001from to shove 11 million to about 6 and 1/2 million. You drop your fund balance from 12% which is already below what your recommended level is to about 7%. So, if you want to take the easiest of all possible ways out, you could balance your budget for next year by taking out a fund equity. However, the year after that, you couldn't do it because you'd be in the hole $7,700 or $7,700,000. So, for 1 year, if you wanted to balance your budgets using fund equity, using some of your surplus funds, that is a 1-year solution, but only 1 year. What we're taking a look at, I want to see Thank you. The levy. People are always concerned, especially after this last year when it was a 500% increase, what are things going to do to
002our taxes? If we balance our budget this year, our taxes rate is going to go down by about 25 cents. All right? So, it's going to go down. So, if your house value stayed about the same, your property taxes for the school district will go down slightly. This year is at 5:30. Next year it'll be at 5:04. What does that mean? About $25 per $100,000 of property value. So, if your house is worth $200,000, the school property portion should go down about $50 from what it was last year. Pretty constant, not a big change, but it's not going up. >> [clears throat] >> If you follow the line across, if the district does not go to referendum and does not pass the referendum, you would find that in 2027-28, you would drop to 463. So,
003you're going to drop another 40 cents or $40 per $100,000. And then it goes down. So, in fact, in 2028-29, you would go back you'd go down to 257. Now you've dropped almost $2. So, if you do not pass a referendum, your taxes are going to go down. But what it also means is you're not going to have the money to run your district. Or at least you will not have the money to run your district in the way that it's being run now. I mean, we're not going to have as many offerings. We're going to have less kids, but we are not going to have as many offerings to benefit our kids because you will not have the finances to do that. All right, you can go to the next slide. >> I I
004just want to step in here and just make a comment that these numbers are very preliminary and we have to remember that these are not our October numbers and they're not the numbers that we would have in October when all of the districts across the state have their numbers ready or their numbers finalized for the year. So, the tax levy may adjust up and down a slight amount. Mrs. Levy? Thank you so much. Very briefly, one, thank you for your candor. Much appreciated. Um you referenced if we don't pass a referendum, we will operate our district kind of like in a new normal. At some point in this presentation, will you begin to sketch out what that new normal could look like? I'm going to end up telling you things that you probably will have
005to do without if you don't have a referendum or things you could add to a referendum in the future. So, yes, we are going to go over areas that you're going to have to consider. Thank you so much. All right. How are you going to come up with $4.5 million? That's really the question at hand. When I was when we were looking at this, our primary goal was to stay as far away from the teacher in the classroom as possible. In other words, what are all the areas we could look at before we actually went to the teacher in front of the students? So, one, and these are what I call the more I'll call them the easy cuts. One is we have vacant land. Now, I didn't realize that we owned property, but I
006guess that we bought property as a school district when we thought the district was expanding, so we bought certain pieces of property. Obviously, we're not expanding, so the excess property that we have, we can probably sell. Now, that's a one-time revenue, but it's still revenue that we can add. And if you add revenue, it means that can offset some expenditures. So, I actually asked Mike Marquette if he could explain a little bit about some of the land that we own and potentially, you know, how saleable are they? So, whether or not this is even an option you can consider. Cuz right now, the way that it looks, we have eight small lots. The average value is we bought a little over $13,000 per lot. We do have one larger lot that could be worth more
007money depending on the interested buyer. So, I'm going to let Mike just give you a little bit more info on is it worth looking at? Are these lots saleable? Are they saleable at these costs? What would that portion look like? Thank you all again. Uh Mike Marqua with Century 21. Uh Wayne just asked me to give a general idea of what's going on in the city of Beloit when it comes to vacant lots. You guys actually own quite a few that were assimilated, accumulated over several probably decades, I guess. Most of it is on that 6th Street corridor where you see you can look at the high school, see it, see us some of the practice facilities. Um those lots, they're called kind of infield lots in the inner city part of Beloit. Um on
008average they're about 13, 14,000, sometimes 15,000 in the city of Beloit for a lot of that nature. Um the saleability is last year 13 lots total sold that were in that size that size. They're smaller lots. Usually, if you want to get a larger square footage, something over 1,200, you're looking at a two-story. Um so, they're not as desirable as some of the lots you'll find in a subdivision or maybe a little bit further out of town or a little bit larger. Um out of the 13 that sold, the average days on market was roughly over 2 years though. So, very few of them do sell. They they will sell eventually. Um but only a few a year get picked up and picked off. Um there is a larger lot which is right by where
009the CVS uh by the river where that just uh closed. That's a more desirable lot cuz that probably could be zoned some sort of commercial. It's about 6 acres, I believe. There are some tennis courts currently on there right now. Those lots, you know, if you had a a larger a CVS, for example, but they just went out of town, you know, they'll they'll pay 120 to sometimes 130,000 an acre. QuickTrip will pay 250 if they if you could put a gas station down there which probably would not take place. So, I kind of put it at a value of 300,000 up to whatever large big box store wanted to go in there if they were to sell that. Those again sit on they can be on the market for several years as well. Um
010I did take the comp of right up the road on 6th Street where there is going to be a workhouse [clears throat] uh type development for housing. That one was listed that was 5 acres and roughly about I think $289,000 is what that was listed for and did go under contract. So, I kind of made that the floor of what that lot over there could be. The ceiling could again be depending on if it's a a big major chain from outside the area national chain coming in wanting to be on that corner down there. It's kind of that everything in a nutshell. I mean, it's it's it's very simple. The the lots within the city of Beloit really haven't increased in value very often. Most of the times the lots that we sell are the
011neighboring property wants to add on to their lot. Where here, these are empty lots without neighbors. So, that is kind of out the window. Any questions on that? Go ahead, Brett. Yes, Mike. So, you mentioned CVS and I didn't even know it was closed till a couple about last week, but I drove by it and not there. But so, is that lot for sale where where CVS's? Do you know? I don't know if it is or not. I haven't seen a sign there. Um These type of lots, I mean, there is a development that's in place potentially from Portland Avenue bridge all the way up to budding up to that lot. So, there is a a potential people within the community that you could may maybe interested in that lot. Um I would suspect with
