Speaker 1: Regular school board meeting February 25th, 2026. At to order at 5 32 if you would all please rise for the pledge of Allegiance. Steve, do you mind? Thank Speaker 2: You. Pledge allegiance to the flag of of the United States of America and to the republic for which it stands, one nation under God, indivisible with Liberty. Liberty and justice Draw. Speaker 1: And if you would please remain standing for just a moment of silence please. Alright, thank you. Alright, so we'll go
ahead onto the agenda. So we've got the approval of the February 25th, 2026 agenda. Are there any changes to the agenda? Okay, Speaker 3: Yes, there is a, well it's the consent agenda. Speaker 1: Okay, so we'll do, yeah, we'll do that one next. Separate. Yep, separate. So if there are no changes to the agenda, I would entertain a motion to approve the agenda as presented. Speaker 2: I make a motion to approve the agenda as presented. Speaker 1: Thank you. May I get a second? I'll second. Thank you.
Chance Sharon, may I get roll call please? Speaker 2: On full you aye Speaker 1: She is out. Oh I meant, Speaker 2: I'm sorry, Ohio. Speaker 3: Aye Speaker 2: Agenda. Aye. Objective. Speaker 1: Aye. Alright. Sharon, do we have any public audience? Speaker 2: No. Yes me. Speaker 1: Okay. Alright, we'll go ahead and move on to the consent agenda. May I get a motion to approve the February 11th, 2026 draft board minutes? Speaker 3: I have some updates. The see 1, 2, 3, 4
down approval for new course proposal for fine. Arch stage coach should be stage craft. Speaker 1: Okay. We'll go ahead and make those amendments here. This is just for the minutes from last meeting. You were just, you want it? You Speaker 2: Don't worry Megan. We're gonna get I up. I did. That's awesome. Speaker 1: We'll get to that one next May I, may I get a motion please to accept the February 11th, 2026 draft board minutes as presented please. I'll Speaker 4: Make a motion to accept the February 11th, 2026
draft board minutes. Speaker 1: Thank you. May I get a second? Speaker 3: I'll second. Speaker 1: Thank you Megan Chair. Megan roll call please Speaker 2: Will you? Aye. Aye. Speaker 3: Aye Speaker 2: Judge. Aye Speaker 1: Jen? Aye. Megan, did you have any changes to the consent agenda? I can't think of anything. Yes. Number four, if we could just amend the stage coach to stage craft. Perfect. Were there any others? No, I was so hyperfocused on it. Perfect.
Alright, may I get a motion to approve the consent agenda as amended please? I make a motion to approve the consent agenda as amended. Perfect. May I get a second? A second. Thank you Sharon. I get roll call please. All you. Aye Kyle. Aye. Jason. Aye. Aye. Alright, superintendent report, assistant superintendent report. Speaker 5: You betcha. So when we had our last board meeting, I believe it was Make a Wish week.
And due to Mr. Jenkins generous donation, Mr. Johnston did indeed wear a dress. And I just wanna say that Make A Wish week was incredible. With a total of 15,000 raised between our two high schools with the help and the support of our communities, it underscores that no matter what changes one, one thing that does stay the same is how meaningful it is to work towards a cause that's bigger than yourself. Little illustrative story. I walked in and of course I was at Rifle Middle School most previously and the kids ran up and said, Mrs.
Nipper, you have to put your money in our bucket. And I didn't really know what they were talking about, but then I saw that Rifle High School in Coal Ridge were standing next to each other selling pizza. And I said, I don't want any pizza but here's my donation. And they're like, no, no, that's Cole Ridge's bucket. You have to put it in ours. And so they were bantering back and forth as high school people do and I said, I have a solution. So I got out my wallet and I got out some more money and I put it in Cole Ridge's bucket and they kinda looked at me as kids do mostly I feel like they're thinking she's weird and that's how it was in middle school.
And so I said, you know it, I am so proud of all of you for the way that you have come together to make a difference for this 4-year-old. And that's what it's all about, right? And in typical teenage facia fashion, they said, eh, Speaker 1: Yeah, Speaker 5: Right. So anyway, our kids are capable of doing a lot of good and all of our schools are giving them opportunities to do meaningful work. Students at Rifle and Coleridge High Schools have also begun working with fourth graders to determine some career interest to build.
This year is what I'm calling second annual mini career fair. So thanks Jacob and stay tuned for more information. I wanted to share some anecdotal feedback we received from a couple of parents at DAK about CKLA. We were talking about it and here are three quotes. My child is not a strong reader and this has changed his life as a reader. My child is a strong reader and is an even stronger reader now. And a third one from a younger elementary parent, the vocabulary is blowing my mine and my husband's minds.
Our favorite recent one was when we were in a conversation and he said, what's our destination? So those are just little CKLI feedbacks. One thing to note this time of year is it is extremely challenging in terms of illness for staff and families. So I just wanna give a shout out, an extra shout out and measure of gratitude for our custodians, our health clerks, and our substitutes because they are critical to continuing operations during cold, flu and whatever other
germs may come season. And lastly, it seems impossible that it's nearly March and speed will pick up as we navigate CMAs and other assessments at the high school level. Followed by all the things in the month of May, powered by a spring break. First, Kirk and I attended the Coleridge and rifle basketball games Tuesday. I found myself studying the students, the crowd, the players, the little brothers and sisters running around. And I said to Kirk, schools are important gathering places in a community. So just really enjoyed that community experience.
There could have been other things going on under people's breath, depending on whether they were, their team was winning, but in general it was a fun community experience. So that's my report. Awesome, Speaker 1: Thank you very much Kirk. Speaker 6: Awesome. Well, my report since the last time we came together, really the last month has been focusing on budget as you all have gotten in in my weekly up up updates. But just wanted, wanted focus on the fact that we've really been looking at budget, been working
with our building principals, really around personnel. And so we've been having a lot of conversations with our, with our building level principals around staffing, staffing models, what that looks like. And so we've been having a lot of those conversations really around what our model looks like and how we best serve all of our students at, at both elementary, middle school and high school. And really appreciate the professionalism of all of our staff as we look at what that looks like and how we best serve our students.
As we know, as we continue to work through that process, it's, it's a difficult time, but we're not the only district that's looking at personnel and staff. We're seeing it all across our state. And I think many of you have seen it that it's, it's hitting the, the news on the front range. And so we continue to work with how do we deal with personnel And I think the way that we as a district are dealing with it through attrition and trying to keep both our focus on achievement and students and really keeping our staff in employed
and people in the positions there are, they are is really our focus to do that. And then really working with attrition as one of our strategies is really our main focus. And so we, we continue to do that. One of the things that I wanna remind the board is that tomorrow night we are meeting here at six o'clock with our group that's looking at the future of Garfield RE two. And so we're continuing to have those conversations about what we can do around finances and and direction.
And so if anyone is interested, we encourage all to come join us. This will be the third meeting that we've had in this series. And so we encourage all to come join us. And then also as part of my board report, I am going to include our DAC report and our DAC representative. So Janelle, if you don't mind coming up and I'll have her talk about what we talked about in DAC this month. Speaker 7: Hello. Hi Janelle. So in DAC we start with the bright spots,
which is a great way to begin all of our meetings. And I feel like some of these are gonna, I just heard that you're gonna say I just heard that. So Graham hosted their cereal drive and finished that off with a huge domino effect of cereal boxes through the hallway. Not once but twice. So that was a bright spot at that time because our DAC meeting was on the 17th. They were looking forward to the daddy daughter dance that brings the community together with that. And we know that was a, a big success at this point.
Coleridge and rifles raising of that $15,000 for Make-A-Wish was amazing and all the, the pieces and parts of that went into that. And then the other bright spot was the discussion around the bathroom passes at Cole Ridge and how they're using their Chromebooks to mitigate maybe some of the problems vaping and things like that that can happen when kids were using the restroom. And that seems to be a great success as well. So great bright spots to start everything with. Then we went into, you know, those heavier topics.
So first was the achievement data. We know that the overall UIPs were created around our ELD students and our special ed students and both math and ELA. And all of the information that was given by Kirk gave like the work that our teachers and our students are putting in is amazing. And those percentages are way above where we wanted to be mid time. So with that in mind, the finish line looks very bright.
So it was great to hear those, those stats. Financial outlook on the other hand, thanks to our lovely state and not knowing how to budget very well is looking a bit dismal and with that looking to be more frugal with the financing and those attritions that are happening. And there was an update on all of that with some luck maybe we'll see some money. But that's always the hope. Student wellness, that other piece of the coin with our students from academics is making sure
they're being taken care of. Well our discussion this last time was around a very sensitive topic of, of sexual abuse and human trafficking and the awareness of those items and really talking about parent buy-in and parent help with that as well as coming up with the education for the educators to stay within those really narrow guidelines and what that might look like. Jenny Nipa brought us information from the safety committee around that and the student wellness around that. So that's something that we're looking for more information
as it comes down the pike. And then we finished up with security policies. One of our DAC members has affiliations in Minnesota through her, her work. And so she had brought that along and Kirk and Jenny were very accommodating in providing a flow chart that shows when law enforcement is involved in anything within our buildings and how that works and the importance of relief following those warrants and making sure that they're a true warrant and how that would fall on our legal department
and the superintendent to help us out with. So really cleared that up and gave very, you know, brilliant guidelines as to what we're doing. And in speaking with other districts around the area, they don't have a plan as black and white as what ours are. So we are ahead of the game on this, which is amazing because in the past I feel like we were catching up, but I think in this, in this instance, we were really ahead of the game. So I'd like to finish up
before questions in inviting everyone to the next deck meeting. It was commented that at one point we always had somebody there, so please feel free to attend March 17th at Highland and we start at five 30. Speaker 1: Ooh St. Patty's Day. Speaker 8: It's a great group. Speaker 1: It is. Speaker 7: So any questions? Speaker 9: It's at Highlands. Speaker 7: It's at Highland. Yep. Speaker 9: No, I'm good. Speaker 4: I was just going over the financial discussion and seems like a pretty lively conversation, right? Speaker 7: Always is, right? Always, always is. That's
Speaker 8: Good. That's Speaker 9: A good, thank Speaker 1: You. Thank you very much. Thank you Kirk, did you have anything else to add to your superintendent report? That's all I had. Alright, thank you. Alright, onto board reports and requests and then committee reports is next on the agenda. Are you guys okay if we combine those two? 'cause they usually work together anyway. Speaker 9: Yeah. Do we need, Speaker 1: Do we need to, do we need to amend, Speaker 4: Amend the agenda. Okay. Speaker 1: Alright, so board reports and requests and we'll throw in some committee reports.
