BEAUFORT COUNTY SCHOOL DISTRICT
Dr. Frank Rodriguez, Superintendent
Tonya Crosby, Chief Financial Officer
Fiscal Year
2021-2022
PRELIMINARY GENERAL
FUND BUDGET
Beaufort County School District, 2021-2022 Proposed Budget
TABLE OF CONTENTS
INTRODUCTION
2021 Beaufort County School Board Members……… 2
Administrative Office/Senior Management………. ... 3
Budget Message………..4
Strategic Plan……….6
Budget Process……….7
Enrollment Data- 10 years and FY22 Projection………..13
Enrollment by Location with Student/Teacher Ratios……….14
FINANCIAL SECTION
Financial Summaries-General Fund General Fund Budget at a Glance... 17Where It Comes from/Goes to………...………..18
Three-Year Comparison-General Fund………...………….19
Summary of Major Budget Changes………..20
Budget Report by Program (In$ite Categories)………..……….…………..………23
Fund Balance Narrative and History……….…….27
Financial Summaries-All Funds Debt Service Fund………..…30
INFORMATIONAL
Teacher Salary Schedule………..………..…………..34History of Pay Increases-All Employees……….………...……….………35
Average Salaries by School with Chart...……….………..36
FTE Employees by Type by Program Code.……….….37
Historical Board Initiatives/Budget Increases………...38
Acronyms………..………40
Beaufort County School District
2021 Board Members
Christina Gwozdz, Chair District 9 77 Gascoigne Bluff Rd. Bluffton, SC 29910 (843)636-8555 [email protected] Term Ending 2024 Earl Campbell District 1 93 Bruce Smalls Grays Hill P.O. Box 768 Lobeco, SC 29931 (843)476-7512 [email protected] Term Ending 2024 William Smith District 3
164 Ball Park Road
St. Helena Island, SC 29920 (843) 441-4993 [email protected] Term Ending 2022 Tricia Fidrych District 4 1014 12th Street Port Royal, SC 29935 (843) 441-0552 [email protected] Term Ending 2022
Melvin Campbell, Vice Chair District 10
546 Spanish wells Rd.
Hilton Head Island, SC 29926 (843) 941-9858 [email protected] Term Ending 2022 Richard Geier District 5 32 Petigru Dr. Beaufort, SC 29902 (843) 441-6683 [email protected] Term Ending 2022 Angela Middleton District 6 9 Edisto Ct Okatie, SC 29909 (843) 941-0992 [email protected] Term Ending: 2024 Cathy Robine District 8 54 Ribaut Dr.
Hilton Head Island, SC 29926 (610) 888-5296
Term Ending 2022
David Striebinger, Secretary District 2
161 Sea Pines Drive St. Helena Island, SC 29920 (843) 694-7743 [email protected] Term Ending: 2022 Rachel Wisnefski District 7 129 Planters Row Ct. Bluffton, SC 29910 (843) 941-9535 [email protected] Term Ending: 2022 Ingrid Boatwright District 11 56 Bridgetown Rd
Hilton Head Island, SC 29928 (843) 986-7872
Term Ending: 2024
BEAUFORT COUNTY SCHOOL DISTRICT
Administrative Office
2900 Mink Point Boulevard Beaufort, South Carolina 29902
Senior Management
Dr. Frank Rodriguez, Ph.D. Superintendent
Dr. Duke J. Bradley III, Ph.D. Deputy Superintendent
Ms. Wendy Cartledge Chief Legal Services Officer
Dr. Mary Stratos Chief Instructional Services Officer
Ms. Tonya Crosby, CPA, CGFO Chief Financial Officer
Mr. Robert Oetting Chief Operations Officer
Ms. Alice Walton Chief Administrative and Human
Resource Services Officer
Officials Issuing Report
Mr. Reggie Murphy, Financial Services Officer Ms. Jennifer Hamblin, Director of Budget and Procurement
May 11, 2021
Dear Ladies and Gentlemen of the School Board,
As you know, when we were preparing our budget last Spring, we were just starting to feel the impact of the pandemic. When South Carolina schools were mandated to closed in March, we honestly thought they would reopen in a month or so. Here we are over a year later, still feeling the economic and emotional effects across our community, the nation, and the world. Without question, this pandemic has impacted our daily lives in many ways, but perhaps the biggest effect of all has been felt in the education of our children, resulting in many performing below grade level.
The good news is, recent reports of COVID-19 cases and quarantines for our District are significantly trending downward. Thanks to our community medical partners, our employees were offered numerous opportunities to be vaccinated against the virus. Perhaps most importantly, the majority of our students are back in the classroom five days a week. Life is beginning to return to a sense of normalcy- something that we are grateful for.
Today, we are sharing the preliminary general fund budget for fiscal year 2021-2022, which includes the budget schedule, budget increases and decreases, and the projection of our financial position for the upcoming school year. Our recommendation addresses student achievement, complies with Board policy, and meets state and federal mandates.
This budget is developed with the District’s strategic goals in mind and intentionally addresses compensation increases for all staff which aids the District in its goal of recruiting and retaining highly qualified staff. It addresses the need for additional teachers in areas of highly vulnerable populations such as multi-lingual learners and special education students. The proposed budget also includes a redistribution of teachers to address the needs of our most underperforming schools by reducing class size and providing interventions in literacy and mathematics.
In terms of compensation, teachers will receive a state-mandated step increase and a $1,000 increase on
the base teacher salary for teachers up to the 24th step. Also included is the restoration of a step increase
not provided in 2011 as well as an increase of the maximum teacher step from 24 years to 25, providing
all teachers with an average 6% pay increase. For full time classified staff and administrators, the
proposed budget includes a step increase and a 2% cost of living increase, the total increase estimated at about 4%. The compensation increases move the District in the right direction, but we have to maintain that momentum in future years to be competitive with our surrounding Districts.
Tonya V. Crosby, CPA
Chief Financial Officer
Frank Rodriguez, Ph.D.
Superintendent
Sincerely, Sincerely,
The budget document you are receiving today is the result of a tremendous effort on the part of a talented team. Developing a budget during a world-wide pandemic has been a challenging task. Now, more than ever, the administration recognizes the need for recruiting and retaining high quality teachers and support staff to maintain high expectations for students as well as providing staff with the resources needed to
achieve desired results. The School District has persevered through a state-wide closure necessitating
virtual instruction, followed by a transition to the hybrid model, and finally the resumption of full-time
face-to-face learning instruction five days a week for the majority of our students, with approximately 25 percent remaining virtual. As a result, the need to address student achievement is greater than ever
before. With the approval of this budget, the District can focus on achieving our long-term strategic goals as the District returns to full-time face to face teaching and learning.
The Budget Process
Board Policy (OE-5) defines the Board’s expectations for presentation of the budget. A multi-year, balanced budget must be presented annually that reflects anticipated changes in compensation, inflationary adjustments, and other operational increases.
The annual budget is the financial plan for the operation of the school system. All financial processes begin with the adoption of the fiscal year budget. The budget provides the framework for both expenditures and revenues for the year. It translates educational programs and priorities for the district into financial terms.
The District will express its financial plan through three types of budgets: the operating budget, the capital budget and the debt service budget.
Operating budget - a budget for the provision of annual resources to support general operations of the District. Capital budget - a budget for the provision of necessary sites, buildings, major improvements and equipment. Debt Service budget - a budget for the provision of principal and interest payments on outstanding debt.
The General Fund is the only fund appropriated by the Beaufort County Council. The millage rate for the Debt Service Fund is set based on the total revenue needed for principal and interest payments as established by the School District.
The Operating Budget
The development of the operating budget begins late in the calendar year with the establishment of the budget
calendar and ends with the adoption of the fiscal year budget by County Council near June 30th of each year.
Below is a summary of the stages of the operating budget process for Beaufort County School District:
• Establish the Budget Calendar
• Determination of Budget Priorities
• Enrollment Projection
• Non-salaried School Budgets
• Salaried Budgets and Staffing Allocations
• Department budgets - Modified Zero Base
• Presentations to the Board
• Presentations to County Council
Establishing the Budget Calendar
The budget process begins with the development of the budget calendar. The calendar establishes the time
frames necessary to develop the budget and seek approval from the Board of Education and the Beaufort County
Council by June 30th of each year.
