EGSC School Board Building Project Presentations

001of our board members are sitting here in the audience tonight. Um this evening um what we are kind of working through the process is is that as as several people are aware um we closed Francisco probably three maybe four years ago. Um the board made that hard decision and um the board has wanted to take that money and reinvest it back into our buildings. Um, I believe a study was completed by administrative assistance and w went through and loaded our all of our facilities of how to consolidate, how to restructure and the board took those steps to begin that process. And so tonight, uh, we are interviewing architects. We have three different companies that we're interviewing this evening. Um, as you know, several of our facilities are getting very old. Um, the south end of

002our main campus here, I believe, was built in 1958. Um, and we're needing some major remodeling done. Um, and so the board, we want to start this process tonight. We're planning on trying to interview three architectural firms. From there, we will we will ask um additional questions, possibly visit some of the corporations that they've done some remodeling at to see how they have done that. Um, we also want to continue to work through this process as and have whichever company we select do a facilities audit for us um as we go through that process and then as well um start to get community input into the process. And so tonight is mainly a working session. It's um what we've set up is that each company has about an hour. Um the first half an hour

003will be just a presentation from the company. The second half an hour can just be our discussion and questions and things. And what I did for the board this evening as well as our administrators is just kind of gave them a list of questions to guide your thoughts as we kind of talk through this. It deals with a lot of different you know aspects of building um and working through even the financing of it and those types of things. And so um tonight the first organization that we have is PSG um energy group. Um, so PSG does a lot of stuff with solar. Um, they they I've worked with them a couple of places before, talked to them in different places. Um, they um um they, you know, they in addition to the solar, that's

004just one aspect of it. They also do um project management. Um, they they have HVAC. They have pretty well everything under the one umbrella. And so, uh, the other nice thing about this as well is they do have a computer software package that when they completed the facility audit that we would actually have, um, to be able to view like what's critical, what needs to be replaced immediately, what can be delayed, what's that cost going to look like as we go through that process. Um, so that's another nice feature that they also bring to the table tonight. Um, Dennis Stockdale is a retired superintendent. Um, he was with um, West Washington, >> East Washington. >> Last seven years at East Washington and before that I was nine years at Garrett just over. So um so

005most recently they've been working with Bedford which is right up the road from us and doing remodelings of their buildings and stuff and so um so this evening and and this is just very informal. So as they go through and do their presentation if we want to ask questions as we go through that's perfectly fine. So um and if things move faster than an hour then that's great. If the groups here. We'll bring them in and try to get out here as quickly as we can. So, >> absolutely. Thanks, Michael. >> All right. Um, sorry. >> The the one thing I've been working on, I I retired in January 2023. The worst thing you can do is take a superintendent, put them in front of a group of people because then they just start talk

006and never give them a microphone. So, I'm I have been working on on saying saying more with less. Uh, so, uh, but I, like I said, I met Michael, gosh, about three years ago. We were working, um, on a on a on a solar project or potential. So, that's how I met Michael and we've kind of stayed in contact. I enjoyed working with him and his board. Enjoyed working with Michael. You got a good one. Um, just wanted to make sure I said that. Uh, we are PSG Energy Group. Uh yeah, we do we have a lot of different a lot of different balls that we that we juggle around. We do do solar. Uh Jennifer Merlac, our president, is coming somewhere. She'll be here in just a second. She I'll let her talk, but

007Jennifer and Mike Michael has spent a lot of time with her. She's amazing when it comes to that part of it. And there's still some opportunity there to um to reduce cost in operations and all that would save money in operations and and I know with what the general assembly's been doing uh that's that's important to try to save as much money there and can move as much cost out of as possible. So we do do that. We have three right now we got them all over but we have three projects right down in the area. Two at North Pos and one at Lanesville uh that we're doing solar. Uh we did uh HVAC equipment at Clarksville uh nine boilers and then the installation and our biggest thing that we got going on our new

008not new but we've kind of pulled all of our groups together PSG is part of envelop and envelop there's four groups there's uh OCS which is open open control solutions so we do controls uh we also have ECS which is a rep owner rep for mechan uh for HVAC equipment uh we have OCS VCS envelope IQ technology, security, door security, cameras from that all the way, you know, wiring and all everything you would associate with any kind of technology. Um, and then the fourth being PSG. Uh, what we've done and and what's interesting is we're trying to maximize uh maximize the ability to save you money. When I was a superintendent, I learned the hard way. 16 years I had to do a building project every year or something. I inherited two schools that did

009not have any kind of pre preventive maintenance plans before I got there. They just waited till the bitter end and then we had to do we had to do something. So in that process while I was doing that kind of learned the tricks of the trade a little bit. So when I got hired at PSG, one of the things I talked to Jennifer about was reversing an approach or having an approach and we're doing it like I said and it's working real well uh this approach at Bedford, but we flipped it upside down instead of the company or whoever it is or that has that top down approach to the school and pretty much dictates or or or puts you in a position to listen and do kind of what they they say. uh you

010know because that's their area. What we've done is flipped it. We look at it I look at it from the superintendent and school board's point of view up. So what I do mainly is I'm the pain in the butt just in the office with these guys and I I laugh about that because I tell them all the time as we're looking through this that's not going to fly in a school type deal. So uh we look out we you know we look out a lot for the interests interest of the school and we love I love my my career was in small and rural uh schools so I love to have the opportunity to come into rural schools to help them uh to help drive cost down. Uh when you see and again um when

011you see as part of when you hire an architect group there's a time and place where you need an architect. There's a time and place you need construction management and there's a time and a place you need just engineering. And the traditional way what I found is you do a project $10 million project you know then you have you know a n a percentage like 9% you always see is the architect fee out of that project and then you'll have a construction management company comes in and they take you know another four or five% of the project of their fees. So I looked at that those layered those are layered markups. It's like how can we how can we eliminate that? So that's why what I'm saying that's why we went to a targeted approach

012to where we we do everything in house. When we need an architect, it doesn't matter. We use the architect for what we need them for, not generically for the whole thing because you're paying for the whole thing. So let's just pay for what they need. If we need construction management outside of what we do, then yeah, let's get targeted construction management for that piece, not the whole thing. Um so and if we just need engineering and we don't need project management, we don't need you know the architectural designs and all then we just target to just the engineer. So now you we've eliminate layers of cost. The other thing that we do inside of when we're doing a project like we're doing is is we we look at it when you buy when you put

013a bid out, you know, a traditional bid spec job. You know, you get a G GC, we'll take a look at the bid, then they'll get to their contractors and then their contractors will get their subs and see every level you have markup. We do it differently. We're able to go through like VCS is one of our companies, HVAC equipment. We can go through there just so there's just a one one market. There's not three. Then we contract, we look at if a school district has a mechanical contractor that they like that or electricians they like or what we'll work directly with them for the installation, but we'll keep the equipment separate. So now you're not paying additional markups. And I think that's why we're getting cost uh we're getting projects done uh coming in

014and and I think in your folder you probably have a letter Kevin Yansy superintendent of uh Veteran North he really loves kind of what we're doing it's different I I will tell you it's different but we're able to save a lot of money to get to that point and the reason we're here is we have you know we're talking about a study we do a study it's it's it's pretty uh it's intense It's it's it'll give you all the information you need to be able to make decisions and will help you through that process make make the decisions. And the second thing away especially because I think your utilities are Duke. Is that correct, Michael? If I looked at your Duke utilities, we're still seeing opportunities to save a lot of money for the utility

015side and not cost a lot to do projects or adding add those into projects. So, we're going to talk about that. So to get started, um, I gave you kind of the overview, the 30 foot or the 5,000 foot overview in a very short period of time. Uh, Grant's going to walk you through the study. Grant is a project. He's my uh partner in crime. Uh, he's his his uh expertise, I'll let him explain that a little bit, is in is in construction management, I think civil engineer. Yep. >> By trade, but management project. Nobody's better at attention to detail and driving cost down. in a respectful way. I mean, there's no we don't look at as an adversarial or we're trying to beat anybody up. We're trying to work together to get the best.

016And so, he's going to go through that and also walk you through the study. We're going to show you a live study that we did. Um, so you can kind of see what's that what that's about. Jennifer is going to talk about solar. Uh, Jennifer Zlac, our president, she's awesome and Michael and we talked about that about the solar. And I'm going to talk to you about some different ways to piece the contract and things together to move forward so you get the most done for the least amount of money and how you can manage that debt because in a community tax rate is is can I mean you've got to so how do you mitigate that? How do you do how do you do more with less and then how do you communicate that

017with the community? And part of our study is is we will work with your community. sit down. I learned um out of all the 10 28 hearings I had, I never had anybody show up. And I think that and the reason that I learned a long time ago, if you go sit down with people, you if you have the board, my boards in both places would identify who are your land owners, who are your biggest property taxpayers, who are they? I'd sit down with them and go over it. They look at it makes sense and then we would just go through and do it. So I I would do that and help Michael and help the board facilitate those facilitate any community meetings and talk through that because again you've got a lot um you've

018got a lot to do. You've got a very low debt service rate which can be good but can also be that double-edged sword. So how do you manage that debt service rate properly to get as much done without impacting community? So, right now I'm going to introduce Grant and Grant's going to take us kind of through the study and talk a little bit about what he does and has done and uh so it's all you. >> Okay. Well, hi. I'm uh Grant Piatis. I'm uh went to school for civil engineering. Decided I didn't want to be an engineer and sit in an office all day. So, I come out on sites and I run projects. Um so, I've been with PSG for coming into my fourth year. Um, and before that I worked in downtown

019Chicago working on highrises. I was doing curtain wall, glass and steel. Uh, the project I worked on was 102story building right there on Wacker AB. So if you're ever in Chicago, you see the big blue building. Uh, it's very hard to miss. Uh, but yeah, after wrapping that project, I wanted to get into something more focused. Um, Wall was not really for me. So, I started reaching out to solar companies and now I'm here getting into schools and uh helping you guys get the best bang for your buck. Um, I come from a family of teachers, administrators. My brother just graduated college. He's going to be a special education uh instructor. My mom's been a teacher for 30 years. My dad, he's a retired sheriff who went back into the classroom and is now a

