001loistically you can tell some of that. Yeah, I'd say yeah, we do pay that, you know, when we do have contractors, they are spending more time. Yes, we do pay them for their time. They're not willing, you know, I they give us a good price, but we still have to pay them, right? So, yes, we are paying them and we do pay them for extended time. Um, however, when you talk about doing the rough framing, we're not paying any contractors. Doing the siding, we're not paying any contractors. Installing the windows, the flooring, the tile, you know, we're not paying any contractors. You know, we're hanging the cabinets. So, you look at all the list of things that it's the students that are doing 100% of the work, you're not paying. So yes, we do pay
002some contractors some more for longer extended time, but it ends up be becoming, like you said, a wash because the students are doing a lot more of the work where you're not paying contractors. As far as Tim O'Brien, their costs are higher than the um cost. They're also selling their houses for $100,000 more as well. Plus, is that because of better finishes? Is that the their cost is more because they're paying I understand that. Yeah. I as far as the house, right? It's a 20 We the house Franklin built this year was 2200 square feet or thereabouts and it sold for I'm going to say 675. I don't know exact number it was close. um is that because there's better finishes um that we we'd be selling five for 560? It's roughly the same size
003house. Maybe we don't know that answer, but is it because students built it? Uh, no. No, I would say the quality is very good. I've had we actually have um someone who cleans like new construction houses at the very end. Uh she had students that came that went through the high school actually came through the program as well. And she does that. That's her job. She goes through and she cleans like Winsky homes and other care homes and um she when she comes and cleans our house she's like these houses are just as good if not better than those houses. So as far as the quality I think the quality is up there um and I would say comparable. I would also say that the materials we put in the houses are better than Tim
004O'Brien homes um because I see what Tim O'Brien's putting in there and um not something I'd be paying 650 for. So, um, I would say the quality is up there. They're able to sell it for that price because that's what people are willing to pay for it. We we would sell it at market price. So, 560 is an idea from John Michaels, but obviously we would work with a realtor who would price it out at whatever market price is going for it. I'd also wonder if you're going to end up getting better pricing mobilization wise if you're building two houses at once as well. Andrew, go ahead. Um, I think the curricular improvement and the fact that you have experience doing it, I fully support the curricular change. I read somewhere in our board briefing
005information that it's been getting harder to find single lots to purchase. Can you comment on that to let us to lend this comment? Yeah, it it is becoming very tough to find single lots that are within a price range that when you buy that lot and then build on it, you can sell it for a price that you still at least break even. So, we've been in the past, we were buying lots in Oak Creek, uh, you know, 85,000, 95,000, 100,000 a lot. Now, and you saw the lots that Andy put up on the screen. I think Mike's uh 135,000 per lot and that's how much lots are going for now. So now you have to add that and the difference here is you own the lot. So I mean you have that going to
006your advantage. You don't have to buy the lot. What you have to do is improve the lot. So that's where your upfront cost is going to come in. Again to Linda's comment, given that we aren't really in the business of being land developers, could you ever envision a scenario in which we did sell this land to a developer with the stipulation that we then could turn around and buy X amount of the lots rather than undertaking the process of land development ourselves? It's always a possibility. I mean, you have to find somebody that wants to do it, has the money, is, you know, is willing to do it, is is willing to, you know, give up some of those lots, you know, work on your time frame. Um, and then, you know, they have to
007have a design engineer. They got to go through the permanence and whatnot with the city. You know, it's a matter of anything's possible. It's I don't know, you know, there's more than a few subdivisions that have been gone in or have been going in in Franklin in the last couple years. I think three got approved at plan commission in the last, you know, two months. You're getting six or eight lots here. You're getting 10, 12, 20 lots somewhere else. Um, I don't know how many of those um developers want to take on more lots right away until they sell there. So you might be kicking the can 3, four, 5 years down the road, you know, and again, there's no guarantees. And, you know, this is basically an opportunity right off the bat. It's such
008a like unique program and situation. There is a probably about what a couple dozen schools around the state that do something similar like a house building program, but because it's so unique and being able to lock up the ability to do this long term is it's huge for like me in the program. Um I mean if he didn't have the opportunity with Tim O'Brien, I mean he would be running this entire class out of his classroom. Um and you know that completely changes the experience for the kids. And that's part of the reason pairing up with them. We if we have a 10-year plan to be able to do this and we can really get the kids into it. We can have the contractors. We can negotiate deals with these guys and the, you know,
009we can get stuff donated. Like there's just a lot, I think, a lot more options for us. And then just hoping to make sure we find a lot or the developer will sell it back or, you know, um you never know with, you know, kind of how the developers want to do it. Um, so again, that's putting the ball back in their court and hoping that it works out for us. And this plan allows us to have a curriculum and grow my program. Uh, just say these all these kids know say, "Hey, I'm at elementary." The elementary kids sitting here really want to do that. They say, "Oh yeah, I know in 10 years like I'll have a chance to do this." And there's no, you know, ambiguity about the whole process. So that's I
010think just a huge part for the program itself. And uh to Mary's point, the careers and everything, I mean, they're talking a shortage of yeah, like half a million people and it's I think only getting worse. So to be able to allow the kids that want to get into this field and experience and but before they even graduate, you know, they're already ahead of half of the contractors we work with as far as skill-wise and everything, too. So these kids are really have a leg up into jumping into something that they want to do to get a a good high paying job. um you know and then you're going to be the ones that are coming by and fixing your houses and um you know working on that sort of stuff too. So I think
011it's that's where that's where this I think is a huge plus for us in the program. I appreciate the the program. I think you should you know Billy Hollow's program is is a great program. I just don't think this is about you know securing 12 watts but millions of dollars of tax labor are going into this to get the 12 watts. And you mentioned Bla1, right? You had difficulty finding a lot and then selling the house at a profit or even covering your cost. There's risk in holding these lots. And this is taxpayer money over a long period of time. I don't think we should be doing that. We should focus on doing this program lot by lot. That way we can adjust to the conditions that are at that time as far as construction
012cost, you know, house sales, all those factors that we don't know in the future, but you'll deal with it when you're building that house. This is lot. It's just gambling with taxpayer money that and we have enough projects going on already in the district, $145 million project already. And now Andy wants to do this, too. Can we just pause here? Well, we just pause here and and you know, do your house. You said you have two lots next year, run your program, see how that goes, and come back. Now is not the time to take this on, and I have serious concerns about using taxpayer money in this matter. We shouldn't be We need to move this along. I would just echo everything Linda has said. Uh, I really would have liked to have known
013about this project, this idea prior to having people sitting here in front of me. I would have liked to have known this was an idea we were knocking around in our heads before any dollars were spent for a consultant. Um, I feel blindsided by that. I don't like that feeling. Um, I have a son who is in the trades. He graduated from Franklin High School. He's a project manager for a company um, in construction. He did, you know, he learned amazing things from Mr. Deblack. Um, I hope that we have not offended Tim O'Brien and Holmes with some of the comments that were had here. Um, I also love your idea of getting a developer, Angie, to buy the land and maybe do one lot at a time, but not a project of this magnitude.
014As Linda said, we have so many things going on in this district right now and to do something like this is just ludicrous. Um, I'd also like to know if we put this off for a little bit, would you be able to get your, I don't know, Expediter or whatever your license is that you don't contract your license. Would you be willing to do that so we don't excuse me have to partner with Oak Creek? If we could do this on our own and we could um learn from ourselves, this could be our project. And where does this money come from at the onset? So, we would be using fund balance to generate the initial infrastructure cost. So, we have staff sitting here asking us to help them out, but now we're going to buy
015all of these lot or do something with all of these lots. But that just seems very wrong. I'm sorry, but that seems very wrong to me because we say we support our staff, but now we're going to develop we're going to go into another realm of I don't even know what to call it to to develop lots. We're a school district. We're not in the in the area of development. And if we have this excess fund balance, then let's put it towards the people that we have here. Let's put it into our And we all have sat here. I think every member of this board has sat here and said that we value our staff. We want them to know that. We want to hear their voices, but now we're going to go and do
016something like this and risk our fund balance, risk taxpayer dollars. I this is I I just think this is way over the top and I would have liked to have heard this, seen this, known this before I had four gentlemen sitting here in front of me. I would have liked to have had a good robust disc discussion with my board colleagues on this before we went and spent $5,000, which maybe to some people $5,000 isn't a lot of money. But before any of that was done, it should have been brought to the board so we could have that discussion before any dollars was laid out. So, I appreciate that feedback, but I'm not sure what I a would have been able to provide without getting an understanding of what it even cost. So I could
017have brought a project with zero layout of land, zero understanding of how many lots we could do, zero understanding of cost. And what would we have discussed? So this is what we would have discussed. We would have discussed we have this land. Here's an idea. When I worked in Oak Creek, this is what Oak Creek did. What do you all think board members? What what what is your say on this? Here's kind of what I know. Do you want to charge me with going ahead and gaining more knowledge, getting more information, and coming back in three months or six months and telling me, "Here's the knowledge that I gained. Here's what I know. Would you like me to bring in the gentleman from Oak Creek? Would you like me to contact the gentleman from a
018development company?" That's what I would have appreciated. I would have appreciated the seven of us having a discussion and saying, "Yay or nay. We like the idea. don't like the idea. I I would have appreciated that. That should have been step one. Did you It's impossible home building or not? It's impossible to have a discussion without information. Did anybody else have any questions? I was just going to say I mean from from my perspective having this information actually is helpful to help understand. I you know unlike my children do not have a good brain for thinking about what things actually look like. having these pictures to kind of help understand the scope of the project is is super helpful for me. So, I'm glad that we have this information and be able to ask the
019questions of the people who'd be most involved. Um, that's what I would say about that. I you know, Linda, your project, your comment about like let's do this one year at a time. I mean, even talking about this project, it would take almost two years to get to be able to do this project in terms of the lead time to be able to get that lot ready to build on. So the idea of you can just go out like on August 1 and be like, "Okay, I want this lot and we're in build on in September with the class." Like you need more time to get that set up. So whether or not we go through the project, I just it's not it's not something that you can just snap your fingers and be like,
020"Hey, here's a lot we're going to build on it." Like there's a lot more to it and you can't just do that every year necessarily. The idea would be to develop a lot. It would be to find a lot that's already ready to build that. I'm sorry for misspeaking. However, I think the con you can understand the concept of you can't it's not like going to Target and getting a pack of toilet paper. You you know you didn't suggest that you you can't just go out and find a lot president. I think we should move on that. I think that it's gotten too heated. I does anybody have further question or comment? Nothing. I can't wait for further comments. I would move to table the project. I would second that. All right. Well, the motion