Steve, do you have anything? Speaker 9: We didn't have any financial meetings or anything since last and then Yeah, I mean personally I, I've been out of out doing, I volunteer a year to go out and bring a bunch of 30 high school kids out to the desert. So we did that, bought some rain and all that. So it's good stuff from a Jeff Jeffco school, bear Creek, they were the cool senior field study. So the second half of the year for seniors, they spend two weeks in the desert. They spend two weeks on a farm, two weeks on a job training
and just kind of, there's an urban experience and a rural experience and all the things. So it's a pretty wonderful program that I'm proud to stay involved with after all these years. But beyond that, I made, I was a popcorn guy at E'S fundraiser event and realized that I'm overestimated me of my popcorn guy ability. There were some wonderful moms that were able to help me out. And then beyond that, I think it's good. I appreciate, I know there's been some difficult conversations had and the last few weeks I appreciate
the work that's been done there. I know those are not great fun for anybody involved, but, you know, I think that's one of the reasons that I came on and is, you know, there's a lot of people in the district that are wonderful and our kids benefit from their hugs and love. And then at the end of the day, we have to deal with money and we have to balance a budget and we have to make hard decisions. So thank you for your operations standpoint and posting on that thing, that side of things.
So that's it for me. I was excited to see what's going on in the district, so I'm very proud. So thank you. Thank you Steve. Megan, Speaker 3: I was not able to make the safety committee meeting on the 17th. I had a prior engagement, but I did kind of review the notes. So from, from the minutes, ECE had some concerns about best practice regarding EVA reunification and just really what that looks like. And I, it sounds like based on the notes, they were kind of ironed out and, and really on, on track.
No concerns for safety. It was reported that the cameras were, were finished about 98% complete as of two weeks ago. And that we're just waiting on the license plate readers, which will be installed over spring break. There was some, some question and concern and looks like there's some follow up that's still needed. But there, the license plate reader can flag license plates specifically, and that's how they work. But that's how they work in general. But you would be able to enter in, or if a license plate is entered into the system, let's say in relation to a restraining order,
a parent is restrained from a kid who's at school, that license plate could be added to the system. And as soon as that, that plate crosses onto the property, it's flagged and law enforcement's notified, which makes my my heart extremely happy. I get all kinds of excited about that. Let's see. Oh, oh, they were, were very appreciative and, and wanted to pass on their thanks to the board. They were, they were very happy about the funding, super excited to get the pro or the program rolled out and, and just very grateful for, for the opportunity.
Apparently Wamsley had two accidental lockdowns, one after another one morning in which they discovered maybe some, some things that they could do to, to make the process run a little bit more smoothly. I said specifically as the alarm is going off lights and sirens at the school, parents are still like dropping their kids off in the, in the drop off line. Like get out, go get out, go. So they discussed that there was probably a need for some parent training to, to kind of talk about,
thankfully there was, there was not an an issue or a real incident, but some parent training where we could help parents to understand their, their role and responsibility so that we all have a, a part in that smooth and safe transition for all the kiddos. The, and, and then unfortunately, I was really looking forward to the FBI's presentation on the swatting and bomb threats and lessons learned that was supposed to take place on the 20th and then that was canceled because the FBI had an emergency. I, I feel like that was uncalled for, but I, I'm,
but they, I think that'll, that'll be rescheduled. I had the opportunity to attend the one door monthly community luncheon and tour one door and just, just floored with Amanda and how really where she's got her fingers. It's, it's, it's an everything and she does such a phenomenal job. So I, I went for lunch and I stayed for hours until it was kind of like, she was like, you need to leave, you need to go. But I really encourage she, they do those monthly. I really encourage anybody that hasn't made it
to one either at all or recently go, it's a great opportunity to also speak with other community providers and the kids. I, I was so impressed how Amanda took me around to each of the classrooms and I was able to, to meet the students that were there. They stood up, they looked me in the eye, they shook my hand, they engaged me in conversation, which I was like, this is amazing, because that, that doesn't always, that doesn't happen often with that age group. So she's, she's doing, her and her staff are doing an amazing and amazing job.
I think the last thing that I've got is, if you guys didn't receive the email, CMC is doing a meet and greet with their trustees on the fourth eight 30 to nine 30 RSVP is required, but I am gonna attend that as well. Speaker 10: Yes. Okay, Speaker 4: Jay, well I just wanted to bring attention to your attire. Yes, yes, yes. I'm two and oh on all of our athletic bets. So teeing off
what you mentioned earlier, Jenny, about schools being kind of a, a community cornerstone, right? And it, it, it, I don't think there was any greater example of that than the Thursday. And I'm gonna go back to the original rifle game, the Thursday night game between Cole Ridge and Rifle with the Make-A-Wish. That was, that was cool. That was really neat to be a part of, even though I got a lot of flack from my constituents for donating to the rifle side. Speaker 1: Well, you know, that, that game you did, you know, donate
to the winning side. Yeah, Speaker 4: I guess I have a nose Speaker 1: For the winner, Speaker 4: But it was, and one thing that I said in my, my column that I sent Theresa, it's just a, whether it be four H or schools or sports, it, it amazes me how much community gets behind their kids. It's, I mean, it's so apparent you go to anything with that that involves children and it is packed little league baseball, soccer and, and it, it's really cool to be a part of a community that, that puts kids at the center. That being said, thank you Kirk,
about your superintendent report. Budget conversations aren't fun. They're not that appealing and they're not really the most entertaining. Thank you for doing all that, Jenny. Thanks for all your work you do from student wellness and the work with Dak. And that was Jen. Where is she still here, Janelle? Speaker 1: No, she, she snuck out. Speaker 4: I will make a DAK meeting, I promise one of these days. The community meeting tomorrow night. I really would like to, I, I want to try to get here tomorrow night. I'd really just like to hear what the community has to say and just kind of be a fly on the wall
and see kinda what they're thinking. And then that's about it. I mean, we haven't had as capital meet capital projects meeting, actually that's kind of not really capital projects, but we did, I did meet with John and Jason and Kirk and just discuss like future plans possibilities. And that's always interesting to see kind of what our capabilities may be, especially with the financial forecast, the state, it seems like every day I read a article that
as we know the fund, the intertwined funding streams and public education, there's so many different, what, what's the word Jason uses the different funding streams. He has a word for it, but commingled funding, is that the one? Well, how they, how the state can say where's Speaker 1: He's back in the back if you wanna ask him. Jason wants sake. I have jogged Mike. Oh, it wouldn't be co-mingled. No. Okay, Speaker 4: So Speaker 1: He's just gonna shout it out here in a minute. Well, Speaker 4: How the state, and, and it's really important that I've had this conversation
with our cons, my constituents a lot, is that the state can take funding away from us and still claim they're not taking funding away from us and technically be correct, you know, when they're talking in terms of per pupil funding. But as we see in like this case of the specific ownership tax, there's other, I guess taxes and, and, and benefits that we get that they're, they're, they're reaching for to close any loops. And that's gonna be an, that's gonna be really important for us, I think in, in the next eight, nine months to really make sure we get a handle on that
with our, with our community. So they, that they're, they understand that almost as well as we do. Sadly, it's taken me two years to get the handle on the finances that I have now. And it's rudimentary at best. It's, it's gonna be an interesting conversation here in the future and wanted to talk about your at Wamsley that the, it's interesting that they had two, you know, false alarms. Thank, thankfully they're false alarms. But then parents, I think, I think it goes to show that complacency truly is key, right? Like they just get in their own the world. They're just dropping kids off.
They might be on the phone, they might, you know, they, they go into work, but it is just really important that that doesn't happen and people just pay attention. If there's lights and sirens going off, let's make sure we don't, we we, we find out what's going on. So that, thank you for taking care of that. And that's all I have for a board report. I'm excited for spring sports. Speaker 1: Okay. Speaker 4: Maybe another bet, Speaker 1: Maybe, maybe I, I think baseball is also coming up next, but we'll see. I'll take that bet, right? I will. I won't yet. So again, just to
piggyback off of what Chance said, as you can see my, my Coleridge sweatshirt today, I will actually wear this proudly even though Rifle lost. And, and the reason is, is because the last last night's game and then the, the Thursday game for the Makea wish, it was just so much fun to see how well the students played, how well both schools came together. And of course there was that rivalry where they were going back and forth, but especially at halftime at the boys varsity, to be able to have both schools and both student councils come out and again, recognize their top donors chance being one
for rifle, throwing that out there again. But it was, it was, it, it was a lot of fun. And, and the events that went on at all the school, at both schools that week too, from the, the Pieing and the Sliming at Rifle High School to the different, the hair dying and stuff at Coleridge, that was definitely a lot of fun. And, and again, just the amount of money that these students and the community have have given to this, this family is just amazing. And it's, it's very evident like Chance said
that our communities will get behind our students 100% all of the time. And that is very evident, especially when you go to a sporting event. And last night, Coleridge, I don't think one that there was a seat in the house and I don't think there was really anybody sitting at all. So it was definitely, definitely fun to see and it was fun to see both student sections at the opposing schools be so full and as big as they were. But it, it's not just about basketball this time of year either. We also had some wrestling athletes make it
to state from both schools, which is pretty awesome. And they did amazing. So that is very, very awesome. We also had the play this last weekend at Rifle High School as well. I am excited for spring sports track and baseball are coming up. So those are, those are always fun. And, and again, to chime off of, of Janelle, I'm excited to get to the next staff meeting. Sometimes things get busy, but be excited to see, and I can't thank you guys enough for the role that you guys have had in the leadership in this district
and having those hard conversations and having those fun conversations at the same time and being able to do it and still maintain the respect and the level of decorum that you have. So, and fun with finance I'm sure will be fun the next time around and I'm excited to see what, what comes next. So that's all I have. And then onto advocacy. I I didn't have anything. Kirk do you have anything? I mean, Speaker 6: Just, just a couple updates. I mean the, the, the legislative season is in full force.
