001All right, we have no audio. So, uh, again, welcome. >> Turn that. >> What's that? >> Somebody's on. Oh, okay. Sorry. >> Uh, audio difficulty. Welcome to the regular school board meeting Monday, May 18th, 2026. St. Cra Central School District. best school district in America. Let the role reflect that uh all members are present with the exception of Dave Roose who will be joining us in a little bit. Uh this is annual reorganization meeting and uh the first or item of of of business is to elect our officers. We start with the president and we can go vice president uh clerk and treasure in that order or in the past I know another option is to do a slate of officers. Either way the vote uh if there are more than uh one person for
002example nominated you vote on that person in that order uh a majority once the majority is reached then the end of the voting is is done but if you do a slate I think that's a point so I will open uh it up uh the floor up to uh nominations for officers would like to nominate Jeff as president second >> right Lance has a nomine nomination uh for Jeff Redmond and then a motion and Nate seconded that for president. Any other nominations for president? Hearing none, I'll entertain a motion to close nominations. >> Motion to close nominations. Motion to close. Ron second. >> All right. All those in favor of closing the nominations for president say I. >> Okay. All right. Uh next uh then we have to vote on Jeff Redmond as as the
003president. I believe we still have to take a voice. >> All right. So all those in favor of Jeff Redmond as the president indicate by saying I >> opposed. Right. Motion carried. Jeeoff we'll turn it over to you and take it from here. >> And I think we need a motion for the other officers. by slate. I was just gonna say you want to make that motion. >> Yep. Motion to reappoint officer positions by a state. >> She asked if we thought we could he could hear while >> you say who they are. >> Oh, sorry. Uh Lance as vice president, Brad as school board clerk, and Dave as school board treasurer. >> We have a motion in a second. All those in favor say I. I >> carried officers elected. Congratulations everybody. Um highlight
004on youth any >> Oh, I did go to the CTE open house that was kind of in lie of uh Garrett coming here and pretty cool. Um they're doing um the stuff that uh Brian talked about, crushing cans, air hockey, robotics stuff. It was way cool. Um one student and I told him and we aren't going to be able to vote because it's not on the agenda, but he uh uh asked me to ask the school board to start men's volleyball. So I told him I would get back to him and I am going to write him a letter because he was really he was my host. He was did a great job and I told the answer would probably be no. He graduates in a few days so it doesn't matter to him one
005way or the other but he was a really good kid and uh was super energetic and has uh been done a nice job in the CTE department. So it was fun. I was glad I went. Um, public comment. Anybody listed for public comment? >> Perfect. No. All right. Uh, comments by board members and superintendent. >> Uh, one comment. Uh, we just hosted the Unity School District Community Task Force. They're looking at uh a capital referendum uh in mirroring a lot of the things we did with our CTE and and including the grant and everything. Um, so they had a group of about 30 uh come through at six o'clock. They may even still be there um to look at our CTE spaces. Uh very happy to show them off and um you know Brian Johnson
006was there and every CTE uh teacher was there to kind of host and explain and answer questions. Um but um that was it was nice to be able to share our space with them and hopefully they can replicate a lot of those ideas. And then John Hunic from Krauss Anderson was also there to take notes obviously for their project. talked about something about being a model for other districts and it's kind of cool that we're known to seen as a resource. I forgot my glasses. >> Kindergarten >> save the day >> just like kindergarten. >> Good to see you. >> All right. Uh anything else? >> Good. >> Uh I had a comment. We had our uh a training first time we've had it in a long time. Last night we had it with the
007administrative staff and I thought it was really really helpful. It was different than the trainings that we've had in the past because it was a little bit more eye opening of what the admin staff are dealing with on a daily basis. And so after going through that last night, I just want to make everybody aware that how uh proud I am to to be able to serve on a board for a staff that works like that and dedicates as much as they do. So I thought that training was great and it was very eye opening. Um and I don't want their job. You're >> here and thanks for that comment. Anything else? All right, Alicia, you're up. >> You introduce yourself and we know who you are for the camera and stuff if you >>
008Sounds great. Thanks for having me. My name is Alicia Schwarz. I work with a group and I'm one of the consultants that works with the great advent team here at St. Central to kind of bring together your total rewards package. So helping you decide how to manage your retirement and your employee benefits medical and sorry the whole works. Um myself and a handful of other team of people on the team. So today really is focused on some self-funding. Um that's something that we've been talking about with the district over the past I don't know decade almost at some capacity in one shape or another and it's just kind of come to light as something we should look at again. Um, so we'll kind of start things out with state of the market, like what's happening
009in the market that's lending us to kind of evaluate other funding models. Um, talk a little bit about the basics of self-funding. Um, strategies within self-funding. That is kind of the reason why people want to do that. And then we'll dig into the finances. If I haven't put you to sleep quite yet, we'll we'll dig into the numbers, which we'll save for the end. um would love this conversational so please cut me off and and ask questions um as we go through. I always like to kick things off with a benefit philosophy. So a few years back we sat down with the district admin team and just talked a little bit about why you offer benefits at the school district other than part of the ring is you have to according to the ACA. Um
010and this statement was kind of created we care for our employees health and well-being benefits assist us in attracting and recruiting talent. So, as we walk through today's um information and material, keeping that in the back of your mind is this is why we're doing this and how does that translate to funds is in order to continue attracting and recruiting t talent, you need funds to invest in your benefits. And so, that's kind of what we're talking about today. So, kicking things off with the state of the healthcare market. Um I think last time I was here in the fall, maybe in the winter, we we talked about this slide. It's been updated to 2025, but this graphic is from Kaiser Family Foundation, and they do a lot of nonprofit work in the in the
011healthcare market, just evaluating, doing studies, things like that to give us some insights. And it is no surprise to us that the cost of premiums, the top number is family premium, the bottom number is single premium, is going in one direction, and it is probably going to continue up and to the right. Um, in fact, the the rate of inflation is like something of 200% and it's far out the wage in uh regular market inflation um by a long shot. Um, and I think we're at a point now where selfunding used to be something larger groups or private sector would do, but we're beginning to bring and and realize that this is going to be unsustainable. And if we don't do something a little differently, uh, we're going to be in a bad situation. And
012so thinking uh outside the box a little bit is kind of where we're headed. Some of the things that are contributing to that increasing cost, I think, is always good to be aware of. Um there's a lot happening in the health care world that are actually really good things. We are saving the lives of people. We are coming out with medications. Science uh has advanced medical interventions in a way that extends our life and improves our life and can actually eliminate conditions and and diseases which is really good news but it comes at a cost. Um, it's also fair to say that we're the in when we compare ourselves to the to the world, we have the highest cost of insurance, but we have the most unhealthy population. So, it's not necessarily all rainbows and
013butterflies. There are some opportunities that we need to engage in the healthcare world and industry and change things. Um, and we'll talk a little bit about what that looks like. So, in 2026, we had um uh as we were leading up to the renewal of 2026, we were projecting uh like Heather Family Foundation was projecting 6 to 10% increase. Employers were prepping for 12 to 10 to 12, but actual increases were o over 20%. Um and so that again is just lending to the idea that we really have to start thinking differently about how we're going to do this, how we're going to approach things. Um and so some of the sustainable solutions really is uh you know representative how employers can kind of think about strategies really on a spectrum. It's not just every
