001a number based on that scope. Yes, I'm talking about that middle spot linking to that middle spot, their estimates. So, it'll be a it'll be a Nicholas Nicholas. That's what Yeah, I think it's a question for Nicholas to say if someone wanted to get at your details of how you got that. Is there a way I don't know I don't know if we can go into their company's link. I just this is probably more of like a a PR committee thing, but I think we talked about before like we have this and this spreadsheet is available for people who want to click from a more like ch like how granular are we going to go, you know, and every individual person need to see. It's not about every individual person needing to see. It's about
002the folks that do want to dig into it to that level being able to answer those questions. I don't know what the square footage is on these projects by this list, but I think this is I think we have to keep this. This is the important thing. We we are not trying to tailor this for every I'm not thinking of every individual person like John. I'm sorry. I'm not thinking just for you and do I get this information everything that you want to know out of this document. We need to think about the whole and what do most need what how can we address the most people the best way and this was the piece that was missing, right? And we need to we're starting with this piece. We know we can get more detail.
003We have to talk to Nicholas. What about we can ask them what about people who want a little bit more. Is that part of your records and your your database that you look at? Is that possible? We can get a yes and no. Yes. How do we do it? We figure it out. But I think we just have to be careful and like getting in fine details and how did you get, you know, we have the answer that Joe gives us and we have to use that and say, okay, we're trying to find the best way to get even more detail for people that need it. But for this document, I want to be careful not to get to that. We'll never get it done. Our tenure of life safety has that square footage listed.
004This is essentially like a common book version of that list to make it more accessible. And I and we talked about this before like is there a way to link those? Yes. Can we work on tying those two together? We have to make the connections. We have to we don't have to put them in here, but we we have to show them. If someone wants to make those connections, we have to make those we have to show those connections. This information has not been missing. And plenty of people found the tenure life safety, not found it, we put it out there. Plenty of people saw because it's all been in public documents. The list of the previous that the previous not the previous list, but this list in a different format during the last time
005and the questions came in at where do these things come from? Again, it's that question of okay, this is the description find this is how much it costs and how do we get to that cost? So, if there's a spot where someone wants to dig in deeper to get that answer, that's that where allowing them I'm not saying link to everything and I'm not saying fundamentally change this document. I'm saying if we've got scopes in places where someone wants to know how many square footage, maybe it's linking to the tenure life safety, which is a much more technical document. Okay. And lots of folks who are seeking out more information might be more technical and want to be able to dig into that document where it does have a lot where it's not needed here.
006However, the connection to it is needed here. This is the place that I want to go to to get to it. Does that make sense? Yeah, it does. I want to say something real quick that might be helpful to the administration that has to turn this into action after tonight. And that is that this can be improved upon doesn't mean that it doesn't need to be doesn't need it shouldn't be published until it's improved upon. In other words, if that's an improvement that can be made to the document that but that's going to take time to implement that improvement to the document. We should publish the document. Thank you. And make that improvement. Yeah. So I think they go back to the question is this. Yes, we can make dots like hey guys let's do
007this to this but we need to answer the question. Can we start with this? What do we change just fundamentally to this? Not like we know we have your questions and we you know that's something that okay we have that's part of our task. We're going to put that on our task list because we have to connect this all around. But does this document does it explain and give people a start to look at that they've been looking for easy to find? um you know is it like I see my red, I see the yellow, I see the green, I see the building, I see cost and we all know that you know where do the numbers come from when we start that but we still we know we have to dig into that but
008I think we have to stay solidly on that question you know what like Carlos says is this something that's ready to be put out so that we're not working on this 6 months from now saying oh well we didn't find a link yet we have to answer that question right exactly And like maybe present this to my wife, you know, $159,000 for parking lot. She has no concept of that like going to the grocery store. What do you pay for per gallon? You have a unit. You have a unit. How much per gallon? Square footage wise, how much square? And we have to be ready for those definitions and and explain it. You can defer to define scope all day long. Exactly. Right. That's what I we are trying to avoid a little bit. I
009think Joe would say it's getting close. As simple as possible. This is everything like square footage sizes or not. Like I can put the square footage on there. Most of the public isn't going to know what roof we're talking about. But but this is the details of every needed project in the building. This is high level detail. This but this is the detail that the public has been looking for. tell us what these building means. This is it. This that's not an accurate statement. This is some of the detail that the public has been asking for and other parts of the public have been asking for how we got to this detail. We heard that I feel like we're talking in circles. We just talked about that. It's we that's when we link to Leot
010and these other people. We've consult we've consulted experts and here's how they do it. So we can't keep going around and around what the buildings need. This is what the buildings need. You've hired educated professionals, the highest in their field, the the best school architects in the area. That's where the numbers come from. I don't know how else to validate this. We're just missing information. We actually have it all. But we have the blur that we need to write to explain their calculating process of each of these numbers. And then this does in fact provide a lot more detail in an organized way that we didn't have before. So I think this is a good next step. And will there continue to be people like we don't trust this? Yes. But I think generally speaking,
011this is a huge improvement. And then let's see what questions we get. Maybe add an updated last updated date onto it. It's a good idea. Okay. Make make sure make a um a version concerned effort to make it a living document and maybe adding something along wherever the link is that hey [Music] Heat. Heat. [Music] Heat. [Music] Heat. [Music] Heat. Heat. [Music] Heat up here. Heat. [Music] Heat. [Music] Heat. Heat. [Music] Heat up here. Oh, [Music] heat, heat. [Music] Heat. Heat. [Music] Heat up here. [Music] Heat. Heat. Heat [Music] up here. [Music] Heat up here. Heat. [Music] Heat [Music] up here. Heat up here. [Music] Heat up here. Heat. [Music] Heat. [Music] [Laughter] [Music] Heat. Heat. [Music] Heat. Heat. [Music] Heat. [Music] Heat. [Music] Heat. Heat. [Music] Heat up here. Heat. Heat. [Music] Heat. Heat.
