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A
C
D
B
B
A
Eyes
have
it
done
next
I'm,
assuming
you
all
had
a
copy
of
the
minutes,
can
I
have
a
motion
to
approve
the
minutes
of
the
January
10th
2023
meeting,
so
move
Keith.
This
is
Ed.
B
B
A
E
You
Mr
robowski
good
afternoon
to
the
chair
and
committee.
So
what
this
item
is
is
the
District
spring
2023
ban
or
Bond
anticipation,
note
issuance
and
so
because
of
the
complexities
related
to
how
the
district
packages
and
services
debt
we'll
have
a
brief
foundational
presentation
by
our
bond
Council
Miss
Carol
Clark,
as
well
as
our
financial
consultants,
pfm,
and
then
we'll
move
into
the
resolution
that
we're
asking
the
board
to
consider
for
adoption.
Ms
Clark.
C
Thank
you,
hello,
everybody
and
I'd
like
to
add
that
Jay
Glover
from
pfm
is
on
by
zoom,
and
we
have
worked
through
this
presentation
together
and
so
Jay
will
be
piping
in
from
time
to
time.
The
the
idea.
F
C
Is,
as
Ms
Williams
said,
we're
really
here
to
consider
the
bond
anticipation
note,
but
that
is
one
of
three
financings
that
the
school
district
does
each
year
and
so
really
to
understand
why
we
do
what
we
do
with
the
with
the
band.
We
need
to
sort
of
put
it
in
the
bigger
picture
to
put
it
in
context
of
all
three
of
these
financings
and
how
they
sort
of
fit
together.
G
B
C
Okay,
as
we
say
here,
this
is
the
sort
of
the
debt
overview
and
we'll
touch
on
the
general
categories
of
financings
and
then
go
into
a
little
bit
more
depth
and
as
we
go
through
the
program-
and
these
are
just
to
give
you
an
idea-
this
is
a
subject
that
you
will
see
throughout
the
year
and
it's
it's
a
lot
to
to
take
in
and
one
go.
But
hopefully
this
will
help
give
you
a
familiarity
with
it.
C
There
are
two
types
of
debt
that
the
district
uses
annually:
they're
short-term
debt,
which
is
basically
to
fund
cash
flow
needs,
and
we
take
care
of
the
tax
anticipation.
Note
which
we'll
talk
about
which
covers
cash
flow,
fun,
funding
in
the
general
fund
and
the
bond
anticipation.
Note
that
we're
talking
about
here
is
aimed
at
Capital
needs.
C
Then
we've
got
long-term
debt,
which
is
for
more
major
projects
and
then
finally,
we'll
touch
on
the
sales
tax
program
which
the
school
district
has
just
started
in
on
the
third
phase
of
of
the
sales
tax,
and
that
is
not
really
debt.
It
is
more
pay
as
you
go
with
some
cash
flow
funding.
From
the
bond
anticipation.
Note,
if
you
want
to
flip
over
Jay
I,
think
if
you
can
go
on
over
to
page
number,
three:
okay,
the
short-term
debt,
as
we
said,
is
a
means
of
managed
magic,
managing
cash
flow.
C
C
As
you
know,
you
get
your
property
tax
bills,
typically
in
October
of
each
year,
and
most
taxes
are
paid
in
December
and
then
through
the
middle
of
January,
which
is
the
the
due
date,
and
so
because
of
that,
a
kind
of
a
shortfall
usually
occurs
in
the
general
fund
over
the
summer,
possibly
into
early
fall,
and
so
when
we
issue
the
tax
anticipation,
note
that
is
just
doing
a
borrowing
that
is
paid
back
from
your
operating
fund
taxes
collected
for
the
general
fund
and
it's
issued
each
fall
and
is
paid
off
on
April
1st
of
each
year.
C
C
It
pays
fixed
cost
of
ownership,
also
technology
upgrades
and
capital
maintenance,
and
then
it
provides
cash
flow
funding
for
the
sales
tax
program
that
we'll
go
into
in
a
little
bit
more
depth,
as
well
as
making
Debt
Service
payments
on
the
installment
purchase
financings
and
those
were
a
series
of
financings
that
were
done
in
2004
five
and
six
that
the
school
district
is
still
paying
the
debt
off
of
that
I
think
all
of
that
will
be
retired
by
2030,
but
it
was
the
means
of
financing
the
the
2004
to
2009
program
and
then
flipping
over
to
page
four,
when
we
talk
about
long-term
debt,
there
are
two
types
of
debt
that
the
school
districts
are
authorized
by
state
law
to
issue.
C
There
is,
what's
called
eight
percent
debt
and
what
that
means
is
under
state
law.
Each
School
District
in
the
state
can
issue
General
obligation,
bonds,
that's
bonds,
paid
from
property
taxes
up
to
eight
percent
of
its
assessed
value,
and
in
order
to
issue
that
eight
percent
debt,
the
board
has
to
approve
it,
but
no
further
authorization
has
to
take
place.
C
But
once
you
hit
your
eight
percent
debt
limit
capacity,
then
General
obligation
bonds
can
only
be
issued
if
you
hold
a
referendum
and
the
last
referendum
that
the
district
held
I
think
was
in
1999
and
that
approved
a
series
of
bonds
that
have
been
refinanced
and
those
are
being
retired.
As
you
know
this
year
and
over
the
next
couple
of
years,
so
that
referendum
debt
is
has
just
about
been
paid
off
then.
C
Secondly,
as
I
mentioned,
their
installment
purchase
revenue
bonds,
and
sometimes
this
is
referred
to
as
alternate
financing,
and
this
is
a
a
complicated
type
of
financing
that
was
authorized
by
state
law
in
the
mid-2000s.
C
But
then
in
2006
the
legislature
closed
this
down.
So
it's
no
longer
an
option
for
issuing
debt,
but
basically
the
way
that
that
works
is
the
bonds
are
not
issued.
The
long-term
bonds
are
not
issued
by
the
school
district,
but
by
a
non-profit
Corporation
and
over
the
years
you'll
hear
references
deceive
c-e-e-fc,
which
is
the
abbreviation
for
Charleston
education,
Excellence
financing,
Corporation,
and
that
Corporation
is
a
non-profit
that
was
created
for
means
of
issuing
these
bonds
and
by
virtue
of
the
fact
that
the
bonds
are
issued
by
a
corporation
instead
of
the
school
district.
C
That
means
they
do
not
count
against
the
school
district's.
Eight
percent
debt
limit,
and
so
we'll
see
further
over
here
in
the
numbers,
but
somewhere
in
the
neighborhood
of
I
think
it
was
around.
700
million
dollars
were
by
a
Bonds
were
issued
over
a
three-year
period
that
provided
rebuilding
and
substantial
renovation
of
a
large
number
of
schools
from
2004,
really
I
guess
those
projects
were
finished
around
2010.
C
and
while
the
long-term
bonds
don't
count
against
the
school
district's
eight
percent
debt
limit.
What
the
district
does
each
year
is,
do
two
short-term
financings
to
make
the
payments
that
are
due
on
those
bonds.
So
the
the
thief,
bonds
or
the
alternative
financing
bonds
are
issued
with
interest
due
to
the
bondholders
on
May,
1st
and
December
1st.
To
be
I'm,
sorry,
June,
1
and
December
1
of
each
year
and
principal
due
on
December,
1
and
so
for
thief,
which
is
a
non-profit.
C
The
school
district
issues
the
ban
in
the
spring
to
make
the
June
1
interest
payment,
and
then
they
issue
a
short-term
bond
issue
in
November
of
each
year
to
make
the
December
1
principal
and
interest
payments,
and
those
two
issues
of
the
school
district
do
count
against
the
debt
limit,
but
they
are
all
retired
in
roughly
six
months
time,
four
to
six
months,
so
we
use
up
a
little
bit
of
debt
limit
and
then
it's
retired
and
that
amount
of
debt
limit
is
freed
up
going
on
to
page
five,
and
please
feel
free
to
to
stop
me.
C
If
anybody
has
any
questions
as
we
go
through
this
and
I
know,
you
probably
have
a
number
of
questions
later.
What's
up.
A
C
C
Much
earlier
than
that
home
rule,
which
applies
to
counties
and
special
purpose
districts
in
cities,
but
not
the
school
districts
that
was
codified
in
1978
and
then
the
portion
of
that
that
applied
to
school
districts
was
in
1982
and
so
that
eight
percent
was
set
there.
But
then
previously
there
had
been
limits.
There
have
there
have
always
been
limits.
C
That's
always
been
based
on
assessed
value,
but
when
you
look
back
in
legislation
from
the
1950s,
when
basically
each
School
District
in
the
state
and
at
that
time
practically
owned,
each
high
school
was
its
own
School.
District
I
mean
you
would
have
multiple
school
districts
within
counties
and
within
areas
of
counties,
and
they
were
all
created
by
special
legislation
legislation
and
they
had
varying
debt
limits,
and
so
it
was
very
random.
The.
A
Reason
I
bring
it
up
is
that
when
you
look
at
the
eight
percent
assessed
value
and
everybody
thinks
about
q,
a
Hilton,
Head,
Isle
of
Palm
and
everything
all
the
property
value
in
here.
It's
then,
when
you
look
at
what
we
actually
get
our
Revenue
we're
not
getting
the
revenue
applied
to
that
eight
percent
from
the
property
value
it's
coming
from
business
property.
Correct
me:
if
I'm
wrong
cars
right.
C
C
A
But
that's
what
I
mean
for
owner
so,
but
when
you
look
at
that
eight
percent,
is
it
throwing
in
the
owner
property
value?
Yes
right!
So
really
it's
I
understand
that.
But
the
point
is
as
we
go
forward
and
we
consider
and
we
talk
about
well
we're
well
underneath
it
when
that
was
set
up
when
those
limits
were
set
up.
They
were
set
up
specifically
with
the
understanding
that
a
lot
of
Revenue
would
be
coming
from
the
assessed
value
of
property
houses
of
individual
homeowners
and
we're
not
doing
that
anymore.
