Pinellas County Schools Largo, Florida.

Transcription

1 Pinellas County Schools Largo, Florida

2 PINELLAS COUNTY SCHOOLS SUMMARY for the Fiscal Year Beginning July 1, 2002, and ending June 30, 2003 PUBLIC HEARING SEPTEMBER 17, 2002 J. Howard Hinesley, Ed.D. Superintendent of Schools Lansing K. Johansen Chief Business Officer Douglas Forth, Ed.D. Assistant Superintendent Budget and Resource Allocation ADMINISTRATIVE OFFICES 301 4th STREET S.W., LARGO, FLORIDA

3 PINELLAS COUNTY SCHOOL BOARD TABLE OF CONTENTS SUPERINTENDENT'S MESSAGE... i Pinellas County Schools Vision, Mission and Guiding Principles... v District Strategic Directions and Goals... vi BUDGET SUMMARY All Funds Summary... 1 Summary of Property Taxes... 5 How to Read the Budget... 7 Organizational Chart OPERATING FUND (GENERAL FUND) BUDGET Summary of Resource and Requirements Operating Fund Resources Estimated FEFP Summary Anticipated Revenue Appropriations - Function by Cost Center Appropriations - Object by Cost Center Appropriations - Project Amount Scheduled Maintenance Projects SCHEDULE OF BUDGETED POSITIONS BY COST CENTER CAPITAL OUTLAY FUND BUDGET DEBT SERVICE FUND BUDGET CONTRACTED PROGRAMS FUND BUDGET SCHOOL FOOD SERVICE FUND BUDGET INTERNAL SERVICES FUND BUDGET APPENDIX A Student Calendar Special Programming Explanation of Guiding Principles Glossary APPENDIX B Salary Schedules

4 A MESSAGE FROM THE SUPERINTENDENT I am pleased to present the Approved Budget Summary for the Pinellas County Schools. A budget is a financial and operational plan that shows how an organization intends to allocate its resources to achieve its priority objectives. This budget of anticipated revenues and planned expenditures reflects the strategic directions and goals first adopted by the School Board in April The guidelines for the planning and budgeting process are the vision, mission and core values of the district that have been developed over the past several years. These principles serve as the guideposts for directing our efforts in a consistent and constructive process of Continuous Quality Improvement. This vision statement defines the essence of our organization: Pinellas County Schools unites with the community to provide a quality education enabling each student to succeed. In pursuing this vision, the district has undertaken a variety of innovative measures, including business partnerships, instructional technologies, piloting the extended school year, and numerous options for school choice such as fundamental and magnet schools. We continue to encourage creative and positive solutions to all of our educational challenges. Our goals are consistent with the State Education Goals. School improvement plans have been developed in accordance with Florida s System of School Improvement and Accountability, and the budget reflects continuing efforts toward implementing those plans. This process is constrained by the fact that the state has not fully funded mandates addressing these goals. Our focus is on highest achievement for each student. Pinellas students consistently have achieved above the national and state averages on such tests as the Comprehensive Tests of Basic Skills (CTBS) in grades three through eight, now replaced by the FCAT, and the Scholastic Aptitude Test (SAT) for college-bound high school students. We are proud of our students accomplishments and are committed to continuing our efforts to help maximize student achievement. These results have been achieved through a true team effort. In , we revised our planning process and developed a strategic plan. This plan has been continuously revised and been replaced with a new strategic plan for Coordinated with the school improvement process, we have a solid process and plan in place. All district divisions and departments develop improvement plans to support the strategic plan, with systematic alignment using the Baldrige criteria of all our planning and budgeting processes an ongoing goal. Preparing this year s budget was complicated by factors beyond the control of the District: After adjustments for the December 2001 Special Session reductions and the effect of the McKay Scholarships the District received only a modest increase from the Legislature for of $20.3 million, effectively 2.69%, at a time of increased needs. Health insurance alone increased $15.5 million for , with a similar increase projected for next year. Implementation of the Choice plan will require increased resources which can, in i

