Jennings County School Corporation Work Session Meeting - 12/9/2025

001So, we'll call to order the work session for the Jennings County um school corporation board meeting. This is a work session. Um but we did want to um offer an opportunity for anyone present um to make any public comments. All right, hearing none, um we'll um start down the work session agenda. >> So I want to start with the purpose of work session. Um although we are quite regular um in doing this and are used to it, that those watching at home um may be unaware of the difference between a work session and a regular meeting. So in a work session, it is really the purpose is for us to be able to share lengthy information with the board that doesn't typically fit into a regular meeting and allow the board opportunities to ask questions,

002have discussion, but there are no finalized decisions made in a work session. So uh please know that at any point interrupt you have questions with what we're sharing. We just have some um different presentation pieces this evening. Facilities, strategic plan, cost containment to allow ourselves plenty of time to receive that information and consider anything that you would like to us to research further. So with that, I'm going to roll into the first part. We have Miola policies and handbooks for review. That usually starts what we have to work on. Um no policies this time, but Carrie is bringing us a handbook consideration. >> Yes. Um, unfortunately, we have had um some issues arise this last semester where we've been receiving false reports towards students and staff. And so, we felt the need to update our

003handbook. Um, so what I'm sharing with you is just some options on some wording in the handbook. And then, um, I'd asked for you to review it and give me feedback. And then also um a situation where would you like us to pursue going ahead and changing it for next semester and and adding it to the handbook and um sharing it back out or waiting until the end of the school year and adding it to next year's handbook. Um as you look through the options um I option four is a comprehensive policy. It covers um harassment, bullying, threats, social and social media. Um it would one that I would suggest that we look at using um an option number seven. Same thing, it's laid out and it's uh together. At this time, we do have

004language in our handbooks. The elementary really focuses on bullying and cyber bullying. The high school and middle school, secondary, they have both and they also have for false reporting, but it doesn't give it as specific um as I think our examples would give. So, share any feedback. Um if and also if you would like us to wait or if you'd like us to um start it second semester. >> So can you say option four on this? >> Yes, it it covers Yes. Yes. It's more comprehensive. It talks about harassment, bullying, threats. Also brings in social media side of it. As social media has entered our society um at a greater and greater level, unfortunately this has become part um of our everyday and this year we've seen a significant increase. It's always existed um to

005some extent. Um but we have seen a lot of increase this year and especially concerning social media. We think it would be helpful notification to parents, families of how that's going to be handled. Um and also uh the warning of sometimes legal charges. Um, so those why that's why option four and seven we really liked because it spells that out based on what kind of accusations >> I think discussion at the judicial level about taking those things if we didn't warn them up front that's possible >> and like I said we do have it to an extent it's just not as detailed um as I think we can make it now. We just haven't had these issues arise to the extent we had this last semester. >> And if we would like to um go

006ahead and move forward on it because we know it's a need, we would just approve which language we like and then we would share that out with all parents. And since Parent Square does such a great job of making sure we reach every family, we would send that handbook and bend them out through parent square to all families for notification. My suggestion would be that we don't delay. I think we need to go ahead and get it sent out. It doesn't make sense. Especially like what Travis said, if if the jud the judicial system is um, you know, ready to, you know, put consequences to it. We need to make sure that the students, their family members understand what exactly that means to them. So putting this off or delaying it until we can do

007it doesn't make sense. I think my preference would be to get it get go ahead and get it out to everyone. >> I I agree. We've had we've had so much of this in the past year and uh I know I know some of our staff just really been put through the ring and I feel like to protect not our staff but students. Um if you have feedback on any of the options um please get it to Carrie and then we would like to bring a recommendation back in January then January regular meeting. >> So Carrie just as Travis just interrupted and talked sorry about that um but um can you just what are the differences between four and seven like you're recommending four and seven I think covers it more in detailed. Um, seven

008was kind of written more as like a secondary handbook, but I feel like four combines them all together and it addresses every issue that we've seen so far. >> Um, but I can do a combination of them also. >> I mean, I I kind of like instead of posting or sharing, I like digital content. It could be anything anywhere. I like the the wording of that. Um, I like that um the legal code is included. I We need to make sure that that is included. I don't know what the um you know what the great reading level is. If that matters, we might want to run it through a reading level to make sure that everybody just because when it's this type of content, it can get a little heavy on that side and I

009would want to make sure that everyone it's going to can understand and read it. That might be a suggestion that we set on one or the other. >> So option four gives us the discretion kind of covers the most things, right? >> That's that's what I feel like when we discuss it. That's the one we felt like more than covered what we needed to cover and I will I will do that all that then I will share it back out with you for any more. If you have any other feedback, you can email me, give me a call. Thank you. Next up, Todd is going to share with us update on where we are currently with preK. We'll be keeping a close eye on that as funding has cut at the federal and state level.

010Um, and then moving forward, what what are some options for preK? >> Uh, so the first page, the blue copy that's coming around, uh, this is just kind of the current state of pre uh, preK. a lot of the things that we've already gone over and I've shared with you, but I just put it here so it's all on one page. Uh so currently we do have three sites. We have one at Brush Creek, North Vernon, and one at Sand Creek. Uh our current enrollment, we were full at the start of the year, and we did have a little bit of a waiting list. We've gone through that waiting list. Um and since November, we were full in November. Uh at Thanksgiving, we've actually lost um uh seven students and we do not have anyone

011on the waiting list. A lot of that is because of the $50 a week charge. Um, we have been giving them some flexibility, giving them some time to pay that. Um, it's not like if you miss the first week, you're out. Um, but we have been giving them some flexibility. Um, but that has been a concern collecting that that fee. Um, the cost for our prek program. So, we do have a s a site with certified teachers and it costs about 150,000 per site to or to run that site. That's the curriculum. That's lunch, breakfast, snack. That's the teacher and the parah. So that's that includes everything. Um with non-certified teacher, it's about 110,000 per site. Um prek vouchers. So these are just updates that I've shared throughout the year, but uh the first announcement

012was that they were going to let less students qualify. Then they said they're going to have uh the amounts that students qualify for is going to be decreased. And now they've come out and said that there will be no new vouchers given out for next school year. So the 26 year. Uh so our current current challenges uh we do have three sites. So we are currently running three sites. So that does in um cost a little bit more to run all three sites. Um with voucher reimbursement um or without voucher reimbursement, we'll have to increase our fee. And then just the consistent difficulty in collecting prek fees. It's um we're doing the best we can and we're tracking it and we're we're sending out letters. Um but that is becoming more challenging to get that

013feedback. So then going to the next page, this is just potential considerations for next year. So um if we want to continue to maintain a prek option for our families, um we're going to have to look at how we can operate that in our district's financial constraints. Um, and these are some things that we need to consider if we move forward with this is the first one is consolidating to one site. Um, that's going to save us some money. Um, instead of running three sites, consolidate it to one site. Um, revise our tuition model. We've been looking at surrounding um, local prek programs and the ones that are comparable to us where it's all day every day. Um, it's about 150 on average per week. So, if we looked at increasing our model from $50

014uh per week to 150 per week and then staffing, looking at more of a non-certified staffing to run our program. So, the benefits of restructuring our pre preK program uh this would maintain our districtrun prek option and it would avoid another um shutdown which we had to do during COVID time. Um, it works to ensure that our financial sustainability through right sizing and uh updating our tuition provides families with continue access to a safe, secure early learning environment, and it allows Jennis County schools to continue to build upon the success of our pre-K program. Um, our prek our kindergarten readiness assessments. Our students that were in our prek program scored above average on a lot of those um pre-k readiness assessments. So, um, conclusion, uh, just kind of summarizing all of that. Um, with us

