001clouds coming in that are not tied into storm sores. So you can see on the top picture the bricks getting wet. What that does is that moisture on that brick sucks into the building and then you get moisture in your building on your floor line. The lower picture uh is just a little cavity um around a down spout that needed to be filled in and properly tied in. And then the picture on the right, you can't really tell, but the caulking around the windows is all cracked. needs to be resealed and re cleaned up. Didn't show you all the pictures obviously, but those that's what's happening here at Holt. So, just to run down some target numbers that we talked about earlier, cost numbers based on today's numbers. So we just put through building renovation
002Heritage Hulk, South Middle, Green Tree, Wentzville Middle, Berry Place, Admin, and Pierce. Just to give you a concept of how old these buildings are, how much love they need, and your what your maintenance team is doing everything they can every day to keep up with these challenges. So the boom cycle in the yellow. Well, everybody knows what happened in the yellow with all our wonderful buildings and growth that came in the 2000s when you started off with Prairie View. Then you jumped right into Piney. Prairie View was still under construction. Piney started under construction. Then you were doing second phases and third third phases. Then you jump to Dwell. So that boom cycle in there. They are starting to hit their 25-year cycle. Attention will be needed to that once you address the red buildings.
003So, we're just putting that on the radar to see the buildings are doing good. It's just roofs, HVAC systems are getting at their life expectancy and they need to be uh attended to on our radar. So, here's an estimate going through those buildings that are in there. Timberland, Frontier, and Liberty, Boone Trail, as I mentioned, Dwell, Piney, Prairie View, Lake View, Discovery Ridge, Barfield, Transportation and Support Services. the 2000s for your district, as all of you know, was very busy and you were just trying to keep up new buildings for the growth in your district. And that's fully understandable. And then the modern standard, here's the good part, the good, healthy buildings. North Point High School, North Point Middle School, Reach, and Samuelson. These buildings are in great shape. Obviously, they're new, 3, four, five
004years old. Keep an eye on them. Keep them going. stay on the maintenance. Um, so knock on wood, there's no cost at this point allotted to this group. So I'm going to turn it back over to your executive director of facilities, Mr. Schaefer, and let him run with it from here. I can >> Thank you, Matt. I don't have the same vertical issue Matt does. Let me get back to my computer here. While Josh is doing that, we want to apologize to the people watching on live stream. We were having all kinds of technical issues. Uh it's back up and running now, but we will be making a video that will have all of this information with narrated slideshow. So, we'll be posting that as well. >> All right. Thanks, Brian. Uh I'm going to
005go over just a few recent projects that we've done, some upcoming projects, and a few projects that we have uh that are currently underway. Starting with HOL. Um couple years ago when I three years ago when I first got here, we had nothing but issues with some very old chillers. We replaced those uh pretty quickly. Got those, you know, installed and and running properly, but uh still some work to do there in terms of uh piping and infrastructure. [clears throat] Excuse me. renovations uh coming this summer uh will be auditorium renovations, weight room renovations uh and some gym work. We're going to see some paint in there and some uh redesign of the gym floor there. Uh Timberland new Hback that's ongoing as we speak. That's been a uh that's been a big project sort
006of been ongoing throughout the year. Uh our thanks big thanks to our friends over at Timberland for letting us stay in the space and continue to work throughout the school year. Been a big lift. And then um on our radar is stadium lighting for this this coming summer. So we'll we'll upgrade from the the old school metal halite up to LED so less shadows better space. >> I think it's important to know Josh that's functioning at what's called 10 looms and the average what Josh >> I don't >> I think they said it was around 20 to 30 looms that it was supposed to function at. So it it's well below what it needs to be and so that's the reason for that. >> Yeah. Wentzville Middle uh already on our summer plan is uh
007will be two new very large HVAC units that are going to be uh set on the roof this summer. So uh some improvements coming there. Uh Boon Trail, some projects that we've done here recently. All new HVAC in that entire building. New kitchen, new LED lighting, a lot of building envelope work there has taken place over the last year or so. Um but you know, still a little bit of love needed in that space, but it has gotten a significant amount of attention the last year. Pier Hall. This coming summer will see lights and ceilings. Uh that's been greatly needed. If uh is Jason Moore in the room? There he is. Yeah, he uh he's been on me about that since I started here. So, it's coming. Uh and then uh chapel uh the exterior
008of that old chapel uh from 1899, big historical building for the for the city and the district was finished in 2024. And then something that popped up on our radar sort of last minute was Discovery Ridge getting new boilers this winter. Um uh so yeah those are all up and running now. So moving on to the next slide here facility assessment. So moving from assessment to action here's how we plan to do that. So you know datadriven baseline we completed a pretty rigorous system review across all of our facilities working alongside Brian and and the team that were doing all that uh to establish current life cycle statuses that uh that Matt was just speaking about. uh phase intervention strategy right so our roadmap categorized the facilities by era so we can deploy our capital
009funds efficiently red was the urgent we've talked about that so immediate capital rescue is required for those original facilities where the systems have exceeded their maximum life they're at the end of their of their useful life and it is time yellow the the boom cycle as we're calling it from 2000s up to you know uh the 2010s immediate capital rescues required for or I'm sorry, funding is needed now uh as the early 2000s buildings are, you know, uniformly hitting their 25 year HVAC and roofing cycle. And we are at the end or nearing the end of our warranty periods for a lot of those roofs. And then green modern standard 2010s to modern day or present day strict maintenance adhering to those buildings so that we can get the most bang for our buck and
010you know protect our our district assets and taxpayer funds. [clears throat] So the funding for the funding strategy um to execute this roadmap and talk about how we're going to rescue our buildings, we are now going to shift the part of the the presentation for strategic financial planning and evaluate our funding options. And here to do that is our CFO Dr. Tim Rer and Martin Gapory from Steel. Thanks, Josh. Um, okay. So, just starting out here, uh, first we'll start out with just a little bit of an overview of of kind of how we operate with, um, capital projects and capital funds. So, um, we look at when we're looking at projects like this, we we've really got two sources. Either our existing capital funds or bond funds. Uh capital funds is is a pay
011as you go funding. It comes out of our fund balances uh with annual budget allocations typically for small to medium-siz projects. Um things like repairs, maintenance, equipment, ongoing uh items that we need to budget for yearly. [snorts] bond funds. Obviously, those are voter approved financing, long-term borrowing, typically for larger scale projects, medium to larger scale projects, uh new schools, major upgrades, renovations, and building additions. So, just a reminder, uh our board members have seen this slide several different times. Um for school districts, we use fund accounting and there four main funds that we use. and uh the description and and what they are used for. So this pro this part of the uh presentation is really focusing on fund for our capital projects and that is for construction, capital improvements, equipments and lease purchases. Okay,
012it's 42 just under 43 cents of our total uh that we we we have for um tax rate. So when we look at at fund four, where does the money come from that we have in fund four? Uh the biggest piece of that is our property taxes that that 43 cents that we have that funds most of the money that we have in fund for. We will also receive interest on any of the balances that we currently have. And then we have a couple optional transfers that we can make every year. Uh we typically do this at the end of the fiscal year in June depending on how our uh budget has went for the year. Uh there is a basically a 7% transfer that you can make from the formula calculation. Uh for us
