[Jenny Graham]: 我认为我们仍在等待NustOne成员和McLaughlin成员。 因此，我们可以再给他们一两分钟。
[Unidentified]: 麦克劳克林的成员说他将是对的。 好的。
[Jenny Graham]: 我将继续前进，开始阅读我们的会议警告，以便我们可以摆脱困境。 请注意，在2022年5月25日，星期三，19H，将举行特别学校委员会的远程参与会议，参加Zoom会议，您将能够纪念HTTPS Colon。 会议可以通过YouTube以及715年的Medford Community Media和Comcast Channel 15和Verizon Channel 45观看。 此外，可以在会议期间通过向Medford.k12.ma.us发送电子邮件给Medfordschoolcommitee来发送问题或评论。 那些发送的人应包括以下名字和姓氏，您的梅德福街地址以及您的问题或评论。 议程如下。 梅德福公立学校第23会计年度的运营预算以及向梅德福学校委员会的建议委员会的财政年度请求23和23财年ESSER融资优先事项的建议。 HM，会员。 然后打电话。
[Paul Ruseau]: 我一定会去的。 永远不要在这里格雷厄姆。 这里的天数。 民主党人在这里。 在这里记住克劳福德。
[Jenny Graham]: 我们要再给FOX成员再给一分钟吗？
[Melanie McLaughlin]: Mostone成员通知人们，因为他们在高中时，他们今晚将跑步。 然后，它将稍后记录。 谢谢。
[Jenny Graham]: 好的。 那么，为什么我们不继续开始呢？ 我将把它交给金融和业务助理校长戴维·墨菲（David Murphy）。
[David Murphy]: Thank you, Member Graham. Good evening, everyone. This is our fourth formal presentation of the developing FY23 Medford Public Schools operating budget for the committee and for members of the community that have been following along over the last four gatherings of the school committee in public session, four of the last five public sessions, I should say. We have been articulating the, in response to the feedback that we received from all members of the school administration, as well as members of the school committee, the funding priorities for fiscal year 23. And so in the last couple of times that we've met to discuss the budget, I've sort of tried to move quickly through some of the process elements as this, I imagine may well constitute the culmination of one phase of our budgeting process. I'm going to go through those process points a little more methodically tonight, We'll also try to move as efficiently as possible so that we can get to the decision making that it's my understanding and hope that the committee is positioned to make tonight. And with respect to exactly what those decisions are and what the objectives of tonight's meeting, I'll try to cover those up front. I'm going to share my screen. I did want to also say that As is always the case this time of year in a school district, there are lots of events and lots of things that are taking place. And so members of our team are sort of scattered tonight throughout various district community and school events. And so there may be times if I'm bouncing questions off of other team members that people would just need a second to get in a place where they can contribute. So we as a team appreciate the committee's indulgence in that respect. Okay, so tonight, we're going to go over the budget process and next steps. We're going to review our category system as everyone knows, throughout this we've had six budget categories that are not necessarily in a hierarchical order. But they, there's some overlap with and what the categories are really designed to do are help us to think through the strategic implications of the use of operating funds versus our one-time grant-related funding that is available specifically to the school district, which we refer to as our ESSER funding priorities. And then if the committee is prepared to, we would recommend that a vote be taken so that we can begin to actually construct the proposed budget, which will then be sent to the municipal government by way of the school committee's requests for FY23 operating funds. Much of this presentation, a lot of these slides are repetitive. And so for time purposes, I will try to, again, move as quickly as I can through them. But I do want to call attention to the second and third bullet points on this slide. Again, for people that have been watching each meeting, you've heard me say this before, but I don't think it can be stressed enough that one, when you are then the vast majority of the operating budget is for personnel expenses and the vast majority of the personnel are in collective bargaining units that have open CBAs. That results in a lot of budgetary uncertainty. And so everything we're doing, we have to keep in mind that variable with regard to where the contracts will ultimately settle and that will have an impact on our budgetary flexibility. The third bullet, and again, I think there were some great questions from members of the committee in earlier meetings as to sort of the underlying objectives of each of this process. And I think the sort of two pillars are one, to be as transparent as possible so that the Medford community understands how our budgetary priorities are tied to our strategic planning and our strategic thinking around how to move the district forward. And at the same time, we wanna make sure that as we develop these priorities, we're driving toward as coherent a budget as possible. There isn't anything that I think anyway that we've discussed over the course of these last four meetings that in a vacuum is not or at least does not sound like a good idea. And