012CVS not being open that that will eventually come for sale as well. Okay. Be patient with me. Here's where Here's where I'm going. So, there's a street There's a street between that lot and the lot that we at that the large lot on 4th Street. So, I'm sure that would take a zoning issue to change that, but if you could sell them both, that would make a bigger property for somebody to purchase which may be more lucrative or may more more remarkable if you could do that. Potentially correct. Okay. Carol? Oh, I'm sorry. Tom? Thanks, Mike. The uh there's a lot of moving parts as, you know, my conversation with Dr. or Dr. Anderson and >> [clears throat] >> uh Dr. Gratz or Mr. Gratz, you know, the in potential uses in the future for
013on the west end of the parking lot on 6th Street. Uh so, I you know, everything's got to work together. It's got to be fluid. You know, we just can't sell them and then try to re- re- rebuy them. We all know I I we do know this. Um And in in in conversating with uh Dr. Anderson, you know, and he's put this out about the idea of selling Kolb Annex. Moving Kolb Annex into the Ops Center, I mean, we have a very uh I I don't know what capacity we're at. I would say somewhere 20-25%. I don't know for sure. And put putting this building up for sale, you know, to me makes perfect sense. Uh this is a very you know, you the market will tell us what this corner lot is worth
014and what this building is worth. Uh that's a that's an appreciable asset. We are When we do end up selling this, we'll be underwater cuz we owe way more than what's valued at. But having said that, it's sometimes okay to get out under out of the debt that you owe on that because there's incurring expenses daily. And if we get out of that, much like we did with McNeal, those daily expenses of having that property, it's better than paying on the debt year after year after year and month after month after month. I guess it's not a question, but uh Dr. Anderson actually put this out and I've heard him say it, you know, about doing that and moving that into Kolb Annex in the Ops Center and then whatever doesn't fit there into other
015buildings. Do you have any idea what this corner I know the market will tell you, but what would, you know, we know Regal just resold for X amount per square foot. Um do you have any idea what you would put this value at at this building? So, there's some several comps that are higher end properties like this, uh single users. I'm personally purchasing one of myself in Janesville. Roughly 90 to 150 bucks $115 a square foot. So, a building like this would bring you 1.1 to 1.3. I would test the high water market. It is a very nice beautiful corner looking at the river, where the other comps I had were not. Um so, this would definitely, you know, there is no income flow for this. This isn't an investment property. This would be somebody
016that needs 11,000 almost 12,000 square feet. And that potential buyer there there's not as many out there, but they're also this building that you're well aware how much it cost to build one of these. Um you would have people entertaining this this property in this corner with its views and what's going on in close proximity to the downtown as well. So, this would be an attractive property, but but if you're looking at just general price per square foot, which that's how I usually base value as well as appraisers do, they're going to be looking between 90 to 115 a square foot. Thank you. Yep. Director Elwood, we had this building appraised a few years ago, couple years ago, was it? You don't you don't need to give me a date. I'm um I'm just trying
017to um confirm that we did have that happen. I'm sorry, [clears throat] my mind is is in a lot of places tonight. Um My son was in a car accident and so I'm so >> [laughter] >> so I'm I'm working through this meeting. Um Can you send Tom and the rest of the board members that information when um tomorrow or whenever you think about it? Yep. Thank you. And Board President, on the on the foot heels of that is how much we owe on this building. Uh last time I looked, um Mr. Tady and I and and and and Ms. Elwood, we looked, you know, there's a long-term debt. It was like at 4.5 million that we still owe on this building. Which yeah, that's just what it is. And we're paying that off. And
018if I remember right, our our pay payments are accelerated. I don't know if we just paid interest-only payments, but we haven't paid off much on that on that debt. I will get that for you as well. Thank you. So, since it takes a while for us to potentially sell property, one of the things I'd like the board to consider is to take a look at the various pieces of property we have and try to make some decision. Should we try to sell some of these pieces of property? Um we may not get it during the next budget year. It may take 2 years, but eventually you're going to need the revenue in one way or the other. So, the question is which is going to be of more value, holding on to pieces of property
019or selling them to offset some future expenditure? And I have thought about should we move Kolb Annex? If we sell Kolb Annex, the issue is if we owe more than than it's worth, it doesn't really it doesn't solve our our at least our near-term budget issue. It may help down the road, but doesn't solve the near-term budget issue. All right. The second one, what I'll call is open positions. In other words, we have have some positions that we have had for the last couple years that we haven't filled. We have positions that we're looking at that we may not need to fill. We believe that we can probably come up with a million dollars in savings. So, if I was taking a look at what's one of the easier cuts, I think we can save
020a million dollars by taking a look at positions that have not been filled for the last year or two, positions we may no longer need uh because of enrollment or other issues, but we may we believe we can generate 1 million dollars towards next year's budget to help decrease that 4.5 by in this case a million dollars less. So, Quick question. Um when we're looking at potentially eliminating positions that have not been filled, can we also include any increases that we're paying out to staff members that are taking on additional responsibilities so we have a clear picture of what our actual savings are? Yes, we actually have addendums in that coming up on the next slides. >> Perfect. Thank you. So, as I mentioned, we tried to look at every feasible area that we could
021take a look at to determine where could we come up with the money to balance the budget. These are not recommendations. These are all areas that I think we could look at. One is if we decided not to give a raise to anybody and we froze everybody's salary, we believe that would be a savings of 1.2 million. Now, I'm also going to play the devil's advocate. One of the things that you asked me you when I came was figure out some way to attract and retain staff. If I don't give raises, that's going to make that pretty difficult. But it is an option. And what we need to do is consider all of the options and then try to put together which of the options we think are the most amenable. We have elementary guidance
022counselors in our buildings, four of them for six elementaries. This doesn't touch the the guidance counselors at the middle school or high school, but if we were to eliminate elementary guidance counselors, we'd save about $450,000. I want to make it clear, there is nothing that I'm going to tell you from this page on that is not going to have a negative impact on staff and kids. They all are. So, people used to tell me when I was when I started budgeting, "Wayne, don't you know that that will be bad for kids?" And my answer is, if we have anything on this list that isn't beneficial for kids, it should have been cut a long time ago. All of these will cause pain. Nursing. Right now, we spend not quite 1.2 million dollars in nursing services.