What's interesting is this is called kind of the culling season right now. So they're killing lots and lots of bills in committee right now. I think probably what's most interesting for the board that's already been mentioned is that the, the SOT tax, which is the tax that we receive on cars and boats that direct, that flows directly to the school district and other entities actually has never come up as a way that the state could take that money and funnel it away from schools came up
through the JBC. And so that's come up as one of the ways to cut schools and balance the state budget. So that's been a very kind of interesting component. We've been, I think lots of both the, the, the lobbyists for school boards and its school administrators have been pushing really hard on that. I think we believe that that probably may die. The problem is, is that they are going to have to get the money somewhere. And so what we're hearing now is that what used to be called the the the BS factor
or the, the, the state, the Speaker 1: Budget Speaker 6: Stabilization, the budget stabilization factor, it looks like it may now come back. So instead of hiding it in the SOT tax, they'll make it real apparent, but there, it's not that it's going to go away. So they're going to find, which for our district will probably be somewhere in the range of about a million dollars. I think what the district needs to pay attention to is really all of this is gonna be dependent on the March 19th forecast.
And so I think that forecast is really what's gonna be dependent for us on a district that comes out. And so the financial forecast that comes out on that date right now, it looks like that the state's gonna be an extra billion dollar short than what they were predicting. And so that's going to be really what is gonna be kind of a factor that we've gotta look at Speaker 1: A billion dollars on top of what they were predicting. Speaker 6: We should expect a total shortfall of a billion dollars more Speaker 1: Ouch more Speaker 6: Is what, what I got today Is
that we were told so more over, over what they were predicting in November. So things, things are not looking rosy at the state as And so at the, at the state house level, those are big ones. I think we're monitoring quite a few bills. But as I said, really kind of this is where most things are in committee and doing it. So there's nothing for, to really report to you all to bring to attention that any action that as a board or individually to do. I do know that there is some things looking at November
that might be coming up if they move forward as far as resolutions. There may be something on the November ballot brought forward, but we'll, we'll bring that up if, if it moves forward or if you're interested in, in doing that, we'll bring it, we'll bring it forward for yeah, greater conversations, but that's what I have as far as as legislative updates. But March 19th, that's really gonna be a pivotal day Hmm. For school finance this year. Speaker 1: Ouch. I can't wait. Yeah. And wow, well
on that, that, that dismal note, we'll we'll move on to our discussion I items, so we do have will it's top tower and Watson presentation, which is our benefits. So come on down here Speaker 4: We go from budget deficit to insure. Speaker 1: Yeah. Wow, this is, and the room is silent. Speaker 4: She's gonna come up and say no, we, we found a couple extra billion dollars. Yeah, we're not gonna raise your premiums Speaker 1: This year. That's exactly right. Speaker 11: Well, not not Speaker 1: Oh unfortunately,
Speaker 11: But well hi everyone, thank you for having me. My name is Emma, for those of you who don't know me, I, I know I see some familiar faces in the room and you all have the presentation printed correct in front of you. Alright, so yeah, I'll be walking through the CBT rate renewal kind of state of the, the medical industry right now to just give you a little bit of background there. I do have some other added components that I'll go through, including a historical look back on R re two specific
rate increases over the years and what plans you've offered over the years to kind of give you that bigger picture outlook. So I will go ahead and get into it. So with current state of affairs as a quick reminder Oh thank you. As a quick reminder, we have CEBT as your current carrier for all of the benefits. So CEBT stands for the Colorado Employer Benefit Trust. It is a non-profit, self-funded trust for public entities within the state of Colorado. So you have to be a public sector employer in order
to join CEBT. And currently it has grown to over 450 employer groups that all participate within CEBT and about 37,000 employees independents that are covered on the plan. So the CEBT plan is what offers the medical, dental, vision and life policies to all the groups in the trust. And then they've hired WTW who I work for and represent to be the broker or the administrator for the benefits through the trust. So we kind of handle all of the behind the scenes and all of the day-to-day administration,
but the whole concept of, of CEBT is joining together, pooling together risk with a bunch of other employer groups and kind of having that power in numbers, that economy of scales and spreading that risk of adverse claims over a really large base of members. So that's always been the concept of CEBT kind of sharing and spreading that risk with other groups. We'll walk through your renewal and how that actually helps to lower you into a different rate increase bracket than you would've been otherwise due to sharing that claims risk with other groups in the pool.
And, and last but not least, financially strong in the bottom right hand corner there, there are $370 million in annual premium deposits with CEBT, about 74 million in assets. And there are fully funded reserves for both IBNR and the plan stabilization reserve. So IBNR incurred but not reported claims, which is kind of a liability for when new groups join the trust and they're incurring claims, but they haven't quite been paid out yet. There is a fully funded reserve set aside for that. And then the plan stabilization reserve
that has actually been drawn down on over the past few renewals to help cover the higher than expected claims. So CEBT is currently working on replenishing those reserves as I'm sure many of you can relate to. But overall the, you know, the concept of CBT is kind of having that consistency and lower increases than you might see with other types of funding arrangements. So that next slide there is just to kind of point out the fact that we all know claims are high right now that is not unique to CBT,
it's happening across the state and across the country. But this is to kind of demonstrate that you are in the best funding mechanism that you can be in with CEBT because you can see the purple bar there is medical and prescription claims and then the pink is plan expenses. So whenever we're thinking about medical insurance and rate increases and renewals, the biggest component is how much does it cost to keep the plan running? And that's kind of what establishes the break even point. So where do we want claims to be at
or below adding fixed expenses gets us to that 100% level. So with CEBT, the fixed expenses are still running at about 8.5%, which is really low. And so that just allows more money to be left over to actually pay and cover claims. So 91.5% can go to paying claims and then eight and a half percent to keep the, the plan running with other types of funding arrangements. Like if you all were to go fully insured and be direct with a carrier like UnitedHealthcare or Cigna
or Anthem, typically 10 to 15% is, is what their fixed expenses run at. And then if you were to be self-funded on your own, meaning the district is covering all the claims costs and also keeping the cost of the plan running, that can be 20 to 30% for fixed expenses. So this is just to kind of help demonstrate that again, when, when claims are high, it's best to be in a situation where there's more money to help pay those claims versus in a situation where 80%
or 85% is kind of your break even point and it costs a lot more to keep that plan running. So just thought I'd kind of help demonstrate that a little bit. But as far as current state of affairs, I will walk through the numbers behind this, but the medical increase for the district is 13.5%, which equates to a little over a million dollars if the district were to absorb the full amount. So of course as we've kind of had discussions that that is not going to be feasible with with the current budget situation. And what we're seeing is healthcare costs are
at decade highs. So we have not seen this since the early two thousands before I had this job to be honest with you. But we did, we did see costs like this back in the early two thousands with CEBT. And this happened again statewide countrywide where we were seeing increases like this. And so it's, it's coming back around again. It's kind of a perfect storm of a lot of different factors that are causing this inflation as is playing a role with everything else is playing a big role with the rising cost of healthcare.
We're also seeing, which some of these themes I know we talked about last year, but this is just trust wide and again, statewide, not unique to any population specifically, but there's some really high cost specialty me medications such as GLP ones. The CBT plan does not cover those for weight loss, but they are covered for diabetes and for some other conditions such as cardiac conditions and things like that. So those are really high costs. There's dermatological drugs as well hitting the market that are very high cost.
We're seeing a lot of cancer diagnoses, again, just overall within CEBT and that's also a trend that's happening across the country is just an increase in the number of cancer diagnoses, some chronic cardiac conditions that's still playing a big role. And overall it's just, it's not that we're seeing these jumbo claims that are one, two, $3 million claims. It's a lot of these mid high level claims that the trust is directly liable for. So think claims in that 100 to $500,000 range
that aren't reimbursed by the stop-loss carrier, those are claims, the trust is directly liable for paying. So we're seeing just a lot of claims that fall into that range and that's definitely driving costs up hospitals trying to recoup financial losses, that's huge as well. And then we're still seeing an increased utilization of services, although not as much as it was in 2024, but still just overall people are going back in, they're getting their care done post pandemic
and we're still seeing just a higher than normal usage of the plan in general. So kind of a perfect storm of a lot of factors I put at the bottom here, some of the things that the district is already doing and doing a great job at, but things that can continue to be done to try to keep costs down as much as we can during this high claims time. But continuing to promote benefits such as Blue Book Lantern, which is that surgical benefit, Teladoc, oma, all
of these things, which again, the district actually did a huge benefit education campaign during last year's open enrollment. And that was, that was big. It was an active enrollment. So everybody was required to review their benefit elections to go in, choose their plan, make sure they were aware of the changes in costs. And that was a huge initiative which props to Devin and Krista really pushing out those benefits and getting the word out. And so you all the, the employees of the district already do a great job of using these benefits,
but continuing to encourage strong usage of those helps tremendously from your rate increase could be in the high teens or twenties if it weren't for how good your members are at using these value added benefits. So it really does make a huge difference continuing to use the CBT Health and Wellness centers, which are located over on the western slope in Rifle, Glenwood and gypsum, which again, you all do a great job of using those and being strategic about plan design changes. And just trying to think of the longer term picture.