certainly I can tell you as each of the priorities that we've discussed from the various stakeholders who have contributed to this dialogue to a to a priority are meant to help students. And if there was a priority that was discussed at some point in our internal deliberations as an administration, if there wasn't a nexus between the priority and the potential impact it could have on student outcomes and student wellbeing, you as a committee and as a Medford community, I'd like to think we'll not hear about it, at least from us. But that means that our job though at this point is collecting those priorities together and making sure that we are, that they are complimentary to one another so that we can put together a coherent budget that advances our strategic goals and serve students well. So again, with regard to process, this is sort of the step-by-step process that in the slide that you've seen several times, particularly over the last, at least for the last two years, And I do think sometimes there's some confusion and I think it's been, there's been some healthy discussion about this piece of it on this committee and in this forum, which is that what exactly is the role of the school committee? Because oftentimes we talk about the three pillars of establishing policy, appointing a superintendent and approving a budget. And those pillars to some degree predate some of the more modern school governance laws in Massachusetts. And it's not the case that the school committee can determine what the revenue is or what the overall funding picture looks like. That's authority that rests within the municipal government and the school committee's responsibility is multifaceted. And it includes both advocating for the priorities and the needs of the district. And then ultimately adopting a budget that addresses those priorities and moves it forward based on the appropriation that is made from the municipal government. And you've heard me say several times that as a school administration, we have a dual responsibility, both to help flesh out those priorities and to make sure that the committee is fully informed as to how those priorities affect the operations of the school district, and also to be planning for any potential contingency so that we're able to operate the school district and move our strategic objectives forward based on whatever appropriation is there. But I think as many school districts learn, if we don't have a clear articulation of those priorities and the impact that those priorities can have, it would be unreasonable for a school department or a school committee to expect that appropriation to be consistent with the work that needs to be done. And so I think that's a big part of these forums and the public discussions we've had, and you've been able to hear from the administration and various members of the administration as to both the positive impact some of these funding priorities can have, and also how some pieces make more sense at certain times or within a certain sequence, and how things can complement one another. And then, as you know, there are some things, and particularly this is true for some of the priorities listed in category E, that, as I said before, in a vacuum would be very good and might be very good regardless. but might not fit into our current picture based on the anticipated capacity that we have. So that's where we are with regard to process. I imagine that could come up at some point during our discussion tonight and be happy to discuss that in greater detail at that time. This is their school funding 101 slide that as again, people that have followed along know, we're a largely local contribution funded school district. Um, that means that 80%, approximately 80% of our operating budget comes from the taxpayers of the city of Medford. Um, and about 20% or so comes from the taxpayers of the Commonwealth of Massachusetts across all the cities and towns in the state. And, uh, that we refer to as our chapter 70 funding. And then there is our external funding, um, that comes in the way of, uh, grant funding. Now, uh, we have more grant funding now than I imagine we've ever had. Uh, that that's true for most. school districts in light of the pandemic. But much of that grant funding is one-time funding. And that's when we get into some of the strategic thought processes that we need to engage in with regards to not committing or trying to avoid as best as possible, avoiding the commitment of one-time funds to recurring expenses. So on May 2nd, We discussed as part of our budgeting process where we are with respect to our collective bargaining negotiations. Our current budget is approximately $55 million out of 67.4 is devoted to personnel expenses and the vast, vast majority of our employees are part of our 10 