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B
Dude
we'll
call
the
april
2021
meeting
of
the
south
thompson
county
school
board,
audit
and
finance
committee.
To
order
can
I
get
a
motion
to
approve
the
agenda.
C
B
Poses
the
agenda
is
approved,
assuming
everyone
has
had
an
opportunity
to
review
the
minutes.
Are
there
any
corrections
to
the
minutes?
If
not
I'd,
entertain
a
motion
to
approve
the
minutes
as
presented.
D
B
Okay,
the
procurement
audit.
We
will
hear
from
clifton
allen.
E
B
E
I
don't
see
clifton
larson
allen
on
the
call,
so
I'm
not
sure
what
happened
there.
I
can
now
cover
the
audit
report.
I
have
wayne
wilshon
on
the
live,
detail,
answer
questions
and
then,
if
clifton
larsen
allen
comes
on
board
later
they
can,
they
can
weigh
in.
We
essentially
haven't
gone
through
the
annual
audit
for
the
procurement
operation.
We
have
about
three
audit
findings
I'll
go
through
each
one
of
those,
the
first
one.
I
believe,
that's
a
repeat
that
the
district
did
not.
C
F
Right,
the
f:
are
we
following
this
on
the
screen,
or
do
we
need
to
open
these
documents
up
in
our
on
our
each
of
our
laptops.
E
So
in
some
instances
it
would
be
better
if
you
would
open
them
up
in
this
particular
instance.
We
can,
we
can
have
it
on
the
screen.
So
are
you
able
to
put
those
on
the
screen.
E
All
right,
so
typically
what
happens
with
that
with
the
clifton
larson
allen
report,
they
will
have
a
a
powerpoint
presentation
that
they
would
go
through.
So
we
don't
have
that
powerpoint
up
here
so
anyway,
there
were
three
three
findings.
One
was.
E
Was
that
the
the
district
did
not
did
not
do
a
review
of
a
representative
sample
of
p
card
transactions
to
make
sure
that
there
was
compliance
and
what
the
district?
What
we
were
working
on
was
revamping
how
we
managed
the
picard
process.
E
We
we
took
that
to
be
our
review
process,
they
already
saw
it
differently,
and
so
we
did
not
do
a
minimum
of
twenty
percent
of
peacock
purchases,
a
compliance
review
of
those
each
each
month,
and
so
we
have
accepted
that
as
well
with
finding
no
disagreement
and
we'll
make
corrective
changes
to
that
process.
B
That's
john,
can
I
ask
a
question:
we
knew
that
there
was
a
twenty
percent
requirement,
but
because
we
were
doing
we
weren't,
I
mean.
Is
that
what
you
said
I
mean
this
was
something
that
we
weren't
aware
that
we
needed
to
do.
E
We
were
aware-
and
so
in
the
past
we
have
been
doing
these
and
then
we
decided
to
take.
I
decided
to
to
do
a
complete
review
of
the
peacock
persons
process
and
so
we're
making
some
changes
in
that,
and
so,
when
we
went
into
the
pandemic
mode
last
spring,
we
simply
didn't
do
the
the
the
the
sampling
that
we
normally
would
have
done,
and
so
my
my
position
during
this
pandemic
was
that,
as
we
were
revamping
how
we
manage
the
picard
process.
E
That
should
suffice
us
the
as
the
the
p-card
compliance
review.
The
auditors
did
not
see
it
that
way
that
we
still
need
to
do
the
20
each
year
on
each
month,
brother.
So,
yes,
we
were.
We
were
aware
of
the
requirement
and
thought
we
would
meet
in
the
requirement
through
this
other
process
and
and
again
in
order
to
sort
differently.
C
E
So-
and
I
mean
I
didn't-
I
didn't
take
an
exception
to
it.
I
mean
I
had
a
different
different
opinion
in
my
approach,
but
I
didn't
take
exception
to
the
artificially
and
the
second
one.
The
second
order
finding
is
similar
in
terms
of
I
didn't
necessarily
agree
with
the
with
the
citation,
but
I
didn't
take
any
take
exception
to
it
in
the
audit
report
and
this
again
is
related
to
the
to
the
pandemic.
E
So
when
the
pandemic
started
in
all
staff
and
working
from
home,
we
had
an
instance
where
that
I'll
prove
that
we
need
to
make
a
a
delivery
to
someone's
house
versus
delivering
it
to
the
school
to
them.
To
this
case,
calhoun's
excuse
me
bridge
bridgeview,
and
so
I
authorized
a
direct
shipment
to
to
an
employee's
house
a
p-card
purchase,
as
opposed
to
having
that
person
come
back
into
into
the
office
during
the
earlier
early
stages
of
the
pandemic.
E
E
And
the
final
finding
was
a
simply
a
who
who's
approving
a
a
surplus
disposition
who
has
the
authority
to
actually
make
that
make
that
that
approval,
the
chief
procurement
officer
or
the
chief
business
officer-
and
it
was
made
at
a
different
level
of
the
organization?
E
Again
this
that's
a
finding
that
I
did
not
take
this
exception
with.
In
fact,
they
ain't
taking
exceptions
with
any
finance
these.
These
were
the
only
three.
E
Let
me
ask
mr
wilshere
too
I'll
talk
through
it.
Talk
through
that
foreign.
G
E
B
F
So
let
me
ask
a
question
joyce
sure,
so
I
have
a.
I
have
three
questions
so,
first
off,
can
we
go
back
to
the
cover
page
and
explain
to
me
what
the
difference
is
between
it's
the
language?
In
the
background
discussion,
it
says
that
expression
of
an
opinion
about
whether
the
ccsd
procurement
procedures
are
in
compliance
with
the
ccsd
procurement
code
and
it's
ensuring
ensuing
racks
and
then
the
last
senate
says
it
does
not
provide
a
legal
determination
on
the
district's
compliance
with
specified
requirements.
So
what
are
they
providing
a
determination
on?
F
E
Well,
I
miss
cause.
I
don't
want
to
speak
for
the
audit
firm,
but
having
been
an
auditor
in
my
you
know,
my
previous
work
experience.
E
Auditors
and
audit
officers
take
the
position
that
that
management
of
any
any
part
of
the
operation
is
the
responsibility
of
management,
and
so
these
types
of
statements
are
put
into
audit
reports
to
to
make
that
separation
between
the
organization
that's
being
audited.
The
management
of
that
firm,
in
this
case
the
school
district
and
what
the
responsibilities
of
the
of
the
audit
firm
might
be.
F
Thank
you,
and
so
I
did
some
review,
and
I
know
that
at
some
point
and
it
was
not
on
a
board
agenda.
F
So
that
just
makes
me
a
little
nervous
that
we
find
something
that
we're
not
doing
is
in
terms
of
the
20
of
peacock
our
purchases
per
month.
And
the
response
is
we'll
just
we're
going
to
change
that
rule.
There's
a
reason
that
rule
was
implemented
and
I
I
couldn't
find
from
2020
forward
any
reason
why
we
decided
that
rule
was
not
necessary
and
I
also
wanted
to
know
if
the
firm
you
hired
in
2020
to
do
the
internal
audit
audit
caught
these
same
issues.
G
About
I
think
I
can
address
this
here.
If
you
look
at
it,
we're
not
per
se
what
what
what
we're
doing
here
is
originally
we.
This
was
a
a
function
that
was
being
performed
by
the
internal
audit
department.
We
no
longer
have
an
internal
audit
department.
What
I'm
saying
we're
going
to
change
that
function
from
the
internal
audit
department
to
the
internal
consulting
department
who
will
now
perform
that
that
function.
F
F
Perfect
and
then
so,
the
last
question
was:
did
the
audit
firm
that
we
hired
in
2020?
It
was
on
the
january
2020
board
agenda
to
hire
an
external
firm
to
look
at
our
auditing?
Did
they
catch
this
or
was
that
not
their
scope
of
work?
H
B
Members:
okay:
I
want
to
go
back
to
where
you
know
that
that
last
audit
report,
where
we
had
no
finance
so
since
these
were
you
know
one
one
instance
I
would
assume.
I
will
hope
that
the
next
time
we
will
be
back
to
not
any
findings
but
anyways,
so
yeah.
E
B
Okay-
and
I
think
this
was
for
information
and
not
action-
is
that
right,
I'm
I'm
having
a
hard
time
managing
my
screen
here
now.
B
Okay,
so
the
next
item
on
the
agenda
is
the
early
learning.
