DASD Regular Board Meeting - January 26, 2026

001So, I will call the meeting to order. Um, there is an announcement. In accordance with board procedure BP5, this meeting will be live streamed and recorded and can be viewed on the DASD YouTube channel. I will call the meeting to order. Um, Rebecca, was the meeting properly noticed? >> Yes. >> And Ann, can we have a roll call? >> Sure. Janberg, >> Ryan Coker, >> here. >> Sue Esser >> here. Jeff Han >> here. >> Linda Lhard >> here. >> Gussy Lewis >> present. >> Gail Love >> here. >> Stephanie Sar >> here. >> Megan Taylor >> here. Thank you. >> Thank you. That brings us to the pledge of allegiance. I pledge allegiance to the flag of the United States of America and to the republic for which it stands. One nation under God,

002indivisible, with liberty and justice for all. Consistent mission, vision, and equity statement. The mission of the DeForest area school district is to provide an excellent education and engage, challenge, and inspire all students to pursue their full potential. The vision is the Deforest Area School District is committed to a culture that honors knowledge, respects individuals, demands excellence, fosters lifelong learning, and supports relationships that strengthen individuals, families, and community. And our equity statement, we believe every student can learn and deserves an deserves equitable access to highquality, rigorous, and engaging learning opportunities. So we will ask questions, foster relationships, manage resources, and create systems to increase and sustain access access, equity, and safety for all learners. >> Thank you. >> That brings us to approving the agenda. Would somebody care to make that motion? >> I I'll make

003a motion to approve the agenda. >> And we have a motion. Do we have a second? We have a second. All those in favor say I. >> I. Any oppose? That motion passes. That brings us to board business presentation and possible approval of board policy 06, financial administration. >> Welcome, Kathy. >> Thank you. >> Do you like the mouse or do you want to just help me? >> Um, I'll just Okay, do that. That'd be great. Thank you. If you want to just go to the next slide. So OE6 the general purpose is just to make sure we're monitoring the financial status of the district. Um that we're meeting the operational expectations and goals that ensure that we're long-term really good fiscal health and we've safeguarded our financial resources. It monitors how well we're ensuring

004timely payments. We're being responsible stewards of our obligations. um we're making valued driven decisions for our purchases. We're collaborate collaborating with our auditor and um collecting funds that are due. We're paying all of our debts on time. We're complying with board policy and um overall just making sure that we're adhering to good generally accepted practices and procedures. The main evidence for OE6 comes from the financial audit. I would say this is probably 90% of um what is the work that we do in the financial department leads to this to make sure they review everything. They follow our practices. They know our policies. They they make sure our financials are in good order for financial statement reporting. Um just a lot of things in here that really um just provide a lot of evidence that we

005are being good stewards of the district's resource. I did provide a few of you copies as the meeting was uh before the meeting, but I do have some more. I don't didn't ask Brian, Jessie, or Linda yet if you wanted paper copies. Okay, I'll make sure to give you those. Um but yeah, this is probably where I referenced mostly in OE6. Back to this one. Um other evidences would be our DPI reports that uh have to submit annually for budget and for annual um reports. Um I also do some sampling of large purchases and we have also evidences um that just exist of like our processes and procedures that we have documented those things and available for our staff to use and also our procedure matrix. And next slide please. Um talking a little bit

006more about this year's financial audit. Um overall I think it was a really good audit. Um pretty clean um in my understanding. I would encourage you if you haven't had a chance to look through the digital version that I think you've already had. Um, if you're short on time, I would always recommend reading the letters to the board. I think this if there ever is anything that doesn't isn't working out right um or of concern. This is usually the way the auditors would inform you of that. Um, there's also a management analysis in here as well that just kind of gives you kind of a overview of the unit financially. um that you may find interesting. Um overall, I think there are 13 of 15 of our areas that I would consider in compliance and

007hopefully you'll agree as well. Um and those are all, you know, I have it listed on that slide there. I won't read through it, but for the most part, um it's the things that are just really important. making sure we're paying things on time, paying using our processes, um making sure that we're following policy, not just the the board's policy, but also our district internal policies and procedures. Um just basically following the rules when we're dealing with district finances. And we'll go to the next slide. There are a few areas this time that um I want to bring to your attention because I feel that there are a few areas that we just we need to improve on. We're already working on improving on. Um but I would consider them not a perfect compliance for

008these two areas. And the first one is um 6.9 indicator one by fund level. We can't we're not supposed to exceed what was last approved by the board. And so by funds I mean fund 10, fund 27,50 um those are by the fund level that I consider. General fund was fine. that is our biggest operating um budget that we use in the district and that one came in actually under under the last board approved budget. Our fund 27 50 and 80 did come in a little bit over the board's approve last approved budget which I believe was on June 9th. Um and fund 27 the special education fund that was covered by more revenue than exceeded the budget. So um really there wasn't any unsolved resolved issue with that. Um and then fund 50 was

009covered by um fund 50's reserves and fund 80 mostly covered by additional revenue as well for fund 80 um and then a little bit of the reserves um for that too. So there's no impact on the general fund for any of those areas. Um, however, I do, um, I, you know, I noted it obviously in the the Montreks. It's important to disclose that. Um, I do like to be better at budgeting than where we ended up. Sometimes it's, um, I'd like to be as close as possible, but, um, I just was a bit off in estimating, I think, the end of year expenditures for both those or those three funds. Um, and I've, you know, I've reviewed kind of where I was off to see how can I do that better. And that is basically

010my action plan is just to work on that um to see if I can get a little bit closer at the end of the year. I know I'll never be perfect on it. But um it's my goal just to try to be a little more accurate in my my estimations at the end of the year. Um and then the next one is if we could advance the slide if you don't mind. Um is I think the last indicator of the month report is 6 um 15 indicator 2. And this in is about getting funds that are donated um gifts to the district making sure that we're not exceeding the um donation amount for the expense that's related to that. And we did have an area that did exceed it. Um we have already started working

011on an action plan for that and that has involved some monthly meetings with that department to review um the budget fundraising efforts. We've recovered most of the overage already and do you have plans in place to make sure that that has been covered um in the near future and then moving forward just making sure that um we're we're reviewing those things more frequently so we can avoid that in the future. Um and that's the two areas of concern um that I would identify in the monitoring for um we do have in indicator revisions I'm suggesting. I think that's part of the next uh board item and it's basically just a naming difference. DPI has kind of phased out their old reporting titles which was the PI505 which I think was the budget report and 1506

012um which I think was either the annual report or the auto report and they're just calling them wise reports wise annual report budget report because they have this new system which actually is kind of a really nice reporting system because it basically we submit the information from our financial system directly to DPI and it goes directly to their reporting system. It's still not perfect, but I think it's going to really help with transparency and having numbers more readily available um and making sure that all districts are using the same account codes so it's a little bit easier to compare um when you're looking at analysis for financial expenditures. And that is all I have for that. So, for that reason, um, we have marked the report compliance with exceptions noted. I do want to say

013that Kathy Davis does a fabulous job, um, predicting our budget. It's over a $60 million budget and we're, you know, sharing with you that there was a 9,598 um, discrepancy in fund 21. So, just know that this is she's she says this is out of compliance, but we are so very, very tight. um and making sure you have all the information. So, just want to know that we are with exceptions um and know that we will continue to monitor that particular fund 21 as well. >> Okay, we'll make a motion to accept the report as written. >> Okay, we have a motion. Do we have a second? >> Second. >> A second. All those in favor say I. >> I. Any opposed? Okay. Now, owner report can ask questions of Kathy. >> I have the

