnant enrollments and so forth. And so it's um it's not a good situation but After tonight, Josh, I'll expect a monthly text from you just to mention general fund balance while you're not here. So, I look forward to receiving that from you. >> I don't know if you Nobody's going to like this, but I'm going to mention it. Um, but, you know, because that's how I am. Um, the we just talked about a
085new a new building. uh when would we how I think we need to consider how much that would cost us in operating expenses and um when when do we have to pull the trigger on that no you know knowing that there are so many unknowns going forward with our number of of kids coming and we're talking about if we have to potentially close a building and we're would it be make more sense to repurpose I just it's just I think it's just something we need to make sure We are very cognizant of because these next couple years there are a lot of unknowns. So it >> so you know that money has to be spent because it's already been sold as a bond. >> We have not sold everything to bond. >> You have to
086you the taxpayers voted on what we were using that money for. >> I I understand but we don't have to spend it if something changes. And is that correct? If something changes with our needs, we we can't spend on something else. Really? Correct. >> But we can't I know and I certainly know it's not it can't go to teachers. It can't go to all those things. I certainly understand that. But I just want to make sure it's not um adding an extra um you know regular operating >> expense to our >> it wouldn't add because the money has already been in a sense appropriated. We just hadn't sold the bond. Right. >> Correct. >> I mean for electricity insurance and all those kind of other things just to run and and more um >> so
087we're talking about maintenance and operations of it. operations, daily operations. Um, >> the daily operations wouldn't increase, your bills would increase because yeah, you're going to put another facility on another facility. >> Also want to clarify just I threw out the mentioning of closing in the campus as worst case scenario. So that's not on the books to make that crystal clear. I I understand your concern and what you're saying, but I also think there's opportunities we're not seeing with College View because of DAP taking up a big portion of that that there's possibly revenue streams there and and growing enrollment there and various different programs. So, it's an unknown, but yeah, the voters voted on this project and the money's there. I guess my biggest thing having a construction background before my pre my current
088life, but um it's not going to get any cheaper and so um just knowing what Mr. Simac, Mr. Buckner, and M Wilson are having to deal with with the changes that we approved six, seven, eight months ago of moving forward with stuff and then maybe change orders and things like that. Um it's the only project on the 23 24 bond that's that's not operational right now. So >> yeah, the project the budget could be blown waiting six months potentially. You know, I think the other diamond potentially in the rough if as we talk later the board approves out of district transfers the growing the biggest growing market right now that I'm seeing across the state is online schools. And I think that is an opportunity for us to garner uh a lot of kids that
089we don't have to have space for. We've got room in College View to house teachers to be able to to give that instruction. We've got plans to visit a couple different campuses or a couple districts across the state. That'd be something that we would consider opening for the uh 2728 school year. But it is a growing market that I've seen no less than 10 school districts in the last three months announce plans to begin. And so it's obviously extremely competitive, but it's also a field of uh potential option for homeschool parents that when they get n and I'm talking at the high school level. I'm not talking K12, but I've got my kid K through eight. I'd like them to continue to be in homeschool, but it's becoming more challenging as a parent to be
090able to deliver that instruction. So you still get the homeschool setting, yet it's our teachers delivering the instruction and and providing the resources. So I do think that that is a market potentially for us to generate even more uh revenue, but we don't have to have a space for them because obviously they would be at home. So that's kind of a potential win-win for us on not overcrowding facilities yet having enrollment grow as well. that I know we've talked about that particular topic before, but how does uh state funding work with online? It would >> be my understanding it's the same way as if they're here. Okay. >> Except uh you know you wouldn't depending on some districts, it depends on how it was structured. Some districts are only taking kids within their boundaries. Most
091I'm seeing are taking kids anywhere in the state of Texas and you can be a student here. Now the logistics and that's why we want to go visit some campuses because freshman sophomores are actually now freshman potentially if they're passing in juniors would have to take star tests. Well, you would have to take a star test with us even though it's online. It couldn't be proctored I don't believe from your house but there's just some some hurdles we just want to look at to see how people have have handled that in the past and then bring you guys back more information once we've done some more research. I guess I just want to acknowledge um you know what what you said about the fact that a new building is going to have some additional operating
092cost. I mean that's that's a fact. I think a lot of things that we do have inherent risk in them. Um and we make decisions and we have to balance out those risks. And um just having been a part of some of the bond committees well before I was on the board. um and listening to um the needs for that new building, it feels irresponsible in some ways not to move forward with those plans that were approved in that bond package um unless we were at a point that we're like just we cannot do it um financially. So, I just acknowledge that there is there's risk in everything that we we plan in our budget, but I feel like that is a a calculated choice that will be good for a whole lot of people
093in our district. I would agree and we've been hanging on and patchwork in this building for a long long time trying to make it work. And if you talk about just having other spaces, opportunities, things we can use, um that would be a distinct advantage, I think. >> Yeah. And again, I we talked about all the positives and I I do recognize a lot of positives to it, including our it is what was on the the bond committee. I just uh it's just hard to think about that at when we just went through this discussion. um and all those potential issues impacting our budget. That's a that was a big page you had there and I just think um you know gives you gives you pause moving gives me pause at least moving forward at
094least at least consider >> challenges that's >> all right so kind of the next steps um we're going to finalize some of the budget board budget goals next month so if you think of anything and you want to reach out to Dr. Hark Rider and give them your thoughts we would we would be more than happy about that. Uh we're going to continue to review campus and program non-payroll allocations, make sure that we don't need to tweak those, not down, but there's possibility we need to tweak a little up. Uh we're going to examine new revenue sources just like we've talked about tonight. Uh established staffing based on enrollment planning. Um we're going to continue to analyze costs. They've done a great job. Josh and his team have done a great job in transportation, just
095making sure that we're not paying overtime and taking that money and putting it towards things that really benefit uh the greater [snorts] uh staffing ratios. We're going to continue to look at that. We're going to monitor the uh federal programs and then we're going to divi uh develop a budget committee, a board budget uh committee that uh can we can listen to our community and make sure that we're all on the same page with this. I do want to point this out. This is on the transmitt every month, but is our budget calendar and it has a lot of good information on it if it will pull up. Uh but it kind of lays out our whole process for the budget. Uh we've got if the transfers go through, you have the timelines on the
096transfers. You have the timelines on grandfathering. It kind of talks even about when we're going to do our staffing on uh for our campuses and and and guesstimates when we're going to require the budgets to be in from the campuses. And then it also talks about each board workshop that we're going to come back and discuss with you guys. And so that is on the transmitt. And we can make sure that you have that information for you guys. uh here is uh like we were telling you earlier uh we want to know what your priorities are. So if you want to look at that QR code, we want to hear from everybody, want to hear from our community, uh our board members, and then we want to make sure that we build this budget uh
097for the community, for our teachers, and for our students. Any questions? >> Yeah, just a big thanks. I love seeing all the numbers that you put together on our spending so far and all the categories and also I'm excited about having a budget committee where we can can involve um our all our staff and and campuses but also the community helping us with these hard decisions. So I think it's greatly absolutely >> thank you for all your hard work and everything you put in. Have a blessed >> thank you. That brings to E. Ajourn.