2025-10-28 - School Board Work Session

5:28 Good afternoon. The October 28, 2025 work session is now in order. Paul, Roll call, please. Mr. Trent.

5:33 Here. Mr. Susan. Here.

5:35 Ms. Wright. Here. Ms. Campbell.

5:36 Here. Mr. Thomas. Here.

5:38 Please stand for the Pledge of Allegiance. I pledge allegiance to the flag of the United States of America and to the republic for which it stands, a nation under God, indivisible. Doctor Rendell, can you speak to the board about the items on the agenda for today? Thank you, Mr. Chair.

6:05 We have several presentations today. We’re going to have a presentation from Fleet, that’s the Florida Educator Health Trust on our healthcare plan. Then we have two different presentations that Sue Han will be leading.

6:16 One is on the separate day school that we’ve talked about that we’re working on. And her second presentation will be about the sale surtax renewal. Before we do get into those presentations, I’d like to ask the board to take a short recess and go into closed session to get an update on our security inspections over the summer.

6:36 Over the course of last year. You may recall at our last business meeting, Mr. Timson gave us a presentation with the overall statistics. We want to share school specific statistics with the board.

6:49 We can’t share that with the public because, you know, we can’t really share where any security deficiencies are with the public. So we just share it with the board. Okay.

6:58 And a closed session. So if you could gavel us to a closed session, we’ll go to the conference room, we’ll do that and then we’ll come back for the presentations. All right.

7:06 We’ll close the session. Go for a short recession. All right, welcome back.

49:12 Dr. Andell, you want to introduce the first speaker? Yeah. Thank you, Mr. Chair, and thank you, board, for your flexibility in doing that. Quick closed session.

49:19 Our first presentation today is going to be by Fleet, that’s the Florida Educator Health Trust, to partner with us in our health insurance program. I’m going to turn over to Mr. Dufresne, who’s then going to turn it over to the Fleet officials. Thank you, Dr. Rendell, and thank you, Board.

49:34 Today we have some members from the Fleet Fleet, which is the Florida Educators Health Trust. So we joined about a month and a half ago. I’ve been in weekly conversations with them to.

49:44 We’re looking to change our healthcare plan for not this 2026, but 2027. So obviously that takes some planning to do. So I asked Mr. Rauch and Mr. Joe Albritton to come up and kind of discuss some options with our.

49:59 Our clinic models that we make going to also. There’s some pharmacy information in there I’d really like for them to share with you. So I want to turn it over to them.

50:07 Let them. I don’t want to steal any of their thunder. So, Mr. Rauch, floor is yours.

50:14 Well, thank you so very much. It’s great to be here with you all today. Allow me, as a former and recovering superintendent myself, to say to you all that I appreciate the work that you all do on behalf of the children and the families of Brevard County.

50:15 It’s great to be here with you today and I’m fortunate to be able to be a part of this FLEET team and doing some great work in Florida school districts around that whole arena of health insurance. We understand the costs and everything that go into that and trying to provide quality programs for our employees and their families. So I’m going to do a brief introduction and then I’m going to turn it over to Mr. Joe Albritton.

50:47 He’s the lead on our program management team. We also have Kramer Royal here today who’s the chief of staff for Avail analytics, as well as Jim Powell who works inside Fleet through Alliant. So I just wanted to bring you a current update of the districts that have joined Fleet.

51:04 I think we’ve added six districts since you all came on board on August 1st. We continue to canvas the state. There’s a lot of interest and districts are joining pretty much on the monthly, if not even more than one a month.

51:18 And so congratulations to you all for being frontrunners and trailblazers in this arena. You’re going to see here shortly that the work that is being done for Brevard and the other Fleet districts is going to pay off and it’s already paying off in the value of this health insurance arena. We are continuing to engage with districts large, medium and small around the state.

51:44 We are currently engaged in conversations with districts that are pre participation agreement phase about 25 additional districts around the state with new calls coming in weekly. So I just wanted to let you all know from my vantage point, serving as the executive director of FLEET under the Florida association of District School Superintendents under fads, that our team is here. We are a phone call away, happy to assist and answer any questions at any time.

52:11 So again, thank you for having us today. Mr. Albritton, thank you. Wanted to go through, just give a couple of quick updates and things we’ve already accomplished within Fleet and then open up dialogue if you had any questions.

52:28 I’m going to try to go through this pretty quick so we can have Some open dialogue. If you have questions. When you came into, when you first came into Fleet, there are certain things we had to build out.

52:40 If you think of it in terms of an infrastructure or an architecture, that program sits on top of one is the data warehouse. Fleet has its own wholly owned and operated data warehouse with independent actuary and analysts bolted onto it. So your data that you get, the responses and everything that you understand how your program’s operating is coming from pristine data.

53:02 It’s not coming from the lens of an agent or the carrier. It is unique pristine data for. So we have completed the transition in building your data warehouse within the Fleet program.

53:17 The other thing that we wanted to do early on is capture all of your expenses and all of your operational costs to determine what the true cost of your health program is. When we did that, we drove it through a process that we call parity. We take all of your expenses and compare it to your income, your budgeted amount and make sure that you are in a situation where you’re in fact paying for your own program.

53:43 You’re not running at a loss. So we completed the parity analysis. You’re actually in great shape for that.

53:50 Just so you know, just, just make you feel happy. Another thing that we did early on is we got into your pbm, which is your pharmacy contract. We got copies of all your contracts as part of the due diligence and we went through the pharmacy contract.

54:09 Alliant led the charge on that. And we’re going to go into a little more detail about what we found and the success that we were able to generate from that in just a second. The agent contract effectuation selection process is currently ongoing.

54:28 We’re going to touch on that in a future slide as well, where we are specifically in that process. And then I know you guys have a lot of interest in the clinical analysis where we are with clinical services. Some things you’re going to be looking, that we’re looking forward to in 2026 as well is we’re going to look at, analyze your benefit administration system, your software system, and look for opportunities to improve and enhance what you have going on there.

54:56 Running a voluntary benefit procurement. And we’re going to look at all of that, try to determine the most cost effective and best program for your employees there. And then we’re going to look at the health and wellness program that Brevard currently operates.

55:11 As you can imagine, the health and wellness program is directly tied to your clinical model and that’s directly tied to your parity model. So they all Kind of dovetail together. So we’re running all of those things simultaneously through the end of 2026, all of that steering toward a enhanced program that we’re going to be rolling out in 2027, the PBM contract.

55:40 I’m going to ask Jim Powell, who’s the lead with Alliant, for Fleet to come up and discuss that. Thank you, Joe. Good afternoon, I’m Jim Powell, the Lion out of Tampa.

55:51 We are Fleet’s broker and we’re going to be talking about the pharmacy benefit management contract with Cigna. When we came in, there was a renewal presented for the pharmacy terms, which would be a three year term starting 1-1-26. And we went through all the data, we went through the contract with our pharmacy team.

56:09 We have about 45 folks on our pharmacy team, pharmacists and analysts that dove into the contract. And also the projected costs for January 26th and what Cigna was present, we then shared with Cigna all the deficiencies their financials had versus the market. You know, the pharmacy market improves every year.

56:29 We go through an annual market check for all the Fleet schools we look. Even though these are three year contracts, we look at them every year and we challenge the current vendor to improve. So we looked at things like discounts off average wholesale price, the dispensing fees and the rebate guarantees.

56:47 And we presented Cigna with a challenge. We said, here we need you to be at this level where the market is. We gave them a few weeks and they came back and believe it or not, they came through with almost everything that we asked for.

57:00 So the result of that for planned savings projected next year is $1.1 million in less claims expense than we projected with the contract. Had we not had a conversation with some Cigna, if we would have just let it ride like some people do, unfortunately, sometimes the expense would have been 1.

57:38 1 million higher. And for the year after that and the year after that. So it’s really about a $3.

57:49 3 million plan savings over the three years that we were able to achieve. So we’re very happy about that. There’s no change in benefits for the employees, no change in formulary.

57:55 It’s a great win, win. So, so we wanted to report on that. Our next project we’ll be working on will be the stop loss and we’ll be in touch with you all on that.

58:00 And again, we do this every year. So this is this year we’re going to hit. We’re going to hit them again next year.

58:07 Good. Thank you. Thank you we like that explanation.

58:20 Great success story. I thought you might enjoy hearing there. We do.

58:34 To pay a little special privilege to the Alliant team. The savings they generate every year for the pbm Never. It amazes me.

58:46 Every year. It’s consistent with other districts that have come into Fleet that they took a harder repricing position than the group was before. We’re seeing 10, 12% savings.

58:57 So the fact that they hit a 6.2% first year on renegotiating existing contract is a really strong position. The next thing I wanted to discuss is the contract effectuation selection.

59:16 We’re in the middle of going through that right now for you guys. Your current agent of record is locked in. That contract’s going to expire January 31st.

59:26 So we have to have a new contract effectuator in place for you February 1st. If you think of that in terms of the people that handle your voluntary benefits and your open enrollments and all those types of things. The process that we went through, pretty simple.

59:35 We sat down with your staff, the administrative staff, and developed a scope of services that’s specific to your district. We do this with every school district. There’s not a blanket template that we use.

59:45 Every district has a different administrative structure than the others. So we sit down. We don’t want you paying for services that you’re not needing or receiving.

59:58 So we go through the master list and check what you need. What you don’t need, if you don’t need it is not included in the selection process. So no one’s bidding on it.

1:00:09 You’re not paying for it, you’re not receiving it. We issued the invitation and there were 16 different agents that responded that. That they received the invitation.

1:00:21 Of those 16, 11 came back. And after they had seen the process at hand, 11 of them wanted to participate in the selection. That’s a pretty good.

1:00:43 That’s a pretty good return of interest. Having 11 agents that want to fight for your business is a good position to be in. Two of them.

1:01:00 During the question and answer section of the process with Drew, that’s their choice. We’re going to have the final responses due on October 31st. And then through the process, utilizing your administration as a sounding board going through that process, the selected agent will be notified that they’ve been awarded.

1:01:12 December 15th, that will start. That new contract will start February 1st. Once again, just like with the PBM, this contract with your effectuator will have performance guarantees and clawbacks embedded into the contract.

1:01:25 And Fleet will audit for that every single year. We’ve successfully been able to claw revenue back into districts in the past when the agent didn’t comply with the terms of the contract. Performance guarantees.

1:01:49 We’re going to be doing that behind the scenes for you each and every year. And then a question on that last slide, if I, if I could, or we can wait till the end, I wrote it down. If we need to figure it out, we can do it now.

1:02:05 That’s fine in this process because I’m trying to wrap my head around where Fleet fits into what we have done before. So is, are we still utilizing our own procurement process through this and you guys are just kind of guiding us through or are you taking, taking care of this part? That’s why I’m like, the responses are due by Friday. We’re going to have an agent awarded by December 15th.

1:02:20 So where does our procurement team fall into this? Fleet is handling this process for you. Under 112.08, there’s three ways you can have an insurance health insurance program fully insured, which you are not independently self insured.

1:02:35 And that’s what you’re thinking of when you’re thinking of you having to run your procurements. And then the third option is to join a risk management trust. So by joining Fleet, those obligation, all that workload goes on to the staff of the Fleet group.

1:02:49 Now we don’t want to do it blindly, of course, so we do sit down with your staff, your administrative staff to determine what scope of services you need. And then we take all of that and all that responsibility and efforts put, put on Fleet. Gotcha.

1:03:05 Thank you. And, and just on the back end of that, if you know, if you look at it, 11 responded that they were going to file in. When we did this originally because the industry knows the way that things work.

1:03:19 There were only a handful that actually came so that the opportunity that they have expanded how many people actually come in is huge because we’ll get true competition. Thank you. That’s part of the power of using the procurement process through Fleet.

1:03:31 These, these brokers and agents that are sitting out there realize if we want to gain access to the school district community, we have to participate through Fleet. That’s why we get such a high turnout. It’s the same thing in our stop loss.

1:03:47 When we market the stop loss. I think currently we have 15 different stop loss vendors that compete for the benefit business. Every time we run one, we have all four of the major health carriers participating.

1:04:06 I don’t know how many PBMs we have all of the main, all of the big Ones, they all. They all fight through the FLEET model because that’s how you access school districts for members that are in Fleet. So we get a good turnout because of that structure, the clinical services.

1:04:40 This is pretty exciting. This is something that we’ve been working on for some several months. A lot of school districts, including Brevard, showed a lot of interest in enhancing, building out the way they analyze, select, and manage their clinic services for their employees.

1:04:59 It was kind of, for lack of a better phrase, it was kind of the wild west in the clinical world. So we, we decided that through Fleet, we were going to take a much more logical, structured approach to how we look at and process clinics on behalf of the member districts. So the first step in the process is we developed a vetting process for all of the clinics that may want to participate with school districts in Florida.

1:05:11 If you take all of the school district employees in the state and add them all together, there’s 360,000 employees in the state of Florida. That’s a really big pool of employees that you would think every clinic would want to be part of that. But for some strange reason, in the state of Florida, there was really only three main players.

1:05:32 I found that interesting. Better word is unacceptable. So we decided that we were going to cast the net from Seattle to Key West.

1:05:46 So we went out and we started looking at any large capable clinic provider that would show interest in coming into the state of Florida to access an employee pool that’s that large. We started the vetting process. We’ve already vetted 19 clinic providers across the country that have passed the vetting.

1:05:53 The vetting would be something along the lines of, are you licensed to. To be a clinic? And I know how ridiculous that sounds, but you’d be surprised the number that are not. You get into a lot of scenarios as far as what’s the scope of services? How do you.

1:06:03 What’s the smallest group size you look at? I mean, it’s. You would just. You can imagine the complexity in that.

1:06:11 Through that process, there were two that were not approved that didn’t pass the vetting. We have nine more in the. In the.

1:06:30 In the order to go through the vetting. We’re pretty excited. We’re expecting that we probably won’t have as high a success rate.

