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From YouTube: CCSD Audit and Finance Committee Meeting | May 2, 2023
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A
A
I'd
like
to
welcome
Mr
Calhoun
and
thank
him
for
joining
the
committee
for
the
first
up
item
is
item
1B.
Adoption
of
the
agenda
do
I,
have
a
motion.
So
second,
second
vote.
Please.
A
Item
one
C
approval
of
the
minutes
of
the
May
22nd
2023
meeting
I'm,
hoping
everybody's
had
a
chance
to
review
them
there
any
comments
or
any
changes.
A
Vote
aye
eyes
have
it
it
passes.
We
move
on
forward
item
two:
a
the
capital
2017
2022,
Capital
programs,
phase
four
sales
tax
budget,
reallocation.
This
is
an
action
item.
A
C
The
increase
is
dedicated
solely
to
the
track.
The
remaining
funding
that
you're,
seeing
without
the
increase
was
for
the
current
Regional
DeForest
Stadium,
that's
out
there.
Now
that
has
a
6
000
seating.
You
know,
Press
Box
concessions,
things
of
that
nature.
That's
the
original
amount
that
that
you
see
in
front
of
you.
A
And
so
this
is
incorrect
me
if
I'm
wrong.
This
is
coming
to
the
end
of
what's
left
of
the
sales
tax
of
the
four
provision.
Yes,.
D
A
Hearing
none
I'd
like
to
make
a
motion
to
move
to
approve
the
reallocation
of
funds
to
the
board,
as
shown
on
the
attached
resolution.
Do
I
have
a
second
have
a
vote:
aye
aye,
Indian
Ace,
no
names
hearing,
none,
we
move
forward.
The
motion
passes
I
mean
the
action
moves
on
to
the
board
for
further
consideration.
E
A
F
Good
afternoon
I
sent
a
brief
forward.
Nutritional
Services
we
haven't
had
a
price
increase
in
in
10
years
and
since
the
pandemic
started
in
2020,
the
Consumer
Price
Index.
If
you
want
the
the
very
first
year,
I
went
up
about
1.2
percent
and
it
went
4.7
percent
the
next
year
in
2022
went
up
8.6
and
we're
tracking
3.6
this
year.
That
adds
up
to
about
18.1
percent
in
that
time
period.
F
But
if
you
look
specifically
at
consumer
price
index
for
food,
it's
actually
going
up
23
and
if
you
apply
that
to
the
225
meal
price,
where
we're
at
now
that
adds
up
to
about
50
Cent
increase
to
make
it
up
to
275.
and
that
additional
funding
we're
bringing
about
437
thousand
dollars
in
the
coming
school
year.
Now,
there's
other
considerations
that
we
put
together
when
putting
the
budget
together.
F
Besides
the
price
of
the
meal,
for
example,
what's
the
labor
increase
to
be
next
year,
because
every
time
our
labor
goes
up,
one
percent,
our
labor
and
Fringe
goes
up
173
thousand
dollars.
So
this
is,
then
we
did
a
cola
and
a
step
increase
that
could
be
as
much
as
3.5
percent
or
six
hundred
and
five
thousand
dollars.
So
in
developing
the
budget,
we
look
at
a
lot.
Besides
the
the
price
increase.
We
also
look
at
how
our
organization
is
running.
F
We
base
the
way
our
organization
runs
on
kpis,
the
key
performance
indicators
and
one
of
the
biggest
ones
we
use
is
meals
per
labor
error
and
we're
really
focused
on
that.
The
last
two
years
and
the
meals
per
labor
hour
really
looks
at
how
many
meals
that
you
serve
based
on
a
number
of
hours
that
you
have
and
if
you
look
at
something
nationally
nationally,
a
school
does
16
to
18
meals
per
labor
hour
in
their
kitchen.
That's
pretty
good.
Our
folks
are
running
close
to
21
meals
per
labor
hour.
F
They
have
become
very,
very
efficient
so
that
we're
able
to
run
a
balanced
budget
mainly
because
this
past
year
or
wages,
went
to
17
minimum
per
hour.
F
So
if
you
look
at
just
our
front
line
folks
or
Frontline
operators,
the
average
pay
for
our
front
line
operators
19.66
the
average
pay
for
our
managers
is
a
little
over
27,
an
hour
which
they
deserve
they're
they're
well
paid,
but
to
do
that
they
had
to
become
very
efficient
to
make
it
part
of
the
budget
and
they
have
become
very,
very
efficient
and
helped
absorb
some
of
the
costs.
Now
there
are
a
couple
of
bills
that
are
going
through
one
state
Bill
s
148.
F
You
may
have
heard
about
where
the
state
wants
to
make
up
the
the
difference
so
that
all
children
could
eat
free
has
been
stalled,
so
it
hasn't
had
any
intention
until
January
since
January
10th,
but
on
the
federal
level
which
I'm
more
excited
about.
Is
this
school
meal
expansion
act
which
is
introduced
by
representative
McGarvey
H.R
2567?
F
It's
been
referred
to
the
house
committee
on
April
10th,
so
it
is
getting
some
action
and
if
that
goes
through
what
that
does
is
if
it
stays
in
the
present
state.
It
allows
us
to
increase
the
multiplier
on.
What's
called
Community
eligibility
provision
from
1.6
to
2.5,
which
means
that,
if
that
happens,
our
entire
District
could
go
under
cep
and
all
the
kids
could
eat
free,
which
is
which
is
extremely
valuable
right
now.
F
Neither
one
of
those
is
passed
so
now
we're
looking
at
how
do
we
balance
our
budget
for
next
year
and
one
small
part
of
that
would
be
putting
a
price
increase
in
so
we
are
balancing
our
budget
now.
One
last
thing:
we
are
extremely
proactive
in
ensuring
that
all
of
our
kids
that
qualify
for
free
and
reduced
meals
that
we
get
them
under
the
free
and
reduce
wheel
program.
For
example,
we
actually
do
outreaches
in
the
community.
F
Last
year
we
were
in
four
what
we
call
pockets
of
poverty
in
Mount
Pleasant
in
the
community,
getting
frame
reduced
applications,
so
we
just
don't
sit
there
waiting
for
them
to
come
in.
We
actually
go
out
and
help
these
families
fill
out
the
free
and
reduced
applications
and
we'll
do
it
again
this
summer.
Thank
you.
G
First,
what
was
the
HR
bill
again?
He
said
25
57
hours,
67.
G
And
how
many
students
will
it
impact
in
Mount
Pleasant?
Well,.
F
If
you
tell,
if
you
count
if
it
goes
through,
it
can
impact,
let's
say
if
17
000
students.
F
Our
price
change
how
many
impact
17
000
students,
so
33
000
students
next
year,
will
actually
be
in
the
community
eligibility
provision
program.
So
they
all
those
students
will
eat
meals
for
free
it'll
impact,
17
000
students,
but
within
those
students,
you've
got
a
lot
of
students
that
are
already
qualified
for
free
reduced
meals,
so
about
14
of
those
students
already
require
already
are
under
the
frame
reduced
program,
and
we
will
go
out
and
make
sure
that
every
child
that
does
qualify
is
on
that
program.
G
Okay
and
lastly,
if
we
were
to,
if
it
were
If
This
Were,
to
go
through
the
reduced
mill
rate,
won't
go
up
at
all.
F
Academic
Medical
School
of
the
Arts,
which
again
those
run
around
14,
directly
certified
students.
I
So
if
assuming
that
we're
able
to
fully
utilize
as
best
we
can,
the
free
introduced
lunch
programs,
what's
the
what's
the
what's
the
push
back
internally
versus
raising
this
price
further,
because
two
things
one
the
increase
you're
doing
is
not
has
not
kept
up
with
inflation
over
the
past
10
plus
years
and
you
you
also
said
you
don't
expect
to
raise
it
again
soon.
So
we're
looking
at
the
next
10
years
and
also
comparing
this
price
to
what
it
actually
costs
to
feed
you
can't
feed.
I
You
can't
buy
breakfast
for
1.50
anywhere,
so
I
guess
where
I'm
going
with
it
is.
Should
we
be
increasing
further
than
this
so
long
as
we're
not
discouraging
people
from
buying
the
food
because
they
can't
afford
it?
And
if
our
freedom
reduced
lunch
programs
are,
are
they
not
adequately
covering
people?
Well,
we
lose
people
who
won't
eat
if
we
raise
the
price
further.
I
guess
is
what
I'm
asking.
F
If
you
raise
it
further,
potentially
you
could
lose
families
that
they
won't
eat,
but
as
far
as
keeping
it
stable
for
the
next
three
years,
we're
we're
very
strategic
about
how
to
save
funds.
There
are.
There
are
a
lot
of
additional
funds
out
there
in
the
Commodities
that
a
lot
of
districts
leave
on
the
table.
We
get
those
Commodities.
So
that's
why
we
don't
need
to
raise
it
even
more
or
strategically.
F
When
we
look
at
a
company
that
they're
shipping
a
10
pound
box
of
ground
beef
to
us,
we
go
to
them
and
say:
can
you
ship
a
40
pound,
ground,
pound
box
of
green
brown
beef
because,
instead
of
paying
the
delivery
fee
on
10
pounds
in
four
cases
we're
paying
the
delivery
fee
on
one
case
and
we
save
money
in
some
cases
just
on
ground
beef?
That
say
it
will
save
us
seventeen
thousand
dollars
in
a
year.
So
we
are
looking
for
ways
even
now
to
save
money
down
the
road.
G
F
The
entire
District
it's
a
very
good
question
is
the
menus
are
exactly
the
same.
So,
for
example,
our
whole
muscle
chicken
sandwich
we
weren't
able
to
get
hold
of
the
whole
muscle
chicken
sandwich
for
a
very
long
time.
Now,
let's
just
come
back
so
we're
able
to
get
our
whole
muscle
chicken
sandwich
and
that
does
cost
more
than
a
made
from
whole
muscle
sandwich
our
hamburger
that
I
wanted
to
have
very
few
ingredients
in
it.
F
J
F
It
it's
a
very
clean
label.
None
of
our
items
will
have
high
fructose
corn
syrup
in
them.
So
yes,
that
costs
more,
but
we
are
looking
at
getting
quality
products.
A
K
K
It
has
an
inequity
issue
to
me.
I
get
what
we're
doing
I'm
glad
that
we
have
some
65
schools
that
are
qualifying
for
the
cep.
K
The
only
thing
I
think
well,
not
the
only
thing
I
mean
it.
It
would
cost
us
out
of
our
gof
or
whatever
funding,
to
provide
all
of
our
students
with
with
their
lunches
that
given
I
think
we
need
to
Lobby
really
hard
the
state
legislature
that
they
come
up
with
the
money
for
our
students
across
the
state
to
have
free
lunches,
especially
when
they
are
giving
away
money
to
private
schools.
H
So
so
are
we
really
saying
that
other
than
the
schools
in
Mount
Pleasant,
Bruce
School
of
the
Arts
and
academic,
that
all
other
schools,
all
the
students
and
all
these
other
County
Charleston
County
schools
are
receiving
free
lunch?
Is
that
is.
F
That
they
will
in
23
24
school
year,
because
what
happened
this
past
year
is
the
state
started
using
Medicaid
as
a
qualifier
which
increased
the
number
of
students
that
actually
automatically
qualify
for
free
and
reduced
meals.
B
And
I
guess
that
funding
is
tied
to
a
specific
school.
So
we
can't
take
that
money
and
spread
it
out.
So
it's
even
you
know,
because
it
I
understand
what
Carol's
saying
it
seems
to
be
unfair,
that
you
know
a
household
is
making
the
same
income
in
Mount.
Pleasant
has
to
buy
lunch,
but
if
that
same
family
was
in
West
Ashley
and
was
in
a
school,
they
wouldn't
have
to
pay
that
they
would
get
automatically
free
and
reduced
lunch
because
that
school,
the
whole
school
Falls
underneath
that
program.
F
And-
and
that
is
why
I
am
working
closely
with
the
with
Frack,
which
is
a
food
research
and
action
committee,
and
with
no
kid
hungry,
with
two
national
groups
that
are
trying
to
push
the
school
meal
expansion
act
forward.
So
we're
hoping
that
does
go
forward
so
that
we
can
include
all
of
our
schools,
foreign.
A
F
Very
good
question
that
the
the
menus
are
the
same,
whether
it's
Elementary
School
level
or
our
middle
of
high
school
level,
middle
and
high
are
pretty
much
exactly
the
same.
