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A
Good
afternoon,
everyone,
it
is
two
o'clock
by
my
clock
and
we
will.
I
will
open
the
meeting
for
the
audit
and
finance
committee
for
november
I'll
call
the
meeting
to
order.
A
B
C
A
October
5th
2021
minutes
are
there
pages
or
to
the
minutes
I'll,
eliminate
the
motion
that
the
minute
to
be
approved
as
presented.
A
Hi
so
the
fiscal
year,
21
financial.
C
D
Thank
you
very
much,
so
we
have
emily
sobzack,
quite
a
partner
for
our
new
external
art,
firm,
green
finney
to
present
the
results
of
operations,
financial
operations
from
fiscal
year
21,
and
I
will
remind
the
area
finance
committee
before
she
makes
a
presentation
that,
like
in
recent
past
years,
what
she's
going
to
be
presented
this
afternoon
would
be
preliminary
results.
The
firm
is
close
to
wrapping
up
their
their
work.
D
However,
the
we
are
required
by
state
statutes
to
submit
financial
statements
on
decent
no
later
than
december
one,
and
so
there
would
not
be
an
opportunity
for
her
to
come
back
to
the
committee
before
then.
What
she
and
I
have
agreed
to
is
that
if
there
are
any
substantial
changes
from
what
she
presents
this
afternoon,
then
I
will
make
arrangements
for
a
special
hour
meeting
for
her
to
come
back.
D
Otherwise,
I
would
like
permission
for
the
for
the
committee
for
us
to
go
ahead
and
submit
the
financial
statements
on
december
one,
and
she
will
be
back
to
the
full
board
through
a
presentation
to
the
full
board
in
december,
and
so
that
is
consistent
with
at
least
the
last
three
years.
How
we've
operated
so
with
that,
then
I'd
like
to
turn
it
over
to
emily
for
her
to
present
the
results
from
fiscal
year.
21.
emily.
E
All
right,
thank
you
good
afternoon.
Everyone
again,
my
name
is
emily
sobchek,
I'm
the
audit
partner
with
green
finney
that
oversaw
the
financial
statement
audit
for
the
district
this
year.
Before
I
get
into
my
presentation,
I'm
gonna
share.
You
should
have
in
your
agenda
packet
this
well
one
page
kind
of
summary
of
some
of
the
common
acronyms
that
we
use.
E
I
know
that
sometimes
we
in
the
auditing
world
can
get
caught
up
in
our
lingo
and
might
be
throwing
around
terms
that
you
have
no
clue
what
they
mean,
and
so
hopefully,
if
there's
anything
any
of
these
acronyms
that,
as
I
go
through
the
presentation,
or
certainly
in
the
financial
statements,
hopefully
this
will.
This
will
help
out
a
little
bit
with
that.
E
Okay,
so
before
we
get
into
the
financial
results
for
the
district,
I
do
like
to
remind
you
that
when
it
comes
to
your
financial
statements,
both
the
balances
and
the
disclosures
included
in
the
report-
that
is,
the
responsibility
of
the
district,
and
so
in
order
to
ensure
that
that
financial
information
that's
being
provided
at
year
end
for
audit
purposes,
but
also
that's
being
provided
throughout
the
year,
so
that
you
can
make
good
strategic
decisions
on
behalf
of
the
district.
E
In
order
for
that
information
to
be
relied
upon,
you
need
to
have
good,
effective
internal
controls
in
place
and
strong
policies
and
procedures
that
properly
address
the
risks
that
the
district
is
facing,
and
so
it's
important
that
that
when
you
design
the
policies
and
procedures
that
that's
not
just
a
one-time
thing
that
you
continually
each
year,
make
some
updates
and
revisions
to
again
to
mitigate
risks
as
they
change
our
responsibility.
As
your
auditor
is
to
audit
the
financial
information
provided
and
issue
an
opinion
based
on
that
audit.
E
That
opinion
provides
reasonable
assurance
that
the
financial
statements
are
materially
correct.
So
that's
that's
the
opinion
that
you
want.
That's
a
clean
opinion,
the
one
you
want
to
receive.
It
is
important,
though,
to
remember
that
we're
providing
reasonable
assurance
not
absolute,
so
it's
a
high
level
of
assurance,
but
not
absolute,
because
we're
not
looking
at
every
single
transaction
that
occurred
during
the
year
and
we
are
using
some
professional
judgment
in
determining
what
we
consider
to
be
material
to
your
financial
statements.
E
E
E
So,
looking
at
your
financial
results,
you
have
an
increase
in
your
general
fund
fund.
Balance
of
1.2
million
bring
total
fund
balance
in
the
general
fund
to
146.4
million,
as
of
june
30.,
now
included
in
that
amount
is
6.4
million,
that's
classified
as
non-spendable,
and
that
is
due
to
the
assets
being
in
non-spendable
form.
This
relates
to
inventory,
as
well
as
as
well
as
to
prepaid
expenses.
E
You
then
have
67.8
million
in
committed
fund
balance,
and
this
is
committed
for
future
operating
needs
and
that's
in
accordance
with
the
board
policy
that
was
revised
just
about
a
year
ago.
E
Your
assigned
fund
balance
includes
21
million
for
mission
critical
initiatives,
as
well
as
for
the
fiscal
2022
budget,
and
so
then,
when
we
take
out
those
designated
amounts,
we're
left
with
unassigned
fund
balance
of
51.2
million
that
represents
9
of
your
2021
actual
expenditures
or
about
eight
percent
of
your
budgeted
fiscal
2022
expenditures,
and
we
like
to
kind
of
put
that
in
perspective
by
comparing
it
to
the
operating
expenditures,
so
that
you
can
see
how
how
healthy
your
fund
balance
is
and
provide
kind
of
a
general
benchmark.
E
The
government
finance
officers
association
recommends
a
minimum
of
about
two
months
of
unrestricted
fund
balance,
and
so
that
would
be
looking
at
your
unassigned
assigned
and
committed
and
then,
like
I
said,
the
the
district
did
change
its
fund
balance
policy
about
a
year
ago
to
require
12
and
a
half
percent
of
your
operating
expenditures
in
your
committed
fund
balance
and
then
no
less
than
four
percent
in
your
unassigned
fund.
So
you
are
in
compliance
with
that
policy.
E
As
of
june
30th,
there
are
a
number
of
different
reasons
why,
having
that
healthy
fund
balance
is
so
important,
one
reason
is
to
help
with
cash
flows,
we're
measuring
fund
balance
at
june
30th,
but
your
property
tax
revenues,
which
of
course
are
a
significant
revenue
source
for
the
district.
Those
won't
start
coming
in
until
the
very
end
of
the
calendar
year
and
so
having
a
healthy
fund
balance,
allows
you
to
better
meet
your
cash
flow
needs
without
having
to
having
to
issue
significant
short-term
debt.
E
Having
a
healthy
fund
balance
also
allows
you
to
make
better
discretionary
choices
in
programs
that
you
maintain
when
funding
sources
change.
It
allows
you
to
maintain
the
same
level
of
services
that
you'd
like
to
maintain.
Another
important
factor
is
when
you're
issuing
debt.