023We have a director of nursing. We have five nurses. We have eight health room assistants for this size district. We might want to take a look and this number be less. I would I was talking um is that when I was in Mont Harmon, we had about 2,800 kids, which is less than this, but we had two nurses in our district for 2,800 kids and the secretaries dispense meds. Is that the ideal solution? Maybe not. But what I'm trying to do and this is what I want to keep getting ahead is that options because if we do not look at them this year, you are going to have to look at them a year from now. So, I want people to start thinking about what are the possible changes that we are going to have
024to make in our district in order to balance our budgets not only for next year, 2026-2027, but also for 2027-2028. When this year we're cutting about four and a half, we're cutting just less than 15 million in 2027-2028. Instructional coaches. We have a lot of our coaches that are paid through with grant funds. However, what we're looking at is is there a way that we can take some of our instructional coaches, move them into a different position that we currently have. We may use them differently. This year we've used some in the classroom because we just couldn't we didn't have enough staff. That was because we didn't have a choice. What I'm looking at is should we take a look at how we use these staff so that maybe some of our grant staff can
025take over take the place of some of our fund 10 staff. Every time we make a change, we still keep that classroom connection, teacher in front of students. However, I can reduce fund 10. Now, remember, every time I do that, whatever their initial role was, they are no longer playing their initial role. So, if I take an instructional coach and I move them into a teaching position, following the rules of the grant cuz we have certain rules, that is a classroom teacher I may not have to hire, so I can reduce my fund 10 budget, but it means that whatever that person was originally doing, they will no longer be doing. So, it's just taking the existing staff and looking at how we can use them differently and we have just shy of $3 million
026worth of this type of staff. So, you couldn't move them all, so you can't save like $3 million by just doing it, but we may be able to have some savings and it's just as I said, I'm trying to start the discussions for this year and next year because if that's it, a direction can be Wayne take a look at all these and bring back a plan how we could maybe use these differently that would help save fund 10 dollars. Okay. Go ahead, you can Dr. Anderson, that slide says four um guidance counselors um at the elementary school, but we have six elementary schools. Are two of the positions not filled or I think we only have four. Okay. And the elementaries, they have a guidance counselor, a psychologist and a social worker. Do we
027have four of each of those categories or >> think most of the buildings and I will look for Didi. I think most of them have the a social worker. Most of them have a psychologist if they were fully staffed, so I think we would have at the elementary school six social workers and six psychologists if they're fully staffed. All right, next slide. Well, not next slide. I quick question. So, I haven't heard them called guidance counselors lately. Is that a new term for these counselors or >> Oh, okay. All right. Cuz I think they um guidance counselors used to be more like career focused, right? And these these people are doing more like small group instruction and things of that nature to like help students that are dysregulated or need some social emotional Right, they
028do different types of work. They hold groups, etc. I'm used to using the term guidance counselor because that's what I'm used to using. >> Got you. >> [laughter] >> Thanks. Yep. >> [clears throat] >> All right, addendums. So, we have addendums that we put on contracts. These are for pay for extra duties. Last year, we had what $217,000 worth of additional payments for additional duties. So far this year, we have 102,000. Now, we haven't paid all the addendums out, so that number is going to increase. But what we can look at in the future is do we want to cut back on some of these and these are the academic addendums. Now, what does that mean? That means National Honor Society, French Club, different organizations that we pay club advisors. If we decided we were
029not going to pay those, which means ultimately you're not going to have it, there's a savings we could have. My guess it's going to be at the end of this year about $200,000. Now, I keep repeating, there is nothing I'm going to tell you that's going to be good for kids. They're all going to have an impact. What we're going to have to decide is which of the impacts are going to have the least impact on our kids. But that's the academic addendums. All right. If we're paying people, right now we pay people to do extra duties. These are like the clubs, academic clubs. This is not athletics. If we start taking a look at all those and determining it's not that and there's never that you have to cut out all of them, but
030what it is is do you want to take a look and are there some we can reduce because a dollar is a dollar. At the end of the day, every dollar that we save, that's a dollar that we've saved that we can put towards balancing the budget. We have add-on licensures and if we could freeze the column. So, again, this is salary for our staff. If we were to look at doing that, we estimated we'd save about $150,000 a year. Again, this is money that staff is earning. We've asked them to get various addendums, which means they can pick up some additional work in the school, but we pay for that. There's nothing to say that you can't, but remember, the of course, if I've been the teacher and I went back to get some
031additional certification cuz I wanted an additional dollars and I've done that and now you're saying, "Well, no more." Again, has a negative impact, but these are dollars we can take a look at. We have three gifted and talented teachers. One is retiring at the end of the year. We don't need to replace them. Now, I'm using to be less services, but it means we're doing it by attrition. We're starting to look at when people leave our district, do we need to rehire all of them or knowing that we're going to have less students in the future, can we start taking a look because if you don't fill a position because of attrition, that means you didn't take a job away from anybody because they left voluntarily on their own, in this case the retirement. So,
032I'm taking a look. We have three. We know one's retiring. Do we want to fill that position? If we don't, we save $118,000. Athletics. All right. We talked about middle school athletics. If you wiped it out and you said, "We're no longer going to offer athletics at the middle school." What are you going to save? Probably about not quite $80,000. All right. So, you've taken it away, $80,000. But now you have no feeder programs in any of your because obviously middle school helps feed into high school. You basically eliminate your feeder programs unless we were to find other types of activities like I know that Danny talked about if we looked at middle school football, maybe a way for a club activity to take that over, which would eliminate our expense, but wouldn't eliminate the
033activity. But we have to take a look. If we did that, that's what it would save, but then you have no feeder programs. When put high school on? High school is trickier. All right. If we want to keep all of the high school sports that we currently have, you have to increase the budget by $100,000 because the budget that was built in the last 2 years as you already know wasn't sufficient. We're already over we're already in the hole in the red. So, if we want to keep the athletics at the high school that we currently have, we have to raise it by $100,000, which means now the 4.5 went to 4.6. If you want me to keep that amount the same that we had budgeted, that means some of these have to be cut.