1:06:49 In the remaining nine, we’re hoping to wind up with 25 clinic candidates for school districts across the state. Some are going to be more specifically targeting, say, maybe a very small area, rural area. Some are going to be more a direct care model for a larger district.

1:07:14 Where like you guys are. So once we go through that process and we identify that stable of clinics, we’re going to engage a clinical management team at the fleet level that specializes in the analysis and ongoing management of clinics. They have doctors on staff.

1:07:39 They know how to calculate the roi, drive transparency, force all of the data into your warehouse. They’re able to separate out what’s going on with your pharmaceuticals inside your clinics to maximize your savings. One of the things that’s really interesting and exciting in the way we’re approaching this is forcing performance guarantees back on the clinics.

1:08:08 We had an interesting dynamic in one of your fellow member districts where one of the very first things we did when we were hired was to sit through a clinical finalist present. And one of the clinics came in and they made a presentation and they were talking about performance guarantees. Well, what they were really talking about was a not to exceed and not to split hairs.

1:08:27 But there’s a big difference between saying, I’m not going to exceed this maximum amount of money that you’re already paying compared to, if I save you money, I’ve done well, and if I don’t, I have a guarantee to give back to you. Those are two very different things. So when we build these contracts out, we embed them with performance guarantees, and all the clinics that we’re talking to that we’re vetting is aware that that approach is coming.

1:08:36 None of them seem to be upset with it at this point. We will see when we get into the contracting stage how they actually respond. But that clinical management team, best in the world.

1:09:00 We’ve. We vetted a lot of different candidates. They were the clear choice on, I think it’s November 5th.

1:09:12 November 5th, their contract with Fleet is going in front of the Fleet executive board for approval. And then once that team gets engaged, what we will do then is look at your existing clinic, the one you currently have, and their scope of services, and we’ll look and see how does that line up with and compare with your wellness program. Because your clinic model really needs to dovetail into your wellness program.

1:09:34 And that, of course, drives parity and drives your cost down. You cannot, you should not and cannot run them in isolation. It’s all one cohesive strategy and one program.

1:09:56 So once all that gets in place, we’ll look at the contract, develop the scope of services tied specifically to your wellness program, and then run a selection process similar to what we’re doing with your contract effectuator. Once again, you’ll be engaged in the process. None of this is done away from you, you’re fully aware of what’s going on.

1:10:06 And then we will enforce and drive into the contract performance guarantees and an ROI analysis. So you will know every single year what the clinic’s actually doing for you or not. And if they’re not performing, guess what we’ll do? We’ll go through the vetting, we’ll go through the process all over again until we fix it, until we get it, just like you need.

1:10:25 And then we’ll launch the comprehensive clinical solution that ties into your program. So that is where we are in the clinical and out. All of that should happen in 2026.

1:10:37 I just realized I didn’t put a timeline on this. We’re expecting January 1st to be the kickoff date for the clinical management team to be tied in and their active process. Polk schools is going through the exact same process you are at the same time.

1:11:29 So it’s going to be really interesting and exciting to see how that turns out. That’s where we are. That’s the update on how much success you’re having and what’s coming around the bend.

1:11:33 Any questions. When we’re thinking about clinics we’ve discussed a few times before is because we are such a long, skinny county and very separated areas that we might have the opportunity to build more clinics off the bat if we share with other municipalities, the county, because then we can get a larger client base and maybe instead of opening three or four clinics at the beginning, we could start off with four or five and have better service for our beachside communities and our, you know, Palm Bay communities and things like that. Would us being a part of Fleet and you guys managing this process for us, would that preclude us from being able to do that and having shared facilities, agreement type things? No, ma’.

1:11:48 Am. It actually encourages that. Okay, Polk School, same scenario.

1:11:52 They’re not long and skinny, but they’re really big. Polk is a huge county. I’ve actually got a meeting set with Polk schools, their board of county commissioners, and I think city of Lakeland or maybe the city of Winter Haven, I can’t remember which one.

1:12:12 To talk about developing a strategy on joint. Joint clinic solutions. It just makes the most sense regardless of the size of your or shape of the county.

1:12:31 It just makes more sense. The more people you can put through the clinic, the more services you can offer and the more money you can save and the better you can treat people quickly. So that is definitely part of the process.

1:12:42 That was explained to all the vetted clinics and that was also explained to the management Team, the clinical management team. That, that is something that we’re going to expect to see on the tail end of that. Ms. Campbell, you gave me the opportunity when we had the off site to go out and gather the support to create that with the county, the cities and all that stuff.

1:12:47 Ryan and I last week sat down and said, okay, we’re at that point now that fleet’s underneath the under control. So we’re going to host a meeting with all of those cities and counties. Ryan’s going to run it, and we’re going to bring them in to see if they want to join us.

1:12:57 They. That will double our footprint. More than likely, just having the county will double our footprint.

1:13:10 So instead of having three, we could have six. And if you start adding palm bays and some of the others, we can actually get to a place where our people are served. So, yeah, definitely as part of it.

1:13:25 And Ryan’s been doing a great job on that. I want to speak to the clinical services model as well. One of the major concerns that I hear from a lot of our staff is that they can’t be seen on time, they cannot be seen by a doctor.

1:13:40 There’s just a few things that are common complaints that we hear. So when we look at our clinical services analysis, I’m excited about the possibility of us, you know, partnering with a different organization or maybe the same organization, if they can deliver the things that we need. But are we going to ensure.

1:13:49 Is there anything built in there that we are going to ensure that a doctor is present at the clinical, at the clinic? I guess. Is there anything that says you guys are going to have doctors on site or are they going to allow for like a nurse practitioner or what is that going to look like for. Yeah.

1:14:08 So there are 22 different facets, what I saw in the initial analysis. There are 22 different care delivery facets. Okay.

1:14:16 When we’re developing the scope of services, obviously the inside that scope is going to dictate should it be a doctor, should it be a nurse practitioner, you know, those kind of things. So we’re going to dig into that and if it makes the most sense and your request is that there are MDs on site, then that will be put in the selection process. Okay.

1:14:18 All right. And I just wasn’t sure if. Are we gonna be able to weigh in on that conversation, on what we’re looking forward to have in our clinic so that better serves our employees.

1:14:28 Okay. All right, wonderful. Well, I’m excited about this.

1:14:44 So realistically you’re saying January 1st for this team to launch off. So the idea of bringing new clinics on takes some time. Cause you have to build them to some degree.

1:14:55 Right. It’s not as though they’re already established most of the time. So what would that look like for our employees if we were going to switch into a different model than what we currently have? What’s a realistic time frame on when they could expect to see that? Well, we’ve heard from different clinic providers.

1:15:04 We’ve heard 90 days, we’ve heard 120 days, we’ve heard six months. You know, it depends on the services that you settle on that you need. Because that’s going to drive the type of facility.

1:15:22 Right. And then the availability of buildings, do they need to bring a site? You know, all those kind of things play in. Right.

1:15:28 Suffice it to say we’re going to do it as quickly as possible without making mistakes. Okay, I like that is the easiest way I know to describe it because a lot of times I’m aware of another district that went too fast. They got in a hurry and made some.

1:15:57 Some big mistakes and it took us a minute to fix it. Okay, wonderful. Well, I’m looking forward to that for all of our employees.

1:16:04 So thank you. I think on the back end of that, what we had given direction to Dr. Endel was to create a health care plan in 2027 that is heavy on screenings for health care and identifying some of those wellness techniques and stuff like that their goal should be, and I may be speaking ahead, that by the time that opens in 2027 or closer to the end of that, whatever clinical services we have and we’ve given that direction would be available for that, if that makes sense. Is that the direction that you guys.

1:16:19 Yeah, that is correct. The clinic. That’s the reason we’re going to first sit down and work through your wellness program with you.

1:16:33 Because you have to build the clinic to support that. You don’t build the wellness program and tell all your employees you need to do ABC and then not have a way to facilitate care delivery to a accomplish that. So we’re not going to get the cart before the horse in that scenario.

1:16:47 We’ll take care of the building out the wellness strategy that you guys want and then build the clinic solution to work with that. We don’t see any reason why that can’t be done in the. In the calendar year of 26.

1:16:55 When I talk to staff about going to those, we have to start screening people ahead of 2027 to put them into some of these cases too. So there’s going to be some other near the end. We’re not going to be just completely complacent through 2026.

1:17:10 Near the end, we will be testing people. So great. I don’t have a question.

1:17:14 I just like to comment and say thank you for your measured approach and making sure that you’re getting it right. And I know that’s going to be appreciated long term by the employees. I’d rather ask for more time than get get yelled at for doing it wrong every single time.

1:17:30 Well, we thank you and thank you for all the hard work. We look forward to the results. Appreciate it.

1:17:43 Dr. Mindell, do you want to add anything? I will just say that they have been quickly demonstrated that they are a great partner, like they’re alongside us in this healthcare journey. And as indicated today, they’ve already basically saved us $1.1 million.

1:17:51 Yeah, I joked when you guys came originally, I said, I bet you insurance companies don’t like to see we’re not their favorite people. You’re probably not their favorite people, but you’re doing it for the greater good of all. So thank you.

1:18:01 Thank you so much. Thank you. Dr. Andell, you want to introduce our next one? Yes.

1:18:11 We’re going to shift over to some presentations by Sue Han. The first one is going to be on the separate day school project that we’ve been talking about for quite some time. She just wants to give us an update on where we’re at.

1:18:24 We asked her to look at an alternative and she’s going to share her research into that. See, is that accurate? Among other things, yes. Okay.

1:18:45 Among other things. Okay. So.

1:19:14 So I wanted to give you both an update on the separate day school project itself and project financing. So I presented on these two topics separately in the past and they are interrelated in terms of going forward. So you’re going to see bits and pieces of both topics as I go through the presentation today.

1:19:20 So relative to the separate day school, just to kind of reset where we are and where we’ve been, we kind of started down this path late in 2023 looking at alternatives to Gardendale for the separate day school function. And then as we went into 24, we started work on looking at locating the separate day school on the campus of Kennedy Middle School, basically to the east of the school. That seemed to fit really well and it would integrate well with the campus.

1:19:42 So we went forward with the design rfq. We’ve gone forward with design. We’ve done a construction rfq.

1:20:17 We’ve gone through pre construction Services and they are currently. And basically they finished developing the guaranteed maximum price. We also went through with the board the potential for financing, looking at a line of credit, and we estimated that we were going to need some significant credit, a line of credit to finance this project.

1:20:43 And we’re moving forward. Then the decision was made to close the ALCs, which opened up potentially an opportunity to look at using Gardendale, the full scope of Gardendale versus just half of Gardendale as the separate day school. And so we just put a pause on the project to kind of go take a quick look at that and see the feasibility of renovating Gardendale to customize it for the separate day school function and looking at impacts to schedule and serving students and those types of considerations.

1:21:16 So we kind of took a pause, went back and met with the student services team, with our folks and really took a serious look at what if we were to renovate Gardendale. As it stands also have had an opportunity to look at an alternative financing strategy that I’m going to cover with you today. So those two opportunities kind of came together in time and we were able to take a close look at both pieces.

1:21:26 So the next two slides, if you need to go back in history as to all of the actions relating to the separate A school, these are all compiled in this slide and the next slide, if you need that information and want to refer back to anything that we’ve done previously on these issues. But we are today basically ready to start construction. So if we proceed, we will have a GMP to you at your November 18th meeting for the construction of the new building at Kennedy.

1:21:42 So that’s the Gardendale piece. I’m going to revisit the project funding piece that I originally presented to you in August. And so this is.

1:21:55 These are slides. The next three or four slides are basically the same slides that I presented in August with some updates in red. And so we went through the separate day school process as shown on the slides.

1:22:13 Turns out we did not need an early works gmp. So we did the construction manager selection and then administratively approved the. I’m sorry, we administratively approved pre construction.

1:22:25 Did not need an early works gmp. We had planned to come to the school board in October with the gmp and we deferred that to give us an opportunity to look at the Gardendale option. The contractor is estimating about a 14 month construction schedule that’s still valid.

1:22:46 The estimated costs are more or less about the same. The GMP is coming in right at about 20 million. But we also have to fund FF&E and technology and things like that.

1:23:01 So I’m still looking at about 22 million for the whole job. The short term financing needs that we presented in August were 10 to 12 million. And based on some new, some updates, I think we may be able to fund the project with cash we will or do have on hand.

1:23:17 So all of the pieces regarding borrowing have an update about that that I will be sharing with you. But it also relates to the full scope of the other projects in South Brevard. These all sort of came together as a package.

1:23:29 So with Westside elementary, we are under construction with the classroom addition and we did not, and we do not need financing for that project. So that’s moving ahead basically as planned. The Bayside classroom addition, that project is also moving ahead as planned.

1:23:44 Planned. It was one of the three that we had suggested would need some type of line of credit or financing. So it was separate day school, Bayside and Sunrise.

1:24:13 So we’ve been proceeding with that. We’re just about ready to bring the GMP proposal to the board either in December or January. That is basically tracking along the same cost lines as we had presented back in August.

1:24:36 So that’s more or less ready to proceed. The Sunrise project, we looked at the conversion to K8 and I think that that is still on the table as a viable option. We went down the path of does it fit? And so we’ve been looking at does it fit? And it fits, but it’s a pretty tight fit on the site and we need some additional middle school, middle school capacity, additional elementary capacity.

1:25:03 So the project scope has gotten bigger as we’ve started to assess what it is we actually need to do there to support students in that area of the county. Sort of concurrently with all of this, we’ve been working with the city of Palm Bay and the development community in that area. And there’s quite a bit of development activity and especially part of development planning.

1:25:34 There’s been some talk of a school site being donated to the school district or being donated for a charter school like we. There’s talk of all of those things. So we thought, well, you know, perhaps if we are going to be the recipient of a site, maybe the better course of action would be to look at building a new K8 rather than trying to squeeze a K8 into a site.

1:25:54 So we kind of paused on the Sunrise project to give that opportunity, an opportunity, a chance to kind of play out and see where that goes. There’s also charters in that area that are interested in coming into the district so there’s a lot of uncertainty as to what might happen relative to providing school capacity in that area. But it’s a pretty robust development platform coming up kind of on par with like a Viera type of development.