So the district did this last year and fiscal year 26 by keeping plan designs the same, but adjusting the contribution strategy. And that is a really, really smart move to try to think of that longer term strategy versus each year, you know, making big changes or making big shifts. It's, it's smart to think of that so that you're not, you're kind of saving a card to play down the line and leaving those options for, for a year like this where we are gonna have to maybe look at
considering plan design changes. The next page on the PowerPoint is a historical look back and it says eight year look back. That's because we don't have claims from 2016 or 2026, but really it's more of a 10 year look back. So this is just to kind of show you what the rate increases have been over the years, what your loss ratio was that led to that rate increase where, where the arrow's pointing and then what plans have been offered over the years. So you can kind of see back in 2017 it was PPO five, six and seven, now we're at PPO eight,
high deductible health plan four and the surest seven plans. So kind of interesting to just see how those plans have shifted over time, how long the district has held on to certain plan options and then what your overall increases have been. So looking at a 10 year average, 7.3% have been your rate increases through CEBT. So that's a really, really good average. That's below medical trend or medical inflation of about eight and a half percent right now. And you did have two years where there were, it was a 0% increase, there was a four
and a half, which is really low. And then most of the other years, with the exception of the last two have been at or below medical trend, which is really good. So, but as you can see, 2025 was a 16.5% increase this year we're facing 13 point half. So those are definitely more substantial higher increases, which again is in line with CBT overall and what many groups are experiencing. And on the far right shows the dividends that you've received from CABT over the years. So there have been three paid out since 2017. And again, because CB T's not for profit anytime
that the claims come, the, the premium contributions far exceed the claims that are being paid out and in excess surplus builds up within the trust though that money is given back to the employer groups in the form of a dividend, which, which the district has benefited from over the years. Speaker 4: Can I ask a question? Speaker 11: Yeah, of course. Speaker 4: Why in, let's see here, I just had it. Why in 90, let's see 2023, we had a 99.5% loss ratio Yep. Equated to an 8% raise. Yep.
Last year we had a 94% loss ratio, which equates with 13.5% raise. Great Speaker 11: Question. Yeah, great question. So it's kind of a always a two step equation to figuring out your rate renewal. It really depends first on what the overall trust needs as an increase. So those years where you saw a zero or a four point a half percent notice that those are the years we were kind of going through COVID claims were really low for the trust overall. So the, the entire trust needed a lower increase, which meant that all of those rate increase brackets were lower.
So for example, CBT overall, let's look at one of the COID years when claims were really low, CBT overall needed a 4% increase. So those categories can range from zero at the low end to let's say 15% at the high end. So the categories are gonna be different based on how the trust overall was performing in each year. Now these past couple years, the trust has received higher than has needed higher than normal increases. So this year, which I don't have an exact slide walking through the CBT overall rate renewal,
but CBT needed a 16.2% increase. So that means that the categories for July ranged from five to 28% because once each group is slotted into one of those categories, it's gonna equal the 16.2 that CEBT needed overall. Speaker 4: So it's not necessarily, so our loss ratio plays into it. Yes, but it's it's it's the health of the overall overall Speaker 11: Fund. Exactly. Exactly. Yep. Speaker 4: I would like to see that maybe like yeah, in the future, like see, we see where those numbers are on your Speaker 12: Visual aid, we'll get to it in page 11.
You can see what those brackets look like. Okay. That'll help you visually see it in just a second. Speaker 11: Yep. It should help you. But those do change each year. As mentioned, when you know when CBT has a lower increase, then each group can receive lower rate increases. 'cause it needs to equal a lower number when CB T's running high as it has been over the past couple years. All those rate increase brackets are gonna be higher. All right, so now getting into the CBT rate renewal. So I'm looking at the page that has your medical utilization. So this is breaking it out. We're looking at calendar year 2025.
So data from January through December of 2025. And we're always projecting what the rate increase needs to be six months out. So we're looking at the calendar year. You can see medical enrollment on the left hand side for each month. Premium contributions are that next column. Medical paid claims are in the middle. Prescription claims are right next to that. And total paid claims is taking the medical plus the prescription columns. And then the loss ratio is taking total paid claims divided by premium contributions. So again, break even for CBT is about 91.5%.
So if you're at or below that, that's kind of a good place to be. And it is normal to see, it kind of fluctuate a lot from month to month these months where you're seeing the, the claims paid, that is the month that the claims were paid out in. So if you see a really high month, like the months that are highlighted in red July, November and December, keep in mind that those claims were probably incurred a couple months prior, but they weren't paid out until those months that you see the high numbers in. So there's always a little bit of a lag
between claims being incurred and being paid out. But then the 12 month rolling loss ratio on the far right hand side is really the most important number because this is what determines the district's rate renewal. And it's taking the last 12 months of claims divided by the last 12 months of premiums. And so as you can see on a positive note, the district has really, really improved on the loss ratio compared to 12 months ago. So that number in the top right hand corner, 115.2%,
that was what the 12 month rolling loss ratio was in January. And you've and the district has dropped 21 points to about 94%. So that's really, really positive. Things are taking a a positive turn compared to where you were at a year ago. And we're hoping to continue to see that fourth quarter or at least November, December we're pretty high for the district. But that was also a trend that we saw with CBT overall. And that's not uncommon to see just with UMR trying
to process claims before year end. It's common to see that December might be a little bit higher due to that. All right. The next page is not as rosy of a picture, but dental utilization. This plan does have a really high overall loss ratio of about 104%. So that plan is getting an increase of 15% due to that high loss ratio. And again, you can just see how many months it are highlighted in red there, where the loss ratio was, was a little bit too high.
And this is just a matter of trying to make sure that the rates being paid for the dental plan match the usage that's, that that plan is experiencing. So smaller dollars of course with dental, but that plan will be getting a 15% increase. And then lastly, we have vision, which is running really well. Nothing too much to report here. The overall loss ratio is 85%, which is a great place to be. The plan's being utilized, but it's not being overutilized. And that increase, that plan will not get an increase. So 0% for vision, Speaker 1: Vision looks good.
Speaker 11: Yes. Speaker 1: Sorry, I couldn't resist. Speaker 11: All right. So here is the, the math behind the district's rate renewal calculation. And I really like this 'cause it's kind of a good visual representation of how you ended up in the category that you landed in and why. So you can see at the top there we're taking the claims divided by premium contributions to get that loss ratio of 94.1%. So a couple points above break even. We do have to add in the health center operating costs.
So you do get allocated a portion of the health center operating costs based on your membership. However, we, the health centers do provide a major savings for the district. And so it's definitely a return on investment there and, and those health centers help keep your overall claims costs down. But that does bump your loss ratio up to 96.8%, which is your starting point. As you can see at the bottom there, 96.8 is in category five of 17%. But the last step of
determining the district's rate renewal is doing what we call large claims credit, or seeing how many claim dollars went over that 200,000 pooling point. And any dollars that go over 200,000 get taken out of the district's renewal and spread amongst the other groups in the trust. So it's kind of that risk sharing arrangement that you all have within CEBT. So you had $453,000 that went over 200,000 and after those were removed, you were able to drop into
that category four of 13.5%. And then just as a sort of reminder, there are three different levels of protection that you kind of have with CBT. You have the trust overall. So just the sheer size of the trust, how many groups are participating, the fact that those administrative expenses are so low and there's more money to pay claims. You also have protection for claims that go over 750,000. The trust has stop-loss insurance to reimburse claims
that hit that really high level. And then you have that level of protection for the claims that go over 200,000, which is kind of that internal pooling point. So the overall picture, 13.5% increase on medical, 15% on dental, 0% increase on the vision and the life insurance. All right. And that is all I have. Are there any questions I can help answer Speaker 8: In Spanish? What is, what is Speaker 6: CBTS stop-loss? What is, what is that set up? Speaker 11: 750,000. Okay. Yes. Great question. Speaker 4: So quick question. Yeah. In one of
Speaker 8: The Speaker 4: Reasons here it is perfect storm of factors. It's on slide five. Yep. Hospitals trying to recoup financial losses. Please elaborate after COVID when everybody got a blank check what financial losses we may be thinking of. Speaker 11: Yeah. So, so COVID did play a big role. Just people kind of delaying services. Hospitals lost a lot of revenue during that time, but they Speaker 4: Got paid for it too to say They didn't, I mean they got, they were getting, everybody got money hand over fist. Speaker 11: Yeah. Yeah. Speaker 4: That's why we're seeing the inflation we're seeing. Speaker 11: Yeah, that's, that's fair.
I I think from the hospital's perspective, the cost of paying their employees has gone up. They've been dealing with workforce shortages and then the cost of medical supplies has, has drastically gone up as well. So that's kind of playing a role in, in hospitals trying to recoup their, their losses. But I understand what what you're saying too, and especially with, with certain hospitals that, that are on the Western slope, it, it, it doesn't have the appearance that they are, it, Speaker 4: It's just Speaker 11: Strapped for cash. If I wanted you Speaker 4: Say extremely sickening
to just see them build all these big wings and own all this property Yeah. And then claim they're recouping financial losses. I'm sorry. I hear Speaker 11: You. I hear you. I definitely hear you. Speaker 8: Any Speaker 4: Other fun? Yeah, Speaker 9: Yeah. I guess the, I understand the pooling and you know, it's like you, the claims you have to, we have to make more money than the pay out in claims. What are CBT and, you know, what are we doing to mitigate the costs with, as far as negotiating with these hospitals?
And you know, I know every time we go to the hospital it's outrageously expensive Yeah. For everything. Yeah. Is there something, you know, to me there's gotta be an end, right? Or Yeah, at some point like why are we even doing this? Right? Yeah. If we're paying, we're asking our teachers to pay very high premiums. And for that benefit you get kind of financially ruined when you use your benefit benefit. So you're at a certain point, you know, what's, you know, it's,
it seems, I don't know. And Speaker 4: Yeah, it, it's frustrating, right? Like and I know it's not you. I mean you're yeah, you're, you're, you're the broker. I, I get that. And it's not, you're, you've done a great job. Your, your firm has done a great job helping us navigate this system and CBTI believe is the best fit for us as a, a public entity. It's just, it's frustrating to see, I I've been without health insurance for four years and if I pay cash, my bill is knocked less than half of what they'll, they would bill the insurance and you can't tell me that that's good for the insurer.