014first question. It's not really a question, it's a statement. Did you are you the author of this slide deck that you presented? >> Hey, yes, I use Canva though. >> Well, whoever did it, it's perfect. Like, I understood it so well. I would ask that we could do that with everybody, but that's my answer because it was so clear to read. And >> her presentation, I thought the same thing. It was exceptionally clear. >> Okay. So, directors, hopefully you heard that. Well, >> sorry. I was like, "Oh, these are things." I could go right to it. Read it. >> It was really nice. So, thank you. >> Well, I did decide to up my game because my presentations were getting kind of old because of the directors behind me because I feel like their stuff

015is so good that I'm like, I got to step up. Thank you. Um, >> and then the other question I have about the food fund, like to me, that would be the one that's most predictable. >> Yeah. >> Like the other ones I can see, you know, there's some things that can move, but like with I don't know what our I don't know where our fence posts are. I don't know how that goes, but do we have the ability to adjust pricing through school years or are we locked? I don't know how that goes. >> Um, some of it we we do get set like prices because we Becky had bids it through a co-op that other Wisconsin school district are in. Um, we don't know what our usage is going to be though. I'm

016sorry. Uh prices to the to the to the end user the child. >> Oh, for the revenue. >> Yeah, sorry. >> Yeah, I'm sorry. >> I didn't clarify the question. >> Yeah. Um that one's actually really hard to predict because we never know how many kids are going to take lunch at any given day. >> Um sometimes it depends on the menu, sometimes it depends on how many kids are in school. Um I know that Becky's been working very hard this year at upping the um participation participation. Um it really is so dependent on on menu kids and choices for that day. And I think what's always tricky about that is not just predicting the participation but also figuring out what's the um the breaking point of price where people won't take the lunch if

017it's too expensive. So that's where the dilemma is in the in not having all the predictable information. >> So the stuff is prepurchased, right? The food is pre >> I would say to some extent. Um you can only I think they lock in certain prices for certain quantities. Um but I'm not sure if like if we know that we're not going to need as much, right? >> You can try to use up what we have in inventory first. Oh, uh I'm jumping in. Does this account for food waste? The fund >> fun 150 would be um yeah all the the expend revenue and expenditures that fund 50 takes in for selling alart breakfast, lunch. Um and then the food costs, the labor costs as well. Uh yeah, any inventory that they would need to operate

018that program. >> Is there offset? So I think of like um because it's hard to predict who's going to participate. Is there overage and inventory that is eventually thrown away? That's that's kind of >> I would say Becky and her team manage that pretty well. >> Okay. Um there I mean sometimes you get stuff that you know it's going to expire and you have to dispose of but they really try to meal plan around that. Um she's I mean there's so much data that Becky is always looking at for inventory quantities and how much a certain meal need needs. Um and then we also have inventory that can last have a longer shelf life that we do we account for the inventory in the current year and then use it the next year. What is

019school lunch today? I'm embarrassed that I should know that too. >> I don't know it either. The top of my head. Well, we can give that to you though. >> Yes, I got >> um my question revolve around fun 27 um and special ed. Um, not necessarily that we're doing anything wrong, but just as a board of education, what you think that we could do to help advocate um on a legislative or state level to get the funding um for that account, I guess I'll say. Yeah, thank you. Um I know I know that this court's aware that, you know, we were promised 42% um for this year and 45 for next year. We're getting more like 35%. Um, for DeForest, that's like 850 grand less. Granted, I wasn't counting on 42 in the budget

020because it's fallen short the last several years. Um, but that's a huge swing in what is promised at budget time and what we get. I think the biggest thing is to just help share that information with people that will listen and um you know reach out to legislators the more noise I think the more people will hear. >> Yeah. And what's most frustrating about that particular topic is the fact that that passed in the budget and all districts planned their budgets around that and now it's literally back to 35%. So we need that some sufficient component where you can't plan a budget and then have the the rules change halfway through. Well, I just think if we're asking her to be or she's trying to be more accurate representation of the budget and yet we're

021not that that would be an unpredictable thing for to manage and and for a large sum I mean you can assume that it's going to be a little less even you know a couple percent would be um a huge amount in budget >> comparatively more food question we have a new pyramid right food pyramid that has a much heavier emphasis on protein and higher quality milk. Are is that going to affect how we're going to get are we shifting to that new pyramid? And then will that affect this number? >> Yeah, I might pause you on that because I think that's a good question. And if we're more interested in food service, I think Becky Terry is probably the one to bring back on that. >> Sure. That's fine, right? But it's it's fun cost

022and food waste and if there's more interest from the board on on learning about food service and >> obviously the financial impact that we're having on that we're seeing, we can definitely bring her back. I think the high school cost of lunch though is $3.60. So, >> okay, >> and it is on the website. >> Other questions for Kathy? I have a question. Um, there was the article in the in the U state general about Madison schools um unpaid meal debt spiking and so I was just curious about how much unpaid meal debt do we have. Um, and not >> Yeah, we'll let Becky come and do an update. >> So, that would I wonder and I also saw that some in some districts recently donors have just paid off the meal. Yes, McFarland and

023some news >> and and so I'm thinking that would be really interesting for us to know how much is it and maybe if we >> and we do get donations um from wonderful community members that help pay off or not pay off all the debt but they help pay towards it. >> So you are giving money toward that for that purpose. >> We have had that >> very generous. So that I think yeah I think that would be really interesting to know and might encourage more and presentation >> and and you did in your report say that there was a new implementation um during this school year as far as collection of unpaid funds too which I think is more debt collection for those that are negative balances. There's a new implementation this school year

024that went into effect this school year on collecting any unpaid debt services that was in. And actually that's good for the board to know because we are enforcing that more than ever. Um and that may come your way then at some point too. So I just have one more question. I know you said in the end of the report as far as um more towards like pool you explain a little bit more on that. um to pull the difference between what I was estimating for both revenue and expenses um was understated on my part and it's a good thing because our pool um Lamett Rather our pool manager is is just doing great things there and it's being used more. Um it's very well used actually I think um it's one of the highest used

025spaces I think outside of school hours. Um, but with that comes there's more revenue and more um, lifeguard costs that I wasn't anticipating. >> Okay. >> And so I just need to work with Lunette more on better understanding what those might be. >> I just wanted to make sure that it wasn't it wasn't stated directly what it was. So I just wanted to make sure it wasn't a part where we weren't as far as like the maintenance >> the pool. Yeah. That we were like wait a minute like we not prepared for that. Like >> no it's the use of pool. Okay. The community use that makes more sense. >> That was my question, too. Was it because it's more use? Is there maintenance? >> Um, it probably would triple it down to maybe utilities.

026I mean, there's always maintenance with the pool. Right. I'm always going to have that, but I wouldn't have the data necessarily on. >> I guess I had a little bit of a question on the last indicator and that was um so you know looking at the indicate the point itself. It's about donations not obligating the district to uh more than the donation's worth. And I guess I'm I'm interested in what sort of controls we have versus need there. I guess what what you found from that? >> Um I think for this one it was more lack of awareness of the items being purchased being more expensive than what was received. >> So it wasn't necessarily that the donation said you need to do this thing and this thing is an obligation. >> Yeah. So, it

027wasn't actually obligated, >> didn't tie us to >> it was just more of a lack of control on purchasing. >> Yeah. >> Utilizing a credit card versus a purchase order. >> So, those are things that we have control over and can firm up like we're firmed up. And some of that's with professional development of staff as we've grown and making sure our people that are doing the ordering and in charge of ordering really know our protocols really well. Any other questions? >> That's actually my my other question was was um is there additional professional development that's needed in addition to the unpredictable um v variables we I'm assuming we we have ongoing professional development to people in the niche department and folks who are doing the reporting but um just to say I'm sure that's

028an ongoing challenge as as people are changing position. >> That's for the business office in particular. Kathy spends a lot of time trying and Karen Yep. Um our accountant to make sure that we that our people have the knowledge. >> Yeah. And we're I mean it's it's true with I mean just being a growing district and um you know changing staff I'm realizing more and more that I got to tell people what the processes are and proced because they're new and they don't know and we got to make it more easily readable. and um having Karen, our accountant, um work on, you know, updating all of our a lot of our processes and making sure that people have access to them and it's been so helpful because we really have had a need to do

