Good evening everyone.
Katy ISD · Regular Board Meeting Agenda
Katy ISD Regular Board Meeting, May 16, 2022
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- 0:02 to 0:33 1. Call to Order - Upon announcement by the presiding officer that a quorum is present, the meeting will be called to order. The presiding officer will verify that the meeting has been duly called and notice of the meeting has been posted for the time and manner required by law.
- 0:33 to 11:32 2. Oaths
- 11:32 to 12:00 3. Closed Meeting - Closed Meeting will be held for the purposes authorized by the Texas Open Meetings Act, Texas Government Code Section 551.001 et seq. concerning any and all purposes permitted by the Act, including but not limited to the sections and purposes listed below.
- 12:00 to 12:42 4. Reconvene from Closed Meeting – The Board will reconvene from Closed Meeting.
- 12:42 to 16:52 5. Pledges of Allegiance
- 16:52 to 45:53 6. Recognitions
- 45:53 to 1:19:57 7. Public Comment/Citizen Participation - In accordance with BED(LEGAL) and BED(LOCAL), the Board shall hear from persons who desire to make comments to the Board. Persons who wish to participate in this portion of the meeting shall sign up via email at publicrecords@katyisd.org by 2 p.m. on Monday, May 16, 2022, and must also sign in at least 15 minutes before the meeting begins. No presentation shall exceed three minutes, and only the first 20 speakers who sign up shall be allowed to speak on non-agenda topics. If more than 10 speakers sign up, the 30 minutes will be divided among the speakers. All speakers who wish to speak on posted agenda items will be called.
- 1:19:57 to 1:20:22 8. Closed Meeting - Closed Meeting will be held for the purposes authorized by the Texas Open Meetings Act, Texas Government Code Section 551.001 et seq. concerning any and all purposes permitted by the Act, including but not limited to the sections and purposes listed below.
- 1:20:22 to 1:31:26 9. Reconvene from Closed Meeting - The Board will reconvene from Closed Meeting.
- 1:31:26 to 2:40:12 10.1 Comprehensive Pay System Analysis Report
- 2:40:12 to 3:17:52 10.2 2022-2023 Budget Update
- 3:17:52 to 3:38:39 10.3 Katy ISD 2022-2024 Strategic Planning Update.
- 3:38:39 to 3:41:57 11.1 Discuss and consider Board approval of the Interlocal Cooperation Agreement for the collection of Katy Independent School District property taxes for Fort Bend County.
- 3:41:57 to 3:46:47 11.2 Discuss and consider Board approval of the March 2022 Financial Reports.
- 3:46:47 to 3:52:52 11.3 Discuss and consider Board approval of the May 2022 budget amendments.
- 3:52:52 to 3:54:51 11.4 Discuss and consider Board approval of a Texas Association of School Boards Advocacy Resolution.
- 3:54:51 to 3:56:51 11.5 Discuss and consider Board approval of the change in construction delivery method for the replacement of the Building Management Control System at Taylor High School.
- 3:56:51 to 3:58:55 11.6 Discuss and consider Board approval of the proposal for the Building Management Control System replacement at multiple campuses.
- 3:58:55 to 4:04:35 11.7 Discuss and consider Board approval of additional department staffing needs to address growth for the 2022 - 2023 school year.
- 4:04:35 to 4:23:23 11.8 Discuss and consider Board approval of a compensation increase for the 2022 - 2023 school year.
- 4:23:23 to 4:25:03 11.9 Discuss and consider future Board adoption of the Local Policy changes necessary to implement the previously approved District of Innovation Plan.
- 4:25:03 to 4:25:59 11.10 Discuss and consider Board approval of a contract for real estate consulting services.
- 4:25:59 to 4:26:54 12. Consent
- 4:26:54 to 4:28:48 13. Information Items
- 4:28:48 to 4:29:02 14. Future Meetings
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1. Call to Order - Upon announcement by the presiding officer that a quorum is present, the meeting will be called to order. The presiding officer will verify that the meeting has been duly called and notice of the meeting has been posted for the time and manner required by law.
Noting that a quorum is present, I hereby call this regular meeting of the Board of Trustees of the Katy Independent School District to order.
Today is Monday, May 16, 2022, and the time is 4.01 p.m.
Dr. Gagorski, will you verify that we are in compliance with the provisions of the Texas Open Meetings Act with regards to notice for this meeting?
Mr. Schulte, I do confirm we're in compliance with the provisions of the Texas Open Meeting
Act for our meeting this evening.
2. Oaths
Thank you.
We'll now open tonight's meeting with the oath of office for our newly elected members
of the Katy Independent School District Board of Trustees.
Debbie, I think you're running the show here, right?
Debbie Davis, Secretary of Afforded Services and notary, will administer the oath of office
to our newly elected members mr victor perez and mr lance redmond
hi
Aye.
Mr. Smith.
Mr. Perez.
Lance Bredman.
Do solemnly swear.
Do solemnly swear.
That I will faithfully.
That I will faithfully.
Execute the duty.
Execute the duties.
Of the Office of the School Board Trustee.
Of the Office of the School Board Trustee.
For the Katy Independent School District.
For the Katy Independent School District.
Of the State of Texas.
Of the State of Texas.
And will.
And will.
To the best of my ability.
To the best of my ability.
Preserve, protect, and defend.
protect and defend the constitution the constitution and laws and laws of the united states of the
united states and of this state and of this state so help me god so help me god congratulations thank
you
Welcome to our new and returning board members.
Before we convene and close meeting, I would like to recognize our outgoing board member, Mr. Duke Keller.
And, Duke, it's been a pleasure working with you.
I guess it's been, I guess, a year and a half or so.
And again, I have tremendous respect for anybody that's willing to put in the time and the dedication it takes to be on the school.
It's a lot of time to get ready for these meetings.
There's a lot of things that go behind the scene.
And you've just been stellar in support and wisdom and contributions.
And it's been an honor for me to be serving on the board with you for the last year and a half.
And I wish you best of luck with all your free time that you're going to have after this.
So thank you very much for your service.
I sincerely appreciate it.
Do any other board members have anything they'd like to say?
Mr. President?
Yes.
All the things that I could say.
But I would just say, Luke, like you once served our nation,
you've served our community with honor, character, and integrity.
And while I count it an honor to have served with you,
I count it more of an honor to count you as a friend from now on.
So may God bless you and your family and whatever you put your hand to next. Thank you.
Ms. President.
Duke you are one of a kind. You are the funniest, most sincere, kind, hard-working,
honorable,
smart men I know.
You walk the walk and you talk the talk and then you always like, was I wrong? Did I offend you?
and because you're just so sincere and you are an amazing person and besides
the fact that you graduated from that red school I know I am but it it's been
an honor I've learned your there's this is a very small few board members that I
can say that I've learned from and and though I'm you know three years your
your turn around you I learned a lot from you I learned a lot from your
making a choice and sticking to it your quiet resolve you're always being
humble always being kind never disrespectful and I've learned I've
learned not a lot for me not just being a board member but as a person so it has
been my pleasure and my honor to serve serve a few past four years and I'm
sorry we don't get three more but I know that you have lots to do with your son
and all his activities and supporting your wife and her awesome career that
you you know admittedly did marry up with that one so but you will be missed
and it has truly honestly been my privilege
Mr. President?
Duke, where do I start?
My fellow veteran, I have enjoyed our talks.
I have enjoyed our time.
I have enjoyed the fact that we get to do things that sometimes some other people don't do,
and we have inherent trust from the very beginning because of our backgrounds and where we come from.
But I want to thank you for taking me in.
I want to thank you for all your words of wisdom, the kindness, midnight phone calls when I don't understand something.
And I have just sincerely appreciated that.
And the fact that I get to call you my friend and that I will from here on out, I value more than anything.
So thank you.
Anyone else?
Mr. President?
Yes.
Duke, one thing I really like about you is you always remind me that I'm your same age.
So that I'll never forget and you can continue to tell people that.
Anyway, I'm kind of honored to be your age because we've lived the same number of years
and the fact that you served our country and then served your community also is really
really, it's something to really be admired about you.
And I really respect your intelligence and your humor.
And I appreciate the time that we spent together on the board.
And also, nobody else except for us understands how hard it is to be on the board.
And that's something, no matter what, that we will have that together, that we served those three years together.
Thank you.
Mr. President, Mr. Keller, thank you so much for your service.
I'm just going to be redundant when I repeat all of the character traits that everyone knows about you.
Your service, your honor, your integrity, your determination.
I'm grateful for you.
I'm grateful for your service here.
And I'm grateful for how much you love our community.
And it's been an honor to work with you.
And I join Mr. Redman.
May God bless you and what you put your hand to next.
Thanks again.
Absolutely.
Should we set a three-minute timer?
Yeah, no, no.
Don't be nervous because the lawyer's talking.
I'm almost finished.
First of all, Victor, congratulations.
I hope that I've thanked you privately,
but now I also want to congratulate you publicly.
I hope you get as much joy out of service to your community as I have.
I know you've got roots here as well, and so congratulations.
My fellow trustees, I've kind of told you privately how I feel.
I won't rehash that, but I have enjoyed the relationships.
This is hard work.
It is not easy.
It takes a lot of time.
If you're going to be available for the community, it takes even more time, and I think we all strive to do that.
Dr. Grzegorski, you and your admin staff, I've said it repeatedly, I never cease to
be amazed at how hard you all work.
And you work all the time.
I've told you often someone would call me on a Saturday morning, I would have a few
minutes and I'd say I'm going to get it off my desk and I'd text you or email you and
you'd call me.
And I'd say, no, no, no, we can talk Monday.
And you'd wind up spending two hours on it.
And so I know how hard y'all work and and I respect that and I know you do it for our teachers and our kids
And I appreciate it
You know same thing for our campus staff, I mean it's the same your campus admin and our principals are they're just phenomenal
I mean, they're just phenomenal professionals. I'm being brief I could go on forever, but my wife tells me I talk too much
So I try to be brief
I'm the product of Katie I see I'm where I am today because of Katie I see teachers my kids
are where they are because of KDISD teachers.
I can't say enough about them.
I can't say enough about how hard they work.
And I know KD graduates in this community that I'm close to
that get mad at me for saying they're much older than I am,
all the way down to kindergartners.
Our teachers make a difference for our students,
and I appreciate that.
Same thing with our bus drivers.
Nobody in this school district drives a bus
because they like driving a bus.
They drive a bus because they love our kids.
and and I don't know one of them that's not like that so our bus drivers our
security officers our maintenance personnel you're not invisible I know we
say teachers a lot but I kind of lump them in there too because they do the
hard work every day I have to thank my wife and I'm gonna thank you so it'll be
on video I think they're privately but I need evidence for three years from now
which says I didn't thank her my wife as Ashley thankfully said in public I'm
married way out of my league my wife is a licensed professional engineer
executive in her field she gives back to the community like I do and her schedule
is ridiculous and so when I went to her and said I'm gonna run for the school
board after she said have you lost your mind she said go do it and I do a lot of
stuff at home because my wife's schedule is so insane and this required her to
to pull a lot of things back into her lap. And so I could not have done it without her. And so,
like I said, I'm going to say it here. So it's on videotape, uh, in case she thinks I never thank
her. Same thing with my kids, my kids, uh, two of which are off at college. They had to give up
free time with dad and their Katie kids and their, their army kids. So they were willing to do it.
One last thing I have a doctorate, but when I graduated from Katie high school, I didn't know
what I was going to do you don't have to go to college kids to be successful
there's tech schools there there companies you can go to work for you
don't have to go to college don't feel like you're not a success if you don't
go to college show up every day work hard keep your word and and do it with
honor integrity and you'll be successful thank you everybody I appreciate it
Thanks again, Duke.
3. Closed Meeting - Closed Meeting will be held for the purposes authorized by the Texas Open Meetings Act, Texas Government Code Section 551.001 et seq. concerning any and all purposes permitted by the Act, including but not limited to the sections and purposes listed below.
The board will now reconvene and close meeting, not reconvene, convene and close meeting as authorized under section 551-001 of the Texas Government Code for the following purposes.
Texas Government Code 551-071 and 551-129.
Thank you, everyone.
Oh, yeah.
Yeah, yeah, yeah.
We'll get it in there.
The board will now reconvene in open meeting.
4. Reconvene from Closed Meeting – The Board will reconvene from Closed Meeting.
Today is Monday, May 16, 2022, and the time is 5.37 p.m.
On behalf of my colleagues, I welcome everyone to this evening's regular board meeting.
Each board member received the agenda and documentation for this meeting on Friday, May 13, 2022.
22. The board will receive information and recommendations from staff, administration,
and the superintendent on these agenda items at tonight's meeting. Board members will be able to
ask questions, receive answers, and should be prepared to take action. The board has just
reconvened from closed meeting. In accordance with Chapter 551 of the Texas Government Code,
any action arising from discussions in closed meeting must be taken in open meeting.
5. Pledges of Allegiance
We'll now proceed to agenda item five, the Pledge of Allegiance.
Thank you, Mr. Schulte. We have a special guest who's coming up to the podium.
We have Neil Chandra, fifth grader from Schaefer Elementary, principal Shannon Smith.
Parents are out there, Mona Lisa Chandra and Chauvin Chandra.
Special interest, Neil is interested in swimming, acting, and reading.
Neil's favorite subjects are social studies, math, and science.
And from his fifth grade writing teacher, Mrs. Giddens,
Neil consistently goes above and beyond expectations.
He consistently exemplifies what it means to be a silver knight.
And from fifth grade science teacher, Ms. Sutton, Neil is responsible beyond his years.
His level of thoughtfulness and contributions to our classrooms are greatly appreciated.
And from fifth grade math teacher, Mrs. Evans, Neil is an incredibly kind and respectful
student.
He always strives to do the right thing and he is a blessing to have as a student
So please welcome Neil and you can lead us in the Pledge of Allegiance. I
Pledge allegiance to the flag of the United States of America
Into the Republic for which it stands one nation under God
Indivisible with liberty and justice for all
honor the Texas flag I pledge allegiance to the Texas one state under God one indivisible
good evening presidential T board members and superintendent Gregor ski my name is Neil Chandra
I'm 10 years old and I'm fifth grade at Schaefer Elementary my favorite subjects are social studies
math and science. I love music and I've been training for five years in piano
and I'm a second degree in black belt. Schaefer is my foundation of
learning and I'm glad I had an excellent school to build that foundation and
Schaefer Elementary is a school that has taught me everything I know and I was
and I will always appreciate my learning experience here throughout my life. One
of the unique experiences in Schaefer was being in the destination imagination
imagination program. Thanks to the Schaefer teachers, Schaefer staff, and Schaefer principal,
and my team manager, our team has qualified to compete at the global competition in Kansas City.
Schaefer has given me the opportunity and foundation of expanding beyond regular school
curriculum to test my ingenuity, knowledge, and creativity through these projects.
Since I'm about to graduate and go to junior high, I look forward to the new learning
opportunities in the next phase of my educational endeavor at Seven Lakes
Junior High. Thank you.
Thank you.
Mr. President, Mr. President, I just wanted to note that the namesakes for Schaefer Elementary,
Fred and Patty Schaefer, are in the audience with us tonight.
Nice to have you here.
Welcome.
Thanks, Neal.
You did a great job.
6. Recognitions
We're now going to move on to the recognitions part of the meeting.
There's a lot of good stuff.
we're going to be talking about tonight and at this time I'd like to introduce
miss Maria de peta manager of media relations for the recognitions portion
of the meeting good evening good evening president Chalte good evening president
Chalte board members and superintendent Gregor ski tonight we have a big night
of recognitions we begin first with the Katy high school FFA poultry team who
won their third state championship during the poultry evaluation career
development event last month. During the competition, participants select chickens
for broiler breeding, they evaluate and place hens, and they rate finished
chicken and turkey. They apply their classroom knowledge for evaluating
production, processing, marketing, and consumption process products. The
students also complete a written exam to solve a management problem. This team, led
by Mr. Jacob Price, will travel to Indianapolis and compete for the national
national title at the FFA convention in October of this year.
At this time, will Mr. Price please come forward along with his team members when I call your
name.
Reagan Barnett, Jamie Hahn, Amber Hong, and Kaylee Kulhanek.
Best of luck at nationals and congratulations.
Congratulations.
Let's give them one more round of applause.
Applause
Tonight, we would like to present the top two students from each high school ranked
highest academically in their respective graduating class.
At this time, please welcome Patty Smith, Associate Principal of Cinco Ranch High School,
who will introduce the valedictorian and salutatorian on behalf of Principal James Cross, who unfortunately
could not be in attendance this evening.
Miss Smith?
members and superintendent gregorski our salutatorian is ji on john she is the daughter
of hun on choy and chuljing john gian will attend pepperdine university to major in biology
and plans to follow the pre-medical route ultimately she hopes to pursue a career in
the neuroscience field as she is inspired by the mechanism of the brain throughout junior high and
and high school, she was a member of the orchestra
where she played the violin.
She was also the treasurer of National Honor Society
where she learned the value of volunteering and community
service.
In addition, she also participated
in HOSA and Key Club.
In her free time, she enjoys playing the guitar
and watching movies.
Congratulations.
Thank you.
and Edward Wu. Christine will attend Rice University to major in biochemistry and plans
to follow the pre-medical route. She has been fascinated by STEM since she was young, and
in school she enjoys math and science classes the most. She also enjoys playing violin and
is a TMEA All-State Orchestra member, as well as the concert master of the Cinco Ranch High
School Sinfonia Orchestra. Congratulations.
Thank you.
Thank you.
Thank you, Ms. Smith.
At this time, I would like to introduce Dr. Rick Hall, principal of Katy High School.
President Schulte, members of the board, Dr. Gagorski, this year we had a unique situation with our valedictorian and salutatorians.
We actually had a tie for GPA.
GPA. So we had to go to our tie break where we compared the classes that they had in common
to determine who had the higher average. And if that weren't unique enough, our valedictorian
and salutatorian are also twin brothers. It is my honor and privilege to present the valedictorian
and salutatorian for Katy High School. Our salutatorian is Mr. Ronick Saxena. He will
He will be graduating with a 4.8525 GPA.
Next year, he will be attending Rice University
where he will be studying bioengineering.
While at Katy High School,
he has participated as a delegate to Texas Boys State.
He was a member of the golf team
and participated in several internships,
one where he used artificial intelligence and coding
to determine how COVID-19 genes have traversed.
Ronak is the son of Rohith and Sarah Saxena.
I'm proud to present Katy High School's salutatorian, Ronick Saxena.
.
Katie High School's valedictorian is Mr. Armand Saxena.
He will be graduating also with a 4.8525 GPA and will also be attending Rice University in the fall where he plans to major in statistics and business.
While at Katy High School, he has participated in Texas Boys State, was a founding member of the Katy High School chapter of the Texas State Quiz Bowl,
and started a blog and website in 2018 where he writes about movies and makes predictions for major awards including the Oscars and Emmys.
Arman also is the son of Rohith and Sarah Saxena.
It is my privilege to recognize the Katy High School Valedictorian, Arman Saxena.
Congratulations to Ronak and Armand Saxena.
Thank you, Principal Holm.
now please welcome miss Gina Cobb principal of May Creek High School
good evening president Schulte Ford and dr. Gorg or ski it is my honor and
privilege to present to you the valedictorian salutatorian for May Creek
High School May Creek High School has many rich traditions and inspires
She inspires students to develop their maximum potential, to build healthy relationships,
and to facilitate a smooth transition into a competitive global society.
Students at the Creek are made to believe, lead, and achieve.
Our salutatorian is Ms. Grace Lee.
Grace has a 4.7963 GPA and will attend the University of Texas at Austin.
She'll major in biology in the CNS Honor Program.
She's a member of our English National Honor Society, Spanish National Honor Society, Science
National Honor Society, and the National Honor Society.
She's a member of our Key Club and the school's varsity tennis team.
She's also an active volunteer with the Houston Korean Community Center.
Grace is the daughter of Young Suk and Young Lee Lee.
I'm proud to present May Creek Salutatorian Grace Lee.
The May Creek High School Valedictorian is Mr. Jonathan Huang.
Jonathan has a 4.8082 GPA and plans to attend Harvard University with a concentration in molecular and cellular biology.
He then plans to attend medical school with hopes of ultimately becoming a gastroenterologist to treat liver conditions such as his own.
Currently, he serves as the president of Academic Decathlon, Academic UIL, Future Business Leaders of America, Key Club, and the National Science Honor Society.
In addition, Jonathan is the District 13 president for student council and has been treasurer for the class of 2022 for the past four years.
Jonathan is a National Merit Scholar and advanced to state for academic UIL this
year finishing fifth Jonathan is the son of Wilson Wong and Elaine he it's my
privilege to present to you made Creek high schools valedictorian Jonathan home
Congratulations to Grace and Jonathan.
Thank you, Principal Cobb.
At this time, I would like to welcome Ms. Julie Henson, principal of Morton Ranch High School.
Good evening, members of the board, President Schulte, and Dr. Gorgorski.
Tonight, I'm honored to present the 2022 Morton Ranch High School valedictorian and salutatorian.
Unfortunately, our salutatorian cannot be here this evening, but I would still like to take the time to honor him.
Our salutatorian is Tyler Spexgore.
He is the son of Scott and Kimberly Spexgore. Tyler is graduating with a 4.6885 GPA.
During his time at Morton Ranch, Tyler was a member of the Maverick Theatre Company,
Secretary of Rho Kappa, member of the AP Ambassadors, member of the Principal Communication Network, and Art Club.
The thing he will miss most about Morton Ranch High School will be the supportive friend community and fun learning environment.
Tyler will be attending the University of Houston with scholarships totaling $28,000.
He will be pursuing a degree in psychology with
hopes of a career as he says to be determined.
Please join me in congratulating our salutatorian, Tyler
Specksgore.
Our valedictorian is Logan Greenland.
I would like to introduce you to Logan's parents, Curtis
and Jennifer Greenland.
Please stand and be recognized.
Logan is graduating with a 4.7547 GPA.
During his time at Morton Ranch, Logan was a drum major for the Maverick Band, member
of the Symphony Orchestra, president of Mu Alpha Theta, president of the Science Honor
Society, vice president of Rho Kappa, parliamentarian of the National Honor Society, and a member
of the state qualifying academic decathlon team.
The thing he will miss the most about Morton Ranch High School is the energy and passion of our staff and students.
Logan will be attending Texas State University with scholarships totaling $54,000 along with his valedictorian tuition waiver.
He will be pursuing a degree in music education and mathematics with hopes of a career as a high school band director.
Please join me in congratulating our valedictorian, Logan Greenland.
Congratulations to Tyler and Lowe.
again.
Thank you, Principal Henson.
Now I would like to introduce Miss Mindy Dickerson,
principal of Pato High School.
Good evening, President Schulte, school board members,
and Dr. Grgorski.
This is the third graduating class of Pato High School,
and I'm very proud to introduce our valedictorian
and salutatorian this evening.
Our salutatorian, Fabian Sulaga Sulaga,
is graduating with a 4.721 GPA and plans to attend Columbia University this fall
where he will study electrical engineering. During his time at Pato High
School he served as the vice president of Mu Alpha Theta. He was a member of the
National Honor Society. He served as an AP ambassador and participated in the
Spanish Honor Society. I am proud to present Pato High School's salutatorian
Fabian Sulaga Sulaga.
Thank you.
The 2022
Pato High School Valedictorian is Michael Jiang Lu.
Michael is graduating with a 4.7667 GPA and he plans to
pursue a degree in chemical engineering at the University of Texas.
While at Pato, Michael played JV baseball and was a member of the varsity
tennis team. Additionally, he was a two-year member of Mu Alpha Theta where he served as
this year's president. It is my privilege to recognize Michael Liu as Pato's valedictorian.
Congratulations to Fabian and Michael.
Thank you, Principal Dickerson.
Next, I would like to introduce Ms. Carrie Finneson,
Principal of Seven Lakes High School.
Good evening.
It is my honor to announce the salutatorian and valedictorian of Seven Lakes High School.
Joshua Zhao is a salutatorian of Seven Lakes High School with a 4.8939 GPA.