Right. So I mean, it it, that's where we just, we see it all the time and it's just frustrating. Speaker 11: Yeah. Speaker 4: Especially when we're, we're scrapping for every dollar that we can find that, you know, they, we could actually give our staff that could go into buying a house or buying something and, and I don't know, it's just frustrating. It's one, it's, this is one of the worst conversations I have on the board. Speaker 11: Yeah. I I will say, especially on the Western slope, it is a very dire situation with, with the hospitals and, and kind of how much they charge relative to,
to Medicare prices and relative to hospitals on the front range where there's more competition and, and things like that. And the members of of my team have been involved with many conversations with the hospitals over the years, still in conversations with them today, trying to find any sort of common ground or meeting point or solution for them to try to lower costs. We did recently also do a quality and cost comparison of the hospitals in the area. One positive that came from
that is Grand River Hospital was ranked very high quality and slightly lower cost than the other hospitals such as Valley View, Aspen Hospital, so on. So we're, we're constantly looking for solutions. I, I hear you. I understand. And it's, it's really tough and, you know, CCB t's introduced a lot of benefits over the year to kind of try to curb the trend of healthcare costs always going up. So things like Lantern where that benefit will literally fly someone to go
to a lower cost surgeon that's still high quality instead of them getting their surgery done at Steadman or Vail or Valley View. And so there's always solutions that, that we're looking for to try to kind of curb, curb the healthcare trend and, and keep costs down for, for employers and members within the trust. But I, I totally hear you and understand, and these are not fun conversations for us either. So Speaker 4: Do you guys have any ability to,
and this is maybe not your wheelhouse, but making healthcare providers publish their rates to you as a as an organization. Speaker 11: Yeah. With recent transparency laws that pass through legislation, they do have to post those Speaker 4: To you or publicly? Speaker 11: Publicly, yes. Where Speaker 4: Could you find those? Do you know? Speaker 11: I, I can get back to you on, on that exact question. Yeah, that's fine. That's question if you'd like. That's, I'm sorry. But, but I do know there was, there's some healthcare cost transparency laws that have been passed, so that information is available and Yeah.
And, and, and like I said, WTW has some tools where we're able to do cost and quality analytics and look at different hospitals and kind of see what's going on and, and look at it from, from that level of detail too. Sure. Speaker 9: I think it be on what my mind was going in that same place of you, the important part is, you know, like if you know that, that's great, but how do our employees know that? Yeah. So that they can, you know, I live in Newcastle, so that's equidistance for me to go to Rifle or Glenwood.
Yep. Decent chance. Glenwood iss not the cost effective place. Yep. But maybe, you know, that know, Speaker 11: But maybe for, so things, Speaker 9: Right? MRI it might be Speaker 11: Imaging Compass Peak. Right. Speaker 9: Who knows. Right. Or a piece of Tylenol might be, you know, the, the plan or the, the, the costs are so out radio. So Yeah. Unpredictable that, how would you ever know? Right. Yeah. So, and I think getting that information out and then, you know, kind of rewarding our employees for, you know, it's, it seems like the, they're doing their best to save costs going to the, the, the,
the CBT clinics and, and things like that. Yep. Let's give them the tools to make that information. 'cause I would've no idea how to look for that. Especially if you're Yeah. Facing something semi-urgent. Yeah. Speaker 11: And one tool that CBT does have for that is Blue Book where you can search for cost and quality providers in the area and see where you can go for a fair price. Now of course in this area there might not always be a fair price. It may require driving to Grand Junction to Denver depending on what it is.
But for things like imaging and stuff like that, it might direct somebody to go to Compass Peak Imaging and then it will actually reward them by sending 'em a debit card in the mail if they make that decision to, to utilize that green provider. That's fair price, high quality, cool. Yeah. That's Speaker 9: Accessible. Speaker 11: Yeah, because you're so right. I mean, how would anyone ever know? It's just so, it's so hard. And providers can charge huge differences in, in costs for the same exact thing. And sometimes the provider that's charging 500% more
is actually not better quality than the place that's charging a lot less. So giving members that insight to help direct them to those high quality, lower cost providers is huge. And the district has done a great job of using Blue Book and at least getting on there and searching for things that doesn't always result in them using the green provider. It's a decision, right. But at least they know that it's available and they're using it and searching for it and, and then making their decision based off of that. Cool. Speaker 9: Awesome. Speaker 13: That's awesome.
Speaker 1: Any questions? Megan, do you have any more? Awesome. Thank you. Thank you Speaker 11: So much. Speaker 1: Appreciate it. I know that's not a, you have a tough job. These aren't fun conversations. Speaker 11: Yeah. Especially not, not recently, but no, I appreciate you all and, and thank you for, for your business with ccbt. Speaker 4: Well it is less than last year though. I mean there is that That's Speaker 11: True. We can always find a silver lining, right? Speaker 1: Yeah. Thank you. Thank you. Alright, I think if we can just do a quick five minute break before we move on to the next discussion item, that would be great.
So salary recommendations, take it away. Speaker 11: So, hi, I know all of you. I'm Deb Swallowing Director of Human Resources and I'm very excited to be sitting next to two very capable individuals that are on our collaborative assistance committee. So I'm gonna let them introduce themselves and they're really gonna get to talk about this show. But first I'd just like to talk about, we do have two new board members here. And so just letting you know what this partnership is and how unique it is that we have this amazing partnership.
So several members of our district office administrative staff sit on a committee along with CLA, a mix of classified and certified staff that get to come together once a month and talk about mainly, you know, benefits and compensation and now they are as one, but you know, work environment, other issues that we have. Getting to speak to constituents. It's very much like what you all do as a board is you hear from your constituents and then you bring it to a committee. And what's really amazing is that there is a professional tone in the room
and everyone gets to bring forward, whether they're thorns or roses and celebrations, bring it in a professional manner and get to speak about it and then come up with possible solutions. Hence force the name Collaborative Solutions. We have amazing moderator, his name is Rusty George, not the Rusty George from rifle, but another one from Montrose. And he actually helps us run the meeting, gives training on the IBB process. All of that Speaker 4: Sounds like an outlaw name. Yes, Speaker 1: It does. Speaker 11: And, and keeps the meeting going.
When we find squirrels, he gets us to come back together and, and make sure that we maintain a, a professional tone. So with that, I will turn it over to these two and I'll give our presentation. Speaker 14: I'm Caitlin Wood, I teach at Coleridge High School. I'm also the WGEA President Speaker 15: Daniel Westland. I teach at GME and I'm just a collaborative solutions member. Speaker 14: So today we're gonna present to you our recommendation for benefits and compensation. We're going to include some background information as well, just so you kind of know where we're coming from with all of of this. You guys have the printouts in front of you? Yes. Yay.
So with that, the first things that we've included in your slide deck is our philosophy, both for benefits and for compensation are, and they're very collaborative in that way. They go very well together. Our philosophy for benefits includes that we want a competitive and fair package that includes not only benefits but also salary, including para and any extra pay opportunities. Our main goal is to make sure that we're investing in benefits that give us the ability to retain qualified staff, support staff help and make sure that we have manageable class sizes.
And with that we use enrollment and cost data to make sure that we are making effective student guided decisions. And then our compensation philosophy. Speaker 15: Yeah, our compensation philosophy. Make sure that all employees are making their next step on the salary schedule, as well as making sure that they're moving towards some type of honoring of their time and education that they occur while they're working for us. And then we also want to consider what is our market analysis look like?
Are we meeting fair and competitive rates for the com for our educational field? Speaker 14: On your next slide, we have our scope of work that was approved by the board back in October. So these are the main topics that we cover during the year, including some smaller details that go along with each one. We have a calendar committee with CS and then we also have benefits and compensation. Compensation or combined together. So with that, our main goal was to like what Daniel said, to do a market analysis of cost of living compared to other districts and salary and such.
Also to look at benefit plan design changes and basically to see what kind of options we have throughout the year. So our following slide, you want me to talk about this? Yeah, go for it. Okay. Speaker 11: So Emma talked a lot about what the district was doing, but this was also the first time our committee came out with us. And so we went to almost every building. We got feedback from our constituents, but held in person meetings to get dialogue and direct feedback on their feelings about benefits, any input that they had. And then giving 'em some kind of a heads up of like
what possibly is coming because we got some feedback last year that people were shocked that they had no idea what was going, you know, what was possibly coming, you know, really kind of struggled with that. What was also really amazing is that prior to our benefit feedback tour, our benefit specialist Krista Ream went out and spent full days and half days at each of our locations. So they were just drop in visits with office hours and they could ask about their personal situation that they had and some help and she could guide them, but also just gave general information. She also got to our emails were off the Richter
with questions about payroll and W four changes in information changes. So it was a really good chance, you know, when they get to see somebody from human resources, but they were kind of prepared for, okay, these are the benefits that we had. And then going into this, we really talked, we, our main objects that we heard is steps and lanes are aren't increasing take home pay. So even when the are coming, the benefit increase is being eaten up by that steps lane. So they're staying stagnant. Compensation is not competitive, as you all know, we are the lowest pay district in our regional
area. Cost of living, Speaker 15: Yearly salary. Right? Do what? Yearly salary. Speaker 11: Yearly salary, yep. Yeah. Is the highest. But our housing is growing. There's a barrier and just attainable housing. So even being able to find it, because as you know, if you type in Zillow, there's not very much out there in the market. We do have those critical areas, as you saw with Aaron's presentation that we are, which is a positive, right? We are growing our own, we have staff that are going to be teachers of record with sped but that takes a lot of time from these experienced educators that have to help raise these future educators.
And so that does take some time. And so we, you know, Caitlin is one that is taking on an extra class because lack of a a peer and so that is impacting our SAS wellbeing, their burnout rate, things of that nature. So yeah, without any of these changes to the systems retention and recruitment will continue to be a challenge. So that's what we heard out of our listening tours. Speaker 14: So with that, some of the things we considered as we were evaluating our options for benefits, we of course are looking at maintaining financial security of the district. That is one of our pillars of the district.