5 part, be paid for from a Choice reserve, which has been carefully set aside during the last three budget cycles. The District will not know if this reserve is sufficient until spring of The McKay Scholarship program continues to grow as do our charter schools. Both programs withdraw state revenue from the District while affording minimal opportunites to reduce expenditures. Our budget also includes an ambitious capital outlay plan for the construction of new schools and renovation of existing facilities to increase their capacity, provide for a modern educational program, and construct student stations in accordance with the court order granting unitary status. The district reserved its bonding capacity under Classrooms First and CO & DS (state funding sources) until the full extent of the court ordered construction was established and will use its capacity to meet these needs. Our capital program includes the acquisition of school sites to meet our long-range needs before costs and availability become prohibitive. This is critical because Pinellas County is by far the most densely populated in the state and available land is an increasingly scarce commodity. The Budget Process The budget process began soon after the budget was approved by the School Board in September Many persons were involved in identifying needs and requirements of our schools, departments, programs and district, along with ways to fund the budgetary requests required to meet those needs. In November 1996, I presented the proposed budget parameters to the School Board for consideration. The parameters were approved in December 1996 and subsequently included in the fiscal policies. These parameters were reviewed in January 2002 and became the basis for the budget. A Board workshop was held on February 14, 2002 to review available resources and to examine projected costs for budget requests As a direct result of the unadjusted 5.75% per UFTE increase from the state and the effect of redirection and realignment resulting from the December 2001 Special Session, the normal complement of Budget Steering Committee meetings was changed and its mission realigned. Budget Steering reviewed realignment proposals designed to make dollars available for district budget needs while redirecting resources as needed. The Budget Steering Committee met three times to review revenue projections and formulate a recommendation to the Board of Education. As in previous years, our Capital Outlay Committee reviewed the capital needs of the district and recommended capital improvement projects for A final workshop on budget issues was held June 18, 2002 to consider budget recommendations and to review the latest available revenue projections. This workshop was followed by the formal required public hearings on July 30, 2002 and September 17, The original budget received final approval at the conclusion of the September hearing. Throughout the fiscal year, adjustments are made to the budget to respond to changing conditions. These adjustments are included in monthly budget amendments, which are submitted to and approved by the School Board Budget Issues The Legislature increased the statewide base student allocation (BSA) by $ when compared to the December Special Session results, and reduced the district s Florida Retirement System (FRS) contribution by $8,098,000. The District received only 2.69% new money from all sources after adjusting for the December 2001 reductions, including the FRS contribution reduction, to address District needs. ii

6 Many instructional initiatives including the elementary staffing plan and Success for Algebra were scaled back or continued with no enhancements. To meet the District obligations under the stipulations a reserve for the initial cost of operation of the unitary status stipulation was replenished and increased. Available reserves and unspent categorical grant dollars were used to replace the December 2001 Special Session funding shortfall and were not available to fund requests. The School Board has limited control over the millage rate with approximately 70 percent of the rate being mandated by state policy. The actual rate decreased.4% from last year to a total of mills of which is for operations and for Capital Outlay. The decrease in the rate is due to an increase in the property tax roll. The continuation of the process to align the school staffing model to available resources merits additional discussion. The key concept is to provide a standard of service in programs and staff within available resources that supports the primary goal of maximizing student achievement. Staffing Model Alignment The staffing model used for was a continuation of the model adjusted for student population growth and included changes necessary to meet instructional, instructional support, administrative, administrative support, and plant operational needs for school centers. During the past few years, the district used non-recurring reserve sources to balance the budget while supporting the staffing model. Every effort was made to minimize the impact of budget reductions on classrooms by reducing central office staff and programs first. Accordingly, the district was able to reduce the pupilteacher ratio in elementary schools back to the level. Appropriations in direct instruction have been maintained at approximately 64% of the Operating Fund budget since This compares with the district s history of expenditures in direct instruction from 62.2% in to 62.0% in The district maintains a stretch goal, within the operating budget parameters, of at least 63% of resources for direct instruction to help ensure that resources continue to be focused on the classroom to the greatest extent possible. The indirect category includes many costs at the schools and many activities that directly impact students. Among these are psychologists, social workers, media specialists, transportation, and schoolbased administrators, as well as data processing, finance, budget, personnel, and a host of other essential district functions. District-level administrators represent less than 1% of the total number of budgeted positions. Other Funds The district s Capital Outlay Fund, encompassing the major construction and renovation projects as well as purchases of school buses, technology and other equipment, continues to rely on the two mill capital outlay levy and now includes bonding of available state capital outlay funds. The proceeds from these bonds will be used together with other available funds, to construct the facilities contemplated in the stipulation with the Legal Defense Fund. A new Educational Plant Survey to define capital needs was completed in June Actions by the 1997 spring and fall legislative sessions changed many of the criteria for capital construction, which required the district to revise its Educational Plant Survey in The same actions required the district to prepare the District Facilities Work Program, which was first adopted by the School Board on September 8, The District Facilities Work Program was updated as required and approved by the Board on August 20, iii