But
if
you're
going
to
go
from
one
end
of
the
district
to
the
other,
the
menus
are
the
same
foreign.
A
Hearing
none
I'd
like
to
make
a
motion
to
recommend
that
motion
be
passed
onto
the
board
to
approve
an
increase
in
breakfast
for
their
consideration
to
150
and
an
increase
in
lunch
to
275..
Do
I
hear
a
second
second,
you
have
a
vote.
Hi
hi,
any
Nays
hearing,
none
the
motion
passes
and
we
move
on
foreign.
L
You
good
afternoon,
audit
and
finance
committee,
so
the
May
2nd
listing
consists
of
purchases
of
Chromebooks
digital
content
for
elementary
and
middle
schools
for
multiple,
as
well
as
CMV
increase
for
some
facility
maintenance
projects,
and
the
total
is
about
15.6
million
dollars,
and
this
is
through
May
2nd.
L
This
completes
the
presentation
piece
for
the
March
2023s.
Excuse
me
board
approval
for
contracts
over
250.
A
M
As
you
know,
Mr
Grabowski
there
are
certain
items
were
purchase
under
the
procurement
code
by
the
state
that
are
exempt
from
competition
and
many
of
the
learned
services
purchases
fall
under
that
exemption.
G
I
have
a
question
item
four
with
the
activity
buses.
What
how
many
buses
will
we
be
changing
out
at
that
point,.
D
D
I'll
verify
that
it
was
then
it
was
the
number
included
in
the
fixed
cost
of
ownership
budget
that
the
board
approved
in
February
the
numbers
actually
in
that
presentation.
But
while
we're
waiting
here,
I'll
go
back
and
dig
that
up
all.
G
Right-
and
this
is
not
including
any
new
buses
for
schools
that
have
certified
people
since
this.
D
Yes,
sir,
so
our
home
to
school
buses
are
either
provided
by
the
state
if
it's
for
a
traditional
run,
if
it's
for
a
magnet
run
or
any
run,
we
do
within
or
outside
of
the
restrictions
listed
by
this
day,
we
fund
that
through
the
contractor,
so
it's
not
our
bus.
The
activity
buses,
however,
we
own
and
and
manage-
and
this
is
the
routine
replacement
cycle
in
addition
to
a
bus
being
purchased
for
Patterson's
Academy,
which
is
the
Special
Needs
school
all.
D
A
The
only
question
I
really
had
was
on
item
number,
eight,
with
I,
ready
and
and
once
again,
I
think
this
is
just
not
understanding.
You
know
the
full
use
of
I-Ready
I
was
under
the
assumption
that
it
was
more
of
an
assessment
tool.
I
didn't
realize
it.
It
appears
from
this
that
it
seems
to
be
part
of
a
curriculum
tool.
At
the
same
time,.
N
A
A
O
O
O
I'm
sorry,
there
are
two
others
I
didn't
bring.
My
computer
up
here
with
me.
G
G
L
They're
they're
in
a
they're,
not
in
general
operating
fund
they're
in
a
special
fund
by
itself,
it's
a
scholarship
fund,
and
so
it's
it's
managed
specifically
for
these
type
of
events.
You
know
at
the
school
level.
I
Foreign
just
to
clarify
it
may
be
a
type
I
think
it's
a
typo,
but
it
shows
this
total
of
six
thousand
dollars
per
student
I.
Think
it's
more
like
I!
Think
it's
just
a
division
thing
only
just
so.
People
don't
get
incorrectly
surprised
that
it's
six
thousand
dollar
students
or
a
thousand
dollars
a
student
on
average.
If
you
look
at
them
so
before
you
sit
at
the
board,
you
may
want
to
just
correct
that
just
so
people
don't
get
up
in
arms
unnecessarily.
O
So
that
request
came
from
the
school
level.
I
would
make
an
assumption
that
the
school
is
using
the
field
trip,
chaperone
ratio.
N
Yeah
by
May,
sometimes
thank
you
so
much
for
that
question.
We
sometimes
on
the
school
side
of
the
house.
We
have
individual
unique
needs
of
students
that
have
to
be
considered
when
we
make
Provisions
for
them
to
attend
field
trips.
It's
never
our
intent
to
exclude
any
child
because
of
special
needs
or
disabilities
they
may
have,
and
because
of
such
needs,
sometimes
students,
individual
plans
or
other
plans
that
we've
made
for
students
require
individualized
supports
for
them,
and
so
that
maybe
an
instance
as
such
you
see
here.
N
So
thank
you
for
seeking
that
clarification,
I'm
sure,
that's
something
the
board
might
seek
to
clarification
for
us,
so
we
might
be
able
to
privately
share
that
information
with
board
members
prior
to
their
vote
on
this.
Thank
you
again.
Thank.
O
L
L
G
Right
and
the
school
made,
the
the
travel
arrangements
or
the
the
individual
chaperones
make
the
travel
Generations.
That's.
N
A
good
question
so
so
again,
thank
you
for
that
Mr
Calhoun.
The
schools
typically
make
all
the
arrangements
and
they
abide
by
certain
ratios
based
on
student
needs,
and
then
they
arrange
everything
and
book
and
then
they
either
ask
us
for
the
money
up
front
and
in
some
situations,
ask
for
reimbursement,
post
trip.
H
So
how
does
the
process
work
for
requesting
funding
through
this
mechanism
and
is
there
a
panel
that
decides
that
approves
these
or
is
it
an
individual?
How
does
that
work.
O
B
H
N
G
All
right,
two
last
things
under
the
academic
magnet
application,
they're
they're
missing
how
many
the
amount
for
meals
and
it's
not
totaling
up
correctly
on
that
for
the
10
821,
but
then,
lastly,
well
we
get
I'm
sure
we'll
get
some
type
of
report
back
to
the
border
to
US
after
they
come
back
and
win.
We.
A
L
Thank
you
for
reminding
me.
There
will
be
one
more
request
that
comes
in
that
didn't
meet
our
deadlines
from
our
Charter
School.
That
will
be
at
the
upcoming
the
next
audit
and
finance
committee
meeting.
So
just
as
FYI.
E
M
So
the
law
about
about
fund
has
been
in
existence
for
quite
some
time.
It's
fifty
thousand
dollars
per
year
saying
a
special,
a
specialist
special
Revenue
fund.
So
it's
not
part
of
your
operating
fund
and
there's
a
process
that
all
principles
that
are
eligible
their
schools
are
notified.
They
know
what
their
process
is.
M
Now,
if
you
have
new
principles,
they
have
to
rely
on
the
associate
superintendent
level
leaders
for
those
District
staff
to
be
able
to
inform
the
the
principles,
but
even
then
the
principals
have
staff
there
that
new
principals
have
existence
staff
there
that
are
familiar
with
the
process
and
in
this
process
we
include
all
of
all
the
CCSD
Schools
traditional
schools
and
charter
schools,
and
so
there's
one
particular
Charter
School
I,
remember
a
couple
years
ago,
when
we
had
a
district,
Traditional
School
missed
the
deadline.
M
M
And
I,
don't
I,
don't
know
I,
don't
I,
don't
remember
that
how
what
what
the
the
Genesis
of
this
fund
is
and
who
Laura
Brown
is
I.
Remember,
I!
Remember
when
I
first
came
back
here
in
2018,
I
did
look
that
up
and
I
just
don't
remember,
but
it's
something
again.
That's
been
been
established
for
many
many
years
and.
M
Well,
within
the
backside,
I
don't
think
in
the
in
the
during
the
pandemic
and
I.
Don't
remember
you
know
in
18
fiscal
years,
18
19
we
maxed
out
or
not.
It
seems
like
most
years
we
below
the
fifty
thousand
dollars.
A
I
mean
I
I
know
this
is
probably
not
the
time
to
be
just
discussing
I'm,
just
kind
of
curious
how
we
would
subsidize
a
charter
school
out
of
a
general
fund,
an
account
when,
when
you
look
at
the
way
the
funding
goes
and
we're
required
to
give
a
percentage
per
student
to
the
charter
schools
and
now
we're
taking
funds
from
the
number
of
students
that
we're
getting
and
using
I.
Don't
see
the
rationale
of
that.
M
Oh
well,
I
mean
I'm,
not
sure
when,
when
the
rationale
was
established,
I
mean-
and
our
funding
mechanism
assumes
that,
although
a
child
is
in
a
charter,
school
is
still
a
Charleston
County
District
student,
because
we
these
these
charter
schools-
that
are
that
this
applies
to
is
only
the
district
Charters
and
we
have
nine
charter
schools
that
we
that
we,
the
district,
authorize
and
support,
and
so
those
are
our
students
and
when
we
say
49
or
50
000
students
in
our
district.
M
That
includes
the
charter
schools,
students
for
one
of
the
nine
that
we
authorize,
not
the
other
charts
that
are
authorized
by
the
authorizing
agencies
in
the
state.
G
A
Item
two
e
this
before
I
get
to
this
is
a
motion
to
approve
the
first
reading
of
the
f24
budget,
using
a
7.1
mil
increase
and
for
the
committee's
knowledge
before
we
move
on
to
any
discussion
on
this.
This
change
was
made
yesterday
to
the
agenda
and
the
documents
were
produced,
I
think
pretty
much
later
on
in
the
evening
and
throughout
the
night,
I
really
have
I
mean
well,
let's
we'll
move
this
on.
A
The
motion
is
to
prove
the
first
reading
of
the
f-24
budget.
Using
7.1,
mil
increase,
do
I
have
any
questions
from
the
committee.
M
A
M
The
ship
so
but
what
happens
every
year
in
the
in
May,
is
the
first
reading
of
the
budget.
We
take
that
to
the
RN
finance
committee
in
the
in
the
meeting
proud
in
the
same
month
prior,
and
so
you
all
have
not
had
your
right
access
to
these
documents.
We
just
got
completed
sometime
yesterday,
I'm,
not
sure
I'm,
ready
and
and
so
what
we,
what
you
and
I
Mr
kabrowski
have
began
discussing
yesterday
before
the
fire
interrupts
fire
alarm.
M
Interruption
is
that
that
we
would
have
the
meeting
today
we
would
present
to
the
committee
the
details
of
what
we're
proposing
so
you'll
have
that
presentation
and
then,
if
it's
the
committee's
desire,
then
we
we
try
and
have.
We
would
have
a
an
ad
hoc
or
a
finance
committee
meeting
prior
to
the
first
reading
of
the
budget,
which
is
April.
Excuse
me
not
April,
but
on
May
22nd,
so
that
we
can
further
go
through
the
details
and
and
make
sure
if
you
understand
it.
M
A
Because
one
one
of
the
options
I
had
put
out
was
that
we
would
postpone
today's
meeting
to
give
the
committee
some
time
to
go
through
what
is
being
discussed
today,
because
it
was
put
out
as
an
action
item
if
they've
been
put
out
as
an
information
I
I,
probably
wouldn't
have
had
as
near
of
concern,
but
the
second
you
put
out
it
as
an
action
item.
I
had
a
lot
of
concern
because
it's
it's
a
lot
of
even
not
being
the
budget
without
the
budget.
M
Yeah-
and
so
so
you
certainly,
the
committee
certainly
does
not
have
to
take
action
today,
but
you
you
should
take
action
before
the
22nd
of
May
and
then
hence
the
the
recommendation
that
we
have
with
the
ad
hoc
committee
and
I
understand,
and
so
so
and
also
just
to
just
point
out
I
do
have
a
concern
if
we
just
give
you
these
financial
documents
and
and
with
an
expectation
that
you
would
understand
them
the
finance
team.
M
Some
of
these
documents
that
you're
looking
at
I
actually
designed
years
ago
and
the
finance
team
assembles
the
data
and
they
they
send
them
to
me.
They
email
them
to
me
before
I
understand
them.
They
have
to
sit
down
for
me
and
go
through
the
numbers,
and
so
my
My
Hope
Is
by
asking
rather
is
that
give
us
an
opportunity
to
explain
the
numbers
to
you.
M
G
So
today
we
should
really
look
into
just
receiving
all
the
information
tabling
it
for
a
special
call
meeting
coming
up,
and
then
we
make
the
actual
action
now.
G
So
yeah.