A
Well,
I
understand
I'm,
just
saying
when
you
come
forward
and
say:
I
like
today,
I
know
we're
just
trying
to
cover
our
expenses
and
what
we're
required
for
and
I'm
all
for
it.
But
there's
a
general
perception
out
there
when
you
say
eight
percent
everybody's
thinking
like
well,
it's
eight
percent.
You've
got
all
this
wonderful
room,
increase
more
bonds,
build
more
schools,
but
when
you
really
think
about
that,
eight
percent
limit
there's
no
Revenue
backing
up
that
limit
under
the
initial
intention
of
why
that
limit
was
put
in.
A
Towards
sales,
taxes
or
anything
to
retire,
okay.
Well,
so,
if
we
incur
more
debt,
we
become
more
debt.
It's
based
upon
Revenue,
perceived
Revenue
that
we're
going
to
be
getting
in
and
we'll
get
into
this
later
on.
When
we
start
talking
about,
you
know,
interest
rates
and
everything
and
I'm
just
going
from
your
budget
that
you
produce,
which
I
think
has
got
a
wonderful
explanation,
a
lot
better
than
some
of
the
documentation
that
was
produced
so.
C
I
guess
with
well
for
purposes
of
operating,
there's
the
general
fund
and
there's
one
millage
for
that,
and
then
on
the
debt
side.
There's
a
separate
millage
and
for
purposes
of
calculating
the
eight
percent.
Everything
is
taken
into
consideration:
real
personal
airplanes
manufacturing
everything
all
of
it
and
then
for
purposes
on
for
making
payments
on
the
bonds.
Everybody
does
pay
the
debt
service
millage,
because
what
act
388
did
was
Exempted
owner-occupied,
residential,
real
property
from
paying
the
operating
Village,
but
not
from
The
Debt,
Service,
Village
and.
I
A
C
C
Then,
if
we
head
over
to
page,
let's
see
page
five
This
spells
out
the
the
issuances
that
we
do
each
year
and
time
wise,
I'm
skipping
down
to
the
short-term
debt
bullet
first,
because
this
is
the
the
sequence
throughout
the
calendar
year
in
April
May
time
frame,
we
issued
the
bond
anticipation,
notes,
as
we
said,
to
fund
technology,
Capital
maintenance,
fixed
cost
of
ownership
and
then
the
June
one
interest
payment
on
the
installment
bonds.
That's
all
in
series
a
and
then
Siri
the
series
B
Bond
anticipation.
C
Note
is
cash
flow
funding
for
the
sales
tax
program
and
in
the
end-
and
this
was
something
that
we
really
tried
to
educate
the
public
when
we
did
the
first
sales
tax
referendum
in
2010
is
at
the
end
of
the
day,
there
will
be
no
long-term
debt
to
finance
the
sales
tax
projects.
We
do
interim
funding,
but
no
one
will
ever
pay
property
taxes
for
the
sales
tax
programs
that
will
all
get
retired
from
the
sales
tax.
So
that's
that's
the
spring
ban,
as
we
mentioned
in
late
summer,
early
fall.
C
We
do
the
tax
anticipation
note
and
that's
just
to
put
money
into
the
operating
fund,
the
general
fund
until
the
tax
collections,
the
big
bulk
of
those
come
in
December,
January
and
then.
Finally,
the
final
issue
is
in
October
or
November.
We
issue
short-term
General
obligation,
bonds
that
pay
off
the
series,
a
I
think
I'm
hearing
you
three,
the
series
a
bond
into
space,
show
note
which
we're
talking
about
now
and
then
it
also
funds
that
December
1st
principal
and
interest
payment
on
the
on
the
installment
purchase
revenue
bonds.
C
And
then
it's
been
Jay
jump
in,
but
I'm
thinking.
It
has
been
a
good
10
years,
since
we've
done
any
long-term
bonds
and
that's
bonds
payable
over
for
more
than
a
year
and
those
last
long-term
issuances
were
in
the
early
2000
teens
and
they
were
just
for
refinancings,
but
the
district
is
expecting
to
issue
or
considering
issuing
about
99
million
of
long-term
debt
in
fiscal
year,
2024
to
fund
some
projects
that
were
initially
I,
think
earmarked
as
as
phase
five
sales
tax
projects
that
Ms
Williams
can
probably
speak
to
in
more
detail.
C
There
are
enough
savings
there
to
to
make
it
sensible
to
issue
the
refunding
debt
and
then
going
over
to
page
six
and
I've
sort
of
touched
on
this,
and
Jay
can
go
into
a
little
bit
more
detail.
But
this
is
a
snap
snapshot
here.
That
shows
that
first
category
is
the
long-term
GEOS.
As
you
see,
we've
got
2009
10
and
12,
which
were
all
refinancings
2019
B.
That
was
some
of
the
short-term
bonds
that
we
pushed
a
couple
of
of
maturities
out
a
little
further
yeah.
G
Perfect
yeah,
as
Carol
mentioned,
we
do
a
sequence
of
financing
throughout
the
year
again
this
is
Jay
Glover
from
pfm
financial
advisors.
We
assist
the
city
or
the
district
as
your
financial
advisor
accessing
the
debt
markets.
G
This
table
just
gives
a
kind
of
the
numbers
behind
what
Carol
just
spoke
about
showing
your
you
know
your
Geo
bonds
at
the
top
of
the
table,
including
out
to
the
right,
what's
subject
to
your
eight
percent
limit,
which
is
about
25.7
million
and
then
the
short-term
bands
that
we're
talking
about
today
as
well,
you'll
see
these
are
the
bands
actually
from
last
year
that
will
be
paid
off
shortly
and
that's
about
so
right
now
you
have
about
247
million
dollars
worth
of
outstanding
bonds
to,
and
then
you
have,
your
installment
purchase
revenue
bonds
down
at
the
bottom,
which
is
just
shy
of
about
400
million.
G
So
in
total
you
have
about
700
million
dollars
worth
of
debt
outstanding.
But
when
you
subtract
out
this
short
term,
cash
flow
element
of
that
you're
around
450
million
dollars
worth
of
outstanding
debt
and
as
we
kind
of
compare
that
to
what
your
overall
debt
limits
are,
you
can
see
on
this
table
as
Carol
mentioned.
This
is
just
a
calculation
of
your
outstanding
eight
percent
debt
limit.
So
legally
you
could
issue
up
to
413
million
dollars
worth
of
eight
percent
debt
and
and
not
be
and
still
meet
your
capacity.
G
I
mean
just-
and
this
is
getting
a
bit
in
the
weeds,
so
pfm
is
your
financial
advisor
maintains
a
pretty
in-depth
model.
It
looks
at
all
the
different,
outstanding
financings
and
works
to
manage
not
only
your
eight
percent
debt
capacity,
but
also
what
the
millage
Levy
is
to
actually
service.
That
debt
is.
The
chairman
was
mentioning.
Obviously,
you
can
issue
up
to
400
million
dollars
worth
of
debt
with
an
eight
percent
capacity,
but
you
also
have
to
be
able
to
Levy
the
millage
to
actually
make
that
Debt
Service
payment.
G
So
not
only
do
we
like
to
leave
a
cushion
within
your
eight
percent
debt
limit,
but
we
also
have
a
Target
millage
Levy
that
we
set
for
Debt
Service
each
day
we
want
to
stay
within,
so
this
here
is
just
a
snapshot
that
shows
sort
of
long-term
over
the
course
of
the
next
10
years.
What
type
of
eight
percent
debt
is
outstanding
and
what
type
of
capacity
remains?
G
So
again,
we
reserve
eight
percent
capacity
to
fund
fixed
cost
of
ownership
each
year
via
your
ban
of
about
55
million
dollars.
We
also
Reserve
capacity
for
cash
flow
bands
in
your
sales
tax
program,
which
you
can
see
here.
Currently
you
have
about
83
million
dollars
and
we'll
add
about
40
million
to
that
via
the
2023
ban,
we're
discussing
today,
and
then
you
also
have
capacity
of
about
37
million
dollars
reserved
for
your
installment
payments
each
year.
G
So
what
that
really
gives
you
is
you
have
about
172
million
dollars
worth
of
additional
eight
percent
capacity
available
in
any
given
year.
As
you
look
forward,
Carol
mentioned
that
the
thought
is
that
we
might
issue
about
99
million
of
additional
eight
percent
that
that
this
year
on
a
long-term
basis.
G
So
if
you
take
that
into
account,
you
still
have
significant
capacity
with
your
eight
percent
limit,
and
all
of
that
is
also
serviced
within
the
district's
Target
Debt
Service
millage,
which
we'll
talk
about
in
a
second
again
here,
as
I
mentioned,
eight
percent
debt
capacity
and
Debt
Service
millage
Levy.
So
your
eight
percent
capacity
obviously
changes
over
time
based
on
assessed
value
changes.
We
pay
off
debt
each
year
and
obviously
new
debt
is
issued.
G
So
it's
kind
of
a
moving
Target
that
we
work
through
and
as
I
mentioned,
we
also
Target
28
Mills
as
your
debt
service,
millage
Levy
and
we've
done
that
historically
over
the
past
several
years
and
plan
to
do
that
into
the
future
and
our
model
projection
so
that
you
can
Finance
all
of
these
needs,
including
your
99
million
of
long-term
debt
and
stay
within
that
Debt
Service
millage
Levy.
G
Planned
and
then
the
last
slide.
A
G
G
Those
sales
tax
revenues
are
obviously
coming
in
very
strong,
and
we
would
hope
that
that
would
continue
into
the
future.
So
that's
going
to
be
the
bulk
of
your
Capital
funding
moving
forward.
What
could
come
about
and
I
don't
have
a
specific
example
of
this.
Is
there
something,
above
and
beyond
what
the
sales
tax
program
might
afford,
that
becomes
a
critical
Capital
need
that
could
require
you
to
revisit
additional
long-term
debt
that
might
be
needed
in
the
future.
