Carol Alarcon

The agenda for this meeting included a Public Work Session followed by the Regular Board Meeting. Key items discussed under Proposed Resolutions and 1028 Hearing involved resolutions confirming approval of the First Amendment to Lease, approving the issuance of 2026 A&B First Mortgage Bonds for facility renovations, and approving additional appropriations related to bond proceeds. Consent Items covered the approval of minutes from the February 10, 2026, Regular Board Meeting, claims, fundraisers, gift acceptances, conference leave, overnight trips, grants, and personnel reports. New Business included initial consideration of a contract with Vector Solutions, recommendations for approving a Memorandum of Understanding with Beacon Health System, and reviews of the Financial Report, Insurance Report, and Consolidation Update. The Superintendent's update detailed recent student achievements (ISSMA, Wrestling, Teacher of the Month, etc.), provided a Food Services Update, and the Finance Update detailed the financial status, including impacts from SEA-1 and projections related to the ongoing consolidation efforts. Board members reflected on the recent significant decision regarding elementary student reassignment consolidation, thanking staff and community while emphasizing student transition supports.

The meeting centered on reviewing the third year of the Special Education strategic plan, which involved analyzing data and policy reviews. Discussions included performance based on the Results Driven Accountability (RDA) scores, noting the entity achieved the highest determination score (meets requirements) for the first time in a long period, although the differential level of support score indicated areas for continued focus. Key agenda items involved improving core instruction collaboration between special and general educators, and addressing the under-identification of English Language Learners for special education services through training with Dr. Ortiz. Progress was reported on reducing the special education suspension rate compared to General Education peers, including providing training on quality behavior plans. Other topics covered the implementation of the TouchMath curriculum for students with significant cognitive disabilities, adoption and planned expansion of AbleNet tools for assistive communication technology, and using a 3D printer to create specialized assistive technology mounts and tactile maps for blind students. Furthermore, updates were provided on the Heart City Coffee Company program, noting the transition to producing K-Cups and launching online ordering, and efforts in staff retention and recruitment, including hosting the Back to School University and establishing intentional mentorship programs for new staff.

The meeting served as the first budget workshop presentation, outlining the budget process which includes advertising through the Gateway portal, holding a public hearing, and final adoption by November 1st. Key discussion points centered on optimizing spending requests to maximize levies, with the understanding that the Department of Local Government Finance (DLGF) will certify and potentially modify the budget. Specific attention was given to the Education Fund, noting conservative budget development due to declining enrollment trends impacting state funding (projected flat to negative growth despite a 1.34% increase in state funding formula presentation) and high personnel costs (93% dedicated to salaries and benefits). The Operations Fund discussion covered the history of fund transfers, the impact of ESSER fund expiration ($2.5 to $3 million in annual costs shifting back), the impact of property tax caps (budgeting for a $3 million cap impact), and capital project planning, noting that major capital projects will be covered by upcoming debt service bonds (Series B and C). Transportation operations, including fuel budget reductions and bus replacement planning, were also reviewed.

The work session featured a presentation by Site Logic regarding their facilities analysis and assessment results, which were based on physical needs (asset conditions, safety, energy optimization), educational links, and functional needs. The assessment categorized facility needs into 16 areas, providing asset condition scores based on expected life and actual performance, resulting in a red, yellow, or green report card for various components. A specific deep dive was conducted on Woodland Elementary, indicating a high percentage of mechanical and exterior envelope assets are in the alert or caution categories. The discussion also covered indoor environment factors, noting high CO2 levels in some classrooms negatively affecting cognitive performance, as well as issues with temperature, humidity, and lighting standards relative to IES guidelines. Aesthetic concerns included the condition of the roof (rips and tears) and aging restrooms. Furthermore, staff interviews highlighted district strengths such as CTE and career-ready programming, alongside weaknesses including facility utilization disparity, security entry inequity, and variation in class sizes across different buildings.

The meeting served as an introduction to the Feasibility and Facility Study being conducted for Elkhart Community Schools, intended to possibly enact changes within the district. The Board President emphasized the importance of community support and input in making decisions that are best for the students. Representatives from School IQ and Site Logic introduced themselves, highlighting their extensive experience in education and school governance, including superintendency and board service. They detailed that the feasibility process encompasses both an educational and facilities review, focusing on five key elements: education, facility condition, demographic study, community engagement, and financial considerations. A core message stressed that any proposed options must be educationally sound, fiscally affordable, and community supported. The presenters shared concerning statistics regarding high turnover rates for superintendents and school board members in recent years, underscoring the need for collaborative effort.