012[Music] Heat up here. [Music] Heat up here. [Music] Heat [Music] up here. Heat up here. [Music] Heat up here. [Music] Oh, [Music] heat, heat. Heat up here. [Music] COSD 2011 for August 12th, 2025. Uh, roll call. Leah Canover here. Carlos Aia here. Jessica Rodono here. Adena Hoover here. Kevin Marin here. Lauren Zakiri. Uh, okay. Stand for the pledge of allegiance. Sorry. I pledge allegiance to the flag of the United States of America and to the republic for which it stands, one nation under God, indivisible, with liberty and justice for all. Okay, first uh piece of information on the docket. We uh have received a board member resignation which as we all know triggers a um uh filling period of time, 60 days. Um we have a choice. We are still in a spot where we
013can utilize the previous election results as as we did for the previous board member. Um, so what would you guys like to do? Would you guys like to do what we did last time, which is um do the sus suspend policy and then appoint the next person in the election from the April election results or go to um a posting process and post the post the position, go through the interviews and 60-day pieces. Does the I think so long as that person is willing that it seems most fair to have the person who put in the effort to run. Right. Right. They presented themselves to the community. That's the reason we um went to that list in those election results because uh individuals and um uh presented themselves to the community and um gave their
014credentials and did the work and went to the board of elections. So um yeah, we we used those results that came from the community and went forward as long as that individual individuals were willing. I think that process kind of um vetted itself. I couldn't agree more. Great. Any need to go into close session? Does anybody want to go into close session to discuss it? Because this is technically a personnel. No. No. Okay. So, we are going to skip that close session then and uh the chair will entertain a motion to temporarily suspend board policy 270's procedures for board vacancies and to appoint Alexandria Mill to fill the board's vacant seat through the April 2027 election. So moved. Second. Roll call. Dr. Hoover, yes. Miss Rodono, yes. Mr. Aia, yes. Mr. Marin, yes. Miss Conover,
015yes. Motion passes. Okay. So, I would like to now bring up Alex to take the oath of office right over here and come out there. She go where where she stand right in the middle. Yeah. Okay. So, I'm going to I'm going to over here and I will and then after me. You ready? Okay. Uh I do solemnly swear or affirm that I will faithfully discharge the duties of the office of the member of the board of education uh of community unit school district 2011 in accordance with the Constitution of the United States, the Constitution of the State of Illinois and the laws of the state of Illinois to the best of my ability. I Alexander Mill do solemnly swear that I will faithfully discharge the duties of the office of member of of the
016board of education of community unit school district 2011 in accordance with the constitution of the United States the constitution of the state of Illinois and the laws of the state of Illinois to the best of my ability. I further swear or affirm that I shall respect taxpayer interests by serving as a faithful protector of the school district's assets. I further swear that I shall respect taxpayer interests by serving as a faithful protector of the school district assets. I shall encourage and respect the free expression of opinion by my fellow board members and others who seek a hearing before the board while respecting the privacy of students and employees. I shall encourage and respect the free expression of opinion by my fellow board members and others who seek a hearing before the board while respecting the
017privacy of students and employees. I shall recognize that a board member has no legal authority as an individual and that decisions can be made only by a majority vote at a public board meeting. I shall recognize that a board member has no legal authority as an individual and that decisions can only by a majority vote at a public board meeting. I shall abide by majority decisions of the board while retaining the right to seek changes in such decisions through ethical and constructive channels. I shall abide by majority decisions of the board while retaining the right changes in such such decisions through ethical instruction. As part of the board of education, I shall accept the responsibility for my role in the equitable and quality education of every student in the school district. As part of the
018board of education, I shall accept the responsibility for my role in the equitable and quality education of every student in the school district. I shall foster with the board extensive participation of the community, formulate goals, define outcomes, and set the course for community unit school district 2011. I shall foster with the board extensive participation of the community, formulate goals, define outcomes, and set the set the course for community unit. I shall assist in establishing a structure and an environment designed to ensure all students have the opportunity to attain their maximum potential through a sound organizational framework. I shall assist in establishing a structure and an environment designed to ensure all students have the opportunity to attain their maximum potential through a sound organizational framework. I shall strive to ensure a continuous assessment of student achievement
019and all conditions affecting the children affecting the education of our children in compliance with state law. I shall strive to ensure a continuous assessment of student achievement and all conditions affecting the education of our children in compliance with state law. I shall serve as education's key advocate on behalf of students and our community's school or schools to advance the vision for community unit school district 2011. I shall serve as education's key advocate on behalf of students and our community school to advance the vision for community unit school district 201. and I shall strive to work together with the district superintendent to lead the school district toward fulfilling the vision the board has created fostering excellence for every student in the areas of academic skills, knowledge, citizenship, and personal development. I shall strive to work together
020with the district superintendent and the school district toward fulfilling the vision the board has created fostering excellence for every student in the areas of academic skills, knowledge, citizenship, and personal development. Welcome. Let's get a picture. Yeah, let's get a picture. How about a picture with the fam? Yeah. Heck yeah. [Music] Oh boy. I walk through the rain. Don't even I walked 15 minutes downtown. Ready? You're looking better than me. Sorry. two. Look over here. Say cheese. Cheese. That's a good one. Who we get? Remember, we're going to take a new pick. Maybe the whole board. The whole board or Okay. I know. Let me see that picture. We need a picture day. Come on, Jack. graduating. Let's get a picture of this board. [Music] leave room for Lauren. Okay, we need a picture. I think
021I'm going to need one just of you and I may just add you. So, if you guys can just see that guy. You did. You did. You did. You did. You did. Good job. [Music] No. Oh, there's got to there's got to be an AI app. Do my best. We're looking for Yeah, next to Lauren. So, move this thing. Oh, yeah. We can move that now. Sorry. We move the box. We're busy looking for tech support. Clean up here. Yeah. Got to be a pain. Carlos will try to make you. Good night. Bye, Edith. Take care. I will try. I will. You like your jokes? I'm a social studies teacher. So, yeah. Brandy, you tell you're going to laugh. You keep it with whatever you presented tonight. Yeah. Do you want the stupid Friday at
0229 with your person with for about 15 20 minutes? This is real today. Great. Bye, Brandy. Good night. Bye, Carla. Hey, I'll see you in the morning. I need help loading that uh PowerPoint for the new teachers. Thank you, ma'am. And then after that, you know, high school, but okay, whatever. Adam, you got to stay, I guess. You're stuck, Adam. Hang. You're stuck. Sorry. Yeah, you're here. Sorry. Okay. Uh, moving right along, the board will uh the chair will entertain a motion to enter close session to discuss specific employees and probable or imminent litigation. So moved. Second. Roll call. Dr. Hoover. Yes. Miss Rodono, yes. Mr. Aia, yes. Mr. Marin, yes. Miss Mill, yes. Miss Conover, yes. So move. We'll be back. Go back. closed session. Um there is no public comment, so we're going
023to go right past on We're going to go right past that. Uh approval of minutes. The chair will entertain a motion to approve the minutes of the July 15, 2025 regular meeting of the board of education as presented. So moved. Second. All in favor? I I opposed. Okay. The chair will entertain a motion to approve the minutes of the closed session of the July 15th, 2025 regular meeting of the board of education as presented. So move. Second. All those in favor? I I opposed. Motion pass. Okay. Consent agenda. The chair will entertain a motion to approve the consent agenda as presented. Personnel recommendations. Nancy Van Ness, outplacement coordinator. Dr. Natie Norris, interim director of technology. Vanessa Kley, long-term sub, Westmont Junior High School, duel. Hector Soliss, long-term sub, Manning, duel. Steven Davis, teaching assistant. Rebecca
024Hamilton, teaching assistant. Sharon Vazel Nile, take it. Head general worker, food service miller. Rebecca Hildebrand, general food service worker. Josh Aut, teaching assistant. Aaron Slatterie, teaching assistant. Lauren Degrants, Manning, principal se uh secretary. Hadit Leon, parent liaison, resignations and retirements. Number two, approval of the August 2025 expenditure report. Number three, ratification of the July 2025 regular payroll. Number four, appointment of hearing officer. And number five, approval of student tour requests, Westmont High School athletics. So moved. Second. Roll call. Miss Fredonio, yes. Mr. Aia, yes. Mr. Marin, yes. Miss Mill, yes. Miss Conover, yes. Dr. Hoover, yes. Motion passes. Okay. Information and discussion. Thank you. Let's talk about the handbook for 2025 2026. Okay. So, all right. Good evening, board administration. Uh, my name is Adam Cordalooski. Uh, I'm the assistant principal at Westma High School.
