[{"_1":2,"_100":-5,"_101":-5},"loaderData",{"_3":4,"_26":27},"root",{"_5":6,"_17":10,"_18":19,"_20":21,"_22":10,"_23":-5,"_24":-5,"_25":10},"user",{"_7":8,"_9":10,"_11":10,"_12":-5,"_13":-5,"_14":15,"_16":-5},"roles",[],"isAuthenticated",false,"isPremium","planName","subscriptionStatus","featureFlags",{},"insightsBudget","isDevelopmentHost","userPreferences",{},"recaptchaSiteKey","6LcvOJcUAAAAAHsB-gPGfGktcRlKpH7OTIU_dMTD","isImpersonating","impersonation","affiliateStatus","isFreedomPortal","routes/v2/article/layout",{"_28":29,"_30":31},"notFound",true,"relatedArticles",[32,76,88],{"_33":34,"_35":36,"_37":38,"_39":40,"_41":42,"_43":44,"_45":46,"_47":48,"_49":50,"_51":52,"_53":54,"_55":56,"_57":58,"_59":60,"_61":62,"_63":64,"_65":66,"_67":68,"_69":70,"_71":72,"_73":74,"_75":74},"mediaId",6259879,"mediaKeyId","3137039-12eb4354b281adf4fe7761c9d94b97be","parentId",3137039,"title","Sycamore staff present $24.6 million five‑year capital plan; board discusses permanent improvement levy","audioSeconds",676,"startMs",307000,"endMs",983000,"viewUrl","/Search/View?dp=1&key=3137039-12eb4354b281adf4fe7761c9d94b97be&start=307&end=983","thumbnailUrl","https://assets.pipeline.soar.com/3137039-12eb4354b281adf4fe7761c9d94b97be/thumbnail_307000.jpg","articleUrl","/articles/6259879/Ohio/Sycamore-staff-present-246-million-fiveyear-capital-plan-board-discusses-permanent-improvement-levy","mediaUrl","https://secure.pipeline.soar.com/6259879-d41742f6d496b15ca0da0cf2e6f59463/orig.mp4?Expires=1775330628&Signature=d3Rv~cOoaUvXU0GfrYBlU63QSl9RwfbW5rXPBTdjFHDeQbzi2n7-nDNY~gorXKZR1hOEAmCHiF4BCPhv19VG-g38GiGJkzwyOrGvdrs7eBP~oKYpPg0ccOCo-PTMrnk-eB4FSZtY592~~ctgxHYWqUSBmO5iVTmI5UMrPb3z7cy41-cTlKmbjRx12BQ9PXVIn3EH-u4ZW2eWdjcif4dyl9cGIq0YxtMBfaaJapbLkfqAx2lqekACidLHtvhr-QGJjKktYwKKxuzN42y114oHL-GHTcwYql3plG05cYn8ekGYOaw~1Kd39jTaS7VqCuO~gxUjVd9sNF~kEi3-46PXYg__&Key-Pair-Id=KUT5TJCACFTXG","author","Sycamore Community School District","date","2025-04-23T18:00:51Z","article","Sycamore Community City finance staff and consultants presented a draft capital plan showing approximately $24.6 million in needs from 2025–2029 and flagged a likely shortfall if the district relies only on the $4.1 million annual transfer currently in the five‑year forecast.

The plan, presented by Dan Shaw, a consultant with Bradley Payne, quantified district capital needs by category and building and showed the $4.1 million annual allocation would cover routine maintenance and replacement but not many new projects the district has identified. The presentation and subsequent board discussion focused on financing options, timing and community messaging if the board pursues a permanent improvement (PI) levy.

District staff and consultants said the draft plan combines facilities, technology, athletics and transportation needs into one interactive project schedule that can be filtered by building, year and work type. \"The punchline, so you're not sitting there wondering, right? Is that the 4.1 is pretty good for the maintenance items that you have. It does a good job of covering maintenance and replacement costs, but it's not really gonna be enough to cover some of the new needs that the district's coming down the road,\" Dan Shaw said during the presentation.