1:26:27 It’s not one developer though, it’s several developers over a long period of time. So it’s a little different scenario. But the order of magnitude is kind of in that order of magnitude where we have to be thinking about how are we providing both school infrastructure and other typical infrastructure to support development activity.

1:26:40 So it’s not just the schools, it’s roads and fire, police and all of those things that we’re all kind of talking about and wrestling with how that gets integrated into development agreements or mitigation agreements or both. So those are some things that you will probably be seeing over the next six months to a year as all that plays out. So we thought at the time if everything was full speed ahead that we would be thinking about starting construction in the spring.

1:27:01 But we don’t think we’re going to be. Well, I know we won’t be ready. So I think the spring is going to be more of the decision time for what we do in Sunrise in that area rather than starting construction.

1:27:25 So we are kind of painting, pausing on the Sunrise piece which frees up a little bit of financial capacity. So that’s the short summary of the long story. So bottom line is we had some opportunities that sort of came together in time.

1:27:49 One was the closure of the ALCs which caused us to think maybe we should relook at Gardendale. We had the impact fee advisory committee committee meetings on October 20th and we have both a south and a north impact fee district. The district line is at Barnes Boulevard, Kennedy is just to the north of that.

1:28:17 So Kennedy campus, where we would put the separate day school is in the north impact fee district. Typically the north district collects about a few third ish of the impact fees in the south. But the student distribution at the separate A school is about half and half more closely to about 60% south, 40% north.

1:28:51 So we as staff kind of took looked at well could we use some south area impact fees to support the students and by extension the student stations at the south separate day school on the site of Kennedy’s campus. So the impact fee ordinance does allow for that if you’re providing district wide services. We’ve spent some time with the county team across the street, talked to the county attorney, I think we’re all in agreement.

1:29:08 So we wanted to make sure we vetted that option Properly. We did talk to the impact fee committee on October 20 and asked them about allocating new impact fees to the separate A school from the south district as well as the north, which we’ve been traditionally doing and then potentially going back and reallocating some previous south area impact fees to the, the separate day school project. And so ultimately the committee’s recommended approval of that.

1:29:28 You’ll have, you have that on your agenda tonight for that. The impact fee allocations, the, the recommendations were not unanimous, but they, they did, they were approved. And then coincidentally or concurrently, Sunrise is not an immediate funding need.

1:29:48 So that kind of opened up a different look at how we do project financing. So I’m going to jump back to the renovation versus new build and just talk through where we were with that. So concurrently in time, we’re also looking at building the upcoming sales surtax renewal plan.

1:30:11 So we had good assessment data. Our folks have been in our schools looking at, you know, what’s going on with the building systems. We met with the team from Gardendale and wanted to make sure that we were providing appropriate infrastructure and, and assets for serving the students of the separate day school.

1:30:37 And so, you know, when you start to look at all the things that you need to do in a 60 year old building, coupled with all of the things that we should do to support the separate day school, the cost starts to really creep up. And you know, this is to some extent a back in the napkin type of estimate. So I’m not going to, you know, assert that it will be, you know, 15 million exactly.

1:31:05 It might be 12, it might be like. But we can spend a lot of money at Gardendale bringing that up to the standard that we would provide for that function at the separate day school on the Kennedy campus. Further complicating the renovation, the renovation idea is that we cannot use impact fees if we’re not providing new student stations.

1:31:59 So the, the impact fee source of funding that we’re using for the new build we cannot use to renovate. So that causes us to think, well, if we would need either capital money or financing or we would do this work as a renovation project over a much longer period of time. And in my opinion that doesn’t really work for serving the students of the separate school.

1:32:33 So all those things together led us to the point, point where we felt like it was probably a good decision to look more closely at the, the new build. So we also looked at just, you know, for round numbers. If we looked at the, the property appraisers website, the market Value of Gardendale properties listed as 6, 6.

1:32:53 6 million have not had an raised but gives you a rough order of magnitude on the value. As I mentioned, we have a construction manager ready to start. They have talked to all their subs and you know when we started down the path of hey, we’re going to pause this, please let us know the impacts they have held onto their subs, they’ve held their pricing and they’ve held their schedule so they can still meet opening day January of 2027.

1:33:13 I do have a letter from the contractor that basically says if we’re moving any farther out on the construction we can expect some cost escalation and their subs may choose other work because they basically have them kind of sort of under contract where they’re, they’ve committed to us. But if we’re uncertain about moving forward, their subs are probably going to start looking for other work. And so I just wanted to disclose that information that was provided to us about the impacts of waiting.

1:33:30 So and then finally as I said, I think we can fund the construction of the separate day school without financing. So our recommendation relative to the separate day school is to proceed. I think it really provides the best facility for the students and staff.

1:33:49 It’s not exactly cost neutral but it’s approaching cost neutral. We get a new facility versus a 60 year old facility and that’s a big one for me. We’ve been dealing with a lot of 60 year old facilities over the past couple of days and it’s not been as delightful as you might think.

1:34:06 And I think another piece is that with the new build we have 14 months of construction and we have a brand new facility. We open the door and get started with the renovation. And given the financing structure we would need for the renovations, this is a 4, 5, 6, 7, 8.

1:34:32 Like it’s going to take a while to get through all of that stuff because we have an occupied campus, we can’t just go in, fix it all, open the doors like we would with a new build. So that’s our recommendation after looking at that. And then I also wanted to give you the funding strategy side updated.

1:34:45 So on separate day school, as I mentioned, we have the opportunity to utilize the south area educational impact fees. The student distribution is about 60%, the cost distribution is going to be about 50%. So we want to stay under that threshold.

1:35:06 So we’re recommending the new impact fees in this quarter go to, excuse me, the separate day school function as well as two previous quarters. And this will give us enough Cash coupled with the new allocation of the north area impact fees to fund the project. So I feel like this is a good solution for a priority project to allow us to get going and not have to engage in financing.

1:35:31 However, let me show you what the impacts are. So on the Bayside project, as I said, we anticipate a December January board meeting. 20ish million.

1:35:58 We have $12 million in cash right now. We will take 4 of that in the real. And so we’re going to end up in a starting point today if all of this goes as planned with about 8 million, my suggestion is going to be probably a 10 to 15 million dollars line of credit.

1:36:22 However, our impact fee revenues in the south have been pretty reliably three and a half to four point something million every quarter. And so I think my opinion is if the impact fee revenues continue as predicted, the impact fee revenues will basically occur concurrently with the construction draws. So we’ll need the line.

1:36:50 We may not have to draw on the line similar to the process that we used for the middle school project. So it’ll be very similar to that. In talking with our financial advisor, he is clear that it’s likely that we’ll be charged a little bit more for a line of credit that we’re not going to have big draws because you know, it’s, it’s just they’ve had experience with us.

1:37:04 We got a, we got a great. So they know that we are trying not to use our line of credit and we’re going to be charged for the privilege of having the line of credit a little bit more than what we would, we would have been charged under the previous program. But it’s still a competitive process and he believes that there are banks that out there that will be participating in that competitive process.

1:37:37 So we’ll look at that when those come in and then, you know, I think as we move along and we acquire north area impact fees, there’s always an opportunity to, you know, move things around in the future and reallocate through our normal process with the impact fee Benefit District advisory committees, Sunrise. As I said, we’re still kind of trying to decide where we go with that. And some of this is developer driven and development driven.

1:38:01 So we’re going to give that process a little bit of time to play out. And if it’s not playing out, then we’re going to probably come back to you and recommend proceeding. But this is the area we will definitely need financing and a line of credit for whatever we do.

1:38:19 But one of the good things about where we are today is we will only be encumbering Bayside with the line of credit and we will be paying that off relatively quickly. So this will be its own financing project and we can make decisions on that as a standalone project at the time that we’re ready to make those decisions. So next steps we will be proceeding with the GMP for the new separate day school on November 18th is our plan.

1:38:45 And we’ll be issuing the invitation to negotiate for, for just the Bayside project for financing as a line of credit. So that’s kind of our plan. And sorry about the long explanation and jumping back between separate day school and project financing, but I really needed to give you sort of the big picture of the side issues that are associated with this decision.

1:39:13 So I’d be happy to take questions. All this work and I know it was cross functional because I knew Student Services wasn’t on it, finance wasn’t on it. So many different areas.

1:39:29 I, I appreciate the due diligence of the staff in looking at the option of staying at the current location. I do appreciate that and the opportunity that we could have been out there for cost savings. I will tell you honestly from my heart, this first public meeting was able to say that I have been strongly opposed to that option from the time that I heard of it because I was going back as a board.

1:39:42 The conversations that we had of trying to provide really for the first time that we’ve been able, the the best facilities and opportunities for the students who have the highest, highest levels of need. And we did the best we could and staff did amazing work and have continued to improve the facilities at Gardendale from the time it got dumped in our lap six weeks before the start of the school year. I think we did it the first time.

1:39:58 So kudos to all the staff. But for me I thought of a couple things. One, we wanted to provide better opportunities and opportunities for more students, which I know we could have done either way because there are so many students that we might not be serving because that facility is limited in capacity.

1:40:12 But the other thing was really what is most important in all real estate location. And I just can’t get past that there. The only thing that’s close to Merritt island, sorry, Mr. Trent, is merit Island.

1:40:25 And so I, I had already done the mapping from several locations. I’m like just from my house, it’s a 14 minute drive from, from Bayside High School, which is southeast from Heritage High School, which is southwest. 14, 15, 16 minute drive distance for those.

1:41:00 Whereas I did also just did really quickly from MIMS and from Titusville from a north end. It’s only a five minute difference from them, two minutes from MIMS from one location to the other. But from the south end where we are drawing quite a few students.

1:41:15 One of the problems that we had this conversation, I remember in the room over there was how, how long the kids were on the bus having to ride and the kind and they’re having to be strapped in. We’re providing them iPads so that they can be entertained. I mean it just.

1:41:26 That part of the process was just unacceptable for this board. And so while I so appreciate everybody’s desire to try to save money and maybe make it easier, I am glad that we got back around to the new build option because yes, it’s going to save us money, yes, be financed easier, but I truly believe we’ll be serving students better, more students as well with this new facility. I mean that’s why we went over to Orange county and did the, the tour of Magnolia, the Magnolia School and the other one I can’t remember the name of, this is the best option, I believe.

1:41:49 So I’m, I’m glad we’re getting around here. So you have my wholehearted support for the plan to do the financing this way that you have, you, you have presented and for us to continue on with the construction at the Kennedy site. From me, thank you.

1:41:54 All right. I have a feeling that’s going to be the theme. But John, I just wanted to support the fact of moving forward with the new, the, the new school.

1:42:07 I think that’s wise. As far as you know, I can tell you guys have done, worked extremely hard to minimize the amount of money that we might need to finance and the future trying to keep those, keep that down and that’s appreciated. And as far as the project at sunrise, I know that there’s a lot of moving parts of that and I think it’s very wise to just as you’re doing, let things rest and see how they shake out over the coming months.

1:42:47 So I just want to say thank you for everything you’re doing. That’s right. All right.

1:43:05 I will be the one to admit that at first I really loved the Gardendale option because I thought, well, if we can renovate something, that makes so much more sense. But I hear you. A 60 year old facility comes with a whole plethora of problems in its own right and in the bus.

1:43:16 The location of the property is troublesome and then the ability to be able to sell the property kind of gets us Back to a place where I feel like this is a better solution. So I don’t talk very much about my previous career prior to being here, but I worked with developmental disabilities, owning a home health agency for the better part of, of a decade and just really immediately recognized when I got on this board like this, we are not serving these students and these students have the highest needs and they are truly our most vulnerable kiddos and so really wanted to see what can we do to make a difference in these kids lives. And I’m just so stinking excited that this school is going to get off the ground and there’s going to be something there for them that, that they’re going to be able to really be proud of and love to attend.

1:43:28 I know that there was not a unanimous vote on those impact fees and, and what I would just say about that is that I, I appreciate the support that we got because this truly does serve the entire county. It’s not something that’s just serving the north end. Every student in Brevard county that would qualify to be in this, in this school will have access to this school.

1:43:33 So it’s going to be something that’s just truly amazing. So I am very, very much in favor of saying yay to two schools that this board will have built. Well, John, you weren’t here, but the, the middle school debt free.

1:43:45 So that’ll be another huge, huge success for us in Brevard County. So thank you. I’m so proud that we’re gonna put this together.

1:44:01 It is such a proud facility. Like we should all be honored that this is something that we’re putting in. That’s all.

1:44:07 And I’m so glad that you’re a part of it. That’s all. I know that that funding option, the way you did that, that Bernie Madoff Ponzi scheme looking thing, that actually, that actually made sense.

1:44:16 That actually made sense and looked really good. No, but it’s not, not at all. But the way that she came up with making sure that we do not take out debt at the maximum opportunity, I just can’t tell you how it’s really a nice thing to work with you, Sue.

1:44:25 That’s all. Thank you. Well, Sue, I will not use that same verbiage.

1:44:35 However, I did enjoy the opportunity. When I heard that you were going to be looking at the possible renovations of it, I thought it was, was great. It made sense.

1:44:44 Let’s see if it makes sense and, and you know, explore all our opportunities because you know the public’s going to want us to do that. And that’s. I’m glad we were able to do that.

1:44:59 And it, it absolutely did not make sense to renovate. So I appreciate that, Mrs. Campbell. Those times differences, depending on the time of the day, those would be tripled.

1:45:13 There is no easy way to get through Merit island certain times of the day. So it just makes complete sense. And I’m excited as these guys too.

1:45:18 And as far as your detail, you can have complete appreciation for seeing all those numbers up there. When you’re done with it, it makes complete sense to the ones that could never replicate that. And that’s us.

1:45:32 We could never do and put all that on there. And for it to make sense makes sense to us after you’ve done all the work in your teams. But we’re excited to be able to be a part of this again and being fiscally responsible.