We're making sure that we're trying to focus on all employees at all coverage levels. We are also looking at what, how we can protect insurance contribution for both children and spouses of employees. With all of that, we're also trying to keep the district competitive with surrounding districts, especially with those benefits provided and keep the increase manageable for employees. And one of our main goals is to hopefully, especially for all of the returning staff, be able to have more in their paychecks than they did last year. That way we can say that a step is actually a step and it's not just eaten up by increased costs otherwise.
And with that we know and we hope that steps are automatic and need to be protected. We would need to make sure that we are honoring our staff members' time and expertise in their years put into our district. Speaker 15: And so next we're gonna go over the options that we considered. So the options that we decided were out of alignment with what our philosophy is for benefits is asking the district to take on the full 13.5% increase, which would, like Emma mentioned as well be like a 1.1 if we rounded up million additional spending
on top of the current benefits. And then the other one is just the employees doing the same, which would be similar, it'd be a 1.1 if we rounded up increase on the employees contributions. So from there we moved on and we explored, I believe it was four different options. Devin and Jason worked together, I believe on this and made it very easy for us to follow what, what the options were that they came up with, as well as how they're going to impact our employees. So it was easier for us to really dive into the conversation
and see which option would be best for the district as well as for the employees. Speaker 11: The big piece to help you kind of focus, there's a lot of numbers on here in the bottom, you're gonna see what our requests are, right? So requests of additional funds, that's gonna be one of your large numbers there in bold. And then what the overall additional contribution is included there. And then just when you're going through here, pay attention to the headers because it, it looks about the same until you get through option three. So just as you're looking at those,
those are some main points to focus on as numbers or make people cross side. So, Speaker 14: So option one, they, we were looking at, we were MO looking to move to a lower cost plan of PPO nine, HDHP five, insure seven, sticking with the split of 75% from the district, 25% of on employees. That would be a request of 5,000. Wait, I know how to do numbers hang on. 500, 540 $3,552. And we on the far edge we have the employee cost increases
and when we did the math with steps and lanes, we honor the idea that steps and lanes wouldn't be completely eaten up by monthly premiums. Option two, Speaker 11: Can I pause you for real quick? Yeah. Yes. So one piece of clarification and confusion that we had last year is that math, you know, when we look at how much is contributed, the math doesn't equal to 75% and 25% of contribution across the board. That's on average because our high deductible health plan is our base plan. So per the A CA, which is Affordable Care act, sorry,
I'm trying not to use acronyms as much as possible. For that you have to BA have a base plan for how much we're gonna contribute. And so that's the cheapest plan, right? So that's the most affordable plan. So you have to, we base how much we're gonna contribute to an employee based on the high deductible and then we carry that into the two other plan types. And so yeah, like the high deductible health plan, we cover almost 82% of the employee cost. But then when you get to the PPO nine it it's like 75. So that's why when you look at all the percentages of how much we cover, it's a 75 25 split.
So just to kind of make that clear of if the math isn't math of, you said it was 75 25, I just wanna help everybody understand the contribution modeling. Sorry. Speaker 14: No, you're good. That was a great explanation, thank you. So keeping that in mind, option two was PPO nine HDHP five. We were gonna keep PPO eight as a buy-up option and get rid of Sure seven Again, the employee cost increase would fit along with our philosophy of having steps and lanes not be used completely for this. Our number down at the bottom there is $543,648.
Additional requests from the districts. Option three is where we have a little bit of a change instead of having the employee cost increase, just that we also have an additional column about the increase to the district amount as well. So that one's, the chart is arranged a little bit differently, but option three was PPO nine, HDHP five. Sure seven and district would take on the full increase. That additional request would be 743,000 ish dollars. And then option four was basically keep what we have
and keep the contribution model the same. That request would be for $792,000 with that one. So all told some of the things that we were paying attention to with all of those decisions and what option CS is choosing to recommend to the board is option two. So if you go to your next slide after option four, these are recommendations. Speaker 15: One thing you also notice is on the bottom of each of the options, like we mentioned, we're hoping to keep steps and links protected. So it does have what we are asking for steps and lanes
and how much that would be in funding as well for each one. So I just wanna add that. Thank you. Speaker 14: That's, so our recommendation is option two, we would have a slight plan, plan, design change, all told compared to the other ones, especially options in four, those would ends up saying that's about $250,000 of requested money. We would move from an ad HP four to a five, we would add an PPO O nine. The deductibles for that would be a six grand for individual, 12 grand for, is that employees family and family payment. Thank, yes. Speaker 11: 6,000 is employee, 12 is family. Speaker 14: And with that we would get rid of sure seven
but allow PPO eight to be a buy-up option with that. That also means that we were, we are requesting an additional $543,648 from the school board, from our budget, our staff would contribute an additional 177,000 and benefits all told would be comprised of 6.4 from the district and then 2.1 if you round up a little bit from staff contributions. Speaker 15: And that one is including the steps and liens. Right. Speaker 14: That one's on our final slide. Okay. Sorry,
Speaker 15: Final Speaker 11: Slide. Speaker 14: We're good. We're Speaker 11: Gonna pause for just a second and see if you have questions. That was a lot of information and Speaker 1: Yeah, that was a lot of information. There's Speaker 15: A lot of numbers. Speaker 1: Yes. My, my biggest concern is going from option two and changing the plan options a little bit from what we currently have. Is that gonna offer the same amount of coverage and options to the staff? Speaker 11: Yeah, so the big piece of plan design change here is it is a slight plan design change. So the functionality of the plans don't change a whole lot
with the exception of service seven. It was a new plan that came on two years ago and it's a mobile app that allows you to directly shop for care and instead of having like a deductible, you have what's like a, a max out of pocket, right? It's a 7,000, a $14,000. It works fairly well. It hasn't caught on a whole lot. You know, we have 14 members on there and just in our area because there's limited care things of that nature. It, it didn't, it didn't fit with kind of our need in our area.
I'm sure down the road hopefully it may fit in better. So we assume that they would, and most of those individuals were on a PPO plan prior, so it'll go there. Our PPO eight and nine obviously are eight will stay at the same, right? Because that functionality would be the exact same PPO nine, it's just a higher deductible with a $5 increase on your copay. But the functionality is completely same. Same thing with the high deductible is you're increasing your deductible by $5,000 on each side. So the plan, exact plan design doesn't cha, the functionality doesn't change. Okay? So knowing how to use your benefits, things of
that nature isn't gonna be a huge shift. Speaker 1: Okay. Speaker 4: Yeah, I, I guess as far as individual plans go, my only concern is that we don't, you know, like the staff staff will be happy with what happens, right? That there won't be this huge, oh my goodness, what, what, what is this? Right? So that's first, first and foremost what I wanna make sure of because I mean looking over, looking over these plans, I mean you guys have done the work, right? You guys have heard from your constituents, you guys have
put the FaceTime in as far as that goes. I mean I'm gonna take your word for that Speaker 11: Because that is the number one thing that we prepared. Daniel can let you know, he was sitting at our input meeting and I said one of our big options is like if we, because what we heard from you is like they can't take on any real big premium increase. Like they can't take on a premium increase. So if we have to change your deductible, would you rather have more in your pocket every month and put your medical bills on a payment plan so that you can buy groceries and stuff throughout the month or, or what does that look like?
You know? And so I think, and overall it was unanimous of, they're like, if that's what we have to do, please do that. You know, and they were kind of prepared in general. So that was positive to hear. Yeah, Speaker 15: And I would say like the listening tour and like, because it was such a big shock last time, a lot more of our staff is paying attention to that. And so they're like, even before we even had that meeting, I had staff asking, so like, so what do you think the increase is gonna be? And I'm like, I don't really want to give you a number right now, but I'm like, it is gonna increase, I can tell you that much.
And so they're a lot more aware and I think they're, they've started to understand more of how their decisions impact everyone and the entire package that comes with how they use their healthcare benefits. So Speaker 1: I think the listening tour was, was huge. I I did too. I heard a lot of good feedback from it too. So I mean I think, you know, hindsight being 2020, you know silver lining is, is we learned something last year and so did the, the staff too to that. It does affect them and they do need to listen
and pay attention and we need to also make sure that they're, they've got the proper tools and resources for that education. So any other questions on that first large sum? Speaker 11: Okay. Speaker 15: Alright. Speaker 14: Hey here's some better stuff that makes you feel better. I like that. The next slide, like what Emma shared from WTW dental increase is at a 15% vision and life insurance are at a zero, which is fabulous. There is also no change to the ALAC supplemental coverage and therefore there's no change in district spending on any of those.
Those costs increase will go directly to US members Speaker 11: With the exception of positive information with our supplemental. And it is the removal of limitations on enrollment for pre, pre-existing conditions for cancer. So if somebody wants to come on to our Aflac cancer coverage, even if they have been prior diagnosed or recently diagnosed, they're still able to buy that covered coverage option, which is absolutely amazing. And then for our value added benefit is, we heard this from a lot of our constituents, I think you guys might have actually brought it up, is
the a CA has included follow up mammograms. I know this wasn't in Emma's presentation, but follow up mammograms are now included at no additional cost. So that's really amazing. And then a couple years prior follow up for discovery colonoscopies over for the age 40 are also covered. So that's a really big win. So there were some positives in some of these zero increases 'cause we did get a couple more benefits out of it. Speaker 15: There was other imaging too in regards to it, right? Speaker 11: Yeah. Additional imaging. Yeah, Speaker 15: Any additional is covered. Speaker 11: Yeah. Speaker 1: Awesome.
Speaker 14: So just a little bit of background and Devin, maybe you're the one to talk about this more. So this Speaker 11: HR related and, and we really put this slide together to just help you understand the, the vast picture of this. And so it's called, it's talking about our current turnover, right? So we've had 75 staff members who have left up to this point. Last year we were at 61, so we have increased our turnover by 10. You know, that is, you know, in, in the direction of all school districts that are seeing high turnover. But we were, you know, getting a little bit better. I remember I came on in 22, 23, I'm hitting my fourth year in April.
