001this meeting to order. Please stand for the pledge of allegiance. I pledge algiance to the flag of the United States of America and to the republic for which it stands. One nation under God, indivisible, with liberty and justice for all. Amen. All right, we don't have anybody signed up for citizens forum to speak. So, we will go right into our action items. Uh we will start with insurance. Hello. Hi there. Um so, last week we met with the benefits advisory committee just to talk about potential changes to um insurance premiums for next school year. Um overall, there's good satisfaction with UMR. You'll have a couple hiccups here and there just depending on the medical situation. Um but overall everybody's been pretty happy with it. Um we've also talked through spousal search charge with them. Um
002just kind of see what their thoughts would be on that. Um Jackie will share more information on what that be looking like. Um but just wanted to make sure that our benefits committee had full knowledge of everything they're looking into. Did they were they favorable to the spousal search charge or they were they were not. So the feedback we had was um inconvenience stress that employees would have to manage potentially two health plans if you were a family. Uh the additional payment no matter what that amount would be set at would have an impact on overall compensation which they were evaluating. Uh impact culture of overall care for employees. Uh the positive was they said positively keeping this option in a tool bank should um a renewal be above trend and need to be addressed.
003Um and then if the district has experienced a large cost avoid avoidance and are below trend why would they require this of their employees? That was the the feedback that was directly from employees. So I know we'll talk more numbers but that was benefits advisory. Uh the other one was a positive note for um physical therapy. As you know, we implemented a a lowcost opportunity that was mentioned that people find value in that. Um that was it. So um overall we talked about the cost avoidance that that was addressed in um at the March meeting. And then the only other one that we we always discuss annual wellness. So um wellness initiatives right now um you know we have two major wellness initiatives. one was um opening up the fitness center to all staff cost
004free as well as the community as well um but also having uh Spencer our our trainer available. So I I pulled numbers on that. We have 47 current employees and that's up from about 10 that used it uh two years prior before we kind of uh pushed this as a as it's available to you. You know, get in there, talk to Spencer, do what you see best for your wellness. And then the other wellness was we ran um annual physicals and preventive visits. So two years ago when it wasn't a requirement, you know, we were above the national average but still not great. uh of employees on insurance were at 95% saw their a primary doctor which um you know Brown can can attest that that's extremely high for a population that um that that
005that's you know very important for people who one just aren't established but just getting those routine screening. So along with a preventative is having a form sign that you have done all your routine you know procedures kind of required by age. Um so those are are wellness initiatives that have been implemented and just an update on that. So that's what we had from benefits advisory. So Mark with that benefits advisory um one of the pain points they um that that I heard from them was the UMR and you shared with them that there's an escalation process. Yes. Yeah. We we we talked through that and um I I was very open with them where you know it make make your phone call first and and if you're having issues escalate it and and how to
006escalate it. It does one of two things. We we can get the right connection for the individual and also we log those too. So if somebody's having frustration and doesn't tell us well then we can't escalate it to the right people. So um that was understandable and they also you know they talked about the three or four cases that they had where they had escalated to to our office and we were able to assist. So um that's my advice to all employees is is if you are are really stuck and having issues contact us right away so we can can get you the assistance you need. So, can we get that out to them somehow so everybody knows that because the advisory committee seemed really happy that that was talked about. Yeah. But now, let's
007just make sure everybody knows take that pain point away. Yeah. After we have your approval for what we're looking at. Um, we're going to be doing a meeting with all employees virtually next week, just starting open enrollment. So, that's definitely something that we can discuss. Thank you. Go ahead, Jackie. Awesome. All right, great to be in person. I know we had a lot of technical difficulties last time, so thank you for bearing with me and um hopefully it's a little bit smoother and able to address your questions. So, um the big takeaway from our meeting, uh the last time that we met was just putting together almost like a stewardship report. Um I think the comment was made, you know, costs continue to rise. How do we know it's not just risk mitigation, but we're
