001members had learned from the TSBA conference and uh we have done some work in the past with LinkFrog it was on salary discussions and when we originally started talking to Dr. Heath we talked about um doing like a efficiency check of our departments it has a name and I can't recall it at the moment but I'm sure he'll tell us. So uh that was our initial discussion that we had and then when we had the opportunity to sit down and visit with each other and talk the discussion came up that we were considering middle school. So he shared that his group can do additional work with that as well. So without further ado we will have um Mr. Bill Heath to come up and Miss Diane should have his presentation. >> Did you have it
002Miss Diane? Okay. >> Thank you Logan. It's a pleasure to be here this evening. Bill, superintendent for 24 years. Superintendent for 24 years. Uh about 18 and a half or 19 of those were in Tennessee, Lawrence County in Lawrenceburg for about nine and a half years. And then I went to Lincoln County for the last nine and a half. And that is where I grew up a long time ago. So, uh, uh, before that I was on the Mississippi coast. I had a couple of private schools. So, I do have a background. And I retired back in June. Uh, I know I've got this retirement glow about me. I'm sure you can see that. Uh, but, uh, uh, what one of the things that helped me in both those superintendencies in Tennessee was working with
003Leanrog. They were a new company, fairly new when I moved to Lawrenceburg back 2007 is when I got there. I think they started around 2010 and that's when I that's when we started working with them. Um, what I found just real quick on on why Leanrog was important to me. Uh, I found that me and my supervisors, we all had been trained, educated in teaching and learning. And I thought we had that under control. I really think we did. And I think if you went back and looked over the years in those two districts, you'll see that we we performed really well. But what we didn't have expertise in was all those other areas. Uh yeah, I had great people running transportation, a former assistant principal. don't want to take anything uh you know I
004don't want to say anything against him other than he was an assistant principal who had been trained in teaching and learning not operating a logistics pickup and delivery transportation department he did a good job but he couldn't tell me when I'd say how are we doing and he you know he he would use his common sense and logic well I'm not getting a lot of complaints right now so we're doing pretty good well no and I'd like and how are we how are we doing you know cost per student, cost per mile or in in f in the uh child nutrition department. Same questions, you know, I would have. And so early in my career, we started trying to identify those key performance indicators in each department that we could look and say, well, how
005did we do last year cost per child delivered on transportation? How did we do the year before? How did we do this year? So we could sort of gauge how we were doing, but that wasn't enough because I didn't know how our neighboring district was doing, you know, in Lawrence County. I didn't know how Jiles County was doing, you know. So, LeanFrog brought in when I when I met with Byron Hedrickk, who is the owner and founder, what what they were able to do is really dig into key performance indicators using an industry system, a system that's used in industry called Six Sigma. Any of you familiar with Six Sigma? Okay. Lean Six Sigma is what he he's a one of those master black belts. I'm not sure how they're ranked, but he's like at
006the top and uses lean six sigma qualitative quantitative data and looks at all non-instructional areas and says how is that department doing? How are the processes are they aligned to help you meet your vision to meet to meet what you're trying to get done? Uh are there any hiccups or roadblocks? And when when we come in and work with the district and partner with the district, we don't look at people per se. We look at processes. We look at the systems you have in place. We will look at some staffing. In other words, this department is understaffed based on what we see nationally or overstaffed. We'll tell you that. But we're not looking at people as far as, hey, this person's doing a great job, this person's not. you know, we're looking at systems and
007are those systems aligned to meet your vision and need. So, that's how I was introduced to LeanFrog. So, um and and Dr. Farley did a good job of sort of prefacing our our previous discussions. I know I met uh Mr. Van Winkle at TSBA and one more board member, >> Mr. Matthews. >> Yeah, Mr. Matthews. uh because I had sent an email out to everybody that was coming to TSBA and so that's how we connected there and uh if you go ahead and go to the next slide. Thank you. Um she's already mentioned that we we uh we worked with you in 2022. Go ahead and go to the next one. Uh what what we do and I think I sort of began that that discussion there. We've got like four or five areas of
008work compensation. The the initial discussion was what's called an organizational review. That's where we'll look at each department, look at your organizational structure, look at your communications within departments, look at your workflow, work look at all the processes, look at everything that's involved in every department. will let you know if your departments are functioning are set up to function at a high efficiency level, a medium or a low efficiency level and recommendations to get them to a level again, not people, the processes and the way it's set up. Uh when when talking to Mr. Hedrickk about our discussions here. Uh he highly recommended that prior to doing too much partnering with us with a middle school discussion, this might be the best option to go first. But he said we can do we can do
009either or or we can do both combined. And I'll get more into that. But um uh this just tells a little bit about Lean Frog. Go ahead and go to the next one if you would. Uh I've already gone through all of this. Uh will you be able to share >> absolutely power with all the board members? >> I'll send it to them in their Monday email. >> Go ahead and go to the next one if you don't mind. >> Okay. So we're look this this is about our organizational review and I just mentioned looking at each department answering questions about the departments. How are the communications between departments, between hierarchy throughout the organization? How is technology used? Just trying to be more efficient. This I have found in my six and a half months
010with Leanrog. This is most beneficial. I just talked to a superintendent in Louisiana. Chandler is his first name. I can't remember his last name, but I met him down in Baton Rouge two weeks ago. He said this was the best thing that he had ever done as an incoming superintendent because it's really designed to help superintendents in their first two years or board or boards that have had a lot of changeover to make sure everything is aligned to meet your vision and your mission. Very very important. So uh go ahead and go to the next one. Uh during our discussion with Dr. Farley and I and Mr. Hedrickk, the question about middle or the the middle school question came up. And if you'll go to slide eight, let me skip over to that one. Okay.
011So, uh, we do feasibility studies that, uh, in Louisiana, I think we've done a couple and, uh, maybe one in South Dakota recently. Uh, a feasibility study was going to dig down into the weeds and it's going to ask those detailed questions about a great configuration change that you might be considering. Okay, we do those. Mr. Hedrickk highly recommended that before you do that because those those can get quite costly. But before you do that, we can do a conceptual level discussion where we look at each department and say how that department will be impacted by such a change. How each building would be impacted by such a change. So, we won't say here's everything you've got to do in building A to make it feasible for middle school students. You know, if they're kindergarten
012classrooms there, middle school kids aren't going to, you know, they're going to struggle in a in a small classroom with smaller things in there. So, uh, we don't get in the weeds on this conceptual study, but we do look at all of those things to help you answer the question, is this worth going forward with? You know, why are we looking at it? How does it benefit teaching and learning? How does it benefit community? How does it in benefit culture in our schools? and also how does it impact all of our operation areas including finance. So that is he call we call that a conceptual level review highly recommended before doing a feasibility study because when you get that you may say you know maybe we're going down the wrong path or you may say
013why haven't we done this before you know one of those may be the answer but until you get to that level you're not sure so I want to stop right there and if you go back to the previous slide the one right before it. No. Yes. Um >> no. Before that one then >> seven. Seven. Okay. So in our discussions there was two things that we discussed. One was organizational review where we look hard at your organization. Is it set up to meet all everything you want to accomplish? Okay. and we look at every department and all of those things over here. Grade configuration, conceptual level review is is is another is another option because what we do is we partner with school systems. What we what I found already I I work in Louisiana,
014Alabama, Tennessee, and a little bit in North Carolina. Folks who have done work with Lean Frog continue to do work with Lean Frog. That's what I've seen. So, uh, and same thing would be true here in Cumberland County. Uh, so those are the two things we could partner with you and help you make some decisions and give you the data and actionable steps to move forward. It's according to which pathway you want. Now he did say this uh Byron said to let you know that if you wanted to do a combination of those two things that can be done separately like either one of them is about a four-month project together they're six or seven month project. I'll stop right there and see if you have any questions. uh if if you haven't visited our
015website uh I'll share with you uh and I may share it through Dr. Farley our our website that goes into a little bit of detail here we would if if this is something you want to partner with we would love to do so we would need to have a follow-up discussion either with Dr. Farley with you, the board president, the committee, the whole board, whatever to dial in exactly what you want in those studies because that org review, you know, we look at organizational structures. Uh it it's a really detailed it's about a 60 or 70 page report you get, but within that are some very high actionable step recommendations. Questions? Okay. Uh, I know you've got a few board members not here. Should I I'm I'm going to give you the presentation here. Is
016this being recorded so they'd be able to see it, too? Okay. >> Yes, it is. >> Good. Good. Uh, I gave you my card. Uh, feel free to reach out and I'll be glad to answer any specific questions, uh, guide you through next steps or anything like that. Can you share what some of the tools in the six sigma toolbox you use for those for those uh two paths? >> Um Byron could not be here tonight. >> Okay. >> He is that black belt guru in six sigma and I said Byron if they ask me a detailed question about what you know what statistical analysis you're going to use because there's a bunch of them >> right? I said, he said, "You tell him that you're the salesperson and I'll be glad to to call
017and and talk to him." He just couldn't be here. He he had obligations he couldn't get out of. So, I apologize for that. >> So, on the middle school concept, what do you have? Do you know what tool you would use for that initial study? >> No, I do not. >> Okay. >> I do not. >> I will be glad to get back to you with that, though. >> That's fine. No, that's no problem. >> Yeah. We we've been trying to use a a CE matrix for that >> and and doing that with a committee. So that's the reason I asked it. >> Yeah, I'm sure that would be a part of what he does. I I'm not 100% sure. >> Okay. >> Anything else? >> Thank you guys for your time. I appreciate it.