013that comes plus or minus $8 million a year somewhere in that neighborhood. uh you can make a a trans uh transfer from your transportation based on uh prior year depreciation that that you've claimed. Um and then food service we have depending on what we've spent uh the prior year we can make a transfer. Okay. Um and this goes back to that the money that's in fund one. It just we just can't move whatever we want into fund four. there's rules and how we have to operate and so that's what these are controlled on and that's what allows us to make those transfers. We also have a classroom trust fund uh that we can transfer into fund fund 4 that's about 3.7 million. Now we don't necessarily make all these transfers every year or this amount
014every year. I'm just kind of showing you some options and some ways that we can move money into fund for to do larger uh projects. And then obviously the other big piece of of uh fund for is bond proceeds. If we pass a bond issue, sell bonds, those proceeds would go from that bond sale would go into uh fund for to to be used on any construction projects. Okay. So the expense side of fund four, and this this will make sense on the next slide. Um, anything in fund four, it has to be over a $5,000 purchase to be in fund four. Um, on the next slide, I kind of have our our expenses grouped in some categories, and I have those outlined for you here. Uh, so the first piece is our lease, principal,
015and interest payments. So, we have our certific certificates of participation, bus lease, and energy loans. Those are are are agreements the board has approved at in pre in previous uh boards have approved and that we're committed to. So we have to make those payments. Uh maintenance and facilities. So we have HVAC repairs, concrete, asphalt, flooring, roofing repairs that we budget for every year. We have a a kind of a total budget amount and then we split them up between those repairs as needed. And this is for things that come up during the year like the uh Discovery Ridge boiler that we talked about earlier. So, this is keeping some money uh aside for those pieces of repairs that we need as the year goes on. And uh during the summer, we always identify uh concrete
016needs throughout the district and we'll put a bid out and get concrete repairs. We're not replacing an entire typically not replacing an entire parking lot or the sidewalks around every building. We are just replacing and cutting out those pieces that need to be addressed because of failure or safety concerns, those type of things. Uh and then transportation, our bus replacement cycle. Uh and then we budget some money for uh schools and other departments. That's for instructional equipment, furniture, any of those needs that are, you know, above that $5,000 threshold. And then the last piece is our deferred maintenance. This is what we've kind of called our larger projects, things that haven't been done. So, think of this as the Timberland HVAC. That project is being funded out of our capital funds that we have available
017in fund um through our district funds. So, deferred maintenance is is kind of how it's grouped on the next page. So, when we look at projections, okay, again, I've said this before, the only guarantee I'll make on these numbers is they're going to change, right? The these are just numbers for us to start with and start discussing. Okay? So, at the beginning of next fiscal year, July 1, I'm projecting we'll have about $46 million in our fund for. Now, we don't necessarily need to carry that large of a balance in fund four. Okay, that can be we could get that amount down to 5 million and and be able to operate without any issue. Right? So, we have some money that's that's available there for us to do some projects, but what you see on
018here is if we're not able to transfer any money into that fund, then it becomes harder to do those deferred maintenance projects on an ongoing basis. So, I've got two examples here. This is assuming we don't make any transfers to fund four. Okay, let's say Prop RT passes our uh property taxes. uh we we see no increases. We are running on a very tight budget. We need all our funds in operating to pay our operating costs. Okay, we're not able to transfer any any operating funds into fund for could could happen. Okay, so what would that look like for us? So when we go down there, we kind of have some of these uh built-in cost um the lease and principal interest payments. Those are actual payments that'll go out over the next uh 5
019years. So that's, you know, 9.5 to $10.5 million. Maintenance and facilities, again, that's on those uh repairs that we budget for. That's about $4 million. Uh transportation, we budget $3 million for bus replacement. Uh and if if you uh know what a school bus costs now, that doesn't go as far as it used to. Uh, school buses are upwards over 150,000 to $200,000 a piece now. So, uh, I think my first bus I bought was $72,000. So, uh, something's happened there. Uh, and then for for schools and other departments, we have about $2.5 million budgeted annually for equipment, supplies, furniture, those kind of needs as a as as needed. So, if you add those numbers up, um that puts you at $19 million a year in kind of the fixed cost if you'd say for
020a fun fund 4. And then if you look at our revenue, well, we're projecting, you know, after after next year our revenue to be about $20 million. So there's not ongoing revenue there to support any of these deferred maintenance project. So the deferred maintenance all we're about all we're able to do is based on our current fund balance of 46 million. So I put down there some numbers to get us down to that 5 million in 2030 2031. Those numbers could move around. we could shift those numbers, but the numbers are, you know, we're only going to get to to about 5 million. Um, and so that's about $42 million worth of projects that we could do, assuming no transfers into fund fund four from fund one. Okay. So now, what if we we look
021at it from how we've been operating recently? So our typical last two years, we've been able to transfer somewhere in the neighborhood of $10 million. So, just using round numbers, um I I I did a $10 million transfer each year, everything else really stays the same, but it allows us to do some additional deferred maintenance. Okay. So, obviously that's about $50 million that we're transferring in, 10 million for five years. So, that bumps up that number on deferred maintenance projects to about 92 million that we could do. Okay. So when we look at this, I look at that as kind of our our threshold. 42 to 92 is kind of the threshold that we have over a five-year period um from our capital funds from the the dollars that we currently have available in fund
022for to do projects. Okay. So that's that's the amount um that is there. So here you go. 42 to 92 million is our five-year deferred maintenance project budget. Okay. Now, again, those numbers could change somewhat, but it's not going to there's not going to be a significant change in that without something significantly uh happening in the district. Um and and so how we'll operate that um at the end of each fiscal year, we'll know what our situation is and we will be able to plan the next the projects for the next summer. Okay? So if we make that $10 million transfer at the end of the fiscal year, then we know, okay, we've got maybe $25 million that we're going to do next summer. And so that will allow us to say in the summer
023of 26, we are going to plan for projects that are going to happen in the summer of 27 based off our facility needs assessment. That gives these guys time to do the leg work, uh create the specs, create get it out to bid, give us all that process, and then that work would happen the following summer. So that be kind of becomes a flexible pro process that we use our existing capital dollars to complete projects and complete some of these projects off that list. Now that's 92. I don't know if anybody did the math from the red list. Okay. So that's 309 I believe. Right. So there's the issue. We have, you know, right now assuming the everything goes well, we'd have 92 million and just our red list is is 309 million. Okay. So,
024how do we fill that gap? That's really the question that we come to and the question for for the board to to uh look at. So now we have Martin Gavorory from from Stifel. Uh he's the works in the is a district financial adviser. He's going to present some uh long-term uh addressing these needs through some bond issue. We've asked him to run multiple scenarios. The the key is these are kind of parameters. The numbers could shift somewhat within these, right? and we could do a lot of things, a lot of tweaking, but uh we just wanted to put some numbers together to give the board some ideas, some options on what these uh scenarios could look like. >> Thanks, Tim. Thanks, everybody. Happy to be here to walk you through some of the numbers.
