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B
A
A
We
have
a
motion
and
we
have
a
second
do.
We
have
any
questions,
all
those
in
favor
respond
by
saying,
aye,
aye
aye
opposed
respond
by
saying,
nay,
the
motion
is
approved.
This
meeting
is
now
in
session.
A
D
Thank
you,
Mr
Ramsey,
Dr,
Dixon
board
members.
Tonight
we're
convening
to
have
our
budget
workshop
for
fiscal
year,
23
24
20,
yes,
23
24.!
D
D
So
I
have
Mr
cheatwood
here
from
first
try
on
tonight
and
he
is
going
to
go
over
the
some
different
scenarios
with
you,
based
on
current
numbers
and
projections
and
just
kind
of
give
you
a
high
overview,
and
then
we
can
get
into
some
deeper
discussions
on
what
we
need
to
do
going
forward
with
capital.
E
All
right
good
afternoon,
Dr
Dixon
board
members
thanks
very
much
for
having
me
here
this
afternoon,
as
Marcy
said.
E
My
purpose
today
is
to
really
talk
about
the
school
district's
long-term,
anticipated
Capital
needs
and
your
capacity
to
fund
those
needs
within
your
two
primary
revenue
streams,
those
two
being
the
new
Penny
sales
tax
that
was
passed
as
a
part
of
the
November
referendum
and
then
your
property
tax
revenues
that
you
all
fund
via
a
general
obligation,
Bond
issuance
each
and
every
summer,
and
so
the
the
goal
of
my
presentation
here
is
twofold:
I
want
to
talk
about
that
long-term
needs
being
over
the
next
10
years,
based
on
anticipated
or
estimated
amounts
in
those
two
different
funding
sources
and
then
dial
it
into.
E
What
do
you
need
for
fiscal
year?
2024
as
as
March
Marcy
mentioned?
Our
goal
is
that
we
have
some
direction
from
the
board
going
into
your
June
meeting
so
that
we
can
present
your
bond
counsel.
Jeremy
cook
at
hainesworth.
Sinclair
board
can
present
a
bond
resolution
for
consideration
by
the
board
in
June.
So
it'd
start
with
your
finance
committee
meeting
and
then
full
board
approval
in
June.
That'll.
E
Put
us
in
a
position
to
go
forward
with
the
bond
General
obligation,
Bond
issuance
process
and
then
be
in
a
position
to
sell
those
Bonds
in
August
and
close
at
the
earliest
opportunity
in
September.
So
to
get
there,
we
need
to
know
how
much
do
we
need
to
fund
and
that's
driven
by
how
much
a
Debt,
Service
millage
of
the
board
would
propose
to
Levy
for
fiscal
year
2024..
E
So
twofold
presentation
here,
two
purposes:
I
want
to
start
with
just
an
overview
of
the
capital
needs,
and
these
are
estimated
Capital
needs
over
the
next
10
years
that
the
School,
District
staff
and
Consultants
have
put
together
here
as
a
starting
point.
I
want
to
again
caveat.
These
are
all
estimated
cost
figures
nothing's
been
locked
in
here.
What
we've
tried
to
do
is
show
you
the
current
estimate
of
those
cost
figures
and
when
those
needs
would
arise,
you'll
see
that
they
come
in
a
number
of
different
categories.
E
At
the
top,
you've
got
your
new
construction
schools.
You
also
have
Renovations
expansions
and
equipping
other
schools
there.
You
have
upgrade
of
athletic
facilities
and
then,
in
addition,
you
have
kind
of
the
annual
maintenance
needs
that
you
have
with
your
existing
schools.
You
have
the
technology
needs
you
have
at
all
of
the
schools
and
then
some
of
the
other
miscellaneous
items
that
come
into
it
new
furniture,
kind
of
one-time
costs
that
arise
in
a
given
year.
E
E
As
everyone
knows,
inflation
for
the
last
couple
years
has
been
very
high,
and
so
we
want
to
assume
that
inflation
will
at
least
continue
for
the
next
several
years,
each
and
every
year,
hopefully
it
dials
back
each
and
every
year,
but
we've
assumed
inflation
on
those
cost
figures
of
seven
percent
in
both
2024
and
2025,
then
dial
back
to
5
and
26,
then
four
percent
and
then
three
percent
annually
thereafter.
This
is
very
much
just
an
assumption
that
will
move
around
all
of
this
that
we'll
talk
through
and
the
impact
is
within.
E
In
addition
to
those
new
construction
renovation
equipment
upgrade
of
athletic
facilities,
you
have
maintenance
and
repair
items
at
all
of
your
existing
schools.
We've
assumed
that
to
be
20
million
dollars
per
year,
each
and
every
year,
I'm
sorry
20
million
dollars
in
fiscal
24
and
then
25
million
dollars
per
year.
Thereafter,
technology
needs
eight
million
dollars
in
fiscal
year,
2024
and
10
million
dollars
there
per
year
thereafter,
and
then
some
of
the
other,
as
I
mentioned
miscellaneous
needs
that
arise
in
a
given
year
of
5.9
million
per
year
is
our
assumption.
E
We've
also
noted
the
timing
of
when
each
of
those
projects
would
start
the
new
construction
and
renovation
and
upgrade
facility
projects
there
based
on
direction
from
staff.
This
will
be
a
really
hard
chart
for
folks
in
the
room
to
see-
and
maybe
you
there
but
and
not
to
dive
into
details,
but
what
we're
doing
is
we're
taking
when
those
projects
will
start
and
we're
applying
those
inflation
figures
to
those
starting
point
dollars
and
then
we're
assuming
that
every
one
of
the
bigger
projects
is
spent
down
over
a
three
year
time.
Horizon.
E
We
have
different
assumptions
on
that
spin
down,
17
percent
would
be
spent
in
year.
One
17
percent
would
be
spent
in
year
two
and
then
the
balance
roughly
two-thirds
would
be
spent
in
year.
Three
just
given
the
norm.
Construction
cycle
that
starts
out
a
little
bit
slower
and
then
ramps
up
as
you
get
closer
to
completion
there.
So
just
wanted
to
provide
a
little
bit
of
detail
on
not
just
the
total
amount,
but
on
an
annual
basis.
E
Speaking
of
those
revenue
streams,
we
have
to
make
some
assumptions
on
those
and
what
those
will
grow
over
the
next
10-year
plan
here
as
well.
The
starting
point
is
property
tax
revenues.
We've
assumed
a
value
of
a
mill
to
be
1.3
million
dollars
over
the
last
several
years.