And our turnover was getting better, right? Because we were able to give those increases. It, it held on for about a year and so we were decreasing and then it is drastically just getting worse currently just in this current time. So not positions for next year. We still have 32 openings that includes paraprofessional certified staff and coaches. Like I said, Kaitlyn lost some team members midyear, so So did Daniel. Yeah, he, he lost some midyear. So we, we typically never saw that before. We never saw certified staff leaving mid-year.
But because of life changes and situations where they had to, they're leaving mid-year, which means we are filling that either with taking away from her planning period and things of that nature or putting long-term substitutes in that or cutting out positions. I know you heard from right from middle school talking about they, you know how to be flexible with not having a band teacher. So those are the realities we're projected to looking at possibly 31 positions based on the current turnover that we have. And those are like core areas like a math teacher, an English teacher, social studies teacher, those core areas
where those are part of our standards and we have to refill those positions. So that is the big picture of what we're looking at and the need to retain our staff. Speaker 1: And the number of the 31 openings that need to be replaced are also based on our student count. Correct? Yeah. So with the student count falling, Speaker 11: Yeah. So that's like after personnel meetings looking at, 'cause we're almost done, we have two more tomorrow. But that was looking at like those core areas that we would have to refill and that's retirement resignations, things of that nature.
Speaker 1: Okay, thank you. Speaker 14: So in addition to having a benefits recommendation, we also have our compensation recommendation. Again, one of the ways to make sure that we are retaining high quality staff is through honoring steps and lanes for those that have been loyal employees to us. If we include a step that would be a 2% increase for all staff members, that was very helpful, all told that would be a 1.2 million increase to the budget that we would ask from the board. So in summary, our recommendation summary covers two main topics, benefits and compensation.
For benefits. Our recommendation is to change to an offered insurance packages. That would be the A DHP five PPO nine. We would keep the PPO eight again as a buy-up option that would remove the Sure seven. Again, we would be requesting from the board $543,000 and also honor compensation for those of our staff by doing steps in lanes. So again, 2% increase, 1.25 or $1.2 million request as well. On your following slide, we gave you some math. Okay, so earlier in our meeting we talked about this
specific ownership tax. So if it's passed, that means that we will not see half of our predicted budget that we were gonna get from the state. That would decrease by 1.1 million from one point or 2.2 million. So that means that we're definitely working with less this year. Steps and lanes would be 1.2 million. Additional benefits would be that 543,000 projected with that additional deficit spending of 643,000 our current year we're at 2.2 million deficit spending at the moment overall with all of the math, that means
that our total deficit spending is projected to be 2.8 Speaker 15: With what we're requesting. Yeah. Speaker 14: With what we're requesting Speaker 8: Them are smart. Speaker 14: I know Speaker 4: Your context. What was, oh, and thank you for bringing both the, the, the pay, compensation and benefits together. Thank you very much for making that adjustment in CS schedule and doing that. Speaker 15: That was actually a legitimate question that we kept on going back. Do we wanna bring this? And we're like we, from our memory, they wanted to hear both at the same time. So, Speaker 1: And I also appreciate bringing it to us,
the meeting before we need to actually vote on it so we have time to review and not have to hear the presentation and then vote. Speaker 4: So, because this is a pretty important topic. Yeah. And it needs, like, everything needs to be fleshed out in my opinion. Just for context, what was this, what was the, was 6% last year in, in salary raise? 4%. What did we Speaker 1: Raise? Two. It was Speaker 11: Just gave a 2% two year, two years ago ago. So two years ago years we did a 4% to the base
of the teacher classified salary schedule. And then they got their 2% step last Speaker 8: Year. Last year, Speaker 1: The year prior. Year prior. And then last year they got, so Speaker 11: This current year that we're in right now, fiscal year 26, we everyone got a 2% step increase and that was it. And the year prior we added 4% to our base teaching salary and our classified salary schedule. Okay. Taking our base teaching salary from $43,011 to 43. $44,748. Speaker 1: Wow. That was, I'm impressed that you have that memorized. Speaker 11: I did have close my eyes to like go into the back of,
Speaker 15: And that was mainly affecting new hires, right? 'cause it was just the base pay. Speaker 11: No, 'cause it trickled through the whole schedule. So it affected everybody who's on the schedule. So, and just a reminder that admin did not receive that 4% increase to that salary schedule. Admin remained their, they kept their same salary schedule and received a 2% step. So Speaker 8: Yep, Speaker 1: I remember that. Speaker 4: Yep. I just wanted some context. Speaker 1: You guys have definitely done a lot of work, a lot of discussion and from what what I've heard too is there was a lot of good discussion, a lot of respectful conversation and a lot of good back and forth too.
So that's always nice to hear, especially with collaborative solutions. So since it is in the name, are there any questions? Speaker 8: No, Speaker 4: I just appreciate you Speaker 1: All need to absorb, Speaker 4: I just appreciate all the work you put into it. 'cause there is a ton of work in this and I know that's Speaker 11: All right. Thank you so much. Speaker 1: Thank you guys. Speaker 8: You guys, good job. Speaker 1: That is, that is a lot of information. Lots of big numbers. Speaker 8: Okay. Speaker 4: It says board discussion today. Are we, Speaker 1: That was on the, yeah. Slide. Slide. Yeah. Okay.
So next on the agenda is the March 7th work session. I do think that especially with all of this stuff with in regards to benefits and compensation and then budget and other things too. I think it is, it is important that we maybe try to do a, a work session to try to get some of those questions answered. And I know I had thrown out the date of March 7th because unfortunately March is right around the corner and we only have one meeting in March because of spring break. So our, our ti our options available prior to the next meeting are very limited. So I have
Speaker 4: Track meet the seventh. Huh? Speaker 1: I have Speaker 4: A track meet the Speaker 1: Seventh. Yes. So do I in Delta. But that, that was new. We just got the schedule Tuesday. Okay. So, but I did, that was one thing I did talk to Cassie about and she said she's open all day. She's open. So I think I would prefer earlier rather than later. Speaker 6: That's a Saturday, right? Speaker 1: That's a Saturday. Speaker 6: Good Speaker 4: With whenever. Speaker 6: Yeah. Speaker 1: Just so yeah. So we can get to Delta for said track meet. Speaker 6: What, what time? Speaker 1: I don't know. What And
Speaker 6: How much time, travel time do you need? Speaker 1: Hour, hour, hour. 40 minutes a half? Yeah. Let say an hour and a half. Give or take to Delta. Tell Speaker 6: Who drives faster. Clearly. Speaker 1: I don't know what you're talking about. I, yeah, I unfortunately don't have the time down yet. Let me see if it's in the parent square app. Speaker 4: See if it's on s website yet. Speaker 1: Yeah, good Speaker 6: Job. Look at the, Speaker 1: Yeah, because yeah, track just started on Monday, so we'll have our first track meet within two weeks. So I Speaker 6: Have a time for you by the Speaker 1: Way. Sweet. It says Speaker 6: 9:00 AM Speaker 1: 9:00 AM Yeah.
Speaker 4: Yeah. So we'll be here at four 30 Speaker 1: As well. Just start on Friday. I mean, I'm, I'm usually awake at that point, but other people might not be as entertaining. Speaker 6: Do Speaker 5: You have any idea of whether your students events would be likely at the beginning? Speaker 6: I have no idea. Speaker 1: I have no idea. Just checking. Speaker 4: Yeah, I don't know what that would Speaker 6: Be. Okay. Yeah. Speaker 4: I'm very likely to show up at nine o'clock and sit there till two. Speaker 1: That's usually my luck too. Speaker 5: Kinda what I was Speaker 6: Thinking. I don't know. Speaker 4: Is Friday gotta be Friday Speaker 1: The sixth? Or Saturday Speaker 4: Can, it's gotta be Saturday or can it be Friday?
Speaker 1: Well, the thing, the hard thing with Friday is that's collaborative solutions. So collaborative solutions is actually meeting on Friday. Oh yeah. To discuss. Speaker 6: So we could, we could do an evening if you guys preferred an evening, but we would need to do something before the 11th. Speaker 1: Okay. Speaker 6: The, I cannot, unfortunately I have a, I cannot do early next week due to some medical going on. So we'd have to look. Speaker 4: We want to do it after the CS meeting. Speaker 1: Preferably Speaker 6: It, that actually would would be
We, we could, we can do that if you'd like. That'd be fine. Do it what Speaker 1: After the, so do it Friday after the CS meeting. Speaker 6: We could do Friday evening if you'd like. Speaker 1: CS meets Monday Speaker 6: Or Speaker 4: Monday. Monday the night. Speaker 6: Student wellness. I cannot do Monday evening on Friday during the day, but not, I'm sorry if you don't remember I, Speaker 8: Our agenda I think is like halftime because we had, so it's not a full day on Friday is what you're saying? We had a minimal agenda so we might have a little more flexibility on the, I think it was like, I don't even think we filled till 11. Oh wow. Okay. Did we do a Friday afternoon? Massive.
We can do a that day. Speaker 1: Are you guys okay with a Friday evening? Speaker 8: Me you prefer evening over afternoon? I prefer days over evenings. Speaker 1: Yeah. Like what time are you thinking? I would finish work about 3 30, 4 o'clock. Hmm. Well I could, you know if noon, so CS is only gonna go until about 11 you said? Speaker 8: Yeah, we don't have, I would say noon. Just at noon. Speaker 1: Okay. Speaker 8: Yeah. Right. Okay. Speaker 1: Would you guys, how does one o'clock sound on Friday the sixth? Speaker 8: Much better than the seventh.
Speaker 1: You guys chance? One o'clock on the sixth. Speaker 8: Okay. Okay. Okay. Speaker 1: Okay, let's plan on that Speaker 8: While we're talking times. I don't think you give a time for tomorrow. Speaker 1: 6 36 Speaker 8: To Speaker 1: Seven 30. Six to seven. Okay. Perfect. Speaker 8: Thank you. February 6th. Speaker 1: March 6th. Speaker 8: I'm sorry. March 6th. March 6th at, you said one o'clock? Speaker 1: One o'clock Speaker 8: Here. Speaker 1: Yes. Yes. Speaker 8: Thanks. Speaker 1: I will text that to Cassie right now. Oh, she's just texted me Friday afternoon works for her.