025Um sorry they're so small on the screen here, but I will I will spend a little bit of time on this slide and the next slide really. So question is, you know, when we're looking at funding these types of things, we have to keep in mind a lot of different things when we're doing so. One of the main things we have to consider is what is the actual legal debt limit for the district. So this is laid out here on this page, which shows what the debt limit is. So you have the district's assessed value of 3.7 billion. The debt limit by statute is 15% for general obligation bonds. You have to net out the amount of bonds that are currently outstanding. So that's about 231 million of go bonds currently. So that leaves that
026delta of million and change. You can add in the amount of funds on hand in the debt service fund or fund three uh which Tim alluded to earlier in the presentation. uh that equals total capacity to stay within the legal limit of about 330 million and change. So, we did explore the possibility of looking at lease transactions and looking at some other ways of funding this. And as Tim mentioned, within the budget, currently there's not considerable amount of room to make lease payments there. And typically when we're looking at lease options as a financing solution, we're really exploring that as a result of the fact of if you want to go back just to the capacity. If you're up against the debt capacity limit, that's when you start exploring other options because geo bonds are
027going to be the least expensive borrowing option for a municipal a municipality or special tax district. you have the benefit of borrowing at a lower rate with geo bonds. So that's what we explored here. There really aren't just excess funds sitting around to be able to make lease payments which are more costly to the tune of about you know 25 30 basis points or a quarter of a percent or more. Sometimes there's market issues that cause that spread to widen closer to you know 3/4 of a percent but that's not where we are currently. So we explored some other options but we ended up looking at the general obligation bond. So if you don't mind we'll go ahead and look at this slide here. So we looked at five different scenarios which includes multiple phases,
028many different iterations that we explored here. So I'm just going to kind of talk high level and then I'm not going to go into the weeds on this. I have all of the backup data, supporting data within the presentation for everyone at the board level to see. I think it's also in the packets to where anybody can pull up all of the supporting documentation as the evidence of all of these numbers. So the first scenario that we looked at is a $175 million bond issue in 2026 that is repaid within the existing time frame of the current outstanding debt which would be 2040 final maturity. So by doing that then we also looked at what could be possibly done with the future multi-phase plan with some bonds issued over the next you know eight or
02912 years I guess here and spreading them out over the next you know starting every four years. We looked at equal tanches or equal amounts of bonds being put forward and that equated to about $52 million for each of those issues if you looked at it at this point in time. Similar to what Tim had said, I will tell you right now, all of these numbers will change as we get more information. There are different things that are happening at legislative uh legislative topics in Jeff City. We'll see what happens during the session. See how this impacts things. Um RT that we talked about as well may be a possibility that may impact some of these things. But I believe we've taken RT fairly into account because we've limited our assessed value growth within the
030bounds of what like new construction has been for the historical past 10 years or so. So we're not stretching in our analysis here. Also, one other point, this 175 million issue, we're we're assuming it would be one issuance. If it's two, it makes all these numbers better, which we didn't run, you know, 50 options here, but these are kind of the bounds, some bounds that we wanted to put up as guard rails so we could see where things stand and then we can adjust as the board sees fit. We can make other make other options available to you. So, that's that's the first. Each of those future transactions would be for 20-year bond issues, though, in the option one. Option two, every one of those scenarios would be 20-year financings. 20 years is the max
031duration you can go for a general obligation bond issue in the state of Missouri, as well as governed by state statute. You can't go longer than 20 years. So, in this instance, we wanted to show how just changing that final maturity from 2040 to 2046 impacts your future issuance abilities as well. So, it's a considerable difference. When we're looking at this, we kept the same dates for the future issues starting in 2030, 34, 38, and that 52 number in this scenario, if you go with a 20-year option for all of them, jumps to 120 million for each of those future issues. This also falls within the bounds of the district's legal debt capacity as well. We looked at that analysis which is also included in the pamphlets that we passed out as well. We have
032that evidence in there to prove that out for you. So you can see that we were also staying within the realm of reality. Option three is another 20-year bond issue with 175 million in 2026. And then looking at one issue in 2030 as a 20-year financing with the maximum amount being borrowed at that point in time. And that scenario gives you 175 now, 175 million now, and then 240 million in 2030, which would be, you know, maintaining the same tax rate. So zero zero rate change maintain that fund three debt service levy of 93.04 cents and not levy. The fourth option that we have here is the max issue in 2026 with the final maturity of 2040. So not extending the debt but just looking at what's the most you could do right now unless
033not even think about what the future situation is. brings up a total to 204 million. The last option, option five, and again this these are just some bounds here. So we can run infinite numbers of options here. U really just wanted to bring this forward as a discussion topics. Option five is what is the max we could do in 2026 with a 20-year final maturity? And that number is about $280 million if you brought that forward here uh later this year. That's that's I have on that one. So um go ahead and turn it over to Brian at this point. Yeah. >> Okay. So our next slide discussed is um strategic financial planning and bridging the gap. Uh you can see the critical need we talked about is we've identified a $39 million in total
034facility needs across the district. Um this is not new information. This was shared last year as well. Um the funding shortfall, our projected 5-year capital project fund, fund 4, the budget will only provide 42 to 90 $92 million for deferred maintenance. So that's that's that pay as you go funding. It's designed for small to medium medium repairs, not the large scale systematic repairs. This is what it really needs to be like. When do you need to windows? This is where that should come from. Um the reality of the gap, there's a stark funding gap between our limited available capital funds and the large facility costs required to rescue our original buildings and maintain those newer ones. The path forward is looking at options to address these long-term facility needs, which which may include um a
035bond funding or other options that the board would choose to explore. the district is in a strong position to utilize the strategy with an adjusted legal debt capacity of almost 333 almost $334 million. The other discussion that needs to happen is building capacities and school boundaries. And we've talked a lot about this over the past few weeks, few months. So this slide here gives you kind of an idea of where we're at. People ask me a lot of times, do we need to build more buildings? And my building or my answer has been no the entire time. If you look at the numbers here, we have 22,382 seats available in the Wville school district to fill. We're sitting at,381. So that's a 5,000 difference seats. They have the availability to go that. Sorry, thanks Bren.
