001Are we live? >> All right. Well, hello everybody. I want to thank you all for being here in person or those of you watching us online this evening. Uh we will call the special open session meeting to order with the pledge of allegiance. >> I pledge algiance to the flag of the United States of America and to the republic for which it stands, one nation under God, indivisible, with liberty and justice for all. Board, I have a motion to approve the agenda for November 6, 2025 as presented. >> Second. >> Director Pushkar, seconded by Director Ponder. All those in favor say I. >> I. >> Any oppose say no. >> The motion passes. Uh we have one other vote that's happening tonight. It has to do with uh panel purchases and be after this we'll
002go right to a conversation regarding the facility master plan. Uh so board I have a motion to approve the Marco33 interactive panel purchases as presented. >> So second >> director Kuskar seconded by director Ponder. Uh is there any information we need to be uh informed about? >> No we appreciate the board uh putting this on the agenda today. This allowed us to get three free panels. Um, we have to take delivery by the end of this year. And with the holidays approaching, both Thanksgiving and Christmas, there was some thought that if we could bring it earlier, we would know that we would get it in before the end of the year to get order purchased and on-site and therefore get three. So, we appreciate the board allowing us to do that this evening. I appreciate
003that. Uh, thank you for you and your team looking ahead potentially save the district $6,000 um and by having it voted on today versus November 20th. >> That would be all Mr. Gowen and Miss uh Miss St. John. So >> So thank you to Mr. Gowen and Miss St. John. >> More conversation. >> All those in favor say I. >> I. Any oppose say no. >> Motion passes and think now we just go into the next >> need to adjourn. We we need to adjourn the >> board have a motion to adjourn the special open session part of our meeting tonight. >> So moved to second. >> Uh director Pushkar followed by director Ponder. All those in favor say I. >> I. >> Any oppose say no. Motion passes. And so now we begin a
004a work session. And so we have a presentation by Hollison Miller. Um and that's where we will begin. >> Thank you. >> Good evening board. Um this evening we're pleased to join you uh to facilitate an important discussion on district infra infrastructure priorities. Um as our district continues to evolve, it's essential that our physical assets align with our educational goals, our safety standards, and our long-term strategic uh priorities. Our objective this evening is really to engage with you in a focused discussion uh that's in alignment with our district's uh strategic plan by reviewing facility conditions, projected enrollment and emerging educational and operational needs for the purpose of establishing priorities and next steps for facility investments that support student success and educational communities expectations. Um before we begin, I'd like to introduce our district architects, Hollison
005Miller. Uh they will be leading much of tonight's discussion. Uh we do they do have a a new team member with them this evening. So they'll they'll introduce him here in a second. Uh following introductions, I'll review our agenda, the district's master planning timeline before I turn it over to Hollison Miller for uh the remaining discussion. So you got I know the board knows uh Megan and and Justin and we have John here that's with us at the evening this evening. So John if you want to introduce yourself. >> Good evening. John Wayne Hollimar Architects uh architect client leader with Architects. >> Nice to meet you all. Nice to meet you. >> Everybody knows Megan. So >> So uh this evening as we have a clicker >> Yep. You want to go to the next
006slide? >> Yes. >> Uh, yep. Agenda here. So, the agenda, we've gotten through introductions. Um, we'll talk about the district master planning timeline here. Talk about planning priorities. Um and then we'll do a facilities needs overview and then we'll talk about the implementation options. Um so as we always like to do even when uh I give our quarterly construction update I always want to walk the board on the journey that we've been through to get us to the point uh that we're having this discussion here today. So the board awarded Hollison Miller the facility master planning contract back in February uh of uh 2025. Following that, we surveyed uh district staff uh regarding uh facility master planning uh condition assessments, things that they see uh from their purview and things that affect their daily work.
007Uh we provided a progress update at the September 18th uh board of education meeting and then shortly uh I believe the next day we surveyed uh the board uh in terms of priorities as well as district leadership. And you'll hear uh a little bit about that the survey results here this evening. And then strategically uh obviously when we talk about facility master planning the other component is the board needs to be uh h have the information in terms of where the district sits from a debt service management standpoint. So, um, the board heard from Piper Sandler at the October 16th board of education meeting in terms of, uh, debt service management and menu of options that they provide to the board. And then we're here today on the 6th of November and we're going to
008have the board work session to just really discuss priorities. And the goal here, obviously, we're not asking for a vote. is just really a discussion in terms of making sure the work that's taken place aligns with uh what the board's priorities and vision would be in alignment with the strategic plan and other district initiatives. So with that um I will turn it over to uh the Hollson Miller team. Thank you so recap of what we've been hired to do. So, uh, we were hired to do a five-step process. Step one was the game plan. So, that's where we met with, uh, district leadership and we put a game plan together about what we wanted to accomplish and the timeline that we wanted to accomplish it in. Step two was data collection. So, last spring we
009came out over spring break. Um, I think we came out in two or three different groups. We had several people come in tour all the buildings and what we did during the data collection is we looked at the buildings through the lens of an architect and engineers, right? So we did our kind of facility assessment where we walked the buildings. We looked at doors, walls, roofs. We had civil engineers look at our grounds. So for the parking areas, the grounds themselves, the grass areas, and then we had our MP engineers look at those systems. So we took all of that data. We gathered that and you'll see some of the results of that um assessment later tonight. A few weeks ago, we sent out some surveys in late September. And then a few weeks ago,
010we uh asked the district leadership to join us in a work session about planning priorities, which we're going to go over with you tonight. So, we came up with seven of those. Then we're going to go over the exploring of the options. That's where we take all the things we found and start to put dollars to it. And then, um the next step will be in December, January, and that will be adopting the plan. So, with that, we'll jump right into the planning priorities. And so we can have this as an open discussion as we go one by one or there will be a slide at the end that has all seven of the priorities that we came up with. So I'll kind of leave it up to you guys to interact with us as
011you see fit. We can do it live in a moment or we can wait till the final sheet. But what we have done is we took those survey results. We took the leadership team meeting that we had that work session that I talked about and the strategic plan. We woke all of those together and we came up with seven different planning priorities. These priorities are the ones that we as a collector group have felt kind of rise to the top, right? They answered the call the bell that the district has already stated not only in the survey responses but also in the strategic plan. And then we have tied back all of the stuff that we found during the facility assessments to one of these priorities. And so that was a guiding light for us