1:45:38 So we’re excited about this. So thank you so much for all your effort. Dr. Rendell.

1:45:57 Yeah, I just have a couple of thank yous. One, I want to thank the board for committing to take care of some of our most vulnerable students. I mean, it’s been a couple years that we’ve been on this journey, but never wavered in trying to provide a top notch facility for these students.

1:46:09 And they haven’t had that for a long time and they deserve that. So I want to thank the board for that commitment. Definitely want to thank.

1:46:15 Thanks. Sue and her team for pausing and taking a look at another possibility, maybe to save money, that kind of thing. An exhaustive look at it to see that actually if there were any cost savings, it wouldn’t be worth it because we were not going to get a totally new facility that these kids need in the right location.

1:46:28 So. And then the third thank you is to the contractors that hung with us as we explored this other possibility. So thank you to them for sticking with us and we’ll get moving as soon as we can.

1:46:34 Thank you. Thank you. And I owe a lot of thanks to our student services team and my team.

1:46:42 Like, we. This really was a collaborative effort and we had everybody in the room working together and you know, we, we looked at this seriously and you know, how could we make it work and what it would take. And it was a true team effort.

1:46:48 So I appreciate the great team we have at BPS. Thank you. Awesome.

1:54:00 Mr. Chair. I didn’t know if we wanted to take a quick break before we start the last one. We do have one more, but nobody wants to.

1:54:05 It’s usually the ladies doing it. I’m good for five minutes. We’ll take a short.

1:54:16 Okay. Five minute recess. So, Mr. Susan.

1:54:31 Okay. Dr. Mondell, would you like to introduce our next speaker? Thank you, Mr. Chair. Sue Hand is back at the podium.

1:54:40 She’s going to link us to another presentation. And I’m just going to turn it over to Sue. I’m sorry that you’re stuck with me for your afternoon.

1:54:52 This one is going to be mostly about process. So we’re looking at building the surtax renewal plan. And I wanted to kind of go through with the board what we presented to the Citizens Citizens Oversight Committee meeting last week.

1:55:21 And we do have two members here. Our chair, Mr. Hoppingarten, and our secretary, Ms. Dennis are both here today. And so they’ve seen this presentation.

1:55:40 The ads to the presentation are what the IOC recommended. So they gave us some, like, really good advice on how we should develop the plan. And I’m excited to present that to you today.

1:55:56 And I’m going to go through all this foundational stuff that is probably going to lull you to sleep. But I wanted you to have all this information because it speaks to the decision making process about should we think about capital? Where does surtax come in? Where does impact fees go? Like, all these things are related. And I wanted to show those relationships and show you the statutes around how we can spend different pockets of money and all of that.

1:56:08 You have the framework of why we’re recommending what we’re recommending in terms of the development of the plan. So just to get started, building this plan is going to be an iterative process. There’s a lot of variables now, and as time goes on, the list just gets longer.

1:56:27 So we wanted to start with what are the things that we know. We have a pretty good idea of our construction assessments. What can we predict? Like, we’ve been tracking revenues, tracking costs, so we’ve got some good data.

1:57:01 And then thinking about, like, the sensitivity of decisions to changing conditions. And that’s really where the ICOC came in and gave us some, what I think is really good advice. And then also stakeholder engagement.

1:57:20 Like, you know, we in facilities have, you know, kind of even like a siloed approach. Right? Like, we want the buildings to be in good shape. But, you know, there are other things that are important to our schools and our community that we need to understand what those are so that we can consider that as we’re building our plan.

1:57:43 So we’ve been spending the last several months really trying to get our assessments squared away, looking at our building systems and what our Priorities should be for those building system renovations, trying to figure out what are the variables that might influence the decisions that we will be making. And then as I said, we met with the ICOC last week and presented more or less the same presentation and we’ll be giving this to you today. So when we introduce this to the icoc, we asked them for feedback on these topics.

1:58:05 And you know, there’s a lot of, a lot of things that you can, you can say. So for example, you know, we, we. I did very conservative revenue estimating and built a, you know, pretty conservative draft plan because I don’t want to outspend our money or out or make commitments that we can’t live up to.

1:58:20 And that strategy has worked really well for the past two surtax plans. We’ve had more resources than programmed projects, which has allowed us to really, really make impactful plan modifications. So when something goes awry in a building system, we have been able to work through the Citizens Oversight Committee and bring to the board, you see those regularly on your agenda.

1:58:41 You know, we have some resources we want to put towards typically building system projects and renewal of facilities that we haven’t been able to renew. That are things like our track renewal we had. Our high school tracks were in deplorable conditions and we were able to upgrade all our high school tracks by virtue of the sales tax.

1:58:41 Our classroom conditions really impactful classroom projects that we’ve been able to do. So we’ve been able to add projects as a result of a pretty conservative approach to revenue estimating. But that’s not the only way to do things.

1:58:49 Similarly, with cost estimating, our cost estimates in the 2020 plan, not surprisingly, were a little bit low. And we’ve looked at a 3% annual inflation rate, which is probably low going Forward through the 10 years of the plan. We could, we could do more, we could do less.

1:59:54 But you know, even just estimating our costs for a roof project is challenging because we’re never sure what the scope might, might be. So we have these 60 year old buildings and you say we’re going to do roof renewal. We can say, well, it’s X dollars a square foot kind of thing.

2:00:12 But you know, when you really get into it, well, we need the roof, well, we need the gutters and oh gosh, the downspouts go into the drainage system and oh my gosh, and you know, by the time you’re done, we are doing much more than what the original intent was. And so we really wanted to be cautious about how much of A commitment we were making in the plan relative to specific projects. And so the one that is highlighted is about the projects 10 years out.

2:00:58 So we have a 10 year plan and we started to look at planning a 10 year horizon. And when we looked at this relative to, you know, what do we do in the out years, like it’s hard to predict what we need next year, much less what we need in nine years in the future, I can tell you with certainty we’re going to need air conditioning and electrical and roofing. Like all the things we need today, we’re going to need 10 years from now.

2:01:19 Where that goes is a little bit up in the air. We can develop a 10 year specific plan. We drafted one like, I have some ideas, we have data, we put it all to paper and we showed the ICOC like this is what happens if you do it this way.

2:01:37 And they came back and said, you know, really you’re better off doing a shorter term plan and then annually adding a year of definitive projects because it will allow you to respond to changing priorities, respond to changing conditions, whether there’s a financial or the landscape of, you know, what our building footprints are. So we really thought that was a good recommendation and that’s, that’s the way we’re going to go. So the other pieces of this are things like we expanded the resolution to allow for new construction or allow for we tear down the 70 year old building and put up a new building.

2:01:58 But if you do that, it will really erodes the amount of resources available for the billing system. So for example, the middle school was about $55 million. The revenue from the predicted revenue from the sales tax on an annual basis that comes to facilities is somewhere in the magnitude of 45 to 55 million dollars.

2:02:13 So one school eats one year. If it’s a middle school, elementary goes a little farther, high school would be more than a year’s worth of revenue. But I do think having that in our resolution allows us to supplement other funding sources.

2:02:33 So for example, with our separate day school, if we were short a couple of million, we might have been able to say, okay, we’re going to use this source funds. 18 and then we can go through the ICOC and the board reallocation process and put a little bit of money towards it. So having that opportunity I think is really good.

2:02:51 But the plan that we will be developing does not have new facilities in it. So really wanted to get some feedback from the ICOC and the board. So that was the purpose of the introductory slide.

2:03:21 So I’m going to go through the rest of this pretty quickly. I think you all are relatively familiar with all of our different funding sources, but basically capital and surtax are the two big sources for facility renewal type work. And we do similar types of projects with both of those revenue sources.

2:03:39 What has happened in the past year is the relationship between capital and operating has evolved. So our capital revenues have been increasing because our property values have been increasing. That’s given us more latitude to do more projects.

2:04:01 However, the strain on our operating budget and the legislative framework has changed. That allows the use of our capital dollars to cover additional operating expenses in the terms of salaries for people who support assets that are funded by capital. So we went through this through the budget cycle and I would expect we’ll have another conversation around this in the next budget cycle.

2:04:15 But what this means for me in planning surtax is that I’m probably going to have less capital for capital projects on the capital side of things. So I want to cover building systems on the surtax side. So that’s why, why you will not.

2:04:34 Well, that’s one of the reasons you won’t see new project or new schools, new replacements, things like that in the draft plan that we’re working on. Because I’m worried about this going forward and I want to see that stabilize before we start making bigger decisions about how much capital we have to supplement what we’re doing with our surtax. So this is just a list of things that you can use capital capital for.

2:04:58 So this is the 1.5 mil property tax that comes in every year in about December. And so we can, we do our, all of our facility stuff.

2:05:15 We can do new construction, school buses, all the technology stuff. And then this is where we, we pay our debt service from capital. Also we use it for, you know, if we have environmental, health and safety issues, that’s an eligible expenditure under the statute.

2:05:30 And then the blue section is the salaries and benefits for employees whose job duties support activities so funded by the subsection. So that’s things like our maintenance team, which has always been allowed and then it’s been broadened to allow things like bus drivers or techs in educational technology that support computers and things like that. So that’s where it comes got broadened a little bit.

2:05:56 And then we have traditionally paid property insurance premiums out of this funding source as well. Now the sales tax is very, very similar, but a little bit different. The big difference is that you cannot use sales tax for operational expenditures.

2:06:19 So when we have a direct expense to A project, yes, that’s fine. But we can’t use this to pay for teachers features or maintenance, grounds maintenance, things like that. So it has to be a capital expenditure, cannot be an operating expenditure.

2:06:29 But generally speaking, the rest of this is pretty similar. Capital and surtax are shared with charter schools, and so that is a consideration as well that has affected our revenue stream. This is an excerpt from the resolution that was approved, approved by the school board regarding the sales tax renewal that was just accepted by the county commission to place this on the ballot.

2:07:00 And you can see we, we broadened the scope a little bit to allow for new construction and replacement of facilities. So I think that will be a helpful tool in the future as we move forward through the program. So the facilities funding, as I mentioned, sales tax dependent on the local economy expires in December.

2:07:33 Capital and millage dependent on property values. And then we share our capital and surtax and millage with charter schools. We’re at about 14%.

2:07:52 Capital is on a glide path that was created by the legislature, so it’s not quite at that level yet, but that’s about where it’s going. Just recalculated our charter share. It’s a little over 14, so it’s about 14.

2:08:13 1 ish. We’re validating those numbers now, but it’s creeping up slowly and the charter market has been impacted a bit by the scholarship landscape. So where that’s going is a big variable.

2:08:32 But our conservative estimate framework for the surtax revenue, I think will, will keep us, you know, making sure that we have enough revenue to cover our projects. So on the capital side of things, as I mentioned, there’s this little bit of push pull between capital and operating that will be going into our next and future budget cycles. But this kind of outlines, and I showed this to the ICOC to kind of give them the indication of this is how we spend our capital dollars.

2:08:45 And you know, off the top, we pay for our debt service. Our debt service continues through fiscal 32 as it is today, and then it reduces until fiscal 36. But after 32 and 36, this is going to free up some capacity for potentially new schools or for school replacements.

2:09:05 So this is where the surtax may come in as a supplemental funding source where we have, have capacity on this side of the house too. So that’s kind of the, the look of, of the distribution of capital monies. Facilities gets about $21 million for our maintenance staff.

2:09:21 That’s, that is our solid investment in keeping our, our facilities Maintained and then we get about 28-ish-million this year for projects. And these are all sorts of things that you see on your, your capital project list. And keep in mind, you know, we have 80 something facilities.

2:09:38 So this, this seems like a big number. It’s not that big a number if you start applying it to our schools. So looking forward, this is the revenue history for the sales tax.

2:10:02 And I included this slide to kind of show you the, the cadence of year to year increases in sales tax revenue. And you can see it by month, and you can see it by year. But right now we’re kind of running about 2 to 3% per year increase in sales tax revenue.

2:10:32 We had a huge jump between the COVID years and the coming out of COVID years. But that kind of has steadied now and we’ve kind of maintained in the 60 something million dollars a year. And this is gross revenue.

2:10:43 So this, you take 14% off the top when you get to the charter piece. So looking at 66 to 68 million annually charter shares about 14%. And then I did some revenue testing or scenario testing.

2:11:02 So I built a chart that looked at the surtax annual growth and you could put in some different numbers, looked at the charter annual growth, looked at our coffee, which is a subset of our enrollment number, and actually tested some scenarios with our coffee going down. That is a function of the state. The state actually gives us that number.

2:11:17 So we have a little bit of response to what the state provides, but we do not set that number. So I looked at a couple different scenarios, again, trying to be relatively conservative as to what’s our baseline for building a program. So, you know, I kind of used 45 million annually as just a round number, as a target for our team and for security and technology, used a round number of about 10 million.

2:11:39 So that’s where the revenue went to. Now when you see a specific program, you’ll see an annual program that has revenue targets. But this is, this is where we started.

2:11:57 So then we started to think about, okay, how are we going to spend this money? And there’s a lot of opportunity to do great things in our school district. And all of these categories have opportunities in them. And our team and others helped us out.

2:12:13 We, we just had a lot of data. So you know, we can kind of tell you who’s got the worst whatevers and who’s got the best whatevers. And we have a lot of, a lot of work that remains to be done.

2:12:26 And what’s interesting is, you know, our maintenance director was building kind of the longer term program. And he’s looking at, well, we’re going to start to replace the things that we did in 2015 as we’re starting to get towards the 15 year life cycle or the 20 year life cycle within the surtax three term. So we think, oh my gosh, we did a great investment in air conditioning.

2:12:34 Everything’s fine, everything is fine. But we still have to annually refresh those assets in some manner. So a lot of what we’re doing now, things like roofing, very, very deferred maintenance, we’re in really good shape with our air conditioning.

2:13:01 But I don’t want to minimize our investment in H Vac and then go back to where we were 10 years ago because nobody wants to be there. That was bad for us, bad for education. And so, you know, keeping up that regular investment in H Vac, we feel is pretty important.