036I forgot I was supposed to run that. Um, so that shows an imbalance. We are not show where we're at as a community, where we're at as a school district, and discuss in the future planes are going to look like, current high school capacity. So, as you look at those, and again, this is something we've shown a lot before. Holt sits at 60%, Liberty at 104%. Timberland and North Point are about where you'd want to top out at at about 85 to 86%. Our high schools, Liberty High School, is actually at this. Look at that. So, it houses 1720 or 1722 students in a building that's designed for 1652. In contrast, hold operates just at 60% capacity with 1,03 students and a building that's designed for 1673. So Holt serving 719 fewer students than Liberty
037despite having larger building capacity. North Point and Timberland both operating at that 86% uh with 1456 students at North Point and and 159 at Timberland. Here's the geographic distribution and this is a powerful document. This shows on the left it's people and so those are homesteads. So that could be more than one student that lives there. On the right is a heat map showing in the community where our overall populations at. You see the massive student density clusters sit in the southeast corner of the district and they directly impact Liberty. Conversely, if you look in the central and northern geographic zones assigned to hold high school, they show significantly lower student density. When heavy student populations cluster far from central campus locations or sit on the extreme edges of the boundary, it not only does
038it make it more difficult to transport students, it makes it more difficult for students to get from point A to point B, it also causes traffic on road arteries. This geographic density creates localized overcrowding within the building and creates daily transportation routes and heavily trafficked footprint. Our middle school capabilities are a little bit more balanced. You can see Wville Middle sits at 76%. Frontier Middle is over where we'd like them to be. If you recall, I said 85 to 86. This is at 90%. South Middle is at 68% and North Point Middle at 69%. Middle again operating at that 90% capacity. It it houses, 1272 students in a building designed for 146. If you've been in there during the school day, it's incredibly crowded. Uh in contrast, Wville Middle operates at 76 capacity with 783
039students in a building designed for 1000 for uh 1036. Here's the middle school ge geographic distribution. And and it's please know these are 2526 numbers. These are not projecting out for the future. This is this year current reality snapshots. When you look at these images, you can see again the demographic densities heavily concentrated in the southern and southeastern boundaries. The boundaries for North Point, middle and south middle cover cover expansive sparsely populated geographic areas leading to that lower building utilization. The physical size of the boundary line does not equate to the density of the student population within it. And you can again these results show what we're talking about. Current elementary enrollments and and this is a glaring slide here. You can look side by side and see Boone Trail sits at 51%, Crossroads is
040sitting at 97%. We have Piney Ridge at 56% and your next highest is at 87% at Green Tree. So as you're looking at that with 12 buildings utiliz dra different across the district map the most mismatches include crossroads at 97 green tree at 87 walk conversely their significance face remains at boon trail and piney ridge both at 51 and 56% capacities this is our heat map and our population distribution elementary as the map show the eastern and southeastern borders are densely populated Crossroads and preview sit at the center. Density limits the physical space available to adapt for future localized enrollment surges. Trail has an 843 se total capacity. Piney Ridge 947. They're among our largest elementary facilities with the smallest population. However, their geographic boundaries currently lack the dense heat pockets seen in the eastern
041zone. This results in the highly capable large building capacities operating at roughly half their designated utilization limits. A summary of the critical pressure points. So we've got critical overcrowding and liberty. We're approaching capacity limits at frontier. They were approaching whether green gotation at whole what we really need to do that shared capacity versus data indicates that the total district capacity is sufficient but geographic population shifts have created an undeniable imbalance. There's friction location and population. The friction between where our buildings are located and where our students live is the root cause of the localized overcrowding and transportation strain. The objective here is data-driven foundation. The analysis serves the objective data-driven foundation for all future discussions regarding boundary alignment and and facility usage. So as we move forward, we're always going to keep these numbers in
042mind. The purpose of the presentation overall tonight was to show the community of the current reality for the district related to facilities, financing op options, and redistricting. We look forward to continuing this discussion and work with the board and community to determine the best way to move forward in addressing these areas. At this time, that concludes our presentation, and we'd like to open it up to the board for any questions for any of the presenters or district administration. >> All right. Thank you everybody for that incredibly thorough and educational presentation. I like to David I bet you have a question. >> I wondered if you're going to come to me first. >> Yeah. First off, just the amount of information that was shared in a short time I think is very much appreciated not only
043for the board but for the community because you got to have real numbers to understand what real options can look like. I think this is a big first step. One thing I didn't see or a couple things I didn't see in here was on the cost growths uh bond issues that were presented. What does that translate to household costs? I think in the future when we do a f further presentation, how much is that going to cost me as a homeowner? You know, when you talk about 20 million, 100 million, 300 million, what what is coming out of my pocket? Because that's why I think that in the last bond issue that didn't pass, people were looking at that and saying enough is enough. So, we've got to figure out how to get around that.