034Now, it doesn't mean you have to cut the whole sport. Means you can cut JV program. It means that you could tell coaches you can no longer have a full schedule. I'm making up I don't know maybe basketball, but we just had a successful basketball season. Let's say they can play 24 games during their season. You might say, "You can play, but you can only play 20 games. You can't have a full schedule, so we can save the transportation costs cuz that's one of our major costs." Or you can't have, you know, the hiring of officials. But if we want to keep the current slate of athletics at the high school, I have to increase that budget by $100,000 just to keep us where we're at. If we don't, I have to cut activities in
035here to bring us down to 100,000. Remember, I'm doing all my discussions so you can think of not only this year, but a year from now cuz these are all going to come up. I have a solution for you this year to make your cuts minimal, but it makes it the much drastic a year from [clears throat] now. So, athletics, we can we can take a look at what we do, but remember, if we want to keep the same programs for kids, then we need to add to the budget. If we don't, I need to cut activities. Now, we already lose students. [clears throat] So, let's be honest. If I cut high school athletics, the number of students that leave your district is going to increase cuz one of the reasons that some kids stay
036and perform, at least at the high school level, is of because of Athletics keeps them in. If you don't offer it, they're going to go somewhere that does. Okay. Are there any board questions? Okay. For the athletics, Dr. Anderson, did you look into or or was a consideration of um I think some sports have a coach and an assistant coach. Can we look at Yeah, we can take a look at cutting an assistant coach or something. We can take a look at having less coaches, which is coaching attendants, which are in those numbers. We can take a look at cutting You might have a varsity program and cut the JV program. There are I mean, there are cuts we can make without eliminating the entire sport. But they are going to eliminate the opportunities for
037some kids because if I eliminate JV, there's a group of kids in JV that don't have a team. But yes, we can take a look We can take a look like I said. We could tell coaches they can't have a full slate of games, which saves us, you know, especially transportation for away games and costs. But then again, it puts us at a disadvantage for others. >> [clears throat] >> I know this is not ideal. Oh, this is not ideal. None of the things that we are discussing at this point are. But if we did get to a point where we needed to eliminate JV, are there any rules and Mr. Gratz, maybe you can help with this. Um the first students that didn't make the varsity team, they could still practice. They just wouldn't
038have a a competition schedule. Are there any rules that would prevent us from doing that? So we have students that are engaged and then the next season could again try out for varsity. I'm going to speak and then I'll let Dan speak. I don't not aware of any rules that would prohibit us. What I think the dis What we I think we'd hear from coaches is that, you know, since I use basketball, use it again. If the if the varsity uh coach and the assistant are used working with 15 kids and we cut the JV program, now they're working with 30 kids and they're going to basically say is how are we going to keep 30 kids active and involved, especially if half of them are not going to be in a game this year
039just because of our numbers. So is there anything from like WI that would prohibit it? I'm not aware of anything that prohibited. There are just some things on the other side that if we wanted have that opportunity, we could do maybe intermurals, you know, and have them in you know, in-house playing each other. Um you still have some cost, but you'd at least eliminate your transportation. Dan, did I miss something? All right. But the bad news continues. Legal costs. You average not quite $500,000 a year in legal costs. One of the things that I would say maybe we want to consider is hire your own in-house lawyer. One that works here, you know, full-time. I've contacted one of my friends and waiting to hear back from them who used to be the head of all
040of the school attorneys in the state of Wisconsin to find out what would a fair wage and compensation be for someone full-time. My guess, please, I make it high on the guess portion, would be $250,000 would probably be a fair amount of money for an in-house person. I think Tom thinks that's a little high. But anyway, if you look at if if that was the right number, you could at least cut some of this cost down and you'd have someone here every day to address some of our issues and we do have lots of I mean, when I look at my secretary, Ms. Dooley, her day is consumed by open records requests. I mean, her her day for all for you know, the vast hours are just open records requests. A lot of times we
041have to contact legal, which then can add additional costs. It's just something to consider. I will try to get a better cost, but it may be where we can provide the same types of services and save some dollars. Isn't it just logical to get somebody? >> [laughter] >> Well, we're bringing it up so that all sorts of ideas. Right. I understand, but So Megan Miller. Hey, um it's been brought up in the past about charging a modest fee for open records requests. Did we ever figure out if that was legal? Yes, it is and we do already. So we look at the I mean, if it's going to be something that we believe is under $50, then we don't charge. If we believe our time in that is going to be exceed that, we tell
042the people right off the bat that their cost is going to probably go in where we're going to have to charge them and we let them know that before we start doing the construction. So we already charge some individuals for open records requests if they if we believe that the time and energy to solve that is going to be over $50. Next. Secure Thank you. I just uh want to I applaud this effort to go into legal because uh I've learned over my two years on the board of how much we have spent in legal and I I understand it ebbs and flows. Uh we had a lot of investigations since I've been on board and I know that, but I also know Ms. Johnson, correct me if I'm wrong, but if we did hire
043a in-house attorney, w- how many how many firms do we have on retainer? I know Boardman Clark is one of them that we have currently, right? I mean, I think I think it's an excellent idea, you know, and then to bring in a you know, another firm who backs up that one. Oh, yes. >> If you could just address address that, please. Thank you. >> Yes. Yes. Um I believe there are three legal firms that the board can reach out to if we need to. Um and the board would always need to have a an attorney or a legal firm external of the school district of Beloit because of the um situation where if we were to hire an attorney, that attorney would then become the superintendent's employee and it's so we would need a
044reserve for if there were ever any issues with um situations concerning the um superintendent, which hopefully they if we do a really good job hiring, there won't be. Thank you for shedding that light. And the bottom line is you do use different firms and you're not going to eliminate your costs entirely. But if we can reduce them, I mean, let's say that we could save $100,000. $100,000 is a staff member. They can keep. And that's what I always keep in my mind is how many staff members does this equate to? Okay, next. We have security. So like at the high school middle schools, we have six security officers at the high school, three one at BLA, one at Goodrich and one at Frozen. Plus we have three SROs. So if you take a look at
045what we pay for basically outside security, we're looking at 3/4 of a million dollars. All right. Can we reduce that? Do we need that many security officers? We have assistant principals at the high school. I know that Emily would like if we would took 3 and 1/2 and made it four. If we raised if we gave her the fourth principal assistant principal and we could eliminate two guards, that would be something. I'm going to be a broken record. All of these things we currently do are useful and necessary. But we need to take a look at where can we make either cuts for the present year or for the 27-28 year that are staying as far away from the classroom as possible. I think SRO I think SROs are a great thing. They start having
046that establishment in the community. We have had some issues with the SROs this year, not with, you know, the behavior, but because of shortage of officers is sometimes we don't have an SRO because there's just not one available. They're for other, you know, they've been taken out for other um police duties. So we want to take a look because like I said, this is 3/4 of a million dollars that's not in our classroom. Professional development. First, I've already when I talked to teachers, I've already promised them I'm not going to do the flavor of the day. You know, for those who may not know what flavor of the day means, it's that when a new person comes in, they have brand new ideas and they say, "What we're going to do this year, folks, is
047program A, B, or C." And they have to learn A, B, or C and I've since I've been doing this a while, I can already tell you what happens in the in the rows as I'm sitting up there talking, teacher A whispers to teacher B, who's the younger, "Don't sweat it. The guy's going to be gone pretty soon. Smile, put keep your head down, cuz in another year or two it'll be a different flavor." So, you invest money, but it doesn't produce anything. Or it doesn't produce as much as it can. So, what I've been telling you is we're going to professional development that we've started, we're going to keep with that until we get it actually as part of our culture. But, if we take a look, we can take a look at what
048are we spending on professional development? Not only send people out, but also to bring people in. Are there things that we could, and I know the teachers are going to love me for this, for 30 seconds? Is that What if we reduced our PD and on those days gave them time to just work in their classrooms? All right, so they would for 30 seconds. I'm simply taking a look at where do we currently spend our money? How can we look at spending it differently so that we can save some money? If we could cut 70 in half to save 35, that's 35,000. There's paraprofessionals. So, it's taking a look at what do we spend our current money on? Can we spend it differently? Do we need to spend it at all? Delayed maintenance. This This