G
A
L
And
if
I
may
so
after
this
presentation
and
where
and
we
the
meet,
the
meeting
concludes,
if
you
have
questions,
feel
free
to
email
them,
because
what
we'll
do
is
we'll
capture
everybody's
questions,
just
specifically
on
this
budget
and
we'll
start
a
document
and
share
it
with
everybody
periodically,
so
that
we'll
just
for
better
understanding
so
that
you
know
you're,
not
asking
you
know
asking
the
same
questions.
It's
just
a
document
that
a
live
document
that
we
can
share
with
everyone
with
all
the
questions
you
know
from
the
budget,
absolutely.
L
We
will
provide
another
update
at
the
committee
of
the
whole
meeting
on
May,
8th
and
present
the
first
reading
of
the
budget
at
the
board
meeting
on
May
22nd
and
then
on.
June
26th
we'll
have
our
public
hearing
at
that
board
meeting
and
present
the
second
reading
of
the
budget
and
the
board
will
adopt
the
fy24
budget
slide
please.
L
So
our
district
priorities,
the
following
priorities,
are
included
and
all
of
the
considerations
being
presented
today.
Increasing
teacher
pay,
supporting
principals
requests
from
the
school
data
review
sessions
and
the
alignment
of
the
student
data
clerk
responsibilities
in
their
job
description
next
slide.
Please,
and
so
it's
evident
from
multiple
South
Carolina
educational
organizations,
as
well
as
our
South
Carolina
legislators
and
our
school
board
that
teacher
pay
increases
must
be
a
priority
in
order
to
retain
our
current
teacher
Workforce
Recruit
new
teachers
to
the
profession
and
then
for
us
personally.
L
and
so
in
2018
we
were
able
to
do
a
step
plus
a
two
percent
Cola
and
so
the
Steven
excuse
me,
the
starting
teacher
salary
at
that
point
was
thirty,
six
thousand
seventy
dollars
and
then
an
FY
19
in
2019.
The
district
and
the
board
made
a
commitment
to
a
three-year
implementation
plan
to
bring
the
teacher's
starting
salary
to
40
000
per
year,
and
so
you
can
see
on
this
chart.
L
and
then
in
2022
and
2023.
We
did
a
step
plus
thousand
and
then
a
step
plus
a
2
000.,
and
so
our
current
beginning,
beginning
teacher
salary
is
forty
three
thousand
one
hundred
forty
six
dollars
and
so
in
this
particular
budget.
We're
proposing
to
do
a
step
plus
a
fifty
thousand
dollar
starting
teacher
salary,
which
is
about
a
ten
and
a
half
percent
increase.
L
L
L
So,
with
this
new
schedule,
they
would
actually
go
up
7782
dollars
in
their
FY
24
salary,
going
from
a
step
zero
to
a
step,
one
would
be
50
928
dollars,
that's
an
18
increase,
which
is
an
increase.
We've
never
been
able
to
do
for
our
for
our
first
year,
teachers
so
going
to
the
second
subset
of
data.
L
Looking
at
a
master
step,
five
right
now,
they're
at
a
salary
of
fifty
three
thousand
three
hundred
ninety
one
dollars
and
on
based
upon
this
FY
24
salary
schedule
that
we're
recommending
they
would
go
up
to
60
440,
which
is
about
it's,
that's
a
13
increase
for
a
salaries,
salary
increase
and
then
the
next
subset
of
data.
We'll
look
at.
Let's
look
at
the
doctorate
step
10.
L
so
right
now,
they're,
currently
at
67
770,
and
when
they
step
up
to
an
11,
they
would
go
up
to
74
486
dollars,
and
that
is
a
10
salary
increase
and
so
I
won't
go
through
all
the
other
ones.
But
I
do
particularly
want
to
look
on
the
right
side
at
the
last
proposed
increase,
where
it's
got.
The
doctorate
step,
35.
L
So,
currently
right
now,
they're,
making
101
430
and
with
this
salary
schedule
that
we're
recommending
they
would
go
up
to
106
343
dollars,
which
is
equivalent
to
about
a
five
percent
increase.
So
that's
what
we
mean
by
incremental
schedules:
it's
not
a
it's,
not
a
set
rate
across
the
schedule.
It's
it's
based
upon!
It's
it's
more
front
loaded!
You
know
with
the
with
the
zero
to
15
years
of
experience
more
so
than
the
last
part
of
this
salary
schedule.
M
H
G
That's
Step
35
through
35
and
36
with
us,
actually
just
with
us
pushing
up
from
going
to
step
30
to
40..
How
would
that
increase
say
if
we
did
a
doctorate
at
a
maxed
out
at
40.
L
G
So
if
we
had
a
doctorate
on
who
was
basically
a
step
40
because
we
just
increased
for
the
30
to
40.,
how
would
that
that
would
push
it
over
that
106
343,
correct
yep.
L
M
And
so
also
so
so
Jackie
talked
about.
This
is
incremental,
that's
front
loaded.
So
what
we
did
was
I.
We
looked
at
this
teacher
salary
schedule.
We
took
a
look
at
teacher,
Recruitment
and
teacher
retention.
Where
are
the
points
in
a
person's
career
that
they
make
a
make
a
decision
so
before
a
person
comes
in,
decides
to
come
in
too
of
teaching
they
make
a
choice
coming
down
college
or
born
in
a
teacher
I'm
born
in
something
else,
and
so
we
front
loaded.
M
The
salary
increases
for
the
first
four
or
five
years
to
entice
the
teachers
to
come,
people
to
come
into
their
profession
and
then
later
as
they
get
close
to
making
a
decision
at
around
I.
Think
the
the
best
thing
for
the
state
retirement
is
amount
of
bills
are
eight
or
ten
years
10
years.
So
you
know
in
any
career
when
someone
is
looking
at
am
I
going
to
stay
in
this
career
am
I
going
to
switch
careers.
You
know
they
have
decisions
that
points
they
have
to
look
at.
M
One
is
am
I
like
when
do
I
lock
myself
in
in
terms
of
retirement,
and
so
this
is
getting
close
to
the
10-year
point,
so
we
made
that
higher
also
and
then,
as
Jack
has
indicated,
we
also
had
increases
of
roughly
five
percent
in
the
latter
half
of
the
careers
and
plus
the
board
recently
made
sure
that,
for
the
for
teachers
that
have
been
in
the
profession,
from
31
to
40
years
to
your
point,
Ms
Calhoun
we're
also
on
making
sure
prior
to
this
year,
they
were
not
covered
by
these
step.
M
These
these
step
increases
the
dollar
amounts.
M
About
a
person's
career
so
at
the
beginning
to
end
to
help
with
recruitment,
bring
people
into
the
fashion
and
then
later
on.
Try
and
entice
people
to
stay
for
retention
in
in
the
profession.
I
Bill
question:
for
you:
I
I'm
sure
you
know
in
the
past.
You
guys
have
done
this,
but
it
might
be
helpful
when
this
is
presented
to
the
board
to
have
some
of
the
comparative
Benchmark
data
from
some
of
the
other
districts
to
see
where
I
mean
I.
Think
everybody's
very
aware
of
how
difficult
it's
been
to
attract
and
retain
teachers,
but
perhaps
giving
some
data
points
and
I
know:
there's
numbers
paralysis.
M
We
will
do
that
and
I
I'll
always
I'll
also
say
that
in
in
addition
to
comparing
to
peer
districts
in
the
state
of
South
Carolina,
we
probably
need
to
select
two
or
three
districts
that
are.
E
L
Now
my
last
point
on
this
slide
is
I
know.
Some
of
you
are
probably
wondering
why
we
just
didn't
do
a
flat
percent
across
every
cell,
and
we
did.
We
looked
at
that
HR
put
that
together
for
us
and
to
do
so,
for
example,
to
bring
a
a
bachelor
zero
from
43
146
to
50
928.
That
would
have
been
a
flat
15.88
increase
across
all
the
cells
and
the
total
price
of
that
was
about
44.7
million
dollars,
and
we
just
couldn't.
L
L
H
M
Hey
if
I
understand,
if
I
understand
the
question,
if
I
understand
it,
what
so,
what
what
this
document
shows
here,
examples
at
certain
points
in
the
teacher's
career,
every
teacher
on
every
step
of
every
year
of
the
experience
will
receive
a
an
increase
and
we're
just
not
showing
that
on
this
sample.
But
we
have
each
of
the
salary
schedule
that
shows
that
for
every
every
year
of
a
teacher's
career,
yes
up
to
step
40.
H
H
Okay,
so
in
each
of
these
quadrants
you
have
you
have
a
step
amount
and
then
you
have
and
then
you
have
a
schedule,
amount
say:
take
the
the
first
one
Bachelor
Step
Zero,
there's
a
step
for
one
928
and
then
there's
a
schedule.
Six
thousand
eight.
Fifty
four:
what
does
what
does
this
schedule
represent?.
M
First
step,
so
what's
what
the
step
means
is
that
the
state
tells
us
every
year
what
the
requirement
is
for
teacher
salaries
at
a
minimum
and
so
yeah.
So
the
state
has
said
that
every
for
this
year
24,
we
have
to
go
a
step
increase
for
every
teacher
and
so
this
so
that
that
represents
the
value
of
one
year's
worth
of
experience
that
we
that
we,
that
we
raised
the
teacher's
salary
about
that's
a
years
of
worth
of
experience.
And
then
the
schedule
is
the
actual
salary
increase.
M
So,
for
instance,
the
state
is
saying
this
year
that
the
minimum
salary
teacher
increase
is
twenty
five
hundred
dollars
and
what
this
schedule
is
saying
here.
We're
going
to
go
above
that
twenty
five
hundred
dollars
to
the
6854
on
this
line
that
you
reference
in
the
first
line.
M
So
the
step
is
one
year
worth
of
experience
in
that
that's
required
by
the
state
and
then
the
other
pieces,
but
what
we
do
locally
Beyond
twenty
five
hundred
dollars.
M
H
M
A
So
it
obviously
we're
going
to
be
discussing
this
more
as
we
look
at
the
finally
get
the
budget
and
look
how
this
fits
into
the
budget.
I
I
think
the
one
thing
I
I
don't
understand
it
may
be
somewhere
further
in
the
represent
I
mean
presentation.
Is
our
potential
liability
on
doing
all
these
races,
as
as
we're
doing
it
on
the
retirement
side
as
to
what
our
obligation
is
as
a
district
to
fund
it
with?
You
know
the
state's
portion
that
they
fund?
A
You
know
when
you
start
seeing
these
large
amounts
and
I
mean
obviously
Mr
Bergman
can
clarify
as
to
when
you
can
retire
and
qualify
at
the
salary.
So,
if
I'm
now
making
a
hundred
and
six
thousand
dollars
and
yet
for
30
years,
I've
only
been
putting
in
based
upon
seventy
thousand
dollar
salary,
are
we
taking
into
account
the
difference
of
what
we're
going
to
be
obligated
as
a
district
for
all
those
individuals
who
retire
with
the
extra
benefit
of
these
large
increases
that
we've
seen
over
the
last
eight
years?
A
M
Budget
for
24,
as
as
any
budget
that
we've
we
that
we
bring
to
the
board
we
have
brought
to
the
board
in
the
past-
captures
not
just
the
salaries
but
also
the
the
friends
benefits
and
then
and
you'll
see
later
on
in
the
presentation.
It
shows
how
much
the
incremental
increase
is
for
retirement,
that's
required
by
the
state
for
us
to
play
and
then
when
we
also
have
in
the
presentation
a
a
what
we
call
a
multi-year
projection.
M
So
it
not
only
shows
the
FY
24,
but
it
shows
two
additional
fiscal
years:
25
and
26,
and
those
additional
salary
costs
and
Associated
friends
benefits
costs,
including
retirement,
are
captured
in
there
a
little
projections.
So
yes,
so
we
so
yes.
L
Another
priority
in
this
year's
budget
considerations
are
the
school
data
reviews.
Many
sessions
were
held
in
in
March
five
feet
or
patterned,
and
we
met
with
principals
and
as
well
as
other
District
staff,
and
there
were
several
systemic
requests
that
were
captured
in
these
sessions,
and
these
are
highlighted
on
this
Slide.
The
items
that
are
in
bold
are
actually
in
our
budget
considerations,
so
we've
got
teacher
planning
time.
We've
got
math
coach,
interventionists,
literacy,
coach,
interventionists,
parent
educator
and
Advocates
guidance.
L
Counselor
increase
the
days
11
new
assistant
principals
for
for
schools
that
currently
don't
have
one
there's
11
elementary
schools,
aligning
the
data
clerk
position
to
reflect
21st
century
technology
complexities
in
their
job
description
and
then
sustaining
Title
One
positions
due
to
funding
loss.