bargaining units, nine of which have open CBAs and most of which we are currently in negotiations with. The only exceptions to that are units represented by other bargaining agents that we are at the table with. And it would be my expectation that when those negotiations reach an endpoint, we'll be finishing the negotiation, or we will begin and hopefully in short order negotiate successor agreements to the remaining units. We've said that one of our priorities, both from a budgeting perspective and from a collective bargaining perspective, is to maintain wage increases that are are both competitive and sustainable. That means we want them to be competitive enough where it's a place that we can recruit and retain the top teaching and educator talent in the state. And at the same time, it has to be sustainable because we can't commit resources that are too speculative and then have a situation in which we have a structural financial deficit that will inevitably have a disproportionate impact on our high need and most vulnerable student populations. And that really has to be a guiding pillar, both in our discussions in this forum, as well as at the bargaining table. The nature of school districts is that they are structured in a way that if we do not maintain sound fiscal stewardship, it will result in the staff positions that exist to help students who need the most support. those positions won't exist if we don't have that structural deficit. There are certain positions that we know we're always going to have as a school district. We're going to have classroom teachers, we're going to have principals, we're going to have some administrator roles that are necessities, and some of them are legal necessities, others are practical necessities. And so while there are always choices that a city and a school district can make, those choices are not unlimited. And that is why, well, most of us would prefer to focus our attention on establishing competitive wage increases so that we can make sure that students at Medford have the most talented and the most diverse staff that we can possibly put in front of them. At the same time, if we don't pay appropriate respect to the sustainability priority, we will end up in a situation in which our staffing structure is not commensurate with the needs of our students. And that is why that is a drum that you'll hear us continue to beat in this and other forums. And it's why that while most of us who work in education would like from a societal perspective education to be prioritized in a way where there aren't as many boundaries as we may find time to time, we have a responsibility to operate within the realm of reality and that will be the case going forward. So I said that our budgeting priorities have been cultivated over the course of the last several months and these are slides that again you've seen before but generally they fit into certain buckets around the critical priorities that we know are most urgent as a result of with how and where our students are currently situated coming out of the pandemic, hopefully coming completely out of the pandemic. There are personnel needs that we've talked about and the varying degrees of priority, but our budget is mostly personnel. And so when we talk about any budget, whether it's regardless of the nature of the funding, right, personnel is always gonna be a large component of it. Here's some other priorities, technology again, always going to be a cornerstone. Our professional learning is something that is emphasized within our strategic plan and keeping equity and student support at the center of all our decision making has been a guiding pillar throughout the superintendent's strategic planning process, as well as this process that we've engaged in over the last several weeks. Okay, so from fixed cost perspective, this is something that, again, for those that have watched every The ins and outs of every meeting, it's a little dry, it might get a little boring, but it's important to note that we're coming out of FY22 with a $67.4 million operating budget. It is the case, as it is always every year, that there are pre-existing obligations that we have or unavoidable realities that exist that result in what we generally refer to as our fixed cost increases. So these are the increases that even if there was no strategic thinking and no strategic decision making, these elements of our budget are going up in cost, meaning to maintain just a level services operation within the Medford Public Schools, there would be approximately $2.6 million increase to the budget. That includes as the sort of the headline number, the biggest number there, the $1.3 million that is represented in salary increases that are owed in FY22 as a result of existing contractual obligations. So that is