025And last April or May, I I came in in front of you and asked uh for more time to um work on our handbook to modify it to an electronic format. Um we feel we have a 2025 2026 Illinois mandate compliant handbook to present to you. Um we worked real hard. We had a great team. Um and a lot of things came together. So, um, we're we're excited about this new addition to, uh, for information for our community, our families. Um, hopefully that we have better communication with it. Now, um, couple things about the handbook. We used, uh, the IPA model student handbook, which was purchased from the Illinois uh, principles association. Um Brian Schwarz, who's legal counsel to the IPA, uh made sure that uh it was legally compliant with the Illinois state mandates.
026Um so we were able to use that as a guide and in addition to our um district and building uh needs as well. Uh so we put it together, aligned it all. Uh we have kind of uh two two divisions if you will. Um, one would be a general district information that applies to all buildings across the district. Uh, it makes it very easy for uh, families to if they need some information such as school contact info, you go to one page and you have every school over there. If you have a kindergartener and a fifth grader and a high schooler, you know, all the uh, information is right there. If you need the absence lines, one stop right there. So, you got general information like that. The school hours are available if you forget
027when to pick up your kids because you have one in this building, that building. I've been there. I got three alarms on my phone. I'm going home. You got to be like, "What? Where am I going?" So, uh, visitor policies, things that are universal throughout the district, medical information. Um, we had, you know, uh, five different handbooks with different procedures, but they're all the same procedures, you know. Uh so we made sure like things that were of district nature that apply to all students, all families were uniformly uh aligned. Uh and we have sections like that for um the community. Then you'll see that there's uh individual school building. All five buildings have a little bit of a an area where they can uh share some things that are particular to their building. um it
028might be uh locker use or or bus pickup drop off procedures, lunch procedures, graduation requirements, etc., etc. So, um it was very nice to be able to put that. Um it has a table of contents and um they are all hyperl so you don't have to scroll through the whole book. You can just click on the area and it'll take you right there. Um and we are going to post that on the websites as well um for the community to use. Um, everywhere that there is a handbook now will be the district compliant handbook. And then we'll also add it to the district web page, too, which lacks the handbook because they're all individualized. So now, uh, you'll have many locations to be able to find the handbook and hopefully get the information that you
029need. I can't say thank you enough. This is like I haven't said this in a little while, but this is like addition by subtraction at in its best form is subtracting out five separate handbooks that were PDFs that you had to scroll through and like couldn't possibly have matched and didn't match and turning it into something that is much more user friendly, works better for the families, works better for the parents and from an administration standpoint Having the bulk of the handbook being the same supports the administration and the district in a much better way and you know really focusing in on okay these are actually just the differences like this is the definition of addition through subtraction. I love it. Love it. Love it. Love it. So he's going to post a video of
030it of how to access it. We do have a video as soon as it's proved we'll post. Um, we didn't hire any actors, so it's going to be new, not too critical. I did want to thank uh the team that helped out. Um, Shannon Kosar was a big help in organizing this. Um, thank you. Dr. Naen Norris, congratulations technology input. Uh, Lisa Gripple uh worked on other schools and introduced the samples that we were able to see. So, that was really helpful. Uh, Edith Curton added her expertise. Brian Dunn helped with the athletic code of conducts. Um, Ron Okconor helped with the finances parts. Thank you, Ron. Sabrina Reeman worked at the junior high very much for them. Jeremy Bautista with the technology and tomorrow he'll be working on posting this for us along with
031uh Anna Vasva and Edith as well. And I want to just give a special um thanks to Sam Cinovich and Michael Leinsky who really worked um and picked up my technology slack and really helped us get going so we can get it to a modernized handbook. So, thank you to all those people and anyone I missed. I apologize and we'll definitely get them later. But thank you. You Thank you. Is that it? Okay. Moving right along. Action items. Uh, we have more discussion. Oh, we do have more discussion, don't we? I'm sorry. Tenative 2025 2026 budget. Ron need to highlight these. Check. Ready to go. Check. I'm going to circle these. I'm just so excited. Yeah. I'm sorry about that. Is it? Oh, there it is. My apologies. So, first of all, thank you for
032having me. Uh, Mr. Baldman, board of education. Uh, this is a very preliminary budget from uh for 2011. Uh just so you know, there's a lot of it that is still kind of in process, but this is kind of what we're looking for, but we also have solutions. That's the big piece I want us to keep in mind as we look at things. It's all about evaluations and looking at what we can do to get better. So what I like to do because when I was planning this I was thinking to myself this is probably the first major presentation I have to the board and I wanted to just kind of reiterate and remind people yes I've been in this role for well in education for 20 plus years teaching for four and then uh
03316 and finance and operations. I've actually chaired at the state level actually was the chair for ISBO and I still do a lot with the federal level. Um, I involved the community. I've presented at the national level. I also have a loveing family that I always think about when I make these decisions and I always consider myself an educator first. So, with that being said, I'd like to go through this. First thing is a timeline. And although it was a little bit messed up there with the final budget adoption piece, this is a typical timeline for what I've been anticipating for the district. I'll have a better one next year, a little bit more detail for how much a budget takes to create. It's a year- round process. So, mostly whenever I'm trying to create
034a project, I'm also trying to implement a project. It's two times at once. In the meantime, I'm also getting audited on the prior year. So, there's a lot to it. It's a lot of moving pieces, a lot of moving parts, and we at 2011 have a lot of great resources with that business office. And Shannon, I give you a lot of uh credit, too, for assisting and helping out. So, I wanted to give a recap. Um, these are unudited actuals compared to what was budgeted. So if you look at what the revenues were before uh you could compare it uh education fund there was a there's a differential as well as on and m uh transportation had a decent one as well but these were the revenues recapped this is what was budgeted versus what
035actually happened now the auditors are still in the process of all of this this is from us pulling up the data looking at it and stating okay what is it that we're looking at what is it that's going to be put in fiscal year 26 versus 25. There's a lot of sorting through that occurs with that and that's why these are unodudited information. Um the ED fund has probably the biggest differential there with the revenues. It was a $4.5 million differential. The expenses um it's a little similar uh same thing. ED fund is about almost a $5 million differential from what was budgeted uh as well as others. So it kind of just shows a recap of what the budget is. A budget is supposed to be a road map. Roadmap's not always right. Road