012to make some of the decisions that we did as we show you some of the the numbers that came through in the explaining of the options. So I'll jump right in and number one was safe and secure facilities and play spaces and the comment that we brought there was a continuous improvement mindset will drive safety and security efforts across the district. Buildings should provide physical and emotionally safe learning environments for students, staff and visitors. for an example, daily access, weather related or intruder events. Um, this mindset extends beyond the building itself to include playground areas, appropriately closed school sites, pedestrian pathways, and parking areas. Moving on to number two, that was high quality infrastructure and long-term investment in facilities. And our comment there was modern energy efficient systems for our HBAC, plumbing, roofing, etc. That
013building envelope will be prioritized to support comfortable functional learning environments and to reduce long-term operational costs. Decisions will be made with a long-term mindset, allowing for flexibility and continued value over time. A focus on ongoing maintenance of existing facilities will help extend the life of our buildings and ensure that they continue to meet the evolving needs of the students and the staff. Number three, equitable learning environments through staffing and support. So spaces and programs should be equitable should equitably support staff students of all students of all ages and learning abilities. Early childhood K12 and alternative education ensuring that no matter what level of learner vibrant supporting learning environments are thoroughly integrated to the best support successful learning. The district follows DESIE guidance for support and teacher student ratios and staff planning and this is as
014follows. K through two our desired is a 17 to1. So 17 students to one staff and the maximum uh desi is 21 to 5 and then we currently use a 21:1 ratio. Grades 3 through 4 is the desired ratio would be a 20 to1. The maximum by Desi is 27 to1 and currently we use a 24 to1. Grades 5 through six the desired is 22 students to one. Maximum is 30 to1 and we currently use that 30 to1 ratio. Grades 7 through 12 the desired is 25:1 maximum is 31 to 33 to1 and we currently use a ratio of 29 to1. So that's what we use to start to look at what we'll see as the building occupancy and we start to go through those. On number four, it is inclusive environments that support the
015whole child. So inclusive spaces will be designed to support students of all physical, cognitive, and emotional abilities, ensuring equitable access to learning and play environments. Facilities will integrate areas of respit, self-regulation, and restorative practices, promoting me, mental well-being, and supporting the whole child beyond the classroom. This comprehensive approach fosters a welcoming environment where every student can feel safe, supported, and able to thrive. Number five, student centered handson learning connected to the real world. By incorporating specialized hands-on learning spaces and programs that encourage studentled experimentation, the district will foster real world learning opportunities through strong community and industry partnerships, connecting students with experts, and supporting deeper engagement within district facilities. Priority number six, investing in welcoming modern spaces for a lasting impact. Recognizing the impact of the environment on perception and learning, the district will prioritize
016providing modern learning environments that support current student and teacher needs through up-to-date infrastructure, aesthetics, and relevant tools aligned with the Francis House School District community. Emphasis will also be placed on realizing the long-term value of high-quality facilities through thoughtful renovations and strategic repurposing to best serve students and staff. And then finally, our last planning priority is preparing students with future ready skills through integrated technology. Learning spaces and programs will support learning f will support future ready skills like pro problem solving, critical thinking and social emotional development. Technology will be integrated thoughtfully providing students with current devices and programs through a consistent strategy that allows for updates and broad access within budget. And so as we took those that data that we received through the surveys and through our work session and the strategic plan, those
017were the seven planning priorities that we have come up with to date. So we wanted to take a moment and let you guys see if we missed anything, hear your feedback if you have any, if you would like us to word smith some of these, just kind of open it up to you guys to see what you think and if we were on the mark. And one thing to keep in mind there is, you know, obviously we have the strategic plan that guides overall district um board progress. This is really focused on facility improvements. You know, so the facility master plan is really focused on your physical assets. So from that standpoint, some of these um are really geared towards that versus kind of bigger picture curriculum, things like that. >> Any questions board so
018far? >> Very good. Thank you. All right. Well, if there's no questions on that, we are going to step back. If you guys remember, we visited a little bit in September. We've also provided you with this quite long report, which I'm sure you guys have all, you know, read every single word in that 100page report. So, um, one thing we talked a little bit about in September was building capacity and also the projections that Piper Sanders brought out. Um so as we talked about in those planning priorities um Justin mentioned that the numbers we used those were kind of those midpoints. So if you remember on planning priority three um we talked about the desired and then that maximum that's based on desi guidance. So from a capacity study standpoint um we talked about there's
019different ways to assess that to make sure that we're accounting for specialty programs for bubbles and enrollment. you know, unfortunately 25 kids in every single grade level doesn't work out perfectly. So, we've got to give some flexibility in there. So, those numbers that we referenced in planning priority three is kind of that midpoint. So, if we think about um there is some buffer in there. So, we we don't want to be overly conservative and have a building that's inefficient, but we also got to got to give us some flexibility in there. So, we went back um we did get some questions and feedback I think from some community members and I know there was some discussion in the district after that. So, we did want to revisit this just very briefly to make sure we
020all feel good about the data we shared and how we're talking about applying that moving forward because I know that raised some questions especially as we started to talk about buildings being over capacity or under capacity. So, just a quick refresher on what we shared in September. So, uh, this is a frame of reference for district-wide, uh, K through 12, specifically early childhood and alternative programs, um, are a little bit more nuanced. So, those are not in the discussion point for today. That's something that we could discuss at a later date. But, as we look at this, um, as a reminder, the yellow uh, categories are those that are identified as under 75% utilized. Uh the light red is in that 90 to 100% that kind of approaching um approaching capacity and then those darker
021red are those that are over 100%. And as a reminder typically um we see the target or ideal capacity being in that 75 to 90% utilization um from both an educational um experience and operational efficiency standpoint. But again there there's a lot of variables that play into that. So this is kind of that first data pass that then needs to go back and be validated to make sure how we're using buildings truly is representative of this data. So that's one of the things that we have done and gone back and looked at since September to make sure um we're comfortable with these recommendations. So to zoom in a little bit further here um when we talked in September, we talked about four buildings that were um showing as either currently or in future pro projections