Is
that
right?
Because
I
can't
I
can't
pull
my
agenda
up-
is
that
the
next
item.
E
I
Pardon
yeah
good
afternoon
you're
correct,
miss
green.
The
the
next
item
is
the
head
start
early
head
start
budget
regarding
a
cola.
Every
year
the
office
of
head
start
allocates
funding,
or
most
years
allocates
funding
for
us
to
get
receive
a
call
for
the
upcoming
school
year.
So
we
do
have
to
apply
for
it.
So
we
are
requesting
the
allow
for
approval
to
allow
us
to
apply
for
the
cola
funding.
I
It
would
only
be
if
approved
by
the
board
and
approved
by
the
office
of
head
start
would
only
be
allocated
along
with
district
if
they
do
a
cola
for
the
next
school
year.
B
Any
questions
can
I
get
a
motion
to
approve
the
head
start.
Funding
cola
supplement
application.
I
move
to
approve
second.
D
F
May
I
ask
a
question
just
and
miss
foxworth.
This
can't
be
answered
today,
but
I
I
think
it
might,
and
I
would
ask
the
chair
that
it
seems
like
we're
a
little
top-heavy
in
this
department.
I
mean
we've.
I
went
through
the
the
listing
and
there's
managers
of
site
managers
and,
and
then
managers
of
programs
within
the
site
managers
and
I
I'm
sure,
there's
a
a
a
reasonable
explanation,
but
there
seems
to
be
an
awful
lot
of
managers
in
this
program.
How
many
kids
does
the
head
start?
Early
head
start
serve.
I
Let's
start
early
head
start
together
serves
a
thousand
and
one
students
when
we
are
funded
and
the
office
of
head
start
or
the
head
start
program
requires
a
lot
of
levels
of
supervision,
starting
with
the
teachers
and
then
the
site
managers
are
the
the
ones
on
site
that
make
sure
all
the
dss
regulations
on
each
site
are
followed,
and
then
we
have
others
like
education
managers
to
make
sure
that
education
head
start
performance
standards
are
followed
and
then
head
start
requires
us
to
have
a
service
area
manager
for
each
content
area
such
as
health,
men,
health,
mental
health
screening,
etc.
I
So
a
lot
of
these
mandates
that
we
people
we
have.
We
are
because
of
head
start
mandates.
The
office
of
head
start
require
allows
us.
We
cannot
go
above
15
administrator
fee
and
we
are
not
near
that
and
avis
can
tell
you.
F
Thank
you.
I
may
want
to
ask,
because
it
does
look
like
possibly
some
overlap.
I
certainly
understand
why
you
need
the
health,
the
nutrition
manager,
the
nurse
the
compliance
manager,
but
then
you
have
three
other
compliance
managers
managing
specific
compliances.
So
just
when
you
put
it
in
one
page,
it
can
look
like
a
lot,
but
I'm
sure
there
are
reasonable
explanations
and
certainly,
if
you're
not
exceeding
the
15,
but
maybe
we
can
talk
about
this
offline
sure.
B
Yeah
or
maybe
it
might
be
that
once
we
see
what
the
requirements
are,
then
we
would
have
some
comparison
as
to
the
positions
that
are
being
required,
that
the
grant
requires
us
to
have
and
versus
those
positions
that
we
are
trying
to.
B
If
that
makes
sense,
yeah,
okay,
any
other
questions,
so
we
had
a
motion
and
a
second
all
in
favor
of
approving
this
item,.
C
B
B
All
opposed
so
the
item
carries
and
we'll
move
to
the
next
item.
B
And
I'm
totally
rely
dependent
upon.
My
of
whomever
is,
is
dealing
with
the
screen
to
see
what's
going
on,
okay.
So
the
next
item
is
the
fixed
cost
of
ownership.
Is
that
you
are
tom.
F
I
think
we
can
make
this
easy.
We
can
move
to
I'd,
make
a
motion
to
approve.
It
seems
very
well
explained.
C
C
B
Okay,
next
issue
is
phase
five
construction.
I
guess
don
this
is
you.
E
I'll
take
it
off,
so
the
department's
department
is
asked
to
take
a
look
at
that
for
vacation.
H
E
B
On
a
second,
how
about
now?
Okay,
no,
that
was
kind
of
muffled.
J
B
E
Okay,
hey
michael
here
all
right,
so
the
finance
department
was
asked
to
take
a
look
at
the
four
additional
potential
projects
for
the
facebook
capital
project
program
for
in
terms
of
funding.
So
as
everyone's
aware
that
the
facelive
program
is
currently.
C
B
Don,
I
don't
know
if
anybody
else
is
having
a
problem,
but
I
am,
I
don't
know
if
maybe
you
need
to,
if
maybe
you're
too
close
to
the
mic,
I
don't
it.
It's
muffled
to
me.
E
So
let
me
start
so.
This
capital
phase,
five
capital
program
that
was
that
was
recently
approved
by
the
voters
in
november,
is
funded
currently
by
100
percent
by
the
one
cent
sales
tax
staff
was
asked
to
take
a
look
at
the
potential
of
funding
additional
four
projects
using
eight
percent
debt
capacity,
and
so
what
we've
done?
We
pulled
those
four
projects
taking
a
look
at
the
total
cost
and
then
as
financial
advisors,
whom
it's
owned.
E
They
call
here
david
moore,
to
take
a
look
at
our
debt
scheduled
currently
and
figure
out
how
we
would
be
able
to
fund
this
additional
77.5
million
dollars.
So
I'll,
ask
mr
barrory
to
talk
about
the
projects
themselves
and
then
ask
david
moore
to
talk
about
the
process
that
we
came
came
up
with
to
determine
the
funding.
E
I
would
say
up
front,
though
in
the
funding
was
that
for
quite
some
time
the
district
has
had
a
strategy
of
eliminating
debt
by
the
year
732
and
what
you
will
see
in
the
presentation
from
mr
moore
that
they
are
two
funding
options.
Both
using
the
eight
percent
capacity
and
in
both
those
options,
the
debt
will
still
be
retired
by
2032
and
one
option
the
mills
would
go
up
slightly
and
in
the
in
the
second
option
the
military
village
of
28
would
remain
roughly
the
same.
E
And
so
that's
you'll
see
that
from
david
moore
and
before
that,
we'll
ask
mr
burroy
to
go
through
the
projects.
H
Thanks
don,
so
the
four
projects
that
I've
listed
and
recommended
here
are
all
in
north
charleston,
morningside
middle
was
recommended
and
approved
by
the
board
in
the
last.
During
the
last
board.
Meeting
the
remaining
three
projects
are
a
relatively
small
dollar
amount
with,
I
think,
significant
added
value,
deer
park,
middle
school
has
20
trailers,
classroom
classrooms
and
trailers
on
their
campus
and
cochrane
has
15
midland
park,
has
12
and
so
beginning
to
try
to
relieve
that
burden
of
trailers
in
these
schools,
I
think,
is
significantly
important
as
important
as
replacing
morningside
middle.
H
The
deer
park
middle
school
project
is
an
annex
to
that
facility.
It
will
provide
them
a
cafeteria
which
they
do
not
have
at
all
on
that
campus.
For
those
of
you
that
remember,
we
bought
this
campus
five
years
ago
from
a
private
school
and
it
did
not
have
a
cafeteria.
That's
why
we
don't
have
one
there.
In
addition,
fine
arts,
fine
arts
spaces
so
to
make
a
significant
difference
in
the
operation
of
that
school
midland
park,
a
very
constrained
campus.
H
If
we
eventually
want
to
get
rid
of
trailers
there,
we
need
additional
land
and
for
cochrane
it's
a
it's
a
large
project,
50
million.
But
if
we're
able
to
phase
this
with
replacing
the
trailers
to
start
with,
it
will
allow
us
to
add
down
the
road.
If
additional
funding
is
available,
so
for
12.5
million,
we
can
eliminate
the
campuses,
campuses
trailers
and
build
an
annex
that
would
be
part
of
an
eventual
new
school.
I
think
all
four
of
these
projects
are
extremely
important.
H
If
this
moves
forward,
I
would,
I
would
recommend
and
suggest
to
the
board.
They
include
them
in
wave
two
as
part
of
the
motion
wave
two
will
begin
in
2022.
K
Sure
and
don
yeah
you
can
go
to
page
two
good
afternoon:
everybody
I'll
move
through
this
pretty
quickly.