018Glad you All right. So, next on the agenda is the athletic and activities director job description. Was there anything that you wanted to fill us in for for how you >> So what I did was I took the existing job description and then I added the activities piece since um parental engagement is part of your all strategic plan or our strategic plan as well. We did uh add a piece for that as well. Um and there was some things that we gotten that we've marked through that we really didn't feel needed to be there. I had a few suggestions that figuring that we were manipulating this from the athletics um to make it a little more activities >> piece of it as well. Um so I don't know if you want me to run through
019them or just give them to you or you want me to run through them. >> That's fine. >> Okay. Um other under other functions the second bullet review and resolve athletic and then I thought we should add and activities complaints and concerns. >> Okay. >> Um the third bullet um create an atmosphere of exemplary sportsmanship, teamwork and respect. >> M can you continue to read those and then just share them with me so I can get them added? >> Yeah. Okay. And I'm thinking teamwork that goes more towards the activities piece versus just the sports piece. Um the next the fourth bullet um insist on adequate safety provisions in all instead of just saying sports activities because sports is considered an activity right. >> So all activities um you crossed out the fifth line. Um,
020the sixth line, work collaboratively with the principal to ensure that the coaches and teachers, I don't know if it's just teachers that work with like the art and the music, but if it would be like coaches and activities, leadership, you know, phrase it some way there. um athletes and students so they know their described duties and responsibilities. Um the next bullet advises and ensures all coaches conform to BOE instead of just coaches. Again, they need to be like activities or teachers. >> Um jumping down to where it says organize all athletic and then I had and activities supplements. Mhm. Um, two more down, present quarterly ath athletic and activities reports to the BOE. >> Um, and then again the next line, provide opportunities for parents to have clear understanding of athletic and activity policy and
021procedures because I know the clubs have guidelines they have to go by as well. Um the second blue line responsible for staying ab breast of current title n regulations documentation for all athletic and activity personnel. Um and then the track parental involvement which was one of your last blue bullet points on the second page track parental involvement activities by individual schools and then I had report to the board on that. So what we could do is we could put up there where we it talks about reporting to the board quarterly. We could add athletic activities and parent involvement. >> Okay. >> That would combine those two. Correct. Instead of having a separate form. >> And then based on the question that I had come up this week about an outside group that wanted to provide
022some monies slash in a grant form. Um, I didn't know if something needed to be added to this that would have to do with grants or gifts or where they would be responsible for helping to coordinate grants or gifts for any of the sports or activities programs. >> We could add that as well if you want to jot something down and then get it to me. >> Okay. >> I can get that updated. >> Okay. >> Anybody else have anything? >> So, I I had some questions and let uh Mr. King, did you have something? >> Go ahead. Go. I was just going to ask how was this originally uh developed and were were did we consult any other districts on or look at any other athletic director job descriptions or >> so this was
023the current athletic director job that we had. So I just took that and look you know and added the activities piece and some of the parental involvement pieces. Is there any way to consult TWWSA on on some uh model job descriptions for an athletic director? >> I can see. >> I feel like um looking at some things online that there there's some gaps here that could be filled in by looking at some model model job descriptions. >> Well, it's interesting when we throw the activities piece in the arts and then the parental involvement. So, but yeah, I can reach out and ask TWSAA, >> make sure we're covering the important pieces that we want on it for sure that maybe they have something that's really important for the position that we don't have on ours.
024>> Just a couple of things on the education on the back. Mhm. >> I think strike the word preferred just make it required and probably should have a admin license too. >> I think that had been at one time I had heard that that was a requirement but when I looked at the job description it wasn't on there. So, >> but it should be. >> We might have a hard time finding someone with um a degree in sports admin. So, you know, it might be better to say uh bachelor's in education with an admin license. I >> think that would be fine. Also, since you're looking at curricular activities >> Uhhuh. >> which aren't necessarily extracurricular art, music, maybe need a certified person. >> That's what I was That's what I was thinking. I was
025thinking it would be a 220 day job. Yeah, probably a 400 day job, but cram it into 220 anyway. >> Anything else? So according just a just a quick u thing on this according to 5.116 policy >> we kind of put the cart before the horse on this vote for athletic director >> uh there was um no organizational I guess uh information provided on how how they would report no job description no no budget it. >> Yeah. Sorry. I I didn't have that when you all made the motion to hire one that night at the meeting. >> I understand that. So, that was the main reason that was on the special call agenda for tonight is that we need to consider that >> before we add positions is that it should be under the recommendation
026of the director according to state law and schoolboard policy. So, I would like to have that added to the next meeting agenda. Thank you. Since we probably won't have a quorum for a special call, I thought I'd go ahead and bring that out. >> Okay. >> So, or chart, the job description a little more finalized >> and then also >> affect the budget, >> the budget line where it's coming from. Those are all requirements per state law and policy and at the at the he at the at the moment I didn't know that and I don't think Dr. Farley realized it either at the time. So it was kind of >> No, it kind of happened pretty fast that night, didn't it? >> Yeah, it was out of the blue. Okay. So, um the next
027one is a centtogenics funding discussion. Um I know we've already we've already approved this project. You want me to talk on this? Is that okay? >> Yeah, that's fine. >> So, before before we do that, can I have Miss Del come up? Um I've got some information that I want to share with you all that uh came to be from us after the meeting. Uh and it's regarding your fund balance. Okay. Okay. So, with the audit that was just completed and we just got information about, they said that the fund balance that was stated for opening July 2024 was actually 17.78 million instead of 11.379. So, that's >> what happened there. >> That's, you know, a posit. It's not positive, but you know because it was an auditor. Um, >> no we didn't. So, right
028now that brings us to unassigned unrestricted fund balance 14.1 and then we add in um February of 4.9 brings you to 19.038 million. So if you take out the two months operating expense that you want to leave in there, your total unassigned would be 6.1. So >> the two the two months operating is a 17% that the courthouse had asked us to >> that's recommended corre that they are recommended. Correct. >> That's not the state law requirement. >> No 3% is the state. >> So it just gives you a little idea of what you've got to work with. >> Thank you. And please keep in mind the audit that was completed and found the $6 million was through the courthouse. >> So on to your strategics. Sorry. So, the reason I wanted to bring this
029up was um we we had basically one option to vote on the other night and I think this is, you know, I said the other night, I think it's a great great idea, great program. Um what I was wanting to suggest is that we do this as a one-time expense instead of a budgeted item for the next six years or this year plus five. And the reason I the reason I was want to suggest that is because if we budget the 106,000 per year that's earmarked for that in our in our budget. So and that's usually maintenance of effort plus TISA, right? We we know that's going to be fixed at that. >> Correct. >> So that 106,000 is going to be earmarked out of our budget that we could use on something else if
030we do a onetime expense out of the fund balance. Um, as long as it's allowable, I think it's good. >> Dr. Parley, have you talked to our strategics rep to see if that's an option? I'm >> Yes, we did reach out to them and ask. Obviously, they're not going to care if we pay them upfront everything. Um, it would be a problem, but >> we did ask if we do pay it up front, hey, are you going to cut us some slack? >> Nope. Cash up front? >> Nope. Hey, >> trust me, we tried. Yeah. Obviously, we can't vote on that tonight without a quorum, but um maybe that's something we could add. >> Sure. >> Um and I don't know what the timing looks like on that. Do you have any >> Okay. >>
031No. >> I don't know how that will affect the I actually started to bring that up at the last meeting, but I didn't want to affect the timing. >> It shouldn't. >> Okay. >> But it's I think it's good if we can do that. >> Yeah. I think if we can get the initial payment, the the initial amount, and I'm sorry I don't have those papers with me tonight, but if we can get that initial amount, then the year two through year five at the 106600, then that would be what we would need to take out of fund balance. Okay. >> Well, we had to take the 25,000 out of fund balance, but you all approved that to go before the commission. >> Can you verify all that before the next meeting? And sure, thank
032you. So next on the agenda is benchmark results and trends discussions. Um a board member had asked me to put that on to put that on the agenda. So uh when this discussion was had our students were taking their benchmarks. So uh they took them at the beginning of this week. So, by our next meeting, uh, I should be able to share with you not only our benchmarks, uh, countywide by grade level, but I can compare those to fall and winter, uh, to fall and spring, sorry. And I can also compare what our TECAPS were last year for that cohort group. And I also have our, uh, universal um, screening scores from winter and fall as well that I can share by grade level. So that will be on the agenda for uh the regular
033monthly agenda because we don't have it yet. >> Thank you. >> That brings us to base skills. So uh several board members had asked me on uh during the meetings to provide you all with two options. Um I have done that. I provided you uh two options for certified which was option A and option B. Again, we're working on um the lean frog suggestion from uh 22 uh trying to get a um consistent linear pay scale and both of these do that. And then um was asked also to get you two classified options, which I did. Uh if you look at the classified, one of them uh is a 50 cent an hour raise and the other is a dollar. um we were asked to u make this a more consistent scale. So that's why
034the uh the dollar amounts or cent amounts on both of those scales. And then we also looked at longevity and that is included in here as well. anything you want to highlight on that with us? >> They're pretty self-explanatory. I can tell you this, the preliminary budget that was mailed to you all uh emailed to you all last um Wednesday and I think it's been added here. Um you know uh we don't have insurance, we don't have uh budgets or anything like that. And since that's 85 to 86% of this uh budget, we had to put numbers in there. So the numbers that's reflected in the budget you have is option B. And the classified raise is uh 50 cents. >> Option B and 50. Correct. >> Any any discussion on I've looked at these.
035Can you tell me what the disadvantages from one to the other is? for the advantages for one to the other. >> Option B, your total that is um for certified your total that that cost is 30 uh I think it was like right off the top of my head 35 something almost 36 and option um A was 36 almost 37. And you wanted to add option F back in. Yeah. Right. >> And other than that, they're about the same because you have 4,000 between each degree and you have $600 between each step. Are there any scales that have people that are frozen or lose money? Uh we've moved that term to pay restricted and no wonder what Disney's going to do about Frozen now pay restrict >> probably >> it'll be their problem. So question
036on for example on the back what I call the back the last scale for doctorate between the two see a number of losses there if I'm reading it right increase like on year 14 on the I think it's the B scale shows a $28 a year loss and I think it's $572 gain on option A. You look down through there, I see several on the B, which are not huge losses, but they're not gains. There's I think if there was a loss on there, it would it would it would say that there's that salary is going to stay the same. Yeah. >> So that that be must have had a couple that were still would you say pay restricted? >> Yes. Pay restricted. >> So the only ones that have it are the doctorate scale.