014single decision all at once. It's a constant evolution and evaluation. Um and so three of the things that we're going to focus on today is foundational. So how are you funding your plan? What alternative models can we consider? We'll also look at cost containment. what solutions are uh built within a self-funded plan that you can leverage to help bring down your claim costs. And then lastly, member integration. At the end of the day, we know that it's all about the employee and we need to improve the member experience in addition to helping us reduce cost. We can't just reduce cost by reducing benefits anymore. That's not a strategy that's sustainable if you want to live into your benefit philosophy. Okay. Um, bringing this a little bit more locally, let's talk about schools in Wisconsin. So,
015right now we're about 75% of the state of Wisconsin from a school perspective is fully insured, but that is a growing minority. Uh, we're closer to 25% self-funded as schools. Um, more recently, we've had a couple schools locally moved to self-funded for 71. Um, and a handful of other schools in variety of sizes uh from 50 to 500 in this area are self-funded. So let's talk about the basics of self-unding. So really fundamentally I always like to use this analogy. Self-funding is like uh self-unding compared to fully insured is like comparing a Netflix bill to an electric bill. So in fully insured it's like Netflix. No matter how often you use it, how much you're streaming, whether it's heavy in the winter, light in the summer, you pay the same fixed cost every month. And
016every so often Netflix will decide what your new premium is going to be. um regardless of how you negotiate in most cases. In self-funded, it's really specific to use. So, if you have a household like mine, we have three teenage boys. They're standing in front of the fridge all day every day to never shut the door. Um I pay a little higher electric bill as opposed to somebody who's a little bit more efficient with their electricity. And so, you're really only paying for what you use. Um that's how self- bunding works. So, we'll dig into a little bit more detail, but that's really high level how we kind of compare the two group. Real quick on the split for the 7525, are you seeing many like co-ops where multiple districts in a region will be
017joining together versus just a single district? >> That's a really good coop. So that that goes into a much uh further detail of how do you selfund best? And so there's a lot of different uh plans and programs in the market right now. There's uh consortium plans that are fully insured. There's group health plans that are community owned and community based that are independent and or done within a community of plans and we have groups that are in all of those things. >> Um, one of the advantages of doing that as a group is it gives you leverage in terms of group power, right? Yeah. So, if I'm uh if I have 1,500 members on my plan, meaning 200 employees and all the the kids and spouses together and we go to get uh quote
018their bids is not nearly as powerful if we have 5,000, 10,000, 15,000. Yeah. >> So, what if we link together with Hudson, River Falls, Baldwin, uh Sola maybe? I mean, like is that a possibility? >> Yeah, absolutely. So uh this in the coming year you have a little bit less of options because of the contract that you have with health partners but long term I love that thought process is what do we do long term and I think that would be an absolute great fit for the central stitch schools >> kind of give an example you know forever the union dictated by union health insurance >> and I was on the board at Westfield hospital back in then and the Their group was small, so they didn't have the leverage, bargaining leverage. They paid the
019highest rates any hospital because they didn't bring 20,000 patients to negotiate lower rates. >> But the disadvantage of a co-op, is it true? Um, if you create most of the cost, you could be booted out of that co-op. >> Um, it's a really good question. It just really depends on the co-op. So, um, in some cases, like a couple of the schools that you talked about, they're all self-funded together within their stop loss only. And so, they're being underwritten independent of one another, but they're also sharing a group risk. Okay? >> So, when you have um, you know, really big years where you have a lot high cost claimants and then really years where you have a lot of low, you have these really big mountains and valleys. And when you're in a group plan,
020you kind of create those hills of mountains into hills. So it's like a little bit of a curved and not as many highs and as many lows. So you are helping those who are having a bad year when you're having a good year. And then the vice versa is Yeah. Um depending on the cooperative or the group communityowned plan, there are stipulations of whether you can be in it or not, if you can picked out or not, if you have to have like a three-year commitment or not. Um, and if they, you know, they require participation within certain programs. There's all kinds of caveats and they're all very >> Great question. Thank you. >> You guys are ahead of the game. This is awesome. Love it. >> We talked about this a little bit. >>
021Yeah. Good. Yep. So, uh, within the within the framework of a selfunded plan, you need to find someone that's going to administer your claims because you don't want your team taking in EOBS and bill uh, bills from providers. you want to outsource that piece of the claim operation. And so there's two very different um administrators of claims. One is uh administrative services only and then one is a third-party administrator. And the real net difference between the two is an administrative services only is an insurance carrier typically. So Anthem, UHC, Health Partners, Medicica, um UMR, those types of things. They're they're typically an insurance that's core focus is fully insured, but they will also manage self-funded plans. In a third party administrator, they are very independent and only manage self-funded plans. That's the only thing they
022do. Um, and you'll find within a nuance between both examples, but in general, oftentimes the ASO is a really nice package deal where they're bundling all solutions, all the pharmacy stock loss, um, care management, and any cost-saving solutions within their own model. Whereas a TPA, you're allowed to vet those and bring them to the table. And the TPA is very agnostic as to how you come to those solutions. cost comparison. >> It varies. Um, but I would say generally speaking, the ASO in your group size tends to be a little bit more expensive um than the TPS with a little bit of a variation. So, components of a self-funded plan, and this is we're going to bring this slide up a couple of times because there's a some terminology I want you to keep in
023mind once we get into the the exciting numbers part of it. But generally speaking, when you're fully insured, this pie chart is 100% fixed cost and that's based on premium. So, health partners dictates what your premium is every year. You have some uh opportunity to negotiate that down further if you um you know, you can add negotiating power, go to market, bring the rates down, change your deductibles, those types of things. In a in a self-funded model, 75 to 80% of your total cost in your budget is going to be claims. literally just paying for people to get care whether it's a well maybe check or you know heart transplant and the whole thing right then you have about 15 to 20% of the budget which is going to be what we call fixed expenses
024or fixed costs and these are very specific costs that are built into the plan to do things like manage your claims at the the ASO administrator premiums for insurance within the self-funded plan. So if you have a really bad year, your your plan doesn't go upside down and and a few other fixed costs that we can talk about throughout the throughout the the plan. So fixed costs is about 15 to 20. And then the last item you're going to want is to have some type of a plan reserve because we always want to make sure that you could generate for bad years and um can build a little bit of reserve. Then you also have um some reserves at the end of the year when you think you're done paying but those claims at the
025end of the year hit the plan and they don't get build for two months. You need to have a little bit of reserve for that incurred but not quite received sense. Do do any of your I guess your stop-loss coverage does that cost go down as you build up that reserve over time or is that kind of a set >> not organically not on its own but what you can do is as you build that reserve you have a little bit more cushion to take on more of the risk and increase your threshold that would decrease your premium. >> Sure. >> Yeah. Good question. >> So speaking of that you must you must have known where I was going. So within a self-funded plan, you have two insurance uh insuranceances I would say um to