008doing everything possible? So, we thought putting together a little bit of a timeline to show what has changed with the plan um and then also um you know how that looks as we trend that forward. So, we put it together in two versions because I think people like to look at things differently. Some are numbers, some like to tell a story. So, we put it together, same information in two different slides. I'll start with the numerical summary. Um so when we look at uh at least when when Brown and Brown came into the picture as agent of record and starting us started to assist with that 2324 renewal, you'll see that's where that 18.1% renewal from PA came in. Um Mark had also noted in our last meeting that that was the last meeting that
009you were going to be receiving that type of renewal. the next renewal, your rate cap was moved. So that could be upwards of 25 to 35% based on their initial projections um based on where your loss ratios were. So that 18.1% would have equated to $7.2 million at that time. We did a self-funded analysis, fully insured, etc. landed on self-funding where if you did not implement any of the levers that were discussed so specialty carbo charitable foundations that could have been right around that 7.5 million because you did implement those the actual spend year to date um through end of 2024 was actually just shy over 7 million. So if you would have stayed with PA that would have been the 7.2 2 million plus then looking at a 25 to 35% increase by going
010self-funded that first year you ended at $7 million. Wanted to pause there for any questions before we move on to the next year. Thanks for getting that actual spend number in there. Absolutely appreciate that. Absolutely. So then as we jump to 2425 um this is where we want to talk about some extra factors that that come into play. So in 2425 you added 61 more members to the plan and that was calling for a 2% increase. So as a reminder trend is right around 8%. So every year you're facing those headwinds if you had the exact same claims go through the plan you'd have an 8% increase. So you performed extremely well even though you added 61 more members and received a 2% um projected increase. Um, I also want to call out that's why
011some of these numbers aren't going to tie as a percentage because when we look at the overall members of the plan, automatically your baseline increases because it's now um we have to multiply our expected claims by more members. So a 2% increase would have equated then to 7.7. So although a favorable increase, quite a jump because you're adding quite a bit more members at 61. From there going into the 2526 which is what we had just discussed those um renewal numbers are more favorable. We'll talk about some of the changes that happened between last meeting and this meeting but we are down to a 6.8% increase. Um we did add some more members as well not as much as in the previous year but over the course of um the last four years you've added
012over a 100 members to the plan. And that 6.8% 8% increase is under trend but with that new denominator it does push that to 8.8 million. So high level if you look at the years it looks like 6 7 8 etc. And I think that was the comment that was made the last board meeting but if you follow the enrollment and you follow the actual percentage increases from that self-funding has been extremely favorable for the district versus staying um fully insured and the renewals that you would have received um by staying fully insured. So the last three months. So right now this is 71 to 331, right? So we have some lag in there. I'm talking about this year's. Sorry. Yeah, that's well I I did math wrong because I didn't quite for the extra
013months. But Mark, how are we looking against the budget? One, and then two, what's do we put a projection out there for how it's going to be until the end of June? Yeah. Yeah. So the last time the board projection was January. um you know we we saw higher spend so I was at that 5% right now we're projecting right at budget so exactly where we thought we were going to be um and I I update that weekly as claims roll in so um we do continue to modify that but that's what so you're seeing it both you're seeing on the renewal go down but also in my projection I'm at a much different place than I was in January and in January I reported where we were at so you'll see I believe we're
014we're due for an update on this year's budget and you'll see that that has gone down to a flat projection. Yeah. I don't I don't remember the roller coaster every month, right? I mean, because it's average $684,000 a month. Yeah. And even if we stay at that, it's going to be 8.2. So, by the end of the end of this insurance year, so you're going to have that next week in the meeting. Okay. Yeah. The other one I just want to touch on is members. So an increase in members, you know, from a financial impact isn't great, but from a organizational standpoint, it means our benefits are competitive, right? So people are coming on to our plan, not always great financially, but from a a staffing standpoint, a retention standpoint, it it means a lot.