029a lot more professional development than before. >> So, I mean, we talked about board orientation. So, it's like orientation for for everybody on positions, right? >> There's always more we could do, too. >> Absolutely. Anything else for Kathy or Rebecca? None. Would somebody care to make a motion on their report? >> Make a motion to approve the report as present. >> We have a motion. Do we have a second? We have a second. All those in favor say I. >> I. I. >> Any oppose? Thank Kathy. That brings us to review of your potential indicator changes. Kathy kind of went over them in her report. There were two kind of minor. Everybody saw those. Is there any questions for Kathy on those potential indicator changes? It just sounded like a name. Renaming it. >> Yeah,

030>> seems pretty clear to me. >> Yeah. Yeah. Call it what it is. >> Yeah. >> Pretty black and white. This is a easy one. >> Okay. Nothing on those. Then I think we're good with you. We just need input for a summary statement for um OA6 if somebody would care to give that. thoughts. >> Thank you, Kathy. >> I think we we do need to notate Jeff's comment and and Linda's comment about the presentation um and the ease of being able to read it. Y >> anything I think further discussion on food service food service >> it'd be nice to get more information >> just a better understanding >> been a while since we've seen Becky >> enough so >> I do think fun 27 is important to mention only because it highlights a

031bigger issue um that the board can be involved in um as far as advocacy for state for specialists. Anything else that needs to maybe go in there? >> I think we should again Kathy on the excellent job that she does for the district and and there are a few tweaks that I think overall just how much we appreciate her and the position that she puts the district in. >> Y agreed. And while um you know there were compliance with exception um the processes that are coming out of those mistakes that were found however you want to however you phrase that you know so we realize there's an error here and this is what we can do to fix it and kind of beyond even just the basic you know setting in the new processes um

032the account procedures and everything and making them available to more And since we're having someone come in to talk about food service, would that include the way we're enforcing the debt collection >> or that you know for you know that Kathy would be with that? >> Yeah, they could probably do a partner. >> We could, you know, have that in there as well. That would be >> But is there other debt too outside of just food service? Right. So, we would want to >> Right. because there's people that probably haven't been able to pay school fees or whatever. So, >> okay. So, when Rebecca when you said that before um that you guys are leaning into debt collection, debt collection overall. Yeah. Not specifically just food. >> Yes. That was in the report. There was

033a new implementation that everybody good. I got it. >> Perfect. Thank you, Stephanie. That brings us to presentation and possible approval of OE12 facilities monitoring. >> So we have a team coming up I believe Dan Hansen and Reynolds >> is approach and jump back to apologize for my presentation right now. Kathy and I already talked to your slide before we begin to melt be good. Um so just as a reminder to everyone um O2 has not been in compliance. Um so earlier this year on October 13th we actually came kind of give an update about where we are with everything. What are some things that we're doing? So today I'll kind of be focusing back on the 2020 242 school year and looking ahead to see what we're doing currently this year to to show

034that progress towards that. Before we begin, um I had some um some confusion that was shared with me about maybe my report. So maybe go through that first before we go into everything. Um so Ann, can I for a second or second? >> So we had a board member ask a couple questions and my suggestion to Roz was to bring the information for the whole board um to help explain some of the um indicator questions. Do you want to go into the actual report, Roz that? Uh, no. Actually, I'm going to start with if everybody has a copy of the board, that way I can I can u Yep. >> kind of go with that. I kind of want to show some of the data that I'm sharing with everyone. This is a a platform

035that we're using now called the reveal platform. Uh, if you remember, I shared with with you that we started this last year and this tracks all of our assets within the district. Along with that, it also gives a facility condition index score. And that's kind of what I tried to um bring forward in 12.1 indicator 4 that talks about um actually as it's written that's supposed to be done every every five years. But this what this report shows is it's a yearly input and actually um we update our data every time we do a major project. So whether Katie's staff does it or Dan staff does it, uh we we update our our data within there to change our numbers so we can kind of have an idea about where our building sitting every any

036point in time during during um during the school year and it tracks it over time. So when you look here, I I showed where we were going from uh buildings that were um noticed as good, fair, or poor. And you can see the color um discrimination there. But what I wanted to show more than anything is between 24 25 and currently today you'll see a lot of the arrows going down which is good. We lower numbers are good. It's almost like golf. We want our numbers to get low showing that the percentage of it's it's better to keep going what we are than replace the building in general. And so when we look over time, what you'll notice, if I can button the mouse, here we go. A different way to look at it is

037you'll see that drop, especially the work that we did this past summer, some of our major replacements and throughout the school year really to show that our buildings are becoming our facility condition index score in all of our buildings actually went down over the past year, which is a is a good thing. So, um confusing. Sorry. I'll find a better way to do that. But as we get to know that data better, um the goal really is to get our facilities all within that that good range. Um which is the highest range that we have with that. So seeing constant improvement is important. Even in our newest buildings, we're continually improving on things and replacing things in a in a good manner and making sure that what we're replacing needs to be replaced and a

038lot of other things that play into that, especially at preventative maintenance plan through maintenance and then just our general care within our custodial department as well. Um, another area is is our work order system. Um, which to be quite honest with you is confusing at best when it comes to uh the indicator. I'm not ready to change it yet because we're kind of learning how does our work order system work. Um I reported out um just in general with the um percentages of of work orders within 30 days. I did not record the seven days. So looking back at that, we had 2,43 total work orders in the 2425 school year and 73% of them were completed within 7 days. Um the rest of them were not. Uh but our average completion is 12.14 days

039that we would complete our work orders throughout the school year, which fits within that that time frame yet. Um what we're finding is a lot goes into that completion. Whether it's um an expertise that we need to bring in from the outside or um can't get a part that comes in or it just takes a long time to get that, maybe we can't um fix that because of the weather outside, those types of things. Um, we're really learning our work order system right now and what what it takes. So, look for changes to come later on, but really our focus is completing those as quick as possible and communicating with people that we fixed them and does it fit their their needs with everything. So, when we look at OE12 in general, we still have

040some uh areas that we we need to work on uh just in general that we did not fit um with our compliance uh with with everything. But definitely going forward, but you'll see uh 12.1 indicator 6 and indicator 7 we were not compliant with and then uh 12.2 indicator 1 and then 12.4 indicator 1, two, and three. Um definitely an improvement what we had uh but still some work to do. And so when we look at just the report in general over um our entire year of 2425 um we have got a number of things that are going well around safety. uh our reunification team development and training that we're doing not only within our our district but across our county has really been helpful and you wonder why are we focusing on county because

041we do realize that when an event happens it's not going to just be with us so it's concentrating and getting the whole county together um and we are all but I think two schools in Dane County that follow our procedures and protocols so that's a really good thing that we've got consistency across the county with that excuse me our emergency drill are fantastic, not only at the building level, but district level. Like today alone, we did a a drill with our incident command team. Um, and just involving our outside resources with EMS, fire, and law enforcement and how they work together with us and are at the table when we do these drills, uh, really, really helps with that. And then we're able to develop a radio system that works across our district that's thanks

042to the help of our tech department. Um, and this really helps uh with our communication in an emergency and outside of emergency. We now have reli reliable communication devices that work across our district. We're working hard on our maintenance in our facilities, the preventive maintenance, as we talked about in October. Uh, we developed it during the 2425 school year and then when Dan came in in August, we've implemented that. So, we've seen some very big cost savings and very big problems, but been able to fix those as well. um misuse of uh facilities. You'll see that a change in O2 from last year. Implementing a way to record when misuse happens, whether it's vandalism, accidents, uh work wasn't done correctly in the first place, whatever that becomes. Um we now can track that to see