037>> Were there were there any employees on that line that were going to be in that >> that line zero for number of employees? It would be >> y they would not be affected. 16. >> Okay. >> Yeah. >> 16 16 years. >> But this is one of the areas we had the biggest discrepancies, right? When we had our lean frog, it was our >> EDS's that were >> compensation was much higher than >> Yes. >> a lot of our >> surrounding counties. >> Yes. >> For clarification purposes then. >> Yes. These are what equalizes the scale >> makes it straight and it's only for this one year. After that the scale set >> I've got a few things. I was just going to wait and see. Okay. Go ahead. >> Uh so from the
038from the collaborative conferencing the two meetings that I attended uh I just wanted to give some u highlights on that. Uh teachers generally they they understand the rising health care costs that we're facing. Uh they're willing to make gradual changes and and benefits and salary. um they feel like um pay should be comparable to other districts to ensure a retention and I think I think that's uh in our strategic plan as well to be competitive with salary and benefits. Um they have legitimate concerns about losing other teachers or losing teachers to other districts and um they feel like that healthc care coaching would be beneficial for our district at all levels. So there's those are some of the voices that I heard in those meetings that Rick that registered with me. >> Um I feel
039like um the the pay scales that you see there, they don't necessarily do that. I have some graphs that I can share to to show that information if you if that's okay. >> Sure. And can we get these on Monday? >> Yeah. >> I'm also thinking the people who aren't here, they're not going to see what we're showing on the screen when they watch the video. If they're shared with me, I'll share them with you. >> This is just some things that I'm using to help myself make decisions. So, I thought I would share. I'm going have to zoom in. Looks way different after you connect to that screen. So, So, Putham County option A. Can everybody see that? Okay. Or is it too small? >> A little bit bigger. There you go. >> Okay.
040>> Thank you. >> You're welcome. So currently you see where we're at in the EDS and doctorate level. Cumberland County is the are are the yellow lines. Uh we're actually paying more for our um EDDD and for part of the time our EDS um you can see how this is our current scale. So actually in those areas we're paying more. Option A, this is the green lines is what happens to that pay scale. That doesn't that doesn't um take into account anything that's going to happen with Putnham County for their pay increases this year. So this is what we look like for the BA, the bachelors, and the masters. Currently the the bottom green line is over overlaying the yellow line for our masters. Option A is this is what the the scale would look
041like if we go to So you can see last year what we did made those two more linear. Mhm. >> That option A will push those pay increases to here and you can see where that compares to Putnham County with their masters and BA. Very competitive starting out actually higher starting out but not matching at the top. This is what option B looks like. Very similar to option A. Not maybe not as steep. and the same for bachelors. They're very close, very similar pay scales. So, going over to option F. And what I wanted to talk about here was so these two options that were provided to us for this meeting were u a one-year one and done and then we're on a $600 step increase. Option F actually increases that step increase to 725
042and it caps the raise at $4,000. So what that what that would do is you wouldn't necessarily be on this scale the first year. You wouldn't necessarily be on this scale the second year, but by the third year, everybody would be on this scale. So there's going to be some larger pay increases over the next three years other than $600. But what it will do is it will make us more competitive in both areas. It doesn't hardly raise up the first year to our current. So we there would be some some salaries in the doctorate degree that would be >> restricted on the B and C are taking off. So, but that was the ideal behind the uh F option is if we're going to offset uh healthc care benefits with pay is that we
043we go ahead and we extend those pay increases out over a longer period of time. That was one of the voices I heard. And option F was a concept that didn't get finished. So if you want to So that concept was given to uh the district and and that's where it stayed before this meeting. So, that concept could be rolled out to a four-year plan where you where you made this you could you could actually project what some of the other districts are going to do with pay increases and and project where our salary scale needs to be to be competitive over the next four years and cap those pay increases over the next four years to get there. So, that's that's a plan option that I think we should consider depending on what we
044do with health benefits. So based on what you said then um Dr. Farley, is there a reason why you all landed on A and B as the two recommended plans versus like incorporating A and F for like why these two plans? So the last time I saw F which was what was shared with you I think at the last board meeting. If you look at the total number F was 37 almost 38 million to the budget compared and I you know where B was almost 36 and A was almost 37 that was almost 38. So, um, that was in over the next three years though. >> Okay, >> that was the thing is it won't be that much the first year. >> I can't remember the numbers right off the top of my head. I
045think it was closer to 36 and then 37 the next year and then the and then the total amount the last year >> because I need to make sure that I have that correct because I that my numbers was showing 38 and that's why >> almost 38 and that's why it wasn't even one of my tops. So I think the thing we need to consider when we talk about salary scales is how do they compare and make us competitive not what the not what the total amount is >> because that could change at any time depending on how many students we have. >> Um you know if we get more students we're going to need more teachers obviously if we have less students we're going to need less well less staff. Um, so the salary
046scale is the salary scale in comparison I feel like to other districts and and are we at do we have a um a risk of losing teachers to other districts? >> Especially if they're close by. >> Yes. >> Option F doesn't start to catch up to Rome County, by the way. It's it's a lot lower in all categories even with option F, but it surpasses Bledsoe and it surpasses Warren. So, just to save time and not go through all that, I'll just I'll just tell you that so we don't have to look at all the graphs. >> But at any time, you could change these numbers in here to make that scale jump up. >> Absolutely. >> Yeah. >> Or jump down, but I wouldn't do that. >> You don't want it to jump down.
047That's for sure. >> I think the array and the angle of the scales going up is important. >> Yeah, keeping them level and even. >> So, I've kind of built a calculator that can help with that where you can change the base the base salary, >> right? >> And the difference between the degrees and the step. and it would actually tell you with our current staffing what that's going to do to our total budget. And we'll also show you what is going to happen to the scale. >> So with option F, the 2627 bachelor zero, what's that number? >> Can you say that again? I love that option. >> Bachelor. Yes. >> Zero here. Option F 26 27. What's the number like option A is 51 380. somebody wanting them. >> so that that's what
048the back >> that's what the total scale would be after the after we've reached the full scale. Um, let me go back over here to this presentation. >> I'm just looking at that starting teacher figure. We got it to 5780 in option B. Got 51380 in option A. He's talking about zero >> for next year. >> Yeah. So on option on option F, what he's wanting to know the zero year with bachelors. >> Oh, the zero year with bachelors was 50 50,400. The uh option F for next year would be total budget effect. Option A is 36918 and option B is 36567. >> What did you say the total for option F was again? >> It's 37. >> Okay. 372 or something like that. Yeah. >> And the reason it was capped at 4,000 is
049that was just a number I came up with. So, >> okay. >> It could be capped at 3,000 and go over the next four years. It just need, you know, needs a little more attention. >> But it still achieves the level that we're going for. >> Linear linear linear scale. Yes. Is there any more questions about pay scales for certified? So on the regular agenda, we will have option A, option B, and option F. >> Option F built out, right? >> We can build it out. So I can show that too. Hold on. >> So what that looks like and I've already changed the calculator, but Basically, what you're doing is you're saying you're going to cap the raise at 4,000. And here, this this line would be your new Can everybody see that? I
050need to zoom in a little bit. And changing the calculator changed this for me, but um you would basically say you're capping the raise at 4,000. This would be the scale for that year and then you would have to calculate the next year without the cap. So you can see some of the raises are happening at the high end of of years of service. You can see the second year in bachelors they would be 4,000 here. And then the third year there would be you would be down to your um 725 I think was the step raise on this one. >> Okay. >> But I've been playing with the calculator so >> and that hits us at our zeroyear requirement first year. >> It hits all the marks. >> Yes, it does. >> As all
051of the the salary scales we've made, we double checked and triple checked. put conditional formatting in here for the years that are required. So, they'll turn red if they don't meet. I think if I don't do uh Yeah, that works. I think that was what it was. And it was 37050 is what I think it is. >> Okay. 37050. with the cap. It's something's wrong there. Anyway, I'll have to go back and re redo all the calculator, but that was the reason I wanted to bring it up for discussion. >> We didn't get to do that at the last meeting. So, >> okay, I'll stop sharing now. So, if we were to go with option F, if I'm understanding it correctly, then we're starting a multi-year plan. So, this would be an item that this
052time next year we wouldn't necessarily have to discuss barring any unforeseen changes in state law or anything like that. >> That was another ideal behind that was to let's get a four-year salary scale. And >> yeah, well, we we we kind of did that last year, but it was very broad and when we eliminated that one pay scale, but this is this is much more specific. So, >> and to make the adjustment, we got to make it takes more than one year. >> Well, we were talking about trying to get somewhat of a projected fiveyear, right, for our budget and salaries and benefits and so that would help with that. Have you had a chance to look and I know insurance is coming up later, but the offset from doing this and and how that
053rate would look, the offset rate >> based on so so based on current um I guess selection plan selection and the options that were presented it would it would take about three years to offset that. Um, as far as overall budget goes, um, I haven't looked at, um, because I mean, it's going to depend on where everybody lands on selection as to how much it's actually going to affect. >> Yeah. >> That could change each year. >> Could. Yeah. So, that could be volatile, but I don't have anything else on on that. The uh >> So, you're going to share with me the information that you presented here, so I can send that in the email as well. >> Yeah, I think Sonia's already got it. So, >> okay. That can come in your Monday
054email, too, especially for those that were not able to attend tonight. >> Thank you. So, next what we have is the classified uh scales. Um, and does anybody have any questions on those? Those are pretty cut and dry. As I said, one of them is 50 cents an hour, one of them is a dollar. This is typically not in the past how we have uh arrived at our classified pay scales. Typically, it's a percentage, but this way everybody's getting the same dollar or cent amount. >> It keeps you from getting out of whack over time. >> So, and then the longevity longevity projections are on there as well. >> And what did you see as far as um other counties where we're going to land on this for being competitive? >> Didn't look So, I
055know last year we talked about 260 day uh I guess admin secretaries um at the high schools. >> Mhm. >> Were different on a different scale than secretaries. Well, when the percentage uh went to to do the 10%, those people at the schools are no longer on a pay scale. And yeah, it's the high school um it's your high school admin se administrative assistants. Uh and it's some custodians as well. >> So, can we get them back on a pay scale? >> We can look at it and see. So the I guess the high school secretaries and those custodians why why did it knock them off of a pay scale? because the raise was specified for individuals that did not work 260 days I think >> and they were year round just like the high