Budget Calendar
Fiscal Year 2021-2022
Budget Office February 12 Budget Resources Packages distributed to Department Heads & Schools
Department
Heads March 1 Budget Requests due to Budget Office
Budget Office March 22 Budget Office projects salaries & benefits
Budget Office March/April Budget Office reviews and summarizes the Budget Requests
Leadership
Team/Principals March Leadership Team/Principals
BOE March 20 Update of state increases (teacher step, COLA, benefits), tax collections, state revenue update
BOE April 23 Budget work session
BOE Meeting May 11 Board work session
Virtual Public
Forum May Budget Presentations to Public
BOE May 18 Budget Work Session
CC Finance
Commitee May 24 Presentations to County Council Finance Committee
County Council May 24 First Reading of the FY22 Budget with County Council
County Council June 14 Second Reading of the FY22 Budget with County Council
County Council June 28 Third Reading and Adoption of the FY22 Budget with County Council
Budget Office July 1 Execution of FY22 Budget
Determination of Budget Priorities
The budget process continues with the Leadership Team setting budget priorities for the new fiscal year. The
staff then translates the priorities into monetary terms and begins the process of developing the budget.
Priorities will be based upon the needs identified during the budget planning process as determined by the following:
Academic achievement goals as specified by the Board
The needs of the District so that all segments of District programs are treated equitably within the
available resources
State and/or federal legal requirements for funding of programs
Requirements and regulations of the regional accrediting agencies
Availability of fiscal and other non-economic resources
Need of the District to meet fund balance requirements
Per Pupil Supply Allocation
The non-salaried budget is derived using an average per pupil cost for elementary, middle and high schools. The average per pupil allocation is multiplied by the number of students from the enrollment projection to generate a school’s budget. A lump sum figure along with historical data is distributed to the principals to help them formulate their budget for the upcoming year. The FY 2020 budget was cut by $5.00 per pupil.
Original Budget Cut amt. High School PPA $170 $165
Middle School PPA $146 $141
Elementary School PPA $136 $131
The 15-day membership report is used to determine any differential in the projected to actual enrollment. Schools exceeding the enrollment projection are given an additional allocation based on PPA multiplied by the number of students above the projected amount.
Academic Stipend Allocations
Level Allocations (60% of the allocation) Elementary - $2,122
Middle - $15,591 High - $29,933 Plus
Student Allocations (40% of the allocation) $8.11 per student Elementary and Middle $10.00 per student High
High Schools
High School athletic stipend, supply and transportation allocations are based on enrollment and location. The average allocation is $391 per student, ranging from $298,761 to $325,068. Distance to region competitions are factored into the allocation.
Salaried Budgets & Staffing Formula
The enrollment projection is used, in conjunction with the staffing formula, for allocating funds for staff positions
for the following school year. The teacher/student ratio is also taken into consideration. The staffing formula is used to define the staff resources that are believed to be necessary to achieve the Board’s goals. The staffing model represents what a typical elementary, middle, and high school should have for staffing based on the state’s defined minimum program and accreditation standards. This model is designed to provide equity among the schools based on population and individual school needs and is reviewed each year for potential changes. District administrators meet with each principal annually to discuss the staffing needs of the school. These meetings provide the principal an opportunity to express staffing needs in the supplemental and intervention programs based on data analyses. These needs are reviewed by district administrators for equity, appropriateness and availability of funds.
Certified staff are assigned based on different formulas for elementary, middle and high school (see staffing formula). For budget purposes, the Finance Office assigns a unit value for staff positions. A unit of certified staff is valued at the average teacher’s salary plus benefits. Units are valued annually during budget development. The 10th day membership report will be used to determine the differential between the projected and actual enrollment. Staffing and supply allocations may be adjusted by the administration based on this information. Projections of pay increases for certified staff are determined by the mandatory salary schedule established by the South Carolina Department of Education. The mandatory increase is placed into a formula, and a local supplement is added to the state’s base. Any pay increases for certified staff in addition to those mandated by the South Carolina Department of Education must be approved by the Board. The state sets the tone of pay increases by mandating cost of living adjustments (COLA) for teachers. The administration proposes increases for other staff based on industry data, the consumer price index (CPI) and historical data.
Athletic Stipend Allocations
Middle Schools Stipends $54,478 Supplies 15,408 Transportation 12,500 Total $82,386 10Department budgets - Modified Zero Base (MZB)
The MZB format is used to determine the non-salaried budget for all programs that are not student driven. Each division administrator is responsible for the budget preparation of his or her division using the MZB format. Among others, the programs which use this format include:
• Early Childhood/Parenting
• Homebound
• Attendance and social work
• Health/Nursing
• Instructional Services
• Board of Education
• Office of Superintendent
• Facilities Planning and Construction
Department heads are provided annually with a budget package which includes a copy of the department’s most recent budget, including the amounts spent to date, a mission and objective form, and a budget request form. Each are asked to prepare a budget for their department based on current and projected needs, enter the information (in detail) into the budget module of the district’s accounting software and return a signed copy of the forms to the budget office.
Presentations to the Board and Public
The Superintendent has the overall responsibility for budget planning. Principals must develop and submit budgets for their schools after seeking input from the school staff, the School Improvement Council, and a representative from the parent-teacher organization. The budgets submitted by the principals should reflect the principal's judgment as to the most effective way to use resources to achieve the educational objectives of the school.
The Superintendent recommends an annual operating budget to the Board through a series of budget presentations. The Board will give careful consideration to the budget request as presented by the Superintendent and will review the allocations for fairness and consistency with the educational priorities of the school system. After approval by the Board, several presentations are made throughout the county to seek public opinion. The Board must approve the budget by majority vote and must certify it before the second reading with County Council.
• Financial Services
• Operations and Maintenance
• Pupil Transportation
• Administrative and Human Resource Services
• Student Services
• Data Services
• Technology Services
Adoption of the Operating Budget
On the date specified by the Beaufort County Council, the Superintendent and the Board of Education will present, in a manner mutually agreed upon by the County Council and the Board of Education, the general operating budget for the operation of schools in the county for the ensuing fiscal year. Three readings of the budget occur before the operating budget is passed.
The final millage rates are set in June as a result of the joint efforts of School District and County staff. Any changes to the millage rate after the approval require an amended ordinance.
If the budget does not receive approval by June 30, the Superintendent will recommend that the Board adopt a continuing resolution based on last year's operating budget until the budget can be approved.
The Capital Budget
Each year a facilities assessment is completed to determine the capital renewal and improvement needs of the District. From this assessment, the Facilities, Planning and Construction office prepares a project listing for consideration by the Supertendent. The list is then presented to the Board of Education for approval. Funding is provided through the sale of general obligation bonds.
The Debt Service Budget
The budget for the debt service fund is determined by the financial needs to meet the principal and interest requirements on the outstanding debt. The amounts needed are then equated to a tax levy value, approved by the Board of Education and the appropriate levy is established by the Beaufort County Auditor.
Student Enrollment
Student enrollment showed steady increases over the last several years until FY 2021. The effects of COVID-19 resulted in an enrollment reduction for FY 2021. Ninety percent of the reduction occurred in Pre-K through eighth grade, with thirty percent of the reduction occurring just in Pre-Kindergarten and Kindergarten. According to a parent survey, many students who left the District moved to charter schools, private and parochial schools, while others were homeschooled. BCSD is estimating conservatively that approximately 30% of students who left will return in FY 2022. The graph below depicts the trends of student enrollment over a 10-year period. Student growth over the FY 13 – FY22 period is projected to be 6.3%.