036map can change, but it's always nice to look at what's planned versus what happened. So then you can react going forward. And that's one thing that you're going to see a lot with me especially and conservative. So absolutely coming in under what or we budgeted for less than we actually received which is ideal as opposed to the other way around budgeting this time around. Yeah. Well, what I'm trying to do at this point is try and grasp all of the pieces all at once within a small time frame. So when I say that it takes a year to figure out a budget typically, yeah, it's a year. This was this one was a tough one just because I wasn't really in I mean I was in in it but I was it's just digging and
037digging and digging just to see what there are what processes were in place how things are going for the district. So here's some things I can tell you because it this is this is again this is a state issue. This is a revenue issue. This is not just a Westmont one. uh corporate personal property replacement taxes were pretty much based on 1978 uh the state of Illinois decided they were going to tax corporations based on the revenues they brought in rather than just the property value. So um as mentioned earlier in the finance facilities meeting there was a lot of cash that was an influx from uh Esser dollars from COVID to the respect that companies had to spend it schools had to spend it. They were getting money, right? The PPP grants. Well, that
038money is now gone. That money was pushed into the system so that corporations were making major revenues even though CO was still in existence. Fast forward to now, money's gone, and the state has told us that whatever you probably received from last year, you're going to see a 41.3% drop, which is approximately $200,000 less for us. Mandated categorical funding is another example. That's an estimated 8% decrease. Every year, it appears that the state ts kind of they kind of push it off, right? What they do is they take the funding and they prorrate it. And they're trying to do this also to kind of make up for a balanced budget because right now with evidence-based funding, they've been thrown in $350 million every single year additional. The money has to come from somewhere and this
039is one of those examples. So mandated categorical funding, you're looking at all sorts of transportation, you're looking at different costs like special education. Um, and that has that's been kind of a hit. I will have more information as to how much that's going to affect us definitively, but it's on everyone's radar. In the meantime, we have consumer price indexes. So, what they do is, and again, the state doesn't just these are some of these rules that we're talking about. They're just kind of made. So, there's no real rhyme or reason. So, January 15th, a lot of us business managers like to look and watch and see when consumer price index comes out. So that's just like the average of the increases of basic goods and services. It's actually CPIU that they typically use. It's 2.9%
040in December. So that's what they're saying. Well, that's probably what you to expect when it comes to a levy you're ask later on. The other thing is the district is a tier 4 district. We have a lot of reliance on local taxes, which you'll see shortly. And then the ESER funding is gone. So when school districts received that influx of cash should have been spent because it is disappeared. One more piece to this that I didn't put on this slide which is I want everyone to kind of think about for the future. You will remember that July 1st there's approximately $6.8 billion in revenues in grants that were supposed to be released to school districts across the country. They were withheld. Eventually, Republican senators, some of them put a letter together. They wrote to President
041Trump and they said, "You can't do this." So, they released it. Now, there's no telling what happens in the next couple years. But that needs to be on the radar for everybody because that still affects us even though we rely so heavily on local values. So your revenue breakdown in this district is about 90% local and then the state is 7.3% of our revenues. Federal is only 2.8%. Uh this is not the most normal piece. This is actually pretty high. So we do rely a lot on our locals. Of the local about 70% of it is from home owners which is that's that's typical. That's more of a typical balance. Whereas then you have commercial and industrial that's more of that okay they supplement it. Um does that can I does that change much? I
042think we have questions sometimes as we were in our last endeavor is that piece the commercial part is there is that something and I know nothing's readily um something that can readily change but is that something that significant change? I don't even know though significance but that's a great question. So when it comes to industrial and commercial areas you can make a pretty penny by developing and bringing more in commercially. So if it is something of a development like that that always helps cuz now they're taking that piece of the pie right so when I came like when I went to like when I was working at 59 when you saw the local revenue breakdown it was actually like an like flipped residential is only 30%. open lightened district 212 it's very similar as well
043because they have a lot of commercial and industrial when it comes to a lot of homes that's when you see okay a little bit of a difference so that's something to think about we have some we have commercial we don't have as much commercial as because again we're we are a two square mile district we don't include all of Westmont so we don't have the same essentially our business area is up on Pascinelli which was really but that as people kind of throw out there oh have them pay more like that's not a is that um a reasonable thing that's done it's it all depends on the equaliz assessed valuations that change over time so as they increase the tax rate actually decreases and then it's an inverse so as uh the tax rate increases
044that means your values are decreasing and that's something that's not in like that's not in our control. Yeah. Bottom line is it still relates to you get the same dollar amount. It's just like who's paying what percent. Okay. Would this kind of relate to this breakdown essentially, right? Residential versus commercial. If we were to look at like how much of our district is residential and how much of it is commercial, would this be kind would it kind of correlate with that? Like 75% of our spaces for now? I I wouldn't say that only because the commercial areas may be of higher value. Yeah. Um, and it also doesn't take into account, remember, we do have a tiff area that has been frozen, so that isn't representative in here. Yeah. So, that's worth thinking about as
045well. Um, personnel variables, just so everyone knows, certified, it's kind of varying based on staff members, but it's typically an average of a 4 and a.5%. Uh, the Westba contract call for a 4% increase. custodial is a four and a half percent and then your insurance health dental vision as a whole um from the EBC it's actually only 6% I've heard 15 to 20% for some of our local districts so we should be grateful but at the same time it's still 6% compared to the CPI which is the 2.9 so that's worth considering as well and thinking about other expense variables so SAS it's transport Transportation from Sunrise is a 4% increase. Uh Westways is six and then we budget pretty uh conservatively with services and supplies at 2.9%. Uh the one thing that has