You
certainly
get
better
interest
rates
when
you
have
a
healthy
fund
balance
and
a
strong
fund
balance
policy,
and
so
it
can
save
you
significant
money
on
in
interest
costs
over
the
years.
E
That
was
a
3
increase
from
the
prior
year,
primarily
related
to
property
tax
revenues,
as
well
as
your
state
revenues,
and
you
came
in
33.8
million
better
than
budget
so
better
than
budget.
By
about
six
percent
and
again
that
was
primarily
related
to
the
property
tax
revenues
and
the
state
revenues
in
the
general
fund.
You
also
report
budgeted
scheduled
transfers
in
of
16.2
million
on
the
expenditure
side,
you
have
just
under
570
million
for
the
year.
That
was
an
11
increase
from
the
prior
year
and
that
increase
was
primarily
in
your
personnel
costs.
E
So
you
did
give
a
two
percent
step
increase
for
the
fiscal
year.
You
also
gave
a
two
percent
cost
cost
of
living
adjustment
and
then,
of
course
you
had
the
two
approved
bonuses
in
octo
october
of
last
year
and
then
may
of
the
current
year,
and
while
your
expenditures
were
higher
than
the
prior
year,
they
were
still
about
two
percent
under
what
you
had
budgeted.
E
So,
let's
look
at
your
other
other
funds.
Your
special
revenue
funds
you've
got
three
special
revenue
funds
that
are
primarily
used
to
report
on
the
use
of
restricted,
federal
and
state
funding.
So
you
have
your
special
projects
fund,
which
has
a
fund
balance
of
8.6
million
as
of
year
end
that
fund
balance
is
assigned
for
special
programs
and
your
revenues
for
the
special
projects
fund,
totaled
about
93.2
million
for
the
current
year,
and
that
again
is
state
and
federal
funding.
E
Your
eia
fund
reports
state
funding
from
the
eia
act.
You
had
revenues
of
30.7
million
at
your
end
and
this
fund
does
not
report
a
fund
balance
as
any
unspent
funds
are
required
to
be
deferred
and
used
in
the
subsequent
year
and
then,
finally,
you
have
your
food
service
fund,
which
had
revenues
of
24.5
million.
E
E
Your
capital
projects
fund
had
a
fund
balance
of
27.7
million
at
your
end,
that
fund
balance
is
restricted
for
future
capital
projects,
because
this
fund
is
funded
through
revenues
from
the
local
one
cent
sales
tax
revenues.
Those
revenues
did
increase
again
for
fiscal
21
and
totaled
about
127
million
for
the
year.
E
E
However,
there
is
a
quirk
of
governmental
accounting
that
says
that
if
you
issue
short-term
debt,
then
that
that
should
be
reported
at
the
fund
level,
and
so
you
have
about
66
million
in
outstanding
bond
anticipation,
notes
that
are
reported
on
the
debt
service
district
fund
as
liability
as
of
june
30th,
and
so
that's.
What's
driving
that
deficit
on
the
debt
service
c
fund,
you
reported
a
finance
of
about
450
000.
E
E
Now
we'll
talk
a
little
bit
about
the
long-term
assets
and
long-term
obligations
that
are
reported
at
your
government-wide
level.
So,
as
is
consistent
with
the
past
several
years,
we
are
required
to
report
your
proportionate
share
of
the
state's
unfunded
actuarial
pension
liability.
So
this
relates
to
your
participation
in
the
state
retirement
systems.
E
This
liability
does
not
impact
your
fund
level
financial
statements.
It's
only
reported
at
the
government-wide
level
and
it's
important
to
remember
that
this
liability
is
an
actuarial
liability,
and
so
that
means
that
it's
based
on
a
number
of
different
estimates
and
assumptions.
E
This
is
not
a
liability
that
you're
ever
expected
to
write
a
check
to
pay
off.
What
you
are
expected
to
do
is
to
continue
to
pay
the
required
employer
and
employee
contributions
at
the
rates
mandated
by
the
state
and
that's
important
to
remember,
because
those
rates
have
been
increasing
for
about
the
past
10
years
now
and
so
the
rates
of
the
rate
of
15
and
a
half
percent
for
fisto
21.
It
is
consistent
with
the
prior
year
because
it
was
frozen
due
to
the
pandemic.
E
However,
it
has
increased
again
by
an
additional
1
for
fiscal
2022.,
so
for
fiscal
22,
we're
looking
at
a
rate
of
16.5
and
that
rate
is
scheduled
to
continue
to
increase
by
1
annually
until
we
reach
a
rate
of
18
and
a
half
percent
for
fiscal
2024.
E
and,
as
you
know,
the
this
budget,
the
your
operating
expenditures,
the
majority
of
those
are
in
personnel
costs
about
70,
and
so
when
these
fringe
rates
are
increasing.
So
significantly
that
will
have
a
significant
impact
on
your
budget,
and
so
it's
very
important
to
keep
that
in
mind
as
you're
making
personnel
decisions
and
long-term
budget
budgeting
decisions
very
similar
to
the
pension
liability
is
the
other
post-employment
benefits
liability.
This
relates
to
your
participation
in
the
state
retiree
health
care
plan.
E
Just
like
the
pension
liability,
it
is
an
actuarial
liability.
It
is
your
proportionate
share
of
the
total
unfunded
actuarial
liability
for
the
plan,
and
so
again,
while
that
is
a
large
number
604
million.
It
is
not
a
liability
that
you're
expected
to
write
a
check
to
pay
off
and
it
is
not
reported
on
your
fund
level
financial
statements,
your
your
state
mandated
contribution
rate
for
this
plan
is
six
and
a
quarter
percent
that
is
consistent
with
the
prior
year
and
it
will
remain
the
same
for
fiscal
2022..
E
So
now,
looking
at
some
more
traditional
assets
and
obligations,
you
have
capital
assets
of
1.7
billion
as
of
june
30th.
That
is
an
increase
of
close
to
52
million
from
the
prior
year
as
your
capital
additions
exceeded
depreciation
expense.
Some
of
your
more
significant
capital
projects
that
were
completed
during
the
year
include
the
ce
williams
and
camp
road,
middle
schools,
lucy
beckham,
high
school
cooper,
river
center
for
advanced
studies
and
the
district
4
stadium.
E
On
the
long-term
obligation
side,
you
have
total
long-term
obligations
of
584
million
as
of
june
30th.
That
is
a
decrease
from
the
prior
year.
Due
to
your
scheduled
principal
payments,
you
had
a
couple
of
new
bond
issuances.
This
year
you
had
the
2020
geo
bonds
at
just
under
92
million.
Those
were
issued
to
finance
the
payments
on
the
seed
debt,
and
then
you
had
the
2020
cf
installment
purchase
revenue
refunding
bonds
of
about
157
million.
E
Those
were
issued
to
advance
refund
a
portion
of
the
2000
2013
cf
iprbs,
and
those
resulted
in
a
reduction
in
your
total
debt
service
payments
over
the
next
10
years
of
16
million.
So
really
taking
advantage
of
the
good
interest
rate
that
we
have
right
now
you
made
principal
payments
of
128
million
during
the
year
and
you
have
short-term
bond
anticipation,
notes
outstanding
of
215
million
as
of
june
30th.