022um going under that 75% capacity. The good news is there's only one building that even shows under 75% today. Um that is Francis Hall Middle and it's 74.37. So again those are kind of just general guidelines. Um and as we look out that actually correct it corrects itself over the next 10 years and shows a little bit of growth into kind of that ideal standpoint. And then the other buildings that um are showing under capacity um are not until 5 to 10 years out. There are a couple that drop off quite a bit in 10 years. So right now at this point um feels like those are still operating very well. Educationally they're um really working well. So our recommendation at this point for these buildings is really just to monitor and re-evaluate 3 to
0235 years. As we go out with projections we know they get more accurate. You know they're as good as the data we have now. So um this is one just to continue to monitor to make sure that um we're we're we're doing things that we need to do educationally and operationally here. um but feel pretty good about where those sit right now, which is great news. Similarly, with the buildings that are showing approaching capacity, we do have four that are currently showing in that 90 to 100% in various degrees. Two of those correct themselves in that 5 to 10 years and then um a couple other ones start to come on board there. But again, uh talking with the district, talking with staff and administration, those buildings feel like they still have a little bit
024of flexibility in space. they're not, you know, they're not not able to do what they need to do to support kids and staff. So, we feel like again, this is one that we want to monitor and re-evaluate in that 3 to 5 years to see number one if projections are correct. You know, things have changed a lot. People are moving uh more transient. So, this is something that can definitely be re-evaluated at that point, but nothing in terms of a recommendation for any action in terms of moving kiddos or um anything there at this point. And then finally, those buildings that were showing those three buildings that were showing over capacity and they were again right on that threshold 102% um again two of those start to correct themselves over time. Uh one does continue
025to trend upward. Um but through some additional conversations there do feel like again educationally they are able to do what they need to do. So right now we don't have any recommendations for making any changes based on this. So again, that's the thing of yearly, definitely in that three to five year range. Make sure we're continuing to re-evaluate that and make sure, you know, as programs change, additional resources are needed that that doesn't push that over that threshold. Um that we're not able to support kids in the right way. So um good news there is, you know, I know sometimes when you just see these colors and numbers that can be a little concerning, um but we do feel like buildings are in a good place now to give you some flexibility long term. >>
026Forward. Also just to add there is a internal group that looks at enrollment data uh annually we meet twice a year and review uh it's a member team of about six to seven individuals uh key leaders in the district that review trends uh enrollment uh numbers. We also do review uh project uh permits that are coming up in the county and um so it it while we're recommending to reevaluate in a 3 to 5 year know that annually there's work that's take place takes place to review pockets where we see spikes in class sections. >> Okay, before we move on to the next se section, sorry, any questions or anything regarding the capacity I just have a question about like Daniel Boone for example that's pretty heavily over capacity it looks like I mean already
027and then it just looks like it's going to get worse so how if you've got a building capacity of 408 and we're looking at 4 84 >> like that's seems super substantial so how are we feeling about I mean that as well like that's absorbable Joe, >> I think at this time um but I believe in maybe you can share some additional feedback here in terms of um I don't believe the building has shared that they feel like they don't have enough space currently. So we do believe there is there is some additional capacity and again this is looking again at that midpoint. So it also really depends on staffing ratios as well. you know if you are closer to um the maximum in terms of classrooms that actually increases the capacity. So realistically there
028is some buffer in those numbers to support that. So we could increase class sizes worst case scenario and still >> correct because if you look at the planning priorities so for example for elementary school if we look at um let's say third to fourth grade we are using in that capacity study 1 to 24 for classroom sizes whereas desi guidance is up to 27 when you get to fifth grade desi guidance is a maximum up to 30 in there so there is additional space in there um I would say this is conservative to give you that when you do have those bubbles um some additional capacity in there. And then as part of this, I know this is just facilities focused, but presumably part of this broader discussion then has to do with teachers and
029TAs or you know whatever we need to do to support classroom because we already I feel like have a struggle for our teachers maintaining classrooms with a variety of students and then to just be like we can fit some more kids in there feels risky and not great. So >> yeah, and and that's a good point. And I think if you look at uh some of the work that the board has previously approved, uh Henderson and Fairmont, um a lot of that was to really support um you know, high need students in terms of how those spaces are being utilized. Uh and so we do continue to look at that annually and um specifics like Daniel Boone, we did take the numbers at least the ones that were um showing as over capacity and we
030engage with those building leaders and hey you know is is what we're seeing here accurate said yeah for the most part um however they do have flexibility within uh classrooms uh and even a couple of open classrooms at a couple of those buildings to be able to accommodate needs. Yeah, I just want to I know we've got lots of financial Amy's drowning in it over here. I know, but like I know we've got lots of big financial decisions that are looming. And so I just want to make sure that while we're having this conversation about facilities management and isolation, we've got early childhood issues that we're talking. We've got a lot of really big heavy decisions that are looming, I think, for how we use the money that we have. And as that money is
031continuing to dwindle and be threatened even further, these are going to be really hard conversations. And I just want to make sure that we're approaching our communications to the public with that whole picture so they understand the ECC decision isn't going to be made in isolation. The facilities decision isn't going and that we are looking at all of that because I think it's easy for that whole story to get lost um to people who aren't in all of this, you know, day-to-day. >> Sorry to understand. Yeah, I would just add that, you know, we, if you go back and look historically at Daniel Boone, they've even uh had class uh uh class above that 484 number. We did some uh you know, deep past practice, and that was before some of that most recent expansion
032happened, the the additional cafeteria, things along those lines. I think the probably the biggest challenge is space is utilized differently today. And so as we continue to evaluate enrollment on a year-to-year basis and as we evaluate staffing on a year-to-year basis at each individual building will be reflective in in making some of those decisions as we move forward. >> Has any thought been gone into the growing amount of um apartment complexes going into this area? I mean, this is this way right now, but there's we've all noticed car washes and apartment complexes. They're everywhere. Um, has anything thought gone into what might happen if this continues? >> Yeah, this is only going to get worse if that's the case. >> I think the uh demo advisor covered that at the September um update that we