043um why are things not operating in the way they should be within our district, which helps us in solving problems and getting help when we need that. So, we'd like to use that data. And just again to focus on the two people here to the side that the hiring and the training that they're providing our staff really is very commendable and a very difficult thing to do. Um and I know something they take very personally but they really do some really really good work u with that not only hiring uh but the training as well. And then just our outdoor space, our partnership, especially with our village of Deforest. Uh just as an example, it used to take us probably about five to six days to paint our athletic fields with stripes off of a

044purely just blank grass field. Um we partnered with the village. They own a robot so they could come in and do something that took five days to do. They could do it in an afternoon. Uh because we partner with them and they'll come in and they'll paint that for us. And it actually is perfectly. and now we don't have to rely on our math and our strings and everything and fighting because it's not going well. So, it really really helps a ton. And then just our focus on playgrounds, making sure that they're safe. Uh we were able to um we would chip all of our playgrounds K6 and uh make sure that they're safe for all of our kids and the community as well. So that focus on the outdoor space in partnership with with

045the village and with our outdoor vendors too because we do believe that that's a part that our community always will see. They may not walk into our buildings but they'll see that outside. Uh so that becomes really important to us. Uh we have a lot of opportunities for growth as we know. Uh one of those main things being our cleanliness standards as Katie is getting used to. What do we actually do here in the district? What do our staff know? What can they do? uh but that will provide that consistency that we need no matter what building we're in. Also deals with growth and uh supporting our staff and developing our professional development plan around that with our standards that we have just like we do in the classroom of learning. We want to have

046that with our staff as well. Uh developing an inventory system. uh we have space to bulk order things, hold on to them so we get them at a cheaper price and then we don't have to wait for um for deliveries to come in because a lot of times when you need something you needed it yesterday. So we're working on that kind of system right now to to work on that. Our facility use planning becomes important as we saw from last meeting about how much our facilities are used outside of the school day. This requires a deeper dive into how we're using our facilities, who's using our facilities, how much we charge for our facilities, what is the staffing that we need to to support our clients when they come in, what are the expectations. So,

047those are all things that I have a committee of Katie, myself, uh Jordan Franklin, uh my administrative assistant, and Rick Henard all get together every week, look at that, planning on that. We've also engaged our uh local um tier one and tier two users, those those local groups that use our facilities, asking them for input. We did that in July um of this past year to see what do they need, what do they value in facilities as we work to try to figure out a consistent system. So, that's some big work that we're doing. And then, like we mentioned last time we met, um is our staff training. And this is interesting. uh 28% of our current staff was hired in 282 2020 20 2025 actually including these two wonderful people to my side here.

048So it's important that we train them we support them with that many um new staff it's important that we have that consistency and that comes with roadblocks as we look and we work on organizational change and how we do that. That's some of the work that we're doing behind the scene with our leadership to support our staff and making sure that they're supported as well. Um so there are a lot of action steps to accomplish that and even more within OE12 around safety. Again, our focus on reunification becomes important. Um in March, we'll have um uh members of the school safety from homeland security come in. Um so the uh federal government will come in and look at our sites making sure that they're safe to their level as well give us feedback. Uh bringing

049them in to give us that more feedback with everything. Uh we're develop medical response teams so that we have staff on site to deal with those major medical emergencies that happen until first responders come in. So getting them training, getting them supplies. We're doing a full look at our camera system within the district uh with over 360 cameras and over 650 views across our district uh to stay up on top of those and work collaboratively with our our tech department becomes really really important to do. So we're doing a deep dive into our camera system to make sure that we have technology that works and that makes our building leaders job maybe a little bit easier um as well. And then of course growing our SRO program from the U referendum passed in November of

050of 2024 working with Dane County and the village of Windsor to um add to our SRO program especially at that the Windsor sites. Um buildings and grounds again like I said professional development is important. We're working on that cleanliness standards inventory system and something really excited about that Dan and I have started working on and that's retrocommissioning. Retrocommissioning is like a tuneup that you would do for your car, but you do it for your buildings. And diving deep into how everything is set, whether you know it or not. Everything is on a computer system, from the degrees and temperature to when your lights turn on and off in our buildings. And just adjusting those just a little bit can save tens of thousands of dollars every year in utility costs. So, it's recommended that every

051five to six years you do a retro commission of our facilities. It's something Dan had done in his previous work in the hospital and that we're bringing to Deforest here and looking at um is everything set the way it should be set. We had a a vendor come in and look is it actually worth it? And his response was, oh yeah, we could find a lot of savings. Um and it won't be a savings where oh boy, everybody has to wear an extra sweater because it's dropped 15 degrees. No, they do it in a way that you actually don't even notice the change. That's the intent with it. So really excited about putting that into place. And then um just our facility use that's a big project that we'll continue to do. Katie and myself

052and the team uh just creating systems, fee structures, approval, billing collection, expectations, usage. Again, our buildings are used 6:00 a.m. to 10:30 at night every night. It's very odd if they're not used. Uh so how do we set up usage for that and allow their staff to do work in those places and make sure that we upkeep our facilities to the level that our community expects. So um this is some of the work that we're doing to continually improve and uh hard work but I think rewarding work. They have a lot of words to say as you can see but um that's really all that we have. Uh so I'll turn it over to you at this point. that reason we've marked this report in compliance with exception moving it out of not in compliance

053which it had been in the past. So um M Raz went over the reasons why we uh do I have a motion on this? I'll make a motion to accept the report as written. Thank you. Do we have a motion? Do we have a second? Have a second. All those in favor say I. Any opposed? All right, we now own the report. We can ask questions. Let's go away. >> Uh the one question or the one thing I just want to make sure that everybody kind of understands when we talk about these action plans for the safety piece of it, we do have processes in place currently around reunification and we've done site assessments and we do have like we've got those process is in place. It's really continuing to review and continue to incorporate

054more things that we've learned. I don't want people to get like the wrong impression and think that divorce doesn't have any of that yet. Like that that was just my only concern is just looking at it. >> We have those. >> And this is really just continuing to just tighten that up because it'll never ever be tight enough. >> Right. Exactly. And that's that's a great point. I appreciate you saying that. Part of our philosophy with safety is just that continuous improvement about how do we continually get better with it? How do we build understanding? This year we're able to go to uh every single building and train every single staff member on reunification. Really it's really diving deeper into what we do. Um and again never done. Thank you for that. >> Yeah. Um

055that that's a great way to put it. >> Yeah. I just want to make sure >> just had us go through at we meet as directors on Mondays and he had us go through brought in law enforcement and go through an hour of a it was a true tabletop exercise um where we had to practice incident command like how how would we do communication the decision- making points um and that is he he does that with us regularly so you are right like we have all these structures in place it's constantly being able to practice enough so that we feel really confident. Yes. If we ever had one of those moments. >> Yeah. I I I just want to add on to that. I want to commend you guys because I know um a lot

056of places have emergency plans. Not a lot of places actually practice those plans and see what happens when you try to. And if you don't practice them when the actual emergency happens, you're not ready. So, I really commend you for for keeping up that and integrating and working with everybody that you do work with. >> Yeah. It's it's really good. >> Thank you. Yeah. And I I'll pass that thanks on to our building lead leaders too as monthly. They're doing it with their staff as well. So it's not just sits in right >> one isolated area. It truly is embedded in what we do. >> Right. And I just I just want to make sure that that is we and I we see it and I feel it and we take pride in it. And

057I think that we are one of the safest districts in the county. I mean I might be biased but I just I just want to make sure that we're really clear on that. Um, when we see those action steps and if anybody's looking at that PowerPoint, I don't want them to think they don't have that stuff. >> I have a question about the camera. >> Mentioned that we have so many and we're looking at these are recording, >> right? We're keeping that. So, it's just ongoing. >> Yep. >> That's how our system works. We have something called NVR >> um that records that that footage and keeps that footage and then it does record over that footage. It's not everlasting. forever. >> Yeah. >> Okay. So, it doesn't Okay. >> Depending upon the type of

