We have not dealt with that as far as our budget is concerned because we had COVID one time money. So we did not process any layoffs. We didn't do any non renewals over the past few years. Even though our enrollment numbers really dictated that we had to do that. In a normal fiscal year when you lose 2000 students, that equates to about $20 million. And that would automatically lead to a cut in personnel or cut in wages and salaries, or reduction in programming. We didn't do that. And we didn't have to because we had COVID bani to fill in the gap. But as we go into next year, we have to account for the loss of those students with our expenditures. And we have to deal with the reality of not having COVID money. So we can't plug the budgetary gap with a loss of enrollment. And we have to basically level our staffing at schools and at central office with the reality of having 2000 fewer students, which is really about revenue and expenditures. Our other challenge is inflation. Although per pupil funding is going to go up 4% Based on what the governor and the legislature signaling inflation is trending at 8%. So the cost of gas to run buses, the cost of bus drivers of custodians of just giving power to schools through DTE healthcare costs are trending at about 20 to $30 million more than it were before the pandemic. Again, we didn't have to deal with that during the pandemic, because we had COVID money. But now that that's gone, we have to balance the budget with clear expenditures coming in, or revenue coming in and expenditures going out. The third challenge is the need to increase salaries again next year. All the salaries that have been implemented up to the end of this fiscal year is budgeted and paid for. The challenge is is that in order to remain fully staffed with our teachers, and really remain close to fully staffed and other areas, I believe we have to increase salaries in a reoccurring way, not with bonuses, but another step and another salary increase. I think we can do all of that. So balanced the budget and lead to increases and minimize the cost of healthcare increases. If we make difficult decisions within the budget. If we just roll over last year's budget, then there is no possible way that we can do salary increases next year. And I don't believe that is a way to continue to ensure that we have the momentum that we have on student achievement. If we go back to the days of having 200 teacher vacancies, which I believe we would if we don't continue to increase salaries, then we really can't hold each other accountable to student achievement. And we're really not talking about a quality education with 200 teacher vacancies. And that's what really we would be looking at we we look we look at about 100 retirements, and I'll hire 100 resignations every year, give or take. So we're going to have to continue to recruit teachers and retain teachers simply at the levels that we were before. And that's going to lead to commitment to salaries, which is directly linked to student achievement. So the changes that we're proposing are likely going to be cuts and up positions in central office. Definitely more than 100 Some of these positions were funded out of COVID Some of these positions were directly linked to COVID funding or COVID initiatives. We also are looking at reducing some school based administrators, mainly assistant principals and Dean's in smaller schools. In previous budgets, what is clear is inequity among schools are very small schools per pupil, they don't get more cash. But when you look at their people, the number of people in their building versus students, they have much more per pupil funding than our neighborhood. High schools are large schools and a large K eight. So part of the budget recommendations going into next year is trying to level having a better balance among schools, so that the schools that are often most challenged, which are our neighborhood, high schools, and large K eights have more staff. So when we go through reductions, we're going to try to protect staffing, or add staffing at neighborhood high schools, and large K eights, neighborhood K eights. So at the administration level, less central office staff, fewer school based administrators, all of those individuals will have an opportunity to stay in the district if they're certified, willing to gain certification as far as a teacher. If not, then we will likely see separations for hourly employees. Our plan is to keep our all hourly employees if they're willing to go in other job classifications, mainly those that are hard to staff like cafeteria staff, like ESC parents and aides, or pre K parents. So there there will likely be elimination of some hourly positions. But with the opportunity to move into other positions that are harder to staff, most of those transitions would lead to the same wage or higher wage, with the exception of maybe a few people who aren't willing to go into those positions. Based on where we are with the budget development process. From what was funded out of COVID. We believe that we can still fund mental health and mental health services at all of our schools. We also believe that we can find nurses at in at least three fourths of our schools, so about 60 to 75% of our schools will probably still have a contracted nurse. But we're still going through the budget. To solve that challenge and opportunity. What we would not be doing in COVID is obviously COVID testing PPE, we would not be hiring more teachers to anticipate resignations and retirements. We would not be running expanded summer school or after school programming. But we do believe that we can fund literacy and mass support after school at all schools. We also believe we can fund them parent liaison at all schools next year. So basically, what we won't be doing with COVID is more money at schools for contracting, we will not be doing the COVID testing, to extend the summer school expanded after school. And now plug our budget, which is leading to the changes that have to be made. None of these decisions are easy. I wish we could avoid any of these changes and just continue to function. With the extra dollars that we had with COVID. It was the first time I felt we were equitably funded to just constantly do what we've always wanted to do and more. But the day is done with having that extra money. And hard decisions have to be made. If we're not willing to make hard decisions, then the bottom line is financially we can not increase salaries, period. And so my job as superintendent is to balance the budget through the board and offer scenarios. And at this point, the board has agreed that our priority has to be to continue to increase our salaries so that we can stay fully staffed. So that leads to our momentum on student achievement. It's not just about salaries. It's not just about paychecks. It's not just about employment. And frankly, it's not just about morale. It's about all those things leading to conditions to allow student achievement to occur. Your student if we're not prioritizing that student to student achievement will suffer. And that's not right for our students. We won't see a reduction in programming. We won't see an acceleration of closing schools. We're not going to close schools based on the budget trend that we're on right now. All of this will be explained in much more detail in the coming months to our committee meetings. The board already had a board retreat. There's been talk about maybe Another board retreat. So really none of this is final. But we are moving forward with changes, because we do have to balance and approve this budget in June. And some of these conversations have occurred at a high level. That's it, Madam Chair, and I'll pass it back on to you.