033provided with the board. Um, and while we're seeing growth in terms of construction that's taken place, the birth rate continues to decline. So, while those apartment complexes are going up, it doesn't necessarily equate to >> more more kids. Um they're really expensive. >> Our team also uh as an apartment complex comes online or we see one about to be developed. Uh we try to look at what the potential rent for each one of those apartments is and we find a project that's uh very similar in scope, design, and cost in the area. and we're able to kind of circularly wrap that bu that apartment complex and see how many kids we're drawing out of that. We use that kind of a method in some of our year-to-year enrollment projections. Um and then obviously the the
034work that House Miller did with their partner and you know wanting to do something like that every five years to continue to make sure we're we're online there certainly we think we'll be on top of it. >> Yeah, that makes sense. And remind me again how often Mark do you review those kind of numbers for bubbles I'll call it like she mentioned. Yeah, I would say uh to uh salum, myself, some other members of a team, we we meet annually. So we we do this uh two three times a year. We look at kind of what uh projected counts are. At the very beginning of October is when uh in one year we start projecting for the following year uh based upon those October counts that that are drawn out by Zach Brady, one of
035our uh team members. Uh, and then as we approach the year, as we're ending the year, we start to re-evaluate whether those numbers are accurate. And then, uh, Mr. Brady and Miss Simkins uh, work together all summer long. I think he probably sends her projections weekly as kids are moving out, kids are moving in, and then she's better able to align to make sure that the what she projected for staffing was still current and correct. >> Great. I just curious is how nimble we were in case there was a huge influx in a particular area for whatever reason. Okay. Thank you. >> And and again with that we we look at things annually and I know at least a couple of buildings this year we did have to go in and again it's the how
036the spaces are being utilized. I know our team had to go and make a couple of modifications within a couple of our elementary schools uh to accommodate that that increase. Thank you. >> Okay. >> Well, with that, we're going to jump into um a review of the facility needs um holistically. So, before we do that, I think we've talked a little bit tonight about this facility master plan um being very facility centric. That being said, we don't want to lose sight of the overarching goals of the district. So obviously you guys have done a lot of work on your newest strategic plan. So we want to use that as the foundation for everything we're doing. Again, we don't want to work in silos to make sure that um we are looking at things across the
037district and making smart choices both financially and educationally. So um we spent some time going through that. As we talked about earlier, we did send out a survey to all of district staff and administration this past spring and we shared a little bit of this data at the last board meeting. Um, and the really cool thing is actually as we go through this process and we funnel all this data is everything is aligning pretty well as we talk about strategic plan, the input we got from district staff and administration in the spring. Um, we also as you see up there we shared some highle themes from this facility assessment report and then most recently that planning priorities. So again, as we start kind of in that larger funnel of big picture information as we move
038through this um you know it's not a good thing if start things are not aligning and pointing in different directions but as we work through the feedback that we got on those planning priorities it was really cool to see that it was um supporting what staff said it was supporting what the district strategic plan said. So that tells us that um we are in really good alignment here and that allows us to kind of start to put that lens on all the project and more specific needs to understand and help you guys work through um what priorities might look like uh moving forward. So um data is always good um and how we apply that is where we where we kind of move forward from. So, just wanted to take a quick minute to remind
039us of all all the information that's kind of leading to what we're going to share tonight because we're going to talk about a lot of numbers and I know um that starts to be a lot of data as well. So, um we're going to again like I mentioned we're going to start big picture. So, we're going to try and kind of talk from macro to micro to work our way through what we have found in this really long report. So, um, not to say it's simple, but we have tried to coal this down into, we're going to call them buckets for the matter of discussion tonight. Tried to coal this down into three larger buckets to start to talk through u needs across the district. So, as you see up here, uh, those three buckets
040are ongoing maintenance projects, number two, safety and security projects, and then learning environment improvements. So, as you can see off to the right, um it's important again to go back to what we've heard to make sure we're aligned. So, we do want to go through and make sure that that is hitting at least one, if not multiple of those planning priorities as well as some of your pillars within the strategic plan. Um, so we'll go through those here each in a second, but that's kind of how we started to look at this to create um a needs or project list since it does uh need to kind of transfer into a tangible project from a facility improvement standpoint. So starting off with those ongoing maintenance projects, um again these align with planning priorities 1, 2,
0413, and six and strategic plan pillar number three. And these are really focused on exterior site. What happens when we get to the building? how do we get in there safely? Um the exterior of these buildings and facilities and those interior improvements. So, we've further broken these down into those exterior improvements, exterior envelope or facade, which is really the roof, brick, walls, doors, windows, kind of those things, you know, that we got to make sure they don't leak so that we um are protecting those assets that we have and making sure just like your home or car over time, you've got to um update and take care of those so that you don't have to deal with larger repairs down the road. And then that third one is those systems improvements. So, HVAC, mechanical, heating,
042cooling, plumbing, electrical, lighting, again, all those things that over time, um, you know, they have a life cycle on them and need to be replaced. So, the more that we can get ahead of that and plan proactively helps avoid some of those last minute repairs or things that sometimes cost more money, but if we can stay ahead of that, um, can longterm help save some dollars there. With that second one, safety and security projects. Obviously in the last uh bond and through capital improvements the district has done a lot of great work here. So um this list is really about continued improvement. So you know safety security both emotional physical always continues to change whether um as more technologies and we know more about how to um get ahead of those things. So this is
043really focused on kind of security door improvements, cameras, secure entries um accessibility elevators, things like that. So, safety, security, and access for all. And then site logistics and traffic. Again, making sure we're getting kids safely to school, getting parents drop off, um as well as when they get in that building to make sure they feel safe until they go home. And then finally, that third bucket is those learning environment improvements. So, this is as we talk about um planning priorities three through seven. that's really about um how do we improve the experience and the opportunities for students and staff to continue to grow and provide it as education continues to change over time. So we've we've then categorized those into two things technology improvements as we've gone through there. Not to say that there's not
044smaller technology things that need to be happen that maybe fall under more of that maintenance piece. Um, but the main main focus here in those technology improvements really is about classroom technology, bringing that up, giving equal access, making sure that's consistent um and able to be upgraded over time. And then that second one is the learning environment improvements. And this is kind of where um all of those different opportunities and things start to fall in. So these are kind of more the uh less about going in and replacing or maintaining things. This is truly about um maybe changing how you're delivering instruction or providing additional opportunities for kids, whether that's science, the learning commons or media center, special education spaces, performing arts, athletics, kind of that whole gamut to continue to elevate those experiences for