G
Keep
in
mind
in
our
projections,
we're
also
very
conservative
about
how
assessed
values
might
grow
over
time,
because
we
don't
want
a
recession
or
something
that
cause
a
decline.
And
then
you
run
into
the
issue
of
having
to
raise
your
debt
service,
millage
Levy.
So
to
the
extent
we
continue
to
grow
in
terms
of
our
assessed
values,
and
we
have
a
reassessment
every
five
years,
there's
likely
less
pressure
on
that
28
Mills,
even
if
some
unforeseen
Capital
need
came
about.
E
Could
you
also
talk
about
when
the
district
is
anticipated
to
be
debt
free,
please,
yeah.
G
So
that's
a
good
point,
so
we
have
actually
developed
this
model
and
really
gosh
I.
Don't
know
I
want
to
say
for
the
last
five
or
ten
years
I've
been
showing
all
of
the
debts
districts,
debt
going
away
by
2032..
So,
despite
all
of
the
what
seems
like
a
significant
amount
of
debt,
it
all
gets
paid
back
in
a
very
short
period
of
time
and
absent
any
again
additional
long-term
debt
that
goes
out
beyond
that.
G
The
district
would
be
completely
debt
free
by
2032,
and
you
know
at
that
point:
you'd
have
like
a
lot
of
flexibility
with
kind
of
how
you
might
fund
your
capital
projects
in
the
future.
E
E
It
creates
additional
capacity,
but
all
of
these
so
just
a
little
bit
about
the
process.
Pfm
Carol,
the
executive
team,
Mr
Brewery,
myself
we
meet
and
we
cover
Revenue
scenarios
expenditure
assumptions.
E
This
is
a
conservative
model
and
the
goal
was
for
us
to
still
maintain
our
debt
complete
debt
payoff
by
2032.
So
the
scenarios
that
you
see
the
issuances
that
we
are
packaging
for
approval
that
takes
all
of
those
assumptions
into
consider
that
takes
all
those
assumptions
into
consideration,
along
with
our
debt
payoff
schedule.
G
Yeah
that
that
that's
that's
that's
exactly
right
and,
and
the
last
slide
that
I'll
just
point
out
here
and
just
we
title
it
proactive
conservative
approach,
each
real,
strong
credit
ratings
just
to
support
what
Miss
Williams
just
said.
This
is
a
very
conservative
debt
structure
in
nature.
We
pay
off
about
45
million
dollars
of
principal
in
any
given
year
and
all
of
the
debt
matures
by
2032.
also
give
kudos
to
your
staff.
G
We
have
taken
advantage
of
significantly
lower
interest
rates
over
the
last,
probably
10
years
to
refinance
a
lot
of
your
existing
debt
as
well,
both
on
the
general
obligation
side
and
the
installment
side-
and
you
can
see
here
in
this
table
that
over
these
financings,
which
are
all
refunding
similar
to
refinancing
your
mortgage,
we've
saved
over
90
million
dollars
of
debt
service
costs
on
a
Net,
Present,
Value
Debt
Service
basis.
G
So
when
opportunities
have
presented
themselves,
we've
taking
advantage
of
those
to
lower
the
overall
Debt
Service,
which
also
helps
us
keep
within
our
millage
Levy.
And
then
the
last
thing
I'd
like
to
point
out
is
just
anytime
a
district
like
Charleston
or
any
other
local
government
goes
out
and
issues
debt.
You
have
to
go
out
and
acquire
a
credit
rating
to
do
so
that
that's
an
independent
third
party
that
comes
in
and
talks
about
the
financial
characteristics
and
the
ability
to
repay
the
debt.
G
That's
issued
and
Charleston
schools
is
currently
rated
double
a
two
by
Moody's
and
double
A
Plus
by
s
p,
which
are
some
of
the
highest
School
District
credit
ratings.
You
know
in
the
state
of
South,
Carolina
and
nationally.
Quite
frankly,
AAA
is
the
highest
rating
you
can
get
to
and
I
am
not
aware
of
any
school
districts.
G
There
might
be
very
few
that
actually
get
to
that
AAA
level
nationally
and
then
you
know,
I
just
pulled
an
excerpt
from
the
most
recent
Moody's
credit
report
that
was
done
late
last
year,
and
it
just
shows
here
and
I'll.
Read
it.
The
the
double
eight
two
rating
considers
the
district's
strong
financial
position
in
particular.
Fund
balance
is
a
big
element
of
that.
G
The
strong
wealth
levels,
average
residential
income,
steady
population
and
enrollment
gains
and
manageable
leverage
so
and
then
they
also
know,
obviously
given
your
coastal
location,
you're
susceptible
to
climate
risk
and
hurricane
and
other
exposures
related
to
that.
G
But
all
in
you
know,
given
your
financial
picture,
your
overall
debt
load,
you
have
very
strong
credit
ratings,
which
is
you
know,
a
credit
to
you
all
and
your
staff
on
how
you've
managed
the
district
over
the
last
several
years
to
get
to
this
point
with
that
I
think
that
gives
kind
of
at
least
a
somewhat
brief
overview
of
sort
of
your
existing
debt
and
the
series
of
financings
we
go
through
in
any
given
year
and
we'd
be
happy
to
address
any
questions
you
all
might
have.
A
One
question
on
I
have
on
the
amount
that
we're
asking
for
obviously
we're
basing
this
on
estimates
of
future
expenses
and
expenses
that
we
do
know
that
have
to
occur,
but
on
the
future
expenses
that
we
may
be
occurring,
we
borrow
the
money
is:
are
we
required
to
draw
down
all
the
money
or
let's
say
we
suddenly
became
very
efficient
and
didn't
need
all
the
money.
A
C
A
Hearing
no
further
questions
I'd
like
to
make
a
motion
to
approve
the
spring
2023
Bond
application,
anticipation,
notes
in
the
amounts
of
not
exceeding
70
million
dollars.
Series
20
2023
a
not
exceeding
135
million
series;
2023
B
and
not
exceeding
two
million
dollars
table
series.
A
Capital
program
for
FY
2024
series
23A
three,
the
amount
of
one
million
two
hundred
dollars
to
fund
design
and
construction
of
Morningside
middle
AC
cook,
Cochran
Elementary
and
Deer
Park
Middle
series
2023a
for
the
amount
of
approximately
84
million
five
hundred
thousand
to
retire.
The
series
2022
c
bond
anticipation,
note
for
the
phase
five
sales
tax
program
series,
2023
B
5
the
amount
of
approximately
4
40
million
to
provide
cash
flow
funding
for
phase
five
sales,
tax
projects
and
phase
Five,
Capital
maintenance
series,
2023,
B
and
six.
E
D
This
is
a
great
presentation,
so
Mr
Mr
Duke,
Mr
Hallis.
This
may
look
very
familiar
to
you.
You've
been
through
previous
fixed
costs
of
ownership
presentations.
This
is
our
FY
24..
This
is
our
FY
24
preview.
D
It
was
included
in
the
spring
band
which
you
just
voted
on
it'll,
be
part
of
the
District
budget
this
summer,
but
getting
us
approval
on
this
program
now
and
allow
our
staff
to
plan
and
prepare
and
be
ready
to
execute
the
funding
when
it
comes
in
our
bottom
line
up
front
slide.
I'll
really
provides
an
overview
of
the
program.
Fixed
cost
of
ownership
is
intended
for
replacement
improvements
of
equipment
facilities
across
the
district,
everything
from
activity,
buses
to
Auditorium
lights,
baseball
equipment
to
band
instruments,
software
to
School
radios.
D
This
is
the
program
that
gets
at
it.
We've
got
18
programs,
program
areas
and
management.
Each
one
has
a
designated
program
manager
that
program
manager
develops.
The
requirements,
puts
together
the
the
budget
and
presents
it
and
puts
it
together
for
us
to
execute
the
following.
The
following
year.
We've
got
slides
behind
this
one
that
talk
about
each
of
those
program
areas.
D
A
couple
of
data
points-
one
is
the
footprint
of
this
District
we've
gone
up
by
nearly
2
million
square
foot
over
the
last
10
years
that
takes
us
to
close
to
10
million,
that's
equivalent
to
5
000
homes.
So
for
those
of
you
that
own
houses
know
that
things
wear
out,
especially
if
you
have
kids
you've
got
spouses
that
demand
improvements,
and
this
is
what
we
have
here
in
the
school
district.
D
The
funding
line
for
this
was
was
flat
through
FY
17,
and
we
began
to
develop
our
requirements
in
more
detail
and
systematically
request
additional
funds.
We've
also
added
programs
over
the
years
that
were
not
funded
in
the
in
the
past.
Our
24
request,
our
FY
24
request
is
55
million.
That
represents
a
7.7
million
7.7
percent
increase
from
last
year.
There
are
a
number
of
reasons
for
that
which
I'll
talk
about
here
shortly.
D
The
programs
that
are
the
Heavy
Hitters
for
that
increase
include
software
facility
management
and
security,
as
well
as
a
general
overall
increase,
as
it
relates
to
supply
costs
and
labor
costs
that
are
out
there.
We're
seeing
that
really
across
the
board
software
increased
about
12
percent
facility
management
is
20
percent
increase,
but
there
are
two
significant
projects
within
that.
Without
those
it's
about,
a
six
percent
increase
and
security
represents
a
15
increase
again
we'll
talk
about
those
on
subsequent
slides.
D
This
is
the
presentation
format
for
each
of
our
programs.
It's
called
a
quad
diagram.
This
is
our
largest
program
facility
maintenance
on
all
of
the
slides
in
the
upper
left.
You'll
see
a
purpose
for
the
program
on
the
far
right,
you'll
see
a
small
table
that
shows
last
year's
budget.
The
request
for
this
year.
If
there
is
a
variance,
that's
identified
there
and
if
there
are
additional
requirements,
things
that
are
below
the
line
that
we're
not
funding.
We
want
you
all
to
see
what
is
not
is
in
the
queue
that
is
not
being
funded.
D
I
get
again,
I
mentioned
facility
maintenance
is
our
largest
program,
we're
requesting
18
million
dollars
this
year.