Those
will
be
repaid
some
in
november
this
current
month
that
we're
in
and
then
the
remainder
in
may
of
2022.
E
We
did
issue
one
new
accounting
standard
this
year.
It's
scarcity,
number
84,
which
provides
new
guidance
for
fiduciary
activities
and
the
result
of
the
implementation
was
that
your
pupil
activities
fund,
which
has
traditionally
been
reported
as
an
agency
fund
or
fiduciary
fund
that
was
required
to
be
moved
to
a
special
revenue
fund,
and
so
it
is
included
in
your
special
projects
fund
for
fiscal
2021..
E
For
for
next
year,
fiscal
2022
will
be
implementing
new
guidance
related
to
leases,
so
that's
gasb,
number
87
and
the
district
is
currently
gathering
information
to
determine
exactly
how
this
will
affect
your
report
for
next
year.
So
we'll
talk
about
this
lots
more
once
we
have
some
additional
details.
E
So,
as
you
know,
we
are
required
to
perform
a
single
audit
every
year.
That's
the
additional
compliance
audit
required
by
the
federal
government
for
all
entities
that
expend
greater
than
750
000
in
federal
awards
in
a
single
fiscal
year,
and
so
we
use
the
federal
guidelines
in
determining
which
specific
federal
programs
we
test.
Each
year
this
year
we
looked
at
idea.
E
We
do
note,
though,
that
an
important
factor
here
was
that
the
employee
that
is
typically
charged
with
oversight
for
that
sr
time
and
effort
reporting
was
out
on
extended
medical
leave,
and
you
know
just
one
of
the
many
things
that
has
been
a
challenge
this
year,
as
we've
been
continuing
in
this
pandemic
environment
is
that
you
know
that
is,
is
increasingly
common.
E
E
C
E
You
know
at
all
of
your
schools
in
classrooms
that
presents
a
higher
level
of
risk,
and
so
we
know
that
the
district
has
has
established
good
controls,
good
policies
and
procedures
related
to
these
funds,
but
even
with
those
controls
in
place
that
doesn't
fully
mitigate
the
risk
of
you
know
a
misappropriation
or
of
error
in
the
way
these
funds
are
handled.
So
we
just
think
that
it's
an
important
thing
to
keep
in
mind
that
there
is
inherent
risk
related
to
those
people,
activity,
funds
and
that's
true
for
all
school
districts.
E
So
in
conclusion,
again
unmodified
opinion,
strong
financial
condition
and-
and
it's
just
so
important
that
you
continue
to
make
good
strategic
decisions
for
the
district,
keep
in
mind.
These
increasing
french
benefit
costs
and
make
good
strategic
decisions
when
you're
looking
at
your
personnel.
So
you
can
maintain
that
healthy
condition
for
years
to
come.
If
you
all
have
any
questions,
I'm
happy
to
answer
them
now.
B
I
don't
know
if
you
want
to
tackle
this
email
or
don
if
you
want
to
tackle
this
or
if
we
want
to
tackle
it
later,
but
just
want
to
get
more
color
around
the
significant
deficiency
and
the
path
to
remediation
and
how
you
know
how
straightforward
that
process
might
be
or
might
not
be.
B
Significant
deficiency
around
the
time
and
effort
documentation,
you
just
want
to
get
a
sense
for
what
the
path
and
what
the
path
for
getting
that
remediated
looks
like
and
just
making
sure
we're
going
to
be
on
track
to
make
that
happen.
D
Yes,
so
I
can't
comment
on
that
now,
so
I
I
believe
that
the
district
has
adequate
processes
in
place
to
make
sure
that,
on
these
federal
grants
that
we
are
are
tracking
appropriately
the
time
in
in
the
effort
on
the
contracts.
As
emily
indicated,
we
had
had
a
situation
with
an
employee
that
had
had
a
long-term
medical
impact
and
had
to
leave
for
long
term,
and
we
missed
the
transition
when
she
left
us
so
like
immediately,
and
so
we
missed
that
transition.
So
that
was
a
one-off.
I
believe.
D
However,
in
the
in
this
year's
fiscal
year
22's
internal
audit
plan,
we
have
two
two
major
artists
that
that
are
playing
one
is
underway
currently
and
that
that
one
that's
underway
is
the
federal
review
of
the
federal
program.
So
this
finding
relates
to
federal
programs,
and
so
when,
once
the
the
the
elliott
davis
audit
firm
releases
that
report
and
gave
us
the
results
of
that
order,
we
will
know
for
sure
you,
the
committee
will
know
for
sure.
B
A
Thanks
I
my
question:
I
don't
know
if
this
is
for
for
don
or
for
you
emily,
but
if
it
would
it
be
possible
for
us
to
get
copies
of
your
presentation,
maybe
in
the
future,
so
that
we
would
the
committee
not
sure
what
the
protocol
is
for
that,
but
if
it
would
have
been
nice
to
have
had
the
presentation,
at
least
for
me,
it
would
have
so
we
could
get
that
in
the
future.
That
would
be
helpful.
D
F
So
I
have
a
question
we,
you
know
I'm
10
years
into
this
and
I'm
on
the
10th
year
of
having
our
auditors
talk
about
people
activity
funds
as
being
a
place
where
we've
got
weaknesses.
E
Well,
from
my
perspective,
I
I
think
that
the
issue
with
people
activity
funds
is
that
because
the
because
you're
collecting
you
know
at
schools,
because
you
typically
have
one
bookkeeper
at
each
school-
some
may
have
two
but
oftentimes.
There
is
a
lack
of
segregation
of
duties
there,
but
anytime
you're.
Looking
at
risk,
you
do
need
to
do
some
cost
benefit
analysis.
So,
in
order
to
really
mitigate
the
risk
related
to
people
activity
funds,
you
would
really
need
at
least
two
bookkeepers
at
every
single
school.
E
Is
that
cost
effective,
most
districts
would
say
no
or
for
most
schools
just
based
on
the
amount
of
dollars
that
are
running
through
these
funds,
because
it's
typically
not
a
significant
amount.
You
know
on
looking
at
it
from
a
district-wide
basis,
and
so
that's
the
reason
that
typically,
you
do
have
some
risk
in
the
people
activity
funds
and
it's
a
risk
that
you
need
to
be
aware
of,
but
there
aren't
necessarily
concrete
steps
that
you
can
easily
take
to
mitigate
that
risk.
F
So
maybe
this
is
a
conversation
for
another
time,
but
I
think
what
you
need
is
I
don't
know
that
you
have
to
have
two
bookkeepers
in
every
school
collecting
cash
as
much
as
you
need
to
have
a
two-part
system
that
could
have
itinerant
floaters
that
could
handle
some
of
that.
I
just
know
that
all
of
the
things
that
have
cost
us
public
angst
and
lost
money
are
the
small
things
that
always
seem
to
get
abused
the
most
nobody's
going
into
esther
and
taking
out
four
million
dollars.
It
will
get
noticed.
F
But
my
concern
is
that
we
keep
when
there's
a
cost
benefit
analysis
it.
It
seems
to
be
that
we
don't
and
we
we're
not
considering
the
lack
of
ability
to
control
that
when
it
gets
out
of
control,
and
that
may
be
something
for
don
to
discuss
at
a
later
time.