015So, um, you know, how we can keep prices competitive to their, you know, if they're on their spouse or if they're looking at, you know, other options or if they're just looking for a job and they see that we have benefits that are better than others, it it's it's good. You know, it it does impact us financially. Um, but the other hand is our benefits aren't great and people are leaving seeking other ones. So, I just want to comment on that that members going up is is a good and and a bad, right? So, Other questions on the financials? All right. So, we won't spend a whole lot of time then on the kind of storytelling, but we add then in there the information that you'll see through the rest of the slide, which is
016implementing the charitable organizations, um the um payer matrix, etc. Those have also added to savings. So had you not done that and you would have continued above that 8% trend, you'd be in a much um different spot. So we think that not only do you have the cost savings, but you have the cost mitigation, which we were talking about both in in the last board meeting. So wanted to make sure that was there. And then as we look towards the next year, um you know, we do have the physical therapy on the docket. There was questions about some of the initiatives that we've done throughout the years. So, we did want to put, you know, when we do stop-loss marketing every year. We've added things like um organ transplant coverage to mitigate further risk um
017for the district. We've looked at other advocacy programs. Granted, not all of the things we've brought to the table have necessarily gone through, but we've weighed disruption versus cost savings, etc. as we think about what to bring to the board and and to the members on the plan. So, some of those items, I'm not sure if we want to go into detail, but I did just because there was questions more from a stewardship on the things that were brought forward. Wanted to at least note these in in the summary. I think the last time I asked about the stop losses and um you know, checking the different ones and how competitive that is and what we could get, if anything lower, how did that end up falling? because I think at that time it was
018still a little too early for you to do that. Yeah, for sure. I'll jump there really quick. So, stop loss has been um a really good negotiation this last year. So, um we're actually at a 4% overall decrease from fixed cost. So, we conservatively estimate a 20% increase in fixed stop-loss fees. Um if we're not completely out of line, we can usually negotiate that down by at least switching carriers, which is why we look at a carrier change every single year. Um we don't need to do that if there's um ongoing chronic situations, but if there's an acute situation that happened, say a million-doll baby, it's always going to make sense to change to another stop-loss carrier because they don't have to pay for the risk that occurred on the year before. So we negotiate
019that each year um with uh many carriers and this year we're able to get that under what your current was. So extremely favorable. I'd say it's one of one of the best um negotiations and that's because a lot of your risk is falling right below that stop-loss threshold. So stop loss then gets eager to buy business that isn't having those million-doll claims that you did have previously without your charitable organizations and payer matrix. there wasn't a favorable stop-loss renewal market because only a few were interested in buying that type of of business. So, um by by getting that off um not only are you saving those claims up to the specific deductible, but you're getting really favorable stop-loss renewals like this by keeping those initiatives. So, very good um very good update for stop loss
020for this year. Thank you. Yeah, absolutely. All right, I'm just going to go back really quickly to pay matrix and Samaritan Fund. Um, we probably hit this quite a few times, but I just wanted the overall savings to be on a slide. This is really where we talk about there is some savings in here as well as some risk mitigation. Um, so the $286,000 is what's been saved on payer matrix uh program to date. So you can see calendar year 2023, 24, 25. The biggest change is that you did have some shift from payer matrix to Samaritan fund. Um, which is why you see a big decrease in the amount of savings there. Um, but almost $300,000 and that does impact a handful of individuals. It's probably one of the noisiest benefits that you do
021have just because there is a process to go through. The provider has to be involved in that. So, if the provider isn't getting the information that's needed, that can delay things. Um, personally that's a lot that a lot of the, you know, UMR instances are actually a payer matrix that are escalated to us and then we just shepherd that through the process to say it's actually with your provider. We can give them a call um or wherever it's at in the process. So, it's it's still been a really good win, but that's probably one of the noisier um disruptions that that Pilaski has. And then Samaritan Fund has been your biggest win. So, that's $1.5 million a year um that is off the plan and um again has opened up that stop-loss market to be
022very interested. Yeah. And I I know we we we talk about this and we touch on it. This is Samaritan Fund is a contracted strategic partnership. It's not a it's not a giving basket that's out in the community where this money's being handed in. It is a sought out contracted vendor who there's a a payment structure, there's a plan, there's a strategy they have, there's a strategy we partner with them, and it's a lot of effort on our part to get information out and make this process work. So, I just I I know it's listed as a charable organization, but just want you to know that it's not a it's not a free grant that we're receiving to to make this work. It is a sought-out strategy that is done through contracting and a lot
023of work. So, seems like it's paying off though. So, that's good. It is. And they have they have their they have their reasoning for what they do and so do we. We've had a couple out about it too. So, there is interest in it. Right. Other questions? All right. So, wanted to go through the updated projection numbers. Um, the last time we met we were at about 8.8% increase. So, the biggest changes that have happened, um, I verbally mentioned in our last meeting, but you did have a couple really good months of claims. So, as we look at the most recent months, and we wait those at 60%, it's an actuarial value. There's there's math behind where we're projecting your spend to be, the the more good months that you have this year and the
024bad months that fall off the end, the better your overall projection because we're looking at the last 24 months of data. So, you did have some bad months that fell off the projection. You had some good months that we added on. So, that did lead into a little bit of a better um estimate there as well as overall stop-loss that that 4% dis uh decrease also um helped substantially as well. So, those were the two biggest items that drove the change from the 8.8 um down to the 6.8% increase. questions on that. All right. So, going a little bit deeper into spousal searchcharge. This is the chart that we shared with you the last time. Um, we did want to provide a little bit more of a visual into the different scenarios with spousal searchcharge.