044Couple of questions I have and I'll then I'll pass the mic. Um can you in terms of of the buildings there um can you talk anything about costs with electricity and what I'm talking about is solar uh people may b at that a little bit but in my cost of solar since I put it in in 2019 I don't have an electrical bill basically so as electricity cost it doesn't make any difference to me what I'm paying for it. Electricity every month now goes one to pay off the the panels are now paid off. So I've got free electricity. I think that needs alternate thinking instead of just the way we traditionally looked at things. We can't afford what we tradition how we traditionally do it. Uh you know these numbers up here are huge
045and you look at the the market conditions the the state nobody's interested in raised costs. are interested in reducing you know taxes, property taxes, personal pro taxes. So you got to look at some alternative things would be my recommendation. Um it was interesting the comment I don't know who if it was on the the beginning about the reds and they exceeded their capacity but then we went went on to say in the presentation that those areas red areas went well beyond their life expectancy but they're still operating. So does that mean that the measurement or the definition of red needs to change? If they're still out then maybe they're yellow and not red. I don't know. Just for consideration. One more and then I'll pass the mic. Um trying to read my notes. Sorry. I
046tell you what, for right now, let me gather my thoughts and I'll pass. It may come back to me. Uh in with regard to solar, we do have solar panels on um seven or eight of our buildings um that are Amaran buildings because uh I think they were installed about 10 years ago, 25 kilowatt um arrays. So I mean that it does produce some but it it doesn't nearly offset the total cost of what we're spending in in electricity. Um but we do have that in place. Um, as far as the the cost to the homeowner, um, you know, it is a it is a no tax rate change. So, the amount you're paying, the rate you're paying will not change. The only change would be if uh assessment goes up. Um, but I can't
047I don't know what that would be. You know, that's going to depend on the individual homeowner where that where they're at as far as assessment change. The rate would not change. Doctor, I I appreciate that statement and I I kind of sit on another side of the the aisle on that because if you're able to spend time and energy and come up with estimates for the future on expenses, then you should be able to go through and say the additional costs of growth on on housing. There's conditions there's history on those numbers as well. I mean, we to me, we just have to dig into it and come up with a the answer because I I tell you what, people on the last bond issue were very much interested in what it's going to cost
048me. And when you keep saying and and the district keeps saying it's a no cost increase, I mean, it's no cost, but it still costs each homeowner more money every month. So, and and the taxpayers's perspective, it isn't no cost because when the value of the home goes up, our taxes go up. even if they're flatline, they still go up. And that's something that has to be addressed, I think, to share with the public to get them on their on your side. And and I can appreciate that and and understand where we're talking about that regardless if a bond issue passes or not. That that tax rate, you're still going to pay more because the the the assessed valuation continues to go up. It has nothing to do with a bond issue. has to do
049with your tax rate is going to continue to go up because the assessed valuation continues to go up. And so that's that's the challenge. I agree the narrative is there, but how do you figure out and explain like it didn't you're right, Prop L didn't pass, but I believe you're going to find people are paying more tax again because their assessed valuations went up again. And that's that's kind of the challenge that you run into. Uh Spock, I wanted to quickly and Josh jump in talk about the red and and Matt jump in a little bit. When we identify them as red, what that means is it's past the life cycle, but it also means that that's requiring consistent maintenance to keep it operational that it's not functioning without that. So, it's kind of like
050your old car and you've got 200,000 miles on it and you're nickel and diamond and nickel and diamond and nickel and diamond and it gets to a point where it then impacts student education. We've got an HVAC unit that quits working and so it's boiling hot in the classroom. We've got a heater that quits working. Um we have a water pipe that breaks. All those different things. So that the the red that's really where the design was for the red more than just to say it was, you know, it's still functioning. Yes, they're still functioning because we have to make it function. But they're to that point where they're requiring so much daily maintenance that most of our maintenance guys are doing the same buildings and you talk to our administrators, they see the same
051guys every day because they're fixing the same issues over and over and it's time to replace them. And so that's that's the definition of the red. >> Um, while we're on the topic of the uh red, yellow, and green, what would be the total cost of the red and yellow? I know we have the just a ballpark. >> It's over 700 million. >> Thank you. just because I'm thinking, you know, if we had $175 million tomorrow, I guess what do you It's obviously, yeah, still not enough. But so just thinking through like the priorities of old buildings versus maintaining, you know, so you don't get more in the red, if that makes sense. So, we have a priority list that we've created that if the if the board wants to continue the discussion that we'll
052provide it whenever we decide to have that conversation. But it lists out it's in five different each building's in five increments and it talks about and Matt jump in if I forget a couple here. It's building envelope, roofing, HBAC, site, and what's the other one I said that building envelope HBAC roofing. I'm sorry I'm blanking on the fifth one. There's there's five of them. >> Building envelope building renovation. >> Building renovation is the one I'm missing. So >> piggybacking off that question, how close are some of our yellow projects to going red? Like are we by the time we figure out what to do in say it's two or three years, do we have are we going to have more on that plate? like how many more are close to going red to be included
053in that 309 million number? >> So, good question. Um, currently you're >> my my apologies. Um, so currently you have buildings that are 22 years old, 21 years old that are in your yellow. So, you're pushing that 30y year. So, five to six years, um, you'll be hitting that mark where you're going to be teetering on the red. Um, so if we can get through the red in the next five years, then you switch over and then you start working on the yellow. Again, I'll piggyback on that. The reality is the deferred maintenance is extreme. I mean, we grew at such a rapid level that the money was and the and the facilities were paid to build and not maintain. And so, I think you've heard me say this before. You know, we're a cycle
054behind is what I would tell you. We should have had the whole feeder pattern area done already and we should be talking about Timberland because it's coming up on that 25 year range. And as you do that deferred maintenance, it's like a car. Why do you change your oil all the time? You do it so it'll get more a longer engine life. And so, but we're stuck right now where our maintenance guys are are doing constant 35, 40, 50 year old renovation on on buildings and maintaining those things to make them work. And so, that's really the challenge we're going to face. This is from a community standard, where do we go? From a community standard, how do we get them where we want them to be? And and that's really the discussion that's got
055to happen. And so, when we talk through that, you know, we're going to have that project list. It's going to say this and and from a community and a board perspective, we're going to have to make a decision on what what's next. >> So, I don't know if you uh would know this off the top your head, but what we were going to take care of in Prop L had that passed versus now bidding that today, like how much more does that cost now than it would have cost if we approved that or the public approved that a year ago? because I think the mindset of not approving it and we're saving money when in reality now things are significantly more expensive um things are going to continue to get more expensive we're only push
056kicking this can down the road we're not saving money we're actually going to end up spending more money now because we continue to ignore these things and we're going we're putting band-aids on all of these and we're fixing boilers in the middle of you know the school year and spending way more money than if we get ahead of it. Um, so I don't know if you know those figures. >> So currently we're about 6% higher than we were. So if you look at your time frame by the time you would do construction based upon what your next steps are, your construction is going to be in 27. So, you're probably going to be into the 10% range from the numbers from 2024 and 2025 because of manpower, whatever the tariffs are doing. It's taking six