021there's been a motion to table this project uh made by um Mrs. Wakowski, seconded by Mrs. Larson. Uh further discussion on that. I'm comfortable waiting till next meeting to vote on it as originally scheduled. All in fa All in favor of uh All in favor of tableabling the discussion. I All All in favor of your motion. Yeah. Yeah. I thought we were going to have we could all have some discussion. We all discuss. Does any does anybody else want to discuss clarify your motion is to completely table it and not bring it back in two weeks for further discussion. Correct. And you're saying we should discuss it in two weeks. Yeah. So the motion on the table is to never discuss this again. It could come off the table. Somebody can bring it off as
022future date, but at this time we're not Okay, go ahead. Let's vote on that motion then. So the motion is to table the project for future date. For a future date. Okay. All in favor? I opposed. Nay. Uh the motion uh fails. 5 to two. Uh thank you everyone. Thank you for coming. Thank you guys. Appreciate it. All right. Nola board policy adoption. Uh Dr. Ben. Right. Thank you. We have Richard Zimman with us tonight. He's our representative with Niola. So Niola board policies. Um as you saw in the board packet, there's 353 of the 420 districts across the state of Wisconsin uh that work with Niola on board policies. uh including six other states I believe in six other states across the nation. Uh when we look at uh policy work currently what we
023do in Franklin and have done for a few decades is write our own policies which that means usually we myself or and I will work with one of our directors or assistant superintendents on policies related to the work they do and then we engage with legal counsel. So there's not policies we're writing without legal counsel involved. that's become even more um more pertinent in the last few years as there's more legal cases and things going on federally and a state level that we need to make sure we're aligning to. Um so in watching our policies and doing our five-year rotation over the last few years, having worked with Naola on board policy in the past, I think it's advantageous to the district to adopt their system. Um it is backed or written by 30 plus
024lawyers. Uh their language is backed if we were ever challenged on any of the policies. uh he ensures because they're legal and I'm not a lawyer that there's constant watch on any federal or state changes that are taking place um and updating those policies. Once we get through our initial year of implementation, what it typically means and Richard can answer more questions to this is that you receive two volumes of updates of policies. Still the same process as far as board we'd go through a first read discussion, second read for um action and adoption. Um and then there's special additions that may come out too, right? like when I was working through Corona virus, we had many special editions that Richard and I got to talk through um in prior work of policies that were
025coming out really puts the district in the best position to be legally represented and ensure that our policies are covering um all of our areas. I'll let Richard add anything he may want to add and then we're open to any questions that the board may have as far as the adoption of NOA. Well, I I am a consultant working for I'm a retired school superintendent. There are 15 of us in Wisconsin doing this to to cover over 350 school districts and you have not paid a single penny to have uh to get this information yet. So rest assured no money's been spent and no obligations have been made. This is simply uh information for you. Any questions that you might have be glad to answer. So, um, why don't all the all the districts have
026you? Who doesn't have this service? Well, I could say not all are as enlightened. Um, but you know, right now uh we have over 350 school districts are you and um actually I'll be at Oak Creek next week. Oak Creek Franklin um you and Oak Creek Franklin are two that are among the approximately 75 that are not yet with Miola. Um we are adding uh you know right now I'm working with MPS is not uh is is now working is now working with Niola. I I work with them. Um Madison has come on. Um there are um well I can't say publicly but there are other districts that are having these kinds of presentations that are coming on. So um you know why doesn't everybody go eat at the at the best restaurant? You know
027um they should but people have their own preferences. To your point before, I would say that um you know in terms of thinking about this, uh as Dr. Bennon said, you're you're not a law firm. We are not me. I'm not an attorney, but as as was mentioned, we work with with uh over 30 lawyers um who are Wisconsin school lawyers as well as some federal lawyers um to make sure that your policies are compliant because Niola is provides a warranty so that if you are ever legally challenged in court and I can I experience this as a superintendent. um if you are ex legally challenged, if you are following uh the policy and um and again all these policies are totally customizable. You won't find two school districts out of the 350 that have
028the same policy manual because there's all different options and so forth you can do but it's all legally compliant. Then Neiola will provide with you a free legal defense. Um, so it's basically kind of buying insurance. Well, they don't want to do anything that is going to drive them into bankruptcy by backing off these policies that are not legally defendable. And so, one of the things that happens is that you find that you have a totally legally compliant policy manual where every single policy is reviewed every six months. more often if something comes up like act 20 came up for the third grade promotion. That's that's the latest example of a special update. This past year we were on again off again on again off again on again off again with with title nine and
029that kept that landscape kept changing. So things kept coming out and coming out. So there are some urgent issues that happen but normally every six months we are uh providing you with the um information that you need. So what you're in essence doing is this is a group legal purchase rather than you working with your own attorney and next door. I'll just use as an example Franklin running up a bill with their own attorney to come up with a policy that complies with the exact same state law. Wouldn't it be smarter if everybody joined together and said, "Let's get together a customizable policy where we can do what we want to do, but we all know that it's legally compliant. It's a lot cheaper in the long run. And so after the initial upfront costs,
030you'll find that your legal bills are have uh significantly significantly decreased and more than pays for itself when we measure it out within a few years. You're actually making money. I think you mentioned that we spent somewhere around $12,000. Was that just legal cost specific policy work? Yeah, this year alone it was just over $12,766 specific to policy specific legal. Yeah, legal work with policy. And what is your annual cost after startup? Uh just over $4,000 4,735 just over 4,000 in order to get all and again doesn't do any of this. Um as was mentioned everything comes to you, right? Um so all the all the work is you know we are just like you work with an attorney now we provide it to you get all the options you make the final decisions and
031then we post it on board docs so that you have it um you have it all taken care of. You're also right now um you're looking at um policy manual bylaws. Part of this is that you will have procedures to go along with all of your policies so that every school is do is following the policy in the same manner. you're you'll also get um forms so that you'll have uniformity well I shouldn't say that uniformity in forms but actually you will have the same forms so that everybody's not trying to do that because forms themselves have certain legal requirements in some cases um so you'll also receive um a a policy compliance handbook every year that's revised every Here you'll also receive the complete um packet of um legally required postings and notices required
032by federal law, state law, your own policies, uh your own best practices. It's all part, if you think about it, it's just all part of the effort to make sure that you're not being legally challenged because if you are, we have to come to the rescue. I will say in my case, the co the judge threw the case out in less than 15 minutes uh because we were doing everything correct, but I had I had Neil by my side. I think like when I look at it, one of the two of the lawyers that we work with as we work through legal, usually it's a different lawyer if it's on the special ed side of the house or not. Uh but they are ones that are of the 30 that are working with Nola. So
033we're paying their hourly rate to have those policies looked at. we don't have a choice to do that. They have to be legally looked at to make sure they're following federal. Then layering in what's changed at a state level or what adjusts to that. When we're going with Niola, we're getting that same expertise, but with the additional expertise of the other lawyers, but we're not paying that hourly fee one-on-one. So, they get chosen the 4,000 annual versus the over 12,000 we spent this year that really the reason we're approaching NA isn't a we don't want to write policy or do this. We want the district in the best position to make sure we have all the policies we need and we want to do that in the most costefficient way. Um, and that's why the
034exploration of Niola came and then the timeline of right now is cost goes up $7,000 after June or July. I'm sorry if I July 1st. July 1. Thank you. Um, so getting it on the agenda now give us time to work through the approval process and if it's something we decide to do as a district, then we've locked in at least at that cost. Why does it go up $7,000? They adjust their prices I think every three or four years you well they adjust the price every three or four years and legal costs and everything else and who know and as you know there are not fewer education related laws and regulations going into effect. So the the number of policies that actually have to be reviewed well not reviewed but but revised or new
035ones coming into place is just growing and growing and growing. But it's also because um the company in the past had um decided that um to try and have the do price increases only every 3 to four years. Well, what that happens is then you're rolling three to four years up uh in into one price increase. And the discussion they're having right now is whether maybe would it be better for school districts to to just have a smaller increase every year and know in advance rather than get the wall up every 3 to four years. You're getting a much bigger wallup in the onetime upfront cost as opposed to the annual subscription fee. Um so the 7,000 is the onetime startup. That's just that's the onetime startup on July 1st. It will go up by
036that much. Yeah, they they they're not the annual the annual subscription fee fee I think is they're talking about going up I think um about $100 uh per update. You know, it's How long is the contract? There is no contract. So, year to year. No. Well, um what what you're what you're being provided with essentially is a licensing agreement. So Niola's templates are all copyrighted with the US um copyright office. You are being granted the um you can use those forever. If you quit next year, you can still use what you have. You just won't have them updated. That would be up to you and your attorneys to update them. So once you get them, they're all perfectly legally compliant. And then if you want to continue making sure that they continue being that's the
037approximately but we year to year. What we sign on out year to year you well you pay your annual fee and then you pay an annual fee. There's no nothing more to sign and you can leave at any time but yeah so all of the 385 school districts all have the same policies then right? No, there's options. Where would be the differences? There's options within Amanda like having worked with Niola in the past. So the policy comes through and a like as a board you have the option to say this is a policy we're going to adopt or not. Obviously if you adopt your own policy, you don't have the legal backing of Niola. But like that's still always the the decision that lies at the board table. But then within policies there's options to
038choose language. So you could have the five area districts doing Neiola and they all pick a different option. Sometimes there is five options within different language parts. So, those are going to read slightly different. Sometimes you can omit a whole section. Um, but yeah, no, there's a lot to It's not like you just get a finished copy. You get options within it to look at uh through the board policy on that first read and decide what which way you want to go. I was going to say as I understand it, there is there is a fairly significant amount of upfront work probably be suggested that we form a policy committee. um the first year there's going to be a significant amount policies that that committee goes through to say we want option A or option
039B on this policy or option C whatever it is as Franklin Public Schools and then after the year is over we implement all the policies rather than change the policies one by one. So there there would be there would be work on the board has direct work in deciding which policies which part alleart policies we want to take and also do we want do we want this policy or don't we because there there are a thousand policies we might only want 500. Yeah, there are four about 450 customizable templates. Um, and the average K12 district will say no to, you know, from well, I've worked with over 60 districts and I would say anywhere from they say no to 25 of them to 200. Um, somewhere in between they say no, we don't want that.