L
And
another
priority
was
the
student
data
clerks.
This
position
continues
to
evolve,
based
upon
requirements
from
the
State
Department
of
Education,
on
how
they
use
student
information
system
and
how
they
want
data,
monitored,
reported
and
funded,
and
the
following
responsibilities
were
added
to
the
their
current
job,
description,
registration
and
enrollment,
reporting,
chronic
absenteeism
and
truancy
and
verifying
the
accuracy
of
State
quarterly
reports
based
upon
ADM,
preparing
student
schedules
and
checking
for
completeness
and
and
clearing
any
overlapping
enrollments,
and
then
checking
for
out
of
sync
grades
and
troubleshooting
report
card
discrepancies.
L
A
M
L
M
Welcome
so
the
committee
knows:
we've
been
working
on
this
issue
with
the
daily
clerks
for
several
years.
We
had
a,
we
had
a
strategy
right
before
the
pandemic
and
then
the
pandemic
hit
and
it
disrupted
the
pattern.
But
this
past
this
year
or
last
year,
I
can't
remember
which
billion
dollars
we
had
a
a
third
of
our
data,
Clerks
left,
so
we
have
a
one-third
of
our
daily
Clerk's
turnover.
So
the
complexity
of
this
job
has
changed.
M
Those
complexities
have
changed
over
the
years,
and
so
we
we
have
not
changed
in
terms
of
job
description
and
the
requirements
in
the
in
the
financial
support
that
that
we
need
to
recruit
and
retain
and.
G
I
know
with
business
ads
at
the
last
board
meeting
a
lot
of
the
data
clerks
are
already
doing
these
things,
but
just
making
it
right
so
they're
doing
all
this
work,
but
weren't
getting
the
paid
and
the
justification
for
it
so
cool,
so
we're
not
tossing
way
more
work
onto
them
and
still
that's
right.
Yeah.
I
And
I
assume
we
don't
allow
these
remote
work
for
these
positions.
I'm,
sorry,
I
assume
we
do
not
allow
remote
work
for
to
fill
these
positions.
Can
you
live?
Can
you
live
in
Nevada
and
do
this
work
for
us?
I
didn't
think
so,
but
that
may
be
part
of
the
reason
why
it's
hard
to
retain
because
we're
losing
people
who
have
that
skill,
but
can
fund
other
jobs
that
they
can
work
remotely.
That.
M
L
All
right
so
projected
State
revenues.
This
is
the
same
slide
I
presented
at
the
board
meeting,
but
I'll
just
go
through
it
again,
we're
still
using
the
house
version
from
March
17th,
and
so
what
we
did
is
we
did
a
comparison
from
May
of
last
year
to
March
of
this
year
with
the
house
version.
L
So
when
you
look
at
the
first
line,
the
3103
education
funding,
the
difference
between
these
two
versions
is
about
9.2
million
dollars,
and
so
at
first
sight
it
appears
like
it
appears
that
we're
going
to
receive
9.2
million
dollars
in
additional
revenue
for
this
line
item.
But
what
we
have
to
take
in
consideration,
because
there
are
two
funds
that
did
Sunset,
that's
fun,
338
and
397,
which
is
at
risk
and
Aid
to
districts,
and
we
still
have
expenditures
that
are
tied
to
that
body
of
work.
L
The
same
with
the
next
line
item
for
eia,
the
state
has
rolled
up
several
funds
to
fall
under
this
line
item
instead
of
before
they
were
separated
out
and
even
though
it's
rolled
up
into
this,
we
have
to
make
sure
that
we
capture
those
budgets,
because
we
once
again
we
have
expenditures
tied
to
those
funds,
and
so
even
though
we
received
an
additional
4.6
million
dollars,
we
have
to
back
off
about
four
million
dollars
to
capture
those
900
funds
that
that
have
expenditures
tied
to
them.
L
So,
overall,
even
though
we
received
an
additional
16
million
between
last
year's
house
version
and
this
year's
house
version,
we
can
only
use
9.5
million,
as
in
our
budget
for
State
revenues,
and
all
of
our
recommendations
for
teacher
salary
increases
are
higher
than
the
16
million
dollar
number.
L
P
L
L
So
our
first
scenario
is
we
call
scenario
14
which
has
a
9.1
mil
increase
and
a
50
000
starting
salary
for
teachers,
and
this
includes
the
incremental
salary
schedule
that
we
that
we
were
talking
about
earlier,
and
so
our
our
revenue
is
based
upon
a
9.1.
Mil
increase
for
fy24
are
going
to
be
698.2
million
dollars
and
then
our
expenditures.
What
we
do
with
our
expenditures
is,
we
use
the
base
for
fy23.
We
don't
use
our
budgeted
FY
23
for
expenditures
to
build
on.
L
We
use
our
actual,
because
we've
been
coming
in
under
budget
for
the
last
few
years,
and
so
we
don't
want
to
keep
building.
On
top
of
that,
we
want
to
build
on
actual
expenditures,
and
so
this
number
651.9
million.
That
is
a
number
that
was
on
our
January
Financial
update,
where
we
projected
what
our
expenditures
were
going
to
be
for
the
for
the
for
fiscal
year
23.
L
and
so
funds
available
for
allocation
under
this
particular
scenario,
is
46.3
million
dollars
and
then
the
required
increases.
You
know
the
teacher
step
is
going
to
be
about
5.1
and
you'll,
see
that's
across
all
of
the
different
scenarios.
L
L
The
mandated
paid
parental
leave
for
adoption,
maternity
and
paternity
is
going
to
be
1.6
million,
and
then
we
have
to
take
in
consideration
our
charter
schools
and
our
meeting
Street
payments,
which
is
going
to
be
about
6
million.
That
number
could
change
once
we
get
135
day
final
ADM,
but
right
now
we're
we're
projecting
about
6
million,
and
then
we
have
operations.
We
have
contractual
obligations
and
other
must
use
about
10.7.
L
So
our
total
required
increases
that
we
have
to
take
in
consideration
before
we
do.
Anything
else
is
about
53.5
million,
so
you
can
already
see
that
our
required
increases
are
higher
than
the
revenue
that
we
have
coming
in,
and
so
the
next
section
is
the
prioritize
items
from
our
school
data
review
recommendations.
L
So
we've
got
the
teacher
planning.
Pde
we've
got
the
math
coach
interventionist.
You
know
trying
to
do
half
this
year
and
the
other
half.
Next
year
we
got
the
11
new
assistant
principals
at
the
elementary
schools
that
don't
currently
have
an
assistant
principal
we've,
got
sustaining
Title
One
positions
due
to
funding
loss
and
then
the
data
clerk
increase
in
pay
in
days.
L
So
the
total
School
data
review
recommendations
are
6.8
million
and
that's
going
to
be
the
same
figure
going
across
all
all
these
scenarios
as
well,
and
then
we
have
learning
Services
expansions
they're
about
2.1
million,
and
then
we
have
net
positions
gained
due
to
the
fy24
enrollment
projections
they're
just
right.
Around
4
million.
L
And
then,
on
the
next
page,
we've
got
our
other
considerations.
These
are
other
things
that
we
would
like
to.
You
know
do
in
our
budget.
The
human
race.
Excuse
me
the
non-teacher
two
and
a
half
percent
Cola
increase.
This
includes
all
of
our
principals
assistant
principles.
You
know
directors,
executive
directors,
Etc,
that's
about
five
million,
and
then
we
are
seeing
an
increase
in
our
insurance
premiums
on
property,
so
that's
coming
in
around
1.2
million
and
then
an
increase
in
outsourced,
legal
fees
at
600
000..
So
our
total
other
considerations
are
6.8
million.
L
That's
going
to
carry
on
across
all
the
other
scenarios
as
well,
so
our
total
Foy
24
expenditure
request
additions,
for
this
particular
scenario,
is
73.2
million
and
remember
on
the
prior
page.
We
we
brought
this
over
on
this
page
by
this
projected
additional
funds
available
available
for
fy24
is
46.2
million,
so
the
remaining
needed
to
balance
is
26.9.
That's
what
we're
upside
down
on
so
to
speak,
and
so
our
strategies
to
balance.
We
did
a
mid-year
spending
freeze
this
month.
L
Excuse
me
in
April
that
was
equivalent
to
about
2.7
million
dollars
and
we
are
looking
at
eliminating
departmental
positions
for
fiscal
year
24,
which
is
going
to
be
about
8.4
million
dollars
and
then
we're
looking
at
non-salary
budget
reductions
for
fy24,
which
is
7.5
million,
and
then
we've
went
ahead
and
added
in
local
Revenue
increase.
I.
L
Think
I
explained
this
last
time
right
now
we're
using
last
year
assessments
to
project
local
tax
revenue,
so
in
a
couple
months,
probably
in
the
fall,
we'll
get
more
updated
assessments
based
upon
their
tax
bills
and
there's
usually
a
3.5
million
dollar
difference
between
the
those
those
assessment,
those
assessment
differences
and
then
for
this.
L
For
this
particular
scenario,
we're
recommending
use
of
fund
balance
for
additional
FY
23
savings
at
4.8
million,
so
total
strategies
to
balance
are
about
26.9,
and
so
we
were
able
to
balance
this
budget
based
upon
all
of
the
requests
and
the
must
do's
and
strategies
to
balance
for
scenario
14
with
a
9.1
mil
increase.
L
Okay,
so
going
back
to
the
prior
slide
Maggie.
Thank
you
scenario
15,
which
was
the
14.5
mil
increase
with
a
teacher
starting
salary
of
58
000
and
using
the
incremental
salary
schedule.
L
The
projected
revenues
are
713.5
million
and
then
looking
at
the
base
expenditures,
for
you
know
what
we,
what
we're
going
to
start
with
for
FY,
you
know
fy24
is
651.9,
so
we
haven't,
we
have
61.6
million
dollars
in
funds
available
for
allocation,
so
going
through
the
going
to
the
required
increases.
The
only
thing
that
changed
was
the
teacher
salary
increase
that
that
go
to
do
the
58
000
with
a
starting
incremental.
L
Excuse
me
to
do
the
58,
000
starting
teacher
salary
and
then
using
the
incremental
salary
up
to
40
steps
that
is
about
that
is
62
million
dollars.
L
So
all
the
other
required
increases
are
the
same.
The
school
data
review
recommendations
are
the
same
learning
services,
the
positions
needed
for
enrollment
growth
and
then
the
total
other
considerations
on
the
next
slide.
That's
all
the
same
so
that
total
fy24
expenditure
request,
editions
are
1.9.4.
Excuse
me,
109.4
million
dollars
and
the
projected
additional
funds
available,
as
we
discussed
on
the
prior
slide,
is
61.6
million,
and
so
the
remaining
needed
to
balance
for
this
particular
scenario,
is
47.7
million
dollars
and
so
using
all
of
our
strategies
to
balance.
L
As
we
discussed
in
the
prior
scenario
and
even
adding
additional
funding
to
the
FY
23
savings
instead
of
using
4.8
using
5.3,
we
still
are
unable
to
balance
this
budget,
we're
still
short
about
20.3
million
dollars.
L
L
The
projected
in
revenue
is
669.5
million,
and
that
leaves
us
with
funds
available
for
allocation
about
17.6
million
and
then
going
to
the
required
increases.
The
only
thing
that
changed
in
this
in
this
section
is
the
teacher
salary
increase,
which
would
be
25.8
million.
L
So
all
the
other
numbers
have
not
changed
so
going
to
the
next
page,
where
we
wrap
up
the
other
considerations
and
the
that
has
not
changed,
but
the
total
expenditure
request
is
73.2
million,
but
and
the
remaining
needed
to
balance
is
55.7
million
and
using
all
of
our
strategies
to
balance,
we
are
still
short.
28.2
million.
L
This
is
a
7.1
mil
increase
with
a
50
000
starting
salary
using
the
incremental
salary
schedule,
plus
40
steps,
and
so
the
projected
Revenue
with
a
7.1
Bill
increase,
is
691.9
million,
which
leaves
us
about
40
million
available
for
allocation,
so
going
down
to
the
required
increases.
The
only
thing
that
changed.
Excuse
me:
there
was
no
change
between
this
recommendation
or
this
scenario
in
scenario
14,
so
we're
still
looking
at
required
increases
of
53.5
School
data
review,
6.8
learning
services
and
that
positions
gained.