This
pays
for
everything
related
to
facility
maintenance
outside
of
all
the
systems
Replacements,
and
you
can
see
examples
of
those
in
the
lower
left
hand
corner
we've
got
as
an
example.
I
talk
about
ponds
and
fencing.
We've
got
71
retention,
detention
ponds
in
this
District
vehicle
replacement.
We
have
250
white
Vehicles
across
the
district.
We
have
to
allocate
funds
to
replace
those.
Those
we've
got
contractual
obligations
and
that
represents
a
significant
increase
in
our
amounts.
D
This
year
we
replace
64
000
filters
a
year
we
cleaned
5800
coils
on
our
systems.
Every
year
we've
got
39
cooling
towers.
These
are
just
some
physical
numbers
to
show
the
the
magnitude
of
the
program
on
the
far
lower
right,
the
variance
request.
You
can
see
the
number
of
reasons
why
we're
asking
for
additional
funds
I
will
point
out
those
two
projects
in
the
lower
right
doors
and
locks.
This
was
a
presentation
made
to
the
last
board.
D
They
recommended
that
we
increase
this
line
this
year,
we're
asking
for
eight
hundred
thousand
dollars
to
provide
more
storefront
locks
on
our
classrooms.
Storefront
locks,
our
self-locking
doors.
They
don't
rely
on
humans
to
lock
the
doors.
We
don't
have
to
worry
about
human
error
when
the
door
is
closed.
It's
locked.
This
is
a
preventive
measure
in
the
event
of
an
active
shooter.
We
do
replace
doors
on
locks
within
the
sales
tax
program,
not
at
a
more
rapid
rate,
and
we
also
install
these
type
doors
on
our
new
schools.
D
So
three
ways
we're
attacking
this
problem.
This
would
put
800
000
toward
that
phase.
One
of
the
St
John's
ball
field.
That's
a
1.7
million
dollar
ad
phase
two
would
be
next
year.
John
St,
John's,
High
School
does
not
have
a
baseball
and
softball
field,
and
we
have
an
agreement
with
the
City
of
Charleston
to
renovate
a
fee,
two
fields
that
they
allow
us
to
use
whenever
we
need
them,
but
also
provides
them
use
after
after
hours
next
slide
playgrounds.
D
This
is
also
part
of
facility
management,
but
I
like
to
keep
the
playground
set.
Separate
recess
was
my
favorite
topic,
and
so
I
want
to
make
sure
these
kids
have
good
playgrounds.
We
want
to
make
sure
we've
got
funds
dedicated
to
that
we're
replacing
four
playgrounds
with
these
funds.
We
also
maintain
and
protect
our
turf.
We
may
maintain
and
protect
our
rolled
surfaces.
Our
rubberized
surfaces
at
our
playgrounds,
the
life
cycle
for
for
playgrounds,
is
about
12
to
15
years.
We've
got
136
playgrounds
across
the
district.
D
That's
a
1.3
million
dollar
request
no
variance
this
year.
The
next
slide
is
security
and
Emergency
Management
2.9
Million,
Dollar
request.
This
covers
all
of
our
systems,
Replacements
within
our
schools,
as
well
as
the
radios
and
other
handheld
equipment.
That's
used
by
our
our
team,
including
the
schools.
The
brunt
of
the
funds
go
toward
complete
Replacements
of
surveillance
systems
in
our
district,
we're
proposing
a
budget
nine
of
those
this
year,
they're
on
about
a
10-year
cycle.
Those
systems
range
between
150
to
247
thousand
dollars
per
system.
D
So
it's
a
big,
a
big
hitter.
The
variance
request
of
382
thousand
dollars
is
for
two
reasons.
One
is
to
increase
the
rate
in
which
we're
installing
our
Public
Safety
radio
enhancement
systems
or
bdas,
the
bi-directional
amplifiers.
This
gives
our
emergency
responders
better
Communications
within
our
schools.
We've
identified
the
schools
that
need
them.
We
replace
them.
We
install
them.
When
we
have
a
new
school
coming
online.
D
The
last
board
recommended
that
we
include
an
increase
in
these
system
Replacements
from
three
to
six
hundred
thousand
dollars
in
this
in
this
program,
and
we
also
want
to
install
a
bus
slot
surveillance
system
at
the
Northwoods
bus
lot.
D
This
is
for
our
overall
systems
within
the
district
and
within
our
schools,
file,
servers,
net,
Network,
electronics,
our
PA
systems,
our
uninterrupted
power
service
systems.
The
brunt
of
the
funding
goes
toward
Pas
this
time,
they're
on
about
a
10-year
cycle,
we're
going
to
replace
four
to
six
of
those
with
the
base
request.
The
variance
request
of
five
hundred
thousand
dollars
is
a
cost
that
we
identify
that
we
were
absorbing
in
in
other
areas.
This
is
to
maintain
our
cameras
and
a
lot
of
electronic
doors.
D
We
receive
more
than
2
000
work
orders
a
month.
Some
of
those
might
be
as
simple
as
relocating
or
moving
a
camera
angle,
but
it
may
rise
up
to
a
fifteen
thousand
dollar
motorized
gate
replacement,
and
so
we
want
to
have
the
right
amount
of
money
to
keep
our
security
systems
up
and
running
again.
More
than
two
thousand
work
orders
a
month
for
this
program,
the
next
one
is
classroom
monetization,
and
this
one
is
a
summary
of
three
programs
classroom
technology,
PC
Replacements
and
sound
systems,
and
I
forgot
to
mention
earlier.
D
There
are
also
Excel
spreadsheets
in
the
package.
The
Excel
spreadsheets
are
the
deeper
dive
into
these
slides.
So
each
slide
represents
a
group
of
Excel
spreadsheets,
in
which
you
can
see
more
detailed
elements
of
the
programs
and
again,
this
slide
pulls
together
three
separate
spreadsheets
classroom
technology,
PCS
and
sound
systems.
We
replace
our
student
devices
on
a
five-year
basis.
Our
teacher
laptops
on
a
seven
year
basis.
This
money
combines
with
our
sales
tax
program,
and
so
we
look
to
both
of
those
to
keep
our
systems
recapitalized.
D
It
is
a
very,
very
large
program,
7.3
million
next
one
is
software.
This
is
a
very
complex
and
a
very
detailed
program,
although
it
I
call
it
the
program
manager.
Each
of
our
division
heads
pulls
together
software
requirements
for
their
division.
The
heavy
hitter
is
learning
Services.
8.75
million
I've
got
Miss
Simmons
here.
If
there
are
any
specific
questions
about
learning,
Services
requests,
but
a
third
of
their
requirements
are
compliance
driven.
D
A
third
are
driven
by
Mission
critical
items
like
scheduling,
school
choice,
assessment
tools,
those
are
absolutely
essential
to
the
district
and
a
third
of
those
are
curriculum.
Enhancements
and
I
can
say
this
year.
Miss
Simmons
really
scrubbed
this
list
hard
and
actually
cut
programs
that
weren't
found
to
be
proven
to
be
helpful,
and
even
though
there
is
an
increase
in
this
line,
item
I
believe
that
it's
very
much
streamlined
and
over
the
years
we've
rolled
this
together.
D
This
in
the
past
was
I'll
call
it
the
Wild,
Wild
West
and
we've
really
rolled
up
software
to
be
reviewed
at
the
division,
level
and
I
think,
even
though
it
represents
a
significant
amount
of
money,
it
does
receive
a
lot
of
scrutiny
in
addition
to
learning
Services.
It
has
about
a
1.9
million
dollar
placeholder
here
for
all
the
network,
driven
I.T
needs
for
monitoring
managing
our
systems,
and
you
can
see
the
variance
request
and
lower
right.
Each
of
our
systems
is
going
up
to
some
extent.
D
Learning
Services,
I.T
facilities
and
human
resource
actually
has
a
couple
of
ads:
1.4
million
dollar
variance,
roughly
our
second
largest
program.
Next
up
is
Furniture
fixtures
and
equipment.
Although
we
completely
put
it,
we
put
new
equipment
in
our
new
schools
over
the
years.
Our
systems
do
need
to
be
replaced.
D
This
is
this
is
managed
on
a
school
by
school
basis.
They
submit
their
request.
Sometimes
it's
simple
a
simple
as
replacing
the
furniture
in
the
lobby
of
the
front
office.
Sometimes
it's
replacing
entire
classrooms
and
we
look
at
this
on
a
case-by-case
basis.
Our
schools
that
are
utilize
funding
this
year
include
stall,
Baptist
till
Styles,
Point,
EB,
Ellington
and
Moultrie.
D
If
the
funding
goes
farther,
we'll
pull
more
projects
from
the
below
list
below
the
line
list,
we
do
have
a
variance
request
here
of
300
000
and
that's
to
establish
the
district-wide
asset
inventory
system
and
we
want
to
make
sure
we've
got
better
accountability
of
our
furniture
in
schools.
The
next
slide
is
Media
centers.
This
goes.
D
This
is
the
the
full
breadth
of
what
goes
on
in
our
libraries
from
digital
to
print
collections,
as
well
as
the
end
of
the
individual
media,
specialist
type
items
like
the
awards
maker,
poster
makers
and
the
laminators.
We
also
replace
our
library
furniture
with
this
account
we're
going
to
replace
Furniture
in
three
schools.
D
This
year,
most
of
our
library,
Furniture,
has
exceeded
20
years
in
its
lifespan
and
we're
working
really
hard
to
to
get
to
the
furniture,
that's
driven
by
today's
educational
requirements,
but
it
is
a
very
strong
program.
That's
actually
worked
hand
in
hand
with
facilities
when
we
do
replace
Media
Center
Furniture.
We
also
do
painting
and
carpeting,
so
we
do
basically
a
complete
makeover
of
our
media
centers
when
that's
done,
Fine
Arts
next
slide.
This
is
replacing
band
instruments
and
orchestra
instruments.