020parrot pro for our special ed school. So schools really, you know, hit a home point for me. Um, and I love coming into these buildings and meeting the community and meeting the board members and seeing, you know, what we can bring to help you guys facilitate a better learning environment for your kids. Um, so I am gonna sit for this part because the facility study is very encompassing and I'll run you guys through uh just kind of a high level and as we get you know into questions I can run it back and and we can dive as deep as you guys want or just kind of glance through it. But essentially what we do is a partner of ours out of the out of Chicago uh it's a architecture firm. They come in and

021this is the facility stud. they put together for the North Lawrence School District. So, they sent a team down here or down there uh for it was about just over a week and they hit every aspect imaginable of each of the buildings in the North Florence School District. They looked at some of the high level components um but we looked at, you know, accessories and casework. So in classroom with desks and chairs and they looked at ceiling tiles and lighting um their electric infrastructure, their HVAC infrastructure, all the plumbing they were on the roof. So it basically just a whole encompassing what is the current condition of this building. Um and so from there, you know, this is just a a summary of all the different buildings they went through. Um to get a little

022more detail, we can pull up the high school. So in let me just make sure my filters are right. Yeah. So within the high school, uh this this pie chart is more of a visual aid to kind of help you get through all of the information here. Um because I mean if you just clicked on the high school alone and try to scroll through over 10 years, you'd get lost. So one of the things we can look at, you know, we can dive a little bit deeper into the mechanical work at the high school. So now here we go. So over the next um and this filter goes all the way up to I think it's 2050. You can go as high as low as you want because what >> our intent is with this

023tool is it's not a view it and forget it. It is a view it, update it, add to it as you work through getting these building upgrades using it as like a highle tracker of hey all right we did a new roof at X building well now in 2029 we have to look at the control systems and maybe we have to go through and replace a bunch of thermometers or you know if we want to oops let's go back to something you know if we want to take a look at our electrical well okay the current state of Bedford was a little different in that a lot of things probably need to happen, you know, within the next couple years. But as you get into roofing, >> uh let's see where was >> you could

024also select the like just component. >> I'm just going to go back here. >> So let's go down. And kind of what we did with the board too is they they chose what they wanted to focus on. Looked at all the components and said, "You know what? We want safety. We want HBC, Mechanical, Electrical." So they selected about five things instead of having so much. So we So selected those and it really tightened it down. So that now you can work through it too. >> Yeah. Yeah. So as Dennis said, I mean, you can filter by each of these different concepts. Like if you want to come back to, you know, top summary and you want to only look at the roofing in your district over the next 10 years. Well, it'll tell you each

025of the buildings about what year you should think about starting to replace it. And it kind of gives you a budgetary track where you can say, "All right, in 2035, we have to come up with about $2.5 million to address some roofs at different buildings." So, it really helps. Uh what we found in North Lawrence is it helps focus in on, you know, what is important near-term and what is important long term. And so it's not just uh everyone's running around trying to get things fixed here and there. You have a dedicated plan of what you need to actually >> for budgetary. You can also then uh drill across and look at your bond when you have bonds coming due and know okay u we can we have a clip in our fin So we

026we can limit that impact on the taxpayers and know in two years we're going to need three million and then in four years we need another two. So it really staggers that so you're not increasing that rate like all all at once. >> Yeah. You know it's fully interactive. You can get as high level as you want. You can drill down into the details. This is just a, you know, top down overview of by year what you're looking at for the entirety of the district. Um, and then like I showed with the high school, you can drill down as simple as, hey, we just want the electrical, we just want the mechanical. This is what it is. This is the estimated date that we're going to see it, you know, start to fail or start

027having to look at replacing it. Um I think it's pretty it's about the high level points of the study. >> Yeah. And so you can take your building. So if you went down to building detail >> where >> if you go to building select so you want to select all or just one select just a couple. You want to see what the Yeah. >> mechanical would be for the next and then you can go I want to see it out 10 years, 15 years or 20 years. So now I know in that bu in our building which years I need to focus on the dollars and where they go. >> Um what's interesting about this it has a built-in factor they use they use a there's a the construction world escalation >> escalation rate. So

028the numbers that you see are not today's dollars in 2035. It's anticipated those are 2035 numbers. So you get a clear picture as as inflation as inflation moves through you uh some districts uh you can have access that super access to veteran bars. They have board members that wanted access so they have it so they can kind of look at it uh and kind of you know help in that when you again uh trying to come up with those plans and all and you get an idea you log in and look kind of help uh that process along too. It really becomes a collaboration tool with everybody. We we sit down with them on we'll just pull up you know mechanical and make sure that we have everything. And the nice thing about too we

029verify it. So after they do the study, we go down through and look through it. Um, and anything that looks out of the way, we go we go back in, verify, is that accurate? And we found some things that were missed or we needed to change. Uh, and we go back and do that. And then as new things come on, if you change out your HBAC, we can go back in to the back end, change that for you. So now you have it as as you move through. I wish I would had as a superintendent because because I'm not as uh I don't have to rely as much on other people to tell me what issues are. I can kind of see those see those myself. Any questions about the tool? Anything you want to

030It's It can give you all the way down to granular right there in the weeds and all the way from and even from even larger larger So when we do a study, you want to go to the next one. So when we do, and what's interesting about this, and we're doing this, there are immediate needs that we found as the study was going on, they found we were able to carve those right out immediately. We didn't have to wait, you know, till the end of the study. We carved it out immediately and addressed the issue, the problem, and fixed it. So um that's the nice thing about it is it's fluid so we can get things done at a small level when we need to or plan for those plan for those big big things.

031So we identify those prioritize u the scope what's more important. We don't prioritize that. We work with you to pri prioritize that work or together because you may you know you know the community better. You know your buildings better. So we're going to kind of help you and if there's a direction you want to go then it's our responsible and we enjoy doing that helping you get the information to to get there. And then we address the issues the most cost effective way. And that's what I was saying earlier. I like the most because we can leverage a lot inhouse but I think our targeted approach by bringing in the right people at the right time really reduces that cost u a lot overall. Again, uh we engage with an architect engineer uh to identify

032the the solution of the problem when it's appropriate, not all at once. We'll present those pres uh those uh solutions uh to you guys. We'll walk through those, talk through those and u make the best sense. and and if there's something on there, Grant's his his biggest asset is his attention to detail. Uh and and that's what's been huge at Bedford. And we now uh it was interesting when we went in there, they had quotes from a previous to do some work. And our approach when we came in, we were able not only to do that work, but we did culinary we did a culinary kitchen along with it. And then we added two more wings of HVAC equipment. Uh so in other words, we were able to bring that price down with our approach

033to get to get more done. And then we just in our the execution is you know how you get what you get at the end is is important. And then just uh come our our plan uh how is important grant uh you know again we're pulling people in. We have all these you know everybody that we see that's going to be a part of a project and bringing them in as needed instead of bringing them in the beginning as a whole. again reduce costs and then we constantly are communicating with you all as well and whatever you need anywhere from um I've worked with Kevin at veteran McLaren on bond schedules on when's the when's the appropriate time you know uh and so we work we'll work we work through that anywhere from there all

034the way to kind I will say one of the things that we identified earlier they had no u this a little small but they had no LED lighting in their high school. We found that immediately and instead of waiting till the end of the study, we fixed that and it more and paid for their just what they saved in the 8 12 months. >> Yeah. >> More and pay for their their investment in the study alone just in that part. So, uh again all the communications and working through that. Grant gets all the he works behind the scenes with all the vendors. any rebate that you that they're out there, whether it's equipment, lighting, anything like that. We don't we don't take that. That's directly at your money. So, that will come right back to

035you guys from the I know some contracts you have that where anything like that is a part of, you know, part of the contractor. Uh but we don't that's that's yours. We feel like that's our ability to help you have more money in the district which ultimately helps kids and that's kind of what we do what we do for so and to add to that too we will do the rebate for you guys like we I understand teachers facilities administrative staff they're busy um and we actually just got I don't even know if I've told Dennis this but we just got approval from Duke um for all the LED work we did and all the school did was provide an account number and they have a $70,000 check coming their way that we're sending directly

036to them. That's, you know, their money to turn back into the school and add more information. >> And what's interesting is they had never received anything like that in the past. Duke said they had never written a check back to the school district. So, it's just one of the little things we try to again, those are things that I would have liked to add as a superintendent and so we're trying to deliver that deliver that for you. Our project goals again reduce transfer amount from educa from opera ed education operations to do that if you reduce the amount of expense in your operations you can build that you don't need to transfer as much so now you have more money for staff um address inefficient operations in the building envelope there's so much I mean

037controls the amount of money you save it's it's with just controls at HVAC is is enormous roofing rough and all. Um, adding solar can do that and I'm going to turn that over to Jennifer in a second. Uh, improving the learning environment. That's that's our goal in all the in all your buildings. We'll want to develop short and long-term facility plans and create future uh budget stability. I mean, that's um, again, I always said to my boards, we're the financial. This is it. the buck stops with the board and the superintendent on the financial stewardship of a district. Uh and then was sorry the last one was yeah and we want to increase the life and functionality functionality of the current facilities foreseeable future. If it makes sense to build something new, add something new,

038renovate here. I would think been my experience of done it all is it takes a little bit of everything. Um there's a lot that can be done to really improve a facility and maybe not have to not have to tear part of it down. Maybe there's parts of this facility when you get into the study that make sense that this section needs to go in something new. We we get all that. So, we're not going to push uh we're not going to push from the study try to think let's push them into a new facility if you don't need a new facility, but you may need new components or new parts. So, let's do do the best we can uh again for the district. And so, with solar, I'm going to turn it over because

039there's a lot of nuances with this um with with it and and still there's still a short period of time if that's something that that you have an interest in that we can still do it before the incentives run out. So, I'll let Jennifer kind of talk about that. >> Sure. >> Sorry, I have to apologize. I had a tumor thing removed my arm this morning and uh the it was okay, but the the stuff's wearing off a little bit. So, >> here a break. >> I apologize if I'm if I'm rambling, >> but I'm probably the only person our company talks more than done so I talk quite a bit so jump in the questions are telling me I'm getting too detailed um so for PSG you know our foundation was solar was distributed