7 The District participated in State bond issues in February 2000 and July 2001, which pledged recurring state capital outlay funds and will be retired in twenty years. The district also bonded our Classrooms First funds to complete the facilities agreed to in the stipulations on the district s Unitary Status. The Food Service Fund continues on a self-supporting basis, with meal prices remaining the same as last year. The Trust and Agency fund was eliminated to comply with required accounting standards. No significant changes are anticipated in the district s other funds. Conclusion The budget process, as with all of our activities, is subject to continual improvement. As we strive to meet the needs of students in an increasingly complex world, we must make sure all of our resources are used most effectively to their benefit. The budget is an important tool to assist us as we work together to make Pinellas County Schools an outstanding school district. I invite you to become more familiar with our financial plan and our organizational structure. We need your support and involvement as we seek to improve the quality of our daily lives. Positive things are happening each day in Pinellas County Schools due to the dedication and teamwork of parents and concerned citizens who share a common commitment to quality education for our students. On behalf of all the students, teachers and staff of Pinellas County Schools, I thank you for your continued interest and support. iv

8 VISION Pinellas County Schools unites with the community to provide a quality education enabling each student to succeed. MISSION The mission of Pinellas County Schools is to create systems that align all resources to assure that each student achieves at her or his highest level. GUIDING PRINCIPLES The following guiding principles represent the underlying basis for integrating the overall customer and district s operational performance. Constancy of Purpose Commitment to Success for Each Student Celebration of Diversity Community of Lifelong Learners Innovation Through Continuous Improvement Commitment to Stakeholder Satisfaction A Meaningful Workplace Through Team Loyalty Highest Standards of Integrity v

9 DISTRICT COMPREHENSIVE PLAN STRATEGIC DIRECTIONS / GOALS HIGHEST STUDENT ACHIEVEMENT I. Each student will read, write and apply mathematical skills at grade level or above. II. Each student will demonstrate the Pinellas County Schools Graduation Expectations (knowledgeable individual, collaborative team worker, responsible individual, effective communicator, problem solver and self-directed learner) to indicate readiness for post-secondary education and the workplace. SAFE LEARNING ENVIRONMENT III. The district, schools and community will work together to provide a safe learning environment. EFFECTIVE AND EFFICIENT OPERATION Partnerships IV. The district, schools and community will be actively involved to attain highest student achievement. High Performing Work Force V. The district and schools will continuously align and improve employee performance, safety, recognition and job satisfaction. Integrated Management System VI. The district and schools will use the Integrated Management System as the strategic framework for building effective and efficient operations. Accountability Systems VII. The district will provide systems to ensure equality of opportunities for student learning, facilities, student assignment, extra-curricular activities, transportation and administrative staff and faculty. vi