He participates in many STEM-related extracurricular activities, such as Science Olympiad and Mu Alpha Theta.
He plans on studying in the Computer Science and Business Honors Program at the University of Texas at Austin.
Joshua, will you please come forward and be recognized?
Can we have a board member come up?
It is my honor to announce our valedictorian, Samitha Nemarajah.
Samitha is a valedictorian with a 4.8971 GPA.
Samitha is compassionate about serving her community.
Her community and service leadership involvement resulted in her receiving the Congressional Award Gold Medal for volunteerism from the U.S. Congress in July 2021.
She is a member of the National Honor Society, National Spanish Honor Society, Science National Honor Society, and serves as a student council officer.
Samitha plans to attend Rice University and pursue pre-medical studies.
She aspires to give back to her community as a future physician.
Please come forward, Samitha.
Congratulations, Joshua and Samita.
Thank you, Principal Finneson.
At this time, please welcome Dr. Melinda Stone, Principal of Taylor High School.
Good evening, Board of Trustees and Dr. Gagorski.
Taylor High School has had over 40 years of academic excellence. Our graduates
have gone on to accomplish great things in their careers and have made a
significant impact in our community. Tonight is my honor to introduce the
valedictorian and the salutatorian for Taylor High School's 2022 graduating
class, both of whom will no doubt be two more Mustangs who will continue to do
great things. Our salutatorian is Lucy Zhang. Her parents are Jing Zhang and
and Yinghong He.
Lucy will graduate with a 4.8533 GPA
and will be attending the University of Pennsylvania
next year, where she is enrolled in the Vigelos Integrated
Program in Energy Research, a dual degree program
where she will major in both science and engineering.
Her activities at THS include Future Business Leaders
of America, where she served as Area 5 and Texas State
Parliamentarian.
She was active in debate, where she
served as both public forum captain and vice president.
She was a member of the THS Orchestra and played the violin and piano.
She was part of Robotics, National Honor Society, and the Chick-fil-A Leadership Academy.
Please join me in congratulating Lucy for her accomplishments.
Next, our valedictorian is Matthew Hsu.
His parents are Jay Hsu and Cherry Chen.
Matthew will graduate with a 4.9057 GPA, which is, by the way, the highest GPA in the district.
He will attend the University of Texas at Austin next year, where he will major in electrical engineering.
During his time at Taylor, he was a member of the varsity swim team and part of robotics,
future business leaders of America, the Computer Science Club, and National Honor Society.
Please join me in congratulating Matthew on his accomplishments.
Congratulations to Lucy and Matthew.
Thank you, Principal Stone.
Next, I would like to introduce Mr. Mark Grisdale,
Principal of Tompkins High School.
Good evening, President Schulte, members of the board,
Dr. Gagorski. It is my pleasure to announce the Oberdee Tompkins High
School class of 2022 valedictorian and salutatorian. The salutatorian is
Sheyoun Lee and if she miss Lee will come forward please. Sheyoun is the
Sheyoun is the daughter of Hee Gun Lee and Haesook Kim if they would please
stand and be recognized.
Sheyoun has a GPA of 4.8 448. She is a member of the National Honor Society.
She's been involved in non-varsity and varsity orchestra for all four years of
high school. Sheyoun has volunteered in various events within the community,
specifically in the Korean community. Ms. Lee was an assistant instructor for
teaching the Korean language and culture at the Korean Community Center of
Houston. While there she received a national award for promoting Korean
heritage education and she also received the next generation assistant teacher
award. She has also experienced she also has experience in teaching English to
students in Mexico. Sheun recently completed an internship in data science
at the University of Houston and she will be attending Rice University where
she will major in sociology. Please join me in congratulating the Tompkins High
school salutatorian shayun lee
the tompkins high school valedictorian valedictorian is pranav
akaraju pranav will you please come forward
pranav is the son of chaluputhi akaraja and hema talavijala
Pranav, would those parents please stand and be recognized?
Thank you.
Pranav has a GPA of 4.8592.
He is the Mathematics UIL team president and an officer in the Computer Science UIL Club.
He has conducted research in the field of artificial intelligence
and its relation to assistive learning in the educational field.
He has participated in an internship with iTech STEM and Girls' Coding Academy
through the University of Houston STEM Center
to help teach elementary and middle school children
the basics of computer tools and languages.
He has also worked on a cybersecurity program
through a mentorship with a startup that uses an abstract syntax tree
to detect PHP vulnerabilities.
Pranav has also founded the OTHS PEAC Club,
which helps educate younger children in STEM fields.
Pranav will be attending the University of Texas at Austin where he will double
major in computer science and business through the computer science and
business honors program please join me in congratulating the Tompkins High
School valedictorian Pranav Akaraju
Congratulations to Sheyong and Pranaz.
Thank you, Mr. Grisdale.
Let's give all of these valedictorians and salutatorians one more big round of applause.
This concludes our recognitions portion for this evening.
Well, Mr. Pettit, that almost concluded.
I'm going to jump in for one recognition, if you guys don't mind.
I see some of the folks go ahead and clear out who's here,
but I want to go ahead and recognize we've got a brand-new coach here
sitting in the front row.
It's customary that we always bring our coaches in.
We brought him in a little while ago,
but this is the first opportunity to come before the school board,
and it's Coach Lonnie Teagle here who's with us.
All the way from North Texas, coming down from Denton,
be part of the toughest school UIL district in all of Texas, so welcome to that, right?
But, Coach, I see you've got some family with you.
If you would please stand and let us know who you brought with us.
Thank you.
Thank you for having me on tonight, and I want to introduce my beautiful wife, Tiffany, sitting in the front row.
My son, David. He'll be a freshman at Payto next year.
All right.
My daughter, Victoria.
My daughter, Lauren.
My daughter, Naomi.
Thank you, Coach. We appreciate you joining KDISD and becoming part of our family.
and welcome to, like I said, toughest district around.
Yes, sir.
Yes, sir.
We're excited to be here.
Welcome.
Thank you.
Thank you.
Do we have any scouts in the audience this evening?
Okay, thank you.
7. Public Comment/Citizen Participation - In accordance with BED(LEGAL) and BED(LOCAL), the Board shall hear from persons who desire to make comments to the Board. Persons who wish to participate in this portion of the meeting shall sign up via email at publicrecords@katyisd.org by 2 p.m. on Monday, May 16, 2022, and must also sign in at least 15 minutes before the meeting begins. No presentation shall exceed three minutes, and only the first 20 speakers who sign up shall be allowed to speak on non-agenda topics. If more than 10 speakers sign up, the 30 minutes will be divided among the speakers. All speakers who wish to speak on posted agenda items will be called.
At this time, the Board of Trustees will give members of the public an opportunity to speak
in accordance with KDISD Board Policy BED Local.
As defined by Board Policy, speakers who signed up by 2 p.m. on Monday, May 16, 2022,
provided their first and last name, and signed in 15 minutes prior to the start of the meeting,
will be allowed to address the Board.
The Public Participation section has been recently modified to include two categories.
Category 1 is for speakers signed up to speak on posted agenda items,
and category two is for speakers signed up to speak on non-posted agenda items.
Speakers who signed up to speak on posted agenda items will be allowed three minutes to speak.
For speakers who signed up to speak on non-posted agenda items, there will be a maximum of 30 minutes allocated,
with the time divided equally among all those that have signed up.
However, the maximum amount of time for any one speaker is three minutes.
If a speaker has not finished speaking at the end of the three minutes, your audio will turn off.
off. If speakers wish to share written material with the board, you must provide 10 copies to the
secretary for board services before the meeting begins for board members, the superintendent,
the chief communications officer, and permanent record. If the speaker has not attempted to solve
a matter administratively through proper channels, as stated in board policy, the presiding officer's
designate shall advise the speaker to seek resolution through the appropriate policy.
Finally, pursuant to Texas Government Code Section 551-074 and 551-0821, the Board will
not permit the presentation of personally identifiable information regarding a student
and will not discuss the appointment, employment, evaluation, reassignment, duties, discipline,
or dismissal of a public officer or employee or to hear a complaint or charge against an
officer or employee.
employee. Should a speaker wish to address one of those issues, they must do so through the appropriate grievance policy, FNG local, DGBA local, CKE local, or GF local. Our speakers will be called forward in the order they signed up to speak. First, we will call up all speakers who signed up to speak on postage and items. Each speaker will have three minutes to speak. I just want to warn if there's any children in the audience, I've been advised that some speakers tonight may use vulgar language. So if you're if you're offended by that, I just wanted to give you a
Fore warning on that and I appreciate the speakers. Let me know
Okay, so the first agenda item
First speaker I'm sorry is Bruce Bruce cross weight
Good evening, and the next speaker item is a Roland Radcliffe
My name is Bruce Crossweight. I'm a KDISD bus driver for 10 years.
And I'm talking about driver compensation.
Anytime the starting pay for new drivers is increased, a similar increase should be passed on to existing drivers.
Retention is just as important as acquisition, if not more important.
A new driver makes about 10% less than a 10-year experienced driver.
A new driver makes about $1,200 a year over the federal poverty level.
It's not a mystery why we can't get or keep school bus drivers.
drivers. This is not the image KISD wants to put forth to the community. Currently,
we are dramatically understaffed. At South Transportation, we are using 11 lead drivers,
8 routers, 10 mechanics and parts employees, and 5 administrative staff every day to drive
needed routes. On top of that, we are using a portion of the 30 Gold Star drivers to drive
the district has contracted to fill vacancies.
This needs to be addressed immediately
or we will face crucial situations very soon.
Cost of living increase.
Cost of living yearly increases
should be automatically included
as part of the bus driver compensation program.
All drivers are dramatically affected by inflation,
especially when dealing with current double digit increases.
Today, everyone is faced with skyrocketing prices on almost all purchases, but within
the KISD community, bus drivers are among the least capable of dealing with surging
inflation.
Many are faced with finding second jobs to help pay for essential needs.
There are a lot of drivers waiting tables and delivering pizzas to make ends meet.
The cost of living is not a raise, but a method of keeping fair and equal, and it should be
automatic.
Lastly, the current bus driver starting hourly compensation at KISD is $17.51.
This is far below large and regional school districts.
Dallas 2269, Longview 1950.
1950. Lamar Consolidated, 1939. Spring San Antonio and Klein, $19. Seifair Ailey Fort Bend, $18.
We are seeking a one-time $2 across-the-board increase in hourly pay for all drivers and
attendants. This would put Katy ISD back in the position it has held for many years as one of the
best thank you thank you
next speaker tonight is Roland Radcliffe and speaker after that is Amy trainer
good evening so when do I start now my name is Jim Radcliffe and I'm a bus
driver much says Roland Radcliffe but I go by Jim I'm gonna start talk about the
value proposition in support of what Bruce was just saying simply put what is
the value proposition of the job of the school bus driver to pick up and deliver students to
their respective schools at the beginning of each day and then pick them up and deliver them home
at the end of each day and to do this safely and that's the paramount word we need to think about
every driver must obtain a texas department of transportation license to operate a school bus
cdlb this includes a five-part written exam and a four-part driver examination performed under
d.o.t guidelines at a local driver testing location under d.o.t examiner typically this
This requires a six to eight week training period at a local KISD transportation center with a KISD testing professional.
I think I'm going to move on.
Y'all can read the rest of that that I've got handed out.
Once the license is issued, a route is assigned and the job begins.
Each day starts with a pre-dawn arrival at the transportation center to clock in, check assignments for any changes, and then prepare their bus.
Each day starts.
There is a 20-point pre-trip inspection on each bus every time the bus leaves for its assigned route.
This inspection includes interior and exterior points of possible failure to ensure that, in fact,
all are in good condition, ready for travel, and we do this safely.
This process is repeated every day each time the bus goes out for pickup and delivery
both to and from campus of the students of KISD.
These routes are completed in the dark to begin with.
with in the business early rush hour travel time in the city in the business
afternoon rush hour times in the city in neighborhoods that are sometimes poorly
lighted with inadequate signage and all kinds of weather unless of course the
school is closed due to severe weather conditions. Every time the driver gets
behind the wheel he is assuming a defensive driving posture as he
navigates neighborhoods whether drivers preoccupied with their cell phones
either calling or texting and drivers who view few school buses as a hindrance
on the roadway impeding their progress to wherever they are headed,
not to mention onboard distractions of unruly or loud students
that sometimes do not view their driver with the respect they deserve.
But this really is another topic of discussion for later,
and I'll also just ad lib, 95% of all my kids are wonderful kids.
Therefore, in considering the overall task and duty of the bus driver,
it should be very clear that this job is one of the most important
of all job functions at KISD because they are responsible for the safety of the most valuable
cargo one can put on a bus, our children. And yet the compensation for the bus driver is one of the
lower of all KISD employee functions. To add to this, if the school is not in session, buses do
not run and drivers do not get paid. And I'll further go on further down to close this. So one
would beg the question, why are bus drivers treated with such a low level of respect for
the job they do ensuring that our children are safely delivered to and from school thank you
the last speaker tonight on posted agenda items is amy traynor
good evening
good evening dr gregorski and trustees we would first like to thank each of you for
your service and continued commitment to the students of Katy ISD.
Mr. Keller, we would like to extend our sincerest appreciation to you for your three years of
board service to our community.
Our students, teachers, administration, and community are better as a result of your thoughtful
consideration of all topics brought before you.
We look forward to continued collaboration with you as we continue to ensure Katy remains
an A-plus district.
We would like to welcome Trustee Perez to the Board of Trustees team and congratulate
Trustee Redmond on his reelection.
We look forward to continued collaboration with you on behalf of
children throughout our district. The KD Literacy Coalition advocates for
effective and proven literacy education and intervention aligned with the
science of reading in KDISD. We have one singular goal to collaborate with and
work in unison with parents, teachers, trustees, and our district's
administration to ensure the literacy practices of our students received our
students receive in KDISD are in fact practices that demonstrate we are an A
8 plus district we would like to express our continued readiness to collaborate
and partner with the board dr. Gregor ski and other administrators to meet the
literacy needs of all students at the strategic plan work meeting several
months ago Alicia and I were the only speakers and only two of a handful of
individuals in the audience during that discussion we were pleased to see board
members make several contributions to the district's proposed strategic plan
including but not limited to teacher pay and student outcomes that were recorded
supported by Dr. Orr from Engage to Learn.
We look forward to learning this evening what, if any, changes or additions might be proposed
to the 2022-24 strategic plan.
We remain committed to working together with the district and board to ensure our district
is an A-plus district in all areas of student outcome.
Thank you.
you. Now we'll call speakers who signed up to speak on non-posted agenda items. By policy,
a maximum of 30 minutes has been allocated with the time divided equally among those who have
signed up to speak. Each speaker will have, it looks like three minutes. Is that correct? Each
speaker will have three minutes. So I'm going to look through the list here. I got to look at two
lists, who signed up beforehand and who signed up ahead of time, make sure they match. So the
The first speaker tonight is Allison Franks.
And the second speaker tonight is Cameron Samuels.
Good evening.
My name is Allison Franks, and I'm a junior at Jordan High School.
I helped lead the Jordan book distribution for Freedom Week and spoke and attended the past three board meetings, respectively.
While often overlooked or underappreciated, books are essential to one's education.
books are knowledge. I recognize that parents arguing for the banning of
certain literature are doing so under the belief that they are protecting youth
but we the youth have been here to tell you the only substantial protection for
us is knowledge. Grant us the knowledge found in these books. Yes some of the
content might be classified as mature or vulgar but as has been previously stated
what is vulgar to one person is not always vulgar to another. Therefore
Therefore, having a concrete definition of what KISD considers to be pervasively vulgar
would help to lessen the subjectivity around the parameters of book challenges.
Also, a student's world is vulgar and mature through the constant outpour of current events,
social media, and the general teenage experience.
This is bound to, rightfully, be represented in books.
Both controversial and affirming literature has an essential place in education, in high
school libraries.
I've always believed in the importance of being an advocate of students using their voices and
Especially on behalf of those who don't feel like they can the unyielding importance of equal representation cannot be denied
I propose one of the ways of doing this a diverse collection of students should be included in the process of formal
Reconsideration on challenge books we can speak at these meetings
We can advocate for change
But our voices will not truly carry equal weight until we have a tangible and transparent process to create positive results
By working together, we can truly be the legacy.
Thank you.
Thank you.
The next speaker tonight is Cameron Samuels.
And the speaker after that is Sean Fitzsimmons.
Good evening.
Good evening, trustees.
When I asked you at this lectern six months ago why KDISD blocked LGBTQ Internet content,
I was the only student in the boardroom.
Unlike others who addressed the board that evening, not a single person clapped.
Instead, I returned to my seat as the entire room gave me stares.
The following day, a district official emailed school administrators to ask for queer books to
be removed from campus libraries. For weeks, the district never reached out to me regarding the
discriminatory internet filter that is still in place today. During recent months, you heard
certain people at this lectern call us pedophiles and child predators for being
queer. A school board candidate encouraged the community to call the
police on me and another candidate because she falsely claimed that we were
distributing pornography when we were handing out hundreds of books that
represent diversity in experiences and viewpoints. A newly elected trustee has
has called for the removal of LGBTQ websites,
like the Trevor Project,
the removal of a suicide prevention lifeline.
I shouldn't have to continue this fight for six months
to see an overwhelming number of book challenges,
to see countless websites remain blocked,
to see school board candidates slander my name and face
in an effort they say is protecting the children.
I wish I didn't have to tell you
that students have unique needs
and they must be given the support they desperately need and deserve. That is
protecting the children. As I graduate next week, please understand that the
pressure to listen to and support the underrepresented students of the
district is still here. Your policies directly affect students and you have
the responsibility as trustees to support all students of the district,
especially those most vulnerable. I hope you can ensure that compassion truly is
our legacy. And this speaker is Sean Fitzsimmons and the speaker after that is
Ann Russey. Thank you members of the board for the opportunity to come speak
in front of you today. I wanted to start you know like several others and say
thank you to Duke. I've gotten to know him over the last seven years or so by
by being neighbors in Firethorn.
And you did a wonderful job representing the children,
the parents, the taxpayers, and everything.
Really nice job.
Second thing is I want to say giant kudos
to the two students that spoke.
That takes a lot of guts to get up and tell a story,
especially like the last one.
So thank you very much for doing this.
We're a diverse community.
And diversity is really what makes this nation turn.
it's what makes us so special. Not every family is going to look like my family
or your family in a lot of ways, be that skin color, be that who's parenting those
children, but all of those children, every single child in Katy ISD needs to feel
loved, supported, and like everybody, teachers, administrators, and the seven of
of you that are elected care about them.
Trustees represent everybody, not just the people that think like you, act like you,
have a family like yours, a background like yours, or anything else that makes us individually
unique.
Yet here we are where someone that ran for school board and won used blocking people
on social media is really his only method of dealing with people that had
dissenting views. If you can't handle that and you can't grow thick enough
skin to work through that through an election process, how do we as parents go
to sleep at night thinking that you're actually going to represent our our
children completely, all of them? Blocking people, not answering questions, that's
not how you engage an entire electorate that you are responsible for banning books no one
has ever been on the right side of things when books get banned ever victor i see the smirks
it tells me that we made a really bad choice putting you on this board and i hope that the
other six of you will do your jobs to make sure that extremism doesn't find a way onto our school
board. It doesn't have a place. Politics don't have a place in school boards. The North Star is making
those children feel loved, cared, and prepared for the world. It is not to bring extreme views
of any sort to our children. Thank you again. Thank you to all of Rusty for serving and hopefully you
you can do what you can to make sure that we don't see extremist views come to Katy ISD.
Thank you very much.
Thank you.
The next speaker tonight is Ms. Ann Russey.
The speaker after that is Mr. Zane Tolison.
Good evening.
Good evening.
Hi.
Last year, when I brought you all concerns about racism and discrimination in our district,
you assured me that our policies were sufficient.
Dr. Gagorski, you stated you would not rattle any political cages
or engage in any political theater,
but invited the public to bring you examples where our policies fall short
and pledged you would, quote,
march hand-in-hand with anyone experiencing discrimination in our district.
Since then, the district has become a partisan political actor
by banning books and censoring LGBT web content,
including the Trevor Project.
Rather than defend the integrity and expertise of our staff
or point complainants towards our existing board policies
that already provide avenues for a parent to exert control
over the materials their own child has access to,
you all reacted to these baseless and outrageous claims
as if they had merit.
it you say managing kdisd is like captaining a giant cruise ship we can't turn on a dime
progress takes time i am told even the most basic requests like ensuring all staff members
receive professional development that helps them meet the learning social and emotional needs
of a diverse student body can't be rushed change is slow contrast that with the immediacy in which
which this board empowered district leadership to roll out,
partner with parents.
Overnight, KDISD released a fast track for one parent
to violate our students, my children's,
First Amendment rights.
Apparently, when this board feels emotionally compelled
to act, change can happen quickly.
If you're invested in the protection and support
of all students, you must compel the district
to unblock the Trevor Project.
immediately. Not a single child has ever been or will ever be at risk of dying
from reading a library book, but every LGBTQ plus student in our
district is at increased risk of death by suicide. As long as that site remains
blocked, you are complicit in elevating that risk. You are blocking access to a
life-saving resource. You are sending queer students the message that their
existence is unwelcome and that their lives are not valued. The time to act
quickly has passed but you can still fix this. Dr. Gagorski, this is an opportunity
to march hand-in-hand with these students to reverse a discriminatory
policy. All you have to do is act.
Thank you. The next speaker tonight is Zane Tolison, and the speaker after that is Cameron Campbell.
Zane Tolison? No? Okay, Cameron Campbell?
Okay, I'll keep going down the list. Zahra Bacran?
She didn't sign up. Oh, she did. Kathy Carpenter. I'm sorry. I'm sorry. Is Kathy Carpenter here?
here I did miss that but that can she go first okay I'm sorry my apologies I
messed that up thanks evening hello my name is Zara Baccarin and I am a
sophomore at Jordan High School when I learned about the targeted mass shooting
of black people by an 18 year old self-proclaimed white supremacist and
Buffalo on Saturday I was reminded of the massacre that occurred on Black Wall
Wall Street in Tulsa, Oklahoma in 1921.
I was reminded of the 16th Street Baptist Church bombing
that occurred in Birmingham, Alabama in 1963,
both events that I never learned about in school.
Acts of targeted, racially motivated mass murder
are ingrained into the fabrics of both our history
and present.
If we truly love and care for every one of our neighbors,
it is imperative that we educate each child on the history
history and development of white supremacist ideals and actions in order to prevent further genocide.
Buffalo, New York may be a 24-hour drive away, but the same issues, the same fostering of fatal ideologies as a result of educational failures, exist all over the United States.
It starts in our own backyards, and our people are killed in the same spots.
Save my life, my mother and father's lives, the lives of my brothers and my sister and my aunties,
uncles, cousins, friends, and neighbors, and teach the truth, all of it. Because I can assure you
that teaching the evils of history and letting us read books that examine transgressions of the past
and present is a lot less problematic, upsetting, and uncomfortable than dead bodies on tile and
and pavement.
Thank you.
Thank you.
Next speaker is Kathy Carpenter.
I would like to say good evening, but I can't,
because today is a glorious day.
Congratulations, sir.
But unfortunately, my words are for the rest of you.
I have informed you for the last four months
that I am not here to incite or encourage hatred to the gay community.
But the gay agenda continues to attack you and the parents.
I also informed you that I stand with those parents.
It's the seven of you that control the power.
The power of the people that put you in that chair.
Those chairs were created for the people, by the people, to protect the people from your powers to be.
Therefore, today, I encourage the straight community to reach out to me, and we will fix this problem.
We too can have meet and greet locations that provides us the same opportunity to control or lock the doors.
I don't need books. I need you.
Or we are all protected under the beautiful rights provided by the ACLU.
and we can also file our own lawsuit against Katie just like others have done.
Thank you.
Thank you.
I want to make sure I didn't miss anybody.
I got confused here.
My apologies.
Cameron Campbell, is Cameron here?
Okay, the next speaker is Kathleen Pittman,
and the speaker after that is Colburn McClellan.
Hi. Okay, so it's been a little bit since I've come to talk to you all, so I wanted to catch you up on the business of PTA.
