Bond Referendum: Q&A Session Review

Thank you for attending one of our Q&A sessions to learn more about the bond referendum. If you couldn’t make it or would like to review, please see the summary and the questions and answers from both the 4 p.m. and 6 p.m. session. We went through all questions asked in-person and online. Additionally, the 4 p.m. questions were also asked at the 6 p.m. session.

As always, if you have any additional questions, please let us know by emailing or calling the District Office.

Session Summaries

Facility Reinvestment and Maintenance

• The district must address over $25 million in critical facility needs to sustain operations for the next 20 years.
• The board identified $45 million in critical facility needs, prioritizing a $25 million bond referendum for November to address the most urgent repairs and upgrades.
• The districts latest facility study showed the newest building, the middle and high school built in 1991 requires about $8.9 million in critical fixes, while the 1960s elementary school needs $5.7 million, and W.I.N. Academy demands approximately $13 million in upgrades.
• The planned referendum allocates $4.5 million of the proposed amount specifically for maintenance to extend building lifespans by 25 years.
• Long-term facility maintenance (LTFM) funds of $532,000 annually are restricted and insufficient, requiring voter approval for major infrastructure projects. This falls short of covering critical repairs, which last year alone required spending over $400,000 on boiler replacements and routine fixes.
• Superintendent Chip Rankin highlighted unsustainable emergency repairs, emphasizing proactive funding is essential.
• Emphasized that the school board lacks sufficient tax authority to fund needed repairs without voter approval, unlike counties that can levy taxes directly, leading to the decision to seek community input and referendum approval
• The district referenced a 2014 referendum that passed after three attempts to address urgent roofing issues, setting a precedent for community involvement in funding.
• The referendum balances critical repairs with community priorities, aiming to keep tax impact low at an estimated $59 per year for the median Pope County home.
• The tax impact benefits from the ag credit, which covers 70%, reducing the local taxpayer burden by about $5 million.
• The board stressed the referendum is a long-term investment, with a 21-year bond repayment plan designed to maintain stable taxes despite inflation and rising interest rates expected near 5%.
• Risks of deferred maintenance were highlighted through comparisons to neighboring districts that have faced multi-million-dollar emergency projects after long delays.

Safety and Security Enhancements

• Improving school security is a central part of the referendum, focusing on secure entrances and safer traffic flow at all campuses
• School safety upgrades are a top priority due to outdated facility designs and recent security incidents.
• The district had Minnesota School Safety Center review the school to highlight the needs for security enhancement.
• Superintendent Rankin detailed school safety issues, underscoring the urgency to enhance physical security infrastructure.
• Recent local incidents, underscore the urgency of these security upgrades.
• Security upgrades are integrated into the referendums scope to address these critical gaps immediately. The board recognizes that school safety is a statewide issue, not isolated to urban areas, reinforcing the need for investment.
• The district aims to separate bus and car traffic to reduce safety risks, as current conditions have children walking between buses and vehicles in a hazardous parking lot.

Career and Technical Education (CTE) and Learning Space Improvements

• The district is investing in modernizing CTE spaces to align with industry demands and student interests, supporting workforce readiness.
• Plans include revitalizing wood and metal shops into precision agriculture and manufacturing labs with drone programs and 3D printing capabilities.
• The referendum funds will advance modernized, clean, and specialized learning spaces to support evolving career and technical education needs
• The district plans to introduce and address the regional demand for truck and bus drivers, partnering with local businesses and the hospital to create internship opportunities and practical learning environments. CDL licensing program development and cost-sharing agreements have been explored.
• Last year, 56 students participated in internships; the goal is to have all juniors and seniors complete one before graduation.
• Funding for consumables is supplemented by a 50% state reimbursement on approved CTE expenses, easing operational costs.
• The district is expanding health career training, including doubling the number of CNAs trained annually, with 20 of 31 CNAs at Glacial Ridge Hospital being Minnewaska grads, showing strong community impact.
• Revitalization of the media center is also planned to boost student engagement with reading and learning, addressing the outdated facilities originally built before the internet era