separate and aside from anything that is done at the bargaining table and potential cost of living adjustments that we've said are a priority for us going into FY23. But that $1.3 million is just the natural growth. When I say natural growth, it is the steps, lanes, and other contractual obligations that will hit the budget in FY23. The highlighted numbers there, the subscription and contractual renewal piece, the special education fixed cost increase, and the math curriculum piece. Those are numbers that, as I've mentioned before, there is, to some degree, this is true for any of these numbers. All of these numbers, and this is true for every single number in your presentation, there could be some fluidity between now and as the budget is implemented. These three numbers are the ones that we're looking most closely at right now. to see if there is any way of essentially reducing those costs. There's no strategic thinking at the moment behind these costs. These are costs that have already been adopted previously within the school district. And so by restraining these costs and reducing them where possible, it gives us the potential for having greater flexibility and hopefully provides the municipal government greater flexibility as well. Right now we would still estimate that to be 2.6 but there is the prospect for those to be reduced as time goes on. Again, that slide you've seen before this is just the various structures of the budget that sort of specific piece that is different in FY 20, it has been different the last couple of fiscal years will be different for the next few fiscal years then. the way the operating budgets have run in school districts previously is we continue to have a significant injection of federal funding in response to the pandemic. So a lot of times there's confusion between the ARPA funding and the ESSER funding. ARPA funding, first of all, there's a significant amount of regulatory distinction between the two, but the ARPA funding of which our budget was funded through, a significant portion was funded through last year, That is the municipal government's COVID funds, essentially, coming from the federal government, with, again, significant restrictions and criteria around how that money can be appropriated. The ESSER funding is funding that is allocated through the Department of Education, of Elementary and Secondary Education at the state level here in Massachusetts. And so we anticipate that our ESSER funding expenditures for FY22 will be in the vicinity of a million to $1.4 million. You've heard multiple presentations as to some of the initiatives that we've been able to undertake as a result of that funding. That leaves us with approximately $6.2 million over the next three fiscal years. And so, again, we've talked a lot about this, but in thinking about the ESSER funding, there's sort of a few elements that we should think about. One, first and foremost, understanding that it's one-time funding. And so to the extent that we can avoid the creation of fiscal cliffs by using that funding toward either one time or temporary or fleeting expenses, that would be considered more prudent. At the same time, the most important criteria is that there is a nexus between this funding and the financial resources that are available and our efforts to combat and come out of the pandemic and to minimize the educational disruption that our students have experienced. And so as a result of that nexus, sometimes the things that we need to help our students recover from the pandemic are the most urgent priorities that we have. And that does at times mean that we need to essentially suspend the guiding principle that I just referenced a moment ago around trying to avoid committing one-time funds to recurring expenses. And you saw some of that last year in our FY22 budget, and that'll be true in the FY23 budget as well. And I think the way to think about that is if we're going to put it toward things like personnel expenses, which as you know, in category B, that's our recommendation in part, we should be putting them toward personnel expenses that either we will, that the need will dissipate to some degree as we get further away from the pandemic, or towards something in which we use the next couple of years to determine the extent to which it is a priority to absorb those priorities in our operating budget. And particularly with the ARPA funding, the rationale is hopefully you see the revenue landscape, at least as it was projected in FY22, improves to the point where there's the capacity to do that. At a state level, there's encouraging news about that at the moment, but with respect to revenues, and that's where you see the $1.6 million increase in Chapter 70 funding. I've mentioned before the sort of double-edged sword that we get into