058camera, the location, how much movement there is, can go anywhere from probably 20 to 40 days worth of footage that we keep. >> It does. Okay. >> Depending upon >> Can you hear? No. >> Your sound is just just >> It's just visual. >> Okay. Just visual. Okay. Don't be saying anything. Um yeah, go ahead. >> Two questions. >> Yes, >> the 28% turnover >> that's not uncommon. I mean that actually that number falls in line with our work. So how do you guys see that? I mean that's just pretty much the new way of business. I think more than anything I would say with that is I can honestly say for the first time since starting my work in July 1st 2024 I have a standing in our weekly meeting our standing first one

059is staffing where are we at because it never was full we've been full for the past month right and and it's really takes more than >> more than back because that became one of those important things when I when I hired these two wonderful people is how do we keep and maybe with an industry standard and it is part of of everything. Also longevity is part of what we try to do in the DeForest area school district whether it's a teacher, an administrator, a custodian, a maintenance mechanic. We're going to try because we know that we can keep that going for longer and that consistency will help with our work. So yeah. >> And then the second comment, I love the maintenance stuff that's I can understand and play to. So >> that program makes

060sense. Yes, >> it's good to see the numbers are coming down. >> Yeah, >> it's um I I it's again I'm I'm looking forward to seeing it even more. This preventive maintenance that we started to do, the work that Katie's doing with her staff, Dan's doing with his, it's uh it's amazing these improvements about how it happens and how we're taking care of and changing a mindset about how we take care of those things that we don't see u and taking care of the things you do see as well. It's a concept. >> Do we see any budget issues there? I mean there >> always but um like I said you know we have about they schedule with the amount of assets that we have they say about 4 million a year we've got 1

061million a year so there's some creative budgeting that we have to do but that's all part of the program and all part of the process starting in October talking through looking at it putting our hands on absolutely everything by doing preventative maintenance work we were able to take a number of things this year and say we don't need to focus on that this year this is what we really do So the company that helps de like create the data has set to to budget four million a year. >> Yeah. >> And we have a million. So that's we are never going to probably meet that program's projections without a whole lot more, you know, in there. So it we're working with a deficit budget on on this. >> But what we're trying to do and

062and there's the example, right? We have 121 almost $122 million worth of assets that we have in our our system. Um but how how much so looking at it to make those decisions about yeah it would be great to be able to budget that. We're not going to be able to. So how do we take care of what we have and do that preventative maintenance so we don't have to worry about that. So, when we look at um all the assets and where they are with reds and greens and everything, we were able to put our hands on every single one of these red areas here and say, "Nope, we don't need to focus on all one of those because of the work that we've done." Those will those can go down to an orange

063level and we'll see that change when we update that new that new data. But it's all based upon data. All based on longitudinal data and decisions based around that. Not just how I feel or what building thinks I need the most. It's how do we how do we really make those decisions because we'll always have reds, we'll always have oranges, yellows, greens. Uh but it's taking care of of that. It's a heat map for learning. So same that we do for kids with their learning, we're going to do for buildings as well. So really becomes helpful. Well, and if I may add too, um, training our internal staff, whether it's a maintenance mechanic or a custodian, head custodian, um, to be able to do these repairs so we don't have to hire very expensive outside

064contractors is huge when it comes to budgeting. So, that's when when when Roz talked so heavily about training, that's where we're focusing our energy on. Uh Katie and I are both focusing on making sure we're training our internal staff to make sure that we can make these repairs without hiring a a plumber or you know a carpenter or things to those effects. So we're really utilizing more of our internal staff than I think what has been historically done before. It's amazing watching both of them not only teach how to do that, but what to look for and what to hear for. Their ears are amazing to say, "Oh, do you hear that?" and they can hear things before it gets bad or see things about, oh no, this is this is something we have to

065address right away. It's been really neat to learn from them and and watch them as they are able to proactively change our department to a proactive rather than reactive. And that's that's the component I guess I want to say when we were talking about the one in4 million dollars this this data and their expertise um Katie and Dan and Raz's helping to so that we stay focused on what's most important um that's been really helpful so it's not as reactive more in the proactive side of things and remind me we're one year into having like the data right so we're just going to continue to get smarter and smarter with it and um which is exciting so I, you know, push because I love that data. >> The better data you can put in, the

066better data we get out. So that's that's something I continue to push to say everything you do, we need to change. Like we just gave them new information about all of our roofs. We had somebody come and let's go deeper with a roofing contractor rather than to have somebody else come in. Let's really get some good data about what we know. What do we need to do to make sure that we take care of things and we address them as quickly as possible. One question that I have uh and I'm I'm just curious because you you had a whole long list of to-dos. So, I'm not jumping on you, but I'm just curious. >> In uh 2425, it was develop a team to review and update um you know like permits, pricing structure, things like

067that. And then I see it is it has gone up though. So is that something that you've looked at and you're you're continuing to restructure or is that something that >> because the list was so long we needed to add it on because we just didn't have time to get to and I can respect the >> Yeah. No, and I appreciate that that question. No, these are all things that yes, we're doing. Okay. >> And just I guess to show that we're going to continue to do it and continue. It's almost the point that Megan brought up about we have it, but we're going to continually get better. We have something in writing. Yeah, we have that. Do we have that compliance piece about it's done? Yeah. Is it to the level we need it

068to be? No. >> Yeah. And I wanted to ask, but I'm like, you went from red to you know, you know. >> No. No. But it's a good it's a good drive. There's a lot of stuff we have to do. you know, when I started going over with both of them, okay, what do we need to do here? There's a lot of work, but we're going to work hard on that. It's balancing our time, our our schedule, our structure to to be to do the best we can with that. So, yeah. No, >> sorry, I had a couple questions on um just some of the evidence that were provided on some of the indicators. So when I look at like 12.1 indicator one, um you look at capital facility improvement and maintenance plan and I

069just wonder if it would be I know you referenced that it was introduced to the board but instead of putting in there the link to the anticipated projects like if you literally put the capital maintenance plan link in there instead of the annual report if that makes sense. >> It does. The the big thing is the capital maintenance plan is right behind you. >> Yeah. >> And so it's very very very very >> but otherwise we don't see anything other than what was already done a year ago. >> Yeah. So I guess I'm wondering what is the best way to show everything that we have with what's behind you here >> working session on the data after we like we're a year into that data and it's almost like we need to like revisit that

070data and >> I'm sure he does. Yeah. No, but I mean like like with us as a as a board to review >> like what the data has done and I mean now you've got you can see some trending in that data and then are there data points that help us try to figure that I don't mean well I mean I'm not >> because those aren't proportional in money. So that red there's air handlers up there. So the money is not I mean you could show in a pyraph there's more red than green but it doesn't represent cash. Well, I just I mean if we're asking for a facility maintenance plan and improvement including like for the next five years, >> yeah, >> that file from the annual report from last year of what we

071did does not pro provide evidence that we're providing that if that makes sense. Do you know what I'm saying? Yeah. >> So then I look to like and there were a couple of them and it's like minor but if you look at like 12.4 for indicator one. 90% of inspection reviews indicate in nowhere in there does it say that 90% of them were hit or not. >> Yeah. Because they weren't >> right. So like I think if even if we're not we should say we like we didn't meet this. Here's >> you know what I'm saying? And like I think about there was another like 12.6 indicator too was the same way. There's no like I want to take your word for it and there's a lot of words in there saying what you're doing