If we haven't met, I'm Kathleen Pittman, Katie Council PTA's president for last year and this year.
We have two new PTAs that have joined our PTA family.
Robertson PTA chartered in mid-April, and McDonald PTO switched to PTA a week later.
So that was awesome, which brings our current member count to 27,835 for our district being the largest council in the state again.
Even though there are districts that have twice as many PTAs than we do, we still have more members, which is awesome.
And we're up 4,000 members from last year.
24 PTAs recruited over 500-plus members.
24 PTAs earned the Golden Apple Award, which is the award when 100% of the staff has joined the PTA.
52 PTAs increased their membership from last year.
For reflections, 114 reflections is an art program that a lot of our PTAs do through National PTA and Texas PTA.
And 114 entries came from our local PTAs to council.
Council, 23 advanced to the state level, and we had one student from Exley that received
the Award of Excellence from National PTA, which was awesome.
Katy Council was one of six school districts to receive a National PTA grant that will
end up helping out some of our high school PTSAs with their fundraising, which is awesome.
We had over 20 high school students from six of our high schools that participated in focus
groups the teens and the parents to help create a national PTA program for teens
which is awesome that we were selected and we were the only one in Texas which
is pretty awesome our PTA wait leaders have worked hard to further the mission
of PTA this year and to engage and empower families and communities to
advocate for all children this is my last meeting with y'all and it's been a
honor and a pleasure the next council president's awesome her name is Shelly
but anyway but thank y'all and I appreciate your support it's been a
crazy two years but y'all have been amazing thanks thank you the next
speaker is Colbert McClellan and the next speaker tonight is Alfredo Castro
Good evening.
From KDISD Policy.
The district does not have jurisdiction over situations occurring in the community,
even though an incident may involve students,
including technology-related communications such as emails, texting,
social media messages containing threats, bullying, harassment,
unless there is a direct impact to the school setting.
I'm now going to read a public social media post that was sent to KDISD on October the 6th, 2019,
three days after the incident involving my son, Bronson.
The social media incident was between two previous KDISD student-athletes who are now adults,
and in their public Twitter and Instagram from Adele of Tompkins and Bowling from KD High School.
Hey, Tompkins, this how you teach your players to talk?
These are direct messages sent to Shepard Bowling.
To me, he said he called Shepard an N-word six times, a faggot five times, and threatened him with violence.
And straight from their conversation on Instagram,
Sound like and look like a faggot, and you act like one too.
Got other N-words named in your mouth like a faggot.
Haven't ever played a down of varsity football, you weak little N-word.
Go and sit down.
Bro, I already said if you're not about to pull up somewhere and settle this shit, then shut the fuck up.
You sweet as fuck. All you do, you enter n-word DMs like a faggot.
Use a faggot for wanting me in your mouth.
I can tell you scared of p-word and still a virgin faggot ass n-word.
Stay in your lane, big baby, bitch, before I break more than your neck.
So I ask, is there a different set of rules for different kids? How do you justify the discipline
you gave to Bronson but no discipline was given in this situation to Adele? Both off-campus incidents
were very similar and both contained foul language. Truth is, according to rules, Katie ISD had no
jurisdiction in either incident. Dr. Gorgorski, where is your moral imperative to hold this
student accountable do you have moral imperatives for certain students and not for others did you
send a letter out about this incident to all parents at tompkins and katie high school
did you make a press release to the media about the incident no you did not why was it because
you knew it would have destroyed mr adele's recruiting process yet you had no problem
releasing the statement about my son and it's not even true mr president is it okay for only
a select few students to use words like faggot in the n-word and unapproving threats of violence
but not for others students in their off-campus speech do you enforce your discipline policy
equally fairly and appropriately in this situation you did not i have provided each of you with a
letter copy dated april 26 to try to settle this remember all
The last speaker tonight is Alfredo Castro.
Good evening.
Good evening.
Thank you, Dr. Gorgorski and trustees.
Just wanted to say thank you to Duke Keller again.
It's been a pleasure getting to know him.
He's done a great job.
I'm sorry to see someone like Victor Perez get elected.
He got elected based on lies.
Trust our teachers, please.
They've done a good job.
I've had one student graduate from KDISD, another one that's about to graduate.
Never had any problems with them being, quote, unquote, indoctrinated with CRT.
It's a bunch of baloney.
Victor Perez, I'm looking forward to finally being able to engage you once you unblock your detractors.
It's a cowardly move.
I think you could be better than that personally sir again thank you all for
your for all that you do for the district and I still think Don Champagne
needs to resign thank you this concludes the open forum portion of the meeting
8. Closed Meeting - Closed Meeting will be held for the purposes authorized by the Texas Open Meetings Act, Texas Government Code Section 551.001 et seq. concerning any and all purposes permitted by the Act, including but not limited to the sections and purposes listed below.
the board will now convene in closed meeting as authorized under section five
five one zero zero one of the Texas government code for the following
purposes. Texas Government Code 551071, 551072, 551129, and 551074. Thank you, everyone.
Again, I apologize that we're running so late tonight. The Board will now reconvene in open
9. Reconvene from Closed Meeting - The Board will reconvene from Closed Meeting.
meeting. Today is Monday, May 16, 2022, and the time is 7.51 p.m. In accordance with Chapter 551
of the Texas Government Code, any action arising from discussions in a closed meeting
MUST BE TAKEN IN OPEN MEETING.
WE'LL NOW PROCEED TO AGENDA ITEM 9.1,
CONSIDER AND ELECT OFFICERS FOR THE 2022-2023 BOARD OF TRUSTEES.
TRUSTEES, I WILL NOW ENTERTAIN NOMINATIONS FOR THE POSITION OF PRESIDENT.
MR. PRESIDENT.
YES.
I NOMINATE YOU, GREG SCHULTE, FOR THE POSITION OF PRESIDENT OF KDISD.
SECOND.
NOMINATION WAS MADE BY MS. VAN TO ELECT GREG SCHULTE AS PRESIDENT.
Are there any other nominations?
The chair will entertain a motion to close nominations.
Mr. President, I move that we close nominations.
Do I have a second?
Second.
The motion was made by Mrs. Vann, a second by Mr. Redmond.
All those in favor, raise your right hand and say aye.
Aye.
The motion carries 6-0.
Nominees shall be voted on in accordance with what they were nominated.
I SHOULDN'T HAVE READ THAT BECAUSE THERE'S ONLY ONE.
A NOMINATION WAS MADE BY MRS.
VAN THAT THE BOARD ELECT GREG SHULTI FOR THE OFFICE OF PRESIDENT OF THE BOARD OF TRUSTEES
FOR THE 21-2022 SCHOOL YEAR.
ALL THOSE IN FAVOR, RAISE YOUR RIGHT HAND AND SAY AYE.
AYE.
ALL THOSE OPPOSED?
THE MOTION CARRIES MOTIONS APPROVED 6-0.
I THINK I DID THAT GOOD?
WE'RE GOOD?
OKAY.
SPOT ON.
THANK YOU.
I'LL GET BETTER ON THE NEXT ONE.
Okay, nominations are now open for the position of vice president.
Mr. President?
Yes.
I nominate Lance Redmond for the position of vice president.
Second.
A nomination was made by Ms. Wilson to elect Lance Redmond as vice president.
Are there any other nominations?
I'll entertain a motion to close the nominations.
Mr. President?
Yes.
I move that the board close nominations for the office of vice president.
Second.
I have a motion by Ms. Wilson and a second by Mrs. Vann.
All those in favor, raise your right hand and say aye.
Aye.
The motion carries 7-0.
A nomination was made by Ms. Wilson that the board elect Lance Rebben for the office of vice president of the board of trustees for the 2021-2022 school year.
All those in favor, raise your right hand and say aye.
Aye.
All those opposed?
All those that abstain?
Did everybody raise their hand?
Yeah, sorry.
Okay, I'm sorry.
I didn't see.
7-0.
Okay.
Thank you.
Nominations are now open for the position of secretary.
Mr. President?
Yes.
I nominate Ashley Vann for the position of secretary.
Nomination was made by Mr. Redmond to elect Ashley Vann as secretary.
Are there any other nominations?
The chair will entertain a motion to close nominations.
Mr. President?
Yes.
I move that the board close nominations for the Office of Secretary.
Second.
We have a motion by Mr. Redman and a second by Ms. Wilson.
All those in favor, raise your right hand and say aye.
Aye.
Close nomination.
To close nomination.
Yeah, this is to close nomination.
Aye.
Yes.
7-0 to close nominations.
Thank you.
A nomination was made by Mrs. Wilson that the board elect Ashley Vann for the President
for the office of secretary of the board of trustees for the 2021-2020 school year all
those in favor raise your right hand and say aye aye all those opposed so that's
i'm going to abstain staying okay so one abstain i'm abstaining also you're saying two abstains
and that's four four and one against okay four two one
This concludes the election of board officers.
We will now move on to the next agenda item.
9.2, consider the potential sale of property.
Mr. President?
Yes.
I move that the Board of Trustees adopt the attached resolution authorizing the sale of a 7.014 acre tract of land adjacent to the Wolfe Elementary School property
and authorizes the superintendent or his designee to negotiate and execute a sale
and purchase agreement and related documents for a purchase price of five
million four hundred thousand and zero dollars this motion will also authorize
the president of the Board of Trustees to execute a deed and any other
documents necessary to consummate the sale of the property to the buyer second
we have a motion by mr. Redmond a second by mrs. champagne will now proceed to
vote all those in favor raise your right hand and say aye the motion carries 7-0
agenda item 9.3 consider board approval of a naming of an assistant
superintendent for the secondary school leadership and support mr. president oh
mr. president yes I move that the Board of Trustees approves naming dr. Emily
Craig as assistant superintendent for secondary school leadership and support
We have a motion by Mrs. Fox and a second by Ms. Wilson.
We'll now proceed to vote.
All those in favor, raise your right hand and say aye.
Aye.
The motion carries 7-0.
Mr. President?
Yes.
I just wanted to say I'm voting aye on this because it was made clear to me that this is not a new position, but a replacement position.
That's correct.
Mr. President, if I can go ahead, I'm going to go ahead and comment on each of our hires.
We've got four of them coming to the board tonight as recommended in closed session.
I see a whole group of people who've been anxiously waiting to be approved tonight. So where's Emily over there?
She is she in the group? I can't see everybody. Oh
Yeah, I forgot they went to Arkansas so we will see Emily at our next meeting
But yes, her daughter was graduating from Arkansas
She had told me that that she would not be here tonight and before I say anything more about that
I want to look over and let me let me make sure mr. Stocks didn't go to Arkansas. Oh, no, he's over there. Okay
I just want to say how much I appreciate working with Jeff Stocks.
He's a longtime employee of KDISD.
He spent his entire career in education doing wonderful things for children and for families.
And I appreciate everything he's been doing over here in the school leadership department.
But he is retiring next month in June.
But I just want to let him know how much I appreciate him.
Mr. President, can I please say something, too, about Mr. Stocks?
As he knows, you know, I'm a huge fan of Mr. Stocks.
I was his PTO president one year.
And I just hope all the best for you, and I'm going to really, really miss seeing you around, really,
because I've seen you around for quite a while now, back at Taylor and now here.
Goodbye.
Mr. President, may I echo as well?
Mr. Stocks, you've been a great asset to KDISD.
your love of children and your focus on their success is obvious in everything you do,
and you're highly respected, and my favorite thing about you is your banjo playing
and being the musician on the one-stop world tour at the Bips Breakfast.
Enjoy your retirement.
Any other comments?
Thank you for your service.
Appreciate it.
Good luck.
Agenda item 9.4, consider board approval naming of a principal for Exley Elementary School.
Mr. President?
Yes.
I move that the Board of Trustees approves naming Thea Wofford as principal for Exley Elementary School.
Second.
We have a motion by Ms. Wilson, a second by Ms. Champagne.
We'll now proceed to vote.
All those in favor, raise your right hand and say aye.
Aye.
The motion carries 7-0.
I think Thea is out there.
She didn't go to Arkansas, which is a good thing.
We appreciate your willingness to step into that role and I know you've been with the
district for what about 10 years now?
So 17.
Okay.
All right.
That's even longer than I remember, but that's awesome.
Thea, did you bring anyone with you you'd like to introduce if you did?
Hi, Ronnie J. Awesome.
Well, congratulations once again.
Congratulations.
Mr. President, I'm so sorry.
Can I just say also, Thea was a teacher at Exley, and so that's where I know her, but I'm just so happy that you got this position.
Thank you. Congratulations.
We'll now proceed to agenda item 9.5, consider board approval of a naming of a principal for Williams Elementary School.
Mr. President?
Yes.
I move that the Board of Trustees approves naming Jason Brown as principal of Williams Elementary.
entry second second i have a motion by mr champagne a second by mrs fox i'll now proceed
to vote all those in favor raise your right hand say aye aye the motion carries seven zero
and mr president if i could jason brown's here and it looks like he's got some family
please stand and be recognized jason
All right, awesome. Appreciate that, Jason. Congratulations.
Agenda item 9.6, consider board approval of a naming of a principal for Rylander Elementary School.
Mr. President? Yes? I move the board of trustees approves naming Tanya Hurd as the principal of
Rylander Elementary School. Second. I have a motion by Ms. Mann, second by Mr. Redmond. We'll now
proceed to vote all those in favor raise your right hand and say aye aye aye the motion carries 7-0
hey mr president if i could i see tanya's out there she's excited with a big smile on her face
if you'd congratulate tanya please
and you got some folks with you
You bet. You bet.
I'll just say this about the group. I enjoyed the interviews with all three of you.
And I like what we're doing in our principal pipeline of aspiring leaders.
And I think that's shown a testament of what you guys have been doing in there and what you're going to do to step forward.
I think we've got a great group of young future leaders who can take over and do a whole lot better than I ever did
As a principal, I'm sure but I'm looking forward to you guys doing that for so thank you once again. Appreciate that
Thank you. Congratulations again everyone
10.1 Comprehensive Pay System Analysis Report
Agenda item 10.1 comprehensive pay system analysis report presenter. Mr. Brian Schuss chief human resource officer. Good evening
Members of the board, Dr. Kogorski.
I'm here actually this evening to introduce Mr. Zachary Hobbs
with the Texas Association of School Boards.
He and his team have developed this PACE system analysis for us,
and he has a presentation for us tonight.
Mr. Hobbs.
All right, thank you, Brian.
Good evening, board and superintendent.
Good evening, superintendent.
Let's see here.
I need to click here, Brian, help me out.
All right.
Okay.
I've got a presentation to share with you tonight,
and the goal of the presentation is to share our findings
and recommendations from our review of the KDISD pay system.
I'm going to start out with just sharing the process we went through,
sharing a little bit about some compensation basics,
some things for you to think about,
and then I'll dig into the details of KDISD.
And again, the goal was to see where the district stands
compensation-wise and to make some improvements
anywhere we saw that improvements were needed.
I do want to say I enjoyed working with Brian and Connie Davis.
The pay system was in great shape.
They've done a great job of maintaining it.
And so it was a very smooth process.
That isn't always the case with school districts.
And so I enjoyed the process, enjoyed working with them, and they've done a good job of
working on the plan and keeping it up to date.
So starting out, just a little background on the process that we conducted.
We begin with an initial, we call it a kickoff call, but an initial planning call with district
administration to talk about goals of the project, concerns that they may have, or there's
specific areas we want to focus on look at whatever that may be and we set the
timeline for the the project and then we also talk about the data collection
process and then we collect data from the district obviously that entails
pulling personnel data payroll data job titles experience data things of that
nature we will even pull job descriptions as needed if we need to
fully understand what those jobs duties are from there we conduct our market pay
review. So we propose a market-based pay system and that means, and I'll get into
some details here in a minute, but essentially that means that you pay for
the value of the job. What is the value of the job in the marketplace? So that
market pay review will show how competitive salaries are in KDISD
compared to the marketplace. Again, I'll get into some specifics here in a minute,
but that's essentially what we do is we do a market analysis. That is, entails
tells matching locked jobs in KDISD with locked jobs in other districts or even in the private
sector if jobs can obtain employment in the private sector. We will attempt to pull market
data from the private sector as well. We use that market analysis to build models for improvement.
So that data helps to drive the decisions. So it's data-driven decision making. So that data
helps drive decisions and we provide recommendations to build models for
improvement that could be adjusting pay structures or even adjusting individual
pay if we see some inequities that need to be addressed so some things I want
you to think about as I go through the presentation are these four objectives
for a pay system and I'll refer back to these a few times and so you might sound
like a broken record a little bit but i think they're important one is recruiting employees
so your pay system should recruit employees to the district that should be a goal of the pay system
that is done by offering competitive hiring rates for new hires competitive hiring rates for new
hires coming in that are brand new to the position or even with experience you want to value the
experience they're bringing to the table or to that specific job so that's one objective of the
pay system the other one is retaining employees you want to retain the quality staff you have at
kdisd that is done by giving regular general pay increases you know some districts can get in a a
difficult situation when they try to give a large pay increase one year and they they can't sustain
it and they give nothing the next year i think it's very important to try to give regular general
pay increases that your budget will support and that will help with
retention of staff another thing that we recommend is making sure those pay
increases are moving employees closer to the market value and I'll talk about how
that's accomplished later in the presentation the third objective is
paying for the job value so again a market based pay system is paying for
the market value for the job this prevents underpaying employees or
overpaying employees. Obviously you don't want to do either one. Underpaying employees, you're not
going to retain those staff. They're going to leave to go where they can make more money.
If you're overpaying employees, you're over inflating the job and you're also not spending
your funds wisely. So you want to make sure you're controlling that pay around the market value for
the job, what that job is worth in the marketplace. So paying for the value of the job. And the last
objective is controlling cost this is very important for the board the board
is responsible for adopting the budget each year as you guys know somewhere
around 80% of the budget is is tied up in personnel cost so the pay plan is
very important when it comes to your budget adoption understanding what
general pay increases that your budget will support and so I encourage the
board to let your budget drive your general pay increases you want to make
sure that you can sustain those going forward it's it's not very prudent to
give large pay increases and then have to lay staff off later and because you
cannot sustain that pay increase so you want to make sure that your budget
drives those pay increases so those are for pay objectives I just want you to
think about as I go through the presentation the other thing that I just
want to share about pay systems is just what the structure looks like and so
So this is a very rudimentary description here, but it shows what a pay structure might look like.
And so here's just an example of four pay grades.
And so those four pay grades create a hierarchy, creates a career pathway for jobs.
We assign jobs to a pay grade based on their common skill sets, common responsibility, and market values in the marketplace.
So jobs that are similar are going to be placed in the same pay grade.
And then we align that pay grade to be competitive in the marketplace.
We start with the midpoint, and that midpoint rate should represent the market value for those jobs.
How competitive you set that midpoint rate is going to determine how competitive those entry rates are for new hires.
And then we'd set minimum rates and maximum rates to accomplish a couple things.
One, you want those minimum rates to be competitive for new hires coming in with no years of experience, brand new to the profession.
And then you also want the minimum and the maximum both to control that pay spread to prevent the underpayment and overpayment I talked about earlier.
It's going to control that pay around the value for the job in the marketplace.
So it prevents that spread of pay away from the market value for the job.
So just a broad overview of something to think about with your pay system.
That's some of the things we try to accomplish as we work with districts.
So let's dig into the details for KDISD.
we as I said we start off with the market analysis so that we have to first
create a market and so we did that by looking at what are your peer districts
what districts do you compete with this is a group of districts that we came up
with working with district administration and also just looking in
the area who are your neighbors what districts will staff potentially travel
from or to leave Katie ISD to go to and so these are the the list of peer
districts that we came up with for your peer group a couple things to to point out there is lamar
cisd and spring isd did not participate in our salary survey so you can see that there's not
an x underneath that column for exempt and non-exempt we're able to pull their teacher
salary schedules but i do not have their pay rates for their non-teacher jobs so they're excluded from
from the market analysis for all your non-teachers and so to back up a little bit we conduct an
an annual salary survey each year.
We collect data from districts.
We do our best to try to get as many districts to participate.
And that data is available to districts
to use to maintain their plan.
And then we also use it to provide market analysis
for districts.
The other thing I want to point out is,
I know you guys are dealing with some growth.
And you're probably looking at that enrollment number
and going, that looks low.
It probably is low.
These numbers were what was submitted
when we collected the data for the salary survey.
and that was back in September of 2021.
So I know you all have seen some growth since then,
and so that 87,847 may be a little bit lower than what you currently have right now.
I mentioned private sector.
We also pull salary data from these two companies.
We work with the Economic Research Institute and Comp Analyst,
and so if we need to pull private sector salary data,
we did so from these companies for the Houston area market.
Typical jobs would be some of your auxiliary jobs.
Think about cafeteria workers, custodians, even clerical support type positions.
We can look and see what are some of those positions making out in the private sector
and pull that data in as part of the market comparison.
Always like to share some demographics on teachers,
and I encourage the district to do this annually.
It can really paint a picture of staff that you may be losing on your teachers and staff that you may be attracting to your district.
And so this is just a snapshot of the experience level of your current teachers in the school district this year.
And one thing I want to point out here is this is a nice-looking pie chart, for lack of a better way of saying it.
You have a wide diversity of experience levels among your staff, and that's a good thing.
You want to have a good diversity of experience levels.
You've got a lot of staff that have some experience, but also have a lot of career left.
So you want to retain those staff members here.
You don't want them to jump ship and go to another district.
You want to keep them here and continue to grow them.
The other thing that you want to watch is looking at teachers that are at or near retirement age.
And while it's not a high percentage of your staff, it is a large number.
And so you've got about 3% of your staff that have 30 or more years of experience,
and they're going to be retiring at some point in time.
So, again, you want to make sure your salary structure is competitive enough
to be able to replace those positions as they retire.
The other thing I encourage districts to do is look at the new hires to your district each year.
Again, this can show who are we attracting,
do we need to adjust our salary structure to attract different experience levels,
levels and be strategic in that area.
Again, I thought this was a very nice chart.
I don't always see the diversity of new hires coming into the district like I saw here.
Great diversity.
While almost half are brand new to the profession, you attracted a lot of teachers that have
some experience.
And so they can bring new ideas to the table.
They can come in and hit the ground running and learn what's happening here in KDISD.
So a lot of good data there.
I think that's some positive things for KDISD to build on.
So I'm going to next move on to the market analysis for your teachers.
So this is looking at your teacher salary schedule,
your current teacher salary schedule,
compared to the salary schedules in the marketplace.
We survey for these five points on the teacher salary schedule,
the zero year, the five year, the 10 year, the 15 year, and the 20 year.
And then we just connect the dots, create a trend line.
line. What this graph is showing you is the orange line is KDISD salaries at those increments.
The blue line is the local market median. So that list of peer districts I showed you earlier,
that's taking those districts and it's ranking them from the highest to the lowest,
and that's the middle value. So 50% of those districts are paid below that blue line,
50% of those districts are paid above. That's what that median value means.
And then I included ESC Region 14 on here, and that's that green line.
So that's all of ESC Region 14, the median value for the region.
So again, 50% of the districts in Region 4 are below the green line, 50% are paid above.
I will give the caveat, this is only for districts that participated in our survey.
And so if they didn't participate, they're not included in this, except for that local market median, that blue line.
i went out and found lamar's and what what was the other one there thank you uh that i that i
found both of those districts included those in the market median but one thing that you'll see
here is that the district is below the local market median slightly across all experience
levels but you're right there even with region four i found that interesting but that that's
what the data showed um it you come out to about two percent below the market median overall it's
around $1,100 to about $1,300 and we'll look at the numbers a little bit closer
in the next slide but here's a graphical representation of that. So here's the
numbers behind that graph. The top row shows KDISD salaries. The second row
shows the local market median. The third row shows the percent difference from
market. So as I said you're about 2% below the market median across the board
So you can see that at the 98%.
And then the difference for market in a dollar amount.
So there's the, I was saying around $1,100 to $1,300.
I guess it's closer to $1,400 at the biggest there.
But that shows how far you are below the market median.
Some other things that we like to share with districts,
and this is mainly informational,
are some common teaching area stoppings.