015losing voucher funding and ongoing tuition collection challenges, we're working through potential plans that offer the most stable and responsible path forward. Consolidating to one site with 20 students at a tuition rate of 150 per week would potentially allow our district to continue offering preK services without creating additional budget pressures. It would also allow us to pilot a new self-sustaining model within a new funding structure. Um, we're going to continue to explore potential options that provide high quality instruction and a fiscally responsible model. Um, and hopefully we'll have some options that we can read back to you in January or February. >> Since we're um live streamed, I I would just add to this. We've seen such great impact from the prek program. Um the kids scores on their readiness assessments are very high compared to

016what we've seen in the past. The kids who've participated enrolled in kindergarten, they stayed as a part of a corporation and their parents have a full-time certified daycare safe option for them to continue employment. So if there is a business or an employer out there that would like to partner with us and help subsidize some of the cost of providing prek, we would love to continue to do so. Um, we are just really stuck with the continued constraints that keep coming down the pike that pull money away from prek that we had as an option to make it sustainable. So, if there are businesses or other people who would like to help partner with us, we are very welcome. Um, we're putting out flyers and we're sharing that information out. We'll keep you updated. Um,

017and there is some legislation um, out there to try to bring back some funding. I don't know how hopeful that is right now in a non-budget year at the state house. Um but we are definitely looking at any option that we can come up with. >> So have you have reached out to let businesses and >> we have a flyer getting ready to go out. I've had some individual conversations but we're going to send out a broad mailer just to see if we have anyone that's interested. >> And you may have you may have a lot of interest. >> Yes, we're very hopeful that we do. It's a wonderful program. I would want to anybody to visit. It's just so um joyful to see our youngest learners happy in school, safe at school, and just

018ready to get started. It's amazing what four-year-olds can do. >> So Todd, do we have a uh on the money we're not being able to collect, do we have a plan or >> so policy or how do we go about working on that? >> No. So we give them about three weeks flexibility and then if they haven't caught up by that point then um they're dismissed from the program. >> But collecting that money >> there's nobody filling their seat either >> right now. We do not have anyone on the waiting list. >> Any other questions for Tom >> on those considerations for 2026 2027? You got the consolidation, the tuition model, the staffing. Are you looking at doing like one of the like if you did one of those, would that solve it or is

019it one where we're looking at maybe having to do >> it's have to probably do all of them. >> Okay. >> And probably some more. >> Okay. I was afraid that was the answer, but I I had to ask for help. >> We roll on to facilities. Um, so Roy and Phillip have an update. This is a comprehensive update on facility. So, it's going to take us a little bit. Um, typically work sessions is when we spend time talking about building needs, what we've done so far, what's on the horizon. We also have three open bonds. So, they're going to take us on a facility tour, um, if you will, and give us some updates. So, >> all right. Uh, yeah. And I'll I'll probably do most of the talk and Royy's here to answer

020the questions. I actually don't know. I got to bring a heavy end to be able to take care of stuff. I don't know. Um, so you there's going to be a little bit of redundancy in this because we're covering different aspects. The first two sheets we'll talk the first sheet you got in front of you says completed projects from the strategic plan presentation. The last time we had a strategic plan meeting, we gave you a a list of items by building. These are the ones that are completed. The next sheet we'll go over is the ones that have been started. So, just sort of an update on where what we said we were going to do a couple years ago to what we've got done. So, at the high school, um you can see we've

021got an outside freezer. We've updated the sound system in the auditorium. Uh we've got the CT project with the three different areas. We'll talk more about that when we talk about the bond. Modernization of the cafeteria area and classroom renovations on the second floor. Those are all things listed on the strategic plan. middle school paved the walking path from Long Street. Uh Brush Creek, new flooring in the facility in the faculty bathroom. You got several areas of roof repairs and overhead projectors in the classrooms have been replaced. Graham Creek, you've got new roofing for the canopy and next to the gym, new fencing and gate around the playground area and a freezer cooler equipment upgrade for the kitchen. Hayden, uh, fence replacement around the playground, a freezer cooler up equipment upgrade there, and restroom upgrades

022there. NVE, there was a flashing and brick issue for the exterior of the building in building 2. That's been fixed. Replace inside walk-in freezer and cooler equipment, the uh new blinds and few classrooms, and installation of new whiteboards. Sand Creek, several roofing repairs, uh, removed the brush pile from the field out front. the new floor tile in the sped classrooms and playground equipment upgrade at Sand Creek. Cypio adding a fence and gate around the back to keep it make it more secure where the kitchen entrance is. JC uh LED lighting upgrade and lighting upgrade in the tech building. Central office new AI foam door release for the front door. Uh camera system upgrade and exterior improvements. So those are all things that were on that strategic plan. >> So three years ago that those were

023things that we prioritized on that list. >> Things that we've started but haven't completed as your next page. So there you've got and I'm not going to read all these individually because you you've got the safety and secure entrance window film at all locations. And on top of that, the high school also had classrooms downstairs which have started but not completed. Middle School HVAC control upgrade along with some pool equipment upgrade that's been started. Brush Creek HVAC control upgrade. NVE some bathroom upgrades. Sand Creek continued roofing because that's the where the cycle we're at. Cypio uh HVAC and controls upgrade. JCE HVAC HVAC and control upgrade. So those are ones that they're going to I'm going to repeat those coming up on a bond because some of these things are going to be in the

024bond section of it. So, those are items that we've not quite taken to completion on the strategic plan. On top of that, the third list you have is the major summer and fall projects. Now, this is the ones where we're addressing from the five-year plan that we put out every year in August. These are items that are somewhat more imminent, things that have happened, things that we some predicted, some we haven't predicted. So, at the high school, we've uh parking lot crack fill all the entire lot. Back parking lot. We also sealed and striped and we resurfaced the track, pull vault, and long jump approaches. And we'll talk more about that in the next section. At the middle school, we've got the coil of the desert air unit. That's the That's the HVAC for the

025pool area. Parking lot crack and fill there. Concrete pad and ramp. The concrete pads around back. Uh there's a piece. What's sitting on that Roy? Dust collector >> dust collector dust collectors on it and then HVAC server upgrade for temperature controls at the middle school. Uh Brush Creek resurface the basketball court out there and flooring in the in a prek room. Grand creek new water heater. Hayden flooring in the conference room. NVE new water heater. And we had various leaks because it was that building's just got some older piping. So we had some things going on there we had to work on. Parking lot crack. parking lot crack fill on all of it and storefront and flooring in office one. That area was looking really bad in the the bottom part of it was not

026very good from a storefront standpoint. So, we've got metal or some sort of false thing there. And then you've got the glass above it. Uh and then the flooring in office 2 in the workroom that's to the right when you walk in the door. That's NVE San Creek. This year we did the parking lot crackfill roof replacement in section A and we'll talk about the or next what you've already talked about last meeting was section B. We're going to be doing that I believe in 2026. New sidewalk to the gym entrance that's from the uh would be the south side going into the gym at Cypio. We had to get a boiler uh new concrete uh basketball court out there. That one was going to be a resurface, but it was just so bad we