You
all
have
levied
70,
Mills,
70,
Debt,
Service
Mills,
not
to
be
confused
with
your
operating
millage.
You
all
levied
70
Debt,
Service
Mills,
and
the
revenues
generated
from
that
millage
rate
go
to
pay
debt
service
on
your
general
General
obligation
bonds.
E
So
we've
assumed
a
value
of
a
mill
of
1.3
million.
Which
is
higher
than
what
you've
had
last
year
or
I
guess
in
fiscal
year,
2023,
given
the
strong
growth
y'all
have
had
across
the
county.
We
assume
a
collection
rate
on
that
value
of
a
mill
of
95
percent
and
then
going
forward.
We've
assumed
a
growth
rate
on
that
of
three
percent
for
the
next
two
years:
fiscal
year,
2025
and
2026.
Six
and
two
percent
thereafter
feel
like
given
the
really
strong
growth
in
the
county.
E
That's
a
conservative
growth
rate
on
that,
but
again
how
to
start
with
a
an
initial
assumption
here,
we'll
talk
about
the
actual
millage
rate
to
be
levied
going
forward
and
just
to
be
clear.
When
we
look
at
this
long-term
plan
here
over
the
next
10
years,
we
are
not
asking
the
board
for
the
to
adopt
any
sort
of
millage
rate
over
this
10-year
period.
We're
really
just
showing
you
what
it
could
look
like
based
on
these
assumptions.
E
If
you
fund
all
of
these
projects
and
then
ultimately
narrowing
it
down
to
fiscal
year
2024,
what
do
we
want?
The
millage
rate
to
be
there?
Debt
Service
military,
in
addition
to
property
tax
revenues,
you
do
have
some
other
revenues
come
in
to
go
to
pay,
General
obligation,
Bond,
Debt,
Service,
some
fee
and
lieu
of
tax
revenues,
as
well
as
some
other
miscellaneous
revenues
coming
from
multi-county
business,
Parks
manufacturers,
reimbursement,
Motor,
Carrier
fees,
the
combination
of
all
of
that's
about
seven
million
dollars
that
goes
into
your
debt
service
fund,
along
with
property
tax
revenues.
E
We
also
have
some
funds
that
are
a
fund
balance
in
your
debt
service
fund,
not
to
be
confused
with
your
your
general
fund
here
within
your
debt
service
fund.
You
all,
based
on
the
conservative
assumptions
we've
had
over
the
past
year,
have
about
a
26
million
dollar
fund
balance
in
your
debt
service
fund,
which
has
to
go
to
pay
debt
service
on
a
general
obligation
bonds
going
forward.
So
we've
taken
that
into
account.
E
We
want
to
and
need
to
utilize
that
we
always
try
to
maintain
a
minimum
balance
of
about
two
million
dollars
just
to
provide
some
level
of
cushion
against
collections
going
forward.
So
essentially,
with
your
26
million
dollar
fund
balance,
there
we're
going
to
show
utilizing
a
little
over
20
20
million
dollars
of
that
in
this
current
borrowing,
and
then
we
have
the
one
percent
sales
tax,
as
you
all
know,
that
passed
in
November
collection
started
in
March
runs
for
seven
years.
E
We've
assumed
in
here
that
55
million
dollars
is
collected
from
that
penny
in
the
first
year,
and
then
we've
assumed
growth
rates
that
align
with
our
inflation
figures,
so
seven
percent
in
2024
and
2025
5
and
26
4
and
27
3.
Thereafter,
we've
tried
to
match
up
some
of
these,
so
we're
not
assuming
growth
on
one
but
not
in
the
other,
and
so
with
the
inflationary
impact
to
construction
cost.
We
also
want
to
note
that
that
would
likely
lead
to
higher
sales
tax
increases
as
well.
E
So
those
are
our
starting
points
for
assumptions
on
both
the
capital
project
side,
roughly
a
billion
dollars
in
inflation-adjusted
figures,
and
then
the
revenue
side
between
the
sales
tax
and
property
tax
and
what
we
wanted
to
start
with
was
just
an
initial
look
at
what
your
millage
impact,
Debt
Service
millage
impact
could
be
over
this
10-year
time
Horizon
and
allow
you
to
fund
all
of
those
projects,
as
I
mentioned
you
all
currently
are
have
been
loving,
70,
Debt,
Service
Mills,
and
what
you'll
see
kind
of
taking
that
top
chart
and
reading
it
left
to
right,
focusing
on
2023
current
year.
E
We're
in
this
is
the
year
that
you
would
borrow
money
via
the
issuance
of
a
general
obligation
Bond
and
that
Bond
would
be
paid
off
next
Springtime.
So
this
time
next
year,
that
is
paid
off
with
The
Debt
Service
millage
that
is
levied
on
this
Fall's
tax
bill.
So
you
issue
it
in
the
the
summertime
The
Debt
Service
millage
is
on
your
fall
tax
bill.
Those
revenues
come
in
in
December
January.
Usually
you
use
those
revenues
to
pay
off
your
general
obligation
Bond
next
spring.
E
So
what
we
would
look
at
here
under
this
scenario
would
be
reducing
your
debt
service,
millage
from
70
Mills
to
68
mils,
so
a
2
mil
reduction
and
what
that
would
allow
you
to
do.
If
you
look
at
that
annual
eight
percent
new
money
issuance,
that's
the
amount
of
money
you
could
raise
to
put
towards
that
billion
dollars
of
inflation-adjusted
figures
over
the
next
10
years.
That's
how
much
out
of
your
property
tax
revenue,
your
debt
service,
millage,
supported
that
you
could
raise
in
this
first
year,
so
this
this
summer
time
it
says,
fall.
E
We
would
close
this
in
September.
You
would
be
able
to
generate
an
estimated
amount
of
59
million
dollars
that
you
could
put
to
that
and
then,
if
we
stair
step
that
down
you'll
see
that
it
remains
at
68
Mills
for
the
next
several
years
reduces
to
65
Mills
in
the
fall
of
2027
and
then
steps
down
again
to
60
mils
in
the
fall
of
29,
then
50
Mills
in
the
fall
of
31
45
Mills
in
the
fall
of
33..
So
that
is
a
projected
10-year
picture
of
what
your
debt
service
millage
could
look
like.