045students there. So, we'll talk about that list a little bit more here in a second, but those were kind of the ones that uh kind of rose to the top of current needs here. Oops. So, jump right in there. So with that, um, as you guys saw in this report as well, how we try and do this is obviously typically with any district we work with, there's always more needs than, um, we can support at any given time. And the goal of this Philip facility master plan truly is to prioritize and start to kind of phase that out so that you can take on some of that over time and do it in a smart and proactive way. So, how we've done this is you saw in those reports, anything identified as red is kind
046of an immediate need, something that um we've determined probably needs to be addressed in that 0 to three years. Um the yellow is identifying kind of more the immediate or sorry, the near future needs. So, the yellow there is kind of that 3 to five or beyond, you know, not something we need to do now, but we want to keep that on our mind, make sure that we're planning for those improvements to stay ahead of them. Um so, these numbers do start. you guys have a lot of buildings, so these numbers do start to add up pretty quickly in today's dollars. So, um, from this report, we identified about 275 million in overall needs. Um, the red immediate need category was about 121 million and then that yellow was about 154. So, one thing to
047note, and we're going to we're going to jump forward here in a second, but these are the initial costs based on today's dollars. Obviously, we all know things continue to get more expensive over time. Inflation escalation. Uh good news is things have slowed. We are not seeing the 10 12 15% inflation a year that we are seeing in 2020 and beyond. We don't we only can you know project out the next few years something else happens that we can't project. But um the good news is that's slowed a little bit. We're currently seeing in the market construction industry about 1 to one and a quarter uh percent a quarter or 5% a year which is honestly more back to kind of precoid pre2020 typical that you would see on a regular basis that we could
048plan for pretty accurately. Um so that is good news um for the near short term. So based on that though we typically see a facility master plan that it takes some time to implement. Obviously, if we were to adopt a plan tonight, still got to go again to prioritize, make sure we've got funding for that. Uh get projects going, get things ordered. So, we typically say it takes a year to two years to really implement that first phase. So, based on that, um we are going to start to escalate out costs because again, we don't we don't want to plan for today's dollars, not do the work tomorrow, and then already be kind of chasing our tail to get caught up or cut scope at that point. So we really want to project out try
049and be appropriately conservative again not not too conservative because we don't want to um you know spend more dollars than we need to or plan for that so we can prioritize appropriately. So this is a slide that we like to share just as kind of a big picture frame of reference. So talking about $275 million in needs today 2025. Um as I mentioned we said you know one to two years typically between before implementation. So we are looking out um kind of for a point of reference moving forward as 2027. Could be sooner, could be later, but just as kind of a starting point for discussions here tonight as I mentioned that 5% a year. So if we escalate out essentially two years from today, so to third quarter um almost fourth quarter of 27
050uh that adds $28 million. if we were just to do the work that we identified in those buckets today and then if we escalate that out another five years to 2032 that adds another $76 million. So just you know it those numbers add up pretty quickly. So this is just a good thing to um a reminder of the more we can get ahead of those phased implementation and proactive approach um long-term can save the district dollars. So, as I mentioned, we um we want to talk moving forward in 2027 for today just to make sure that um we're understood understanding that magnitude. So, what you can see up here and you also have a copy in front of you is each of those buckets escalated out both the red and yellow columns to 2027. So,
051as I mentioned that 275 becomes 303 million. That red column becomes 134 million in immediate needs and 169 million in future needs. So with all of that um those those line let me go back real quick. Um so each of those lines you see as we talked about kind of those bigger buckets because this is a lot. So we wanted to kind of try and balance how much detail we went into tonight. But you see all those categories we just talked about in those buckets line out through these. Um we're going to focus a little bit more on those learning environment upgrades because those are ones that um maybe have a little bit different impact. Um, and we know maybe have might have some more discussion points tonight, but before we do that, um, as
052I mentioned, usually one to two years kind of before a phase of a master plan can truly be implemented by a district. So, um, do want to talk about that timeline a little bit more um, for some future opportunities. So again, we're obviously in 2025. We're uh looking at discussions tonight um and then potential adoption of a master plan here in the next few months pending conversations tonight in future board meetings. So what we're showing on here is kind of that first implementation of a phase one. Um typically what we see is when we identify those needs, we kind of start to phase that out. We look at about a 10-year outlook. So kind of that's why we were showing that escalation 5 years out from 27 if you start to break that down a
053little bit into some manageable pieces. So one potential scenario would be implementing that first phase starting in 2027 could align with potential bond issue. Um obviously that would require determining those funding sources and priorities. I know you guys got some of that information uh last month in terms of what uh the debt management options might be there and I think those numbers also aligned with 2027. Another reason we wanted to kind of start there as a discussion point and then um as we mentioned kind of looking at that five-year for each phase. So first phase 27 to 32, second phase 32 to 37 and then as we mentioned we typically recommend that districts uh do a quick review of the master plan yearly and then major updates every 5 to 10 years depending on again
054you know if you have a huge swing in projections might warrant it sooner. if it's kind of staying the course or continuing to decline, um that might allow you to hold off and do that a little bit longer, but that would put you about 2035 for a major update in 10 years that then would again start that cycle of additional phases needs change over time. So, um trying to balance that with recommendations there. So with that, as we've talked about tonight, we identified about $134 million in 2027 of immediate needs in those red. So that falls into all of those ongoing maintenance projects, safety and security improvements, as well as some of those learning environment upgrades. um from our from the conversations on the debt management service last month. Um and in terms of a
055potential for 2027 bonding capacity um including that debt service transfer that you guys talked about, the cap was about $150 million for 2027. So, we obviously looked at an option one would be just addressing those immediate needs, which is that 134 million, and then also started to look at um what additional priorities based on what we talked about tonight might layer in there to get kind of to that that cap. But again, these are just two scenarios that wanted to start the discussions on this evening. Um the other thing about that is and um it actually plays out pretty nicely. We talked about alignment through all of this that um you know if you start to break out that about $33 million that was identified over the next 10 years that does split up from