040We don't need that. And then if there are some policies that you have that are near and dear to your heart that are very particular to what you have, we just we roll those in. Obviously, not without warranty. Those are from your own attorneys. If there's certain language that you have that you want to roll in um and we'll roll that in once again, that's u with your own attorneys, not not with us because it's not our language. So the policies, some of them are all some of them are going to look the same across the whole state because guess what? Everybody has the same policy about what is the term of a school board member. Okay? It's three years. That bylaw is the same everywhere. So you don't have that choice. But when we
041get down to the point of well, how do you fill a vacancy for a school board member? We have all you know every everybody has their own system and we we have a we have some preset uh custom some preset options or districts say oh this is the way we do it here we say not a problem that's your choice you can do whatever it is that you like so my question with that in terms of the customization if we use your template then it's covered under yours if your templates don't exactly match and we want to have slightly different language that becomes our policy that we still would have our own legal counsel like we wouldn't have your warranty if your language is if your language is what's being challenged. Okay, that's that's that's
042your business. If our language is being challenged, that's our business. So you don't lose all this coverage. You might have a policy where you have some your language in there, but that paragraph is not being what's challenged. what's being challenged is our paragraph in that policy. That's becomes our issue. So, so it is still possible for us to customize things, you know, specific to what we might want. Every single district customizes u things. That's that's part of the beauty of this is that it's not a canned program. It's a customizable program. Thank you. Anybody? But you're not covering our customization. You're only covering your standardization. Well, right. If you pick one of their options, if there's three options and you pick one of their three options, you're covered. If you take there's they have ABC
043and we pick option Z, then Z is not covered. Anything they have on the paper that you're picking from is covered. There's a little check. We said there's specific language um that we want to add in, that's where it would fall back on us or whatever legal counsel then that we reached out to, right? If there's a policy we wrote this year that we really adhere to and want to keep, then we just keep that and whatever legal counsel we work with on writing that would be our support and anything that would maybe come up with it. with this change are um you know usually we have a handful we have I think three policies like every meeting we're accept you know we're adjusting if we're getting an update every six months would that become
044just we're approving policies every yeah you'd have two volumes is basically we can plan on every year that are come through the board and then if there's any special releases like this year special releases would have been title nine changes uh the third grade promotion stuff with act 20 those are probably the biggest ones that would have been maybe special releases otherwise yeah twice a year, you're going to see change our cadence. We Yeah, we just wouldn't see policies at every meeting. You would see them and next year you'd probably do it in like four volumes, right? In that initial implementation year and you'd approve like effective July 1, excuse me, of 2026 and then we do the swap out going into the 26 27 school year because, as you can imagine, if you're bring
045a quarter of them in in October, let's say, you're trying to like align it with maybe not a directly aligned standard, it just gets messy. So, we'd operate under current. next year with the exception of a couple updates that we need to make for like act 20 promotion which we would adopt work to adopt the Nola one. We have the Nola Title Nine changes and Niola um uh sorry act 20 promotion third grade promotion we have those those are ones we would have pushed out to legal in the last couple weeks and we've held on because like if the board decides to go forward with us Richard's already shared those with us that we could bring those policies forward saving that additional cost and going to our lawyers um in anticipation those we would throw
046on the books right away because they need to be on the books by July one. Yeah. But otherwise next year we'd operate under current 27 July 1 2026 we'd adopt all of uh what we've decided from the Nola offerings. Is your fee structure based on everybody pays the same or is there not everybody but most districts pay the same because you have one board. So, um, one board manual and so it's it's the same. But when we get into larger districts like Milwaukee, Madison, um, some of the very largest districts, they have a different structure just because and Milwaukee has a whole different uh, chapter uh, 119 in the statutes that they have to work with. So, they have a whole a whole different piece. So, it's really based upon it's your board manual. So,
047um, Nola works, um, in the six states anywhere from Miami date county schools in, uh, in Florida, which is the fourth largest school district in America, um, which makes Milwaukee look like a tiny school district. Uh, with like a quarter of a million students they have there to, um, in the upper peninsula, we have a school district that has 12 students. Um and they don't all pay they don't pay the same in terms of doing that. Um just as an example um when you go to referendum um to to for a building project. Um you're required to go through all kinds of all kinds of uh legal asurances. And one of the things you need to do is you need to have a policy that says that you are actually going to spend the money
048on what you said you're going to spend the money on and you're actually going to repay the people who buy the bonds um that money. And that's that's just a normal part that you do it. And there's a large law firm and that in Milwaukee that does a really good business at at uh selling those policies uh to you. That's just included in the older book. um as as something that you can have and the cost of those of that policy of going through uh the law firm that's pretty typical can often run eight or $10,000. Um it's just a way of just saying we have what what you need. Um if you want to go outside of that, you're ready to go. And everything we do is customizable and everything we do is face
049to face. So, I would be coming into this district sitting down with your administrative team, sitting down with you if you need if that's what you need and and and going through with this. Um, I just we just finished wrapped up things with Port Washington Soville. Um, they have one more policy committee meeting to go. Um, we have a big spreadsheet of all kinds of questions that come up. We provide answers. I went in on Monday especially for a special meeting to just do some face-toface discussion because people have answers. People want answers. They have questions and they'd like to know what does this mean? Can we change this? Can we do that? And so forth. So it's in our the the reason that we have over 350 school districts is basically word of mouth.
050The company does almost no advertising. They show up at the WB convention with a booth and that's about otherwise it's just word of mouth as one superintendent talks to another or people move from one district to another because they're satisfied with it. Thank you. Anybody else have any questions? All right, we'll move on to item C. Thank you. Health clinic, Miss Lancor, Mr. Cromy, please. Yep. Um I'd invite Mandy Elliott from Brown and Brown. You've met her before. Um Shelley Wagner is a um colleague at Brown and Brown and Angie Hammond is from Proactive MD. Um so as you know on the 9th we brought forth um two clinic options um really focusing on um my apologies. I want to pull up the slide. Really focusing on Proactive MD as our choice. Um there were
051some questions that were generated since the 9th. You saw those in an email. They're also in the board report. Um again, I'll just reiterate our focus um amongst many things to Proactive MD is their um use of a patient advocate to really drive usage of the um health clinic and then help people once they or if they have an issue start navigating health care um which can be very tricky to navigate at times. So, um, again, we have some experts here to answer questions that you might have. Um, but again, we'd be looking for a motion to partner with Proactive MD and then we would move forward with that. Please. So, I'm looking at year one. You have operating cost of 800,000. Annual health savings of 722,000. What is what is that? It's a savings.