026kind of protect you from the catastrophic. So the one on the left is specific or individual stop-loss. I don't know why they say stop loss makes no sense. Doesn't really mean anything, but specific or individual coverage for individual person. So let's look at Tom, John, and Sally. If you're specific deductible, at this point we're recommending 125,000. That's where that black bar is right in the middle. So, let's say John had about $100,000 in claims. You pay for all of Jon's expenses. Sally didn't have much. Couple of well checks, nothing serious. You paid 100% of her claims as well. Tom, on the other hand, had a really bad year. Some serious conditions, some issues, illnesses. Um, and he went at about 175. So, because your deductible is at a 125, you pay 125. Your plan uh
027coverage would pay 50. the difference anything over the specific deductible. So just like car insurance, you pay the deductible, then the insurance plan pays everything else. So on the right side you have aggregate. So aggregate is really just like the collective total in a plan year. So if you have a whole bunch of Sally's, you're probably not going to have a lot of claims on any given plan year. But if you have a lot of Tomms and John's, you're going to have a really high claim year. So, what's protecting you from just going way over what we anticipate your claims to be? So, when you get your your proposal, we'll look through this when we look at the numbers. You're going to get an actuarial evaluation from the stopless other that says, "Here's what we
028think your claims are going to run." And they will give you a 25% corridor because they don't have a crystal ball. They don't know exactly. They're going to give you 25% uh leeway and anything over that the insurance plan would pay. So you get expected and if you exceed 125% of expected then the insurance plan would pick it up. So let's say you anticipate a million and you go to 1.5 million they are going to cover one point we're going to cover 1.25 they would cover the balance >> in the next year our premiums go up. >> Okay I mean that's the underwriting but again if you think about in your claims bucket those fixed costs are only 15% of the total. So your claims may indicate an increase for staff loss but it's a
029tiny little amount compared to your total amount whereas currently a 20% increase on a fully insured premium it's a lot of money that's a huge increase right >> so just to repeat what I think you what I think I heard these plans obviously you have the total amount >> uh but then there are individual maximums built within there that the stop-loss coverage covers as well >> right so anything above that black line, an individual is capped. >> Yes. >> Yep. So, if you have like a million dollar preeie baby, you're not on the hook for that. You're only paying 125% for each person. And then all of that is added up as the plan year goes on and you wouldn't exceed 100 over 125% of the total expected claim in any given year for everyone's.
030>> Y >> good. I don't read this. you guys have this material can dig in. But just a couple of comments and items that we went through um with the admin team of what they can expect as far as the workload because that's one of the probably the first questions I get. One is what about catastrophic cleanse? And then two is do I have to hire someone else to do this for me? And the answer is for the most part no we would anticipate some of the bigger things that you're going to do is not necessarily new. So, finance director Sarah's already looking at what bills are coming, invoices, balancing those out each month. She's going to be doing the same thing on a self-funded plan, maybe just weekly instead of monthly. Um, the HR
031team is really responsible for employee communication because that is something that we strongly strongly say that is a big focus. So generally speaking, I would say on the reporting side for the plane management, they're like 10 hours a year more. Um just some some of the compliance reports and things like that. So not an egregious amount of more work. It is just different level of commitment. Okay. So, when we're evaluating self-funding and trying to decide when is the best time to go, the most important thing to remember is that we are looking at not only if it's the right fit for you as a district with risk volatility and um cash flow and all those all those types of things, but also claims like how are your claims being managed? How are you doing in
032terms of um how many high cost claimments do you have? you have a really high or out of normal plan population health. So, we'll look at that really high level. Over the last three years, you can kind of see on the bottom right side, the total amount of claims that have come on to the plan. Um, over the last three years, you've had about a 40% increase. The majority of that came from 20 the jump from 2023 to 2024 and had some bigger claims. Um, so when we look at the trajectory, kind of like a a visual, this this one on the right side, you can see that the trajectory is slowly going up, but maybe not as fast as that first slide we looked at, that healthcare market slide. Um, that's good. You don't
033want to move to self-funded when things aren't going well, right? You want to move things are going positive, your your population health is positive, so that you can start to build a reserve and manage the year. that's going to not be great because everyone's going to have a hard year and you want to build on that reserve um dur when when things aren't going well. Okay. >> Um >> is there any difference of like do the healthcare providers look at either plan any different? I know that's a pretty subjective question, but >> so I think to answer that question, I would say no. However, um every insurance policy has a network and in in terms of networks, what we understand as a network is you have a list of providers that are either in or
034they're not. But actually what happens behind the scenes is those networks are negotiating with providers and health care systems to say you want to be on our list agree to this pricing. And so there are many networks that have more aggressive pricing than others. And so in that sense they are. But as an employee or a member going into a health care provider, if you show them a card and you're in network, they are not treating you differently. >> Yeah, good question. All right, so let's dig back into the funding strategies. So I kind of brought this slide up and said we're going to talk about the foundation of your plan and how you're managing those types of things. U the next thing I wanted to talk a little bit about is cost containment and
035member integration. These things kind of go together. Um so when we think about the the uh cost containment solutions that you have available to you, we're really talking about um specific solutions that target specific areas. Um, and then in the member integration part, we're really focusing on our ability to shift this uh program from an insurance focused model to really a care focused model. So, are we getting people the care that they need at the time that they need it? Again, I won't read this slide line by line, but it's really just explaining the shift of the market that's moving away from that insurance-based model to carebased model. And one of the things and strategies that we found to be the most helpful and impactful is what we would call direct primary care. So by
036definition, direct primary care is really a subscription uh paid by the employer to provide free access to primary care for all of their employees uh spouses and families. Um and in doing so some of the things um impacts and opportunities are that come up are really the core one it's eliminating the cost barrier to care. So we know in the the in the nation 27% of people are avoiding care or not getting the care they need because they can't afford it and 23% of the population are avoiding prescriptions and not getting their prescriptions because they can't afford it. This is an area where we really too feel that employers need to focus on and will eventually need to take some responsibility of this because the long-term impact of that is that people continue to get
037sicker and they're not recovering. They're getting u undiagnosed illnesses that kind of get worse later on. Another thing that we know is that 80 to 90% of care can be treated of a primary care plan. uh primary care currently in the in the world that we live in today isn't what it used to be. So if you think about um I'll probably date those of you that can relate, but if you remember way back in the day, you could go to your provider, they knew you, your wife, your aunt, your grandma, your grandpa, your whole entire life history, and you spent time talking to them and giving them all the >> Dr. Wilhelm was a great guy. >> What was that? >> Dr. Wilhelm was a great guy. And I think that what's happening now
038is that the health care system has a little bit of a um revenue goal that is opposite of what we were experiencing decades ago where we were really focusing on the total care of the person instead of just turning and burning patients and seeing as many patients as we can. You're only given seven to 10 minutes in in a room and every time you ask a question, you're getting a bill for that next day, right? So you go in for a well check and they look at a hang nail or a mole and they charge you for the mole removal in most. So really improving employee experience is probably the biggest impact. And secondly, we know that there are a lot of disparities in the cost of care. We talked a little bit about that.