072and >> but I feel like it doesn't really prove whether we're hitting that mark or not hitting that mark in one way or the other. >> Yeah, if that makes sense. >> Yeah, that was 3M 12.4, you know, the the evidence provided is not what the indicator is. >> Yeah. >> And I think that's a a question as I'm learning about maybe maybe that's the the question about um what the indicator is asking for. Is there a better way to show that? I haven't figured that out. >> There isn't figured that out, but I want to show that the work that we're doing is making, but I also want to make sure that it is the information that that you all want um or need to show that we are again our facilities aid in

073the in our kids learning, right? And and and being that importance with that. So, >> I I mean, I'm not being nitpicky. I think there were I think I found like four that I was like reading and I'm like >> well it says you're doing these things but really there's no like actual and maybe there is saying I'm doing it >> right other than you saying you're doing it and I don't know that there's a report but it seems like we're asking for a plan or report and it's not there. So if that's the case then maybe the indicator needs to be rewarded. I was just going to say that be part of it. Um, so I guess I would like some thoughts back to your original question about the capital projects plan. So page

074six of the annual budget is I mean the annual budget is linked in there and then page six is where that exists. >> So is that what you're saying is that that's not enough evidence of a plan. >> It's the imple I mean it's it's definitely what occurred, right? >> Okay. You're looking for a >> Yeah, because we're talking at saying like five the indicator is written >> five years out >> something that I should >> um >> so is it that you just want if I look here and go >> here's all the list of things that we would be looking at within the next five years behind you and the cost associated with each one of those five things. So, you would just need a copy of >> that's literally what it's asking

075for. And I'm not saying >> that that's that that's not I mean that is part of the proof of the first part of it, but we're not like the rest of it we're missing. And maybe the board doesn't need that, but it's currently asking for it and we're not getting it. Sure, if that makes sense. And maybe like it sounds like >> it was I mean we've got it right with that. And to go to your point, the cost of an air handler being you know 100 is different than a roof being 1.2 Because again, if you think about what the board does and can do, right? If we're only giving him a million and we see that there is I don't even know so many projects that we're like, no, we really want to

076do XYZ during this year and it's going to cost more than that is within the board's authority to move that money and make it happen should we choose to do that. So like that's when I think about like is there something big that we're like as a board, you know, we want or the community wants like we need to give you money for that more than what you're getting. If that makes sense. >> I agree with that and I G I I I think I understand your point. At some point, if the rock gets too big and moves too fast, it's going to be hard to to crush it, right? Sure. If we see some big expenditures, maybe there is a year we go, hey, we're going to increase that one million to something greater.

077>> Sure. >> Just so that doesn't get out of control. >> Is that that's what I think you're saying? >> Yeah. I'll flip it and go if I do my job correct, it won't get out of control and I'll be able to long range plan and budget for that, right? >> Yeah. But being aware of that fiveyear outlook, like, okay, we've got something coming year three that we need to >> figure out how we're going to budget for. >> Sure. >> I want to verify what the board is asking just so that we move forward in a way that we're meeting the needs of you all and the district. So, it's what I'm hearing is that when there is an an indicator that we're not compliant on or even we are compliant on that, you

078want to see specific uh data that supports that. Is that what I thought? >> Like if you're saying like it's asking for an action plan and there's no action plan in there, you're just saying that we have one. >> Okay. So, it's not Yeah. You can't do the >> step that to me feels like >> Yep. >> Okay. Well, I guess there's an action plan because I said this one, but >> we have been very I mean, right, you're used to seeing all the evidence. So, we can that's a good good feedback. >> Great direction. >> Okay. So, that was it is to make sure that we have specific >> I think if it's Yeah, if we're asking for stuff and it's not in there, I think um >> yeah, >> there should be data

079to support or not support. Okay. >> It's not to say we can't look at the indicators and see if they need to be revived. But if the indicator says this is what we want, then the evidence doesn't match it. >> Yeah. Okay, that sounds good. >> And again, maybe the if the board decides it doesn't need it, I'm not I just feel like it was there. So, >> I'm seeing a lot of head nuts and that's no different than what we've done with our other reports. >> Yeah. No, I I've got six thoughts at a time, please. Yeah, that whole trust me. Yeah, that you know kind of thing. >> It's hard. It's really hard. >> We do trust you. Don't get us wrong. We trust you, but we need Yeah. But and and I

080guess another thing that I guess I would just add into like I think it was 12.1 indicator 3 when we talk about the facility study and it was done that the board asked to see that more often than what the report indicated we needed. And I think that's important to note because of the growth um and because we're trying to be um responsible and plan for that. Like I think it's been stated in other ways too, but if it's in here and we're saying only every other year, but we're doing it >> frequently for a reason, right? And that was requested by the board. >> Okay. Um, and to Brian's comment again with the indicators, you know, indicator specific data, but having a new set of eyes on it and people looking at it differently,

081you know, it's not our place to tell you the indicator is wrong. It's indicators, you guys coming to us saying this doesn't fit anymore. Y >> and you know with the indicator revisions you know obviously that people and so you know maybe the things that we're looking for are >> I don't you know not the not the examples that um Gail's given but you know some of the things that we're looking for are outdated or we missed something or did you you know we should be including this kind of thing. I think that your team was definitely doing new things. Whatever you said he was doing that was you called it something >> retro commission. >> There you go. That I that I thought okay well that's something we haven't monitored before is that you

082know something that we need to say hey we're doing this with you know like you have a new >> Yeah. To use Jeff's analogy. We're trying to make the rock go as full as poss. >> It's rolling. That boulder's rolling. Yeah. >> And we're just trying to understand what is out there and what does this look like? So, I appreciate the understanding. >> Maybe this helps like Katie and Dan, you're newer. Um, that the board wants us to have indicators that we feel are most impactful. So, we have an opportunity to look at this and and make it the way we need to so that the we're driving the district in the direction that matches the policy. So the blue language in the report is really theirs and the rest of it we want to

083we can we can own a little bit of those indicators all of them actually. >> Um the other thing I asked about or thought about is the capacity building. I see this in multiple reports about continuing professional development and I know it's not in here and I know you guys are working really hard with your staff on doing that and you came and told us what you were doing and I think the whole board was really impressed with that. Um, and I think it's really important to have that in there because it was it was impactful to us when you came and told us what you were doing and including buildings and grounds in professional development. And I don't think um a lot of people or districts do that and so I think it's definitely

084helpful to retain our staff. >> Um, and I just think it's worth noting to put in your capacity building. I know you are going to continue, but yeah, >> it's a big part of what we do is the people and it's it's hard to measure. >> Yep. >> Um, you know, with numbers that are on a scale, but it's huge. >> Yeah. Go ahead. >> I think we up the money a couple years back, right? Oops. I don't remember it was before but the million dollars we have to build >> and I see this really nice program says we should have four which >> however >> something is up is our asset have allocated for resources is it within reasonable amount of money has anybody ever done an audit a nonbias audit that's not selling

085us something right >> that says hey you have $121 million of assets you should have this much planned for repair. >> I think giving us a little bit of time to live this since this is really our first year doing it becomes becomes the piece that we need to do to answer that question. Um I think it's also difficult to find an independent auditor who doesn't want to sell it something. Um but I do I mean we've done one cycle of it and I can say yeah after one cycle great we have heat today because of that. Um we'll have another building that will have cooling because of that. Um, but I think looking forward, I'm excited about next year's plan with what we're going to do, but giving us a little bit time to

086to look at that to go, okay, you know, the community said, let's double that. Let's make it a million. Um, let's go with that. And just to see where we're at with it to see what can we do with that because again, a lot plays into that. The preventive maintenance, the constant upkeep and care of things that we're doing, our work order system, all will play into that. So I think we'll know that in a in a few few years as well too. So >> and I want to double down with the professional development for your team is extremely important and I support >> right there >> when you and you said you know how do you put those numbers to it? You put those numbers to it by saying we didn't have to hire