D
This
is
evenly
distributed
among
all
the
programs
that
have
schools
37,
all
the
schools
that
have
programs,
3,
700
per
Band,
3
700
per
Orchestra
across
all
the
schools.
They
replace
equipment
of
band
instruments
orchestrians
and
they
also
add
when
necessary,
Athletics.
This
is
for
our
high
schools,
including
the
gymnasiums.
D
It's
managed
by
program
football
lacrosse,
baseball,
Etc,
our
District
athletic
director
compiles
requests
from
the
schools
safety
equipment
is,
is
the
number
one
priority
like
football
helmets
lacrosse
how
much
those
get
funded
first
and
we
make
sure
those
are
taken
care
of,
but
we
feel
very
comfortable
with
this
program
with
a
small
increase
of
eleven
thousand
dollars
for
escalating
cost
of
equipment,
career
technology.
This
one
shows
a
very
a
very
negative
variance.
D
Over
the
last
three
years,
we
had
phased
projects
to
fund
a
full
rehab
of
culinary
systems
in
West,
Ashley,
high
school
and
Military
magnet.
Those
projects
are
now
complete,
we're
back
down
to
kind
of
normal
funding
for
CTE,
and
you
can
see
the
base
requests
the
projects
that
they
pay
for
this
year
on
the
we're
proposing
they
pay
for
on
the
far
left,
lower
left
plenty
in
real
estate.
Believe
it
or
not,
this
they
manage
our
high
school
auditoriums.
D
The
high
school
auditoriums
are
used
after
hours
and
we
have
managers
in
those
eight
high
schools
that
had
all
auditoriums.
We
have
to
replace
lighting
and
sound
systems,
and
this
keeps
those
those
auditoriums
up
and
running
Transportation.
Even
though
the
state
provides
us
buses
and
we
have
contract
Service,
we
do
have
56
activity
buses
that
we
manage
across
the
district
and
this
budget
replace
or
propose
to
replace
eight
of
those
buses
this
year.
The
lifespan
of
these
buses
is
anywhere
between
11
and
15
years.
D
We're
also
responsible
for
all
the
cameras
and
all
of
the
radios
and
all
the
buses
in
the
district,
and
this
program
continues
to
replace
those
systems.
We
are
asking
for
a
variance
because
of
the
escalation
and
pricing.
We
also
want
to
add
one
bus
to
Patterson's
Academy.
We
support
their
busing
needs
as
a
special
needs.
A
special
needs
school,
that's
about
a
95
000
ad
of
the
390.
D
nutrition
services.
This
program
was
just
added
two
years
ago
to
replace
kitchen
equipment.
Our
nutrition
services
department
was
taking
that
on
a
hide.
What
this
has
shown
is
we've
really
refreshed
a
number
of
our
cafeterias.
This
budget
allows
us
to
buy
Across,
The
District
50
items
to
replace
whether
it
be
braising,
pans,
ovens,
Steamers
serving
wines.
Etc
has
really
made
a
big
difference
in
the
appearance
and
use
of
our
cafeterias
and
the
last
one.
The
last
item
last
but
not
least,
is
nursing
services.
D
This
was
a
new
program
added
two
years
ago.
It
shows
a
negative
variance,
so
we're
reducing
money
from
this
last
year
we
completely
replaced
our
Vital
sign
monitors
and
we
also
bought
a
mobile
vaccine
clinic
this
year.
We're
looking
at
replacing
our
aeds
our
thermometers
and
visual
Vision
screeners,
as
well
as
some
other
maintenance
items
across
our
clinics
in
all
of
our
schools.
D
A
A
D
A
that's
a
real
good
point.
We
have
a
combined
funding
stream
for
information
technology
between
this
and
the
sales
tax,
and
we've
looked
at
the
replacement
needs
of
all
of
our
Building
Systems
and
our
individual
devices,
and
as
of
now,
this
fixed
cost
of
ownership
budget
matched
up
with
that
sales
tax
leaves
us
flush
for
this
year
that
may
change
in
the
future,
based
on
based
on
funding.
What
was
a
huge
help.
D
B
Yeah
I
mean
you
know,
Tom
and
Tom
would
be
the
expert
on
it,
but
you
know
we
believe
that
the
money
that
we've
put
out
there
covers
for
all
the
I
mean
the
biggest
thing
that
we
talk
about
cyber
security,
so
making
sure
you
know,
Tom
has
the
infrastructure.
You
know
the
employees,
and
you
know
the
software
to
make
sure
that
you
know
the
networks
that
we
have
are
safe
and
secure
to
the
best
of
you
know,
and
we
can
do
it.
B
One
it's
all
right,
no
I
mean
it's,
it's
a
technology
top
priority
and
I'm
pretty
sure.
If
Tom
wanted
another
piece,
they
would
put
it
in
there
and
what
we've
reviewed
and
we
go
through
all
the
analysis.
You
know
on
our
quarterly
meetings
and
know
you
know
all
the
different
types
of
tests
are
being
done
to
the
network
and
software.
That's
back
there
to
support
support
that.
A
D
Well,
no,
we've
we've
only
had
an
agreement,
for
we
have
an
agreement
with
all
of
municipalities
for
joint
use
across
the
board,
the
only
school,
the
only
municipality.
We
have
a
an
agreement
with
to
actually
do
a
project
jointly.
We
had
one
on
Stoney
field,
the
downtown
football
field
for
Burke,
which
we
we're
just
wrapping
up
now,
and
we
only
have
the
Press
Box
remaining
out
there
on
that
project.
D
This
would
be
the
second
one
with
the
City
of
Charleston,
in
which
they
are
actually
looking
at
improving
some
aspects
of
their
their
use
of
facilities
out
there
and
as
well
as
what
we
want
to
bring
forward
to
it.
We'll
have
an
agreement
both
for
the
construction
and
the
long-term
maintenance
of
that
of
those
fields
and.
D
A
And
I
noticed
I
guess
it's
on
page
11
of
this
wonderful
spreadsheet.
You
had
salaries
in
here.
D
Yes,
sir
good
pickup,
so
in
each
of
our
programs
we
align
any
of
the
program
management
resources
to
that
program.
So
we
individually
review
program
managers
time.
So
a
portion
of
my
time
is
actually
allocated
toward
fixed
cost
of
ownership,
as
well
as
anybody
who
is
either
a
program
manager
or
supports
the
program
managers.
We
look
at
how
much
time
is
allocated
at
fixed
cost
of
ownership
and
we
align
it
to
that
respective
program.
E
D
And-
and
we
do
reassess
that
every
year
too,
because
there
are
opportunities
to
change
that,
based
on
the
identification,
individuals
that
are
either
not
going
to
be
doing,
work
in
fixed
cost
of
ownership
or
are
going
to
be
doing,
work
and
fixed
cost
of
ownership
and
Miss
Costello.
There
who's
on
the
line,
Keeps
Us
in
line
with
that
and
make
sure,
and
make
sure
that
we
complete
our
paperwork
every
year
to
keep
the
the
books
in
line
foreign.
A
Software
I
think
the
big
question
and
you
know
it's:
13
million-
is
a
lot
of
money
for
software,
but
then
there's
and
I
would
love
for
you
to
explain
the
breakdown
of
the
one-third,
one-third
one-third,
because
obviously
critical
Mission
state
required.
There's
some
state
required
software
that
we
have
to
spend
for
and
then
there
is
the
last
third
which
gets
interesting.
F
F
F
F
And
so
we
don't
in
isolation,
generate
these
titles
every
year,
as
Mr
baroy
alluded
to.
We
vet
these
titles
they're,
based
on
input
from
our
associate
superintendents
from
our
building
level
leaders
and
from
the
fine
folks
who
are
the
experts
in
their
respective
areas.
And
so,
if
there's
a
particular
question
about
any
item,
we
can.
We
can
unpack
that
for
you.
But
in
essence,
all
of
these
titles
are
in
service
to
our
Core
Curriculum.
They
are
supplementary
in
nature.
They
do
not
replace
the
Core
Curriculum,
but
they
are
substantial
in
terms
of
producing
results.
A
J
A
Just
think
of
the
future,
when
we
list
this,
if
we
could,
just
you
know,
by
a
simple
M
or
a
Fed
State
as
to
what's
mandatory,
it
was
not
because
it
just
makes
it
so
much
easier
and
then
what's
a
curriculum
based,
so
that
when
people
look
at
this,
they
realize
that
you
know.
Some
of
this
is
operational
need
for
software.
A
A
Ask
that
you
do
that
in
the
future
they're
a
little
more
easier
to
understand.
Obviously,
in
looking
at
the
quick
thing,
all
of
these
curriculum
enhancements
are
offered
to
all
schools.
F
So
there
are
some
that
apply,
particularly
and
specifically
to
Elementary,
and
then
there
are
some
titles
that
are
unique
to
our
Middle
grades
and
high
school
grades.
And
so
that's
why
it
may
seem
substantial
and
significant,
because
we
want
to
tailor
the
support
and
the
programming
and
the
titles
to
the
specific
population.
Like.
E
F
We
found
that
certain
programs
or
titles
do
not
lend
itself
to
the
Early
Childhood
population,
so
we
want
it
to
be
really
tailored
in
what
we
deliver
for
our
high
school
students
and
special
education
programming,
there's
some
that
are
applicable
and
important
to
early
childhood.
But
there
are
some
for
the
secondary
population
as
well
excellent.
A
Well,
it
can't
be
that
important
any
further
questions
from
the
committee
I
know
missed
Dr
Templeton
Ms
Templeton
had
the
opportunity
to
meet
with
you
and
she
said
that
she
was
very
impressed
with
a
lot
of
the
software.
I
trust
her
with
her
interpretation.
As
a
former
teacher
and
Heavenly
involved,
Miss
Templeton
or
Dr
Temple.
Do
you
have
anything
you'd
like
to
comment
on.
H
No
I,
just
I
did
meet
with
Miss
Simmons
for
an
hour
and
we
went
over
the
specifics
of
the
requests
and
the
curriculum
and
I'm
impressed
that
the
assessment
has
been
done
and
that
they
reevaluate
every
year
and
they're.