E
You
can
see
in
the
orange
column
how
much
that
would
generate
in
terms
of
proceeds
to
go
to
the
work,
those
projects
each
and
every
year
after
this
year,
it's
around
40
million
dollars
per
year
through
the
fall
of
2028
and
then
you'll
see
despite
the
fact
that
we're
reducing
our
millage
in
the
later
years,
we're
actually
generating
more
from
the
general
obligation
Bond
issuance
and
that's
because
you
all
have
a
lot
of
debt
that
is
rolling
off
in
that
time
frame.
E
So
that's
one
Revenue
stream
on
the
property
tax
side,
you'll
see
on
the
sales
tax
side.
That
column
is
representing
the
55
million
dollars
per
year
in
the
current
year.
Again,
we've
collection
started
just
a
couple
of
months
ago,
so
we
don't
have
a
full
cycle
coming
in
this
calendar
year
and
then
we're
growing
that
sales
tax
revenue
based
on
our
Assumption
of
seven
percent
and
stair,
stepping
that
down
over
the
ensuing
Years
you'll,
see
how
much
that
collects
per
year
and
what
we're
doing
is
taking
the
aggregate.
E
The
combination
of
those
two,
the
property
tax
revenue
generated
new
money,
proceeds
column,
plus
your
sales
tax,
adding
those
together
and
comparing
that
to
that
horizontal
chart
of
your
annual
cash
flow
needs
of
all
of
those
projects
over
the
next
10
years,
and
we're
really
focused
a
lot
of
numbers
on
this
page.
But
on
the
right
hand,
side
of
the
page
you'll
see
the
difference
we
need
to
have
that
show
as
a
positive
number,
so
that
all
the
projected
revenues
cover
all
of
the
projected
expenditures
and
you'll
see
at
the
bottom
or
I'm.
E
Sorry,
on
the
far
right
hand,
side
your
lowest
point.
There
is
about
3.3
million
that
would
occur
out
in
the
fall
of
2030,
and
then
it
grows
a
little
bit
thereafter.
We
can
certainly
tweak
some
of
these
assumptions.
I
do
have
the
model
live
where
we
can
run
different
assumptions.
Turn
projects
off
change
amounts,
look
at
different,
millage
rates,
but
again
we
we
are
not
asking
the
board
for
give
us
the
10-year
picture
here.
It's
really
to
show
you
what
this
could
look
like.
Based
on
all
these
assumptions.
E
F
F
E
E
E
That's
the
inflation-adjusted
number,
okay
and,
and
then
the
funding
is
the
combination
of
the
new
money,
proceeds
of
59
million,
plus
the
sales
tax
of
45
million.
That's
going
to
give
you
your
104
million
dollars
and
again
that's
growing
over
time.
That's
a
cumulative
number
and
what
we're
really
comparing
is
what's
the
difference
so
this
year
we
would
have
about
105
million
dollars
of
revenues,
funding
available,
we
have
33
million
dollars
of
needs
and
so
we're
to
the
good
70
million
dollars.
E
That's
going
to
grow
a
little
bit
and
then
you'll
see
how
it
starts
to,
depending
on
when
those
cash
flow
needs
occur.
For
your
projects,
it's
going
to
go
up
and
then
start
to
go
down
and
it
will
bounce
around,
but
we're
making
sure
that
on
a
projected
Revenue
basis,
you
have
enough
to
cover
your
construction.
Capital
needs
on
an
annual
basis.
Okay,
based
on
these
assumptions,
the
the
other
thing
to
point
out
here
that
we're
keeping
an
eye
on
is
your
your
debt
capacity.
What
is
your
constitutional
debt
capacity?
E
You
may
remember,
you
all,
have
the
ability
to
issue
General
obligation,
bonds
without
voter
approval
up
to
an
amount
that
does
not
exceed
eight
percent
of
your
assessed
value,
and
so
right
now
your
current.
What
we
call
your
eight
percent
capacity
is
around
105
million
dollars,
and
so
what
we
would
be
looking
at
issuing
this
fall
based
on
this
assumed
scenario,
would
be
about
59
million
dollars
to
cover
the
new
money
needs.
The
other
big
piece
of
your
annual
issuance
is-
and
some
of
you
all
have
been
on
the
board.
E
A
number
of
years
would
remember
this
or
will
remember
this.
You
all
have
to
use
General
obligation,
Bond
proceeds
to
make
The
Debt
Service
payments
on
your
non-general
obligation,
Bond
debt,
specifically
your
installment
purchase
revenue
bonds
and
your
special
obligation
bonds.
So
you
have
a
couple
of
other
series
of
debt
outstanding
that
are
not
General
obligation,
bonds.
The
only
way
to
use
Debt
Service
millage
to
pay
for
that
is
to
each
year.
E
You
all
issue
a
Geo
bond
to
cover
those
non-geo
Debt
Service
payments
sounds
convoluted,
but
this
is
something
that
you
all
in
other
school
districts,
do
each
year
to
pay
for
that
debt.
So,
in
addition
to
the
59
million
dollars
of
new
money
for
new
construction,
you
all
need
to
issue
about
36
million
dollars
to
pay
the
debt
service
coming
due
in
fiscal
year,
24
for
your
non-general
obligation
bonds.
E
So
what
we're
looking
at-
and
this
will
be
an
approximate
number-
we'll
fine-tune
this
before
June.
But
if
you
proceeded
down
this
path-
and
you
wanted
to
generate
about
59
million
for
new
construction
projects,
that
would
mean
you
would
have
a
not
to
exceed
General
obligation.
E
E
So
this
is
again
starting
point
here:
I'm
happy
to
take
questions
any
sort
of
capital
or
Project
Specific
questions,
I'd,
probably
defer
to
or
I
would
defer
to
your
staff
here
or
any
of
the
numbers
behind
that.
But
if
you
wanted
to
look
at
different
impacts,
I'm
happy
to
do
that.
Live
I'm,
happy
to
kind
of
come
back
with
additional
scenarios
here,
but
from
a
timing.
E
Standpoint,
ideally
June
approval,
so
that
we
can
get
that
Bond
issuance
process
started
and
get
to
Market
in
August,
because
I
know
y'all,
don't
have
I,
don't
think
the
board
has
a
full
schedule
in
July
to
meet.
E
Yeah
I
will
defer
to
I'll
defer
to
Mercy
here.
D
Yes,
ma'am
we've
had
a
lot
of
internal
debate
and
the
numbers
that
were
historically
on
this
presentation
were
numbers
that
were
used
to
get
the
penny
sales
tax
on
the
ballot,
and
there
are
different
on
what
group
you're
talking
to
there's
different
costs
associated
with
opening
a
new
school.