040energy projects um from that we've grown to be a partner like um Denn both spoke to tonight to helping our clients in K through2 and commercial do more in energy efficiency facility improvements and so forth we do that again by leveraging our sister companies. We got HVAC and controls um subat experts in our portfolio and then also with just partnerships and relationships. So finding likeminded again really focused on improving and getting everything back to the students. So whether that's, you know, being able to invest more in staff, facilities, etc. for the students. Um, one thing Grant didn't mention that I've always liked is one of our longest school relationships is the district he went to, um, West Aurora in Illinois. We started doing work, I started meeting with them in 2017, and we've been doing

041projects with them, um, every year. So, for solar, I just, you know, Don is asking me to join tonight. um happy to join in all the facets, but for solar just to know that it's confusing right now at the federal level and the administration changes and the incentive changes. Um I guess some think you know there's there's no opportunity left but there is opportunity to kick off a project really safe harbor until uh July 4th. And so with the previous incentives and the previous administration it gave incentives for the first time to to K not taxable entities. Um, and something that we actually personally pushed for hard because before that it obvious you had to have a tax taxable entity and in other states other people can own the projects but in Indiana the facility

042owns the project. So there is something called elective pay direct pay. It's the same equivalent amount of a tax credit but it's actually a check that gets cut from the school district. Um it's for % of the turnkey cost of a solar project. So, it is a nice stack in there to the payback and get you closer to paying off the project and just having year overyear utility savings. Um, and I don't have detailed you want me to go tonight, but there's also still net metering mechanisms with the investor owns with the center point and Duke schools. It's not a full retail rate, but they still value any export you have. So, layman's terms there years ago if you remember back I'm talking like 2017 it was a one for one anything you exported you

043got that value so utility was essentially your free storage at this point your utility you can look at it charges a little fee to store it so if you export you get value for that it's just not a one to one it's a fraction of the retail price um and then anything that to produce and consume at the moment to get full value that um I think what Dennis really wanted me to talk about is not all the details of solar but that it's still possible to do it. So the safe harbor put in 5% spend on the project and that buys you four years until the project needs to be energized. So if that's something you know as the study's going and something that wants the district's interested in um it's really just a

044time consideration part. Um the other difference which we do have some slides on is starting at the start of this year for an entity concern restrictions. Um that's really tied to the supply chain of the equipment and our team. Um we really have that down for uh first off I've been the elective distributed generation representative for the board for the solar industry association. So I spent a lot of time in BC a lot of time and understanding nuances of all the guidance and incentives. also made a great hire. We had someone working for us out of IU um parttime during her masters and she's joined full-time to help with policy and strategy and she focuses not only on where energy is but in K through 12 um at the federal and state level. Um so

045we really do have some experts on the team help navigate this answer and we've done a number of schools um in the past few months. >> So some of the reason why I asked Jennifer and Dennis to bring Jennifer in is because since we have the flat portions of our roof that need to be replaced, it's an opportunity for us to look at solar if we're interested in it. Um I don't know what do concern point I know it's not a 100% replacement. It's usually what a 70 or 80 or maybe 60% replacement >> utilities offset. Yeah. >> Yeah. So, so it's not a complete, you know, replacement of energy cost, but >> and we can run a simulation so you know exactly what u what your avoided utility costs uh can be out of

046your operations fund and and so you have a little information to be able to make that decision. >> Do most of your panels go on the roof or you put some in the field? >> We're um you know, we were We're based in Indianapolis. So for a long time we had a larger percentage that's ground mount because it typically seems land available. Um we when we moved into Illinois and it's a little bit more street rooftops we're about 5050. We do also do car canopies and bus canopies. We're actually working on our second bus canopy project right now for the transit center K12. So we did um Our first one's active in Illinois under construction and we're kicking off one in Missouri for a school there and then we've done we've done campies before as

047well elevated and provide some more protection and operating cities >> and we and we work uh with the manufacturer so all warranties are intact so we don't do anything to any warranties we that's the first person we reach out to at East Washington I put in 2.3 fields, the biggest in Indiana at the time in 2017. But I had I had 130 acres. We needed about 10 that we would never do anything with. And so we took 10 acres and do that. We just put them the roof systems. Plus there's also um you know when you change you have panels on the roof, you do have less wear on your roof because it does shield UV light that tear breaks down roof. So, um, you know, and we typically you get, you know, you take

048your warranty out, uh, you know, your panels are you're panels are, um, if you're still rated at 85% efficient at your 30. So, yeah. >> What happens? What happens if one of those panels is somehow damaged, a hail storm or whatever? >> Yeah. So, there is um a hail rating for them. So there could be like an RA right to manufacture depending on it or you know your system would be added under your insurance as well and then we would swap out. We do typically recommend um attic stock. Now we also know the modules have to be stored a certain way and it can kind of get in the way too. So for some of our clients we store the attic stock. We have it on hand. and staff would just be a small percentage

049of >> and I can say I had 6800 panels and never had one and we were use I don't know if it's here as well but we're in that corridor of Hail City and everything else and we never had one we had to replace for damage we had we replaced three in the seven years six years we had them before I left three was just they were just warranty issues Um and we do prevent we scan those. There's drone we go through do thermal scans. So we know before you know if something is not and most of the time I found it most of the time they'd already fixed it and done before I even knew there was uh knew there was an issue because those are those are monitored and then you know I

050don't know a lot of there are opportunities we had some schools where every time you generate a thousand kilowatts you get one uh SRE or renewable energy uh credit certificate which are they're managed by the Security Exchange Commission. There's a value to that. There's people that buy those. Uh you can't use them. A school we couldn't use them, but other entities can instead of if they've got carbon offset publicly held companies, >> they don't want the infrastructure, can't afford the infrastructure, then they'll buy the wreck. So, we're one of the few that uh that's her >> that's her her expertise of getting those things >> getting those things sold in the community. I know mine T-Mobile uh so I was leaving um T-Mobile for five guaranteed five years buying all of our our wrecks at

051East Washington and we were going to get $135,000 a year guaranteed for five years so of buying those. So, not get that down. But at the time there's three schools that they they bought those from and that that was a you know it's a huge impact to a small school. >> Yeah, we yeah impact Rex is kind of a a passion project of mine and it's really matching because we do um you talking here to our K through 12 team for sure, but we do commercial projects as well. So we've done you know cook groups headquarters is a great example. Um, in Bloomington, we maxed out what they could do with their roof structure. And under that roof, they have offices, they have R&D, they have a data center, um, and some production. So, we

052maxed out the roof and we got 3% offset, right? So, they have they're not a publicly traded company. They're privately held, but they have some carbon goals. So, then next step would be like pairing them up, matching them with an impact. So, at T-Mobile's a great example. schools in Indiana. Um, T-Mobile has all the small stores, right? And they lease a lot of them, too. So, implementing their own solar is very practical. Um, if you look at their pie, they buy off of the very large utility scale. They buy in the market, but they buy a portion of their pie considered impact. And to them, when that's averaged out across all the rack purchase, it's not that large of a price. That makes a really big difference to the school district. and you know working

053with these corporate clients that we have relationships with you know I'd be willing to say I think Dennis would agree the paperwork that needs to get filled out there was nothing up front um I provided some technical data and then it's one page page and a half every year that's provided um because the T-Mobile and all the corporates I work with they know the schools know where they really need the money when I started with T-Mobile they thought it would go into STEM and the schools um I brought to the table and that we did kind of voice of the customer with they all wanted stuff for school nurses, social mental health and wellness. So it was it actually even fit better with T-Mobile's where they wanted to get money. >> Is that something that

054changed with politics selling >> selling those wrecks? You know, it's funny because there's a few times where it's just going to be like um some people are going to dig their heels in further and still do it. Um I remember like last year I was driving in work and I'm like well here is the opportunity, right? Some people are doing it and I will say a lot of our corporate clients we focus in on privately held in European owned companies because they don't really European owned companies don't care who our president is like they want what they want and we're going to have to figure it out. Um so we can really provide guidance to them but it is you know some some are doing it because they thought it was going to be mandated

055by the FCC. That's obviously not where we're at today. Um, but others that were doing it because they wanted to are just digging their heels in further and it's, you know, more time for private money to step up. Um, >> it's really not something you can count on. >> It's not something you can count on. Now, there is an open market that you can count on because it is in states that have removable standard portfolios. Indiana doesn't have one, but we can trade in Ohio's. Um, that's smaller. That's a few dollars. That's three to five dollars a wrap. It will in all the schools we have that more than covers the ongoing operations and maintenance the prevented maintenance of array but it's yeah counting above that's not a guarantee >> I think the biggest benefit

056it's going to be what everybody is the amount of electricity that's going to be needed for data centers that are coming up everywhere um are going to explode utility rates are going to go because it's just going to have there's just not enough electric and because I was I saw the next auction I guess they did I'm learning more than I ever wanted to but there's an auction for power across the country in different areas and it's already up like 300% each year it's gone up of purchasing that power for the grid for the different electric companies and so that's where I think the biggest benefit of anything the utility cost that you have in operations is that thing is going to explode because utility rates. So anything you can do it's not a you

057it's not a one thing it's not all solar but anything you can do with LED new controls for your equip HBAC new high efficient equipment all that working together maybe a little solar all that working together is going to be the thing that's going to reduce uh cost in your operations and give you more money especially now at our level our general assembly just loves to we were talking earlier they just love to make us do more and less money. So, it's just an opportunity and everything we're talking about is every dollar that we can kind of drive out of a project and is is more money that you have um to improve, you know, improve for the for the students but also faculty, staff, and then the community too as well. >> So, two