L
L
So
here
again,
our
strategies
to
balance
the
only
thing
that
changed
was
the
use,
an
additional
use
of
fund
balance
of
5.8
million,
but
we
were
able
to
balance
this
budget
accordingly
by
using
these
strategies
to
balance.
L
A
A
M
So
the
line
item
that
says
salary
increases
includes
total
compensation,
so
that
would
your
teacher
salary
increase
would
be
the
salary
plus
any
associated.
Friends
benefits.
Okay
and
one
line
item.
M
I
Part
of
the
premise
or
the
way
we've
started
is
to
use
our
current
year
projection,
not
going
back
to
last
year's
budget
because
then
you're
building
off
a
number.
That's
not
you're
trying
to
use
a
more
real
number,
so
you're
using
our
current
projection,
but
our
current
experience
is
partly
impacted
by
having
unfilled
positions,
which
is
every
year
we
always
have
landfill
positions.
They
are
part
of
how
we
end
up
meeting
or
beating
budget.
Frequently
was
this
year's
experience
normal,
or
do
we
have
more
vacancies
than
usual
and
three?
I
So
the
reason
I
asked
that
question
is
we're
always
going
to
have
some,
and
so
if
this
was
a
normal
year,
then
that
works.
But
if
we,
if
we
feel
like
we
had
an
excess
amount
of
unfunded
or
unfilled
positions,
then
that
starting
point
may
be
too
low,
because
if
we
start
this
year
with
them
with
those
positions
for
filled,
we're
going
to
our
starting
point
is
going
to
be
higher.
Does
that
question.
M
It
makes
sense
so
so
we've
been
doing
this
for
several
years
and
so
we've
been
paying
very,
very
close
attention
to
it,
and
so,
in
the
analysis
that
we
do,
we
is
borne
out
over
the
last
few
years
that
our
our
analysis
has
been
accurate.
You
know,
as
far
as
the
projections
can
be
now,
what
way
we
we
have
a
little
bit
of
a
cushion.
M
Is
that
Jackie
said
that
the
starting
point
where
we
reduce
the
expenditures
down
to
from
659
million
from
the
budget
last
year
to
651
million
actuals,
it's
based
on
January
yeah,
so
we
have
a
few
months
left.
So
that's
where
we
have
a
cushion
building
in
case
we
we,
our
analysis,
was
flawed.
I
M
Again
but
understand
the
question:
it's
a
great
question,
but
but
we've
monitor
it
so
closely.
I
think
I.
Think
that
thing
we
feel
confident
that
that
we're
okay,
thanks
and
again
it's
based
on
the
history
that
we've
worked
on
the
last
four
or
five
years.
G
Okay,
can
you
go
into
a
little
bit?
I'm
gonna
go
from
the
bottom
to
the.
Q
G
You
go
in
a
little
bit
more
into
the
budget
reductions,
the
non-sell
everybody
reductions.
L
G
L
G
M
So
just
so
so
what
we
did
is
this:
we
we
had
I
had
we
had.
The
finest
team
took
a
look
at
the
last
three
years
of
expenditures:
a
non-non
salary,
Lion
item
by
line
item
to
see
where
we
had
been
over
budgeting,
and
that
came
up
to
about
roughly
four
percent
above
the
board.
And
so
then
each
division
Chief
then
took
their
budget
that
respective
budget
and
they
had
to
had
the
leeway
to
reduce
their
budgets
wherever
they
thought
it
was
appropriate.
G
Cool
and
then
how
much
of
a
I
say
we
have
a
increase
in
legal
expenses.
How
much
of
that
increase?
Have
we
seen
since
last
year.
I
That's
all
I
have
for
right
now.
I'm
gonna
come
back,
though
foreign
about
the
the
two
and
a
half
percent
Cola
for
non
teaching
compensation
curious
in
general.
How
has
how
has
that
trended
we've
seen?
We
obviously
know
we
need.
We've
had
the
challenge
of
fulfilling
teacher
positions,
but
the
rest
of
corporate
America
is
having
trouble,
keeping
all
positions.
I'm.
Presuming
we're
trouble
trouble
that
it's
hard
work
to
keep
those
other
positions
is
two
and
a
half
keeping
Pace
with
what
we
need
to
keep
the
rest
of
the
positions
filled.
So.
M
The
two
and
a
half
percent
has
applied
against
all
the
non-teacher
teachers,
including
principals
and
administrators
and
schools.
So
it's
a
huge
part
of
the
Staffing
and
we
have
several
years
ago.
As
you
were
aware,
we
had
this
study
done
and
we
the
board
elected,
to
keep
bringing
up
non-teaching
salaries
up
to
97
of
Mark
a
market
which
was
a
study
that
was
done.
M
Comparing
our
salaries
to
you
know,
wherever
the
comparisons
were
to
to
maintain
that
97
for
fiscal
year
24,
we
would
need
another
three
million
dollars
in
addition
to
this
5
million.
So
it's
5
million
is
for
the
just
for
the
for
the
for
the
Kohler
Kohler,
but
that
does
not
quite
get
us
to
maintain
the
97.
So.
I
J
Or
the
the
2.5
was,
the
cost
of
living
was
really
to
try
to
keep
us
at
the
97
percent
of
Market
we're
not
yet
at
100
a
market
and
the
fact
that
we
don't
provide
a
step
also
chisels
away
from
that.
So
yes,
we
should
add
a
step
to
be
competitive.
So.
M
So
so
we're
having
the
discussion
now
when
we
come
back
and
if
we
have
the
hopefully
we'll,
have
the
ad
hoc
meeting,
then
we
can
factor
that
into
the
the
exact
number
and.
J
Don
I
just
wanted
to
comment
on
the
student
data
clerks.
What
we
projected
does
take
into
account
a
step,
but
a
step's
not
in
the
overall
salary
structure
for
non-teachers.
M
Yeah
but
I
certainly
can
it
means
always
this.
This
push
and
pull
around
getting
budgets
balanced,
and
so
we
so
I'm
trying
to
reach
a
point
where
the
board
can
see
that
an
additional
state
revenue
additional
state
revenue
we're
only
receiving
somewhere
jacket,
talked
about
the
the
revenue
numbers
from
the
state
she
presented
was
the
house
version.
M
M
The
state
requirement
of
increase
in
teacher
salaries
is
a
minimum
of
2500
to
to
fund
the
expense.
The
expenses
to
us
to
fund
2500
is
11
million,
seven
hundred
fifty
thousand
dollars,
but
teacher
salaries
at
twenty
five
hundred,
that's
less
than
the
amount
of
money
that
the
revenue
additional
Revenue.
That
state
has
given
us
and
you
can
see
all
the
other
expenditures
that
that
real
label
that's
required
and
then
there's
some
desirable
ones
there,
and
so
the
maximum
millage
is
an
increase.
That's
that
the
state
is
allowing
Charles.
M
Charleston
is
14.5,
that's
a
that's
a
big
number
and
so
what
we
represented
here,
what
is
the
recommendation
is
7.1
somewhere
around
half
that
allowable
and
then
we
also
show
the
9.1
mil
increase,
which
would
minimize
some
of
the
the
the
challenges
of
balancing
the
budget.
If
we
were
to
do
that,
you
know
at
the
value
of
a
meal
is
three
million
dollars
so
to
go
from
two
7.1
to
9.1?
Is
two
meals
or
additional
six
million
dollars
worth
of
local
revenue?
M
And
you
know,
and
I'll
and
I
always
say
this
and
I
will
say
this
every
year
who
I've
said
it
every
year
that
the
state
funding
formula,
State
funding
formula
assumes
that
districts
who
have
the
wealth
and
property
values
that
they
will.
Those
districts
will
fund
a
bigger
share
of
their
children's
education.
So
that
would
be
the
districts
over
here
on
the
coast
and
in
districts
like
York,
County,
right
right,
south
of
south
of
Charlotte,
and
and
so
that's
what
the
fund,
the
formula
does.
M
The
district
I
mean
the
state
gives
every
District
what
they
call
the
index
of
tax
plan
ability
and
that's
a
formula
that
says
what
the
maximum
amount
that
that
the
board
can
raise
millage,
and
so
the
increased
cost
that
we
have
here
in
Charleston,
as
well
as
the
the
huge
burden
on
teachers
at
these
low
salaries,
is
what
what
what
the
base?
That's
that's,
what
the
recommendation
is
on
the
expenditure
side
and
then
on
the
7.1
meal.
M
M
G
F
G
If
we're
going
to
raise
we're
gonna,
we
have
up
to
14.5
percent,
that's
I
know
you
say
you
kind
of
wanted
to
go
around
that
middle,
but
we
can
take
away
that
six
million
dollars
from
from
us
having
to
work
some
other
things
out.
Why
not
just
go
with
the
9.1
Mill?
Well,.
M
Yes,
sir
I
mean
that
there
has
to
be
a
I,
have
to
do
a
recommendation,
so
I
have
to
I
have
to
pick
a
point,
and
so
the
point
I
picked
was
is
the
point
that
I
thought
would
represent
being
able
to
support
teachers
being
able
to
support
the
other
things
that
we
need
to
do
in
this
budget
and
also
again
recognizing
that
there's
a
challenge
that
boys
have
in
in
in
racing
the
millage,
so
it
it
is
I,
don't
know
how
arbitrary,
but
it's
based
on
my
experiences
that
I've
had
over
the
years
and
and
and
that's
why
we
have
again
why
we
have
the
9.1
Mill
in
case,
if
the
board
or
the
committee,
the
committee
and
the
board
want
to
explore
that
you
know,
like
listen,
Mr
Griffin
just
said
that
we
had,
we
have.
M
We
have
excluded
a
segment
of
our
of
our
population,
you
know
our
staffing
and
what
we
have
made
commitments
to
them.
That's
three
million
dollars,
so
you
know.
So,
do
you
want
to
do
the
9.1?
If
you
go
down
to
the
strategies
to
balance
you
know
we
got
this
elimination
of
departmental
budgets.
These
are
positions,
these
are
people.
These
are
some
in
some
cases,
vacancies
and
some
places
in
some
cases,
rather,
reductions
in
and
staff
I
mean
I
had
all
has
three
all
hands
to
admitted
meetings.
M
Three
All
Hands
meetings,
this
past
Friday
one
here
to
address
you
to
talk
about
this
budget
and
what
that
meant
to
staff.
So
it's
it's
trying
to
navigate
through
a
complex
structure
here
in
in
complex
realities,.
I
So
completely
respect
and
appreciate
what
you're
trying
to
accomplish
and
you're
trying
to
navigate
a
very
difficult,
Wicket
or
split
a
difficult
Wicket,
but
I
would
also
make
sure
want
to
make
sure
that
the
board
fully
appreciates
that.
What
we're
calling
strategy
to
balance
include
some
use
of
fund
balance,
which
really
means
we're
not
fully
balancing
we're
basically
depleting
our
fund
balance,
even
with
the
proposal
that
is
in
here.
I
M
K
Just
a
question
so
so
you
have
identified
what
positions
you're
proposing
would
be
eliminated.
M
So
we're
working
through
that
the
first
the
first
step
was
to
eliminate
certain
vacant
positions
that
have
been
vacant
for
a
certain
period
of
time,
so
100
of
those
are
being
eliminated
and
then
each
division
Chief
has
been
given
given
a
a
a
dollar
value
in
terms
of
reductions
and
so
they're
we're
still
working
through
that.
Some
of
those
positions
have
been
identified
and
we're
still
working
through
others.
K
M
Might
be
a
scenario
yes
ma'am,
so
what?
What?
What?
What
we're
recommending
is?
The
fifty
thousand
dollar
minimum
starting
salary
either
on
the
recommendation
in
my
in
the
recommendation
scenario,
18
or
scenario
14
and
then
later
in
the
presentation,
you
will
see
on
a
multi-year
projection
that
shows
a
path
that
cost
money
to
get
to
58
000
over
the
subsequent
three
years
and
that
cost
would
be
roughly
I,
think
12,
11
and
10
million
dollars
per
year
for
those
next
three
years.
M
M
So
it
was
just
like
it'd,
be
the
same
type
of
structure
that
jacket
review
with
the
very
I.
Don't
know
how
many,
what
seven
eight
different
examples
step.
You
know
you
know
if
you
follow
me
in
the
Pro
in
the
slide,
that
was
here
that
showed
Step
Zero
with
a
bachelor's
Step
Zero,
with
a
masters
step
15
with
a
doctorate.
