001Good evening I'd like to call this meeting to order the required public notice of this meeting was sent to community newspapers incorporated in Metropolitan Press on May 29th 2026 and post on the doors of the district office Additionally meeting notices and agendas were posted on the district website and distributed to the city of Brookfield and the village of Elm Grove for posting But the roll call show that all board members are present. Will you please join me in the Pledge of Allegiance? Thank you. May I have a motion to approve the agenda? Thank you. We have a motion by Jean and a second by Cheryl. Is there any discussion? Hearing none, all those in favor of approving the agenda, please say aye. Aye. Any opposed? Thank you. That carries on voice vote. Our first agenda
002item of the evening is personnel matters. Turn some time to Pam for this. Thank you, Pam. Are there any questions for Pam or I to entertain a motion? Gene I think you have a motion by Jean and a second by Mary is there any any questions for Pam any discussion hearing none all those in favor of the motion please say aye aye any opposed thank you that carries on voice vote our second agenda item of the evening is individual teacher contracts I'd start with the motion and then we can have discussion or questions Jean I move approval of the 2627 teacher contract as presented second Thank you have a motion by Jean is second by Mary Any discussion questions? Hearing none all those in favor of the motion. Please say aye aye aye any opposed
003Thank you that carries some voice vote our next agenda item. I don't think this one will be quite as fast. Sorry Ben I'm around a roll but is the preliminary budget then you could try but all right thank you very much i will be driving while presenting here so bear with me um we have about 29 slides to get through so i'd ask you just hold your questions till the end i'll write down the slide number perhaps and what the question would be as we get through this here all right good evening members of the board tonight we will present the 20 26 27 preliminary budget for the school district of elm brook Our presentation will cover our budget development process, core K-12 funding assumptions, highlights of our 2026-27 projections, and our estimated tax levy.
004As you can see, this is a year-long process. Following months of forecasting, enrollment reviews, committee restructures, and reallocations, we are here in June seeking preliminary budget board approval. Again, this will be finalized in October with the adjusted budget, where you will vote on the adjusted budget in October. This process is anchored by four key objectives, supporting our mission to educate and inspire every student, prioritizing community-valued programs, attracting top-tier talent, and ensuring long-term financial sustainability. To ground our discussion, Wisconsin School District's revenues rely heavily on state-imposed revenue limits. These are calculated by using a three-year average on the enrollment and a per-people increase, which is set in state budget. Fortunately, Elmberg has maintained a consistent upward growth trend in resident student enrollment over the past decade, with our current three-year average standing strong at 7,879 students.
005this is the revenue limit calculation this was established in 1993 this wisconsin state legislator put revenue limits in place to curb pressures on local property taxes revenue limits are determined by a three-year average enrollment which i just showed and per people increases typically established in wisconsin's biennium budget there are only two ways the school district can increase the revenue year over year other than an operational referendum or capital referendum This is a useful image here. A critical mechanic of school finance is that our revenue limit is filled by two primary jugs or buckets, general state aid and local property taxes. Mathematically, more state aid results in lower local tax burden. This is a look at equalization aid over time. Due to our growing enrollment and strategic spending, Elmberg's equalization aid has risen significantly to over
006$32 million for the 2025-2026 school year, directly offsetting the community tax burden. This is a look back to 1993, the per-pupil adjustments over time. Since 2010, revenue increases from the state legislature have been less predictable. They used to be tied to the CPI Consumer Price Index, resulting in a steady predictable increase. However, now as you can see, we even had five years of $0 per pupil increases in Elmbrook and other districts. This variation in revenues has resulted in an annual budget process that includes restructuring and reallocations based on our projected revenues. This amount will be known to us. As far as our tax levy goes in October again, we'll revisit this So even the state's recent three hundred twenty five dollars per pupil adjustment if you look at a historical look look back It CPI
007Rizzi reveals the sobering reality district revenues per pupil have lagged behind inflation since 2009 Meaning our actual buying power per student is lower today than it was in 2008 and 9 Now let's turn our attention to how we are building the preliminary budget through the restructure reallocation process. First, some core assumptions and estimates. We have the $325 built into the per pupil revenue limit. That is still state statute established by the governor's veto for 397 years. That may get pulled out. We'll see more to come from the state there. our three-year membership calculation which again is an average and we've seen a slight increase projected for the 26-27 school year other assumptions used in the forecast uh 42 percent increase in special education reimbursement in the biennial budget that was 45 percent conservatively we're putting
008at 42 percent um it's some certain which means they put one big bucket of money to reimburse special education costs they don't know what the cost actually will be So that is a conservative estimate. We have our commitment to the compensation model, five contingency FTE, increase in health insurance, property and liability insurance, and a decrease in our short-term borrowing expense. Just a snapshot, we do have 10 funds in our budget. We did them all. Good job, Homebrooke. We carry them all. Just a reminder to the board. Looking at our Fund 10 revenues, local sources will generate $73.6 million, while state sources rise by 2.55% to $43 million. We are accounting for a drop in federal aid due to expiring grants. Turning towards Fund 10 general expenditures, our primary operational costs are people. Salaries and benefits
009represent our largest allocation. increasing 3.04% and 3.7% respectively, reflecting our commitment to our staff compensation model. Purchase services remains flat, and while we have achieved cost reductions in non-capital and capital objects. Helpful image to see how our Fund 10 preliminary budget is spread out. Again, 65% of that is in salaries and benefits. We're a people business. Turning to fund 27. That's our special education fund. This covers all special education programming It's balanced at 2.5 million due to an estimated 13.2 seven increase in state and federal aid again That's going back to the special education reimbursement from the state And you can see we're actually able to reduce the required transfer from fund 10 To fund 27. It's down to twelve point eight five million turning towards our special education expenditures You can see an increase
010of nearly 3% change in the preliminary budget. This represents increased costs and salary and benefits and additional student needs. Fund 38, we learned a lot about Fund 38. This is non-referendum debt. So Elmbrook chose to use Fund 38 to refinance its WRS Wisconsin Retirement System unfunded. service liability and this goes back in time this will fall off it will be paid off here as you can see 2627 is the last year of payment on that non-referendum debt Turning to fund 39 this is our referendum debt our 2008 high school referendum is scheduled to expire in April 2028 It should be noted that in fund 39 we have refinanced multiple times to take advantage of lower interest rates saving taxpayers Millions of dollars in 2028 2029 the tax rate is projected to be the lowest in
011Elmbrook school history and likely the lowest in the region From a tax levy perspective, this is very very very early There's a lot more variables that we will know more about as we get closer I'm combining all the components though the general fund debt service and community service our total estimated school-based tax levy for 2026 2027 is 79 million three hundred seventy thousand three hundred and fifty one this represents a highly stable modest change of 1.68 percent Here is the mill rate calculation Really, what does this mean for our community as we look at the budget and we look at the the tax levy the mill rate calculation is divided by the is Calculated by dividing our total tax levy by our equalized property value per $1,000 two things can affect the mill rate first