The administration is budgeting staffing and supplies based on the 2019-2020 45-day count, which is 22,405. The need for reduced class sizes and retaining teachers is imperative for teaching and learning during the pandemic. Once enrollment stabilizes, we will realign our budget allocations with
projections. 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022Proj Student Enrollment 20,568 20,754 21,381 21,749 21,952 22,187 22,345 22,405 21,229 21,866 5,000 10,000 15,000 20,000 25,000 St udent s 4 5 Da y C ount
Beaufort County School District
Student Enrollment
Bea u fo rt Co u n ty S ch o o l D is tri ct FY 2 0 2 2 FY2 2 Te ac h er Sc h o o l Staff in g A lloc ation Su m m ar y G EN ERAL F U N D O TH ER REV EN U E SO U RCE S (S TA TE /F ED ) A LL F U N D S O U RCE S P ro jec ted En ro llm ent (ex clu d in g Self C o n tain t SP ED ) Nu m b er o f C o re Teac h er s A rt Mu sic P E/ He alth O th er To tal G ener al Fu n d Staf fin g G ener al Fun d Ratio Nu m b er o f C o re Teac h er s A ll Fu n d So u rc es C o re Staf fin g A ll Fu n d So u rc es Rati o El em en ta ry ( K-5 ) Co re Sta ff in g All o ca tio n Re la ted Ar ts Re la ted Ar ts Hi lt o n Hea d Ea rl y Ch ild h o o d Cen ter (K o n ly) 229 12 1 1 1 15 1 5. 2 7 0 1 16 1 4. 3 1 Be au fort El em en ta ry 406 26 1 1 1 1 30 1 3. 5 3 1 31 1 3. 1 0 Coo sa El em en ta ry 463 23 1 1 1 1 27 1 7. 1 5 0 27 1 7. 1 5 La d y' s Isla n d El em en ta ry 241 12 1 1 1 0 15 1 6. 0 7 0 1 16 1 5. 0 6 M o ss y O aks Elem en ta ry 330 17 1 1 1 0 20 1 6. 5 0 1 21 1 5. 7 1 Port R o ya l E lem en ta ry 207 12 1 1 1 0 15 1 3. 8 0 0 15 1 3. 8 0 St. Helen a El em en ta ry 290 16 1 1 1 0 19 1 5. 2 6 1 20 1 4. 5 0 Bro ad R iver El em en ta ry 445 28 1 1 1 1 32 1 3. 9 1 0 32 1 3. 9 1 J. S h an kl in Elem en ta ry 319 18 1 1 1 21 1 5. 1 9 1 22 1 4. 5 0 W h ale Bra n ch El em en ta ry/ J. J. D avis ECC 385 23 1 1 1 1 27 1 4. 2 6 27 1 4. 2 6 D au fu ski (co u n ts in clu d ed in HHS CA ) 0 0 .0 0 0 0 .0 0 Hi lt o n Hea d Isla n d El em en ta ry 854 47 1 1 1 4 54 1 5. 8 1 1 55 1 5. 5 3 Hi lt o n Hea d Isla n d S ch o o l f o r Crea ti ve Art s 640 30 1 1 1 2 35 1 8. 2 9 35 1 8. 2 9 Blu ff ton El em en ta ry 651 35 1 1 1 3 41 1 5. 8 8 41 1 5. 8 8 O ka ti e Elem en ta ry 567 29 1 1 1 2 34 1 6. 6 8 34 1 6. 6 8 M ich ael C. R iley El em en ta ry 633 35 1 1 1 3 41 1 5. 4 4 1 42 1 5. 0 7 Re d Ced ar El em en ta ry 632 31 1 1 1 3 37 1 7. 0 8 1 38 1 6. 6 3 Pri tch ard vill e Elem en ta ry 907 46 1 1 1 4 53 1 7. 1 1 53 1 7. 1 1 Rive r R idge Aca d em y 741 32 1 1 1 35 2 1. 1 7 35 2 1. 1 7 Ro b ert S m all s In tern ati o n al A ca d em y 260 13 1 1 1 16 1 6. 2 5 16 1 6. 2 5 To ta l 9 ,2 0 0 485 19 19 19 25 567 1 6. 2 3 6 3 576 1 5. 9 7 14
Bea u fo rt Co u n ty S ch o o l D is tri ct FY 2 0 2 2 FY2 2 Te ac h er Sc h o o l Staff in g A lloc ation Su m m ar y G EN ERAL F U N D O TH ER FU N D S A LL F U N D S O the r Sta ffi ng (K -1 2 ) P ro jec ted En ro llm ent (les s self co n tain ted SP ED ) Nu m b er o f C o re Teac h er s G ener al Fun d Ratio Nu m b er o f T eac h er s O th er Fu n d s A ll Fu n d So u rc es C o re Staf fin g A ll Fu n d So u rc es Rati o Sp ec ia l Ed u ca tio n T e ac h e rs M id d le Sc h o o ls Co re Sta ff in g All o ca tio n Sp ec ia l E d u ca ti o n Tea ch ing Po siti o n s 163 r R idge Aca d em y (6 -8 ) 418 25 1 6. 7 2 25 1 6. 7 2 ert S m all s In tern ati o n Aca d em (6 -8 ) 466 31 1 5. 0 3 31 1 5. 0 3 ES O L/ M L 6 2. 5 fort M idd le 486 29 1 6. 7 6 29 1 6. 7 6 G if ted & Ta len ted Tea ch ing Po siti o n s 1 4. 5 y' s Isla n d M idd le 544 31 1 7. 5 5 31 1 7. 5 5 Lit era cy Coa ch 2 4. 7 ale Bra n ch M idd le(5 -8 ) 361 2 0. 5 1 7. 6 1 3 2 3. 5 1 5. 3 6 M ath /S cien ce Coa ch 1 5. 5 o n Hea d M idd le 943 53 1 7. 7 9 2 55 1 7. 1 5 Lit era cy Tea ch ing Po siti o n s 2 4. 7 M cCra cken M idd le 908 54 1 6. 8 1 54 1 6. 8 1 In terve n ti o n ist (M ath o r R ea d ing) 1 0. 0 ton M idd le 853 48 1 7. 7 7 48 1 7. 7 7 l 4 ,9 7 9 2 91 .5 1 7. 0 8 5 2 96 .5 1 6. 7 9 O ccu p ati o n al/ Ph ys ica l T h era p ists 1 6. 0 N u rse s 3 3. 0 So cia l Wo rkers 2 8. 0 G EN ERAL F U N D O TH ER FU N D S A LL F U N D S P ro jec ted En ro llm ent (les s self co n tain ed SP ED ) Nu m b er o f C o re Teac h er s G ener al Fun d Ratio Nu m b er o f T eac h er s O th er Fu n d s A ll Fu n d So u rc es C o re Staf fin g A ll Fu n d So u rc es Rati o H ig h Sc h o o ls Co re Sta ff in g All o ca tio n fort Hi gh 1,241 68 1 8. 2 5 68 1 8. 2 5 ery Creek High 725 49 1 4. 8 0 49 1 4. 8 0 ale Bra n ch EC HS 455 31 1 4. 6 8 3 34 1 3. 3 8 o n Hea d Hi gh 1,355 73 1 8. 5 6 73 1 8. 5 6 iver Hig h 1,430 81 1 7. 6 5 81 1 7. 6 5 ton Hi gh 1,175 72 1 6. 3 2 72 1 6. 3 2 6 ,3 8 1 374 1 7. 0 6 3 377 1 6. 9 3 15
Financial Section
The FY2022 Proposed General Fund Budget is proposed at $274.3 million. The chart below is an overview of funding sources and expenditure uses.
GENERAL FUND 2020-2021 2021-2022
REVENUE
Local Revenue $ 151,651,605 $165,230,615
State Revenue 93,347,306 98,308,315
Federal Revenue 690,000 660,000
Other-Transfers from Special Revenue 7,535,948 10,075,670
Total Revenues $ 253,224,859 $274,274,600 EXPENDITURES Instructional Expenditures $ 154,323,779 $163,429,295 Supporting Services 93,392,462 103,085,631 Intergovernmental Expenditures 6,471,201 7,694,674 Debt Service 110,000 65,000 Total Expenditures $ 254,297,442 $274,274,600
Use of Fund Balance $ (1,072,583) -
Grand Total $ 253,224,859 $ 274,274,600 General Instructional Expenditures 60.7% Supporting Services 36.7% Intergovernmental Expenditures 2.5% Other - Transfer to Special Revenue 0.1%
Proposed General Fund Expenditures FY 2022
Beaufort County School District
2021-2022
Beaufort County School District
2021-2022
General Fund Revenue and Expenditures Highlights
Beaufort County School District, 2021-2022 Preliminary Budget Where it comes from…
FY 2022 Revenue Sources
Instruction and Instructional Support: Includes costs
associated with providing instructional programs. The costs of supporting those programs include, Attendance and Social Work, Guidance, Health, Psychological Services, Curriculum Development, Literacy, Media, Improvement of Instruction, Planning and Pupil Services Activities.
Operations Support: Includes costs associated with Fiscal
Services, Maintenance, Student Transportation, Food Service, Security, Staff Services and Technology Services.