056two phases to about $150 million each. Again trying to make sure it's a manageable amount to get done in 3 to 5 years. Um so that was kind of where we looked at that option too to kind of split up that that amount of um needs throughout two phases. So with that obviously um$ 18 million um is the sorry math 14 million um is kind of that difference between those two options that we presented and you guys do have this sheet in front of there. So for all of the um ongoing maintenance projects, safety security projects, those stay consistent between both options. where the real difference starts to play out and that $14 million is in that learning environment section that we're zooming in on here. Um, just for your guys' frame of reference as
057well, each of those gray lines up there under each of the blue ones, site drainage, paving, site lighting, all those sort of things, uh, roofs, doors, that gets expanded much more in the background and that is broken down um, from our assessments by building. Um, so that's that's a lot to go through. So, we do have that information and can definitely share that. Um, it does align with what you guys saw in here. Um, so wasn't going to go through that in detail tonight, but did kind of want to focus in on the learning environment upgrades. Obviously, that first piece, technology, um, as you go into classrooms, update, update the classroom technology. There's a lot behind the scenes kind of backbone things like that that also play into that. So, that would be um, devices,
058screens, things like that along with the infrastructure for that. And then as we start to go into those renovation learning environment upgrades, um focus here was really on some of those specialty programs and spaces, also trying to look at um hitting all of the learning levels from elementary school through high school. Um first couple items up there would be a CTE expansion andor improvements. Obviously um big emphasis right now on continuing to support students where they're at and look at different opportunities for um post-graduation opportunities. So that was identified there as some potential um improvements or renovations there. Um high school performing arts. Obviously the last bond has um improved the actual performing arts auditorium spaces. So this was this is really more about the non auditorium spaces, music rooms, band rooms, those sort of
059spaces. Um high school athletics, the baseball softball turf improvements. Francis Health Central obviously had baseball softball turf this year. that gives the district different flexibility with weather and things and scheduling. So that would be um bringing that parody to France North and High. Um those were some things that were on here at one point that you see zeroed out there right now just from uh where we are seeing at that cap. So those were some that were identified um that are not currently on that list but could potentially be looked at from capital and things like that. Um, as we go through there, some locker room, wait room renovations for middle school and high school, science classrooms at middle school and high school. Um, and then media center learning, library, um, renovations at all learning
060levels, and then some dollars for continued special education improvements, knowing that those needs continue to evolve over time. >> Okay, so that's a lot of information. Um, >> actually a quick question to clarify. So on those white spaces that were that didn't have any dollar values, did you say that that was just to stay under that 150 or so? Like >> Yeah. So those were currently least critical of the criticals. >> Those were initially um on in the yellow category. Okay. >> So they were not none of those were Let me go back here real quick. Sorry. Um, so as you can see off to the right, the ones that were are white and show a zero on there under the learning environments, those were yellow on the larger list of that 150 million. But
061as we are starting to pull things over from those yellows, um, the two that you can, let me zoom back here again. Sorry. Um, the two that got pulled over from from the yellow category, the kind of near future were the, uh, locker room improvements and the high school case work. So those couple other ones um are still in that yellow category for a phase two but currently aren't there. So those are all obviously up for conversation. This is just kind of that starting point based on the priorities we've heard. Um since there's a lot out there. >> Thanks. >> Great question. >> You want us to pause for questions right now? >> Yeah. if we want to go to questions. I think really the next slide that we have really is just kind of
062talking next steps. So, um >> so uh board any questions? >> We're just trying to figure out why locker rooms cost so much. >> Yeah, that's important. Um, so one thing for anybody who's watching us online, uh, one thing just maybe call attention to, um, it was shared at the October board meeting, we have about 2.9 million square ft of property as part of the uh, part of the district and you start imagining each of your houses, however many square feet you have, you how much uh, renovations required, how many uh, heating and cooling, all those are costs. you know, maybe that helps us out. You have a picture of what it looks like to manage 2.9 million square feet of property. And so that's just one thing I just want to name out loud
063for anybody who's u maybe listening online is that we have to be a steward of 2.9 million square feet of property. And what you're presenting are ways that we can be a steward of that. Not for fluff or um to be fantastic or sparkly, but by any means it's just a way to steward the properties that we already have. U I have a question. What is our current budget that we use for capital expenses? Um >> annual budget. >> Yeah. So it it it varies year to year. Um if you recall the year that I started in 2023, our annual capital uh budget was less than about $2.5 million. Um and working with uh new leaders uh on the system in the system, we were able to rep prioritize and budget a little bit differently
064uh to support technology lease purchases uh as well as technology items. And then just the needs that you're starting to to see here that we're making a lot of progress in. We were able to raise that to roughly about uh all in I think about 9 million. That's not just operations. That also factors the technology lease purchases um at times bus purchases as well because those are all capitalized items. So with a $9 million capital budget that would be uh attacking some of these issues right here. Right. So without approving any bond issue, the capital budget could address some of these. But what I'm hearing is that there is an overwhelming amount of need that a $9 million a year budget towards capital expenses will not be able to cover. That's correct. It's really not
065sustainable uh from a long term when you know when you look at even uh just the the one to 0 to threeyear priority. It would take us a long time just through the capital budget to address that. Just as a reminder that also can change depending on what is happening with legislation because the capital budget is actually built from a transfer from the operating budget and there may be years that uh we may need to do less of a transfer into the capital budget to be able to meet these needs. The other thing that you also >> say we have currently slated $5 million per year from the operating budget to help to take care of just the ongoing maintenance cost. >> And President Blair, you brought up another good point just in terms of
066the um the square feet that we maintain on a daily basis. But the other thing to keep in in mind is on a daily average we just foot traffic in the district, people driving on our pavement. This is collectively districtwide. We average anywhere from 19 to 20,000 people when you really factor in students, visitors, um our community patrons. And so that's all that traffic. You have doors opening and closing. You have people driving on pavement. You have people walking on carpet on floors. And all of those have a life cycle. So, just try to imagine if on a daily basis in your home, you have I I'll just use a hundred people that visit you and walk all over your carpet or swinging your door open and shut, your garage door going up and down.