012is the total tax total school-based tax levy and the other part of the equation that Affects your mill rate is your property value Here is Elmburg schools mill rate history over time Historically, we maintain a downward trend from 13 point $13.60 in the mill rate to as recently as $6.26. Additionally, our mill rate reflects a 55% decrease over the past 30 years. That's just another way to say it. Looking at our regional mill rate here, we're highly competitive, sitting well below the K-12 state average of $7.09. And here is the estimated equalized tax levy rate. So this is based on a 2% increase in property values that would impact this as well. You can see that for a $500,000 home, the school portion of property tax is estimated to decrease by $10. Just a reminder,
013these numbers are estimates in preliminary, and we will solidify these in October. We do have a preliminary budget. Packet also attached to the board meeting. It incorporates all committee approved restructures and reallocations and detailed expenditure light items. Again, this will be refined for our adjusted budget in October. So some factors like summer hiring, the official third Friday of September, pupil count, certified state aid numbers, and final equalized property values. All these will come to light in October. Those are just some examples of what will change. And finally, in summary, this is a fully balanced budget. Our fund expenditure growth lags CPI, and we're delivering a levy and mill rate stability to our taxpayers. I'll take any questions. Thank you, Ben. Other questions or comments for Ben? Oh, yeah. Another pin? Yeah. Yes. Okay, my question
014is, thank you, does the state source the aid of $43 million, does that include? the special ed reimbursements no sure i did yeah all right okay sorry thank you this is fun sent so it's a good question so i'll just talk about a little bit in fund 27 their revenue comes from the transfer from 10. right okay so that's the fund 27 revenue it's not part of state aid so that component of reimbursement from the state is not represented here but is represented elsewhere in the budget within fund 27 correct yep okay So this budget is balanced and I guess looking at slide 15 it is so our increase in our revenue is 1.41% but if you look at our operating expenditures salaries benefits and even the special ed costs although It's being decreased for
015this budget because of the state reimbursements increasing but the costs themselves are increasing So if our special ed costs are going up our salaries and our benefits all by about three to four percent Now our revenue is only going up one point four one percent so this year we you know by restructuring or reallocating One of the main components being the special ed reimbursements going up Others, being very careful with using lines of credit and interest payments and in other ways of finding efficiencies, we were able to manage a balanced budget. But the question is, this will be year by year. If there's no new significant increase in revenue or significant increase in state special ed reimbursements. I guess I just wanted to acknowledge that and I don't know if you have any comments on
016that. I guess the other part to that is, so we've set these budgets for 26, 27 for the departments. And then within those departments, they will have to work within them. And some of them have projected costs that would exceed. For example, the meeting before this the personnel committee and i know that that topic will come to the board eventually but within that conversation talking about health care costs which went up 14 percent um this past year or projected would exceed what they're allotted within this budget and so they may have to make changes for this budget if the departments and if the committees committed sticking to the budget within here making the decisions they have to make this budget to me is sound but decisions will have to be made to stick to it
017and then in the future as well we'll see how many efficiencies we can find if costs continue to increase three to four percent while state revenue increases are only one to two percent so those are my comments I don't know if you have any other comments but Thank you for bringing a comprehensive balanced budget to the table Thank You Elizabeth other questions or comments? I see most everyone want to comment Appreciate your look at this and I like fresh eyes on this I think the two things I have learned to keep in mind are one this is a conservatively crafted budget There is some space in there where we may do better than we can anticipate at this time because of things We just don't know that historically Has covered us some of those changes
018your reference to the last committee meeting which I was in was a significant discussion about health care and we're looking at what could be coming next year and looking at what the potential increased costs would be and also what potential mitigation strategies we might be comfortable employing or at least bringing forward to the board to employ so i think every committee has to do those two things so all these different pieces this is why it's hard to look at this and say there it is you know we need to do this differently or that differently because we've traditionally not had a difficulty as long as enrollment there and and continues to increase slightly that's as Larry Dukes would say the coin of the realm in education so the variables we don't know what Madison will
019do what will happen in the world you know all of the things that we can't know what we can know is if we budget conservatively and we're looking at strategies committee by committee we should probably be okay if things if any of those variables change we come back to the table and that's that's the circle of life here questions or comments i'm looking at the transfer to the capital the capital transfer two million dollars that's less than we have done in past years On average, we've been around 2.3. In past years, we've done 8.8 and even 11 million. So we've had fluctuations there. We're trying to stabilize as we plan out the next 20 years for our capital plan. Is that bucket kind of the one that if we do better in other areas, that
020that's where we transfer that so we have those savings? Yeah, I think it's a balance, and I'll let you jump in, too. If we outperform the budget, I think... strategically it's important to commit some of that to fund balance in our operating but also commit some extra dollars to fund 46 and and that's typically what we've done when we see that we try to put it in both buckets is anything else you did yeah so i i feel like um for the least oh sorry for the last several years like like ben said we spent 11.8 11 million 5 million and i think it used to be 3 4 and then now we've like averaged it about so it's two for 25 26 and then we we carried that forward to 26 27. and again
021we do have opportunity if when we go to close the year to put more dollars into that but it just depends on the performance of the year Does the two million we have there help fund the plans we have for the 20 years? Very few districts have a line in their budget that they're going to transfer to 146 very few districts have that privilege so yeah it helps a lot in our capital strategy it has helped a lot in the past as well In this conversation not to complicate it anymore, but it is considered a cost So that impacts our overall aid because our aids generated based off of our shared cost versus the rest of the state So it's a bigger picture than just hey, we did great move it all into fund 46
022Well, what does that do to our aid? So it's it's a little bit more complicated On this topic The amount spent on facilities maintenance and improvements is more than just that two million each year though is that correct so it's my understanding that we're spending about four and a half to five million a year in the last year and i'm is that consistent going into this preliminary budget about two and a half million will come out of fund 10 for facility maintenance is it directly out of the of fund 10 plus a 2 million out of fund 46 or i guess can you explain that a bit the actual expenses beyond the transfer So we do budget between four and a half to five million dollars out of fund 10 in we call it Rick's
023budget so it's operation and maintenance so those are their ongoing maintenance and supply costs for his facilities and then long-range planning which comes to the board in November and they approve that budget for long-range so those are more like roof asphalt repairs things like that so long range maintenance so that is in built into our fund 10 budget every single year this 2 million is an additional amount that we transfer to fund 46 every year for future projects that we may have which comes to that capital plan which the 20-year capital plan which they're coming from so those tend to be above and beyond expenses that are not part of a planned just maintenance of the, so like Fairview South came out of there. The press box was a Fund 46 expenditure. So that's how
024we tend to categorize the differences. So Fund 10 is mostly long-term maintenance, short-term and long-term maintenance. Does that answer your question? Okay. Slide, the non-capital objects. what is that with that five million so so this is for all funds so non-capital objects are That could be supplies. Paper. That's all of that. A lot of what is in those is in the purchase services. So like those repairs, maintenance, a lot of those are actually in the purchase services category. And then capital objects, those are like fixed assets, things like that. So those are typically the things that we capitalize. Those might be new vehicles, lawnmowers, things that are over the capitalization limit. Yeah, but non-capital objects, that could be software, tech, supplies, paper. And some of that would be also included in that. But yes, this