Some
people
like
to
focus
wholly
on
construction
costs,
but
we
know
there's
also
other
soft
costs,
like
Furniture
I,
mean
there's
a
lot
more.
D
That
goes
into
opening
a
school
than
just
building
the
building,
and
we
as
a
team,
have
collaborated
and
decided
that
we
need
to
be
extremely
transparent
and
not
have
any
surprises
for
the
board
when
it
comes
to
what
the
true
cost
of
opening
the
school
is.
So
we've
factored
in
all
of
those
costs,
though
the
cost
of
the
if
there's
a
potential
land
purchase.
If
you
know
the
furniture,
the
technology,
the
construction,
all
the
permitting
all
the
due
diligence
work,
this
this
number
encompasses
all
of
that,
rather
than
just
constructing
the
building.
Okay,.
D
D
Memory
and
we've
also
accounted
for
some
inflation,
because
those
numbers
for
the
penny
sales
tax
ballot
were
derived
two
three
years
ago
when
inflation.
So
we
have
to
account
for
that
as
well,
but
we
just
want
to
give
you
a
true
picture
of
what
the
cost
is
to
actually
open
a
school
I
mean
this
is
includes
instructional
materials,
library,
books,.
G
D
Correct
when
we
went
back
and
did
the
research
because
we
didn't
develop
those
numbers,
we
have
a
relatively
new
folks
on
the
cabinet,
and
so
we
went
back
and
looked
at
those
historical
records
to
determine
where
those
numbers
came
from.
And
then
we
had
a
lot
of
discussion
about
what
we
felt
we
needed
to
do
to
be
transparent,
going
forward
to
make
sure
that
all
the
costs
were
stated
up
front.
So.
D
A
Might
take
it's
two
factors.
One,
like
you
said
passed
they've
always
only
included
the
hard
cost,
which
was
the
construction
and
then
later
years
later
we
come
back
and
we
say
well
actually
we
need
now.
We
need
all
this
money
to
put
the
furniture
to
put
the
desk
to
do
all
the
soft
costs
and
the
soft
costs
are
pretty
large.
A
But
the
second
factor
is
it's
just
like
three
years
ago:
what
a
gallon
of
gasoline
costs
would
a
gallon
of
gasoline
cost
now
there's
a
gigantic
difference
and
also
there's
a
gigantic
difference
of
what
someone
was
paid
three
years
ago
and
the
supply
chain.
So
when
you
look
at
all
the
inflation
factors
and
all
the
different
issues,
even
if
you
were
to
build
a
house
right
now,
the
cost
of
it
would
just
be
substantially
higher.
So
I
really
appreciate
the
administration,
putting
a
more
accurate,
true
number
up
there.
D
Exactly
right
and
like
I
said,
we've
had
lots
of
internal
discussion
at
the
cabinet
level
and
we
all
agreed
that
this
was
probably
a
more
transparent
way
of
doing
things.
And
we
kind
of
want
to
set
this
as
the
precedent
on
how
we're
going
to
do
going
forward.
C
My
other
question
is:
I
just
want
to
make
sure
that
I'm
understanding
the
language
we
are
not
going
to
purchase
another
Bond
right.
E
You
are
not
just
you're,
not
purchasing
a
bond
you'd
be
selling
a
general
obligation,
Bond
you're,
not
putting
another
Bond
on
the
ballot
or
anything
like
that.
It
is
under
your
eight
percent
constitutional,
eight
percent
debt
capacity.
You
can
go
and
issue
this
bond
with
board
approval
in
in
June,
and
you
use
those
proceeds
to
pay
your
installment
payments
on
your
non-geo
debt
and
then
to
fund
whatever
figure
you
want
to
Target
for
new
to
go
towards
new
projects.
E
And
just
to
give
you
some
idea
when
we
talk
about
again
the
the
68
Mills
in
this
scenario
that
would
be
levied
this
fall
and
then
the
collections
of
which
would
be
used
to
pay
off
the
Geo
Bond
next
year
generates
59
million.
You
know
simple
math.
If
you
do
the
the
one
mil
higher
that's
going
to
generate
based
on
your
value
of
a
mill,
another
call
it
1.25
million,
so
another
two
mils
would
generate
about
two
and
a
half
million
dollars.
E
If
you
go
under,
you
know
two
mils
less
the
same
way,
so
that
gives
you
some
feel
for
the
the
impact
of
the
millage
rate
on
that
piece
of
it.
So
when
we're
talking
about
59
million
again,
that's
that's
what
we
need
some
direction
on.
What
to
Target
there
going
forward,
based
on
that
estimated
value
of
a
mill.
E
You
know
and
and
part
of
the
initial
scenario,
development
was
kind
of
showing
some
Debt
Service
millage
relief,
but
not
going
too
far
down.
Given
a
lot
of
the
projects
you
have,
some
of
which
are
near-term
projects
to
ensure
you
have
enough
cash
flow
going
forward
and
then
trying
to
avoid
a
scenario
where
you
had
to
go
back
up
in
a
later
year.
But
if
we
went
with
68
Mills
all
the
way
down
through
this
live
here.
E
Doesn't
change
the
59
million
because
we
stayed
at
68,
but
around
you
had
around
36
to
40
million
dollars
and
then
around
then
72,
then
60
we
jump
back
over.
You
know
that's
going
to
generate
several
million
more
dollars,
kind
of
in
that
40
to
45
million
range
and
then
in
that
80
million
range
in
the
outer
years,
and
when
you
look
at
that
far
right
column,
that
I
focused
on
before,
where
our
low
point
was
around
three
million
dollars
and
I
think
we
ended
this
10-year
projection
period
at
16
million.
E
E
One
more
year,
instead
of
16
million
you'd,
have
closer
to
130
million
dollars
built
up
so
another
115
million
dollars
over
the
next
10
years
that
you
could
apply
towards
that
additional
projects
that
aren't
currently
listed.
E
So
I
mean
your
value
of
a
mill
is
very
strong.
It's
been
growing
a
lot
we've
assumed
it
will
continue
to
grow
so
that
value
of
a
mill
is
going
to
really
grow.
So,
if
you're
getting
an
extra,
you
know
that
differential
was
just
two
mils
early
on,
but
when
we
had
ratcheted
it
down
to
you
know:
45
mils,
if
you're
getting
an
extra
40
million
dollars
in
some
of
those
outer
years.
E
Any
additional
questions
again
happy
to
run
other
scenarios
now,
but
I'll
continue.
To
reiterate.
This
is
something
that
we
will
continue
to
update
over
the
years.