052So that's essentially the estimated cost diversion of health care by utili what they estimate of the 35% of people um or 35% 35% utilization what they estimate would be diverted by using the clinic from going anywhere else that they were going to be going for that particular healthcare. So essentially cost diversion dollars not going out the door. So um would fund balance be an appropriate use to fund this project since its savings is coming back to us. Would fund balance be appropriate to use for an on an onend or a neverending cost? You're you're saving every year. I think you're mitigating cost because there's still always going to be health care costs when you're offering a benefit like this. This is on paper still a health plan. So there's still spend going out. This is
053avoiding additional costs. When looking at the whole health cost budget, in other words, we would hope that our health insurance plan would not perform as it would perform $700,000 less poorly than it might have otherwise. Exactly. Correct. Thank you. Yes. Less in the red. quite why won't we design a health plan that's not in the red well you can I think the whole world would be great the the clinic is part of a a a district strategy right ultimately we're going to talk about healthcare next right we're trying to set some direction for the long term while we we have to solve some things for next year the goal isn't to just solve next year the goal is to start putting in steps clinic being one of them that help us curb health care spend
054for the long period of time. I don't know if you're like me, but I don't like sitting here for our next topic every year. Like that that's not enjoyable one bit. So, if we can put things in place that help curb that or help our ability to perform year-over-year and sustainably, like that's what we're looking at. This is one component of it. That estimated annual health savings, you see that as cost diversion, right? We're diverting those costs out of our health plan, so we're not paying them. We still have a health plan. We still have to administer. It's still going to cost us dollars to do that. It's just not going to cost us as much to the tune of that estimated annual health savings. How long is our contract? So, if we were to
055go with Proactive MD, yep, we'd be looking at a three to five year contract with them. Um, so we haven't formally set that up. We want to make sure we have the right partner for the board and then we would be looking to set up that contract. And what are the metrics that you're reporting on to assess the performance of the operation? Yep. So I'll send that to Proactive MD and the metrics that they use to help develop these types of things are what we would be looking at. Yeah, I as far as um you're asking just so I'm verifying the question. You're saying what kind of metrics are we providing to be able to show success of our public contract? Yeah. So, um I can just first and foremost say my name and and
056kind of um and then ask for some help from Brown and Brown, but I am Angie Hammond and I'm a registered nurse by trade and I work with director of oper, you know, I'm the regional director of operations. So I'm the one that once you have the health center I'm helping run and support all operations and day-to-day. So the details of the contracts I will ask for my help from some of the brown and brown but what I do know from direct from supporting with Troy um coral and team is that we want to show improvement in utilization engagement. We want a return on invest we want to show return on investment for you. We want to show that the people engaged in the health center are actually costing you less in um their health
057that they're proactive in taking care of themselves. So those are all those um tangible cost savings that you see. um myself from a nursing background, I see some amazing stuff with this model and that you're able to have people engaged and you are um you know to the point of providing this service for your employees and it just shows also the culture shift as well. But this a lot of people see this benefit as you know um job security you know the job satisfaction by having a health center. So, those are just some things that I see as value that we make sure that we bring as well as monthly reporting where we have a client relations manager that will work with you to make sure that we are um um keeping on track with
058what we say we're doing as far as utilization and um engagement and performance guarantees. And how often would you be reporting those to the board, Andy? Um we haven't talked about that. So that I guess would be up to what the board would like to see in terms of that delivery. Lucy in your experience um as far as reporting to the board um yeah annual annual annual savings we could do more often might be nice to have it a six month check in the first year just to I'm looking at what you provided um in the email and there's like 10 different or maybe nine different uh 12 different metrics you have financial engagement and service delivery clinical outcomes. Are those want be clear that those are the ones that we'd be seeing? Yeah. So,
059yeah, clinical outcomes are are huge. You want to be able to see that the um chronic engaged um people are um make making healthier choices there. You're seeing um change with that. So, yes, definitely um we will be adding that to the reporting as well. I mean a provided chart. So I'm guessing that's probably contract or what is that? Which question? Sorry, Linda. I was making sure this didn't shut off. I asked about what the metrics were and you provided a chart that I see came from somewhere. Um about patient satisfaction as well that will be reported on there's three items under financial, three items under engagement. It's got an option, a description, and and a target. I'm not sure from April 22nd. Is that the email date that you're looking at? It was April
0608th. An email from April 8th. Well, April 8th is says April 8th. Andy, I have it. So it was asked um what are the PGs tied to success and ROI metrics and so what Linda is referencing I believe is there were 300 financial uh for the metric option it would be PMPM target the utilization FMV and the risk adjusted PMPY the engagement was employee engagement which you talked about all employee type engagement and chronic condition engagement also hit on those nice job uh service delivery so client satisfaction p pat patient satisfaction infection appointment availability and then clinical outcomes which was in the area of diabetes and a few other listed there QM and completion of PHR. Are those all things that you would plan to be providing? Yes. Okay. So, wherever you grab those from
061accurately represent what we're Okay. Just for the sake of moving things along, I move to approve proactive MD as our clinic provider. Can I obsess? Absolutely. Uh I'll second. All right. Motion was made and seconded. further discussion. Just I just have a couple questions. Um the and because you're here from the company on ask maybe more specifically, how does your proactive MD coordinate with like local health systems? So if I have I'm a doctor in the Aurora Aurora system. Um how does your clinic talk to my Aurora doctor for like a specialist? Yeah, that that's a great question and I see that being the huge piece of having a patient advocate to be able to have that liaison and support for care coordination concierge and being able to help support that facilitation of referral and
062then back to the health center. So as far as how you know um being a facilitation facilitator of that care for that person but the question maybe also that you're asking is related to health information. So with uh our Athena software, we're able to have that um data sharing so that um when you're coming in for the first time opting into sharing that we do have ability to be able to not I guess for lack of a better word feeling like you're starting over that you be able to you know how many times do people say okay I don't know all the doses of my medicine and all these types of things or you know so to that point that's a huge part of the operation and the satisfaction of the providers that they have
063the history because that's a huge part of of the whole record. So yes, that to answer hopefully your question is that we do have a process and that that is part of our record sharing process and Athena does work well with the epics in our area in Wisconsin. So um yeah, it's it works well and also to the Wisconsin immunization registry. I mean, all those pieces, we want to make sure that we're having the most accurate data. And then you the clinic would be open 40 hours a week. After hours, you know, I get home from work, my child has an ear ache at 8:00 at night or something like that. Do is there a phone call system or like a send a message system or does it just wait till 8:00 the next morning
064when the clinic opens and see if you can get an appointment or what's your after hours kind of support? Yeah. So I would say all of the above to your options there in the sense of we would be able to have a portal system so that you'd be able to go and say okay there's a you know a 12:00 appointment available I'll schedule that to also leaving a message could be another option and then the team would be able to call you back when they get in at 8:00 or 7:00 depending on the hours of operation and there is an option for um after hours um um processes but um to your point of the top two Those are how we would support an acute care visit call that would be after hours. Okay. And
065then in terms of our hiring like the people on our staff, I'm thinking of that important piece of the patient advocate. Is that and I think we asked this last time. I just want to clarify. Is that somebody that Proactive MD hires and then they just show up here in Franklin like, "Hey, I'm your person." or is Franklin involved in choosing somebody they think will work well with our employees like in the hiring process and finding the right group of three people and that's a great question because what we feel for the patient advocate that secret sauce you want that cultural fit and so to be able to um have the um the clients um those that would be really the direct usually typically it's the HR team that's being able to um have a
066voice in who they want. And so we would be able to oftentimes present um the top finalists, whether one or two, and be able to provide and kind of really showcase their skill sets and what they can bring. Um maybe one may have more experience in referral coordination, but one may also have that vibrant personality that really would bring people in engage and that we can maybe help support some of that experience for it. So there are a lot of those types of discussions when you recruit, but that's a huge part of that is to find the right person for that role. What if we didn't like either of the people you brought in? What's that? What if we didn't like either of the people you brought in? Well, we definitely want that that happens
067and we understand. I mean, recruitment consent. I mean it is one where that patient advocate role is unique in that even talking to the patient advocate locally in the health center that I support here in this area you know it is one where it's not the typical social work role and so you are trying also to be able to um see finding that right person that understands when they're coming onto this role what it's all about so it is all part it's a huge recruitment process for that I would add having worked in West Dallas that exact thing happened to us our first time. We weren't with Proactive MD, but they brought in four clinicians and we told them to go back to the drawing board. You have to be right for your teams and
068you guys know the teams the best. I have question about a post virtual care for example, you know, most of the kind of especially with the rising insurance cost, you know, and trying to give the best benefit to the staff. uh for example if there's a sore throat or anything like that or any kind of even some some parent just goes to oent care hey I have my kid has a little bruise or something like that so is there option for virtual care where after hours you know they'll be able to kind of you know at least go to the portal schedule a virtual care appointment at least talk to a nurse practitioner or so a MD or whoever it is after so that you don't have to be go to an urgent care because
069when you're sick get when the child is sick uh when your loving loved one is sick, you know, you know, sometimes waiting till morning, you know, 8:00 is not the best thing. So, you always want that support. So, what are the options for that? Yeah, there are several um clients that do um this additional service that we offer for that um after hours care and for virtual. So, that is something that I believe was part of that um part of the contract piece. So, that would be an additional service that we do provide for after care hours. We'd have to pay more for it. Yeah. So the portal is available forever to or not forever but the portal is available after hours to schedule an appointment or to leave a message for them to call
070you. If you wanted to actually see somebody like that night, that would be an additional thing that we'd have to add to. Yeah. And that's where that fine line, which obviously the experts in the room know that, you know, if it's meeting at midnight and you're nervous that going to the urgent care may most may be the right place. But if you're going, okay, this I'm not sure how um want to be able to be proactive about an ear pain that you can schedule that before you go to bed and then be able to have that appointment that next day. And anything just to clarify again anything that happens in the clinic so any um appointment any lab draws anything like that is completely free of cost to in that fix model. So yes, so
071if you're like to your point of um within the walls and you're diagnosing a ear infection and you have the antibiotics at the med dispensing and um and they're leaving for the visit or maybe then identified a lab draw with that and um or sent a prescription to the pharmacy that's all included. So that would be one example but yes within the four walls the service you know with the nurse practitioner being there and if you're thinking of best utilization of course I'm assuming that they'll be able to take on some role of preventative care like you know ordering mamograms doing kind of you know breast exams doing papsmears uh doing prostate exam I don't know kind of you know so a question is that with the goal of providing this free avenue for the