It
goes
back
to
the
same
thing
as
a
lack
of
documentation
for
time
and
compliance,
because
one
person
was
on
fmla
out
of
four
thousand
employee
organizations.
F
D
Yes,
you
know
so
noted
and
let
me
certainly
miss
coast
and
spend
some
time.
You
know
with
my
staff,
exploring
some
of
the
processes
that
we
have
in
place
and
the
procedures
that
we
have
in
place
and
whether
or
not
they're
where
the
opportunities
are
to
to
shore
those
up.
A
G
Ma'am
good
afternoon,
so
my
department
continues
to
execute
our
capital
maintenance
sales
tax
program
and,
as
you
know,
as
projects
are
completed
and
savings
are
identified.
We
seek
alternatives
for
the
use
of
those
remaining
funds,
and
so,
in
this
case,
we've
got
15
projects
listed
that
are
complete
and
we
simply
propose
to
reallocate
the
additional
funds
to
the
completion
of
another
project
and
and
that's
simply,
a
reallocation
as
as
shown
on
the
attach
resolution.
A
Does
anyone
have
any
questions
about
any
of
the
specifics
that
were
listed
on
the
two
attachments
as
to
the
reallocation
of
funds.
G
G
Yeah,
that's
me
too
man,
so
in
accordance
with
your
board
policy
kcd,
where
we
have
to
come
to
you
for
approval
to
accept
donations
that
obligate
the
district
to
additional
funding,
we're
here
by
requesting
approval,
to
accept
these
donations
of
washers
and
dryers
that
are
going
to
obligate
the
district
to
additional
funding
to
install
the
washers
and
dryers
at
the
three
schools
listed
there
at
a
cost
of
about
fifty
eight
thousand
dollars,
and
so
and
and
similarly,
I'm
also
requesting
in
the
first
sentence
at
the
end
of
that
first
paragraph-
that
in
the
future,
if
possible,
that
you
give
us
approval
to
do
the
same
kind
of
thing
up
to
a
limit
of
25
000
and
we
get
donations
for
washers
and
dryers,
which
we
do
occasionally.
G
G
What
might
seem
like
a
great
location
to
install
something
and
works
really
well
for
the
school,
in
terms
of
where
that
washer
and
dryer
will
be,
and
it's
access
to
staff
and
occasionally
the
public,
it
seems
like
a
great
place
to
install
it
and
then
well,
you
got
to
have
power,
sewer
water,
vent,
etc,
and
that
can
be
costly
to
install.
So
that's
the
proposal
for
us.
F
A
A
Just
before
we
get
that
motion,
I
just
had
a
question
about
how
are
the
schools,
children,
where
I
I'm
assuming
the
district,
provides
guidance
to
the
company?
That's
donating
the
washing
dryers
or
how
are
the
schools
chosen.
G
H
I
was
just
going
to
add
mr
crom,
so
in
most
cases
the
school
leadership
is
either
approached
by
a
firm
or
actually
they
make
connections
with
the
community
and
they're
normally
donated
directly
to
the
school
from
from
a
company.
So
in
all
three
of
these
cases,
I
I'm
pretty
confident
all
three
of
these
cases.
The
school
principal,
took
the
initiative
with
with
the
donator.
G
H
So
in
most
cases
for
elementary
schools,
they're
most
cases
they're
used
in
situations
where
a
child
might
soil
themselves
and
to
prevent
embarrassment
of
having
a
go
home
that
they
have
an
extra
set
of
clothes.
They
put
the
kid
in
wait
for
the
clothes
to
be
washed
that
that's
what
the
usual
elementary
school
is
high
school's
case
in
north
charleston.
H
It's
twofold
number
one
is:
you
do
have
families
which
don't
have
regular
access
to
washes
and
dryers
and
a
child
might
actually
bring
in
a
basket
of
clothes
and
during
the
school
day,
they'll
go
home
with
a
clean
set
of
clothes
for
the
rest
of
the
week.
Basically,
but
I
think
mr
darby
anticipates
using
the
newark
charleston
fork
community,
he
does
have
a
pantry
set
up
in
the
school
as
well.
So
it's
really
developing
a
community
atmosphere
at
north
charleston,
high
school.
F
And
that
was
why
I
was
asking,
because
I
was
pretty
sure
I
knew
this
one
was
coming
through
for
the
community.
Do
we
have?
Are
we
making
sure
that
we're
maintaining
an
appropriate
separation
between
the
community
and
the
functions
of
the
school?
F
Just
staffs?
I
mean
basic
campus
security.
H
So
I
I
don't
know
if
all
of
the
use
is
is
after
hours,
if
it's
after
hours,
it
shouldn't
be
an
issue.
If
it's,
if
it's
during
hours,
the
community
members
are,
I
I
would
truly
believe
they're
put
through
raptor
before
they
enter
the
school,
so
they
there
is
a
clearance
involved
in
allowing
them
in,
but
I
don't
know
the
specifics
of
when
and
where
they're
actually
using
they
would
use
it.
At
this
point,.
G
F
You're
severely
overestimating
my
ability
to
know
what
north
is
and
I'm
literally
looking
at
the
campus.
I
know
that
the
communities
and
schools
and
I
know,
there's
a
separate
entrance,
there's
the
main
front
door
where
the
kids
walk
in,
but
there's
kind
of
a
separate
door
down
along
jenkins
along
the
side
of
the
north
charleston
high
school
that
take
parents
can
come
into
for
their.
I
think
that's
where
the
community
liaison
is.
Are
you
referencing
that
area
with
the
separate
entrance.
G
It's
the
corner
up
nearest
to
the
cas.
It's
the
corner
nearest
to
jenkins
and
montague
that
corner
yeah.
C
So
so
the
other
cost
that
goes
along
with
having
the
washer
and
dryer.
Where
do
those
costs
go
into
whose
budget
does
that
go
into
like
the
increased
order?
Who
supplies
like
the
detergent?
G
A
Okay,
thank
you.
You
can
just
send
me
an
email.
Thank
you!
So
much,
and
so
we
do
need
a
vote
on
this
particular
item
because
of
the
expenditure
of
funds
and
going
forward
between
if,
as
long
as
staff
doesn't
have
to
exceed
25
000,
they
so
I'll
entertain
a
motion
to
that
effect.
If
you
all
are
in
agreement
with
that.
F
I
would
ask
that
when
we
do
these
things,
where
we
say
that
they
do
not
have
to
come
back
and
request
permission,
I
agree.
There's
no
reason
for
this
to
be
a
vote,
but
I
also
think
it
is
something
that
we
need
to
be
aware
of.
So
communicating
when
these
happens
is
not
mutual.
It's
that
didn't
go
off
the
table
because
we
said
you
didn't
have
to
have
permission
to
do
it.
Yes,.
A
H
Thank
you
miss
green,
so
I
have
a
58
slide
brief
and
I
know
y'all
love
pictures,
but
I
know
you
all
don't
want
to
listen
to
me
for
talk
about
things
that
I
love
for
an
hour
so.
F
H
H
It
is
he
wants,
so
if
maggie
can
share
screen,
I'm
going
to
give
you
the
cliff
notes
version.