046extremely helped helps extremely was the taxi costs and the parent daily rate. Uh only because it it's nice convenience, it's nice comfort and there's incentive for both sides. Other variables that uh we're really working on are the electrical and gas contracts, the heating, ventilation and air conditioning and the sewer and water. So when you look at the expenses by the object. So when we before we talk about this salaries and benefits you have about 76 77% of your expenses. Uh purchase services uh which could be contracts 7.7%. Supplies is at 3.6. Um other I can define that a little bit better. That's a lot more like uh tuition costs seen a lot of that. um some special ed costs there. There's a variety that really stand out with with with regard to that and then
047uh capital outlay which we don't have too much of but that's kind of what the district is when it when it comes to spending. So is this typical for for school districts this breakdown? Yeah. Yeah. Yeah. I would say it's typical for sure. Um salaries and benefits are always going to be the primary driver of of expenses. for sure. We've always kind of talked about salaries and benefits being more in like the 80 to 85% range. Okay. Yeah. Okay. Which looks like Oh, but this is typical. Yes, definitely. So, here's what we've come up with preliminarily with the operation funds. Now you saw before what the last years and we're looking at in terms of the 32 million in the ad fund. We do have the revenues for it. Um you also look at the
048expenses though that is also approaching 32.5 from our estimation. That's that's a that's a pretty that's a that's a difference right. Um, operations and maintenance, we're looking at even kind of cutting it a little bit just like how we've been in the past. You're looking at a surplus there of $243,000. Transportation, we think we can break it even. We've done a really good job of kind of re-evaluating routes early on. I've talked to Lauron who's uh for Westway. Um, so we're looking at be about even on that one. And then working cash, uh, that's a $20,000 revenue just because that's the interest cost. So if you look at the revenues and the expenses, there is a deficit in the operating fund. Um, to me, it's again looking at a lot more of what has happened
049and what we do as a roadmap to make it so we can go further and make things right. That's not to say nothing was going like horrible or anything, but it's just it's one of those times where things are kind of changing when it comes to financials. When you're looking at revenues, there is a revenue problem and expenses are still being expensive. That's it's the reality of things. So, the what the ask is, I mean, it's pretty close to a balanced budget, but there's a $270,000 deficit. We're asking the board, are you comfortable with that? If if you're not, let me say it really quickly. It's a little tough to make changes. And part of this is that Ron just started literally a month ago, but we have a a commitment in the upcoming year
050to look at places where we can cut to get it back to a balanced budget. Please. A.72% variance on a $37 million budget is a balanced budget. Yeah. really all things considered I I have I'm I was doing the same math. I was like I'm of the same opinion. It is less than 1%. So if if you've worked with Mr. Balderman, you'll know he's a perfectionist. And I always appreciate that about him. He pushes me. He pushes everybody already. And I've only been working with him for how long? Right. Um we do have a plan anyways that we thought, you know what, anything can always be better and we're going to always make things better. Mhm. So, we'll talk about that in a few. My point is that I'm that I'm comfortable with $273,000 in
051the whole after this year. That's not really my point. My point is this is this is budgeting that we're talking about. I'm sure that you're going to work your tail off every day to to get us to zero. There's no way you could predict probably within a 1% of where it's actually going to end. Absolutely. Right. So, if you're within the margin of error, which is 1%, then it's a balanced budget. That's more my point. It's not about $273,000 negative being okay. Sure. And to keep in mind, like I I did this the math over and over again. Uh a major driver as well is the insurance costs. Uh that's been I mean like last year it was was $3.8 8 million that was being expensed versus the three and a half million being brought
052in when we were collecting from the individual employees. That's hard to c that's hard to keep up with. Yeah. Uh and that's why insurance and transportation has really Yes, absolutely. Hit us hard for the last 5 years. It has been and that's where it's I you know the transportation piece is a difficult piece. Um, I have some ideas, but we'll chat about that. And combined with CPI. Yes. Well, it's just been a a bit of a storm. Absolutely. And I I appreciate, Carlos, what you said about like it's not a deficit because I feel like sometimes people will hold on to just like that sound that sound like. Um, and yet I think I'm kind of in the perfectionist zone. I don't I don't like it. um even though it's not that much. And I
053just want to I think I mentioned this at a different meeting. I think we've been so focused on what's happening in operations and maintenance and the referendum and capital stuff like that where um I don't want to just have to year by year because we we've done this and you've done an excellent job of it of looking at where we can consolidate and where we can cut. Um but I feel like we're always kind of clawing our way to the top and I wanted to get to a place where it's more sustainable. um and not like each year we're trying to figure it out. Um and so I just want to I think as a board decide on you know in the especially in the finance committee meetings besides figuring out the facilities and finance
054piece like what are the other long-term sustainable changes that we can make so that we don't feel like we're in a position every year to navigate these changes that are happening um with different funding sources and CPI and all of that. So there's like a little bit of that cushion. Does that all make sense? And then a little bit more. The one thing that is a constant that I think the board is committed to and cons and concerned about to your point, Jess, is do we have that money in the the fund balance we have 40% or very close to that? Yeah, it's it's close right now. Protect us financially. that to me at the end of the day how much we're spending and how much revenue is coming in are budgets and it matters
055but what to me how much at the end of the day are we left in our fund balance I was actually going to ask align with that can you just kind of do a very high level um explanation of how fund accounting is different than kind of our um our budgets right our home budget cuz cuz it is inherently very different and we we've got the fund balance piece of it, you know, and can can you just do like a very high level kind of overview because I think that also ties into like the budget can't being not exactly perfect cuz we're how we have to think of it and absolutely yeah so for example you know when you when you levy for the taxes there are buckets you got the 10 fund which is
056education fund it's the 20 fund which is operation maintenance 30's bond and interest. We We don't even ask people. The county just puts it on them. Uh 40's uh transportation. You can't just move money from bucket to bucket to bucket. It doesn't work that way. And if you do, you might be in legal trouble. Um ask Lincolnway about that. That was a couple years ago, though. Um there's I do like doing transfers, though, when you have to bring it to the board. So, for example, the district is making a really good dollar with interest rates from investments. That's one thing I really noticed as a strength. That's something where you can take that money and put it into different buckets depending on what it needs. It'd be great to get to that point where that