027had to go ahead and put a new cord in there. Uh, parking lot crackfill there. Also, HVAC server upgrade for temperature controls there and remove unusable playground equipment and did sight prep for future playground equipment. There was just a really bad spot that every time it rained, the kids couldn't play there for a week. So, when we tore that out, we fixed that part. So, it's going to drain better. JCEC, HVAC, server, and upgrade. So, we'll take a small break there of the first three sheets. Any questions about how those transpired or any other thing before we go into the bond stuff about you'll have to have a new basketball court we thought was going to be resurfaced. Was there anything else in all those lists that just kind of went sideways that we had

028to spend a lot more? We thought everything else was kind of what we expected. >> No, the And oddly, I mean, Omarz did did us a really good quote on that because they sort of felt bad about how that shook down too because they went on there to resurface it and it was just poor timing. It happened to be pretty soft. So >> yeah, and it was also not as thick as what they anticipated. So we got a pretty good deal on the concrete even though it wasn't really anticipated. Obviously they didn't charge us anything for the first they worked on it for a day and a half. Didn't charge us any of that. was trying to salvage something out of a mess and then they just came back and said, "How about we do

029this and we'll cut you a really good deal?" And they did. >> So, >> HV control updates has also been um a little bit of a challenge, but they're very specific in the older system. So, there's very few people who can work on them and we're still in the process of working that out in a couple of the buildings, especially the middle school >> to give us visibility and that's that's all about I mean the systems gives us the visibility that's a problem. >> All right. Any other questions on the what we've done there? Okay. Now, we're going to have a little bit of redundancy. We move into the bond. So, we've done three bonds over the last three years, and we're going to sort of get into the details of those with this presentation.

030So, uh 2023, we got a bond for 1.775 or $1,775,000 issued in the fall of 23. purpose was to renovate the high school uh to enhance CTE programs in conjunction with the Indiana Ready One grant. You guys remember that? Which is that matching grant. With that grant, they contributed one uh,145,000. And then we we had to at least match that. And we've done that side of it to make sure that uh is a matching grant where we had to do at least that at least that amount. We've gone past that amount. Uh work started in May of 24 on that one and the main part of it was completed by August 25. Took longer than we thought. There was still still a few loose ends after 25, but the majority of that was done. We

031were able to run the programs. We were able to run the programs in the fall of 24 actually, but it just there was just some small little things we had to keep working through and it I wasn't sure if we was ever going to get to the finish line, but we eventually got there. For this bond, all the proceeds have to be spent at the high school. That was part of the way the bond was written. Um, now it didn't all have to be CTE, but that was the main focus. Um, and the there's a list of the major things that happened for this program. We did the greenhouse at the high school, the culinary arts cafe area, health science CNA program, welding and advanced manufacturing, and then CDL certificate. So, everything to do with

032those four programs, a variety of things. We got a semi tractor and a trailer to be able to teach kids CDL. So when they graduate, they're certified the day after they graduate. They can get in a vehicle. They don't have to go through additional training. They can start making money immediately. So that that's one of the more exciting ones there. We also did so once we got the CTA CTE stuff done, figured out what we had left, prioritizing what else could happen. Those are specific CTE programs. All rest the rest of these have a lot of elements that fall in line with that. the auditorium sound system upgrade, auditorium lighting upgrade, and the auditorium video wall. Those have CTE >> elements to that that you can teach in a variety of I mean I think

033you can teach the uh I mean >> grab pathways is one of them. >> What was that? >> Grab pathways is one of them. >> That's part I don't understand as well. So that's why Yeah. All right. On top of that, we are also able to do some advanced manufacturing with the 3D printer. Again, another CTE item. second floor classroom renovations and then we've done some window graphics throughout the building also. >> So, one thing I would mention about bonds um as we get ready to talk about cost containment later, bonds are very specific money to a purpose and we can't use the bond money. We have to state before we apply for the bond what we're going to be using it for and we can't use it for any other purpose. So, it can't

034be used for staffing funding. It can't be used for other areas. So we have to follow that very closely. On this one particular, we were bound by even more rules because we had a matching grant. Uh ready grant is a state grant. Um so we had to stick within the CT area CTE area for majority of the funds. >> All right. Any questions on the first bond? And this this bond is very close to being we we have until the fall of 26. We're going to be done before that. Technically, we've got to have it spent by the fall of 26. Three years is what your deadline is on that. All right. The next bond was the fall 24. That was the 3.5 million. A little broader on this one. It was the purpose of

035it district-wide capital project needs with a central focus on school safety. So, that was our last year when we did this. That was our main goal in that. So, the first step in that was securing an architect. We had um what you could say would be a little pain with the architect when it came to the CTE. So, we shopped around again and went with a different architect after interviewing five or so. And um go ahead, Nikki. >> I was just going to say that Garmin Miller is who we selected for that >> and Garmin Miller. Garin Miller is the person we did. So, with this one, we met I believe we had a work session talking about u the concerns that we'd be doing with this bond. Obviously, the number one concern was the

036secured entrances. The second item we picked was the track resurface and the third being the pool upgrade. To dive into those a little bit deeper, we we're estimating around 1.5 for the secured entrance. We've got Garmin Miller as the architect on that. Design phase is complete. We're currently in the estimate phase. So, they're getting cost for everything. The current schedule shows opening bids around February of 26 with the project starting uh after the last day of school in 26. And along with that there be there could be other safety enhancements uh safety film and or weapons detection system for the secondary level. >> So we have been focused on the secure entries at all school but we've also had those conversations about safety film. Um and I'm interested in your feedback. We had today a

037weapons detection called opengate um come in and present to us. We are interested in pursuing while we have the bond money specifically. Those types of expensive have an up those type of um systems have an upfront expensive cost. Um but once they're installed, we were checking with them today that it wasn't an ongoing fee. Uh there was limited ongoing fee with this system. So we would be interested in placing these at the secondary level. So, middle school, high school. The advantage is if you've been watching the news and um this year in Indiana, there's been concerns at athletic events in different areas. These systems are portable. So, you can use them at the beginning of the day um and then you can use them in port like take that to the football field to use

038or use it outside of um any type of event. It's portable. Um so, we're interested in looking into adding that to the safety bond. That type of system is something that in a typical year in the general budget that we would um tackle, but through this safety bond we could. So, I'm interested to hear your feedback on that. It's becoming much more common in schools in Indiana. Um we included the middle school and high school staff um admin today in athletics to listen to the presentation and they're very interested. Um and they said they could get 300 students in 15 minutes through each um gated area, if you will, calling a gated area. It's just two pole walk through. Um so it would take four systems and it fit within the cost constraints of what

039we were hoping. So if you have any feedback on that, we're happy to hear it. Um and it can be calibrated in a different way to detect different types of concerns and safety threats or weapons. Well, sadly, we don't have a choice, do we? The the times that we're living in, >> it would be a definite enhancement and um for us, the piece of it is is the upfront cost is significant and I don't know it in another time, it would be easy for us to tackle. Um but with this specific bond and eararking for safety, it just makes sense at the same time. What's was our thought on that? So if you have further thoughts on that feedback, please reach out, let us know, send it to Philip, Roy, me, any of us. We'll