049is in every district, unfortunately. There might be a district out there that's not, so I shouldn't say every district. That's generalization. Many districts. We have two projects we have slated for this upcoming summer. One is parking lot maintenance in Oldridge. We're looking at that as Josiah, 400,000. Roof maintenance at Cunningham and Boyd Memorial, about a million. If you postpone that, you can save 1.8 million dollars. But, you're going to have to do it sometime. Now, the benefit that you have is that if we go to referendum in November, things that we have to either cut, reduce, eliminate, or postpone, we can tell the people "This is what we had to delay this project, these projects. It's cost us 1.8 million dollars. We think they need to be done. We're going to put that in the
050referendum, because they need to be done, but we're trying to balance this year's budget, but eventually this is money, in fact, you're going to end up paying more than this, cuz the costs are always going to go up. But, at least we have a referendum that we can designate items to the public to say, 'This is what we need to spend our money on.' And we can list it. We can say, 'The roof maintenance of these two buildings, a million dollars. The parking lot in Oldridge, not quite 400,000.' But, we can tell the people what it's going to be. So, if we do need to make some adjustments, let's say we start reducing sports programs. We can tell the public, 'If you want them back, we can put them back. Here's what they are and
051here's what they cost.' So, at least in a referendum, if we do have to make hard decisions, we can put those back into the a referendum question to tell people, 'If you value this and you like us to do this, you have the opportunity, cuz it'll be in a referendum vote.' This is a thought question. All right? Thought question. By 2029, you might get the idea I'm trying to be a forward thinker. All right? Instead of just dealing with only what's at hand, what's coming in the forward to think about it. By 2029, we're going to need 5,000 devices. Only a little over 1,000 will have Google support, which means you need to find 4,000 devices. What does that really mean? That means if we're going to continue to use devices in the way that
052we're currently using them, we are going to have to find some way to put in our budget over the next couple years how we're going to replace and add these together. This isn't going to save you any money now. This is simply saying, "This is a big cost in the future that we need to start planning for, cuz the worst thing that whoever that superintendent is, cuz it won't be me, comes that year and says, 'Here's the bill for 4,000 technology devices.' And you go, "Woo! Why didn't somebody plan for this in advance?" Well, that's what we're doing now. We are looking how can we build some in so that it's not one time. This is no cost savings to you now. This is an idea that you need to start thinking about to plan
053for the future so it doesn't become a massive heartache and headache. 2029 is not that far away. We're in '26, in 3 years. Okay? I have a question. Yep. Have a question. So, if we don't know how many students we're going to lose, how did we come up with that number? And by 2029, if I may ask. Nope. That is student and teacher devices, and it's just an estimate. Okay. It is an estimate. Was it a Was it a dartboard uh uh No, it's it's it's an educated estimate. >> Okay. All right. Thank you. All right. Now, we're going to I Can I just piggyback on that? Yeah. So, if we would have uh got back to our last meeting and approved buying so-called devices, we would have Correct me if I'm wrong. We would
054have been buying antiquated ones that we would have replaced in 2029? No, because they would have the new devices that we would have purchased would have at least a 5-year license, so you'd have 5 years from the date that we received them. They would they would be covered. So, '26 would be 2011. Okay, so you're talking about replacing the ones that will be out of date. Correct. Okay, thank you. All right. Now, OPEB. OPEB, for those that aren't familiar with it, maybe in the audience watching, was money that districts had to set aside to pay for retirement benefits. You have, for all practical purposes, paid that out. All right? The last person that was eligible in your district retired in '24. You already put in 2 million dollars as a just in case we needed
055to balance the budget we're in. All right? '25, '26. We'll determine at the end of the year how much of that we need to use. Right now, we have 4.6 million. Now, if you if we have to use all of that, that takes us down to 2.6 million. But, you can use that to help offset your budget, but once it's gone, it's gone. It doesn't impact your taxes. So, if you use it all, it's not going to raise or lower your taxes. So, if you wanted a fallback, it's also not your fund equity. You do have some money that you can use to buy down the debt, but once you use it, it's gone. That's why I keep reminding you. This year we're looking at an estimated 4.5. '27, '28, we're looking at a little
056less than 15 million based on our assumption. But, you do have some. Carol? We were told that using OPEB money would affect the taxes, because it comes into the amount that we're spending out, and then it changes um how the state looks at um our expenditures and our our other things. So, if we bought brought the OPEB in without having corresponding expenditures in that year, then yes, it would affect the mill rate the next year, because it would affect share cost. So, then if you use it to um to your fund balance, yes, it will have an effect on share cost. But, if you bring it in and you have expenses for that matching for that same year, then it will have little effect. All right. So, we go one more. >> [clears throat] >>
057We've been talking about some of the things how we need to make cuts. There are other things, and one if you add to your budget also. So, one of the things that I have asked Jeff Stinnerose, who's patiently waiting, to come up and explain is that When I got here and I wasn't here too long, Jeff walked into my office and said, "You know, Wayne, glad you're back. Just thought we should go through a little bit of explanation, and part of that is you need to put 500,000 in the budget for the odd for the Thank you, Jeff. So, I told Jeff that since we're talking about the [clears throat] budget for '20 '27, '28, '26, '27, '27, '28, that he could do a much better job of explaining Why we need this is to
058maintain our auto program. Um so, when we when we were given the notice that we were going to be um our lease is going to be terminated by the Hendrix uh properties, that meant [clears throat] we need to find another spot. We moved into this spot here, which is a much smaller location. And so, in order to get us back to where we were before, there was a an expansion that was a part of it. So, when Dr. Garrison was here and we looked at proposals, we had another off-site one that we could have looked at that was a large enough facility, but it required a considerable amount of our money to invest in it for some changes to bring it up to grade. And so, I said we could do that, but we're still
059off-site. We pay approximately $6,000 a month in transportation to go from there to there, and we had a lease cost. So, in essence, our auto program costs us about $100,000 a year with lease costs going up, transportation costs going up every year. So, with an addition, I mean, realistically, we are saving now approximately $110,000 a year by having it on-site, not having a lease cost and transportation, with nothing else. But, our site is about we have about 40% of our equipment in that. We have the rest of the equipment in storage that we are paying for right now. So, part of it was we need to build this addition on to it to bring our program back to what it was, take our equipment currently in there. And so, the $500,000 Yeah, I did a
060couple of rough estimates. Um Clearly building, we had an architect come and take a look at this. They're giving us roughly about a $375,000 price for an addition plus any other inside extra work if we have to expand some electrical and some HVAC. But, when we moved into this building, we did some of that work preliminarily. We put some electrical and putting in there saying we are going to add extra bays to this. We're going to add some extra pieces. And so, they they prepped some of that ahead of time thinking that that was the direction we're going to go. So, again, it was like $375,000 was the rough cost with this, and then they were allowing some extras for a parking lot cuz we'd have to expand outward, doing some additional grading. It's fairly
061level site, but that's where we kind of come up with that half a million dollars to add a It's basically a 40-ft extension to the west of that building on along the tire length of that building. So, [snorts] that's again to bring our auto program back to what it was before. If if we don't, we have about 40% of what we have, and we have a lot of excess pieces, and we have very high numbers asking for this program. And so, and where we are in elevation of the state, and if we don't like I said, as Dr. Anderson said, we're going to be hurting we're going to be hurting a program. And that's really where we're at. Thank you, Jeff. Stay right there if you would. I'm here. Um As uh going into my
062second year on the board, and I have learned that our high school has become, you know, the model for the trades group, [music] and people being prepared for the future in the trades. Accentuating We should be accentuating that and helping the trades group grow because as I've learned and you have educated me how stellar we are in what we do in the basement of the high school and what you're doing and and Guy, you know, with the auto trades. We need to invest in that. Invest in that, and we have to accentuate that. That this is our model. This is what we're good at. That's what makes Beloit Memorial High School what come here for that. These people are earning just as much or probably more than a four-year degree coming out of high school.