057one bucket in particular is the 60 fund which I really love the capital projects fund where you can put the money into there and build that up so that we can actually hang tight and demonstrate we are saving in the rainy day so that when we do need a big purchase or work with the buildings we have it there and it does not count against your operating funds. So you can you can spend as long as you have it in your your bank. So yeah, there were there were nine buckets typically. Um the district does have some health in it. I mean that there's no denying that. Uh we just want to make sure we write each bucket. So for example, the IMRF social security one uh that the district in the past was spent
058down that particular bucket. So the corporate personal property money that was normally in the ad fund is going to be going into there to keep that bucket afloat. I can't then once I put it in there, I can't take that money and say, you know what, I'm going to put it back in the 10. You don't just transfer like that. So you're kind of you're kind of put in each single spot. And that's it's a balancing act. Um, I think there's a lot of difficulty with other business managers that I know who've had that, especially if they've come from the private sector because it isn't like your typical like savings, right? Where you could have one big savings account. Well, I don't have it in that one to use anywhere you would have. And we
059also only get paid like twice in like two big installments, correct? Essentially. So, we kind of at some points in the year it might look like we've got a boatload of money in our fund balances, but the point is that we the goal is to to work that down over the course of the year. So, essentially Absolutely. So, Ron, you used that phrase like writing each bucket. Um like where what do you see as the priorities for us right now? Which ones? That's a good question. Well, transportation is kind of difficult like like Leah was saying with the costs going up with that. The ED fund, the problem with the ED fund is this. It catches all sorts. Like you can pretty much build a budget and it just be almost in the ed fund
060completely. Um and because so it's not just about always about curriculum instruction. You can do all sort of facility stuff in there at times. You can do all sorts of different work. Um, so that's why it gets hit kind of harder than the others. I just I think what we need to do actually I will have the answer to that. Can I can I show you? Of course. Yeah, we and we don't even need the answer today. I just I think I'm just curious. I I have a plan that we use I've used in years past and it really it I think it'll do wonders. I have a quick question. So like on this budget, the transportation ends in the negative. So what happens if you're if the the transportation bucket doesn't have enough money
061in there to cover? What do we do then? Then you got to find uh you have to move like CPPRT dollars or you you move you have to do some transferring. Okay. Yeah. And you there's a way to then pull and and cover it. It's just difficult. I the the IPAM the program accounting man is is so like for example you you can transfer in on certain funds but then you can't transfer out. It's like somebody was really bored and decided they wanted to really mess with everybody. Yeah, that's kind of how it is. Um there's not really a simple way of going about that. Um but the 40% fund balance is is like that is in there is in the fund, right? So, we're looking at like for transportation bringing in $2.5 million in
062revenue, right? Essentially, um there's more than $2.5 million in that fund right now by about 40% or when we get all of our revenues in because that's so that's why we hold that 40% fund balance so that if you've got like a little bit over, a little bit of under, you're not in this point where you have to move stuff. So yeah, the 40s the 40% is like is your operating funds, but I will caution on that one just because that's where each one of these funds have a fund balance. So like you could have a 40% fund balance, but it could be all in education and zero everywhere else, right? That's not the case here. Just keeping that in mind, right? So we're not worried about that. Okay? Yeah, I promise you that wouldn't
063be good. Yeah. And it's a board policy. We set the amount of fund balance and it's been 40% for forever. 40 is very healthy, a decade. Yeah. The state the state recommends 25. Um just so you know. Uh and then there's nonoperating. So operating is the one the state really cares about. That's how they use your scores. Uh when it comes to anything re regarding financials, the nonoperating here, uh these are what they claim you can use with or without uh running a school, right? They're not worth operating. So you look at bond and interest, we get that done. Um the IMRF and social security, if it gets to a negative where it's kind of boom, where we talk about where you're at that negative fund balance, then it counts against you. So that's why
064we wanted to make sure that that was balanced this year. U tort which is more legal and if you can see is a total that's pretty balanced. It's pretty straightforward. Will this give us a positive rating with the state? Yeah. I got I mean yeah we'll still be in the threes which is which is kind the rating dependent on I got to see the audit. I got to look at the I got to look at the fund balance a bit more. That's what I'd have to do. So, here are the recommendations that we were talking about. And there the very first one to me is huge. Um, a programmatic review of the district. So in years past I had a uh one of my mentors what she would do was you look at every single
065program, you look at the math department, social studies, extracurriculars, you look at the business office, the whole nine yards. You take those numbers, you look at the goals of each of them and how are they implementing and impacting kids. You find the value. Then you look at the FTE. So you put that all in there. Salaries, benefits, you list everything that goes into that program with the cost, the amount of kids that are impacted, what they do, how their scores are based on that program. You like for example with athletics, we looked at in the years past what percentage of students who were successful were in athletics when it came to certain achievement goals. You tie in everything. So it makes sure it's academic. And then once that happens, you take that data and that's
066when we talk and say, if I was to give this program 10% more, what would you do to make it even better? If I were to do 10% less, how would that program be affected? And you got to be realistic with it. So when you're cutting FTEEs, you can't just say, um, I'm going to cut by point4 because we don't have point4 in that particular program. to be one person, right? So, you have to be realistic as to what those particular FTEES are. It's a great exercise in terms of also showing I believe we showed to the community this is where we're spending our money and this is why we're doing it and it turns into they call it educational program review. So that to me with all the success that this district has had
067would be very beneficial to show, hey look, this is what your dollars are doing and this is why they're doing them. Uh, also I'd like to monitor well actually closely monitor the cost of upkeep of all buildings. So when I get a text message from Joe Smith at Manning Elementary where the pipe was rusted through like you could I mean you could barely even get into it. They got replaced on the weekend and then it turns out a couple days later that same pipe is leaking further down. That is that's literally a bleeding cost. And I I'm sure you you may have done this in the past, but I think there needs to be we're going to flush it out more. Go ahead. You can laugh. That was funny. Um, so that's one piece as