Leadership and Other: Includes the Office of the
Superintendent, Board of Education, School
Administration, Supervision of Special Programs, Facilities & Construction, Information Services, Payment to Other Governmental Units and Debt Service
Local Taxes: Includes ad valorem tax and interest income State Aid: Primarily includes sales tax revenue,
Education Finance Act and other state revenue
Federal Aid: Includes Impact Aid and E-Rate Other: Includes transfers from Special Revenue
Where is goes to … FY 2022 Expenditures Local Taxes, 60.2% State Aid, 35.8% Federal Aid, 0.2% Other, 3.8% 71.4% 18.2% 10.4%
Instruction and Instructional Support Operations Support
Beaufort County School District Comparative Budgeted Multi-Year Comparison 2020, 2021 and 2022 Revenues and Expenditures
General Fund
FY 19-20 FY 20-21 FY 20-21 FY 21-22 Variance % Change Original FY 19-20 Original Projected Proposed with FY21 with FY21 Revenue: Budget Audited Budget Actual Budget Orig Budget Orig Budget Local Revenue:
Property Taxes $ 149,733,105 $ 148,559,066 $ 149,733,105 $ 151,733,106 $ 163,467,115 $ 13,734,010 9% Other Local 1,918,500 2,561,322 2,991,083 1,719,455 1,763,500 (1,227,583) -41% Total Local Revenue 151,651,605 151,120,388 152,724,188 153,452,561 165,230,615 12,506,427 8%
State Revenue:
Education Finance Act $ 17,062,545 $ 17,026,578 $ 17,062,545 $ 15,770,394 $ 16,984,367 $ (78,178) 0% Fringe Benefits / Retiree Insurance 13,166,789 13,800,961 13,166,789 13,197,712 14,441,553 1,274,764 10% Reimbursement for Local Property Tax Relief 46,327,162 46,320,250 46,327,162 46,950,992 47,448,832 1,121,670 2% Sales Tax - Owner Occupied 7,036,261 7,036,261 7,036,261 7,036,261 7,036,261 0 0% Other State Revenue 9,754,549 9,992,006 9,754,549 11,062,460 12,397,302 2,642,753 27% Transfer from Special Revenue Fund EIA 7,035,948 7,030,198 7,035,948 7,053,066 9,575,670 2,539,722 36% Transfer from Other Funds 500,000 575,826 500,000 770,000 500,000 0 0% Total State Revenue 100,883,254 101,782,080 100,883,254 101,840,885 108,383,985 7,500,731 7%
Federal Revenue:
PL 874 (Impact Aid) $ 40,000 $ 57,303 $ 40,000 $ 40,000 $ 40,000 $ - 0% Other Federal Revenue (E-Rate) 650,000 950,396 650,000 650,000 620,000 (30,000) -5% Total Federal Revenue 690,000 1,007,699 690,000 690,000 660,000 (30,000) -4%
Total General Fund Budgeted Revenues $ 253,224,859 $ 253,910,167 $ 254,297,442 $ 255,983,446 $ 274,274,600 $ 19,977,158 8% Expenditures:
Salary and Benefits $ 201,353,525 $ 195,100,123 $ 200,906,308 $ 200,282,597 $ 217,666,874 16,760,566 8%
Non-salary 52,943,917 47,579,013 53,391,134 54,014,845 56,607,726 3,216,592 6%
Total expenditures $ 254,297,442 $ 242,679,136 $ 254,297,442 $ 254,297,442 $ 274,274,600 $ 19,977,158 8% Add to/(Use of) Fund Balance (1,072,583) 11,231,031 - 1,686,004 -
-Beginning Fund Balance $ 33,546,772 $ 33,546,772 $ 44,777,803 $ 44,777,803 $ 46,463,807 Ending Fund Balance 32,474,189 44,777,803 44,777,803 46,463,807 46,463,807
Summary of Major Budget Changes
(Superintendent’s Proposed Budget)
The Administration recommends the following budget adjustments to develop a balanced budget for FY22.
Expenditure Increases
State and Federal Mandated Increases
Budget Item Cost Strategic Goal
1 Add Salary Step increase-eligible certified staff 2020-2021 $1,904,116 II
2 Add Salary Step Increase-eligible certified staff 2021-2022 $1,676,381 II
3 Increase Retirement by 1% $1,513,741 II
4 Increase Health & Dental Insurance by 2.6% $1,571,209 II
5 Add 3 Special Education staff to support case load and an increase of high
needs students $262,828 I
6 Add 5 Multi-lingual teachers to transtion toward a 60:1 ratio $385,765 II, III
Staffing Allocations
Budget Item Cost Strategic
Goal
7 Add 3 Guidance Counselors-transition toward 300 to 1 ratio $225,141 II, III
8 Add 5 School-based positions in schools with enrollment growth $398,235 I
9 Restore 2.5 Instructional Services positions $224,611 II
10 Add 2 Technology Support positions-network security and educational
program support $216,930 II
Operational Increases
Budget Item Cost Strategic
Goal
11 Increase Maintenance Contract $24,278 III
12 Increase Custodial Contract $315,407 III
13 Increase Grounds Maintenance Contract $32,842 III
14 Increase Utilities $453,353 III
15 Increase Property Insurance $404,259 III
16 Increase Athletic Insurance $106,587 III
17 Increase School Resource Officer $150,507 III
18 Increase Stormwater Utility and County Garage $64,000 III
19 Increase Hilton Head Police Fee $32,000 III
Other Increases
Budget Item Cost Strategic
Goal
20 Add Step increase for classified and administrators $760,386 II
21 Add Step increase for classified and administrators $710,084 II
22 Increase Charter School-based on revenue per pupil increase per state
formula and 2019-2020 enrollment increase $761,582 I
23 Add other increases $40,137
Expenditure Decreases
Budget Item Savings Strategic Goal
24 Reduce 15 positions based on projected enrollment $897,712
25 Reduce substitutes-based on historical spending $300,000
Budget Revisions since 4/23/21
Employee Compensation and Benefits
Description Justification Estimated
Cost Strategic Goal
26 $1,000 Increase to Base
Teacher Salary Anticipated Mandate to Teacher Salary Schedule* $1,730,792 II
27 Restore Teacher Step
Increase Restore the Teacher Step Increase waived and unfunded by the state in 2011-2012 $1,522,606 II
28 Raise the Max Teacher Step from 24 years to 25
Adds an additional year to the teacher salary schedule and provides all teachers (including those with 24+ years of experience) a step increase in the 2021-2022 school year
$301,584 II
29 2% Cost of Living Increase for Classified Staff and Administrators
This pay increase aligns with the $1,000 teachers’ salary increase and along with the step, it totals an estimated 4% increase.