A
M
Like
I
said,
the
cost
will
go
up,
I
think
12
million
11
million
10
million
per
year
for
those
three
years.
Some.
M
Well,
Revenue
would
have
to
would
have
I'm,
not
talking
a
question
of
Revenue
would
have
to
would
have
to
increase.
Now.
The
state
is
also
looking
at
getting
trying
to
substantially
increase
teacher's
salary.
So
that's
why
I'm
sort
of
hesitating
about
saying
that
military
would
necessarily
go
up,
and
so
so
we
are.
We
would
be
at
this
point
ahead
of
the
state,
but
another
State's
working
on
increasing
teaching
salaries.
A
M
We're
going
to
walk
we're
going
to
walk
through
the
the
fund
balance
and
what
what
the
impact
was.
Each
of
these
we'll
focus
on
just
focus
on
the
recommendations,
some
7.1
million-
that
we
can
the
other
thing
other
ones
just
follow
suit.
L
M
K
L
Balance
projection
I'll,
just
focus
on
the
last
column
for
recommendation.
Is
that
what
I
said?
Okay,
so
the
first
section
where
it
says
fund
balance
projection?
This
is
based
on
our
FY
23
budget.
We,
the
actual
fund
balance
at
June,
30th
22.,
was
158.
Excuse
me
159
million
dollars
in
our
FY
23
budget.
We
had
budgeted
to
use
18.7
million
dollars
of
fund
balance
to
bounce
the
budget,
but,
as
you
know,
based
upon
our
monthly
Financial
updates,
we
have
not
had
to
use
any
of
that.
L
So
our
FY
23
budget
at
year
end
thinking
that
we
were
going
to
have
to
use
the
18.7.
We
were
projecting.
We
were
going
to
end
at
140
million
0.2,
so
going
back
down,
so
the
actual
fund
balance
at
June
30th
is
100,
was
158.9
Million
the
projected
use
of
fund
balance
on
our
February
financial
report,
because
that's
when
we
did
this,
we
were
projecting
to
use
756
thousand
dollars.
L
L
L
So
that's
a
reduction
of
seven
million
dollars
and
then
you
we're
planning
to
use
use
of
fund
balance
to
bounce
the
FY
24
budget
for
the
2.7
million.
Remember
that
was
in
our
strategies
to
balance
and
then
we're
projecting
use
for
fy24
Budget.
L
An
additional
23
excuse
me
additional
revenue
and
savings
of
5.3
million
dollars
so
because
we're
projecting
use
it
we're
taking
it
away
so
that
we
we
can
come
up
with
a
projected
in
ending
for
fund
ballots
and
so
use
the
fund
balance
for
FY
23
budget,
we're
projecting
5.8
million
so
fund
balance
at
June
30th
based
upon
what
we
know
now
is
going
to
be
around
145.4
million
dollars
using
scenario
18.,
and
so
the
next
section
talks
about
our
fund
balance
requirements
and
so
to
stay
within
our
requirements.
L
M
And
then
I
will
add
on
this,
so
the
projected
fund
balance
is
158
million,
so
they're
down
here
on
these
negative
numbers:
the
7
million
the
2.7
5.3
5.8,
the
2.7
and
5.3
we're
taking
to
a
little
bit
of
actions
in
the
current
fiscal
year,
reducing
cost
now
to
put
into
to
balance
the
budget
next
year.
The
other
two
those
are
actually
dips
into
the
fund
balance,
so
seven
million
dollars
for
legal
liabilities,
that's
the
actual
use
of
fund
balance
and
then
the
5.8
million
dollars
to
actually
balance
the
budget.
M
That's
the
use
of
fund
balance
that
we're
not
reducing
costs
in
the
current
year
to
cover.
E
M
And
now
I'll
also
add
that
if
you
take
a
look
at
the
at
the
first
at
the
beginning
here
where
it
says,
FY
23
budgeted
you're
in
so
we
budgeted
for
140
million
dollars
for
fiscal
year,
23.
M
the
the
when
we
sell
bonds,
the
bond
rating
agencies
pay
very
close
attention
to
fund
balance
and
how
it's
changing.
So
they
were
comfortable
with
that
projected
at
140,
based
on
158
that
we
had
at
the
end
of
our
last
fiscal
year.
So
we
just
got
issues.
We
just
got
our
bond
ratings.
I.
Think
I
said
this,
but
I
think
I
know
it's
in
this
in
this
meeting
here
today,
so
I've
learned
rate
and
so
I
still
strong,
based
on
our
fund
balance,
foreign.
I
Report
and
then
we've
got
the
three-year
projection,
which
we
may
be
talking
about
that
later,
but
I
think
I
think
that
the
core
issue
from
my
perspective
is
we're
we're
going
to
have
it
essentially
a
shortage
yeah
we're
going
to
be
dipping
into
fund
balance
this
year
and
our
projections
are
going
to
make
that
suggest.
That
gets
worse.
I
And
if
you
look
at
the
Moody's
report,
which
I
think
is
all
very
positive
and
it
shows
we've
done
a
good
job
over
us
in
a
period
of
time,
but
the
number
one
factor
that
could
lead
to
ratings
downgrade
is,
if
we
had
a
sequence
of
you,
know:
shortages
in
our
or
draws
on
our
fund
balance.
Basically
right
so
I
know
I'm,
saying
the
obvious,
but
that's
that
is
the
core
issue
that
the
board's
gonna
need
to
mess
it
with,
of
course,
that.
M
May
make
you
accurate
there,
and
so
just
for
the
for
the
for
the
for
the
new
members
of
the
art
and
finance
committee
that
you
be
you
Mr
robotsky
and
you
Mr
Calhoun.
There's
a
fund
balance
policy
dfac
that
that
lays
out
what
those
requirements
are.
Both
States
state
requirements,
as
well
as
the
national
recommendations
and
that's
what
we
followed
to
get
to
to
throughout
the
fund
balance.
I
You
know
it
also
might
be
helpful.
The
Moody's
report
represents
I,
don't
know
if
we
can
get
this
data,
but
they
reference
our
peer
districts
and
they
note
that
we
are
slightly
below
those
peers
and
so
I
think.
When
sure
you
know
people
in
you
know
in
our
constituency
or
in
the
newspapers.
You
know
they
see
a
large
fund
balance
and
it
looks
like
a
really
big
number,
but
the
context
of
how
does
that
compare
to
our
total
budget
dollars
and
and
similarly,
how
does
it
compare
to
other
districts
of
our
size?
E
A
I,
don't
see
any
way
of
correcting
it
and
that's
going
to
always
be
there
and
then
we're
going
to
be
low,
we're
going
to
be
below
the
recommended
number
by
Moody's
and
have
to
worry
about
coming
back
up
so
potentially
we're
looking
at
even
a
greater
unless
we
get
this
miraculous
change
in
Revenue
somewhere,
because
I
read
the
Moody's
report
as
to
what
they
were,
basing
our
ability
to
raise
funds
on
I'm
still
concerned
that
you
know
that's
what
everybody
has
to
be
looking
at
it's.
L
M
So
just
I'm,
just
just
questioning
for
the
for
the
committee.
So
if
we're
going
to
have
an
ad
hoc
committee
meeting
with
you
know,
sometime
in
next
before
you
know
before
the
board
folks
on
this
I
don't
know
if
it
makes
sense
to
not
go
through
the
multi-year
right
now.
M
So
you
fully
understand
what
we
talk
about
for
next
year
and
then
then,
when
we
meet
in
the
ad
hoc,
we
go
into
details
about
it
about
just
just
knowing
that
we
do
have
a
a
plan
plan,
but
analysis
that
shows
us
what
those
numbers
look
like
appreciate.
L
Right
so
then
we'll
go
back
to
the
PowerPoint,
so
the
last
few
slides
we
looked
at
different
types
of
Assessments
and
what
the
impact
to
the
taxpayer
would
be
so
for
owner
occupy.
There's
zero
impact
to
the
taxpayer,
because
due
to
act
388
so
next
slide
we'll
go
to
the
rental.
Excuse
me:
non-owner
occupied
homes.
These
are
rentals
and
second
homes,
and
so,
if
we
were
to
look
at
a
potential
7.1
mil
increase,
the
impact
of
the
taxpayer
would
be
185
dollars.
L
If
we
were
to
look
at
a
non-point,
I'm,
sorry
I
forgot
a
very
important
part,
important
part.
This
is
based
upon
an
assessed
home
value
of
435
000.
That's
assessed,
okay,
so
the
increase
to
do
a
potential
7.1
mil
increase
is
185
dollars.
To
do
a
9.1
increase
is
237
dollars
and
for
a
potential
14.5
increase.
It
would
be
378
dollars.
L
Next
slide,
please
looking
at
Commercial
Real
Property,
looking
at
an
assessed
value
of
1.7
million
dollars
on
the
real
property,
a
potential
7.1,
mil
increase
would
be
about
714
dollars,
a
nine
point:
potential
9.1
mil
increase
would
be
915
dollars
and
then
a
potential
14.5
mil
increase
would
be
1458
dollars.
L
In
the
next
slide,
please
so
looking
at
it,
someone
who
owns
an
automobile
with
an
assessed
value
of
twenty
thousand
dollars,
their
their
impact
to
go
to
a
7.1,
mil
increase
would
be
about
eight
dollars
and
fifty
two
cents,
the
9.1
Mill,
would
be
about
10.92
and
then
the
14.5
mil
would
be
about
17.40.
L
L
A
A
I
mean
because
if
you
have
these
military
rates
going
up
every
year,
the
projection
numbers
that
you've
given
us,
they
just
double
and
it's
compounding
and
it's
it's
staggering
to
think
you
know
what
this
could
be
in
five
years.
It's
not
you
know
just
ten
dollars,
you
know
it's
fifty
dollars
and
then
you
look
on
your
commercial
properties,
not
a
thousand.
A
A
M
F
M
A
couple
a
couple-
maybe
three
things
so
one
you
know
the
state
again:
the
state
is
looking
at
teacher
salaries,
and
so,
if
they're
going
to,
if
the
state's
going
to
address
the
the
these
teachers
shortages
in
the
state
of
South
Carolina,
there
has
to
be
additional
Revenue
state
revenue.
That's
number
one
number
two:
when
we
do
the
revenue
projections
for
local
Revenue,
we
we
don't
do
them
independently.
Ccsd.
M
We
work
closely
with
the
county
auditor's
office.
In
fact,
we
have
we
have
to
sign
in
an
agreement,
but
we
we
both
both
are
both
entities
sign
off
on
the
assessed
property
values
and
what
that
generates
in
revenue,
and
so
the
county
auditor
I'm
a
very
conservative
person
fiscally
in
terms
of
analysis.
M
The
county
art
is
obviously
far
more
conservative
than
I
am
because
they
are
dealing
with
assessed
property
values
across
the
whole
County,
and
it
has
an
impact
on
all
taxpayers
and
and
all
entities,
and
so
he
so
we
are
restricted
by
their
conservatism
to
be
able
to
minimize
how
much
we
project
on
the
percentage
growth
in
in
assessed
property
since
I've
been
here
and
I
guess
even
before
I
got
here,
because
when
I
got
here
back
when
I
returned,
we
looked
at
the
results
going
back
several
years,
and
so
our
projections
that
we've
agreed
to
with
the
county
artists
in
terms
of
increasing
assessed
property
values
have
always
been
low.
M
So
I
would
anticipate
that
our
revenues
are
going
to
increase
just
simply
local
Revenue,
simply
because
of
the
increased
in
excess
property
values.
So
that's
that's
two
factors
and
the
third
factor
is
again.
You
know
the
boards
willingness
to
to
accept
what
the
states
education
funding
formula
assumes.
That
is
is
that
that
the
local
counties
that
have
the
greatest
have
great
property
values
take
pick
up
the
biggest
year.
M
So
so,
right
now
in
what
you,
what
we
have
here
in
the
which
we're
not
going
to
go
over
this
this
afternoon,
it's
just
simply
running
the
numbers.
M
What
do
the
numbers
look
like
and
we
just
plugs
them
in,
as
is
so
then
the
next
step
after
you
all
understand
this
is
for
us
to
actually
strategize
how
we
would
deal
with
potential
at
least
potential
increases
and
see
whether
or
not
is
is
really
doable
so
I
don't
know
yet
whether
the
58
000
is
doable
from
a
fiscal
standpoint,
it's
certainly
not
doable
for
next
year.
