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From YouTube: CCSD Board of Trustees Audit and Finance Committee Special-Called Meeting | May 11, 2023
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B
A
Good
afternoon
I'd
like
to
call
to
order
the
May,
11,
2023
audit
and
finance
committee
special
called
meeting,
we
have
a
a
quorum,
it
appears
we
do
excellent
I'd,
like
I,
don't
know
yeah
I'd
like
to
have
a
motion
to
call
the
meeting
to
order
no.
A
D
Today,
we'll
be
representing
the
district
staff's
recommended
budget
scenario,
as
well
as
three
new
budget
scenarios
that
came
from
our
committee
of
the
whole
meeting
that
was
held
on
May
8th
one
with
a
4.8
millage
increase,
one
with
a
9.1
millage
increase
and
then
one
with
no
millage
increase.
That
was
also
requested.
D
Uh-Oh,
can
you
back
up
one?
Thank
you.
So
the
following
priorities
are
included
in
three
of
the
four
budget
scenarios
that
are
being
presented
today.
Increasing
teacher
pay,
supporting
principals
requests
from
the
school
data
review
sessions
and
then
the
alignment
of
the
student
data
Clerk's
responsibilities
in
their
job
descriptions
next
slide.
D
Okay,
so
the
proposed
fy24
millage
on
the
operating
side,
we
are
proposing
a
7.1
mil
increase,
which
would
be
equivalent
to
21.3
million
dollars,
and
so
our
millage
rate
would
go
from
130
to
130
7.1
on
The
Debt,
Service,
millage
side
staff
is
recommending
a
decrease
of
two
meals,
and
so
our
millage
rate
would
go
from
28
down
to
26
for
FY
24,
which
would
be
a
decrease
in
10
million
dollars.
D
A
A
But
I
thought
thank
you
because
it's
pretty
in-depth.
So
if
the
committee
understands
that
we
will
stop
and
pause
once
Jacqueline
has
completed
her
presentation
and
we'll
ask
our
questions
on
each
page.
Okay,.
D
Thank
you,
sir.
So,
although
there's
four
scenarios
on
this
screen
right
now,
the
first
one
we're
going
to
go
through
is
staffs
recommended,
which
is
we
we
refer
to
as
scenario
22.
It
includes
a
7.1
mil
increase
and
for
teachers
it
includes
a
step
plus
a
five
thousand
dollar
salary
increase
across
all
salary
cells,
on
the
salaries
on
the
salary
schedule
going
out
to
40
steps,
and
it
includes
for
non-teachers
a
step
plus
a
two
and
a
half
percent
cost
of
living
adjustment.
D
We
also
included
a
retirement
increase
for
all
of
our
current
teachers,
which
is
approximately
3
million
health
and
dental
increase,
which
is
State
mandated
that's
approximately
1.3
million
and
then
the
mandated
h.3908
for
paid
parental
leave.
This
would
cover
all
of
the
subs
when
the
when
our
teachers
are
taking.
D
This
type
of
leave
is
approximately
1.6
million
and
then
our
Charter
School
payments
and
our
meeting
Street
payments
we're
projecting
at
this
point
six
million
dollars,
and
then
we
have
our
operations
line
item
for
contractual
obligations
and
other
must
Do's,
which
is
approximately
10.7,
and
we
have
a
breakdown
of
of
these
costs
in
an
upcoming
slide
that
we'll
go
through.
D
So
going
down
to
the
school
data
review
recommendations,
these
numbers
have
not
changed,
but
we're
still
basing
budgets
this
Budget
on
a
6.8
million
dollar
expenditure
increase
and
then
for
the
learning
Services
expansions
we're
at
2.1
million
there
again
we
have
a
breakdown
of
all
these
costs.
On
an
upcoming
slide.
A
D
Okay,
thank
you,
Maggie
and
so
staying
with
the
First
Column
for
recommended.
The
other
considerations
that
have
that
are
included
in
this
budget
is
the
non-teacher
cost
of
living
adjustment
of
2.5
percent
and
then
the
non-teacher
step
increase
and
extending
these
steps
out
to
31
and
those
together,
approximately
8.2
million,
and
this
will
keep
this.
This
particular
budget
line
item
will
keep
this
group
of
employees
at
97
market
value,
and
then
we
have
an
increase
in
insurance
premiums
that
we're
projecting
at
1.2
million
and
then
increase
in
Outsource
legal
fees
for
approximately
six
hundred
thousand.
D
So
the
other
considerations
total
is
a
little
over
10
million
dollars.
So
adding
up
all
of
those
FY
24
expenditure
request
editions,
it's
approximately
74.3
million
and
remember
on
the
prior
page.
We
had
talked
about
the
projected
additional
funds
that
were
available,
which
was
42.2
Million,
so
the
remaining
needed
to
balance
is
is
just
over
32
million
and
the
strategies
to
balance
these
numbers
have
not
changed,
but
for
the
mid-year
spending
freeze
in
April
2023
for
non-salary
accounts,
which
we've
already
done
is
2.7
million.
D
The
elimination
of
several
departmental
positions
for
next
year
is
approximately
8.5
million
non-salary
budget
reductions
for
fy24
we're
projecting
7.5
million
and
we're
still
working
through
those
the
potential
local
Revenue
increase
between
our
the
assessments
we're
using
now
and
updated
assessments
we'll
receive
in
the
fall.
D
We
usually
see
a
3.5
million
dollar
increase
on
that
and
the
use
of
fund
balance
for
additional
FY
23
savings
that
we're
projecting
through
year
end
is
additional
5.3
million,
and
we
are
in
this
particular
scenario
asking
to
use
fund
balance
for
next
year
of
approximately
4.7
million,
and
so
the
total
strategies
to
balance
comes
down
to
32.1
million,
which
is
the
remaining
needed
to
balance.
For
this
particular
scenario.
A
Think
it's
critical
before
you
know
I
to
ask
if
there
are
any
questions
from
the
committee
or
any
board
members
that
may
be
present,
that
we
understand
what
we're
here
today
doing
and
and
basically
that
the
the
committee
I
mean
in
the
staff
is
base
created.
A
This
recommendation
and
they're
asking
the
committee
to
review
it
and
make
a
recommendation
on
whether
to
move
forward
and
based
upon
our
recommendation
that
will
allow
staff
to
go
back
in
apply
this
as
salary
I
mean
salaries,
and
what
we're
talking
about
is
about
70
percent
of
the
budget
and
will
allow
the
ability,
probably
from
one
of
the
first
times
for
staff,
to
be
able
to
give
a
more
detailed
budget
to
the
board
at
the
board.
First
reading
of
the
budget.
D
Monday,
but
next
week
Thursday,
yes,
we
have
a
slide
coming
up
about
next
steps,
and
if
we,
when
we
have
a
decision
today,
we
will
be
able
to
move
forward
and
create
what
we
call
the
first
reading
of
the
budget
and
have
that
delivered
to
all
the
board
members
by
next
Thursday,
the
18th
May
18th
and.
A
And
it's
clear
that
this
committee
can
only
give
a
recommendation:
it's
really
upon
the
board
once
they
have
the
budget
to
make
the
decision.
What
stays
in
what
goes
forward
with
that
being
said,
that
is
correct.
I
will
open
the
floor
to
any
questions
from
the
board.
I
mean
from
the
committee
on
the
first
two
pages
on
four
and
five
of
what's
been
proposed.
F
G
F
D
Oh
yes,
thank
you
thanks
Lisa,
yes,
that
that
number
could
change
based
upon
where
enrollment
lands
and
we'll
be
able
to
provide.
You
know
an
update
to
this,
probably
in
September
October
right.
C
F
I
started
chiming
in
I
might
have
other
questions,
but
I
know
we
separately
have
materials
that
illustrate
kind
of
the
roll
forward
three-year
projection,
and
are
we
going
to
talk
about
that
separately
or
because
it's
all
wrapped
together
right?
So
so,
do
we
discuss
the
three-year
impacts
now,
or
do
we
wait
until
we
just?
Are
we
going
to
discuss
that
separately?.
A
Yeah
I
think
right
now
we're
just
talking
on
this
proposed.
You
know
the
5
000
across
the
board
to
all
teachers,
the
cola
increase
the
7.1
millage
increase
and
how
it
has
been
represented,
along
with
how
we
anticipate
to
get
to
a
balanced
budget
based
upon
those
numbers.
So
we'll
just
stick
pretty
much
to
this.
What's
being
proposed
for
the
recommendation
or
to
staff
yeah.
F
My
only
comment
to
that
would
be
I
think
it
would
be
hard
to
approve
this
budget
without
considering
the
three-year
the
multi-year
implications.
I
mean
it's
hard
to
make
a
fun
determination
or
vote
on
this
budget
without
looking
at
that
three-year
projection
in
tandem.
F
I
think,
that's
part
of
the
reason
we
have
the
three-year
projection,
because
some
of
the
changes
you
make
have
a
that
we
would
approve
or
not
approve.
As
part
of
this
budget
have
you
know,
Trend
effects
that
we
need
to
be
cognizant
of
before
we
make
those
decisions.
I
think.