058things I'd say to wrap up on solar unless we have more questions is our team and Dennis talked about doing some of those preliminary analysis and reviews is two to keep in mind we do a green yellow red analysis. So we'll look at a high level. So if you say um we only want to do rooftops we can look at that but if you say hey look at look at our rooftops in these portions of the ground we'll identify what's good fits what a yellow may be like this works if you replace the roof and then a red is like this doesn't make sense you may want it but it's going to have challenges. Um so we'll do that green yellow red where the green is basically the best economical project and the construction um

059and so forth. The other thing we do is we're very conservative by nature. I mean practically all of us are engineers like you know my background is engineering. We're we tend to lean more conservative. So what we'll show you is what's there today and then any anything further out again is conservative. So there's really only upside. So then potentially we could get some of these impact wrecks or potentially which is like guys, but um FK, which does the regulation at the RTO, which is these regional levels that Dennis was just talking about versus your utility level. I mean, there's talks and we'll see what could happen in the next, you know, not next year, but over the next, you know, 5 to 10 years, they may start valuing energy that's produced and then you may

060choose to actually export more, right, and get value out of that. But we'll look at the most conservative way and you can see what that payback is and then you may be putting yourself in position for more future incentives or revenue streams etc. or you just have >> and in design uh if there's living in new controls or new HBAC equipment we'll design the smart ones we'll we'll they'll design for that so that if you don't need you know less if you don't need you know 500 kilowatt or you know you only need 250 then we're not build 500 we'll build 250 because we're able to reduce it here >> being able to that's kind of the point I was trying to make with everything we're doing just trying to get you as much money

061and that's what I and again that's what I always wanted as much money as I could to spread across the district about 10 minutes left so I'm just going to board questions and stuff I want to make sure you guys have enough time to ask any other questions that you I kind of gave you some sheets to kind of guide you there on the questions. So, >> if you ever want to sit down, I mean, if there's a couple of you, I know you got five board, so you only have two at a time, but I'd be happy to drive over sit down and and just talk through it even more in detail. It's not a problem at all. >> I guess I'd like to know what it what it cost us to get to

062the point of us voting on Yes or no? You doing the project? What? What? >> Talk a little bit about like what your cost going to be for your facilities audit and then is what you're saying? Yeah. >> To get to a point of voting. >> Oh, so it um I give you a little bit range because what we'd want to do is come in and really walk the building and really look at everything you have so that um if if your study only costs, you know, x amount then you only need x amount. not, you know, trying to we'll just give you a large amount and then it's just more profit. So, we'd want to walk that. But I would venture say to be honest with you, looking at the detail and everything we're

063doing, uh you're probably anywhere uh I'm just going to throw a conserve because we like to be conservative, probably around 15 to $17,000. And the reason being is the time on the back end for them to do the evaluation. I wondered when >> and that gets us the the pie. >> That's working with the community. That's everything that >> drawings and stuff like that. Anything like that? >> That would be that' probably be the next step after um u that would be um so the study would identify every thing like had then you got time to make a decision. We'd sit down study and you say you know what we need to change out the mechanical. So that would move into like I said contract and then we would target okay who do we need

064to help us we just need engineering we don't need an architect engineering so we have the engineering draw those plans up and then depending on which contract how you want to do this because you could there's a several ways to get it done um and I like the GESC guaranteed your savings contract is a vehicle to do that uh all that's what we're doing at at at uh veter north we did that one at Clarksville >> that we've done here >> and and that's a mechanism and the nice thing about that part is if you do that contract we can negotiate on your if you do a bid spec you pretty much have to take the low bid it's very hard in Indiana to disqualify a bid uh very difficult but in this at a

065GSC grant negotiates for the for the for the school and equipment so we can tell if you've got a manufact or a mechanical contractor you like using, then we can, you know, we can make sure that number one, we he verifies with others to make sure they're not just because they're your preferred one, they're, you know, give you a big markup. We make sure that so that's it. We also do stuff through the Wilson Education uh service center. That's what we're doing. The solar north Posey, we're doing the uh in Lanesville, we did the boiler project in Clarksville through the Wilson Education Center. you guys are a member of it so you can use that. So now what that does >> their preferred vendor that's already been contracted >> and the director there helps uh

066drive he helps with you guys and he's also work so we can do it all or again if we come through you just want to do the traditional bid spec. So if we identify in the study that you want to do all of that part and you want to do the bidsp spec then we would come in and and that would be one we'd bring someone in you know engineering in to do all the bids and then we go through and release those for you. It's not typical our what's not typical construction management. It's more project management where we bring the construction management in when we need to. Grant's got all kinds of experience. Our vice president of operations is from the uh his his whole background is from working with Shield is it Shield

067out of Indianapolis uh which is a large general contractor. is so we have enough on our team that can do that without without really having to go out and tradition and but if we need to we have a situation where we need a specific construction made for that part and maybe do something then we may bring them in for that instance but I just don't know exactly until we're into it and we figure out what's best for the school district. So the the amount of money we'll get the study, all the discussions with the community, any of that, any working with the board, sitting down, going through that, even questions that we may have to ask the architect and stuff would be a part of that uh as well. Um so >> how how does

068that cost compare with a corporation like North? You're probably theirs will probably trip because it triple that or no I mean >> okay >> I mean it's yeah >> and it's really tied to you know number of facilities square footage so at this point so there's >> that that's kind of what I was getting >> yeah yeah it's not a one price across the >> and again I wouldn't be able to give you exact conservative it might be just we just have to get in and see there are some things that we can do right away. It doesn't I was telling Michael we have we work with a roofing contractor that is they're they're great. We we're using at North Lawrence we're using other pler solar but they just pricewise they've been in business for

06950 years and price-wise no one can touch them. They'll come out at no obligation and they'll scan your roofs. Uh they'll give you condition of the roofs, they'll give you the thermal. We'll do all that and give you some numbers in terms of so that you know uh we can do that lighting um some of the we can do we get that done for nothing but some of the evaluations when you have to have the engineering part of it that's that's where the cost is and we don't that's not something we I know when I was doing it we had a lot would come in and do it for Um, I like to say looking at that those 30 40,000 foot facility studies that were free compared to when we're getting down in the weeds.

070Uh, I you kind of get what you what you kind of went through that a few years ago with ESG. We kind of we well I wasn't happy with them. I don't know about everybody else, but supposed to come in and redo the lighting and uh heating and air and doors and but it was waste of money. it won't be like I said um and we and Grant and that's the other thing too when we find things we've had their board members Grant's met them and taken board members and shown them in their buildings what the issues are so so they could actually see because you're vote I mean there's a lot this is a big decision in doing these things and he has taken them around and shown them exactly what the issues are

071we do the same same thing here at any time >> does any of the uh school systems uh get a panel together like a building group, a building >> committee. >> I I've I've seen that before. I you know I had one one year early on I had a committee on my board. There was one of the board members that had experience in that and had a couple community members that he knew kind of looked at stuff. >> You don't want a whole bunch to go get if you get 10, you're gonna have 10 different ideas. But what's working well at at Bentford North Farms and then I'd want to look here is just that approach grant and sitting down with you all to to really talk through those and then tell us you know

072what more information do you want? We had one member that really was stuck on you wanted a I can't we're too close to that for me to say about that. What was it? A He wanted a uh car >> parking garage. So, you know, get information about a parking garage, but we were able to work through that kind of stuff. A lot of times if you get a panel, you get too many people, even three or four, and then it kind of >> get some crazy ideas, >> get crazies. Um, we like to do we put together a lot of scenarios you have and then and then you know people you pick up the phone and you have people in the community, you can say, "Hey, we got these three things. Come in my come

073in and look at them and give some input, too." So, we're open to about anything uh that works for >> talked a little bit about if you guys want to go up to Bedford, which I I would recommend, we could go up there, meet with them, look at the buildings, look at what they've done, even talk to some of their people to see, are they happy with PSG and stuff, what they've done. So, >> yeah, I'm in Bedford all the time, so I'd be happy to guide you guys around. I'm proud of the work we've done there. So, no problem showing it off. Yeah. And a nice thing too, kind of wrap it up with this. Um, what I like about it is a lot of times retired superintendents, we get hired by by one

074of those groups just to get these in front of the superintendent and we go off. And what I love about it is I get to work with the team. You know, when we come in like Bedford, I'm on the team. I'm there. If we come here, this is this is your team. You're going to see us. It's not we're not pass it off to other we'll bring some other people on our team in but this is you not going to be you know passed around if you get ticked off about something you can pick up the phone and you know if you call Michael Michael call my or if you want me to come in because because of something hey that's that's what we'll do we'll come in and and if it's if it's something

075uh we've done we're going to we're going to make it right and make it make it uh make it work. Like I said, it's a whole different scenario than probably what you'll hear um out there, but like I said, we're we like doing it. It's really working well for us and and we don't it's not like we got a great president who's who's not about quantity, it's about quality. So, we're only working with we don't go out and try to get to every board meeting in the state. We don't do that where this where we feel comfortable and we can do the job and do it well for you. That's where we're at. that's where we're going to be and we're not and and to the fact that we're we keep that personal personal relationship

076and building that relationship and trust so that we can be your partner for a long time and make your jobs easier. >> Thank you, Dennis. We appreciate it very much. >> What do you have as a bonus folder? Because I was going to distribute cards. You know, I came in the last minute. So, one has 10 of those business cards. >> Bunch of business cards in one of the folders. I passed out. >> Oh, is that your >> Yeah, you win the prize. >> I have a box in my office like treasure box. You can pick something later. Okay, good. >> Here it is. >> Oh, don't worry about it. >> I love books too much. It's been a little distracting for me. You got the books and you got the puzzle. And I liked

077it because engaging person was No, TJ Max. >> How are you? >> Good. How are you? >> Good. >> Hey, how are you? >> Yeah. Just to kind of guide them, you may be asked some of the stuff we're going to cover in your presentation. How are you? >> Thanks Jennifer. >> You don't have a storm working. >> Yeah. Thank you, sir. Appreciate it. >> Doing good. >> I didn't drive by, but >> I just drove back from Florida last night. >> I'm a little tired. >> What part of Florida? some place warm. >> Um, it was definitely warmer than here. It was Santa Rosa Beach, which is on the G Coast. >> I know exactly where it was. We vacationed there once. >> Yeah, my daughter and son-in-law >> um just moved down there.