Shaw and staff walked trustees through top‑level findings: of the roughly $24.6 million identified across the planning horizon, about $14.4 million is facility work (roofs, HVAC, building envelope), roughly $4 million is technology and network infrastructure, and the remainder is athletics, transportation and programmatic equipment. The consultants noted that the five‑year snapshot is a draft and that items scheduled beyond year seven were aggregated pending more detailed cost estimates.

District staff explained the analysis method: needs were captured through meetings with administrative directors plus a facilities assessment by a firm the district identified as \"4 Seasons\" (the firm also served as the district’s bond commissioning agent). Staff emphasized the plan is needs‑driven rather than budget‑driven: projects are scheduled when they are needed, then financing options are explored to determine what can be accomplished.

Board members and staff discussed several high‑cost items that were pulled out of the core maintenance total to illustrate the gap between current funding and desired projects: phase 2/phase 3 of athletic fields (phasing previously approved only through phase 1), a proposed playground program estimated at $5.5 million, a scene shop addition estimated at $1.3 million and visitor‑side stadium improvements (press box/amenities) totaling about $2.4 million. With those additions the five‑year deficit materially increases.

Trustees reviewed scenarios showing that continuing the current $4.1 million transfer would push the district’s operating cash balance toward a deficit by about FY2027, even without new projects added. Staff showed options that separate maintenance/replacement from new projects and illustrated how adding the pulled‑out items changes the levy or financing required.

The board discussed whether a dedicated permanent improvement levy is the right path. Staff recommended giving the community a clear plan and a separated revenue stream for capital needs — both to increase transparency and to reduce the chance that operating money would be diverted to capital needs. \"My professional advice would be the next request for additional revenue from this community, I believe that we need to look at permanent improvements. That revenue stream needs to be separated, and not risk our academics,\" a district finance staff member said.

Trustees asked about timing and next steps. Staff presented a timeline that allows for a November 2026 ballot measure (with required resolutions and county auditor certification in early 2026) and noted May 2026 as an alternative if the board chooses a different timetable. The team recommended adopting a financial‑parameter resolution when the board next adopts a revised five‑year forecast (target: second meeting in May) and using an annual mailed/electronic prospectus and broader outreach to explain the levy to the 70% of households that do not currently have school‑age children.

Board members also stressed communication and public education. One trustee said the district must show the community \"what we're going to do with our PI money\" and explain why investments in maintenance continue after bonds and renovations.

Ending: The board did not adopt a levy at this meeting but directed staff to continue refining the capital plan and financing scenarios, to prepare community communications and to return with parameters and a recommendation timed to the district’s five‑year forecast adoption.