$883,171 II
30 5% Cost of Living Increase
Efficiency Study Recommendations
Description Justification Estimated Cost (including benefits) Strategic Goal 31 Instructional
Services 1 position to restore the student services function $123,782 I
32 Human
Resources 4 positions to address inclusion, recruiting, retention, information systems, mentorship and talent acquisition $410,062 II
33 Operations 2 positions to support the Facilities, Planning & Construction
division $230,419 III
34 Finance 1 Accountant to support the Finance Department with
increased workload $79,364 I-IV
Safety and Security
Description Justification Estimated
Cost Strategic Goal
35 Security
Guards 15 Trained and certified security personnel to support each school $905,000 III
Student Achievement
Description Justification Estimated
Cost Strategic Goal
36 Instruction
(also an Efficiency Study Recommendation)
4 positions-Literacy & Math Specialists to work with teachers, coaches & leadership to focus on supporting the lowest performing schools
$563,344 I
37 Guidance and Career
Counseling 2 Additional Guidance Counselors to transition to a 300:1 ratio and 1 additional Career Development Facilitator $215,577 I 38 Reallocate previous
staffing reductions 15 teaching positions and 1 teacher assistant to provide interventions, reduce class size and early childhood expansion
$1,219,069 I
District Support
Description Justification Estimated
Cost Strategic Goal
39 Instructional
Services Restore 3 positions to support Fine Arts, Gifted & Talented, and Health/Physical Education $309,015 I
40 Instructional
Services Restore previous departmental reductions $295,816 I
41 Human Resources Salary and Compensation Study and supplies $135,888 I
42 Transportation 1 position to support and maintain student transportation
databases $59,834 III
OR T CO UN TY S CH OO L D IS TR ICT 20 20 20 21 20 21 20 22 PC T ED D ET AI L BU DG ET BY IN $I TE CAT EG OR Y-F Y2 02 2 ACT UA L OR IG IN AL RE VI SE D PR OP OSE D CH AN GE SP EN DI NG BU DG ET BU DG ET BU DG ET -A DM IN FR OM OR IG IN AL ru ct io n & In st ru ct io na l S up po rt 17 3, 88 9, 21 1 18 3, 23 9, 79 1 18 2, 68 2, 08 4 19 6, 03 7, 67 1 7. 0% tio ns 43 ,2 67 ,5 09 45 ,5 62 ,2 64 45 ,5 70 ,2 07 49 ,8 22 ,9 28 9. 4% er sh ip a nd O th er 25 ,5 22 ,4 16 25 ,4 95 ,3 87 26 ,0 45 ,1 51 28 ,4 14 ,0 01 11 .4 % To tal G ene ral F und 24 2, 67 9, 13 6 25 4, 29 7, 44 2 25 4, 29 7, 44 2 27 4, 27 4, 60 0 7. 9% 23
BEA UF OR T C OU NT Y S CH OOL D IS TR IC T 2020 2021 2021 2022 PC T SU M M ARY B UD GE T B Y I N$ IT E CA TE GO RY AC TU AL OR IG IN AL REV IS ED PR OP OS ED CH AN GE SP EN DI NG BU DG ET BU DG ET BU DG ET -A DM IN FR OM OR IG IN AL 1 In st ru ct io n & In st ru ct io na l S up po rt Ge ne ral I ns tru ct io n 116, 045, 119 123, 806, 292 123, 129, 436 129, 943, 341 5. 0% Ex ce pt io nal P ro gram s 16, 589, 015 16, 631, 569 16, 998, 843 18, 148, 994 9. 1% Pre sc ho ol P ro gram s 5, 491, 549 5, 239, 208 5, 562, 670 5, 894, 413 12. 5% Sp ec ial P ro gram s 3, 369, 261 3, 340, 648 3, 343, 056 3, 423, 909 2. 5% Ot he r E xc ep tio nal P ro gram s 5, 167, 058 5, 194, 897 4, 957, 604 5, 865, 897 12. 9% Su m m er S ch oo l P ro gram s 10, 275 10, 975 13, 633 12, 250 11. 6% Ad ul t E du ca tio n 14, 485 18, 727 18, 727 21, 914 17. 0% Pu pil A ct iv ity 72, 816 110, 986 132, 229 118, 577 6. 8% Su pp or t S er vi ce s-St ud en ts 12, 216, 002 13, 160, 228 12, 961, 569 14, 323, 370 8. 8% Su pp ort S erv ice s-In st ru ct io nal S taff 11, 599, 806 12, 311, 809 11, 916, 520 14, 359, 931 16. 6% Su pp ort S erv ice s-Ce nt ral 115, 391 117, 417 117, 417 122, 470 4. 3% Su pp ort S erv ice s-Pu pil A ct iv ity 3, 198, 434 3, 297, 035 3, 530, 380 3, 802, 605 15. 3% To ta l I ns tr uc tio n & In st ru ct io na l S up po rt 173, 889, 211 183, 239, 791 182, 682, 084 196, 037, 671 7. 0% 2 Op erat io ns Fi na nc e a nd O pe ra tio ns 34, 746, 419 36, 147, 008 36, 301, 602 39, 306, 866 8. 7% Su pp ort S erv ice s-Ce nt ral 8, 521, 090 9, 415, 256 9, 268, 605 10, 516, 062 11. 7% To tal O pe rat io ns 43, 267, 509 45, 562, 264 45, 570, 207 49, 822, 928 9. 4% 3 Le ad er sh ip a nd O th er Su pp ort S erv ice s-In st ru ct io nal S taff 291, 224 347, 406 346, 281 332, 583 -4 .3 % Su pp ort S erv ice s-Ge ne ral A dm in ist rat i 17, 759, 083 17, 682, 532 18, 226, 075 19, 852, 008 12. 3% Fac ilit ie s an d O pe rat io ns 71, 898 58, 686 46, 930 44, 648 -23. 9% Su pp ort S erv ice s-Ce nt ral 438, 248 443, 671 462, 773 425, 088 -4 .2 % Ot he r C harg es 6, 921, 988 6, 913, 092 6, 913, 092 7, 694, 674 11. 3% Deb t S er vi ce 39, 975 50, 000 50, 000 65, 000 30. 0% To ta l L ea de rs hi p a nd O th er 25, 522, 416 25, 495, 387 26, 045, 151 28, 414, 001 11. 4% To ta l G ene ra l F und 242, 679, 136 254, 297, 442 254, 297, 442 274, 274, 600 7. 9% 24
L D IS TR ICT 2020 2021 2021 2022 PCT Y I N$ ITE CA TE GO RY-FY2 02 2 ACTU AL OR IG IN AL REV IS ED PR OP OS ED CH ANG E SP EN DI NG BU DG ET BU DG ET BU DG ET FR OM OR IG ct io na l S up po rt ns tr uc tio n 111 Ki nd erg art en P ro gra m s 9, 590, 338 10, 163, 272 10, 221, 608 11, 610, 734 14. 2% In clu de s s te p, $1 ,0 00 C er t i nc re as e, C OL A, R es to re S te p a nd b en ef it i nc re as es 112 Pri m ary P ro gra m s 26, 101, 605 28, 806, 463 28, 870, 102 29, 392, 724 2. 0% In clu de s s te p, $1 ,0 00 C er t i nc re as e, C OL A, R es to re S te p a nd b en ef it i nc re as es 113 El em en ta ry (M id dl e S ch oo l) P ro gr am s 42, 571, 703 44, 008, 655 42, 927, 106 46, 226, 909 5. 0% In clu de s s te p, $1 ,0 00 C er t i nc re as e, C OL A, R es to re S te p a nd b en ef it i nc re as es 114 Hi gh S ch oo l P ro gr am s 31, 009, 543 34, 315, 819 34, 586, 329 35, 841, 558 4. 4% In clu de s s te p, $1 ,0 00 C er t i nc re as e, C OL A, R es to re S te p a nd b en ef it i nc re as es 115 Vo cat io nal P ro gr am s 5, 557, 521 5, 332, 892 5, 338, 524 5, 601, 750 5. 0% In clu de s s te p, $1 ,0 00 C er t i nc re as e, C OL A, R es to re S te p a nd b en ef it i nc re as es 117 Dr iv er E duc at io n P ro gr am s 202, 892 194, 086 197, 875 213, 419 10. 0% In clu de s s te p, $1 ,0 00 C er t i nc re as e, C OL A, R es to re S te p a nd b en ef it i nc re as es 118 M on te sso ri P ro gr am s 1, 011, 517 985, 105 987, 892 1, 056, 247 7. 2% In clu de s s te p, $1 ,0 00 C er t i nc re as e, C OL A, R es to re S te p a nd b en ef it i nc re as es To tal G ene ral Ins tr uc tio n 116, 045, 119 123, 806, 292 123, 129, 436 129, 943, 341 5. 0% na l P ro gr am s 120 S pe cial E duc at io n P ro gr am s 16, 589, 015 16, 631, 569 16, 998, 843 18, 148, 994 9. 1% In clu de s S te p, $1 ,0 00 C er t i nc re as e, C OL A, R es to re S te p a nd b en ef it i nc re as es P ro gr am s 135 Pr eS ch oo l H an di ca pp ed S el f-C on ta in ed (3 a nd 4 Y r) 138, 491 135, 643 131, 242 135, 360 -0. 2% St af fing chang es in s alar y r es ult ed in a de cr eas e e ve n w ith s alar y inc re as es 137 Pr eS ch oo l H an di ca pp ed S pe ec h ( 3 a nd 4 Y r) 920, 997 604, 408 850, 334 1, 074, 128 77. 7% 3 p os iti on s n ot In clu de d i n t he o rig in al F Y2 02 1 b ud ge t + S te p, $1 ,0 00 C er t i nc re as e, C OL A, R es to re St ep a nd b en ef it i nc re as es 139 Ea rly C hi ld ho od P ro gr am s 4, 432, 061 4, 499, 157 4, 581, 094 4, 684, 925 4. 1% In clu de s S te p, $1 ,0 00 C er t i nc re as e, C OL A, R es to re S te p a nd b en ef it i nc re as es To ta l P re sc ho ol P ro gr am s 5, 491, 549 5, 239, 208 5, 562, 670 5, 894, 413 12. 