025includes all of that. But a lot of it is in that purchase services, which is why that number is so high. Thank you. Good questions. Other questions or comments? Jean? If there are no other questions about this slide deck, I wonder if you could open the budget document. I'm looking at page 19 and I apologize that I didn't get this to you before and I don't expect an answer as to what and maybe although maybe there is one from my understanding if you look at special ed salaries the amount of change in special ed salaries which is line two in this chart And the column third from the left the increase in salaries is about 700,000 and then when you slide down to the benefit increase is almost the same amount and in in my
026world We always looked at benefits are about 25% or 30% of salaries Unless there's a benefit change and you would be paying more benefits to the same people who are already here. I wondered about the the fact that those two numbers are nearly identical and in the other line items they're anywhere from 50 to 60 percent benefits of salaries and so for the next time we talk about this I'd appreciate to understand that a little bit thank you I just want to thank you guys for putting this together. I know it's a lot of work and a lot of time has gone into it. I think kind of dovetailing a little bit off Elizabeth's question, we talk about, I think, levers a little bit, and we talk about salary and benefits and those increasing above
027inflation and how that relates to our overall budget. And it looks like a lot of our offset, so to say, would be purchase services. I think out of Fund 10, there was a big. think if I'm not mistaken there was Did you want it more detailed No, no, I was just I think wondering More and this isn't a slave for this year and it's not a question I need answered today but more wondering how long like as as benefits and salary would increase above how How much can do we expect to be able to hold some of those other ones flat or drop them to, you know, as you balance them, all of those combined? I think last year we had a similar situation where maybe we're a little bit above in salary and benefits.
028I think there were other categories that came in below. So just more of a curiosity going forward as. and like I said not something I need today or an answer to but just thinking about longer term how that all factors in and continued on into the future sustainability yeah and that's that's always the concern I mean we're a people business and salaries and benefits are gonna be a large part of the budget I can say our building budgets do fluctuate based off of enrollment projections and actually realities we true them up in the fall when we know what our counts are so those things are fluctuating beyond just what the budget's doing but we're always committed to a balanced budget that's that is step number one and through restructures reallocations we find which methods which
029solutions we can we can find in those efficiencies Just to add a little bit of context to this, some of these decreases for like non-capital and capital objects, a lot of those are based in our changes in our grant funding. And so it looks like there's wild swings, but it's not necessarily cuts. It's just because the grant revenue is decreased, so then the offsetting expenses are decreased, which that is what you're seeing in some of these line items that are decreases. So we weren't necessarily... cutting in those line items to make room for salaries and benefits it's just you know grant income and expense are one to one so the revenue is down the expenses are down so that's kind of what you're seeing there for those decreases in capital and non-capital if that helps
030yeah no appreciate it thank you so i'll continue on that theme a little bit That it's been brought up by three or four other board members so on I just want to make sure first I understand and my thinking on this comes largely from Glenn all guys time on the board and what he did with the finance and operations is feeling and I'm probably gonna miss quote him so apologize Glenn, but Basically, his idea was because our budget is so heavy on salaries and benefits that we should never really be increasing our Salaries and benefits more than our red we shouldn't let our salaries and benefits really outpace the revenue Increases that we're getting from the state so that we're kind of living within our budget. That was this general feeling again Whether what percentages
031he was looking at and exactly which numbers I don't know now years later, but I'm looking at slide 14 and noticing that Make this note that Basically, it looks to me like our revenue increases from the state and I'm not looking at percentages as much as dollars So that's kind of where I live again and wanting to make sure we're kind of living within our budget So I see that it kind of looks like our revenue is up about two million dollars And then when I look at slide 15, just the salary and benefit portion, because, again, that's kind of what I'm just using as a dipstick to kind of make sure we're living. It looks like our salary and benefit increase cost is about $2.5 million. And those are round numbers, not exact. And
032I want to preface. I should probably say this at the beginning. I am very committed to our compensation model, and I'm committed to making sure that our teachers are paid. In the top quarter. I mean, I just fundamentally believe we need to pay our people. So that is this is not a veiled Forecast that I want to lower salaries or anything like that But am I reading that correctly that in this projected budget? I know a lot of numbers need to be finalized that maybe are and we're implementing I know we're implementing our Compensation model so I expected larger increases the first I don't know, three to five years of that model. So it doesn't come as a huge surprise to me, but am I reading it correctly that our expenditures and salaries and benefits
033are slightly outpacing, like, the increase in dollars that we're getting from the state? I mean, I haven't run that calculation. I can have it for the next time the board looks at this when we take it to action. Yeah, so I'll just finish my thought here just by, again, I know we all approach the budget from different lenses. And I don't know that my lens or Glenn's lens, as it were, is the right one. But because we are in the people business, for me, that salary and benefits, expenditure, and then looking at kind of that state revenue, I'd like to make sure that that's similar. Again, I'm committed to paying our teachers what they should be paid. And I know that our compensation model will cost a little bit to implement. I knew that when
034I voted for it. Couple years ago, so I'm not against that but I am cautious going forward because I don't want to see Us outpace that and then be faced with the decision I kind of heard board members talking at where at least I thought I heard you talking about a little bit like well You know what if our? Transfer to facilities is 2 million now it kind of used to be closer to 2.5 million and what if it slides closer to 1.5 million I mean, I don't want it to start cannibalizing other areas the budget and And so just a caution. I don't think I would change anything this year. This looks really good. And it's hard to know what the legislature is going to do year to year, but I think it's something
035we need to watch. And that salary and benefit, to me, expenditure outpacing the amount we're getting from state aid is just, again, exactly that, just something to watch. We'll want to keep an eye on that in the next year or two is my caution and my personal feeling. Jen? i'm going to follow up on that point and ben thank you for answering this question i had asked ben if some of that increase is due to the decision we made three years ago to catch employees up to make sure that they are at that 75th percentile and does that catch up kind of level off and ben's reply if you don't mind me sharing it it was yes so it was last year was two and a half percent to catch up on the matrices and
036this year is 1.5% and going forward is less. Yeah, and just as they move, they move to the cell where they need to be. It'll be smaller increases over time. As you had said, the first three years, there's going to be more of a catch-up to move them, larger increases. But as the model works, which has been priced out sustainably through Milliman, it's going to be a lot smaller. And we adjust the matrices. And so therefore we may see a lower percent increase next year. Right. That might be more in line with inflation or the increase in revenue. Right, because our staff are getting to where they need to be as far as the 75th percentile. Thank you. Mary? The part that's frustrating is the looking into the crystal ball. I'm really glad to see