057months to get electrical gear. I mean, things are just taking longer and all that does is stretch out your construction schedule and then you're paying for the overhead and profit of a contractor being on site and everybody in there months longer. Thank you. And then just I guess tennis goes would probably fall under you. You talked about we can move roughly 10 million from other funds to fund for. But it's not like that $10 million isn't being utilized now. So what's that taking $10 million away from? >> Yeah. So that's why we typically wait till the end of the fiscal year to do that move. um you know with a $280 million budget we get within 2 or 3% but 3% is almost 10 million. So that's kind of what where that transfer comes from
058is at the end of the year any overage that's in the budget or or funds that aren't being used. If you if you start taking that out ahead of time, then it you don't have any cushion built into your budget and you're not able to do that transfer at the end or you you know just it may limit things that you're able to do in the operating side of it. So, uh you know that's that's the thought process that we go through is uh because we don't want to you know the one thing that no community wants to do is have their school deficit spending year after year. That's the quickest way to get into an issue where you can't operate. You have to do things that that aren't. So goals budget and then any
059again almost. So >> any other Oh, go ahead. Yeah, I'm going to change topics and go to reboundering. Um, so there was we did get receive quite a few emails um with concerns specifically with our young drivers, high school drivers, such. Um, so what is actually being considered when moving um the boundaries? So, for instance, we're we're seeing on Highway N these densely packed neighborhoods, which a new one was just approved right across from the Timberland South and Boone Trail campus. So, all those uh neighborhood on in are going to Liberty and Timberland. So, um one of the concerns is our ch our students making a left-hand turn on a very very busy road that does not have a light. So, what kind of considerations are going in when looking at the rebounding? >> And
060I kind of said that earlier. We haven't even gotten to where we're scraping that surface to look at those specific things. I've drawn like my own ideas. I've really looked more at elementary trying to figure out how to help a crossroads or something like that. Um we will if the board wants to go that direction what we'll do is we'll do a demographic study and that third party comes in and the the reason they become so valuable is they will do future planning. So those subdivisions you're talking about they're going to look at that and they'll look at the the road construction the arteries and things like that. So they look at all of that when they decide that um you know there are going to be challenges though. I think if you look at
061our current boundaries, can we go go to high school real quick? So, I mean, I think if you just look at the high school attendance boundaries, you've already got that. Like, you can look and see where there are some people that are driving 10 miles to get to school. I guess if you look like up at the north, they're driving past Liberty to go to Timberland on those busy roads. So I, you know, I think those are all things every one of those will be considerations you have to look at. So you know, again, but I think we're I would be premature if I told you I've actually sat down and actually tried to say this this subdivision or this area would go here. Really isn't that. It's more looking at like we wanted to
062see the heat maps. I wanted to see the population distribution exactly where it was at instead of just a word of mouth type thing. And that's what this these were meant to do. And then it gives me a great head start to say, "Okay, board, do you, if you see this and you think we're to a point we need to do that, then we we need to talk about initiating a a demographic study and evaluating those options. >> Yeah. And I think that we keep talking about we're going to look at rebounding. We're going to look at reboundering." So, I think as a board, we need to kind of decide now, are we going to do that or not? And when what what is that time going to look like? So, I think that's the
063purpose of this all going together. Um, you're going to reboundry or redistrict. The first thing you need to decide is what are you going to do with deferred maintenance? And I bring that up because if you look at Holt and you look at some of these elementary schools that are sitting at 50% or at 60%, you can get the the maintenance work done while the students are still in session. it wouldn't make sense to redistrict during that exact time because that would make us have to spend additional money to go get satellite modular classrooms and all those things. So I think the first question is what do we want to do from here? If the answer is we're going to wait on deferred maintenance. Okay, then my suggestion would be we need to talk about
064redistricting then at that point to ease these pinch points and and make it make it more equitable across the distribution of the population. If the idea is we want to try to do the deferred maintenance and we say here's our priority list it may make sense to say okay let's pause do the construction projects that need to be done. I don't know that I would completely wait on saying this is where we're going to go. I think you still do a demographic study and you still get advanced notice on that and you work but I don't think you necessarily make the change initiative there. I think other considerations that you've got to look at and again it would be working with the board to decide this but when you talk about redistricting does it make
065sense to say if you start in a building you finish in that building if you can provide transportation those are you know you look at options like that that are are helpful to families we all recognize going through it myself as a student a staff member and as a parent redistricting is not easy and it h it happened to me in every different you don't take any of decisions lightly you realize how personal they are and you realize how important they are. And so I think the first discussion is what do we do with deferred maintenance? The second discussion is that sets the timeline for the redistric. And I would say perfectly said because I think a lot of people like I'm in a brand new high school, middle school, elementary school. Why do I
066then want to pay to update a building that my kids never going to see? Um, you know, I think that may have happened this this last go around. Um, one question that that I had on these financing options when they're in phase one, phase two, phase three, are those separate votes every time that it would have to go to the public? >> Yes. >> Okay. That's what I assumed. I just wanted to >> it it would be ultimately, but like you could lump multiples together like you could have a financing plan for whatever you know two or three of them combined and ask the public for that and that voter authorization assuming a yes vote. If you receive a yes vote, that voter authorized bond amount is with the district until you spend until you
067issue those bonds. So you don't have 20 years to issue set amount that's voted. You just have 20 years to repay any amount that you borrow at a time. So they could be condensed or put together. And as you go through time, you get more information with respect to the assessed value. And then you can actually see how close we were to, you know, the actual numbers that come about in reality. Thank you. >> Any other board? Oh, go ahead. >> Yeah, maybe one or two more. We We've talked about costs that they're going up and we've got to invest money. We've got to spend money. We got to get bond issues passed. Nowhere in the slide deck did I see where we're deciding or there's options on how we could cut costs. Any good
068business needs to look at both sides of the spectrum. We've talked in board meetings before about today we have a boundary of one mile for buses and then the state law says two miles. Nobody wants to do that but 50% savings on buses and and expenses question mark. I mean how many different cost-saving efforts are being looked at instead of just spending more money? And I don't mean that negative. I mean it's it's it's a real point that has to be brought up. >> No. And I think that's a great point, David. And like I'm struggling wrapping my head around this Prop RT for St. Charles County as a whole because we're talking about cutting anywhere from 30 to 8 million in revenue that we would potentially be getting. While our neighboring county would continue