10 OPERATING BUDGET PARAMETERS I. Planned expenditures will be aligned with projected available revenue sources, excluding fund balances and reserves. We must commit to live within our means (applicable revenues) on an annual basis. A. The target for total direct instructional expenditures will be 63% of the resources appropriated/available within the operating budget. Research indicates that Pinellas should be able to maintain its position in the upper ten percent of Florida school districts by focusing on this target for expenditures at the classroom level. B. Ranges of direct costs for each specific program and/or program groups will provide for variations among schools and will be developed utilizing appropriate FEFP program cost data as required. C. Programs funded through grants and fund raising activities will be expected to live within the funds available. Affected programs will be systematically reviewed to determine whether programs no longer funded from their original source are to be continued, modified, or eliminated. This review will utilize the three strategic directions (see IV below) as priorities in making this determination. II. III. IV. To the extent resources are available, the operating fund unobligated contingency should be incrementally increased by approximately 1/2% each year until it reaches a level of 3% of the proposed operating budget. This reserve should be utilized as a rainy day fund to offset potential fluctuations in revenue and unanticipated/extraordinary expenditure needs. The district should create a reserve to fund the initial operational costs of opening new and remodeled schools for unitary status. The reserve should include administrative/support staff, plant operations, transportation, and supplemental land purchase support. The district s core curriculum needs to be preserved and related needs should be prioritized utilizing our three strategic directions: A. Highest Student Achievement B. Safe Learning Environment C. Effective and Efficient Operation V. The School Board will continue its commitment to adequately and fairly compensate its employees. To the extent resources are available, budget plans will be developed on the basis of at least keeping pace with the cost of living with respect to salaries, and remaining competitive within the Tampa Bay area. Every reasonable effort will be made to maintain the present level of benefits. A high performing workforce can only be maintained when the importance of positive employee morale is recognized and reinforced by the system. It remains the annual goal of the board to settle all labor contracts prior to the end of the school year within anticipated available resources. VI. VII. The school board will make every attempt to honor multi-year budget commitments to curriculum and staffing initiatives subject to annual review to ensure alignment of processes with desired results. Given that the State of Florida funds less than sixty percent of the operating budget from state sources, the district will continue to levy the maximum allowable non-voted (required and discretionary) ad valorem taxes consistent with all requirements of the FEFP, and identified district needs. vii

11 VIII. IX. As part of board budget workshops, the board will undertake a systematic rotating review by division. The review cycle will be designed to be completed within a four-year period of time. This review will include present operations and alignment to the district s strategic directions, as well as anticipated future budget requirements. Budget planning must take any form of administrative redirection as imposed by the Florida Legislature into consideration. Expenditures must continually be monitored and aligned to prevent a penalty for not meeting redirection guidelines. viii

12 LINKAGES SYSTEM Linkages is a planning format fashioned after the Malcolm Baldrige Award categories used in the Superintendent s Assessment. Planning, training and conversation throughout the district use the Linkages system to insure an integrated approach to doing business. This common planning model is used consistently for all planning needs related to: Florida s System of School Improvement and Accountability District Comprehensive Plan Superintendent s Quality Challenge School Improvement Plans Division and Department Improvement Plans Systems Diagram of The Linkages System Leadership Strategic Level Customer Focus-Aim Goals and Measures Results Human Resources Processes Operational Level Information Systems ix

13 PINELLAS COUNTY SCHOOL BOARD BUDGET SUMMARY

14 PINELLAS COUNTY SCHOOL BOARD BUDGET SUMMARY 2002/03 Proposed Budget -- ALL FUNDS Revenue Sources, Transfers, and Beginning Fund Balances 2002/03 Percent of Revenue Budget Total Revenue Federal (and Federal through State) $87,347, % State 403,460, % Local 417,094, % Subtotal, Revenue $907,902, % Transfers & Balances 311,340,115 GRAND TOTAL $1,219,242,154 Appropriations, Transfers and Ending Fund Balances 2001/ /03 Increase/ Increase/ Name of Fund Budget Budget (Decrease) (Decrease) (a) (b) ($) (%) General Operating $739,483,074 $740,433,616 $950, % Debt Service 5,975,606 5,952,466 ($23,140) -0.4% Capital Outlay 409,396, ,045,975 ($57,350,917) -14.0% Contracted Programs (c) 69,892,019 68,711,643 ($1,180,376) -1.7% School Food Service (d) 40,886,905 43,282,325 $2,395, % Internal Service 9,873,016 8,816,129 ($1,056,887) -10.7% GRAND TOTAL $1,275,507,512 $1,219,242,154 ($56,265,358) -4.4% 1