067That's just wear and tear um on the on the district's infrastructure. And that's not even factoring in any um facility rentals that uh take place within the district. >> Thank you. board other questions. >> Okay. So, um next steps. >> Okay. So, next steps. Um so, if there is any comments or questions or any feedback in terms of those options, we can definitely take that back and um look at explore other options there. Uh the other thing we want to do is I know there was a question on one of the dollar amounts there too. So um especially specific to some of those learning environment upgrades, we've provided some additional budget numbers that we do want to go back and validate a little bit further. Obviously having correct budgets is really critical um to finding
068that fine line of how much do we need to um take on in this next phase um and trying to get as much work done and as little budget as possible to be efficient with district dollars. So, we do want to take one more pass over this um to make sure that everything is aligned with what the needs truly are that we don't have any um any additional scope in there that maybe doesn't need to happen just so that we can try and again try and trim that down to what we do. So, typically we start with these rough budgets here. We'll do one more pass through that to see if there's anything that we could pull out of there and still execute these projects and needs efficiently um before we came back kind of
069with an update and final recommendations to the board in terms of different options to implement that first phase specifically. >> Are there any questions about that timetable? I just have a question too. When we talk about funding options, is that going to be part of that conversation for how we would approach 148 million of the work? >> Yeah, >> you are welcome to have those conversations right now, however you feel that you would want to have those conversations or we could do it at a different time. But yeah, it's now you know the price tag. So the kind of >> I'm just trying to reconcile if we have $5 million available for maintenance, you know, in our operating budget to help for capital planning and then we've got another several million just for capital improvement
070projects. That's a drop in the bucket about what we're facing for like pretty urgent needs over the next three years. So, >> so yeah, if I can um and let me know if this is the same path that you're going. We're not making any conversations. Oh, we're not making any decisions today regarding pursuing thing any bad news, but that's not what today's about. This is about one more step of informing us, letting the board represent the community by having all the information presented to us. And so, we want to thank you for for functioning that way. And so, we are receiving that information. There'll be discussions and conversations as we continue to learn more. Um, one thing that might be helpful while we're all here, um, and whoever else is watching, um, as well, um,
071if you could share what is the mechanism of a no tax increase like bond for those who are learning, for those who hear this and they start to clinch clinch up a little bit. Um, just maybe share briefly what a no tax increase bond is. um and whether or not that is one of the options for us to be at least aware of or thinking about in the next upcoming years. >> Go ahead. >> Me. >> We'll defer to Dr. S. >> I feel like we're like I feel like it was like rock paper scissors on that one for some reason. Um I'll kind of explain it in like home budget terms. So the pennies that are allocated in the um levy that are for debt service, you start to pay off your debt and
072you start to spend those down. And so you have a capacity still left in that tank. And so what you can do is you can go back to your voters and say, "Hey, can we keep this at that level and use it for these projects?" So in a sense, a list that would look like this. So some of those would be for our deferred maintenance. Some of those would be to help with our safety and security and some of those would be to continue on that strategic plan. Um I think of the areas of um the high school CTE expansion of programs and that. So it would help with modernizing more culinary arts kitchens and um modernizing the band room and etc and fine arts. So that's in essence what you're doing with the no
073tax bond increase. And when Brent came last month, he was really just letting us know kind of where that was at. If we move some of those pennies over into the operating budget, which is what the debt service levy does, it takes it out of this pocket and puts it into this pocket and it can then pay for operating cost. Whereas when it's living in the debt service, it literally lives in a separate bank account. You can't do anything else with that money except for pay down your debt. And so it both can happen. So we have we will have enough by that point. That's what Brent was explaining where you could move some of those pennies over, help the operating budget. You want to do that in a year that is an odd numbered
074year because that's when you have a reassessment. So it maximizes that calculation. And just the numbers he ran for us the other day, the district would um in the assump, excuse me, the assumptions that were made that were made, it would be an additional $264,000 that would be available on the operating side. All the while, we would have the bonding capacity of the no tax increase that I just mentioned because there's still enough room in the tank in order to go for this list of projects that we just talked about. Did I miss anything? Okay. >> To also add to it, I think as we um as we review and look at the uh district strategic plan, I think one of the things that um under pillar three is just specifically how we allocate resources
075to be able to support district operations, right? And I think historically if you look at our district um we tend or have have behaved in a way where we have ran bond issues every uh really about 10 to 12 years with inflation and you know cost of just doing business when you look at that um it's a you have to take a large a lot larger chunk you know to be able to finance those projects. So by strategically putting a a plan together as we're presenting to you guys this evening for consideration and discussion by taking approach where you take smaller bikes and systematically maintain your systems it really in the long term is it's going to put the district in a situation where they're they're better off financially. Um I I can tell you
076a number of stories if you look across the country where districts have um sat and maybe not run any type of bond issue for 25 to 40 to 60 years and they're looking at uh at referendums in in the billions, right? And so by being able to and deferred maintenance and they're really in a position where they're never going to catch up. Um so this is really as we look at how the district allocates resources. uh this is a a better pathway to be able to systematically address our physical c uh our physical assets as as you've heard the only lever we really have to to address that on a widescale basis from the district standpoint is through really bond referendums while we have capital dollars that's just a drop in the bucket in terms
077of the transfer that we make annually to be able to support the physical asset needs >> so you're saying we would have more than >> I'm saying is just systematically, you know, I think the board heard from Piper Sandler in terms of the menu of options. Um, I think, you know, if if the board chooses to go out in 2027 and do a uh levy transfer, you know, from a bonding capacity, we were at 150 million and then in the next cycle was 32, I believe, >> 2032 was another 150 million. And then the later we got out on based off of their presentation, the capacity grew. Not saying our needs are going to be that at that point in time, but being able to really systematically take a look and try to address things
078in a smaller window. U >> so it's not dangerous to go for 148. We think 150 is our max or >> Well, that that'll be for the board to, you know, to really decide through, you know, what they have an appetite for. What we're saying is these needs here in the 0 to 3 years total that >> and those numbers would get recalculated again because there's there's assumptions that are built into the amortization table that he provided. Um but if the board chooses to think to say we're moving towards that as a plan even at that all of the enrollment numbers that we talked about would get recalculated all of the cost numbers would get recalculated. all of the bonding capacity gets recalculated all the way up until that time because variables can change. But
