April 28, 2025 at 6:00 PM - Special Meeting

Description:  This is a meeting of the Board of Education in public for the purpose of conducting the School District's business and is not to be considered a public community meeting.

Description:  This meeting was noticed by posting at the District Office entrance (Door #7) and at Entrance #19, and was published on the District's website. 

Description:  At this time the board would like to invite any member of the audience to stand with comments about items of interest or concern that do or do not appear on the agenda this evening. Please begin by stating your name and address. It would be appreciated if you would limit your comments to three minutes so that we can keep the meeting moving in a timely fashion and allow others an opportunity to speak. We ask that you remember that Wisconsin law prohibits us from discussing specific employees or their job performance. Thank you for your support of our school district.

Description: 

This agenda item has been requested for reconsideration by Board Member Beck regarding the continued assignment of Mr. Josh Wensing as Director of Buildings and Grounds through the completion of the referendum-related projects. The Board previously reaffirmed Mr. Wensing’s role to ensure continuity in project planning and execution.

Mr. Wensing serves in a shared capacity between Waterford Union High School District and the elementary district. Under this arrangement, Waterford Union incurs no additional cost for his services. In reciprocal fashion, Waterford Union provides the services of its full-time Communications Director to the elementary district without chargeback, effectively balancing the exchange of professional services between the districts.

This model of cooperative service sharing has allowed both districts to manage personnel needs efficiently without increasing overall expenditures.

It should be noted that the requesting board member has a child directly supervised by Mr. Wensing, presenting a potential conflict of interest under Board Policy and applicable Wisconsin ethics guidelines. The Board may wish to consider whether participation in discussion constitutes a conflict requiring recusal to maintain the integrity of the process and ensure decisions are made objectively and in the best interest of the district.

No administrative change is recommended. It is advised the Board reaffirms its previous action to retain Mr. Wensing through the referendum process and acknowledges the cost-neutral and mutually beneficial nature of the existing shared services arrangement. 
 

Description: 

Cost-Saving Measures Implemented or Considered by Waterford Union High School District:

Waterford Union High School District (WUHS) has proactively undertaken several initiatives to manage expenses and postpone the necessity of an operational referendum:

Budget Reductions: The district has implemented significant budget cuts, including the elimination of 10 full-time and 2 part-time staff positions over time. Adjustments to salaries have been made, post-retirement health benefits have been eliminated, and self-funded dental and health plans have been implemented. Additionally, some roles have been transitioned from full-time to part-time. A bus route was eliminated, and rental cars and vans were replaced with district-owned vehicles, resulting in cost savings for the district.

Shared Services: WUHS shares certain administrative roles, such as the Director of Buildings and Grounds, the School Nurse, and the Special Education Director, with neighboring districts to reduce overhead costs. 

Debt Prepayment: The district has prepaid existing debts, saving over $1.1 million in interest payments. This strategy not only reduces long-term liabilities but also frees up funds for immediate operational needs. 

Grant and Sponsor Acquisition: WUHS secured a $66,000 Transition Readiness Grant, which funded the purchase of a vehicle for the PAC House transition program and provided for staff education through the NextUp Transition Curriculum. WUHS also secured $35,000 in sponsorships to replace scoreboards.

Facility Maintenance Deferrals: To conserve funds, the district has deferred certain maintenance projects, focusing resources on critical areas to ensure safety and compliance. 

Technology Cost Management: WUHS developed a replacement schedule for devices and leveraged managed services to achieve budget savings. Students contribute a $20 annual insurance fee for school-issued Chromebooks, which helps offset repair and maintenance costs, ensuring the sustainability of the technology program. 

Creation of Fund 46 and Fund 80: Shifts qualifying aidable expenses out of the operational levy, thereby preserving general fund resources and reducing pressure on the operating budget.

---

Potential Strategies to Further Delay an Operational Referendum:

To continue postponing the need for an operational referendum, WUHS might consider the following approaches:

Enhanced Community Engagement: Building stronger relationships with community stakeholders can lead to increased support and potential partnerships that provide additional resources or funding opportunities.

Alternative Funding Sources: Exploring additional grants, donations, or partnerships with local businesses and organizations through the newly created grant writer position can supplement the district's budget without increasing the taxpayer burden.

Operational Efficiency Audits: Conducting thorough reviews of district operations to identify and implement efficiency can lead to cost savings.

Program Evaluations: Regularly assessing programs for effectiveness and cost-efficiency can help prioritize resource allocation.

Waterford Union High School District can strive to maintain fiscal responsibility and educational quality without relying on an immediate operational referendum.

Description: 

The final Consumer Price Index (CPI) for WERC bargaining purposes has been set at 2.95%. In response, the administration recommends a flat 3.0% salary increase for all staff members. This proposed adjustment slightly exceeds CPI to ensure staff compensation remains competitive with inflation and to demonstrate the district’s commitment to valuing and retaining high-quality employees.

Given the uncertainty surrounding the state biennial budget, adopting a flat increase at this time will allow the district to issue contracts by the statutory deadline of May 15. Once additional clarity on state funding becomes available, the district plans to conduct a strategic compensation review to ensure salaries remain aligned with market trends for the 2026-2027 school year and beyond.

Important Note Regarding Conflict of Interest:
Board members are reminded to consider potential conflicts of interest when voting on matters related to salaries. Approving a proposed salary increase would create a material financial benefit for an immediate family member. While no wrongdoing is implied, abstaining from participation in the discussion and vote is recommended to maintain public trust, uphold ethical standards, and avoid any appearance of impropriety.

Description:  Administration will provide a narrative summary of actions completed to date under the Waterford Union High School District Strategic Plan. Updates include progress in the areas of student climate and culture, fiscal responsibility, learning and academic achievement, and stakeholder engagement. The report highlights measurable improvements, including maintaining an AA bond rating, the successful rollout of Leader in Me initiatives, expanded academic and career planning tools, enhanced intervention strategies, and increased co-curricular participation. This update reflects the district’s ongoing commitment to meeting strategic goals and continuous improvement.

Description: 

As part of the Board’s ongoing commitment to effective governance and continuous improvement, a revised superintendent evaluation tool has been developed for adoption. The new tool aligns more closely with updated leadership standards, district strategic priorities, and best practices in superintendent evaluation. It is designed to provide clearer, more measurable feedback, encourage meaningful professional growth, and strengthen the partnership between the Board and the Superintendent.

The evaluation tool includes components assessing leadership in student achievement, operational management, communication, community engagement, and alignment with district goals. It is intended to be both comprehensive and user-friendly, ensuring that the evaluation process is transparent, objective, and supportive.

Board approval of the revised tool is recommended to ensure a consistent evaluation process for the upcoming evaluation cycle.

Description: 

Considering employment, promotion, compensation or performance evaluation data of any public employee over which the governmental body has jurisdiction or exercises responsibility.