We
thought
it
would
be
helpful
to
have
some
background
information
just
to
give
you
some
context
or
how
the
district
manages
its
debt,
the
policies
and
so
forth.
Right
now,
the
district
has
about
500
million
dollars
of
long-term
debt
standing.
K
That's
that's
comprised
of
general
obligation,
bonds
and
the
installment
purchase
bonds,
though,
all
of
that
debt
and
I'll
point
to
the
chart
below
in
a
minute
explain
explain
that,
but
all
of
that
debt
is
paid
off
by
2032.,
so
the
district
has
had
a
really
going
back,
15
or
20
years
target
2032
to
be
out
of
long-term
debt.
So
you
had
the
flexibility.
The
opportunity
to
meet
your
regular
ongoing
capital
needs
essentially
on
a
pay-as-you-go
basis.
K
K
Right
now,
debt
service
is
about
130
million
dollars
per
year.
It
does
change
a
little
bit
from
year
to
year,
like
increases
slightly
some
years,
it
decreases
a
little
depending
on
how
the
original
bonds
were
structured,
and
that
requires
about
28
mills
and,
as
as
you
know,
the
debt
service
budget
has
been
locked
in
at
28
mills
for
a
number
of
years
that
that
again,
just
like
getting
out
of
debt
by
2032
the
28
mills
has
been
a
target
that
we've
worked
hard
to
structure
debt
around.
K
So
you
don't
have
millage
increases
again
you,
the
the
two
kind
of
underlying
goals
for
your
debt
management,
have
been
to
be
out
of
debt
by
2032,
and
by
that
I
mean
long-term
debt
and
then
to
do
everything
we
can
to
keep
around
28
mills.
Well,
that's
not
a
magic
number.
It
is.
It
has
we've
been
able
to
do
that,
while
addressing
all
the
district
capital
needs
in
that
chart?
There's
two
things:
the
the
bars
represent.
K
The
total
debt
service
and
the
yellow
line
represents
the
revenue
that
gets
generated
by
the
28
mil
levy
and
there's
assumptions
for
modest
growth
in
assessed
values.
Over
time
and
so
forth,
that's
why
the
yellow
line
drifts
up
and
you
see,
there's
sometimes
the
yellow
line.
The
revenue
is
slightly
lower
than
the
debt
service.
Sometimes
it's
slightly
higher.
K
From
year
to
year,
we
work
with
staff
to
manage
the
precise
general
obligation,
debt
service
payments
to
fit
within
the
28
mills,
and
so
you
actually
have
a
little
extra
revenue
certain
years
you
use
that
the
following
year
and
that's
important
as
we
move
into
the
scenarios
going
on
to
the
next
page,
don
actually
wait
before
you
go
there.
Sorry,
when
you
look
out
to
2032
you'll,
see
28
mills
yeah.
Can
you
back
when
you
look
out
to
2032
on
this
chart?
K
You
have
10
years
from
now,
so
very
soon
the
blue
mostly
disappears,
and
that
means
you'll
have
the
choice
to
fund
more
projects,
especially
pay
as
you
go,
or
debt
service
and
other
long-term
geo
bonds,
if,
if
desired,
that's
of
course
the
board
a
board
decision.
Okay
on
to
the
next
page
and
we'll
go
through
this
real
quick.
This
just
summarizes
what
we
just
heard
from
jeff
for
a
total
of
77.5
million
dollars
in
projects.
K
So
what
we
did
going
on
to
the
next
page,
we
looked
at
a
bunch
of
different
scenarios
and
then
honed
in
on
two
scenarios
that
are
highlighted
on
this
page
and
I'll
walk
through
the
first
one
quickly.
The
chart
you
to
the
right
that
you
see
is
the
same
chart
from
the
prior
page,
except
for
the
red
is
that
we've
added
shows
you
the
debt
service
for
this,
for
the
77
million
dollars
in
bonds.
K
One
of
the
things
you
know
pretty
quickly
is
that's
a
pretty
small
piece
of
the
total
debt
service
for
the
district,
so
it
doesn't
require
a
huge
increase
in
the
millage
levy.
It
works
out
to
be
that
the
millage
levy
would
peak
at
about
29
and
a
half.
Of
course.
K
Let's
assume,
there's
assumptions
as
to
the
growth
rate
and
assessed
values,
but
we
typically
use
very
low
one
or
two
percent
to
be
conservative,
so
the
millage
levy
would
peak
at
about
29
and
a
half
mils
in
2025,
and
the
debt
service
is
about
nine
million
dollars
per
year.
If
you
go
down
down,
if
you
could
scroll
down,
we
also
went
in
and
create
a
scenario
where
we
shaped
the
debt
service.
K
We
optimized
the
payments
and
when
you
look
at
the
red
bar
you
see,
the
bar
out
in
2032
is
larger
than
the
other
bars,
because,
if
you
remember
from
the
prior
pages,
that's
when
a
lot
of
the
existing
debt
service
goes
away,
and
so
we
put
more
of
the
payment,
it's
kind
of
making
a
lump
sum
payment
or
paying
off
your
mortgage
or,
however,
you
want
to
look
at
it.
We
put
that
in
2032
and
the
reason
that,
for
that
was
twofold
one
you
have
space
there
and
two.
K
It
aligns
with
the
goal
of
having
all
long-term
debt
paid
off
by
2032.
when
we
do
that.
We're
able
to
keep
the
millage
levy
must
much
close
closer
to
28
mils.
It
would
go
up
a
little
bit
between
now
and
then
in
certain
years,
but
it
would
not
go
as
high
as
the
29
and
a
half
for
the
prior
scenario.
The
bottom
line
is
both
of
these.
If,
if
the
board
wants
to
do
these
projects,
that's
a
very
modest
increase
in
the
millage
levy,
so
on
the
last
page
just
to
wrap
up.
K
K
So
we
again,
we
think
we
can
structure.
I
shouldn't
say
we
think
we
know
that
we
can
structure
it
to
keep
the
increase
modestly
above
28
mils
and
then
and
at
the
time
we
would
issue
the
bonds.
We
would
refine
the
structure
so
that
we
could
minimize
that
increase
to
be
under
the
29
and
a
half
mills
I
referenced
on
the
prior
page
and
can
get
it
to
most
likely
can
end
up
to
where
the
ongoing
millage
level
is
only
is
under
29.
K
Mills-
and
that's
that's
about
it-
that
the
punchline
is
just
what
I
said
is
to
fund
those
projects.
The
millage
levy,
you'd,
have
a
modest
military
increase,
beginning
a
year
or
two
from
now,
depending
on
when
you,
you
would
actually
borrow
the
money.
K
B
I
guess
my
my
one
question
would
be
to
jeff
the
board
asks
you
and
don
to
look
at
the
funding
for
morningside.
So
is
it
your
plan
to
go
back
to
the
board
and
said
and
say
in
conjunction
with
morningside,
if
we're
going
to
do
that
project,
you
are
recommending
that
we
take
on
the
other
two
projects
as
well.
Is
that
the
plan.
B
Okay,
and
so
the
action
for
audit
and
finance
today
is
to
make
a
recommendation
on
one
of
the
one
of
the
funding
op
options,
and
I
think
staff
is
recommending
option
two.
If
there
aren't
any
questions
from
the
board
members,
can
I
get
a
motion.
H
C
B
All
in
favor
aye
aye
opposed
thank
you,
jeff
and
and
don.
Let
me
just
say
thank
you
for
having
the
insight
to
go
beyond
what
the
board
asked
you,
since
you
were
going
having
a
look
at
this,
because
I
think
this
will
probably
there'll
be
some
board
members.
That
would
be
really
pleased
that
y'all,
you
know,
took
that
extra
step.
So
thank
you
so
much
for
that.
B
The
next
item
is
okay,
I'm
I,
I
can't
see
my
sheet
okay,
thank
you.
The
audit
and
finance
community
volunteer,
as
we
know
we
are
gonna
have
a
vacancy
and
the
we
sent
out
the
advertisement
to
recruit
for
any
soliciting
applicants
for
the
physician
and
is
my
understanding.
We
had
six
vacancies.
I
mean
six
applicants
copies
of
each
of
the
resumes,
were
attached
to
your
board,
docs
don
and
is
recommending
miss
velma's
stamp
as
the
replacement.
A
B
I
have
worked
with
her
at
musc
any
questions
about
any
of
the
other
applicants.