5% ro gr am s 141 Gi fte d a nd T al en te d A ca de m ic 3, 065, 178 2, 974, 713 2, 976, 582 3, 064, 337 3. 0% In clu de s S te p, $1 ,0 00 C er t i nc re as e, C OL A, R es to re S te p a nd b en ef it i nc re as es 144 Int er nat io nal B ac calaur eat e 129, 062 177, 293 177, 832 182, 830 3. 1% In clu de s S te p, $1 ,0 00 C er t i nc re as e, C OL A, R es to re S te p a nd b en ef it i nc re as es 145 Ho m eb ou nd 151, 069 147, 742 147, 742 122, 742 -16. 9% Re du ct io n i n t he sa la ry a nd b en ef it b ud ge ts 148 Gif te d and T ale nt ed A rt ist ic 23, 952 40, 900 40, 900 54, 000 32. 0% In clu de s S te p, $1 ,0 00 C er t i nc re as e, C OL A, R es to re S te p a nd b en ef it i nc re as es To tal S pe cial P ro gr am s 3, 369, 261 3, 340, 648 3, 343, 056 3, 423, 909 2. 5% ept io na l P ro gr am s 162 Lim ite d E ng lis h P ro fic ie nc y 5, 167, 058 5, 194, 897 4, 957, 604 5, 865, 897 12. 9% 5 A dd iti on al E SOL p os iti on s t o r ed uc e s tu de nt /t ea ch er ra tio s. I nc lu de s S te p, $1 ,0 00 C er t i nc re as e, COL A, R es to re S te p a nd b en ef it i nc re as es To tal E xc ept io nal P ro gr am s 5, 167, 058 5, 194, 897 4, 957, 604 5, 865, 897 12. 9% S cho ol P ro gr am s 175 Ins tr uc tio nal P ro gr am s B ey ond R eg ular S cho ol D ay 10, 275 10, 975 13, 633 12, 250 11. 6% Sc ho ol -b ase d i nc re ase s i n b ef or e a nd a fte r sc ho ol p ro gr am s. To ta l S um m er Sc ho ol P ro gr am s 10, 275 10, 975 13, 633 12, 250 11. 6% ca tio n 182 Ad ul t S ec on da ry E du ca tio n P ro gr am s 0 0 0 0 0. 0% 188 Par ent ing /F am ily Lit er ac y 14, 485 18, 727 18, 727 21, 914 17. 0% Lo ca lit y s up pl em en t f or e m pl oy ee s i n p ro gr am A du lt E d p ro gr am s To tal A dult E duc at io n 14, 485 18, 727 18, 727 21, 914 17. 0% ivit y 190Ins tr uc tio nal P upil A ct iv ity 72, 816 110, 986 132, 229 118, 577 6. 8% Sc ho ols inc re as ed allo cat io ns fo r f ie ld t rips To tal P upil A ct iv ity 72, 816 110, 986 132, 229 118, 577 6. 8% erv ice s-St ud en ts 211 At te nd an ce a nd S oc ia l W or k 3, 765, 556 4, 050, 172 3, 941, 043 4, 028, 924 -0. 5% St af fing chang es and s alar y and be ne fit inc re as es re sult ed in a s lig ht inc re as e 212 Gu id an ce S er vi ce s 5, 166, 023 5, 439, 295 5, 378, 122 6, 255, 327 15. 0% Addit io nal G uidanc e po sit io ns & salar y and be ne fit inc re as es 213 He alt h S er vic es 1, 988, 952 2, 339, 587 2, 319, 618 2, 469, 467 5. 6% In clu de s S te p, $1 ,0 00 C er t i nc re as e, C OL A, R es to re S te p a nd b en ef it i nc re as es 214 Ps yc ho lo gic al S er vic es 1, 295, 471 1, 331, 174 1, 322, 786 1, 569, 652 17. 9% To ta l Su pp or t S er vi ce s-St ud en ts 12, 216, 002 13, 160, 228 12, 961, 569 14, 323, 370 8. 8% erv ice s-In st ru ct io na l S ta ff 221 Im pr ov em en t o f I ns tr uc tio C ur ric ul um D ev el op m en t 7, 222, 883 7, 561, 813 7, 297, 731 9, 687, 398 28. 1% 5.5 addit io nal po sit io ns fo r c ur ric ular suppo rt to aid in ins tr uc tio nal e ffe ct iv ene ss . 1 ne w D ire ct or o f St ud en t S uc ce ss. 222 Lit er ac y and M edia S er vic es 4, 118, 566 4, 258, 513 4, 303, 463 4, 302, 996 1. 0% St af fing chang es and s alar y and be ne fit inc re as es re sult ed in a s lig ht inc re as e 224 Im pr o f I ns tr uc tio In se rv ice a nd S ta ff T ra in in g 258, 357 491, 483 315, 326 369, 537 -24. 8% De pu ty S up er in te nd en t p os iti on s b ud ge t i n F Y2 02 0 m ov ed to p ro gr am 2 33 To ta l S up po rt S er vi ce s-In st ru ct io na l St af f 11, 599, 806 12, 311, 809 11, 916, 520 14, 359, 931 16. 6% er vi ce s-Ce nt ra l 262 Pl an ni ng 115, 391 117, 417 117, 417 122, 470 4. 3% COL A/ st ep a nd b en ef it i nc re as es To ta l S up po rt S er vi ce s-Ce nt ra l 115, 391 117, 417 117, 417 122, 470 4. 3% rvic es -P up il A ct ivit y 271 Pupil S er vic es A ct iv itie s 3, 198, 434 3, 297, 035 3, 530, 380 3, 802, 605 15. 3% Phas e 2 o f at hle tic st ipe nd inc re as es To tal S uppo rt S er vic es -P upil A ct iv ity 3, 198, 434 3, 297, 035 3, 530, 380 3, 802, 605 15. 3% nd O pe ra tio ns 252 Fis cal S er vic es 1, 889, 003 1, 889, 887 1, 928, 052 2, 199, 005 16. 4% 1 n ew a cc ou nt an t p os iti on a dd ed p er e ffi cie nc y s tu dy + C OL A/ st ep a nd b en ef it i nc re as es 254 Op er at io n a nd M ai nt en an ce o f P la nt 24, 837, 955 26, 026, 452 26, 151, 491 27, 441, 442 5. 4% CIP inc re as es o n c ont rac te d s er vic es and ut ilit y inc re as e 255 St ud en t T ra ns po rt at io n ( St at e M an da te d) 6, 901, 165 6, 992, 642 6, 979, 006 7, 347, 436 5. 1% St at e m an da te d i nc re as es fo r b us d riv er s a nd C OL A/ st ep fo r o th er e m pl oy ee s 258 Se cu rit y 1, 118, 296 1, 238, 027 1, 243, 053 2, 318, 983 87. 3% Addit io nal s ec ur ity at e le m ent ar y s cho ols and C IP fo r S RO co nt rac ts To ta l F in an ce a nd Op er at io ns 34, 746, 419 36, 147, 008 36, 301, 602 39, 306, 866 8. 7% er vi ce s-Ce nt ra l 264 St aff S er vi ce s 3, 431, 596 3, 529, 980 3, 383, 329 4, 372, 018 23. 9% 4 n ew p os iti on s t o a id in re cr ui tm en t a nd re te nt io n p er e ffi cie nc y s tu dy + C OL A/ st ep a nd b en ef it inc re as es 266 Te chno lo gy and D at a P ro ce ss ing S er vic es 5, 089, 494 5, 885, 276 5, 885, 276 6, 144, 044 4. 4% COL A/ st ep a nd b en ef it i nc re as es To ta l Su pp or t Se rv ice s-Ce nt ra l 8, 521, 090 9, 415, 256 9, 268, 605 10, 516, 062 11. 7% ar d H ando ut s\ 16 In$ ite C ro ss w alk w ith D ist ric t F unc tio ns 5 -6 -2 1 B OE le ve l 25
3 Le ad ers hi p a nd O th er Su pp ort S erv ice s-In st ru ct io na l S ta ff 223 Su pe rv isi on o f S pe cia l P ro gr am s 291, 224 347, 406 346, 281 332, 583 -4. 3% De cr ea se in p ro fe ss io na l d ev el op m en t b as ed o n h ist or ica l s pe nd in g. S up pl em en ta l f ed er al fu nd in g is av ailable fo r P D. To ta l Su pp or t S er vi ce s-In st ru ct io na l St af f 291, 224 347, 406 346, 281 332, 583 -4. 3% Suppo rt S er vi ce s-Ge ne ra l Adm ini st ra tio n 231 Bo ar d o f E du ca tio n 607, 830 741, 240 719, 027 752, 558 1. 5% COL A/ st ep a nd b en ef it i nc re as es 232 Of fic e o f t he S up er in te nd en t 400, 478 438, 070 426, 843 421, 573 -3. 8% Sa la ry ch an ge s o cc ur re d d ue to tu rn ov er o f p os iti on s 233 Sc ho ol A dm in ist ra tio n 16, 750, 775 16, 503, 222 17, 080, 205 18, 677, 877 13. 2% COL A/ st ep a nd b en ef it i nc re as es + D ep ut y S up er in te nd en t To tal S uppo rt S er vic es -G ene ral A dm inis tr at io n 17, 759, 083 17, 682, 532 18, 226, 075 19, 852, 008 12. 3% Fi na nc e a nd O pe ra tio ns 253 Fac ilit ie s A cquis itio n and C ons tr uc tio n 71, 898 58, 686 46, 930 44, 648 -23. 9% Re du ct io n f ro m e qu ip m en t b ud ge t i n F Y2 1 n ot n ee de d i n F Y2 2 To ta l F in an ce a nd Op er at io ns 71, 898 58, 686 46, 930 44, 648 -23. 9% Suppo rt S er vi ce s-Ce nt ra l 263 Inf or m at io n S er vic es 438, 248 443, 671 462, 773 425, 088 -4. 2% St af fin g s av in gs o cc ur re d d ue to tu rn ov er To ta l S up po rt S er vi ce s-Ce nt ra l 438, 248 443, 671 462, 773 425, 088 -4. 2% Ot her C ha rg es 412Pa ym en ts to Ot he r G ov er nm en ta l U ni ts 67, 117 55, 000 55, 000 75, 000 36. 4% In cr ea se in tu iti on to LE A p ay m en ts b as ed o n c ur re nt y ea r 416 LE A P ay m en ts to P ub lic C ha rt er S ch oo ls 6, 744, 871 6, 748, 092 6, 748, 092 7, 509, 674 11. 3% Re -alig nm ent w ith c alc ulat io ns fo r c har te r s cho ol pay m ent s 425 In te rfu nd T ra nsf er s F oo d Se rv ice 110, 000 110, 000 110, 000 110, 000 0. 0% An nu al tr an sf er to fo od se rv ice p er co nt ra ct To ta l Ot he r C ha rg es 6, 921, 988 6, 913, 092 6, 913, 092 7, 694, 674 11. 3% Deb t S er vi ce 500 De bt S er vic e 39, 975 50, 000 50, 000 65, 000 30. 0% Ba se d o n s ho rt -te rm T AN in te re st ca lcu la tio ns To tal D ebt S er vic e 39, 975 50, 000 50, 000 65, 000 30. 0% To ta l G en era l F un d 242, 679, 136 $ 254, 297, 442 $ 254, 297, 442 $ 274, 274, 600 $ 7. 9% G: \D EP T\ Fin\ Budg et F Y2 2\ Bo ar d H ando ut s\ 16 In$ ite C ro ss w alk w ith D ist ric t F unc tio ns 5 -6 -2 1 B OE le ve l 26