2:13:33 But I show you this slide to show you. We have a lot of data and we use that data to try to build our refreshment program. So how do we do this? So we kind of looked at the big rocks first, right.

2:14:16 So looked at things like roofs and air conditioning. Like we want to make sure we’re dealing with those first. So they were kind of the top of, the top of the line.

2:14:35 We had some discussions about is intercom, security camera, security camera, camera, zt, like who’s, who’s got the ball on those things. And we’re still kind of working through, through all of this, looking at fence renewal both on the security side, the, and the athletic side probably through capital. So there’s, there’s lots of interwoven parts that went into developing this.

2:14:53 And then, you know, I, I have data on a lot of these things, but in terms of direction to our team when we’re building the plan, a lot of this stuff we’re assuming we’re going to fund with capital. So these are kind of the things that you typically see in your annual capital plan that come out of the, the committee on advocating for the, for the capital program. And then there’s a whole series of slides of things that are not in the surtax plan.

2:15:10 And I just want to make sure that you all hear this and give me some reflection back on this because I, I want to make sure that we’re developing a plan that is in alignment with the board’s direction. So we don’t have replacement of schools just yet, we don’t have new schools and we don’t have ancillary facilities. So we have especially in the athletics realm but also relative to things like auditoriums and I’m never sure what the plural of that word is but you know there are schools that don’t have an auditorium and there are schools that don’t have tracks and there are schools that don’t have the same level of concession stand and there’s.

2:15:28 So there’s a lot of things that if every school had everything, we could probably build the entire plan that includes just those things. So we haven’t funded ancillary facilities in here as of yet. Athletic support facilities.

2:15:39 As I mentioned, they’re not uniform across the district and we are not in this program making an attempt to make them uniform. We’ve typically been trying to do those like kind of one off little projects through the capital program. So you know you see press boxes and things like that in the capital.

2:16:29 On the capital side earlier talked about Gardendale. We’ve been in our exploring the consolidation of Cape View into Roosevelt as a single school. We haven’t had a decision on that and won’t until January.

2:16:53 And so the draft plan that you’ll see in November for the surtax will have some Cape View probably in year one to allow time to make that make that decision. So Cape Use and Roosevelt are still in the mix for things that are high priority. Based on our assessments.

2:17:14 We’ve closed the ALCs. So I do not have any investments planned at this time for Gardendale or the south alc. Riverview is an interesting case.

2:17:50 We have our own team is in there for maintenance and then we have some community users. I don’t have anything planned for the sales tax return renewal as of yet for Riverview but it’s getting to the point where it’s going to need like it’s going to need a roof or we’re going to need to decide we’re not going to use that facility as a district asset. Like that’s, that’s a decision that’s going to come up in the next couple of years and then certainly we have, we can do better with our transportation facilities and there’s general building systems in here but there’s not a build a new transportation transportation facility in, in the initial considerations for the the surtax plan long term talked about like rebuilding stone as a K8.

2:18:05 Thinking about other low enrollment schools. We’ve had some very, you know, just generic conversations around that. New schools in the Palm Bay area and cost share like there’s all these options out there there that we could use sales tax for and then you recently heard about the state legislation about Schools of Hope that may play into this in some manner.

2:18:31 The way the legislation, the Florida Administrative Code reads currently is if we have a School of Hope operator in our facility, their capital dollars basically stay with us. Just kind of the short version version of that. But at least on that side, that’s somewhat covered.

2:18:45 So when I got to this point of how I’m going to build this plan, it took a bit to kind of actually get to what do we do next? So here’s how we built it, right? We took revenue first, looked at the assessments, looked at, and I gave this to our team and said, here’s a rough distribution among renewal categories. Don’t include Gardendale South ALC or Riverview Cape View. Include, but not in year one, and prioritize those building systems, the critical ones and the potentially critical.

2:19:16 So basically things that we should be doing in the first three years, let’s do those in the next 10. Like just to make sure I set the stage appropriately, like we’re not Getting down to school 45, five on the list for the most part. So this is not reality.

2:19:36 This is what I gave to my team and said, all right, for H Vac, let’s pick about three to four projects a year, right? For roofing, we really need a big investment there. So, you know, let’s figure out 10 to 15 million dollars a year in roofing. And so I kind of gave them some parameters and they gave me back these, these are what we would recommend for our schools.

2:19:49 So here’s all the building systems that we, we looked at and they went through literally all of these doors and windows, kind of a big investment. And we’ve been chatting with security about doors and windows. Our security investment versus facilities.

2:20:00 We’re kind of in the facility camp at the moment, so we think we’re going to have a fairly big number on the doors and windows that helps us with air conditioning by improving the building envelope. And it also helps us with water damage that potentially occurs through some of our doors and windows that are 60 years old. So that in my mind is one of the more impactful investments for the surtax 3 is to get our building envelope tightened up.

2:20:29 We looked at classroom renewal and you know, doing an entire school is a 2 and a half to 4 ish million dollar project depending upon the school. But I got to tell you this, this to me is such an impactful investment. And I know I regularly send you all the photographs before and after.

2:20:45 I have some from Roy Allen Flooring that I’ll send you later today. But it just makes such a difference at the school. And so we got creative and like, let’s put some money here.

2:20:54 Parking and drainage is a, is a problem. Like if you drive to a school you will say we need more parking, we need to upgrade the parking lot and the drainage is terrible. Like it’s kind of the way it is.

2:21:23 So that we are covering a little bit that’s going to be more on the capital side, not a big investment. On the Surtex side side athletics, we’re covering playground renewal based on the condition assessment, grandstand renewal, there was a handful that needed a pretty big investment. And I would like to get this outdoor, particularly elementary hardcore renewal project done.

2:21:37 We’ve been trying to do this with capital. It takes a lot of money and we have a lot of schools that if you go to an elementary school and you go out to their basketball court, this is an area that we really need to improve. So I’ve got an investment there.

2:21:58 We’re also covering pools. I think I forgot to put that in there. So we’re, we’ve got four pools and we need to, we need to do some fairly major work at our pools.

2:22:20 We’d like to continue a 10 to 12 year painting cycle so every school gets repainted and the 10 to 12, 12 year cycle. So that’s kind of the, the framework of how we put money to projects, at least in our initial look. So the first round working draft that came out that we, we just showed it to the ICOC and said this is, you know, this is not ready for prime time, but this is how a first cut really looks.

2:22:40 So we’ve got a lot of roof projects, a lot of air conditioning, a lot of cabinets. You know, our plumbing is 50, 60 years old too. And we’re putting some investment there, but it’s not, it’s not huge.

2:23:13 We’re probably going to start doing some investigative work in terms of our sewer systems to try to get ahead of potential problems. So that’s probably going to be an area that might go up over time in the program. Big investment in doors and windows and we come up with about a 570 million dollar a year.

2:23:32 I’m sorry, 570 million dollar plan over 10 years, which is about 100 million dollars more than I think we have. So, so that’s where we started. And I do all that to kind of let you know that we have a lot of things that we can invest, invest money on that are impactful for our schools.

2:23:56 Like this is building systems, classrooms, basic athletics, and we’re not even touching it all. Like these are just the critical high priority needs over a 10 year period. And keep in mind that as those 10 years are going on, the things that are good in year one are starting to degrade in year ten.

2:24:28 So I wanted you to see this because you’re going to see in the, the program that we put together a lot of building systems, classrooms type of thing. So when we go from here to actually building a program, we can, we will have to move the schedule out. We can reduce some project categories, reduce some, some projects and you know, if there’s some other priorities the board would like us to look at, you know, good time to talk about those today so we can, can think about how we fit those within the financial framework.

2:24:55 And you know, frankly, I probably could estimate a little bit less conservatively on the revenue side too. So there’s some different options to get to the end. But I wanted to lay out all of this so that you all could be thinking about this as we start building the program and talking about it.

2:25:10 So, you know, if we have this, the situation as we have done with the Surtax one and two, where our revenues exceed our budgeted projects, we can use our funding for a lot of things. I know we’ve been talking about turf and turf renewal. That’s a good investment, especially at schools that are subject to overuse injuries of their grass.

2:25:25 We just cannot get the grass to grow because there’s a human on that grass 100% of the time. And then when we’ve added middle school and elementary sports, like there’s just more and more and more pressure on these fields. So this is a, probably a good investment and we may fund some with capital, may fund some with surtax, but you really want to take a hard look at that because that may be something that we need at certain schools just because we can’t maintain the fields.

2:25:43 And if we start having a, you know, a majority of schools with turf, then seems logical that that would be, you know, our philosophy. So, you know, that’s a conversation probably for another day, but it’s, it’s a big number that we need to decide where we’re going with, with that, with that number. I’m asking for some perspective from the board before I leave today.

2:26:05 Just so you know, as I’m starting to build the plan, if there’s some things specifically that you all would like us to. I’m, I promise you I’m about a minute from Finishing. Okay.

2:26:21 Okay. So this was the ICOC’s recommendation. And again, we are all on board and think this is a good approach where the ten year plan is too long and it’s not flexible and adaptable.

2:26:39 And we think a better approach is doing project specifics, three to five years. And then each year we would have an annualized process where we come to the ICOC and say, hey, you know, we’d like to add the sixth year. These are the projects in the sixth year.

2:27:00 And the ICOC will give us feedback and guidance and then we’ll bring that to the board. So we would incorporate an annual process that includes the Citizens Oversight Committee as well as the board to kind of add the sixth year of the program, so to speak, till we get through the tenure. And that is kind of a typical government capital programming process.

2:27:25 We have some ICOC members that are pretty well versed in capital project programming and they were pretty clear that that would be a better approach. And I agree. So that’s where we’re heading and I believe this is my last slide.

2:27:29 So just getting your feedback and then we’re going to work on developing a very specific plan. And we’ll come back to you in November with we’re going to do this chiller at this school and this year type of plan. So you will have an actual plan to look at in November.

2:27:40 Once the board has seen it, then we will bring it to the ICOC in December for them to kind of look at and then bring out to our internal and external stakeholders. So there’ll be kind of a, here’s the plan time frame. Once we get past the public hearing regarding Cape View and Roosevelt, we can make those decisions.

2:28:01 And then intention would be to have the final plan adopted by the board in February after final, final ICOC review. So I think that concludes my part. Russell has a few slides, but I think it’s probably a good idea to talk about the facility stuff and then I’ll turn it over to Russ.

2:28:10 I’ll chime in. Okay. Well, first of all, sue, thanks to you and your team as always.

2:28:15 You guys always do an awesome job. Thanks to the ICOC for all their work. To me, it’s like if this doesn’t pass, we are in deep, deep trouble.

2:28:21 Because we’re in trouble even if it does pass. Because with all this, this is just a lot of keeping the train on the tracks and keeping it rolling as far as new facilities or replacement. I mean, not have that in our future budget with a lot of aging, you know, aging buildings that just seems like we’re heading for a crash somewhere down the road and there’s just not enough money to go around.

2:28:43 So it’s none of our fault. It’s just the way it is, so. And if we have to go into debt for a new building, then we’re probably going to be drawing from that money to pay for it.

2:28:46 Right? The surtax to pay for it. So it’s a vicious circle. I just want, you know, just here complaining.

2:28:54 I don’t expect an answer, but it just seems like we’re. I wish we could. I don’t know what the.

2:28:59 How we could, with the money that’s available, come up with a plan to incorporate replacement of buildings, having some money on hand for a future, you know, a new school down the road. With the growth in Palm Bay, it’s almost inevitable, I would think, at some point, you know, either south or west. So to even talk about, you know, artificial fields is like.

2:29:16 To me, it’s like. It’s hard even going down that road. Obviously.

2:29:32 I think it’s from an athletic perspective. Having athletic fields would be a huge place plus for our students. A huge benefit to this, you know, to the.

2:29:41 To the facilities crew for less maintenance. But there’s a replacement cost on those, too. They don’t.

2:29:51 They’re not a one and done. So there’s just, you know, I appreciate the fact you prioritized everything the way that you have. I know it’s been an incredibly difficult job to move all these shells around, so I know that doesn’t give you much direction because I just think you’ve done a good job with what.

2:30:00 With how we, you know, where you’re allocating the money at this point. I don’t know how we could plan any better, to be honest with you, other than not, you know, not plan for some of the upgrades of the facilities or just keeping those. Keeping the facilities running.

2:30:16 If we’re gonna put money aside for a replacement of a school, you have to choose. So I don’t really. That was a lot of rambling for nothing.

2:30:34 But I appreciate all that you’ve done, and I wish we had some more money and let’s hope it passes. All right. All right.

2:30:55 Well, I’m just going to go with my notes from the beginning. I just had a few slides that I made notes on. I think that we’re next to the ones you put the exclamation point on.

2:31:11 You want our feedback as far as additional, as far as the new construction thought. I know. I appreciate if we continue on the plan similarly as what we have done with using it for renewal for facilities.

2:31:28 We always have those extra dollars. Because you are so conservative and estimating, which I very much appreciate that, you know, you take to the icoc, we have an extra million dollars that came in the last quarter over what we’re expected. And so icoc, we.

2:31:47 You approve and then board will you approve to use this money sometimes to add dollars to projects that now are more expensive. Or we could say started digging in there and realize, oh, we actually have to replace all the sewer lines in this project. We didn’t anticipate, but if we have extra funding over what you conservatively estimated or the interest, we also have the interest off of each sales or tax plan.

2:32:06 I would really like to see that that money go towards potentially helping us pay for these buildings so that the board can continue to stay out of debt and use things like line of credit. Line of credits have worked great for. Worked great for the new middle school.

2:32:21 We had a lot of impact fees built up. But as we’re drawing down those impact fees and we have less building a whole new school like a K8 is going to be quite expensive and impact fees just aren’t going to cut it. But if we could supplement that to help do the construction or reconstruction or where we can’t use impact fees like rebuilding zone.

2:32:26 So all the extra money that comes in, I would love to see that get used towards new construction or reconstruction, if that’s the right word. And the other thing is year over year, once we get settled, once we get through the glide path and we’re settled on the charter schools get their share of the capital. We get our shares.