Can
I
get
a
motion.
B
B
B
Okay!
The
next
issue
is
the
swm
be
report.
B
And
don
thanks
for
adding
the
board
goals
here,
that
was
a
nice
touch
on
the
on.
E
E
I'll
talk
briefly
about
it
and
bring
it
out
to
any
questions.
So
each
year
we
are
required
to
take
to
the
board
through
the
art
and
finance
community,
the
swmde
participation
from
from
that
from
the
prior
school
year.
We
we
did
that
for
fiscal
year,
20
in
october
of
2021
this
past
october,
so
what
we
are
doing
now,
because
when
we
presented
that
to
the
board
in
october,
that
was
prior
to
the
election
of
the
new
five
board
members.
E
So
we
resubmitted
us
as
information
primarily
for
the
benefit
of
the
new
board
members.
Now,
in
addition
to
the
fiscal
year,
20
audit
report
we're
also
putting
in
the
results
from
summer
work
in
the
maintenance
department
and
in
that
department
there
was
an
additional
amount
that
was
spent
during
the
summer,
never
been
fiscal
year
21
and
we
bring
that
up.
E
Okay,
so
the
again
the
fy
20
report
was
presented
to
the
board
in
in
october.
I
think
I
submitted
that
to
the
new
board.
That's
a
board
update,
so
the
prior
pages
on
this
presentation
here
before
this
page,
that
those
pages
give
the
results
from
last
year
that
have
been
presented
already.
E
What
has
not
been
presented
prior
to
today
is
this
page
here,
and
this
is
the
work
that
took
place
with
the
facilities,
maintenance,
maintenance
department
in
the
summer
of
2020,
which
would
have
been
possibly
closed
at
fiscal
year
20.,
and
so
you
can
see
the
numbers
here
of
the
total
of
23.2
million
dollars
that
was
spent
this
summer.
E
You
can
see
the
breakout
between
small
businesses
here,
african-american
businesses,
53
women,
on
business,
with
40
for
a
total
sw
mbe
of
96
of
the
23
million
dollars
that
was
spent,
and
then,
when
we
present
in
the
following
of
this
coming
year,
or
this
fall
of
this
year
in
october,
the
fy
21
result.
We
will
see
these
numbers
again
as
well
as
the
the
numbers
associated
with
the
full
fiscal
year.
B
My
only
observation,
as
I
was
reviewing
this,
I
know
that
we
exceeded
our
goal
of
20,
but
that
we
spent
a
lot
of
money
and
I
know
we
are
working
on
increasing
that
amount
that
we
spend
with
the
minority
firms,
but
and
I'm
pleased
that
we
were
able
to
be
28
percent,
but
the
the
question
that
I
had
done
is
the
is
the
group
that
is
working
on.
I
think
they
were
supposed
to
get
started
in
march.
Are
they
on
schedule.
B
E
Yeah
so
we
have
been
meeting,
I
think
we've
had
three
meetings
we
didn't
meet
last
last
week.
We
thought
you
know
because
of
spring
break,
and
so
I'm
not
sure
what
the
date
is
in
america,
but
we
will
be
meeting
again
this
month.
In
addition
to
that,
we
have
the
rfp
active
for
a
disparity
study,
so
between
those
two
activities,
the
the
disparaging
study
and
some
of
the
recommendations
that
this
ad
hoc
committee
is
working
on.
E
B
Okay
and
I'm
still,
I'm
still
having
some
difficulty
understanding
you,
but
since
I'm
I'm
just
I'm
I'm
trying,
but
maybe
since
I'm
the
only
one,
I'm
not
gonna,
try
to
ask
for
anybody
to
do
anything.
Maybe
just
I
mean
I
assume
it's
just
me:
okay,
any
any
questions
of
dawn
on
this
issue.
E
So
I'm
doing
this,
I
think
kathy
milner's
on
so
cathy
I'm
going
to
ask
you
to
walk
through
the
numbers
here
on
the
90
day,
enrollment
numbers.
E
Yeah,
so
so
the
takeaway
here
is
that
that
that,
compared
to
the
prior
year
fiscal
year
20,
we
are
actually
down
like
catholics
at
around
700
students.
But
we'll
stand,
stand
steady
for
the
entire
year
after
we
reached
the
45th
day.
E
So
the
135th
day
is
the
last
day
that
we
have
accounts
that
we
submit
to
the
state
and
that
becomes
then
the
basis
for
our
final
appropriation
from
the
state
the
35th
day,
and
so
what
we
anticipate
for
this
year,
as
well
as
fiscal
year,
22
next
budget
year,
that
we
will
have
a
decrease
in
student
allocation
from
the
state
appropriations
from
the
state
because
of
our
adm
average
daily
membership
for
students.
That's
dropped.
E
L
Good
afternoon,
I'd
like
to
report
for
february
2021
for
student
transportation.
As
of
february
28,
2021
first
student
had
a
total
of
437
drivers
for
390
routes
compared
to
february
of
2020.
They
had
excuse
me:
durham,
had
339
drivers
for
357
routes,
so
our
driver
account
is
still
holding
steady,
late
bus
lost
instructional
time
tracking.
L
For
the
month
of
february,
we
were
able
to
attribute
83.7
hours
of
lost
instructional
time
due
to
the
bus
as
being
late
in
february
for
february
2020.
The
report
that
you're
looking
at
is
not
correct.
I
was
able
to
find
that
there
were
812.6
hours
that
we
attributed
to
lost
instructional
time
in
february
of
2020..
L
Ridership
comparison
is
11
000
riders,
roughly
for
february
2021,
compared
to
approximately
22
000
in
february
2020.
top
three
schools
affected
due
to
late
buses
were
ac
conquering
with
20.8
hours,
lowell
hill
primary
with
12.6
in
north
charleston
l
with
12.4,
with
the
top
three
reasons
being
traffic
bus
breakdown
and
or
substitute
driver.
L
There
was
a
total
of
21
entries
in
the
late
bus
log,
for
which
this
report
was
based
on
and
again
overall
for
the
month
of
february.
First
student
maintain
approximately
112
driver
count
for
the
month
of
february,
and
that
is
all
I
have
for
transportation.
Any
questions.
D
D
E
E
I'm
unable
to
show
the
very
left-hand
side
of
this,
but
I
can
talk
through
it,
so
I'm
also
just
the
structure
of
the
document
first,
so
the
first.
The
top
section
here
is
revenue
expenditure,
east
column,
I'll,
walk
to
quickly.
The
first
column
shows
the
actual
revenue
and
actual
expenditures
through
february,
so
that'll
be
for
the
first
eight
months
of
the
year,
and
then
we
estimate
staff
estimates
in
the
second
column,
how
much
revenue
and
how
much
expenditures
will
we
will
incur
for
the
remainder
of
the
year.
E
We
add
the
first
two
columns
together
and
come
up
with
an
estimated
year
in
value
for
revenue
and
then
the
end
value
for
for
expenditures,
and
then
we
compare
both
of
the
next
column.
E
Fourth
problem:
we
compare
the
estimated
year
end
to
the
board
approved
on
budget
for
fiscal
year
21.,
and
so
that
is
the
next
column
we
have
the
budget
in
and
then
the
parents,
the
variance
column,
the
first
parents
column,
takes
a
look
in
comparison
when
the
budget
to
the
estimated
amounts
at
the
year
end
and
we
haven't
had
the
variance
on
there
and
then
for
for
information
purposes.
We
show
in
the
next
to
the
last
column
what
our
estimates
were
for
the
last
month
that
we
recorded.
So
when
we
reported
in
march.
E
What
did
we
report
in
the
finance
committee
and
then
we
should
have
found
various
columns
showing
the
balance
between
what
we
were
estimating
this
month
and
what
we
estimated
last
month,
so
that
we
can
highlight
any
significant
changes
in
our
projections
from
the
prime
month
so
and
then
at
the
bottom.
We
have
my
footnotes
to
highlight
some
of
the
activities
up
top
up
top.
So
that's
the
structure
of
the
document.
So
let
me
walk
through
the
numbers.
So
actual
revenue
for
through
february
is
458
million
dollars.
E
We
estimate
that
we
will
receive
another
11.4
million
between
now
and
the
end
of
this
fiscal
year,
and
so
the
estimated
amount
of
revenue
is
59.6
million
dollars.