This
is
a
model
we've
had
in
place
and
been
using
to
date,
and
so
as
you'll
get
in
new
cost
estimates.
If
project
needs
change
around,
we
can
update
this
as
we
go
here,
but
trying
to
balance
the
long-term
picture,
give
you
a
feel
of
what
it
could
look
like
versus
the
immediate
picture
of
what
we
want
to
have
for
next
year.
I
E
All
right
well
again,
if
you
think
of
anything,
certainly
reach
out
through
Marcy,
and
we
can
run
other
scenarios,
but
the
plan
would
be
to
come
back
at
your
June
finance
committee
meeting
with
a
bond
resolution.
That
would
be
give
me
a
little
bit
of
a
wiggle
room
around
97
million
dollars
that
would
cover
both
new
money
and
the
other
payments
you
have
to
make
this
fiscal
year
great.
D
I
also
want
to
mention
that
Mr
Jeremy
cook,
our
bond
attorney,
is
on
the
line.
If
anyone
has
any
questions
for
him.
D
Okay,
so
this
evening
we're
having
our
second
budget
Workshop,
we
had
some
discussion
in
April
and
now
we
have
some
different
numbers
from
the
Senate,
so
we
want
to
bring
those
to
you,
along
with
the
different
scenarios
that
we
ran,
based
on
the
information
that
the
board
conveyed
to
us.
As
far
as
your
priorities
going
forward
for
23-24.
D
Since
the
initial
budget,
Workshop
in
April
Administration
has
worked
collaboratively
to
identify,
needs
and
ascertain
costs
associated
with
those
needs.
Once
the
needs
were
identified,
we
met
cabinetmet
to
review
the
needs
versus
budget
projections
and
set
priorities
for
their
divisions.
The
prioritized
needs
were
retained
in
the
current
budget.
Worksheet
that
I'm
going
to
share
with
you
at
the
end
of
this
presentation
and
a
record
of
those
of
what
was
removed
from
this
year's
budget
is
was
maintained
to
utilize
for
Budget
projections
for
FY
2425
and
as
a
cabinet
and
administration.
D
We
said
we
need
to
stop
thinking
of
years
and
silos
and
we
need
to
start
kind
of
crafting
a
three-year
plan
to
address
growth
issues
and
those
type
of
things,
and
so
everyone
was
kind
of
challenged
with
going
back
to
their
respective
divisions
and
coming
up
with
a
three-year
plan
and
those
are
all
in
progress,
but
that
will
help
us
be
more
accurate
and
more
thoughtful
when
we're
building
during
the
budget
building
process,
instead
of
everyone
just
kind
of
throwing
needs
at
at
the
budget.
D
When
when
we
start
the
process
in
February,
we
want
to
kind
of
have
a
more
methodical
approach
to
it.
So
these
are.
This
is
a
comparison
of
the
amended
budget
that
we
had
when
I
brought
to
you,
the
general
fund
budget,
amendment
back
in
April,
so
our
new
budget
amount
for
revenues
is
385,
385
million.
With
the
house
projections,
we
had
a
budget
estimate
of
415.5
million,
and
that
was
in
what
we
presented
in
May
and
with
the
Senate
projections.
D
That's
increased
to
518
million,
which
is
a
difference
of
2.4
million
between
the
house
projections
and
the
Senate
projections.
We
will
get
one
final
set
of
numbers,
hopefully
the
end
of
May,
and
that
those
numbers
may
change
slightly,
but
I
I
look
for
them
to
to
retain
about
that
dollar
amount.
D
I'm
sorry
418,
if
I
misspoke,
I'm
sorry.
So
our
assumptions
are
during
the
previous
budget
discussions,
the
Board
of
Trustees
prioritized
employee
prey,
increases
and
requested
that
salary
scales
be
adjusted
from
28
to
35
years.
We
know
our
overall
Revenue
has
increased
by
about
8
percent.
We
want
to
maintain
our
current
millage
rate
of
151.8.
We
had
some
State
categorical
funds
that
were
also
backpacked
into
the
general
fund.
D
This
year
there
were
about
four
funds,
and
that
was
going
to
cost
us
about
2.5
million
dollars,
but
we
aren't
necessarily
getting
that
money
back
dollar
for
dollar
in
the
general
fund,
because
the
general
fund
is
now
based
on
a
weighted
average.
Our
mandated
one
percent
increase
in
retirement
for
employers,
the
employer
costs.
We
also
have
employer
cost
increase
in
health
insurance
and
we
have
a
slight
increase
in
our
insurance
premiums.
D
D
So,
with
the
information
that
we
got
from
the
board,
I
took,
we
looked
at
a
four
six
and
eight
percent
increase,
and
the
board
asked
us
to
also
look
at
10
percent,
so
I've
added
that
in
as
well
as
adjusting
the
step
in
the
South
increasing
the
salary
scales
from
28
to
35
years,
and
if
we
do
35
years
and
a
four
percent
increase,
that's
going
to
be
at
a
cost
of
412
million,
412.7
million,
which
would
leave
us
with
additional
revenue
of
5.2
million.
D
If
we
go
with
eight
percent,
it's
going
to
cost
us
423.7
million,
with
about
5.7
million
that
we'd
have
to
that
were
over
budgeted
and
then
at
10
percent.
We
would
be
over
budget
10.1
million
dollars.
D
Yes,
anything
that
we
wouldn't
have
sufficient
revenue
for
so
anything
past.
This
is
the
six
percent.
Cola
would
be
230
000
coming
out
of
fund
balance,
but
we
also
think
we
can
make
some
cuts
to
negate
that
amount,
so
it
wouldn't
have
anything
designated
from
fund
balance.
D
But
if
we
went
to
the
eight
percent
that
would
be
5.7
million
over
what
our
Revenue
would
be,
which
would
designate
a
portion
that
would
have
to
come
from
fund
balance
if
our
Revenue
projections
did
not
come
in
Higher
by
the
end
of
the
fiscal
year.
When.
A
C
A
Have
a
slide
without
the
adjust
years
to
35,
but
just
a
cola
increase
yes,.
I
K
D
29
years
and
we
can
revisit
those
if
you
want
to
look
at
them,
but
this
is
what
it
would
look
like.
If
we
maintain
the
28-year
salary
scale
increase,
we
would
have
additional
Revenue
7.4
million.
If
we
did
a
four
percent
Cola
and
our
step
increase,
it
would
be
we'd
have
an
additional
1.9
million
if
we
did
the
six
percent,
if
we
did
the
eight
percent,
then
we'd
be
over
budget
by
about
3.4
million
and
we'd
be
over
budget
by
8.9
million.