with that because our budget, as I mentioned a few minutes ago, is only 20% Chapter 70 funding, approximately 20%. And so there's only a proportional impact that is felt there, at least with regard to the state level. And then obviously the economic forecasts you know, we're not here to do economic forecasting, but for those of you that follow economic forecasting, it's not a particularly, there are not a lot of positive forecasts currently to be found with regards to the potential for a recession and the possibility of the erosion of revenue. So all of that is to say that these are the various components of our budget, some of which are specific to this COVID or hopefully soon to be post-COVID context. OK, so this slide is sort of just meant to indicate how the budget grows. As I said, we start at $67.4 million. If you factor in the fixed cost increases, you get to approximately $70 million. And then to address the priority around sustainable but competitive wage increases, that is estimated to be approximately $1.1 million. And so that's how we get to the $71.1 million figure. prior to addressing any of the strategic priorities that we'll discuss tonight in those categories. I've already mentioned that the hope is that we're still able to restrain to some degree the fixed cost increases that could give us some flexibility and or allow us to address priorities in the event of a Delta between what the school committee requests and what the municipal government can appropriate. And as I've said, as a school administration, we know that we have a dual responsibility both to articulate the priorities and to prepare for any eventuality to make sure that we implement the operating budget in a way that serves students well. This is how we're currently organized. All of these boxes represent personnel, and as I said, we, like every school district, are primarily a personnel-driven organization. So we get to our categories now. This is A through F. It's not a strict hierarchy from a priority perspective, but there's overlap. And again, strategic considerations to the operating budget versus the use of ESSER funding. This spells out a few priorities. And as we get to the end of the slides here, it'll spell it out in greater clarity. But essentially, these are the sort of the total numbers that we would be looking at depending on which of the categories are pursued. They don't go in ascending order here as you look left to right. So in retrospect, that could have been a little clearer, but there's a slide that says this exact same information at the end, but in a more clear fashion. So if you can hang tight for a minute, we'll get to that part. Again, our priorities here, category A are things that, from the school administration's perspective, are things that we have to do and we're prepared to do. but the most appropriate funding source is the operating budget. Category B are things that we also feel that we need to do, but because of the nature of the priority that would be pursuing, we would consider it to be ESSER appropriate in the event of the appropriation is not sufficient to absorb those priorities. Category C are things that we would strongly recommend stay within ESSER, and it would sort of, essentially, it would be a waste of the ESSER funds to not use toward those priorities in category C. Category D, very similar to category A, but the piece that doesn't apply there is what I said about it being hierarchical in a sense. The A and D are hierarchical in that A is considered the highest priorities. I would imagine, well, I know we've discussed this a lot over the last several weeks. In the event that we wanna discuss category D tonight in terms of what will ultimately make it into the request, and again, based on this sequence, once an appropriation is made or a recommended appropriation is identified, we're gonna have more time to sift through those and sort of make sure that we are putting together the most coherent budgetary picture possible. But just for purposes of tonight, I have divided category D up into D1, D2, and D3. And when we get to the category D, I'll explain a little bit how some of that works. It's not necessarily just one is more important than the other. but some of the pieces, as you know, if you've looked through and read through the category D priorities, are priorities that some of them are one-time expenses that we may be able to think about using one-time funds for, and others are just recurring expenses that if the needs of the district were different, or if the budgetary priorities were gonna fit in connection with one another differently, it would likely be that we would, that they could be moved into category A. but sometimes it's because of, for compliance purposes, sometimes because of the more urgent needs of