That's
compared
to
a
budget
amount
of
541.4
million,
so
we
are
estimating
that
at
the
year-end
assume
that
we
will
have
28.2
million
dollars
more
in
revenue
in
the
spring
of
last
year,
the
two
biggest
factors
that's
driving
their
additional.
E
E
They
do
that
in
the
winter
of
each
year,
and
then
we
build
that
budget
on
that
in
the
fall
of
each
year.
The
county
auditor
does
another
analysis
and
updates
the
assessments
this
year.
We
did
not
make
any
adjustments
to
our
revenue
project
in
september
when
those
when
those
announcements
were
done
by
the
county
ordinance
office
in
february
of
this
year,
the
county
artists
did
an
additional,
which
is
typical,
an
additional
analysis
on
assessed
popular
values.
E
The
assessed
popular
values
were
significantly
higher
in
february
of
this
year
than
what
they
were
last
year
when
we
built
the
budget
and
so
that
9
billion
increase
in
revenue
is
driven
largely
by
increased
assessed
property
values
for
local
revenue.
E
E
They
did
so
with
the
stipulation
to
to
school,
to
the
state
departments
of
education
that
they
would
receive
the
money
that
they
could
not
allocate
to
their
school
districts
less
than
the
average
of
the
last
three
years,
the
prior
three
years
of
appropriations.
So
we
took
that
number.
This
185
million
dollars
here
was
the
average
of
the
of
the
appropriation
for
the
last
three.
E
You
know
five
or
three
years:
that's
what
we
that's,
what
we
budgeted
and
then,
when
the
district
I
mean
the
state
finally
decided
what
the
appropriations
were
going
to
be.
They
decided
that
for
fiscal
year,
21
the
21
appropriations
would
essentially
be
the
exact
same
amounts
that
they
were
for
fiscal
year.
E
20-
and
so
we
did
not
budget
for
that
for
the
additional
amount,
so
the
17.6
million
dollars
complies
primarily
primarily
of
that
additional
amount
that
that
that
we
did
not
budget
because
of
the
conservative
nature
of
our
budgeting
and
the
uncertainty
associated
with
the
pandemic.
So
those
are
the
two
biggest
factors
that
are
driving
the
revenue
to
be
28
million
dollars
higher
than
our
projected.
E
On
the
expenditure
side,
I
think
this
is
the
first
time
since
I've
been
here
that
we've
shown
a
projections
that
we're
going
to
end
the
year.
This
first
line
is
salary
salaries
that
we're
showing
that
we're
going
to
actually
overspend
on
salaries
for
this
fiscal
year
and
the
reason
that
is
because
we
have
two
expenditures
and
salaries
that
were
not
budgeted.
E
One
was
the
bonus
that
was
allocated
out
to
staff
last
fall
and
then
the
second
one
was
the
the
salary
adjustments,
the
cola
and
and
and
staff
increases
that
were
that
were
approved
by
the
board
this
early
spring
or
late
winter.
So
we
have
those
two
components
were
not
in
the
budget,
hence
the
the
additional
salary
amounts
showing
that
we've
been.
You
know
over
budget.
E
The
the
other
thing
that
I
would
highlight
here
is
that
this
is
significant
under
budget
projection
on
purchase
services
of
8.5
million
dollars
and
that's
being
driven
again
by
the
pandemic.
We
spent
less
in
purchases
purchase
services
because
of
the
pandemic
than
what
we
had
budgeted.
E
We
told
all
this
13.4
million,
I'm
sorry.
This
is
the
cares
act
that
we
received
late
last
spring
that
has
been
moving
to
the
appropriate
revenue
lines
where
those
expenditures
have
been
made
are
being
made,
and
that's
highlighted
in
the
footnotes
at
the
bottom
here,
where
those
are
going.
E
So
we
had,
we
add
up
all
the
advances
for
the
expenditures,
we're
projecting
that
we're
going
to
be
over
over
budget
about
3.9
million
dollars
here
and
then,
when
you
come,
when
you
add
those
two
and
the
additional
revenue
of
20.
28
million,
we'll
be
checking
that
we
will
have
a
excess
revenue
on
expenditures
over
24.7
million
dollars
here.
E
So
what
would
happen
with
that
24.7?
Hopefully?
Well
at
this
I
mean
the
point
that
this
might
this.
This
estimate
is
now.
This
estimate
will
change
each
month
as
we
get
to
the
end
of
the
fiscal
year,
but
this
should
be
the
the
ballpark
figure
where
we,
where
we
would
expect
to
end
the
year
so
currently
in
the
fund
balance
the
fund
balance
that
we
have
budgeted
for
fiscal
year.
21
is
112
million
dollars.
E
At
this
point,
when
we
close
the
books,
this
24.3
million
dollars
would
be
added
to
the
fund
balance.
So
our
fund
dollars
then
would
increase
the
130
130
637
million
dollars.
E
We
had
budgeted
to
use
fund
balance
to
help
manage
this
budget
because
of
additional
revenue.
E
We
will
not
use
all
of
that
and
we
will
be
able
to
practice
that
indicated,
increased
fund
balancing
and
if
the
committee
will
recall
earlier
this
fifth
week
earlier,
actually
last
fiscal
year
we
approved,
we
all
approved
a
a
change
to
the
fund
balance
that
allowed
laos,
but
the
district
to
place
16
of
his
prior
year,
expenditures
into
committed
front
balance
as
an
emergency
fund
so
that
that's
essentially
around
80
to
84
million.
E
B
Something's
going
on
with
with
my
computer,
because
I
can't
even
now
see
the
documents
so
anyways
are.
Are
there
any
questions
for
don.
B
E
Budget,
so
this
is
a
multi-year
financial
plan
and
we
use
this
as
a
starting
point
for
developing
the
budget.
This
is
the
first
month
for
this
fiscal
year
that
we
have
we
are
presenting.
We
are
multi-fun
multi-financial
plans
or
we
will
show
where
we
are
I'll,
bring
it
up
in
a
second,
but
we
will
show
where
we
are
with
this.
We
are
21
sections.
E
I
just
showed
you
and
then,
with
our
projections
are
currently
for
fiscal
year
22
and
then
how
that
plays
out
for
fiscal
years,
23
and
24.
E
and
again
that
would
be
the
starting
point
for
developing
the
fiscal
year
202
budget
and
then,
in
addition
to
the
multi-year
forecast
for
the
general
operating
fund,
the
committee
has
asked
staff
to
also
do
something
similar
to
the
capital
fund.
It's
your
multi-year
forecast,
and
so
we
have
to
ask
the
presentation
also.
E
E
So
it
might
get
a
little
tricky
saying
these
numbers.
So
if
you
have
the
document
in
front
of
you
may
be
helpful
again.
Let
me
walk
through
the
structure
of
the
document,
and
this
is
a
summary
document
that
is
comprised
of
a
lot
of
detail
excel
spreadsheet.
But
with
summarizes
here
again
at
the
top
half
of
the
document,
I
will
show
our
revenues
at
the
bottom
half
here
we
show
expenditures
the
first
four
columns
here
in
white.
E
We
have
a
historical
picture
looking
at
actual
sword
fiscal
year,
17
18,
19
20.,
that's
here
in
the
first
question
numbers
in
the
blue
section.
Here
we
look
at
those
those
axles
from
17
to
20,
and
we
put
averages
in
here
the
averages
that
I'm
focused
on
primarily
the
average
annual
change,
the
same
exchange
from
17
to
20.
That
becomes,
then.
E
Those
averages
then
become
the
basis
for
for
the
staff
to
think
about
how
we,
how
we
use
those
percentages
to
do
projections
for
the
out
years
so,
for
instance,
in
the
local
revenue
here
in
the
blue
column.
Here
the
average
amount
is
306.4
million
dollars
per
year.
E
The
average
change
of
the
increase
of
24.1
million
for
an
average
of
7.87
each
year
increasing
local
revenue,
so
that's
the
same
for
all
of
the
revenue
sources
here,
as
well
as
the
expenditures.
It's
looking
at
a
historical
perspective,
using
that
historical
data
to
help
inform
how
we
plan
on
projecting
forecasting
what
the
future
might
look
like.
E
The
next
column
to
the
right
of
the
blue,
the
first
column
to
the
right
of
the
blue
that
says
fy
21
budget.
So
that's
simply
the
budget
for
this
first
year.
The
next
column
here
this
orange
column,
is
the
exact
set
of
figures
that
I
just
went
over
in
the
monthly
financial
to
project
the
er
in
joining
569.6
million
dollars
in
revenue,
the
expenditures
here
and
then
down
here
at
the
bottom,
the
24.3
million
dollars
of
excess
revenue
expenditures.