Childcare and Community Spaces

• Childcare expansion responds to a critical shortage of 188 licensed childcare seats in the area, aiming to fill 100 seats through a new center integrated within the elementary school.
• Childcare is a key referendum component, driven by community needs and workforce support, especially given the loss of in-home daycare options.
• The district took over the Laker Legends daycare 9 years ago, growing from 16 to over 90 children served, including over 100 in summer programs.
• The district secured $1 million in county grants to fund the childcare facility without subsidizing operating costs long-term, using a 4% CD investment strategy to generate sustainable interest income.
• Pope County recently provided a $1 million grant to the district with a 10-year commitment to maintain daycare services at the Starbuck campus, which currently serves 36 children including the majority from Glenwood
• The existing licensed childcare space in the Starbuck building will remain available for family child care providers under a potential pod model, supporting local entrepreneurs.
• The Starbuck childcare campus could lease space to providers unable to operate from homes, addressing regulatory and housing barriers, with a waiting list of interested providers
• The new childcare facility in Glenwood will repurpose four first-grade classrooms, saving nearly 8,000 square feet compared to standalone construction, improving cost efficiency
• Business surveys showed 78% of local businesses would grow if childcare were available, highlighting the economic impact of expanding childcare options
• The district also applies annually for the state-funded Voluntary Pre-Kindergarten (VPK) program, which would provide free preschool seats to low-income families, offering an additional revenue stream and supporting early childhood education
• The multi-use space project includes a wellness facility and two courts, designed to support rehabilitation and fitness for students. Private donors contributing nearly $500,000, for batting cages and more.
• Angie Van Zee, the new community director, has maintained full operation of all Community Ed classes despite staffing losses, indicating strong organizational commitment to community engagement.

Enrollment Trends and Financial Strategy

• The district faces enrollment decline but expects stabilization or slight growth based on demographic analysis and housing availability.
• Pope County’s birth rate of 1.6% exceeds Minnesotas average of 1.3%, supporting a flat or modestly increasing enrollment outlook over the next decade.
• Current total enrollment is approximately 1,242, down from a high of 1,400, with kindergarten classes shrinking from 82 to 72 students this year.
• The loss of childcare options in Glenwood previously contributed to a decline of about 35 students.
• The districts business manager is working through cost-sharing and collaboration with neighboring districts to stretch budgets, including shared food service leadership.
• The district has met with homeschool families to provide expanded offerings, such as music and more.
• The district maintains financial prudence with a 21-year bond structure to balance debt service and tax stability, with oversight by financial advisors and board members with banking expertise.

Project Management and Risk Mitigation

• The board has taken deliberate steps to minimize cost overruns and ensure accurate budgeting for the referendum projects.
• Multiple contractors and architects specializing in school projects were competitively selected to provide current, conservative cost estimates, likely overestimating to avoid surprises.
• Construction would be planned for summer 2027, allowing time to refine designs and budgets based on community input and user group meetings.
• Seek and integrate community partners in design and implementation of learning space improvements and childcare facilities
• The board acknowledged the importance of ongoing community involvement post-approval to finalize facility designs aligned with local needs and affordability.
• Contingency planning includes monitoring interest rate fluctuations and bond market conditions with the goal of refinancing if favorable.
• The district commits to transparency by posting all Q&A from this meeting online and inviting stakeholder participation throughout the project lifecycle.
• Continue demographic and enrollment trend monitoring to inform long-term planning
• Goal to expand homeschool and online learning program access and flexibility and maintain shared services with neighboring districts for operational efficiencies
• Encourage community participation in referendum voting and ongoing engagement for project input

Budget Management, Tax Impact, and Project Oversight

• The district prepared a detailed $25 million budget with contingencies for inflation and construction costs projected for summer 2027, and hired architects with strong track records to minimize cost overruns.
• The current 2014 referendum expires in 2028, and renewing it at prior levels ($15 million) would maintain taxes but not enable new projects, nor fully address maintenance.
• The board emphasized transparency and voter approval as essential, choosing to bring the full package as a single referendum question to secure the necessary voting authority in one vote, consistent with consultant advice and legal requirements.