072staff to utilize that and be successful um so that they can get the best bang for the buck from a staff perspective, you know, satisfaction perspective. How qualified are because not every nurse practitioner kind of has, you know, that um I'm assuming they're most likely a family DNP, family practice after how many years of experience you usually look into and do look into all this qualities and skills which they're able to provide as a nurse practitioner, you know. Yeah. So I would say to answer that question, that's part of that recruitment and interviewing process, wanting to show that we're giving advanced primary care. So we want to be able to hire for that experience and yeah, to the point of um maybe even minor procedures, you know, if that could be a redirected care, so
073someone that can do minor sutures or doing injections. So those are types of things that we would want to make sure that we're um in that interview that we're giving giving as much experience of being a provider that would be able to work in that full scope of service and are the providers required to stay for example I'm just going to being a double vicer is that the provider comes to the clinic only has three appointments you know the rest of the time okay know I'm out of the door you know so are they required to stay because one of the ways to kind of you know provide this is the relationship with the staff with the employees is that kind of you know hey if you if you have some downtime you know kind
074of you know you saw me you know one week ago you know how are you doing so I think that goes a long way of building up the relationship and all the stuff so my question is that are the NPs required to stay in the for 40 hours or they just kind of you know they come in if they have they don't have appointment they leave oh that's a that's a great question um no we want to be able to staff the full 40 hours that the clinic is in operation and really work on being able to um care for the whole person and do as much at the health center um that we can during the visit. And that that's a lot of times when I when I talk to um nurses and medical
075assistants, it's a it's a when they look at volume versus quality that it it's a different type of busy. When I when we're looking to recruit for a nurse or MA, you may not be seeing 50 30 to 50 patients, but you are doing a lot more for that visit because you are wanting to look at that person to put that engagement in and being able to look at did they have the mammogram? Can we get your referral to the colonoscopy? Those types of of things and make sure that that is met at each visit. that we're wa watching the metrics and that we have an eye on the on the um what are the perform performance guarantees and also making sure we um are holding ourselves accountable. Um we value your input and we
076want to do a survey at every visit. So be able to improve our process. So that's kind of the whole patient experience. And to further expand these nurse practitioners, physician assistants are really practicing at the top of their lensure as Angie was saying. So they're having that time. They're having 30 to 60 minutes to really dive deeper into the context of what's going on with Shellyley. Have I had my mamogram? Am I experiencing anxiety and depression? You know, be able to talk deeper, talk further and have more additional time to really support that whole person versus just the traditional five minute visits um in the traditional fee for service model. Question please. you you kind of just touched on what I was going to say was um I spoke to an a teacher a couple
077years ago and she was really struggling because she was the caregiver of a of a parent and it was really taking away from her ability to to be present in the classroom. So would that be something that your patient advocate would be able to help her navigate? Yes, absolutely. Um I I had an example that I have today to just really show the extra concierge service of the med of the patient advocate. She was just giving me a wow story. I didn't unsolicit it, but she had um an employee that came in or a patient that came in for feeling um that fatigue an increased fatigue and just connected with her during the initial um registration process, but did the extra of connecting with her, but also called her the next day to ask her
078how she was doing and just to make that connection. And I guess the feedback that that that patient said is, you know, where do, you know, a clinic call you back to just check in on how you're doing and just know that we're they're here to continue the process, not just a one episode of fatigue visit. I mean, obviously there's going to be followup from the labs and those things, but you have the patient advocate showing we want you to come back. We want that your answers um to your symptoms. So, yeah. So being able to just really meet the patient where they're at for their issues and make sure that it's followed and getting the resources whether that's within the health center or out in the community in cases where how do you provide
079resources for um an elderly mother and then I just had one other maybe for Laura mostly. So, is this just a one-way street like, hey, we we know we have this clinic and we're going to decide when we can use it or is it how much is it going to be, you know, connecting with employees to say this is here, you know, this is the purpose of it and please feel free to stop by or whatever. I would say that's a huge component, right? The clinic's not going to be successful unless we can get people one, obviously, they have to know that it's there. One, two, they have to be comfortable going to the clinic. And I think advertising is the biggest part of it is getting people in the door, getting comfortable meeting the
080staff, and then having the staff come out of the clinic as well. It's not a they just stay in there and they wait for people to show up. They're going to be in buildings. We want them to attend PD days. We want them to host sessions. We want them to be at our back to school time where our staff are in the buildings and they're just walking around saying, "Hey, I'm the patient advocate at the new clinic. It's really great to meet you. Here's my information. We'd love to schedule an appointment." And so I think that's vital to the success. And I'd add to the hours like at the beginning there'll be a recommendation on what those 40 hours will look like, but if there's ever feedback from the district that it doesn't work for
081the staff, there is flexibility in adjusting it. So kind of that two-way street. uh to that question is it possible are there possibilities where uh because if the school is starting at I'm not saying that you know at 8:00 is there possibility that the the clinic spots available upon from 7 to 9 and then sometime in the middle of the lunch time and after hours like 3 to 6 something like that where we can best utilize. So basically breaking down this rather than straight eight hours or breaking down into kind of into parts so that you have the best utilization of the clinic. Want to speak to that one? Yeah, I mean I I mean I can definitely um we'd want to balance um the recruitment of the the lifetime balance of the clinician and
082the clinical team. Typically, we have, you know, we can do like an hour closing for lunch so that we can stretch that to like a nine-h hour time where you can get those people early. Oftentimes, what we see with um clients is they look at maybe strategically looking at maybe Monday, Wednesday, Friday is the early times and maybe Tuesday and um Thursday are the later times. So, you're kind of hooking that early labs, fasting labs at six or seven and then you're able also to have the late till like six or seven. So you get, you know, um, a teacher who may want to have her physical at five o'clock so they don't miss, you know, those types of things. So that's typically the strategy behind it. But those are all good conversations that the
083team that will be discussing those pieces have all that um, benchmarks and book of business to be able to provide the best um, advice for that. And during the monthly partnership meetings will be another great time. And if we're reporting back every six months, you know, feedback you're hearing, feedback we're seeing from the surveys of the patients coming in, you know, understand if we need to have an earlier day, a more late day, you know, different opportunities around those are discussions. We'll have those strategic partnership meetings monthly. Thank you. Further questions. All right. Motion's made by Dr. Beer. I seconded it. All in favor? I opposed. Motion carries. Thank you. Awesome. Thank you. [Music] All right. Health insurance. Yep. So, you have this document in front of you. Um the only update to it is
084really this option 11A through 11D. um that came from um the 49 meeting, a request to see a single plan option with a $3,6,000 deductible. Um so you will see four versions of it and those four versions really fall upon the premium share. So I have that highlighted up here. So A would be having a 10% premium share, meaning employees pay 10% of the premium cost, district pays 90, and then moving up to 15.5. Um the 15.5 really stems our current plan one has a 15.5% premium share. Our current plan two has a 5% premium share. As a reminder, plan one is 400800 currently. Plan two is 5,10,000. Um those differences. And then two things I wanted to add. Um one also came from the last board meeting was a reduction in cash and lose.
085You'll see um if we do a similar reduction, which was $888 for the 2425, if we did another $888 based on the number of people currently taking it, um a savings of $91,464. Um and Brown and Brown does not anticipate anyone moving on to the health plan still with a $5,000 cash and loo amount. Um and then one other component I just wanted to add um rerand budget number since 49. So this is taking um every staffing position which includes resignations or new hires um that we had as of uh yesterday. So our new principal and assistant principal are not on here but um currently we're seeing a budget deficit of $981,91. Um, so that's again taking a look at really the new staffing models, taking a look at revenues um, as of last week
086Friday, seeing where we are, taking if we have to adjust any potential revenues. Um, so again, just an updated amount from the board report. Um, so that we're taking a look at that and I'm happy to answer any questions that we might have. Please, what would be your recommendation? I am not providing a recommendation. And why not? Um, we saw how well that went last year. I I'm asking you for your recommendation and I have provided you a response and I will not provide your recommendation. I'm going to leave it entirely in the board's hands. Okay. As your recommendation, we worked through it this year. I would agree with Andy. We looked at like what are all the options we can have and bring forward any questions last meeting and continue to get that information.
087Last year it seemed that like there was a different option taken than what was recommended which is fine but we'd rather not be divisive at the table but come together to say here's all the things. This is something for all of us to look at to make a decision. Healthcare is difficult. It's emotional because it's personal. Um, and nobody felt nobody feels good at these meetings anyways because it wasn't a great year. We have to make adjustments, right? Um, and last year I'd say I'll talk at a personal level and not for Andy, but like to make a recommendation and to be not taken, but also then it became like ridicule to that. It was like, well, that's not what this is about. This affects Andy and I and Laura and everybody just as much
088as anybody else. And so our recommendation is let's look at all the options. None of them are ideal. There's some that are maybe better than others and that there's a lot of intelligent people at the table who make that decision. Have you taken the show on the road to the schools to show to talk to staff? We have not. Do you have any plans to do that? We have a plan to take the recommended. Certainly the recommended. If the board approves a recommendation tonight, we'll be taking that and we have still I think almost all the buildings scheduled if not all of them scheduled already for what the recommended is so we can prep people for open enrollment. The information has been available and talked about I mean it's been the information this information has
089been available to not only us but but all staff. [Music] I think that last year um we set a precedent about taking the show on the road and talking to staff and I would like to make a motion that we table the vote on choosing an insurance right now and you and Mrs. Lancer take the show on the road and show our staff the options so they are very well aware of what they're getting into. Um, and maybe making the statement that this is the last year we take the show on the road. But I think that we set that precedent last year. Our staff is asking for um time to look at it, to talk about it, to be with the experts on it. I think we own that. I think we should narrow
090it down to Hold on. Uh you made a motion. I did. I made a motion to I'd like to second that. And as we board members are have to make some diffic difficult decisions but we all of us truly believe the biggest asset which we have is our educators and by the hard work and dedication of uh Miss Benen we have been able to improve the staff satisfaction which is very very important and definitely taking that into consideration. the progress which we have made. I think us having a at least this year a show where um presentation to the staff where they are informed about the options narrowed options which we at least talk about and then presenting them so that they have the input and we can then at least take the consideration of
091their input in our decision making as such. So, would you be looking for us to put out a survey again? No, I'm looking for you to go to each individual school with the slide deck and presenting it the way you did to us at the board meeting last meeting and listening to what the staff had to say and answering their questions. And then, so what would we be bringing back to the board? we would we would hear what they had to say, right? So, we should get a pulse on what their options are. We we don't know right now if they're willing to go for the what is it the 15.5% increase or contribution. We don't know that right now. So, one thing I would add is that with a better place to work last