025So you have 272 spouses on the plan. As we had to discussed, that's probably going up each year just based on what we're seeing for for that trend. Average spousal search charge is $150 a month. So that's the amount that you would charge a spouse to stay on your plan if they had access to other coverage. So out of those 272 spouses, that doesn't mean that all of them have access to other insurance. So we have to make some assumptions there. But one of the key areas we talked about the last time is we have to be careful with a sir charge versus a carveout because the first people to leave the plan with a search charge is your healthy risk. And now you're spreading premiums and you're spreading again stop-loss risk and all of
026that over a smaller population that is not as healthy. So, we need to make sure if there is a spousal search charge that it is impactful enough that you have also your bad risk leaving the plan, which you have great benefits. It would take quite a bit more than $150 to have those members that have significant costs on your plan leave the plan. So, the other portion of that then is a car vote because a carbo treats everybody equal. If you have access to the plan, you have to leave the plan. That makes sure that good risk and bad risk leaves. So, I just wanted to set that tone as we go through the analysis because what I would say some carriers in the market do is they flash these big numbers. Hey, you do
027a spousal search charge, you're going to save a ton of money. Even if one person leaves the plan, we're going to save a ton. And that's not always how the math works. So, I can back up a slide. I just have a question. Yeah. So, are we doing the cash and loop program right now? No. No. Okay. I just wonder why it's on here then. So we just evaluated it. Okay. Um and again our our cash and l why why it doesn't work is the percent there's a large percentage of employees that do not take our benefits so to implement it. That's what I was asking. I saw the number. Yeah. Yeah. That was requested of us and um you know I know the last meeting too we said it's really hard to start that
028over from scratch because you have the people who are waving you got to make them whole and then the strategy starts. So with an average school district cash in L at $5,000, it would cost an additional 620 just to get the people covered who are already waving. So and that came up in the um the benefits advisory committee because they heard other districts were pulling that and that's a a really hard program to pull especially if you somebody goes there for that incentive and then it gets pulled. So that that did come up. So okay just listed as why we looked at it. All right. Thank you. Absolutely. All right. So, the first chart, so we're going to look at this two different ways. Um, one we're calling it perceived expectations and the other one
029we're calling it re real outcomes. So, in the perceived expectation, we're taking the um number of spouses that are on the plan. So, 272. We're estimating those that have access to other coverage is 204. That honestly can be any number. We just took a school district average, so could be more, could be less. That's an assumption. And then we're taking a $150 a month spousal search charge, which is $1,800 a year. We're then taking what your average spousal cost is. So if we look at all of your spouses on the plan, the total claims that are going through those spouses, we would say the average spouse costs $10,289. That's the number that we're going to focus on in the next slide as well. It's very likely you don't have a ton of people walking around
030with 10,000 in claims. You have a lot of people more at the $100 to $1,000 and then you have really really high cost claimments as well. So that 10,000 is a little bit skewed to think, oh great, if we get three people to leave the plan, we're going to save $30,000. That's not necessarily how the math works, unfortunately. We would love it if it did. But what you'll see in this graph then is as we have individuals leave the plan. So if we don't if we don't have anybody migrate off, you are collecting $367,000 and that's all coming in search charge. So it's basically you're requesting the search charge amount from your employees, the $150 a month or $1,800 a year and that's your bottom line. So nobody leaves the plan, but you collect that
031amount. That's where your net savings is. In this example, because we're using $10,000 as an average, the more people that are leaving the plan, we're showing the net savings at a greater amount. So, if 50% of people leave the plan, now that's a $1.2 million savings because we're taking into consideration their claims when they leave. So, again, this is we're calling this perceived expectations because this is assuming that those that leave are going to be $10,000 when the math doesn't necessarily work that way. So the second slide we want to show how we actually see these outcomes roll out when we do a spousal searchcharge because there's different reasons why an organization would do spousal searchcharge but one of the biggest one is cost savings. Um so with this the only thing that we've updated
032now is the average amount of the spouses that are leaving. So we saw the very high end now we're looking at the very low end. And what this shows is that if we're around $1,200 for what I would consider a healthy spouse and those are the individuals that are leaving the plan, they are actually you're losing because you are losing the $1,800 that you would have collected had they stayed. So the graph inverts because it is now less expensive for them to stay on because you're getting that $1,800 a year from them. So, as more people leave, your $367,000 of search charge that you're taking is starting to dwindle every time a spouse leaves the plan. So, the question is, where would you end up between the graphs? And it's somewhere in between the two.