037slide 11 in here to remind us that in a time when inflation has vastly outpaced our... increases and our costs have continued to go up we've managed to make the mill rate lower than ever because also our property values have gone up our enrollment has gone up we've been in a very sweet spot here 80% of the school districts in the state of Wisconsin have had to go to operational referenda because they didn't have that same fortunate turn of events and there may come a time when we don't either this year you know it does look like salary and benefits is probably going to slightly outpace revenue increases And that's in a year when the CPI increase is relatively small for our staff at 2.63, is what we approved. If it's higher next year, and
038I think the way inflation's been going, it may be, next year may be a little more challenging to balance this budget and maintain the compensation model and continue to attract top talent. The other thing we talked about recently in committee is that the fact that we have committed ourselves as a board to staying in that top quartile for salaries allows us to look at some perhaps adjustments that come in participating in the cost of benefits or the tier system we adopted this year. everything is a delicate balance when we give here we take away something there to make this work for our students should we get to a level a flat enrollment or we don't have increases we're going to have other challenges and we're going to have to have some different conversations but it's
039not going to change the fact that we have to retain and recruit the best talent to teach our students because that's what we're here to do that's that's our purpose we are a people business and so i just want to keep that in mind when we start measuring revenue against costs I don't think that we've been asked by our administration to shoulder any extraordinary costs that aren't warranted by making sure that we are providing the best education possible and I think that's something that we're all committed to doing even when it gets hard so there's there's there's the data and there's what's between the lines here that we have to keep in mind. Thank you Mary. Any other comments or questions? As you saw from one of the first slides this is one step in
040the budget process and we actually will see this again with more firm numbers and there will be opportunities to ask questions and get more information. So thank you Ben. Missy thank you so much. Thank you all very much. Our next And actually, last agenda item of the evening is the biggest, the draft of the 20-year facility plan. And to help us and walk us through it and shepherd that conversation, amazing. Wow, big introduction. Yeah, well, you know, I was, yeah, welcome, Chris. You have to live up to that now. You do. Thank you. Okay, well, there's three ways to look at this 20-year plan. You could read the plan. You can read the two-page executive summary. Or you can watch the slideshow. So if you want to do something else while I'm talking I'm gonna
041do the slideshow you can decide which mode of Understanding you're seeking tonight but I didn't know if I really needed a slideshow because really what we try to do with the two-page executive summary was capture the most salient talking points of Really our work together for the last nine months and so a lot, you know, I think because Even if you're new to the board you've been engaged in the conversation and a lot of this information isn't new the thing that I guess I'm most pleased about is this really this putting this plan together really forced me and others to articulate some of the separate processes that we've had in our system that have worked well for us and at different times in different ways so how do you talk about enrollment well we've always
042projected enrollment we talked about the value of enrollment and and its impacts on facilities in this in this case so that's been helpful we had our ten-year capital plan that we've that we've done for many years you know we've made decisions you've made decisions as a board about other properties in the system and just kind of putting all that into one story I think is helpful to us as we talk about the next 20 years Here we go not too many slides I won't be that long and then we can just have a conversation or you can ask questions or give me feedback on how we can make the plan better So that's the goal tonight 12 facilities 7,800 students and really, you know, I think the the strategic roadmaps statement of just high functioning
043academic excellence rigorous financial discipline student-centered environments if we ground ourselves in those three things in our approach to facility planning Which I think we have done this go-round. I think we're in a really good spot. It's defendable. It's explainable to the community and it's and it's focused on the right things as I said Decisions have been made in the last five years about properties the former district office or central administrative office on Hope Street, Imperial Park, Hillside. both closing it and then eventually selling it but then all the investments that we've made in to our schools and some of those are listed here with dollar amounts on the right so just to give you a flavor for all the different kinds of facility investments and improvements we've been able to make with 100 million dollars
044from our operating budget which you now know where it comes from and how much and how it works and without deferred maintenance is the big line item there because so many districts end up just you know unable to manage their maintenance and then having to ask the community to start there instead of starting with renovations or improvements feel like this process has been very robust with data throughout you certainly invested a lot of time and hours into understanding of both our facilities and the data so those were the work sessions the tours The data comes from different places from our education adequacy assessment our security assessments that we had at elementary from our maintenance assessments And so all of that helped us identify needs and priorities. We then leveraged our experts at Bray Architects and
045C.G. Schmidt to help us develop just concept plans, which are on the right. Those concept plans help create costs associated with them, which give us estimates for renovation to meet those needs. Mentioned enrollments. I love this chart. just really shows the peak of Brookfield in the 1970s. Nearly 11,000 plus students in this community and then the sharp decline. I mean, you talked about even then they had budget. challenges and those budget challenges were met with school closings really we said 15 elementary schools at one time we now have five so those challenges have been met throughout our history budget challenges that is the light green is open enrollment that was a strategy for a long time to even out enrollment and our budget but then in 2012 2009 2012 around there Ended open enrollment end
046of the chapter 220 program. And so now we are almost 100% resident enrollment at about 7800 and I think if we were to do a study we there are certainly companies that do studies like this on demographics I think our community will always support a more stable number of students Over time now, I don't think we'll see this swing like we saw from 11 5 down to 5800, you know In in the early 2000s, so I just think that in our communities matured It's grown up certainly it'll take time to turn over again like it feel like it's turned over Elm groves turned over in the last ten years Quite a bit a lot of houses for sale right now, so it's still kind of happening I would say but I feel like we won't
047see dramatic fluctuations. We'll see fluctuations, but I don't know that we'll see dramatic fluctuations here And the other thing to remember is that we also don't have the whole market here. There's 20% of our resident students who don't attend our schools. So any change in that market may impact us favorably as well. It's another 1,800 students or so that don't attend our schools. So this plan is based on two financial approaches, one being a capital referendum. and we'll talk just briefly about the survey results that were presented at the may meeting and the second is the annual district budget item which you just heard about so capital referendum this this plan is organized into three phases phase one being the first five years phase two being years six through 15 and phase three being the
048last five years of the plan and so i'll just briefly cover those as well so capital referendum the We had identified a couple of different options one of those options was a four school renovation that and you can see the schools on the right that total a hundred million dollars for those renovations that those renovations are certainly not the same they're not balanced across the schools and they weren't really meant to be because those dollars and estimates come from the needs that we identified and the priorities that you communicated to us during the planning process. So when we talked about other options that we could consider, such as a permanent space for launch or... In addition at Swanson, those were things that the boards, you know, that we decided weren't priorities in the budget and
049weren't needs, and we wanted to focus on the needs of the schools. And so either program needs, accessibility needs or improvements, gym expansion. And so that's why it's not distributed evenly. And the schools also aren't built the same. Think we saw that and heard that in our in our tours as well that Tonawanda's construction is different than Swanson in Wisconsin Hills and so over time Swanson in Wisconsin Hills will probably need less dollars invested in it because of the construction of the facility so You can see CG Schmidt and their estimates then there's four buckets for estimating those estimates the dollar estimates are good through November and a project to follow if a referendum was not on our horizon they would need to be revised for any further timeline beyond a November referendum but there