15 School Board of Pinellas County Explanation of Rolled-Back Millage Rate In an effort to eliminate automatic revenue growth due to increasing property values, the Florida Legislature enacted statutes known as Truth-in-Millage (TRIM). TRIM requires a calculation of the change in millage rates from one year to the next called the Rolled-Back Rate. The rolled-back rate is the millage that would be necessary to generate the same amount of dollars as the previous fiscal year, after adjusting for new construction. The proposed millage rate is compared to the rolled-back rate and translated into a percentage of increase that must be used in the published advertisements of the proposed School Board budget. Since the county-wide property value generally increases from year to year due to increased assessments, the rolled-back rate will normally be less than the proposed millage levy. It is also important to note that maintaining revenue at the same level as the previous year does not provide for funding new student growth or basic inflationary cost increases. The TRIM statutes also dictate the form and placement of the budget advertisements, as well as the order of business during the budget hearings. 2

16 PINELLAS COUNTY SCHOOLS Proposed 2002/2003 Millage Rates PROPERTY TAX ROLL (in $ Billions) 2001/ /2003 Change Gross Taxable Property Value $42.50 $ % Adjusted Taxable Value $42.41 $ % (excluding new construction, etc.) (vs Final Gross Taxable Value) MILLAGE RATE COMPARISONS: Proposed Rates vs. 2001/ /2003 Percent Actual Millage Rates Actual Proposed Change Required Local Effort % Discretionary Local Effort % Supplemental Discretionary % Operating Subtotal % Capital Outlay % Total Millage % Proposed 2002/03 Rates vs. Rolled-Back 2002/2003 Percent Rolled-Back Millage Rates Rate Proposed Change Required Local Effort % Discretionary Local Effort % Supplemental Millage % Capital Outlay Millage % Total Millage % 3

17 PINELLAS COUNTY SCHOOLS PROPERTY TAX REVENUE COMPARISON TAX BASE BUDGET BUDGET INCREASE/(DECREASE), FY03 vs FY Amount Percent Gross Taxable Value $42,497,455,980 $45,654,902,215 $3,157,446, % Value of 1 mill (@ 95%) $40,372,583 $43,372,157 $2,999, % MILLAGE RATES AND REVENUE Rate Revenue Rate Revenue Rate Revenue Revenue % Operating Required Local Effort $235,735, $251,905, $16,169, % Discretionary ,590, ,119, $1,529, % Additional Discretionary ,571, ,681, $110, % Total Operating $261,896, $279,707, $17,810, % Capital $80,745, $86,744, $5,999, % TOTAL $342,642, $366,451, $23,809, % NOTE: figures are original Approved Budget, prior to actions of Property Appraisal Review Board. Adjustments approved by the review board decreased the final taxable value for to $ 42,412,684,581

18 SUMMARY OF PROPERTY TAX RATES 1970/71 to 2002/03 SUMMARY OF PROPERTY TAXES A. The value placed on real property for tax purposes is known as "assessed valuation". The total taxable assessed valuation in Pinellas County, as certified by the Pinellas County Property Appraiser as of June 17, 2002, was $ 45,654,902,215. B. Millage -- One mill is equal to one tenth of one cent. (1) The value of a mill is based on the total taxable assessed valuation of property in Pinellas County. (2) When taxes are levied, one mill is to be paid for each $1.00 of taxable assessed valuation. This is more commonly known as $1.00 for each $1, of taxable assessed valuation. (3) The total value of one mill in Pinellas County, as of June 17, 2002, was $ 45,654,902. (4) The School Board must budget at least 95% of the value of each mill levied for schools. Thus, the value of one mill for School Board budgeting purposes is: 95% x $ 45,654,902 = $ 43,372,157. C. The following chart provides historical information on School Property Taxes levied in Pinellas County by year since 1970/71. Pinellas County School Property Taxes by Year /71 to 2001/ /75 through Millage 1970/ / / /74 Millage 1978/ / / / / / / / /87 Operating Operating (County) Required Local Effort Operating (District) Discretionary Local Debt Service (County) Operating Subtotal Capital Improvemt (Dist) 4.00 Capital Improvement Total Millage Total Millage Proposed Millage 1987/ / / / / / / / / / / / / / / /03 Operating Required Local Effort Discretionary Local Supplemental Discretionary Operating Subtotal Capital Improvement Total Millage