068well. I also want to re-evaluate vendor contracts. Everything is negotiable. So, I want us to keep that in mind and think about that. If the cost is too high, it doesn't mean we say yes. Um, cash flow, it's sort of what we've talked about with the levy, making sure that we are actually seeing where we're at, where it's going, and having that reported as often as possible. And then the working cash fund. Um, that's something I'd like to look at. As well as alternate revenues we can look at as well. Uh it just it's about setting the district up for success. There's a lot of things that are going fantastic here. It's just the matter of you know the word I keep hearing is communication communication. Communication and proving it and it it stinks to
069hear as a leader but then you just got to do it. And I think these steps will help us at least show and not just the community but show the country that we're we're the best. Data on top of data, right? Yeah, we love data. How are those programmatic reviews typically received and how much time? That sounds like a lot of work. It sounds awesome, but it sounds like a lot of work. It'll take like like there could be some mixed feelings about it. There will be. Yeah. Um the one thing though that I came here to do was to make sure that we're doing stuff data analytically and making those tough decisions with Mr. Balderman. um he's been a fantastic person already to help me with with looking through what the you know what
070do we have and it it does become more of a prove it but it's almost like a competition where people want to prove that they're doing better and better for kids so so I think everybody does win um it is completely data driven I remember the first time I did do it when I learned it. I didn't put together a smart goal and I got chastised for it. Now granted, I would have handled it the way I got in trouble for I guess, but it really made me a better leader as well because now I have like we talked about in our with with our books and our reading like the hedgehog theory. We're focusing on maybe two, three specific goals, doing what we have to do with that and seeing how it's correlating with
071student success, the money we're spending. I think it could be it's something that districts don't typically do, but it would be worth studying, I think, if we get it done, but it sometimes will uncover where we're spending money and not getting the value. And that's and I just think that's a a reality. I I'm again I'm not opposed to it. I think it's a sounds like a great exercise, but that's the reality. feels like a very natural followup to the work that we've done with data in the last two years with with our student data which was hard and scary to take evaluation to make an adjustment there as well and really to dig in it feels like a very because now I feel like I feel like that precedent has now been kind of
072set with student data and now we've got a lot of great you know routines around it. So now like let's tie it even more to a very tight budget. Let's see. Make sure that all those dollars are the the great advantage that this district has that many don't have is it is so data driven. I can't tell you how many districts really do that. They don't. They say it, but they don't. And this is a good example of showing the great things that are happening. And you know what? This is what you're paying for. It's a great place to be, but it's about showing it. I think it comes full circle, too, because we get hit with so many questions, and they're great questions. like people are holding us to task as we talk like
073we've we've shown what we've done with student achievement what we can do and we can see even greater sites but to tie that back as we got questions of you know simply put is a little annoying because we hear it and what how much money do we spend per student like I'm going to give you a better question to ask me and we get as we get that information back and we're able to deliver that we see this and this program and how it turns out like that's the goal right is to Correct. And there's some data to our spending and things like that. The data does it. And and the thing that the state when they do the the funding process and the programmatic costs and how much the one thing that I've grown
074to learn is that yeah, there is a state standard which is great, but then there's like above that what is that? That's what Westmont should be. So if we are spending a little bit extra because if students really achieving that's a good thing that's a great thing. Um but we also have to make sure that it's being spent equitably and in the right places. And I think also something else too that we said that you know this is going to come up you know things like that the programs that we have um brought out to fruition and these kids are doing great. you know what's things that get cut, how does how is that going to impact how our kids are learning also cuz we there may come a time that you know something has
075to be cut or something has to be changed. What what are we going to what's the detriment? Cuz some people like oh I had a one room p you know school and I learned and well you're going to you know you're going to lose this benefit and this benefit. So kids are different now right? Yeah. So but that it ties it it gives it that data. So hopefully we can answer that as we get closer to making decisions all around. I guess are you going to stick up there for the next discussion item? Facilities and finance committee update. Let's do it. Stay. Okay. Committee meeting recap. So the facilities and finance committee I think we got some very valuable feedback from uh board and community members regarding trying to express here are the projects that
076each of our buildings have and how can we attack them. Um it was extremely beneficial in terms of trying to find out also in layman's terms how to reach everyone and being able to show that the data and how we get those dollar amounts can be specific for for for people like it should be beneficial for them to be able to click on a link be able to be able to get to that information that we may already have or what our vendors have but being as transparent as possible. So we're going to go back we're going to look at it. We're going to do some revisions and by September 1st, we'd like to roll out uh the our information specifically with projects in each building with intention of updating. Yes. Keeping it up to
077date, asking folks for their for what else do they living how else can we do a living document? Yes. Living document. Let them have the the depth of information. Let them dig as far as they want. Yep. Give them the links. Yeah. Great. Cool. Okay. Uh, palace first reading. Who's got to see you, Kevin. Thanks. Thank you. It's me. It's definitely not me. Definitely not me. It would have been me. Let's see. Rain kept me awake. Oh. Oh, we we went over and actually, you know, it was with Shannon. It was mostly bookmarks, you know, footnotes in the documents. Um, you know, uh, it was reviewed by press, you know, and just mainly footnotes within the document. So, nothing earthshattering, nothing Yeah, nothing earthshattering really. So, yeah, there were fiveyear reviews of the policy. So
078they just updated legal references and Right. So what's the process from here? This is the first Yep. reading. We'll have second reading and approval at the next meeting. Yep. Great. Okay. Moving right along. Action items. Now we're at action items. Uh the chair will entertain a motion to authorize and direct the treasurer to pay any additional bills received in August that have been budgeted for in the current or prior fiscal year as presented. So move. Second. Roll call. Miss Rodono. Yes. Mr. Aia. Yes. Mr. Marin. Yes. Miss Mill. Yes. Miss Conover. Yes. Dr. Hoover. Yes. Motion passes. Approval of our student handbook for 2025 2026. The chair will entertain a motion to approve the CUSD 2011 student handbook for the 2025 2026 school year as presented. So moved. Second. Roll call. Mr. Aia. Yes. Mr.