I
would
encourage
you
to
to
take
a
look
at
your
board
documents
so
that
you
can
see
the
full
brief.
Our
team
takes
great
pride
in
great
pride
and
and
and
what
they've
done
and
we've
got
some
really
good.
We
got
some
really
good
pictures.
We've
got
some
really
good
pictures
in
there.
If
I
can
close
this-
and
I
can
move
this
out
of
the
way.
H
So
this
is
a
recap
of
the
fy
21
fixed
cost
of
ownership.
We
use
these
funds
for
repairs,
renovations,
replacements.
The
board
approved
this
in
february
of
2020..
We
began
work
in
earnest
in
the
summer
of
2020
and
we're
in
the
final
stages
of
of
closeout,
so
this
is
essentially
a
year
and
a
year
and
a
half
ago.
H
This
is
the
scorecard
that
shows
the
work
across
the
district,
broken
down
by
constituent
district
by
a
level
of
school,
as
well
as
the
number
of
projects
in
the
lower
right
hand
corner.
You
can
see
that
we've
completed
about
588
projects
across
the
13
across
the
13
program
areas
and
I'm
gonna
show
a
couple
of
slides
from
from
each
and
that
from
each
program
I'm
gonna
have
at
least
one
slide
from
each
program
area.
H
By
far,
the
biggest
program
is
mr
crouch's
facility
management.
It's
a
little
over
12
million
12.4
million
dollars
and
you
can
see
by
the
list
of
projects
here,
he's
all
the
way
from
on
top
of
the
school,
with
roof,
repairs
to
underground
storage,
tanks
below
ground
and
everywhere
and
everywhere
in
between
everywhere,
in
between
a
lot
of
great
projects
across
the
board,
as
well
as
replacing
pieces
of
equipment
for
capital
maintenance.
H
Ac
controls
I
listed
covet
at
the
bottom,
but
I
just
want
to
clarify
that
we
did
get
federal
money
to
do
most
of
the
coveted
work,
but
it
did
begin
with
sweep
up
money
from
this
year
to
prepare
for
last
year's
first
covid
covid
year,
a
couple
more
slides
from
from
mr
crompton's
fm
program.
A
flooring
is
a
as
a
as
a
as
a
difference
maker.
H
We
did
nine
projects
this
year.
On
the
left
hand
side
you
can
see
the
difference
in
appearance
in
in
goodwin
before
and
after
with
some
accent
colors,
some
new
code
base
on
the
on
the
right
hand,
picture
and
then
on
the
far
right
he's
got
a
great
gym
floor
replacement
program.
H
One
of
the
the
little
known
programs
is
storm.
Water
management,
we've
got
73
ponds
across
the
district
and
nearly
50
of
those
are
wet
at
all
times.
We've
got
to
make
sure
those
ponds
are
well
preserved,
so
they
they
they
accurately
or
they
they
best
drain
the
water
from
our
school
sites
and
don't
send
sediment
into
the
waterways,
and
you
can
see
some
of
the
before
and
after
pictures
with
the
revetment
repairs
that
are
done
here
at
military
magnet
and
school
of
the
arts.
H
We
run
playgrounds
as
a
separate,
separate
program,
but
it
is
under
under
fm
this
past
year.
They
replaced
two
five
to
twelve-year-old
program,
playgrounds
and
two,
two
to
five-year-old
playgrounds
here
shown
as
oakland's
new
struck,
shade
structure
and
artificial
surface,
as
well
as
the
relocation
of
playground
equipment
to
james
allen
middle
school
to
support
mitchell
elementary
school.
H
Moving
on
to
the
next
program,
security
and
emergency
management.
That's
about
two
point:
a
little
less
than
2.3
million
most
of
the
funds
are
spent
on
our
camera
systems.
We
have
more
than
5
500
cameras
across
the
district.
It's
about
a
10
year,
surface
service
life
to
replace
an
entire
system.
You
can
see
we
completed
nine
schools
here
they
range
anywhere
from
100
000
to
400
000,
a
piece
depending
on
the
size
of
the
school,
and
mr
reinbach
was
also
able
to
replace
emergency
equipment
across
the
district
as
well
with
his
funds.
H
H
There
is
a
combination
between
this
program
and
the
sales
tax
program,
but
you
can
see
the
extent
of
mr
naraki's
system
replacement
here
on
the
left-hand
side,
pa
systems,
ups,
audio
enhancement,
media
carts
and
on
the
right
district
phone
systems
and
other
electronics,
including
including
servers.
The
software
which
is
not
there
is
no
slide
for
that,
but
software
across
the
district
essentially
manages
well,
and
we
spent
nearly
10
million
dollars
on
on
software
across
the
across
the
district.
H
Christy
james
manages
our
media
program.
These
are
pictures
of
sanders.
Clyde's
new
library
furniture
set
up
very
much
to
be
flexible
and
move
things
around
to
accommodate
the
types
of
organizations
that
are
that
are
using
the
media
center.
With
a
little
over
a
million
dollars,
she
was
able
to
replace
media
furniture
in
four
different
schools
and
also
she
was
doing
phase
two
of
the
of
the
large
format
printers
in
the
libraries
she
did,
those
in
three
different
areas-
downtown
west
ashley
and
on
the
islands.
H
This
year
this
past
year,
furniture
fixtures
and
equipment,
ffa
dev
loose
manages
this
program.
She
filled
more
than
400
school
requests
for
replacement
of
life
cycle
equipment,
cafeteria
furniture
stage,
curtains,
lockers,
exterior
furniture
here
are
pictures
of
jerry
zucker
who
replaced
the
front
office.
Furniture
really
gave
the
school
an
uplifted
look
and
she
spends
a
little
more
than
1.2
million.
On
her
program,
denise
santos
manages
fine
arts,
it's
really
split
between
orchestra
and
band
orchestra.
H
H
Athletics:
this
year
was
managed
by
by
bob
olson
safety
is,
is
top
of
the
line
in
the
forefront,
making
sure
that
the
gear
is
the
right
gear
to
protect
our
students,
and
that
starts
with
the
football
helmets
being
replaced
or
reconditioned,
and
then
gear
is
gear
is
replaced
in
existing
schools
on
a
service
life
base.
You
can
see
wrestling
mats
score
tables.
We
actually
installed
a
stop
net
at
the
north
charleston
high
school
soccer
field,.
H
We've
got
about
a
three
year
window
for
for
two
very
large
projects
and
that's
completely
gutting
and
replacing
culinary
arts
equipment
at
west
ashe
high
school
as
well
as
military
magnet.
This
is
the
demolition
of
west
ashe.
You
can
see
actually
digging
holes
in
the
hallways
of
the
school.
It's
a
it's
a
huge
project.
The
money
in
fy
21
was
used
for
design
in
both
projects
and
the
start
of
this
started
this
project.
On
the
demolition
side,
angela
barnett,
who
has
planning
a
real
estate,
also
manages
our
high
school
auditoriums.
H
She
uses
these
funds
to
replace
equipment
like
stage
lighting
at
west
ashley
this
year,
as
well
as
set
up
the
ipad
interface
at
st
john's.
The
big
project
for
this
year's
funding
was
completely
replaced.
The
wando
pit
and
stage.