19 STAFFING - OPERATING FUND AUTHORIZED POSITIONS BY SALARY SCHEDULE TOTAL % OF FUNCTION ADMIN INSTRUCT SUPPORT POSITIONS TOTAL DIRECT INSTRUCTION 5100 BASIC(FEFP K-12) 5, , % 5200 EXCEPTIONAL 1, , , % 5300 VOCATIONAL-TECHNICAL % 5400 ADULT GENERAL % 5500 OTHER INSTRUCTION % TOTAL DIRECT INSTRUCTION , , , % INSTRUCTIONAL SUPPORT 6110 ATTENDANCE AND SOCIAL WORK % 6120 GUIDANCE SERVICES % 6130 HEALTH SERVICES % 6140 PSYCHOLOGICAL SERVICES % 6190 OTHER PUPIL PERSONNEL SVC % 6200 INSTRUCTIONAL MEDIA SERVICES % 6300 INST. AND CURR. DEVELOP SVC % 6400 INST. STAFF TRAINING SERVICES % INSTRUCTIONAL SUPPORT , , % GENERAL SUPPORT 7100 BOARD % 7200 GENERAL ADMIN.(SUPT.) % 7300 SCHOOL ADMIN.(PRINCIPAL) , % 7400 FACILITIES ACQ. & CONST % 7500 FISCAL SERVICES % 7710 PLAN., RES., DEVEP. & EVAL % 7720 INFORMATION SERVICES % 7730 STAFF SERVICES % 7750 DATA PROCESSING SERVICES % 7760 INTERNAL SERVICES % 7800 PUPIL TRANSP. SERVICES % 7900 OPERATION OF PLANT % TOTAL GENERAL SUPPORT , , % MAINTENANCE OF PLANT 8100 MAINTENANCE OF PLANT % TOTAL MAINTENANCE OF PLANT % COMMUNITY SERVICES 9100 COMMUNITY SERVICES % TOTAL COMMUNITY SERVICES % TOTAL POSITIONS , , , % 6

20 PINELLAS COUNTY SCHOOL BOARD How To Read The Budget The terminology and coding in this document are based on the guidelines and requirements of the Florida Department of Education's Financial and Program Cost Accounting and Reporting for Florida Schools ("Redbook"). The Redbook requires that the District budget and monitor its activities by a Fund accounting system; and within each fund, maintain accounts by Function, Cost Center, and Object. The following definitions outline the basics of the fund accounting system; please see the Appendix of this document for explanations of other terms. Fund A fiscal and accounting entity with a self-balancing set of accounts recording cash and other resources together with liabilities, equities, and balances, which are segregated for the purpose of carrying on specific activities or attaining certain objectives. The School District's budget is divided into the following funds, based on formats prescribed by the Florida Department of Education. Operating Fund Represents the budget for day-to-day operation of the School District. Also known as the General Fund. Capital Outlay Fund Concerns the purchase of school sites, construction of buildings, remodeling and renovation of existing facilities, and the equipment, library books and audiovisual materials needed to equip these capital projects. Also includes certain types of maintenance projects, school buses, equipment and, under specific conditions, instructional materials needed by the District. Debt Service Fund Concerns the payment of long-term debts incurred in prior years by the School District. Contracted Programs Fund (A Special Revenue Fund) Concerns funds provided to the School District to accomplish particular projects. The source of such funds is usually the Federal Government. These funds may come either directly to the School District or through a State Agency. This budget is typically at its lowest point at the beginning of the fiscal year, since the District is permitted to budget grant balances only and cannot budget anticipated new contracts or projects until they are actually awarded. School Food Service Fund (A Special Revenue Fund) Concerns the revenues and expenditures related to the operation of the District's School Food Services Program. Internal Services Fund Internal Service. These funds are used to account for the financing of goods or services provided by one department to other departments on a cost reimbursement basis. Self-insurance funds are included in this Fund. Trust & Agency Fund With the implementation of GASB 34 the Trust and Agency fund has been eliminated. The Trust portion is now part of the operating fund. The Agency portion is reflected as an Agency fund. This fund accounts for money and property received from non-enterprise fund sources held by a governmental unit in the capacity of trustee, custodian, or agent for other governmental entities, individuals, and non-public organizations. 7