D
G
I
D
Was
a
four
percent
increase
and
the
step
increase
so
for
those
that
qualified
for
additional
years
experience
on
the
pay
on
the
salary
scale
it
equated
to
about
a
six
percent
increase?
So
on
these,
if
we
do
a
four
percent,
if
you
qualify
for
a
step
increase,
it's
going
to
be
about
six
percent,
a
six
percent
would
be
about
eight
percent,
eight
percent
would
be
about
10
and
10
would
be
if
we
go
to
ten
percent.
Those
that
qualify
for
the
step
would
see
about
a
12
percent
increase.
F
L
Would
be
in
that
particular
only
ones
that
would
be
affected
for
35
years
for.
D
L
G
D
D
A
A
after
what
they're
looking
to
do
just
as
far
as
us,
comparing
ourselves
to
Dorchester
too.
Now,
that's
just
starting!
That's
nice!
That's.
I
A
We're
looking
at
when
we're
looking
at
the
cost
of
living
the
sick
before
to
six
to
eight
percent
is
one
factor
and
then
we're
looking
at
the
step.
Now,
the
four
to
six
to
eight
percent,
we're
talking
about
five
thousand
employees
almost
right
correct!
So
we're
talking
about
five
thousand
employees
the
years
to
adjust
we're
talking
about
468
employees,
so
just
to
kind
of
quite
what
we're
looking
at
and.
C
Foreign
asked
about
all
employees
that
earned
over
a
hundred
and
twenty
thousand
dollars
and
whether
we're
able
to
give
them
a
different
level
of
raise
versus
those
that
are
teaching
in
the
classrooms
and
are
affected
by
the
the
I.
C
120.
and
I
know
you
said
that
would
take
a
long
time
to
tease
out,
but
if
his
staff
is
not
affected
by
I,
don't
know
the
word
to
use.
C
The
teacher
grid
that
we
have
in
terms
of
years
the
steps
there's
a
large
number
of
people
that
are
not
affected
by
that
right.
That
aren't
don't
fall
into
that
grid.
C
This
word
the
grid
that
the
teachers
look
at
in
order
to
know
what
they're.
D
Have
a
salary
schedule
for
teachers
and
a
lot
of
our
Administration
is
on
that
same
salary
schedule
last
year.
For
some
reason
they
broke
out
a
separate
admin,
salary
schedule
and
a
lot
of
our
admin
is
paid
on
that.
But
there's
an
index
involved
in
that,
so
that
salary
schedule
shows
a
base
salary
plus
each.
If
you
look
in
the
salary
book
like
depending
on
how
large
the
school
is,
the
principal
is
indexed
at
a
different
number
based
on
their
like
a
1.2.
If
there
are,
if
they're
a
smaller.
D
D
Yes
and
I
can
pull
up
the
teacher
salary
scale,
because
I
did
do
some
projections
based
on
what
a
first-year
teacher
salary
would
look
like
based
on
the
different
teacher,
salary
scales
and
the
different
levels
of
experience.
If
you
want
me
to
pull
that
up,.
C
Yeah
I
guess
our
focus
at
this
point
is
retention
right,
and
so,
if
we
have
X
amount
of
money
to
give
to
pay
salaries,
I
want
to
focus
as
much
as
possible
on
the
teachers.
I'm
not
saying
not
give
everybody
a
raise,
but
the
majority
I'd
like
to
see
go
to
the
people
who
are
affected
by
the
salary
schedule.
D
Again,
because
the
way
we
set
everything
up
I
mean
when
you
talk
about
the
teacher
salary
schedules.
Yes,
we
primarily
have
teachers
in
there,
but
we
also
have
other
folks.
In
there
I
mean
we
can
look
at
just
adjusting
the
teacher
salary
schedule,
but
then
that
still
isn't
going
to
capture
your
maintenance
and
Facilities
folks,
our
clerical
folks.
D
All
of
that
I
mean
we
would
have
to
take
a
holistic
approach
and
we
have
had
some
discussion
internally
about
really
revamping
our
salary
schedules
and
that's
gonna
again
like
we
said
it
would
take
some
time
but
we'd
like
to
put
together
a
task
force
in
July
to
really
start
hammering
that
out
before
next
budget
season,
to
just
make
sure
that
we
are
paying
everybody
fair
and
equitably,
and
our
folks
are
categorized
appropriately
on
the
salary
scales
and
that
our
salary
scales,
you
know
our
step
increases-
are
fair
and
consistent
across
the
board
and
that
type
of
thing
on
the
different
salary
scales.
D
So
we
have
a
lot
of
work
to
do
and
there's
a
lot
of
needs
that
we
know
we
need
to
address.
Time
is
just
not
on
our
side.
Right
now,
but
we
going
through
this
process
there's
a
lot
of
things
that
we
feel
like
we
can
do
differently,
and
you
know
research
that
needs
to
be
done
just
to
see
because
things
have
just
kind
of
been
status
quo
and
have
changed.
There
have
been
some
changes
over
the
years,
but
we're
not
all.
We
can't
always
pinpoint
why
those
changes
were
made.
C
D
This
is
the
salary
schedule
that
I
talked
about,
so
this
would
show
you
if
we
did
a
10
raise
for
a
first
year
teacher.
Their
salary
is
going
to
go
from
42.6
000
to
46.8,
and
these
don't
include
because,
like
this
year,
when
you
look
at
the
42.6,
we
also
gave
the
thousand
dollar
incentive.
We
get
we're
getting
ready
to
provide
a
five
thousand
dollar
incentive
and
then
I
believe
the
teachers
got
an
additional
incentive
out
of
Esser
in
December.
D
So
that's
and
we're
not
saying
that
we're
going
to
do
those
incentives
going
forward.
Our
goal
going
forward
is
to
get
our
salary
skills
where
they
need
to
be
it's
just
hard
to
with
the
way
our
Revenue
comes
in,
and
we
do
those
projections
it's
hard
to
commit
to
a
pay
increase.
That's
going
to
hit
fund
balance,
even
though
we
feel
confident
that
our
projections
or
revenues
are
going
to
come
in
higher,
but
to
be
fiscally
responsible.
D
B
A
B
A
L
F
So
while
this
looks
at
teachers
only
what
about
as
Mr
Ramsey
just
said,
the
other
employees,
those
at
the
facilities,
those
in
the
cafeteria-
will
this
salary
scale?
Yes,
it'll
include
them
true,
but
how
much
further
behind?