A
True
right,
I
agree,
so
I
wouldn't
be
calling
for
any.
You
know
discussion
as
to
approving
this
I
just
want
to
make
sure
that
we
go
through
these
line
items
and
clarify
exactly
what
these
line
items
represent
as
the
staffs
propose
and
then
obviously
looking
into
what
the
three-year
for,
for
instance,
the
unused
balance.
A
You
know
right
here,
they're
showing
four
million
697
000
and
later
on
in
the
presentation
when
we
do
talk
about
the
three-year
projections,
we'll
see
how
you
know
that
increases
or
does
not
increase
so
but
I
think
right
now,
it's
just
good
to
go
through
this
line
item
as
the
staff
has
prepared.
So
we
can
clarify
some
issues,
got
it
and
I'll
I'll.
Give
you
an
example
in
in
the
strategies,
bad
balance.
We
have
a
mid-year
spending
free
starting
in
April
2023.
A
Yet
in
the
School
data
School
data
review
recommendations,
we
have
an
increase
of
almost
7
million,
so
I
I,
think
it'd
be
who
says
to
have
staff,
explain
how
we
can
have
a
firing
freeze
and
that
at
the
same
time
it
looks
like
we're
hiring
an
awful
lot
of
staff.
D
So
the
hiring
freeze
is
only
for
central
office
staff,
it's
not
impacting
teachers
and
other
positions
in
the
in
the
classroom
and
so
just
want
to
clarify
that.
H
And
Mr
krabowski,
if
I
could
just
add
quickly
that
the
items
on
are
from
the
student
data
reviews.
The
sdrs
are
proposed
for
the
coming
school
year
versus
here.
So
we
have
Frozen,
like
Miss
Carlin,
said
all
of
our
Central
staff
positions,
but
anything
that
directly
impacts
student
learning.
We've
allowed
on
a
case-by-case
basis
to
proceed
from
now
to
June,
30th
and
again
these
positions
would
pick
up
for
the
new
school
year,
thanks
for
asking
about
them
and
I
think
bill
has
one
more
thing:
Mr
Grabowski,
if
you
don't
mind
any.
G
Response
from
Mr
Griffin's
question:
if
that's
okay,
so
the
cost
to
go
to
100
a
market
for
our
non-teachers
is
another
six
million
dollars
to
the
current
budget.
Ask
so
that
would
be
about
11
million
dollars
total.
So
that's
all
of
the
non-teachers
thank.
D
If
there's
any
other
questions,
I
can
talk
about
fund
balance
on
the
next
slide
on
slide.
Sims.
A
What
I
would
like
to
also
do
since
I
specifically
asked
this
and
you
complied,
and
that
is
to
explain
the
scenario:
26.,
okay
and
what
was
taken
out
so
that,
if
you
know
we
were
to
not
have
a
millage
increase
yet
by
state
requirement,
boosts
the
salary
of
every
teacher
to
by
two
thousand
five
hundred
dollars.
That
is
that
next
line
that
next
column.
So
if
you
could
just
explain
what
was
taken
out
and
how
you
got
there,
what
the
difference
was.
Thank
you.
D
Sure
so
for
scenario
26
that
does
not
include
a
millage
increase
But.
It
includes
a
step
plus
a
two.
Twenty
five
hundred
dollar
increase
for
teachers
across
the
board.
Every
every
cell
on
this
on
the
salary
table,
no
incremental
salary
schedule,
plus
40
steps,
and
so
the
funds
available
to
allocate
based
upon
not
having
a
millage
increase,
is
approximately
20
million
dollars,
and
so
that
that
really
limits
what
we
can
do,
we
can
well.
D
We
have
to
cover
the
required
increases,
which
was
the
teacher's
step,
the
teacher
salary
piece,
the
retirement
health
and
dental
pay,
parental
leave,
charter,
schools
and
operations
must
use
and
that
that,
of
course,
is
approximately
39.5
million.
D
But
what
we
did
have
to
do
was
remove
all
of
the
requests
from
the
school
data
review
recommendations,
remove
the
learning,
Services
expansions.
We
did
leave
in
the
FYI
24
enrollment
changes
because
we
have
to,
and
then
we
removed
the
non-teacher
cost
of
living
adjustment
and
step
increase.
D
We
left
in
the
insurance
premium
because
that's
a
must
do
that's
a
must
payment
and
the
reason
why
it's
under
other
considerations-
because
we
don't
know
the
exact
dollar
amount
yet,
but
we
know
that
it's
something
that
we'll
have
to
take
care
of
and
then
the
increase
in
Outsource
legal
fees
at
600
000..
So
we
basically
went
from
a
an
expenditure
request
of
74.3
million,
which
is
in
the
recommended
column
down
to
45.2
million.
To
try
to
balance
this
budget
without
a
millage
increase.
We
were
able
to
do
it.
D
The
difference
to
balance
was
25.5.
Excuse
me,
25.5
million,
and
you
can
see
in
the
strategies
to
balance
we
pretty
much
use
the
same
strategies
as
before
with
spending
freezes,
elimination
of
positions,
non-southway
budget
reductions,
things
like
that,
but
we
were
able
to
balance
to
this
budget
without
a
millage
increase,
but
it
did
impact
teachers
and
then
there
would
be
nothing
for
non-teachers
as
far
as
salaries
and
increases.
I
Hey
Keith,
if
I
could
ask
what,
between
those
two
options,
the
elimination
of
departmental
positions,
why
can
we
not
pull
money
out
of
apparently
there's
what
two
million
dollars
available
in
Department
positions
that
aren't
needed?
Theoretically
between
recommended
and
scenario
26?
Why
can
we
not
pull
that
2
million
out
and
put
it
to
non-teacher
classroom
positions.
D
I
A
Any
further
questions
on
pages
four
and
five.
D
I
I
J
D
So
on
slide,
six
we'll
go
through
the
fund
balance
projections
with
the
recommended
7.1
mil
increase,
so
the
first
section
is
under
fund
balance.
Projection
is,
is
what
we
budgeted
for
for
fy23.
D
D
But
looking
at
our
the
latest
Financial
update
from
February,
we
are
not
going
to
use
the
18.7
million
dollars
that
we
had
originally
budgeted
for
it's
going
to
be
closer
to
around
756
000.
and
that
number
May
fluctuate,
as
as
we
get
closer
to
year,
end
and
and
produce
or
excuse
me
produce
more
of
the
financial
statements.
D
So
the
impact
of
the
FY
23
spending
freeze
is
2.7.
We've
already
done
that
and
the
impact
of
the
potential
additional
FY
23
revenue
and
savings,
which
is
around
5.3.
It
looks
like
we're
going
to
be
able
to
do
that
based
upon
our
March
update,
so
the
projected
fund
balance
at
June
30th
2023,
is
approximately
166.2
million.
D
The
the
FY
23
spending
freeze,
we've
already
done
it,
but
we're
using
that
to
balance
the
budget
as
well
as
the
FY
23
revenue
and
savings,
the
5.3
we're
reducing
we're
backing
that
out,
because
we're
going
to
use
that
to
balance
the
fy24
budget
and
then
the
use
of
balance
to
completely
balance
the
FY
24
budget
at
4.7
million.
D
And
then,
if
I
will
oh
go
ahead.
Moving
over
to
scenario
26,
you
know
it's
the
same
information,
however,
you'll
see
that
the
projected
fund
balance
at
June,
30th
2024,
based
upon
this
scenario,
would
be
about
151.2
million,
and
then
we
would
stay
within
our
fund
balance
requirements
which
would
be
around
142
million.
A
And
just
to
clarify
the
fund
balance
State
requires
us
to
keep
one
month
of
operating
expenses
in
our
fund
balance,
which
is
somewhere
approximately
about
70
million
dollars.
So
what
we're
looking
at
here
is
our
internal
policy,
which
is
two
months
and
that's
why
the
amount
is
we're
trying
to
keep
up
about
144
in
that
range,
correct,
right.
A
D
C
Yeah
and
I
just
wanted
to
make
it
clear
again
once
we
received
the
book
next
Thursday
around
next
Thursday.
That
way,
we
that's
when
we
could
find
a
way
to
as
a
board
to
try
to
save
that
5.3
million
if
we
can
but
I
just
wanted
to
make
that
clear
again
once
we
get
that
book
that
way,
that's
when
we
can
go
back
in
and
try
to
reconcile
things
on
our
end
that
they
weren't
able
to
buy.
F
I
wonder
if
it
would
be
helpful
to
add
to
perhaps
add
to
this
schedule
the
calculation
that
shows
the
current
budget's
projected
expenses
expressed
in
months
and
then
what
this
fund
balance
is
relative
to
the
Target
meaning,
if
our,
if
our
Target
is
two
months
and
this
144.2
million
projection,
maybe
that
represents
you
know
2.01
or
whatever
the
number
is
so
you
can
so
board.
Members
can
hopefully
quickly
appreciate
in
relative
terms
what
does
this
fund
balance
mean
because
145
million?
F
Obviously
it's
a
lot
of
money,
but
when
you
compare
it
to
what
our
Target
is,
it's
I
think
it'd
be
helpful
for
folks.