21 PINELLAS COUNTY SCHOOL BOARD Function The action or purpose for which a person or thing is used or exists. Function includes the activities or actions, which are performed to accomplish the objectives of the enterprise. The activities of the school system are classified into five broad areas: Direct Instruction, Instructional Support, General Support, Maintenance, and Community Service/Debt Service/Transfers. The following lists the functions and their codes used in the Pinellas County School District Direct Instruction 5100 Basic or Regular (K - 12) Instructional Programs 5200 Exceptional Student Education Programs 5300 Vocational-Technical Education Programs 5400 Adult General Education Programs 5500 Other Direct Instruction Programs (such as Pre-Kindergarten) 6000 Instructional Support Services 6100 Pupil Personnel Services, including: 6110 Attendance and Social Work 6120 Guidance Services 6130 Health Services 6140 Psychological Services 6190 Other Pupil Personnel Services 6200 Instructional Media Services 6300 Instruction and Curriculum Development Services 6400 Instructional Staff Training Services 7000 General Support Services 7100 School Board 7200 General Administration (including Superintendent) 7300 School Administration (including Principals) 7400 Facilities Acquisition & Construction 7500 Fiscal Services 7600 School Food Services 7700 Central Services, including: 7710 Planning, Research, Development, and Evaluation Services 7720 Information Services 7730 Staff Services 7740 Statistical Services 7750 Data Processing Services 7760 Internal Services 7790 Other Central Services 7800 Pupil Transportation Services 7900 Operation of Plant 8000 Maintenance 8100 Maintenance of Plant 9000 Community Services, Debt Service, & Transfers 9100 Community Services 9200 Debt Service 9700 Transfer of Funds 8

22 PINELLAS COUNTY SCHOOL BOARD Cost Center A school, department or location to which fiscal responsibility is assigned. Cost centers are assigned a four-digit number in the district s accounting system. Generally, school cost centers end in 1 ; departmental cost centers end in 0. Cost center accounts may include various functions and objects, depending on the mission of the unit. Object The service or commodity obtained as the result of a specific expenditure. The following list of objects provides the major object codes used in the Pinellas County Schools; however, it is not a complete listing of all object codes used Salaries 0200 Employee Benefits 0300 Purchased Services 0400 Energy Services 0500 Materials and Supplies 0600 Capital Outlay 0700 Other Expenses 0900 Transfers 9

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24 PINELLAS COUNTY SCHOOL BOARD OPERATING FUND BUDGET

25 PINELLAS COUNTY SCHOOL BOARD OPERATING (GENERAL) FUND The Operating Fund, also known as the General Fund, is the primary budget for the day-to-day operations of the School District. The main revenue source for the Operating Fund is the Florida Education Finance Program (FEFP). This system of financing the operation of Florida public schools bases funding allocations on the number of students (FTE), rather than on the number of teachers or school facilities. The FEFP includes both state and local revenue. The major source of state FEFP revenue is sales taxes. The main source of local FEFP revenue is property taxes. The FEFP defines a number of instructional programs that are used to account for and distribute funds. The Base Student Allocation revenue amount set by the Legislature is multiplied times a District Cost Differential to determine the value of one FTE for each district. Weighted FTE for each program is multiplied times this value to arrive at the FEFP revenue. Other major revenue sources for the Operating Fund include state categoricals, which are restricted in their use to certain types (categories) of expenditure. Examples of state categoricals are Instructional Technology, Transportation, and Instructional Materials funds. Adult programs are funded by the Workforce Development allocation as part of a move toward performance based program budgeting. OPERATING REVENUE COMPARISON Original Budget Budget Grades K through 12: Unweighted FTE 111,811 _ 113,467 _ Weighted FTE 122, ,304 Base Student Allocation $ 3,413 $3,537 Value of One FTE to Pinellas $ 3,490 $3,600 FEFP K-12 Revenue $ 507,919,179* 526,612,729* Adult Education: State Adult Ed Revenue $ 27,556,330. $ 25,773,014*. *Includes Base FEFP Revenue, Safe Schools Allocation, the ESE Guarantee, and the Supplemental Academic Instruction allocation. The most significant expenditures in the Operating Fund are for the Direct Instruction function, which includes teacher salaries and classroom materials. The Instructional Support function, including guidance, instructional media, attendance and other services, is another major expenditure group. The appropriations presented in this document summarize the budget by function and major object of expenditure. OPERATING BUDGET IN BRIEF Amended Budget Budget Direct Instruction 412,362, ,781,058 Instructional Support 57,019,745 59,137,825 Maintain & Operate Facilities 102,857, ,923,898 School Administration 47,581,442 47,509,842 All Other Functions 43,203,596 32,146,999 Obligated Fund Balance 19,830,579 5,348,886 Committed Fund Balance 43,265,193 32,250,000 Fund Balance Contingency 15,141,449 9,335,108 TOTAL $ 739,483,074 $ 740,433,616 11