Maintenance Priorities and Facility Longevity

• Maintenance projects account for about 25% of the referendum budget, covering HVAC, roofing, electrical, pool upkeep, and other critical infrastructure.
• The pool repair budget was reduced from an earlier $1.5 million to $400,000 after focusing on vital systems like filtration and not focuses on liner replacement to keep it operational for 20 more years.
• W.I.N Academy, the oldest campus, faces $4.9 million in critical repairs but receives ongoing patchwork maintenance to extend its life, as full restoration exceeds the districts tax base capacity.
• The district aims to focus investments on the main campuses while balancing immediate needs with long-term sustainability.
• The board stressed that ignoring maintenance leads to escalating costs, urging people to consider long-term benefits of reinvestment.

4 p.m. Q&A

Question
If this passes, must the school do daycare for 10 years? What if the daycare needs drop or the enrollment isn’t what is expected? Would you continue to use the daycare for 10 years?

Answer
The 10-year commitment relates to an agreement with Pope County when the county provided $1 million to support childcare services. Under this agreement, the district committed to keeping the Starbuck campus open for childcare for a minimum of 10 years.
Currently, 36 children are served at the Starbuck location, formerly Lakes Area Enrichment Center and Kingdom Kids, with many families traveling from Glenwood to access this care. The bond project will create a new childcare facility in Glenwood by remodeling four first-grade classrooms and adding a front entrance addition at the elementary school.
If childcare needs change over time, the Starbuck campus offers flexibility. The space can accommodate what’s called a “pod system” – a specialized family childcare model that’s proven successful across Minnesota. This system allows individual providers to lease space and run their own small childcare businesses rather than operating from their homes. Pope County already has a waiting list of providers interested in this model. The pod system benefits both providers and families by creating a supportive community environment while maintaining the district’s commitment to offering childcare services at the Starbuck campus for 10 years.

Question
A follow up question on the daycare is around the taxes first, around tax using taxpayer dollars for the daycare of sustaining the daycare over a 10 year period of time. And the other part of this is there was an investment in the Starbuck facility for daycare in the past. And so is that no longer enough or why do we need additional dollars for daycare right now?

Answer
The district is not using ongoing taxpayer dollars to sustain daycare operations. The childcare situation in Pope County has been challenging for at least 20 years. Previously, investments have been made trying to keep daycare services viable in Glenwood, but it ultimately closed. A couple of years ago, the community faced zero daycare center options, which led to declining kindergarten enrollment and local businesses losing workers due to childcare shortages. The previous investment in the Starbuck facility addressed immediate space needs when daycare providers lost their location. However, many families using that facility are traveling from Glenwood, creating a demand for a more accessible location. The county recognized childcare as a critical community issue and contributed $1 million to support the effort, with the understanding that the district would maintain the Starbuck location for 10 years. The district is also pursuing Voluntary Pre-Kindergarten (VPK) funding from the state, a program that provides free preschool for eligible families. Unlike home daycares, schools can access this state revenue stream. The district applies annually for VPK seats, and if selected, the state pays for preschool programming instead of families paying tuition. This creates an additional revenue source that helps support early childhood services without relying on local taxpayer dollars for ongoing operations. The board acknowledges that while childcare isn’t traditionally a school issue, addressing it is essential for attracting and retaining young families in the community.

Question
What’s the length of time used to factor when the bond will be paid off and is the amount of tax impacted by the total number of students that are enrolled per year?