Looking
at
teacher
usage
as
well
as
student
Effectiveness,
so
I
was
very
I
was
very
impressed
with
with
the
presentation
and
the
and
the
thoroughness
of
The
Proposal.
A
F
Sure
a
few
things-
natural
inflation,
you'll
notice
from
that
massive
spreadsheet
that
you
received-
that
it
showed
what
our
fiscal
23
cost
was,
so
it
could
have
been
for
one
particular
title,
for
example-
might
have
been
14
000.
well
in
one
year's
time
the
new
cost
could
be
eighteen
thousand,
so
we
attribute
natural
inflation.
Some
of
the
titles
were
previously
funded
by
the
state
department,
and
they
no
longer
are
so
we're
picking
up
some
tabs.
Some
costs
that
we
didn't
have
previously
in
this
budget
as
well.
F
A
C
A
K
Thank
you,
committee
members.
This
informational
item
is
recognized
is
recognizing
that
Capital
programs
will
borrow
1.18
million
of
the
entire
spring
2023
band.
Of
course,
this
is
the
same
band
that
was
just
approved
to
move
forward
to
the
board
for
the
month
of
February,
and
it's
also
listed
as
item
number
three
within
the
item
that
you
all
just
approved.
K
A
I
I
A
E
You
Mr
Grabowski,
so
what
you
have
before
you
as
a
milestone
calendar?
This
does
not
detail
the
intact,
but
we
selected
key
milestones
and
critical
events
and
where
we
are
now
in
the
budget
process,
we've
been
having
cabinet
strategic
discussions.
E
We
also
have
the
FY
24
budget
kickoff
letters
distributed
to
principals
as
well
as
central
office.
Department.
That
letter
comes
from
our
budget
Department.
It
really
kick-starts
the
planning
process
for
fy24
at
the
school
level
in
central
office.
We
also
have
an
upcoming
board
budget
workshop
on
February
23rd.
E
During
that
Workshop
we'll
set
a
foundation
for
the
board
on
how
our
revenues
and
expenses
our
revenues
are
generated,
how
our
expenses
are
calculated
as
well
as
some
key
budget
assumptions
once
we
have
that
budget
Workshop
we'll
start
to
bring
the
initial
FY
24
revenue
and
expense
projections
forward.
With
all
of
our
assumptions,
we
have
a
few
more
strategic
engagement
discussions
well
in
advance
of
the
adoption
of
the
anticipated
budget,
which
we
anticipate
to
be
June
of
2023..
E
List
of
projects
that
are
greater
than
two
hundred
and
fifty
thousand
dollars,
it's
a
list
of
non-items
totaling
about
18.2
million
dollars.
What
this
list
entails
is
largely
Capital
program
and
Facilities
maintenance
items.
Those
are
big
ticket
items
which
attribute
to
the
amount
we
have.
One
I
T
item
on
here.
That's
coming
out
of
the
fixed
cost
of
ownership
budget
for
the
current
fiscal
year.
E
Are
there
any
questions
related
to
the
list?
Please.
C
A
A
E
You
so
this
is
again
the
monthly
snapshot
of
where
we
are
with
Esther
spending
in
the
district.
Just
as
a
reminder,
the
report
is
broken
out
between
essers
one.
Two
and
three
sr1
has
fully
been
expended.
Sr2
we
have
4.3
million
dollars
remaining
of
the
anticipated
categorical
spending
and
sr3.
We
have
93
million
dollars
remaining
to
be
spent.
There's
a
note
that
this,
the
93
million,
is
earmarked
for
projects,
programs,
initiatives
Etc
throughout
the
district,
and
we
are
spending
as
anticipated
at
this
particular
time.
A
E
So
there
is
a
complete
Esser
plan
that
was
submitted
for
sr3.
We
have
we've
submitted
that
for
review,
we've
actually
just
amended
it,
so
we
can
provide
that.
E
For
sr3,
we
amend
it
as
we
go
along
as
needed,
and
so
we
just
finished
up
an
amendment
at
the
end
of
last
month,
and
so
we
can
provide
that
detail.
E
Not
necessarily
so
some
of
the
funds
earmarked
in
the
Esser
plan,
it's
for
initiatives
so,
for
instance,
you'll
have
Personnel
cost
as
a
part
of
teacher
retention
in
recruitment
efforts,
Etc
or
learning
loss
prevention.
It
just
depends,
it
can
be
people
or
Services.
Some
of
the
the
funding
is
earmarked
to
be
spent,
which
means
we
don't
have
a
contract
in
place
yet,
and
so
once
a
contract
is
in
place
and
we
go
through
the
procurement
process.
If
the
expenses
are
over
250
000,
you
would
not
see
them
on
the
250
000
list.
I'm.
A
I
would
ask
that
if
you
present
the
board
a
copy
of
that
absolutely
also
it's
my
understanding
and
I'm
just
trying
to
really
see
the
May
13
2022
letter
from
Roberto
Rodriguez,
the
assistant
secretary,
which
I'm
assuming
of.
D
A
E
We
have
not
so
checking
with
the
State
Department
of
Education
to
see
if
that
additional
120-day
extension
applied
to
us.
We
were
told
as
recent
as
last
month.
No
so
the
date
for
the
funds
to
be
obligated,
as
as
it
stands,
is
September
30th
2024
for
Esther
3.
A
E
Do
not
disagree
with
you,
sir
I
have
been
knocking
down
that
door
for
several
months,
trying
to
get
an
extension
or
to
if
the
extension
applies
to
our
district.
We've
had
no
success
at
this
particular
time.
So
unless
something
changes,
September
30th
2024
is
still
our
date
got
it.
Thank
you
absolutely.
A
Any
further
questions
from
the
committee
hearing:
none,
we
will
move
on
to
item
number
11.,
the
Council
of
great
City
schools
and
I
asked
Dr
Kennedy
to
do
a
presentation
on
this,
and
a
lot
of
my
intention
really
was
to
use
this
vendor
as
a
potential
example
of
an
issue
that
had
been
raised
by
the
committee
in
past
meetings
and
and
and
truly
a
lot
of
questions
that
were
asked
by
the
board
as
to
our
relationship
with
this
vendor
Mike
my
concern
with
a
vendor
and
I'm,
not
saying
that
this
group
has,
you
know
gotten
to
the
point
where
there's
a
problem,
but
my
concern
with
the
vendor
would
be
that
they
would
not
so
much
on
the
procurement
rules.
A
Compartment
codes
are
pretty
set
in
stone,
but
maybe
in
the
board
policy,
especially
with
this
250
000
cap,
that
we
would
have
a
vendor
that
would
be
providing
services
on
multiple
projects
through
a
membership
and
that
amount
would
be
higher
than
250.
The
aggregate
amount
over
a
12-month
period
could
potentially
be
over
250,
000
and
and
I
give
you
an
example:
greater
cities.
The
membership
fee
is
correct
me
if
I'm
wrong
is
approximately
seventy
five
thousand.
Seventy
five
thousand
dollars
a
year.
I
J
All
right
so
I
can
do
that.
Let
me
share
my
screen.
J
A
A
Process
is
in
place
that
if
we
had
a
vendor
under
that
type
of
scenario
in
which
let's
say
they
did
have
a
membership
fee
and
under
the
membership
fee,
they
had
to
provide,
they
could
provide
services.
And
if
you
took
the
aggregate
amount
over
12
into
various
departments,
let's
say
they
provided
services
to
HR
or
they
provide
services
to
it.
E
So
the
so
so
the
250
000
list
is
composed
by
contract
item
by
line,
so
it's
not
specifically
by
vendor
so,
for
instance,
using
any
vendor
that
we
have
in
our
system
right
now.
They
can
have
multiple
contracts
throughout
the
district
and
across
fiscal
years.
If
we
look
at
our
CM
management
firm,
they
have
multiple
projects,
they
have
contracts,
their
contracts
extend
over
a
cert
a
number
of
years.
E
We
all
that
holds
true
for
any
vendor
that
we
use
across
the
district.
Yes,.
J
So
I
just
said
the
an
Excel
file
to
you,
mag.
If
you
could
open
that
up
or
Katrina
please
and
then
share
share
the
screen.
I.
J
J
Are
you
able
to
increase
the
size
on
those
columns.
J
Once
she's
doing
that,
I
went
back
at
data
pool
for
the
last
three
fiscal
years:
20
21
and
22.
J
This
is
for
the
Council
of
gray,
City
Schools,
so
at
the
top
here
it
shows
the
amounts
that
were
paid
by
check
and
at
the
bottom
amounts
paid
by
p-cards
to
the
Council
of
great
City
Schools.
So
go
back
to
the
top
mag,
at
least
so
in
20.
At
the
bottom
of
the
first
section,
there
20
April
30
2020
at
that
forty
thousand
three.
Eighty
three
was
the
annual
membership
that
was
paid
to
the
council.
J
A
year
later
we
paid
40
000,
nine
hundred
thousand
nine
hundred
dollars
rather
in
membership
and
then
in
2022
last
last
may
we
paid
43
600
in
memberships.
So
that's
the
annual
amount
roughly
that
we
pay
each
year
in
for
membership
and
then
the
other
two
items
there:
the
3
500.
We
had
a
board
member
from
last
from
the
proud
board.
J
That
was
a
part
of
a
cohort
of
board
members
from
across
the
country
that
would
participating
in
a
particular
program
and
then
the
twenty
thousand
dollar
dollar
amount
and
was
an
additional
amount
that
we
paid
for
the
consulting
services
around
the
student
outcome,
governance
framework.
So
over
the
last
three
years
you
can
see.
We
paid
148
000
four
hundred
dollars
to
the
council
by
check
and
then
at
the
bottom.
Those
are
foreign.