050are certainly risk funds that are a portion of those costs that account for inflation, cost of materials, things that would change beyond our control over time in the next foreseeable future through the construction phase. So that's how they organize their costs and then get to the dollar amount that they do. You pair that $100 million with an opportunity to replace the high school debt. As Ben said earlier, it expires in... I believe April of 28. With that then, with an 11 cent increase on $1,000 property value, we could reach that $100 million capital referendum and replace the $85 million of debt now and extend it with an 11 cent increase. So that's the financial opportunity. We put all this in a really simple to read community survey. We are grateful that we had the participation
051that we had as school perceptions presented last time they said 2,900 responses gives you a high level of confidence in the responses and the results low statistical margin of error 1.85% either way they their formula weights those responses to likely voters which gives non parents non staff a larger percentage of that weight 70% of the Favorability and when you put that all together 67% weighted support for a definitely yes or probably yes answer in supporting a hundred million dollar referendum The second funding track is our annual district budget Mitzi and Ben talked about those types of repairs that are included in addition to the projects that we identified in the earlier slide and And so The plan then is for that to continue while if we were to move forward with a referendum receive community
052support for it this would be our parallel funding strategy to continue to move the whole district forward with investments across the district as we have done over the last 15-20 years since our last referendum Just to give you a flavor of what that means for each of the schools. So the You know, even though we're talking about investing 33 million dollars, that's like a ton of Wanda through the through the referendum You know, you can see Brookfield Central Brookfield East were scheduled to invest 23 24 million 26 million dollars over the next 15 years really that we have projects planned out in each of our high schools so I think that's also a strong message for the community that this isn't just about four schools this by investing by having the community support to invest
053in our four schools renovation or the renovation of four schools it allows us to utilize savings strategy to invest in all of our schools and you'll notice that even though Swanson and Tonawanda are you know the focus schools for the renovation they still have commitments here on the capital plan because our capital plan is built on need not once and so Tonawanda will need a roof replacement in three or four years from now But we didn't want to include it in the referendum dollars because it doesn't need it right now So that's the 1.2 million dollars it may make sense for us to move that expense up and do it at the same time Maybe there's efficiencies there, but we would assess that later But that expense wouldn't necessarily come from the referendum. It would
054come from our operating budget And so that's why there's additional dollars still being invested at the facilities like our goal at least my understanding of our goal in Wasn't to address every need we had at or every possible expense identified at all of each of those four schools It was to identify the priority Prioritize needs and then use our dollars to make sure that we're still Not deferring maintenance and investing in our schools at the right time So I mentioned the roadmap, phase one, five years, next one, 10 years. Phase three, I think, is going to be the money year. So if you're still around on the board in 20, 15 years from now, that's going to be a great time. Let's just put it that way, because I really think. the conversation about what
055do we do with some of our legacy buildings like our high schools that were built in the 50s and early 60s what do we do with them and you know we're gonna be back to a are we building one school are we renovating again are we you know and those are and so really I think the The purpose of including phase three in this plan was really to set the stage for that conversation. We certainly could forecast out another five years of maintenance, but I didn't feel like there was a lot of value in that. Typically, we forecast it out about 10 years, and the last seven, eight, nine, 10 years... plans would adjust based on assessments we assess every year and maybe the parking lot is going to last another year so then it
056goes from 10 years to 11 years and so that's why we included first five those are pretty well known projects prioritize needs the next 10 those projects probably have some flexibility based on the assessments that we do every year and priorities and opportunities and then and then really the last five is going to be more strategic work around those legacy schools legacy at that time right now they're still recently renovated high schools and then how do we how do we check on this plan and so just the accountability the governance of it like i said we do annual assessments that would be rick and team and experts like cg schmidt do we need to replace the roofs now this year two years from now can this parking lot wait is there immediate needs somewhere else.
057So those are the annual assessments. Every five years we would bring in of the professionals and do those assessments again refresh them our athletic facilities education adequacy maintenance so we had that data and the plan could then be adjusted and then every ten years I think it's good to engage the community and and say what you know are we on the right path do we need to make an adjustment this plan was written ten years ago is it still good and or does it need more significant changes so that's that would be my suggested timeline for kind of the review of this plan one last thing that I failed to mention about Tonawanda when we look at these numbers regarding the dollar amounts here we are able we didn't know this when the survey went
058out but we are able to fit four-section school at Tonawanda into the 33.7 million dollars so initially initially was presented as three and a half we had conversations about whether it should be three and a half or four I think from an administrative standpoint we believe that four section school even though we don't have four sections at grade levels we have some four sections right now but it gives us the most long-term flexibility for a small investment which small being a million to a million and a half would come out of that or would be spent somewhere else in the in the referendum if we decided not to do three and a half or not to do four sections so with that Talk a little more about that what you mean by that moving from
059three and a half to four provides us with what is that? Yeah, so you know Just as a refresher when we talked about Swanson. We said Swanson may be facing the most enrollment pressure right now it's living in the high 80s as far as percent capacity last year we reassigned the flats in Bishops Woods to Swanson because Tonawanda probably couldn't have absorbed an increase in enrollment which was a good move because we are seeing several enrollments come from that development so in that conversation then we talked about well should we build a four section classroom addition for three million dollars or something like that or would we consider redistricting like we've done many times in our district's history and so and I think the message that I heard was redistricting you know we don't change
060high school pathways that's what we're committed to at least we haven't to date and you know it's it's the best use of our physical resources it is certainly some disruption to families I think Jean you said it was the second least preferred thing to do on the school board other than closing a school and however you know those are sometimes the hard decisions that you have to make and so the by having an option everywhere because then we would have at least four section schools or more Swanson and Burleigh are bigger than that that provides the greatest amount of flexibility should we need to reassign students across the district without building additions without doing something else in a capital way What does that do to the capacity of Tonawanda then So right now they're at
061569 I think is their capacity so it would take it to Would that possibly then create an imbalance between the middle schools and the high schools if we're doing a four section and possibly feeding more students to Tonawanda than to Pilgrim Park than to Brookfield East which we already have I think the target school for redistricting is Dixon if we needed to move Swanson students because 30% of our students at Dixon go on to Wisconsin Hills and 30 to 35% and then 65 to 70% go on to Pilgrim so it's already melting pot of students in our district and it's in the middle of town so it creates the most flexibility so if there's a way to balance enrollment you'd want to start there however if there were more developments where it didn't make sense