And so these are some common stoppings that are paid here in the marketplace
place around your area. The general master's degree is paid by nine of the 11 districts that
participated and the median stopping value is 11 or $1,000. KDISD pays 1200 currently.
Secondary math and science are being paid by seven of the 11 peer districts with the market
median of 3000. Bilingual, we continue to see the bilingual stopping grow across the state.
I'm seeing in some districts they're getting as high as $6,000. Market median right now in your
area is $4,500 and all 11 peer districts are paying that. KDISD is currently at $3,670.
Special education is also another another stop and we're seeing grow especially in the self-contained
area. That's the setting where students have more severe disabilities. They're they're contained in
a classroom for the majority of their day and we're seeing a lot of districts add that stop in.
9 of the 11 districts are paying that stop in for a median of $2,000,
and KDISD is paying a $21.25 stop in there, so competitive in that area.
What I encourage districts to do is track your turnover
or where you're having trouble filling positions,
and if you're having difficulty in those areas, this is a way to target those areas.
And so that's just something to think about, just some data for the district to consider.
So next I'm going to look at the market analysis for your non-teaching groups.
I split it up into two large groups and then some subgroups below. The first
large group is your exempt staff. So exempt staff is your salaried staff. That
means they get paid the same amount no matter how many hours they work. And the
second group we'll look at is your non-exempt staff, your hourly staff. But
But under your exempt staff, I broke this up into five subgroups.
And just to clarify, these don't necessarily align with your pay structures.
So KDISD has five pay structures, but I broke this up into some smaller subgroups just to give an idea of where your market is for some smaller groups in the area.
So I'll explain some of the main jobs in these groups, but your business operations is going to be those supporting the business side of the district,
and mainly at central office, your director level and above supporting the business side.
And so that's going to be your business, your HR office professionals, even your auxiliary professionals fall into this group,
maintenance, transportation, those type of individuals.
I matched 26 different jobs in this group, so a lot of jobs fell into this group.
and you can see there's there's two data sets I want to share with you here one
is the employee pay to market so that shows how competitive the pay in KDI SD
is right now for those jobs in this group compared to the pay in the
marketplace so those jobs 20 all 26 of those on average they're 2% above what's
being paid in the marketplace that other data point is the one that I really like
to focus on when I'm working with districts on making structure
adjustments or anything like that and that is the pay grade midpoint to market
what that shows is how competitive your structure is it takes the midpoint the
current midpoint for those jobs and it compares it to the marketplace so it
shows how competitive your structure is so the structure for your business
operation jobs is 7% above market values right now so that's very competitive
what that means is when you have vacancies in those jobs you're going to
to be offering competitive rates for new hires coming in. So you should be able to attract some
quality staff. That's what that's saying. So the structures are competitive. They're in a good
place. Your campus administration, obviously that's principals and assistant principals,
match seven jobs there. Pay is right there, even with market on average, and your structures are
very competitive, 8% above market on average. Campus professional, this includes your counselors
and athletic coordinator, head football coach,
those type of jobs fall in here.
They are 3% above market on pay,
and the structures are also 3% above market.
So again, the structures are competitive.
We're seeing a common thread there.
District administration is the next group.
This consists of your deputy superintendent and your chiefs,
as well as some of your academic support professionals.
Those directors in your teaching and learning, CTE,
those type of individuals special education and so district administration
the pay is 6% above market the structures are 4% above market so again
very competitive district professional is the last group this includes some
professionals that that support the academics a curriculum coordinator some
of your special education positions such as diagnostician LS SP's speech-language
pathologists those type of positions fall into this group their pays a little
bit lower it's 96% of market but the structures are very competitive at 4%
above one thing to think about with with a lot of these jobs is many of these
jobs are single incumbent positions so experience can have a big impact on
their comparison to market so if you have someone with a lot of experience
you would think that their pay is going to be above what's out in the
marketplace and then vice versa if you have some young staff in those positions so just keep that
in mind the thing again the thing that jumps out to me here is that your structures are very
competitive you're in a good place to be able to replace staff when you have those vacancies
next is your non-exempt staff so these are your hourly staff they get paid for each hour they work
I broke these up into three subgroups here and these actually do align with
your pay structures you have an administrative support group an
instructional support and auxiliary group so your administrative support is
going to be your clerical support group at both central office and at the campus
level their pay is 4% below market 96% of market their pay structure the pay
grade midpoint is 4% above market so very competitive and I throw in another
another data point for your hourly staff because I think it's very important.
Typically, hourly staff, you have more turnover,
and typically you're going to bring in staff that have no experience.
They're just joining the workforce.
And so that minimum rate can be very important for your hourly staff.
So I included that in here.
You can see your minimums for that administrative support group
are very competitive at 7% above what we're seeing in the marketplace.
Instructional support, these are going to be your classroom aides
supporting both general education and special education those that are helping
teachers out supporting students in the classroom pay is very competitive at 11
percent above the pay structures are also very competitive 12 percent above
you guys have done a great job of addressing these individuals and getting
their pay in a good place and the structures in a good place minimums are
also competitive at 8 percent above auxilary staff these are going to be
transportation workers, maintenance workers, custodians, food service workers,
those type of individuals. Pay is 4% below market but the structures are very
competitive at 2% above and minimums are 10% above market. So again, just a quick
overview. What I'm seeing here is structures are very competitive. They've
been well maintained as I talked about. Brian and Connie have done a great job
maintaining the structures and keeping them moving. You want to make sure you
You adjust those structures regularly to keep pace with the marketplace,
and that's been done here.
Next, I'm going to go into the recommendations.
So these are recommendations I'm making to the district for improvement
and to the board.
And, you know, obviously the board and the district can choose to accept any
or none of these recommendations.
It's totally up to the district on what they want to do here.
These are what I feel would be best for the district.
The first recommendation is to adopt the proposed pay structure adjustments.
So essentially what we've done is we've built a new teacher salary schedule to be competitive.
We have adjusted the pay ranges for all of your job groups, some more than others,
to address areas where we felt like you needed to be a little bit more competitive than what you currently are.
But we are trying to make sure those midpoints are staying competitive with the market
and staying competitive with what we thought the market's going to do.
We're seeing a lot of movement in the market for some of those lower hourly jobs,
and we're making sure we're keeping you guys in a good place there
and adjusting those structures to keep you competitive there
with what we think is going to happen over the next couple years.
Recommendation two is to adopt a 3% general pay increase to maintain your market position.
For your teachers, what we do is we determine that general pay increase based on the teacher
market median salary.
So we take 3% of the teacher market median salary.
In this case, it comes out to $2,050 for each continuing teacher.
So every continuing teacher in KDISD would get a $2,050 pay increase on the 3% general
pay increase model.
For your non-teachers, for all of your other groups, it's a percent of the midpoint.
So it's 3% of their pay grade midpoint.
So what that does is it increases those that are low in their pay grade,
that are below midpoint, it increases them to the midpoint faster.
They get a higher percent of their pay than those that are above the midpoint.
So it helps control that pay around the value for the job.
But everybody gets the same dollar amount in that pay grade.
Similar to the teachers, all the teachers get that same dollar amount.
So it provides that equity across the board.
Everybody gets the same dollar amount based on that 3% general pay increase.
So back up real quick.
Recommendation 1 addresses the pay objective of recruiting employees.
Keeps your structures competitive.
It's going to offer those competitive salaries for new hires coming in.
Recommendation 2 is going to address that pay objective of retaining employees,
giving that general pay increase so staff will want to stay here with the district.
Recommendation three is to address some inequities.
And so there were some things that we wanted to try to accomplish as we went through this
and as I was looking at the data.
And one is on your teacher's schedule is to provide some more consistency on what I call
experience differentials.
So I provided some small adjustments in some of the years to make some consistent experience
differentials.
I'll give you an extreme example.
If you have a $200 difference from one year to the next in one portion of the teacher
schedule and a $1,200 difference from one year to the next in a different place on the
teacher schedule, I want to try to make some consistency there.
And so it was a good time to try to address that by making some minor adjustments into
different areas.
So some of the teachers will get an increase slightly above the $2,050, but every teacher
we'll get at least the 2050.
So it just makes some equity there across the board
is what I'm trying to create there.
The other thing is bringing employees to 1% above minimum.
Here's why that's needed and why we do that.
When we make some significant adjustments to structures,
sometimes we can leave employees behind.
So an extreme example, if you have a brand-new employee
to the district right now in one of your hourly positions
and they come in at the minimum of the pay grade,
this year, zero years of experience.
We're making a pretty good adjustment to some of those structures.
So when we adjust it up and they get a 3% increase,
they're still below the minimum of the new structure.
So we're going to make another adjustment to get them to 1% above the minimum.
We want to make sure we get them within the pay grade.
We take them to 1% above,
so if a new employee comes in with zero years of experience at the minimum,
they're below the returning employee.
employee. So so that provides that equity.
And so that was done for some individuals that that needed to
happen. The other is teacher pay equity adjustments. This
impacts staff that go through the teacher career pathway that
have to have a teacher certification. Think about
counselors, assistant principals, principals. We look
at their daily rate and we compare it to what their teacher
daily rate would be based on their years of experience on the
teacher schedule. And we want to ensure that they're making more
their daily rate is more than what it would be as a teacher and if we see any
issues there we provide an adjustment to get them above that teacher daily rate
the next one is targeted adjustments the targeted adjustments what we do there is
we just look and see are there any areas where we need to be strategic on getting
employees closer to market because they're paid significantly below market
So we applied some form, we use a lot of formulas when we do this to try to be strategic and not single out individuals.
We want it to be based on the data and what the data is supporting and the market analysis.
And so what we look at is,
at is we look at individuals with significant years of experience that are
still significantly below market and we're gonna apply an additional 1% on
their increase so they would get the 3% general pay increase and an additional
1% of the midpoint to get them closer to market value and so we were strategic in
that looking at experience levels and how far they are below market and trying
to get those up closer to market value if they have some years of experience in
that job and then the last one is placement scale adjustments this ties back to that one percent of
minimum adjustment and here's here's how if you think about what i talked about earlier when we
move that structure up and then we have to move some individuals up to one percent above the
minimum sometimes that can put a lot of individuals at one percent above the minimum with various
years of experience you could have someone there with two years and someone there with ten years
And now they're making the same rate, whereas before they were making different rates.
And so once we move them into the new pay grade, we're going to spread them back out based on their experience level.
And we call it a placement scale.
Basically, we create some experience differentials there, and we spread them back out within the new pay range.
So it's creating that equity you already have within the new competitive structure.
So bottom line there is just understand there's some adjustments being applied strategically to address any inequities, whether it's internal or external to the market, above and beyond the 3% general pay increase.
recommendation for is to consider providing an increase for jobs upgraded to a higher pay grade
there were some jobs at through the analysis that we felt like needed to be moved to a higher pay
grade whether it was a market issue you know we've seen the market is growing for that job and it
needs to be addressed by moving it to a higher pay grade or whether or not we felt like the
responsibilities fit better in the higher paid grade because of the duties and responsibilities
for that job so we provided some recommendations for some adjustments wasn't very many but there
were a few jobs that we did make that recommendation for and so our recommendation is to
follow your promotion procedures for that um and the the reason i have this in here is the cost
estimates include a three percent adjustment for those individuals just to give you an idea of that
that impact of what your promotion would be,
if you were going to give them another increase
for that promotion, if the board chooses
to adopt those adjustments for those jobs.
And then, last but not least, is just a summary of the cost
estimate.
So this is a breakdown of the cost for the 3% general pay
increase.
I have it broken down by all of your job groups.
And then I have the general pay increase impact.
In this case, it's about $20.2 million.
And then I have the adjustments.
All those adjustments I talked about comes out to a little over $3.4 million.
So the total cost impact is almost $23.7 million.
It comes out to a 3.8% increase in cost because of those adjustments.
So, yes, it's a 3% general pay increase,
but those adjustments that we feel like are necessary increases that cost a little bit above the 3%.
Guys, I know that's fast and furious, and I know y'all have been here a long time tonight already, but I'll entertain any questions if there are any.
I have a few questions, if that's okay.
Yes, sir.
To get started off.
I like the way you're doing the, I call it micro-corrections, but you're not just doing a one-size-fits-all.
So that was really impressive.
So impressive.
My question is, you modeled all that?
When you do these adjustments, because that's very complicated what you're saying,
but you're looking at each position, each person in that position, a lot of analysis,
but then you've got to model that to accurately predict the cost.
And you guys, I know the master's over there doing all that,
but you guys feel like you've got that cost nailed pretty good?
Yes, sir.
It's very accurate based on the data that we had at the time.
Now, here's what it's not going to include.
It's not going to include any changes in jobs.
So if you had an individual leave and a new employee come in and the rates changed,
for that employee yeah we're not gonna it's not gonna capture that um or if you had any promotions
i know y'all just hired some new staff members and promoted but the 25 million dollars is not
going to go up to 45 million dollars it's within a pretty tight range right this includes every
individual employee so okay yes it's going to be very accurate and then my next question is you
know it's it's hard well this is great it's really hard for anybody watching this to leave and say i
I know what I'm getting as a raise.
You bet.
Because it's going to be, depending on where you fall at in those ranges,
I think when I'm reading this, minimum 3%, depending on where you fall,
could be more than that.
Yes.
And so minimum 3% of the midpoint of your pay grade.
That's great.
Plus, if you're way off of that, it could be, that's what the adjustment is, right?
You're exactly right.
The other thing I'll point out is we recommend giving 3% of the new pay grade.
That makes sense.
We're adjusting the structures first.
That's good.
That's a better way to do it.
Otherwise, you're going to be behind already.
You bet.
That's exactly right.
That's exactly right.
That's an important thing to remember.
You're right.
An individual employee out there looking at this right now, they can get an idea because
they can look at their pay grade and they can go, okay, well, here's my midpoint.
3% of that is X.
I know I'm going to get at least that, but it's going to be more than that because the
pay grade is going to move up.
So the midpoint is going to be higher.
So 3% of a higher midpoint is going to be more.
Yeah, and then depending on the adjustments some individuals are gonna get more than that three percent. Yes, okay
I'm rolling through my questions here. You're doing a great thing the other thing that becomes very clear is that I
Think this is based on last year's data
So if we do this we'll catch up to last year, but everybody else is doing this right now
So we're we'll be we'll be a year behind everybody else. We'll get hey, we're caught up and then in July
We're everybody else because we're behind again. So yeah, is that is that a fair assessment?
It's a fair assessment.
I'll say it a different way.
It's based on, I think it's, I call it current year data.
We're still in the 21-22 school year, and so it's current year data, but we're comparing apples to apples.
You're right.
We don't know what other districts are going to do right now.
They're making oranges right now, though.
We don't know what they are yet.
You bet.
You bet.
I'll share this with you, though.
I work with a lot of districts, and I have colleagues that are working with other districts.
And we talk, and we've actually shared some data out there right now.
We did a quick poll just a few weeks ago.
We asked districts to share, are you planning on giving a pay increase, and what is it?
And we're seeing a lot of 3%s out there right now.
But that 3% is not in this.
No, it's not.
So if you guys give a 3%, it's going to keep you in the same place, essentially.
We're going to be behind.
Well, if everybody else gives a 3%.
Depends on, yeah, argue behind, but yes.
Right, well, understand.
So if we wanted to not be a year behind and be caught up,
we would potentially have to do more than what you're saying here.
My question is this.
If I wanted to make, I'm a data-driven guy,
when would I get the data to see what it would be after all the people that are making oranges,
what their oranges look like?
Would that be, is that July, August, or when is that?
It depends.
Some districts have a July 1 fiscal year,
and so they're going to have that decision made by the end of June.
Other districts are September 1 fiscal year.
Okay, but it's within a pretty tight range or it's not November or December
No
So if we wanted to do something and we wanted to reevaluate it because we don't want to be a year behind
We would have that information to make a if we wanted to I'll call it a top-off
Gotta figure out how to pay for that
But if we wanted to not be a year behind and kept caught up we would know that number in sometime September timeframe
Yes, but you also have to adopt your budget before September 1st and understand. Yeah understand
Yep, and so yes, Chris just to change budgets. Yes district districts districts are gonna make that decision before the fiscal year starts
And so yes that that data would be available. Yes. Okay, I'm getting close to done here
On the stipends, I thought that was
Interesting and you said some people it was I don't know if you can put that slide back up there
But when I saw the stipends there was some I don't know if I'm saying that word, right? I call it stipends
Yeah, I get stiffened
No, stipends. You're saying exactly right.
It's good stipends.
No stipends. You're looking at me.
But on the stipends there, you know, you obviously hate to see Katie below the midpoint,
and you even hate to see even more where there's zero, right?
But what you said, and I know we probably don't have the answer today,
but, yeah, you said the reason some of these districts are giving the stipends,
like for secondary math and secondary science, is because there's a reason why they're doing it.
They're having a hard time recruiting or an exodus.
So what this data doesn't say is, is KDISD having this same issue?
Is it compelling for us to give this stipend?
Because if we're not doing it, but there's not a compelling case to do it, that's one thing.
But if we're just not looking at the data and there's a compelling case, that's a completely different thing.
So that's 1A.
1B is if we decided there was a compelling case, what would be the cost of adding this stipend?
Does that make sense?
It does.
I don't know if you have that answer today, but that would certainly be an action item for me is to get the data on,
on is there a compelling case, and if so, what would the cost be to fix it?
You bet, and you're saying all the right things.
So you think about secondary math and science.
Those certification tests are a little bit more difficult than some,
and there's a skill set involved there that is marketable out in the marketplace as well for those.
And so a lot of districts do struggle with those positions.
But you shouldn't put the money out there if you're not having an issue.
So I think it requires looking at data. Are we having a turnover issue for our secondary math and science teachers?
Or when we do have vacancies are we not getting quality candidates?
And so if that's the case, this is a way to help address that issue and
Then as far as the cost goes is it's just looking at how many secondary math and science teachers do we have?
You can get the numbers so we can look at the look at the data and see what the data is telling us
Your HR department can.
HR can do that.
I'm going to punt that to Brian.
Okay.
And I guess the other thing, and I think that's my last one,
is that I like the groups that you have here,
if you go down to your different groups.
Is there a way, I know that's general, you can't, you know,
you were listing what's included.
Is there a way that the board could get a list, maybe this is for Brian,
is there a way to get a list of a level down from that?
Because I'm not, like, what's in business operates.
I understand what you said, but is there a list that would list, hey,
that's these people campus admin is these people just to get a better feel
for what's in those groups sure that's something that we could get the board
can get it should match our down yeah you think it would match our accounting
where our accounting is categorized yes exactly we pay grades and just who's
under there so that then you can kind of get a I know for a presentation like
this would be here till midnight yeah this is great for a macro view but we
really trying to make decisions and how many it's impacting be good to get a
little bit more micro than we're at you bet mr schulte we we go through that detail with the
district and so yeah we i i get what you're saying and we can we can help out there okay and then i
guess the bigger the bigger question which again this is the first step is that depending on what
we decide to do is we see a lot of school districts these days getting in trouble by operating in a
deficit we don't know what's going to happen with the uh legislative session as far as the general
allotment going up and so you know obviously it's been hard for these
teachers I think we're a year in the rears it would be nice to not be a rear
in the years it'd be nice to be in the same year and then not only be in the
same year but be at the top in the same year that would certainly be one but you
got to pay for it right right you got to pay for and I guess that's the next step
is what can we what can we afford and how do we work our magic to be able to
whatever the board decides I'm just speaking for myself but if the board
decides to want to do that how are we going to pay for it right and that's the
literally the million dollar question is how do you pay for it because obviously
that's the million dollar question it would be it would be nice it would be
nice to be at the top of every pay group and every i mean just it's just but
there's a and you look at what was the number go back to that number doing what
you're saying now what was it like a 25 28 million dollar cost yeah 23 million
dollars so all right i've i've used all my time so i have a couple requests that
that hopefully we can take note on to get.
And then thank you.
Great report.
Very good work.
Great questions.
And you're right.
There's a lot of data.
I mean, this was about a four-month process.
I can only imagine.
There's a lot of work that goes involved in this.
I can only imagine.
I got a good crew back at the office.
I get to come and share a lot of the details.
Yeah.
Victor, you had a question?
Yeah.
When you say the 3% for teacher structure is calculated as a percentage of the midpoint, correct?
No, for your teachers, it's a percent of the market median teacher salary.
The market median.
So I'll back up here.
So what if someone is at the median or above the median now?
Would they get less than 3%?
No, no.
So let's back up.
We've got two different things going on here.
So with your teachers, we look at the market median average salary.
So you can see it on the slide here, far right-hand column for the local market median, 63,412.
So that's the local market median teacher salary.
We take 3% of that, and we round it to a nice, clean number.
And so that's where the $2,050 came from.
So every teacher gets a $2,050 increase.
Every teacher gets the same increase.
And so here's the rationale behind that.
You know, the antiquated system with teacher pay has been a step schedule.
They move up this step, and whatever the difference is from one step to the next is the increase they get.
get. We have moved away from that and we work with districts to recreate that schedule each year and
give every teacher the same dollar amount. You're already valuing their experience. We're going to
give them an increase based on the year they gave to the district. So we're going to come up with
the flat dollar amount every teacher is going to get. So we do that just based, again, it's market
based. What's the market median salary for teachers? And we give a percent of that. So that's
That's our rationale.
That's how we do that.
For your non-teachers, they're in a pay range.
So I go back to this slide here.
They're in a pay range.
So pay grade one has a minimum, a midpoint, and a maximum.
We take 3% of the midpoint.
Everybody in pay grade one gets the same dollar amount increase.
So, yes, those that are below the midpoint are going to get a larger percent of their pay than those that are above the midpoint.
but they're all going to get the same dollar amount.
No less than 3%.
No less than 3% of the midpoint, yes.
Everyone's going to get 3% of the midpoint, not 3% of salary, 3% of the midpoint.
So if they are, again, still if they're above that midpoint,
they're not going to get any less than 3%?
Not any less than 3% of the midpoint.
Okay.
It's converted from a percent to a dollar.
So once they take the midpoint, it's $2,000.
If you make more, $2,000 is less of a bigger number than it is of a smaller number, right?
So if you make less, you get the 3%.
If you're above that, then you actually get the same $2,000, but it ends up being less of your salary.
So it ends up being less of a percentage.
It's a lesser percentage of salary.
It's less than 3%, but it's 3% based on the midpoint.
That's how they calculate the dollar.
But it's still less than 3%.
It's less than 3% of salary.
Correct.
But it's 3% of the midpoint.
But think about some of our objectives.
We want to pay for the value of the job.
If you start paying as a percent of salary, you start spreading pay out,
you end up with pay that starts looking like this.
For people that are doing the same job, we want to control pay around the midpoint.
They're still going to get an increase, and we're increasing that midpoint regularly
with what the market's doing.
But we're controlling it around the pay.
We've already valued their experience because we've got them up high in the pay grade.
I'm just thinking as an individual teacher that says, you know,
hey, you're a little bit higher in the midpoint, so you're going to get less than 3%.
They're thinking about the 3% of their salary.
And so they're still looking at that percentage.
How much did I get? Did I get 1%? Did I get 2% of my salary?
Regardless of where they were on the midpoint.
They're not looking at the midpoint.
They're looking at what am I making, how much more am I making this next year than I did this year.
That's what they're going to be concerned about.
This philosophy, I mean, KDISD has been following this.
This is not new for KDISD.
KDISD has been given 3% of the midpoint, or a percent of the midpoint.
So this is not a new thing, and I think your staff is used to that.
So I don't think that's going to be unusual for them.
Have you thought about a greater proportion or emphasis on the more experienced in terms
of adjusting more for them?
No.
Like say people over 15 years because they're closer to retirement and they're more concerned
about what they're making as they get closer to retirement.
That's not the model that we recommend.
And they're more likely to have disparity, if you will, the more experienced they are.
you're going to create more disparity, and that's what we want to try to prevent.
Going back to the objectives, our goal is to pay for the job value.
It's a market-based pay system.
And it's also another objective is controlling cost.
That's going to help you control cost.