033It just depends on which spouses leave. If you have a lot of spouses leave that are closer to that 1,200 mark, that's going to be a loss for the plan. If you have um some high cost claimment leave, that those are going to be wins for the plan. But we want to be very transparent and not flashy of, hey, this is a million-doll strategy because we don't really see it work out that way. Where we see the savings is the money that you end up collecting and requesting of of these spouses is usually the money that you keep. So, you can bank on around that $300,000. Um, to Mark's point, then it would be part of your strategy because then you're asking your employees for another $1,800 a year. and that becomes more of a
034cultural conversation and retention um you know hiring etc. So the the decision is do you think it'll impact that part of it versus the savings that you would receive by collecting that money from your employees? I guess who's asking for this? Is this just part of the evaluation? Because it's an option out there. Okay. Yeah. I I think I think as we saw in the 8% renewal, we were asked to look at every option. So just the the whole gamut of strategies. I think Heidi brought up the eight or nine of them that you know that we listed. So yeah, just asking for it. It's not included. If you look at the memo, it's not including our recommendation. It's good that we discussed it. You know, in in in my opinion, if we were ever
035facing large, you know, huge deficits that were facing cuts or um you know, we had a huge CPI, you were 8% increases and raises, you know, you could offset benefit cost. It it's an option that's out there. Um you know, right now at at the cost, you know, I'll give a preview into next week where we're sitting at 3% CPI. you would offset, you know, at standard teachers raise, you know, for looking for next year by by doing something like this at this point. So, just something to evaluate. Um, it's not part of the recommendation if we're we're ready for the the memo at this time. Yeah, I'm glad you guys uh looked at it. I mean, we've gone up $2 million in four years in insurance costs. I think we need to continue to
036look at every strategy and we talked to the staff about it. we're not at a point that we have to do it, but please continue to look at every strategy. Absolutely. This one just doesn't seem very community school district, you know, um where I feel like, you know, if we had to that's what I I didn't I mentioned it. I didn't put it in the don't set the benefit advisory committee comes, but you know, we are a community school district and these individuals um have to go somewhere. So they're going on your, you know, while it may save the district money, it's going on your local businesses potentially or, you know, wherever these individuals sponsors work. So we we do consider that. So backing up a little bit, you know, when we look at the
037forecast, um, you know, sometimes the reason we also not not just because it's requested of, you know, we definitely want to look at all solutions that are available, but sometimes it's helpful to show you why we don't think a solution is helpful, too. Um I know we have a lot of discussions um internally on what some of those look like and um not all of those come out as recommendations but just so you see what the thought process is that goes through all of the things that aren't rolled out as well. Um but looking at an under trend increase for this year and muscularkeeletal being the largest spend having that PT first strategy was a really good next step to get the overall spend down and that really is going to lend its hand into
038what is the overall clinic strategy. Are we looking at direct primary care? Are we looking more heavy into virtual options? Um and so that longer term strategy on how we're going to partner with you know more of those direct contracts. This physical therapy really um you know plays a role into that and has been getting some decent utilization. Can you remind me on the high level of course on the expected expenses what fits in that $1.8 million like what's the big ticket items for that? I know there's administrative fee and all that stuff. So stop loss. Okay. So that sits in that bucket. Okay. Yeah. Stop loss is the largest fee. Your um Samaritan fund fix fees are also in there which are higher. You gave us a graph last time right the break down
039stop loss with the reduction just over a million dollar reinsurance. This might be a stupid question. Um, I remember like signing up for insurance and if you or your spouse were a smoker, they added on a fee. Um, because then you're more likely to be unhealthy and you know, whatever. Is that like an option or is that something that still happens or is that not a thing anymore? Yeah, the the smoker part has kind of went away and more so driving people to their primary care physician. So, the the smoker fee was it does exist, but it's very rare. Um, I would say the the next like the the other option to that would be biometrics, which those are going away as well because we don't want people to get a test and then they