Are
they
lagging
to
get
up
to
the
12
15
per
hour
that
the
average
person
would
make
did
have
you
honestly.
D
Most
of
our
salary
scales,
we
have
done
a
great
job
in
our
custodials
salary
scales
and
our
bus
driver
salary
scales.
Most
of
our
folks
I'd
have
to
go
back
and
double
check,
but
based
on
memory
from
what
I've
done
over
the
past
three
months,
I
believe
all
of
our
folks
are
making
15
an
hour
or
more
or
if
they're,
not
we're
very
close
and
whatever
we
do
here,
we'll
get
them
over.
That
threshold
is.
G
When
you
get
to
that
point,
I
would
like
you
for
sure
to
look
at
maintenance.
I
worked
in
maintenance
and
we
couldn't
fire
I
couldn't
hire
anybody
at
the
what
we
got
on
our
setup.
Yes,
sir,
they
just
walked
in
said.
No
thank
you
and
walked
out,
and
now
we
can't
be
that
far
off
well,
Charleston
County
is
Way
Beyond
Us
in
maintenance.
I
would
definitely
like
you
to
consider
that
also,
along
with
the
buses
and
those
people
well,.
F
Again,
my
concern
would
be
the
overall
staff
as
a
whole
if
the
cafeteria
worker
is
making
15
and
I
can
go
to
Burger
King
make
15.
Less
hours,
I
more
than
likely
will
go
to
Burger
King,
but
here
I
have
benefits
versus
there.
So
as
well
as
the
engineer
coming
in
to
Berkeley
County,
making
30
40.
go
to
Santee
Coop
and
make
50
60.
I'm,
definitely
going
there.
So
it
it
behooves
us
to
look
at
every
classified
non-classified
every
employee
to
make
sure
everybody
is
getting
they're
just
deserved.
They're
just.
B
A
fair
and
Equitable
and
competitive
Salary,
thank
you
and
we
do
we
are
you
know,
that's
what
Miss
abrahamson
was
sharing,
that
this
presentation
is
saying
that
that
percentage
is
for
everyone,
but
what
you're
asking
is
you
know?
How
do
we
compare
like
our
bus
drivers
to
the
state
we
are
at
that?
You
know
we're
making.
We
have
adjusted,
so
we
can
provide
that
we
have
either
at
or
above
what
the
state
is.
You
know
requiring.
L
B
F
F
Even
especially
assistance,
you
know
they
were
upset.
You
know
during
the
Christmas
holidays,
The
Librarians,
you
know
everyone
feels
they're
they're
special
and
they
are
they
make
a
contribution
that
you
know
I
can't
do,
but
they
feel
that
that's
their
calling
so
I
think
all
of
us
believe
they
should
be
compensated
accordingly
for
the
job
that
they
do.
M
D
Of
a
difference
of
opinion,
and
so
that's
why,
when
we
bring
everything
to
you,
we
want
to
talk
about
every
employee,
because
it's
very
hard
when
you
start,
you
know
pulling
out
certain
areas
and
not
rewarding
them
as
well,
because
that
you
know
it
affects
a
morale
and.
F
J
On
that
468
number
associated
with
the
35
years
is
that
comparing
28
years
versus
35
years
or
what
what's
the
difference,
because
you
said
it.
Basically,
if
we
do
35
years,
468
employees
are
affected
compared.
J
D
J
M
J
D
D
We
need
to
make
to
ensure
that
we
bring
back
back
to
you
in
June
for
the
final
budget
presentation
and
the
public
hearing,
and
all
that
what
you
want,
what
you
want
for
for
the
budget
going
forward,
if
you
know,
and
and
again,
if
we
kind
of
think
about
the
three-year
plan,
if
we
can't
afford
to
you
know
if
we
want
to
focus
more
on
the
10
increase
and
drop
the
years
down,
you
know
there
are
other
options
and
then
we
could
refocus
our
efforts
next
year
on
increasing
the
salary
scale
and
just
just.
H
M
G
H
G
C
J
So
go
to
the
the
35
like
salary
schedule
of
35
years,
with
the
10
step
that
that
make
that,
in
order
to
do
that,
we
estimated
to
be
about
11.1
million
out
of
the
fund
balance
correct.
How
much
is
current
like?
How
much
is
it
do?
We
estimates
in
the
fund
balance.
D
124
million
currently
and
again
I'm
very
conservative
I,
don't
recommend
taking
recurring
expenses
out
of
fund
balance,
we
have
historically
added
to
fund
balance
and
we've
always
had
been
conservative
with
our
Revenue
estimates,
but,
like
I
said,
we
could
always
go
where
we
can
afford
at
this
point
and
then
reevaluate
mid-year
and
then
possibly
do
another
two
or
four
percent
retroactive.
D
Well,
actually,
we
pulled
of
the
27
million
that
we
did
for
the
increases
that
took
13
million
from
fund
balance,
but
that
won't
actually
hit
fund
balance
until
we
finish
the
audit
process
in
December.
So
right
now
our
current
fund
balance
is
124
million,
but
and
then
we
may,
you
know,
depending
on
where
our
expenditures
and
our
final
audit
Falls,
you
know
we
know
we're
taking
that
13
million.
But
if
we
have
more
Revenue,
then
if
our
projections
are
higher,
we
may
not
take
all
of
that.
D
13
million
out
of
fund
balance
it
just
and
that's
where
we're
at
a
deficiency
and
how
we
we're
not
a
deficiency,
but
that's
what
makes
it
difficult
for
the
budget
process
because
we're
always
behind
the
eight
ball.
We
never
we're
guessing
what
our
projections
are
and
we
want
to
be
conservative
and
then,
when
they
actually
come
in
it's
so
close
to
the
end
of
the
year,
then
we
have
to
make
a
rush
decision
on
what
we're
going
to
do
with
those
additional
funds.
Okay,.
F
D
Can
yes,
ma'am
but
I
think
we've
had
those
discussions
and
we
don't
think
there's
going
to
be
a
huge
impact
because
of
our
leave
policies
and
stuff.
Okay,
but
I
mean
it
will
have
some
impact.
But
it's
not
going
to
be
that's
hard
to
project
because
we
don't
know
how
many.
F
D
D
Their
salary,
if
the
employee
that's
going
out
on
leave,
is
funded
out
of
the
general
fund.
We
do
have
some
salaries
that
are
out
of
other,
like
fund
sources,
but
the
majority
of
our
employees,
yes,
would
come
out
of
fun.
General
fund.