Answer
The bond repayment is estimated at 21 years at approximately 5% interest. Unlike operating referendums, bonds are not tied to enrollment numbers. The bond is a fixed amount set by the board at $25 million, which authorizes taxpayers to repay a loan for that amount. The actual total repayment more than $25 million due to interest, but the exact amount cannot be determined until bonds are sold and interest rates are set. The estimate uses current market rates, and there may be opportunities to refinance in future years.

Question
What is the projected enrollment and what will be the impact of declining enrollment?

Answer
Nearly every school district in Minnesota is experiencing declining enrollment, with Elk River being the only exception. However, a demographic study conducted last spring shows that Minnewaska’s enrollment is flat or level for the next five years (based on current newborn data). The district maintains relatively stable numbers through open enrollment, with gains and losses balancing out.
Homeschooling has increased since COVID, impacting enrollment numbers. However, the district is seeing some families return as they encounter curriculum challenges or need access to specialized programs like music and science. The district is working collaboratively with homeschooling families to address these needs.

Question
The survey identified a base plan estimated at around $25 million, which specifically excluded amenities such as a gym, recreation space, and daycare center. However, the district is now presenting a $25 million referendum that includes all of those features. Could you please explain how the original base plan was calculated and why those estimates are so different from the current figures?

Answer
The core parts of the base plan remain exactly the same. The original estimates for adding a competition gym to match existing facilities ranged from $12.5 to $15 million, which would have made the project unaffordable. The district explored alternative construction methods, including touring the Benson facility’s steel frame building and reviewing a similar $4.5 million facility built in Sauk Centre. Steel frame construction offers significant cost savings compared to traditional brick and mortar. Additionally, the childcare center design changed substantially. The original plan called for a standalone 10,000 square foot facility. The current plan repurposes nearly 8,000 square feet of existing space by converting four first grade classrooms, creating major cost savings. The survey results showed taxpayers wanted these features, with daycare testing very high and the majority still supporting a multi-use space facility. The board responded by finding creative solutions to fit all desired components within the $25 million budget.

Question
Have you explored community businesses to fund some of the CTE projects such as Massman or the hospital?

Answer
Yes, the district has been in communication with local businesses about partnerships. Companies like Clyde Machines are interested in bringing students into actual workplace settings. The approach involves teaching basic concepts with small-scale equipment at school (like small 3D printers), then providing hands-on experience with industry-grade equipment worth millions of dollars at local businesses. The hospital has shown strong interest in this partnership model. Currently, 20 of their 31 CNAs are Minnewaska graduates. Last year, the district placed 56 interns across local businesses. These internships have proven successful in inspiring students to pursue careers they hadn’t previously considered. Regardless of the referendum results, the district will continue seeking business partnerships. The goal is to grow local talent and encourage students to return to the community after their education, helping address the ongoing challenge of attracting and retaining qualified workers.

Question
What if the project goes over budget or under budget?

Answer
All numbers are high-level estimates based on local bids, quotes from vendors, and construction cost data from Wold Architects, who work with dozens of schools across Minnesota. The estimates include approximately 15-20% contingency to account for construction costs expected in 2027, when actual building would occur.
Based on experience with other school districts, Wold has not gone over budget on projects, and most recent school projects have come in considerably under budget. If this project comes in under budget, savings would address other facility needs identified in the critical assessment. The district still has $45 million in facility needs beyond what this bond addresses, including items like replacing air handlers and other infrastructure improvements.

Question
Why did the pool go from 1.5 million to 400,000 for repairs?

Answer
Approximately five years ago, the district completed significant pool upgrades. However, the original plan for this referendum included a new deck, new liner, and complete filtration system replacement with a UV filter system, totaling around $1.5 million.
The current $400,000 proposal focuses only on keeping the pool operational and safe for the next 20 years. This reduced scope addresses vital maintenance needs rather than comprehensive upgrades. The district has already invested $400,000 in pool maintenance over the past nine years. The pool operates on extremely hard water, which creates additional maintenance challenges and ongoing operational costs.

Question
What percentage of the total building maintenance items on this referendum are for district facilities?