H
Transportation,
mr
lynch
uses
these
funds
nearly
a
million
dollars
to
replace
cameras
and
radios
in
the
vehicles.
We
also
purchased
four
new
activity,
vans
and
four
special
need:
I'm
not
vans.
Four
special
needs
buses
and
four
activity:
buses:
school
nutrition.
This
is
the
first
year
we
added
the
school
nutrition
program
to
cover
equipment
costs.
H
And
lastly,
I
just
wanted
to
mention
the
mission
critical
projects,
which
was
a
big
portion
of
fy,
the
fy
2001
funds.
We
had
projects
at
four
different
schools,
mary
ford,
shakura,
membinger
and
c.e
williams,
north
mary
ford,
incredible
difference
the
fm
team
you
can
see
the
before
and
after
in
the
hallways
on
the
far
left,
replacing
or
covering
the
terrazzo
floor,
as
well
as
putting
in
the
school
logo.
H
The
lower
pictures
of
the
gym
floor,
which
is
actually
carpeted
now,
has
the
mondo
flooring
and
renovated
bathrooms,
along
with
access
controls,
hvac
new
furniture
and
classrooms
expanding
classrooms
completely
new
front
office.
Mary
ford
has
has
a
completely
new
look
with
the
mission,
critical
funds
used
and
subject
to
your
questions
that
closes
the
brief,
miss
green.
A
To
your
staff,
jess
jeff
or
the
work
they've
been
doing.
A
H
Estonia
field
is
a
city
facility.
We've
got
a
joint
project
down
there
with
sales
tax
funds.
The
district
is
installing
new
in
our
artificial
surface,
a
new
scoreboard
as
well
as
a
walking
track
and
the
city's
doing
some
work
on
the
on
the
bleacher
side
that
is
scheduled
to
be
open
next
year.
H
G
G
We
continue
to
save
energy
and
minimize
costs,
and
that's
largely
due
to
our
capital,
construction
and
capital
maintenance
programs,
where
we're
recapitalizing
facilities
that
are
much
more
efficient
to
operate
from
roof
to
hvac,
to
windows,
et
cetera
and
also
behavioral
change
by
staff
and
students,
as
we
continue
to
promote
energy
conservation,
we've
grown,
as
you
know,
over
the
last
some
some
of
the
highlights
in
the
the
text
we've
grown
over
74
in
our
footprint
over
the
years
and
seen
a
much
smaller
increase
in
energy
use
over
that
same
period
and
our
energy
use
intensity
continues
to
decline.
G
We
easily
beat
the
state's
goal
back
in
2020
and
continue
to
improve
on
our
energy
use
intensity.
That
is
the
energy
we
use
per
square
foot.
Also
a
highlight
is
26.
Schools
earn
the
energy
star
certification
for
this
year,
so
the
energy
program
continues
to
do
well,
and
this
is
just
simply
an
update
for
you.
A
Yeah,
this
is
very
impressive
and
congrats
to
those
schools
that
are
participating
are.
A
Okay.
The
next
item
is
the
muscle
capital
projects
report.
Before
we
go
there,
I
haven't
seen
the
transportation
report.
Am
I
missing
something,
or
did
we
change
the
frequency
of
how
that's
reported
or
something.
H
Yes,
ma'am,
I
I
put
it
in
the
superintendent
board
brief,
along
with
an
explanation
before
I
actually
started
to
do
it.
There
was
no
requirement
for
that
report
to
come
to
the
board.
I
went
back
and
researched
when
it
was
developed,
so
it
is
being
submitted
to
the
board
every
month.
In
fact,
it's
coming
in
earlier,
because
we
don't
have
to
wait
for
the
next
monthly
meeting.
H
A
A
A
I
Hi
good
afternoon,
I'd
like
to
present
the
september
capital
projects
report
our
revenue
collections
for
the
2017
through
2022
capital,
building
program,
phase,
four
for
august
or
1.2
million
above
our
two
percent
projected
revenues
for
expenditures
for
the
2010
through
2016
capital
building
program
phase.
Three,
the
expenditures
were
two
hundred
thousand
dollars
for
the
2017
through
2022
capital,
building
program,
phase,
4,
8.7
million
in
expenditures
for
the
2023
through
2028
capital,
building
program,
phase,
5,
325
000
in
expenditures.
I
A
Any
questions
for
joys-
if
not
thank
you,
as
always,
joyce,
we
appreciate
it.
Thank
you.
Okay,
information
and
discussion
of
risk
assessment.
Mr
kennedy.
D
Yes,
thank
you.
So
this
discussion
is
my
request
to
the
committee
to
in
january
to
take
a
look
at
the
art
and
finance
committee
charter
and
make
a
potential
change
currently
and
so
for
sometime
in
in
the
month
of
november,
we
were
the
staff
of
staff
was
required
to
bring
to
the
committee
the
annual
audit
risk
assessment
plan
and
audit
the
internal
audit
plan.
D
As
the
committee
is
aware,
a
couple
years
ago,
we
changed
processes
where
we
revamped
how
we
approached
internal
auditing,
and
so
now
we
have
the
external
audit
firm
above
elliot
davis,
to
handle
that,
for
us
also,
if
you
recall
june,
of
last
year
june
of
about
2020
elliott
davis
presented
that
their
first
comprehensive
risk
assessment
and
at
the
very
tail
end
of
that
report,
they
laid
out
the
a
multi-year
proposed
internal
audit
plan,
and
so
what
we
have
done
since
then
for
fiscal
year,
21
last
fiscal
year
we
selected
two
items
for
them
to
audit.
D
That
was
the
procurement
audit
and
the
it
audit
current
the
air
force.
We
are
22,
as
I
mentioned
earlier
in
the
in
the
this
afternoon.
There
are
two
well
there's
two
audits
plan,
one
underway
right
now:
federal
programs
and
then
after
the
beginning
of
the
fiscal
year
payroll.
So
both
of
those
are
really
significant
internal
audit
programs.
So
with
that,
with
the
risk
assessment
out,
there
was
the
art
plan
already
in
place
of
fiscal
year
22.
D
As
I
reviewed
that
in
preparation
for
this
meeting,
it
seemed
more
appropriate
to
change
the
date
that
we
would
actually
develop
the
extern
the
internal
audit
program
for
the
upcoming
fiscal
year,
and
so
I
would
propose
that
we
do
that.
Revamping
the
in
the
in
the
in
january,
this
coming
january,
is
when
we
were
supposed
to
review
the
charter,
and
at
that
review
process
I
would
propose.
D
I
will
be
proposing
that
we
changed
the
timing
of
the
of
the
risk
assessment
and
the
internal
audit
plan
until
sometime
in
the
spring,
I'm
not
sure
which
month
would
be
appropriate
april
may,
but
sometime
in
in
in
the
spring,
and
that
would
position
the
district
for
the
following
fiscal
year's
internal
audit.
D
D
So
that's
that's.
What
I
want
to
present
to
the
committee
this
afternoon,
get
your
questions
and
concerns
comments,
so
that
I
know
how
to
proceed
when
january
comes
in
terms
of
review
of
the
rfid
estimated
charter.