040we'll collect those together. >> Okay. The second priority item on the list was the track resurface. It was it was about $330,000 and the purpose of it was to resurface was due to the uh deterioration of the track subgrade and surface. We didn't realize the subgrade was bad as it was until we started peeling off the surface. And then that really answered the questions on why we were seeing the surface crack so bad. There was uh just some I mean probably 20 year old I mean wouldn't have been Roy. >> Oh yeah. >> At least that long. So uh Dave Omera was the contractor on that. It was started in May of 25, completed by October of 25. Um and we still need to complete the long jump pit boxes. We hadn't done that because

041we just ran out of time. Third item that's been identified was the pool upgrade. This is about $400,000. And this upgrade is due to the same type of deterioration, but this is the original pool equipment that was put in in 1989. So you guys want to take a tour down there, I can show you, but basically once you head down to the basement, every single thing's rusted down there. The pipes holding the electric, just everything, pumps, uh, controls, filters, the electrical stuff. So what this would be it be a complete overhaul of that scenario. Um and this the contractor for this is performance services. This could start as early as May 14th of this year if we get approval >> March sorry March of 14 of this year. And the reason I say get approval

042we're currently I mean this is the $3.5 million bond. And you can see I've only listed about 1 point uh right at 2.3. Let's say there's a big unknown on the safety side. I mean, we've got 1.5 ear mark for that, but until some of these estimates come in, we're we're we really just don't know. I mean, we took these off of uh we set this originally from two years ago's sort of data and um the modifications and the the quotes at different all eight locations and the 10 locations are just varying. So, until we have some numbers in, it's hard to say how we can how much we can't commit. Uh once we know that we're going to be in good shape, we could we could pull the trigger on the uh pool upgrade,

043then that leaves future considerations for the remaining be a combination of the original bond list that we worked on to come up with the amount and current eminent needs because eminent needs could trump something on the list. you know, we two years ago we thought this would be a good idea, but there could be something that's developed over the last two that would need to take precedent over that. >> So, we're proceeding with the secured entries and the safety enhancements. Um, the track resurface is already completed. If we still have funding, pool upgrade comes next and we'll bring that for approval. Then we will pause with any remaining funds in that bond and bring back that prioritized list of needs and ask for your feedback before we move on to another project in that bond.

044And then the last bond was the one that got issued this fall. It was for 2.9 million. Uh the purpose of it was districtwide capital project needs again, but with the central focus on HVAC upgrade at Brush Creek and Cypio. So you you put the wider range on there in case something really bad happens between now and needing to spend it. This was the main focus on this like we talked about when we had the hearing was it's Brush Creek and Cypio's office. Now the Brush Creek HVAC upgrades about 2.5 million contractor for its performance services. Uh we opened the bids on December 1st and we've reviewed the openbook pricing on December 3rd. Bids came in favorable at 2.59. Uh we were estimating that to be around 2.7. So, we actually were we had a

045little gap there that we were pleasantly surprised with. Um, with that, I will be bringing the I will be bringing the request for approval at the board meeting two days from now for this work to get done. And the reason why this one moved a lot faster than the previous two. This was more of a known thing. This is something that performance service has been working with us for 20 years on in a variety of different areas. So, it was very specific, very known, and to be able to get the equipment to do the upgrade in uh May, we would need to approve it if you if so willing, we need to approve this in the meeting two nights from now. Now, the one thing about this um we took out one item because we

046were concerned about being over because if we were over, then we'd be have to start back at ground zero, which didn't sound like a good idea. So, the pickup exhaust fan and makeup air for the kitchen was pulled out. It was on the master list when we talked about it, but we pulled it out for fear that with the way the um inflation's been, we may be over and then we'd be stuck not being able to accept anything. So, that's going to be about $100,000 if we were to add that back in with our 140 to 150 favorability. But, we could do that. and but that just wanted to leave that option out there for you. This project would start after the last day of school and be completed by August 1st, 2026. In conjunction

047with that is a small portion $160,000 at Cypio for the office unit uh contractor for it still performance services. It would start on uh when school ended 26 and completed by August 1st. Any questions on this one? because this is one Roy is way more versed in than I am. >> And performance services is presenting on Thursday. >> Yes. >> On that proposal. >> All right. And lastly, from a facility standpoint is a facility analysis. Uh it would be to our advantage to consider approving a new facil facility study in the near future. uh meeting as early as January if I could get take it to the meeting for approval probably. Our last one was done in 2019. So it's six years going on seven now by when 26 hits and industry standards about one

048every five. And if you think about what the purpose of this is, we've done six years worth of projects, meaning everything from the turf football field to the entryway there at the going into the baseball and football and all the stuff we just talked on the list and then some multiple roof projects. And it would really help us support the strategic plan because the strategic plan is trying to figure out, you know, how do we match the facility study to where we're wanting to go with the strategic plan and nine year or six year old data with half the stuff being done or you know a third of the stuff being done sort of puts you behind the eight-ball and that really doesn't help you a lot. And when you really talk about cost constraints,

049which we're going to talk about even more in depth tonight, a facility study goes in and looks at a building and prioritizes needs and wants and gives you some cost on that. So, we really prioritize as a district keeping our facilities nice, especially since some of them are of an older age. Well, part of that is maintaining them and doing ongoing maintenance. And so, it would help us highlight what's critical to be done next so that we make sure that we're budgeting for that. So the facility study gives us that data back >> and quite and be honest I already mentioned this part on there with our bonding situation in a couple years we are going to need to know that information. I contacted Garmin Miller which is our which is our architect that we've

050done and they said they could do it and they talked to Roy about some specifics. So we're trying to get some numbers together and figure out what that's going to look like and we will do we'll have all that information we bring back to you >> and um with that. Um part of what we've done um in the last two years is we have used debt falling off um to get bonds to do long-term maintenance that needs to be done to keep the operations fund having enough to do our daily task. That's something we want to continue to do because we have that capacity within our debt amount in the next few years without raising taxes in that manner. Um so that's our plan to continue to bring back to you and have that information

051going forward. So if you have any questions about that or um about that debt capacity that's dropping off, we'll continue to bring that data back. >> Questions? That was a lot of facilities. >> Just the way it >> then we are going to move forward to talk about strategic planning. As surprising as it is, we are at the last year of our current strategic plan. We always intended it to be three years and we are in the last year of that. So, it is time to talk about a new strategic plan. Um, and I'll preface this with saying we are going to bring needs our data back to you in January. We talk about that in a minute. And I can't wait to bring it back to you. We knocked those goals out of the

052park. our academic achievement, our students graduating, we even far exceeded the goals we set for ourselves. We have made substantial improvements across the board um in academics, graduation rate, opportunities for kids in the last three years. So when we talk about a new strategic plan, we are not talking about stopping any of the good work we are doing because it's so essential that we keep moving forward with that. It will be enhancing what we're doing. And since we are doing well in academics, what opportunities um can we present? What new things can we enhance for our kids and attract students um to our district? So within that um we'd like to say that it's time to extend, but not only that, we feel like we can add another year on that process. Three years felt

053a little short in the end um for all the work that went into it. So we would like to talk about doing blueprint little play on words there. Go big blueprint for 2030 um as our new strategic plan. the process that I'd like to get some feedback. We've been looking at a timeline. We would start with a comprehensive needs analysis. That's the part where last time you sat for two hours, we went through every bit of data you could possibly consider about our corporation um in detail. Um so we would like to do that comprehensive needs analysis again. Um and that would be in January. So data on the current state of the district, our strengths and our needs. And we would like to include data from the community, staff, our parents, and our students.