E
So
this
is
these
two
columns
here,
the
executive
union
and
the
grant
with
what
I
just
showed.
The
committee
on
the
monthly
financial
report.
E
E
So
the
first
one
here
is
f
white
and
then
the
column
here
it
says
which
actually
fy
22..
This
is
our
first
look
at
what
the
revenues
would
be
for
22
as
well
as
the
expenditures
might
be
for
22..
So
let
me
walk
through
some
of
those
numbers,
so
here
the
first
one
was
saying
that
we
would
receive
364.2
million
dollars
in
local
revenues,
364
million-
that
is
a
5.35
increase
over
fiscal
year
21..
E
So
you
can
see
back
over
here
in
the
blue
column
that
the
average
for
the
last
four
fiscal
years
has
been
a
7.87
increase
in
local
revenue
each
year,
and
so
we've
reduced
that
to
5.35
percent
of
our
projection,
and
we
do
that
by
using
the
sales,
property
values
and
I'll
talk
about
a
little
bit
about
that
later,
so
364
million
for
local
revenue.
The
next
big
number
here
is
the
207.8
million
dollars
that
is
state
revenue
for
fiscal
year
22..
E
Coming
back
over
to
the
blue
column.
Here
this
5.07
that's
been
the
average
increase
in
our
state
revenue
we
put
in
2.,
almost
2.5
and
the
reason
why
we
did
not
go
higher
than
that
is
because
you
recall
from
the
the
presentation
that
captain
normally
did
on
the
rainbow
enrollment
that
we
have
a
reduction
in
enrollment
in
reduction,
so
that
means
u.s
students
less
money
coming
in
from
the
state
in
their
efa
education
finance
act
appropriations.
E
Also,
I'm
gonna,
I'm
gonna
skip
down
and
talk
a
little
bit
more
about
state
revenue.
Why
we
don't
probably
not
accelerate
that
more
than
what
we
have.
So
I
mentioned
the
this
number
right
here.
Forty
six
thousand
two
hundred
three.
This
is
the
adm
for
the
number
of
students.
As
of
90
days.
You
can
see
from
this
from
fiscal
year
20,
because
we
are
21.
E
We
have
that
reduction.
So
that
means
again
and
then
the
other
thing
I
want
to
highlight
in
this
in
this
table
in
this
column
here
this
is
the
base.
What's
called
the
base
student
cost,
and
so
this
is
the
state
number
that
has
allocated
that
this
is
the
dollar
amount
that's
allocated
by
the
state
to
each
every
student,
every
k-12
student
in
the
state
so
you'll
hear
the
state
talk
about
the
base.
E
Student
cost
is
going
up,
so
the
current
fiscal
year
is
24.89
2.89
it's
going
to
go
up
to
2500
next
year,
and
so
one
would
think
that,
with
the
base
student
costs
going
up,
then
charleston
would
be
getting
more
money
next
next
year
compared
to
this
year
because
of
the
increase
in
the
base
student
costs.
E
But
in
fact
we
do
not,
for
you
know
we
do
not
get
the
full
2500
dollars.
E
We
get
an
amount,
that's
calculated,
based
on
what
something
called
the
index
of
tax
scanability
ability,
and
what
that
is
is
that
the
state
education
funding
formula
through
efa
looks
at
the
property
values
in
each
county
in
the
state
and
gives
each
county
an
index,
and
that
index
is
based
on
the
what's
supposedly,
is
the
county's
ability
to
to
fund
a
portion
of
his
of
its
this
education
and
so
the
base
student
cost
amount
of
2500
is
adjusted
based
on
the
accountant's
ability
to
absorb
some
of
that
that
cost,
and
so
what
how
that
plays
out
for
charleston
here
of
that
2500
next
year
we
would
receive
812
dollars
per
student.
E
So
we
would
not
get
2500
dollars
per
student,
but
we've
got
812..
You
can
see
for
the
current
year
we're
getting
833
for
students,
so
we're
getting
less
money
next
year,
we'll
get
rid
of
the
less
next
year
appropriately
and
we're
getting
this
year.
E
Although
the
base
student
cost
increase
and
the
reason
why
that
is
because
they're
changing
in
our
index,
our
index
has
gone
up
from
14
1407
to
0.14270,
and
what
that
index
indicates
is
that
our
property
values
here
in
charleston
county
have
increased
at
a
higher
rate
than
the
property
values
elsewhere
in
the
county,
and
so
the
way
the
formula
works,
the
more
the
richer
you
are.
The
military
county
is
in
terms
of
property
values.
E
The
state
assumes
that
you
have
the
ability
to
to
pay
a
bigger
share
of
your
of
your
your
education,
educating
your
children
and
then
for
a
poor
county
and
poor
in
terms
of
property
value.
The
state
will
pick
up
a
bigger
share
of
that.
So,
where
you
see
where
charleston
is
getting
32
percent
of
the
2500
base
student
costs,
a
very
poor
county
may
very
well
be
getting
90
percent
of
that
base
student
cost.
So
it's
prorated
out
based
on
property
value.
Now.
E
The
the
irony
here
is
that,
although
our
index
is
going
up
because
our
private
values
are
going
up,
we
are
prohibited
in
one
state.
It's
prohibited
in
the
school
district,
it's
prohibited
from
using
home,
owned
property
values
to
for
for
the
general
operating
fund.
So,
although
our
property
values
are
going
up,
we
cannot
tap
that
to
actually
make
up
for
the
shortage
of
this
reduction
in
the
base
student
costs
and
that's
that's
the
result
of
act
388
that
was
enacted
by
the
state
legislature
back
in
now,
I
think
2008.
E
One
would
think
that
they
would
go
up
from
state
based
on
the
increase
in
the
state
in
the
in
the
base
student
costs,
but
because
of
how
the
legislative
laws
are
structured,
that
that
is
not
the
case
for
charleston.
E
And
so
the
the
last
item
on
the
projected
revenues
I'll
talk
about
this
20.7
million
dollars.
It
is
called
trans
trans
transfers,
solar
transfers,
and
that
is
the
majority
of
that
comes
from
the
from
the
state
through
the
eia
education
improvement
act
and
then
the
portion
of
that
cleaning
point
supplement.
Readiness
comes
in
from
indirect
rates
that
are
applied
to
grants
that
we
get
from
the
federal
government
and
so
for
a
total
executive
revenue.
E
And
then
on
the
expenditures,
the
one
that
would
happen
once
that
would
highlight
primarily
are
the
changes
in
the
in
salaries.
So
we
expect
salaries
to
at
this
point
to
be
28.,
288.6
million
dollars
or
not
increase
of
1.87
percent,
and
when
you
compared
the
average
increase
over
the
last
four
years.
That
number
is
six
point,
one
five
percent,
but
you
can
see
we
dropped
significantly
below
that
six
point.
E
One
percent
and
the
reason
why
again
it's
because
we
have
the
bonus
in
there
this
year,
that
was
not
budgeted
and
as
well
as
the
information
associated
with
I
mean
the
unbudgeted
salary
adjustments
that
we
made
this
year.
E
And
at
this
point,
I'm
not
going
to
go
through
all
the
other
expenditure
lines
here,
that's
the
basis
to
begin
the
development
of
the
budget,
and
so
when
you
come
to
the
art
and
finance
committee
next
month,
you'll
have
more
details
now
we'll
say
here
that
of
the
608
million
dollars
of
expenditures.
E
That's
projected
as
a
starting
point
that
does
not
include
any
any
changes
primarily
increases
that
that
the
various
divisions
would
need
to
make
sure
that
they
were
able
to
continue
making
the
progress
that
they're
making
this
this
10
million
dollars
here,
10
million
893
is
a
number
that's
called
a
use
of
fund
balance
that
would
can
be
used
to
cover
any
potential
increases
for
next
year.
I
expect
that
number
to
be
insufficient
for
for
a
starting
point
in
developing
the
budget.
E
But,
however,
it
is
a
an
amount
of
almost
11
million
dollars.
That's
the
starting
point
that
would
allow
us
to
to
to
begin
to
talk
about
increases
for
next
year,
but
the
last
two
pieces
that
I'll
talk
about
in
the
on
the
projections
for
next
year
is
this
is
2.7
million
and
that
is
called
use
of
fund
balance.