078>> Oh, moved there. >> That's awful. >> They moved down there in uh December. So, she's actually pretty excited about it right now because it's warmer. Right. >> Right. So this is everybody. >> Pizza's here, guys. >> Oh, good. Where did that come in? >> Jeremy's office. Would you I should have asked. Do you want something? >> If you want to grab pizzas and stuff, >> he has all kinds of soft drinks. If anybody wants a soft drink, there's We can ride Jeremy. >> Yeah. Oh, I got tea up there, too. >> Sweet tea. >> Zero sugar. >> Yeah. >> All right. So we are going to go ahead and start just kind of continue on. Our next group is site logic. Um so they um kind of came in on a cold call about

079two three weeks ago I guess it was >> and um was you know I told them I said you you picked a great time because we were in the process of interviewing and I was talking to different architects. Um, this group also has a computer program as well, um, as PSG, um, and, um, really good. And they actually came in and and, uh, walked through with Steve Roden, um, one of our areas and our a couple of our areas that really needed some updating and stuff. And so, they've already kind of done some of that in-depth look with just a small um, fragment of our building really. Um, so um, kind of the same situation as we saw with PSG. they can work with um >> shows up for dinner. >> Uh but anyway, just

080so the community knows um they can do the same thing that they can if we have an architect that we want to use specifically, they can work with that individual and kind of be project manager and over oversee stuff. Once again, and you're going to see this with all these organizations, we have connections to school corporations, um, individuals that understand what I deal with and what we deal with going through the bonding process. And so, that's a commonality with all of these companies. Um, so, but the thing I like about it is that they they understand what we're dealing with and the decisions we have to make. So, so I'm going to turn it over to Site Logic today to let them kind of introduce themselves and and um, go ahead and get started. um

081our board president, he had a new meeting. This is our board attorney that's going to head out. So, it's kind of a revolving door situation, but um but anyway, and then as well, you guys have done work with Orleans, >> Poli and Pol. So, just kind of give you an idea that once again local areas. Um so, we really tried to look at some, you know, the companies that have worked close to us here, um that we actually can make some contacts with and go see things. So, >> all right. Well, Dr. Gen board, I I sincerely appreciate the opportunity to come speak with you. >> May want to move back over here. We have to record. >> Oh, so that everybody right here >> about right there. Yeah. >> Okay. Well, our agenda tonight

082is simple. Uh we're just going to introduce ourselves, talk about site logic, who we are, facility sub process, how it impacts education, and why districts choose to work with us and partner with us. Of course, then we'll have opportunity for questions. Does that sound okay? >> Yep. >> All right. I'll start with I'm I'm Chris Walker. I'm an account executive for Site Logic. 30 years in education, 21 years in educational administration at the district and building level. >> I'm John Willis. I uh spent 13 years as administrator. Recently retired as a chief operating officer for a district north of Indiana. >> Which one of these is yours? Black Bank. Uh mine. Yeah. Yes. Yeah. This one's ours. Yeah. Okay. >> And I have the other. I want to make sure I got my first degree

083from Purdue and I worked 18 years in the automotive industry. >> I feel that wasn't very rewarding. So, I got an education which is awesome. >> I'm Grant Landry. Uh I'm a mechanical engineer. I have 11 years building design uh MEP and two years managing the the data center at IU up in Bloomington. >> And my name is Ryan Graham, director of programming planning of Site Logic. I lead our team of development architects. Um the majority of my professional career has been working on prek through 12 um schools throughout the the country in North America. Um happy to be here with you today. So uh Logic is a national company but we do have a local office. Um in the Midwest though we're exclusively K through 12 construction. That is all that we do is

084build schools and support schools and partner. We've been throughout the state in the last few years. We have built in every region of the state. We just completed a project $25 million applying in Orleans. We just finished Orleans last last month. And um one thing that I would love to do is take all of you over to Orleans with the administrative and show you uh the completed project. The reason being so many of the aspects that you want to hit in this building in this complex are identical to what we did at le And it would be a great opportunity for you to see the finished project. Most the traditional concept with in Indiana with construction, you hire an architect and then separately you'll hire an engineer, construction managers, and educational consultants, all who report

085to the superintendent who runs the project. Sometimes you might have your facility director run the project, but especially in a system like this, um I ran four projects and three of them was when I was leading a district just like this. And you know, one year I remember one time getting $50,000 to run a $20 million project. It was the worst thing that I've ever signed up for. Definitely not worth the money, but that's a traditional approach. Sun Logic's different. We have everything in house. Our umbrella covers the architect, the engineer, the construction managers, site managers, superintendants, educational experts. But we are we also offer a team of community engagement specialists, referendum support specialists. That is all that they do is help schools gain the support they need to do these projects. Additionally, we are

086your single source for everything and we answer to the superintendent. the superintendent can go out and do their daily job without interruptions and hassles that come along oftent times with a construction project. We focus on local control. You know what is right for your district and we partner with you to create a safe, dry, comfortable environment so that you can get the most out of your students and their academic outcomes. Uh our planning process simple. We start with you, your district, identifying goals and objectives. We do assessments that address your physical needs and work with you to develop these options for achieving a vision. And then we work with your community to get behind this project. I had a great opportunity with John, my partner, to walk the building. We spent 90 minutes. He was

087very gracious to to take us through and discuss all of the needs and wants and just the potential of this facility. It's endless. When we're left, we just we're buzzed with excitement to share with our architects and engineers because there's so much potential here for facility improvements. I'm going to let my engineer take over from here, Grant, and continue to walk you through the process. Um, so I'm going to cover our facility assessment process, focusing mostly on the infrastructure just because I'm an engineer, I'm technical thinking, so that's kind of what resonates most with me. Um, and the way we like to say we do it is black top to rooftop and everything in between. So we break everything out into 16 categories that you see here. And the things that are highlighted in orange

088are things that either Dr. Galvin or Steve mentioned to us and things that we saw when we walked the building. Uh, separately. I walked with John and Steve for about an hour and a half. Uh just this building. We did not go through the intermediate school. Uh so how we do it is we call everything an asset. That could be the roof, the windows, it could be a door, it could be chairs, however granular you want to be as a district, however zoomed out you want to be. And we grade the assets from alarm to excellent with alarm being, you know, urgent, attention required, excellent, brand new. And part of that is our physical inspection with the facility analyst. You know, for an air handler, for example, we'll open it up. We'll look at the

089fan belt. We'll look at the coils, see how it's operating, and then we'll talk with the maintenance team, see, hey, what are your pain points every day? Are you spending a lot of maintenance and time on this same piece of equipment? And how can we make your life easier and your job more efficient? And part of what we use in our grading process is the what we call the uh average expected life of a piece of equipment. So this chart is from Ashray, which is the governing body for heating and air air conditioning engineers. And what this tells you is just looking at boilers. For example, if you have an electric boiler, you can expect it to last 15 years. Similar to the hot water heater in your home. It's not saying that at 15

090years it's going to die, but as you're starting to get to 10, 12 years old, you might say, "Hey, let's plan for replacement so we're not blindsided with an outage and out of water." So, what we'll do is we'll assess it based off of the physical condition it's in and talking to your operations team. And then we'll do an age adjusted condition. So if we rate it as caution because it's got some issues but otherwise working well but it's 12 years old, we may bump it up to that alert just to kind of increase that priority. So you guys again are planning and proactive instead of reactive. >> Just to kind of build upon that too is is like let's say for example with the HVAC the rooftop unit in the central office was replaced

091I think about three years ago. We've had a lot of issues with it. So so I can sit down and say okay newer unit, but yet it's costing me a lot of money. Um, just trying to fix stuff and things. So, so it could become a we could move it up as a higher priority that we want to replace it. Whereas, you know, something that's older may still be working fine and it's not time to replace it. >> Sorry to interrupt. >> No, no, that's actually a perfect surve. While he's doing that, too, I just want to stick with the system. And he's going to show you here in a minute. What makes our digital process different is let's say you're sitting at your desk at home. You can go online and you can pull

092up room 101. You could uh pull up the carpet. It's going to tell you the age, condition, life cycle. You can pull up the lights. You'll pull up the season ceiling tile. Um whether it's administrator or the board, whoever has access is going to know every assets age, condition, life cycle. Um, in addition, if it's something you identify is going to have costs and that cost that you can and you can go on and on and on to see what what it would cost now, what it would cost in five years, 360 pictures and it's all going to be digitally on your computer. Uh, as Chris kind of alluded to, once we uh start our process, you know, the traditional method we used to do is give you a physical report, you know, a physical

093book. And what we found is it quickly becomes outdated because like Dr. Galvin mentioned, you do a project and then three years from now that book's kind of irrelevant, right? And it gets put on a shelf and it gets forgotten. So, what we've done is we put everything into an online platform called My Side IQ. Um, and the data you're going to see here is actually based off of a school we did in Indiana. We did change the name and stuff to protect their data. It's actually based off the movie Hoosiers if if you couldn't tell. Um, so I'm going to kind of give you an example of again our process. If you have questions, please interrupt. It's a lot of information. Um, I mean, I could spend two hours alone exploring this. Um, but

094want to show you how powerful this is and kind of how this sets us apart. So, we'll load in your floor plans here. And we use this as we're surveying it. We load it directly into the tool. And you can see if you go to the spaces here, we name them all. And if I'm just going to pick the boiler room because it has a lot of pieces of equipment, we list every piece of equipment you have in there. And if you click on it, you can see pictures that are associated with it, what whatever you want to call the boiler, usually, you know, boiler one, boiler two, so on and so forth. The year it was installed, model number, serial number, how we grade it as a condition, u based off of our inspection,