054Um, and other multiple data sources. And I would like to talk about that data in a minute with some surveys that we'd like to go out across the community, but I'll go to that after we finish this timeline. Um, then we would take all of that data to define a vision and mission. And sometime this would be in February. Sometimes you can spend as an organization a lot of time talking about a vision and mission. Um when not getting to that end goal. We would instead be using the feedback from our surveys to help us with that process. Um there's some real modern ways of looking at survey feedback to come up with key words and priorities from across the community to help streamline that process. Um, so we would be using an analysis of

055that to come up with our vision and mission statement. We might choose to adopt something similar to what we have. We might choose something completely different for the time that we're in um in February. Then in March and April, we would use that data to do uh and our stakeholder input and our accountability frameworks which are new from the state in January. is going to do a presentation on those um to be paired with our vision and our mission to come up with our strategic plan, goals, and action steps. Then we would be using May and June to um get those communicated and shared out, broad communication with our staff and others so that they're able to use those for school improvement planning. Those sessions usually are intensive between May and July for the following

056school year. And our school improvement plans are living active plans. we have committees that come together at each school and um align what's in the strategic plan without building specific needs. Um so they would have that data and then throughout 2026 through 2030 we would continue to implement review and progress monitor where we're at and embed all of that work into our school culture and activities. So in the world of strategic planning that is a short timeline. However, seeing that a lot of these processes are things that we've done before three years ago and have success successfully been able to implement, I feel like it's achievable. Um, the biggest ask would be and we'll look at calendars and I want some feedback is that comprehensive needs analysis in January finding time to go through that

057together. Um, so feedback on the concept and the timeline, you okay with that? We'll be busy, but it's achievable. Um, then the next piece to that is I want to share some of these survey examples. We really wanted to prioritize getting feedback um from all of our stakeholders in this process and focus groups are an option. Um but when we've had events where we've invited um community and parents um thinking about some parent different situations that we had last year that we had outside people come in and do presentations. We didn't get a huge turnout um but we did get a good turnout when we did a survey that we sent out digitally in the past. So I think one of the better ways for us to get input across the community is through digital

058surveys that people can do on their phone at any time. So we'd really like to take that approach. Um um we'd like to take that approach. So the first one I'm sitting around to you is a sample of a parent or guardian survey. And you're going to see themes through these four surveys that align so that when we look to get the results, we can pull together the different viewpoints in a clear manner. And I'm I'm just going to do some um overall stepping through it. I'm not going to read it word for word by any means. Um, but on the parent and guardian side, it has an optional section to identify who they are and then ask some questions about their academics about academics and their feedback on our academics. Um, and give an

059example. What academic area should be a top priority for the district? Select up to three. Reading and literacy, math, science, um, CTE, college readiness, special education services, honors programs, support for struggling learners. Then the next section goes into student well-being and the school climate. So my child feels safe at school. My child feels cared for and respected at school. What should the district prioritize related to student wellbeing? The fourth section is on communication and family engagement. Um so it asks questions about how we communicate. What's the parents preferred way for us to communicate? what would make them feel more engaged. Um the fifth section is about staffing. So everything from what is their feedback on our if our facilities are staying, clean and wellmaintained uh to what we should prioritize. And then the sixth section

060has the um open comment and none of the surveys have more than 20 questions. Um but in the next three to five years, what is the most important outcome the district should strive for? And there's a list for them to choose from. What do you believe are Jennings County's greatest strengths? What are the greatest needs for improvement? And then finally, describe an ideal school in 20 words or less. There's some really cool things we can do for mission statement development from the feedback on these open response. Um, so that would be a sample of the parent survey. Next coming around to you is the sample of the staff survey. I'm not going to read it as in detail because you're going to see it's very similar different wording in most of these sections. So for

061staff first trying to get the role so that we see if the viewpoint varies by roles or buildings that people serve in. How long have they been an employee? Then there's those questions about academics in section two, questions about school climate and the student experience in section three. Again, section four is also about communication and engagement but more oriented to staff. Staffing, facilities, and operations is section five again. And you'll see that section six is that same mild idea with long-term goal feedback and some open-ended questions. The next part I would say is students. And I will preface this with we do not typically give surveys to our students. Um but we do allow surveys when it has to do with their school experience and their academics. And that is because we need to continually

062also get student opinions on improvement and on those um opportunities. So this survey is in a simpler straightforward format um written in studentfriendly language but it is the same sections. You'll see it's about their learning and academics. Three is about their experience and climate. Four is about communication and voice resources and support. And then finally, that last section six about open response and um long-term training, what they would like to see at school. And the final survey is um different, but we're excited about the idea. We've talked a lot of different times about how do we get our local businesses um and community partners more involved and how do we get them center planning and we are hoping that this survey serves two purposes. This is for local employers and community partners and one portion

063for us for strategic plan and the other portion is for the high school in pairing for workbased learning and apprenticeships. So we're trying to get um dual purposes to this survey. So this one's slightly different. We ask what type of organization it is, how many employees they have, and if they have our some of our graduates. Then we ask about how they feel about our students readiness and skills when they come to them as employees. And then we ask where do new employees most often need additional preparation? And there's a list they can select from workplace expectations, communication, technical skills, and there's more options. We ask about their career awareness and preparation. And section four is a big one for the high school for us to gather some information um workbased learning and partnerships. And

064as we talk about new accountability and new diplomas, this is critical for us. And then you will see communication. How do they prefer to be communicated with and how would they like to collaborate? We still have that important section six that ask about district goals looking ahead and their open-ended responses. And then you see on the last bit we ask, would you like to be contacted about partnership opportunities and can you provide a name? So at that point they can decide if they'd rather not be anonymous because they want to do some partnership work. Um, so what I'm asking is I would love to get these finalized of the format that we like by the end of this month so that in January we can send out all of these surveys so that when we

065meet to look over our comprehensive needs an analysis I'll have some of that data back for you. So if you would look over if you have feedback now I'm happy to take it and make my notes but I just threw a whole bunch of information at you very quickly. Um, If you have edits, if you have suggestions, if you have something you'd like to see added, um, we can definitely do so in these surveys. I did try to keep it under 20 questions, um, just so people don't get fatigued. And I did try to keep some common sections so that we can compare the student versus the parent versus the employer versus the staff experience. Feedback on using surveys in general in support of that. Give it a try. every very interesting to see how

066they will come back. >> I think so too. We're excited to see what we get. >> Um so then the last step in strategic plan that I want to talk about tonight are the last piece. Um those were our surveys. That's our timeline. I want some um what is your preference on how we do that comprehensive needs analysis work? So I'm going to guess an hour and a half of time. We're talking about data of every aspect of a corporation, right? Um, so our choices could be we could do a work session similar to this. Um, we could split it into work sessions before two regular meetings. It's a lot to take in all at once. If you want to do a 45 before one and a 45 minute before another. Um, or we can

067put it in sections in regular meetings. Um, just feedback on how you prefer to get a whole bunch of data. >> Work session. more comfortable. >> I'll coordinate with you for that. >> I do have a question about just the surveys. Um, it's a lot. I'll need to look at I I personally will need to just look at it tofully consider, but um I thought I think it's a little bit interesting and I'm just wondering if you have feedback on the staff survey. Um I think interest or not sure why. Um, in the within the survey itself in section three when it talks about school climate, it does say school climate and student experience, but it's very focused on the student and this is a staff survey. So, I'm curious as to why you're surveying