092year, we did frontload at this time last year and through the year that health insurance was going to be the focus of that group. fully understand that's not every staff, but every staff has the option to be on that committee and we take representatives from every building. Understand again that's not in front of all staff, but it is how you collectively in a large organization typically share information. Um, and everybody knows now and being a second year who their building rep is. That's been shared. It's very open um and who to talk to. In addition, it's been in the Franklin Fine. It's obviously a board docs. I understand there's feelings and emotions about what that looks like and having to go to it. A road show is fine. I will tell you the road show
093last year became you were implored to be here and it was negative and we work hard to build culture. We don't work hard to be transparent. What I dislike about the conversation right now and I'm just going to be honest because that's who I am is that it's still creating that culture that there's not trust. And so going into better place to work and knowing it had a health insurance focus this year. if it was a being implored to go into buildings and do a show like definitely would have happened before this definitely something that can happen if that's what the board decides to do at this point but that has been the avenue we've communicated that we're going to go through that we have shared now the last better place to work there were
094seven options we didn't have them all yet right just like you saw the 11 ABCD come through yesterday because that's when we got that information back though it was given out as soon as we received the question from the board so we had been trying to act as quickly to get those items together to share what it looks like and what all the options are and the diligence I think that the team has done. There are a couple better place to work task force members in here. I'm not going to call them out or ask if they want to share because I can get that would feel like a lot of pressure right now also. Um and I would say from my view what was said in those rooms in that room is that it's
095complex and there's a lot going on and there's like everybody would like to have I remember one term two meetings ago was the health insurance buffet. I wish we could all pick what we need. I mean, that would be ideal, but that's not how health insurance works. So, you know, in going to buildings, I think Andy asks a reasonable question of what does that look like in the end then? Um, because if it's just creating a toxic culture where we're not coming together to talk, like we can do that, that's what we're really looking not to have to do in this district, that we really have created a better culture. Um, and we do hear the transparency and that you want transparency and you want to have voice in it. And I guess what's the
096board's ideas if we're going to go into building before we take action that that looks like. Um, and then we will do that and then we will also work to get another meeting scheduled before the open window to share what the decision is of the board and how uh that looks for the for the enrollment window. So my idea would be that uh Andy and Laura go into buildings, present at a staff meeting. At the end of the staff meeting, after the end of the presentation, a survey is taken right then and there. Or if you send it out on the computer, however, what are the top three options from staff? And then that's brought back to us as a board. That way we aren't sitting here going, "Okay, we have 11 options. Let's get
097rid of the first five." At least we know what our staff is willing to pay for, participate in, and then we can go from there. But maybe give the top three options after you present to the the staff at staff meetings. I I want to kind of take a moment of, you know, acknowledging uh Andy's hard work. Um and Mrs. Ben, you know, um, it's impossible. It's impossible to say, "Great, thank you for the hard work, but you haven't done enough and we need to and we need you to go out again." It's those those two things don't those two things don't match up. I would implore us, this is this is no option is fabulous, but there are only there are only a few that are sustainable for this school district going forward. And
098I don't know where we're going to be in 5 years and I don't even know where we're going to be tonight frankly. But I would implore us to make a decision as that is our job. They have worked they have worked hard and they have brought us they have brought us the best possibility possibilities of of possibilities that aren't fabulous through no parts of through no fault of anybody's. We're not we're not different right now from other school districts. I don't think perhaps you'll tell me different or any other business. These these things have these things have happened and we had a rough year in Franklin, Wisconsin, but it wasn't very much rougher than other places. and and unfortunately we have we're we're taxed with the decision. I don't know how much the decision will
099be different coming back in two weeks once once these once these meetings have happened and so I can't imagine which of these it looks great but Mrs. Larson Mrs. Larson made a motion and you seconded it. Um, so and I like to just add a few comments to that. You know, when Well, I I'd like to I'd like to call a vote on the on promotion. Mike, you know, because you mentioned that my statement about acknowledging Mrs. Bennett's hard work, just not simple words. I truly acknowledge her vision, a better place to transfers. We have done tremendous job under her leadership and this is not simple. just means not simple words but it's actually I mean from the bottom of my heart so I want to be clear on that and I really appreciate what
100Andy has been trying to do with all the options trying to do the best for the district him being employing himself at the same time so we have to acknowledge that so I want to kind of acknowledge everybody is that I'm not saying the word here just to please someone I'm saying it sincerely second thing is that andy if I ask you a question If you were to delay the vote by two weeks, will it make a detrimental impact to the district or do you think it'll uh maybe at the end of the two weeks we'll still end up at the same discussion, but do you think uh it'll it'll in any way negatively impact our decision- making as in two weeks time? I think if we're leaving the decision to a popularity vote, it
101will. and trying to set direction. There has to be a plan for direction. So last year we left it to a vote and we did not really set direction. We're trying to set direction. Part of having a clinic as part of the encompassing health care plan. So I think we have to think about the long-term effects of each of these and what they're necessarily going to do and help set the direction. If we leave it to a vote, I don't know if we get direction. I think we get consensus, but consensus isn't always direction. And I would add that if if ever and I would want to highlight what you said which is this is the last year we can do this road show situation because ultimately we have to make a decision and I
102guess the bigger question is one of the commenters talked about how one of the biggest problems is yearly fluctuation in the insurance plan and if every year it's a buffet of 10 options that are decided by popular vote I guarantee that the fluctuation will be crazy and I and it's not fun or easy and it doesn't feel good to have to make a decision and it's much easier to say let's leave it to a vote and hope it all works out but um I kind of don't think that that's what we are elected to do. That's not a plan for the future. I don't think anyway I I'd like to call for a vote on on would like to add something please. I would be um I want to hear it have recommendation from administration.
103I would be willing to recommend a plan if I heard their recommendation. I would make a recommendation tonight on plan that I would like. I would hear some kind of direction from administration. That's what I want to hear. I don't want to be out. You know, it's like a game of chicken. No, you go first. You go first. No, it's not a game of chicken. We have to be in Can I finish? I'm very sorry. Yeah, absolutely. I didn't mean to. I apologize for cutting you off. We have to be in this together, but we're not getting any sense of where you want it to go with, you know, how do we support you? We don't know where you want to go and you're not giving us anything. Just more options, more options direction. Finish.
104I just don't want to interrupt. We've brought back the feedback from the questions you had. I understand and hear that you want us to give a recommendation. I'm going to stand behind. I'm not going to because we have done that. And then it doesn't get voted that way, which is fine, but it doesn't create an atmosphere and a culture of collaboration. It creates divisiveness, which is what I hear right now, which is what I do not want for our school community. That's the honest answer, Linda. There's been many times we brought Can I finish, please? It's been brought many times with recommendations and then it's gone different in the vote. So this is a different approach and the approach is in an effort to be a culture of collaboration because that is what great schools
105do. That is what schools that are moving forward do. This is not a fun decision 100%. Me giving you an answer or you deciding us going to buildings and getting more feedback and coming back. All of it is fine, but it's not going to make the decision any easier. And right now it's just making it more divisive than the difficult decision already is. I'm going to stand behind unless the whole board implores me to give you the decision. I'm not going to stand behind any one option. I mean, honestly, the best predictor of future behavior is past behavior. And so, I think that it is it is not unreasonable to assume that whatever recommendation is made. Sorry, Andrew. Motion was made and seconded. I'd like to call a vote. Can we have a voice vote,
106please? Can you remind us what the exact motion was? Well, it's not very fancy, but that Andy, uh, Mr. Cromy, and Miss Lancor would take the insurance show on the road to all staff members before the board makes their final decision in selecting an insurance option. And I made that motion. It was seconded seconded by Dr. I believe you added the requirement of a survey at the end and the last time that's going to do this last time doing this. Next year this will not happen. Okay. But have that you can but we can still do it next year if we wanted to. It informs that well of [Music] course you voice please. Are we going to continue having discussion? Um, I guess it depends on how the vote goes. Do you have anything to
107say before we vote? I just I just I don't think that we're at a point of just ending the discussion. I think even if we were to send them out on uh, you know, the road show, as we say, I don't think you can send them out with 11 options. We need we need to we need to figure out what we need. Yes. Yes. You said that they would present the slideshow as we receive. We would have to discuss we we would have to discuss exactly what we want them to do. A survey at the end and they would pick their top three options and then we would have those three options for us to look at and then we as the board we would choose that option. Absolutely. That's what I'm asking. Absolutely. But
108so you're still sending them out with 11. So they have to present the information 11. We need to narrow it down. No, there's no she's saying take out all 11. What we have and let the staff choose their top three. Let them understand each of the options. I think will it be helpful? Will it be helpful rather than sending out 11 options? I think it becomes very uh I think if we want to hear from the staff I think it'll be better that we send out the top three options which we as a board decide and get the kind of input because in that way at least the staff is able to we have narrow it down to three options at the same time the staff is able to give their input what is there
109and at the end of the day board has to decide what has to do rather than I think sending 11 options because I think 11 options would become if that's what you want to move then you're going to vote no on this make another motion. We can't amend it that much. Right now it's 11, right? Yes. Is 11 options. Yes. As presented as presented. I think it should be 11. Will they take the voice? Just remember, well, you Dr. Con were not here at the last meeting, but when we had looked at this initially, someone made the suggestion, I don't recall who, let's eliminate options one, two, and three right off the bat. And that was not wellreceived with the staff that were here in the room. So that's why my suggestion is to present
110all 11 options. Oh, well then it's actually 14 options. Well, still label option ones are 11. Yes. All right. Okay. Uh Mr. Sprag. Uh no. Okay. Mrs. Seperski, no. Dr. Khan, I say no to 11 options. Okay. Dr. Beer, no. Mrs. Yank, no. I vote yes. Mrs. Wowski, yes. Motion P fails 5 to two. Thank you. All right. Um questions uh regarding the options. Uh can I ask a question please? So what I hear you saying Andy is that we need long-term plan which I understand which I think if we had a clearer plan um we wouldn't maybe have the fluctuate. you know, this year we're changing it this way, next year we're changing it that way, and the third year we're going to be changing it again. And we have, to your point, as
111we heard, that every year is something different. We could avoid some of that. Is there, without giving a recommendation of what you think the best plan is, is there an aspect of the plan that makes it the most feasible for like long-term maintenance? So, yeah, I talked about this. This is straight out of the slideshow. So, I talked about this on the 9th. Plan one accumulates uh well 70 plus our retirees. So about 80% of our cost comes out of plan one. So we can do all the swipes to plan two we want and we're really not adjusting overall spend all that often. So we have to figure out how do we adjust plan one to help steer that to the proper way. So some of the things that we've brought in ATI you can