095how it's age adjusted condition is, um, and then any notes. And that's the notes option. Um, I like to use a lot because it's an open field. So, a lot of times we'll put in warranty information or as Dr. G mentioned, if you have a troubling piece of equipment, we can say, "Hey, we spent x amount of dollars the past three summers fixing this." So, you can really identify where your inefficiencies are. On top of that, if you go to like a classroom, we again sign all the assets with the lighting, roofing, walls, and it's a lot of the similar things. You can tell, you know, if you want to do a refresh of classrooms, you know, every couple years, let's say, let's pick two or three classrooms per building, you can see which classrooms

096are lagging behind and need, you know, a little bit of a refresh, whether that's flooring, ceiling, so on and so forth. And a good way to do that if you zoom out is how we do this is we create these maps which is particularly helpful for the operations team because it gives them again a zoomed out view of what what area. This is a HBAC map. Um so it's showing which rooms and areas are served by which pieces of equipment. We make these same maps for flooring ceiling. So again you can see at a high level quick glance where do we need to update our flooring? Where do we need to update our ceiling? Um, and HBAC masks can help you pinpoint problems if you're getting common complaints with certain areas. I know that was

097kind of quick. I want to get a lot of information in there. Is there any questions on how that it's handled? Okay. So, the obviously depending on what your role is with the board or with the district, some of this information is probably going to be too granular and you're going to want a more zoomed out view. And the way that we also show this information at another high level is we call it the my asset scores. So right here is the score of the district as a whole and then the score of each building within that district. You can see here we project that out two years. And what that's saying is if you do nothing that would be your score two years from now. So if we again stick with the high school,

098we can click into it and we break it down in those same 16 categories. So you can see what areas of our building are affecting our score the most. And you know interiors are rated pretty low, but it's also the score is not going to change in two years. And you're like, hey, why why are interiors low? It's mostly flooring. Those are things that we feel we could handle, you know, by ourselves in the district with a simple replacement plan every summer. But then if you look at mechanicals, it's, you know, maybe more involved projects. So if you want to see exactly everything that's listed there, all of the assets that we grade live here. And again, this is incredibly helpful for the facilities team to keep track. They can sort it based off of

099condition and projected life remaining and see which pieces of equipment are kind of bubbling to the top. So again, you're proactive instead of reactive. I'm going go ahead and clear the filters here. So this brings us districtwide. You can see these these buckets update as you apply filters. And I really like to draw attention to these last three. You know, this tells you how many assets you have an alert and alarm. So, you can kind of get an idea again of the overall health of your building or district as a whole. And then these last two are really important because this gives you a temperature gauges to how well you're planning. So, this is telling you there's 269 assets that are rated to alert and alarm that are not tied to a project. So, again,

100that can tell Dr. Galvin, I can tell you guys as a board like, hey, we might have a lot of things unforeseen. How do we get in front of that to make sure we're being responsible to our district, to our schools, and not getting blindsided by anything coming up? >> I got here a little late. I do have a question. >> Yeah. So, let's say um we wanted to do this and we wanted to make some improvements around the school. Will you guys put this together beforehand and then we make adjustments throughout the school accordingly or how does that >> Yeah. So we will come in and survey everything and we want it to be a very collaborative process. So we'll meet with Steve Dr. and say, "Hey, this is how we view your boiler,

101let's say, >> and we've noticed this, that, and the other." And you guys might say, "That's right." Or like, "No, no, no. We rebuilt the motors ourselves. We did this ourselves. It's operating fine." And we'll adjust the rating that way. So, again, the the highest priority rises to the top. >> Um, and then what we'll do is we'll work with you to create projects. So, I'm just going to click on this one right here. You can see that it auto sorts by highest priority. Um so this project here is um a safe and secure entry. >> So we create these projects and then this is again where we would come to you guys as a board or to Dr. Galvin, you know, whoever is involved in the process and we create these priority scores. >>

102These are just default ones we put in, but they're customizable. The only one that is in every single one is the SCA condition, and that's the condition of the asset. Um but the other ones you guys can change this to anything you want. Um you can do you know Dr. Gal's favorite school or you know my favorite teacher's room. You know those sorts of things. And each category is weighted. So you can say you know what student and community priorities and health and safety and security are top priorities. We're going to weight those each 25% out of 100. So you can adjust these and then that way when you have all your projects you sort by priority and you can see again proactive across the district what are our needs that are our highest priority

103instead of you know sometimes maybe the loudest voices might kind of kind of push their projects. But we're again the goal is try to beuh objective instead of subjective and kind of give you everything districtwide that you can make the best decision that's right for you guys as a district. >> Is that answer your question? I know that was kind of fast. >> Um and as clear as you do work yourself, whether or not it's with site logic or it's replacing three car classrooms of carpet in a summer, we can help you update the tools. It's a living document as well. >> Yeah. So, oftentimes we establish a touch point. Sometimes it's just an email like twice a year like, "Hey, what' you update?" Some districts want to do more often, you know, particularly if

104you guys do a lot of work by yourselves. Um, and we can train you to update it yourself. Others are like, "I don't want to touch it. I don't want to add to my plate." They just keep a running list and they send it to us and we we can update it for them. I would add to it's great for superintendents and boards who are trying to communicate with the community about why they need to do a project. This will print out the pro this will print out the report for you to present and u it it tells the story very clearly. >> Would you be available to help present? >> Oh, I would. Yeah, we normally would do all that too. It's just, you know, that's part of the partnership. Uh the last step

105um trying to make sure I don't spend too much of your guys' times is we create scenarios. And I just clicked on a scenario um that has a fixed budget. You know, 11.6 million. So that's if if you know exactly how much you can or want to spend, you can create a 10-year plan, a five-year plan, a needs and wants plan, a wishes plan. It's really open to whatever you guys want. Um and then you load your projects in. And you see in the the budget the buckets up here, it tells you what your budget is, what is the escalation impact, you know, because you don't things that you buy today aren't going to be the same price two years from now. And then with that escalation, how much we're estimating that project and what's

106really cool is this is all live updatable. So if you're saying we want to do this, but this is outside our budget. What happens if we move this band renovation up to 2026? You'll see the price will change. It was 7 something million and now it is 6.5. And if you go back up here, the price again auto updates. So it gives you guys that flexibility of how can we be most responsible with our dollars to fit in the projects that we need as a district and and still be, you know, financially responsible. This district knew they only had 8 million, but they wanted us to evaluate $12 million worth of items to help them prioritize. It's one of the best parts of this job is working with you through this process. So, we stuck

107everything in 26 and then they started saying, "Okay, we can do what we don't do now, we'll do in 2030." And then they started moving things to 2030, moving it back, talking some more. You know, it was a four-week process, but they got exactly what they wanted with the cost, and they also knew how much they were going to spend in 2030 to finish it off. >> Is there a way in the system to also connect like um where you're paying it from, like if it's a bond or if it's >> Yeah. In the in the report section, you can define funds. >> Okay. >> And there are different funds, so you can um we didn't get to it. Like Grant said, we could spend two hours going through this. There's also a crystal ball

108that can if you do this building, that building, um there's there's it's just so powerful. But you can definitely see if you wanted to come out of operations or there's a bond. So you did a 26 bond, you did a 27 bond, it'll show you what fund it's coming out of because you assign each one of them to that. >> I I know that was quick. I was try again I could spend like two hours on just my site as as John mentioned there's a lot of power to it but um just want to try to give you the overviews and how we feel we can add a lot of value to you guys as decision makers so there's any last questions I'm going to kick it to Ryan uh to kind of question Josh

109>> I was just talking with you man >> interactive >> nobody will offend me if they get pizza >> they don't want to get cold >> I want to talk a little bit about how we approach the programmatic needs. Um, so Grant spent a lot of time talking about the physical needs, how we assess your buildings from an asset perspective. We want to talk a little bit about how we kind of pull in the educational needs of the district into the discussion as well. We know that you're going to have teaching and learning goals. You're going to have educational programming goals. They're probably different if we look 5, 10, 20 years than they are today. So, it's our job to help work through that process, understand what those goals are, and facilitate some of those

110discussions and help align the physical environment that supports those goals. Some of the ways that we help define the division uh define the vision with you is through staff surveys and we can do student survey as well to give us a lot of data points back on how they view your facilities. Are the classrooms adequate from a space perspective or from a technology perspective. There's a lot of different questions that we can ask them up front to help us understand what are the issues that they deal with every day. Um even down to comfort uh physical comfort of the space as far as heat. Is it too cool? Is it too humid too dry? And then we want to jump into an ideation session. That's probably my favorite. That's our opportunity to come down and

111meet with your staff and your admin. It's time to meet with the students or the community members, whoever we decide we want to engage in this process. Um, but we want to again think long term. We want to kind of take budget out of the concerns for an ideation session. Just collect as many of the ideas and the wants and needs as we can at that time. We want to learn about your community. What's unique to your zip code? What are your strengths and your weaknesses? What are some of the opportunities that you've identified here? And these are just some an image of some students that presented back to us some of their ideas of what their ideal school would look like. And then just some exercises that we do up top, some interactive polling

112that we can do to understand what is that future of teaching and learning look like um here in this community. we come away with a lot of information and we begin to start looking at your floor plan, identifying potential modifications that we can make with some renovations or some additions um to help achieve um you know to help align the physical space to to your teaching and learning goals. Put together some conceptual renderings as well that really helps when we're talking to parents and community members to talk about what is the vision of this space and how is that going to improve teaching and learning for your students. Again, talk a little bit about wants and needs and desires. There's going to be a lot of them and we want to kind of collect as

113many as we can. Um and then lead through a prioritization process. So, we're going to collect a whole bunch of ideas. We're going to put together a bunch of projects and pricing. Um but we know that budgets are going to be um going to be limited, but we help you through a prioritization process to figure out what um what has the highest priority and the highest impact for your community. I just want to jump through some some images of future ready learning environments, but quickly talk a little bit about how have transformed and I would argue the first three they didn't look a lot different. We had a color in the the 90s, but we still had students in desks and rows facing the front of the classroom and instructor with similar technology. But in