students, whatever the case may be, that oftentimes is what will determine the categorization between a D and A. Category E are things that we've, this sort of speaks to the transparency piece that we want to be really open with the community about the things that we think the district needs, but they're not necessarily the things that we would recommend are included in this budget, either at this stage or at a later stage. That can change, and some things like this will change throughout the course of the fiscal year, but right now they wouldn't be at the top of the administration's recommendations. In category F, there's only one item, one that we've discussed a couple of times, and that we're in the process of preparing for further discussion with regard to trying to eliminate the burden of fee-based services, in this case, specifically school lunch and meals. These are the numbers, if we just take those priorities that are in those categories. Again, you'll see some fluctuation from the last time sometimes that there have been times and there's a personnel position that was identified late in the process that push the category D number up a bit. It's not something that would go into category A and I'll just use this as an example right now. So there's, there's a position and we think there's a need and we think that kids would be well served. But we also know that one way or another, there's going to be a limited capacity. And so, while it's, we will reference it tonight, we are actively exploring different staffing configurations that could eliminate the need for the newly funded position and again, That is just part of the fluidity of a $67 to $70 million budget. And it's just part of the work that we do day in and day out to manage the district. So again, we'll get back to this slide toward the end. But these are the overall numbers, depending on which of the categories the committee were to adopt in its request, assuming you want to vote this evening. And so just so everyone understands what would happen next in terms of the process, If once you've identified for the administration that you'd like to pursue one of these options or potentially a combination thereof, we will then go back and we will actually compile the sort of the concrete part of this, which is frequently referred to as the budget book. We've discussed previously that the budget book when you've got nine open CBAs has, I think, a slightly different degree of value with respect to accuracy if we were to publish it right now. it would essentially list out your FY 21 salaries for most positions because those those contracts are open, but at the same time. To make sure that you understand how the various pieces pieces fit together in leading up to some of the sizable numbers that you see here that's what that's the direction that we would go subsequent to this presumably subsequent to this meeting. I did see a hand there, Ms. Graham. I don't know if you want me to pause for a second or if you want me to keep moving and then take questions at the end. I'm guessing we've got 10 minutes left, but I'd be more than happy to take a breath if you'd like.
[Jenny Graham]: 鲁索（Ruseau）成员，您现在想问一个问题还是要问您的问题？
[Paul Ruseau]: 我的问题是几张幻灯片？ 再过10分钟，我可以等待。
[David Murphy]: 很少有新幻灯片，但这仅仅是因为他们已经分析了所有这些，所以他们花了几天 我只想跑步，以确保每个人都记得什么，什么是B，什么是C等。
[Paul Ruseau]: 出色的。
[Unidentified]: 我也想做一个运动，但是我会等到你结束。 当然。 然后继续。
[David Murphy]: 好的，这是类别A。再次，它列出了优先级，因为它们在那里。 我不知道柯蒂斯·塔夫茨（Curtis Tufts）护士的位置是如何第一次来的。 但是在我的草稿中，他没有。 因此，最后的总价值是正确的，但是目前，在簇中获得1.0护士将被视为A类。 同样，B类，这是在运营预算中拥有的很棒的事情，但是我们准备使用Esser的融资，并认为Esser的融资是合适的。 同样，这些不是很多，也不是相应的元素， 显然，货币影响较低。 这些是我们强烈建议在第23财政年度收取Esser预算的事情。 我必须说，如果您还记得去年，我们制定了全部运营预算，并在6月底介绍Esser的优先事项。 尽管我们一直都知道会有，但我们知道有些要素我们认为它们会降落在Esser的预算中。 今年的差异很小 我们熟悉Esser的标准，并有资格。 自去年以来，门上没有钱，每隔几周就在门口有新钱。 然后我们现在有了它。 他们不需要，也不一定是对市政府请求的一部分，因为埃塞尔的融资是学校委员会与共同的资金相关的资金。 其中一部分是我们去年进行的节目的延续。 去年，我们计划花200万美元，最终支出，我们最终将花费约1.4美元，我们认为，甚至更少。 部分原因是，尽管没有像大流行的核心一样，每隔几周就有大量新资金在门口有大量新资金，但有很多机会通过欲望和其他融资来源为补贴提供资金。 有时和Esser在一起 从年复一年到25财年到达，当这对时间更敏感时，我们利用了其他这些补贴资金。 因此，这是我们今年将自己置于Esser的预算之下的部分原因，坦率地说，我们可能会等待并期望它是明年的原因。 这是D类。我想我已经对此进行了解释，但是关于D1，D2和D3的类别，我将尝试将其移至此处的最后。 D类，在委员会的一部分评论中，这个数字已经大大增加了。 目前，这是一个$ 850,000。 学校政府不希望学校委员会要求我们不准备实施的事情。 我们有责任理解我们是市政府的组成部分，市政府必须提出的竞争优先事项。 因此，我们在这里要做的就是解释这一点。 其中之一是在宽C类中，有些原因是由于各种原因将是更高的优先级。 但是另一部分是这里有一些优先事项 我们可能会找到其他融资来源，因此我们可以在不利用我们必须这样做的运营预算资金的情况下提高这些优先事项。 一个例子可能是该计划中的CTE注册资助的职位。 更重要的是，某些耗材和费用立即相关。 另外，每年通常都有我们规模的预算，我们都希望以一定程度的枕头结束本财政年度。 众所周知，我们不能以红色结尾，因此必须有一定程度的枕头，而且通常是我们想要以数十万美元的盈余。 当我们到达 目前，我们正在冻结部分费用，以确保我们有能力完成这一年，并希望完成合同。 但是，如果有盈余，我们将结束，例如CTE编程用品或机器人用品或投影仪，如果有必要，在23会计年度，如果有办法在财政年度列出我们应该做的事情。 准备这样做。 E类，我认为每个人都知道它在哪里。 这些是社区应该知道的事情，委员会应该知道，但这不是我们现在将要遵循的建议。 而且您知道午餐计划，我们讨论并期望在这方面进行更多对话。 这些是我们在续签中的签名和平台，否则我们必须自己续签。 其中大部分还满足了数百个估计的固定成本35,000美元。 这是我们通过与其中一些供应商进行谈判的部分分析的数字，并且可能是通过识别有可能退出服务的平台来分析的。 这是我们尝试尽可能减少此数字的方法之一。 这些仅指每个预算的变量和流动性。