112go right there. So, if I have any sore thing or whatever have you, I can just go right to PT rather than going to um get a recommendation, it's free of charge. Um using MDI because it's significantly cheaper than on-site for those types of things or the MOSH. So, those free things, the clinic is another great option. It's primary care free, right? And handles 70 probably to 70 to 75% of all the things that an MD can handle. So, how do we steer things to that? in the current format of the $400 $800, it doesn't steer usage. So like, and again, I'm looking at things in aggregate, right? So all of us can pick an employee in here and find a story of how healthcare has helped them or how it hasn't. Sorry, I'm trying
113to just find that one data point. Um, oh, sorry, I'm way up in the options. My bad here. Um, but we can all talk about that one employee that has had something happen to them or it's been a catastrophic diagnosis and we might all be talking about the same people. But if we look at the data, 89.1% of people are not spending $1,000 out of pocket and 97.7% of people are not spending $2,000 out of pocket. So when I take that back to some of these insurance options which take pretty large swipes at premium, we're automatically paying more in premium than we would out of pocket. And pre premium is a loser. Once I sign up for it, it's out the door. Like I don't I don't get it back if I have a great
114healthy year. So you don't 50% of your premium does not come back because you have a great healthy year. It's lost. So to me, it's figuring out how do we steer usage to those things that are free to places where employees can go get free health care or minimal cost health care that's still really good. Like that's the key is figuring out where that metric is. But I to our health plans again, if we don't swipe at plan one, we're not changing that. We're not changing that narrative. We're putting ourselves right back in that narrative. How many roughly districts still have a plan similar to plan one? I don't know of any off the top of my head. A low deductible high a low deductible. It's going away pretty often now. Um I can I
115can follow up with the numbers that we would know, but that is not a very common plan offering anymore. To me it is a choice between option six and option seven. At some point I think whether it's 5 years from now or tomorrow we are going to have one plan and we have to figure out a way to get there. Option six mitigates that for um option six mitigates that for whether it's a year or two years or whether it's how the clinic gets running and we change it after this year but I suspect five years from now we will have one plan. I don't know that, but to me to me it's between option six and option seven. Um, but I don't know what you guys think of it of what either of those
116plans if what either one is better or worse or if a different one is is interesting to you. Um, I also think that um a cash and lube reduction of $888 a year is is imperative. Um and um so that that's that's what I'm thinking of primitively. Yes. I look at option 7 and I see if I compare the premium cost of plan one that they're currently paying which is $2,37. Is that correct? For a single or a single? I'll pop up option seven here so they can all see it. This eliminates me. Their current plan is 20037. Yes. If you go to option seven, single plan, and it would be their premium, they would save over $1,000, $1,459 for the single plan. And they would save $3,39 on the family plan if they went
117from plan one to plan two under option seven. Is that correct? That is correct. They would, it is money in their pocket, premium dollars, $39 for the family plan and $1,459. Now, of course, the other side is deductible is higher. However, the gardener reimbursement, do I understand how it works? You could get that $300 back,000 against 3,000 against you. It would be 4,000 for a single or 8,000 for a family. You're talking about plan six, I think, Linda. I'm sorry. No, I think it it Yeah. So, you're correct. There's significant plan one premium savings, but greater risk in moving to the $5,000, $10,000 deductible. But again, Garner covers the first four of a single or first eight of a family. But again, you have to choose a doctor in the Garner path. But also with
118that addition of the health clinic, you might be choosing the health clinic for 100%, you know, anything that you do at the health clinic is completely free. And even if that is, and correct me if I'm wrong, but even if that is I see a specialist for whatever, you know, my my broken I don't I not going to make things up, but I see a specialist who orders a wants me to take this particular medication. I can get that medication at the clinic. Well, there's 60 to 80 medications will be on site, right? But I mean there's potential that you are suddenly not paying the prescription costs that you or okay let's talk about specialist let's your family practice doctor you you are now seeing the clinic for that family practice type stuff routine maintenance
119now your blood pressure medication your thyroid medication your you know stat yeah your yeah your cholesterol let's talk about how old we all are with all these different medications um those medications are not free so now you're not paying for your doctor visit because you're seeing your clinic and you're not paying for your prescriptions. So, the chances of hitting those deductibles. Yeah, correct. One of the components of the patient advocate will also be to work within our health plan. So, you it's possible you go get a lab drawer. They say you need to go see specialist XYZ. That patient advocate will work with you inside of Garner to find that specialist to help you navigate that particular system so that you are following that path and seeing those physicians with being reimbursed for them. But
120to your point, that's that's the what that was my take on looking at these different plans was looking at seven and seeing those same costavities are savings in their pocket. Done $3,300 in their pocket and over a thousand and to your 87% don't even spend the anywhere close to the uh three or the six or I'm sorry the five or the 10. So the risk it's there but it's manageable. I believe I also believe that it does it um we're not changing the co insurance or and you know there's not other changes. We're just moving people to a plan that makes more sense to sustain the plan longer. It also puts all the focus on one plan instead of two. There's advantages long term for that. That is true. One one of the things you'll
121notice with plan 11 is merging two plans that are operating in different levels and then trying to bring them in. So you see those large premium swings at plan two. Most of the I think B, C, and D have lower premiums than plan one. Although not a significant amount, but the pre merging two plans gets hard. Having one plan becomes easier to manage because you're focused on just one thing. And since both of them are going to our larger deductible, why don't we just go to the high deductible one time? I'm asking you, can we stick to those higher deductibles? You don't see that going up. Those are the five and the 10 are sustainable. Five years, 10 years. Yes. I I I wouldn't say five or 10. I I can't I don't I wish
122I had a crystal ball for that. But that is a number that we don't see it fluctuate once employers are at that level very much because most of the organizations even where I work their directive is $10,000. Yeah, it's 10,000 and that's a pretty standard to have 10,000 for a family. Please um I agree that it seems like many of these are sort of delaying the inevitable collapse into a single plan. And so the question is, do you want to do it all at once? Rip the band-aid off or or sort of go slow. Okay. So option seven is that ripping the band-aid off scenario. I wonder it also I don't think we should on principle attempt to solve too much of our budget deficit with the healthcare bit of it. I I would agree
123with that. In other words, this almost saves us too much money in the healthcare category. I if that sounds crazy and I think the way we could adjust that would be to the the the additional information says that this is adjusting premiums 10.6% to meet health care cost needs. Could we possibly adjust them 8%. And what would that do to our total savings? It should underfund our plan. I'm sorry. I don't understand what you mean by that. So, we need approximately $9 million to run our plan with with the 10.6. So, if we go to 8%, we're funding it at I don't know 8,750,000. I don't know exactly what it is, but we're still 250,000 short or whatever it is. So, we're not providing enough dollars to do it, at least from an actuarial standpoint.
124So, what an actuary is going to do is they're going to take our health plan and they're going to take everybody that's in our health plan wherever they are and they're going to run that scenario like 10,000 times. And they're going to say, "Oh, these are the range of dollars you're going to come up with spending. Everybody has the greatest year, it's low. Everybody has the worst year, it's high." And they're going to then come up with what is most likely to happen. So, using that 10.6% is where we're most likely to land to be zeroed out at the end of the year. enough premium both employee and district match expense going out the door. Anything short of that probably puts a short. Anything higher probably adds to a health fund balance. The only people
125that are going to see increase are people that are currently on plan two. Everybody else is going to experience a decrease in the premium that they pay. Correct. Correct. Only plan two will No, I understand. I'm just saying um in terms of bottom line, we have our all of our bottom line figures and I'm just wondering if there's any way we could offer if there's anywhere we could sort of pad it on the back end to save us some money in our budget but perhaps not quite that much. Do you understand what I'm saying? Or is are we just burdened with saving that much money if we go to a single plan? Burdened is in quotes. You understand what I'm saying? Yeah. 981,000 together. I understand, but I don't think it should all be coming
126from health insurance spending. I don't I'm not sure that this information should even be part of this discussion. What the to your point, we should be looking at this in the context that we're going to have to fix the budget problem. We're trying to get to a good place in the insurance. Okay, that's a good point, Linda. So, I don't know why that's on there. It's just kind of well raising the the ante maybe, but we should be making a good health insurance decision, not because of the budget situation. You're right. Our problems aren't stemming from the overall budget. They're stemming from the operation of the health plan in and of itself. I'm agreeing with you. Well, you could also say I'm agreeing with you. Okay. Thank you. that 9:02 p.m. 4:23 Mary please. So
127I know we talked about fund balance earlier when Mr. Meny was presenting. I mean obviously I don't know enough about how much is in the fund balance that we could offset any of this. Is it one big pool of money that either come goes to Mr. or goes to healthcare? No. Um, so we reasonably have about well fund balance fluctuates daily, right? So it's like a savings account, but based on our cash flow of having property taxes come in January, February, state aid comes in in September, December, like we don't we don't operate like a normal business. Um, about the end of November, very beginning of December is about our lowest fund balance point, which is somewhere around $10 million give or take. So when I think of fund balance use, that's the number. on
128June 30th it might show $25 million but to me that's a number that's not realistic. It's what do we actually get down to during the course of the year. So fund balance statist or or reasonably should be spent on one-time purchases or things that can be funded back. So the scoreboard is a great example. We paid $500,000 for the scoreboard. We have five years worth of marketing coming back to help refund that. So essentially pays for itself or pretty close to right. Healthc care is an ongoing opt uh ongoing expense. So think of it like your utilities at home. If you started paying your utilities out of your savings account and continue that at some point it's going to run dry. So if we pay say one year of fund balance in healthcare either we
129continue that for 26 27 or we figure out now we're adding5 $600,000 shortfall to the budget to try to make up in the following year. So the difference with the home plan model is there's a repayment plan and like worst case scenario you just dump all the lots and sell it and it pays for itself. Like that's worst case scenario if you don't want to continue the homes. But at least there's a repayment plan for it. And it's a static cost. We would know exactly what it's cost to develop. Health care. We know today, but we don't know next year. And that could be more, could be less. Ideally, we're going to flatten it out. It probably is still more, but can we flatten it out? So, think of healthcare as a utility cost. And
130um the buying the lots is like I need to buy a new refrigerator. I only buy the refrigerator once and then it's good for 15 years or whatever. Well, but like it's a one-time purchase. I use it for a really long time before I'm replacing it where health is it's a utility. It it's there all the time and it never stops. So that again that that's where I would lean against not using it. The other component I would add is um holding our fund balance at 35% moved us up to AA1 from our bond rating and saved our taxpayers $18 million in interest. So So if so if we revisit this idea of a a road show, which I'm not necessarily promoting, I almost feel like the question shouldn't necessarily be which of these 11
131plans do you prefer? It should be do you want to go to a single plan now or in three years? You know, do you want to just do it now or do you want to have a health plan change every year for the next three to five years? Because that's really what all of these things are. But I I don't know. I Why do we have to do Why do we have to do what? I have a road. Yeah. Does he hear staff voice? I think we've heard staff voice this the plan that we I would recommend is a premium reduction. We heard we don't want increases in premium is Would you like to make a motion, Linda? Well, somebody has to. I will make a motion to go with option seven. Second. All right.