040don't do anything with those results. We want them into their provider so at least their provider's chasing them that the cholesterol was off. Um, so the strategy to just make sure people are getting into that primary care which is working for the district is the best strategy. Yeah, I think um like my employer now they're adding spouses. So like the employee themselves had to go every year. If you didn't, you were charged a higher rate and then now they're adding in the spouses where if you and your spouse don't get your, you know, preventative visit, right? Then it's going to be a higher rate, right? And that's I I guess this might be a question maybe for more for next week when we talk about budget, but like obviously it seems like a really good
041option now. Sure. in three or four years when this is 10.2 10.8 I mean because it's going to increase I mean even if it's not the full 8.8% or whatever how viable actually is this in our future like how I mean if if our funding stays similar I mean where do we have places we can pull that extra two and a half $3 million from? What I mean where do you see that coming from? Yeah. So, I mean, there was a a Supreme Court ruling this week that, you know, right now Wisconsin school districts are looking at a 3% increase for the next 400 years, right? 3%. It it seems like a lot, but when your CPI getting ahead is 3% and your health insurance, our two biggest costs are trending at eight, how do
042you maintain that? So, districts are are answering that all the time. That's where, you know, eventually you may have to pull these levers of, you know, right now we're, you know, we're pretty low in, you know, deductibles. We can start moving those items to reduce the cost. It's been great that for two years we haven't had to impact the employees here. You'll see it's a, you know, I call it a minimal amount for, you know, an increase in a monthly amount, but we haven't had to change, you know, networks or reduce it. So we we start working on those but um you know outside of once the budget's signed in three years what we can do you know we we've been in those conversations of you know when we face an 18% renewal um you
043have to make decisions on impacting benefits that's when some of those things may come in in play. You historically consult with other school districts too right who have had this longer than the year and a half that we've been part of it. Can you give examples of how they've dealt with some of these hiccups? or or do you know like have there been huge concerns with these self-funded programs going forward for years? I mean concerns from overall budget just like you guys are sharing but not concerned from self-funded because if if they are still fully insured or wanted to go back to fully insured all of the levers that you just pulled all your strategy now goes back into fully insured and the million dollars the $200,000 that we talked about is now within your
044fully insured premium. So you didn't off. So the conversation is not necessarily is self-funding a viable option, but what are the options if this continues to climb more so than what our budget is? And there are wild strategies out there that some have been forced to do. And there's new strategies every single year. So our job is to also evaluate if there are numbers to bring those strategies. So one of them, I'm not sure if you've heard of the term ICRA. An ICRA is it's kind of a swear word in the industry, but really what you do is you give people the same pot of money and they go out to the exchange and they purchase insurance. It is not user friendly. It it's a lot of noise, but a lot of times that is
045cheaper. So if somebody's backed into a corner with a 30% increase, they've done all the levers, they're using Samaritan Fund, specialty carvo, they're using advanced contracting strategies, there may be times where you have to consider some of those things. So there are exit strategies. it wouldn't be back into fully insured. That would always be more expensive. That's a good question. So, there's a any more questions on that and there's a memo provided. So, um what what we did when we when we looked at, you know, what the recent drop is and our trend at the at the 6.8 Um, and just kind of jumping to the the 3%, you know, basing CPI is we wanted to see what that employee rate at 4%. Um, last year the district took on the 2% and employees received
046the 0%. Um, you know, kind of being employee focused of, you know, we're under trend, we're moving in the right direction. Uh, we moved to that that 4% means a lot for employees. It it's not a huge jump for us to go. You know, if we move to 4% for employees, our 6.8 goes to seven. So 144 14.5,000. So um comes back onto our annual um you know in the large scheme of it. Um look looks better you know for an employee to face a 4% increase. You can see the numbers and the impact. Um so what that impact is for an employee um you can see the um the change. It's about um you know a $5 increase. our high deductible plan, which is no cost to a 1.0 FTE employee. Um, to make