056school principles do those high school administrative assistants are there year round so that's how they got affected um most schools do have a maintenance custodian that works 260 days as well so that person didn't get it either >> they got a 2% though >> correct all in all classified folks last year got a 2% % and then anybody who were a classified person that worked less than 260 got the additional 10%. >> 10 total. So >> no, some people got 12% last year and some got two. That's how it shook out. >> Leave that there. Just I guess just check on seeing how they can get put back on a pay scale into one of the categories that we have. >> And I definitely would be interested to see how we compare. >> Yeah. >>
057To other counties between >> I I'm making a note to get that information. >> Yeah. If we're going to stay consistent for all employees, we'll make sure we're being competitive. >> Anything else? Okay. So, I have something that I want to read. And first, before I start this, I want to say, and I think most people in this room knows that I've been in Cumberland County 27 years. So, I've been here through all of the insurance changes, all of the uh pay scale changes, and any decision that's made affects me as well. Tonight, one of our topics is health insurance. Costs are going up, and we need to plan early. We understand from various sources that we should plan for a double digits a 10 to 12% increase in not just in Cumberland County but
058everywhere for schools who use the state's plan that will take effect in January. So because we run on a budget year of July to June any increase impacts one half a year at a time for us. Mr. Van Winkle and Miss Stout attended a TSBA session by Gallagher. After that, we felt it would be helpful to bring someone in who works with public school systems every day and can explain this stuff. Kim Bray and I both know them as well from TOSS and all their public school experience. We ask that they help us prepare for you all about what our options are. Wes Doer is here tonight to speak with you all and help answer questions you may have as part of this work session. He is not here to sell you anything. He is
059here to help us understand number one, what's happening with the state health plan. Number two, what our options look like. Number three, how other school systems are dealing with the same challenges we're facing. Right now, we plan to stay on the state health plan. Gallagher works with many school systems that stay on the state plan and that's what they're helping us with here. Gallagher has about 80 clients with the state health plan. So that's fine with them. They have lots of clients where they only do the voluntary benefits like usable and dental and vision, but they then help with the state medical. We are just learning. Wes is here because we are bringing in someone who explains things clearly and works with schools like ours. Before he speaks, I want to say that ultimately we
060need from this board what we need from this board at our next public meeting is a vote and I had made a note hopefully in a few hours, but that's not going to happen. So, um, the vote needs to be as a budget dollar amount and legal advises us that state law says because we have anou contract with our teachers that can only be reopened on the matter of insurance if the budget amount will not fund the contract. And also because of the state law, reopening theou is critical so we have enough time to meet and confer as we continue to plan for next year. So best practices after all of this happens is when the state issues the final rate increase information, we can meet with the collaborative conferencing team and discuss how far
061that money will go for the next school year. Doing that vote during the next board meeting will help us to stay on schedule. To help us all get to that place where you know what that number needs to be in your board packet, we provided for you all your current medical cost. We provided two options and a memo from Gallagher about how the state health plan works and some other basic information to help you all with planning. I've also asked Wes to share an idea that some other school systems are using to help their employees. It's an employee health clinic, very simple, very local where employees can go with no co-pay. It's something they have done in Robertson County schools, Warren County schools, and Lebanon special schools. All of those groups are on estate insurance
062just like us. It is extremely helpful to employees and they love it. Again, this is just information. Unfortunately, no decisions tonight. So, with that, I will turn it over to Wes to walk us through the things and to answer your questions. >> I know I need to speak into the microphone, so I'm going to hand out some stuff first. Go back over there. >> We can just pass them down. down for you. >> And do you have extras for those that are not in attendance or >> Okay, >> I didn't grab one of those, Chris. Sorry. Thank you. There you go. All right, I get um Oh, goodness. I get everybody's favorite topic uh which is health insurance and health insurance budgets. So, um if you don't mind, would you go ahead and go to
063the um the presentation? It's the thickest one which is the um Cumberland County Schools uh March 12th, 2006. Um it was mentioned a little bit about uh our credentials if you will, so I won't spend too much time on that. Uh I know that I've seen uh several people at the TSBA conferences um also uh toss conferences, different things. Uh I myself have actually been working uh in Tennessee public sector uh since 2004. Um so um quite a few years um in this and again all uh Tennessee public sector. The reason we start by going through some of these credentials is just we're talking about a very serious topic and want to just let everybody know um you know what qualifies us if you will to even be here tonight. So, uh, Marissa Comb Smith
064and I, uh, we run our public sector, um, medical team. We've got about 29 individuals just in the state of Tennessee, uh, that focus on nothing except public sector business. So, that's public school systems, county governments, and and city governments. Uh we have two offices uh one in Nashville um one in Knoxville um and then a service team that literally is kind of sprinkled uh throughout the entire state. Um as it was mentioned before as well um from a school district standpoint, we work with about 85 school districts and again most of those are on the state health plan. So again, I'm not here to sell you anything today. Our goal strictly is to answer questions and just do some education. Um, you know, we do end up uh helping with the employee education, helping
065people understand at the end of all this when when that strategy is chosen. So, just over the years of working with groups and walking through the budgeting process and just um picking up uh information over the years, we're going to go over and um I'm going to do some general education. I do not represent the state health plan like I'm not an official representative of that plan but I do know it uh very uh very well and again um you know for me to stand up and give a firm recommendation as well at this point in the game um I'm going to talk about best practices there are too many variables that are still undetermined for me to stand up and say at this point this is what I believe or this is what I
066recommend and I think that's important for y'all to understand what those variables are so that you can be in that position um as well. All right. Um if you'll go to slide number five or actually you know um slide number four at the bottom there again just gives a short list of clients um around y'all that we do officially work with. Ray County Schools and Government, White County Schools, um, and Government, Ron County Schools, Overton, Fentress, Jackson, Megs, just to name a few. On the next slide, slide number five, this is a slide that really just illustrates the fact that medical insurance uh, the costs are going up. the costs are going up for uh everybody in the state again the state health plan but even in the private market as well this is not
067something where Cumberland County is being picked on um the environment across the United States with rising cost of of health care and there's very there many reasons for that but the health care costs are rising at a higher rate than inflation than general inflation and wage growth and what it's causing um part of the reason we're here today is when it doesn't matter what it is. When you have one item that's already one of your top items or it's actually the the top one next to your salaries that is outpacing everything else, it is creating a budget concern, constraint, whatever you want to call it. It's causing an issue um that many feel has to be uh addressed. So again, nobody's nobody's picking on Cumberland County. This is something that everybody is is dealing with.
068Just to go over a high level of the different types of health insurance plans that are out there for general education. Slide number seven is just a good visual on the different types of health insurance plans. Uh the first one uh is a fully insured plan. So, if you work for a private employer, depending on what the size of that employer is, then um many of us in this room are probably on a fully insured plan. And that just means that you're paying a monthly premium. And the insurance company has rated the risk. And basically, they they've told you what the cost is for that 12 months. And then whether they pay out more or pay out less for that 12 months, they've taken the risk. So, that's fully insured. Then you have a self-funded
069plan. Self-funded plan is a little bit different um where the groups pay in and they're self-funding the their own claims. There's still large stop-loss insurance on the back end. The state health insurance plan is the plan that you're on and technically it is a self-funded medical plan. However, with so many people participating across the state, really it functions much much more like a fully insured plan. So that's what you're on today. And then uh for large groups and that's coming down market a little bit. There's also private health insurance options. Some of those again can be self-funded uh where groups it's a have risk and reward but have more control over their plans. And then um as the market continues to go in this direction, if costs continue to outpace at the how they are
070now, I do believe that alternative funding strategies are uh something that people might look at in the future. Okay. Slide number eight just gives you a good visual of that risk continuum of the different types of health insurance plans we just talked about, but it gives you that visual from uh you know the the lowest risk on the left to the highest risk on the right and then just gives you a good benchmark that really um you guys are on that left hand side. um the the fully insured plan, the state health plan uh being right next to that. The item on the next slide that got us here today uh was again doing general education at a TSBA conference. And one of the services that we do regularly do for our clients um and
071sometimes we'll um you know we'll do them at no cost like this as well is to just help groups look at their contribution strategies. Um, the state health plan has a, you know, it's a it's a very good plan. I'm not here to talk down or bad about the state health plan. All of the options are actually very good and very rich options. And we'll talk about actuarial value and an easy way to to explain that. But it's also rather complicated in the fact that there are four different plans. So the plans go in in order from what they would say are the most rich down um, you know, stairst step down. So, the four different plans are the premier plan, the standard plan, the limited plan, which is a terrible name, and we'll get
072there in a minute. And then what they call the CDHP is the consumer-driven health plan. Each one of those four plans also has four tiers that are offered. So, for each four plans, there's employee only, there's employee spouse coverage, there's employee child coverage, and there's a family option. Okay? Okay. So, we got a lot of options already. Then you layer on top of that the fact that there's two different networks that you can choose from. So, you can choose from a uh a very broad network, right? So, the broad network has even more doctors and hospitals that are in it. Um it costs a little bit more and then there's a base network. I will say as part of this educational process, the the majority of school systems across uh Tennessee, they they actually base