079Baron. Yes. Miss Mill. Yes, Miss Conover. Yes, Dr. Hoover. Yes, Miss Rodono. Motion passes. Approval of tentative budget. Uh, the chair will entertain a motion to approve the tentative 2025 2026 budget as presented. And that said budget will be available for public inspection in the district business office from August 13, 2025 until board adoption on Tuesday, September 23rd, 2025. So moved. Second. Roll call. U. Mr. Marin, yes. Miss Mill, yes. Miss Conover, yes. Dr. Hoover, yes. Miss Rodono, yes. Mr. Avia, yes. Motion passes. And do we have to have the public hearing? When's the public hearing? At the last September. On the September 23rd. Okay. So, the 23rd, we'll have the public hearing when we approve it. Awesome. Okay. Uh, approval of contract with Legat Architects. The chair will entertain a motion to approve the
080contract with Legat Architect as presented. So move. Second. Roll call. Miss Mill. Yes. Miss Conover. Yes. Dr. Hoover. Yes. Mr. Airi. Oh, sorry. Miss Rodonio. Yes. Mr. Aia. Yes. Mr. Marin. Yes. Approval of amendment uh to contract with Sunrise for Special Education Transportation Services. The chair will entertain a motion to approve the special education transportation amendment to contract with Sunrise to be effective July 1st, 2025 through June 30th, 2028 as presented. So moved. Second. Roll call. Miss John, yes. Dr. Hoover, yes. Miss Rodono, yes. Miss Ravia, yes. Mr. Marin, yes. Miss Mill, yes. Motion passes. Approval of contract services for counseling at Westmont High School. The chair will entertain a motion to approve the contract with Kate Moon Ree Moon Wellness LLC, contractor of Oak and Elm Collective Therapy, and Westmont High School to provide
081counseling services to high school students from Westmont High School as presented. So moved. Second. Roll call. Dr. Hoover, yes. Miss Rodono, yes. Mr. Aia, yes. Mr. Marin, yes. Miss Mill, yes. Miss Conover, yes. Correct me if I'm wrong. This is a recurring contract. Yes. We had this is multiple years. Yes, it's it's it's the same contract we had last year. Mhm. Okay. Superintendent report. Um the board asked for a report from summer school, but we're still awaiting some data even though it was successful summer school program, but uh Dr. Braun will present at the next uh the September board meeting about the summer school, but just because you requested that, but she's still waiting for data to come in about the success of the program. So, it's preliminary to uh have presented it tonight. We're
082about to start a great school year. I'm so confident it's going to be amazing. Uh the data from last year is incredible and we will do a full report on that. One of our big focuses was on uh make sure that students are in attendance and it was incredible. Uh we had almost 400 students who had 5 days or less missed uh which was the goal. No more than five. That's ambitious. But if students are not in school, they can't learn. And it's important that they're there every day possible. We know there are some medical exceptions from time to time, but for students to learn, they have to be present. And it's also teaching them resilience. It's teaching them commitment and dedication to their education and life skill of uh you know, showing up and
083being present to win. The chronic absenteeism rate is for our districts one of the best in the state as a result of the commitment of the parents and the students to be there and some incredible work by the admin team and the whole teaching staff. So Miller had like a 4.5% chronic absenteeism rate. That's down from 25% just two years ago, which is the state average. Uh, we tracked eight counties and the best district we could find was five to 6%. There were only a couple out of eight counties and Miller had 4.5%. That's off the charts. Sam and the team, incredible. We need to replicate that this year. Everybody has to be committed to that district-wide goal. At Manning, it was about 6 and a half% which once again is outstanding. At uh the
084junior high, it was 4.6% 6% which as I say when you look at eight counties and the best district has 5% and these schools are getting 4 and a.5% it's just incredible work. The high school is in the top 1% for chronic absenteeism. Congratulations to Adam and the team uh at about 7.5%. They everybody's working their tails off but it's got to be whole district all hands on deck and that will lead us to just exemplary results. Um, are we are we following that same kind of calendar schedule where we had long weekends built in a couple times? We put that helpful I thought. Yes, it it did. Thank you very much. And not that it wasn't the people also being dedicated, but but I think that was a partnership combination. It's combination. It's all
085these ver all these things coming together. So yes, we built a calendar again that gave families multiple opportunities to take long weekends as a family if that's what they wanted to do. And that's when people can go and be with their family and take vacation. We know that's important, too. But then on the scheduled school days, we need people in there to be present so the kids can learn. Uh we are going to re So we're going to continue on that effort. We had incredible results. Uh and we're going to continue that. We'll monitor. We'll celebrate it when we do the the whole report in the fall. Uh we are asking families to commit to 20 minutes of reading a day at minimal uh at home to have students reading reading to your kids. It's
086so powerful and important for their literacy skills and we saw subsequently significant increases in our literacy performance this year at every single grade level. So we want to keep on working on that. So, we are excited and ready for this upcoming school year. I think I know our admin team is fired up. We can't wait. We have a new teacher orientation again tomorrow and we're excited to welcome those team members to the team. We have the uh all staff is back next Monday and we're going to get revved up for student attendance on Wednesday. So, we can't wait to see the students we love and give them the best service possible. And I'm confident we're going to have a great year. Awesome. Right. Board reports. Um I just want to give a shout out. Uh
087Westbont uh band camp um happened. Um Miss Beerman um students had a good time. You know, nice pictures, nice video. You know, my student had fun there. So, thank you. Okay. Future meetings and events. First day of school for students, August 20th, preschool screening. uh schedule it with South School if you are in need. August 22nd, first day of preschool, August 27th. Miller's curriculum night is August 28th from 5:00 to 6:00 p.m. Manning's curriculum night is also August 28th from 6:15 to 7:15 p.m. Uh there is no school on Labor Day, which is September 1st. The Westmont High School open house is on September 3rd at 6:30 p.m. Westmont Junior High School's curriculum night is September 4th at 6 p.m. And our very next meeting of the regular board meeting of the COD Board of
088Education is September 10th at 6:30 p.m. Is that right? No, the 9th. September 9th at 6:30 p.m. Be here or be square. Uh any communications? I don't think so. Okay. Chair will entertain a motion to adjourn the August 12th, 2025 regular meeting of the board of education. So move. Second. All in favor? I opposed. We made it 8:430.