047up that $5 monthly amount, we would just reduce our HSA contribution. So, right now, an individual on a single plan receives $75 a month. Uh, family receives 150. So, it' be five for a single, 10 for a family. So, they're they're also paying in for this increase. Um, as well as, um, the PO plan seeing a small increase. So, that's the the recommendation. Um, does tie into, you know, we have two budget scenarios that are coming forward next week. Really comes down to the state setting the budget. Um, if they set it at 325 or 375 that's been discussed, we're still at that um deficit amount to that 436,000 that debt payments that are due for the next two years. Low revenue ceiling is is still in play. If that gets set, we are no
048longer at a deficit. So we're we're projecting a surplus at this point even with the insurance increase and a um compensation rate placeholder at 3%. So those are two scenarios. So um it's doable. The recommendation is that that 4% benefit advisor committee was was happy with that. Um see great value in the plan moving forward. So that's the recommendation for approval and no no change in dental cost is also to be approved or yeah envision is all at employees cost so it is what it is. Thank you. I move to approve the insurance renewal as presented. I'll second. Have a motion and a second. Any other questions, discussion? All those in favor? All those opposed? Motion carried. Thank you, guys. All right, then we'll move on to the personnel report. Thank you, Jackie. Thank you.
049Uh, so we have a very large personnel report this month. Um, I'm going to start with resations and leave our new hires for last. Um so we have Kale Schaefer um at the high school leaving just looking for a different career path. Uh Natalie Cleick um is looking to stay home with her children. Uh Morgan Dukat new position closer to home. Um Emily Elder Fraser um just a time for a change in her life. Janita Thompson who has accepted a different position outside of the district. Um and then Sam Hunt is relocating. um he wanted to make sure his was contingent on being accepted by the Chipoa Falls District next week. So this is contingent. Um transfers we have Molly Bratzky. Um these are all for next school year. Um transferring from first to fifth
050grade at Sunnyside. Maggie Nicola transferring from second grade to third grade at Hillrest. Uh Ashley Anvilink transferring from Sunnyside 0.5 FTA to um Hillrest 4K 1.0 FT. Uh Katie Jazelle transferring from a.5 FT to a 1.0 FT at Sunnyside. And then Reanon transferring to the Neurodyiverse Student Specialist. And then for our new hires, we have Amanda Kuratch um for the Hillcrest Dina students. Uh she has a master's degree, 15 years of experience, and is coming from the Green Bay School District. Uh Reese War for Hillcrest second grade. She is currently finishing up student teaching at Kenosha School District. Uh Ben Otto will be returning to Pilaski. He used to work here for seven years. Um has 18 years of teaching experience coming back from Howard Swamico. Uh Rebecca Brooklyn for the high school counselor, 17
051years of experience coming from West Pier High School. And then we have Shannon Hall Torres for special education at the middle school. Uh she has master's degree with eight years of experience. Um is currently a lead special education teacher at Bridge the Gap for Autism. So I have a question on the transfer process. So, all these teachers that are part of this transfer list, what was their involvement in the transfer? Um, it varies depending on the situation. Um, some of them they were looking for a different grade, so they would be on here, too. Um, some of them we've discussed previously where if there's lower student levels in a certain grade, they have to be moved around just to make sure we have current coverage for all grade levels. Um, so some of those are
052on there as well. um the sunny side changes there was an interview process um just because we were switching from 3.5 FTEES to a 1.0 FT and a.5 FT and then one of those was moving over to Hillrest. So as part of the interview process one of the options was I'll say the third person moved to Hillrest. Is that how that worked? Um I was not part of the interviews. Um the principles for Hillrest and Sunnyside said in those interviews um they really decided who would be the best fit based on experience. Um Hillrest is going to be a new full day class. So just making sure that somebody's going to be comfortable doing a full day of class. Um and then just really going through the three different candidates and making sure it's a