2:32:30 Capital continues to grow every year as property values increase. Assuming they’re going to continue to increase, which is generally the case, we should have more capital money every year too, minus inflation. But I’m not going to talk about that.

2:32:37 I just wanted to comment on the auditorium thing and I thank you for putting it in there. I did. My view on that is that it shouldn’t just be thinking about people who don’t have them.

2:32:47 I have to. And it’s not just because my kids go there. I’m just going to be clear.

2:32:57 I think about mil. Hi. And the volume of use.

2:33:17 They have a teeny auditorium for one of the biggest high schools. So does Viera is very old. It gets used all the time.

2:33:26 It gets used for band, orchestra, choir. Choir plays summer programming. They do testing in there.

2:33:35 They do they. And they don’t just do like two plays a Year, they do like six plays a year. They’re constantly in use and it’s a really old facility.

2:33:47 And so you know, things. And I’m just, I’m just throwing them out as an example. But if we have schools, I think it needs to be based on the use, you know, making sure that, you know, if we’ve got schools who don’t have anywhere, but if we’ve got a school who they’re doing okay because they’re really close to a facility that they can use for an auditorium because some of them are really working.

2:34:00 You know, if you’re a middle school that’s parked next to a high school and you can use their auditorium, we don’t need to build you anything. Right. Because you have good use.

2:34:22 And our high schools are so good at sharing. I have to give props to Heritage who shares their auditoriums all the time. And Eau Gallie does too, all the time.

2:34:38 Just as examples, in the south half of the county, Oak Alley is hosting other schools programs all the time. And very much appreciate the way that they do that. But I just, I think it needs to be not just on making sure everybody has all the things because we can’t do that.

2:34:52 But how is your school using it? If you have large programs, then maybe you need to be prioritized in those needs. That’s my $0.02 on the auditorium thing.

2:35:03 Thank you for answering the question about the schools of Hope Hope, because I think we were just talking about that this afternoon. Why do they get capital dollars if they’re, if we’re having to color cover all their capital expenses? So thank you for clarifying that because that makes me feel a little better about that. And then as far as the plan, the planning goes, I totally am on board with a shorter plan.

2:35:17 I honestly would appreciate like a five year plan. We did a six year plan with the renewal in 2020 and to be honest, I use that with my principals all the time. And I think I’ve mentioned this before, but every time I go to a school that has a new principal and we’re talking about facilities, needs, I say, hey, dig up this old document.

2:35:20 I know it’s a little out of date because Covid happened in all the supply chain, but look at what year your school was supposed to be painted. And a lot of them don’t know that it’s out there. And so to have at least a five year plan, so they know, hey, we, we really could use more.

2:35:34 It’s not, not at the point of failure, but if I knew that My school’s going to get this in the next couple years. I could deal with it. So having a plan at least, I really appreciate it as a board member.

2:35:38 I know our principals appreciated it to say, okay, this year this is going to get done at my school, and this year this is going to get done at my school. So I think a five year plan is good and I love that you would be continuously adding on. So that’s it for me.

2:35:52 Thank you. Nice. That’s right.

2:36:07 All right. Absolutely. In favor of the five year plan as opposed to the ten year plan, I really cannot weigh in on new versus replacing because I think that’s just so specific to every situation that it’s hard to say, should we look at this versus the other.

2:36:19 There are times when each of them makes sense. Right. And we learned that today.

2:36:31 I personally would love to see more things, which I’ve talked to you about this, the competitive bid process. I would love to see more of that with construction. You’ve talked to me about, you know, some of the struggles there when it comes to project managers and the capacity that we have here.

2:36:44 But I think that that’s a way that we could potentially maximize those dollars and the usage there. But other than that, I mean, your team is doing an amazing amount of work and an amazing job. With the resources we have, there are endless opportunities to improve all types of facilities.

2:36:53 And so I think that’s just something that opportunities present themselves every single day. So I’m just grateful that you guys are looking at the big picture as a whole. But planning five years versus 10 makes it a little more obtainable.

2:37:19 And it’s in the near future and that someone can see the light at the end of the tunnel when five years is there versus 10 years, that seems like that’s just forever away. So thank you for all you’re doing. Thank you, Ms. Wright.

2:37:23 I. I’m also in favor of the five year plan. You know what I mean? The lurps and stuff like that from the school, from the state, long range plans are, are inconsistent with keeping those numbers low, not 10 years and stuff like that. So love that.

2:37:39 I know that came from you guys over at the IOC. Good job. I did want to say, Ms. Campbell, you are 100% right on the auditoriums.

2:37:46 I do know that it’s difficult for some. Like when I was at Space coast, say for instance, and they were talking about you only have this amount of money to build and you could possibly build an auditorium or you could build a locker room, a mini gym, all These things. They chose to go down the mini gym and then keep the small area that they have, which is like vieras and stuff like that.

2:37:53 And it limits that programs. It does. And it’s something that’s there.

2:38:02 I do know that they’re costly. Right. I think one auditorium is the equivalent of like eight athletic fields or like 8 million or something, isn’t it? What is the auditorium? What is it at? Depends on what you mean by auditorium.

2:38:13 Yeah, like, okay, satellite auditorium. How much is that? Yeah, I don’t know. I was trying to get out answering that question because I just don’t know.

2:38:19 But I. I think I would love to work with you. Yeah, please don’t say I was. I was thinking 8.

2:38:28 I believe when they built all those auditories back in the day, they were almost $20 million. I have in my head somewhere, don’t quote me. That’s about Right.

2:38:44 But I think, I think this is also a large conversation that we should be having with like our community partners and stuff because there’s not enough. Like, you go up to the north end. I love the Titusville Playhouse.

2:38:57 I love it. Right. But there’s opportunities and I think that we utilization of it.

2:39:04 And sue and I were talking about this yesterday in her office. Like we could do very well, but we shouldn’t be the only ones to have something like that. We should be able to share it with them.

2:39:13 So I’d love to work with you on. Sue and I put together a comprehensive plan for all of the athletic fields in the county and said, okay, like here for not only us, but for the TDC and everybody. And we talked about how to collaborate there.

2:39:18 I think we could also do something like that with the auditoriums and then actually start moving. Because like, you just saw, like I’m looking at this thing and I’m like, okay, if I was honestly thinking it was 8 million, I’m not lying to you. I was all excited.

2:39:28 I was like, well, I was like, we could actually work on it. No, it’s. It’s one auditoriums a year.

2:39:32 But, but we. But what I was getting at is I’d love to work with you on doing that. Like let’s engage our fine arts communities and stuff like that and put together a plan.

2:39:53 Plan that might do that. I don’t know if we’re going to raise 20 million. I’m so upset now because I really was thinking 8 million.

2:40:02 Now I’m thinking, all right. Anyways, the other thing I would like to suggest to the board is this in relation to the Athletic fields. I wanted to say, I do not like turf.

2:40:07 I don’t like it. I have never been a big fan of it. I am a grass guy.

2:40:14 The problem we have is that our athletic fields are in such poor condition that there are some schools that there’s no way that we can continue to go down the roads. We are. For instance, last year, o’, Galley, right, During their playoffs, the FHSAA called and said, there’s a good chance you’re not going to be able to host the game because your field is so bad.

2:40:22 Heritage High School, they were literally. They had to get a push mower to mow the grass because the rains were so bad. And.

2:40:28 What. Just so everybody understands. What do you mean, rains? When it rains out there, there, it won’t.

2:40:46 It will not dissipate from the field. It. It literally ruins the games, and then the field gets ruined, and it’s just horrible.

2:40:51 We had 27 fields. I think it was like, 15 years ago or something like that. Now we have 57 fields.

2:41:01 Our maintenance guys, there’s just no way. Like, there’s literally no way. I don’t know if you guys saw it.

2:41:11 When I was running for office, I was bragging about how we were expanding our elementary school sports, and one of the maintenance guys got on there and ripped me so bad. It was ridiculous, right? And what he did was he told me, you’re so wrong because you’re. You’re.

2:41:27 You know, you’re. You don’t know how bad the fields are. You have put your players in a bad place.

2:41:43 And I’ll be honest with you, like, beyond FHSA shutting it down, there’s questionableness to those fields, and it’s nobody’s fault. It’s not your fault. It’s not anybody’s fault.

2:41:50 It was my fault because I wanted to expand athletics and your guys’s fault because you decided to do it with me. So. But it went from nobody’s fault to all of our fault real quick, didn’t it? But.

2:41:55 But the thing is, is that what I would like to propose is this. There are a host of schools out there that are, like, drop zero, destroyed Eau Galley’s one. There’s a couple other ones I would like to, if it’s okay with you guys, see if sue can go back and put together a.

2:42:13 These schools definitely need to move forward with turf, like, without a deal, without a doubt. Ask even the ground maintenance guys, like, is there an opportunity? And then bring that back to us as possibly part of your plan. Only because I’ll be honest, you guys.

2:42:27 It is not going, it’s going to be only worse. We’re going to have kids getting hurt and all that stuff. And like I said, I’m not a huge fan of turf.

2:42:37 I, I’ll be honest. It’s the future. Everywhere we go, we go to Orange county, everybody’s got turf fields.

2:42:48 But I do think, like you were saying, Mr. Thomas, it’s, it’s, it’s not like you could just say we want all new turf fields. Right. But I do believe that there are some places in our county and that, that this could work maybe like three or four fields just to get them done so that we’re not dealing with that.

2:42:59 That’s all. Are you guys okay with something like that? So, Mr. Susan, on tonight’s agenda, we’re actually approving a job description for an athletic fields maintenance person. I think it might be good to get that person in place because that seems like that would be a big part of their job.

2:43:10 You had mentioned, though, that in November. I’ll be honest with you, I’ve spoke to not only athletic directors about this. Mr. Nolan, like a year ago, bothered him.

2:43:24 I stopped bothering him because I felt like I was. But anyways, the thing is that I think they have, inside of their cover, they have the idea of which fields we need. We don’t need that person to be there.

2:43:32 I do agree that we need that person, but I would like to recommend that we let her go back and look and see if there’s an opportunity to fill some of those. That’s all. Just a handful of them.

2:43:42 What do you think? As part of her plan, I got a baseball field going in Titusville and I’m okay with it. Looking at turf going, oh, my gosh. You are not saying that.

2:43:47 No, I, I, I think it’s just one of those things that my, my initial concern is, okay, how are you going to determine which ones? And then there’s going to be the whole, you know, I, I like the idea of turf. I would love to know what the cost comparison is in a turf field versus a sod field. A sod field has continual maintenance.

2:43:59 Turf field has less maintenance. There was some concerns in the past over some of the turf materials that were used. That’s been eliminated at this point.

2:44:22 I don’t think that’s, that’s a huge concern any longer. But I’m, I’m definitely, I said, let’s explore it and look and see. Yeah, Yeah.

2:44:46 I was just going to wait till it was time, my time to talk but yeah, absolutely. He was staring right at me. I’m sorry.

2:44:58 It’s like, oh, it’s good. Other than that, are you good? I’m good. But I just wanted to make sure that there was direction from the board for her to take a look at giving us some sort of a quasi we could do well.

2:45:30 Yeah, I kind of wanted to add to that on the turf. So that’s where I’ll start is just like with the auditorium projects is to look at the use of it, but same thing on the turf and for high schools and communities. I am a turf guy because I’ve been involved in communities where it really benefited the community as a whole.

2:45:46 You know, they just be able to open it up to the, you know, the youth soccer teams and the band was able to use it, you know, in my school the band couldn’t touch that but they had to perform there on school on, you know, game day. But when you’re not having to worry about the condition of the grass since Mr. Susan’s the grass guy, that we could use it at all times. So it’s a huge deal.

2:45:51 Just like having a really nice auditorium is a big deal. This isn’t just about football games. It’s about opening it up to our community and saying, you know, look, look what our tax dollars, look, look what we could do.

2:46:00 And I’m a huge one on that. But you look at that as far as what communities first off on the field use could use it and then how much use could the community get out of that? Maybe they don’t have the fields for the youth programs in the area, but they could use it on, you know, on the days that we’re not, you know, using it. But and then what Mr. Susan had mentioned, you know, create that list of priorities that way and you know, we don’t again be all for what is going to help the, you know, the big community first and then you know, obviously the schools.

2:46:12 So also the five year plan makes complete sense. You know, everybody can just, you know, see it, feel it, touch it a little bit more at a five year versus a ten, a ten year plan. But was that enough feedback? Yes, thank you.

2:46:30 That was actually perfect. I appreciate the insights. And we’ll be back in November.

2:46:47 I did want Russell to have an opportunity. Russell, where are you? Oh, There you are. Mr. Cheatham has a few slides on kind of the ET version of this.

2:46:54 Fortunately it’s a lot shorter, so. Mr. Cheatham. All right, see the mic for you and once again, thank you sue, for everything.

2:47:23 Good afternoon. So quickly I’ll go through the ET portion of the certax renewal. Similar to what sue deals with, we’re dealing with facilities that are 50, 60 years old, facilities that when they first start off didn’t even have technology running through them.

2:47:38 So naturally we have to update that technology from time to time to time. When it comes to the surtax renewal, we came up with two options. You know, we have five, 10 and 15 year plans, but typically with technology, after five years the plan kind of goes up in smoke anyways because technology is changing too fast.

2:47:54 So we offer two options. The first option, we call it structured cabling. Basically it’s network infrastructure.

2:48:10 Our schools, as they age, we have to go back in and rewire the entire school. We do that because everything that we use every day counts on that infrastructure, whether it’s cameras, intercoms, our laptops, H VAC systems, everything at this point is relying on our infrastructure these days. So option one for us was to redo 53 schools, rewire the schools, do the infrastructure for their schools.

2:48:20 Great work, work that needs to be done. But as you guys all know, we’ve made some great strides with modern classrooms as well. Found it very difficult to just do the rewiring without continuing the investment that the district has already made in those modern classrooms.