069to see the revenues increase like it it put us at a significant disadvantage. I think it would be a good exercise to say look if this happens we're going to do this this and this. So the county people that are going to vote are like hey if you're voting for this you're voting to get rid of bus routes you're voting to increase class sizes the things that we're going to have to do to offset that revenue because it's significant. Um and our neighboring county that we compete against and we want to be better than doesn't have to do that. So it's I think it's a great point. >> Yeah. I would say that we are always looking at ways to be more efficient. Um, with regard to to bus routes, one consideration there is, uh,
070with the state funding that we receive, it's not a one for one savings. So, you reduce cost, but you're also going to reduce the amount that you receive in reimbursement from the state for for transportation cost. So, it's it's not one to one. There will be some savings, but it's not a onetoone uh savings amount. Um, you know, we try to we're always trying to be more efficient, find more ways to be efficient. Uh, new HVAC systems, that is a huge driver in energy savings that we are, um, you know, old old inefficient systems. Uh, it just drives up our cost. Um, so there is a, you know, there there is some savings there. Like I said, we just, uh, uh, we're looking at all avenues. Um, you know, we look at positions when when
071positions come open. Does that position need to do we still need that position? We're not just automatically uh, you know, greenlighting everything that just because we had it. We're always evaluating that. We're always looking at ways that we can be more efficient and, uh, use tax dollars to the the best of our ability. Yeah, I think that that point H is important when you're [clears throat] talking about you've got to spend X number million dollars on H systems talk also included our previous our existing bill is 50,000 with the new bill with the savings it'll be 40,000 so ongoing 10% or 20% of I guess it's 25% bad math it's embarrassing 25% of of of electrical costs will be saved which can go toward instead of it costing a million five it costs net a
072million. I think that is a good example of how to get people to vote yes. >> Yeah, I think we can show that. That's the Energy Star stuff. Josh has got unbelievable information on that. Um so that's absolutely something we can do. I think anytime you talk about cost and you know the reality is people are cost. that's 75 to 80% of your budget is people. And so we've tried hard to lower class sizes. We've tried hard to put interventions in place. Um and that cost staffing. And so, you know, I think we've heard a lot of positive feedback from community about lower class sizes. I know we've heard it from our staff members. Um we're trying to figure out how to do that at the secondary level as well. Uh but those are problems
073that you you've got to look at and say, "Okay, those are definitely ways that if you want to cut costs, those are things you have to look at." uh Prop RT was brought up and you know obviously that's a challenging topic that we we've got to address and look at. Um it is a a significant amount of money. Um and and the reality is and we showed it the last time that if that passes and it goes into play right away, we go into deficit spending mode. So what do we start doing? Yeah, we have to start talking where the massive cuts going to happen and what does that look like? And so internally we are absolutely having those discussions like you can't be caught off guard. You have to say what's going to happen.
074We have enough to float that year one but not after that. And when I say float that we go into reserve and deficit spending. >> Yeah. And our RT is just the first of potentially multiple coming in that are impact to the school revenue stream. Um yeah. you know, and you balance that with as a as a member of the retirement community, my expenses go up every month, but my salary doesn't because it's fixed. So, it's it's hard to live in a community where the taxes keep going up. And uh I I think that that's a real balancing act that we're facing. So, we need to find a way to meet all parties part way in the process. I I would challenge everybody to spend some time and actually look at it. We put that
075legislative up there. It's it's an unbiased. It's just a quick summary and then you can read the bills. I would strongly encourage everybody to go pay attention to that. I would encourage our our not just senior tech citizens, but everybody to pay attention to Prop RT. The, you know, SP90, the senior tax credit passed, and you heard me say last time, the district can figure out how to deal with that. That's not We can make that happen by cutting some of the things you're talking about. the benefit of Prop RT or the senior tax credit maybe goes away a little bit if you look at Prop RT from a senior side and I have to be careful because I can't be biased here but I would just tell you spend a lot of time and
076look at that determine you know see all the aspects of it um with any language ever put on a ballot and we've talked about this before do more than just read the language the language just tells a small Sure. >> Any other questions? >> I've just got maybe one more on a comment. Um just to just to clarify, so we're looking Red Zone 309 million is the critical need. Um if I did the math right, just the three kind of ones that we've been talking with Prop L with Holt, Wentzville, Middle and Heritage was around 167 million ballpark. Um so looking at some of those options that was presented um those options would cover at least those three main projects at least the initial phase. Um but I know the number and Tim I think
077you threw out the 42 to 92 million that amount isn't necessarily available to go towards that stuff. Correct. That needs to be what's available for the ongoing maintenance of what we're currently trying to upkeep. Right. the 42 to 92 is available for any projects on our priority list. It may not all be like 92 million isn't available right now. >> Okay, we could we could spend the the 40 million out of fund balance that we have currently, but that then that would be gone and there wouldn't be any more coming in except for the transfers like we talked about. That's not ongoing. we're not going to have 40 million available every year to do projects. >> Thank you. Um and then I just want to say again, thank you to all the presenters tonight. I
078know this was a lot of information to put together. Um and just from my perspective, I think it makes more sense to address some of these needs from a maintenance standpoint before we talk redistricting. I mean, I know both need to happen, but I think upkeeping and getting our buildings up makes more sense before we look at boundaries, unless the boundaries need to happen to help out with some of that. >> And then Tim, I to add a little bit to what you were saying, I pulled that slide back up to show the five-year projection. And if you look at that 42 million, that number keeps going down as you spend it, which is the way it should. We We don't want 42 million. You shouldn't have 42 million in it. And that's we've spent
079that down each year if you pay attention to what we've been doing. The the plan is to continue to spend that down. We're looking at keeping in that capital budget probably, you know, anywhere between 0 to 10 million. Right. >> Yeah. That that's what I said. My target is 5 million. And that's where I ended up with with a fiveyear projection here was to get to that $5 million range. Again, you don't need to keep a that's where that's not where our savings account should be. We should put money in there for a specific purpose and then we should accomplish that purpose. Maybe the last one, the question to Stifel and is it Martin? Martin, I appreciate your knowledge. Something I brought up to the board multiple times and I've been told that I'm silly,
080which is something I hear a lot from everybody I interface with. Um, but one of the things that drives me crazy is much of our additional cost that's occurring in the school district is because of new housing that's coming in. And I've I've I've argued and I I still believe it's the right solution is we should somehow find a way to tax or bond the new houses being built because they're the ones that are causing the issue. Just as you have to pay SIDS, when you put new property, new subdivisions in for 10, 15 years, you put a new house in, you should have to pay 2,000, 5,000, 10,000, whatever the number is to cover the cost of new expenses to the school district. Can you do a bond or anything else that targets specific
081to audience? >> That's already taken into account in all of the numbers. when any new property comes online that gets reflected in the assessed value as an increase in the total assessment that is available for the district. >> So they pay that tax. >> I'm not talking about the traditional revenue that come in. I'm talking about in addition to that that they pay another 2,000 a year for five years for 10 years. >> I'm not a legislator. I I can't make that happen. Um so you can't set up bonds that way. >> It's a legislative change. it wouldn't be something that we can put together for the community. Um that is we have we have to follow state law, federal law, securities laws. We are hyper regulated in all of the things that I am