Just
to
know
you
know
we're
at
you
know:
100
101,
a
Target
or
98
of
Target.
Where
are
we
relative
to
that
Target
number?
That
would
be
my
first
recommendation.
I
also
think
it
would
be
useful.
F
I
don't
know
if
we
have
the
data
but
I
recall
from
the
Moody's
report
that
they
indicated
that
our
fund
balance
was
low
relative
to
the
peer
set
that
they
consider
for
us
if
they
were
able
to
provide
us
that
I
think
it
would
be
helpful
to
also
then
show
how
our
peer
set
Compares
on
the
same
metric,
meaning
or,
if
we're
at
2.01
months,
with
a
target
of
two
and
are
our
peers
at
two
and
a
half
months
or
three
months
or
or
something
different,
I
don't
know.
J
So
the
district,
the
board
has
a
fund
balance
policy
and
it
it
explains
what
what
the
requirements
are.
So
what
what
you
see
on
this
page
here
on
the
First
Column,
for
example,
the
last
number,
the
144.4
million?
That
is
the
goal,
that's
the
requirement,
and
so
we
don't
have
a
goal.
J
That's
beyond
that,
and
so
what
we've
been
doing
over
the
last
couple
of
years,
knowing
that
that
the
Essa
funds
are
going
to
expire
in
September
of
2024,
with
in
in
fact,
there's
a
line
item
here
for
22.8
million
dollars.
That's
yeah!
It's
for
the
stabilization
for
the
Estefan.
J
So
that
means
that,
as
we
experience,
programs
that
were
instituted
from
the
Essa
dollars
that
are
effective,
I'm
not
trying
to
replicate
everything
but
the
ones
that
are
effective
so,
for
example,
the
influx
of
of
the
the
allocation
of
additional
dollars
for
mental
health
services.
You
know
we
we
see
effectiveness
of
that.
Those
are
those
that
that
14
million
dollars
is
funded
through
additional.
K
A
So,
but
to
go
back
to
I,
I
think
one
of
the
the
previous
slides
when
we
looked
at
budgeted
we
had
budgeted
for
this
year
to
use
almost
eighteen
thousand
dollars
of
the
I
mean
18
18
million,
and
we
ended
up
using
less
than
a
million.
So,
historically
speaking,
when
we
talk
about
prior
budgets
and
using
part
of
this
fund,
we've
been
pretty
good
at
it.
J
A
D
General
checking
account
so
fun.
Balance
comes
from
it's
a
financial
statement,
clarification
it's
basically
all
of
your
revenues,
minus
your
expenditures
and
then
transfers
coming
in
and
out
whether
it's
Revenue
transfers
coming
in
or
expenditure
transfers
coming
out.
So
when
your
revenues
exceed
your
your
expenditures,
you
build
your
fund
balance,
and
so
a
lot
of
people
seem
to
think
that
the
fund
balance
is
the
same
as
like
your
operate.
You're,
like
your
checking
account-
and
it's
not
you
know,
we
have
a.
D
We
have
a
lot
more
in
our
checking
accounts
when
you,
when
you
consolidate
them
all
together,
we
have
a
lot
more
in
our
checking
accounts
than
we
do
our
fund
balance
when
you
consolidate
all
of
those
together
and
so
there's
been
a
lot
of
interest
in
our
in
fund
balance
over
the
last
several
months
and
so
I'm
actually
working
on
a
scenario
where
I
wanted
to
show
audit
and
finance
committee,
as
well
as
the
board
that,
even
though
our
fund
balance
looks
really
strong
on
June
30th,
it
drops
really
scary
low
around
March
and
April,
and
so
excuse
me,
I'm
sorry
around.
D
D
All
right
so
the
next.
So
this
is
our
list
of
the
contractual
obligations
and
must
Do's
on
the
operation
side,
and
so
we
for
for
transportation.
You
can
see,
we've
got
a
contract
increase
to
to
factor
in
as
well
as
additional
bus
purchases
and
then
Mr
Brewery
was
really
he's
really
good
about
showing.
Where
he's,
where
he's
reducing
his
budget,
and
so
the
overall
Transportation
increase
is
about
seven
hundred
and
sixteen
thousand
dollars
and
then
on
the
security
side.
D
We've
got
some
Personnel
ads.
We've
got
a
radio
fees,
we've
got
some
off-duty
Staffing,
Early
College
and
a
new
program
for
them.
This
year
is
a
school
crossing
guard
area
and
then
all
of
the
equipment
and
computer
and
fees
that
go
along
with
that,
as
well
as
additional
vehicle
costs.
So
for
the
security
it's
going
to
be
a
little
over
2.1
million,
and
these
are
must
dudes,
okay,
School
nursing,
we're
they're
wanting
to
add
an
additional
seven
positions.
L
Hey
Jack,
if
I
could
comment
real
quick
on
that
one
just
to
clarify
the
nursing
is
a
move
from
Esser,
not
an
additional
nurses.
So
it's
a
funding
with
gof
and
not
essers.
We
try
to
migrate
away
from
Esser
funding.
D
And
then
the
maintenance
section
you
know,
we've
got
our
one
things
we
we
always
talk
about,
is
our
utility
rate
increases
and
then
they
take
in
consideration
the
square
footage
increase
as
we,
you
know,
grow
as
a
district,
the
increase
in
custodial
and
grounds
contracts
and
then
increased
funding
for
all
schools
across
the
district
for
for
event
works
and
then
an
increase
for
contracted
delivery
drivers,
and
so
the
maintenance
increase
is
approximately
seven
million
dollars
and
then
the
last
line
is
Athletics
and
that's
an
increase
in
wages
for
our
police
officers
that
secure
our
games.
D
So
the
total
operations,
contractual
obligations
and
must
do
is
10
million
six
hundred
and
sixty
one
thousand,
which
is
the
number
you've
been
seeing
on
all
of
our
different
scenarios.
C
Yeah
for
the
the
nurses
being
moved
over.
Is
that
part
of
the
Ester
stabilization,
the
22
million,
or
is
that
poured
out
no.
D
D
D
and
then
School
support
dealing
mostly
with
truancy
and
hearing
371
thousand,
and
then
our
child
development
program
and
adding
certap
teachers
and
teacher
assistants.
We
always
match
those
two
together.
This
is
approximately
1.2
million
dollars
and
then
translation
and
interpretation
services
and
a
bilingual
three
additional
bilingual
secretaries
is
303
000.
C
B
E
K
Cabroski
I'm
just
logging
on
so
I'm
playing
catch-up,
so
I'll
wait
until
I
hear
the
next
lines.
B
D
D
D
So
these
this
is
probably
very
familiar
to
you
with
projected
revenues,
and
then
the
different
types
of
revenues
are
broken
out
and
then
projected
expenditures,
and
then
the
different
types
of
expenditures
are
broken
out,
and
so
what
we
wanted
to
show
here
is
historically
what
our
revenues
and
expenditures
are
going
from
fiscal
year,
2018
up
to
fiscal
year
2022,
and
we
also
did
if
you'll
notice,
the
columns
in
blue.
D
We
did
an
average
from
FY
19
to
22,
just
to
give
you
an
idea
of
of
the
average
of
of
all
these
different
line
items,
whether
it's
revenues
or
expenditures,
and
then
we
also
on
the
last
item.
That's
blue.
We
did
an
average
annual
percent
change
from
FY
19
to
FY
22,
so
that
kind
of
gives
you
an
idea
of
the
of
the
percentage
increases
that
we
see
whether
you're
looking
at
revenues
or
or
expenditures.
D
So
the
next
column
over
is
the
FY
23
budget
that
was
board
approved.
You'll,
probably
recognize
these
numbers
from
our
monthly
financial
statements
and
then
the
next
column
in
yellow
is
our
projected
at
year
end,
and
this
is
as
of
February
this
this
these
numbers
tie
back
to
our
February
Financial
update
and
then
the
next
column
you'll
see
your
variance
between
the
FY
23
budget
and
what
we're
projecting
to
end
at
year.
End.
D
And
then
you
see
the
percent
change
and
so
projected
FY
24.
For
this
particular
scenario,
it
includes
a
7.1
mil
increase
for
local
taxes,
and
it
includes
the
Senate
version
on
our
state
revenues
and
those
that's
that's.
This
information
is
depicted
below
under
the
revenue
notes
and
then
it
also
includes
all
the
expenditures
that
we've
been
talking
about
for
this
particular
scenario
and
that's
also
indicated
Below
in
our
expenditure
notes.
D
So,
looking
at
the
FY
2024
column,
we
are
projecting
total
revenues
to
come
in
around
697.6
million
and
then
taking
consideration
all
the
different
expenditure
requests
that
were
that
we've
gone
over
multiple
times.
The
total
projected
expenditure
is
is
going
to
be
around
710
million
point
three
excuse
me:
710.3
million,
and
so
we're
going
to
use
approximately
12.7
million
dollars
in
fund
balance
to
balance
this
budget,
and
that
number
comes
from
the
strategies
to
balance.
D
Remember
we
have
the
4.7
million,
which
was
our
very
last
number,
the
5.3,
which
is
what
we're
planning
to
say
for
FY
23
and
then
the
additional
2.7
that
we
did
for
the
hiring.