Answer
Approximately 25% of the entire $25 million project addresses facility maintenance needs. This includes $4.6 million for the high school building and $400,000 for the elementary school, totaling about $5 million in critical maintenance and building system updates such as HVAC and other necessary infrastructure improvements.

Question
Will there be any upgrades to W.I.N Academy? When was it last addressed as a physical plant?

Answer
W.I.N. Academy will not receive major upgrades through this referendum. According to the 2022 facility assessment, W.I.N. Academy alone represents $4.9 million in maintenance needs. To bring the building back to its original condition would cost over $40 million, which the district’s tax base cannot support.
With a $25 million bond serving students across the district, resources must be directed where the majority of students attend. The district maintains W.I.N. Academy through annual investments of $25,000 to $40,000 for roof repairs, electrical work, flooring, and mechanical systems. A new boiler was recently installed. The goal is to extend the building’s operational life for another 10 years using Long-Term Facilities Maintenance (LTFM) funding. The building remains structurally sound because it was well-constructed, but requesting the additional $20 million needed for substantial improvements is not feasible at this time.

Question
There are multiple mentions of needed technology within our school. Why is funding from the Tech Levy not being used to address some of those shortcomings?

Answer
The Tech Levy is actively being used to address technology needs. Recent investments include: 42 new touch panel displays (Promethean panels) replacing outdated SMART Boards that are no longer fully functional or supported by manufacturers. Each panel costs approximately $2,000 to $2,500 installed. New Chromebooks for all incoming 5th and 9th grade students annually. After four years at the high school, devices filter down to elementary students. This program costs over $100,000 annually and represents about one-third of the Tech Levy budget. 98 wireless access points replaced at the high school two summers ago, with all three schools now complete (approximately 150 total access points across the district at $700 each). This project alone exceeded $100,000 and is essential for campus-wide Wi-Fi access. These access points can only be updated five times before requiring replacement, representing ongoing technology infrastructure costs.

Question
Why are you asking for one lump sum? Did you consider having multiple questions with each category, such as building and maintenance, daycare, community gym, etc.?

Answer
When working with consultants on ballot questions, a bond referendum requires one authority for one dollar amount. While it would be technically possible to split the referendum into multiple questions for different categories, the standard practice is to present one question seeking one authorization from voters. This is the recommended approach for bond referendums.

Question
Are we still paying on the 2014 referendum of $8.75 million? And if we are still paying on that, why should we approve an additional loan of $25 million before interest?

Answer
Yes, the district is still paying on the 2014 referendum, which expires in 2028. This referendum currently generates $838,000 annually for three more years, and taxpayers are already paying at this level. If the district simply renewed the existing referendum at the current tax level, it would generate $15 million. This would mean no tax increase, but also no community center, no daycare facility, and only half of the critical maintenance needs addressed. The 2014 referendum provided $8.7 million for roofing, doors, windows, and a track. While important, it did not address all facility needs, effectively deferring problems to the future. The current referendum addresses crisis-level items identified in the facility assessment. Even if this $25 million referendum passes, the district still has approximately $25 million in additional facility needs that will need to be addressed in the next 5 to 20 years. The problems do not disappear if the referendum fails. The $1.8 million parking lot replacement will still be needed, HVAC systems will still require replacement, and the pool will eventually need to close without proper investment

The school board has the authority to address some of these items through abatement without voter approval, but they have consistently chosen to seek voter approval before adding to tax burdens. This referendum represents the district’s commitment to transparency and respecting taxpayer input on major facility investments.

6 p.m. Q&A

Question
Who is responsible for counting the votes and if it’s school personnel, is it school personnel, or board members, and what provisions are made to ensure integrity?

Answer
The referendum is conducted as an official election, following the same procedures as any regular election. All election workers must be trained and certified according to standard election protocols. Ballots are processed using the voting machines, and results are reported up to the State of Minnesota through the official election reporting system. The bond referendum follows all the same security and verification procedures as any other election to ensure accuracy and integrity of the vote count.