J
D
M
C
Was
one
of
the
slides
that
you
sent
to
us.
C
D
D
Yeah
this
is
35
years
and
the
different
options,
so
at
a
four
percent
increase,
we
have
plenty
of
money
left
at
a
six
percent,
increase
we're
going
to
hit
fund
balance
by
230
thousand
dollars,
and
it
would
take
us
over
500
years
to
utilize
our
fund
balance.
D
If
we
had
to
hit
that
against
fund
balance
every
year
at
six
percent,
we'd
be
over
by
5.7
million,
which
would
take
us
about
22
years
to
use
the
current
fund
balance,
and
that's
only
if
our
final
revenues
came
in
under
what
our
projections
are
and
historically
our
revenues
have
always
been.
Our
actual
revenues
have
always
been
more
than
our
projected
revenues,
but
we
just
hate
to
obligate
money.
We
don't
have
yet
and
we're
not
100
sure
we're
gonna
have
so.
G
D
G
D
G
D
Guess
is
going
to
be
that
when
we
go
from
28
to
30
years,
that's
probably
going
to
get
the
bulk
of
it,
but
just
I
don't
want
to
commit
to
that.
M
D
M
D
L
D
D
G
D
If
you
have
a
teacher,
that's
at
first
year
teacher
with
a
master's
they're
at
53,
.
53
375,
with
the
10
increase,
a
master's
plus
30
they're
at
fifty
four
thousand
nine
hundred
and
with
a
doctorate
they'd,
be
at
59
607..
J
Kathy,
your
your
idea
and
question
was:
if
we
picked
a
certain
number,
whether
it's
120,
000
or
75
000,
we
could
say
everybody
at
seven
thousand
is
getting
two
percent
and
anybody
below
that's
getting
10.
We
could
technically
do
something
like
that
to
get
a
lot
of
to
attract
and
retain
newer
teachers.
But
then
the
problem
is
the
folks
that
have
been
here
are
gonna,
be
like
what
the
heck.
D
D
Do
we
have
any
additional
questions,
comments
and
so
I
will
go
back
and
add,
provide
the
information
on
how
many
folks
it
would
affect.
We
know
for
35
years,
it's
468,
but
at
30
years
and
29
years,
so
we'll
go
with
that.
Is
there
any
other
additional
information
that
you
would
like
us
to
have
for
the
June
presentation.
A
I
mean
from
from
my
thought
process:
it
seems
like
from
The
Limited
feedback
from
the
board
just
looking
at
either
the
six
percent
or
the
eight
percent
I.
Don't
know
if
I'm
hearing
anyone
really
advocating
for
the
10
percent
and
then
it's
a
matter
of
like
mac
is
saying:
let's
look
at
it
29
to
30
years
to
see
how
many
employees
we
capture
with
that
and
how
much
it
cost
us
and
then
it's
a
question:
do
we
want
to
be
net
neutral
and
not
go
into
the
fund
balance.
G
A
Do
we
want
to
consider
spending
any
fund
balance,
that's
kind
of
the
what
I'm
gathering.
J
I
D
D
C
D
J
I
J
J
D
C
D
J
Yeah,
but
the
number
you're
using
is
basically
assuming
revenues.
Anticipated
revenues
remain
constant,
correct
in
all
likelihood
in
the
past
they
have
gone
up,
but
I
think
what
we're
saying
is
there.
Something
could
happen
too.
It's
not
guaranteed
that
they're
always
going
to
continue
to
increase
if
they
just
stayed
the
same
as
where
they
are
right.
Now,.
F
If
you
manage
the
growth
and
year
24
25.,
seven
percent
Mr
cheat
would
mention
the
seven
percent
increase
the
millage,
as
well
as
the
the
bonds
we're
still
replenishing.
As
we
go
along
seven
percent.
Seven
percent
right
did
I
misunderstand
him:
we
would
grow
funds,
we
would
increase
our
funds
from
the
millage
and
from
the
one
percent
right.
J
F
D
Are
for
our
our
Capital
needs
and
to
pay
our
current
debt
service
and
for
any
new
projects
that
are
on
the
board,
and
we
only
had
the
eight
percent
money
for
a
long
time,
and
now
we
have
that
additional
Penny
sales
tax,
so
those
that
funds
all
of
our
building
programs,
all
of
our
Capital
needs.
And
then
this
is
the
operating
budget
which
is
basically
based
on
tax
revenue
and
and
from
the
state.
C
So,
just
for
clarification,
I
think
that
the
depleting
of
our
general
fund
happens
if
we
don't
grow
if
we
just
stay
static
and
we
pay
out
that
much
every
year.
So
if
our
income
is
exactly
the
same
as
it
is
today
for
the
next
10
years,
we
will
not
have
a
general
fund.
H
L
D
And
what
about
increases
in
the
years?
We
want
to
look
at
35
or
do
we
prefer
to.
F
J
D
So
you
so
here,
30
years
at
six
percent,
were
comfortable.
So
you
want
to
see
what
we
would
be
if
we
did
seven
percent,
because
it's
between
it's
between
it's
right
between
the
six
percent
and
the
eight
percent,
where
we
start
depleting
fund
balance.
N
K
C
I
I
C
H
D
D
L
J
N
J
K
J
D
So
so,
for
consideration
for
the
final
budget,
presentation
or
I
can
send
something
out
sooner
and
we'll
recalculate
that
for
the
seven
percent
and
see
where
we
are.
If
we
have
a
little
bit
of
movement,
then
I
can
also
do
the
7.5
percent
and
see
where
we
are
yeah
and
then
but
am
I
hearing
everyone
correctly,
that
we
probably
want
to
stay
at
28
years
or
do
we
want
to
see
about
moving.
A
D
D
I
do
recall
I'm
telling
my
age,
but
when
we
moved
from
25
years
to
28
years,
that's
what
we
did.
We
did
we
added
a
year
at
a
time,
yeah.
D
J
D
D
D
D
So
for
the
next
budget,
Workshop
we'll
bring
back
a
seven
percent,
possibly
a
seven
and
a
half
percent
and
increasing
the
salary
scale
to
29
years.
Does
that
sound
agreeable.
J
C
At
Charleston's
at
30
right
now,
Charleston's
at
30
now
Charleston's.
J
C
J
D
Three-Year
plan
to
increase
it
additional
every
two
two
years
every
year
or
something
like
that
to
get
us
where
we
need
to
be
that
math
actually
would
work
out.
You
increase
it
to
29,
and
then
we
can
get
to
35
in
three
years.