039If you're in a network and they're giving you certain discounts for certain um care solutions, there is a huge disparity if you use MRI as an example. So, I know that if I go to Oaklair in a certain uh institution, I can get an MRI for $6,500, but I can go into Oaklair also and get the same MRI with the same machinery radiologist that's certified and reading that information for $600. Those are not made up numbers. Those are real. So when we can carve out really high cost care, carve out specialty care, if 80 to 90% of your care conditions can be treated with a primary care provider, we're carving out some of those claims out of your little PI chart and bringing them inhouse to the Supreme Care. So, it comes at a fixed
040cost, but we do know that you can see eventually in a three-year ROI about just shy of 20% in decrease in claims overall. We're getting people the care they need. They're adherent to their care. They're gaining good solid relationships with their providers. We're reducing ER urgent care costs and and hospital admissions. So with the district, we evaluated two great direct primary care options that we think could be really good fit for the district. They're very different. Uh they're very similar in the fact that they are independent care providers. And this is a critical uh detail. So by independent, I mean they're not connected to a healthare system. When when we found direct primary carees integrated within a health care system, there's the likelihood that they would lean their referrals within the care system and we
041miss that opportunity to navigate people what we call a highv value provider. So, Reformed Medicine was one of them. They have a lot of new locations that are popping up in St. Kern County. We have one in Hudson. We have a new one in Baldwin. One's opening into Richmond. um and have seen a lot of success with Reform Medicine. They have about 20 providers that float between all of their locations. Um they offer um in addition to just regular acute care, they offer a great medical weight loss program. Um all of their prescriptions and uh um lab tests are all passed through to the district at wholesale cost. Just as an example, labs markup currently in the in the in the in the industry is about 300% markup. So you can get a CBC count
042for five bucks pass through or 500 or more in the regular market. Um these are some of the egregious costs that we can carve out when we're self-funded and we're fully insured. We're a little bit limited in sensible solutions is another model that we looked at and met with and they're also a great option. Uh they have one location in Baron and they're opening a new one in Roberts in um this summer. Um they have a little bit different of a model in that they add alternative and functional medicine to their care practice. This is a bit of a differentiator. >> Is that Jamie Edwards? >> Uh it is. Yes. Jamie Edwards is the founder of Sensible Solutions. And >> my husband graduated from Central. >> Yes. Yep. Yep. Yep. Good alumni. She graduated from
043Baron. >> She did. Yes. Well, yeah, he half half of alumni. Um, so again, same pass through cost for prescriptions and lab testing, but they add another layer of additional services in terms of uh alternative and functional medicine. And this could really speak to a specific population that really doesn't maybe have a lot of trust in Western western medicine or is just looking for a little bit alternative care. Um so I think uh some of the comparisons I would say is the clinic locations for reform allow your population to get care wherever the reform medicine clinics are open to the public whereas the sensible solutions limited to just Baron and Roberts and the Roberts would have one nurse practitioner. Uh Baron has one nurse practitioner. Um but overall >> are you limited to one or
044the other? Can you >> you can go back or Roberts? >> I mean is it the refor or the sensible solutions? >> Sorry. Yes. So we're evaluating which direct primary care you would want to use as uh as an organization. So it would either be reform medicine or sensible. You could do both but that really digs into your cost u because it's not it's not for free. Right. So the very bottom uh outlines the cost. So uh Reform Medicine is offering a fixed cost as a a per employee per month of $39. It equates to about $280 in uh year one. And then in year two and three they inch up your uh cost of $79 perm as you build up yourization. >> Nothing no data for sensible solutions in year two three. No projections
045out to year two and three. >> Yes. So in the sensible solutions their annual fee for three years is uh a pepm and that cost would be about 328,000 >> And it stays flat. Correct. Yeah. So they're building uh reform is allowing you to build up to that but their total out of pocket would be closer to 600,000 by year two whereas sensible solutions is a little bit lower cost where their annual total is about 328,000 for the year. >> And so the idea being you have you are self-funded over here. This is a a program that you purchased to incentivize the population to seek care proactively with the idea being that will reduce our costs of the self-funding by x% and therefore year four five six you're >> cheaper than what you would have
046without the service. >> You nailed it. Yes. Again the ROI on this can be up to up to three years. the more people that use it, the more utilization. You're you're paying a fixed cost no matter how many people use it. So, the more uh incentives and promotion and that's kind of why employee communication is so critical at this point. Um the more utilization you have, you're carving those people in the regular health care system out of those claims and you're pulling them into the direct primary care. when they're when they're in that direct primary care that we know they're more likely to adhere to their preventive and treatments. Um, and these providers are very both are equally very committed to improving the health of your people, get them out to medications, help them lose
047weight, get them to their goals and those types of things. That's a huge differentiator. Primary care is like the Netflix there. We're paying for it no matter what. So, we got to really encourage utilization and get folks in the door and see the advantage. Number one, you know, the appointments aren't not out weeks or months, right? They're I mean, the same day, >> even with Sensible being one location that's close, it seems to me that that would be harder to get an appointment there versus >> 22. Uh, that's a really good point. We did push them pretty hard on that. And so their model is to have a nurse practitioner on site and then have a nurse instead of a medical assistant so that that nurse can do things like provide vaccinations, lab testing, and
048some other things so that they're still available and they're positioned in a way that they want to have openings. Both are positioned to schedule uh in a way that allows same day appointments. And you know, both of them said, you know, same day is the goal. If you call at 4:00, it might be the next morning, right? So, uh, that's a great question because that's critical, right? We want to be available and every time we can avoid an urgent care or emergency care visit, we're saving a ton of money. Plus, we're improving that experience for employees because a lot of times if they just need, you know, sinus infection and they just need to pick up a prescription, some of that stuff is actually on site. So you're there, you get tested, you just need
049some moxicilan, here's your bag, go home. Man, what a great experience. >> I think the other thing to just note is from an employee communication. Our goal is not to disrupt a relationship. If you have a primary care provider that you are just head over heels over and you have a great relationship, that's amazing. Please don't don't we're not looking to disrupt that. But you could also run your labs through the on-site clinic and save money because to the employee it would be free. Um and to the plan it would be you know less that 300% markup. >> What's the co-pay if I go out of network? So if I don't go to this this and I go to Angela Brandise who I've seen for the last 20 years. So, we haven't really dug into
050a lot of the plans, but typically in a year, we move self-unding and do a lot of changes. We don't recommend a lot of changes to your fund design. So, my message to you is if you have a great relationship and you don't want to change, go to your doctor. Nothing changes. >> So, we don't have to say, oh, your co-pay is >> correct >> 80%. >> You may eventually decide to adjust those tier models and change your plan design, but the direct primary care clinic regardless would be no cost to employees. if you were an employee. I mean, and you had to make a pick. I mean I mean if it's me and I'm with my kids and I've got you know one looking to go to school in Oaklair and one looking to
051you know I'm thinking with the amount of options that that refor looks a little more appealing but obviously the dollar amount on the sensible solutions looks much better because everybody's trying to balance a budget that keeps dwindling. I don't think you would lose either way, but in a year you're moving to self-funded, I'd be slightly less I would be a little bit more cautious with the reform based on that price. >> Yeah. >> Um but yeah, I I don't think that you would lose either way. I really like the idea of Sensible Solutions also offering that internal alternate functional medicine. That's very unusual and and there's a lot of people in the market that really want that that don't have access that you know again when you think back to your your benefit philosophy when
052you talked about recruitment and retention could be a that could be a big attractor to the district. So again you would win either way. I really like that reform has multiple locations perception which I think is reality. So, you know, my daughter's a family practice doc, but um they have nurse practitioners or, you know, other ones will have a u >> like Yeah. So, Sensible Solutions would have a nurse practitioner on site. Reform has a variety of medical doctors, PAs, NP. So, I don't want to go to a nurse practitioner, but the fact of the matter is in in you go to New Richmond, their clinic, they have nurse practitioners that are caring full of patients. You wouldn't even know the difference. >> In order for a nurse practitioner to practice, they have to be