Question
What about the daycare in Starbuck and the money that was invested to make that usable now?

Answer
The school invested approximately $125,000 in the Starbuck facility, and received $75,000 in COVID relief funding from the county that could only be used for daycare. The current need for daycare in Pope County is 188 seats, and the goal is to provide 100 seats. The Starbuck site will remain open for at least 10 years as part of the agreement with the county. When the childcare center moves to Glenwood, the Starbuck facility will be ideal for a pod model system. This specialized family childcare model, added by the state a few years ago, allows licensed family childcare providers to operate businesses outside their homes in commercial space. The Starbuck location could accommodate four family childcare providers to start their own successful businesses, helping address the 188-seat deficit in childcare slots currently facing Pope County.

Question
Do we have sufficient funding for the consumables and materials required to be successful in career and technical education classes? This has been an issue in the past.

Answer
Yes, the district has support for CTE programs through multiple sources. Local businesses like Clyde Machines donate materials such as steel to help keep programs sustainable. More importantly, 50% of every approved career and technical education expenditure is completely reimbursable by the state of Minnesota. This includes half the cost of instructors and project materials. For example, a $5,000 project receives $2,500 back from the state. Minnesota recognizes that growing career and technical education is critically important for keeping small town communities thriving. Local businesses like Clyde Machines, Massman, and FAST Global bring workers to Glenwood, pay taxes, and keep the community strong. The district has also made significant investments in programs like drones classes and robotics, using capital projects levy funding for technology and equipment that supports modern CTE education.

Question
How are we able to pursue the CDL licensing for drivers that are under 18 years of age? Is it credits toward testing after they turn 18?

Answer
Similar to the CNA program model, students must be 18 years old to obtain CDL licensing, but they can start training earlier through articulated classes. This means they can begin coursework and training now that will count toward certification once they turn 18. The district partners with Alexandria Technical and Community College, which has a robust transportation program. An instructor from Alex Tech comes to Minnewaska to certify the CNA program, and a similar partnership approach would be used for CDL training. There are also opportunities to partner with local businesses like Palmer Busing, which struggles to find bus drivers. The goal is to get students excited about these career pathways early and provide the foundational training they need before they’re eligible for full licensure.

Question
For the learning space improvements, with the number of manufacturers in our district as well as the tie to healthcare, can you address the potential to involve industry experts in the design and implementation of these spaces? Have you approached community businesses such as Massman and the hospital?

Answer
Yes, the district has been actively working with community partners. The hospital CEO has been on campus multiple times, and the district had a meeting with hospital leadership in July. The hospital is very interested in expanding partnerships, starting with a new sports medicine course being offered second semester with a licensed instructor. The hospital’s investment in these partnerships is significant. Currently, 20 of their 31 CNAs are Minnewaska graduates. However, the CNA program is about more than just CNAs, these students become future nurses, doctors, and pharmacy technicians. The district is working to expand health career opportunities similar to Montevideo, where students can earn 25 articulated college credits in health career fields. The current training space is inadequate for inspiring students about health careers. The Fadness family, through the Laker Foundation, invested over $3 million in career and technical education with a vision for these programs to thrive. The district is committed to honoring that vision by creating proper learning spaces that will excite students about career opportunities and prepare them for partnerships with local businesses and healthcare facilities.

Question
With $13 million for the Starbuck campus, what is the cost to replace the facility in like capacity?

Answer
The Starbuck facility currently serves 51 students in W.I.N. Academy. The district doesn’t need 100,000 square feet for 51 students, but uses the facility because it works well for current needs. Of those 51 students, 26 are from one school district that spent $650,000 last year transporting students to Minnewaska.
The district is in discussions about potentially sharing a commercial real estate space that could serve both districts more efficiently. This hasn’t been added to the current bond plan because there are other funding streams available for special education and school safety programs that need to be explored first.
The Starbuck campus serves critical functions beyond W.I.N. Academy. The district makes money operating W.I.N. Academy, and the facility is essential for gym space. The district cannot afford to lose the Starbuck campus because the gyms are desperately needed. Central Square’s gym floor is worn down so much it can no longer be sanded and refinished. Looking ahead 25 years, the gyms the district currently has are all it will have, and some may be lost over time, making the Starbuck gymnasium essential for district operations.