Emission
critical
action
carry
forward
so
last
the
current
fiscal
year.
E
The
budget
includes
things
like
12.4
million
dollars
of
mission,
critical
expenditures
out
of
that
twelve
point:
four
million
dollars
when
we're
projecting
that
we
will
not
use
2.7
million
of
it,
and
so
we
will
carry
that
forward
to
next
year's
budget
and
then
the
12
point
million
dollars
here.
This
is
the
use
of
fund
balance.
E
Every
year
since
I've
been
here,
we've
been
using,
the
enforcement
reform
balance
will
help
balance
the
budget
and
and,
at
the
same
time,
we've
been
able
to
add
to
the
budget
to
the
fund
balance
at
the
end
of
the
year.
E
E
So
it's
almost
like
a
certification
document
agreeing
with
the
county
auditor
that
this
is
the
amount
of
local
revenue
that
they
are
going
to
fishing
their
village
on
and
how
much
they
are
going
to
raise
for
the
district
they
use.
They
use
their
numbers
based
on
assessed
property
values,
and
so
what
what
we
generally
agree
with
the
with
the
two
entities,
the
county
largest
and
school
districts,.
E
A
three
percent
increase
in
assessed
property
value
to
generate
the
local
revenue,
so
that
is
correct
for
planning
purposes
when,
when
we
take
a
look
at
the
historical
going
back
several
years,
the
actual
increase
in
those
popular
values
have
been
closer
to
eight
percent,
and
so
that's
one
of
the
reasons
that
we're
dealing
with
a
lot
more
revenue
and
electric
taxes
than
what's
been
budgeted
because
of
the
assessed
property
value.
Estimates
have
come
in
significantly
higher
than
now
that
will
be
put
into
the
budget.
E
Again,
I
am
locked
in
to
making
sure
that
I'm
in
agreement
with
the
county
auditor,
they
take
a
comparable
approach
on
this,
because
I
understand.
E
Which
I
understand,
and
but
so
in
a
rate
I
know
at
the
same
time,
based
on
history,
at
least
for
the
last
several
years,
that
the
amount
of
local
revenues
are
coming
in
significantly
higher
than
what
we
had
budgeted,
and
so
what
we've
done
here
with
this
10.9
million
dollars,
although
although
the
364
million
dollars
here
is
based
on
the
asses
property
values,
we've
done
a
calculation
to
say
what
if
they
were
to
increase
to
a
level
of
5.
E
And
so
that's
what
that's.
What
this
this
number
here
is
ten
point.
Eight
nine
million
dollars
is
based
on
is
increasing
this
property
values
closer
to
what
the
actuals
have
been
for
the
last
several
years
and
and
the
proposal
that
I'm
presenting
is
that
we
used
not
to
use
that
to
say
we
don't
have
different
local
revenue
but
say
that
we
would
take
that
amount
of
money.
E
In
this
case,
the
12.3
fund
balance
to
help
balance
the
fiscal
year
202
budget,
with
a
plan
to
replace
that
use
of
landfills
with
this
10.9
million
dollars.
Assuming
that
the
sales
property
values
come
in
higher
than
what
what
they
historically
do
in
terms
of
what
we
budget,
so
that's
a
little
bit
complicated
explanation.
So
I'll
pause
here
make
sure
that
there's
any
questions
for
understanding,
especially
on
how
I'm
treating
the
proposing
to
treat
the
local
government.
B
E
So
that
that's
not
quite
clear,
not
quite
finished,
so
sorry,
sorry,
that's
officially
at
22.
and
then
then
that
then
becomes
the
basis
for
projecting
where
we
think
we're
going
to
be
on
and
we
have.
We
have
certain
factors
that
we
use
for
each
of
these
line
items
to
do
the
projections-
and
I
was
note
here
at
the
bottom-
for
fiscal
years-
23
and
24
we're
showing
positive
numbers
right
now.
E
I
expect
those
numbers
to
actually
go
down
because,
as
I
indicated
here
in
for
fiscal
year
22
we
have
10.9
million
dollars
here
of
that
we
have
as
a
placeholder
for
additional
expenditures
that
we
have
not
carried
out
into
23
and
24,
and
once
we
get
the
updates
from
the
various
divisions
in
the
in
the
in
the
in
the
district
on
terms
of
additional
additional
expenditures
for
next
year,
then
we
would
carry
those
out
make
adjustments
here
and
then
plan
on
how
we
would
how
that
what
the
impact
would
be
to
fund
balance,
ensuring
that
we
always
be
in
a
position
to
maintain
our
level
of
fund
balance
as
as
required
by
the
fund
balance
policy.
F
Have
so
one
thing
I
think
might
be
helpful
going
forward,
particularly
as
we
start
talking
about
the
ensuing
years
is
we're
spending
about
31
million
dollars
a
year
more
every
year.
These
are
expenditures,
not
revenue,
and
it
might
be
help
and
we're
stagnant
on
the
number
of
students,
so
we're
not
serving
more
students.
F
We
know
there's
a
lot
of
programs
that
have
been
bought
since
2017.
We
get
that,
but
let's
collate
it
back
down.
How
much
of
that
was
mandatory
cola
and
step
for
existing
employees
and
fixed
cost
of
operations,
increases
that
were
out
of
our
control,
and
then
we
can
talk
about.
What's
left
is
the
increase.
C
So
this
is
jorita.
I
just
wanted
to
thank
don
and
the
finance
staff
they're
among
those
groups
of
people
who
do
incredible
work.
People
know
when
they
don't
do
their
work,
but
they
rarely
get
the
kind
of
appreciation
that
that
this
committee
can
give
them.
So
I
I
just
wanted
to
give
a
shout
out
to
them
for
the
just
amazing
job
that
they
do
and
and
making
it
look
so
easy.
B
Thank
you,
dr
post,
awake
and,
and
and
I
I
totally
agree
with
you
hats
off
to
you
don
and
staff.
E
Thanks
to
my
staff,
well,
thank
you
all.
Thank
you
all
right.
So
speaking
of
staff,
the
next
item-
yes,
I'm
there,
I'm
sorry
there
any
other
questions
on.
E
Okay,
so
I'm
going
to
ask
joyce
green
to
sorry
sorry,
ms
green
george,
costello.
D
We
have
one
too
many
choices
on
the
call.
I
guess
again
get.
E
It
one
second,
so
I'm
gonna
ask
you
to
go
through
the
the
multi-year.
E
And
this
is
the
first
time
we
have
done
this,
mr
brett
johnson
he's
asked
for
about.
I
think
he
started
about
maybe
a
year
and
a
half
ago
said
that
when,
when
we
bring
to
the
committee
the
multi-year
operating
fund
forecast,
he
would
like
to
see
the
same
thing
for
the
capital,
and
so
joyce
has
worked
extremely
hard
on
this,
to
put
together
the
projections
for
the
capital
and
I'm
going
to
ask
her
to
walk
through
that.
For
you
all
joyce.
D
D
Page
two
is
the
revenue
detail
and
page
three
through
six
or
the
expenditure
details
you
could
just
leave
it
on
summary,
page
all
pages
include
footnotes
with
assumptions
that
are
being
made
to
support
the
numbers
and,
to
reiterate
this
is
a
capital
funds
multi-year
program
there,
therefore,
unlike
the
general
operating
capital
programs
cross
over
from
one
fiscal
year
to
the
next,
some
programs,
like
the
sales
tax
program,
for
instance,
commence
at
the
beginning
of
a
calendar
year
instead
of
a
fiscal
year,
so
those
considerations
have
been
modeled
into
the
fiscal
year
numbers
being
presented
today.
D
The
next
column
over
is
our
budget
for
2021,
and
the
third
column
is
the
projected
column,
which
probably
has
the
most
significance
at
this
point,
because
this
is
our
best
projection
as
of
this
time.
D
So
if
we
go
down
column
three
for
the
projections,
the
first
item
for
revenues
is
our
fund
balance
and
we've
increased
that
slightly
from
the
budget
number
because
of
our
2020
numbers.
D
D
The
second
thing
applies
to
the
8
capital
maintenance
program
of
10
million.
There
won't
be
any
change
there
either.
The
next
line
item
is
bridge
funding
for
the
2017
22
2022
program.
You'll,
see
in
the
projected
column,
there's
a
negative
30
million
and
to
explain
that
is
the
bridge
funding
is
funding.