062to drive past a school to get to Dixon you know then you would figure out where they where they went on the fringe What is the capacity at Dixon and the current enrollment Dixon is the one school where we are projecting a more significant decline in students so the capacity is there we're still projecting over 500 students some of the comments were not too far deep into the survey but many of the comments some of the common themes in the survey were about enrollment and are we sure that we would need all five schools you know like because at one point in time there was thought of could we just push everybody into four schools my personal opinion again 7,800 students I don't see that declining in dramatic ways and I think we need all
063five schools so that's why it would make sense to invest in all five schools for my opinion Thank you for all of this and I agree with your last statement especially because it's not just about the rooms in the building but about the optimal size of staffing in a building that can be functional with a certain number of students and I think there's some financial efficiencies to having five schools open rather than having a one and a half and a one and three quarters with traveling teachers which has a cost of its own. My question is is coming back to slide 11 the projected district budget investment summary asterisk um there's a statement in here with the assumption that five million dollars will be set aside to fund 46 type purchases like these we are
064looking at a projected budget this year where we're putting two million dollars into fund 46. is there an expectation embedded in this that we're committing we're making a commitment for boards through 2041 that they'll put five million dollars a year it's total so i mean it's the portion of fund 10 operating budget that is allocated towards maintenance and repairs okay and the two million dollars and i i say that fully understanding that there's fluidity in these numbers and in these plans um and then the only other question i have because my mind is jumping forward is the use of our high schools in a time when we have some off-site uses I don't know if any of these phase one or two projects on the table now other than I think maybe some large meeting
065slash cafeteria space at Brookfield East if any of these have to do with learning spaces expansion or even a study of how we're using the high schools in a time of senior privilege and block scheduling and launch and off-site options for students because that I would think might be a project for us in the not too distant future yeah there would Approval of this plan doesn't mean you're approving every project that lives under this dollar amount here, so let's start with that. Each year, I think Rick and Ben are working on kind of the... process approach but I think what we'd like to do is go through a process of kind of whole project consideration where in the fall then the board is considering what those projects look like including HVAC upgrades and generator replacements
066and learning space enhancements and then we would gain full board approval of all of those so that we could leverage The bid strategy and timing to get the best value for our money in the winter months for planning summer projects essentially So so the all of that will come to you. This does include both maintenance repair and learning space enhancements such as Music music improvements at Brookfield central art art at Brookfield Central arts and Business at Brookfield East there are several projects that are included in there that are athletic learning space and maintenance Can I just ask one specific one about Swanson? I know we did not the classroom wing that was in one of the plans to Swanson as part of a projected facility improvement referendum is any of that included in this it
067is not okay so we talked about storage yep and storage is part of this plan because we still feel like that's a need that we didn't want to necessarily put it into the referendum so it's part of our So if we were to find down the road a piece that the state decided we needed to have full day 4k we'd have some adjustments to make I don't know that it's been determined that we couldn't do full day 4k there but yes we'd have options My thought on the importance of the phase 3 in this plan forecasting 15 to 20 years out I believe that is important to make sure that we've captured everything we need to capture, all the work that we do need to get done in the first 15 years of that. And
068I know from previous conversations and acknowledging those and board work sessions, ensuring that our needs will be met within this, that the high schools or Burleigh, that is also getting close to 90, 100 years, won't need more than this $5, $10, $15 million. Before 15 years from now, but again, I think from our conversations That those conversations those bigger conversations can wait. Yeah it I mean it's The budget conversation in this conversation are not two separate conversations Obviously, you know you have a group we have a group scheduled to come together in ten years from now if state funding continues to get outpaced By inflation and it just puts more and more pressure and we end up with zero dollars transferred towards You know fund 46 and we can't meet some of those obligations. I
069mean there is no guarantee This is not a commitment that we will only do one referendum in the next 20 years if that was what the board decided I mean the commitment is like right now we've put together For school renovation and the needs and our hope is that we will continue to save we will continue to avoid deferred maintenance We will continue to do everything we possibly can to keep high, you know quality staff and retain the best of the best And invest in our facilities like we've done but that's really the only obligation we can make right now because that's all we know right now To your point Just more of a comment this 20-year plan and I think you alluded to this is based on the needs we have with the buildings
070we have and so over the past 10 years as we've built LaunchOut we've gone and found different spaces that seem to work ideally for the classroom or the learning needs for that new program The other piece that we have a lot of needs for performing arts and that we have that is not a building we have but it is still a space need that we have and so I don't know if we need to highlight some of that and on this 20-year plan that we have other options and we have long-term commitments it's not something that we are responsible for in terms of that maintenance but it is Some of the needs that we have for our students and their needs Yeah, that's a good thought and so that would be my thought that we've
071you know, if this is a facility focus I mentioned lunch on the front end I know but I don't have it detailed like we don't I mean during our conversations we talked about right now leasing seemed to be the preferred option but maybe we need to just spell that out I mean that's and and continue our part and reinforce the partnership with the Sheridan Wilson Center because those are resources that we obviously have access to that we rely on in order to make budget work or funding work When we renewed that contract we talked through that we talked through the different options we got estimates for building those spaces so I don't want to lose that I think there are several in our community that would love to have beautiful facilities at both of our
072high schools but this is the choice that we've made and it is a need that we have we've just chosen to pursue a different space for that another good story to tell because it's not like our only answer to everything is to build new it's to partner with the community and build a performing arts center that we're committed to using 80 days a year or it's our commitment to leveraging corporate space in this community that we have access to that can serve a different purpose for a program that wasn't thought of before 2013-14 So I'll add that into the plan. And learning spaces at the medical, right? Yeah, exactly. Or in a corporate business environment. Right, which is kind of what you were saying too, Mary. But just how do we anticipate programming? How do
073we communicate flexibility in our approach so that as programming changes over time, people understand that we're going to look at all options to meet those needs? Right and thank you Jen for bringing up the performing arts because it would be nice to know Not only the you know the past and projected use and costs but those that's not the only facility we use we're using Shattuck auditorium and there's a cost to that we were able to flip out to Pewaukee there was a cost for that and maybe even some some consortium of shared use is in the future if other schools are Trying to meet needs as well. I don't just I'm just throwing that out but and as if should launch take off to an even more rigorous research strand process what what are