073their budget based off of the base network or not necessarily contributing the same percentage or amounts or percentages to both the expanded and the basic. Again, the the word basic sometimes sounds like it's not good. I'm telling you, the majority of my private clients, they're on the either the Blue Cross and Blue Shield S, which is the basic network, or if they're with Sigma, they're on the local plus. Those two networks are very, very good networks. Just because they're the base don't mean that they're uh that they're not good. So, uh that ends up being a lot of different tiers. And when the state comes out with their increase every year, you know, typically the cadence of that around this time of the year, you start to hear um rumors, you know, from finance directors
074or different people across the state. You start to kind of hear like a, hey, I heard that the increase is going to be X or it's going to be Y. That's the phase that we're in right now. Uh we've heard from different people across the state, you know, that 10 to 12% number. Um but again that there's nothing firm about that. That's just the rumor that we're hearing. Uh it might not be the case this year, but in years past when we start to hear the rumor, usually when the state does release the the aggregate rate, it's pretty close to what we um have heard. Uh that aggregate rate uh typically comes out around uh the spring the fiscal when they go around do the spring fiscal workshops. So um there's no set date for
075it. So it could be April, it could be May where they'll officially announce or t in the past again I don't can't say what they will or won't do but in the past they have come out and they give an aggregate let's take a step back and talk about all the different options that there are remember there's premier standard limited CDHP then there's four tiers employee only employee spouse um employee children and then family and then there's two networks So the aggregate is the average of the increase of all of those different plans. So now we step forward into July usually, right? June, July, maybe even August. Then they come out with the actual rate chart and the actual rate chart may have the employee only premiere at a at one level and then it
076may have the employee plus children spouse you plus children at a different increase level. So even within that there could be all these different um increases or rate passes and when you when you take your little calculator out and you average them all together it matches the aggregate that they had come out with a couple months ago. The reason that that is important is because there are some variables at play here that affect the cost of insurance significantly and those have not been released. We're in the rumor phase right now of this is what I think the increase would be or this is what I'm hearing it would be. Again, the next step is when they do the actual aggregate, the official release of that. And then closer to the summer or the end of
077the summer, uh, typically is when they'd actually release the rate chart that shows all of the different plans and what adjustments have been made on those. So, um, I know that you might kind of sound a little complicating. That is why we have built this um strategy, this modeling analysis tool is to take all of those factors and again be able to work with those especially when the state comes out with the final increase and then help groups to model out what they can afford in their budget. I'll I'll pause right there. Are there any any questions on that? So that that model that tool that you have does that consider possible changes of of employees moving from one plan to another plan. Does that consider that? >> That is a great question and that
078is one of those variables. I I know that I know that Cumberland County is in the middle of doing the budget right now. So, uh, that that deadline and those dates don't necessarily align with these these other dates, which is kind of what causes this this problem. So, uh, that is the last variable that we that that we end up knowing at the very end. And you don't know that one until open enrollment is over. So a part of our tool though um does have the ability for us to take our experience and expertise and then based on the changes you know if you increase a premium you tend to have somebody go to another another plan um or if you decrease a premium or if you make something that you know is no cost
079whereas it wasn't no cost before you have a bunch of people that come on. So that's more of the the art um you know the consulting the art side of it. Um so it does contemplate that but that's a little bit more of um us just taking our experience and looking at the changes that you're ultimately wanting to make and then helping to estimate what the migration of the plans would be. >> Just based on historical data kind of a little bit. Yeah. Y I like questions. I really do. Does anybody have any additional? Okay. Well, um you can interrupt me anytime. Um the next page, slide number 10 again, is just some screenshots of high level of uh of a budget analysis and what we call the budget page. So when we get a
080little bit further down the track and we know what the state increases are, then we can truly start to model. And then each one of those different rows on this screenshot here are different scenarios that you have given us that says, hey, will you model out what this would look like? And that's one row. And then well give us these two or three other options, too. and that'll help us pick and land on the ultimate strategy that we need to land on. Um, so th that's just a screenshot. And then the top row, of course, is always the baseline. It it's taking your current participation in what you're doing today. Um, those are not y'all's numbers. Those are just screenshots of of other calculators. On slide number 11, uh we'll get in and this is
081where we talk a little bit about uh start to talk about what we call actuarial uh values. Um actuarial values of a plan, there are a lot of different components um of a plan. When it comes to actuarial value, I skipped ahead a little bit. Um and I'll get into that uh here in just a minute or two. So, uh, real quick, I I do want to hit on this is why presentations are good for me because I can get off script and this keeps me on track. Um, there is a difference. I think it's important for everybody to know. There's a difference between the local government plan with the state of Tennessee and the local education plan. Um, there's actually another component as a higher education, but you're typically the benefits on the local
082government plan and the benefits on the local education plan are the same benefits. So, what is my deductible? What are my co-pays? What's my out-of- pocket maximum? Typically, those benefits are the same. Um, but a lot of times, I don't think the community or people are necessarily aware that the county government rate is different than the rates for the school system. um just from a population and demographic standpoint, there's a different demographic that tends to be older um in county government. So, the state manages that uh separately from a pricing perspective. So, as we go through this, I don't want you to uniformly uh apply everything that I say to both the schools and the government. Schools have one rate and then the government has a different rate. And historically, we've actually seen the the
083county the government rate when schools get an increase, the county government typically gets a little bit more um of an increase. That's been at least been our our history of things. All right. So, in a budget year on slide number 11, uh in a difficult budget year, you know, what are some of the things that uh that we can do? Um, sometimes when you're looking at your contribution strategy because boards turn over and superintendent turn over, a lot of times people don't they remember the last couple of years, but they might not necessarily remember all the ins and outs of what got us here, right? It's it's more of a we inherited this and then a new board inherited this and so on and so forth since this has been going for a long time.
084Some of the strategies that other districts are using to try to help them control cost um is again is to pick a plan like the limited plan or the standard plan and base your contribution strategies off of one of those because the cost is less. And again, I I know that that's not a statement that everybody wants to hear, but you got to know like I love the fact that I'm not trying to push one thing or the other. This is the state health plan. I have no dog in the fight other than to kind of throw out there what are the levers that you can pull when the budget has reached its end because if we continue to do what we're doing today, well then the the trae trajectory is whatever this increase is
085that we don't know. And again, if it's a a 2% increase, oh, okay, great. That's way less than market. I'll take that all day long. But if it's more, then that's where choosing a strategy before you consider how much money you actually have in your budget can be problematic. So, as an example, if you have, hey, I'm going to choose I'm going to choose between, you know, the the this plan unlimited and we're going to do this or this plan on on standard and we're going to do this. Well, if you make those decisions and lock that in before you know what the increase is, then you have no control over your budget and you don't know if what you've just agreed to is anywhere close to what's within your budget. So, a best practice
086for for our team when talking about recommendations, and this may be different than what you're used to, right? Because it may in the past it may have been, well, we're going to do this percentage and this is how we're going to do it this way. Again, going back to what's the issue here? The issue is budget. And if we have a 10 to 12% increase or even six, you know what the which is normally the average, it's a best practice to to actually find out what your number is in your health insurance line item budget and vote on the number for your budget first. And then when the state comes out with their increase, the actual rate chart itself, then you can decide on your contri on your strategy in order to meet your budget,
087which may be different than what you've done in the past. All right. Um, actuarial values. Let's go to slide number 14. Um, slide number 14, actuarial values is all about health insurance has a lot of different components in it. And uh so when I say components, you have co-pays for everything, right? On on three of the four plans, you've got a co-ay for your primary doctor's visit, you have a co-pay for your specialist, you have a co-pay for uh chiropractic. So you have co-pays. Um you have different co-pays for different things, including different co-pays for your uh pharmacy. Then you have a deductible. So the the deductible is okay if it's not covered in a doctor's office for my co-pay like my $25 as an example on the premier plan. If it's something larger like
088an MRI or a scan or I actually have to be put into the hospital then the member has to meet their deductible. So they're responsible for 100% of the deductible and then after they meet their deductible then they get into what's called co- insurance and co- insurance as the name implies is now the member and the health insurance company are sharing the cost all the way until they get to what they call the out-ofpocket maximum. The out-of- pocket maximum is that's the maximum under worst case scenario that anybody would pay for their plan. So when you have that many components, it can be really difficult to compare which plane is better, like which one do I think is better or how much better is this one. And a lot of times it ends up coming
089back to stories more than than value. All that to say, actuarial value is um it's actually controlled by CMS. It's based off of Medicare and Medicaid. Um uh the basically it says this is the value of my plan the actuarial value. How rich is my plan? Uh if you remember back to the ACA like the ACA marketplace said well this is a platinum plan this is a gold plan. This is a silver plan and this is a bronze plan. That's what we're talking about here. It's a way that even if this plan's benefits are not set up and structured the same way as this plan's benefits, actuarial value is a way to simplify the number and just base base it off of the richness of the plan. So technically you can have a high deductible
090health plan that's not set up at all like a co-ay plan, but the actuarial value gives you a uh a very uniform way to be able to compare the richness of the plans. If you'll go down to the bottom of slide 15, this is the actuarial evaluation uh the the AV number for the different plans. So, premier plan um 87.2, standard plan 83.3, limited 78.9, and this the consumer-driven health plan is 76.6. So again, you do see a stair step down, but none of these plans are bad plans. Uh if you kind of think and compare them, one of the other sheets I gave you was the actual grid from the state of Tennessee um of the local education plan. If you compare those to your workplace and your benefits, chances are that um that