Fund Balance
The Board of Education is committed to providing sound, fiscal management for the District. During FY 2019, the Board modified its unassigned fund balance policy for the General Fund to no less than 15% of the next year’s expenditures with a desired target between 15% and 17% of annual operating expenditures for the next fiscal year. Prior to FY 2019 the fund balance policy for the General Fund was to maintain a fund balance of no less than 10% of the next year’s expenditures with a desired target between 13% and 15% of the next year’s expenditures. This guidance is a critical component for long-range financial planning. The School District has a history of underspending between 0.5% and 1% annually, generally positioning the fund balance at a more favorable level than originally budgeted.
Changes in Fund Balance-General Fund
As demonstrated by the six-year comparison below, fund balance has been maintained at a level above the minimum amount prescribed in the fund balance policy for all years prior to FY 2019. Fluctuations in local tax collections have historically had a profound effect on the fund balance level. Below are historical summaries of the major changes in fund balance over the past several years:
• FY2016 - Millage rates were held flat with expected increases in tax revenues as a result of increased property values. Movement of 6% properties to primary residences was underestimated, resulting in an overestimated mill value. The result was a shortfall in tax revenues of $3.1 million. Coupled with $1.4 million in shortfalls in state revenue and savings in salaries and benefits of $2 million, the end result was a net decrease in fund balance of $3.1 million.
• FY2017 - Millage rates were increased by 8 mills to replace the shortfall in FY 2016 tax collections. Coupled with a $12 million increase in expenditures, the fund balance increased by $7.6 million. • FY2018 – Millage rates were increased by 2 mills to account for the expected $2.5 million decrease in
state revenue. Coupled with a $10.3 million increase in budgeted expenditures, fund balance increased by $3.3 million
• FY2019 - Beaufort County underwent a reassessment in tax year 2018. The value of a mill was overestimated during the reassessment process resulting in a $ 9.2 million shortfall in local tax revenues. State revenue increased by $9.1 million above the amount budgeted for FY 2018. Anticipating the local revenue shortfall, the administration froze non-essential spending in the last quarter of the fiscal year, resulting in $5.0 million savings in expenditures. This decision softened the blow of the revenue shortfall, resulting in a $6.1 million decrease in fund balance.
• FY 2020 – As requested by the School District, County Council approved a 9.4 mill increase in the mileage rate, the maximum increase allowed by State law. This millage increase utilized and exhausted all “lookback” millage available to the District under state law. This increased the total operational millage for the District to 114.0 which yielded $148.4 in tax revenue. The School District requested an additional 6.6 mills as allowed by state law to address “the deficiency of the preceding year.” The additional 6.6 mills were not approved by County Council in September 2019. State revenue increased $8.2 million, $4.8 million of which was new State Aid to Classrooms which offset the mandated 4% salary increase for teachers. Because of state mandated closure due to the COVID-19 pandemic, expenditures were under budget by $11.6 million, resulting in a $11.2 million increase in fund balance.
• FY 2021 projected – The Board certified the FY 2021 budget with a few minor revisions to be the same as the FY 2020 budget. The uncertainty of local revenues coupled with the state passing a continuing resolution budget necessitated use of the prior year numbers. Revenues and other financing sources are projected to be $256.0 million with expected expenditures of $254.3 million, resulting in an anticipated increase in fund balance of $1.7 million.
• FY 2022 proposed – The Administration is proposing a balanced budget of $274.3 million. If certified by the Board, a millage increase of 7.6 mils would be presented to County Council for approval. • FY 2023 and beyond- Until the millage rate can be stabilized to generate the revenue as approved by
the County, fund balances will continue to be unpredictable in future years. The District and Beaufort County continue to actively work together to achieve a realistic collection rate. Maintaining a fund balance within Board policy is a major consideration during every budget deliberation.
Fund Balance-Actual vs. Policy
Over the last several years, BCSD has successfully maintained its fund balance above the Board’s minimum desired target of 13% of annual operating expenditures for the next fiscal year. Unanticipated state and local revenues and conservative spending have allowed the School District to rise above the 15% maximum threshold. Due to the local tax revenue shortfall caused by reassessment in FY 2019, fund balance fell below the new 15% minimum target level. Fund balance rebounded in FY 2020 to 16.3% and is projected to increase to 16.9% in FY 2021. Five-year projections show that additional revenues will be needed to maintain a fund balance within the range established by the Board. The School District will continue to maximize revenues and implement cost-savings measures in an effort to restore the fund balance to pre-reassessment levels.
16.1% 16.4% 13.2% 16.3% 16.9% 16.3% 0.0% 5.0% 10.0% 15.0% 20.0%
FY17 FY18 FY19 FY20 Proj FY21 Proj FY22
Fund Balance-General Fund
(based on % of next year expenditures)Changes in Fund Balance
The following graph is a comparison of the beginning and projected ending fund balances for the General Fund, Capital Projects Fund, and the Debt Service Fund of the School District. The General Fund reserves are projected to increase by $1.7 million during FY 2021. The Capital Projects Fund is expected to increase in FY 2021 due to referendum bond issuances. Debt Service Fund balance is projected to decrease by $3.1 million due to the acceleration of principal payments in order to utilize fund balance.
Impact on the Taxpayer
Changes in fund balance can have an impact on the School District’s bond rating. Just as individuals have their own credit report, School Districts have a credit rate and are also measured on their financial health, among other factors. Fluctuations in fund balance can indicate uncertainty in the financial stability and may ultimately lead to a downgrade, potentially resulting in higher interest rates on borrowings. It is important for School District leaders and stakeholders to understand the importance of keeping a stable and healthy fund balance, particularly in times of anticipated construction and borrowing.