087these outside contractors. >> Yeah. >> I mean that's huge. Yeah. So I think you know this year as you guys are getting your feet under your what I say or what I think I heard from everybody here is that you know take a look at the policy in the blue box and think about what you think would be the best indicators that you're living up to the policy. That's really your role is to tell us here's how we're going to prove to you that we're living by the policy. And if the indicators you have right now they weren't created by any of you. So think about what's the best evidence you want to present to us and >> absolutely change it. >> And I think that's where when we talked about, you know, last year

088when I sat down for the first time in front and Rebecca was very good to remind me, hey, this is going to take time. This is going to take time. Let's take time. I think that's when I'm finding out more than ever. This isn't about right now being compliant with what we have. Give us a year. We could flop it in that. But it's really that long range about what are we looking for to really take us to to that next level. Uh because we're implementing change within our system. It's it's okay. So we're able to do this. So how do we know when we're successful? It's one of the questions that first meeting that I've had with both of them in August to say when we look at July 1, 2026, how do we

089know that we're ahead from where we were July 1st, 2025? Right? How do we know that we've taken a step forward? What are those things that really show us that we're making an improvement? Because we'll do this throughout the year. We'll go forward, we'll go back. It happens when you when you do this institutional change, but how do we really know that we're we're making a difference? And what are those things that are showing us that that we're doing this? Are we focusing on preventive maintenance? Are we focusing on our cleanliness standards? What are those things we know that are making the biggest impact? I just don't think we know yet because it's so new, if that makes sense. The other thing that I would entertain or ask the board is potentially having a a

090facilities use update before the changes go into effect. Whether that be through a board update or I don't think it's necessarily being involved in the changes. I just think that that's going to be a hot topic item um that for us to be able to understand >> what changes might happen. >> You're talking about the rental. >> Yeah, absolutely. Yep. Y as you work through what that looks like just to keep the board up to date. >> What what it look like for what is it going to be? Absolutely. >> I think the community is going to be um very involved in that. >> Well, I mean we're we have learned as when you reach out and do something different to back up and make sure we involve people that. So it's >> there's a

091big learning curve and to bring you along >> time to make it right. Yeah. So, I hope you guys know like that there has been a ton of good progress in the report. So, we're not being picky. We I I think we're confident in the direction that you're going. Um so, I hope that you know that we're not being critical of your report and we and I think that um we want you to get the credit. >> I think Yep. I think things are going in the right direction. So, thank you. >> Yeah. Along with that, and this isn't um something that needs an answer, but as Stephanie pointed out, the um action plan the list is long and you know not every so many things that do need to be done. Um, but does

092this list have is there a priority order to the list at all? And these things that you're doing, do they go back and are they um impactful in some area of this report? You know, have you looked at this and said, "Oh, you know, this ties to indicator." >> Yeah. that kind of you know so because I mean those not that they're not important but when you look at the things that we're asking for that we think are important um and then kind of telling us we're wrong those aren't important anymore this is what you you know so just yeah the action items tying back to >> indicators >> makes a lot of sense >> appreciate that >> anything I don't want to detail one more detail but and I'm sort of like hesitate to

093ask now but >> no please tell >> because the big picture thing are happening I just you you mentioned that the heat issue in um in harvest isn't is an ongo in the gym is an ongoing >> yeah that was something that uh we ran into last year and then digging to find out that it had been replaced two three times so it's reaching back out to those original contractors that said they were going to do this to say you didn't do it successfully. I need you to redo that. >> So there's accountability back. >> Absolutely. That that and included in that that misuse of facility that becomes that piece about whether it's something we find when we're looking through whether boy these lights that were just put in four years ago are already going

094bad. That doesn't seem right. Let's reach out to the contractor to do that. those become really a a fiscally responsible thing that that we need to make sure that we hold people accountable for the service that they said that they provided to us. >> Looking always forward and backward. >> Absolutely. >> In terms of of guarantees. >> Yeah. I think that that's that's something that Dan and Katie's I both opened Y2 and mine too when I came in about Yeah. We need to make sure that this is something that our community paid for and this is what we need to do and and partner with with those people and make sure that everything is made right with that. >> Yeah. Whether it's the heat or the roof or whatever it is, right? Exactly. Yep. Make

095sure we stay on top of that. >> Ask away. >> Any other questions? No. Okay. Hearing none, I would entertain a motion. >> I'll make a motion to approve the um report as written. Okay, we have a motion. Do we have a second? >> I'll second. >> Second. All those in favor say I. >> Any opposed? Motion passes. Thank you very much. Um potential indicator revision for O2. I'm sure there's a lot changes just look like wording, right? >> Yeah, it's wording only. Right now, um we realized it said annual report would really should have been annual budget report. And then also um instead of presented because it's nothing presented, it's just utilized. Those are two uh wordings. And then um a requested date. So it's just wording at this point because I think the

096team now >> can take some of the content that you just heard and >> Yeah. >> grow from that. Yeah, I think that presented piece versus utilized becomes important that it is part of our whenever we do a large p purchase, we are looking at return on investment. We are looking at comparisons and looking at many different things to make sure that we're we're putting the right asset into place to replace and that those assets are installed correctly and we've got commissioning reports with that. Make sure that they're done correctly in the past just install, leave it, walk away. Something's bound to break really quick with that. So, >> any questions on the indicator changes? >> No. Okay. >> Thanks, Ros. >> Thank you. >> Um, Stephanie, any other I mean, I saw you writing

097while we were talking. Anything else you need for the summary statement? >> Anything anybody want to add that wasn't said? I mean, we said a lot, but yeah. Can you give us a just a quick rundown? >> So, I have we appreciate the safety plans. Um, so when So, we want to see when there's an actual plan listed, we want to see the evidence behind that in the report. Um, so, and that that's let me go back here. I don't know how I usually get detailed and then I have to take some out. Um so um PJ days we like that um across the board the team that >> can we have something in there about like what we we encourage them to look at the indicators and >> I was going there. Okay. >>

098Yeah. Look at indicators see if there's a need for re revision of them. I have that in there and then So facility use update before it comes to the board. So we want to get an update on that before it comes to the board. Um and especially in particular about rentals and then uh Megan and then Jeff second. >> Yeah. I guess one thing u and this could be a specific or general but for 12.1 indicator 4 just having some sort of scale or identifier just making it so it's more intuitive or understandable what those mean. >> Yeah. So that when it presented a certain percent or certain decimal point you know what that mean yeah you know saying it's a five point scale >> didn't match what the numbers >> I wonder if you

099could even generalize it just so that it's not super long. I mean you can quickly call that out, but I would say revisit indicators and make sure we're getting data that is or evidence that is >> matching the indicator and understandable. Yeah, >> exactly. >> Good feedback. >> Anything else that we didn't catch? You didn't catch? >> No. Are you good? A few things just I thought we wanted to highlight the team support both functioning both in >> terms of operating with with key people um and involving key key people in decision making um database decision- making standardsbased professional development um continuous improvement and there just the concepts um and generally professionalism and um focus on prevention These are all things I think >> focus on training the team to be able to handle more

100maintenance >> internally >> is is really commendable >> good thoughts >> she can copy those right okay all right that brings us to item G board approval of open enrollment seats for 2627 school year. I will invite Kathy Davis to come back to the table. She helps oversee open enrollment enrollments. >> So, it is the time of year where we need the board to officially approve our open enrollment spaces for next school year. um it has to be done in January annually and um we do have some spaces that we'd actually like to declare. Uh in your board packet there was more information regarding kind of the background um and process that we use in determining these spaces. It's not um just something we make up. There's actually a lot of data, um, a lot