So those are going to meet those two objectives,
paying for the job value, helping the district control cost.
I think the other thing to understand is –
I'm sorry?
The stipend, how typically are they structured in terms of the payout?
Is it added to the salary?
Is it a bonus?
Is it payable over the year?
I'm sorry, say it again.
The stipend.
What is the typical structure of the stipends?
So like secondary math and science or the master's, it's paid out through each paycheck.
It's spread out throughout the year.
Okay, just added to the paycheck.
Okay.
Mr. President?
Yes.
I have some questions, please.
All right.
First, I want to make some observations here.
One thing is, is on the Region 4, you know, we've been given this several times with all the different salaries.
It's from TASB.
But KDIC right now is number 22 of the 41.
And of the 20 schools that are districts that are below us, 19 of them have fewer than 20,000 students.
I wrote it down.
the C and there's something like 14 or 15 of them have less than 10,000 students
so we're down there you know with the people who have 8,000 students you know
this is this is our level of pay and we have 90,000 students so I definitely
want to be at a rate you know on our strategic design which we're going to go
over in a minute I wrote it down somewhere on the C on 5.3 we're gonna
to pay market plan that exceeds the market median that's what it says in our strategic design so
so i know it's like what mr schulte said we can't really predict but if everyone else is given three
percent then if we give three percent we're not going to be above it you know we're still going
to be behind it so if it's going to be in our whole strategic design then i think we should
try to uphold that so i was trying to figure out first of all i love what you've done because i've
I've been trying to figure out, you know, I've been requesting that that adjustment be done
because I've noticed where there's $200 one year and $1,200 for the last three years I've asked for this.
So I love that part, and I think that a lot of teachers are going to be very happy about that.
But I have a suggestion that's probably not going to make people very happy.
First, before I make this suggestion, I'd love to be able to see the numbers, the actual numbers,
because we have to vote on this next month.
So I'd love to see what does this actually look like for the teachers, for the bus drivers, for the custodians.
You know, what would the adjustment look like for them before I vote on it?
The other thing is, is I do have a thing I'd like to, oh, I wanted to say something about the, we usually pay an incentive in December.
And it's usually about $600.
I figured it out.
if they would have been having this added to their pay rather than receive
the incentive it would be worth about $1,900 now if they had gotten in 2018
2019 2020 to that it may be even more $2,500 so they'd already be making you
know $2,500 more than what they're making now and in the long run you know
even if they never got another $600 that would make their pay that much more you
you know, when 30 years later, you know, when they're about to retire.
So I just wanted to mention that I don't know what we're doing with that incentive plan
or that bonus or whatever, however you want to call it, the lump sum.
But my recommendation would be, first of all, not to have that anymore
so that it could be added on to their permanent pay, their base pay.
And so I'm about to say something that's probably not going to sound too thrilling for some people.
But, you know, since our, what is it, the, oh, those people, the business operations and the district admins are already above, my suggestion would be to not give them a raise and give everyone else a 5% raise.
or you know anyone above principal salary not get a raise or get a less of
a raise and give everyone else assistant principals and less on the pay scale a
five percent raise the five percent raise would raise the starting teacher
to sixty thousand five hundred and I know that there's probably a problem of
trying to find the money and I know that we have ESSER funds and I know that the
The ESSER funds are just a temporary thing, but retaining teachers is a permanent thing.
And, you know, the ESSER funds are supposed to be used to close the achievement gap.
I feel that one way that we can help close the achievement gap is by retaining our more experienced teachers.
Because I know that we're really good at getting teachers, but I would love to keep our teachers.
teachers and we have great teachers who I'm just afraid are, you know, I hear from them
sometimes they're threatening to leave and so I don't want the teachers to leave.
I want the teachers to stay.
So if it meant to go into the ESRA funds, we have, according to this, $44 million of
that.
If we could use some of that money to give the teachers a better raise, then I'm all
for that.
and then one last thing and then I'll be done and the instructional coaches you
know they get paid they've been here they go out they they you know they're
scared to come here they're scared to send emails but they do okay they say
that they they get paid more beat but they work more so I feel like that's
kind of disingenuous to say that they get paid more because I work at a
part-time job when I work more I get paid more I don't get paid more an hour
but I get paid more than the other person who works five hours less than me.
Yeah, but, I mean, is that really fair for me to say I get paid more than that person?
I think the instructional coaches deserve either a stipend or a little bit more of a raise.
Oh, and one last thing.
About the hire people not getting a raise, I don't mean this to be forever,
but, you know, during COVID, many, many industries did not pay their top-level employees.
They didn't get raises.
They didn't get bonuses.
so that they wouldn't have to fire their employees
or so that they could retain them at a higher rate.
And so my suggestion isn't to punish anyone.
It's just so that we can keep our teachers.
That's all I have to say about that.
I was just going to jump in on that one.
Zach, you presented some pretty good data,
and I appreciate your explanation of that.
But what Ms. Champagne has shared, I don't think are questions you can answer.
I think this board and superintendent can answer those things together moving forward of what pay strategies we might want to put in place or how we spend our dollars with our budget.
But certainly those are discussions we can have tonight with the budget presentation or moving forward, however the board wants to do that.
I've sent the board probably numerous emails about different ideas that we can do.
Certainly welcome to discuss those tonight if the board is comfortable as long as what we're discussing falls within the things that are on our posted agenda, i.e. the budget or salary increases or pay structures.
We can have all those discussions tonight or we can have them at a later date. That's up to the board.
There's a question on that. Has this report been synced up with the budget presentation or no? It has.
I thought in your presentation, which we can talk about later, it showed a $16 million
increase for the teacher group.
So that's a little bit of a different number than what he has.
Well, I'll go ahead and respond to that.
Everything that we've done over this review that Mr. Hobbs has helped us with and with
Mr. Schuss's team, once that data became available, everything that that recommended,
Those four recommendations, I should say, that were part of the presentation.
Mr. Schuss has worked with our CFO and his team and have married those two together.
And it would be our recommendation to take all of this stuff that you've heard about tonight
and build that into our compensation plan.
As you might recall, we adopt a compensation plan once annually in June.
That's when our last one was done.
Historically, we've done it in June.
We'll have that ready for the board in June at the board meeting,
and it'll include everything that Zach has shared with us tonight
because those are all good ideas that have come out of this study.
That's the whole purpose of the study, find out where the gaps are,
find out where they need to be,
and all of those things have been included into the budget that we are building.
Now, of course, we don't adopt a budget until August.
We're September 1.
I don't know if you know that one, but we'll adopt a budget in August,
and all of these things that we've talked about tonight
are already being built into that budget.
Any other questions?
Mr. Rob, thank you very much.
The one thing I was wondering, so this past year, what did we do, the 2% at Christmas?
Is that right, this past year?
Was the lump sums that we did this past year, are they included in these numbers or is this
just the base salary?
This is base salary.
Okay, so the numbers we're looking at here, like on the teacher salary, would actually
be an additional 2% if we were to include those, okay.
That's correct.
At least last year, the year before we put it in percent.
One plus two, right?
One plus two?
Is that what I read, that it was one plus two that was done?
Last year?
Yeah.
Last year was a 1% raise.
1%, right?
2% lump sum.
Let me go ahead and correct that for the record.
So last year for teachers, let me back up.
Last year for all employees, we did a 2% across the board raise,
and we did a 2% lump sum at Christmas.
But you might recall that we also decided,
after we had given the 2% raise that we were going to restructure the attendance incentive
and do away with that program.
So that no longer exists.
So all the teachers got a 3% raise last year and a 2% lump sum at Christmas.
Does that make sense?
That's what we did last year.
Mr. President, so I really like a lot of the things that you've incorporated here,
adjusting the I'm gonna say them all wrong but the pay grades for jobs that
have the bigger responsibility and maybe they weren't ranked high enough so those
kinds of things I'm looking forward to see what those are just you know all the
things that you've done lots of really great things I have so one question is
are we considering lump sums in December or is this just 3% that's it
I don't think we've gotten that far in the budget to model what we're going to do.
What I understood from one of the many goals that we're working on, and Ms. Champagne touched upon that with the strategic plan and some of the discussions we've had as a team of eight about what we want to do.
Our goal this year is to get to at least that market.
Okay.
And we've talked about for the teachers somehow exceeding that market.
now i don't know what that number is whether that exceeds by this much or that exceeds by this much
i can't tell you that tonight because i don't know what that number is i'm not
sure what the board expects us to do in that category does that make sense yes
okay so the the slide that you're on i have questions about that so the blue line
is local market median, those with the 13 that you showed us
that are within driving distance of Katy and very similar to Katy, right?
Those districts right there, yes, ma'am.
Right, and so we're not close to that blue line.
So if we're going to pay something in here said advanced pay to market rates,
that 3% won't get us there because all of those places are also going to do 3%.
We're going to move, yep.
But it is advancing it to market rates.
I'm going to get you closer to market rate.
It's closer than what you are right now.
The market's going to move.
Not if they raise 3%.
Here's some things to think about.
And, again, this is my recommendation.
The district has to decide what to do here and what they can afford.
And, again, remember, I'd encourage you to let your budget drive pay increases.
But I would consider is $1,000, $1,500, is that going to make the difference on a deficit budget and losing staff or not?
I don't know the answer to that, but I think that's what the district has to think about.
Is if we get all the way up to market and adopt a deficit budget, is that worth it?
or having a balanced budget and being slightly below market.
And again, I'm just giving you guys things to think about.
Y'all are the ones that have to make that decision.
I can't make that decision for you.
I'm just sharing the data with you.
Yes, sir.
I understand.
I just think that we aren't at local market median.
It's not a big difference, but still we are.
And if all the other districts in that list all do 3% and we do 3%,
we're just going to stay the same here.
You're exactly right.
And as many years as I have been on the board,
I have never seen so many people on the list that comes to us,
the personnel list, come and say,
move to another district, move to another district,
move to another district, like I have in the last couple of months
because people are leaving for more money.
Here's my perspective.
I don't correct me, Dr. Gorgorski, if this is not it,
but when someone will tell me,
this district gave a five percent raise and i'm like we gave you a five percent raise we did three
three percent to the base because we did two percent we added the attendance in the city
that's three and we did two percent as a one-time lump sum at december which our teachers love
because with a lump sum you can do something with that right you can you can christmas shop you
could buy new tires and get a new ref you get something a lot like when you get an income tax
refund right it's a lump sum that you can actually make a difference with I
know why they love it but we've done that consistently over time when other
districts stopped doing it and I think that is why because we have been paying
our employees what other districts are paying in my in my analysis but because
we do the lump sum at December we do another one in August we had the
the attendance incentive that we were paying, $1,200.
Those things add up and they are pay to our people,
but now the salary chart does not mirror other districts
because that was not part of the base pay.
And so Mrs. Champagne is right.
Had all of that been added to the base pay, we would be at the top.
We would.
So I just want teachers to know that we have been being competitive,
but the base salary is where it's going to go because I feel like if we don't do that December payment,
they'll be like, what happened?
Why aren't you doing that?
It feels like a thank you.
We mean it as a reward.
You are incredible, and we want to give that to you, and so we give it one time, and they love it.
And it's important to them if we change that so that we can catch up to market rate.
I think that's going to be hard to we'll have to explain in December. Where is it and those kinds of things so?
So the other speak to that a little more because I agree with you and I think
The long-term strategy is to move away from that and for multiple reasons one you've already you guys have already seen it
It's gonna help your base pay be more competitive, but to the other thing that we forget sometimes
One time lump sum payment does not go towards retirement
It's not compensable compensation for TRS.
And so it does not help those individuals with retirement.
So long-term strategy, you're better off not giving those one-time payments
but giving larger general pay increases.
Just something to think about there.
And we have had more.
We're able to give more because we're not building it in a base
because next year that makes our budget really tight.
So when we have additional, instead of doing 1%, we can do 2%
because it's a one-time payout instead of like now it's built in and added on.
But I agree with you.
I think we should go more toward the base.
That's what I believe.
I'm only one here.
But I just don't.
At $2,050, every teacher gets the same.
I'm listening to you because not what I came in here believing.
$2,050, every teacher will get the same.
but if you've been tried and true and loyal and you've been here 25 or 30
years the percentage is like we value you less you get you gave the same year
to the district that everybody else did that's the rationale behind it is
everyone gave the same you've already valued their experience for a one-year
teacher and a 25 year teacher is that the same you've already valued their
experience because the schedule schedule the schedule has you spread out based on
your experience experience is already being valued what were the general pay
increases doing is paying for the one year that everyone gave everybody gave
the same year and that's what that's doing that's the rationale behind it now
that helps and I just mean I'm just telling you the compensation strategy as
a compensation person that's the way that works I saw one school district put
put out that they were giving a 3% raise to teachers,
but if you'd been to the midpoint, which was 20 years,
but if you'd been there 21 years or more, it was a guaranteed 3%.
I don't know what that looks like in money and that kind of thing,
but I saw that and thought that was an interesting thing.
I'm not suggesting it.
I'm just telling you I was like, hmm, wonder what that looks like.
So how many districts are in Region 4?
I don't know the answer to that off the top of my head.
41.
Okay.
Okay, thank you.
Just a point of information.
Client announced a 3.75, I think, across the board increase recently,
and then a loyalty bonus for returning teachers.
And Aldean is giving 4%, 5%, and 6%.
Mr. President,
Certainly, I think all of us are concerned.
We want our teachers.
We want to retain our highly qualified teachers.
We want to reward them as best we can.
But I don't believe in operating a deficit budget.
So I'm struggling.
Three percent doesn't feel like enough to me, but I don't want to operate a deficit
budget.
And I'm hoping we can have other ways to find a way to give them more.
If I can respond, Ms. Fox, I agree with you.
And I think what we've gotten today is first bite, right?
We got the information now to make value assessments, decide what the impact is, decide what we as a board want to do.
I like the idea.
I don't want to be in the rears.
I want to be ahead of the pack and behind the pack.
I don't think we can get that information, make an adjustment if we need to.
I think we can talk about this all night long.
We have enough information.
We've got good questions.
And I think you got us all stirred up, which is good, right?
This is what boards are supposed to do.
Y'all are asking great questions.
Well, and the first time you get this, it's like drinking out of a fire hose, right?
And we've got the data.
We've got to make some adjustments, ask some questions, get some answers, and then circle back around.
So great job.
And if anybody has any other questions otherwise, I think these are all good questions that we need to spiral into alignment on.
And I don't think it's going to happen tonight because it's the first time we've looked at it.
Well, just wait until Chris Smith takes the microphone and watch what I say.
Mr. Schulte, well said.
And what I would say is, you know, as you guys, you are going to have more questions.
Yes.
And as you have them, get with district administration.
Exactly.
Brian can contact me, and if I can get data to help out, I will.
Mr. President, I just would like to see your recommendations with actual numbers to it.
I captured that as a request.
Because I agree.
I think that's a great one.
But I can't, you know, because if we're going to have to vote on this next month,
you know, I personally need to see what that number looks like.
Explain what you're saying.
Well, I want to see, for example, the teachers that are $200 different.
Gotcha.
You know, how that adjustment looks like.
And then plus the $2,050.
She wants the details behind that chart, the last chart, where you said,
here's the 3%, here's the adjustments.
Show me the model where you came up with that.
How many people, what positions, how much?
How many people?
that. Sure. Thank you. Mr. President, may I add on like those pay grade adjustment things that
you talked about? They're doing a different job and didn't you make some pay grade adjustments?
Yeah, there's a few jobs that I recommended moving to a pay grade up. Yes, ma'am. I'd be
interested in seeing those. Thank you. Great stuff. Any other questions before we move on?
Again, we're not closing this. This is just for tonight. Thank you guys. I appreciate what y'all
do great job thank you very very much the next agenda item 10.2 2022 2023 budget update mr chris
10.2 2022-2023 Budget Update
smith good evening good evening i'm tempted to come up here in a straight jacket one of those
things where I can't buy it and stuff now I'm just playing all right it's a
good evening president Schulte and trustees just real quick we're through
March and here we are in May taking a little bit closer look at where we are
as we was mentioned earlier we are a September one budget a lot of our
districts a lot of these neighboring districts are already where we are going
to be in July we're a couple of months early we're probably at the same pace as
them even though they're adopting next month for a July 1 fiscal year.
We are September 1, and so we will be adopting in August.
So we are, for lack of a better word, ahead of where we would be if we were at June 1.
The things to consider in this is the legislature, and I'm going to move during this presentation
over there to talk to you about kind of why the legislature. Economic uncertainty speaks for
itself, especially in the time of COVID. We got our property value rates, and I'm going to go over
that in the next slide. It doesn't do a lot with our general fund, but it does do a lot with
our debt service fund. ESSER was mentioned earlier. We've got to continue to be careful
about the funding cliff that Esser lures out there as an old loan officer. It was
it was the taboo to go get a loan for that new truck or give somebody a loan
for that new truck where they're using overtime to pay for it because when that
overtime goes away if it does, oops, you're repoing a truck and that's
And that's something that always needs to be considered.
And I have seen folks that are walking towards a cliff,
if you will, because they're using ESSER funds,
like those loan customers may want to use overtime.
Enrollment growth.
Everything in this budget is an estimate.
It's an educated guess.
Everything.
And enrollment growth drives a lot of that.
And I'm going to show you here in a few minutes as to why.
And then also, because of enrollment growth,
this district participates in the fast growth allotment.
I was not able to get those through fiscal year 23.
The fast growth allotment is unique to us.
It's $270 million appropriated statewide.
wide. KDISD earns 30, 38 of that million. We're only going to get 30 million of it because of
they didn't put but at 300, $270 million available. So they prorated it down. But that is money that,
you know, is unique to us and additional to us because we're fast growth.
And that but that could be go away in a future legislative session. And we have spent it
on fixed costs.
So I do point that out, but we would be one of those districts.
When the list came out last month, we were the number,
the largest incremental gain district over that look-back time of six years.
We were the largest, and I see that continuing next year
as far as being the largest, not percentage,
but student, actual student growth.
And then finally, House Bill 3, you know, we're still working through that.
that was adopted in 2019 we're still trying to develop student trends because shortly thereafter
we hit covid and any trend analysis when it comes to to generating trends especially in a fast growth
district is is out the window tax rates for the general fund are going to change across the states
we're going to start or some districts may be comparing their their general fund tax rate to
that neighboring districts where neighboring districts like Katy are probably going to go down
because of value growth. There are going to be some districts that aren't going to go down
potentially, but and then there are some that will go down a little bit, some that will go down
a lot depending on their value growth. So tax rates will be all over the place when it comes
to maintenance and operations. What I'm going to be talking to you about tonight is under current
law. That law has been here since 2019, a lot of it with House Bill 3, and the most
important numbers you're going to see tonight on the next slide, but that it
goes back to current law. And those two most important numbers are $6,160
is our basic allotment. That's statewide and it doesn't matter what part of the
state you're in you get the basic allotment per student and again that's
you can't take our 90,000 students in times 6,160 that 6,160 basic allotment is
adjusted based on the type of student it is the student is so they could be
bilingual different weight adjustment but it's the same for that adjustment
for a KTISD student is a Lubbock student or an El Paso student or East Texas
taxes, and then special needs, those that are compensatory education, several adjustments
made to that $6,160.
But it's the same all across the state.
Same with the golden penny yield at $98.56 per penny of tax effort per weighted student.
Those are the numbers, and I'm going to talk to you about those, but those have been in
law now for, we're building our fourth budget, and those have not changed.
So that drives our funding and I'll talk about that when I move to the other podium.
Drives our funding and has been static for going on our fourth year.
We are growing from our last budgeted amount.
We're going for over 4,000 students or 4.8%.
From where we are right now, it's only a couple of thousand students where we're going to grow.
We grew substantially more than budgeted, it's no secret, and they keep, they kept coming.
We reached our enrollment peak May the 5th, and still at well over 90,500 students.
Value increases, those came in in the last couple of weeks.
We're looking at about 14.7% on value growth.
Again, that doesn't mean much when it comes to the bottom lines in the general fund at
all.
And teacher growth, this is what you approved last month or in March with the campus staffing
plan.
Tonight, you're going to be presented the non-campus staffing plan that's also included
in those numbers.
And you can see that it is more than last year, more bodies between those two in the
highlighted green than last year, but it substantially budgeted more enrollment growth.
And then in here, what we're looking at for both the teacher salary schedule and the non-teacher
salary schedule, you'll see those numbers at what was discussed on the earlier item.
So I'm going to move over here.
And it's hard to try.
And I'm going to cover this up.
Dr. Alaune so I don't get anything up here and Mr. Verling, sorry if I'm going to make you cringe, but I want to point this out.
And if you'll picture the top of that glass has $6,160.
That's the basic lot.
That's all we get for a student.
Again, I've hit that.
That's all we get.
And based on what the budget numbers you're going to see tonight, which our estimates are looking at, the blue section is about what percent per student is made up of tax dollars.
So when my staff and myself do our budget, build the revenue budget, we take the budgeted amount based on what little trends we have on special needs students and all of those, and that adds up to the total cost of Tier 1 at $741 million.
And the state funding formulas, based on our ability to tax, says you have to pay for $427 of that.
That's the district's responsibility.
And this blue section represents the district's responsibility of funding that per student, per type of student, up to $6,160.
So the difference, or the part that does not have liquid in it, is state funds.
And I'll just show that as an example, and that's at about 42%.
If, for example, our property values had grown 20%, well, we would have gotten more tax revenues off of that,
and we would have gotten less state funds and it works like that immediately
okay and so there are districts that that they have about 10% they get 90%
from the state but the point I'm trying to make is it's just that amount per
student no more and just for grins while we're here if you get and earn more than
in that it's kind of fun to talk about on an easier to write about but that's
when districts earn too much money and by and large there's some technicalities
there but by and large they become chapter 41 or what we used to know is
chapter 41 or Robin Hood districts and they have to start giving money back
because they hit the lid on that on on that but I wanted to make that point
$6,160 per student.
And that's, again, that's controlled by statute.
So there's a way our property values look.
There's the last, oh, I guess 12 years, 14 years.
We've grown over the last five years at 7.8%,
and over the last 10 years at 9.7%.
So we've still not hit the high watermark of above 15% like we did several years ago.
That breaks down in what we're using for budgeted numbers right now at $947 million.
The reason that's different or the reason that's higher, our federal revenue is up a little bit.
Our SHARS program is making more money to our bottom line.
SHARS is a federal revenue.
It's our third largest revenue behind taxes and state revenue.
Then comes our SHARS at the third one, and that's up.
And we hope that that continues to stay up because that's helping our bottom line.
State funding is up, more students, and tax revenue is up, more value.
If the value would have stayed the same, that state funding number would be up substantially
because again we're good we're we get to we get to keep six thousand one hundred
sixty dollars per student I highlight this the the state TRS contributions in
blue because that's an accounting function and basically that's the
state's contribution towards teachers retirements and that shows as an
experience in the expenditure budget it's a wash so in our in our update
tonight the staffing plan includes the new campus and any or district-wide
organic growth. It also includes special needs growth or special ed growth.
We're growing at more than 10% in our special ed population even though we're
going about you know somewhere between three and four percent in our
regular ed population. Our special ed population is growing at a more rapid
pace. This includes the social and salary positions associated with new
campuses and then just general department staffing growth to keep up
with the volume that goes with that in the amount of increased staff and the
amount of increased students and bus routes and fuel leads etc this is an
older slide it's not older it's based on the budget that we're currently
operating in this is a reminder 88% of our of our budgets and salary and
benefits the gentleman earlier said is more like 80 in our district it's about
88% of what money that we have in salary and benefits and again our second
The second largest expenditure outside of that blue piece is in that red section, which is the utilities at 5.2%.
We're paying about $17 million a year.
We're budgeting about $17 million a year in utilities and software.
Expenses would be probably the next.
One of the good things is, and we're extremely on the high end of this, 79.2% of what we
do is spent directly in the classroom, and we're building the budget based on that same
structure as we have in the past, and over 90% is spent directly on students.
Those are very high numbers when you look at that district to district.
Administrative costs, heard that brought up a couple of times tonight.
These are just random districts.
There are some large districts.
Most of these, they're all large.
They're not all from the Houston area.