Question
How much money is paid to Central Square each year and what are the plans for the school to use Central Square going forward?

Answer
The district pays $1,250 per month to rent the Central Square facility. This space is primarily used by the competitive dance program, which didn’t exist in 1991 when the original facilities were built. The district doesn’t have enough space on campus to provide the dance program with adequate practice facilities.
Using Central Square also addresses Title IX requirements by ensuring equal access for students across all campuses. The facility provides a necessary solution for a program that has grown significantly over the years, and the district will continue using Central Square because there’s currently no alternative space available on district property for the dance program.

Question
If the referendum doesn’t pass, what will happen to the two separate grants that you will receive? Will that money need to be returned?

Answer
The $1 million from Pope County is not a grant to the school, it’s funding provided to the childcare center, which operates on school property. This money came with an agreement for the district to keep the Starbuck campus open for childcare and expand daycare opportunities. The district can meet this obligation regardless of the referendum outcome. The district has not currently received the USDA grant. Using federal funding involves many regulatory layers and requirements. The district has spent the last eight weeks working through endangered species assessments to use this federal money. If the referendum doesn’t pass, the childcare coordinator will remain at the Starbuck location longer. The ultimate goal is for the community to decide what they want for their schools and community, not for the administration or school board to make that decision unilaterally.

Question
If we’re going to pay this over the next 21 years and the goal is to keep taxes steady and stable, how will you cover the expenses for maintenance without asking for more money between now and when this referendum is paid off?

Answer
The reality is that no bond referendum can address all facility needs at once. The 2014 referendum for $8.75 million didn’t take care of everything, and this $25 million bond won’t either. If the district addressed all identified needs, the request would be $45 million, but that’s not financially feasible for the tax base. The maintenance staff spends significant time using temporary fixes to extend the life of equipment and systems for another six months. Some districts that have neglected facilities for too long face much larger costs. The district prioritizes student and staff needs. For example, the 35-year-old auditorium chairs are beyond repair and replacement parts are no longer available. Some have suggested using folding chairs instead, but students working hard in theater and music programs deserve quality facilities. The district will continue advocating for the best programs and facilities possible for students and staff, while being realistic about what the community can afford. Future maintenance needs will require continued community support through future referendums.

Question
Could you explain a little more about the gym and fitness area? What’s all involved? Is it just for students or community also? And if it is for the community, how will you keep it secure and safe?

Answer
The board visited six different facilities during the planning process, ranging from premium facilities to more modest options like Albany. The proposed community center is designed for shared use between students and community members. In Pope County, 26.2% of residents are 65 or older, and many taxpayers don’t have children in school. The facility is designed with a long-term vision of getting people active year-round. Other districts with similar facilities, like Redwood Falls, allow seniors to use the facility from 4:30 to 7:00 a.m. for walking, with 50-60 people participating daily before students arrive at 7:00 a.m.
Community access would be managed through Community Education programming under director Angie Van Zee. The district has 38 acres with cross-country ski trails that are currently underutilized. Opening facilities to taxpayers who are paying for them makes sense, whether it’s the track for safe running, walking paths, or wellness activities. The goal is not to compete with private businesses like the hospital fitness center. Community members would pay fees to use the facility through Community Ed programs. Revenue from community use would help keep other programs, like daycare, more affordable. The district demonstrated its commitment to community service when it hosted 5,000 people for Deputy Owen’s memorial, showing how school facilities can serve the entire community. The community center would extend that spirit of opening doors to everyone who helps fund these facilities.