We
borrow
with
eight
percent
bonds
so
that
we
can
make
sure
we
meet
all
of
our
obligations
of
the
program
because
we
receive
the
sales
tax
revenues
from
the
state
on
a
monthly
basis.
So
it
really
is
exactly
what
it
says.
D
It's
a
bridge,
it's
a
bridge
to
help
us
get
over
those
points
where
we
might
not
have
received
the
revenue
from
the
state.
So
we
have
borrowed
a
total
of
163
million
for
this
program.
Well,
now,
it's
time
to
start
paying
that
back,
which
is
done
via
the
sales
tax
revenues,
so
pfm,
david
moore,
who
you
saw
earlier,
advised
us
that
we
can
safely
pay
down
30
million
of
that
163
million
in
in
this
year,
which
will
be
paid
actually
next
month
in
may.
D
The
following
line
item
is
our
revenue
projections
for
the
sales
tax
program
are
going
up
slightly
again,
based
on
pfm's
model
that
they
do
an
update
based
on
our
actual
revenues
that
we
are
receiving.
I
basically
work
with
them
on
a
monthly
basis
and
at
least
on
a
quarterly
basis.
We
update
these
revenue
numbers.
D
We
want
to
go
down
to
expenditures
phase
3,
which
is
the
2010
through
2016
building
program,
you'll,
see
a
difference
in
the
budget
versus
projection,
because
we
just
have
a
few
lingering
projects
in
that
the
main
one
being
the
d3
bus
lot
project,
which
everyone
knows
is,
is
on
hold
or
just
taking
a
little
bit
of
time.
So,
a
year
ago
we
thought
we
would
have
expended
more,
but
the
reality
is
we're
probably
looking
at
about
ten
thousand
dollars
for
the
rest
of
this
year.
D
The
next
expenditures
are
for
the
phase
four
program.
This
revised
number
in
the
projection
column
of
156.9
million,
is
based
on
the
fourth
quarter,
ending
12
30
120
projections
from
our
construction
management.
Firm
coming,
that's
right!
Those
numbers
are
provided
from
farther
down.
Is
the
eight
percent
capital
maintenance?
Again
it's
a
finite
number.
We
borrowed
10
million.
We
have
10
million
to
spend
the
same
for
the
fixed
cost
of
ownership,
which
is
47
million
and
21.,
so
the
fourth
column
over
is
basically
the
variance
I'm
comparing
the
21
budget
to
the
21
projection.
D
So
that's
how
those
roll
up,
based
on
the
the
information
I've
given
on,
why
those
numbers
are
changing.
D
So
at
the
end
of
our
projected
numbers
at
the
very
midway
of
that
page,
we're
projecting
our
revenues
to
exceed
our
expenditures
at
the
end
of
fiscal
year,
21
to
a
positive
26
million
dollars,
so
that
positive
number
will
come
up
the
fiscal
year
22.
It
was
highlighted
in
yellow,
but
I
see
it's
not
on
the
screen.
That's
our
beginning
number
for
fiscal
year!
D
22.
again,
if
we
go
down
the
49
million
point,
two
million
dollars
is
actually
a
finite
number
which
the
board
had
approved
in
february
to
fund
and
for
the
funding
and
the
program
of
fixed
cost
ownership.
22..
The
same
applies
to
the
10
million
right
below
it
for
the
8
8
capital
maintenance.
That's
already
been
board
approved.
D
D
D
Below
again,
the
phase
four
expenditures
are
coming
from
quarterly
cost
curves
from
coming
our
construction
management
firm,
the
phase,
five,
the
eight
percent
capital
maintenance
and
the
fixed
cost
again
are
fixed
numbers
based
on
the
amount
we
borrowed.
D
D
We,
the
next
line
item,
is
eight
percent
capital
maintenance.
We
will
be
phasing
that
out
in
20
this
we
are
23
because
the
phase
5
program
will
be
commencing.
Capital
maintenance
is
going
to
be
receiving
an
35
of
the
total
revenues
for
that
program.
D
They're
going
from
phase
four
program,
which
was
a
total
of
108
million
to
a
total
of
270
million
in
phase
five.
D
D
Then
we
have
the
ones
or
sorry
the
sales
tax
phase.
Four
this
will
be.
This
program
will
be
wrapping
up
in
23
it.
Actually,
the
sales
tax
are
collected
through
december
31st
22,
but
there's
a
lag
in
when
we
actually
receive
the
revenues
from
the
state,
so
that'll
carry
a
little
into
fiscal
year.
23.
D
D
We
haven't
created,
cost
curves
for
phase
five
yet
so
these
are
based
on
the
capacity
to
borrow
and
prior
history
of
what
we
can
execute
in
certain
years.
The
next
line
item
is
the
one
cent
sales
tax
phase
five
revenues
again
in
fiscal
year,
23
and
24.
These
are
provided
by
pfm,
who
continues
to
upload
and
update
their
models
and
provide
those
numbers,
the
expenditures,
sales,
tax,
phase.
Three.
D
We
are
looking
positively
to
wrap
that
up
in
fiscal
year,
23
with
the
d3
bus
lot
and
any
other
miscellaneous
projects
that
we
may
have
in
the
final
stages
phase
four
expenditures
again.
These
are
based
on
the
fourth
quarter:
cost
curves.
We
should
be
wrapping
up
that
program
in
fiscal
year
23.
D
and
right
when
we
end
n1
sales
tax
program,
the
other
one
rolls
right
into
it.
As
you
know,
so
we
are
projecting
82
million
and
161
million,
respectively
of
expenditures
in
phase
5
for
fiscal
year,
23
and
24.
D
and
again
to
note
this
is
based
on
estimates
and
historical
information
and
also
what
revenues
we
will
have
available
to
execute,
because
the
cost
curves
haven't
been
done.
These
numbers
could
fluctuate
just
to
let
you
know-
and
I
think
I
just
had
the
fixed
cost
of
ownership
expenditures
left
for
fiscal
year,
23
and
24..
D
D
B
All
right
so
don
are
you:
are
we
still
working
on
the
budget?
Are
we
is
this
the
I'm?
I'm
not.
I
can't
say
anything
on
my
screen
again,
so
I
don't
know
where,
where
we
are.
E
So
that
that
concludes
the
the
presentation
again,
the
the
multi-year
financial
projections
and
the
general
operating
fund
is
that's
the
basis
for
the
beginning
of
the
fiscal
year,
20
22
budget.
So
I
need
to
make
sure
need
to
make
sure
that
the
the
committee
understood
that
fiscal
year
22
projection
and
then
we
will
build
the
budget
from
there.
E
And
when
we
come
back
to
the
financial
movie
in
april,
then
we
will
have
that
that
level
of
detail
for
for
the
for
the
fiscal
year
22
budget
and
then
support
workshop.
This
coming
monday,
we'll
talk
about
the
fiscal
year
22
budget
and
what
some
of
the
additional
expenditures
that
are
being
considered.
B
Is
that
a
workshop,
the
workshop?
You
do
you've
done
previously
for
board
members,
or
this
is
requested
from
the
new
board
members.
E
So
typically,
each
year
there's
a
there's
a
at
least
one
board
workshop,
and
so
this
would
be
following
the
formats
that
we've
used
in
the
past.
B
Okay,
any
other
questions
for
don
or
jeff
or
anyone
else
regarding
any
of
the
agenda
items,
because
that's
the
last
agenda
item
before
we
go
into
executive
session.
B
Okay,
all
in
favor,
so
committee
members,
I
guess
we
will
stay.
Are
we
gonna
be
asked
to
join
something
trina
or
did
we
just
stay
put?
F
B
Okay,
so
we
were
in
executive
session
to
receive
information.
No
votes
were
taken,
no
decisions
made
with
that.
I
will
entertain
a
motion
that
we,
oh
I'm
sorry
don.
We
need
to
deal
with
the
items
for
the
board
meeting
and
I
don't
have
my
agenda
right
in
front
of
me
because
I've
been
having
problems
all
day.
B
B
B
Okay,
I'm
just
getting
this
so
as
long
as
trina
has.
B
That,
okay
I'll
entertain
a
motion
to
adjourn.
A
A
E
B
Okay,
we're
just
trying
to
entertain
a
second
a
sec,
get
a
second
for
to
adjourn
the
meeting.
B
Okay,
okay,
all
right!
Thanks,
guys
thanks
everyone
and
we'll
see
you
at
the
april.
The
may
meeting,
thanks
for
your
participation.