091all of them, even including the CDHP, are are are potentially better um than what you have. Um, so all the plans with the state are very very good. All right. Uh, I mentioned it just a second ago, but the name limited really has given that plan a bad rap. Um, when people hear the name limited immediately, like what do you think of? >> Not that much. >> Yeah. Like it's going to stop. like it's it's a limit literally limited plan and it's going to reach a point of where it doesn't pay anymore. All of these plans are ACA compliant. Um and the limited plan again just I think it's one man's opinion a poor name. All of those plans being ACA compliant, they don't have any maximums on them. So, if we're talking about cancer
092claims, if we're talking about heart attack claims or um you know, a premature birth, a covered individual, as long as they're going to in network, um that's going to be I mean, there is always a concept of in network and out of network, but in network, that's going to be uh they don't have any capsu claims. Uh out of network benefits work the same way. they just get added to. It's always best to just stay in network. Um, at the end of all of this, again, this is not what I think is one presentation. Uh, I would say that there's a lot of work to be done, but I would caution against sticking, you know, your stake in the ground before you have all of the factors. So again, it may be different, but I
093think voting on the budgeted amount gives you the maximum amount of flexibility to do what you need to do when you get the numbers to actually meet the the target. Um, and once that's all done, our team specializes in doing education for the employees. Um so um when we are in a working relationship with people part of that can be even coming on site doing group meetings and leaning into the education so that the employees understand their health plan. Um I I would argue to say a lot of them just take take the coverage because it's free. Um that's one of the items that would be looked at and reviewed and I don't want anybody to hear him say, "Oh, they're taking it away." But when you make every single employee on the option um
094no cost, that does drive people under the plan that might be double covered. They might have coverage with their spouse. Um who wouldn't take free health insurance? So we have seen historically when there is even a nominal cost $10, $20. Um we have seen that to your migration question impact the migration of where people who were just taking it and didn't need it. um you know, we will will go on a spouse's plan or um you see some people come off. So, from a budget standpoint, it could be helpful. Uh you can have the best benefits in the world. If you go to slide number 20, uh this is from a national benchmarking uh poll that we did. Gallagher's got one of the largest national benchmarking uh polls and part of that is employees understanding
095how good their plans are. So actually starting at the bottom you can have the best benefit plan in the world but if there's not effective communication about it then the statistics say only about a quarter of your people 25% think that it's good uh you can have actually not good benefit plan but if you affect if you communicate it effectively you actually your employee engagement and satisfaction actually goes up to about three quarters about 76% and then of course if you you know are able to have both rich benefits and a good communication. You really have employees that are satisfied and happy with their plan. So, uh communication certainly is one of the things for our clients that we uh that we lean into. So, that was the the first part that's the health insurance
096part of things. And then I am going to transition to this other uh again thought uh for consideration which is the clinic and how that actually can kind of play into some of this. Um, but any questions on the the remainder of that presentation, the first one? >> Good info. Thank you. >> Okay, nobody's fallen asleep yet, so this one's shorter than the first one, so I think we're good. Um, so we mentioned it earlier. Uh on-site medical clinics are something that um have been around for a while and I want y'all to know upfront this is not a return on investment type of a discussion. This is actually you know one of those things that other districts if they have made some adjustments on uh on their plans sometimes those adjustments do free up
097some capital to be able to add in an employee benefit like this clinic. And that's exactly what this clinic would be for and it's what it is for the groups that have done it. It is an employee benefit um where employees and their families uh whether they have the health insurance or not can actually come and receive care at the clinic. So um I mean there's a lot of different benefits to that, but a lot of the folks uh I'm sure you've probably witnessed trying to get in to see a clinic provider or you know a doctor and having to wait multiple days. the fact that these clinics are dedicated just for the their groups um is very beneficial in being able to keep it open uh for the employees. So uh them their family
098members like I said they actually get to go for free. So instead of paying a co-pay at the doctor uh when they go in to see um uh the the nurse practitioner, they don't have to pay a co-ay for that. So think about somebody who has a child that's sick. Well, most of the time it's a teacher. They're having to miss work for the entire day, if not a couple of different days. The feedback that we get from our clinics sometimes is they were literally able to leave on their planning period, go over, get their visit done, and then make it back to work at the end of the day. So, it is an extremely wellreceived um and benefit, a good benefit for the employees. But then on the back end, there's all kinds of
099benefits to the school system in the forms of lower absenteeism. Um, the nurse practitioners get to know your people. They do wellness and health assessments and actually help catch things beforehand. So they're doing screenings for high blood pressure, for high cholesterol, and they have statistics that where they're able to catch those individuals early and get them on the right maintenance medication and literally drive down uh the large claimments. So again, if if you were on a self-unded medical plan, these clinics make sense all day long because it's a return on investment. Because you're on the state health plan, that's different. This would be something that you did pay for. But if there was a strategy like looking at a limited plan as the base, then this is something that is new where we're literally saying,
100"Yes, we've made some changes, but we also have a a clinic now that you and your family can go to for your um for your primary care, and it's not going to cost you anything for that for that care. Uh they can do workers comp claims, they can do uh DOT physicals, they can do your drug screenings. So there there's actually a lot of um uh you know return on investment in those things as well and even on your workers comp insurance having them on your panel and having folks you know again you can't make people go to a place but having them go uh to the clinic first. A lot of times the clinic's able to wrap their arms around that claim before it ever turns into a large workers comp claim as well.
101So um a lot of really good benefits from that. the the main groups that we have been a partner with, Robertson County government, Robertson County schools, and the the city of Springfield. They actually came together about four four or five years ago now, I believe, and they share a clinic. Lebanon Special, they're a school district on their own um in Wil Wilson County. They just did their own. they're only about 700 uh full-time employees and they have their own clinic. And then Warren County is probably the one that's closest to you. Um where the school board and the county government, they came together to share a clinic. Um so again, it can be a non-traditional part of the strategy in all of this. Um and that's something that we'll incorporate into, you know, the different
102possibilities. All right. I didn't time myself, but how how long did I go? I know you guys have a lot to cover. >> Actually, didn't time it. >> Sure. >> What was the cost of one of those? >> Yes. Yeah. And the average cost of one of those clinics is about $550,000. And that's that's why it goes along with the medical insurance discussion because when you're looking at medical budget, the total spend last year was about 11 somewhere close to 11 million. So um again fully open transparent with recognition of the fact that it is um $550,000 is a lot of money, but it doesn't run through insurance. It's what they call a capitated model which is they're not incentivized to feed this hospital system. They're not incentivized to keep a claim going. It the
103cost of the clinic really is it's the cost plus the plus the profit, you know, for the clinic provider. There's no um there's no smok and mirrors behind of I'm getting a kickback from this RX, you know, for every dollar that thing that I'm sorry, for every prescription that's filled. They're not like getting a dollar on the back end. It's all enclosed in that cost. >> In your experience, I'm sorry. You're >> fine. In your experience, have there been local government and education partnering with local nursing schools to set up these education. the this particular clinic, that's not been my experience, but part of the um part of kind of the the thought process around the clinic too is is sometimes employees will be concerned or worried if they're if they think that their employer
104has anything to do with the staffing or with knowing about the people that are working there. So it it's typically run by an independent party and then that independent party though um you have to have a physician that oversees the program and those employees that are working in there are employees of the clinic provider and she oversees them. So um again I'm not saying it's a bad idea. I'm just saying my experience with this particular clinic provider that's doing the others is that bringing in you know students or something uh of that nature would be outside of what I've experienced. >> But there are models out there for rural areas to discuss. >> Yeah. >> So question um the cap you said it's 550,000 cap. What determines that? So clarification um the 550,000 is an
105estimate. Okay. >> And part of that estimate is the majority of the cost. See if I >> just have that sheet. >> Did I did I hand that out? >> Yes. Okay. >> This one. >> Yes. So the majority of the cost is the the fixed cost. And the reason that's the highest one is because that is for the salaries of the people that are working there. that's going to be the highest. And then the variable cost um that's in there is they are not a pharmacy. It's like so people are not going to come month in and month out and get every prescription that they have. But if somebody goes in and they need a Zpack, okay, they're going to be able to give them a Zpack, um they they do ready med basically,
106so they're not dispensing, it's already prepackaged. they are able to dispense antibiotics and um certain medications that are basic there on site so that the employee doesn't have to then also go to a pharmacy. Um that is a pass through cost. So um they they have a bulk deal. You get the invoice every single month about what was dispensed and what the cost was. So, that one can range depending on if you want more basic um more basic uh prescriptions or if you want to get a little bit more elaborate. Typically, the variable cost can range around $1.25 to $1.75 uh per member per month as an average, but that's on that's all included in that estimate of 550,000 um per year that I discussed. Thank you. >> Can I ask a question? Absolutely. >>
107So, we've had some discussion in talking about insurance uh about grandfathering people in would that be a best practice? Like for instance, if we say, "Okay, we'll continue to pay what whatever 100% for our employees at this point, but then if you start July 1, 2026, then you're going to have to pay 80% of or 20% of your insurance and we'll only pay 80. Is that a best practice?" >> The simple answer to that is it's not. >> Okay. >> Um that doesn't mean that other districts don't do it. It doesn't mean that it's not out there. Um, and I am I'm not an attorney. Um, but when it comes to that it because you don't know who the grand the grandfather people are necessarily and what position they are and what their their compensation
108is, that potentially could cause some unforeseen issues that then end up having to be dealt with or fixed later. So um we have seen a standardization um across the state of uh just from that perspective of doing the same thing for everybody. Um it kind of takes some of the that out of the equation. >> Thank you. >> Does anybody else have any questions for Mr. Dozer? >> Thank you, sir. We appreciate you coming. >> Thank you. Thanks for not falling asleep. >> This is too important. Fall asleep. number 10. >> So the next uh is um two healthc care options that again the majority of you ask me to arrive at two. Um and one is for our classified folks and one is for our certified folks. Uh both of them are the same.