M
M
No
well,
not
no,
but
so
so
the
millage
is
a
local.
The
the
military
is
the
local,
and
so
when
we
say
the
30
percent
of
the
third
it's
the
junk
is
the
is
the
funds
that
we
get
from
the
state
revenue,
not
not
the
local
Revenue.
Okay,
all
right
so
so
when
we
raise
Millions
here,
raise
taxes
here,
yeah
when
we,
when
we,
when
we
get
Revenue.
M
However,
however,
the
in
Acts
388
back
in
2007
2008
time
period
assume
that
that
when
we
had
the
the
restriction
on
homeowners
that
the
State
House
of
increased
sales
taxes
with
with
with
backfill
for
that
you
know,
we
saw,
we
always
show
a
graph.
A
jacket
show
this
past
Monday
last
week,
There's
a
big
gap
between
what
we
should
have
been
receiving,
based
on
the
on
the
concept
of
Acts
388
from
the
state
versus
what
we
actually
receiving.
G
Yeah
and
I
I
understand
what
you're
going
through
as
far
as
like
The
Villages
and
always
having
to
redo
it
over
and
over.
But
at
this
point
it's
just
absolutely
necessary.
G
You
know
I
just
feel
it's
absolutely
necessary.
We
have
not
said
before.
We
never
actually
went
up
to
the
14.5
before
right
and
we
have
to
do
something
to
raise
these
salaries
or
we
won't
be
able
to
have
the
teachers
here
to
be
able
to
keep
the
students
inside
the
classroom,
and
then
we
lose
even
more
Revenue.
So
asking
a
problem
with
the
9.1
personally,
but
I
think
that's
something
we
can
keep
working
through
over
the
next
couple
weeks.
G
Said
I
think
that's
something
keep
working
through
over
the
next
couple
weeks
before
we
get
to
the
22nd.
A
L
M
A
E
L
So
for
the
for
the
good
news
on
The
Debt
Service
side,
we
are
not
requesting
a
millage
increase,
we
are
able
to
keep
it
at
28
mils
and
one
of
the
reasons.
Why
is
because
the
owner
occupied
homes
help
us
on
this
side
of
of
the
of
the
pendulum,
so
to
speak
with
Debt
Service
and
so
the
First
Column,
just
just
narrates
what
our
FY
23
budget
was
with
revenues
and
expenditures.
L
Our
Revenue
in
debt
service
is
made
up,
of
course,
mostly
of
local
taxes
and
then
delinquent
taxes,
and
then,
of
course,
we
get
some
State
revenues
So
based
upon
last
year's
revenue
and
expenditures.
We
had
projected.
We
were
going
to
end
the
year
at
29.7
million
and
we
actually
ended
the
year
at
27
million,
and
so
so
now,
I'll
go
I'll,
just
go
for
and
talk
about,
FY
the
24
budget.
So
we
start
the
beginning
of
the
year
with
our
prior
year
seeking
fund
balance
this.
L
This
balance
is
provided
to
us
by
the
Charleston
County
treasurer's
office,
and
so
and
then
we
are
projecting
ad
valorem
to
come
in
around
136.9
million
137
million
delinquent
taxes.
L
We
don't
really
see
much
of
an
increase
in
delinquent
taxes
on
The
Debt
Service
side,
so
we're
still
projecting
that
to
come
in
around
2.7
million
and
then,
of
course,
State
revenues
to
come
in
same
numbers
before
1.7
1.8
million,
so
total
revenue
for
all
sources
we're
projecting
168.5
million
dollars
and
what
we're
going
to
do
with
that
money
is
actually
pay
our
long-term
debt,
our
principal
and
interest
payments,
and
so
for
geo
bonds.
Our
payments
for
fy24
are
going
to
be
approximately
127.1
million,
and
then
our
qscap
bonds
are
excuse
me.
L
You
don't
you
don't
want
to
continue
to
add
to
it
year
after
year,
because
then
it
looks
like
you're,
not
using
your
your
millage,
but
but
we
are,
but
so
one
of
the
things
that
we're
looking
at
doing
with
pfm
group
is
to
possibly
use
some
of
this
towards
long-term
debt
issuance,
and
so
our
goal
this
year
is
to
try
to
get
that
balance
down
before
we
end
June
30th
2024..
You.
L
And
so
the
next,
the
next
slide
has
a
breakdown
of
the
the
different
debt
Series
in
the
amounts,
and
these
are
principal
and
interest,
and
it's
listed
by
Geo
Bond,
as
well
as
the
qualified
School
construction
bonds.
So
the
total
projected
Debt
Service
for
the
for
FY
24
is
129
million,
and
so
the
next
page,
which
I
know
is
going
to
be
really
small.
But
this
is
basically
a
snapshot
of
the
principal
and
interest
schedules
that
we
received
from
pfm
group,
and
so
it's
it.
L
And
then
the
next
few
pages
pfm
always
provides
us
a
debt
overview.
I
believe
you've
seen
this
before
they
provided
a
couple
months
ago,
and
so
we
always
included
in
our
in
our
budget
because
it's
a
good
reference
point
really
nothing
nothing
new
in
here.
But
if
there's
anything
in
here,
you'd
like
for
us
to
to
talk
about
or
maybe
talk
about
at
the
board
meeting
and
bringing
pfm
group,
you
know
in
to
talk
about
it
that
we
could
certainly
do
that.
I
I
would
ask
them
to
maybe
just
show
us
the
rates
that
we
have
on
the
debt
that's
outstanding,
because
one
another
concern
is
always
working
about
yeah.
What
what's
out
there
is,
as
we
have
to
roll
these
things
to
Market.
If
the
rates
stay
where
they
are,
our
embedded,
Debt
Service
cost
is
going
to
increase
potentially
dramatically
potentially
quickly,
well,
probably
not
quickly,
because
it's
fairly
laddered
as
it
is,
but
is
there
a
way
to
illustrate
what
I'll
call
the
mark
to
Market
here's
our
in
place
rate,
here's?
What
market
rate
is?
I
P
I
I
Get
a
separate
question:
can
we
use
first
of
all,
I
want
to
make
sure
we're
covered
on
this
increase
in
the
market
market,
but
if
we
had
that
sort
of
earmarked
and
protected,
could
we
use
any
of
this
any
of
this
to
cover
our
our
deferred
maintenance
on
the
capital
side?
To
me,
that's
the
other
big
essential
liability.
That's
out
there
that
it
would
be
nice
to
be
able
to
address.
Is
it?
Is
that
money
usable
for
that
purpose?
I.
L
L
So
this
is
what
we'll
move
forward
with
in
the
first
reading
of
the
budget.
Just
wanted
to
go
ahead
and
get
it
in
front
of
everyone
and
and
get
your
thoughts
on
it
and
any
concerns.
A
L
Yeah
the
first
reading
is
is
is
really
a
smaller
snapshot
of
the
second
reading,
and
we
Lisa
can
probably
help
help
because
she
actually
helps
develop
the
budget
book
as
a
whole.
But
one
of
the
reasons
we
can't
provide
all
the
data-
that's
in
the
first
reading
in
the
second
reading
is
one
timing.
It.
E
A
P
30
000
in
general
fund
to
Council
on
not
including
special
Revenue,
so
they're
on
the
back
end
of
reconciling
all
of
those
accounts.
All
of
that
has
to
be
loaded
into
our
Erp
system
units.
All
of
that
has
to
be
pulled
back
out
reconciled.
So
we
get
to
that
point
for
the
second
reading,
but
for
the
first
reading
we
haven't
made
enough
decisions
to
make
that
available.
Yet.
L
Q
Q
I'm
sure
everyone
is
a
little
cross-eyed
from
spreadsheets
and
so
forth.
So
I'll
try
and
keep
this
as
simple
and
quick
quickly
as
possible.
I
would,
however,
like
to
take
a
quick
moment
to
re
just
recapture
some
of
the
background
of
our
Capital
programs
and
I'll
be
presenting
The
Five-Year
Capital
program
and
the
fiscal
year
24
capital
budget,
the
capital
programs,
are
multi-year.
Unlike
the
gof,
the
cuts
off
June
30th.
The
programs
continue
year
to
year
and
funding
can
only
be
used
for
Capital
expenditures,
not
operating
two
major
programs.
Q
The
Capitol
Building
program
began
in
1999
and
we
are
currently
in
our
2023
through
2028
program,
which
we
have
funding
for
that
program,
and
the
district
is
committed
about
three
billion
dollars
in
Capital
Improvements
over
those
years.
The
one
cent
sales
tax
program,
the
voters
approved
the
first
one
in
November
2010,
and
the
most
recent
program
was
approved
in
November
2020..
Q
The
board
of
directors
approves
going
on
the
November
ballot
for
the
sales
tax
program
after
the
Charleston
County
voters
approve
the
program.
Staff
then
brings
the
six-year
plan
and
budgets
to
the
board
for
approval.
Currently,
the
program
has
a
building
program,
Capital
maintenance
and
Technology.
Once
the
funding
and
the
project
budgets
are
approved,
work
can
commence.
The
sales
tax
collections
are
received
on
a
monthly
basis,
beginning
the
first
month
of
the
calendar
year
in
which
the
program
starts.
So
our
current
program
commenced
on
January
1st
2023..
Q
Our
next
program
is
fixed
cost
of
ownership,
or
also
known
as
FCF.
This
is
an
annual
program
which
comes
forward
to
the
board
for
approval
in
February.
At
that
time,
both
the
funding,
the
bond
anticipation,
note
and
the
project
lists
are
presented
and
approved
again
once
the
funding
and
the
project
budgets
are
approved,
work
and
commence.
The
FCO
program
began
in
2006
and
moving
forward
through
our
current
year,
that's
approved
in
2024.
Q
Happy
to
answer
any
questions
you
may
have
on
that
brief
background.
Before
I
start,
the
Five-Year
Plan
review.
Q
Thanks
so
Maggie
has
put
up
on
the
screen
our
Five-Year
Plan,
so
just
to
give
you
a
little
bit
of
background
I'm
mainly
going
to
focus
on
each
of
the
revenue
and
expense
line
items
as
you
can
see.
I'm
going
to
you
can
see
it
extrapolated
out
to
2028
so
I'll
give
you
the
methodology
for
that,
and
it
should
be
pretty
self-explanatory.
I
did
want
to
highlight,
though,
that
fiscal
year
2023
projected
it
year
end
column.
Q
Q
Q
our
revenues
on
the
sales
tax
program
actually
increased
and
some
of
the
expenditures
were
coming
in
a
little
slower
than
anticipated.
So
the
combination
gives
us
a
nice
nice,
healthy
balance,
so
the
yellow,
highlighted
column
for
the
projected
2024
again
we're
starting
off
with
a
healthy
bat
fund
balance
the
seven
2017
through
2022
program.
We
are
not
collecting
any
revenues
and
all
of
our
debt
has
been
paid
off,
so
those
are
all
zeros.
Accordingly,
the
bridge
funding
for
the
2023
through
2028
program.
Q
Q
The
long-term
debt
line
item.
Oh
excuse
me,
I'm.
Sorry,
the
one
cent
sales
tax
revenue
projections-
those
are
we
work
collaboratively
with
pfmr
financial
advisors,
I
work
with
them
many
times
during
the
month,
and
when
we
received
the
sales
tax
collections,
they're
updating
their
financial
constantly
next
is
long-term
debt.
We're
a
previous
board
had
approved
99.5
million
dollars
of
approved
projects
that
were
below.
Q
Of
funding
for
the
space
five
program,
so
we
are
working
towards
borrowing.
Those
long-term
funds
in
the
very
near
future,
you'll
be
hearing
more
about
that
we're
working
collaboratively
with
pfm
our
financial
advisors
advisors
next
is
fixed
cost
of
ownership.
The
current
budget
for
that
is
54
almost
55
million.
We
basically
budget
a
four
percent
increase
annually
for
those
revenues,
so
that
brings
us
to
the
total
revenues,
the
expenditure
side.
We
still
have
some
of
phase
three
program
that
is
underway
and
wrapping
up,
as
expressed
in
the
future
years.
Q
The
phase
four
program
again
just
because
of
program
ends
on
December
31st,
2022,
there's
still
things
to
wrap
up
and
we've
based
on
cost
curves.
We
have
received
from
our
program
management
firms.
That's
what
I'm,
basing
these
numbers
on
their
feedback
of
one.