114in the 21st century future learning environments, we're seeing additional technology. We're seeing concentration on natural daylight, some flexible furniture so that we can have some collaborative groupings and move students and space around a little bit. And I always just think this is a fun to think about. You know, we're we're preparing students today or kindergarteners. A lot of them will have jobs that didn't exist that don't exist today. Right? So, this is just a a few careers that didn't exist 15 years ago like prompt engineer for AI, social media managers, um equipment automation specialists, EV vehicle technicians. A lot of careers that didn't exist 15 years ago. Again, our students are going to experience that. This is a report that the World Economic Forum puts out every five years. So 2030 I would think would

115be um around the corner for us, but it's interesting to see what world business leaders think are going to be the top skill students need to leave high school with to to thrive in the fourth industrial revolution. So it's always interesting to see which ones fall off the list, which ones move up and down in 2025. You know, the top two are analytical thinking and innovation and active learning and learning strategies. And we're seeing a large focus of CTE everywhere we work. Um, and I think this highlights a lot of why. So, of a 100 students that start um as freshman in high school, about 87 to 90 of them graduate high school is their nationwide averages. Um, 45 of them go to a 4-year university. About 29 of them complete their degree in six

116years or less. Um, and about 16 of them um find a job in their field of study andor a career that actually supports the investment they made in that education. Um all while there's six and a half million unfulfilled uh job postings in this country and we have about is it 3.3 high school seniors 3.3 million high school seniors in the country. So I'll jump into some project photos um and and stop and ask questions anytime. Um this was a school in central Minnesota we did a an early childhood addition to a 1970s um elementary school. The focus here would be kind of how we needed to look at secure entry differently for the early childhood students and the elementary students. So, elementary still uses the main entry. Um, early childhood has a separate entrance

117with parking up front that parents can bring their students into that space. A view of an interior of a middle school, safe and secure entry. Now, this was a 1960s elementary where the main office was actually centrally located in the building. So visitors were able to get in the front door and they had to walk through half the school to get to it. And so on the lefth hand side you'll see the new offices. Those were actually classrooms. So we kind of did a land swap, moved moved classrooms, moved main offices, added a bunch of glazing for the transparency so that the receptress can see the visitors coming into the building and then updated lighting and ceilings and did some branding with the logo on the wall as well. And also added some furniture so

118students had a place to gather before and after school. This is administration space that we worked on. It's actually a virtual edu. So, this particular school district has a lot of student or a lot of staff that do virtual teaching. Um, so all of the pods were for individual teachers, but then we have a lot of collaborative spaces throughout. Now, even the things from the ceiling are, you know, an acoustic felt. So, we're managing acoustics in any of these open environments, any of the color full panels that you see on those pots are also acoustic absorbing material. This is a professional space for students. So, there's a lot of for staff, excuse me. There's a lot of um office spaces. There's some shared collaborative spaces for for staff, but there's also meeting spaces where we

119can pull students in to do interventions or different special education opportunities with kids as well. We always like to look at underutilized spaces within their existing facilities. I call them the in between spaces. So maybe just taking advantage of extra wide corridors for instance, providing spaces for students to gather to collaborate to work on projects, but also a social in those times when that's available to them before and after school. For instance, flexibility classrooms. This was a uh late late 1980s elementary school in northern Wisconsin about 45 minutes north of Green Bay where we took an existing facility. We really um took a look at how we could renovate that to be a future ready learning environment. So you'll see a lot of flexible seating. So not every student sits in the same chair at

120the same shape table. You see high tables, low tables. Back in the corner, there's some some cushions on the floor. Um, really purposeful with the case work that we provided. You see the overhead doors between the classrooms and the corridor. They were able to open those up and allow students to pour out. Then even the divider between the classrooms is a writable surface that's an operable partition. So, if they want to co-e, they want to have a larger gathering of students, um, they can open up that partition as well. But it's really about flexibility and giving students a voice and choice in where they sit, how a shot of a media center and elementary school. We'll be able to renovate the entire space. You know, added kind of a an interesting wall between the main

121entrance corridor and the media center with some um kind of colorful acrylic panels that allow some light to come through, but they're all also seating elements. Students kind of like those cozy cave like feeling spaces where they can just sit and read. This is a high school media center um that we did a full renovation. This particular high school had a lot of students that did um online courses at universities and other schools um beyond their district. They were a smaller district, but they wanted to offer those opportunities for students. So, it's a kind of a home for students to have power and data connections, different places to sit and collaborate, work on those projects. The next image I'll show you is kind of that breakout space with the yellow light in the corner. Just

122kind of a corner of a had these large oak doors um built. They slide to the corner if you want to enclose the space. All of the walls are rentable surfaces. Again, the furniture is flexible. It moves. It's comfortable for students together. >> Just if you look around this room, just imagine it looking as that previous picture and uh just how much your kids would love to go to the media center, you know, if you had that. >> In this particular one, actually, there was so that's the breakout space there. There was an open collaborative with all writable walls. There's actually an overhead door there and that goes into a STEM lab. So they had a lot of kind of cross functional opportunities right in that space similar to this STEM fabrication lab that we're

123showing here was just the left there. So resilient flooring, a lot of furniture um and storage that moves. It's on casters. Make sure that we specify the right top so that the students can solder on them pounds not damage the furniture. electrical drops from the ceiling, you know, different lighting. This one also has an overhead door to connect it to an adjacent space and the technology to present and share share students work. We're doing a lot of STEM fabrication classrooms. Uh especially in southern Indiana. Um people want schools want to reuse space that is either outdated or they haven't used in a while. Um so we're looking at STEM fabrication blueprints and and helping them get what they want for their students. This was just an existing class and we were able to remove the

124drop ceiling, expose a structure, paint it, make it look fresh and new again for them. >> Another STEM fabrication lab. The students are building furniture. There's a whole worldass wood shop behind that overhead door and through the doors. So, they've got the the planers and the table saws, the time savers to kind of work on whatever projects they want. And next to that space is another kind of digital fabrication space where they've got 3D printers, laser cutters, CNC machines. About 20 minutes left. Okay, >> we should be fine. >> Another CTE renovation space focusing on small engines and auto mechanics here. A couple just to wrap up is a larger image of a fieldhouse that we worked on. And then the second image is the same space with the curtains, the dividers. I'm just showing

125how we can play at the wall. There's batting cages on the end. basketball. So we can break up that larger space with curtains. That's going to go the old gym. >> I literally thought the same old get rid of the old gym. >> So I'll try to wrap this up in about four or five minutes here. One of the things we wanted to do was through uh Grant mentioned the walkth through that we did with Dr. with Steve and then Chris and I walk through with Dr. Galvin. Um just highlighting some of the high priority areas and things that you know were on those lists. The things in orange are the things that we would maybe look at from uh Grant's professional experience and say we really need to probably focus on those things. However,

126there's a lot on here, right? It's a lot of stuff to do. One of the things that we want to try to bring to the table, and I was lucky enough to actually the COO that utilized our community engagement and it is an extremely powerful process and what we want to try to do is answer three main questions when we come in. One, whatever you decide to do, is it right for kids? It's the number one goal. That's what we're here for. Number two, is it fiscally responsible? We've looked at and understand where your finances are as far as where your debt service rate is, and you got some big decisions that are in front of you. But if we take those two and we pull in what were your community support, how do we

127get there? And I think that was one of the best and one of my favorite experiences I had is we'll use postcards, we use listening sessions, put together task force. Task force I saw was 29 people. They met nine different times. Then that task force actually presented to you guys to say from a community, we walked your buildings. We listened to how finances work and here's what we think we could we could support. So now you've got staff surveys. You've got kids printed in. You've got the community. Now you've got a way to utilize them information because in the end it's your community. It's got to be your vision. Nobody can come in and tell you what that is. Our goal, we're not here to tell you what to do. We want to help you

128and advise you. We want to give you technically correct information, good estimates that are allow you to make a fiscally responsible decision and through that community engagement, you can figure out what those projects are. So why site logic? We spent a lot of time. You guys have got a lot of data. We could go on for two or three, four hours and we overran when we met with the admin team one time too. So um planning it all starts with plan. If you don't have a plan you're planning to fail and you've heard that before. So comprehensive assessment which Grant talked about. Then we get into ideiation options and consensus which Ryan talked about. And then it's the implementation. With this planning, we can develop a a clear scope that you guys support, your community

129supports. The one thing that we look at is we don't want this to be transactional. Okay? We don't want to step in, do something, and run away. And my site IQ, I think this is such a neat thing. Used to have a a book that we gave people. Used to um do spreadsheets and different things. My side IQ was developed at a relationship with a comp with a school up in Minnesota and through 10 years plus we just continued and evolved and there's actually a demonstration for all of us I think in the next couple weeks on new features that are being added to that. So we also want to be here beyond construction. So, one of the things we talked about and Grant kind of hit on an Ashray standards and just I think

130about it as my house. I bought an old house built in 1950. I had to go in and start replacing all kinds of stuff. My wife and I got married. We were able to buy a new house. I thought it was the greatest thing in the world. And then all of a sudden, it's like this drop in the water. As it goes farther and farther out, the ripple gets bigger. And I got to spend more to make that house better again. And the same If you built an elementary school in 2023, interior finishes, those have an average life around 20 years. At roughly right now, 10 $10 a square foot on a hundred,000 square foot building, that's a million dollars that you got to start planning for. Exterior 20, that's 2 million. Or you're mechanical,

131that's six million. And you can see how that just keeps repeating. So, our goal is to help you put together that plan and level that out. How can we do that? Grant went through it. We take identify projects. You help prioritize what those projects are, put together scenarios. What can we do here? What can we do here? How much are we going to go bond? Maybe we only do this, so we're going to do this much. What's the escalation? And then these summary reports. And Chris hit on that. One of the words I hear everywhere I go and on the news, you guys hear it. Transparency. Everybody wants transparency. You're doing it. Why are you doing this? These allow you as board members, as faculty, as your community to be able to see those things

132and take those asset scores and you can say, "We did this and look at look at what we've done with our with our schools." What separates us? Again, I'm summarizing real quick, but one point of contact Chris hit on what this traditional approaches. You've got an architect, you've got a construction, you've got engineering, you've got construction managers. We want to take that headache off of you. By doing that, we get a flat contracting model. It's an open bid process. You see what all the bids are. We evaluate them. We give you a recommendation. You can make the decision on recommending. Again, we adise. we don't decide for you. It eliminates markups. And then we just talked about this transparent process. By going out and gathering data from everybody that's interested, you haven't hidden anything. You're