063So, I think it's a very worthwhile investment for this, and we need to think it through. And you know, I know we're talking about property and selling property probably encroaches on what you're talking about. I just think there's a good way, efficient way to look at that. And my conversations with Mr. Gratz, you know, about helping the CTE also with with where the the south side of the campus sits. You know, if we own that property, why sell it? If we're going to invest in that future of that building. And I know it costs money, Dr. Anderson, I really do. But, this is a place we need to invest at because the marketplace has told us we are very good at what we do, and we have to keep investing in that. Thank you. Thank
064you. Any other questions? Thank you. Now, I will remind you is that we have talked off and on about a referendum in November. This is something that you can put in a referendum in November that says in order to bring our auto program back to what it was, we need X amount of dollars spent on these things to keep our program where it was. So, at least a referendum in November does give us the option to tell people if you believe in this and believe that this is something that you would like our district to have, we can do that. It just means that this is the cost you'd have to weigh in, yes, and this is what the impact would be on your taxes. Fund 80, I've asked Mark because one of the things
065is that Mark and I talked about early on is I believe in partnerships. I believe what can we do to work with outside groups that can enhance the program for our students and our staff. One of the things that Mark and I talked about, and I'm going to turn it over to him, is what if the Boys & Girls Club served like an after-school program for more of our kids? What would that take? Now, Fund 80 is not a referendum. Fund 80 is not Fund 10. Fund 80 is a community project that you can put on the taxes without going to referendum as long as it serves the entire community. So, I asked Mark if he could come and a little bit explain about how this might work and what he would need from the
066district in order to make it work. I have a question, actually. Um in the spirit of full transparency, um Mike, thank you. In the spirit of full transparency, Megan sent me a text cuz talking's kind of difficult. She's asking if we'll have the opportunity to discuss what to prioritize. Just like you're looking ahead at cuts, will the board have the opportunity to craft a vision for what to invest in based on its value for our kids and the return on investment for enrollment? Yes, and what I would say for that is when people ask about vision statements, I said, "If you really want to see the vision statement for any district, look at its budget." Cuz where people put their money is where they're putting their priorities. So, in a way, that's what we're starting
067the discussion. But, as we go on, that's exactly what we have to do is what is it that we put the most value on that we want to make sure we're putting the dollars to. Cuz you can't put the dollars everywhere. All right. Give my voice a 30-second break. Great. Uh thank you. I'm Mark Rand. I'm the CEO, proud CEO of the Stateline Boys & Girls Club. An alumnus of Beloit schools, father of three kids that are alumni of Beloit schools, and a proud alum of uh the Boys & Girls Club. So, um when we first started talking about Fund 80 to fund our after-school program, this isn't a new idea. There are several clubs across the state um that work in partnership with their school districts uh to receive Fund 80 dollars to supplement
068their funding for their after-school program. What do we provide in our after-school program? If you've never been inside a Boys & Girls Club, if you've never taken part in the programs before, um yes, there's an academic piece. Um so, we have academic support. We have homework help. We have targeted tutoring. Um mentorship. Um we have obviously recreational activities for kids. But, more importantly now, what we have is uh lifestyle and career readiness programs for kids. We have I was here last year talking about our Be Great Graduate program that is state grant funded um that we're proud to say we had our first three graduates this last graduation class. Um So, what the biggest issue for us is what Fund 80 would help us with is for us to serve more kids, we need more
069resources, right? Because we have to hire more staff or bring in more volunteers. Um and the two biggest deterrents for any youth program is cost and transportation. Our membership cost to the Boys & Girls Club is $25 a school year. And we even have financial assistance available for those that $25. We don't create barriers. I've been in this job 10 years. We have never turned a kid away from the Boys & Girls Club because they couldn't pay the $25. Um what this would help us with also is transportation. That's one of the things that we've talked about is transportation. Um we have rough estimates from Durham on what it would cost to create a route from each school. Uh currently we serve in 2025-2026 school year, we served just over 1,000 kids. 700 of those
070were from the school district of Beloit. Um the rest come from the other school districts in the area. Um I will add as well that in the state line area there are over 6,000 school age youth. So between the ages of 6 and 18, which is the ages that we serve, there are over 6,000. Now granted us, the Y programs at the YMCA, programs at Community Action, now programs at the Rising Tide, it's very difficult for even those four entities to serve all 6,000 youth. I could inundate you with data on what happens from the hours of 3:00 p.m. and 7:00 p.m. Most of you who have been involved in education or been involved with the board, you already know that data. You already know the statistics. That's where we come in. I always say
071those that are the educators, you've got the 7:00 to 3:00 locked down. That's where you guys are the experts. From 3:00 to 7:00, that's where we feel like we're the experts along with some other organizations in the community. So what Fund 80 would allow us to do, it it would allow us to obviously provide more transportation and provide more staffing to serve more kids. Like I said, 700 kids, our average daily attendance just at this club right across the parking lot is just over 100 kids. It's about 102, 104. Depends on the month. Um and the studies are out there. There's many kids that if a program was available to them that they would take part in it. Um now we do compete nowadays since COVID, we compete with kids staying home by themselves at