B
It
sounds
it
sounds
reasonable,
so
long
as
it's
annual,
I
think,
whenever
is
most
efficient
and
effective
for
the
team
and
doing
in
advance
of
being
prepared
with
your
budget
for
the
following
year
seems
to
probably
help
your
budgeting
process.
So
it
all
makes
sense
from
to
me.
D
A
D
D
On
so
I'm
presenting
in
the
finance
committee
packet
is
the
annual
the
proposed
that
proposed,
but
the
draft
calendar
for
fiscal
year
23
budget
we'll
spend
more
time
with
that
calendar
in
january.
The
the
things
I
want
to
point
out
this
afternoon
are
we.
The
timeline,
calls
for
the
the
adoption
of
the
budget
in
june
and
the
first
reading
in
may
so
consistent
with
the
last
two
years.
D
You
know
a
couple
years
ago,
we
tried
to
try
to
try
to
move
that
up
and
that
didn't
work
so
we'll
just
go
ahead
and
state
the
system
with
the
the
timeline
of
meeting
the
the
state's
requirement
of
june
for
the
adoption
of
the
budget.
D
Currently
in
the
with
the
cabinet
on
the
calendar,
it
shows
three
dates
between
now
and
the
the
winter
break
in
on
december
17
that
the
cabinet
will
be
spending
time
looking
at
the
strategies
that
we
want
to
bring
forward
for
fiscal
year
23
and
then,
in
january
of
this
coming
january,
with
our
finance
committee,
we
will
present
finance
team
will
present
preliminary
revenue
projections
and
preliminary
thinking
on
the
strategies.
D
We
would
refine
that
in
in
february
and
and
then
and
then
we'll
move
forward
through
the
normal
process
of
the
budget
development.
So
right
now
again,
it's
just
my
information.
I'm
certainly
open
to
questions,
but
it
follows
the
flow
that
we
abused
in
the
in
the
past
couple
years
with
with
an
emphasis
in
december
and
trying
to
trying
to
focus
a
little
bit
more
more,
a
little
bit
more
focus
on
the
strategy
before
before
the
holiday
break
versus
after
the
holiday
break.
D
There
are
no
concerns
I
mean
in
terms
of
revenue.
We
depend
on
on
the
state
legislators
to
you
know
to
get
that
information
out
with
the
local
revenue
work.
My
staff
works
very
closely
with
the
county
auditor's
office.
So,
and
so
I
think
right
now,
I
don't
have
any
concerns
about
timelines.
Okay,.
D
So
I
have
that
on
my
screen.
This
is,
it
represents
the
first
month.
It
represents
the
first
update
for
the
current
fiscal
year.
If
you
recall
the
first,
I
don't
present
the
first
update
until
the
end
of
the
first
quarter,
so
this
represents
financial
information
through
september.
D
The
reason
why
we
wait
until
the
first
quarter,
because
school
doesn't
start
until
you
know
late
august,
until
much
of
the
expenditures
that
we
start
began
to
occur
in
curb
that
does
not
occur
until
to
us,
then,
towards
the
end
of
the
first
quarter.
So
where
and
so
in
presenting
the
monthly
financial
report,
there
are
two
two
formats
that
I
use
and
depends
on
the
time
of
the
year,
and
so
at
the
beginning,
between
this
report
running
through
the
report
that
I
will
present
through
december.
D
Through
actually
through
november
of
revenue
and
expenses
through
through
november,
was
simply
compare
the
budget
this
year,
year-to-date
to
where
we
were
last
year,.
D
So,
what's
on
my
screen
here
shows
the
fy
22
approved
budget,
the
full
budget.
The
next
column
shows
actuals
through
the
end
of
the
first
quarter,
930
in
terms
of
revenue
and
expenditures,
and
then
we
compare
that
to
the
actuals
through
same
same
time
period
last
year
through
the
first
quarter
of
of
2020,
and
then
we
do
a
you
know
in
comparison
just
to
make
sure
that
that
we're
not
seeing
anything.
D
That's
that's
that
we
would
not
expect
to
see
and
that's
the
case
this
year
I
mean
we
have
increases
in
revenue.
There
are
no
standard
environment
that
explains
that
we
have
more
revenue
this
year
than
last
year
in
the
budget
and
then
their
expenditures
that
exceed
last
year.
But
again
there
are
explanations
for
that.
We
have
new
schools
who
came
on
board
as
an
example,
so
we
had
more
labor
than
we
would
have
had
last
year.
D
So
we're
not
seeing
anything
that
of
any
concern
here
and
I
don't
expect
any
any
for
the
next
two
reports
anything
to
be
of
concern.
What
what's
important,
though,
is
that
we
make
a
shift
at
the
end
of
the
second
quarter.
So
once
we
close
the
books
for
december
this
year,
like
we've
done
last
two
or
three
years
when
we
report
the
monthly
financials
of
as
of
1231,
then
that's
when
we
shift
to
actually
doing
year-end
projections.
D
So
we
will
bring
to
the
committee
what
we
project
to
be
our
revenue
numbers
at
the
end
of
the
year
and
what
we
expect
our
will.
We
project,
rather
our
expenditure
numbers
to
be
at
the
end
of
the
year
and
how
that
those,
the
differences
between
those
numbers
would
would
impact
the
fund
balance.
D
And
so
we
will
refine
that
that
that
type
of
analysis
each
year
each
month,
another
going
through
the
month
of
may
so
that
when
we
get
to
the
month
of
may,
there
would
be
an
expectation
of
what
we
report
to
the
art
of
finance
committee
would
be
pretty
close
to
what
the
external
artists
would
report
in
the
fall
of
when
they
issued
financial
statements.
D
And
I
would
say
that
the
numbers
that
were
presented
by
emily
the
subject
this
afternoon,
that
with
green
finney,
the
145
146
million
dollars
of
fund
balance,
was
exactly
where
we
were
expecting.
When
we
reported
at
the
end
of
the
club
back
in
may
june
time
frame,
so
what
questions
do
you
have.
A
Any
questions
for
don
about
the
financial
update.
A
All
right
now
nobody's
having
any
questions,
so
we
will
move
on
to
the
last
item
before
we
go
into
executive
session
and
that's
a
request
for
extension
of
a
tiff
and
don
is
going
to
explain
that
to
us.
So.
D
D
And
so
what
the
city
is
requesting,
the
tif
participants
to
do
is
to
to
extend
their
participation
from
2028
through
the
year
2041.,
and
so
we
have
the
letter
from
mayor
sunday
in
the
package
that
makes
that
request
on
my
screen
here.
It
shows
it's
a
schedule
here
that
was
put
together
some
time
ago.
So
this
is.
This
is
not
something
that
we
estimated
in
the
last
week.
D
This
is
our
estimates
going
back
probably
a
few
months,
and
it
shows
here
at
the
bottom
here
it's
hard
to
see
in
the
highlighted,
but
north
charleston
knows
that
no,
I
said
the
tiff
ends
2028
here
in
this
first
column
of
numbers
here
where
it
says
fy21
actuals
from
from
the
treasurer's
office.
So
this
is
actual
dollars.
D
Revenue
dollars
that
were
collected
on
the
assessed
property
values
for
this
tip
for
last
fiscal
year,
fiscal
year
21.-
and
here
this
2
million
1
million
992
000-
is
the
amount
was
that
was
collected
for
the
noise
at
tiff.