109Uh your first option is going to be to continue 100% in co 100% coverage for the employee but employee plus children would be 8515. We would pay 85 and they would pay 15. And this is uh everyone going to the limited plan. And um then the uh option to for both classified and certified is uh to continue as we are now but to pay and that's 100% for the employee and their children and that's for both classified and certified. >> Does that still do the 45% deal with the spouse? >> Yes. So let me explain. So, if a person has single coverage and they're an employee, we pay X amount. And I can't see that, but um so looking at the limited, thanks, Miss Diane. So, looking at the limited, uh we're going to pay
110um $695. So, if if it's employee plus children, we're going to pay that same amount, but it's going to be we're going to cover all of them. It's going to be 11.46. But if it's the employee plus the spouse, we take that$,565 and subtract the 6.95 to arrive at who pays what. So that comes out that we pay it's a 4555% that we pay. And then if it's the employee, children and spouse, we take the 1164 and subtract it from the amount. >> Do you know where that came from? >> Do I know where what came from? >> That 45% of spouse. You know why we did that? >> It's in state law that we pay 45% for employee. That would be my guess. No, I don't know where it came from. >> Say for
111the spouse, it says for them. >> Correct. >> Yeah. But see, so we still continue to cover that. And if you do the math consistently, it shows that we pay it's a 4555 split. Yeah. But I where it came from. >> I was just curious why why we did that because >> Well, you're covering the employees. The only thing I can say to get that. >> So if you Yeah. Yes, sir. I think that will be probably because what I talked about earlier it's just inherited right up here. It's just because y'all inherited somebody somebody so and the technical requirement is all of the plans and all of the tiers on state health plan um the total premium. So you just total pre the minimum requirement is 45%. >> Yeah. >> So on all plans
112on all tiers you have to contribute 45%. So that's probably why that happened on this on the spouse. But what the the difficult thing for me to understand is why employee plus children plus spouse costs less than employee plus spouse. It does it doesn't even >> because I think I >> I mean I know I know why the math comes out that way, but I don't understand why we would do that. >> I can't explain that either, but I can explain why they're lower consistently. So, I know we can't make a motion or anything right now, but I would I would think that this does not need to be an option. >> Looks like they need to do adoption. >> Yeah. Yeah. >> Well, based on what we just heard, I would suggest, right, and
113we'll have to decide at the next meeting, but we need to figure out how much we can afford before deciding how we're going to divvy it out. So defining defining the amount within the budget that can go to the medical expenses as part of the budget as a whole. And then that allows us the opportunity to come back if we work with them or work on our own decide then what's the best route to go in order to the best package we can within that budget. >> So that means we would need to see the rest of the budget and salary scales to know how much we would have left for insurance. You could do that or we could, you know, kind of set amount based on what we spent this year on it and
114uh do two 3% increase. You know, I mean, we don't know how we don't know what the health rates are going to be. >> I mean, I think a starting point would be what we spent this year, but then we've got a concern because looking at I mean, we barely were able to cover what we spent this year in our budget, right? So looking at next year, would we be able to even spend again what we spent this year with the raises we're doing or are we going to have to back off of that a little bit from what we spent this year? But that would be a starting point. >> We we know what we're going to be funded. >> We do know that. So we just need to know what we're going to
115spend >> and then this budget line can be determined after we know that >> and then we build into that budget. Could we also see how we compared to other districts? We did it for salaries. Let's look at that for benefits also and see if everybody's paying. >> So, we we've got that information. >> I thought we had it last year. I tried to find it. I wasn't able to to find it, but >> So, a lot of um there's one district that pays 100% of the standard plan for employees, and that's Overton. Um, we had uh several that did an 8020 and we had some that did a 4555. Ray County may pay 100% for their employees um as well, but those are there's just two districts that pay that. Nobody pays 100% for
116employees plus children. >> I've got some of them here pulled up. Um, >> yeah, Rome County is an 8020 on employee single coverage. Um, Putnham County on the premier plan is a 74% employee single coverage. What that equates to, and I can tell you, uh, the annual cost employer is 7,041 per employee. Uh, and and the employee is 20 $2,474 a year on that plan. For Putinham, for Ron, it's 7612. This is based on the current premier uh plan uh 7612 and employees 1903 have Bledo County there are 80% of employee single coverage which is 7612 and 1903 again. Um that's the only ones that we did this comparison on that I have data for. Warren County I think went to 8515 this year. Yep. Sorry I have that one. employers 8,888 annually and the
117employees 1427 on the premier plan >> have you got that where you could send it to me? >> Yes, I do. Y >> and also like the the the children and spouse coverages. I think we need to know that too for for everybody for every county that we're comparing to. >> The sheet we got specifies single coverage, single coverage, single coverage. That pretty much tells you they're covering the single coverage, >> just the employee >> for that amount. >> And so whatever that equates to, they're probably moving it over to that the other plans, right? Would be the assumption. I I would assume. Yeah. >> Okay. >> Anything else? That means I guess for for the next meeting we're going to be looking at budget >> as much as we can, you know, until we
118get pay scales. >> Well, I mean, the pay scales are definitely going to be on there. >> Correct. It'll be on the next agenda, you know. I mean, um, the other night at the education committee, um, they talked about, um, uh, when was we going to have our budget prepared and based on our budget plan that we adopted in December. Uh, we are supposed to have it approved at the last a the April meeting, our budget 100% pro approved and it goes to the county commission April the 27th. Right now, I have a targeted date, and I'm going to say targeted because we don't know for sure the positive date of um April the 12th to present the budget. And uh I was questioned if we would get the budget, if they would have the
119budget before um so they would have plenty of time to look at it. And I think you said April 27th was the target for them to >> for us to have it. Yes, that's what our budget uh plan says. April the 27th that it will be taken to the county commission. >> Their meeting is 1st of May, first week in May. >> So they have um a preliminary budget meeting on April the 30th. >> Okay. And then I think after that they do have one more but just a a regular monthly budget and that's probably the one you're talking about. >> We have to present it 15 days a few >> before it's before it's vote before it's voted on by the county commission. >> The preliminary we could we could provide preliminary to them.
120>> Yeah. We presented on the 12th and they meet on the 27th. That's 15. >> Anything else on insurance? Mr. Vanwinkle wanted the standard plan added back. That has been shared with you and those cost as well. Anything else you want to add to that? >> Okay. So, for the March meeting, then we'll have the budget roughed out as far as y'all can do it with us deciding on the salary >> scale options at that meeting. And that should give us a good idea what we will have to spend on. >> Well, the re the budget is currently roughed out. Uh I'm needing to talk to a to a few about some things, but I mean we have it >> that's how we have it today. >> Yeah. And you know, there's some other things
121on there obviously like subpay and supplements that we will need to discuss a little bit here in a minute. >> Okay. >> So, next is subpay and uh here's the projected cost. Um if we move our rates just slip skip uh to slide five, I think the last slide. So there is what you're looking at as the increases and I think we put um classified as um in that budget as 90 uh and that's up from 75 and certified we bumped it up as well. So, what I what stuck out to me when I was looking at this is we're on the retired teacher sub costs were bumping up by $25 increments. >> But then when we go to the certified, the bump goes up from 85 to 100. That's only 15. Mhm. So, I
122can tell you where those averages came from and that's been shared with you in a monthly or in a Monday email. Um, I got the averages for the upper Cumberland, all 16 districts in the upper Cumberland and shared that and that's how we arrived at those amounts for our certified increases and our classified increases. And that way we're not the bottom of the barrel. So just another item for you all to consider. Subay will be on there as well. Okay. So next is supplements and uh skip first if you don't mind to years of experience. So this is technically the um the supplement pay. Now um I have gone through um with the athletic directors. There's some things that's on here uh that we do not use that's that we do not have that I
123would like to have removed and then there's some amounts that we have changed and we did so we removed three and added two. So, uh, kind of maybe sort of a net there. Uh, but, uh, there's some changes that I would like to make to this. And I didn't have an opportunity to meet with the high school athletic directors until after we had to have this posted for this meeting. Um, but this is what we currently use. Uh, and it's everything. We now have the beta club on there. We have student council. We have drama club at the elementary. Uh, that was added. Um, so like I said, this is where the bulk of the supplements come from. Uh, we did revise this in January. Um, this was the scale that we had and I
124think it was devised when they started adding the years of experience a couple three years ago. And if you look at the jumps from year one, like year 1 to four and then to 5 through nine, that's uh basically a 10% increase each year or each years of experience. So that that's how that's arrived at. And like I said, this is where the bulk of your supplements come from. Now, um I had been asked, do we take into consideration other factors like how many kids do they work with? How long is their season? How long do they practice and things like that? So, Miss Diane, would you go to the other sheet please? So, that has been developed. So, a person would get their supplement based on the years of experience and then this would
125be additional dispersements. You can see the number of students that they deal with, the months that they practice or are involved, uh their performance in games, matches, whatever. Um and then uh so it was also asked if they're successful, do they get anything there? So this would obvious obvious well I'll go on. You can see the and that's their uh win percentages. Obviously, we want every coach to be over 50% of their wins. So, if you are 60 to 74, that's how much you get. 75 to 89, 90 and above. If you or your team makes it to the state playoffs or the state tournament, that's a $500 bonus. If you have an undefeated season or a state champion, uh that's $1,000. And these would be applicable for our middle schools, our TM, our TWSAA,
126middle school and high school sectionals groups. So some notes to notice, supplements will be paid twice a year. We'll figure out when the sport is and go from there, maybe midway and end. Obviously, the success would be on your second check after you finish. Supporting documentation will be required. We want ro we want rosters to know exactly how many kids so we can prove that you've got 75 kids or 76. Uh when are you practicing and then your game schedule new coaches will complete experience verification forms. Number of performances one to one each game regardless of a tournament or not. So if you look at TWSSA a lot of times they consider tournament games to be two games. Well, for this criteria, it's one game is one game. For some supplements, only base, month, and
127years of experience will be used. And the example that I used is the elementary yearbook person because they're not going to have at the high school, you will have number of students, but at the elementary level, you're not going to have number of students that's going to be helping you. um your success rates getting it completed, which is yay, but you're not going to have a 74% of that, if that makes sense. So, um these were questions I was asked. Uh never in my life have I created something like this, but here's a starting point. I'll be glad to take questions and take any advice. >> How does this apply to spelling B? Currently, Cumberland County Schools does not give a supplement for spelling bee. >> Okay. How about a beta club contest? >> So,
128beta club, uh, beta club is on there. They have an amount that they get for years of experience. Then we would look and see how many kids that they have in their beta club. That would fit in that supplement. We would look and see how many months uh that they would meet, which would probably be nine. uh because I would assume they would meet at least once uh a month during the school year. Uh and then you're going to have some of our schools which participate in state competitions and we could look at their um number of I guess their number of participants that they have in those competitions. CTE competitions >> that's not added in this because we do not pay our CTE folks out of these supplements and these are athletic and activity