Excuse
me
the
spending
freeze
that
we've
already
done.
So
that's
where
the
12.7
million
dollar
number
comes
into
play,
and
so
by
using
fund
balance,
we
do
have
a
balanced
budget
of
expenditures
and
revenues
at
697.6
million.
D
D
A
teacher
and
non-teacher
salary
increase
of
a
step
plus
a
two
percent
Cola
just
to
give
us
a
starting
point
of
of
what
we
could
do
and
then
taking
in
consideration
all
the
expenditures
that
we're
adding
to
the
budget
this
year,
we're
looking
at
a
total
projected
expenditure
of
approximately
726.7
million,
and
so
there's
a
new
line
on
this
multi-year
in
the
projected
expenditure
section
it's
towards
the
bottom
and
it's
called
average
average
expenditure
variance
and
it's
only
on
the
far
right
hand,
column
and
it's
11.6
million
dollars.
D
It's
a
negative
number
and
we'll
talk
about
what
that
represents
in
in
an
upcoming
slide
and
basically
we're
going
to
show
you
that
over
the
last
five
or
six
years
and
not
including
the
year,
we
had
covid
that
what
we've
budgeted
for
we've
not
spent.
And
so
that's
where
that
number
is
coming
into
play.
D
And
so
looking
at
the
revenues
over
expenditures.
We
we
may
need
to
use
approximately
991
000,
either
in
fund
balance
or
find
a
way
to
reduce
expenditures
by
that
amount.
F
F
We
have
had
this
expenditure,
various
that
you've
dropped
into
the
25
projection,
and
it
is
bid
a
way
that
we
have
mitigated
anything
that
might
have
come
up
during
the
course
of
the
of
the
year,
but
I
think
include
including
sort
of
including
this
guesstimate
and
I
understand
it's
a
reasonable,
because
it's
it's
a
reasonable
approach,
as
there
could
be
to
that
estimate.
F
I
guess
it
exposes
us
a
little
bit
to
whatever
the
very
vagaries
of
whatever
variances
might
be,
and
so
it
just
it
just
makes
our
projecting
a
little
more
precarious.
Is
that
a
fair
observation.
D
Okay,
yes,
sir,
but
we
hear
you
Mr
Griffin
and
maybe
showing
the
next
slide
as
we
talk
through
it,
we'll
better
explain
why
you
know
our
thinking
on
this.
A
D
So
the
history
of
expenditures:
this
is
comparing
our
budgeted
expenditures
to
actual
going
back
to
FY
17
and,
as
you
can
tell,
or
as
you
can
see,
we
are
not
spending
what
we
are
requesting
to
budget
or
what
what
our
budget
requests
are.
We
excluded.
D
We
included
fy20
in
this
in
this
data,
but
we
excluded
it
from
the
average
and
with
the
attempt
to
show
that
over
a
five-year
average,
we
have
a
variance
of
about
17.5
million
dollars
that
we're
not
that
we're
not
spending
that
we're
asking
for
in
our
budgets,
and
so
we
took
a
two
two-thirds
of
the
five-year
average
to
come
up
with
the
11.6
million
that
we
put
in
the
budget.
We
just
felt
like
it
was
still
less
than
the
lowest
variance
reported
in
in
these
numbers
and
the
reality
is.
D
F
So
I
think
it's
all
it's
a
very
reasonable
approach
and
reasonable
to
include
it
just
structurally
I
just
think
we
should
be
cognizant
of
the
the
potential
risk
we
have
where
we
have
unfilled
positions,
which
are
a
large
part
if
I
recall
correctly
or
a
large
part
of
what
drives
this
variance.
So
if
we
have
unfilled
positions
in
the
classroom
or
with
the
non-teacher
staff,
because
because
we
because
our
our
compensation
level
is
below
our
peers,
then
that
leads
us
to
that.
F
That's
how
we're
filling
the
budget
so
so
in
some
sense,
you
don't
really
want
to
to
have
these
unfilled
positions,
and
so
we
ever
got
if
we
ever
got
to
actually
being
sort
of
quote
unquote,
fully
fully
staffed,
which
I
know
is
not.
You
know,
there's
always
going
to
be
frictional
turnover,
but
if,
if
we
ever
got
to
fully
staffed,
then
we
would
then
we
would
suddenly
not
have
the
benefit
of
this
in
our
in
our
budget.
J
I
would
say
that
so
in
the
FY
24
column,
that's
that's
a
budget!
So
that's
why
25
is
not
a
budget.
It's
a
projection
and
it's
based
on
some.
So
this
analysis
that
you
see
here
is
only
one
analysis.
So
we
take
a
look
at
the
you
know,
the
feel
rate
that
we
have
for
positions
and
so
we've
gone
back
several
years.
Take
a
look
at
a
number
of
factors
to
come
up
with
a
set
of
assumptions
based
on
the
history,
and
so
it's
a
reasonable
projection.
J
But
again
it
is
a
projection
and
not
a
budget
so
there,
so
there
will
be
variants
between
when
we
get
to
the
25
budget.
To
this
to
this
projection,
based
on
on
actuals.
A
Yeah,
because
I
I
am
a
little
concerned
on
your
projected
FY
2025,
showing
the
the
new
line,
the
average
expenditure
variance
of
11
million,
as
it
applies,
because
it
seems
like
that.
11
million
makes
a
significant
impact
on
the
expected
expenditures
of
the
use
of
fund
balance,
because
if
we
were
to
give
the
7.1
and
everything
in
that
scenario
model
as
I
see
projected
with.
If
you
take
that
11
out,
you
know
we
will
be
using
more
of
the
unused
funds
going
forward,
which
means
the
next
year.
J
So
so
true,
so
that
would
be
one
scenario
that
that
you'll
be
faced
with
more
expenditures
than
you
have
Revenue.
Then
another
scenario
which
we
might
be
more
reflective
of
the
history
is
that
you
have
a
a
major,
a
major
in
in
flu
infusion
of
additional
money
going
into
fund
balance.
J
So
so
that's
been
our
history
of
the
last
five
six
years
it
shows
by
year
and
we've
excluded
in
this
analysis
the
year
of
FY
20,
because
that
was
we
had
far
less
expenditures
because
of
the
first
year
of
the
of
the
pandemic
and
so
the
the
average
over
those
number
of
years.
This
five-year
average
is
11.5
million
dollars
that
we've
added
to
the
fund
balance.
J
So
we've
taken
two-thirds
of
that
as
a
as
opposed
to
using
the
full
average
of
17.5
million
dollars
which
we
took.
We
we
reduce
that
by
one-third
as
a
factor
to
guard
against
what
you
just
said:
Mr
Grabowski,
but
again
these
numbers
for
the
FR
25
column.
Those
are
projections,
and
so
the
actuals
will
come
out.
You
know
whatever,
whatever
the
actuals
are.
A
D
H
J
A
B
A
And
I
look
at
up
at
the
expenditures
and
the
budget
as
you
presented
in
that
slide,
how
much
of
Esser
has
is
included
in
the
21
22
23
budgets?
None.
A
J
J
B
J
We
so
that
that's
that's
just
preparing
for
the
future
and
and
we've
been
able
to
set
that
aside.
A
A
D
It
it
doesn't
The
Debt
Service
has
its
own
fund,
which
we
we're
going
to
talk
about
that
a
little
bit
later
in
this
presentation
great.
It's
part,
it's
not
part
of
General
operating
fund,
but
no
I
do
understand
your
concern
and
it's
something
that
our
pfm
group,
who
they
are
financial
advisors
they're,
always
looking
at
that.
D
There's
a
couple
of
things
that
that
we're
waiting
on
to
before
I
can
sincerely
answer
that
one
I
have
to
see
the
final
135
day
membership
numbers,
because
that
impacts
a
few.
A
few
things
like
our
Charter
School
payments
at
our
meeting,
Street
Academy
payments,
I'm
waiting
to
see
the
final
Tiff
reductions
that
come
off
of
our
local
tax
revenues
and
I'm,
also
looking
to
see
the
economic
rebates
that
come
off
of
our
local
tax
revenues.
D
D
Thank
you,
and
so
this
is
just
a
repeat
of
the
other
slide,
so
we
didn't
have
to
go
back
and
forth
in
our
presentation,
so
we've
already
covered
scenario,
22
and
26.
and
so
scenario.
24
includes
a
4.8
mil
increase
with
a
teacher
step,
plus
2500
increase
across
all
40
steps
and
then
a
non-teacher
step
increase
and
a
two
and
a
half
percent
Cola,
and
so
with
the
4.8
mil
increase.
The
available
funds
for
allocation
is
35
million
and
then
under
required
increases
the
only
thing
that
changes.
No,
it
doesn't
even
change.
I'm.
D
So
the
total
24
expenditure
requests
is,
is
a
total
of
62.5
million
and
the
projected
funds
available,
as
we
discussed
earlier,
is
35
million.
That's
the
revenues
available,
so
the
remaining
needed
to
balance
is
27.4
million
and
we
use
the
same
strategies
as
we've
been
using
below
to
balance
this
budget.