[Unidentified]: 我认为这是最后一个幻灯片。 重复我已经告诉过你的东西，所以我不会。
[Jenny Graham]: 墨菲先生，您可以回到第一张幻灯片的D类吗？ 我认为您对此非常迅速地接受它。 好的。 我只是想确保每个人都有机会看到这一点。
[Unidentified]: 尝试。
[Jenny Graham]: 好吧，谢谢，墨菲先生的演讲。 地板上有问题吗？ 如果您只想举手，我们可以那样移动。 鲁索成员？
[Paul Ruseau]: 谢谢。 正如我们几次看到的那样，我想做的运动要做，并将其投入对话中。 但是我想将我们从A，B和D发送的请求转移到市政政府，金额为7240万美元。 此外，如果马萨诸塞州不为学校用餐提供资金，因为他们目前认为该地区将继续提供免费餐点，并将向市政政府发送请求，以获得补充资金，以支付继续我们的免费餐饮政策的费用。
[Jenny Graham]: 你要把它放在聊天中吗？
[David Murphy]: 我做到了，是的。 夫人，我只有一个问题或启发性评论。 格雷厄姆。 当然。
[Melanie McLaughlin]: 我也有信息。 您可以将此幻灯片再次放在包装中，您知道每个幻灯片吗？ 谢谢。
[David Murphy]: 这与我准备好后没有快速执行的观点有关。
[Jenny Graham]: 墨菲先生，您可以继续前进。
[David Murphy]: 因此，他只是意味着作为熊动议的一部分，这是7240万美元的要求。 随着我们继续从事这些固定成本等，等等，这个实际数字可能会较低。 从理论上讲，它可能更高，但我们会构建它以避免它。 因此，您将解释运动的方式 我们根据包括所有这些优先级建立预算提案。 而且，如果事实证明这是一个不同的数字，那与动议的意图不会不一致。 学校委员会确定了政府将要提出的优先事项。 这是请求。 如果是71.8而不是72.4，则它仍然具有相同的法律效力。 Rizzo先生，这是一个公平的解释吗？
[Paul Ruseau]: 我想这取决于数字如何下降。
[David Murphy]: 当然。 如果是69.9，我认为这是69.9，我们下周将再次自称为您，并有机会看看E。
[Paul Ruseau]: 那不是我的意思。 我的意思是因为您正在进行分析并找到省钱的方法，我对最小的数字很好。 如果发生这种情况是因为您进行了对话 - 与其他人一起进行，并决定将事情移到Esser的背上，而不是应用程序，我不同意。
[David Murphy]: 理解。 我认为我们将要做的类似于我们去年所做的事情，是在6月返回委员会，并表达出什么 在此阶段，我们的优先事项是Esser较早的融资。 然后，您可以看到两座融资建筑物。 这有意义吗？
[Paul Ruseau]: 对我来说很有意义。
[David Murphy]: 是的。 谢谢。 我想谈谈我们如何做到这一点来识别经济体，这样就不会让我们大量与您联系，然后我们拿了魔杖并减少了数字。 但是，如果这样，我可以在适当的时候适合它，但是我只想确保以后提出这一点。
[Jenny Graham]: 谢谢，墨菲先生。 麦克劳克林的成员。
[Melanie McLaughlin]: 谢谢。 如果可以的话，我想通过鲁索成员的动议来澄清。 因此，如果我正确理解的话，与Ruseau的成员A，B和D类别A，B和D类别，那是因为它由于其融资方面而不包括C。 这有必要吗？
[Paul Ruseau]: 这是正确的。
[Melanie McLaughlin]: 好的。 这就是我的想法。 好的。 ABD，然后是73中的强大考虑，ABD中没有考虑四个。 因此，我想我会问，如果我们可以返回强大的考虑页面，如果我的同事请我，我想这样做。 谢谢。
[David Murphy]: 如果可以的话，夫人。 麦克劳克林或太太。 Graham，这里有一些文章，我认为如果我解释为什么它们在类别中并且有用，这将很有用。 是的，请。 当然。 因此，尤其是两条较低行，即OFI管理员和注册商。 这是该地区真正受益的两个行政职位。 在某个时候，当我们确定自己的能力时，我想它们是我们将追求的目标。 但是，目前，由于我们能力的不确定性，无论是在城市方面还是在地区方面，部分原因是从优先级的角度降低的原因是 与某些教学职位不同，此时担任这些角色的优先事项更少。 如果在财政年度中期，我们以我们说的方式确定了地区的能力或需求和动态，这是我们现在应该真正遵循的事情。 坦白说，这主要是一群观点。 而我们必须成为的周期 这是不同的，因此您知道，我们可以在不同的时间追逐它。 在同一条行中，由于CTE员工的优先事项，媒体技术已经进入类别，而金属晶圆厂则属于D类。目前没有一个程序更加复杂，因为正如我所说的那样，与D相关，还有另一种潜在资金来源，我们可以希望继续在那里继续。 因此，我们可以分开并超出运营预算。 但是，如果没有说明这是一个明确需求的记录，我们必须立即这样做，这就是使它无法追求的医疗保健的原因。 但是，区分媒体技术工具金属的另一个作品是，神话般的金属件中有一个安全组件，如果需要对重要的安全性，无论预算显然在哪里，我们都会迫害它。 但是，此变量有助于区分当时的这两个程序。 关于护理注册文章，这是这个角色的目的，我认为我们在第一次预算会议上并不真正讨论过，我不记得。 但是，这样的想法将是我们可以更多的职位 Mova，Mova，注册学生并更快地读学校，清洁他们并确保他们拥有合格的医疗团队，分析记录并与家人合作，因此我们需要他们进行注册。 这是至关重要的。 这不一定是至关重要的立场。 与我之前所说的关于以前不存在的类别中的立场所说的相似之处，我们正在探索其他方法可以使它们更有效地工作。 不必为此提供另一个完整的ETI并以有限的能力饮食。 关于我，我想我会经历所有人，因为如果您不在乎，我只有两个。 科学的立场是基于注册趋势，我们认为这是必要的，但是根据科学和高中管理部的说法，今年不是必需的，但这是我们要确保我们继续拥有广泛的选修计划的东西，以便我们继续拥有各种各样的选修课。 我们想为我们的高中生提供。 关于图书馆计划，这是我们进入的计划，并坦率地来了。 我知道委员会在这里就此进行了讨论。 这是我们想要开发课程的东西，并确保当我们投资于该人员时，我们拥有课程的编程和结构，我们需要进行员工的投资，以最大程度地提高员工的投资。 因此，这是一个非常非常高的简短摘要，即对孩子的好主意和有益的好处。 他到达类别，而不是D类。谢谢墨菲先生。
[Jenny Graham]: 谢谢。 Kreatz成员？
[Kathy Kreatz]: 是的，他对该类别有类似的问题，谁回答了有关团队的问题。 我还有另一个问题，因为我写了，你对此非常快，所以我写了 最高优先级是A类A。 也许我写得很好。 然后c绝对是这个。 因此，我认为我需要对B类的一些澄清，这是Russo先生动议的一部分。 B类也是如此，就是这样 推荐的Esser不会在最高优先级的优先优先级Esser的Esser中感到困惑，例如为什么C负责人？ 为什么我们有所有优先级需求的Esser，而不是B类？ 我想我对此感到困惑。
[David Murphy]: 谢谢。 这是一个非常非常好的问题。 所以我真的很感激。 我很抱歉我 这次我很快。 我想这样做，因为这是一个非常重要的一点，我认为您的问题有助于说明它。 因此，B类，我将非常快地移动，三名员工与员工有关，好吗？ 他们是调整辅导员，我们的英语学习计划中的新生教师电线，以及整个地区的护士。 如果有共同的持续需求，这有助于支持我们的卫生服务，好吗？ 由于他们是人员优先事项，因此我们偏爱运营预算具有使我们能够吸收这些优先级的能力。 在一个完美的世界中，情况就是如此。 但是，有两件事是正确的。 一个，我们不生活在一个完美的世界中， 而且我们知道，无论何时何地，都会有一定的限制，这将限制我们的预算能力。 好的。 第二件事是，由于大流行对我们的学生的影响，我们无论如何都需要做这些事情。 因此，尽管可能是，但我们倾向于通过ESS使用独家融资能力。 仅用于独家融资费用。 在这种情况下，需求的紧迫性和大流行联系使我们进入了一个地方，如果能力不存在，我们将使用Esser的融资。 因此B和C之间的区别 只是，在C中，我们告诉委员会我们真的不想使用运营预算。 这些是一次相关的费用。 大流行有着牢固的联系。 而且它们的财务规模非常适合我们的优先级和Esser的一般预算。 关于B类，如果经营预算可以吸收它们，那就是我们使用的。 我们说的是：坦率地说，我们不相信能力存在。 而且我们知道我们还是必须这样做。 因此，这是我们说的方式，从本质上讲，无论有没有拨款可以应对这56万美元，这都应该属于我们的Esser优先事项。 这不是对Esser资金的不当使用，因为这些事情与大流行之间存在牢固的联系。 我没有一个玻璃球，这是负责帮助我们确定这些优先事项的一位管理人员说的，而这个人是对的，我们都没有。 有一种观点，我想说一个概率，但是至少一种观点，即当我们离开大流行时，这些资金优先事项的紧迫性将消失。 我们知道，随着学生返回学校环境，我们现在需要它，这取决于注册趋势，根据我们今年在数字方面所见的趋势的增长大大增加。 我们知道明年我们需要这个四个位置主题。 在新生儿计划中。 我们知道我们将需要在第22届学年23年的学年需要它。 但是，我们可能不需要在学校23、24或24、25的这些职位。 因此，埃瑟（Esser）赋予了我们这样做的能力，可以根据需要为这些立场提供资金。 然后将发生两件事之一。 需求不会存在，因为从教学的角度来看，我们不会有必要或必要。 然后它将对应于该地区 为了在您的运营预算中找到融资，继续学生需要的节目。 因此，这是对时间，紧迫性及其与大流行的联系敏感的时间类型。 最后，真正区分的是，当然，如果我们可以在操作中做到这一点，我们会做到这一点。 但是，我们正在向委员会和社区进行电视节目，如果不存在这种能力，这是我们必须诉诸Esser的融资。 这有用吗？
[Kathy Kreatz]: 是的，那很有用。 然后，我只是想注意到上周我与州多纳托的代表进行了交流，他告诉我，众议院投票通过为所有学生提供午餐预算中的1.1亿美元的批准。 因此，他去了参议院，大概是参议院和州长会批准他。 所以你知道，我真的希望这会发生，但是我同意这种语言和俄语先生 您知道，如果不批准，我们将提出补充基金的动议，但我真的希望它会发生。
[David Murphy]: Y Solo补充说，LaSeñoritaKreatz认为，有供过于求的人供应是立法议程的重要组成部分，Yuestra Administmation没有任何适应性的声音和效率，这已经不再有走私了，不再存在。 我们认为，这也是梅德福社区的最佳选择。 因此，任何人都在参议院有朋友，我们要求您写这些卡并拨打这些电话，因为我相信州和联邦政府是解决问题的适当场所，它们是具有这样做能力的实体，我会说这样做的责任。
[Jenny Graham]: 谢谢。
[Mea Quinn Mustone]: 麦吉尔成员？ 我希望鲁索的第二任成员向A，B和D移动。
[Jenny Graham]: 根据Ruseau成员在Musotenum成员支持的地面动议的说法，我们在动议中将A，B和D的请求发送给市政政府，金额为7240万美元。 此外，如果马萨诸塞州不为学校用餐提供资金，因为他们目前认为该地区将继续提供免费餐点，并向市政政府发送请求，以获取补充资金，以支付继续我们的免费餐饮政策的费用。 运动委员会或甲板还有其他问题吗？