J
Those
payments
were
by
Purchase,
Card
a
p
card
and
calling
me
shows
we
had
a
total
of
doing
that
same
time,
period
2020
through
2022,
almost
twenty
one
hundred
dollars
and
those
are
for
a
conference
registrations
for
those
folks
that
you
see
to
the
right
for
the
various
conferences
that
the
council
board
City
Schools
puts
on
each
year
now
as
a
comparison
in
terms
of
membership
fees,
I
also
not
on
the
spreadsheet,
but
I
had
someone
pull
right
before
I
came
into
this
meeting,
so
we
paid,
for
example,
there's
the
South
Carolina
school
forward,
Association,
okay,
we
pay
47
000
400
per
year
for
membership
and
then
for
the
South
Carolina
Association
of
school
administrators.
J
So
it'll
be
people
who
are
not
people
like
me.
People
everybody
in
this
room
as
an
example,
a
member
of
that
that
Association
and
that
annual
amount
is
36
200,
the
most
recent
and
then
the
third
example
is
the
to
the
Regional
Chamber
of
Commerce,
where
the
district
is
a
member
of
that
body
and
we
pay
fifty
thousand
dollars
per
year
for
that
membership.
J
So
you
know
in
any
one
given
year:
I
I
could
not
conceive
of
a
situation
where,
with
the
Council
of
great
City
Schools
or
these
other
three
entities
that
I
show
as
reference
points
where
we
would
exceed
well,
we
would
come
in
with
close
to
250
000
in
a
government
year.
F
A
And
I
think
a
lot
of
the
the
questions
comes
up
on
this
contract
that
the
school
district
entered
into
with
the
Council
of
Greater
City
Schools,
to
assist
in
the
district
governance.
A
J
Oh
I
I
didn't
go
back
and
research
that
the
question
wasn't
posed
to
me
proud
to
this
meeting,
but
there
was
some.
There
was
some
challenge,
some
hiccup
in
in
terms
of
the
timing,
so
the
the
initial
the
the
contract
was
initially
contemplated.
I
think
it
was
the
summer
of
20,
21
and.
J
It
yeah
so
so
with
the
intent
that
the
school
board
this
the
then
School
Board,
would
follow
through
with
that
contract
and
do
the
work.
The
school
board
didn't
then
follow
through
until
June
of
2022
a
year
later
and
so
I
think
the
Assumption
was
that
we
had
the
contract
in
place
more.
We
recognized
that
we
didn't
we
just
formalized.
It.
A
A
But
right
now,
as
with
the
board,
we
just
have
I
mean
with
the
district:
we
just
have
a
membership,
and
what
does
the
membership
provide.
J
So
hold
on
one
second:
I
need
to
I'm
going
to
sorry.
I.
Don't
have
access
to
my
screens
here,
but
I'm
gonna
I
will
show
you
here
shortly
as
soon
as
I
get
this
result.
So.
J
So
in
the
middle,
the
the
contract
that
you
have
that
you
mentioned
the
20
20
000
was
not
it's
not
part
of
the
normal.
J
Membership
so
Maggie
I'm
going
to
send
you
another
file,
another
email.
Rather
there
are
three,
you
are
the
three
URLs
and
you
can
open
up
one
at
a
time
in
the
order
in
which
I
sent
was
listed,
like
an
instrument
Now
display
them.
A
J
A
J
So
I
must
have
most
of
the
services
that
are
provided
through
the
council
are
done
through
volunteers.
So,
for
instance,
there's
something
that's
called.
We
call
them
called
a
strategic
support
teams.
J
J
The
the
team
that
the
district
that's
being
reviewed
will
be
sent
a
list
of
questions
and
asking
for
for
documentation
that
information
will
be
sent
to
each
of
the
members
who
each
of
the
CFOs
who
agreed
to
participate
and
then
at
some
point
that
group
was
traveling
to
that
district
and
they
would
do
an
actual
review.
J
And
then
then
it
should
report,
and
so
it
does
two
things
and
when
it
gets
the
the
district,
that's
been
review
the
opportunity
to
make
sure
that
they
have
best
practices
in
place
and
then
the
other
part
of
that
the
the
CFOs
and
other
Financial
people.
That's
not
only
apply
to
Finance
I've,
given
that's
an
example
operations
to
do
the
same
thing
as
an
example
HR.
It
gives
the
people
that
are
actually
performing
the
abuse,
an
opportunity
to
learn
themselves
because
they
see
what
other
other
CFOs
other
operations.
E
We
do
we
also
use
them
for
key
performance
indicators,
and
so
the
council
actually
developed
this
wonderful
database,
what
it
takes
information
from
all
the
member
districts
and
it
looks
at
best
practice,
kpis
or
key
performance
indicators,
and
it
ranks
the
districts
based
on
their
performance.
It
gives
strategies
recommended
Solutions,
Etc
and
just
to
piggyback
I've
participated
in
one
of
the
peer
reviews
that
Mr
Kennedy
just
referenced.
E
It
also
is
a
great
resource
for
the
school
district
to
to
have
to
receive
a
peer
review
and
to
be
a
part
of
the
peer
review
for
best
practices,
for
implementation,
for
ideas,
and
also
just
to
collaborate
with
other
districts
who
may
be
experiencing
the
same
operational
or
demographical
circumstances
that
your
district
is,
and
so
it
it's
actually
a
very
great
process.
Okay,.
J
So
so
going
so
so
Ms
Williams
I
mentioned
the
kpi,
so
a
report
is
issued
by
the
council
every
year.
The
latest
one
is
shown
on
the
screen
here:
scholar
management
for
results
in
America's,
great
great
City
Schools.
J
So
over
a
number
of
years
this
this
was
developed
and
until
each
year
the
council
that
they
have
somebody
on
staff
to
send
out
a
a
a
a
detailed
data
request
and
then
each
district
inserts
this
data
into
the
system
and
then
there's
someone
some
analysts
that
analyze
all
this
into
what
channel
says.
So
let
me
show
you
that's
an
example.
So
this
is
the
latest
one
from
last
year.
Can
you
scroll
down
Maggie
to
so?
J
If
you
take
a
look
here,
if
you
can
see
the
different
kpis
are
key.
Metrics
key
performance
indicators
are
in
different
categories,
starting
with
Finance,
so
you
see
accounts
payable
cash
management.
Compensation,
keep
scrolling.
J
Fiscal
management
risk
management,
risk
management,
procurement,
Food
Service.
This
is
an
operations
now
maintenance
and
operations,
Safety
and
Security
Transportation,
so
in
a
number
of
areas
HR,
so
keep
keep
spilling
them.
Give
an
example
so
go
down
to
keep
scrolling.
So
so
this
is.
This
is
how
to
read
the
tables:
go
down,
keep
going
and
it's
payable.
So
let's
go
to
this
next
one
here
so
yeah,
so
that's
it
so
accounts
payable
cost
per
invoice.
J
How
much
does
it
cost
to
process
that
invoice
in
a
district,
and
so
the
top
line
here
so
on
the
right
hand,
on
the
right
hand,
side
and
list
all
of
the
member
districts
who
have
participated
as
by
code
here
it
says
district
code
on
the
left
hand
side
it
shows
it
shows
but
go
down
below
the
graph.
So
it
shows
what
what
how
what
we
call
metric
definition,
how
the
how
the
metric
is
calculated.
J
So
it
shows
how
it's
calculated
and
then
it
talks
about
the
importance
of
the
measure
and
it
talks
about
the
factors
that
might
might
make
the
measure
indicate
a
problem
of
factors
that
may
show
that
things
are
being
done.
Well,
so
those
factors
that
influence
that
measure,
and
then
at
the
next
section
he
says
it
highlights
the
districts
in
the
best
quartile
in
the
best
quartile.
J
The
reason
why
I
picked
this
particular
one,
because
you
see
Charleston
County,
School
District
enlisted
in
the
best
quartile,
but
let's
go
back
up
to
the
graph
and
what?
What
is
this
showing
it
shows
the
red
line
here
shows
that
so
the
so
the
yellow
line
is
the
median
there's
all
the
districts
that
participated
all
the
data.
This
is
the
median.
J
So
the
the
red
line
shows
the
districts
that
are
significantly
above
that
medium
and
then
the
green
line
shows
that
the
districts
that
are
doing
much
better
than
the
average
of
the
median,
and
so
this
this
report
is
issued
every
single
year
and
districts
across
the
country
can
use
this
to
Benchmark
themselves
against
each
other
and
then
also
the
importance
of
highlighting
the
districts
that
are
doing
well
in
a
particular
metric.
Is
that
if,
if
another
district
is
not
doing
well,
then
we'll
get?
J
They
want
to
understand
where
some
of
the
processes
of
factors
that
the
districts
that
are
doing
well
and
they
can
pick
up
the
phone
and
send
the
email
and
get
that,
and
so
on
the
this
on
the
on
the
Council
Grove
City
Schools
website
this.
J
This
is
right
off
the
website
in
the
list
of
these
reports
going
back
way
well
until
I
think
think
about
2000
10
2009
time
frame
with
this
whole
process
was
created
and
then
then
the
other
thing
here
is
the
professional
development
within
the
in
the
with
with
the
members
who
are
in
the
in
the
district.
J
So
when
this
was
created,
I
was
one
of
the
volunteers
across
the
country
who
actually
created
this
and
I
was
able
to
bring
people
together
through
you
know,
project
management
so
so
that
we
jointly
were
able
to
increase
our
knowledge
for
our
respective
school
districts
as
we
do
as
we
as
we
develop
this
process.
J
Another
thing
that
the
council
does
is
provide
individualized
professional
development,
so
there's
a
for
example,
since
I
was
Finance
person,
I'm
talking
Finance,
most
recently,
a
finance
person,
but
that's
a
training
program
for
for
District
Finance
staff
who
have
potential
have
been
identified
as
having
potential
to
become
CFOs,
and
so
that's
a
year-long
training
program.
I
was
going
to
put
and.
A
I'm
glad
you
brought
that
up
because
that
that
kind
of
saves
ways
into
what
I
was
trying
to
discuss.
So
here's
a
membership
and
obviously
the
databases,
are
important
and
they're
part
of
the
membership.