","mediaType","Video","parentTitle","Sycamore Schools Board of Education Financial Retreat April 12, 2025","oneSentenceSummary","Sycamore Community City finance staff and consultants presented a draft five‑year capital plan showing roughly $24.6 million in maintenance, replacement and program needs and cautioned the district’s current $4.1 million annual transfer will cover routine upkeep but not multiple new projects trustees are considering.","taxTitle","Sycamore Community City, School Districts, Ohio","taxId",61490,"location","Ohio","headline","","shortSummary",{"_33":77,"_35":36,"_37":38,"_39":78,"_41":79,"_43":80,"_45":81,"_47":82,"_49":83,"_51":84,"_53":85,"_55":56,"_57":58,"_59":86,"_61":62,"_63":64,"_65":87,"_67":68,"_69":70,"_71":72,"_73":74,"_75":74},6259868,"Board and staff raise alarm over House budget language that would cap cash balances at 30%; vow outreach to legislators",220,8480000,8700000,"/Search/View?dp=1&key=3137039-12eb4354b281adf4fe7761c9d94b97be&start=8480&end=8700","https://assets.pipeline.soar.com/3137039-12eb4354b281adf4fe7761c9d94b97be/thumbnail_8480000.jpg","/articles/6259868/Ohio/Board-and-staff-raise-alarm-over-House-budget-language-that-would-cap-cash-balances-at-30-vow-outreach-to-legislators","https://secure.pipeline.soar.com/6259868-9627055a14bab8d57d58f85ff771aad7/orig.mp4?Expires=1775330628&Signature=ja3Lo3Ey5ryyrIMOhI6zIKaJ3TeWLfiH4VA-yexzBmAg5FlSaFktGsehF4oiykpeb~OX1ng0NYHTcxLynkOmjfhsnhgVbxA951Z8J7KL83qZhuU7pxyhO2stzWlrMImclNZb6H6t8EythizwHBhiBHiQQyKZzQqdSUBtYCUCH2vahC6BHjKFXwjiavk0rEUzfI8p06iFKafOPWk7LorLrVg0sF5RMdYZDA~seTG7nUsyNly89Wh6rN8az7RIY5z-9Zm9yjGOUbkl2D~WwayhQ4KIoRKNgzk3lD42LP5ELJyRWYs9ovq0gPKO0M93zyUH2p~SdTdeqAjOKuqjRTWdeA__&Key-Pair-Id=KUT5TJCACFTXG","Board members and staff reviewed the House version of the Ohio biennial budget and said its language — as discussed during the meeting — threatens to limit districts’ flexibility by imposing a 30% maximum on carryover cash balances. Trustees and staff said that a hard maximum of that type could force districts to return to voters more frequently and disrupt local budgeting practices.

A district finance staff member summarized the immediate implication: \"If this 30% maximum that they have in their version would mean that we could only carry over $31,200,000. That means over the next two years the county budget commission could reduce $13.6 million from us,\" the staff member said, describing how a cap could interact with county and state procedures. Meeting participants framed the proposed language as a high‑stakes fiscal change that would require coordinated advocacy.

The board discussed advocacy steps: individual board members and staff agreed to contact legislators and asked staff to prepare communications the community could use (letters, talking points, and social‑media content). Trustees suggested mobilizing parent‑teacher organizations, alumni and other community groups to share personal stories about school services and the local impacts of state policy.

Staff said they would provide sample materials and that the superintendent, treasurer and board members would coordinate outreach. The board asked staff to consider a resolution or formal letter from the board if grassroots outreach does not suffice. Staff also referenced recent county treasurer/auditor briefings and recommended both direct legislator contact and public education for local households explaining how a cash‑balance cap would affect local levy cycles and tax bills.

Ending: Trustees directed staff to provide talking points and templates for outreach, to schedule follow‑up advocacy steps and to return with any statutory text or official guidance that changes the fiscal picture. No formal board resolution was adopted during the retreat.