082doing and that we do as a business. Uh because we're creating new securities. So these municipal bonds that are being created are highly regulated. the laws that are abided by are governed, you know, of course, as I mentioned, by federal law, state law. So something along those lines would have to be a state law change to put some different tax on those taxpayers. So that's that's something that could be done. I I don't know how or when that would take place, but I I like the creative thinking. So, I'm another person on the silly page. >> Well, well, to a large degree, the assessed value and once they go on the tax role, they're already paying their share, right? Because it's a new property that's put in place that otherwise wasn't being taxed. So, if
083they moved to the community from a different community, uh they're taking their tax revenue and voting with their dollars and putting their money here. >> Yeah, I understand that point exactly. But you know within the taxing entity today you can have unique taxes on subdivisions. It's called a SID that we've run into with a new subdivision. >> There'll be a NID probably SID would be um >> commercial side >> on Yeah. >> Yeah. Same thing there too. >> Yeah. You see that? So why can't we do that on our school district side? >> It's not a funding mechanism that's available to schools. It's just state law restricts it unfortunately. >> Yeah. >> It's only state law. Don't worry. >> Right. >> More tools would be great for public finance. Trust me, that would be that
084would be wonderful. >> I think while you're on that, David, it's probably important to point out that school districts also aren't able to switch their funding source to sales tax, which I know some of the other public service entities are looking at doing on the ballot, but that's also not an option for school districts. So, we don't have that mechanism at our disposal to take to the to the voters. On that topic, is the district talking with the city and the county about new developments that are coming in and urging the city or andor the county to ensure that the developers are following the ordinances? I know in um Winsville there was a neighborhood that went in and the developer came in and asked to make uh build homes on smaller plots that the lot
085was smaller than what the ordinance says. I think it would be very impactful if the district would talk to the city and county and explain how this negatively impacts our students and to also urge them to not allow um a tax abatement. >> Yeah, I I mean that's a pol that's a political side. So what I'll say is this when we have they have done better in letting us know when things were coming in. I don't always get that information, but we're really starting to get that now after some phone calls and things. Uh, you know, it's hard. We're going to educate every kid. I don't want to say a kid can't come to the Wentzville School District and it is a source of revenue from many other areas other than just a school district.
086You know, when you live in the community, yes, I understand it's increased population, but they're also buying and investing in your community as well. So, it's this balancing act between letting it grow. What I spend more time talking about is please figure out how to do the infrastructure. Please let's talk through like how to look at a Perry Kate. What does that look like? We can make it work, but how do we address that? You know, it's a safety concern. It's an issue here. Um it's North Point Prairie. It's, you know, you talked about stop lightss on Highway in and there's this this reality that people don't want a stoplight on Highway. So, it's really talking about those type of things that we've become more involved in. So we we have definitely started assigning different
087levels of cabinet members to attend these meetings to be a part of those meetings um and are voicing a lot more of our opinion in those meetings than we have in the past. >> And I'm not saying that we don't want to educate the students that come here. I mean that is what we're doing. But just to remind the city and the county that they have these ordinance for a reason. And when we do densely pack these neighborhoods and all those children are coming to the school, we we are seeing the effects of that. We're seeing, you know, Liberty at 104 and there's more neighborhoods coming in because they densely packed those neighborhoods and they allowed the builders to go against the ordinances. I'm just and and it's not a political thing. It's this is
088it's a double-edged sword. So, we have to educate those students, but then we're also raising our classroom sizes and putting more burden on our teachers. >> Yeah. I just when I say political, it's a city it's a city council, a city government if they're not enforcing their ordinances. So, it's it's hard for me as a superintendent to say you have to enforce your ordinances and you can't build this subdivision. We are very open about things such as if you build the subdivision, you know, here's where that student may go, but that doesn't mean they're permanently going to go there. It means we've got to adjust and shift and do things like that. Um, it and again, I use that opportunity every single time. Highway N's a great example of that. You know, when are we
089going to get that done? How is it going to get in? We've, you know, Dr. Lebratt's been a part of a highway in project that's talking about a lot of things. So, I think from our aspect, we're trying to be as good a stewards as we can and and absolutely trying to figure out how to keep our kids as safe as we can. Um, you know, the highway end project something we are going to support. It puts sidewalks and and paths and everything along Highway. It's a safer route of transportation as opposed to walking right along the edge of the the road. um knowing how busy that's going to be. We've expressed concerns about one of the plans with Highway in that, and I don't remember the terminology they use, but that makes you turn
090left and go across the road and do a little loop and then come back around that way. I I don't feel like that's a safe avenue for a bus. You know, those are things that we have expressed concerns about. And when we're asked about, you know, we don't get a lot, and I know we've been down this path as a board in a school district with abatements, a lot of times we don't get that notification. Um, and so that's that's a challenge for us as well. >> One last uh question as far as like if we're looking at bonds and what would be the time frame that we would give this community and then hopefully be able to turn it around and get this done when the students aren't there in the summer or at
091least a good chunk of it. >> That's really a board decision. So the next election is August. the next after that is November and then you keep going that way. So, you know, no matter what, you're not going to get it started this summer. Uh if you take it to the August, it would be that would give us time to get all the planning and developing done and have it by next summer. You go later than that, then you start pushing that can further down the road. So, I think we can prepare if that's the direction people want to go to explain all of that. Um but that's really where we're at from that standpoint. I mean, Matt, what's what's the timing like for planning and everything the ground? Great question. year. By the time
092you get through, your first step is planning and zoning, that 30-day submittation, and then you get approval. Then 30 days later, you go to uh the board of alderman and get their approval. While that's going on, the site engineering department is reviewing the drawings for the site. So, there's a threemonth window just to get through permits. Then once you get that, you have four more weeks to six more weeks for building permit because they won't issue the building without the other group. Now, we have worked with them uh over the years and we've kind of pulled that together a little bit, but just to give you it's a good renovation, you don't have to go to planning and zoning. Um you go through the permit process. So, still a four to six week time for
093your permit. So, you can pick up those two months if we're not doing anything on the if we're not doing an addition or if we're not adding a storm shelter or we're doing some just All right. Any last questions while they're here? Going once, going twice. Well, thank you everybody. Just to confirm, will have access to a presentation soon. We'll put the um the actual presentation slides on the website and then we will do a narrated view of this since the first part of it didn't show up. We'll do a narrated uh presentation. Mrs. Kramer will do a great job. >> I vote Brian's voice as the voiceover. All right. I guess we need a motion to adjurnn open session. >> Motion. >> Second. Roll call, please. >> Vice President Walsh. >> I. >> Dr.
094Hanky. >> I. Secretary Weisenthaw. >> I. >> Director We. >> Director Lewis. I >> President Scott. I. >> Motion carries.