079yeah, it just gives you a scope of understanding today what's available. >> So what do we do between now and if we're talking about 2027 is when they're suggesting this would go so late. Is that like an April 2027? >> Correct. Right. So for their purposes, we'll continue the process. They'll come back in December and we'll finalize what we know to be the facility master plan that puts us into motion. And as a part of that, we would say we would want to run a bond issue, no tax bond increase in April of 2027 and the debt service levy transfer at the same time. So we would want to have both of those on the ballot, two separate pieces, and and explain them accordingly. So, >> so that puts us into 2027 to 2028 by
080the time we're actually >> correct working on this stuff that puts us already into that end of that zero to three years. Yeah. >> Yeah, that's correct. I I do also want to remind the board that annually, obviously with uh the aggressive transfer that we're currently doing because we're in a position to do it from operating over to capital, we're looking at this annually and we're going around right now and visiting with building leaders and uh discussing these needs and we're trying to prioritize with what we can do uh through capital. >> Thank you. I like uh calling out things that have been like presented to us and just renaming them. Uh when we talk about the strategic plan, it's about again focusing our attention in a certain like focused way. And one of our
081vision statements is to be fiscally sound with a track record of smart long-term planning. Um and then also this has been communicated to the community uh for months now. It includes uh process improvement that in the that names complete a long range demographic study and facilities master plan to inform capital expenditure needs. Um and we're following right along with it. So when people are paying attention to what we do at a core meeting, we say we're going to do something and then we do it. And I want to thank you um our interim superintendent Marchi for contin to keep us on target to say that these are the things are our priorities and to make sure they are coming through into fruition on schedule. So thank you for your leadership to be able to keep
082this on target. >> I appreciate that and I would also say I'm very fortunate to have an amazing team of people that surround me every day that uh keep me working in that direction as well. >> Absolutely. board. Do you have any more questions? >> Yeah, I do. Do we have any um idea? I know we we you covered very thorough very thoroughly the the building capacity and things like that, but what what's not clear to me is our overall um projection for enrollments moving forward. How do we see that over five to seven years going up, going down? Any projections like that? Not just at the building level, overall district. I didn't bring it with me, but overall uh if you recall when demo advisor shared uh overall I think we're going to see
083about a 1% decline over the next 10 years >> and that was connected to uh demographics not due to uh other factors but due to birth rate of the county right >> those are the main factors right >> so 1% is decrease from 17,000 >> correct not very Not very much. >> But again, just remember, we take a look at that annually, right? Uh but also, you know, through process improvement, the plan is to look at a uh demographic study as well as a facility master plan about every 5 years to ensure that what we're seeing from a trend standpoint, take a deeper dive is true and holding. As as as what's been mentioned, the farther out you go, the less uh reliable that some of that data is. Anything else for anything else? Um,
084Mr. Marky, you want to share anything else before we leave? >> No, I I I just want to thank Hollis and Miller. Uh, we appreciate all the work that you guys do and being a valuable partner helping us uh project and plan this far out. And uh, you know, and especially appreciate the the lens on the specific projects, the feedback that you got from our staff. Um, all very important as we lay out a plan that we make sure that the people that are in the spaces are comfortable with the decisions that are being made as well as well as our our community patrons. And uh, just just want to thank you all for that work. We we really appreciate your support. >> Thank you. Anything else you want to say before we conclude? >>
085I don't think so. Thank you. >> I do want to say one thing. I do want to say I I got a concern. I just wanted to at the very micro level. I had a concern about the entrance to um Holland Central and transportation that that's hard to get into that it's very rough and so I just like to give you some an a chance to address that. >> No, thank you. And it's on the list. Uh that is one site in addition to the pavement improvements. We basically have one way in and one way out for what I would consider five district operations. You have transportation, you have Hollandbeck, you have early uh childhood central um elementary, >> you have Central Elementary, and that entire campus really needs to be reworked. And I recognize
086that quite a bit of the asphalt is in poor condition right now. Um but with, you know, not knowing when the board would choose to run um a ballot measure for a bond, we need to comprehensively address that. And if we were to do any kind of work now, we're going to end up potentially coming back and having to to redo work. And so we're trying to be mindful and thoughtful and strategic about how we approach that. It's on the list right now. We're just really repairing it to the best we can. Um but the subgrade underneath that entire parking asphalt parking surface is is really deteriorated and needs to be completely torn out. >> Is it due to life cycle or is it due to the >> um a little bit of both? It's
087life cycle uh but also the soil conditions on that campus um are are different uh for lack of better terms. Uh I know uh just as the uh board approved project for the transportation facility, we've had to remediate we had to remediate a lot of the soils uh in that parking area to be able to stabilize it. And I think it's just a uh it it's a byproduct of soil conditions there as well. >> So that falls underneath um safety and security site logistics, traffic improvements, um that category. It's actually about half of that number that falls in there for that campus. >> Okay. Thank you. I just wanted to say one more thing. Thank you all very much for coming in for a work session. Um we intended the team intends for this to
088be a conversation that's an ongoing conversation and not not feeling an immediiacy, not feeling um to be rushed to decision. Um when you think about the projections for that demographic study that's to the year 2034 and 35 those are our current third graders year of graduation. So the decisions you make today are really legacy decisions for us to think and think bigger about the district far past the time that we will all be here. And so again, I just want to say thank you. Not to get sappy, but you came in on an extra night. You all came from um far away to see us and we just appreciate the hard work that it takes to get to this point um for the things that are going to last in the district for a long
089time. >> Thank you very much. And again, thank you to John Weick, Megan Barnes, and Justin Durham from House Miller. Appreciate >> Is that you guys? >> No. And I look forward to providing our quarterly construction uh and bond update at the >> November board meeting. So, the positive thing is quite a few of those projects. Uh we turned over the wrestling facility to the building this week. Uh Anderson, the gym's been turned over. So, a lot of really uh exciting things for the community. and uh you know the the board really fulfilling the commitments that uh weren't able to really be fulfilled just due to costs uh through a previous bond issue and uh excited to present that uh update to the board and then we do the next board uh business meeting. So
090thank you. We do not have to do any special like motion to close all that stuff. So we'll just say thank you'all for being here and good night. >> Thank you. Yes, it's all yours. Yes, even the large copies so we could all see. >> We don't know we'll go away with it as a