129supplements but we don't pay them out of this. I will say um this is concerning. I mean obviously I I want our people to be involved. I want our kids to have every opportunity. I want to keep the good people that we have in this line, in this budget line. Um, we are currently sitting at $600,000. That comes the supplements that we have now, which is that first sheet that I showed you. And that's also uh where we pay teachers to do ball game duties. And right now it sits at 600,000. and we typically use 90% of it. >> So you I guess what brought this up was incentivizing. >> Correct. >> And so I appreciate you looking at that, but I think I think if we're going to do this like the questions that
130came up with beta, it should be clarified how that's going to work for beta. You you know what I mean? any policy that we do or or procedure like this should be clear. So there's no question >> and I'll be happy to create that when we get to that point. Like I said, >> but before we can vote on something, I would like to see that clarified. >> Speaking to the budget piece, um speaking to the budget piece, Dr. Farley the I know we couldn't necessarily figure out like performance or success bonuses but we would we have an idea of where we would be costwise based on prior number of students and month >> what I could do for um we could try to figure out where we are for this year you know the
131sports that have completed like football's completed basketball's completed tennis is completed we could figure those Okay. Give us an idea of whether the dollar amount's even feasible. >> Probably need some tennis courts first. >> So that leaves uh if we're spending 90% of 600,000 that leaves 60,000 left, right? If we don't use that for incentive, it's rolling back over into the fund balance. >> Which to Mr. King's point that he just made, the tennis courts that are outstanding yet. >> We have 19 million. >> Yeah. >> I think it would be important to incentivize our coaches to um have success. >> Sure. >> As well as our activity people. >> Absolutely. >> Any other questions? Excuse me. Any other questions, suggestions? >> This is a nice little layout. Thank you. >> Thanks. I tried. >>
132So, the next is, like I said, a very preliminary budget. Um, it has, um, as I said, option B for the certified pay increases. Uh it has a 50cent raise for classified. It does have a sub raise in there. Um it does have an additional 12 teachers uh because uh last month or yeah last month on the second reading our class size changed to 20 in K3. So we did need to add um based on current numbers we would need 11. So just projecting for next year we we went ahead and put 12 in there where we typically put five. Um and this is for the limited plans uh for insurance and it is the 8515. Any questions? So audited actual from 2425 is 75.4 million basically. >> Is that on the last page? >>
133Mhm. >> Okay. >> Well, it's on page 27. >> Okay. And I know we went through this last year, but um it looks like we we budgeted 77546 cuz that's not actual yet, right? That's budget for 2526. That's the pink reddish pink line. >> I don't know. I think so. >> Yeah, you had it there. Yeah. Okay. All right. >> And then we're budgeting this year or planning to budget this year 82.3. >> Well, the 82.3 is those pay increases. Uh, and the um the insurance that we've discussed, it's the increase in subs. >> Did you put one of those plans in here for insurance or is it >> Yeah. >> Okay. I put the limited and I put the uh 8515. That's the plan that's in there. Um and those 12 teachers. So, and
134then this is, you know, um items that supervisors have put in yet that we haven't got to discuss fully. So, >> so and and the TISA allocation is 72 five around seven. Yep. Yes, we do. I'm sorry. Go ahead. >> We should uh get the at least the same amount that we had last year due to the hold harmless even though our uh enrollment had our ADMs have decreased. Um Governor Lee has put that into place because of the changes in the uh classifications of economically disadvantaged students. So, we will get the same amount from them that we got last year. that ADM aotment increased and showed us getting 72 this year. I think we got 70 last year. >> Okay. Yeah, there was that on that last one. We did have a $2 million
135increase. >> So 72. Yes. >> I'm just I'm just feeding all this information out for everybody to hear and kind of understand. We're we're looking at TISA funding. This obviously doesn't include the the 72 million doesn't include the grants that are in in this budget, right? Do you know what those grants look like? >> Not off the top of my head. No, because so you all received this budget last Wednesday and I was in Nashville when you received it. Uh, I have had I have had the opportunity to sit down one time with Miss Delk and us look at it, but I just wanted to look at main departments and and see requests and all of that. And I know I couldn't tell you right off the top of my head about the grants. >>
136Somewhere around 5 a.5 million, I think. >> Sorry, but I'm not even going to guess because I may be way off. >> Yeah. So our um our total sources of revenue is going to be 78.2 million. So that includes all sources, grants and everything. And we're projecting an 82.3 million. So right now we're looking at the difference of those two >> and >> 78.225 225 is projected sources of income versus 82.3 is the projected expenditures >> that that number will change based on some discussions here in my office. >> Absolutely. Yeah. I just just trying to get the general. >> All right. And please know this budget here does not have the athletics and activities director in it. That's one change that I can make from one line to another. Uh and um we have
137not put any additional in there for supplements. >> Does it have uh the CAO? >> That's the change I was planning on making. I was going to take the money from the CAO line and move that to the athletic director. And did you did I miss did you say what um substitute plan you worked into this? >> Um it it was um I think it was option >> two. I think >> it was option two. >> It's the um the classified $95 a day. Whichever one that is. And I don't have that in front of me. My apologies. right here. It's the 85. Well, there's three. Option one is one. Yeah, >> that's it. But obviously we can we'll have another preliminary budget on the next agenda. I mean we still won't have pay scales
138but there will be some other things that will be changed. >> Okay. >> And this budget two really doesn't include any major capital projects. subclassified sub uh $90 was is it 90 be option option one on the substitutes is what it would be >> okay option one >> quick question on the substitute uh for certification are there costs for them to keep their certifications yeartoear >> teachers of course if there's continue to sub let's say they're retired or whatever the sit situation is they're not currently teaching >> regularly, but what >> so it would be as long as their teacher license are good and they don't have to pay to renew their teaching license, they just have to do their um continue to get their PDPs. >> So it would be the cost of their
139continuing education that they'd have to absorb to continue on as a substitute. >> Yeah. Any more questions on the budget? >> Anybody else have any questions on the budget? >> I just want to point out, okay, 3 million. It's not there. We're not going to get that. That was an error. The only good revenue number that is not a huge guest is that first piece of that first piece of estimate. >> Okay. >> The rest of it is a big estimate. >> Okay. So that 78 that 78.225 is not official yet. >> No. >> Okay. Um, and like I said, that 3 million is we know for sure that's not going to be the grant for CP. So that one's done. >> Okay. >> You can the only good number you have because we haven't
140got anything else is that >> okay. So 72 whatever that is. Okay. >> So they will continue to do those pulls um at the 15th of the month. I send you all the letters when I get them that let you know the estimates and they tell us what's in the base and what that covers and money for teacher salaries and all of that stuff. Um they are we should have our definite numbers by May, but they said that they typically have those by April. So we'll see. Okay. >> So it sounds like we'll have about two weeks to have a vote on a budget >> maybe. Maybe maybe. >> Okay. >> So, next we have policy first readings. The um I I can't remember if I sent these to you in a Monday email or
141not. Um I think I did. Um the first one um uh everything that's in blue is also in our procedure and it's added to this. Um the others I really don't think that there's that much of a change. I really don't think like um it may have a change of who um who who the person is in charge of that now. and we need to remember that going forward and uh get that changed at the beginning of the school year. But does anybody have any questions on the first reading of policies? Also, another change that's been made um on the um DHA is the number of days that they have to appeal the decision. That that was the primary change there. And I think that was changed to match other places where we have when
142you can appeal things. Just trying to be consistent. Any questions on first reading policies? Those will be on the agenda. So, middle school update. Um, >> do you want me to do that or do you want to? >> I'm prepared. >> Go ahead. >> Okay. So most recent update from the middle school committee. Uh we we finalized the CE matrix. We do have four options identified. Uh those options are one high school, one middle school with our current facilities. Two existing elementary schools. Uh we didn't select which two those were. Dr. Farley is going to model a transportation um or do a model on transportation for uh schools that could be used for that to determine next steps. We don't see any point in doing any costing on on two middle schools until we understand
143if we can handle the transportation or not. So, uh, the next option is one new middle school and one existing elementary school. And the last option was two new middle schools. So, Dr. Farley suggested another one another committee meeting to invite community members back for feedback and have open discussion with invited guests. Uh other than that um there was discussion about concluding the committee uh in the near future um so that we could just bring these back to the full board and determine next steps after that. So I I think you mentioned you did mention having community members. >> Yeah. >> So possibly one more meeting to invite community members in to have a discussion. We can have a roundt discussion. um get some ideas and feedback from them and then bring bring those back
144to the full board for discussion. I don't know if it'll be ready for a vote until we get a transportation model out. >> So, in talking to Miss Martin, I called her, we had that meeting Monday. I called her Tuesday morning and she has immediately started working on that. Um she thinks maybe she can have it ready to go at the board meeting at the end of the month. So, I hope to be able to share that. I do have some more information. Um, looking at occupancy for each building. Stone Memorial High School, uh, the occupancy is 1250. That's plus your art, choir, band, and PE spaces. It was designed for an addition of 16 classrooms or 480 students. So, that if you did that, that would shoot that up to about 1,730. I think
145CCHS can hold 1,900 plus art, choir, band, PE spaces. Stone and Brown were built uh for a capacity of 650 and North and South were built for a capacity of 700. And that's straight from Mr. Chamberlain. >> Thank you. >> Mhm. >> Is there room to expand either of the high schools more than more than you mentioned there? >> Not that I know of, if I'm not mistaken. Back when Stone was built, they were going to add those additional 16 classrooms and for some reason did not. Am I just imagining that or does somebody else out here remember that? >> I think what happened was they cut off part of the building and then we put it back. It was the end of the B-wing or the CT wing cut off by halfway which was
146supposed to be just two classrooms but it was four classrooms and two labs. >> Okay. >> Put it back. >> So you know this says that it was designed for an addition of 16 classrooms. >> Yeah. That addition is to go on to the bus lane right now. >> So it would go out to the side. >> Yeah. to the right as you look at the school. >> Right. Okay. >> Which is a wing that goes back that down at bus lane. >> Um I have been asked to get some trends of numbers together. um you know and I'm looking at we I was trying to go back to 2000 and this is this would be numbers per grade per school and then per feeder pattern for the last 20 years. However, our system will
147only allow us to go back to 2001. So, but we are working on that and we would have that from 2001 through last year. I'm just just curious, did you limit that um transportation modeling to schools that could have acreage to support middle schools? >> Nope. I said from every middle school to every middle school. So like she will run the numbers from every all of the middle schools to north. She will run it to south, every middle school to that. And then we can bring >> She's already doing that. Okay. Yeah. wanted to make sure we had all the information and was thorough. And that was the point the other night. I thought I understood no school is eliminated. So, >> well, I just Yeah. Yeah. Okay. >> And I would encourage us to
148think about this when we talk about community feedback. um you know um I don't know if you would want to go to CCHS and go to Stone or I don't know if you would want to go to individual communities, you know, um something to think about and put on your all's radar for when we get ready to do that. >> I think we decided the two new middle school option would be just getting quotes and land opportunities, right? >> Mhm. >> yeah. Um, and in discussions with Mr. Chamberlain, he said he might can make it a hundred million instead of 120. >> Oh, wow. Okay. >> Hey, every 20 million matters, right? I >> think we only spent 20 on Stone High School. >> Yeah. 27. Was it 27? 27. >> Yeah. >> Okay. And
149I get that, but that's been 20 years ago. >> That's all I have for an update. Do you have anything else? >> I don't think so. Any questions on the middle school update? >> That's great. >> That's it, Ron. >> That's it. >> Any questions from the media? No. Okay. Meeting adjourned.