2:48:40 So our second option, do a couple less rewiring jobs, but do a lot more in the modern classroom realm, making sure that we are. Thank you. So yes.

2:49:05 So option two, option two just includes the seven year refresh cycle of our modern classrooms. Again, we made a big investment. I think I’ve heard from every board member as you visited schools, some of the amazing things that you’ve seen with the modern classrooms.

2:49:10 Just didn’t feel comfortable not touching that for a long period of time. We need to keep that going. I think it’s also a great, a great retention tool for our teachers, a great engagement tool for our students.

2:49:19 So we just felt we had to figure out a way to keep that going forward. So out of those two options, we were recommending that we do, yes, about 38 structured cabling schools, but also make sure that we continue to refresh and keep those modern classrooms there. And with that, my next couple of slides talk about some pros and cons.

2:49:30 The only difference is in one example we do about 50 schools. The second example, we do close to 40 schools, but we also do some modern classrooms. So happy to answer some questions, but that’s high level.

2:49:58 Boards in every single one of our classrooms. Like that is one of the Goals. I think that we should knock that off.

2:50:12 Where are we at on that process? Because I get asked that a lot of times when I go into schools. They want a Promethean board because they’ve seen them somewhere else. So where are we at in that process? So we’re still moving forward.

2:50:20 Last year we were able to do about 700 Promethean boards throughout the district. We’re a bit over 2,000 boards district wide. We got close to 48, I think 44,800 classrooms.

2:50:35 District wide, we are doing the Promethean boards, grades four and up, but we’re revisiting the, the lower grade levels as we finish every day we’re hearing stories about how it would be great to have a Promethean board here or there, even in our activity and our, even our CTE classes. Yeah, just some, some great examples of how that technology can be used. So again, felt, felt that this is something we just have to keep moving forward with.

2:50:45 So we had to find a way. So is option two, would that entail Promethium boards and would that finish out the rest of the classrooms or is that just completing our grades? It will, it will get us closer to all classrooms. Okay.

2:50:53 I can’t guarantee that it will. All right. I’m like, whatever we going to do to get us, you know, with the five year plan, the cost change so much, it’s very difficult.

2:51:01 Just on the back end of that, real quick, do all classrooms require it? Meaning do all subjects that are teaching. There may be some teachers that teach a certain subject that don’t really need a Promethean board. Or are we at the place where all of our teachers are engaging on them? I didn’t know.

2:51:07 I just was asking. I’d like to say it depends on the teacher. Already at this point, some of the classrooms I used, Dr. Window and I were talking about shop.

2:51:10 There was a shop class. He said if I had one of those, I could show everyone how to work on a car, do it the same way. I would have never thought of that, but.

2:51:16 So every day a teacher’s figuring out a new way to use this technology. And we love it. We just got to get the technology to them.

2:51:23 We are using millage funding for part of the modern classroom upgrades. Correct. Very small portion.

2:51:37 Okay. Very small. That part of that 4%.

2:51:57 That’s correct. So this would allow us to speed that up. This will allow us to keep moving forward.

2:52:06 Certex has always been kind of the bigger part of this project. So we’re just continuing to move forward. With it, with the structured cabling.

2:52:09 I know we do that every year. About how many schools are we doing with that? So it’s a rolling plan with structured cabling. When a school hits about 25 to 30 years of having cabling, that’s when we go back to re cable it.

2:52:18 Because again, technology is changing. At about the 25 year mark, even either the conditions of the school and the wiring and the wall kind of start getting a little bad. Or for instance, if you have wiring that can take five gigs of information coming through, but all the rest of the equipment’s trying to push through 10.

2:52:23 Our students are missing out on bandwidth that they could use. So we want to keep it up to date so we can get more technology to the students at a faster rate. Okay, this.

2:52:31 Oops, sorry. This option to. I think.

2:52:36 What is it? 38 is schools. So three to four schools per year over the 10 year that. This is over the 10 years, right? Correct.

2:52:45 Okay. So is that kind of what we’re doing now? The ballpark region? That’s what we’ve been doing. Yes.

2:52:51 And like I said, we have a rolling list. We know the time that every school was last done. So we just keep moving forward, keeping an eye on aging schools.

2:53:06 And awesome. On the beach side, they. The wires corrode a little faster just because of the conditions.

2:53:11 So we have to keep an eye on that too. I support Yalls recommendation. I think option two will be great.

2:53:17 Thank you. Great. Mr. Thomas, support option two.

2:53:26 And I just like to comment, you know, being new to visiting the schools over the past year and a half or so, I’ve been amazed at the technology. And it’s a tribute to you and your team because I agree the students and the teachers love it and I’m glad that we can keep on going with it. So I appreciate that.

2:53:34 Yeah. Mr. Susan, two’s good. I was trying to see what the difference in cost was.

2:53:40 I don’t think it’s the same. It’s the same cost. It’s just the difference in projects where we focused the dollars.

2:53:51 Yep. Yeah, same. I mean, Mr. Thomas said it’s great seeing those classrooms, those modern classes classrooms.

2:53:58 And you said fourth and on. But it’s really neat seeing the little kids in front of those as well. So.

2:54:02 Yeah, keeping up with technology is. I mean, you just gotta. I mean, we pulled out all your hair.

2:54:08 It’s a tough one. So it’s been a long day, but thank you again for that process. So I would say similar to facilities, you know, we’re.

2:54:10 We’re trying to spread it out as best we can, but we could always use more, so. All right, we got you. Dr. Ando, you want to add anything? Not.

2:54:21 Not here. Okay, great. All right.

2:54:28 With that board, do you have anything further to discuss? I think we do. I do. I know like we’re all jumping at the bit.

2:54:36 A couple things. Go. You go ahead, Ms. Campbell.

2:54:41 Just shortly I. We need to schedule a time to redo Mr. Gibbs evaluation. The longer we go. He is now operating still under the old evaluation until we fix it.

2:54:48 So I would request that the superintendent on a upcoming workshop whenever we can. Let’s go ahead and add that because the board. We’ve said for two years we’re going to do it now.

2:55:02 We need to just nail down a time and get that done. I think we actually already had the research from some other counties. If somebody can resend all that out.

2:55:20 That was sent to us last year. But let’s. Let’s go ahead and get on the calendar and get it done.

2:55:26 So Mr. Gibbs knows what he’s shooting for. I think that would be very helpful. All right.

2:55:36 It feels like it’s been forever since we’ve all been together, so. So much has happened in such a short amount of time. But want to kind of just talk about a couple things that took place in my district, and one of them was a huge shout out to thank you for Brevard County Sheriff’s office and their response.

2:55:55 So we had a situation at a school in Port St. John and it required all hands on deck. But really through this process, it was a bit of a learning process. And one of the things that came about that I think is very interesting is that when an individual is trespassed from a school or from a facility like, there’s nowhere that’s not published anywhere.

2:55:58 No one knows that. And I’ve heard from several parents that are going, hey, if we. We are your advocates, we want to look out for people.

2:56:09 If there’s somebody that’s not supposed to be there, we want to know who that is. And so I reached out to Mr. Gibbs about this and asked if he had any questions, question or any concerns really with this. But board.

2:56:23 What is an appetite for potentially putting out something to the parents, whether it’s in focus or whatnot, of. Of an individual who’s trespassed from a school so that if you see something, you say something. In the event that they should step foot back on campus, I would like to see some kind of initiative that would help with communication go out from our district.

2:56:36 I’ll try, man. All right, go ahead. Just, just.

2:56:53 Given my past experience in law enforcement, I would just say I would be guarded about the liability associated with that. They’re not convicted of a crime. They’re just trespassed.

2:57:11 So they’re not guilty of a crime until they go back on campus. And even then, they’re innocent until proven guilty. So I’ve certainly deferred to legal counsel’s advice, but that would be my concern.

2:57:23 And I hear that concern. I think it’s a valid concern. Because the first thing I thought was, hey, what about, like, you go to a store and somebody steals something and they plaster their photo up? And, you know, while I think that’s not the best maybe way to do things, it’s effective.

2:57:36 I think it lets everyone know, hey, this person has committed a crime in that case, or stole something. But again, just trying to figure out in an act of transparency and making sure that parents, again, can partner with the school district if there’s an individual, they haven’t committed a crime yet. But you’ve.

2:57:49 The school district has taken the initiative to say, we don’t want them on the property any longer. And if there’s other people, other sets of eyes that can see an individual that shouldn’t be there, I think it just helps. It helps us have more resources available and it’ll help our parents to know, hey, if you see this person say something kind of thing.

2:58:01 I guess when I actually thought what you were going to ask is if someone is trans, I just lost the word trespass. Thank you. Trespass from one school.

2:58:07 Can we just say you’re trespass from all schools? Seems like that would be an inter. And then we send out the communication, but just to the schools, the front office, staff. I. I have a similar concern to Mr. Thomas.

2:58:20 I mean, one of the things, you know, sometimes we have parents. Parents trespass who come in and just in the most generous way. I could say they’re having a bad day and I pitch a fit and it just goes too far.

2:58:31 And so they’re trespassed and they can only come on the school campus to pick your kid up. I mean, they’re still coming on campus, but, you know, if you’re going to act like that, then, you know, you’re. And you have other children to go to other schools or whatever.

2:58:35 But I don’t even know how long that lasts. I don’t know if that’s just for a year or if it’s for forever. Until it’s lifted.

2:58:43 Until it’s lifted until it’s lifted, which I guess they would have to request it to be lifted. So let me. I, I probably should have shared the backstory on this one, because this is kind of where this initiates from.

2:58:48 Right. So there was an individual who was trespassed from one of our school sites, and it’s an individual who has some mental health issues, no doubt about that. But very much in the neighborhood and around.

2:59:06 And. And this has been all over some social media. So at this point, none of this is a secret.

2:59:14 He abandoned a vehicle outside of one of our school sites. And then I’m sure at some point somebody looked him up and figured out he was trespassed. Well, I didn’t know he was.

2:59:25 No one knew he was trespassed except for law enforcement. We can’t see that, so to speak. Right.

2:59:36 But if our school staff knew that or if other people knew that, then I think it would just help with accountability. I know that a lot of parents have been very vocal about the fact that they would love, love, love to know, like, hey, if somebody’s not supposed to be on the campus, how are we supposed to know that? And they could just be there and we have no idea. And I’m like, well, that’s a valid question.

2:59:42 I don’t know who’s trespassed at school sites. And I’m sure none of you know who’s trespassed at school sites. There’s no kind of communication from, you know, on our end on that.

2:59:59 So which one of the reasons why we have our front office hardening, because we do on that side. I mean, it’s. And just to be.

3:00:02 To clarify for anybody who’s paying attention, this is not someone who is associated with our schools. This is not a parent who’s not even a parent. This is someone who is completely unrelated to our schools.

3:00:05 Right. But you do bring up a good question. And Dr. Dell, I know being a former principal could answer this.

3:00:15 Does the school staff know, you know, like administration, front office know who is trespassed that school? In every case that I’ve been involved in, everybody at the front office would know if a individual had been trespassed for that campus, Correct? Yeah, we. We would. We would know.

3:00:29 They know that. Yeah. Okay.

3:00:51 Yeah. And I just know that there. I know there’s Be no.

3:01:03 To my. In my limited legal knowledge that there would be no. No problem with any staff member, any agent of the school being aware of that there’s an active trespass warrant, but to put.

3:01:09 To put it out publicly, I think might Open itself to liability because you can be trespassed for so many different reasons. And I’d hate for the community to now think that they have to police the town. I don’t think.

3:01:32 I’m not looking at it necessarily as policing as more so as being an advocate to be able to help and see if there’s somebody else that’s there that shouldn’t be there. But if maybe not to the community, then maybe to the school staff, would it be fair to. To put that information out to the school staff in a way that everyone knows what’s going on? If I can speak real quick, I think what we’re dealing with is two different types.

3:01:38 I think you have the angry mom or dad who comes in and gets trespassed. Right. And then you literally have an individual like what you were dealing with up there at the school district that was at your school that was a little bit different than that.

3:01:48 I think that there’s. I believe it doesn’t hurt us to vet out and an idea. Right.

3:01:56 Just not to say no to it. And I understand what you’re saying, Mr. Thomas, but I think it behooves us to allow the idea to vet out. What I would say is that there is probably a way of saying individuals just like our cessor evaluations and others that reach this certain type, we should know are almost a mini threat to our schools in the event that they come on our campus and they are threatened.

3:02:01 Right. Who we talk to, all that stuff. I would love to have staff look at it, take a look at it and bring back a recommendation.

3:02:10 Because we all know we have kids inside the school. And if there’s a person that’s outside of our school that does. Acts like that, does those kind of things, I would want to know.

3:02:16 Absolutely. And I think that there might be a way that we can figure this out. But I don’t want to ever say no to somebody that comes up with a great idea.

3:02:24 And district wide makes complete sense. At least we, we should have knowledge of that. Yeah.

3:02:30 So that makes sense. That’s a fair concession. So, I mean, I, you know, the parents are obviously very vocal and advocating for the fact that they would have liked to have known this individual was out there.

3:02:39 And I’m like, I, I understand. I hear you 100%. But I think the more people that know then the more people that can help.

3:02:51 And I mean, listen, so when people get arrested, there’s a newspaper article that has their mug shots on. Right. You know what I mean? We’re so far this might not be.

3:02:58 This might not be in ours below arresting. Not in that case. Not in this case.

3:03:17 But. But there are some instances where that public records, I mean, you can look that up, right? Sheriff doesn’t put those people on his Facebook page. No, he doesn’t.

3:03:21 Just, it’s just an interesting dynamic because I’m like, this person has done something that’s so egregious that we said we do not want them on a school site anymore. They’re not safe to be on the school site. And if people are sending their children there, then it’s like, okay, well then I want to know who’s not allowed to be here.

3:03:26 Here. That way, you know, you gotta ask why? Why what? I don’t know what the parent would do. Well, see something, say something.