D
D
And
so
going
down
to
required
increases
everything
stays
the
same,
except
for
that,
of
course,
the
teacher
salary
increase,
so
you
can
see
going
from
2500
to
to
5
000
the
total
for
doing
the
five
thousand
is
23.7
million,
and
we
left
in
the
school
data
review
recommendations
as
well
as
the
learning
Services
expansions
and
the
enrollment
projections,
and
we
also
left
in
the
all
the
all
the
other
considerations,
which
is
the
10
million
dollars.
B
D
G
You
Jackie
so
I
have
a
couple
of
slides
in
reference
to
talking
about
teacher
compensation,
so
that
this
particular
slide
is
specifically
about
recommendations
or
some
of
the
findings
from
the
teacher
compensation
task
force
and
that
particular
group
is
made
up
of
our
Educators,
mostly
classroom
teachers,
some
of
the
HR
certified
staff,
as
well
as
some
principals
and
in
looking
at
what
it's
really
costing
and
what
may
be
impacting
some
of
our
teachers
from
being
and
continuing
in
the
Charleston
area
has
really
been
the
cost
of
housing.
G
Today
there
was
an
article
that
was
released
from
the
National
Council
of
teacher
quality.
It's
the
national
research
actually
on
this
very
topic
that
from
a
labor
market
standpoint,
there
were
many
districts
that,
because
teachers
cannot
afford
to
live
in
their
school
district,
they
are
seeing
recruitment
and
and
even
of
course,
retention
issues.
G
G
Craig
Logan
from
the
Chamber
of
Commerce
has
been
on
our
committee
as
well.
Craig
Mr
Logan
is
working
with
the
cop
Chamber
of
Commerce
on
the
cost
of
housing
in
the
Tri-County
area,
so
he
assisted
us
with
looking
at
costs
in
Charleston.
You
can
see
the
average
one-bedroom
apartment
the
rent
is
about
1947
on
average,
and
this
is
not
Mount
Pleasant.
This
is
not
just
downtown
Charleston.
This
is
the
whole
Charleston
area,
whether
it's
West
Ashley,
North
Charleston,
but
the
entire
Charleston
Community
home
prices.
G
We've
all
seen
these
escalate
over
the
last
couple
of
years.
505
000
is
the
average
cost
cost
of
a
home
in
Charleston.
G
So
the
next
part
of
the
slide
is
showing
the
the
cost
of
rent
for
that
1947
a
month
apartment
which
is
annually
twenty
three
thousand,
and
you
can
see
also
the
cost
of
a
mortgage
annually
for
for
our
five
hundred
five
thousand
dollar
home.
And
if
you
look
at
the
23
364
annually
to
rent,
we
also
know
the
gross
annual
salary
of
77
880
in
order
to
afford
that,
as
well
as
for
the
mortgage
down
below
the
128
000
360.
For
someone
to
afford
that
mortgage,
so
I'm
going
to
keep
going.
G
If
there
is
a
question,
please
stop
me:
okay,
if
you
have
one,
then
okay,
so
this
is
also
part
of
what
the
group
worked
on
is
looking
at
our
current
teacher
salary
and
then
the
cost
of
living.
So
this
is
really
this
shows
a
first-year
teacher
in
our
system.
Right
now,
we
say
first
year
teacher
that
teachers
is
Step
Zero.
This
is
a
bachelor's
degree,
because
our
pay
structure
pays
for
bachelor's
all
the
way
up
to
a
PhD,
and
we
talked
about
that
starting
salary.
G
Before
forty
three
thousand
one
forty
six
the
net
per
month,
it's
about
2
400,
and
then
you
can
see
estimated
expenses
that
we
think
that
the
committee
thought
that
a
young
professional
you
know
may
have
monthly,
so
sharing
a
two-bedroom
apartment,
their
portion
of
the
rent,
a
thousand
dollars
a
used
car
and
insurance
520-
and
you
can
I,
won't
go
through
all
of
it.
You
can
just
see
at
the
end
of
the
month,
they're
short
about
155
dollars
and
and
kind
of
a
chuckle.
G
Here
is
one
of
the
one
of
the
recruiters
who
works
with
me.
Basically,
when
we
were
looking
at
this
said
well,
I
can't
afford
to
get
my
hair
done,
which
I
thought
yeah.
You
might
be
in
that
particular
situation,
because
when
you
look
at
it
do
you
have
money
for
emergencies
or
other
expenses,
then
we
look
at
the
five
thousand
dollar
increase.
That's
been
recommended
in
one
of
the
scenarios,
so
five
thousand
per
cell
and
our
first
year
teacher
salary
would
move
to
48,
146
and
again
going
through
these
expenditures.
G
There
is
something
left:
it's
not
as
much
as
we'd
like
for
it,
but
there
is
something
left
so
really
just
wanted
to
give
kind
of
a
sample
of
what
what
this
looks
like
we're
hearing
from
a
lot
of
our
principals,
most
recently
in
the
Mount
Pleasant
area,
that
our
our
young
inexperienced
teachers
cannot
afford
to
live
in
Mount
Pleasant,
so
they
are
trying
to
commute
in
from
other
areas,
and
the
commute
has
been
quite
quite
a
challenge
so
moving
on
to
the
next
slide.
G
So
this
is
a
comparison
of
other
districts,
our
districts,
our
neighbors
of
our
first
year
teacher
for
2023
at
Step,
Zero
and
then
the
different
degrees
bachelor's
degree,
bachelor's,
18,
Masters,
Masters,
plus
30
and
doctorate.
This
is
all
driven
by
the
salary
structure
that
the
state
establishes.
So
the
state
recognizes
these
degree
levels
and
then
also
the
state
goes
to
step
23
as
their
Max
step
and
and
thankfully,
to
the
board
we're
now
at
step,
40,
which
is
huge
for
our
teachers.
G
But
going
back
to
the
slide,
you
can
see
what
Charleston
is
paying
the
bachelor
zero
at
43-1
Dorchester,
two
slightly
lower
at
41
and
then
Berkeley
not
too
far
behind
us,
and
then
you
see
the
local
average.
So
I
won't
read
all
of
those.
But
if
you
go
down
to
the
next
area
of
the
slide,
you'll
see
we
we
start
comparing
to
Atlanta
Beaufort
Charlotte,
Mecklenburg,
Greenville,
Jacksonville,
Horry,
County
and
then
Riley.
G
G
They
were
using
some
additional
funds,
but
I
think
it's
built
in
as
a
supplement
and
then
I
know
my
my
friends
in
Greenville,
County
School
District
you'll
note
that
under
number
three
they
they
give
four
supplemental
days
to
their
first
year
teacher
of
their
daily
rate
to
come
for
some
PD
and
time
to
get
their
classrooms
ready
for
this
as
they
go
into
their
their
new
career
for
August,
and
they
also
do
that
for
their
second
year,
teachers,
which
would
actually
be
your
step
one.
G
They
give
them
two
days,
so
the
next
slide
I
think
Jackie's
going
to
talk
about
from
a
finance
standpoint
and
then
I'll
come
back
in
in
the
Future
Part.
F
Is
kids
I've
got
a
question
or
a
comment
that
the
cost
I
appreciate,
I
very
much
appreciate
the
cost
of
living
comparison
or
excuse
me,
the
the
salary
comparisons
to
our
competing
markets
like
Jacksonville
and
Charlotte,
and,
like
my
concern,
is
that
the
cost
of
living
in
most
of
the
while,
if
you
look
at
our
peer
average,
for
example,
it
shows
our
peer
average
of
45
and
versus
us
at
42,
just
the
bachelor
level,
but
that
doesn't
consider
the
cost
of
living
differential
in
those
other
cities
and
I
did
I
did
my
own
work
and
you
somebody
else
could
do
their
own
about
it
in
a
different
way,
but
at
least
at
least
in
this
simple
data
I
was
looking
at.
F
We
have
a
20,
you
know,
plus
20,
plus
percent
higher
cost
of
living
than
even
that
peer
set,
which
I
think
at
least
I
at
first
presumed
that
Atlanta
and
Charlotte,
and
those
places
would
have
a
much
higher
cost
of
living
than
than
Charleston
and
and
the
opposite
was
true
and
so
I
I
don't
know.
If
you
have
data
that
would
be
useful
to
share
with
the
committee
on
this.
Like
if
there
was
a
way
to
cost
a
living
adjust
these
because
because.
G
Yeah
we
do
have
that
information
and
the
article
I
reference
does
not
talk
about
Charleston,
but
the
team
is
looking
at
using
some
of
the
data
and
pulling
the
Charleston
data.
What
I
will
say?
Also
in
back
years
ago,
when
we
had
our
salary
study
for
all
positions,
including
teachers,
and
it
was
based
on
Market
data
when
teachers
Across
the
Nation
are
underpaid
to
begin
with
there's.
G
This
has
been
an
ongoing
issue
for
decades,
it's
very
hard
to
get
Market
data,
so
definitely
that
cost
of
living
cost
of
housing
and
the
other
part
I
would
comment
on
I've
been
on
some
Statewide
committees
recently
and
Charleston
is
just
so
unique
because
of
the
cost
of
housing.