These are some that we look at that may be fast growth or may be just our size,
and then obviously the ones in the Houston area.
But there's Katy at the bottom.
We've consistently been at the bottom at 3.5%.
So you could double the administrative expenses in our district and still not be at the top of this list when it comes to that.
So we operate efficiently from an administrative standpoint.
There's the new positions that are associated with the teacher pay group.
And, Mr. Perez, the salary increase there of $16 million and the one on two slides from now,
Now, added together, those two do equal the amount that was talked about earlier, $23.8 million, I believe.
Those include those adjustments that were talked up.
They're just not quite as granular in my presentation.
So that's that same information there just looked at graphically.
Here's the non-teacher pay group at $7.9 million in new positions and salary increases and adjustments add up to $7.8 million.
And then we're going to open a new elementary school, actually two elementary schools and a junior high the summer of 2023.
2023, and we have to get that staff on board prior to that fiscal year ending, so we budget
for that as well.
That's the same information graphically.
Really just want to point out here, nothing's changed that much other than just a little
bit of small growth organically, but we do have a little over a $3 million increase in
our substitute expense.
Our substitute expense has been high this year.
it's still evolving and we won't be able to know exactly how that budget ends until the school
year ends so we know how much we're using right now or how much miles per gallon if you will
the tanks using right now but we'll know here in two or three weeks again graphical look at that
health insurance that is growing that's just organic amount you know we we talked a lot about
salaries tonight and you've heard me say this before and you're probably tired of
hearing me say it but there are other ingredients in the soup other than are
in the stew other than beef there are other things that we do from a
compensation standpoint outside of salary and we do provide about three
hundred eighty-five dollars per participant not everybody participates
in our health plan but it's about three hundred eighty-five dollars a month
compared to this the state minimum of two hundred twenty-five dollars a month
So we do contribute healthy-wise into the health fund.
We don't contribute the most.
I'll be the first to admit there are some that actually contribute higher in this as well.
But some neighboring districts that do participate at the minimum amount.
TRS increase, that's going up.
The state of Texas is charging us more for our contribution.
in that and in the statutory minimum, those rates are going up. So the state basic allotment
back in 2019 was set. And in 2019 and 2021, these rates were set at the state level and those
increased. So those are inflationary factors that the state has put on us to keep up with,
not to mention fuel, cost of textbooks, cost of everything that we're doing, appraisal,
district fees, tax collection fees, etc., etc.
Everything that has been in this budget is having tremendous heave when it comes to inflation,
just like in our houses.
Okay.
Again, graphical look at that.
So the subtotal of the payroll budget is $791 million.
That includes that 3% salary increase.
And then there's that part where it's the state offset, so that's already just offset
by a revenue number.
for a total of $845 million in the 2023 current draft of our payroll budget.
Non-payroll costs, department allocations, that's where the big amounts are that we budget centrally.
So the maintenance department, for example, is going to budget all the campus utilities,
all the grounds upkeep, central, you know, the police department, those type of things,
transportation budgets, those are all done in the department allocations at $117 million.
Non-payroll budget, that's just what it looks like graphically. And so right now, again,
everything's a big guess. And with the amount of students that we have based on very little
trend with COVID, based on very fast growth, and based on values that come in from three appraisal
districts along with the homestead exemption kind of muddies the water a little bit but right now
we think that we could do this at a half a million dollar surplus or just at about a break-even
budget we do have a healthy fund balance it's 35 our administrative regulation or our policy says
that we should have 25 percent and and we we have well above 25 i will tell you that we're we're
having a bond sale and there's actually a slide but that's one of the first
questions they ask, tell us about your fund balances. Are you going to use them or not?
One of the first, because that's their first, it's kind of like going into the doctor and then
taking your temperature. I don't know what that means, but when they look at your, it's just the
standard is taking temperature. Tell us about what your fund balance trends are doing. And at 35%,
you've heard me say this before, and you've seen a graph that if, when I retire in several years,
if that thing was 35% from here till my retirement,
I would feel really good because that means that we're not just
hoarding money and bringing a big fund balance.
We're letting money work for students.
But once you start that downward trend,
it's hard to pull out of that and level the plane off.
And so, but we do, are blessed to have that.
And then we've used it and leaned on it
when it came to times like Hurricane Harvey.
And the state has put the hold harmless in effect.
fact but there were some times where we really thought that covid was going to require us to
to dip into that as well so budget considerations uh um that you know i've kind of spoken about
those i won't re re re go there but uh but our enrollment growth is really what drives it with
with the amount we get per student that's what drives our budget the more students you get
the more money you get because it costs money to educate those children and uh and we're highly
labor-intensive business with more class students will come more classrooms come more need for teachers
State funding formulas are static. I was right before I went in I was like
I wish I would have gotten when I've got to put the dye in there
I wish I would have gotten some brown and made it Creek water look in and called it stagnant
But I wasn't smart enough to think that far ahead and I apologize
Salary and benefits that's obviously a key but the key consideration that that the administration
speaks a lot about as does this group.
Debt service, I mentioned that a minute ago.
That does help our debt service part.
When we did the 2021 authorization,
we built that and said we didn't think
we were going to have a tax increase.
That 14.7 helps with that.
And I think we're pretty safe to be
able to go through this whole authorization
and not see the need to increase taxes.
and that's on the debt service budget, and that's a relief.
We are gearing up for the second sale of our 2021 authorization, as I mentioned last month.
It's $275 million.
It's going to happen a week from tomorrow.
We've got an investment bank syndicate of five investment banks, our financial advisor,
and everybody are out there beating the streets right now trying to drum up the sale of those bonds.
And we've had our rating calls.
our credit ratings were confirmed the outlooks were confirmed as well we are
double a and a a one which is the second best credit ratings that you could get
by both Moody's and standard of Boers of course we're issuing these bonds with
the state of Texas public school fund guarantee which is we got good credit
we're gonna get a good interest rate but then we also have the faith of the and
and the power of the state of Texas behind our bonds.
So those make them very...
There's a lot of appetite for those by investors
that are going to go out there across the country to invest in those.
And again, that's why those fund balances come in,
because if the outlook with the amount of debt that we have
because of our fast growth and we didn't have fund balances,
that could hurt our outlook and it could make our bonds more expensive
when we sold them.
Even though we have that permanent school fund guarantee,
it still could make it more expensive.
And as an old banker, I've got more stories about that
that I could bore people with pretty well.
Wild cards, ESSER, talked about that, about the funding cliff,
and we've got to be really careful not to do that.
There's going to be indirect costs on ESSER funds that we can claim.
It's not in the revenue budget.
It's not in the amended budget right now.
We could have put it in there, but that money is going to go away.
And I don't think that I'm doing my job right if I put that stuff in there and lull myself to sleep.
And it's hard not to lull myself to sleep with that, especially the public and the Board of Trustees.
It's really tough to try to keep that separated, knowing that those are going to go away.
But there are a lot of them.
Not as much in our district as some of our neighboring districts, but there are a lot.
Prior year property audits, Mr. Hines and I from my staff worked with Mr. Pawanka and
sent a property audit off a couple of weeks ago.
I don't know if they're going to work that and be done with it by June or if they're
going to be done with it in October.
I don't know.
I would like for them to be done in October so I could budget what I think that's going
to be next year.
But again, that would be one-time money.
so but that it has happened and that will be a benefit once that comes in
underspending we have a lot of unfilled positions now has been has been talked
about so we are having underspending as we speak
Shars mentioned earlier it's our third largest revenue single-item revenue
that's up we are gonna have a spike year next year a little bit but it is still
trending up there's just some good things aligning in that one year that
It's going to cause that a little spike, but it's still an upward trend, and that's a good thing.
And then legislation.
What's the legislature going to do when it comes to, you know,
there's a big committee to talk about retaining teachers, et cetera, et cetera.
And what are they going to do?
What could they do now?
Probably nothing.
But, again, it all goes back to that basic allotment and those glasses of water.
That's all we get per student, period.
period. So that's where we are and I'll be glad to answer any questions if you may have
some. Any questions?
Mr. President?
Yes.
Chris, thank you. I have one question.
Sure.
And you may look at me like I'm crazy. On the basic allotment, we obviously understand
this comes from the state of Texas. Is there any rumor, obviously, as we're coming into
into an educative legislation timeframe
that they are really looking at a possible increase
into the state allotment at all?
Or is this just hypothetical posturing
from other districts that they're hoping it may happen?
Ms. Wilson, I will be 100% honest with you.
I am shocked at the amount,
or the fact that the basic allotment need to increase
is not being screamed to the top
of everyone's lungs across the state.
I'm shocked by that and I think it's ESSER funds to be honest with you is
something that but but I don't know you know we dr. Gorgorzkin I've been talking
about it for a couple of years that if they if they don't change the basic
allotment if everything aligns perfectly there's still there's no reason there's
no room for significant salary increases at all where we're getting that and and
and still being able to maintain a balanced budget is basically the little increase.
It would have been more had they not put a cap on it that we're getting in the fast growth allotment
and the increase that we're getting, all districts are getting in the gifted and talented allotment.
Outside of that, it's the same amount that we've gotten now for beyond four years.
I don't know.
And in Katy, we have some economies of scale.
When we're going to add 4,000 students from one snapshot budget to the next,
we're not adding another CFO.
We're not adding another superintendent.
We're becoming more efficient when we add those kids in the district our size.
Thank you, Mr. Smith.
Any other questions?
Yes, I have a question, please, Mr. President.
I've asked this before in other years.
I'm just curious about this.
On the debt fund, let's see.
The debt service budget, yes.
Yes, debt service.
So I realize that that's a separate fund that's used for buildings and things like that.
But is there, when we go and we replace things in classrooms,
I know I've talked to you about this before,
but you know I know it's on kind of a rotation sequence or whatever you know I
don't know what the years are but ever so many years everyone's going to get
new tables regardless if they need a new table do we go and is there someone who
goes and looks and says you know if we don't need these if that classroom
tables even though they're however long many years old looks good do we have to
to replace the tables?
Well, we don't replace tables unless they're broken
or unless the campus hits 20 years.
So campuses, like for example, I think it's COVID's kind of got
my mind, at Alexandria Elementary, for example.
That's one that I most recently remember
as one that hit 20 years within the last couple of years.
It hit 20 years, and yes, it got all new furniture.
Could some of that been probably kept?
Maybe.
Maybe, but what we do is we take that and we take it to the warehouse and we peel off
what we think we can recycle throughout the district.
But that's just an opportunity to refresh that campus because 20 years of stuff getting
put under it and kids like me sitting in those desks, that does create a lot of wear and
tear.
Well, I just know that when I was in a classroom, they showed me a table that was going to be
replaced one time and I said, I mean, the teacher said, I don't know why they're going
going to replace this table.
But that's just one thing.
I know people have jobs, and it's
important to keep our things new and fresh and everything,
especially if it's 20 years old.
But I just was wondering if that's
Unless the table's, to my knowledge,
unless the table's damaged or we need more because of growth,
when we do those replacements, the campus,
it's over 20 years old.
OK, thanks.
Thank you for that information.
Any other questions?
Just to clarify, the debt service fund is not impacted by the reduction in tax rate that you're addressing?
That's correct.
It's fixed?
Yes, sir.
That is, there's, of course, we have two tax rate maintenance operations, and that's what 90% of my budget was about, 98% of my budget was.
And I just wanted to update you all on the debt service because next week we will be going to market, and that's a significant transaction.
action. But yes sir, the state is driving down the tax rate on maintenance and
operations or the budget that we talked about tonight. The debt service, we're
kind of all on our own with the exception of the the additional
homestead exemption that the state does. They do kind of hold us harmless a
little bit for that so we get a little over a million dollars a year for for
the homestead exemption increasing twice in the last what six years, seven years.
years, but everything else is on the backs of KDISD taxpayers to pay when we're adding
new schools.
The debt service fund is really impacted mostly by the taxable values.
Yes, sir.
Yes, sir.
The rates fixed.
Okay.
Yes, sir.
So when we were putting the bond committee together, we were estimating the value growth
over time because we keep up with that trend, and we were putting that in the pro form as
is to say that we thought that we could issue this amount in year one, year two, $250 million of most bonds
because the value grows every year.
And by doing that in a very synced and planned out way, we're able to keep that tax rate
and add new debt because of value growth and keep that tax rate the same at 39 cents.
And what we're seeing in the budget is basically just the interest on those bonds, correct?
You don't have any big maturities.
Yes, sir.
We have a lot of maturities.
We'll have significant principal every year that we pay off the sale.
The transaction that we're going to have next week has significant principal to pay in the first few years.
We make sure that based on cash flows that we, if we're going to, like Ms. Champagne mentioned about refreshing the technology,
we're not going to pay for that technology over 30 years or even the furniture.
We make sure that we keep up with how much technology we're buying
so we pay it off within that life of that equipment
because that wouldn't be good to finance those computers
that are only good for five years over 10 or 15, 20, 30.
So we work really hard at matching those life cycles up
and making sure we pay all that principal off. Is there some sort of
ratio because you mentioned about the ratio the 35% on the general fund on the
fund balance is there some ratio that the bondholders are looking at when you
go to them as far as the the tax rate versus the debt service? Yes sir the the
ratio for the general fund is 25% that's pretty the standard or three months
operating that's the that's the standard norm in the general fund. The debt
service fund uh we are at 60 million dollars and i don't know the percentage right off hand but uh
it's a it's a it's a healthy fund balance that we have in the debt service fund now too
what i was going to ask on the on your gna of 3.5 percent of the budget what does that um consist
of in other words where is that uh maybe in the in the financials you can point out where that's
coming from and what was that come you know 3.5% you're talking about
administrative cost uh-huh when you when we get to the financial report if you
could just point where that's coming from sure man in there what's included
in there okay what's included in there would be anything in function 41 which
is general administrative expenses so mostly the people that work in this
building there are some exceptions we have some people that are coded to staff
staff development that's not included in that ratio.
And so mostly it's central support,
administrative expenses that are included in there.
So my salary, my staff salary, HR, superintendent,
your salary, your budget as a board,
those type of things.
We're very administratively lean
and have been since my entire time in Katy.
Mr. President? Yes. So Dr. Gorgorski, stop me if this is not the place, but are we allowed to talk about budget as it relates to a possible pay increase? Like is this budget with the 3%? Is that what we're looking at?
Yeah, I believe Chris covered that a little bit earlier in one of the slides that the current budget that you showed tonight Chris
Has modeled a three percent increase for all employees from the midpoint the numbers that you saw tonight have have what was discussed with?
And the previous presentation. They're shown a little differently, but it does add up to 20
I think it was twenty three point eight million dollars
And and and I have it divided into two buckets teacher salary
and everything tied to it, which may not just be teachers.
It could be nurses or librarians, et cetera, et cetera, instructional coaches.
Those are all in the teacher salary, tied to the teacher salary schedule,
and then all others are not, which is custodians.
Because all four recommendations are included in the budget.
Yes, sir.
Okay.
Yes, sir.
What about the 1% that we normally do in December?
That is not included in here tonight, no.
I'm just so uncomfortable with the 3% increase.
i'm just i don't know where we talk about how do we get more but you're because we're going to be
asked to consider it for it for a vote tonight or maybe just more discussion until we get our
answers to other things i'm not sure what you're thinking about that um 11.8 yeah i think the board
has multiple options um what what we're uh and we're not adding that item yet but yeah that
That item's coming up.
But that's what's modeled in the budget that Chris just showed you there,
in addition to what Mr. Hobbs had explained, all the other things,
to kind of prop it up and then push it up a little bit higher there.
So that's the question for the board there.
It's an open discussion item.
We can certainly talk about that.
That's a starting point.
That's where the budget holds right now.
Okay.
Yeah.
Okay.
Thank you, Mr. Smith.
Thank you, Mr. Smith. We're now going to expect a visual aids at every meeting during your presentation.
I'm sorry, can I have a question? I'm sorry.
He's just presenting it. That's correct. That's correct.
10.3 Katy ISD 2022-2024 Strategic Planning Update.
Okay, we'll move on to agenda item 10.3, KDISD 2022-2024 Strategic Planning Update.
Dr. Grooms, Chief Communications Officer, good evening.
Good evening, President Schulte, Trustees, and Superintendent Grigorski.
As you indicated, this evening I am here to provide an update on the two-year strategic planning process.
But before I get into that update, I want to give a brief history of strategic planning in our school district.
As you recall, in 2017, our school district initiated its first ever five-year strategic planning process.
That was a community-driven process that was inclusive of surveys, community forums, focus groups.
and that led to our eight goals as well as our beliefs and our call to action
that we have been utilizing for the past five years that five-year strategic
planning process is coming to an end this school year and because of that we
began a new strategic planning process to cover the next two years and that new
process began this past fall here is a timeline for our two-year strategic
planning process again beginning with a community survey in September focus
groups the board workshop education summits the community planning team that
came together to identify 20 specific results followed by another board
workshop and the preliminary update which you will hear about this evening
following this evening's presentation the board will receive draft action
plans associated with each of those specific results that you will hear
about and then in June we'll come back for an update on those 20 specific
results and action plans these are the eight goals that were identified by our
community five years ago I'm not going to read each goal but I will speak to
the gist of each because each specific result is connected to one of those
eight goals. Goal one deals with personalized learning experiences. We
also speak to operational systems in goal two, assessments in goal three,
digital infrastructure in goal four,
recruiting and retaining highly qualified staff in goal five, addressing
challenges in the finance system in goal six, strategic partnerships in goal seven,
and supporting student well-being in goal 8.
Now we're going to move on to the 20 specific results
that were identified by our community planning team this past fall.
That community planning team is inclusive of parents, staff,
and even students were a part of that process.
I did not read the entire list of goals.
goals, however, I will be reading each of the 20 specific results for the record.
Goal 1, 1.1, maximize systems of support to personalize instruction in order to address
learning loss. 1.2, expand CTE and dual credit opportunities for students. 1.3, conduct a
a mid-cycle review of current elementary instructional resources for phonemic awareness,
phonics, fluency, vocabulary, and comprehension, including spelling and writing,
with adoption of new anchor resources aligned with the science of reading
in place by the start of the 2023-2024 school year.
Goal 2, 2.1.
1. Develop a replacement cycle for facilities, equipment, and assets throughout the district
that is a component of the district asset replacement plan.
Goal 3, 3.1. Foster efficacy of the assessment cycle where teams use data protocols to design
meaningful rather purposeful instruction. 3.2. Analyze district and campus level assessments
to create professional learning that connects assessments to purposeful instruction.
Goal 4, 4.1, continuously provide secure, sustainable, and adaptable technology infrastructure
through the use of advanced cloud-based technology.
4.2, define a proficiency standard for all stakeholders and establish a standard of performance
a training pathway for digital and security best practices.
4.3, align the availability and capacity of computing resources on campuses to support
personalized instruction and assessment.
5.1, develop an internal alternative certification program to attract and develop highly qualified
teachers.
5.2.
Evaluate the impact of existing employee communications channels and determine if there is a need
to streamline staff communication.
5.3.
KDISD will implement a compensation plan that exceeds the market median for classroom teachers.
6.1.
Build awareness in all stakeholders around the current state finance system and its limitations
for local control.
7.1. Evaluate and revise existing campus community partnership structures.
7.2. Advance KDIC staff into enthusiastic, well-informed advocates
for the district's community engagement programs.
programs. 7.3, build awareness around the importance of campus community engagement.
7.4, mobilize the board and superintendent to advocate for KDISD education priorities
and build community capacity for advancing public education priorities. And our last goal, goal 8,
8.1, expand and strengthen internal systems that proactively support the well-being of the KDISD community.
8.2, connect targeted resources and educational opportunities concerning topics related to well-being for students, staff, and parents.
Now looking at this timeline again, tonight is the board preliminary update, which you just heard.
regarding the 20 specific results that were identified by the Community
Planning Committee this past fall. Over the next month the board will have the
opportunity to review the action plans that align with those 20 specific
results and then we'll be back in June with an update. Any questions?
Mr. President, I have two questions. First of all, thank you Dr.
grooms for that presentation on 1.3
the is this where we when we were talking last month or whatever that was
about the signs of reading and the plans of reevaluating what we're going to do
with that we're going to do away with Lucy Calkins or not is this part is that
what this 1.3 is 1.3 is reflective of those discussions all right all right that's good so
um so it looks like whatever it is that we're going to do we're going to implement it year after
next okay um the other question i have is again it's not really a question directed to you at all
but it's just more of a statement that the 5.3, the KDISD will implement a compensation plan that exceeds the market median for classroom teachers.
So this is a two-year plan.
So in order for us to get to there in two years, we can't still be 3% behind this year.
Because in other words, in two years, then we'd have to give like a 6% raise.
So that's not really a question directed to you.
But I'm just I'm just wanted to point out that if we're gonna do this in two years either
We don't have we take this away or we modify that to say something else because I don't see how that's only possible
If we give a 3% raise which will still leave us 2% below everyone else
Any other questions
Yes
Okay, I don't really have a question I think I'd like to make a statement or if that's okay, yes
Thank you. Perfect. I appreciate seeing all of this and getting this update. I just want to talk a minute about goal and 1.3 specifically. This started probably a little over a year ago with a huge briefing that Dr. Paskey gave. It was like 70 something slides. It was insane.
thing um we've had such robust conversation not only as a board as a team of eight individually
with the district we've had parents talking to us at every opportunity um
about this here and and asking us to get to this point for the district to service
service, most specifically our K through five readers. And I just want to say I'm beyond excited to see this here. So kudos to the administrative team. I just want to say thank y'all for listening. Thank you for working towards this. Thank you to everybody involved because it takes a village to get something this
powerful then and i am so excited to be here and be a part of a board who can make something like
this happen so thank you dr gregorski please thank your entire team most appreciated thank you
i just i have one comment too this is our obviously we came in on the end of the 2017 plan
so this is my first pass through actually doing it and i just like wow this is how are we going to
eat this elephant because there's so many things to do so many people and
when I thought I heard we're gonna do a sir we're gonna do a workshop with with
half of Katy Texas and there's no way this is gonna work and man it worked and
you had the teams and you had good facilitators I like that the board was
brought in when you had some feedstock and the board went in there and said
what do we want to do that was feedstock for the teams there was complete
alignment there he came back to the board after you had the strategic
strategic planning. A couple board members got to participate in it. I've done a lot of this on the
private sector, and I just can't imagine a better way to eat an elephant than the way you guys did
it here. And I like the fact that it's two years and not five years, because five years is just
too long. The whole world can change in five years, as we saw with COVID. So I like that we're doing
it two years. So hats off to the entire team, the community, and administration, and anybody
having to do with this. It was a really good experience to be a part of. So hats off to
everybody and regarding 1.3 I do want to it was a challenge and whenever you're doing something
like that it's a challenge there's just it's
not an easy decision, but we all work together. We voiced our opinions on why, and we came to a
consensus, and I'm really excited about taking that hill, and I want the administration to know
that we are fully supportive of this, and we know it's going to be challenging. We're excited that
you guys are up to the challenge, and we're here to help out wherever we can. So just top shelf,
Top shelf.
Top shelf.
Any other questions?
Mr. President?
Yes.
So I want to echo 1.32 also because you're right, Mrs. Wilson,
we've had conversations with parents and with each other and with our staff
and you all helping us understand all the, like last month,
I think we were ready to do something.
It's like, wait, wait, hold on.
You know, things changed as we learn more.
And I'm just very excited that the community, the staff, and the board and superintendent work together on this and to have the science of reading redesign or whatever we call it be ready for a year from now.
You're right, Mr. Schulte, that's going to be a ton of work.
And we appreciate you.
Thank you all for what you're going to do with that.
And, Mr. President, thank you for listening to us.
Thank you for taking everything seriously.
Thank you for the way you break down complex problems and how we can get to desired results as quickly as possible.
Because some things move very slowly in a great big shift like this.
And I appreciate your leadership on that and Mrs. Wilson as well.
You know, we've been talking about that since before I became a school board member this year.
And so I'm thrilled about that.
I do have a question about 5.2, if I may.
Dr. Grims, I'll direct it to you.
I'm not sure if it's you or Dr. Gorgorski.