133being as transparent as you can. My side IQ, I don't know what else to say about it. Like I said, we could spend two hours on it. And then community engagement and referendum support. All those other states that we work in in Midwest, most of those are referendum states and Iowa is a supermajority. You got to have 60%. We know how to work through that if you ever want to have decided to go that route. Okay? Some people might like an apple, some people might like an orange. We're coming in here competing with other companies and we know that. We can look at their websites and see what they are. We believe that we are like an apple and orange. What we can bring to your district is going to be different than what you're

134going to get from a traditional model. And with that, we will say thank you and we will open it up for any questions that you might have. >> Since you guys only got 15 minutes, do you want to grab your pizza and eat while you ask questions? I don't want you guys to miss out on dinner. >> I hate to Yeah. >> So, any other questions, guys? >> So, have you guys already received a a fee for having come in and and done the walk? >> No, no. >> Okay. Then what what is that fee when we decide if we decide to go with you guys? >> Okay. Well, our fee structure is unique. No matter who you choose, you're going to pay an architect, you're going to pay an engineer, you're going to pay

135construction management, and you're going to pay commissioning. There's no way out of that. Um, a traditional model has schools typically will hire an AR architect or sometimes an AM firm and then they'll turn it over to construction management and keep them separately. With us, since we're all in house, all those fees, like you have other architecture firms coming in, they'll probably give you the architectural costs. Um, with us, uh, can you pull up >> our model? >> Well, just like your your initial >> initial cost through filling things in >> it's all included in our one fee. It's not like you're going to pay for each individual piece. >> Yeah. Once we >> What is that? >> Yeah. >> So, >> Dr. Gin, >> go ahead. >> I was going to say Dr. Gin can

136tell you if you go look at a traditional construction project, once you pay for all of this stuff plus all the add-ons and everything else, you pay anywhere between 20 and 30% >> of the construction cost. >> Baker Tilly will tell you the state average is 21 or 30. What you don't see though when you just work with architecture sometimes you don't even get to see the other pieces architect engineering fees are competitive uh or better than most in the state. You have construction management that you can't get out of whether they work through an architecture firm or separately. You're looking at 5 to 10% no matter what. We max we we top it at 5%. Commissioning you can't get away from commissioning. It's just a part of it. And program management, those are your

137site engineers. Um, and your you have site, you have construction engineers, um, and you have program managers all in there. So, go ahead. >> I was going to say I think you had mentioned let's say we go with you guys, we put the plan in place, you guys lay out who is doing the mechanical, who's doing etc etc. Then would you guys place an on-site staff member here or will that be through the construction management company to help kind of >> Yeah, you'll have a superintendent and you have a site um management supervisor and then you'll have me because I live local and I'll be here two three days a week. So, okay. >> Yeah, there's somebody to talk to every day. >> Um there's always somebody managing and and I want to point out

138too, uh we were talking about bidding in southern Indiana. This is from experience. You have to have a company that is aggressively going out and seeking bids. I have been on the other end where I got one bid. I've been on the other end where I didn't get a single bid and we had to go out and that cost money because if there's no competition, you're going to pay more, right? >> So part of our process is, you know, we just finished a project where we had gone out and recruited. We got seven bids and their bid prices came in way lower because of competition. >> Sure. So >> kind what's the cost of just the facilities audit that >> it's a part of a project. It's just part of a project. There's no cost

139built in >> and you'll get this too. Just to be transparent my side IQ you'll own it throughout the project. >> At the end if you wanted to get a subscription we're not a software company but you can get a subscription if you want. >> Some of the things we've done is we've actually built it into the project. Yeah. And we can build it into the project. Let's say you want it for five years. >> Yeah. >> You can make it a part of the bond and build it in. So >> there's no cost for this though. Direct costs. >> Any other questions? >> I just think it's neat how you're able to keep that kind of zoom in and manage and track everything because right now we have no system to manage or track

140>> anything. It's just when it breaks down, it breaks down. >> Not uncommon. Yeah. >> So I I was in a district and for 13 years we did nothing. It seemed like we were just >> we can't do that. We can't do that. And we actually we couldn't even go bond. We didn't have the capacity to even go bond. We were have to do a referendum or nothing. We finally had some debt fall off. And it was so nice to be able to take that because I was in a position that I was trying to manage all this >> and try to figure out and you got those questions. Well, how'd you decide to do that? Why are you doing that? Um, we even brought in, it wasn't Baker Tilly, it was another financial company

141that came in and did a presentation for the task force in the community so they could understand school funding. you know that you can you could go build a new fieldhouse and not give teachers a raise and people don't understand that. >> It's the way the state does it and but to be able to help educate people in that way. >> Yeah. >> So, and it it is a hard question because when I set you know what is your fee >> honestly I don't think you can take our fee and compare it to the other two that are sitting here because we are the orange when you've got apples and I think that's the that's the hard Sometimes it seems like we're not maybe totally answering, but >> yeah, >> it's hard to because our

142fee ends up being all of this. What we don't want you to do is silo everything, right? And that's that's what happens. And again being I ran one $5 million project that it took 90% of my time and then I hired Site Logic and it was like okay I can actually focus on what I need to focus on which was kids transportation improving that driving a bus. I just wanted to touch on the community engagement we did with John's district because I was in part of that demonstration. I remember at the beginning of the process, the overwhelming community uh want was a new fieldhouse. That's what everyone wanted. But when we toured the schools, showed them the equipment, showed them why, the cost, how much they were spending each summer to maintain it. At the

143end of that, the recommendation was we need to get our facilities better. You know, we had some CO2 measurements to show the air quality, those sorts of things. And so, they kind of came to the conclusion, well, you know, we really want the fieldhouse, but is that what we need? you know, and you know, with the dollars you have, you can't always get both. You know, you can't get what you want. So, >> did you did you have a lot of community uh input on that? >> There on the on the task force there were 29, >> right? >> They put 18 hours into this because it was spread out over time and we put together a chart to show you what that is. As far as survey inputs, um, we had a ton. And

144again, part of it is some people will say, you know, we're just going to go get the yes vote out. We're going to put us, we're going to do this, and here's why. We really wanted to ask for for feedback. >> And so mailings, because some of your older people don't use the internet, okay? So, we mailed stuff. We sent the postcards. there were QR codes that you could scan. Um, you could actually go to the school and pick up one of the surveys, you know, so it was trying to get out and I more than anything that was the trying to be transparent because when you're going to go spend that money >> and you guys are in a unique position, right? You got one of the lowest debt service rates I've seen. >>

145Yeah. you've got a great opportunity >> to really impact futures because what you're doing now is just going to be extending and I think that's really exciting for you guys. I mean whether you choose us or not and hopefully you go do something and hopefully you do choose us but I mean to the opportunity you have is is really good. >> I would stress too that we work with districts from East Gibson all the way to IPS. We specialize in small districts and the one thing that we do so well is take the stress off the superintendent. Most of us have been district leaders or building leaders. We know what the job entails and because it's all in house um the superintendent is not managing four companies and uh it makes it much less stressful

146throughout the process. >> And I would say it also to me I think it takes the pressure off of you. >> Yes. as well because through the community engagement, through being able to identify some of those things, you're not you're almost gonna have people that disagree with you, right? You got to eventually make a decision, >> but they can't say you did it in a vacuum. >> Yeah. >> And that's the that's the cool part. Any other questions? We got what, four minutes? >> Thanks, guys. We appreciate it. >> Thank you. >> Appreciate the opportunity. Wish you guys best luck in this process. >> Thank you, John. >> I thought it was great. >> It was my decision, gentlemen. We'll move forward. >> If you guys have any other questions, Dr. Galvin has our cards

147know how to get it. >> Did you? >> He also did share with me what they did at what school corporation was it? Which one that you >> where I was? >> Yes. >> Oh, Frankton Lapel Community Schools. There's a Did I I sent you that link? Yeah. So, we have a link of what they did with the community, the meetings that they had and stuff. And so, >> I looked through it. Very impressed, by the way. Very good job. And I would probably steal it. So, anyway, >> the teacher would >> I think that the cool part about that was >> is >> I was there. I didn't do any of it. >> It's turned over >> to us >> so that it doesn't look like Dr. Galvin is driving the ship. >> Right.

148Basically, we walked out, they did it, they created the website for us, they posted everything, they took the pictures, and it was like, "Oh, man. This is awesome." >> There's a card of mine in each of the folders, and I don't know if you guys, but feel free to contact me at any time, too. >> And I am local if I need to come and look at anything. And then I think like I shared with the board as well that we can go see Orleans or >> love Jimmy Superintendent Orleans. Um he loves to show off the new building. We added a wing on the elementary and we completely remodeled the middle school and the high school and he loves to show off. >> I've met Jimmy. I know. >> Did you learn anything new

149tonight? >> It was just like the first time. >> It was great. only a little better because we didn't have the lag with Ryan. >> It was. Yes. Yes. >> Yeah. The lag was a little little difficult. >> All right, guys. Thank you so much. >> The first one. Missed the first one. >> Thank you guys very much. >> Thank you. >> I will. I will. Wow. >> Because we knew how short of a drive you guys had. >> I don't need any pizza. I just need a drink. I'm good. You can have it all. >> These two stuck together. I couldn't get them apart. Dr. Josh does >> technical difficulties. >> Josh does what? >> Well, there's a hand here like this and it's been that way for an hour. >> Stop. Maybe the

150battery. >> It shows that it's still running. Okay. >> Yeah. >> But it's not. >> One thing we got to make sure we do is get some chairs that are comfortable. >> These suckers kill the rear end. >> I seen some of that nice furniture. I was like, can we get some of that right now? >> It says it's still streaming. >> This is worse than a picture. Yeah. >> Got it. I thought it was recording, but It's got a different picture on it now.