For
us,
I
mean
it
even
I
mean
Greenville
may
be
competitive,
but
Greenville
is
not
as
expensive
to
live
in
as
Charleston.
F
I'm
stating
the
obvious
and
I
think
you're
attuned
to
this,
because
I've
seen
this
in
other
organizations
where
oh
this,
you
know,
I'm
really
interested
in
moving
to
Charleston
for
XYZ
job
in
and
this
base
pay
is
comparable
to
what
this
person
makes
somewhere
else.
But
then
they
go
do
the
math
on
the
cost
of
living
there.
Oh
I
can't
afford
to
do
it,
and
so
I
think
that
cost
of
living
data
is
important
to.
B
A
A
You
know,
having
spent
some
time
over
the
last
couple
of
weeks
talking
to
principals
on
this
issue,
especially
in
Mount,
Pleasant
I.
Think
one
of
the
bigger
issues
that
we
have
to
realize
remember
is
the
families.
You
know
the
teachers
that
have
one
two.
D
Okay
so
we've
presented
this
chart
before,
but
we
added
a
column.
We
wanted
to
show
our
average
teacher
salary
increase
compared
to
the
annual
CPI
increase.
D
So
when
you
look
at
2019,
20
and
21
you'll
see
that
the
average
teacher
salary
increase
was
five.
You
know
over
five
percent
and
the
reason
that
was
the
reason
for
that
was
because
that's
when
the
district
and
the
board
made
a
commitment
to
a
three-year
Implement
implementation
plan
to
bring
the
teacher's
starting
salary
to
40
000.
D
If
we,
if
you
know
looking
at
the
proposed
step
plus
5000,
it's
about
a
9.8
percent
increase
average
increase,
it
varies,
and
so
what
I
wanted
to
point
out
is
that
you
know
not
only
does
our
district
pay
above
the
state
teacher
salary
schedule,
but
our
salary
increases
are
above
the
annual
Consumer
Price
Index,
and
we
never
really
showed
it
this
way
so
I
just
wanted
to
it
was
recommended
by
one
of
our
audit
finance
committee,
members
and
I
thought
it
was
a
great
idea.
J
Of
all
that,
you
know
based
on
what
I
heard
from
Mr
Griffiths
a
few
minutes
ago,
so
this
CPI
I
believe
is
probably
a
I'm,
not
if
not
a
Statewide
national
average
and
so
I'm
assuming
and
you
guys
can
confirm,
and
if
so
it
doesn't,
it
does
not
address
what
Mr
Mr
Griffin
just
mentioned
about
the
the
variance
in
cost
of
living
between
different
geographical
areas.
So
you
know
you
can
go
to
a
website
and
say
by
make
75
000
in
this
city.
What
does
it
cost?
J
What
does
it
cost
me
in
Atlanta
I
mean
what
you
know,
what
what
equivalent
equivalent
salary
do,
I
need
in
Atlanta
or
Jacksonville,
and
that's
that's
been
pointed
out.
People
see
in
a
lot
of
cases
like
that
in
the
Southeast
that
Charleston
would
take
a
lot,
a
greater
salary,
so.
D
G
Okay,
this
this
particular
slide
on
teacher
salaries
is
a
slide
that
Jackie's
team
put
together
but
I
think
I,
probably
am
the
best
person
to
speak
to
it
with
the
different
steps,
as
well
as
education.
So
the
first
grouping
on
the
left-
or
it
says,
proposed,
increase-
and
this
is
based
on
the
idea
of
five
thousand
dollar
increase
across
the
entire
schedule,
up
to
step
40.
and
Mr
Grabowski.
G
This
may
help
when
we
talk
about
how's
this
impacting
the
more
experienced
teachers
and
and
again
thankful
to
the
board
that
we
went
to
step
40,
because
that
is
impacting
our
most
experienced.
Teachers
and
I
have
had
probably
six
sessions
in
the
last
couple
weeks
with
our
experienced
teachers.
Talking
about
that,
and-
and
thank
you
they've
been
very
appreciative,
but
in
looking
at
this
very
first
top
left.
This
is
a
current
teacher
on
the
left,
the
bachelor's
Step
Zero,
currently
making
forty
three
one
four
six.
G
The
idea
is,
when
you
see,
step
zero
to
one.
Is
this
first
year
teacher
whose
Step
Zero
will
step
now
to
step
one,
and
so
this
teacher
at
the
bachelor's
Step
Zero,
who
will
now
be
a
step
one
when
you
look
over
towards
the
right
for
FY
24,
which
her
the
salary
would
be
forty,
nine
thousand,
and
so
for
each
education
level
below
if
it
was
a
master's,
Step
Zero
they
step.
So
forty,
eight
one,
nine
three
steps
to
54..
G
Are
you
all
following
it's
a
lot
of
so
you
can
see
on
those
various
scenarios?
The
next
one
is
the
person
at
step,
five
going
to
step.
Six,
if
you
note
of
towards
the
bottom
on
the
left,
is
a
step
fifteen
to
a
step
16,
so
that
particular
bachelor's
degree
is
currently
at
fifty
Seven
one
nine
one
and
would
step
to
63
for
next
year
by
stepping
to
step
16.
G
G
A
doctorate
of
that
particular
experience
level
would
from
87
1
to
93.5,
and
then
our
group
at
the
bottom
there's
our
35
to
36
group.
So
this
is
a
scenario
of
5000
across
the
schedule,
as
well
as
a
step
for
all
all
teachers
up
to
step,
40
and
just
a
reminder
again.
The
state
only
requires
districts
to
step
to
step
23..
So
we
we
were
at
step
26
two
years
ago,
then
step
30
for
the
current
year
and
then
adjusted
this
year
to
step
40.
A
G
Yes,
sir
I
I
think
with
HR
and
Don
was
the
CFA
at
the
time
we
built
out
a
three-year
plan
to
get
at
the
time
to
a
starting
salary
of
40.
and
I
always
want
to
be
really
careful
and
teachers.
Ask
me
this
a
lot
when
I
say
this:
it's
a
starting
salary
of
40
or
I
call
it
like
the
40
schedule
or
the
50k
schedule.
They
sometimes
think
that
only
means
for
the
first
year
teacher,
but
it's
for
all
teachers
that
step
or
benefit
from
the
schedule
just
to
clarify.
A
G
Well,
it's
been
a
it's
been
an
ongoing
conversation.
I
would
say
about
teacher
compensation.
It's
it's
so
every
year
we're
having
this
conversation
because
we
need
to
increase
the
pay
and
you're,
seeing
that
at
the
state
level
as
well,
I
think
they're.
The
goal
is
I.
Think
by
2025
is
to
be
at
50
grand
for
starting
across
the
state.
J
I
would
add
to
that,
though,
if
I
may
is
the
state
gold,
where
the
state
has
not
stated
that
they
were
fund,
a
hundred
percent
of
that
so
so
historically,
and
currently
the
estate
requirements
for
teachers,
salary
increases
for
Charleston,
the
funding
has
from
the
state
has
not
covered
that,
so
I
would
so,
although
the
state
may
very
well
go
to
50,
000.
I
would
not
anticipate
at
least
based
on
history
that
they
would
fund
100
of
that
for
but
Charleston
far
less
than
100,
and
so
if
we
were
able
to
let's
say
2025.
J
So
if
we
were
able
to,
if
that's
what
the
state
mandate
is
and
that's
two
years
out
two
budget
years
out,
actually
one
was
a
year
one
year,
that's
right
and
then
so,
if
we
locally
here,
we
were
able
to
get
too
close.
To
that
say.
Fifty
thousand
I
mean
48
000
this
year.
Then
that's
going
to
be
less
of
a
jump
for
us
financially
in
in
fiscal
year
25,
if
they're,
if
the
state
mandates
that.
A
Any
questions
from
the
committee
on
page
18
of
the
presentation.
A
D
You
so
we
always
like
to
present
the
impact
to
taxpayer
when
we're
talking
about
millage
rate
increases,
and
so
this
one
this
particular
slide,
is
looking
at
an
owner
occupied
home
and
an
assessed
home
value
of
435
000.
and
so
to
we've.
Already
we've
already
gone
over
this
before,
but
we'll
we'll
go
through
it
again,
so
to
do
a
7.1,
mil
increase
and
then
on
the
operating
side
and
a
two
mil
decrease
on
The
Debt
Service
side.
D
This
particular
taxpayer
impact
would
be
a
negative
35
and
the
reason
being
is
because
keep
in
mind
owner
occupied
homes
do
not
pay
taxes
on
the
operating
millage
for
school
districts
based
upon
Act
388.,
and
so
the
next
box
over
shows
a
potential
4.8,
mil
4.8
mil
increase,
and
then
the
two
mil
decrease
on
debt
service.
So
there
again
it
would
still
be
a
negative
35
dollars.
D
Because
the
only
thing
that's
being
impacted
is
is
The
Debt,
Service
piece
which
they
they
pay
on
that
and
then
the
same
thing
for
the
9.1
mil
increase
in
the
two
two
mil
decrease.
It
would
still
be
the
same
amount
34.80.