Those
expenditures
are
going
to
be
sold
the
phase,
five
expenditures
again,
the
program
management
firms
create
cost
curves,
though
they
create
an
original
one,
and
then
those
are
updated,
quarterly
I
review
and
reconcile
those
and
forward
those
to
pfmr
financial
advisors,
so
quarterly
they're.
Q
Getting
that
information
and
updating
the
model
also
long-term
debt,
the
cost
curves,
are
what
were
received
for
those
and
forwarded
it
accordingly
in
the
appropriate
columns
for
the
fiscal
years.
Q
You
know
that
was
kind
of
fast,
but
we
have
everything
in
place
to
make
sure
that
we
are
providing
the
best
data
and
information
that
we
possibly
can
and
Maggie
has
up
the
fiscal
year
24
budget,
which
is
just
detail
of
what
I
just
went
over
so
I
I'll.
Let
you
view
that
at
your
leisure,
it's
listing
specific
projects
and
budgets
there
and
happy
to
answer
any
questions
you
might
have.
I
know
that
I
went
through
that
quite
quickly.
I
Q
So
there
are
a
few
notes
at
the
bottom,
with
pfm
helping
us
with
our
projections.
There's
scenarios
that
are
based
on
and
obviously
I,
don't
like
to
say
that
r
word.
But
you
know
if
something
like
that
would
happen,
then
these
numbers
could
change.
But
right
now
it's
strong.
Our
revenues
are
coming
in
strong
continuing
to
come
in
strong,
so
we're
very
optimistic
and,
as
Mr
Kennedy
said,
we're
very
conservative
too.
So
it's
a
nice
balance.
G
So
I'm
still
going
through
a
lot
of
this
one
but
I
know.
We've
said
before
that
we've
been
very
conservative
with
our
analyzes
we're
not
so
when
the
money
say
if
we
do
have
that
extra
pot
there.
It
goes
right
back
into
the
goes
right
back
into
the
capital
fund
where
for
us
to
use
and
that's
where
we
pull
a
lot
for
our
change,
orders.
E
Q
G
A
E
D
Very
significantly,
based
on
early
Ed,
Elementary,
Miller,
High
School
it
based
significantly
on
the
side
of
the
school
and
even
the
location
can
play
into
it.
For
on
a
tight
campus,
we've
got
to
go
more
vertical.
The
costs
are
going
to
costs
are
going
to
increase.
I
can
certainly
get
a
square
foot
cost
I,
don't
I
don't
have
that
here
readily
available,
but
we
we
track
that
pretty
close
and
I
would
say
that
we
have
seen
a
significant
escalation
as
a
result
of
inflation.
D
The
additional
cost
of
materials
and
labor
we've
already
done
in
the
phase
five
program.
We've
already
done
a
escalation
for
the
first
two
waves,
so
we
feel
pretty
confident
with
those,
but
we've
not
done
the
escalation
for
wave
three,
which
is,
which
is
the
third
segment
of
projects
that
I'll
begin
in.
D
In
a
couple
of
years,
as
Joyce
mentioned,
both
her
staff
and
pfm
pay
close
attention
to
what
those,
what
the
Market's
doing
and
what
our
tax
base
is
and
as
things
come
in,
we
make
sure
we
keep
a
close
eye
on
that,
but
it
will
be
it'll,
be
something
we'll
have
to
keep
a
close
eye
on.
D
It's
a
long-winded
answer
then
I'd
give
you
the
actual
answer,
but
I
I
can
certainly
come
up
with
a
square
foot
cost
for
you
that
we
that
we
use.
A
D
Our
our
hope
is
that,
as
we've
seen
over
the
last
three
programs,
which
were
governed
by
sales
tax,
we've
steadily
decreased
the
new
construction
and
move
funds
toward
Capital
maintenance
and
capital
information
technology.
So
that
would
be
the
intent
for
the
next
program
that
would
begin
in
2029
is
to
is
to
have
more
funding,
as
Mr
Griffin
mentioned,
the
Deferred
maintenance
to
to
cover
those
replacement
of
Building
Systems
for
all
the
new
buildings
that
were
built
over
the
last
20
years,
and
certainly
the
buildings
that
we
never
got
to.
D
But
the
expectation
would
be
the
proven
success
of
this
program.
We've
always
we've
always
successfully
completed
our
audits,
with
with
no
exceptions,
right,
choice,
choice
likes
to
brag
about
that
and
we'll
knock
on
wood
as
the
last
audit
for
the
phase.
Four
programs
begins
here
shortly,
but
we
we
have
been
very
successful
with
managing
those
budgets.
We've
been
very
successful
in
building
quality
facilities
and
also
maintain
those
facilities,
as
we've
gone
through
time.
Q
And
if
I
could
add
to
your
point,
there
is,
as
I
mentioned,
a
healthy
beginning.
Balance
in
2024
just
wanted
to
know
that
approximately
100
million
of
that
is
from
the
phase
four
program
of
yes
that
projects
are
being
completed.
So,
as
those
are
completed
that
beginning
the
ending
balance
and
then
the
beginning
balance
for
the
next
year,
we
should
see
some
significant
changes
there.
Q
It's
it's
the
highest
I've
been
here
18
years
that
I've
had
a
you
know
a
five-year
capital
budget
with
that
that
large
of
a
beginning
balance-
and
it's
because
of
the
two
programs
Crossing
it.
A
Really
comes
down
to
a
catch-22:
payoff
debt
keep
a
reserve
for
potential
issues,
then
I
I
agree
with
the
interest
rates,
what
they
are
and
then
hopefully
Ellen
said
today.
Maybe
it
is
the
end
of
this.
You
know
current
increase,
who
knows
but
still
I'm
appreciative
of
the
numbers
like
I,
said
you're,
the
good
guys.
L
A
That
basically
ends
the
discussion
on
2E
for
the
first
reading
of
the
f-24
budget
and
I
think
what
we
were
going
to
do
is
so.
L
A
E
A
Any
Nation
and
then
motion
passes.
A
Moving
on
to
item
3A,
Moody
rating
update,
it's
an
information
item,
Miss
Carla.
L
Thank
you
to
summarize
the
the
the
best
news
out
of
this
credit
analysis
is
that
we
maintained
our
double
A2
stable
credit
profile.
They
complement
Moody's,
complimented
us
on
our
fund
balance
increases
as
well.
You
know
that
we're
supported
by
Revenue
growth
and
our
close
budget
oversight.
L
I
won't
read
this
to
y'all,
but
they
they
just
mentioned
that
some
of
the
credit
challenges
that
are
ahead
of
us
are
long-term
liabilities
relative
to
similarly
excuse
me
rated
districts
and
making
sure
we
keep
an
eye
on
reserves
and
liquidity,
because
they
will
decrease
modestly
in
the
next
couple
of
years,
other
than
that
the
financial
position
of
the
district
remains
strong
and
given
prudent
management
and
a
strong
Revenue
base,
one
of
the
things
you
had
indicated
was
finding
out
the
other
peer
groups.
L
L
Q
Ernie
and
again
I'd
like
to
present
the
March
capital
projects,
report
I'm
happy
to
report
that
our
Revenue
collections
were
380
000
above
our
cash
flow
projection,
based
on
the
most
recent
collections
with
two
percent
growth
over
the
prior
year.
Our
expenditures
for
the
2010
through
2016
program
were
five
thousand
dollars:
expenditures
for
the
2017
through
2022
building
program
for
1.1
million
dollars,
the
expenditures
for
the
2023
through
2028
Capitol,
Building
program
for
7.3
million
dollars
and
our
long-term
debt
projects
in
the
2023
through
2028
program
or
a
whopping
37
dollars.
Q
A
L
Thank
you,
sir.
So
as
of
March
31st
here
is
our
Sr
report.
There
is
a
new
column.
You
will
notice
to
the
right
side
of
the
document
called
reimburse
to
date.
This
was
something
that
Miss
Roberson
had
asked
us
to
add
to
the
document
so
that
you
know
we
could
show
periodically
how
often
we're
we're
again
we're
getting
reimbursed
to
date.
L
So
for
sr1
we
had
spent
13.4
million
and
would
like
to
note
that
we
have
been
reversed
reimbursed
to
date
of
the
13.4
million,
so
on
sr2
we've
spent
today
at
about
18.6
million
we're
up
about
1.8
million
from
the
February
report,
and
we
have
been
reimbursed
to
date.
56.7
million.
L
We
are
up
about
5.7
million
dollars
in
expenditures
compared
to
February
and,
looking
over
to
the
far
right
side,
we
have
been
reimbursed,
47.5
million
dollars
to
date,
I
see
Miss
Riverson
is
is
on
our
Zoom
call,
and
one
of
the
things
she
had
asked
about
at
our
last
meeting
was:
if
claims
could
be
filed,
monthly
or
quarterly
and
I
did
find
out
they
can.
They
can
be
done
monthly.
L
The
reason
that
we
filed
them
quarterly
is
the
the
level
of
reconciliation
and
review
with
the
volume
of
the
accounts
is
very
time
consuming
and
up
until
about
30
days
ago,
we
only
had
one
person
managing
all
of
that,
and
so
that's
why
we
filed
quarterly
just
wanted
to
clarify
that
the
new
Esser
dashboard
that
we've
been
promising
for
the
last
few
weeks,
it's
in
its
final
testing.
Unfortunately,
we
had
to
get
pulled
off
of
that
project
during
the
middle
of
the
budget
process.
L
The
last
two
to
three
weeks
and
so
staff
has
worked,
has
returned
working
on
it,
I
believe
as
of
this
morning
and
Miss
Lisa.
Do
we
have
a.
P
P
A
L
Yes,
yes,
sir,
thank
you
so
actual
revenues
to
date
are
projected
to
be
7.3
million
dollars
over
budget.
That
has
not
changed
on
the
last
couple
of
monthly
updates,
and
this
is
mostly
due
to
increases
that
we're
seeing
in
local
and
state
revenues
for
the
expenditures.
Actual
expenditures
are
projected
to
be
12.9
million
under
budget,
and
this
is
mostly
due
to
savings
and
salaries
and
benefits
from
our
vacancies
through
March
31st.
L
L
L
Well,
yes,
and
no
so
we'll
show
it
in
April
as
a
as
a
surplus
of
revenues
over
expenditures.
But
yes,
we
want
to
capture
that
and
use
it
to
bounce
okay.
Yes,
sir.
A
Any
further
questions
hearing
none,
we
will
move
on
to
a
request
to
convene
into
executive
session
on
a
contractual
matter.
District
3
facility
use
lease
agreement.
Do
I
have
a
motion.
Second,.
E
A
Have
a
motion
to
reconvene
the
General
Session
second
hi
hi,
very
none
we're
back
in
Open
Session
on
the
executive
session,
I'd
like
to
make
a
motion
to
present
to
the
board
a
possible
action
on
what
was
discussed
in
executive
session
item
regarding
the
contractual
matter
of
District
3
facility
use
lease
agreement.
Do
I
have
a
second.
Second,
do
I
have
a
vote
aye
any
Nays
hearing,
none
the
Motions
passed
with
that.
We
move
on
to
item
I,
think
that's
it!
I
G
You
know,
and
next.
L
Week
we
have
counts
Mr
Grabowski.
We
have
to
mention
the
Iowa.
E
L
Then
all
the
information
items
with.
G
The
exception
of
the
but
Trina.
G
A
A
Set
would
be
going
to
the
board,
would
be
item
UA,
Capital
fund
program,
item
2B,
the
lunch
meal
price
increase
item;
2C
the
approval
projects,
greater
than
250
000.
item
2D,
which
Laura
Brown
fund
request
item
three:
a
the
Moody's
rating
information
item;
3B
the
capital
project
report
item
three
C.
The
Esser
update
three
monthly
financial
report
and
the
motion
for
to
convene
into
executive
session
regarding
the
contractual
manner.
I
P
E
A
Okay,
yeah,
oh
good.
Let's
hunt
that
one
out
we
we
do
have
an
issue
on
the
potential
issue
on
the
scheduling
of
the
June
6th
meeting.
I
will
be
I,
won't
be
here
and
I.
I
know,
I'd,
ask
Darren
to
look
at
his
calendar
and
see
if
he
was
going
to
be
here
and
no
problem.
G
If
I
could
do
it
by
Zoom,
I
would
rather
do
it
in
person,
but
I'll
be
traveling
and
then
I'm
going
straight
from
there
to
Columbia
for
the
board.