068on student experience instead of asking the staff about their experience. Like, Do the staff feel safe at school? Do the staff feel cared for and respected? So, I'm just curious as to if if this is just um maybe a standard survey that lots of places use. Um but I was just curious that it it actually asked how it asks for the staff to state how the students feel instead of themselves. So, the reasoning behind it, although I like the addition of including some extra questions in there, the same question from a staff um perspective, it's coming from the piece of gathering info for a strategic plan on school safety. And so, the the plan of a school safety is student safety. Staff are encompassed in that, but most of it you're talking about metal detectors

069or weapons detection, that's students walking through. When you're talking about that lived safe experience, it's students walking through. So that's where the intent is from, but I love adding the staff portion, too, because it would be interested to see if those line up, how they feel like the students feel, and then how they feel themselves. >> Well, again, I mean, maybe you don't plan on having the staff walk through metal detectors, but in a lot of healthcare organizations, the team members also walk through them, right? You could have a disgruntled team member or so. I mean, I wouldn't I wouldn't that type of equipment if we're going to invest in that for safety. It would be only used for students. I think you have to really think broad um when it goes to that. Again,

070I'm speaking about healthcare because um it's probably what I know best, but I I just would um yeah, just maybe think about just this because again, I think staff are going to have their own idea about how they feel safe, about how they feel cared for and respected at school. and and um yeah, >> and I think we could pretty safely like add on to the staff survey and not worry about them getting fatigued and not filled it out because that's a really good point >> because most of the staff members I know usually have quite a bit to say. >> That's a really good point because going over 20 questions in that section need to be done in um different pieces. So, we'll look on some questions on that and we'll send something back

071out with But if you have a particular question you're interested in, send it my way so we can get it on there and included. Um, and I'll also be asking for feedback. It's on our uh teacher discussions agenda this week talking about strategic plan. So, we're going to have the same conversation. So, I think I'll be able to glean some additional um questions and insights there, things they might like to be included. >> Yeah. And and what I might suggest just as you're thinking through questions, I might suggest think back um surveys that you've done in the that you have um that data that you can do a comparison, right? A benchmark. Here's your here's the first >> that is some of these questions based on um ICTQ and some questions that we've surveyed in

072the last few years. >> Not all aligned because there's some new info that we want um but some of them are imperative. >> So these will be everything will be sent out electronically. >> Yes. Once we've determined the questions um Carrie and I will convert that over into a Google form and that will just be sent out um we'll send it out multiple times um through parent square and then we had a lot of success with the last survey we did announcing it at like basketball games while you're waiting at halftime take a moment and fill out we did get more responses >> you could do a QR code on the big sc >> so those will be uh the responses from the staff will be anonymous >> yes >> okay >> all of the

073responses are anonymous except the employer if they want to put their name at the be contacted. Um, this this is all very helpful and I know I gave you a lot at once. So, if you take it home and you you have more feedback, you have certain question thoughts, please send them our way. Um, our our hope is to have them edited um by the end of the month so we can get them converted to digital and be ready to send them out in January. Um, okay. So, work session on that. This next section is on cost containment and I have kind of well tonight we've strategically kept documents and pass them as we've gotten to them because otherwise it's really easy to be overwhelmed by information. Um but I have quite a few things

074to pass out. um and JCCTA is present. So I want to make sure they are getting a copy too before I start talking about things so we're all on the same page. So, if you will give us a little grace as we get some papers um passed out on cost containment. I'm just going to do one at a time still. >> Okay. All right. So, um, while we're getting our papers, um, going around, I'm going to kind of give some background information. So, this has been an ongoing conversation for us for three years. Um, cost containment is not a new conversation. I will say that we have definitely um, escalated cost containment in the last year and will continue to do so. The background to that for anyone who um is maybe watching and not

075aware from home. Uh that is related to enrollment loss and then you couple that with what we would consider um flatline funding from the state. Now while you might see slight increases on funding from the state, those for us have been um eaten up by inflation um and then absorbing the cost of textbooks um back into our own funding. So that's our main driver for looking at cost containment in the prior to this year. Um, and I'm sitting around those enrollment sheets that are going to be in front of you, and I'm going to give a little some summary facts. So, the first is a blue chart of current enrollment and a 15-year look back. And over the last 15 years, we've consistently lost an average of a hundred students per year over that time.

076And if you do the math, that means we have 27% less students walking our halls every day than we did 15 years ago. So greater than a fourth of our student population. Um and so we've been aware and the last three years as soon as we started a strategic plan um we began working on what does that look like? How do we rightsize to match our student population? Um but the first question that came to us was is this going to continue? So we did engage a demographer that's the second page. Um this is the work we did in 2023 where we wanted to look in that pattern. And if you look at the pink box that is where the demographer predicted we would be this year as opposed to the 3,610 students that we

077currently have. It's a difference of 50 students less than what the demographer predicted. But if you will recall, the demographer predicted ongoing enrollment loss for more than 10 years due to demographics in the community, meaning declining population of school age children. So his numbers only took into account the fact that we did not have as many families with school age children who would be living in the community within the next 10 years. It did not take into account the inclusion of universal vouchers that to the state which meant more um students having the option to enroll in private school at a costfree option. It also did not take into account the rise of online schooling in Indiana. Um which is very significant and very significant to us as a corporation was one of our greatest

078losses of enrollment in the last few years. Um so that does account for some difference in what the demographer predicted and where we are currently. But if you will note, I just want to make sure that we're all aware, it is still predicted that we would have, if only based on demography results, we would still have student declining rates over the next seven years continued. He predicted until 2033, 2034. The rate does slow down if you see that over the next few years. Um, but it is still there. But again, it doesn't take in account vouchers and online, which have also been a consideration for us. That said, nationwide, there was an article today um that talked about all public schools across the nation seeing accelerated enrollment loss and specifically that's very true in Indiana.

079We are not alone in this. Now, the demography portion is very specific to our community and is driven by employment. It's driven by birth and death rate. It's driven by the housing market. Um, there's multiple things in the demographer part that apply to just James County. But the loss of enrollment for public school students is an ongoing issue being faced by public schools in the nation and in Indiana. So, we are not alone in that portion. That is the history of why we started working with cost containment. and we've made some significant steps in the last three years and I'm going to review those in a moment. But then in addition to the work we've done and these factors, Senate um Enrolled Act One came out last year and we had Barry Gardner come in

080and do a great presentation for us on how significant um the impact of that will be specifically to our operations fund. Um, and then we will also lose our option into local income tax funding, which is equivalent to about $600,000 for us as a corporation annually. So, you're seeing well over an impact of a million dollars in the operation side. Now, in addition to these constraints that we were already facing from the enrollment side, um, in if we continue to lose population, have students take vouchers, online school, in addition to those factors, it's very clear to We need to continue with cost containment going forward and um be very judicious about some decisions we make financially um to be fiscally responsible as a corporation. We are not alone. Um and I'm going to share what

081is being said in other corporations around the state um given Senate Bill one, sorry, Senate enrolled act one and um the impact of that in Indiana. But I'm going to say this twice because I sure don't want someone to listen at home and think this is what county is doing. What I'm about to share with you are things that other corporations are doing um to account for Senate Enrolled Act One. So, this is an article that was on December 4th in the Indiana Capital Chronicle and they surveyed superintendent across the state and they said, "You've had a chance to look at your numbers of the impact of Senate Enrolled Act One. What does this look like for your school?" And these were some of their responses and what action steps they are going to have

082to take as corporations. I am sharing these just so that you see that we are not going to be alone um in these budgetary constraints. And um there's some really significant things that are going to happen in public education in the state. Um again, I'm going to repeat before I start reading these, these are not things for Jennings County. These are a summary of other districts in the state. So um the superintendent who were surveyed said they would be forced for staff cuts, um delaying maintenance and increasing the likelihood of other reductions. They all said they would have a negative impact to their funding um and expect funding. Sorry, 95% said they would have a negative impact this year. 99% said they would within the three years. So, this isn't us and we're not alone.