053good fit for all of them. Okay. Can we vote on the transfers next week? Do we have to vote on all these are these all times sensitive transfers around there just says FYI we don't that's not that's not an approval. Oh okay. Only the new hires and the restations. Okay. Yeah. It was before your time we had the question come up about forced transfers and the fact that I think it was stated we don't necessarily do forced transfers. So I'm just curious if any of these are forced transfers meaning teachers were given this is your option or or you have nothing. Are any of these in that situation? I I can talk a little bit about that. So, um and I think maybe Jennifer had asked questions and so we kind of detailed the process
054um that's used. So, uh I'll give you the example of the third grade. So, Chris knew that there was two openings in her building, a second and a fifth grade, no a third grade and a fifth grade opening. So, at that point, she went out to her staff just like we would in Glenbrook. Sunnyside did the same thing and said, "This is the situation." um is there anybody who's interested in these these two positions? In this case, this teacher said, I'm interested in moving to third grade. So, done. Now, Chris goes on and she um has a second and a fifth grade opening. At the same time, Glen Brookke had a reduction of a staff member. So, they went through that process of we're reducing a staff member because of our enrollment. Anybody interested? Nobody
055volunteered. So, then they have to sort through it and figure out who's the automatic transfer. Um they then made that determination. He got to pick which of those two positions he wanted. Then Chris went out with a posting and as you can see we hired Reese Warick or we will be hiring Reese um for that position. Um Sunnyside was in the same situation except for there was reduction within their building. So they were going down a first grade section based on enrollment. They asked all of the staff members, "Anybody here interested in moving to fifth grade?" Nobody. Then they went back to the first grade team and said we're going down a person. Any volunteers? Nobody. Then they go through and they make the decision of then who is doing it. So I guess if
056you want to say force transfers, yes, there were some after that whole process. But it starts with a conversation first. There's always the conversation with teams with the whole school asking those questions. Yep. Do we ever I'm just curious since we are a very large district. Do we ever reach out to other buildings to see if there'd be somebody interested or is it start within the building first and then if it opens up for the whole district like they have to post it then? Yeah. When it's posted it is also posted internally so people can can um after kind of they sort through. We always give the building to to make their placements first before we open it up to everybody in the district. Yeah. All right. I mean I we do a great job
057at benefits and a lot of other things. I just want to make sure the transfer process is fair and consistent within our district. Okay. It's not relevant in this case right now, but sometimes certification matters too. Um we have to make sure that we have um qualified certified people at certain positions for the goals. So how does seniority work with the sunny side issue as far as taking volunteers to move? Um seniority is not outlined in our handbook. Um there's other factors that we look into. Is it considered? Is it taken into account as far as seniority when someone's moved? I would say probably not. Then they look at the other factors like contribution to the district and um before when there was act 10 before the act 10 legislation. Yes, seniority was the major
058factor of of how that played out, but that's not in our current current situation. So, all right. I'll move to approve the personnel report as presented. Second. We have a motion and a second. Any other questions? All those in favor? All opposed? No. Motion carried. Thank you guys. All right, that wraps it up for now. Uh, second citizens Can I ask Jenny do you a quick question? So this week we sent out this isn't business. Uh this week an email was sent out about the survey that's coming up. Perception survey. Yeah. I'm getting questions already, right? So what information is going to be shared? Okay. We can't that's not on the agenda and we can't talk about that tonight. Then we need to add it to next week's meeting. Or you can the community needs
059to know. Okay. All right. Uh second citizens forum. All right. Nobody wants to talk. So, next business meeting, April 30th. Um, lengthy agenda. Um, lots to cover on that one. Um, and that will be back here um in this room for that meeting. Uh, reorg honorary diploma staff compensation um lots to cover. So, that is it for tonight. Just need a move to move to adjourn. Second. I have a motion and a second. All those in favor? Opposed? Motion carried. Thank you all. Have a good night.