So
what
we're
trying
to
State
here
is
that
this
wouldn't
impact
owner
occupied
homes,
homeowners.
D
So
the
next
slide
is
for
non-occupy
non-owner
occupied
homes
like
rentals
second
homes.
Things
like
that,
where
the
assessed
home
value
value
is
435
000.,
so
for
the
7.1
mil
increase
on
the
general
side
and
then
the
two
mil
decrease
on
The
Debt
Service,
the
impact
attack
spayer
would
be
approximately
133
dollars
and
then
going
over
to
the
next
box
doing
a
4.8
mil
on
the
general,
along
with
the
two
mil
decrease
on
the
debt.
The
impact
to
the
taxpayer
would
be
approximately
73
dollars
and
then
moving
over
to
the
next
box.
D
E
B
D
And
then
the
next
slide,
where
we
talk
about
Commercial
Real
Property,
with
an
assessed
value
of
1.1
million
six
hundred
and
seventy
five
thousand
dollars
to
do
a
7.1
mil
increase
with
a
two
mil
decrease
on
the
debt
side.
The
impact
to
taxpayer
would
be
approximately
513
dollars
to
do
the
4.8
mil
increase
on
the
gof
side
and
then
the
two
mil
decrease
on
The
Debt
Service
side.
The
impact
would
be
approximately
282
dollars
and
then
doing
the
9.1
Mill
with
the
2.0
mil
decrease
the
impact.
A
taxpayer
would
be
approximately
714
dollars.
D
Right
so
as
a
recap,
as
you
know,
we're
recommending
this,
the
staff
is
recommending
the
scenario
22,
which
involves
a
7.1,
mil
increase,
raising
the
teacher
salary
to
five
thousand
dollars,
plus
a
step
all
the
way
out
to
40
steps
and
then
also
for
non-teachers,
doing
a
step
plus
a
two
and
a
half
percent
Cola,
and
the
reason
why
we're
recommending
this
particular
scenario
is:
is
it
it
captures
all
of
the
required
increases
that
we
need
to
cover?
D
D
It
also
captures
the
fy24
enrollment
projections,
that's
going
to
impact
classrooms
and
it
captures
the
other
considerations
which
HR
is
recommended
to
keep
this.
The
non-teaching
group
this.
This
particular
group
of
employees
at
97,
market
value
and
we've
been
able
to
balance
this
budget
with
the
strategies
that
we've
talked
about
on
multiple
occasions.
D
Thank
you,
Mr
Kennedy.
You
know
we
need
taking
consideration
the
7.1
mil
increase
and
then
the
two
mil
decrease
the
7.1
mil
increase
on
the
operating
side
and
the
two
mil
decrease
on
The
Debt
Service
side.
The
impact
is
approximately
it's
just
a
little
over
11
million
dollars
to
the
taxpayers
in
order
to
give
these
this
raise
to
our
teachers
and
do
all
the
other
things
that
we're
asking
to
do
in
this
particular
budget
scenario.
A
B
D
A
M
So
when
you
talk
about
eight
million
dollars
in
departmental
positions,
having
worked
in
the
district,
I
really
have
a
question
like
what
does
that
really
mean?
What
does
that
mean
to
our
academic
programs,
our
instructional
programs?
What
does
that
mean
to
our
schools?
What
does
it
mean
to
the
support
services
that
we
provide
the
schools
and
that's
when
I
want
to
know?
J
That
makes
sense,
Dr
Temple,
so
here's
here's
the
process,
but
what
we
need
for
this
this
afternoon
is
for
the
committee
to
move
forward
to
the
school
board
for
the
22nd
a
a
recommendation
for
first
reading
of
the
budget,
so
the
first
reading
of
the
budget
does
not
lock
the
board
in
to
the
budget,
but
in
order
for
the
type
of
analysis
that
you're
looking
at
and
debate
provide
more
details
than
what
you
have
in
front
of
you
today
to
the
board,
then
we
need
to
select
a
position
so
that
staff,
the
finance
staff,
can
develop
those
those
detailed
schedules
that
you
need
to
look
at,
and
so,
if
it's
at
the
7.1,
where
we're
recommending
the
7.1
mil
increase,
then
we
will
provide
the
information
that
you're
asking
about
another
other
data
points.
J
Based
on
that
that
scenario,
if
it's
the
scenario,
that's
a
zero
mil
increase
that
the
committee
pushes
forward
to
the
board
and
it'll
be
a
separate
set
of
data
points.
So.
B
M
Well,
I
guess:
the
other
part
of
that
question
is
you're,
looking
at
those
two
different
millage
scenarios,
but
and
and
these
Cuts,
but
what
does
it
mean
if
we
stabilize
this
District
and
that
we
really
have
the
programs
and
people
in
place
with
teachers
being
paid?
Well?
A
And
and
I
understand
your
your
statement
and
take
it
to
heart,
but
when
I
look
at
what
the
kid
committee's
responsibility
is
at
this
point
with
staff's
responsibility
at
this
point
is
to
work
in
reality
and
that's
what
are
the
real
numbers?
What
are
the
projections?
How
strong
are
the
projections?
How
strong
staff
feels
I
mean
I?
Think
a
lot
of
this
discussion
will
come
up
once
we
get
the
final
budget.
I.
Think
that's.
A
A
You
start
looking
at
the
full
budget,
but
when
we
look
at
right
what
we're
talking
about
right
now,
it's
mainly
the
Staffing
is
requested
by
the
principals,
the
additional
Staffing
holding
on
to
what
we
have
I
think
it
was
well
stated
that
we
have
a
lot
of
I
mean
a
lot
of
positions
out
there
that
aren't
full
that
we
want
to
fill
and
when,
if
we
fill
them,
we're
gonna
have
a
major
okay,
we're
going
to
have
to
rethink
some
things
in
the
future.
We
want
to
fill
them.
A
I
mean
we
obviously
know
what
we
need
and
what
we
need
to
fill.
But
we've
got
to
take
that
into
consideration.
The
second
thing
is
I
know:
Mount
Pleasant
finalized
their
budget
and
announced
today
that
we're
looking
at
a
10
increase
over
across
the
river
I.
Don't
know
what
North
Charleston
and
the
you
know
the
Charleston's
talking
about
I,
don't
know
what
the
County's
talking
about.
I
know,
they're
talking
about
an
increase,
but
we
haven't
heard
about
it.
A
You
know,
but
you
know,
I
know
that
doesn't
really
it's
just
something
to
take
into
consideration
when
we
look
at
these
military
increases
on
our
part,
because
you
know
homeowners
and
second
homeowners
and
businesses
are
going
to
get
hit
by
everybody.
We
all
know
that.
So
it
is
something
that
we
have
to
think
about
when
we
move
forward.
J
E
E
A
The
whole
program,
but
what
I
think
I
think
to
answering
that
Dr
Temple
is,
is
really
looking
and
it's
one
of
the
things
I
know
we
kind
of
glaze
through
it
as
to
what
is
the
real
impact
and
I
appreciate
it
that
you
you've
laid
out
showing
what
attend
the
impact
on
a
personal
property
on
Ten
Thousand.
Is
you
know
we?
We
know
we
have
to
invest
into
our
education.
A
And
I
I
do
think
the
even
though
some
people
say
it's
nominal
reduction
on
our
debt
service
millage
that
affects
all
Charleston,
County
taxpayer
I
mean
all
homeowners,
you
know,
and
car
owners
Boat
Owners
everybody.
D
So
when
we
brought
this
before
audit
finance
committee
on
May
2nd,
we
were
asking
to
maintain
Village
at
28
Mills
and
since
then
you
know
having
more
conversations
with
audit
and
finance
committee
as
well
as
board
members
and
as
well
as
pfm
group,
our
financial
advisors.
D
We
realize
that
we
can
reduce
this
to
26
meals
and
cover
our
short-term
and
our
long-term
debt
by
using
the
sinking
fund
balance.
If
you'll
notice,
under
the
FY
23
budget,
we
have
budgeted
to
in
syncing
fund
balance
around
29.7,
and
we
we
actually
are
going
to
it
says
actual.
That
should
say
projected
seeking
the
amounts
through
June
30th,
but
we're
projecting
it
in
around
27
million.
And
what
you
don't
want
to
do
is
continue
to
build
a
debt
sinking
fund
balance
like
this.
D
You
want
to
use
your
millage
that
you're,
that's
your
that
you
that
you've
asked
for
and
that
what
the
county
has
taxed
on
and
so
between
using
this
balance,
as
well
as
reducing
the
millage
we'll
be
able
to
continue
to
pay
our
debt
service
for
FY,
24
25,
and
it
looks
like
mostly
into
26.
we'll
need
to
reevaluate
it
next
year,
just
to
make
sure
that
we
can
continue
to
do
this.
But
the
way
that's
looking
now.
We
wanted
to
take
advantage
of
this
and
and
make
this
recommendation.
D
The
only
thing
that
has
changed
on
this
budget
summary
is
the
ad
valorem
taxes
and
so
with
the
two
two
mil
reduction,
we're
looking
at
Avalon
taxes
of
around
126
127
million.
All
the
other
line
items
have
not
changed
and
neither
have
the
expenditures.