083Doesn't make it any easier. Um we're just sharing that data. So, what are they going to do to um take care of those cuts and and to account for that? While our operations funds are shrinking and inflation makes costs continue to climb. And for those of you have a highlighted copy, I'm just hitting the highlights as I go through. I'm on the third page now. Um of the survey done of superintendent, 65% said they have already reduced or will reduce support staff. 55% um have already reduced or will teaching staff. Combined with that, 90% reported that they would have cuts to staffing or facilities on the table going forward. So, almost all school districts things that they mentioned doing would be cancelling future bus purchases, scaling back on planned technology upgrades, holding off on building

084repairs, and preparing for building closures. That is even within corporations within our local area. I'm sure you've heard of some of those in the news recently. Um, other considerations districts in the state have looking at are 4 day week um scaling back on their HBAC use to minimum tolerable levels. Um, and here is one that's going to be uh significant in the state. I'm hearing that a lot of districts are considering running a referendum um to raise money separately in 2026. Um there's one district in the state up north that says if their referendum doesn't pass, they're going to have to eliminate their transportation. If you turn the page, um it says the percentage of people considering referendums. It's 90% of leaders surveyed in urban districts were considering it and 84% in suburban districts. And

085um I was on a call with Barry Gardner who is this is some of the work he does not for us but in other corporations. And in comparison in the last election that we just had referendums there were six. Does that sound correct? Six. And if you're talking about half the corporations in the state you're talking of upwards of 150. That was kind of different that you could potentially see with referendums. um that does put the decision directly in local taxpayers hands for corporations who choose to do that. I repeat one more time, none of those are things specific to James County. Um but I think it helps give you a perspective as board members of some of the things other corporations are doing things. >> Nikki, really quick. >> Yes. Because this uh work

086session is being live streamed and um this article is there a way for us to link the article from our website or so that if someone were to be listening and want to read what is being said in this article specifically, could we do that? >> That is a great idea. And Deb, could we maybe put it in the news update section on the website? >> Yes. >> So, it'll say like new information and it'll pop up with a link. >> It just if people are going to listen to this recording because again the work session is being recorded. Um they may interested and they may be able to get it from the Indiana Capital Chronicle, but still um to have it linked might make it easier for for individuals. We will take care of

087that. Um so that said, I want to share what steps we've already taken and then talk about what the next steps look like for us as a corporation. Um steps that we've already taken in the last three years. We hired the demographer so that we would know what was expected of our population going forward so we can make wise decisions. We've been working with um municipal finance advisors Baker Philly. We've partnered with them a long time. Um they're very good at helping us project forward and we've worked with policy analytics and Barry Gardner. Um we get a monthly report for Barry Gardner on cash balance on um cash flow things of that nature to help us make wise decisions. Um most significantly our our staff are the greatest majority of our budget and so we

088have worked on right sizing staffing to match what our new enrollment reality is as opposed to what it was 10, five or even 15 years ago. So, I want to speak to that and what is coming to you will look pretty familiar because you saw it three years ago. I feel like that's going to look familiar. It's been a while. Um, this is the exact chart we had in our strategic plan data analysis three years ago. The CNA um pretty close to four years ago at this point. And this is our number of staff in categories. So you're going to see the certifi certified category. Then you're going to see classified classified and total staff. And within these numbers, I want to point out certified would have teachers and administrators who are certified in that

089category. It's just important to note. Um so you'll see that certified staff all the way from 20134 numbers down to the 22 23 that right above the yellow line is when we presented in strategic plan the yellow line is where we currently are with staff today and so that's each category so I'm just going to kind of share those numbers we in 20 our highest number of certified staff on this chart was 341 in 2013 14. When we started our strategic plan, this plan we've been working on for three years, we were at 304. So there was some accounted some accounting for the change in student enrollment in the certified staff portion over time. However, we've addressed that even further and our certified staff is now at 287 and that is 17 positions less than

090where it was three years ago. Our classified employees highest point during the co years with esser funding was at 359. In 2223 when we started strategic plan it was at 359. We are today at 307. That is 52 staff members less in classified than where we were three years ago when we started the strategic plan and recognize the need for cost containment. So our total staff at the highest on this chart you'll see is at 667 in 2122. Again there was additional ESSER funding at that time. Um when we started this strategic plan we were at 663. Today we are at 594 for a total of 69 less staff members all told combined um in the three years that we've been working on cost containment through the strategic plan. So I say that to share

091we have been already doing cost containment work. We will need to continue to do so and we will have to account for the continued loss of enrollment that's anticipated as well as the Senate enroll. At the same time, we have to account for not planning on increased funding from the state. Um so there's a lot of factors um to combine and when you look at cost containment and I will mention um on that chart I think I actually put it in this folder you can do the math on those um percentage categories and quickly see that the majority of staff is in the classified category. Thank you. Um is in the classified category but I wrote down certified admin and teachers and over that course of time so 15% of those cuts were in the

092classified category 5% were in the teaching category and 9% were in the administration category but it might be helpful to have you repeat those >> yes I will 15% are in the classified category and this is from the strategic plan to now not the total scope um in the certified category it's split into two 5% of the cuts were teachers and 9% of the cuts for admin positions. Before I move on to next steps, questions about where we've been, the why, and the steps that we've taken. >> Um, just don't really have a question. I just want to make a comment. I just want to say this work is not easy. I I think the entire board recognizes that when you're dealing with individuals in positions and hopefully some sometimes we can eliminate position when

093a person is not in the position doesn't always happen that way. Um, but these numbers I it's it's a necessity. We have to in order to to to keep our school viable and to keep it up and running and to make sure that um pay practices are, you know, a benchmark and those types of things. It's critical for us to do that. So, I want to commend you all um the whole entire team. This this isn't while you're wonderful, Nikki, it's not just you. We recognize that it's your whole entire team. Um this is a lot of work. Um and I want to say that I recognize that. Um I also want to just make a comment. Um I think several board members received some information um that was sent to board members about staffing

094specifically about staffing and the numbers that we have. Um it was sent anonymously. So there's no way for us to comment or um to have a conversation or a discussion. But this I think this these staffing numbers and this shows the work that's been done that um isn't always easil read readily identified online. Um so I just want to say I I appreciate this information very much. >> Thank you for that. >> And I have to also um commend JCCTA. We've had to have some really tough conversations and um on the whole we have always been able to keep the focus on um providing the best school experience for kids and that is hard when you have to have tough conversations and so I appreciate their partnership and work and I also appreciate that as

095we've been working through this process we have worked as a team whenever possible to your point to identify positions that could be absorbed through attrition to have the least um impact to um roles and job and employment for people that we can but it has still been a lot of tough conversations and and tough things to do. Um okay so moving on to next steps again I'm just going to share we anticipate increased um not continued decreased enrollment we know that from the demographer and from our own factors we anticipate impacts from um sea1 we anticipate in 2028 Philip the loss of lit it doesn't start till January 2028 um we also anticipate that a lot of the grants and funding that have been out there also feeling the the pinch of financial times. So