074their facility Needs now and what might they be in the future? So not just where they are, but what are they and what's optimal? This is there's so much, you know, we're not done because we Let's reach over and pat ourselves on the back for coming through with a pretty good plan right now I'm very happy about it and I'm very enthusiastic about the community support that was reported And and I look forward to these additional conversations for the totality of our programs on to that and just even talk about some of the risks right so what if something happens to the wilson center or you know or we are not able to lease the spaces that we've been leasing and what what are the risks there so this is a facilities plan it's most
075of these facilities are ours but we also use other facilities so just to start with what our student learning needs are and flexibility for going forward yeah thank you so a couple of questions one Chris relates to slide eight. Something that isn't clear in my mind probably should be clear, and you probably addressed it. So I'm just asking, the debt drops off in 2028 if there is a referendum question to the community, and the community chooses to invest in our facilities. Do those funds not become available until 2029, and that's when construction would begin? Is that really complicated? I don't know the answer to that. And does that work with it works to keep that there's a way to keep the tax rate level at 67 cents for the debt portion then The construction season
076in the summer of 28 Yes project fall of 27 but the majority of your you don't have to borrow it all at the same time and then and It would work out that's my simple answer my non-finance answer If we're talking about construction in the fall how's that going to affect the learning that's going on in the various facilities couple different ways one way Like at Tonawanda you would work on the addition first and then once you had the new space you move the majority out and then you just Renovate sections you try to get the majority, you know as much as you can done over summers If that's an option available to you some districts have applied for You know ending the school year a week early and you know then starting a week
077later or something like that just to give you a little bit more flexibility so that's one strategy in a pilgrim park it's more like it's more like our high schools this is how I would describe it more simply because our high schools had this happen for two years you know referendum passed in 2007 yes yeah and then construction started in 2008 and it really lasted for 24 months and you did a section of the school at a time and it was walled off zoned off classes were moved out and you just used the I mean it was tighter it wasn't certainly convenient but at the end of the day it worked out and a year and a half later you had a fully renovated high school So you're not anticipating any rental of space or
078temporary I don't think so We won't use any of those, right? That's what I thought you said. Okay, thank you. And Swanson Hills wouldn't be an issue. Okay, so that was just one of my questions on that slide eight. So following up, I don't remember if it was Jen or Elizabeth that asked the question, but the committing of $5 million, part of it coming from our Fund 38 and part of it coming from our Fund 10. I recall a work session where you had a number, a price tag attached to basically phase, I recall in phase one and phase three, that exceeded our operation slash set aside money. Yeah. Is that still the case? So that's really where we started the conversation back in the fall was that we anticipated $90 million of... capital maintenance
079items on a 10-year plan and revenues totaling 69 million or something like that if we saved at the rate we were saving so I think we're comfortable I think the majority of those forecasted 90 million dollars are either now included in the renovations to the four schools or the maintenance and repair totals that are here and then on that school per school slide where I don't think we've We may have adjusted What year it something falls in but I think we're able to care for all of those needs now with this dual funded plan And is the FLO is that just out ten years or that is 15 its phase one. It's really We've had a ten-year capital plan. Yeah I would say that the expenses forecasted in years 6 through 10 are less concrete.
080they're not about concrete but less firm than the plans for the first five years those are you know we've assessed our roofs we know we're gonna get one maybe two years out of it but it has to be done within the next two years as an example or a parking lot or we're presenting this school improvement project library within the next two years you know so those are pretty firm the six through ten they've pushed beyond 10 anyway I would say I think Rick would say the same thing and so it really just six through 15 made a little more sense as far as the grouping where we're able to meet all the maintenance items and then their improvement items along the way okay so then here's my last question maybe come I'm gonna just
081rephrase then my understanding of our 20-year plan since that's what we're talking about tonight and You know there's not a lot on specifics about phase three you've got numbers like if I'm looking at slide 11 You've got the numbers kind of forecast out and I know these are general and they can change you know for phase one and phase two You got your projections there again nothing for phase three and then when you get to that next slide Phase three is just a commitment in those last five years to complete that comprehensive assessment that we will have had a community conversation five-ish, five or so years previous. It's kind of informing the conversation on big work around buildings that will probably need big work, Central East and Burleigh. Am I kind of stating correctly that
082phase three? I mean, that's my understanding of phase three as you're presenting. With the continued commitment for maintenance and repair. think it just it wouldn't serve us well to forecast out school improvement projects 15 years from now like we just we would be guessing and making stuff up because for all you know wouldn't one service well maintenance and repair we know is gonna continue so so that's the first bullet there we would frown upon making stuff up exactly Yes, so we're not gonna get into specifics and it makes sense why we don't want to do that and does it make any sense then I mean we're wrapping this up and so is a 20 year plan does it make sense to talk more about a 15 year plan because the 15 year has the more
083concrete things in it with the five-year I Mean it almost seems like that's gonna be a rolling thing like we're gonna want to keep talking to the community We're gonna well again. I'm just interested in this conversation. We talk about 20 years versus 15. Is it more genuine to say 15? I wondered the same thing until Ben said really what we've done over the last five years has really set the stage for this work you know so we've we we sold Imperial Park we sold central administrative office and built the space we we decided between are we gonna invest in North Avenue or Fairview you know so we had like large significant program conversations program and location and facility conversations do we need this hillside building anymore is it going to serve a purpose and
084decided it wasn't and we sold it so that then we could focus on the needs you know and so i would suggest that five years is probably the right amount of time for us to get the other work done if there's other work to be done and and have those big strategic just give ourselves time to have strategic decisions so that then when you get to 20 years out and our you know if the referendum were to pass then the referendum debt is expiring again then there's a financial opportunity is right there in front of them and they're ready to go and they're not having to scramble because so many other districts can't start at that place you know they have to start with we have too many facilities and and declining enrollment we need
085to we need to condense enrollment into a few schools then we need to figure out how we're gonna repair those schools then we need to figure out what we're gonna do in those schools and then we're gonna you know this is like Waukesha right I mean then we're gonna have to figure out how we want to think strategically about those schools you don't ever hardly get there in many cases across the state right now because they can't plan that far ahead they don't have the tools and resources so I thought then after Ben and I talked it through that really the five years was a good amount of time if it doesn't take five years and you can do that at 15 and you've got a great plan super but anyway it gives us time
086Call it a 20-year plan rather than our 15-year plan and plan to update that revisit in 15 and our strategic goals is 20 So then I felt like we should deliver. I got you appreciate that other questions or comments from Elizabeth can you review the plan for board approvals in regards to this just a schedule so we so the plan is Plan is first. That's what we've been working on. It'll help us kind of close out the strategy for the year and Kind of the commitment to getting that plan done. So this is discussion action would be in the 16th of June We'll be bringing forward. Obviously. There's two components of this one is the proposed referendum. So we'll be bringing forward a Referendum question and resolution for discussion in June at the 16th meeting