D
A
And
Miss
Carlin
I
still
think
it'd
be
very
helpful
before
the
board
meeting
and
to
get
up
on
board
docs
a
a
sheet
that
lays
out
the
last
10
years
and
the
millage
increases
that
we've
you
know
have
had
so
that
everybody
understands
exactly.
You
know
what
we're
looking
at.
So
what
the
history
has
been
on.
A
D
Today's
May
11th
it's
our
intent
to
get
a
a
recommended
or
a
vote
from
audit
and
finance
committee
so
that
we
can
move
forward
with
the
first
reading
of
the
fy24
budget.
We
keep
hearing
from
board
members.
They
want
to
see
something,
and
so
we
need
this
piece
to
happen
so
that
we
can
start
working
on
the
the
first
reading
book
to
to
start
laying
out
some
things
for
you
to
see
so
that
so
that
we
can
start
answering
some
questions
and
and
make
some
some
solid
decisions
moving
forward.
D
And
so,
if
we
can
get
a
recommendation
today,
It
Is
our
commitment
that
we
will
have
in
your
hands
the
first
reading
of
the
FY
24
budget
book
by
next
week
on
May
18th,
we'll
have
it
delivered
to
your
homes
by
our
Courier
Service.
D
We
haven't
landed
on
a
date
yet,
but
we
we
will.
We
will
have
the
public
hearing
of
the
second
reading
of
the
fy24
budget
and
then
on.
June
26th
we'll
have
a
second
reading
of
the
budget
presentation
and
have
another
presentation
and
the
board
adopt
a
budget
so
that
on
July
1st
we
we
are
ready
to
go
and-
and
we
have
a
budget
in
place.
A
D
D
What
we
do
is
we
post
it
in
newspapers,
social
media,
different,
not
only
posting
career,
but
there's
another
Charleston
magazine
that
we
posted
in
just
to
get
the
word
out
that
we're
going
to
have
this
public
hearing
and
and
it's
open
to
the
public
they
can
come
and
and
ask
questions
about
the
budget.
We'll
do
a
presentation.
They
can
ask
questions
we'll
set
up
a
CFO
at
charleston.k12.se.us
email
address.
So
if
there's
something
they
see
even
from
these
meetings
that
they
want
to
know
more
about,
they
can
email
us.
D
So
that's
pretty
much
it.
It's
just
a
public
hearing.
D
M
During
with
with
public
hearing,
you
know,
I'm
thinking
like
a
One-Shot
deal,
what
if
people
can't
be
there
so
or
what?
If
they
physically
can't
come
down
here,
to
ask
questions,
will
they
be
able
to
zoom
in
their
questions,
or
will
they
be
able
to
submit
questions
ahead
of
time
or
just
it
just
always
seems
to
me
that
having
just
you
know
that
such
and
such
a
date
and
such
and
such
a
time,
that's
the
public
hearing,
and
you
know
people
have
lives.
They
can't
always
schedule
everything
around.
J
Well
so
so,
as
Ms
Carla
said,
we
we
will
have
an
email
account
that
and
so
what
we
can
do
by
the
22nd
of
May,
which
is
the
first
reading
of
the
budget.
We
will
have
landed
on
a
specific
date
for
the
public
hearing
of
the
week
of
the
19th
and
then
now
so
we
will
publish
that.
J
We
will
announce
that
date
and
then
we
can
also,
at
the
same
time,
on
the
22nd,
publish
the
email
account
with
questions
can
come
in
and
then
once
we
post
the
notice
in
the
the
various
Publications
the
postal
Courier
others,
then
we
can
also
indicate
what
that
email
account
is
look
for
questions.
A
Well,
that
concludes
the
staff's
presentation.
The
first
reading,
the
f-24
budget,
the
recommended
action
and
I-
will
make
the
motion
to
approve
the
first
reading
of
the
f-24
budget.
Using
a
7.1
mil
increase
do
I
have
a
second
second,
okay,
I'll
open.
The
tables
are
open
to
discussion
by
the
committee.
A
F
Guess
I'll
I'll
jump
in
with
two
comments.
One
well
first
I
appreciate
all
the
effort
and
all
that
the
staff
has
gone
through
to
put
together
all
the
analysis.
It's
super
helpful
and
greatly
appreciated
and
I
know
how
much
work
it
is
I
can
guess
almost
what
it
is
we
might.
F
My
first
comment
is
that
my
my
understanding
of
you
know
the
whole
core
of
purpose
of
this
committee
is
to
support
the
larger
school
board's
effort
to
you
know
extra
exercise,
its
responsibility
for
the
financial
help
of
the
school
district
and
a
lot
of
the
work.
That's
happened,
which
is
to
create
three-year
projections
and
to
do
this
analysis
is
very
helpful,
but
I
I
am
concerned
about
a
three-year
projection
that
relies
on
in
part
on
you
know,
sort
of
unidentified
savings
to
get
to
a
balance
between
the
revenues
and
expenses,
and
so
that's
that's.
F
One
of
my
concerns
is
that
if
you
go
back
to
the
Moody's
report,
that
indicated
why
you
know
we
have
us,
we
have
a
good
credit
rating,
but
again
the
first,
the
first
consideration.
They
said
what
would
cause
us
to
be
downgraded.
It
was
if
we
had
a
multi-year
period
of
you
know,
sustained
declining
fund
balances
and
so
I
think
that
is
I.
Think
my
personal
perspective
is
that
that
should
be
our
number
one.
Priority
from
this
committee's
perspective
is
to
make
sure
that
we
don't
have
multi-year
declining
fund
balances.
F
So
that's
that's
the
core
of
my
point.
My
second
point:
it's
the
only
other
point
I
have
is
that,
aside
from
making
sure
we
have
revenues,
expenses
that
are
gonna
roughly
offset
each
other
over
the
next
three
years,
I
think
we
have
four
areas
of
financial
concern
or
risk
to
us.
F
One
is
we
do
have
the
risk
of
rising
interest
rates
over
subsequent
years
and
I
know
our
the
debt
that
we
have
that
we've
already
issued
is
fixed
for
that
camp
can't
increase
by
itself,
but
when
each
of
those
maturities
occurs
and
we
have
to
refi,
we
have
the
risk
right
now
of
paying
a
higher
rate,
and
so
that's
a
hidden
risk
to
our
cost
structure.
Second
concern
I
have
is
that
we
always
have
a
Perpetual
on
the
capital
side.
F
We
always
have
a
deferred
maintenance
bucket
that
we
seem
to
never
quite
be
willing
to
fully
fund,
and
so
I
I
worry
about
that
as
a
hidden
cost
creep
to
our
cost
structure,
and
then
third
and
fourth-
and
maybe
these
are
the
most
important.
But
we
are
our
compensation
for
our
teachers
and
for
our
staff
as
well,
have
not
been
have
not
kept
up
with
market,
and
that's
evidenced
by
the
fact
that
we've
had
so
many
unfilled
positions,
and
so
so
I
have
the
I.
Have
that
as
a
concern
as
well.
F
So
I'll
leave
it
at
that.
But
it
seems
to
me
that
and
I
know
the
staff's
doing
everything
they
can
to
try
to
balance
competing
perspectives.
But
it
seems
to
me
that
we
should
have
a
millage
increase
that
supports
those
cost
structure,
elements
that
are
inherent
in
our
district.
That's
I've
probably
said
enough.
F
A
A
I
think
staffs
work
very
hard
in
setting
the
support
in
this
recommendation
in
this
millage
increase
is
obviously
up
to
the
board
to
decide
once
they
have
the
full
picture
once
they
have
the
budget
in
front
of
them
to
decide
what
if
any
millage
increase
is
going
to
be,
they
will
have
to
start
somewhere
and
based
upon
what
I'm
hearing
correctly,
if
I'm
wrong
that,
even
if
we
gave
the
teachers
just
2.,
you
know
2500,
which
I
don't
think
is
reasonable.
We're
still
going
to
need
a
millage
increase.
A
You
know
it's
even
close
to
trying
to
keep
this
budget
balanced
and
taken
to
account.
Some
of
the
well-set
stated
points
on
you
know
the
variances
and
risks
that
we're
stepping
forward,
and
the
last
thing
we
want
to
do
is
lose
that
Moody's
rating,
so
I
I
know,
there's
going
to
be
a
lot
of
questions
as
if,
whether
it's
enough
or
not
I,
don't
think.
A
That's
our
determination
and
I
think
a
lot
of
work's
been
done
and
I
think
it's
more
important
right
now
to
set
a
basis
to
get
to
the
board
and
from
what
I
understand.
Probably
one
of
the
first
times
that
I
appreciate
the
hard
work.
You're
gonna
have
to
do
something
to
work
with,
and
that
requires
everything.
C
A
That
being
it,
our
next
upcoming
meeting
is
set
for
June
7th
I,
appreciate
staff
for
accommodating
myself
and
I
look
forward
to
it.
I
look
forward
to
receiving
the
the
book
yeah
who's
looking
and
he's
he
likes
to
read
with
that
being
said,
I'd
like
to
have
a
motion
to
adjourn
the
meeting.