But
then
there's
also
this
other
services
that
they
actually
charge
for
an
example,
the
South
Carolina
School
Board
Association.
If
I
wanted
to
use
them
for
a
superintendent
search,
they
have
a
flat
fee
and
I
have
to
pay
for
it.
It's
a
service,
it's
not
part
of
my
membership,
but
my
membership
is
to
get
a
discount
of
service
through
that
organization.
J
So,
yes,
and
in
all
my
years
and
I've,
been
I've,
been
I've
personally
been
associated
with
with
the
council
great
City
Schools
since
I've
been
in
K-12
back
back
in
2004
in
all
my
years
in
all
the
districts
I've
worked
in
I
have
never
seen
that
have
never
seen
an
additional
service
that
was
paid
for.
J
With
the
exception
of
the
student
outcome,
government
I
was
I
was
I
was
I
was
speculate,
that's
because
they
have
to
rely
on
former
school
board
members
from
across
the
country,
not
a
couple
more
customized.
That's
what
that's
right.
A
A
J
So
I
guess,
unless
you
have
another
question,
some.
B
J
Well,
so
so
this
the
the
membership
is
restricted,
and
so
we
have
I
think
currently
there's
about
75
school
districts
across
the
country.
There
are
members
and
the
members,
the
membership
tend
to
be
the
the
largest
school
districts
in
each
respect,
the
state.
So
it's
not
it's
not
open
to
to
all
13
000
school
districts.
B
So,
and
that
could
you
know,
make
excuse
that
data
a
little
bit
because
you
aren't
looking
at
you
know
possibly
the
best
school
districts.
First,
you
know
some
of
the
other
school
districts
that
may
be
in
there,
because
I
guess,
none
of
this
type
of
data
is
available
is
is
not
public
information.
So
none
of
this
type
of
information
is
reported
to
South
Carolina
Department
of
Education
or
the
Federal
Department
of
Education.
It
could
easily
be
pulled
to
see
some
of
this
information
correct.
B
J
One
one
of
the
reasons
that
this
this
project
was
taken
on
was
because
there
was
not
data
that
was
readily
available
for
comparison
all
right,
oh
yeah.
This
is
available
yeah.
Well,
this
particular
data
that
I
showed
you
is
available
publicly,
but
you're
talking
about
for
all
the
13
000
school
districts
across.
That's
a
database
good
to
know,
but
this
data
certainly
is
I
pulled
up.
What
I
just
showed
this
on
on
the
on
the
public
website.
A
Because
correctly,
if
I'm
wrong,
I
thought
we,
the
size
of
our
school
district,
puts
us
at
what
percentile
nationally
aren't
we
up?
There
was.
J
J
So
you
have,
you,
have
I
I
would
categorize
school
districts
in
terms
of
size
and
different
cat
buckets
tiers,
so
you
have
humongous
districts
like
New,
York,
City,
Orlando,.
A
J
With
bell
with
700
600
000,
now
Chicago,
with
almost
the
same
so
although
Miami
was
the
same
thing,
so
those
are
huge
districts.
And
then
you
have
another
tier
that
runs
down
about
150
000
through
quarter
of
a
million
250
000
and
then
we'll
be
at
the
next
tier
between
you
know,
40
to
100
000,
and
so
we
we
fall
in
there.
But
the
majority
of
the
school
districts
across
the
country
are
much
smaller
than
that
sure,
yeah,
absolutely
and
so
like.
J
If
you
would
do
a
comparison
for
Charleston
County
School
District,
we
are
comparable
in
size
to
Boston
Seattle,
probably
Oklahoma
City,
some
of
those
school
districts.
But
if
you
were
in
a
sports,
a
sports
town
would
be
like
Cleveland,
like
yeah
Cleveland,
a
mid-sized
Market,
a
mid-sized
Market
versus
a
New
York
City,
which
is
you
know.
It's
a
big
fat,
Size
Market
and.
J
B
H
I
have
a
couple
of
questions
I,
it
sounds
like
our
membership
in
this
organization
is
expiring
and
so
I'm,
just
wondering,
like
you
know,
I
know
we
got
some
help
with
the
student
outcomes
and
just
wondering
you
know
from
staff.
You
know-
and
you
don't
have
to
report
it
now,
but
you
know
how
how
have
staff
members
felt
they
benefited
from
association
with
this
particular
group?
H
Are
there
any
other
South
Carolina,
School
Districts
that
are
involved
with
this
group
and
I
said
something
about
professional
development?
So
what
kind
of
professional
development
does
the
organization
provide?
Is
it
all
virtual
or
is
there
you
know
a
conference
I
know
we're
in
the
process
of
thinking
about
hiring
a
new
superintendent.
So
what
would
their
process
look
like?
H
What
do
they
do?
How
do
they
do
it?
What
criteria
do
they
use
for
or
ask
us
to
provide
for
selecting
the
superintendent?
So
just
a
lot
of
questions.
You
know
about
continued
involvement
because
it
has
been
suggested
that
for
our
student
outcomes,
our
school
board
members
need
more
training,
and
so
it
would
be
interesting
to
know
what
would
that
training
be?
How
long
would
it
be?
What
would
it
cover?
What
would
we
learn
that
kind
of
thing.
J
A
J
A
J
So
so
with
Charleston,
it's
the
only
member
of
this
District
in
the
state
and
again
this
is
it's
by
imitation.
So
so
we're
only
we're
on
the
district
in
the
state,
some
people,
some
people-
there
are
members
of
the
district,
some
people,
some
districts-
have
gotten
great
benefit
from
it,
and
some
don't
use
this
as
much
as
others
personally,
but
me
personally,
I
wouldn't
be
where
I
am
now
had
I
not
taken
taken
advantage
of
the
services
of
the
council.
H
Yeah,
you
can,
you
know,
do
that
and
then
just
any
you
know
anecdotal.
If
any
of
our
people
have
participated
in
there
training,
you
know
how.
How
did
it
benefit
them
so
that,
if
we're
not,
if
we're
not
taking
full
advantage
of
everything
they
have
to
offer,
then
maybe
we
need
to
know
what
this
group
can
offer.
So
our
our
staff
can
reach
out
for
the
support
that
this
group
is
trying
to
provide.
J
Well,
so
I
was
saying
that
staff,
the
local
staff,
does
take
advantage
of
the
council's
offerings.
Now
over
time
he's
you
know,
maybe
the
school
board
Has
Not
Taken
full
advantage,
but
but
certainly
staff
had
yeah
and
then
we
can
we
can.
We
can
give
some
examples
of
that.
H
I
think
it
would
be
helpful
because
if
school
we
as
school
board,
members
can
access
services
or
information
then,
and
that
would
be
very
helpful.
A
And
I
just
bring.
This
is
just
like
South
Carolina,
School,
Board,
Association,
okay,
it's
it's
like
the
South
Carolina
School
Board
Association.
They
provide
services.
That's
very
important
anyway,
if
we
have
no
further
questions
from
the
committee.
I'd
like
to
move
on
to
item
number
12.
for
the
wonderful
monthly
Financial
update.
Thank.
E
E
Please
so
you
are
correct,
sir.
Our
financial
Outlook
looks
pretty
good
for
fiscal
year
23..
E
So
at
the
last
audit
and
finance
committee
meeting
I
discussed
with
you
all
that
the
financial
report
would
change
from
a
comparison
of
revenues
and
expenditures
at
the
at
a
point
in
time
this
year,
to
the
point
in
time
last
year,
at
the
same
point
in
time
last
year
to
actually
projecting
out
where
we're
going
to
end
the
fiscal
year
23
budget,
where
we're
projecting
to
end
so
as
of
right
now
what
we
budgeted
in
FY
23,
we
approved
640
million
dollars.
E
640.7
million
dollars
is
in
anticipated
revenues
we're
expecting
to
end
the
year
with
645.8
million
dollars
in
Revenue.
This
is
about
a
5
million
dollar
increase
and
it's
largely
attributed
to
local
revenues.
Coming.
D
E
About
5
million
dollars
higher
based
off
of
the
September
2022
tax
assessment
that
we
worked
with
the
county
treasurer's
office
to
verify
and
project
out
on
the
expenditure
side,
we
budgeted
an
FY
23
659.5
million
dollars
in
expenses,
we're
anticipating
to
come
in
at
653
million
dollars
with
a
decrease
in
expect
and
anticipated
expenditures
by
6.4
million
dollars.
E
This
is
largely
due
to
a
surplus
I'm,
sorry,
largely
due
to
salaries
and
benefit
savings
for
unfilled
positions,
as
well
as
some
of
the
smaller
unanticipated
expenditures
that
we
anticipated
when
we
budgeted
when
we
developed
the
FY
23
budget.
So,
overall
we
expected
when
we
budgeted
for
23
to
use
18.7
million
dollars
of
fund
balance,
but
we
are
now
expecting
to
only
use
7.3
million
dollars
of
fund
balance
due
to
the
increase
in
revenue
and
the
decrease
in
anticipated
expenditures.
E
Now,
as
we
conduct
the
rest
of
the
school
year
from
this
point
in
time
from
December,
essentially
through
June,
this
picture
will
update
the
assumptions
will
change
as
real
data.
Real
numbers
come
in.
We
firm
up
our
revenues.
We
firm
up
additional
expenses,
but
we're
projecting
right
now
to
end
the
year.
On
a
positive
note
other
than
what
we
had
initially
planned,
are
there
any
questions?
Please.
E
A
J
J
J
A
A
We
are
back
in
session
I'd
like
to
make
a
motion
that
the
fall
of
them
items
are
presented
to
the
board
for
Action.
That
would
be
spring
2023.
Bond
anticipation
notes
the
Bands,
the
fixed
cost
of
ownership,
fy24
project
list
and
approvals
of
projects
over
two
hundred
fifty
thousand
dollars
to
have
a
second.
E
Item
four
is
the
spring
band:
five:
fixed
costs
of
ownership
item
six;
the
capital
projects
at
the
capital
program;
Facebook;
five
item:
seven,
the
monthly
capital
projects
report;
those.