That
would
have
come
to
the
district.
Had
we,
as
district
revenue,
have
we
not
been
participants
in
the
tif,
so
those
are
actual
dollar
amounts
that
have
been
been
identified
by
the
treasurer's
office
for
fiscal
year,
22
and
beyond,
through
the
end
of
the
life
of
the
10th
of
2028.
D
The
numbers
here
for
the
north
side,
tiff,
are
estimates
that
my
my
staff
using
a
web
appropriate
measures
to
do
the
estimates
we
have
estimated
and
you
can
see
each
year,
there's
a
rise
in
the
anticipated
loss
of
lost
revenue
to
the
district
over
to
the
final
year
of
the
tif,
which
is
fiscal
year
28
here
this
last
column,
and
it
shows
that
at
that
point
we
would
expect.
We
would
estimate
that
that
the
district
would
lose
lose
seven
million
dollars
in
revenue.
D
If
we
were
to
extend
beyond
2028
up
to
2041,
we
would
we
would
update
this
these
projections,
and
I
would
anticipate
that,
as
the
value
of
the
assessed
properties
increased
here
in
the
north
side,
north
set
community
redevelopment
area
that
this
lost
revenue
would
continue
would
continue
to
increase
over
the
succeed
in
13
years,
and
so
the
the
tif
policy
that
was
adopted
by
the
board
last
fall
said
that
if
there's
an
existence
tiff
and
the
district
is
requested
to
to
participate
in
an
extension,
the
policy
is
not
to
participate.
D
Unless
there's
there
are
compelling
reasons
that
would
benefit
the
district.
I
would,
and
so
the
recommendation
that
I'm
proposing
to
the
committee
is
that
that
there
are
compelling
reasons
that
we
should
not
participate
because
of
the
continuing
lost
revenue.
B
So
donna
I'm
supportive
of
your
general
position
to
not
support
the
tiff,
but
I'm
curious:
what's
what
drives
the
25
and
the
19
growth?
What
is
that
growth
assumption?
Is
that
the
assumption
of
the
annual
increase
in
property
values
in
that
area?
Is
that
or
what?
What
is
that
growth
assumption
about.
D
That
that's
correct,
so
so
so
my
staff
and
to
me
to
some
degree.
I
do
also,
but
primarily
jackie
carlin
works
very
closely
with
the
county
arctis
office,
so
that
we
can
make
sure
that
we
understand,
says
property
values
and
what
the
growth
rates
are.
D
And
so,
when
we,
for
instance,
when
we
bring
to
the
committee
and
to
the
board
for
the
general
operating
fund
the
budget
for
each
each
year,
we
based
our
local
revenue
on
those
assessed
property
values
and
we
we
tend
to
be
ultra
ultra
ultra
conservative,
on
those
projections
and
so
and
the
reality
is
that
over
the
last
x
number
of
years,
where
the
x
is
been
just
going
back
a
while,
the
the
conservatism
of
our
estimates
have
proven
to
be
just
that
very
conservative.
D
D
In
fact,
I
signed
a
document
with
the
county
orders
every
year,
but
we
have
to
be
in
agreement
that
the
amount
of
local
revenues
that
we're
going
to
generate,
but
when
we
do
the
projections
on
something
like
this,
the
the
unknown
and
what
the
what
the
future
looks
like,
we
don't
have
to
be
as
conservative
in
terms
of
saying
that
the
excess
part
of
the
values
are
going
to
be
low
because
historically,
we
look
at
the
growth
of
these
property
values.
D
So
if
you
have,
if
you
have
a
an
area
right
now,
that's
already
developed,
you
wouldn't
see
this
type
of
growth,
but,
as
you
have
the
redevelopment
of
an
area,
then
you
would
expect
to
see
rapid
growth,
and
so
that's
what
we're
basing
based
on
those
those
percentages
on,
as
I
indicated
a
few
minutes
ago,
this
is
a
schedule
that
was
that
we
did
some
time
ago.
So
I
didn't
go
back
and
revisit
those
projections,
but
that
would
have
been
the
basis
of
how
we
we
did
that.
B
And
I
wouldn't
I
wouldn't
suggest,
going
back
and
revisiting.
You
know
the
assumptions,
but
you
know
20
every
year
for
seven
years.
You
know
it
results
in
a
very
substantial,
obviously,
a
substantial
total
growth
tripling
in
seven
years.
It's
a
big,
it's
a
big
number,
but
even
if
you,
even
if
you
assumed
it's
status
quo,
two
million
dollars
a
year
is
a
lot
of
a
lot
of
foregone
revenue
that
I'm
not
sure
we
get
the
benefit
of
in
terms
of
the
tip
process
itself.
So
I
I
have
no
other
comments.
A
Don't
help
me
understand
me
I'll,
make
sure
I'm
understanding
this
properly
and
7
30
21
from
this
project.
We
we
received
about
two
million
dollars.
Is
that
right?
Is
that
what
we
actually
received
so.
D
So
what
that
means
the
county
treasurer
collected
of
two
million
dollars
on
this
revenue
that
that
that
was
on
our
behalf-
that
two
million
dollars
did
not
come
to
the
district.
D
Whatever
bonds
or
whatever
it
is
that
we
we
agreed
to
in
the
tif
in
2001,
so
the
city
would
sold
bonds
to
do
the
redevelopment
and
that
would
to
repay
those
those.
A
Notes,
that's
right
right!
Okay,
all
right!
I'm
I'm
still
slowly
trying
to
understand
tips,
y'all
so
bear
with
me.
Are
there
any
other
questions
of
dawn
about
about
this
particular
request?
This
particular
tip
request
and
his
recommendation
to
the
committee.
A
Okay,
so,
based
on
that,
I
will
entertain
a
motion.
C
A
All
in
favor
poses
okay.
Thank
you
don.
That
concludes
well.
Let
me
just
make
sure.
Does
anybody
have
any
questions
comments
before
we
go
into
executive
session.
A
If
not,
then
I'll
entertain
a
motion
to
go
into
executive
succession
on
a
contractual
match.
B
A
Okay,
so
anyone
who
is
not
participating
in
this
particular
action
item
is
excused.
Thank
you
for
being
here.
In
case
you
don't
come
back.
A
Discussion
about
the
matter
and
now
I
will
entertain
a
motion
regarding
the
contractual
matter
that
was
discussed
in
executive
session,
move
to
appraise.
A
Aye,
aye,
okay,
so
that
item
is
approved.
The
border
items
to
are
four.
A
D
And
then
for
information
items,
the
model,
seven.
D
A
We
only
have
the
the
three
three
action
items
plus
the
executive
session.
Is
that
right:
okay,
okay,.
C
A
Our
next
meeting
is
december
7th.
I
can't
believe
we
are
at
this
point
in
the
year
and
if
anyone
has
any
comments
or
questions,
not
thank
you
very
much
for
your
attention
and
happy
thanksgiving,
also
impossible
to
believe
that
we
are
there.
C
A
We
are,
and
I
won't
see
any
of
you
probably
before
so
I
hope
you
have
a
a
safe
thanksgiving
and
got
post
away,
see
you
there
in
the
corner.
If
you've
got
any
comments,
no.