Evaluate the impact of existing employee communication channels
and determine if there's a need to streamline staff communication.
So we're talking about create a culture of staff retention.
Is this like that survey thing that we do with them that they hate?
The culture and climate survey is separate from the 5.2 initiative.
Okay.
So what we heard in the first five-year strategic planning process is staff was looking for other opportunities for their voices to be heard,
to receive communication from the district, and to also provide feedback.
And so we implemented other platforms to provide for that,
our most visible one being our staff e-newsletter that goes out on a weekly basis from our internal and community relations department,
which is overseen by our director, Karen Lewis, who happens to be in the audience this evening in the very back.
But now we're starting to hear that maybe it's too much.
So we want to find a way to perhaps streamline all the communication that's coming at staff now.
Not to really take away from that communication, but just consolidate some of it perhaps.
We'll see what comes out of this process.
Okay, great.
So when we're talking about a culture here of communication with our staff, is that enough there, I wonder?
I know there's a questionnaire that comes that they talk about to us a lot about, or sometimes, I should say sometimes, about the questions are a little ambiguous.
Does that mean the district?
Does that mean campus?
Does that mean my team?
I don't know that they appreciate the, or if we've hit the spot, right?
We've hit the spot of where they want to give us honest feedback that would be helpful and produce something.
I'm not sure.
I haven't seen it.
I just hear anecdotally.
So is that somewhere that we can include in there about that communication to staff?
I don't know where to go, who to look at.
I just know that's the feedback.
And so if this is part of it, but it's not at all what I was thinking, if that doesn't fit under 5.2, I don't know where we would put it.
But the culture and communication here with our employees seems like a good place to have something like that.
May I say something about that, please?
When we were in the strategic design workshop that we did as a board, you know, I brought that up.
and that was something, and Dr. Gorgorski said that was something separate, that Pulse survey thing,
and that you, you know, we had access to it or somebody has access to it on a daily basis almost,
but it wasn't part of this.
But I'm still not really clear as to why it's not part of this, I guess.
The way I would sum that up is, and if you go back into the last five years of the strategic plan,
There are things or many things that we implemented in the five-year plan that are not some things
I would say in the five-year plan are one and done some things are
Continuous improvement just because we implement something doesn't mean it stops
So I would put that in that category of what you're describing is
This is the very first year of a new way of capturing data
We moved from a one-time summative capture of data on employee satisfaction
FACTION AND WE CHUCKED THAT AND SAID LET'S DO THIS OTHER METHOD.
YOU GUYS KNOW WHAT THAT MEANS.
I CAN TALK ALL DAY ABOUT IT.
I DON'T THINK I NEED TO GO INTO THAT GREAT OF DETAIL.
SO WE'VE GOT THIS NEW WAY OF COLLECTING DATA, SURVEYING OUR FOLKS AND ACTING UPON THAT DATA.
WELL, THIS IS YEAR ONE OF THAT.
THAT DOESN'T MEAN THAT IT JUST GOES AWAY.
WE CONTINUE TO WORK ON THAT EVERY YEAR OF THE STAFF AND THE CAMPUSES COLLECTING THE
DATA, SHARING THE DATA AND TAKING ACTIONS BASED UPON THAT.
So I don't need another goal in there on that because I already have an ongoing goal that's going on right now.
It's not a short-term goal.
I would say many of the things that we've put into place as part of this strategic plan are going to be ongoing, just part of our culture overall.
For example, I've heard several people talk about 1.3.
Okay, just because we get this implemented next year in August doesn't mean it's over.
It's ongoing for the history of for however long we keep those resources and the training and the updating and everything.
So I don't need to write a new goal every year for something that's ongoing, if I'm making any sense of that.
Okay, but how about this? On that goal five, so that Pulse or whatever survey, it's called Pulse, right?
Yes, that's the third party company.
Okay. Shouldn't there be some sort of short-term goal to evaluate the efficiency of that process?
Not to say that we're going to forever do something like that, but are we going to continue to use that program?
And so at some point, I'm sure you're going to evaluate the effectiveness of that, you know, at some point.
Would it be in the two-year time frame that you would evaluate it, or would it be in a one-year time frame?
I would say just about everything we do is an ongoing evaluation of whether or not it's adding value or it's not adding value.
So I don't have a timeline on this that if by two years from now X happens, then we do Y.
You know what I mean?
I don't have it that way.
But like I said, we just implemented it this year.
We know we can do some refinement.
Dr. Grooms' team is already planning for some training this summer, and we're going to see how we can continue to evaluate it.
But it's an ongoing evaluation.
It's everybody looking at their data every month to see can it be improved, can we continue with the training,
can we get more people involved, and just see how that goes.
As a close, I'd like to say I look forward to us accomplishing 5.3.
I'm glad it's there. It's a goal. I can't wait till we can tell me accomplished
Thank You dr. Grooms mr. Vierling are the air conditioners off
You're gonna need to get me some Gatorade if they don't come back up, okay
Okay.
He's up there working on a nap.
Wanted to make sure I haven't done anything to upset you lately.
It's a media life.
Okay.
11.1 Discuss and consider Board approval of the Interlocal Cooperation Agreement for the collection of Katy Independent School District property taxes for Fort Bend County.
We're going to proceed to agenda item 11.1, discuss and consider board approval of the interlocal cooperation agreement for the collection of KDICD independent school district property taxes for Fort Bend County.
The presenter is Mr. Jamie Hines, executive director of finance.
Good evening.
Good evening.
President Schulte, Superintendent Gorgorski, trustees.
Before you is an interlocal cooperation agreement for the collection of taxes by Fort Bend County for KDISD.
In 2011, we began outsourcing our tax collections to both Harris County and to Fort Bend County.
Fort Bend County handles our tax collections for both the KDISD addresses in Waller County as well as in Fort Bend County.
Those taxes make up about 44% of our total tax levy each year.
This is a one-year agreement, but it has a five-year auto renewal, meaning that at the end of the year, if we do not cancel on June 30th of each year for the next five years through 2027, it will auto renew.
The rates are calculated on a per parcel basis.
The rates have changed on the per parcel for any of those parcels that are inside of Fort Bend County by five cents per parcel.
Between this year and next year, if we were to move forward and accept this agreement, that would cost the district around $3,000 additional dollars to what we have now.
Understand over the last five years, there's been no change in those rates. They have stayed static.
Based on Fort Bend County's historically high collection rates, as well as the savings to the district by not having to staff this or provide a facility for this, the administration recommends moving forward and approving this interlocal agreement.
Thank you. Are there any questions?
Mr. President?
Yes.
Mr. Hines, thank you for this.
I just want to do a recollection of before 2011.
2011 we had multiple employees sat at that that
Office right there with the windows people would come in and pay their taxes in person
Over and over and over in a place for all the things and when it was a real fight to get rid of this
Source outsource it because it's the way it has been done. It's a brilliant decision. The counties are doing it for us
It's three different counties
counties that do that, right? It's two counties that actually do the collections, Fort Bend and
Harris. Fort Bend does the collections for both Waller County and for Fort Bend County.
Well worth the money. We eliminated an entire department and freed up some office space,
and it was a really great move. I'm glad it's still working well. Thank you. Yes, ma'am. And
just this is just for Fort Bend County for that in your local agreement, so we'll have another one
for Harris County at some point. Any other questions? If not, I'll entertain a motion.
Mr. President, I move that the Board of Trustees approves the interlocal cooperation agreement for the collection of KDISD property taxes for Fort Bend County.
Second.
We have a motion by Ms. Champagne and a second by Ms. Wilson.
We'll now proceed to vote.
All those in favor, raise your hand and say aye.
Aye.
Motion carries 6-0.
11.2 Discuss and consider Board approval of the March 2022 Financial Reports.
11.2, discuss and consider board approval of the March 2022 financial reports.
Okay.
Good evening, everyone.
um you have in front of you your financial reports for march 2022 included is our financial statement
which includes an analysis on revenues and expenditures by function and by object
understand this is through the month of march and so that is the first 58 percent of our fiscal year
so that's what you're going to see in most of those as far as expenses out of the budget is
around 58% and we are on track based on historical years. You also have got a
copy of our tax report, our construction report, and a summary of our check
registers for the month of March. These are being presented to you as they are
each month for your approval. Are there any questions? Mr. President? Yes. I move that
the Board of Trustees... I had a question. We had one question. If I look at your
your seven months compared to your 12 months, it looks like you project higher expenses
in the last five months than when you look at your seven month run rate. Pretty much
across the board. Is there something to that, that certain expenses are weighted towards
the back end of the year? There are different expenses that are exactly, that are weighted
towards the front. So think about anything that has to do with nutrition that's going
to end. Salaries, the overwhelming, you know, part of our budget is that
88% is budgeted throughout the year for almost all of our employees. So it
usually tracks fairly consistently, but you will see some things, especially in
special funds like nutrition, where you're only going to see it, most of it's
going to be spent within nine months. So that's gonna, it depends on which of the
the objects you're looking at.
I'm saying the opposite.
Actually, your last five months looks more higher expenses
than the last five months than on your seven months,
as far as if you take a run rate of the seven months.
I'm not sure.
Are you talking about overall?
Yeah, just like if I take the run rate for seven months
and then project that out for an additional five months,
it looks like you'd be coming in significantly below what the budget is.
Yeah, with spending.
And that's, again, based on salaries.
And that goes back to the fact that we have had several or many,
many of our positions that have not been filled for the entire year.
So that goes back to that same thing.
That's perfect.
I mentioned that earlier.
We are seeing underspending this year like we did the year prior to that.
We are seeing more underspending than we normally have.
We normally underspend our budget 2%, 3%.
A lot of that is in staffing.
You know, if somebody leaves or the positions never fill, that's obvious.
But if somebody leaves, we don't replace them the next day.
Sometimes that position goes open and unpaid until it takes to fill it.
So could you see some nice surprises on the fund balance at the end of the year?
Yes, sir.
I've been expecting underspending to help the fund balance.
And we have, you know, back when we heard the information from TEA about the whole harmless,
that is going to enable us to take advantage of this robust enrollment that we've had.
We had very sluggish attendance rates.
Normally we would have an attendance rate of around 96%.
We were having about a 94%.
So even though we were way higher in our student enrollment, what we got funded on, which was the attendance rate, was not very good.
But now that the Hold Harmless through the first five, six weeks, I'm sorry, the first four, six weeks was announced last month, that helps us out to take advantage of the enrollment growth.
So yes, I expect our enrollment once we get the final numbers in and
Later next month. I expect this to be able to amend the revenue budget upwards
But right now it's still evolving with attendance rates
Being here or having the sniffles
You know the questions
Mr.
Reading a motion. Okay. I
I move that the Board of Trustees approves the March 2022 financial reports.
Second.
I have a motion by Mrs. Champagne, a second by Mrs. Vann.
I'll now proceed to vote.
All those in favor, raise your right hand and say aye.
Aye.
Motion carries 7-0.
11.3 Discuss and consider Board approval of the May 2022 budget amendments.
Again, the item 11.3, discuss and consider Board approval of the May 2022 budget amendments.
All right.
Well, I'm sorry that I'm surprising you, Mr. Schulte, for being here.
I'm looking for Sherry Butterfield.
I'll tell you one of the toughest people I know is Sherry Butterfield, and you better
be glad she's tough as a board, and I sure am because she's tough as nails.
But something happened, and she had to leave because she wasn't feeling well, and that's
not like her.
So I'm substituting here.
But the general operating fund local revenue has increased, but there's an equal offset
on that for HCC dual credit courses.
General operating fund expenses are increased by $434,000
to cover the cost of a portable building relocations
that were discussed at length last month.
The remainder of the general operating fund amendments
tonight are direct offsets between functions,
meaning we're just moving money from maybe the nursing function
or health services function into instruction
or from instruction to maintenance, for example.
Approval of these amendments will result in a $434,000 decrease
to the general fund operating fund balance.
There's also construction funds for the elementary school,
number 45 and number 46.
Both of those were over the original budget
from the allocation that was done last May, $950,000 each,
and a million six hundred for the junior high and those are going to be coming
out of 2017 project savings resulting in no change in construction fund fund
balance so we had we were able to use the final amount of the 2017 project
savings and the 2021 the projects are coming in hot because of those
those aforementioned ad nauseum inflation that we're under.
Any questions?
Just to clarify that, on the $950,000 on the elementary school,
$950,000 on the elementary number 46,
and the $1.6 million for junior high number 18,
were those costs higher than expected,
or are you saying they were already budgeted someplace else?
No, they were significantly higher than expected.
The elementary 44 that we awarded about 10 months ago, 11 months ago, was over budget.
All of the construction projects have been over budget because of lack of planning, but
because of the market in which we're bidding these in.
They're coming in really hot.
Luckily, we have the project savings for the 2017 and we're able to move some things around
in the 2021 authorization that I feel confident, well, we have a half million dollars still to work with.
So we're going to make this 2021 authorization work through much blood and sweat and tears by Mr. Veerling.
So they're being covered by private savings?
Yes, sir.
At one point we were worried about it, but they are being covered through project savings
and some good management by Mr. Veerling and his crew.
And then while I'm on that, Mr. Perez, on the one attachment for this, if you take instructional leadership, that's function 21, function 41 is general administration, and add those two together, and you would divide it by the sum of function 11, 12, 13, and 31, and that comes up with the administrative cost ratio.
Are you giving me numbers that were in the financial report?
Yes, sir.
I'm just telling you how we ... You had asked how we come up with the administrative cost
ratio, and that's how we do it.
It's just right here, those numbers.
21 plus 41 divided by 11, 12, 13, and 31.
That's how that 3.5% ratio comes up.
Thanks.
Mr. President, I just would like to say something.
I understand there is no way we could have predicted the inflationary cost of the equipment and things like that.
Everything has gone up tremendously.
So I appreciate your work in trying to figure out how to make this all work.
It's not my work.
All I did was cry to Mr. Beerling saying, please work hard.
Okay, then thank you, Mr. Beerling.
Please, Mr. Beerling.
It's him and Lisa Kassman and his staff.
Your team.
then that was some good finagling because there's nothing we could have done about that.
I have one more question.
So when a project goes in excess of the original estimate,
does it come back to the board ever?
Yes, sir.
When we award the project, like in the case of let's just take that junior high of 17 as an example,
when that comes in and it's presented to the board,
It talks about being over budget and how we're going to cover those funds.
It's just that we trail that the next month with the budget amendment
because we don't want to put that in the budget amendment
because what happens if we didn't pass the – we don't want to be resumptuous
to say that they're going to approve this junior high,
so we do that trailing month.
So that was approved back in April, those projects,
projects and we're just trailing them up formalizing with the budget amendment
good thank you okay I'll entertain a motion no Mr president yes I move that the board of
Trustees approves the May 2022 budget amendments I have a motion by Miss Wilson a second by Miss
Van will now proceed to vote all those in favor raise your hand and say aye aye motion carries 7-0
11.4 Discuss and consider Board approval of a Texas Association of School Boards Advocacy Resolution.
11.4, discuss and consider board approval of the Texas Association of School Boards Advocacy Resolution.
Dr. Yorski.
Yeah, thank you, Mr. Schulte.
The board will probably remember about a year ago that we sent in an item for TASB to add to their legislative agenda, their advocacy agenda.
The board who's been around, you guys know this, that they build one for every legislative session.
So with the new legislative session coming up, TASB has asked all school districts who have made submissions to make those resubmissions.
So we sent this one in.
The board approved it last year.
We sent it in last year.
It made their agenda, and now we have to submit it again if we still want it on their agenda.
The way that proposed resolution reads that we would submit TASB advocates for a formula-driven mechanism or index to be implemented annually to increase the basic allotment to keep up with the additional inflationary pressures in public schools.
It's what Chris talked about during his budget.
It's something that he and I, like he said, have been hollering for for two years, that we need to increase that basic allotment annually to keep up with inflation, whatever that is, but something rather than go four years on the same basic allotment like we're doing right now.
So that would be our recommendation to put that into TASB.
Any questions?
Mr. President?
Yes.
Dr. Grigorski, there are lots of things I'd like to add to resolutions, you know, like this.
but if I could only have one this is the one this is the most important one I'm
glad we you did that mr. mr. president I move that the Board of Trustees approves
the Texas Association of School Boards Abbott's advocacy resolution we have a
motion by mr. champagne a second by mrs. Fox will now proceed to vote all those
in favor raise your right hand and say aye aye aye the motion carries 7-0
Agenda item 11.5, discuss and consider board approval of the change in construction delivery method for the replacement of the building management control system at Taylor High School.
11.5 Discuss and consider Board approval of the change in construction delivery method for the replacement of the Building Management Control System at Taylor High School.
Mr. Nathan Fox, Executive Director of Maintenance and Operations.
Good evening.
Good evening, President Schulte, board members, and Dr. Gorgorski.
Tonight, I have two items for your consideration.
The first item for your consideration tonight is a change of construction delivery method for the building management control systems at Taylor High School.
And change in delivery method will coincide with the plant optimization bond project and
will bring value to both projects as each system is modeled and designed.
CHAIRMAN BRYANT L. Thank you.
Any questions?
CHAIRMAN BRYANT L. Is this Mr. Taylor?
Mr. Taylor?
CHAIRMAN BRYANT L. Yes, sir.
CHAIRMAN BRYANT L. I guess my question would be that we make a statement saying
saying that the competitive seal proposal represents the best value to the district
based on the published selection criteria. But in this case, we're not going to follow
that. We're going to change the methodology to the job order contract.
Mr. What it allows us to do is bring that team with the other team simultaneously
together and build and model the project together. So that's the value that it brings, bringing
bringing the teams together between two projects, kind of into one, and help them start from
the groundwork up.
Chair Greg Musil, But we've already picked the contractor?
We've already picked the?
Mr. Not yet, no, sir.
Chair Greg Musil, Okay.
Mr. Any other questions?
Ms. Mr. President?
Mr. Yes.
Ms. I move the Board of Trustees approves of the change in construction delivery
method to job order contract JOC method for the replacement of the building management
control system at Taylor High School.
Mr. Second.
We have a motion by Mrs. Vann, second by Mr. Redman.
We'll now proceed to vote.
All those in favor, raise your right hand and say aye.
Motion carries 7-0.
11.6 Discuss and consider Board approval of the proposal for the Building Management Control System replacement at multiple campuses.
11.6, discuss and consider board approval of the proposal for the building management control system replacement at multiple campuses.
By the way, I think I said your name wrong.
I apologize for that.
No worries.
I always get a 50-50 chance and I get it wrong every time.
So I apologize for that.
Nathan.
Nathan.
From now on, yeah.
Yeah.
The second item for your consideration tonight
is for the replacement of the building management control
systems at multiple campuses.
The upgraded systems will allow for increased energy savings
and allow for the optimum management
of building operations.
The three projects are part of the 2021 Bond Component
Replacement Program.
The total project cost of $1,897,980
is a not to exceed amount and will
be completed by the end of this year
with no campus interruptions.
Thank you. Any questions?
Mr. President?
Yes.
Move the board of trustees.
Can we just ask? We moved so quickly. I'm fine.
So are these contracts a fixed price contract? How are they structured, basically?
This was a competitive sealed proposal contract.
I'm sorry?
Competitive sealed proposal contract.
Okay. But once we award the contract, is the price fixed?
It's a not-to-exceed amount, yes, sir.
Okay.
Any other questions?
Thank you.
Good, thank you.
I'll entertain a motion, Ms. Mann.
I move the Board of Trustees approves a proposal for the Building Management Control System replacement at Hayes Elementary and McRoberts Elementary to Automated Logic Contracting Services and Katie Jr. High Replacement to Unify for a total project cost not to succeed $1,897,980.
Second.
We have a motion by Mrs. Vann, a second by Ms. Wilson.
We'll now proceed to vote.
All those in favor, raise your right hand and say aye.
Aye.
The motion carries.
All those opposed?
Mr. President?
Aye.
Okay.
Okay.
It's okay.
I just want to confirm.
You voted in favor, correct?
Okay.
Thank you.
It's okay.
11.7 Discuss and consider Board approval of additional department staffing needs to address growth for the 2022 - 2023 school year.
11.7, discuss and consider board approval of additional departmental staffing needs to
address growth for the 2022-2023 school year. Mr. Brian Schuss, Chief Human Resource Officer.
Good evening. Yes sir, good evening. Thank you, Ms. President Schulte, members of the board,
Dr. Gorski. This is our recommendation for additional department staffing for the 22-23
school year. This is something that we bring to you in May every year to address growth in the
district. This list is compiled by receiving recommendations from my fellow cabinet members
and their respective departments.
I can say the list was quite a bit bigger when it started,
but I do appreciate everyone prioritizing the list
to help it be a little more manageable.
We've gotta keep the big picture in mind.
We're gonna talk about raises next.
But we do have in your agenda packet
the list of 37 positions that we are recommending
for approval this evening
that cost about $1.9 million to the district.
That's probably a little high, probably conservative,
but about 1.9.
Thank you.
Any questions?
How many of these positions relate to new campuses?
Like new, in other words.
Well, so that's a good question.
I mean, these are district level positions.
Mostly, now specifically, some of the maintenance
and operations positions will, with technology,
the computer field engineers, they do help the campuses
with technology needs, but a lot of these
are district level positions that help,
they do support the campuses from the district level.
Any other questions? Mr. President?
Yes? I move the Board of Trustees approves a district's different staffing needs
to address the growth for the 2022-2023 school year. Second.
We have a motion by Mrs. Vann, a second by Mr. Redmond. We'll now
proceed to vote. All those in favor, raise your right hand and say aye. Aye. All those opposed?
I'm going to vote no here because I think we need to slow down the growth of our administrative
staff.
And just if it's not, if it doesn't have to do with the safety of the kids as well as
in the classroom, face to face with the kids on the front line, I think we need to slow
down that growth and be very stingy about how many people we add at the administrative
level.
level. As a general as a general frame of mind is what what my thought is.
Okay so the motion passes 6-1. Thank you.
Mr. Schulte if I might just add just to make sure I clarify and I respect your vote on that Mr. Perez
but I do want to point to and Chris Smith had a slide in there because I think we are I think it would go without if I didn't say this I would only kick myself later.
we are extremely lean in KDISD and by evidenced by the slide in there we're at
about 3.5 percent one of the lowest in the area and I know a lot of the
rhetoric that gets talked about in the community is about the size of the
administration building and it is a large size but we are one of the largest
school districts in Texas fifth largest in Texas and I got to say my hats are
are off to these guys and I just want to tell them how much I appreciate them because they run their
departments so lean and the people in our field work extremely hard with less staff than any
school district I've ever worked for before so I just want to make sure that's on the record we run
it as lean as we can and that 3.5 percent that that Chris shows on the graph and you show 15 or
20 districts who have way more than we do, I think that's worth noted saying, but I appreciate
that.
No, I just want to say, and I don't doubt that, and I'm sure everybody, you have fabulous
people, we have fabulous people that are hardworking.
I don't doubt that one bit.
I'm just saying, for example, if we have a bucket of 37 people, if we were able to kind
of slice and dice it a little bit more as to what they actually do and where they're
needed and where there's a little more discretion, we should look at it that way as opposed to
to just throwing everybody in one pot and saying,
yay or nay.
You know, maybe, I'm sure there's some people in here that,
you know, so I'm not saying no on everybody.
I'm just saying, you give me one number,
take it or leave it, and so that's my feeling.
Yeah, what I would assure the board
when we make these recommendations is this,
that the team that sits around this table,
and I talk about the executive cabinet,
They do that throughout the process and scrutinize every position they ask for and sit there and try to be as efficient as they can and really look at their departments to say, can I condense here? Can I change jobs here? Can I maybe promote here?
And that part I can assure the board, because I've sat in those meetings before with these folks, and they do that.
And all the way down to the director level and the executive director, all these folks in this room that you look around,
they do that in every department and scrutinize every position they have to maximize that efficiency.
Just want to make sure the board knows that we're doing our best with the limited amount of tax dollars we have.