[Unidentified]: 我们准备好提出问题了吗？ 好的。 罗塞尔成员，你会打电话给卷吗？ 第二。 格雷厄姆成员。 是的。 海斯成员。 是的。
[Paul Ruseau]: Kreatz成员。 SIM。 麦克劳克林的成员。
[Unidentified]: 尝试。
[Paul Ruseau]: 必不可少的成员。 是的。 Rusaau成员。 是的。 Alcalde Lungo-Koehn，缺席。
[Jenny Graham]: 谢谢。 六个庄严，一个缺席。 运动通过。 麦克劳克林的成员。
[Melanie McLaughlin]: 我只是想祝贺所有人的这一过程，并感谢墨菲先生的所有辛勤工作，组装和演讲，并为我们提供了证明新过程的所有机会。 我知道这对每个人来说都是困难的，但是感谢所有人，每个人的辛勤工作。
[David Murphy]: 谢谢太太。 麦克劳克林。 在。 格雷厄姆，如果我能争论以前提到的经济体的识别。
[Jenny Graham]: 是的，请这样做。
[David Murphy]: 我感谢委员会的耐心，宽容和意愿，就像我们最近几周一样解决这一问题。 我认为，尽管这可能有所不同，但 实际上，我认为我们本质上涵盖了与静物的同一土地，但是我想以更透明的方式更有效，无可救药地做到这一点。 那是我们去年的目标。 我认为今年我们进步了。 我不想发生的是，表明这是分类的委员会，这是优先事项，这是委员会对委员会做的事情，确定高级优先事项， 与现在寻求的政府相对应。 也就是说，如果我们在不寻求确定我们在现有预算之内的任何可能的效率和灵活性的情况下，我们就不会做我们的工作，对吗？ 进而 我们将要寻找的三个领域的类型，并在整个预算会议期间进行讨论，以查看我们是否可以做委员会刚刚做的事情，但只需少于7240万美元，它将是一个识别职位的人。 和太太。 加鲁西在第二次预算会议上谈到了如何在观察注册趋势时，可能是这种情况 我们有可能崩溃的主题。 这是我们一直在寻找的东西。 这并不意味着我们崩溃了，只是把钱放在口袋里。 这意味着我们使用这种融资来寻求其他优先事项。 但这是一件。 第二部分是，我对D类别进行了一些谈论，与我希望在第23会计年度无法生存的唯一一次。 他们可能会或可能不会，但这将是这种总体价格可能受到影响的另一种方式。 然后，我提到的第三种方式是我们目前正在冻结费用。 这是典型的。 这是我们每年要做的。 我们必须保证处于适当的财务状况。 当我们看时，可能有些经济体可能会转弯并降低这些固定成本。 因此，2％是2％。 它计算得很好，我认为它具有很大的抵抗力。 260万美元是有灵活性的可能性，这是我们将来会看到的，并在将来继续通知委员会。 而且以前是卢梭先生 最后，我认为我们试图非常清楚可能会带来埃塞尔预算的收入，因为这是非常适当地使用Esser的融资，或者是Esser的非常适当的资金，并且迫切需要，并且我们知道我们需要这样做。 因此，在这种情况下，Esser的融资是我们的支持，以确保我们可以面对所有各种挑战 我们作为一个来自大流行的组织。
[Jenny Graham]: 谢谢你。 麦克劳克林（McLaughlin）成员，您还有另一个问题还是您的手？
[Melanie McLaughlin]: 不，继续。 我还想问这个问题，我想是这种情况，但是我只想把它放在那里，要求今晚出现的甲板在网站上共享，显然是完整的预算提案。 因此，您知道，在我们知道我们会收到的预算书中，我知道有一些待处理的事情， 因此，我了解这一点，但是一旦准备好，我就请它们在网站上出版。 谢谢。
[David Murphy]: 今晚的甲板将于明天出版，随着这本书的相遇，我们也将拥有。
[Melanie McLaughlin]: 谢谢。
[Jenny Graham]: 墨菲先生，如果我的情况很差，请纠正我，但是下一步，这是我们向市政政府的要求，这实际上将去市长办公室。 当市长以他的一般城市预算向市议会展示时，她将对本委员会认为优先事项有很好的了解。 她一直都是这些讨论的一部分。 然后我们将做到这一点 等待市议会预算的批准，以了解我们7月1日的任务将是什么。 并且，根据这项任务，我们希望我们要求的一切，我们将通过市政拨款采用市政委员会的预算，我们将采用另一个会议，以采用市政委员会的预算。 这是正确的吗？
[David Murphy]: 是真的。 进行最终投票将是预算听证会的唯一步骤，即在章程中必须拥有它。 那将是下个月的某个时候。 我们会这样做。 出色的。 谢谢。
[Unidentified]: 麦克劳克林成员。
[Melanie McLaughlin]: 正确，然后是公共预算听证会。 然后，我想，您知道，我不想给任何人Jinx，但是我想该过程是拨款是否比学校委员会要求的价值少了吗？ 在这种情况下，我们该怎么办？
[David Murphy]: 是的，然后我只想清楚。 再说一次，我认为他们就像是有很好的优先事项。 再一次，我感谢委员会倾听我们所有人的意见。 但是如何 这是我的期望。 我只想对此诚实。 正如我多次说的那样，我们的责任是为任何最终的应急事件做准备，并且也了解市政政府有竞争优先事项。 这只是生活的事实，尽管我们嫉妒并试图使委员会尽可能地了解委员会，但我们有责任确保我们可以实施为学生提供良好的预算，而不论这个数字如何。 与去年如此相似，就三角洲而言 希望它能完全返回并确定我们将如何关闭此三角洲的人。 我们尝试尽可能透明。 因此，我认为您可能会猜测我们将如何推荐它。 B类，我们将推荐给Esser。 A类，我们建议它在D类之前进行资金，并且在D类中，我们将尝试通过使用其他融资来源来减少这一数字。 然后，如果有谨慎的决定， 这是我们将返回委员会的内容，并寻找您的评论，以最终达到我们需要的数字。
[Melanie McLaughlin]: 格雷厄姆的成员，我可以回答这个公平还是跟踪它？ 但是，只有在此过程中，如果我们直到7月1日才获得拨款，我们将回到桌子上发现搬迁，应该是吗？
[David Murphy]: 是的，是在六月。 所以我想我们会回去开始输入的工作 一旦为理事会提出了建议。 去年，如果您还记得，我们的建议直到6月27日，就在那里。 然后，他于6月24日投票，这是一项依靠理事会的投票 本质上是预算112。 它变得更加复杂，但是我们必须返回并寻求您的更多指导。 但这就是我所预料的。 在这一点上，我希望我可能认为您可能会在6月13日接受此票。 目前，这是您本年度预定的最后会议。 否则，如果空气中有东西，则可能需要几天后出于某种原因。 但是在这一刻，我的期望是将是6月13日。
[Jenny Graham]: 墨菲先生，市长向他咨询了他在这方面发布预算和安理会修订的时间表吗？ 这已经建立了吗？ 你知道吗？
[David Murphy]: 我们一直在与市长办公室进行持续的沟通，一如既往，他们一直是我们的好伙伴，对话和良好的沟通，但我没有这个特定的日期。 如果这是我脑海中的日期，我不确定这是公开约会，或者一定是我这样说的地方。 我认为这很快就可以想象，因为财政年度即将到来，但是我认为六月，就像该市所有城市一样，预算将非常沉重。
[Jenny Graham]: 太好了，谢谢。
[David Murphy]: 我认为，我们在上一个产品中知道。
[Jenny Graham]: 令人印象深刻，谢谢。
[Paul Ruseau]: 谢谢。 坦率地说，我感谢墨菲先生的意见。 而且，他和我在这一点上并不强烈同意，因此，学校委员会需要花费如此多的精力和对市政局势的担忧。 嗯，一个人重要的是要注意，我们听到有关竞争优先事项和市政当局的唯一沟通是墨菲先生。 我们没有听到另一个。 您知道，您不会离开市长办公室，不要离开市政委员会，好像学校系统的财务总监正在向公众解释，他们是市政财务的复杂程度，以及如何有竞争优先事项，而且我在城市中没有其他人说，这座城市说这是大声的。 这不是对市议会团队的评论，但我不认为当我查看学校委员会的法规时，我们的责任对小型市政财务状况没有任何关注。 我们的责任是儿童。 您的教育并开始和结束。 这与娱乐部门变得更加个人化或警察部门更具个性化的事实无关。 而且我不同意我们应该花一分钟的时间考虑一下。 我们必须找出学生的需求，我们应该问。 在让市长办公室负责必要的沟通之后，当这个办公室无法为竞争优先事项带来钱时，我认为这是真实的。 我不生活在泡沫中，我知道它们是真实的，但是我认为我们花了很多时间谈论市政府的财务状况。 我们以前开始，我们没有增加镍的能力。 你知道谁做这件事吗？ 如果市政府觉得合适而不能，则可能会增加税收。 这样你很担心 如果您可以支付我们的预算请求，这不是我关心的问题。 我已经厌倦了谈话，我不想责骂你。 墨菲先生，我不是要责骂它。
[David Murphy]: 不，我不。 但是卢梭先生和太太。 格雷厄姆，如果我能回答很快。 众所周知，作为学校委员会的前任总统，我认为我们不同意这一点，卢梭先生。 我认为你是对的。 这是您的工作，嫉妒学校系统的需求。 我想这么说，我很感激。 而且我认为我认为这个委员会完成了您的工作，我认为这对工作有好处。 但是我认为您所听到的不是我认为委员会应该通过平衡市政当局的需求来花费时间。 正是在学校行政管理中，您需要了解我们的职能不同，不是因为我们希望使市政政府与我们必须经营该地区一样多。 无论拨款如何，我们有责任计划任何潜在的偶然性。 我认为这对委员会来说是不好的服务，社区对社区并不是很真诚，并说，说： 让我们做这项工作，无论它到达哪里。 这是我们的责任。 现在，我是说我们会让您像我们一样工作吗？ 不，我不是，因为这不是真的。 但是，我们有责任使它在一天结束时起作用。 这只是行政中的生活。 我可以告诉你，当我坐在你的座位上时，那不是我的问题。 我占据了一个非常简单的位置。 但是当工作就是什么时，情况有所不同。 我只会说最后一点。 我保证，这是我要说的最后一件事。 坦率地说，我与之交谈的公众不是市政府。 每个社区都有社区成员观察学校委员会会议，但没有在学校系统中通常定义的直接参与。 他们的社区成员是那些需要知道我们对税收管理的责任的人，并承担着认真捍卫梅德福子女的名字的责任。 而且我认为我们有更好的机会来产生社区成员的信心和信心，如果他们知道我们只是在问我们需要什么以及我们知道我们可以完成这项工作的事情，那他们没有直接参与。 同时，我们希望让他们了解我们将需要什么以及这些优先事项的发展。 这是伴随连贯性的透明支柱。 但是我知道 您社区中有一些人想了解透明度，而您的社区中有一些人想了解连贯性。 我认为我们的责任是与两者交谈，以便当时到了，并邀请他们在学校投资更多，他们知道我们会尽力花费他们赋予智慧的所有镍。 我认为这是合唱团回顾的背景。 晚上，夜间计划。 谢谢。 谢谢。
[Jenny Graham]: 谢谢，墨菲先生。 穆尔特的成员？ 运动暂停。 摩托车延迟了最大的成员。 第二。 由麦克劳林成员突出显示。 罗塞尔成员，你会打电话给卷吗？
[Paul Ruseau]: 我会那样做。 格雷厄姆的成员？
[Unidentified]: 尝试。
[Paul Ruseau]: Hays会员资格？
[Unidentified]: 尝试。
[Paul Ruseau]: Kreatz成员？
[Unidentified]: 尝试。
[Paul Ruseau]: 麦克劳林会员资格？
[Unidentified]: 尝试。
[Paul Ruseau]: 穆尔特的成员？ 是的。 成员。 所以，是的，它们更长。
[Jenny Graham]: 出色的。 肯定。