053have some type of oversight with a medical doctor. So, they still have access and resources that a medical doctor would have. Um, >> and the industry is moving because, you know, they spend 300,000 on a doctor or >> Yeah. >> 200,000 on a >> what's the other there's a it's a three-year program they go to, but >> no, DO is like an MD. Uh, I >> physician assistants like uh we have a St. central grad that's physician assistant in New Richmond Clinic. >> Sure. >> And she's the chief medical officer of the whole hospital. >> She has a full book of patients and uh >> you wouldn't know direct care is more your basic preventative but your quick stuff. You know your infant has a ear infection. You can get the antibiotics quick and get
054it quick. But they also for serious things can refer make referrals to the specialist. >> Correct. >> Right. So under the regular model you're going to typically get a referral. Right? So if you have diabetes, you see an endocrinologist. If you have a mole on your skin that you're worried about, you go to a dermatologist and you wait nine months. By the way, >> um in this model, the direct primary care, they they will take the time to help you through those things. And so that can be a little bit of a benefit and not just being constantly triaged, which is part of the point. >> We'll have relationships too, right? Uh with um negotiated uh prices and things like that for those referrals. >> Correct. Yeah, Tim, will you give me the attention? >>
055Yeah. >> 7:45. >> Got it. >> Well, yeah. And the other thing is, Alicia had pointed out when we met earlier, you know, these aren't related, right? They're ancillary and makes sense to do together, but you don't have to. We could do direct primary care, you know, tomorrow. >> Um, you know, but it is an extra cost, you know, for the budget. As you can see, >> the purpose of this was introductory. We don't have to well our contract we're stuck for two years but um generally we're a January 1 renewal so we have time when the act 10 happened and uh we had a choice between the union insurance or any other plan. It wasn't a Tim decision. It wasn't a board decision. We had a committee >> with teachers, staff, administrators and literally
056we went line with the help of J counter at the time uh line by line and matched every single provision of the union contract. So there were no changes in coverage and we saved a million dollars. That was the the the upcharge that the union did in part because they could they didn't negotiate rates in part because you're funding profits for the union to use in their lobbying efforts and they were a captive every school district in the country or in the state had to use them. So I would anticipate that we would do I mean just at that first statement that you talked about attracting talent we aren't going to make this decision without involving our employees because we don't want to make a change and then hear oh I can't use my doctor
057anymore or my kid doesn't get to his asthma medicine or whatever. We're going to go through a process that would assure that all of the choices in any of these plans and my sense is we can have identical to what we have now. Now, there may be some places where hey, you know, an MRI is an MRI. You got to go someplace you've never been before anyway. So, why not go someplace we can save 500 bucks? Um, those are choices that we can make. But, >> yeah, a couple a couple of notes I'll make. So in terms of timeline uh you h in order to move to self-funded for health partners you have to make your commitment prior to July 1 >> of this year >> or next year >> for the 2027 plan >>
058which we have to do before July >> we'd have to do it in 40 days >> correct >> well with health partners because it's a two-year contract they would allow us to go selfunded but they'd have to be our like >> all so last year we renegotiated a reduced rate in exchange for a 2-year agreement. So, we promise not to leave you. You promise to hold our right to this point. That's kind of the agreement. So, they we included in that contract very specific language that said if you want to go self, we give you that right to do that. But, they just need to know prior to July, >> which would be a huge turnaround for change management and staff learning about this like that would be too quick. But I think um this
059is a good start. uh and and so then we have you know about a year to educate and and make decisions and look at all these things even between those two. Yeah, we've we've interviewed we've vetted them you know but that was just kind of learn about it. Um that would be something again it's a competitive right negotiation would be done in session you know all those things but I think the the first step was uh you know just kind of some of us uh admin uh getting introduced to it. Yep, this is something I think the board should hear. Then if the board's like, "Yeah, let's let's continue to move forward and learn more, introduce it to the staff." And then if you're like, "Yeah, this makes sense." You know, that's that's what I
060asked Lyn and Alicia. If this was you, what would you do? And your answer was >> it's a no-brainer. >> Yeah. >> Say for this year, it's a no-brainer. Even if you're if if you have the capacity to do to make change now, it's a no-brainer. Um, and that's just based on the cost because we can if you want we can walk through that. Do you want to do that now? >> Yeah. >> So, your initial fully insured offer right out the gate was the cap the rate cap for year two which is 12%. So, if you look at your total new premium that's 4.2 million. The district portion of that increase ends up being 456,000. So, that's the that that's the total fixed cost of a 12% increase. So keep those numbers in mind
061as we kind of go through the self-funded offer. So the first two bullets is kind of setting the stage of what you're getting, right? So we already talked about your specific deductible is 125,000 per person and that max cost is 125% of what they think your expected claims would be for the year. Okay. So from there there's two options. Option one, I'm gonna use my little laser pointer because it makes me feel special. Okay, option one is where uh in in the pharmacy industry, there's this thing called rebates. If I could wave my magic wand, this is one of the things that I would get rid of tomorrow if we could. Just creates extra things to think about. But rebates are uh a manufacturer's incentive to entice pharmacy benefit managers and employers to fill their
062medication even though they're very very expensive. So, hey, this humid drug, it costs, you know, $8,000 a month, but we'll give you a rebate of $3,000 a month if you fill this drug with us. So that rebate can either come back to you as the district because now you're self-funded or health partners says if we give you a break on fixed costs will let we'll keep the uh rebates. So your two options are the district retains the rebates or option two public partners retains the rebates. So your fixed admin cost, this is the per employee per month equivalent of you paying health partners to manage the claims, right? It's a fixed cost. You're just paying them to have the network in the pharmacy and manage member services and claims. That's 938,000. You compare it to
063option two where they they're going to keep the rebates, it's 677,000. So, it's about $240,000 difference to allow health partners to keep the rebates and you get a lower fixed cost to kind of give you a little bit more cash flow. So, that would be what we would recommend. uh when you do the math um it seems a little off. And so we challenged Health Partners a little bit to kind of sharpen their pencils and and consider how if they're estimating a rebate over a three-year book of business average at 148,000, but they're adjusting their rates, their fixed costs at about 240. This was a little bit of a >> negotiation head scratcher. >> Yeah. Um, so we did go back and kind of challenge them a little bit on this and they're standing firm
064on the software. We weren't able to move that much. Um, in the general world of TPA versus ASOS, it's pretty typical for ASO to offer this, keep the rebates or pass the rebates on and they give you a pretty good break on average costs. In the TPA world, they're agnostic. They're not looking at they're not a pharmacy benefit manager. So, they just pass those rebates off to you. So, that's a little bit of a differentiator. When you asked about how the costs, this is an example of where we'll see. >> Okay. So, uh if we if we think that the option two is the better one because it gives you a little bit more cash flow, I think that's a great idea. So, just kind of seeing this through then. So you have expected plus
065this fixed cost here puts you at about 3.9 million total and that max remember it's 125%. So if you go over that they would cover it. So your max would be 4.8. So as you're budgeting you know that you're going to be somewhere between 3.9 million and 4.8 million. Um, and if you you go back up to the top, that compares to your fully insured premium, which is known at 4.2 million. >> That's a lot of numbers. >> Makes sense. >> So, it only saves us 240,000 >> in year one. It does. Um, but again, this is long-term. I would never recommend anyone move to self-funded because it saves you money in year one. This is a fiveyear 10-year long-term strategy. It's philosophical. It's >> build up your reserves costs >> doing things like direct
066primary care that adds to your fixed costs but in the long run will reduce your total claims, right? So, those are like long-term strategies that you're evaluating. Um, Baldwinwoodville School District is one that did the direct primary care first and then three years later they moved to self-funded, right? So, they're they're kind of flipping the the trajectory so that they could get that utilization stable before they moved. Um, and that's just like another way to look at it. So, those solutions aren't necessarily tied to selfunding, but they can be. Yeah, there's long-term effect I think is educating your staff. >> Yes. >> They use health care, it costs money. >> Yeah. >> So, be be a wise shopper. Don't not use it. In fact, we're >> introducing a model that has you use it more.