0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% 18.0% 20.0%
FY17 FY18 FY19 FY20 PROJ FY21 PROP FY22
16.1% 16.4%
13.2%
16.3% 16.9% 16.3%
Fund Balance-Actual vs. Policy
17% 13% 10% 15% $0 $20 $40 $60 $80 $100 $120 $140 General
Fund ProjectsCapital ServiceDebt
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Fund Balance Comparison
Beginnng Ending
Beaufort County School District Three-Year Comparison
Fiscal Years 2020, 2021 and 2022
2019-20 2020-21 2020-21 2021-22
Revenues by Source Audited Revised Projected Proposed Increase/ Percent
Actual Budget Actual Budget (Decrease) Change
Local
Ad Valorem (Current and Delinquent) $ 62,493,114 $ 72,002,139 $ 72,897,949 $ 73,626,928 $ 1,624,789 2.26%
Other Local 661,223 425,500 385,500 355,000 (70,500) -16.57%
Total Local Revenue $ 63,154,337 $ 72,427,639 $ 73,283,449 $ 73,981,928 $ 1,554,289 2.15% State
Homestead exemption $ 1,196,634 $ 1,214,226 $ 1,214,226 $ 1,200,000 $ (14,226) -1.17%
Merchant's inventory tax 85,988 90,000 90,000 86,000 (4,000) -4.44% Other State Property Tax 47,946 50,000 50,000 92,500 42,500 85.00%
Total State Revenue $ 1,330,568 $ 1,354,226 $ 1,354,226 $ 1,378,500 $ 24,274 0.00% Total Revenue $ 64,484,905 $ 73,781,865 $ 74,637,675 $ 75,360,428 $ 1,578,563 2.14% Expenditures: Redemption of principal $ 53,530,900 $ 61,090,721 $ 61,090,721 $ 56,639,000 $ (4,451,721) -7.29% Interest 11,017,026 11,862,268 11,705,313 13,922,620 2,060,352 17.37% Other Objects 24,939 25,000 151,729 25,000 - 0.00% Total Expenditures $ 64,572,865 $ 72,977,989 $ 72,947,763 $ 70,586,620 $ (2,391,369) -3.28% Other Financing Sources (Uses)
Premium on bonds sold $ 11,343 $ - $ - $ 10,000 $ 10,000 0.00%
Proceeds from issuance of long term debt 319,253 - - - - 0.00%
Transfer to EFC Debt Service Fund (2,724,007) (2,724,007) (2,724,007) (2,718,327) - -0.21%
Total Other Financing Sources (Uses) $ (2,393,411) $ (2,724,007) $ (2,724,007) $ (2,708,327) $ 10,000 -0.58% Excess Revenues Over (Under) Expenditures
and Other Financing Sources (Uses) $ (2,481,371) $ (1,920,131) $ (1,034,095) $ 2,065,481 $ 3,979,932 -207.57% Beginning Fund Balance $ 19,058,757 $ 16,577,386 $ 16,577,386 $ 15,543,291
Ending Fund Balance $ 16,577,386 $ 14,657,255 $ 15,543,291 $ 17,608,772
Fund Balance as a % of CY Expenditures 25.7% 20.1% 21.3% 24.9%
Comparative Budget Summary Debt Service Fund
2020-21 to 2021-22
Beaufort County School District, Proposed 2021-2022 Budget
Beaufort County School District Three-Year Comparison
Fiscal Years 2020, 2021 and 2022
2019-20 2020-21 2021-22
Revenues by Source Audited Approved Proposed Increase/ Percent Actual Budget Budget (Decrease) Change Local
Ad Valorem (Current and Delinquent) $ - 0.00%
Other Local 5,918 - - - 0.00%
Total Local Revenue $ 5,918 $ - $ - $ - 0.00% Total Revenue $ 5,918 $ - $ - $ - 0.00% Expenditures: Redemption of principal $ 2,050,000 $ 2,095,000 $ 2,150,000 $ 55,000 2.63% Interest 676,657 625,324 568,327 (56,997) -9.11% Other Objects 9,844 10,000 10,000 - 0.00% Total Expenditures $ 2,736,501 $ 2,730,324 $ 2,728,327 $ (1,997) -0.07% Other Financing Sources (Uses)
Premium on general obligation bonds - 11,000 11,000 $ - 0.00%
Transfer from Debt Service Fund 2,724,007 2,724,007 2,718,327 - -0.21%
Payment to refunded debt escrow agent - - - - 0.00%
Total Other Financing Sources (Uses) $ 2,724,007 $ 2,735,007 $ 2,729,327 $ - -0.21% Excess Revenues Over (Under) Expenditures
and Other Financing Sources (Uses) $ (6,576) $ 4,683 $ 1,000 $ 1,997 -78.65% Beginning Fund Balance $ 43,750 $ 37,174 $ 41,857
Ending Fund Balance $ 37,174 $ 41,857 $ 42,857 Fund Balance as a % of CY Expenditures 1.4% 1.5% 1.6%
Comparative Budget Summary Debt Service Fund-EFC
2020-21 to 2021-22
Estimated Revenues
Balance on June 30, 2021 15,543,291.00 Debt Service
Tax Yr 22 Total Revenue from Local Sources (Value of Mill) $ 2,028,290 (Mill Rate) 36.3 73,626,928.49 74,904,638.14
Total Revenues: 89,170,219.49
Estimated Expenditures
Bond Series Principal Interest Direct Payment Total Grand Total
9/1/2021 2012B Ref. GO - 104,200.00 104,200.00 2013D Ref. GO - 182,959.25 182,959.25 2014B GO - 394,700.00 394,700.00 2015A Ref. GO - 994,500.00 994,500.00 2015B Ref. GO - 1,131,500.00 1,131,500.00 2016A Ref. GO - 497,375.00 497,375.00 2018B GO - 103,125.00 103,125.00 2019B GO - 108,150.00 108,150.00 2020 GO 1,280,000.00 1,280,000.00 9/15/2021 2009E QSCB - 52,500.00 52,500.00 2015B QZAB - 28,793.75 28,793.75 4,877,803.00 - 3/1/2022 2012B Ref. GO 1,670,000.00 104,200.00 1,774,200.00 2013D Ref. GO 639,000.00 182,959.25 821,959.25 2014B GO 1,130,000.00 394,700.00 1,524,700.00 2015A Ref. GO 12,325,000.00 994,500.00 13,319,500.00 2015B Ref. GO 3,280,000.00 1,131,500.00 4,411,500.00 2016A Ref. GO 6,935,000.00 497,375.00 7,432,375.00 2018B GO 4,125,000.00 103,125.00 4,228,125.00 2019B GO 2,635,000.00 108,150.00 2,743,150.00 2020 GO 3,500,000.00 1,280,000.00 4,780,000.00 2021 GO 10,000,000.00 3,667,013.89 13,667,013.89 2021B GO (Proj) 10,400,000.00 500,000.00 10,900,000.00
Include GO Payments Related to IPRBs -
Est. 2021 IPRB 2,718,326.50 2,718,326.50 3/15/2022 2009E QSCB 52,500.00 52,500.00 2015B QZAB 28,793.75 28,793.75 68,402,143.39 9/1/2022 2012B Ref. GO - 70,800.00 70,800.00 2013D Ref. GO - 175,451.00 175,451.00 2014B GO - 366,450.00 366,450.00 2015A Ref. GO - 686,375.00 686,375.00 2015B Ref. GO 1,049,500.00 1,049,500.00 2016A Ref. GO - 324,000.00 324,000.00 2019B GO - 68,625.00 68,625.00 2020 GO - 1,192,500.00 1,192,500.00 2021 GO - 1,987,500.00 1,987,500.00 2021B GO (Proj) - 500,000.00 500,000.00 9/15/2021 2009E QSCB 52,500.00 52,500.00 2015B QZAB 28,793.75 28,793.75 6,502,494.75 Total Expenditures: 79,782,441.14
*Revenue from Other Local and State Sources 1,743,500.00
Other expenditures: (25,000.00) 1,718,500
Estimated Fund Balance as of June 30, 2022: 17,608,773
Estimated Fund Balance as of December 31, 2022: 11,106,278
*The majority of other local and state revenues are received beyond the end of the fiscal year and are accrued back to June 30.)
Debt Cashflow Based on District's Mill Value (5/7/2021)
Note: This document is subject to modification once the August 8% bond issue is sized. 32