087it is june at the 16th meeting on the 16th and then if um that were to move forward then it would be for action in july if for a november referendum we if we are going to have a november referendum we need to have board action before august 25th or something like that wes uh really appreciate all the work that was done on the facilities plan is some and maybe it's just me um i know it's very comprehensive when it comes to the facility piece and all the steps i think we've gone through along the way um i wonder and i haven't looked back i know you i think we had provided some seen some facility plan from other districts way back when we started this process maybe all the way back in october or
088august even whenever I wonder and I know we have some of it built in but wonder about is do districts tie some of this to their act we do have some ties to academics and what that means but we don't have a strong as strong of a tie as far as I think about in terms of consistency like consistency and flexibility and learning spaces across the district I know there's some reference to flexible learning spaces but thinking about what What the facility plan is intended to do? whether there's an opportunity to Try and tie the facility plan to what we do holistically a bit and so whether it's this provides the You know, and I think there's part of it's already built in it's not say that it's not somewhat there But I wonder if
089there'd be an opportunity to flush out further this sets the flexibility we need for our classrooms to be able to continue to meet the needs of our community it provides the flexibility from uh you know a consistent or a consistency across our district we're bringing and our you know i know there's references to ada in there and so trying to think about how this sets us as to this 20-year plan is gonna have a consistent standard to the extent possible consistency across our district this meets what we think today's moment needs not knowing what 20 years is going to bring or 15 years is going to bring right I appreciate that what we can do you know these were some of the design criteria that we gave to Bray which I think is probably what
090you're speaking to most for the most part so I think I can call those out and you know we can dedicate a page to really what are we trying to accomplish from a teaching and learning perspective to just ground it is what I'm hearing you say which I think is great yeah If I could just tag on to, well, I agree 100% with, and so many things that came up in the conversations at the tours about, you know, not just saying curricular alignment, but by moving some of the robotics type tech ed in Pilgrim Park closer to the science faculty. creating collaboration. To give those specific stories I think will really go a long way to making people understand that this is future planning. And the one other piece I had that, and again, it
091may not live within here, because I know we have our 10-year plan that constantly changes and updates and you get far enough out. I wondered if there was, with this 20-year plan, with the projects that we know as of today or what we anticipate of today, and I think some of that is built in, but how that impacts, and I think we have that from like a $5 million, that's what we anticipate continuing to invest. like and and maybe it's too much but how what we have today our current without and our you know this is going to take these off the list and maybe that doesn't live within the 20-year plan but it shows that this with this 20-year plan this is what it would do 20-year plan would take here's our list of
092you know 20 things on our 10-year plan right now If you follow through with this, if this 20-year plan takes the next step and these things drop off and this leaves us with this anticipated and this kind of just ties together how we continue to meet our needs, we don't know what the state's going to do. We don't know per-pupil changes. We don't know state aid changes. We don't know any of that stuff. But if there's a way to further, and I keep using the word flush out, and that may not be the right term, but thinking about how... It makes it even clearer that this is, I think one of the purposes from my perspective is to try to set us up for the next 20 years in a place that we would hope,
093depending on things that are uncertain, we hopefully wouldn't have to come back to the community because we've had a comprehensive plan. then we continue to meet our needs from a maintenance perspective that will continue to lead us into a very good spot so wondering if there's an opportunity to show that more and I don't know if those are two there may just be two different things and they don't fit but that was another thought I had I hear you 100% I want to be cautious about presuming to tell people that now we don't need anything because we never know what could break. We don't know what could change in terms of educational needs, enrollment, all of the above. And I worry a little bit about publicly promising people things like everything's going great until it's
094really off the rails. I think to a certain extent that did not help the city of Brookfield when they had to go to a referendum. I never forget that this is fluid. It's not just the 10-year plan that's fluid. Everything we do is fluid. Things change all the time. And so I like the first part of what you said where you talked about we've taken this $90 million, all of these things that were already known to be needed, and now we can address them in a cost-effective way. We waited until the right time so that it doesn't hurt too much, and it really reaps the benefit of doing it now while we can afford it. and not saying so now we don't have to do anything for 20 years. And that's my fear of using
095the 20-year plan language. But I like the idea that maybe we're five years into a 20-year plan at this point because we've been working that long. And maybe in 15 years we're going to be working toward the next 20 years, and five years after that is the next 20-year plan. Is it really a plan if I write the first five years as they already happened? No? Well, we'll be planning. Does that not count? I don't want to be misunderstood. But I do think that we always are looking for the best. Jen, did you have something else? Sure. Chris, it's a great presentation. I would and I've gone into the the not the condensed version but what I like is to have the projections the enrollment projections and if you could just extend the one slide
096in the condensed form to include the next five years because we already have those numbers In the presentation part of the presentation part and then my other question is I and I don't know I how this would affect a referendum but I know we've asked the question and we gave the kind of details in the for building plan are we able to shift some of the funds around to possibly Say do the addition at Swanson. Are we able to do some of that? So that's in the Any flexibility given would be in the question, which is why we'll have discussion action on the question that the resolution is the my understanding the formal language the legal language that we need to comply with Wisconsin statutes but the question will give people an idea of what
097they are actually voting for and the way that the draft that we've seen so far has just been a hundred million dollars these four schools for renovations period so we're not committed to you know This addition and that addition or we can't do six schools. You can't move it and say oh now Burleigh needs this We said it was for these four schools. We have to spend it for these four. So that'll be a good conversation for For next time you can be thinking about for the June 16th meeting of just you know, how specific Do you want to be you know? Does it confuse people does it help people does it does more information? What does it do to the average voter who may or may not have paid attention to anything that happens
098over the next six seven months? Those that's where we're gonna need your feedback and guidance I think one less coming to slides and the I think the draft facility plan wondering if Maybe just me Putting a total at the bottom for each phase Just so people can kind of have an idea as to what each phase we anticipate the cost is going to be sure Thank you. Great questions and comments. Is there anything else? Crystal the second I think I heard several board members say it but it's been a lot of work and Fellow board members. I've thanked you even our board members elect you have come to meetings, but it was a heavy lift for us to do this rather than form a committee to do it, which was my preference back in the
099day whenever we voted on that last summer. We spent a lot of hours doing this and spent a lot of thoughtful conversation and questions to get to this point and look forward to kind of wrapping up the 20-year facility plan and moving into the next, I mean, big questions that we'll be asking our community about investment. But again, thank you, Chris, because no one has... kind of had to oversee this and do more in this this process than you and so appreciate your effort in shepherding this along and your patience in Kind of helping us understand and learn so appreciate them with that I would entertain a motion to adjourn Cheryl made the motion gene seconded that all those in favor of adjourning. Please say aye aye aye Thank you. We are adjourned