067>> Correct. >> Be proof. >> Yeah. Care navigation is an area that's a huge opportunity that we usually recommend you do in addition where you're you're hiring a third party to help members shop care so that they can understand where do I go to get that MRI or I need a name knee replacement and then Care Navigator is saying you can go to Rice Lake and get $49,000 knee replacement or TRIA in St. Paul and get it for $25,000. Um and and those are very very impactful. We're pro promoting the high value provider which means high quality but fair pricing. Uh we're not looking for the Kmart special that ages me. I know. >> And does that counseling come with data on outcomes? >> Yes. Yeah. Absolutely. Yeah. >> So So in in my company,
068we're self-funded, but we offer an incentive to employees. Is that >> Yes. Could that be? >> This only works when you do an incentive because if I call you and you say, "Well, I already hit my deductible. It's from healthare now." There's no motivation, right? So, we always tie a incentive, >> okay? >> And it's usually like the top 20 most common most common procedures, but most egregious in pricing disparity. So, it's going to be knee replacements, MRIs, uh you know, imaging overall CT scans, those types of things. And then muscularkeeletal procedures, whether it's like a shoulder repair, be replacing those ACL tears, all those things can be very different in >> scan and Mayo on short notice, $9,000. >> Y could you give an example of an a common incentive, Alicia? >> Yeah. Uh
069so like um in this model, we would say like an MRI, if you got the if you took the recommendation, it would be like $500. um a a CT scan, it might not be as dispar disparaging in price differences. So that'll be like 250. A knee replacement or hip replacement would be like 2,000. >> When you say 250 3,000, that is directly uh paid back to the employee for choosing that one. >> Yep. It's still it's still eligible for tax. You want to make sure that goes on your payroll, but yes. Yeah. >> It's crazy to take, >> right? And I mean, especially for an MRI is an MRI. >> Yeah. Yeah. >> Yeah. The discrepancy is crazy. So, yeah, this is this is a huge piece like this this part here. >> Clarification is
070a really helpful piece as far as education goes. You're telling your people be good consumers and then they're like how? Yeah. >> Right. You can't call a provider like what's my unit place? >> So, sorry. What's the what's the training plan for for the staff? Is it on a PE day you come in and you do our presentation? Is that how this gets rolled out? haven't gone that far. >> Yeah, she's >> the best part of this model is staying with health partners is there's not a lot of extraction to employees, right? Because they still have the same ID card, same network, same providers are using right now. If you add direct primary care, that's just a layer of a benefit on top of your insurance plan. And that's why I also recommend that you
071don't change plan designs a lot in your one. Keep them as close to the same as you can. um because it does help keep people's, you know, anxiety levels a little bit more in check. Um so really it's more about being a good consumer and the St. Cry Central team does such a good job of education already. People know I mean I come out every at PL days in August every year and I feel like I just repeat the same thing. I have friends that work at the school and they're like I called before I made my visit. Like you guys do a really good job of educating and so we're just building on that. So yeah, we do uh we'll do a roll out of what is self-funding, help people understand it from like
072an employee level. What does it mean for me? Um we'll do consumerism. Um Althus is a career navigation program that we evaluated. They will come out and do a they do a great presentation kind of help people understand why. Um yeah, >> got it. Jeeoff and I talked about this care navigation Friday and it's a common myth. People say, "Oh, you gota," they make you call this person before you, you know, get make an appointment and they tell you they can't or, you know, thumbs up or thumbs down. That's a myth, right? They just give you advice like, "Here's the cost here. Here's the cost here. Here's an incentive if you choose this one." You're still free to choose, but it's just another step of intentionality around consumerism. Um, it's a win-win when you have
073a high deductible, right? Well, till they meet the deductible. I'm at my deductible. Woohoo. you know, I don't care and this is a win-win. >> My approach and philosophy is always carrot and stick approach, right? So, we are not here to force anyone to get here. We're not forcing anyone to go to specific providers. We're just offering opportunity and focus to give you a better experience. Whether that's an incentive to make a better decision or a free access to a provider that can spend 45 minutes with you instead of 12. Okay, >> just to use a a egregious example, like let's say year one we only spend $3 million instead of the four whatever we budget. There any like implications to that money still being left over just given we have so many bucket? So
074there it has its own we understand it you have to have it in your own pool right you just can't take that money now and spend it on a bus but no um and then the nice thing about this account right is you can invest right and get interest on it and and grow that as well but no then you just save it right I understand for like a rainy day like a bad year >> yeah the biggest regulation in terms of the funds is you have to earmark employee premiums to not be used for general assets your assets, right? So, if you're contributing 88% or whatever, that 12% needs to be held and only used on your medical plan. The rest of it, you can um you know create some policies within the board
075that's agreed upon that says, you know, our incur not received and our reserve balance should always be at this level based on clean activity, three-year trends, projecting two-year trends so that if you do have a really good year, you know how to responsibly use those funds. You don't want to have too much, right? This is taxpayer money and you're responsible of that. So, you can you can create spend down policies and you can and use that to invest in new employees or books or whatever. Um, but still with some some safety measures like one keeping employee premiums into the medical plan and assets um and then making sure that you have enough reserves to manage those fluctuations and years. One of the questions I asked because, you know, we can't reserve money in Greg Green's
076fund to buy a boiler that might go bad next year. We don't get to reserve or it cost us state reimbursement. >> But in this case, we can't that we if you have your selfinsured >> with specific Yeah, >> there's rules and all that. >> Yeah. >> What I don't quite understand is maybe so it's in the reserve. We can't spend any of the employees money, but most of it's our money. Um, my guess is we can't probably can't spend that to meet the June budget deficit, but we know that we have that money in so we can can overspend next year, you know, to draw that down by not contributing. If you think about like if you look at this example where you're saying we we expect to spend anywhere from four million to
0774.8 million and you have a reserve of like 12 million. It's probably too much money in a reserve, right? So it's when it gets to that point. >> We can't collect we can't collect interest on that. >> You can't collect interest on >> invest you get to invest it in. >> Yeah. >> Oh, that that's changes the pace up a little bit too then. And are are we still using the state investment fund for investing money? >> I am not quite sure. >> It was on the on the referendum >> which is against referendum rules now. >> Not >> we don't have >> Yeah, >> but we actually do have money to pay a couple million bucks. Where is where do we keep that? >> Citizens. Yeah, >> that's the one that they >> It's