072a much earlier age. Um but we feel like we're providing safe environment, positive adult mentorship. We feed them. Um that's no easy task sometimes. But um and the programs that we provide, they're evidence-based. The data is all there. I'm happy to provide any data points that you uh that you would require from us. Um I've given uh Dr. Anderson uh proposal from ours. We're asking for approximately $250,000 a school year. Now that works out to be about $27,000 a month. Our monthly expenses are three times that. So we're not asking for this to fund our entire operation. Um in uh comparison, uh city similar demographic, similar size with an arrangement like this, Fond du Lac, Wisconsin, they've been getting Fund 80 dollars for over 20 years. They get north of a half a million dollars
073every year. And the reason for that is obviously 20 years of history, 20 years of trust between the school district and the Boys & Girls Club organization that each entity is going to do what they say that they're going to do. Um and we feel like we have a good relationship with the school district. Um and as long as I sit in that chair, as long as the board lets me sit in that chair, we're going to do what we tell you we're going to do. So with that, if anybody has any questions, I can >> get them at home then. We do. We do bus uh a small amount of kids now. We do have shuttle vans um that we go and pick up. We pick up probably Oh, the last number I looked
074at, it was just south of 250 kids a week um in our shuttle vans. I mean, the club's full right now because uh the schools are on uh spring break. So, you know, club model across the country um is when schools are out, clubs are in. So um that's what we're here for. Tom. Thank you, Mr. Ryan. In our conversations over the last year, two, whatever, we talked about wrap-around and you're talking about after school. You We um and I don't want to get into something that, you know, may be coming down the line, but we also talked about preschool, you know, our before school starts. Is that still in the works somewhere down the line? And then after that, I want to get with Mrs. Elwood. We've been carrying a balance in our Fund
07580 uh for a couple years since I've been on Correct me if I'm wrong, but it's somewhere like 350,000. And how that how that works and uh and why it isn't a tax levy, but it's it'll show up on your But that My first question is to Mark about I guess it would be more about the preschool. Thank you. Pre in the morning. Um we've had those conversations and actually we used to when I first came 10 years ago, we used to do a couple of different schools um before school sites. The issue is that you run into with before school is it's glorified babysitting because you're operating from 7:00 to 7:50. And if every kid got there right at 7:00 fantastic, you could probably because you're getting them in and you're feeding them right
076away. And then maybe for 10 minutes or 15 minutes, you can help a handful of them with their homework that they didn't do the night before or half of them you're trying to keep awake until they they line them up uh when the school bell rings. Um and the other issue for us and any before school program is staffing. I mean, if you've got one staff there and they call off, then what happens? So Stephanie, if you could address the Fund 80 balance that I may have been wrong in the balance that we carry in our Fund 80 right now. Yep, so for our Fund 80, we currently are spending some of those dollars down with the Even Start program and some of our extracurricular securities in Fund 80. So as those are spent, that
077brings that fund balance down in Fund 80. When those are are completely exhausted, then we would need to levy again the fund that next year for whatever expenditures we're planning on for that next year. Well, Mark brought up a point, you know, and I don't want to get into a long discussion on on budgetary part of Fund 80. But do you know what our balance is in Fund 80? And if Mark's asking for or the Boys Club's asking for 250, would that then lock it and I've heard this talk before that would lock us into a certain amount and that would just carry on year after year after year. And Mark, you you kind of said something about that. Uh and I've heard that said before about Fund 80 once it's approved, then it can
078be keep in in, you know, go on for a while. Well, it can, but the board always has the option. You can put something in Fund 80 and it can you can keep it that up. But if for any reason you wanted to stop funding it, you the board has the right to do that. It When you if you're decide to commit to something, it's not that you have to stay with it for, you know, in perpetuity. You could at sometime in the future if you no longer thought Mark wasn't there, the next person in there isn't doing the job Mark's doing, you can stop it. Thank you. Yeah, cuz I'm going to retire someday. My wife doesn't know that yet, so let's keep that here. I was wondering where we were on the CLC
079grants. Do we still have some? Are they still running? Do we work with the Beloit Boys & Girls Club on the CLC grant? Um and if if we still have the CLC grant, we're not working with Boys & Girls Club, can we do that? So the CLC grants that we have are um a federally funded grant programs that we have inside of our school district. They are not part of the Boys & Girls program. They're separate. >> we I mean, I know they're on site, but Boys & Girls Club will come sometimes to the sites and do services at the sites. Are we using Can we be using some of our um CLC money for that? And how many CLC programs do we have now? We used to have a lot, but Three three sites.
080Yep, we have three sites. And as far as changing the way the program is run, that would have to be a further discussion. And what are the sites? Aldrich, Roosevelt, and Todd. And how much longer will they be funded? Do we know? Where are they in their cycles? Cuz it's a three-year grant, [clears throat] I think. Actually I think it's a I believe it's a five-year grant cycle, but then they reapply for them after those five years. So it it's dependent upon federal funding. Yeah, well, and some of some of them have lost have lost them over the years, so Okay. We lost our We had a a CLC grant in Illinois um at our Illinois club in South Beloit and we were one of uh three club organizations that lost it this past year.
081So Great. Thank Mr. Rand. >> All right, so that concludes for all the good news I had to give everyone tonight. But the important parts are is we are looking at this for 2 years. We're looking at this for next year, '26-'27, 4.5. Then we're looking at a larger fiscal cliff if our assumptions are correct for '27-'28. There are ways that we can get through the '26-'27 budget with the least amount of pain. You can postpone your projects, which is about 1.8 million. We can find a million dollars worth of staffing, we're pretty confident. So you got 2.8 million. If you look at legal, you might be able to save 100-200,000. Takes you to 3 million. I wrote down the rest, but my memory's not as good at my age as it used to be.