096there's less of those available. So there are a lot of things on the table that we have to take in consideration for cost containment this year. And I believe um strongly that we are going to have to consider an aggressive strategy of cost containment um to be fiscally wise and responsible um and to continue operations in the manner that we're used to. So this is a list of things that are being considered. I am not looking for any um decisions. Of course, we are not saying that these are all things that need or must be done, but they are areas that we can review, and I wanted to bring them up for that to just be something for you to be considering um and thinking through. So, we need to continue to rightsize staffing um

097to match our enrollment and our funding that we're receiving from the state. So, that would be the biggest piece. Um when you talk about staffing being 86% of what we are we have allocated in funding in general. It has to be a portion we continue to look at. Other considerations, we have prepared a five-year financial forecast data. Um, and we will share that starting in January, February. We need 2025 to close out so that we have that fifth year on the chart, but it allows us to see by sections of the budget um where we are trending, if we're trending up or down. So, we feel like that will be a really helpful analysis tool. I would like have a discussion about um engaging someone to do a study of our facility use and our

098district boundaries. Um over time the number of students in classrooms at uh outlying elementaryaries versus town elementaryaries um has shifted and there's some inequities um that are there. So I think it's worth a discussion and looking at. I think we also have to be wise to the use of our facilities. We are a countywide um school corporation which is unique in Indiana. There are not a lot of us but that means we have a very large physical footprint. Um and that creates some unique situations for the number of facilities that we have for the size of our transportation. There's just a lot of significant considerations with the square footage of our county. We are currently I believe the second largest transportation system of a public school in Indiana. square miles. Um, so I would like

099to have some conversation of having someone who um is an expert in those areas doing some studies for us in facility use and district boundaries and those types of areas. Aligning our resources to our strategic plan priorities, I think that although it is difficult to have conversations at the same time you're doing a strategic plan for us, it's also very nice that it gives us the opportunity to talk about what are our priorities, what do we believe is essential for public education, Virginia County schools, and make sure that the resources we do have that we're aligning to those agreed priorities. Competitive salaries and benefits. In order to attract and retain high quality staff, we have to put ourselves in a position fiscally to be able to be competitive with salaries and benefits. And so sometimes

100that might mean that we need to rightsize staffing to a level that we're able to do that annually. A consider and it's important to us all. I know there is a consideration for certified staff retirement incentive. Um some corporations have had a lot of success with looking at that and allowing some shifting of staffing cost. Um the big piece is it must be included in your teacher's contract that year before it be discussed. So prior to this year it was not in our contract recently so it couldn't be discussed. We did agree to add it in this year some open language that if the board would like to do so and discuss a retirement incentive that we can have those open discussions facility upkeep with the age of our buildings they are in wonderful condition

101but it's one of those rolling walls that you have to stay ahead of it. If we do not continue to upkeep our um buildings that we have then we might get in a situation where it's a sizable amount to something back to where it needs to be. So, we need to keep that even though we're talking about cost containment, we need to keep that as part of the conversation, which earlier that's what we referenced. We talked about as debts falling off, getting bonds for long-term maintenance needs rather than projects um and new things. Um trying to see how we can prioritize that. Um as part of strategic plan, having conversations about what are essential elements to student success. Sometimes in schools there are things that are wonderful to have and they can be um an

102attendance incentive for people to come to our corporation. But when you're making a decision between programming, that's where we have to have those tough conversations of what is essential for student outcomes and success and what is perhaps discretionary. And those are some hard programming conversations to have. Um but those are pieces that we need to consider. Um Philip and I would like to see us talk about operations and education. um budget cash balance policy. So in our NELA policy um we do not have identified a specific cash balance percentage that we would like to target. A lot of times when we have gone through bonding interviews that's a question that they ask uh frequently and say have you considered setting a target to make sure everyone's on the same page of what a cash balance

103should be. You'll often hear in schools 15% mentioned that allows you to make two payrolls typically in an emergency time. And so I would like to see us have a conversation about what number are we comfortable with and memorializing that in some um policy so that we're all on the same page of what our goals are. When would we reach the finish line? What cash balance do we feel is sufficient? And to touch on that also, since I got here in 2020, we've had somewhat of a luxury between the combination of the three ers and three grant and three um bonds. Now, those things until you spend it, it helps you with your cash look from a standpoint of paying bills. It's signified for one thing, but you look at your just total cash portfolio.

104Those elements have kept us in a what you would consider a higher cash balance in the short run. This would help us in the long run because if we if all those went away, we would need to have that reserve to be able to get the timing of the state paying us on the 12th of the month and us making sure our payrolls and taxes and all that stuff would happen. So, and because on top of that, we only get the operations money twice a year. So, we we've got to float a fair amount of ops cash until the taxpayers pay in May. We get the check in June, taxpayers pay in November. We just got the uh amount for that yesterday. We got our December check for yesterday. But those things have all had

105the luxury of floating with Esser money and things like that as it was slowly spent, but the volume of it was there to help us create that float. So this is going to be more critical as those things drain down for sure. >> And then to that point, what we would like to do is have a monthly finance report on regular board meetings. We talk about what where we're sitting at on those numbers um and give that information. Um we really want to be as transparent as possible. This is a joint effort. Um and so to be able to have that report go out and be able to share where we at where we are at in our process. Um Final other considerations for cost containment are not as significant on bringing in the cost.

106However, when you add them together, it could have an impact. So, I just want to add what other things we're having conversations about. Travel and professional development. Um the cost of subs for professional development is actually more substantial than one would consider. So, having that conversation of what's essential, what's not, are there other ways of getting things done? Um and what travel should be earmarked as necessary and essential and what's discretionary. Uh same thing goes with software purchases. Carrie's already made significant cuts in the software area but continuing to review those processes. Our supplies and materials, our janitorial supplies, the substitute teacher cost, and finally some things with e-learning that bring on additional cost. And so looking at those considerations. Um so those are all other subjects and cost containment areas that we're going to

107be um looking at and bringing more information um to you. So the timeline for all of that um there are a few things that are bound by contracts that we have a timeline. A decision on the retirement incentive would need to be made prior to midFebruary because that's when that would need to be offered um for certified staff. um other timelines then the conversations would be uh comparable to what we did last year with those April and May timelines for anything staffing things that are non-staffing can be at any time. Um our focus has been through the last three years even as we have done these these cuts is in a given school year continuity of instruction. So we do not make new changes that impact the individual student in the classroom unless there's no

108other viable option to finish that school year. So we would maintain that focus of continuity for our kids being the first and foremost consideration. Questions? Anything you'd like me to expand upon? Again, it's not detailed numbers on any of those yet. I just wanted to give you a broad overview of the types of things that we're looking at. The good news is we're doing we're doing it now. Here's and the the good news is um in the midst of three years that we have gone down 69 staff members, we have some of the highest academic and graduation rates we have ever had um in this version of iLearn and u modern graduation. So I would say the good news is our staff is getting it done regardless of hard times and they care about the

109kids so much they don't let anything fall no matter. So big celebration to them. That was a lot for one evening. Anything um questions or additional information as you digest all of this over the upcoming days? Please feel free to send um any followup questions or comments and then I'll get those kind of collected for us. >> Motion to adjourn since we're so motion by Travis. Do I second and second by all those in favor?