078not always two million though. >> Yeah. No, I >> But this would be a bigger chunk that we would need. >> So, what's your advice on and make sure that we maximize your funds management? >> That would really be an actuary to help. You would hire an actuary to create that for you. They would look at your past three years. They look at the next three years and say, you know, based on expected, we would recommend your fund balance be positioned here and then three years down the road. >> Is that part of the third party administrator fee? >> No, it's totally separate actuarial evaluations. >> Oh, yeah. We we you know, instead of collecting the premiums and paying them to health partners, we collect them and just put them in this fund. Let's say
0794.2 million. But you that is new to me. I think I didn't hear that before. There is a portion of that that can be spent outside for other uh costs within our operating budget >> separate from what the employees put in. So what school district puts in is what you can use for other stuff. >> I see. >> That's why we want an actuary to do that for you because you don't want to send it down to a point where you're in a really bad spot in a bad year. Right? So the actuaries will say you need this much for uh incurred but not received and then you need this much to have as a reserve to protect yourself against those harder years. >> What's that consulting cost like 10 grand? >> Yeah, it's like
0805 to 10,000 depending on how many policies you want to put in place and that's just done once a year and fund >> 25year plan. Um, last couple slides and then I'll I'll get out of your hair. Is we did have >> You're not gonna get out of mine. >> I'll get off everyone else's hair. So, Derek, uh, is we did an actuarial evaluation. What is the likelihood the district would succeed in a self-unding model if they went in self-funding for 2027? So, some of the things they do is they look at the the claims data from 2025, January to December. um they take your fully insured renewal and your fixed costs and they run it through a Monte Carlo simulation or something similar where they're they're testing it repeatedly repeatedly repeatedly to see how
081it would perform and the result is that selfunding will outperform fully insured in year one by 72%. So that projecting into more long term, it's 90% likely to outperform over three years and 98% to outperform the next five years. So when Tim mentioned what you know what would you do if if I were you, that's why I said that like this is a no-brainer to me. Um whether or not 2027 is the year for you to move because of the whatever is going on, that's besides the point. And just I think based on the planned performance and things going on now, this is this is a good move for you guys to consider um in the next couple years. >> Well, thank you. >> Yeah, you're welcome. There's more material in there. >> Alicia and
082Linda and their team has been amazing. Had a long relationship with them. even with just like the straight up uh fully insured thing, there's a lot of moving pieces that you guys have always helped us navigate wonderfully. Uh and even like and she says, "Oh, the district should go back and negotiate." The district doesn't go negotiate. They do. And they've always come back with a lower rate and pushed back. That's again, you see what the kind of money that we're we're working with. That's it's a big number. That's a big uh annual cost. So, every percentage helps. >> How many schools district you guys representing these days? >> Uh, I think we're about a dozen. >> So, back in the day, I introduced Linda to St. Croy Central, one of the very first districts that
083>> a lot you remember that because I'm sure she does, too. I mean, they just have always done such a marvelous job and the interaction with staff, the admin staff and employees. It's just been that's the reason why you come back every year. >> I' I've been here just shy of 10 years. Linda's a huge mentor. I've been working with her the whole time. Um, love Sacred Central Schools and appreciate all that you guys do for our community. So, it's a not for the faint of heart. I know. Thank you so much every >> more time than we expected but absolutely well worth the time. Thanks for this time. Um measures report great balance of April 30th, 2026. Um, Citizen State Bank checking balance of 3,292,66.75. Citizen State Bank money market $12,299.33. 146 is at
084$62.70. Fed prevention is at $5,5963. Death service at $935.3. referendum is at $62,428.38 for total account balances of 3,373,562.13 >> second those in favor motion carried >> consent agenda we have the minutes the bills curricular modifications which there are none um motion to approve Move the consent. >> Second. >> All those in favor say I. I. >> Motion carried. Nay. Motion carried. Student enrollment update. >> All right. Uh we actually have five students in seats uh from last month. 1560. Um you can see the bottom right hand corner. Always like to point out our virtual charter school was at 342 students as compared to 321 LA last May. Um so just want to point out um our elementary school obviously is the largest with our 4K 618 students in our elementary 477 in middle school,
085486 in high school and 485 in our virtual school that we're serving. So um our virtual school except continues to grow. That's it's a a lot of students. And then uh yeah, obviously our open enrollment numbers are um really good. I think you showed that shared that graphic last month um about middle border conference and where we rank. We're only one of two. I think Altuna is barely to the net positive and we're at 333 for our open enrollment to the positive. So that certainly aligns with our our vision and our mission. >> Great. No approval necessary. Student recognitions. >> All right. Uh, first off, Ty Todd. Uh, Ty, thank you for all the hard work and dedication you put into creating valuable opportunities for students in your class. Your effort and commitment to providing
086these experiences are appreciated. Brad Hoer, Mike Nielsen, Derek Miller, pat yourself on the back here. Thank you for your dedication to the wrestling program and your continued support of girls wrestling as it grows. the impact of your work is showing in how the program is developing and the opportunities being created for these athletes. And then Jill Trudeell, Cadence Trudeell, Dela Miller, Nola Miller, Sydney Stav, uh Amelia Miller, >> Sydney who? >> St. Sorry. >> Dave, I don't know. I can't remember. We We joke every month about why am I >> I think you just got a promotion. It's old badger quarterback. Anyway, >> he was French. >> Mattie Pickering and Yuri Richie, thank you for growing your experiences and love for wrestling with the board. It's great uh to see the growth and strength of
087girls wrestling at SEC. Thank you for being a strong role model for younger female athletes. I know it takes time to read those that and they each get a note from us, but I just think it's important for the community to hear what great things are happening by people for our district and pit. So, thanks for sharing those. >> That was that was a board priority came out of, you know, some goals by three years ago. Okay. um more communication and focusing on those things and yeah a hand you know signed by hand and people get their mail at home. I know >> when you go to graduations, they sit on their table, graduation table. Just also I remember when I first joined the board the developments talked a lot about like 100% participation in
088something and when all the girls show up and the numbers you talk about in how it's growing um went along with the esports thing the one time the amount of numbers like I think I think there's a large impact in trying to find a place for everybody um in those types of activities. So appreciate you what you do. >> Yes. Says student achievement, not academic achievement, right? School experience is so much more than academic. >> Cool. >> All right. Lunch prices. >> No, no, one more fees. So, uh, just just an annual notice, um, sorry that, uh, unless the board notifies any administrator prior to July 1st of 2026 of intent not to do so, their contract shall be subject to a single one-year extension to cover the 2728 school year. >> I thought this