082You could look at properties. We already know that's a long effort, but eventually you'll get some. That could bring us, depending on what property sell, what we use them for, but it could bring at least some revenue. Like I said, you're going to need it sometime, so my thought would be if we start looking at possibilities now, it will help you eventually down the future. We cannot hire the gifted and talented teacher that retired. That saves you another 118,000. If I'm not recommending this, I'm not I don't know that how many things I am recommending to be real honest. We're putting on an RFP for technology. If we say we're not going to do technology for a year, we're going to go by on what we're going to have, that's going to save you several
083hundred thousand dollars. Then you have some capital funds you can use. There are ways that you can balance your near-term budget without impacting classroom very much. What you'll have to do, we'll have to do, is take a look at we've already thought about the referendum in November is making sure we can tell people what do we want our district to look like, especially in '27-'28 school year when we have less students. What is it that we want to make sure that we offer students and staff? What is it that we need to take a look at what we probably look like look like, and as Megan mentioned, what's the vision for all we want to offer so we can say here are the things that we probably are going to have to divest ourselves of
084because we won't have as many students. But here's the things we want to offer that we can put in a budget and then make a case to the public that if they would like X, Y, or Z, they have the ability to do that, but we're going to have to increase taxes. And remember to go back to the one of the slides, right now for every million dollars that we would ask in a referendum, it basically would take a hundred thousand dollar house $30. So we have for 10 million, that means a hundred thousand dollar house, their property taxes would increase by $300. We need to explain to people and determine what is it that you want the district to look like, what are the offerings that you would like us to make sure that
085are available for your kids and your grandkids or the friends of your kids. List that out and then ask the public to make the case. Because as I said, this is a tale of two budgets. The one for next year, '26-'27, which I think you can get to without a great deal of pain. But the '27-'28 because once you've spent the easy dollars, they're not there anymore, which is going to create more pain. So we have to we have to start our next budget now. So you are no sooner ready to pass the '26-'27 >> [cough and clears throat] >> than I'm going to recommend that you start in your '27-'28 budget right then so we can have those discussions with people about referendum, about what it's going to look like, and what it's going
086to take to offer them the opportunities that they'd like to see in the future. So, I know that I was the bearer of bad news, but you know, like I've told people in the past, the advantage of being me is I can be blunt. I can tell you the things I think you need to hear, not always the things you want to hear. Though I would every once in a while like to tell you things you want to hear. Um take us where we're at. These are some discussions that I think we need to hold over the next couple months is so that if there are areas you say, "Wayne, we'd look at area X." Then we can give you all the specifics and say, "Here's what the impact is if we did I'll take
087nursing. We have 1.1. If we had to cut this, here's what it would look like in the schools." Cuz remember, every dollar that you don't spend on that will help us balance the budget. And like I said when I very started this um presentation, my goal was to keep us as far away from the teacher in the classroom as possible. You can do that I think this year. We will see in the planning for the years to come. Thank you, Dr. Anderson. Carol Frox? Um well, I have a lot of questions and I have a lot of things to to say. Should I sit down? The one of the things I'd like to to see um and maybe get us started right away is it's not an ad hoc committee, but a district level committee
088where people from the district, the different buildings get together and really start hashing out some of these uh things and what people really want to look at. We expand it out to parents, we expand it out to citizens, um and start talking about some of those priorities for next year and for this year. Um I'm curious to see some of the staffing plans. Um I would assume you there might be some more than one plan. Um you know, we we've talked about, you know, we're going to lose 200 students. The question is where are we predicting we're going to lose those 200 students? Right now, they're probably looking at doing high school courses and doing some of those kinds of things. We need to be looking at what we're going to be doing in terms
089of uh reducing at the high school, um and what can be reduced at the elementary schools. And part of the staffing plan I'd like to see if we're going to not have counselors, how are we going to staff? Um so we're providing support services for for the for the buildings. So in order to really look at what the priorities are, we need to see good staffing plans in order to to know what that that is. Um you know, we talked you talked about reducing salaries. I don't know that that's a good option, but there's also an option to look at the calendar and maybe decrease some of the days that are worked um as another alternative to reducing salaries. We don't reduce the salary, but we reduce the number of days worked. That's you know,
090something that needs to be looked at. Um you're talking about addendums. I've never ever We need to see a list of the addendums and my my what I'd like to see both with the addendums and the sports is I'd like to see a list of of what those clubs are, how many students are impacted by those clubs, um you know, what is the data that goes along with some of those kinds of things. Um like I said, both academic addendums and sports addendums. Um um this would be be um maybe a a whole different group of of people, but I think we need to look at some sort of committee some sort of group that's looking at technology and what we want to really do for the future of technology. There's a lot of issues
091about using technology for um educating, especially for our young students. And you know, now's the time to if we're going to be looking at making some of those changes to look at making some of those changes um because we don't need to be buying a whole bunch of technology and then deciding we don't think we want to use that as way to educate our students. So, um yes, we need a technology plan, but it needs to include what we're want to what our choices are really for academics um and how that works. Um I I'd hate to um I don't know what to do about facilities. You know, it's like when we're doing roofs and things like that, it's like um if we ignore the facilities, then we ruin our facilities, which costs us more
092money down the road. Um it would be possible to put it in the referendum, but then if the referendum fails, then we have a bad roof that we're not taking care of. So, um lots of different things to um be focusing on. But um I'd like to see to see staff have an opportunity um to get a committee going where there's, you know, somebody representatives from all the different buildings and uh administrators and social workers and counselors and all those folks to look at some of the ideas and some of the staffing plans and give input and give ideas and talk about um what their vision is for the future. And um what kinds of ideas they can come up with. Thank you, Carol. Brian? I just want to ask I'm assuming you're going to
093forward this presentation to the board. It's been uploaded to the board box. Oh, it is. Okay. Along with all the addendums. >> Okay, thank you. Yeah, did that just happen this afternoon or Yes, it did. >> Okay. Thank you. Mrs. Levy? Thank you. Dr. Anderson, do you mind This is so much great information for us to to review and think about. Do you mind creating a list of the items that you kind of not recommended but you know, proposed as options throughout your presentation so that we can begin um to think about what board member Miller said is looking at that list aligned with our priorities as a district and start to prioritize um where would be the best place to to implement some of these decisions. That would be really helpful. Yep, I can
094do that. I can work on that. Before I It'll be before I leave. I appreciate that. Thank you. Any other board members? Tom, Joanne? Megan? Thank you, Dr. Anderson. Thank you, Stephanie. We really appreciate everything that you've done in this presentation as difficult as it is. The next item on tonight is executive session. A motion may be made and a vote taken to convene the Board of Education into closed session pursuant to section 19.85 parent one parent C of the Wisconsin State Statutes relative to considering employment, promotion, compensation, or performance evaluation data of any public employee over which the governmental body has jurisdiction or exercises responsibility. Is there a motion? So moved. Second. Motion by Brian Nichols, second by Carol Fox. Any discussion? Hearing none, Mrs. Schill, can we get a roll call? Yes. Joanne
095Roe? Aye. Brian Nichols? Aye. Megan Miller? Aye. Amy Levy? Aye. Tom Hankins? Aye. Carol Fox? Aye. Antia Johnson? Aye. Motion carried unanimously. Thank you. Board members, please remember to log out of your open session Google Meet. Needle needle. How are they in such a long such good mood before? >> [laughter] >> I don't know what your strategy is. They're going wild. Amy. Yes. Stephanie. It's okay.