A detailed financial update revealed changes in the district’s budgetary outlook. Initially, state revenue was reported to be 10% down; however, this figure was revised after $2.3 million in receivables were accounted for, resulting in a state revenue figure of 102%. Federal funding remained uncertain but was expected to align closely with budget projections. The general fund expenditures showed payroll was on target, but employee benefits slightly exceeded the budget, due to ongoing negotiations. Purchase services expenses were also noted, with plans to transfer some costs to the construction fund, though specific amounts were not disclosed.

The food service fund performed better than expected, with revenues reaching 121%. Despite an overall positive closure, minor remaining balances and slightly increased expenses were noted. Community Education awaited receivables, estimated at $45,000, which would improve revenue standings, though expenditures continued to pose challenges. The district’s overall cash position was under scrutiny, especially after recent bond payments reduced reserves to $644 million. The board emphasized the importance of maintaining cash flow for payroll and expenses, with concerns about potential short-term borrowing if projected overspending continued.

In the realm of administrative matters, a point of discussion was the proposal to add a Full-Time Equivalent (FTE) preschool teacher. This addition would allow the district to serve an extra 20 children, maximizing the program’s capacity. The current preschool staffing included four licensed teachers, four classroom paraprofessionals, and seven special education paraprofessionals. The decision to expand was driven by the need to utilize available funding fully and avoid returning it to the Department of Education. Enrollment stood at 73 children, with a target of 80. The board deliberated on the budget implications and the difficulty of hiring qualified early childhood educators, particularly licensed parent educators.

Additionally, the board touched on the potential impact of adding a preschool class on existing grade sizes, particularly in the third and fifth grades. Ongoing monitoring of enrollment numbers was deemed necessary to ensure balanced class sizes across all grades. The board requested updates on class sizes and enrollment in future meetings.

The long-term facilities maintenance plan was another critical agenda item, with discussions on a ten-year plan aimed at improving planning and communication for future projects. The board approved the fiscal year 2026 long-term facilities maintenance plan, clarifying that this approval pertained to the plan itself rather than specific expenditures for 2025. Concerns about the necessity and effectiveness of sound panels for the performing arts center were voiced, with the intention to reduce noise from the STEM lab.

Bids for bread, milk, and fuel were awarded, with the milk bid going to Hurry Farms and the bread bid to Panola Gold. However, no fuel bids were received, as the local supplier typically provides fuel at cost rather than through a competitive bidding process. This situation raised concerns about the district’s vulnerability to potential market price increases.

The board also approved the 2024-2025 employee handbook, incorporating a suggestion to include a section on exit interviews. This addition was intended to remind employees of the process when leaving the district, providing valuable feedback.

An agreement with Pone for participation in the Family Resource Center was ratified, despite concerns about the timing of its presentation to the board. A Foster Care Transportation agreement was also approved without discussion.

The board reviewed the police liaison services memorandum of understanding (MOU), noting a change in the cost split to a 65-35 arrangement, which was seen as beneficial for collaboration between the school and local law enforcement.

A proposed 10% increase in after-school program fees for the 2024-2025 school year was discussed. Concerns were raised about the appropriateness of the increase, with the program’s purpose emphasized as a support service rather than a revenue-generating venture.