089would be a no-brainer until last night, and I don't think there's any move to give anybody any notices. So, >> so that just passes without action. >> The notice is given. Uh, now consideration student fees. You want to do these one by one or all together? >> They're just a few changes. I can just go over them really quick. Um, I worked with Brian Johnson to do the student fees. Um, recommending a $10 increase for the student parking. So, that would be $20. Um, and he also said the college courses are still subject to change because they haven't gotten all the fees from them yet. Um, and the only two really that were changing, well actually the three music 105 and 106, they were changing by $15. Um, the online textbooks were the same and
090then the math 225 was going up $20 as well. >> Any questions on student fees? Motion to approve. >> Motion to approve. Second. >> All in favor say I. >> I. >> Oppos. Motion carry. Lunch prices. >> All right. So, I talked to Chartwells and we kind of talked with Tim as well. Um, looking at a 10 cent raise for breakfast and lunch prices to kind of keep in line with >> I thought it was going to be a lot more than that. >> I think they went up pretty What' you guys do last Last year was fairly significant. >> It was 15 cents for breakfast, >> like 70 for lunch. >> Uh looks like two years ago. >> Motion to approve prices. >> Second. >> All those in favor say I. >> I motion
091carried. >> Finally, building usage and auditorium fees. Yeah, I'd ask that we table that one. Still working on finalizing that. There's a lot of moving pieces and and and it doesn't take effect till July one anyway. So, we could bring that back next month. >> Okay. >> Move to table. >> We just table it. >> Just table. Don't need a motion. >> Fantastic. >> We just have it on the agenda. >> Designation of Citizen State Bank as the official depository. >> Second. Any questions, comments? >> That's say the same. The other thing that I know because we have three million in there is that there's a special provision because you only have FDIC insurance to a certain rate which applies to us. But for public um entities, they pledge collateral some of their assets to
092cover our account >> because are they up to two million? Is that what it is? I don't know what the FDIC is, but >> they'll cover or what their insurance is, >> but we get we have bonds that assets of the bank that pledge us. So, if the bank would fail, we would still be covered. So, >> okay, we have a motion on the table. All those in favor say I. >> Oppos. >> Motion carried. Designated official newspaper to the what's the >> I recommend we continue with the Hudson Star Observer. >> Do you have a motion? Motion. >> All those in favor? >> Close carries. Uh meeting dates. We can't have those. >> Yeah, I I don't know what's it's not loading for some reason here. Pull up exhibits going to Monday. >> They
093should be in Yeah, they should be in >> Yeah, I don't know. >> It was in the packet. Yeah, we did move to all Monday and uh worked with uh RJ and Chance to look to not have them on middle school and high school activities, especially music concerts like tonight, seventh grade. >> We made it. >> We were there. >> So, you were able to get there at six. Good. >> And you know, we're trying to avoid those uh things RJ. So, it's not every third Monday, but it's moved the week up or back. Um we're very intentional with picking that based on your feedback. Motion to approve. >> Second somebody. >> All those in favor say I. >> I carried. >> Um the annual meeting >> because that was set last year. Change that
094to Wednesday. >> Um we have several second readings. We can go through them one by one. There's no changes to any of them from the last reading. Correct. Anything that you want to bring to our attention? No, >> we haven't talked about a motion either one by one or all together. >> Uh, make a motion to approve F through J. >> G through J. >> J through J. Sorry. >> Second. >> All those in favor say I. >> I. >> Oppos adopted. future agenda items. I'm I was going to suggest men's volleyball, but I I won't I won't put that on the agenda. >> You got to coach it. >> He was I tell you, I love that kid. He was he greeted me with like an old friend and he was so enthusiastic about
095his projects and he just quite a kid. He had talked about well I said well if you want men's volleyball you should talk to um Mr. Kilchure. Oh I've talked to him. I've talked to Mr. Johnson. I've talked to Mr. Langis. I've talked to Mr. Whitaker. They all said no maybe. So it was just fun. It was fun. And it's just neat that, you know, we have kids that are that engaged in things beyond what they're doing in class. >> Anything else people want to put on the agenda? Tim, anything you need >> for future? Yeah, I want to talk about a middle school girls wrestling coach. >> Do we need to do next month? >> We have to wait till next month. No, I thought Brad put it on last month. >> Typically would
096do it about this time of year. So, and budgeting for um so yeah, we can >> put that on the agenda. >> Be perfect. >> Make a note, please. Kelly is already making a note. Thank you. >> Brad thought he added it when we were here last month. So, >> I think we approved a change when somebody's stepping up to do that job like shifting them around from the high. >> That was last year. >> We just listened. Y all right. Upcoming dates May 27th teaching the meeting confers with teachers and support staff. Um time do those starters >> teachers at 3:30 and support staff is 4:15. >> Yeah. Everybody knows who's coming through which >> teachers. Teachers teachers teachers. support. >> I'm gonna come to both. >> Yeah. >> And Cali, have you sent
097invites to the people that are appropriate for those meetings? >> Yeah. >> Graduation. I'm dusting off my suit to to hand out diplomas uh on the 28th. And I got a report from Brian that it will not be any longer than six hours. >> They really try to keep things short. I think they have five students talking and and uh who's the adult? >> Chris Buckle. >> Kids kind of vote on that. And so it'll be a great event. Do we have a sense of numbers of inseat versus virtual students that are watch? >> Yeah, Steph said it's down this year. I think only 30 are um walking through virtual school. >> And are they just intermixed or are they separate? They do >> intermixed. They're intermixed by alphabet. >> And then the next board
098meeting June 15th. >> Okay. Ready to go into close session. Someone want to make read that and make that motion? No. Uh, convene to close session a period per Wisconsin statute 19.851- 851- F concerning financial, medical, social or personal histories or disciplinary data or specific persons, preliminary consideration of specific personnel problems or the investigation of charges against specific persons except where part B applies which if discussed in public likely to have substantial adverse effect upon the reputation of any person referred to in such histories or data or involved in such problems or investigations. One, student assessment exemption request two open enrollment applications. B per Wisconsin statute 19.851 C considering employment promotion compensation or performance evaluation data of any public employee over which the governmental body has jurisdiction or exercises responsibility. One approval of resignations, retirements
099and terminations. Two, approval of appointments and contract modifications. So in a those are required to be in close session in our practices because they involve personnel models things that other ones are in close session and we report out the results in open session. So uh >> got a motion in a second although oh we do a roll call. >> I I take a twominut break. Thanks for coming.