101of, um, looking at our enrollment projections, knowing what our current FTE is, the staffing, and just making sure that we're accounting for our growth as well. Um, Melissa Balls, um, his our data specialist, um, she does the majority of this work and she spends a lot of time looking at the numbers and reviewing our our information just to make sure that we're being as close as we can. It's always a guess with what our enrollment will be next year, but we want to make sure that we do our due diligence because we don't want to be in a situation where we are over capacity or under capacity for that matter. So, for this school year, we are um recommending that the board approve um no space restrictions at 4K, which is typical that we've done

102that. But then for kindergarten, we like the board to consider approving four spaces. And the reason we have four spaces this year is primarily because our 4K numbers are so much um less than they have been in previous years. And so with our current staffing levels, we can fit a few more kindergarten spaces in there and yet still allow um some we do have some numbers for kids that come in because we do tend to get some kids that will move in during the summer and that's all part of these calculations. other grades. We um are recommending zero spaces for first through 12th and zero spaces in all our special education programming for open enrollment. There any questions? >> Why do we have no space? Just curious. We base it on our policy um 5113

103I believe which um basically is based on FTE class sizes um and then 85% of capacity because we do get a lot of moveins and so when you run the numbers there's just there's no space there actually it looks like we're overspaced using those >> our big the biggest thing that gets in our way well not it's a great thing being a growing district but it's the we get enrollment from here until September and We kept track of those trends of how many kids come in and it does not pay nor is it in policy for allow us to add FTE for the purposes of open enrollment. >> So essentially this little table you shared >> we're we're only we're leaving 15% out for growth. >> Correct. >> Okay. >> Yeah. Yeah. That's a good

104way to any other questions. This is a question I'm just going to surprise everybody around 4K. I know, right? Um, do we do we control the seats for that versus the actual because we contract that out basically to our community partners and there's no like there's no limit on that >> in our in this, but I would assume they would have limits, right? Yeah, it's um we we can control the sees the school board can um we have typically declared no space restrictions because we haven't had any issues for 4K um and we do tend to get with some of our providers that are maybe more to like um the Sun Perry area a lot of open enrollment in we might as well do that while we can at that grade level >> then that

105creates stability from 4K on. We know those numbers correct. >> Yeah. So I mean, yeah, we reached out to them to make sure that they have space. >> They still have to prove it anyways, right? >> Well, I don't know if we reach out to them for this purpose, but we plan how many sessions and ability we have and we do have the ability to expand at our forecast sites. >> Okay, that's all. >> You're welcome. When was the last time we had seats available for open enrollment? Because it's the first year after harvest came on. That was >> it's been a while. >> Was it just the last meeting we talked about this in terms of, you know, looking at it and making sure when you um um the dollars out, the dollars in

106and that sort of a thing. And so it's not like we're being you know, kind of snoody and we don't want anybody in. >> We were trying to find a way to get more in, but we have to follow the policy, which is written for a reason. It's to protect the district financially so that we don't overextend and then we increase class sizes to the point where we have to hire FTE in August. >> Yeah, I think people are going to appreciate the the class sizes staying where they are being that that's a policy. I mean, I think that's important to our community to keep that like that. And if we can't change FPE, then that would be um really irresponsible of us to increase. >> No, but we need to make it clear that

107we're not we have space. We have 15% cushion. >> So, somebody needs because if somebody reads it say we didn't accept anybody, it looks bad if we don't read that part. Well, if you look on the bottom of the chart, it does say available space calculated by adding current enrollment and reserve spaces for growth. So, it says 85% max capacity. So, >> I get that. But if somebody reads the board notes highlights, it's going to say we approved one new space if they don't read the report. Correct. >> Yeah. And we do have a >> Does that make sense what I'm saying? So any any student who moves in the district as a public educator, we have to have. >> So from from my understanding, I'm not I'm not understanding. You're saying that if we

108say we're only approving four spaces, it looks to everyone outside that may not understand that if you move in the district, you're going to I'm not understanding the question here. >> Okay. We we some months ago we had this discussion about open enrollment. >> We have some people in the audience about open. There was some questions about why we didn't take more people, right? There was a very big question about that. What I'm saying is we need to make it very clear that when we're approving these four spaces, if we do do that, that it's not saying we have only four spaces. We have 15% more capacity than what we're actually approving. >> If we do that, would that not make people think, well, why don't you go ahead and >> take these? I think

109you're creating a problem. >> No, we're not we're not letting people know that. We're saying we have four because we have to plan for growth because based on the current history numbers we we will fill our seats. >> Yep. >> We just aren't going to have 110%. We're looking to try to get to a 100%. >> So just restating what's at the bottom of this. >> Again, if you read that I read that, we understand it. But if people read the cliff notes, it's >> it wouldn't Yeah, but that would be true of any report. >> No, I know. But this one was I know there was a lot of questions about this a few months ago. >> Well, then they can read the report because it's duly stated or watched the video saying we

110have a conversation. Yes. Saying this is why I think you make it very clear in the documents that you provided which is open to the public for them to view. >> Perfect. >> I think that that >> I don't think it's necessarily us adding to our notes nor is that required to add to our notes. the motion's going to be very proper. I want to say that makes sense and it has to be um for legal reasons, but I think the information in here explains why. >> And just just for reference, um last year we picked up 129 students, residents, >> we do get quite a few. Um we do have a suggested motion um because we now have four spaces. We have to get that in the minutes and so the motion does need

111to use the actual numbers. We have some numbers to declare >> and that is up on the board. Does anybody have any more before we start? Does anybody have any more questions? >> Okay. >> Um so um in terms of the the four slots we have in kindergarten we're saying they need to be regular education. Um, so that that answers the part about not in your space at special ed. What about in 4K if children come in with an IEP from early childhood special ed? >> There is um is that are they are are we welcoming all four students with or without? >> Um the the 4K restrictions for 4K regular education. I believe that's should be Alex. We probably should clarify that, but there is no um there's no special education spaces in any

112of the categories. >> Um I think we should in the motion. >> Make sure to clarify 4K regular education. I'm sorry. I don't think that's written on there. >> It is. It actually is. >> Yep. >> Yeah, it is. Okay. >> Good question. >> Read it if you want. I'll make a motion to approve four regular education open enrollment seats at the kindergarten grade level and no space restrictions for regular education open enrollment seats at the four-year-old kindergarten level for the 20 26 27 school year. There are no other seats available in any other regular education grade or special education services andor programs for the 2026 27 school year based on the criteria outlined in the district's open enrollment policy number 5113. Okay, >> we have a motion. Do we have a second? Thank you.

113>> Yes. Second. >> Second. We have a second. All those in favor say I. >> I. >> Any opposed? >> Motion passes. Thank you, Kathy. >> Thank you. >> That brings us to public input. If I have none, that brings us to board consent agenda. Would somebody care to make that motion? >> I'll make a motion to approve the board consent agenda. >> Thank you. We have a motion. Do we have a second? >> I'll second. We have a second. All those in favor say I. I. >> I. >> Any opposed? That brings us to superintendent consent agenda. Somebody care to make that motion. >> I move approval of the superintendent consent agenda. >> We have a motion. Do we have a second? >> Second. >> And second. Thank you. All those in favor say

114I. >> Any opposed? That brings us to press verification and is not here. Brings us to board debrief of meeting. Anybody have a driving question they want to ask? >> Thoughts on how we did? >> It's a good meeting. >> Yeah, lots of information. >> Good interaction. >> The board definitely came prepared with questions which is great interaction. >> Any other thoughts? I think it was a good meeting but I have a question about the debrief. >> Yeah, >> I thought we had come up with a structure >> for been implemented yet. >> Okay. >> But yes, we did talk about that. Yeah, >> you are right. Good question. That's a good question. >> Other thoughts hearing? None. I'd entertain a motion to adjurnn. >> Make a motion. >> We have a motion. Do we

115have a second? >> A second. >> Second. All those in favor say I. >> Any opposed? Meeting is adjourned.