3:03:37 Make sure that the individual, if they were caught, you know, in violation of the trespass. One of the things I would love to see our judicial system do is to make some type of release condition that if they violate a trespass on a school, that they have to wear an ankle monitor till. If they fulfill whatever the term is of that punishment.

3:03:45 That way we can help keep track of them. Because I think that might help. But that’s again, that’s not our fight.

3:03:54 That’s somebody else’s fight to take up. So you’re right. Certainly doesn’t hurt to see what our options are if they are exactly right.

3:04:06 So, yeah, Mr. Susan makes sense. So you want Mr. Gibbs to put together something that’s legal for us. We’ll meet with Klein and everybody else and see if there’s a couple of ways to do that, you know.

3:04:11 And again, don’t give Gibbs the idea first. Let Gibbs go through what we come up with. Mr. Gibbs didn’t feel as though there was anything here that he was concerned about.

3:04:17 So. Okay, in that case, give us an idea of what it is. Never let the lawyer look at it first.

3:04:28 If you guys want a recommendation, I’ll issue you a recommendation. I was not overly concerned with. I think we discussed posting it at the front office so that the people coming in would be able to see who’s not allowed to be there.

3:04:34 I don’t have an issue with that. Right. See, I think she was going to go one further and put the photo up.

3:04:37 See, like the post office? Yeah, like the post office, exactly. I’ve been a part of churches who have. But they’re.

3:04:42 It’s not necessarily for public consumption, but they have it behind the, like the children’s check in desk. There’s a picture for the people who are working the check in desk. If you see these people, call this number.

3:04:53 Because we’ve had people come, you know, when you’re, when you’re taking care of kids. Oh, yes. Which we are.

3:05:01 And they’re in that situation. Situation. They’re even less secure than our.

3:05:08 There’s our schools. I mean this having a picture. But they’re not putting it up on the wall for everybody to see.

3:05:17 It’s for the people and for other students to see those so and so’s dad. That’s what that was my concern with posting a photo. I’ve been on some pictures, you know that, that part of it.

3:05:23 I, I. Because I would, I would venture to say that most of people who are trespassed from our schools are parents. Well, maybe they will not act. Of course, fool.

3:05:32 If they know that their picture is going to go up there too. Maybe they won’t act the way that we need to trespass. I think it probably works in the gas stations.

3:05:39 Listen, if they know their picture is going to go up, they’ll probably be more in line with acting appropriately. All right. All right.

3:05:45 And then. Sorry, go ahead. Are we going to talk about this? Is this, Are we going to continue the discussion? Another work session? I like this.

3:05:50 This is fun. Mr. Gibbs can bring us back something that he thinks will keep us out of trouble, but still help with the act of transparency and protecting our children. I think that would be a good solution.

3:05:56 Yeah. Just let me bring it up, doctor. It sounds like we’ll bring back some language probably at the next work session or the December work session.

3:06:17 That’s fine. Sounds good. So do we.

3:06:26 We want to discuss the. If the board wishes to spend a little bit of time on this. Yes.

3:06:44 I did provide each board member that I met with yesterday and. Sorry, Mr. Campbell, yesterday too. A copy in blue.

3:06:55 The blue copy is our proposed board meeting calendar dates for 2026. Lena developed this based on our current pattern of second and fourth Tuesday of the month, with some exceptions. For example, February, we meet the first Tuesday because it’s FTE survey week.

3:07:00 And then some other anomalies. And then I also gave you a copy of the proposed meeting dates for the county commission across the street. I believe they were voting on that today.

3:07:10 I don’t know if those are the dates they’ve approved or not or if they’re still meeting, but just to compare to see like how our dates line up versus how their dates line up. Typically we vote on this at the organizational meeting in November, but we don’t usually review it before we vote on it and so we make changes to it that night. We can do that.

3:07:22 You know, we can talk about it now or we can do it then. And Paul, we do have to submit our meeting dates to the state. By what I want to say, it’s like seven or 14 days after the org meeting.

3:07:27 So the org meeting is your one opportunity to do it. So we pretty much need to do it on November 18th. Okay.

3:07:53 Yes. You know, we. We talked about a time of maybe even going through maybe this and also all the committees that we might be part of or represent.

3:08:05 And I think that workshop might be a good one right before the board meeting on the 18th because we do. We do have it on the count because last year we didn’t. We did it with John because he was new.

3:08:13 We pulled him in and we did it ahead of time. Yeah, yeah. But we could do all that and then have this nailed down by.

3:08:30 You guys want to talk about this now? We can throw some things out now so we all know it. You know, I like it. So just as a reminder in our comments contract with the teachers union, we have that we will generally try to keep board meetings to the second and fourth Tuesdays of the month because they have told their principals in the contract it says that the principals try not to schedule things a board meeting night so the teachers can participation but also for consistency for the public.

3:08:41 I as much as we can keep the second and fourth Tuesdays, I prefer that January is always an exception because, you know, we only have one meeting a month. So February totally get March. The reason why it’s office.

3:08:46 It’s spring break, April’s fine. May I actually looked at that. I don’t see a reason why we can’t stick with the second and the fourth.

3:08:52 And I would prefer that because graduate 19th is the beginning of graduation week. And since we’re going to have something every single night potentially that week, I’d rather do it on the 26th, which I think is what we did this year was it was the. And school gets out on the 27th.

3:08:58 By the way. I would hope June we could have morning meetings like we usually do. I had a question on the July because sometimes in the July budget meeting this would be a Cindy question.

3:09:09 Probably. Okay. They wanted to do it on that Thursday.

3:09:13 They were good with the 28th. Based on what everything’s due. Yes.

3:09:21 Okay. So as long as they’re good with that because a lot of times we do it on the Thursday. August looks good.

3:09:34 We’re staying off the primary. September looks good. October, we moved that first one to the sixth for the same thing FT survey would.

3:09:43 But I don’t. I mean, we could go. We could keep the other one on the fourth, which would be the 27th, which is what we did this year.

3:09:56 We had the first Tuesday and last Tuesday. The December would be the other one. That I would suggest we change.

3:10:03 We usually only have one meeting in December. That week after Thanksgiving, which is December 1st, is always FSBA. And you know, you don’t want to do it then, especially when you have a new board member on air, potentially one, two or three.

3:10:11 So we could do it on. Just being honest. We could do it on the 8th and keep it on the 2nd, which is similar to what we usually do.

3:10:21 I think that’s what we have this year because this year we have it on the 9th. So in December I would suggest we just have one meeting and do it on the 8th, but definitely not on the FSBA week. So in May, were you talking about doing the 12th and the 26th? Yeah, the 12th and 26th.

3:10:28 Just keep it consistent. And then we’re not having graduation three nights a week plus a board meeting. Speaking of the.

3:10:36 The September one, do we have to have it on that Thursday? I know we. We’ve moved it to that. So again, that’s the budget timing.

3:10:38 And so I’ll check with Cindy, I’ll check with Paul if it can be moved to. To the Tuesday, then we’ll move it to the Tuesday and we’ll have an answer by. By the 18th, by November 18th.

3:10:48 But I think we originally put it there because there’s a certain date. Yeah, that we have. Yeah.

3:11:02 Oh, yeah, no, that made. That made sense. But anybody want to add anything? Mr. Chair.

3:11:09 Oh, go ahead, Good man. Go ahead. No, you go, man.

3:11:13 I’m supposed to go second wise. I’ve got three dates that I know will be a conflict for due to travel. February 3rd, June 9th and July 28th.

3:11:17 You mean you’re not going to be at Katie’s birthday? Is that what you’re trying to do is get away? I don’t know that we’re going to be. It’s going to be hard to work. What was it? The 3rd, February 3rd, June 9th and July 20th.

3:11:22 It was similar to this year. That’s pretty much a standard dates. I’m tied up.

3:11:31 I think I missed a couple of those same meetings this last year. Yeah. If it.

3:11:37 You said June 9th. Right. February 3rd, June 9th and July 28th.

3:11:44 So we do the 16th and only do one. Or. Or we just move that ninth to the second.

3:11:45 Oh, no, because you just moved the 26th up. Yeah, no, we don’t do that. But if we move it to the 16th, what we’d like to do is kind of what the county does is they have that block in there of no meetings.

3:11:54 Right? Yeah. Theoretically you could move the June meeting to the 16, 16th and only have one meeting. Yeah, but then we got to be in the.

3:12:01 Yeah, that’s a long time to go without a meeting. But then that means we only have. Well, then you’ve got all of July.

3:12:08 Oh, that’s good. With that. If we did the 16th and the.

3:12:15 If we did the 16th and the 30th, that still gives us four weeks. Or just the 16th and then we just get rid of the 23rd. You know what I mean? Yep.

3:12:21 And then you said February 3rd, because I think Ms. Katie has a. A conflict on that, too, so. Well, if we take it off of my.

3:12:30 Can you put it on. Take it off of Jean’s birthday. Mine’s the 24th, so I will happily celebrate 51 with you as long as you sing.

3:12:35 Mr. Susan, I. That’s right, because mine’s marked. Okay, so we’re all in there. February 3rd is FT survey week.

3:12:38 That’s why we put it on there. It has to be that week. I. I don’t want to try.

3:12:50 Oh, well, are you going to be here? I’ll be back later and I’ll be back on the fourth. I hate moving meetings off the Tuesdays. I know.

3:13:07 Just move it to the Thursday. We’ll miss you. I miss you.

3:13:16 I don’t care. I can move it to the Thursday. You want to do the Tuesdays.

3:13:19 Is that in contract language? No. Well, the contract language is that second, you try for schedule things on the second and fourth Tuesdays of the month so that teachers can participate. But just honestly consistently.

3:13:22 See, for the community and for my own brain, I prefer just, let’s do Tuesdays as often as we can until an exit for when we can’t. You really want to be here on your birthday? You know, there’s nowhere else you’d rather be. We’ll just try to make sure it’s a short meeting.

3:13:26 Yeah, we could do that. Chocolate cake? Yeah, we’ll have chocolate cake for sure. But we are talking about moving that 9th to the 16th so that John can get there.

3:13:31 That was a suggestion. That was a suggestion. I. I like it.

3:13:33 I personally like that. I like that. I’m fine with that.

3:13:35 That makes. I can get to Yellowstone there. Especially if we move the May meetings back because then it’s kind of three weeks.

3:13:39 Correct. It all helps. You said July 28th, correct? Yes.

3:13:44 Yep. I don’t know. I don’t want to move that to you.

3:13:46 That one’s attentive budget. No. Yeah, that’s got to.

3:13:49 That’s got to start. Stay. Okay.

3:13:53 I appreciate your all’s flexibility in moving the June date. That’s appreciate it. I’d like to.

3:14:05 Oh miss. Yeah, that makes sense. You guys have to go.

3:14:15 You have to go now. I have to wait. I hate waiting.

3:14:21 I am the most important. Whenever we meet I’m here. So I’m just.

3:14:24 But I don’t really have any crazy meeting requests like you know, I, I like the 1am 1pm but I’m not going to go there. Then you wanted the year round meetings, was it? Yeah, I would like. Oh wait, that’s a school modified calendar version.

3:14:35 I’d like. I’d like to make a suggestion to move to nine o’ clock on just on like the county does for all of them. That’s a little late, isn’t it? What’s that? Whoa, whoa.

3:14:47 At least, at least look at doing what the county does where there’s one at nine. One at. At in the evening.

3:15:02 We did that. I, I don’t, I don’t disagree with that. We did that.

3:15:09 I love that we did. But listen, not everyone works nine to five jobs and so some people work in the evenings and can’t come. And so I, it was a request from the homeschool.

3:15:22 Like I had a homeschool meeting and they had said if you guys had meetings during the day that we could come to and stuff. Like I said, we do have workshops but they don’t get a chance. But listen, they don’t get a chance to speak.

3:15:35 Individuals like that don’t get a chance to speak in our workshops because they’re not public speaking times. So having them go at least to 9 o’ clock during the day I think works and that I would like to make that suggestion. If you’re good with it, you’re good with it.

3:15:44 I don’t know that I’m good with all of them that way but I’m willing to meet you in the middle and do well. I think. It’s not what I thought you were talking about.

3:15:51 The ones I’d like to get all of them but if I can’t get that across I think that’s going to be well because then you really don’t give the opportunity for any of our employees to be able to come and speak if they’re working during the day. So statutory. We only have to have one meeting a month.

3:15:55 Having two is more than what a lot of school boards do around the state. But I think if you have one in the morning and one in the evening then you’re hitting everyone at that point like with the opportunity to be able to come and speak. People that are working nighttime, are we keeping them on the same day or we.

3:15:58 Yeah, so we just do like the first. Well that’s like of the month. We would do at 9am and then the second meeting would be at.

3:16:01 So in months that we have two meetings, right? Yeah. So we’ll put a pattern together if you want. With one morning meeting and one evening meeting meeting.

3:16:04 That’s it. With the morning meeting leading and then the other one. Because over the summer.

3:16:12 Correct. We did it two years ago. Yeah, we did.

3:16:15 I loved it. I loved it too. I just like to go to 9 o’.

3:16:19 Clock. I’ll come here on Monday nights and they can. So we’ll just make sure.

3:16:26 February 3rd it will be a 9:00am meeting. Thank you. Still chocolate cake.

3:16:33 Yeah. See, there you go. Chocolate crepes.

3:16:36 Just so you know. Happy birthday back there. They’re part of the decision too.

3:16:43 And then obviously summertime meetings are going to be 9am Correct. Teachers have the ability to come. Well, only the only one that you’re having.

3:16:46 Cuz if you. You’re getting rid of all of them in June except the one. So it’s just me and July 28th has to be in the evening.

3:16:51 Budget meeting. Has to be. June would actually be in the evening then.

3:16:52 No, June would be at 9am July 28th will be after. Why does the tentative budget have to be. It’s statutory.

3:16:56 You have to have it after 5:00’. Clock. Yeah, okay. Yeah, I can see. I. I see how we can do a pattern. So we’ll have it ready for the. There we go. All right. Wonderful. That sounds good. All right. Anything else, Board? No. If there’s no further business, this meeting is adjourned. Sam. It.