Yeah, let me just add like two million dollars or 1.9 million is the same as you know, giving a
significant number of teachers
You know a raise of four or five percent especially like if you focus it on the more experienced group
So it's just that's how I look at the dollars like the allocation of dollars
You know when we're talking about scraping for one percent here or there for teachers
so anyway
11.8 Discuss and consider Board approval of a compensation increase for the 2022 - 2023 school year.
Okay, we'll proceed to agenda item 11.8, discuss and consider board approval of a compensation increase for the 2020.
Yeah, we did.
There was discussion after the vote.
There was discussion after the vote.
No, that's okay.
It's rare that we do that, but we had discussion after the vote.
It's okay.
Mr. President, on 11.8, I have a question.
Yes.
Because we ask for more information from our presenter and some breakdowns of numbers and things is it possible that we delay this?
Action item that's a great question. I've talked to dr.
Gorski about it and and what I ask him what's the urgency we can by the way we can defer it
What what he said is is customary is the teachers are leaving for the summer
And it's customary to let them know before they leave what they can expect when they come back
So we can delay it we can say it's a minimum and we're gonna try to find a way to do more and come back
And do it we can delay the whole decision
And mr. Worsky correct me if I'm wrong, but the board has the leeway to do whatever we think the right answer is there, correct?
Yes, that's right
But but in the past there's there's been example
there's been times when we've said that okay that this is not a this is not a
permanent thing that will come back you know and possibly change something and
it wasn't changed so I don't want the teachers to think that are the teachers
in the staff not just the teachers but I mean teachers as a big bubble of people
but to think that this is a 3% and this is the final thing even if we said that
we can redo this you know we can re vote on this next month we can change it um that that in my in
my small amount of experience does not usually happen and in fact i have never seen it happen
in my four years um so the likelihood that they're there to believe that there's a possibility or hope
of that is not very strong um unless they've been here longer than i've been here and it's happened
like 10 years ago once or something like that.
So I personally am not prepared to vote on this,
and my reluctance to vote on this is not a reluctance to give them a raise.
I want that to be known.
It's a reluctance to agree to the 3% at this time.
Any other discussion?
I know we talked about, you know, what my position is to, you know, and I think we've talked about is that if we do the 3% and everybody brought up, if you do the 3%, we're still a year behind everybody.
As soon as everybody else gets raised, we're going to be right back where we started.
And unfortunately, we don't have the data yet to make that decision.
We won't have that data to July or August.
So I don't know what that looks like, Dr. Gorski and Chris Smith, from a budget standpoint.
point if if if we know right now that it's in the budget for three percent that's a minimum
sounds like we'll have the other data in in september but sounds like august september
if we go back and look at it we can make it retroactive assuming we figure out what to pay
for is that correct certainly there's a few things i can share with the board as opportunities that
the board could take action tonight or not take action or take future actions when it comes to
to the salary increases.
First thing I would do is I think we've seen a very comprehensive review from Mr. Hobbs,
a good presentation from Mr. Smith there,
and some other information from Mr. Schuss to say this, that my goal is exactly your goal.
We all have the same common goal, maximize the amount of raise we can do for our employees
as high as we can get it and try and come forward with a balanced budget.
okay that's our goal we're trying to get to I don't know what's going to change
with the budget between now in in June to be able to make a different decision
at that time of where additional monies would come from to push the raise higher
than what we said the budget would hold at three percent I just don't know where
that money's coming from now the board we we discussed a few things um during strategic
planning when we talked about trying to set a goal of going big and one of those included uh trying
to do a tre because the tre does give us extra pennies it gives us extra revenue that we could
use for salary so that's one way to do that in the future that that would be retroactive for example
If the board passed the 3% raise, okay, that's guaranteed as part of the budgeting process.
And then we could go to the voters for a TRE and ask for more revenue, okay, and then retro that back.
Like Mr. Schulte said, we can retro things back.
That's one option that is out there to get more money for everybody.
The other option is the board, if the board is comfortable with a higher raise, then we would do our best.
Chris and I will guarantee to do our best to come with a balanced budget, but I wouldn't want the board to be upset if I bring a deficit budget in August, because I can't guarantee I could do a four or 5% raise for all staff and know where that additional about $12 million will come from.
So we just have to be prepared for that. If we could try to find as tight as our budget is, some efficiencies in the budget, I could make that promise to the board that we'll look for those efficiencies. Outside of that, efficiencies, that's one thing. Trying to find $12 million, that might mean cutting some different programs.
And if that's the option, if we would rather cut different programs to free up more money for salary, that's an option.
So I want to give the board plenty of options of what we could do to maximize the raises.
I just don't know which one you would like me to do tonight or not do.
But I fear we're going to be in this boat next month in June looking at the same problem but no new money to solve it.
Does that make sense?
Can I ask a question please?
I'll come up with different budget scenarios.
You know, where we say what does the budget look like under this scenario, what does the
budget look like under that scenario, what does the fund balance as a percentage look
like under this scenario, etc.
Instead of just like here's one budget and it's 3% or whatever the number is, just kind
of look at maybe Chris can come up with some, I mean he's a great CFO, he can come up with
some ideas as to where we can get the money from the existing budget.
Yeah, we certainly can, and those are what I was talking about there.
If there are some specific scenarios the board would like us to run,
what would those be?
What would the board like me to run and get that data to the board?
Depending on how complex some of the questions are,
I could get data back to the board in a week, sometimes two weeks.
What are some of those scenarios possibly that we could look at?
Dr. Grigorski, I have given a scenario of not giving people that are paid higher than the principal level a raise.
And I don't know, that's when I emailed you the other day wanting the numbers.
That's why I wanted, you know, I don't know how many people that is.
So I couldn't figure out how much money that would be.
So, I mean, it's probably not enough.
You know, it might be, I don't know, a million dollars.
I don't know.
It's not $12 million, I'm sure.
But, I mean, that's just one example.
That doesn't have to be what they do.
But I'm just saying I did throw out something.
I don't know if it's possible to use ESSER funds and then to pay ESSER funds back.
You know, I don't know.
But I think that there are different things to look at.
And, by the way, Mr. Schulte, you said that this is like a stepping stone.
This is like the beginning.
This is, you know, this is the beginning of the process.
So I'm sort of confused how that's going to work if this is the beginning of the process, getting all the information, but yet we have to vote on it tonight.
You know, I don't even know what the thing looks like.
I don't even know what the salaries look like with the 2050 added and how many people are going to get it and what the adjustment is going to look like on the scale and all that.
I don't know any of that.
Dr. Gorski.
Yeah, go ahead.
Because I know we've had a lot of discussion, and this may not change anything.
I just want you all to have the information.
We've had a lot of discussion about, okay, that 3% gets us to that median, and then, of course, as we all know, other folks are going to give raises, and then we're back where we were again.
I can tell you, at that 3% raise, at starting salary, and again, it is over 100%, but just barely, it's 101% to the market.
At five years, it's 101.
At 10, it's 101.
At 15, it's 102.
And at 20, it's 102.
So it is slightly above that median.
and it is just slightly, but still, while we're having this discussion, I think, have that.
But it would change.
I agree, but we wouldn't, let's say we gave 3% and then everybody else gave 3%,
we wouldn't completely lose all of that ground, I guess is what I'm trying to say.
So I'm hearing what everybody's saying, right?
And I think we all, I think we're all aligned that we would like to do more.
We got this triple constraint.
We kind of want to do more, but we don't want to operate in a deficit.
We just got some numbers today.
We haven't fully understood what the numbers and I like Victor's idea of what are the different
options.
So I personally, I don't have a problem delaying this to the next meeting.
I think for Dr. Grigorski and his team though, the board has to give them direction on what
we want.
We can't just say, well, guess what we want and tell us what it is.
And I don't know how we get there in a committee meeting.
I mean a big meeting like this, there's just too many people.
and we could be here for hours.
So I'm just going to throw something out there.
And again, it's just me,
but somebody's got to put something on the table
and shoot bullets at it
as we make a motion to defer this to the next meeting.
I will form a committee
and I'll certainly take volunteers
and a small committee of the board
to work with Dr. Gorski and Chris
and let's come up with the scenarios
that we want to run.
Mr. Champagne, I've heard what you said.
I've taken notes of what everybody said.
And why don't we let a subcommittee,
committee because I think they can move much quicker and faster than doing everything in open and with this many people. Let them come up with some scenarios. He says he can turn those around pretty quickly and then with the commitment to be ready for something by the June meeting. But that said, we already know my biggest concern. We're a year in the rears. I won't have what the next year looks like until September until August, September. So I think whatever we do, if you're really going to guess or we're going to say we're going to do this and we're
going to have to wait till we get the data to make the best decision on is that if what we guess is
enough right i still think there's going to be a look back and and i hear your skepticism that we
could do and i think it's it's up to this board if this board wants to do it then it's it's our
responsibility to make sure it's nobody's fault but our own if we don't do something that we said
we're going to do so i'm committed to doing it i really am because i i mean as a school board
trustee this is one of the most important things right you want the staff's been tough inflation's
high and the general allotment is not going up but man we want to find a way i mean i want to find a
way that we all do want to find a way to make this happen mr president yes there is one thing in 2019
and again last year when we came in with underspending or a an insurance payment that's
when we did do some of the one-time lump sums so i do think the board you know that would be an
example of the time when we said we'd come back and that did change um so i do think there are
some other options there if there is some spending or other budget money that
it didn't it may not have to be the full salary but when that money shows up I
think we do have a track record as a district of funneling that to our
teachers rather than just always bumping up our fund balance yeah there are there
are some other tools bonus one year I know we did that yeah yes I agree with
what you're saying but I do also believe that we owe it to our teachers and our
our staff to not say oh wait on this because if we ultimately can do more
then we have the track record like mr. Redmond just said of doing more but a
saying we're not doing anything right now right I just I just think we owe
more to our staff and our teachers than to just say no to now yeah so I think
there's two scenarios right and one scenario is we change the word that's a
a minimum 3% and we hold ourselves accountable to come back, form the committee, still look
at the options.
But what everybody knows today is the task fee recommendation, minimum 3% plus the other
three things.
We're committed to at least that.
We're going to find a way to do more and hold us accountable to go back and do that.
That's one way to do it.
And I'm a proponent of that way.
I think that's what you're suggesting, I think.
The second way is let's just do nothing, which maybe sends a wrong message.
We can do nothing and defer it and table it.
I would like to postpone definitely.
We would postpone the motion until the next meeting and try to get some more data.
I think those are really cut of the same cloth.
We get to the same answer.
We just get there a different way.
One is probably a little bit more positive to the staff.
You're at least getting this.
If they watch this and hear the discussion, they know we want to find a way to do more.
The other way is, hey, we're not going to tell you anything now, but we'll get back to you next month,
which I don't think is the end of the world.
But, yeah, certainly the optics are probably better here.
We're at least going to do this.
We're committed to find a way to do more.
mr schulte those are the two options i have a suggestion yes we're going to be at graduation
just down the road every night at eight o'clock what if we what if you do a small committee look
at the options because they say it won't take long for that what if we did that and posted a meeting
like on the 23rd or 24th or 25th before our teachers are gone and act on one item and we
will have all the information and we'll just take action on one item so we could still get it done
done in May, but that would give us enough time to see what the options are.
I mean, I like that idea. I like it because we're already going to be here. It's so much discussion
and it really, we could have spent a whole meeting on it tonight. And that's my other point is when
we're making a decision this important to get all this data, get all the information and then talk
through it, but not time to sort. Like I don't want to vote for 3%. I don't think it's enough,
but I don't want to not let them know before they leave so I'm struggling
there too right like I just wish it could be more and how would that happen
and you know we looked at the hundred and six percent of market and things
like that like how does that figure in I just have a lot I still have things I
haven't rectified so I'm not prepared to make a decision tonight but we might
have an option to come at you know 630 one of those nights we're going to be at
at graduation and have a quorum?
It's an hour.
Well, it's a special committee.
It's just for us, we should be going into that with the thing.
I'm just throwing it out there because you've all been there.
You've all had that time in your life too.
I don't think you do it on graduation.
I think the committee, there's a subcommittee that forms.
Obviously, if that's anybody graduating, we could do it.
But again, I think there's two things.
Let's do a minimum, and let's come back and try to see if we can find more.
I could certainly support that.
And I can also say, hey, I think in either case,
I just don't know we can have enough time to come up with all the different options
with this many people.
I think a subcommittee working with Dr. Gorski and Brian and some of his folks,
come up with it, everybody do it, we talk about it.
I'd like to have a special meeting.
My question is, can everybody support doing a minimum, or is the answer,
hey, no, we're just not ready to even do the minimum,
them and come back okay so that's what that's what i'm hearing i'm not reporting what's that
okay okay so um i just to get this moving i'm gonna i'm gonna go ahead and i'm gonna go out
on the limb here and i'll make a motion okay and let's see if i got support or not i'm gonna make
a motion to postpone this definitely postpone it to the next meeting and and in that that would be
I will consider Mrs. Fox's idea of a special meeting.
If we can work that in.
Doesn't necessarily have to, not around graduation.
I'm very sensitive to that.
There's a lot of time between now and the next meeting,
so we can potentially have a special morning to talk about it.
And I would be committed to forming a subcommittee, chairing it,
if so need be, to come up with the options based on everything I've heard today.
So my motion is to postpone definitely, and that intends to the next meeting.
I second.
Do I have a?
I second the motion.
Okay.
Yes.
Am I using it wrong?
I was hoping you'd step in.
I'm looking at my table here.
That's what it says.
So that's a good motion.
But you did mention the possibility of creating a board subcommittee.
Yes.
Do so.
So if you're going to do that, I suggest it be part of your motion because the subcommittee has to be created by the board itself.
Now, while you appoint the members of the subcommittee.
Okay.
I thought the president could do a subcommittee.
No.
I went out and pulled up our BDB again to look at it.
Okay.
because it's a the board itself has the authority to create the committee so if
you want to promote wants to be moved to postpone with the possibility of creating
committee okay and I think the committee I'm assuming because of open means I
would have to be three board members or less correct three board members or less
and then you do get to select those members okay okay so I will amend my
motion to say I make a motion to postpone definitely discussion on the
the teacher increase with the possibility of forming a subcommittee to come up with
the different pay options to present to the board at the next board meeting.
Second.
I have a motion by Mr. Schulte, myself.
Second by Mrs. Stocks.
We'll now proceed to vote.
Any other comments?
We'll now proceed to vote.
All those in favor, raise your right hand and say aye.
Aye.
7-0.
All right.
right okay pretty good okay thank you 11.9 discuss and consider future board
11.9 Discuss and consider future Board adoption of the Local Policy changes necessary to implement the previously approved District of Innovation Plan.
adoption of the local policy changes necessary to implement the district
recently approved district of innovation plan good evening how are you good to be
back about district of innovation this is the last step in your process I know
you've made a lot of decisions tonight but I want you to rest assured although
this is under discussion action this is just discussion for you there is no action our board
policy has um that you have to see the board policies before approval twice so we will be
asking for your approval on these policies at the next board meeting in june but these do reflect
the changes that you approved in the district of innovation plan back in january and they'll
be effective in july for us to start off our brand new five-year doi plan any questions any questions
So this is basically approval we already approved kind of it's taking it down to the policy level
Yes
Hold on what she said it. Yeah, so we're
That's what I thought there's a motion there is
But it's future board adoption, yeah, there shouldn't be there should not have been a motion. Oh sure there shouldn't be a motion
No, okay. I'm sorry. I just read it once you've seen it now and then
She answered and then I read the motion because it's here. Yeah, it's here. I know
I'll let you save that for next month. You can get it. Yeah
That's correct, I understand so when will we vote on it next month next meeting? Yes
Thank you
11.10 Discuss and consider Board approval of a contract for real estate consulting services.
11.10 discuss and consider board approval of a contract for real estate consulting services
We haven't seen you yet tonight. Good evening. Miss Casper. How are you tonight?
tonight. What's up with that? At 11 p.m. Good evening, President Schilke, Trustees, and Dr.
Gagorski. I have one item for your consideration, the renewal of our contract with Consolidated
Property Advisors for Real Estate Consulting Services. The terms in this agreement renewal
are in line with the previous contract. Thank you. Any questions? Mr. President? Yes. I move that the
the Board of Trustees awards a contract to Consolidated Property Advisors Limited for Real Estate Consulting Services.
Second.
We have a motion by Mrs. Fox, second by Mr. Redman.
We'll now proceed to vote.
All those in favor, raise your right hand and say aye.
Aye.
The motion carries 7-0.
Thank you.
Okay, now we're moving on.
Thank you very much, Ms. Gassman.
12. Consent
We'll now move on to the consent agenda.
Again, everybody knows we started reinitiating this a few months ago,
So we can vote on all the items. It's now worded to vote on all the items under 12 as one item.
And if anybody wants to remove an item from the consent agenda, we can also do that and talk about that separately.
If not, we can do it all in one super motion, as I've come to call it.
So I'll open the floor up for motions.
Mr. President.
Yes.
I move the Board of Trustees approves the consent agenda, items 12.1 through 12.7.
Second.
So we have a motion by Mrs. Vann, a second by Mr. Redman.
We'll now proceed to vote.
All those in favor, raise your right hand and say aye.
Aye.
The motion carries 7-0.
Well, that saves a lot of time.
Okay, now I think we're on agenda item 13.1.
13. Information Items
The board was provided a copy of the donated items to KDISD.
Agenda item 13.2.
I don't know if the new board secretary was capturing all the time.
I tried, but I got a little behind.
I apologize.
You had some requests on the pay systems analysis report.
Maybe you can remind me what.
So what I'll do is, in the interest of time, I'll send you what all of my things were.
Okay.
And then Ms. Champagne would like actual adjusted salaries per area
and more details behind the market graph, which listed KDISD, local market median, and Region 4.
and there was also a request I think it was from your champagne or it might have
been echoed by you miss Fox that you would like to know which jobs are
suggested for the pay grade adjustments that he mentioned he mentioned there was
areas that he had suggestions but he didn't have the list so that that was
requesting thank you and I'll send you my couple items okay all right I was
making notes and getting ready I was oh and I was I was talking fast I'll send
them to you tonight i don't mind talking fast okay 13 uh so thank you mrs van the 13.3 uh
applications for the texas associated school board so i i agreed to fill that slot uh i thought my
term was long but my term was only until may so i had it for a month uh i did a great job for a
month by the way uh so the way it works out is is it's renewed and and it's now renewed i guess at
the start of the school year so the way we do this is if a board member is interested in serving for
taspe you get with uh debbie and get the applications we'll see who gets an application
and at the next meeting we'll vote on there's more than one but we got to vote on it anyway so if
you're interested in serving on the taspe board of directors please get with uh debbie and fill out
the application by the next meeting any questions on that okay uh there will be a regular board
14. Future Meetings
BOARD MEETING ON JUNE 20, 2022. THERE BEING NO FURTHER BUSINESS BEFORE THE BOARD, THIS MEETING
IS ADJOURNED. THE TIME IS 11 PM. THANKS, EVERYBODY. SORRY YOU HAD TO STAY SO LATE. THANK YOU VERY MUCH.
Official documents
Motions and votes
Recorded actions
MOTION 001 · AGENDA 9.2
PassedIt is recommended that the Board of Trustees adopts the attached resolution authorizing the sale of a seven .014 (7.014) acre tract of land adjacent to the Wolfe Elementary School property and authorizes the Superintendent, or his designee, to negotiate and execute a Sale and Purchase Agreement and related documents for a purchase price of Five Million Four Hundred Thousand and 00/100 Dollars ($5,400,000.00) This motions will also authorize the President of the Board of Trustees to execute a deed and any other documents necessary to consummate the sale of the Property to Buyer.
7 Yes · 0 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Yes |
MOTION 002 · AGENDA 9.3
PassedThe Board of Trustees approves naming Emily Craig as Assistant Superintendent for Secondary School Leadership and Support.
7 Yes · 0 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Yes |
MOTION 003 · AGENDA 9.4
PassedThe Board of Trustees approves naming Thea Wofford as principal for Exley Elementary School.
7 Yes · 0 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Yes |
MOTION 004 · AGENDA 9.5
PassedThe Board of Trustees approves naming Jason Brown as principal for Williams Elementary School.
7 Yes · 0 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Yes |
MOTION 005 · AGENDA 9.6
PassedThe Board of Trustees approves naming Tonya Heard as principal of Rylander Elementary School.
7 Yes · 0 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Yes |
MOTION 006 · AGENDA 11.1
PassedIt is recommended that the Board of Trustees approves the Interlocal Cooperation Agreement providing for the assessment and collection of Katy Independent School District ad valorem property taxes by Fort Bend County.
6 Yes · 0 No · 1 Abstain
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Abstain |
MOTION 007 · AGENDA 11.2
PassedIt is recommended that the Board of Trustees approves the District's March 2022 financial statements.
7 Yes · 0 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Yes |
MOTION 008 · AGENDA 11.3
PassedIt is recommended that the Board of Trustees approves the District's May 2022 budget amendments.
7 Yes · 0 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Yes |
MOTION 009 · AGENDA 11.4
PassedIt is recommended that the Board of Trustees approves the Advocacy Resolution Proposal to be submitted to the Texas Association of School Boards for adoption into the 2022-2024 Advocacy Agenda which guides TASB's response to issues that arise before the Legislature and other governmental entities.
7 Yes · 0 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Yes |
MOTION 010 · AGENDA 11.5
PassedIt is recommended that the Board of Trustees approves a change in the construction delivery method for the replacement of the Building Management Control System at Taylor High School.
7 Yes · 0 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Yes |
MOTION 011 · AGENDA 11.6
PassedIt is recommended that the Board of Trustees approves the award for the contracts for replacement of the Building Management Control System (BMCS) at Hayes Elementary and McRoberts Elementary to Automated Logic Contracting Services, Inc. in the amount of $831,100; and at Katy Junior High to Unify Energy Solutions, LLC in the amount of $677,200 for a total project cost not to exceed of $1,897,980.
7 Yes · 0 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Yes |
MOTION 012 · AGENDA 11.7
PassedIt is recommended that the Board of Trustees approves the additional department staffing needed to address growth for the 2022 - 2023 school year as recommended by the superintendent.
6 Yes · 1 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | No |
MOTION 013 · AGENDA 11.10
PassedIt is recommended that the Board of Trustees awards a contract to Consolidated Property Advisors, Ltd. for real estate consulting services.
7 Yes · 0 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Yes |
MOTION 014 · AGENDA 12.1
PassedIt is recommended that the Board of Trustees approves the Interlocal Agreement with Harris County Department of Education (HCDE) for the provision of occupational, physical, and music therapy for the period of September 1, 2022, through August 31, 2023.
7 Yes · 0 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Yes |
MOTION 015 · AGENDA 12.2
PassedIt is recommended that the Board of Trustees approves the Interlocal Agreement with the Harris County Department of Education (HCDE) for specialized services at the Academic Behavior School West.
7 Yes · 0 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Yes |
MOTION 016 · AGENDA 12.3
PassedIt is recommended that the Board of Trustees approves the 2022-2023 Student Accident Insurance Proposal for UIL events as well as catastrophic coverage for those events.
7 Yes · 0 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Yes |
MOTION 017 · AGENDA 12.4
PassedIt is recommended that the Board of Trustees approves the HCDE contract for adult education programs.
7 Yes · 0 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Yes |
MOTION 018 · AGENDA 12.5
PassedIt is recommended that the Board of Trustees approves the 2022 - 2023 Texas Teacher Evaluation and Support System (T-TESS) Second Appraisers.
7 Yes · 0 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Yes |
MOTION 019 · AGENDA 12.6
PassedIt is recommended that the Board of Trustees approves Amendment One to the Stewart Builders, Inc. contract related to the renovations and addition at Schmalz Elementary School for the Guaranteed Maximum Price of $2,712,688.
7 Yes · 0 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Yes |
MOTION 020 · AGENDA 12.7
PassedThe Board of Trustees moves to approve the minutes of the April Board meetings.
7 Yes · 0 No
| Trustee | Vote |
|---|---|
| ashley-vann | Yes |
| dawn-champagne | Yes |
| greg-schulte | Yes |
| lance-redmon | Yes |
| leah-wilson | Yes |
| rebecca-fox | Yes |
| victor-perez | Yes |