Perfect. Thanks Cassie. Speaker 8: So great. Speaker 1: Okay. All right. Thank you. Thank you guys. That's Friday's definitely a lot easier than Saturday. Okay. Yeah. Especially now that we got the track schedule, so, okay. All right. Moving right along onto the governance action item. So we've got the second reading of the GBEC policy, the alcohol and workplace. Okay. We did table this the last meeting because of just schedules with attorneys
and vacations and things like that. So do we have that to put up Theresa Speaker 8: Up? Oh, Speaker 1: Oh it's up. Okay. Hear Speaker 8: That. Speaker 1: Perfect. So, so this is the second reading Speaker 8: And just so you know the, the red was, was the Speaker 6: Initial change changes in the blue is what the attorney has given us for second, second reading. Speaker 1: Okay. Speaker 8: So Speaker 6: Just clarify that that hasn't been something that normally the, the two colors. So I just wanted to clarify for you all
and that if you have any questions, why we have three colors in this document Speaker 8: For you. It's red, right and Speaker 1: Blue kind of. Speaker 8: And on the back there's, Speaker 4: I'm only diligent. I'll talk, nevermind. I'm good. Speaker 1: That does not look fun. Looking at your Speaker 8: Diligent. No, I'm just, oh Speaker 4: I got the new order here. Speaker 8: Just Speaker 4: I make a motion to approve policy GBEC as amended. Speaker 8: Thank Speaker 1: You. May I get a second? Speaker 3: A second. Speaker 1: Thank you. May Sharon, may I get roll call Speaker 8: Please? Will you? Aye. Aye. Aye Jenkins Aye Jen.
Speaker 1: Aye. Speaker 8: Okay. Speaker 1: Alright. And then we've also got, for our governance action items, we've got the Garfield County Federal Mineral Lease grant application in the amount of 246,467 to support the rifle middle school roof repair. If I can get a motion to approve the grant with the reading of Speaker 8: Starting with approval of Speaker 1: Yep. Right below the Speaker 8: Ation. Yep. Where, Speaker 1: So on the, under the action item? Speaker 8: Yeah, Speaker 1: It's the approval of Yep.
That that's the only thing that needs to be read for the, alright. Speaker 3: I make a motion to, for the approval of the Garfield County Federal Mineral Lease grant application, the amount of 246,400 $6,467 to support rifle middle school roof repair. Speaker 1: Thank you. May I get a second? Speaker 8: I'll second. Speaker 1: Thank you Steve. Sharon, may I get roll call please? Will Speaker 8: You? Aye Kyle Aye Jenkins. Aye Jen Speaker 1: Aye. And then the same for 12.2, the Garfield County Federal Mineral Lease mini grant application in the amount of 30,000
to support the Elk Creek Elementary playground resurfacing. If I can get somebody to read the approval, Speaker 4: I'll make a motion to, for the approval of a Garfield County Federal mineral lease mini grant application, the amount of $30,000 to support the Elk Creek Elementary playground resurfacing. Speaker 1: Great, thank you. May I get a second please? A second. Thank you. Sharon May get roll call please Speaker 6: Will you? Aye Speaker 8: I aye Speaker 4: Jenkins? Aye Jen. Speaker 1: Aye. All right. On policy focus at the last meeting we had discussed doing
section review with only one meeting next month. Did you wanna start this, this month for the next meeting or start it for the April 1st meeting? Speaker 6: I'll be honest, you and I did not discuss the start date of that and so I will apologize that I'm caught a little bit on my heels on that 'cause I haven't thought it through. We could bring that forward at the work session and as a group decide because we do have a section ready to go for review
and we could decide if we would like as a group to discuss that at the March 11th or if we would like to move, be ready for the April. And then that would, I think, help us as a team decide what's a reasonable amount of policies to tackle in a time period, if that's okay. Speaker 1: Yeah. 'cause yeah, I think a, you had, we had discussed a, 'cause I think that was one of the, the smaller about the work take on for, for reading a policy section review. So yeah, we'll definitely bring that on the sixth. Okay.
So perfect. Yep. Future requests. We had Dak we'll have, so the next meeting we'll have calendar. We've got outdoor ed coming in. Yep. April or Mar April. Right. We're Speaker 6: Gonna come in March. March. And then we have CMC coming in March Speaker 1: As well. Okay. So next meeting's gonna be a full meeting? Yes. Speaker 8: Perfect. Speaker 1: Those are the two that I remember. Speaker 6: Those are the two that I have. Speaker 1: Any other future requests? Speaker 8: Not I Speaker 1: Chance. Speaker 4: So I was reading AC dash e dash one.
Speaker 1: Are you being an overachiever and starting early? Speaker 4: I already got one thing. Speaker 8: Okay. Speaker 1: Bring that to the meeting next. I'll Okay, I'll Speaker 4: No camera tour slash demo. Speaker 1: Yes. Yep. Speaker 4: Workshop would be Speaker 6: Great. Okay. We will set up those two by twos and and get those done. I'll work with Speaker 4: Roger and then possibly maybe a presentations coming up by the safety committee. Something showing what they're working on, Speaker 1: What it scope of work. Speaker 8: Yeah, just, yeah, Speaker 4: I don't know present on anything.
Just it'd be nice to hear folks. Speaker 8: Okay. Speaker 1: Amanda was gonna present for one door in May. Is that bring up this spring? Yes, this spring. 'cause I know she also does the safety committee so I don't know if maybe that could be part of that or if you'd want it sooner chance. No. Speaker 8: Okay. Okay, great. Speaker 1: Okay. Speaker 8: If Speaker 4: We, I have a quick point of clarification. If on these policies it says, you know, reviewed, revise, reise revised
Speaker 8: And Speaker 4: Is there a board action that has to be done in order for us to review it and put that date on there? Speaker 8: Yes. Speaker 16: That's what I do. When you guys approve them, I put the date that you approved it on Speaker 4: But that, wouldn't that be revised or just, is that a review? Review? Speaker 1: Just a review. Review. Speaker 4: Say if we say it, Speaker 16: If we're reviewing it, I will put review Speaker 1: If there are no changes, if there, if there's Speaker 16: No changes and, and we just review it, that why people Speaker 4: Know. So we just have to come, we, it does have to come up and we have to vote on it. And Speaker 16: That you reviewed it? Yes. I guess, Speaker 8: Well Speaker 6: I think we'll we will just acknowledge
that we reviewed it. You don't have to take action 'cause you're not changing it. That's, Speaker 4: That's what I'm asking. But what, Speaker 6: What we're wanting to do is that we will have, we'll have a record that it was so that we know Speaker 4: On there like reviewed 2026. Right? Correct. Speaker 1: Exactly. Reviewed and I just Speaker 4: Didn't know if it took a board action to get that date on the policy. Speaker 16: Mm. I'll be honest with you, some other boards have done that. I don't know if they really have to, 'cause he's right, we made no changes or anything like that. Right. But I wanna reflect that it's there so that future board members can see that review Sure. On those title. So maybe they don't have to do it for a while. Speaker 8: Okay. Speaker 1: Anything else on the
future requests? Okay. If we can take just two minutes to fill out the meeting debrief. There should be a fresh copy on your desks with the front and the back. Speaker 6: It's in front of Speaker 4: There. It's Speaker 17: So we don't have to do anything with them to clarify, we need to send out a meeting if you, you sorry, I just didn't want to I'll And we board workshops, board workshop we will. Okay. Sure. But maybe for tomorrow? Yes. Okay. I'll clarify. Thank you Ms. Theresa. I caught it. Yep. That's great.
Speaker 8: Where's she? Okay, you who's responsible for Speaker 1: The I am. Speaker 8: Nevermind. I do not have access to that. Speaker 6: And can I ask just real quickly of the board just to double check so we can post the meeting If we're gonna have more than two of you, is there interest in people attending tomorrow night as board members? Speaker 4: Yes. Speaker 6: Okay. So chance is going to fathom you're gonna attend. Is anybody else gonna attend? Okay then we will post. We will post that. Speaker 1: Is that enough time to post it? Speaker 16: Well you guys are just saying Yeah. That you opposed, it's gonna be
Speaker 8: Enough time. Speaker 1: Cassie, there's the, the district, the meeting in regards to the, the finance and the budgeting is from, it's tomorrow here from six to seven 30? Yes. Okay. Cassie was asking close Speaker 6: To, 'cause we just, we just found out that there will be a quorum so we'll post it. Speaker 1: Okay. Speaker 9: So now is that something that I'm certainly interested in that, but I also don't want to overwhelm Speaker 6: It. You're more than welcome feedback. It'll, it's now posted you, you're more than welcome to come. No harm, no foul. Yep. Exactly. Speaker 4: I don't if there's anything you ever want to go to, they'll it posting it.
Speaker 6: Yeah. We just, we just need to know it's Speaker 4: Just so we call a statute. Gotcha. Right. That's it. I mean go go to wherever you want to go. Speaker 9: Right. Gotta give heads up. Yep. We'll see what we can do. Speaker 6: We just, of course, as always can't No, no business can be done, but we can all be in attendance. Speaker 4: We probably shouldn't huddle in the corner and I'll talk, but Speaker 6: That would be Speaker 1: Preferably, Speaker 9: We probably get a synapse on that. Speaker 1: I'm sorry, Sharon, Speaker 16: That's the 26th, Speaker 8: Correct? Speaker 1: Correct. Tomorrow, yes. Speaker 8: Okay. Speaker 16: And you said six o'clock? Speaker 1: Yep. Yes. Okay. All right. So I will get the board update to Theresa
by three o'clock on Friday. I'm just kidding. Yes. Preferably by 10. Preferably looking at my schedule, I'll probably try to get it to you at least by tomorrow night would be my goal. Okay. So, alright. With that we'll go ahead and adjourn the February 25th, 2026 board meeting at 7 34.