132Uh there's a motion to um go with option seven. Um and um and there was a second uh by Dr. Beer made by Mrs. Wakowski. Um do we want to have further discussion? Does anybody have anything further to add? All right. Um I think sorry the second was by Dr. Beer, please. Would you like a voice, please? Mr. Sprag. Hi. Dr. Beer. Hi. Mrs. Seperski. I. Dr. Khan. Hi. Mrs. Yank. I. Mrs. Wakowski. I. And I also vote I. The motion passes. 70. Thank you. Um, hold on. Does anybody want to make a motion about cash and L? I vote to motion. I move to keep cash in L but change it to was it 88? Would you like to do the reduction of 888? Presented. Yeah. Yes. Second. All right. Motion was made by
133Mrs. Yang, seconded by Dr. Beer for the discussion. I think that's what we had talked about last year, right? Yes. We when we had this conversation last year, it was kind of planned, but that's what we would look at. We would revisit revisit it and look at it that way. Thanks. All right. Motion was made uh and seconded. All in favor? Can I just ask $88088? 888. Yeah88. Yeah. Thank you. It's a 24 math accounting thing. And the second I think me. All right. All in favor? I opposed. Motion carries. Thank you. Um sorry. Uh technology uh fate. Um Mrs. For the sake of all of us, I move that we accept the approve the five-year technology plan as presented. I second that. Motion was made by Dr. Beer, seconded by Dr. Khan. Any discussion?
134I'm just sorry that we had all in favor. I opposed. Motion carries. Thank you. Thank you. 2526 board of education meeting dates. I move to approve the 2526 board of education meeting dates as presented. Second, can I just ask a question? Did we name the high school adjusted their schedule senior nights move the week prior? It'll be the night of national honor atte um but in general board meetings district events will in all ways possible not be scheduled on board meeting nights where things could be avoided. We always try that. The high school set those earlier than we set our board days. So, we just throw that on top of it. Um, so yeah, it's I'll just say it's a difficult balance. We were aware of bringing that last time, but when you're doing them
135every two weeks, depends how far back you're going to go to throw off the cadence and spring break really set that. So, it's always the precedence to take the district events first. At times there's conflict. So, appreciate the patience to get adjusted. All right. Motion was made and seconded. Uh is there further discussion? Yes. All in favor? I opposed. Motion carries. Thank you. uh policies 5011 non-discrimination of students on the basis of disability 5420 appropriate use of seclusion restraint 6435 delegation of local education agency representative duties for special education Dr. All please. There were no questions last time. Technical changes on all three. Thank you. I move to approve school award policies 5011, 5420, and 6435 as presented. That's not all right. May motion was made by Dr. Beer, seconded by Mrs. Larson. All in
136favor? I opposed. Motion carries. Thank you. Uh treasurer's report is available in board docs. Um Linda me you might have a question. Yes, I do. I can just find which one correct. Could you explain the red uh on the uh unbalanced chart? Um sorry, I'm going to rotate it and pull it up here. Well, it comes up in my PDF back. Um, so on this particular fund balance chart, so this shows a 13-month view. So you'll see March of 24 through March of 25. Uh, this red is simply our shortest month. So kind of to Mary's question about the fund balance, this shows our lowest point, which is right around that $10 million. Um, the orange part is non-spendable dollars. So those are things that are earmarked such as um rollover for schools. So, school
137budgets get roll over every year if they do not spend their whole budget or um we have supplies on hand that are considered an asset which fall under fund balance but we can't we're not spending uh piles of salt from Andy Daniels types of things. Um the green if you move to the furthest part um this was our highest one. I needed to update that to I should have updated that for March but green should represent the high one. I'll make sure that's updated for the next month. And red just shows the low. So they're quick visuals of high to low. Can you explain the health research? Uh yep. You'll notice it's not up there. So last year our health over spent by 1.4 million. So we had approximately 500,000. Um directly tied to healthc
138care savings. Um we overshot that by another 900,000. So health reserve is something we keep track of, but we do not have any currently. So, health reserve is if premiums outpace health spend, we have a net surplus, we hold that specifically for years when health goes down. But since we overshot last year by an additional 900,000, we don't have any there. But if you were to go back and take a look back into last year in March of 24, April of 24, May of 24, we're still holding that 500,000 because that is calculated uh as of June 30th as part of overall fund balance. It's not calculated on a monthly basis. Is it safe to say that if the clinic performs as they anticipated, we might see a $700,000 Well, not necessarily. U not not
139for next year. Orange. Um at some point I would anticipate if the clinic performs as well as it's supposed to. Um and we will promote the we'll promote it a ton. Um we should be starting to see some orange again probably certainly not at the end of this year. Um hopefully at the end of next year, even if we can just get a small line. Um but pres presumably like we build that up over a period of time. Again, the goal is not to like squash healthcare because I don't think we'll ever be able to do that, but can we really flatten it out over the long period of time? And I think we have the ability to do that. I think we made some moves tonight that definitely get us in that direction. Um
140and while you might think it's the healthcare, I think the clinic is the one. I think that is the hardest nail you hit tonight in solving healthcare and probably the easier of the two. What's that? Thank you for giving us that nail for bringing the identif community. Did you have further questions, Linda, or anybody else about the treasures report? Yeah. At this point. Okay. Thank you. Oh, Mary, please. Um, since Linda obviously saw that the the board layers and reports were in a different it kind of got me thinking and I guess to me we all do such great things outside of you know in the world and and as our board leazison and everything and to have a room full of people and do it ahead of time I just think would be I
141don't know not good PR necessarily but I just think to kind of show just how involved all of us are. Every single one of us are in our community um when there's a room full of people rather than at the very end when Jenny Jenny um that's actually why I thought it had been moved when I saw it moved out of the agenda. I thought it was intentional for exactly that reason, Mary. Okay. So, I don't know. I mean, if it's locked in stone, but I just thought when I saw it and you know, I was like, "Oh, maybe this would be a good time to do that." But I don't also want to make meetings longer and have people have to stay longer. That's a good idea. I like the idea of moving it
142up. Anybody else like it? I like this. I thought it was intentional. In that case, it was no reason. It was an accident. [Music] I'm okay with leaving where it is. Sounds like the majority though would be okay with where it is right now. Okay, perfect. We agree to write it down tonight or minutes later. All right. I have stuff. I did stuff. Yeah. Go ahead, please. Um, so I met with uh Leo at the um Ben Franklin um early childhood room and didn't know it existed, but it's where kids who are very young, three years old, I believe who would maybe have some autism or other, you know, issues go also with kids who don't. And there's like one child had like four staff people around him because he needed so much direction. and
143the fact that we can provide that speech therapy, occupational therapy. No, I had no idea. So, he really gave me a a good, you know, good tour of that room. And then, um, that night I went to the neurodeiversity talk, which I think is the last one, but it was the best attended and by far the most interesting. Um, and then I went to the, uh, library. They had a little teen art thing last Wednesday. Oh my gosh, these kids like their artistic ability is just staggering. Um, and there was abstract and there was just different mediums and it was so cool. It was in a little tiny room at the library. So I hopefully they can move it to some place bigger next year. And then yesterday I went with Mr. Jonas was kind
144enough to take me to the um uh CRC where they have their classes and I got to talk to all the teachers and kind of find out more about the partnerships they have and kind of the followup that these students get um even after they leave the the CRC. Um so that was really cool. And did you just reach out to Mr. Donas to arrange that? Yeah. Oh, for sure. And he said anybody can can do that and you just got to get clearance. So sure. I just I just want to mention um I don't know if you all saw, but um the there's been some there's been some action at the state level regarding the governor's ability to use line item veto and this has put a new spin on how budget negotiations might
145look. Um so the the basic line in the sand is this is going to affect budget negotiations. So continue to write um your legislators because things are still in place. Yeah. So the supreme so in the 2325 bianium budget, Governor Evers did a line item of the $325 and 2324 and 2425. Um moving that to 232 uh 20 years. Yeah, it's 400 2425 the year 2425. So moving it to 400 years and the state supreme court upheld that. Um I think what you'll see moving forward out of budget bills and it will depend if the legislator split with the governor as it is now. Um but what you'll see out of budget bills is they'll come as standalone law where that line item veto does not apply versus coming in budget form where he does
146have or the governor has line item veto authority. So they'll just move it to law and then that doesn't exist and then the budget will be as it's intended to be because I would assume it wasn't intended to go to 2425, right? But the sweeping powers of the governor um in Wisconsin that line item veto is very powerful and was upheld. So um I would say it's good and bad. um great for us that we're getting $325 a year, but what you heard a lot from legislators and actually constituents is it really divided a wedge or put a wedge between the governor and the legislature from a negotiation standpoint. So it really took a step back in negotiations while it does provide some dollars for us. But I'll tell you in the year 2425, $325
147will be like a penny in your pocket. So I don't know what great it what good it did at that particular time. No, interesting stuff. Actually, I met with the governor uh last Thursday and discussion about him about the support to the special education and um so did reassure me that he's doing everything in his power to make sure that we get it's a appropriate increase in special education. But of course, it's you know being the governor he has limited Thank you. Anyone else? Board leazison reports, school and community engagement. Uh I was um I was here for something last Friday morning and um Dr. Bennon was leaving for the high school to award our three teachers um their coal um coal scholarships, fellowship. Um, so, uh, she invited me to go along, which I
148was happy to do. Um, so, um, Mr. Gain, Mr. Levan, um, and Miss Bar all received their awards at the high school. Awesome. Was happy to do that. Yeah, I looked at the whole list. I don't know that any other district had three people. I don't think so. Unlikely. Yeah, there's 100 recipients and and um and 421 districts. So, so math late for math. All right. Uh anyone else? All right. Uh future agenda items. Uh ceremonial oath of office for newly elected board members. Board officer elections. Survey all board members for preferred leaison roles and board self-evaluation discussion plan development. Uh action item the old board policy adoption administrator adoption action item electrician position edition first read employee handbook updates for 2526 4K to 12 literacy update building and ground annual report Spanish curriculum adoption
149uh capital improvement 10ear plan friends of Franklin tobacco poster winner presentation uh for liaison role Um 2526 preliminary budget and better place to work update. I am looking for a motion to enter into close session. Second. All right. Motion was made by Mrs. Larson, seconded by Dr. Hi, Mrs. Hy. Hi, Dr. Hi, Dr. Hi. Hi, Mr. Hi.