","Trustees and finance staff raised concerns about language in the House version of the state budget that would limit districts’ carryover cash balances to a maximum cited in the presentation as about 30%, and they discussed coordinated outreach to legislators and the community.",{"_33":89,"_35":36,"_37":38,"_39":90,"_41":91,"_43":92,"_45":93,"_47":94,"_49":95,"_51":96,"_53":97,"_55":56,"_57":58,"_59":98,"_61":62,"_63":64,"_65":99,"_67":68,"_69":70,"_71":72,"_73":74,"_75":74},6259873,"Sycamore presents new staffing dashboard; trustees review retirements, FTE counts and scheduling approach",444,3696000,4140000,"/Search/View?dp=1&key=3137039-12eb4354b281adf4fe7761c9d94b97be&start=3696&end=4140","https://assets.pipeline.soar.com/3137039-12eb4354b281adf4fe7761c9d94b97be/thumbnail_3696000.jpg","/articles/6259873/Ohio/Sycamore-presents-new-staffing-dashboard-trustees-review-retirements-FTE-counts-and-scheduling-approach","https://secure.pipeline.soar.com/6259873-4b2413c252a9f85ff5f91a54fe4e1eb4/orig.mp4?Expires=1775330628&Signature=fhFi0NP7xR6iycqP~gB2N6phRtRipxDgLymFXXCeszDfgUDthsZBgKMh-OqTwLBLHEKxcEM85ccB020FgrQgc6os1gLPAQTAoVOZdV-l6UuGQl4FS6MBcNw4i9PjNshZQpg8SdxiOlEjEpLp655aqwq-tQWVfoPSzC~1C-HaWbxCPf6mZn0wQsq1fMfmmO2EaT~eeODoI6WgALF9U9sQTds3hr3Kfa8lzUgwGjUnC9Z8PmMeyIveDIMv5UpRkR-tK1XAoG4BabF4p7iUKiD0n4OcANi2-mPVqcEyJ0RiJUA5~XtQKNrJmv3VWp80Kf50Z~a0eNV8C~Ic~hgkFUjQNA__&Key-Pair-Id=KUT5TJCACFTXG","District staff demonstrated a staffing and people dashboard intended to make staffing counts, retirement projections and salary impacts more transparent to the board and administrative leaders.

Brad (district staff) and other administrators described the dashboard as a reconciled view of HR and finance systems that captures full‑time equivalents (FTE), headcount and movement (hires, resignations, retirements, leaves). \"We have 835.27 FTE, and we have 894 employees,\" a district staff member said while explaining the difference between headcount and FTE. The April 1 snapshot used in the presentation showed roughly $450,000 in resignations, about $1.9 million in retirements and approximately $3.1 million in total base salary associated with staff who will leave the system next year (base salary only; benefits not included).

The group noted the district’s five‑year forecast had assumed 12 retirements; the dashboard showed 15 retirements at the April 1 snapshot. Administrators explained the forecast assumes savings when experienced staff retire and are replaced by less‑expensive new hires, and those replacement assumptions were included in the budget model (for example, replacement salary assumptions tied to lower steps on the schedule).

Presenters walked the board through how the dashboard can be filtered by building, job classification (certified, classified, administrative), and job status (active, replacement teacher, resigning, retiring, on leave). They said the dashboard will support staffing meetings, transfer decisions and analysis of program staffing costs by department and building.

Trustees and administrators discussed \"responsible staffing\" as a framing device for upcoming decisions. Staff and board members emphasized that the effort is meant to preserve program access while identifying efficiencies — for example, sharing staff time across programs or rearranging master schedules rather than across‑the‑board program cuts. As one administrator said of scheduling work: \"There are no solutions. There's only trade‑offs.\" Another example given: Innovation Lab teachers may be able to teach one period in a department to reduce the need for hiring an additional teacher while preserving the lab program.

Presenters said the staffing dashboard and schedule work will be a continuing process (recommended at least semiannual updates, with more frequent ad‑hoc use by business managers). Trustees asked staff to overlay enrollment projection tools with the staffing model to make assignments and hiring decisions consistent with projected student counts and program priorities.

Ending: The board supported continued use and refinement of the staffing dashboard and directed staff to return with staffing scenarios tied to the five‑year forecast work; no staffing reductions or formal personnel actions were taken at this meeting.

","District HR and operations staff showed a newly developed staffing dashboard that reconciles HR and finance data, details FTE and headcount, and lays out retirements, resignations and replacement assumptions. Trustees discussed responsible staffing, enrollment overlays, and how schedule changes can improve efficiency without cutting programs.","actionData","errors"]

Article not found

Sycamore staff present $24.6 million five‑year capital plan; board discusses permanent improvement levy

Board and staff raise alarm over House budget language that would cap cash balances at 30%; vow outreach to legislators

Sycamore presents new staffing dashboard; trustees review retirements, FTE counts and scheduling approach