26 OPERATING (GENERAL) FUND SUMMARY OF RESOURCES AND REQUIREMENTS ( $ 000'S Omitted ) RESOURCES Actual ** Budget * Actual ** Budget Beginning Fund Balance $73,495 $87,384 $87,384 $82,721 Revenue Federal $2,966 $1,032 $3,345 $985 State Florida Education Finance 292, , , ,607 Program {FEFP} Workforce Development 26,383 27,556 25,589 25,773 Discretionary Lottery 9,161 13,277 10,899 8,401 Categoricals / Other State 48, ,836 47, ,917 Local Property Tax 242, , , ,707 Fees-Require Local Effort Interest Earnings 9,538 5,800 5,006 5,800 Other Local 15,521 9,916 15,246 9,955 Subtotal - Revenue $648,497 $642,280 $627,990 $648,645 Transfers / Other Transfers from General (WFD) $5,438 $12,077 Transfers from Capital Outlay Funds 12,163 10,436 9,249 $9,068 Transfers from Other Funds 17 2,500 2,500 Other Sources 53 Adjustments to Fund Balance {GASB 31} Subtotal - Transfers / Other $17,671 $12,936 $23,826 $9,068 Other Financing Sources 226 TOTAL RESOURCES $739,663 $742,600 $739,426 $740,434 REQUIREMENTS Appropriations Personal Services 440, , , ,120 Employee Benefits 107, , , ,673 Purchased Services 30,738 34,242 29,121 34,873 Energy 18,618 19,040 18,185 18,864 Materials and Supplies 28,033 30,134 18,159 33,084 Capital Outlay 13,963 12,739 9,250 11,254 Other 8,548 12,469 7,875 11,632 Transfers 5,438 12,077 Subtotal - Appropriations $653,901 $686,617 $656,771 $693,500 Unappropriated Fund Balance Ending Fund Balance Obligated Restricted Carryforwards Appropriated Appropriated Appropriated Encumbrances Appropriated Appropriated Appropriated Inventory 3,936 3,775 3,775 3,900 Insurance Reserve 2,400 2,400 2,400 Blair Estate 1, Central Printing Fund Balance 1,168 1,168 1,300 Total Obligated $7,504 $7,343 $7,343 $5,349 12

27 OPERATING (GENERAL) FUND SUMMARY OF RESOURCES AND REQUIREMENTS ( $ 000'S Omitted ) REQUIREMENTS Actual ** Budget * Actual ** Budget Committed Unitary Status 17,500 17,500 17,500 21,000 Workforce Development 3,600 FEFP Adjustment Reserve 5,000 4,500 4,500 3,500 Reserve For Performance 3,700 3,700 3,700 1,800 Drop Reserve 7,500 3,750 3,750 Pay Reclassifications Reserve 1,100 Pay Plan (SAS) Reserve 6,500 4,600 4,600 Medicaid FTE Audit Reserve Reserve For Outside Auditors Legal Settlement Reserve Total Committed $42,924 $37,724 $36,624 $32,250 Unobligated Contingency ( 1 1/4 %) 10,500 10,500 8,900 8,700 Unobligated Lapse 24, , Total Unobligated $35,334 $10,916 $38,688 $9,335 Total Ending Fund Balance $85,762 $55,983 $82,655 $46,934 TOTAL - REQUIREMENTS $739,663 $742,600 $739,426 $740,434 * 2002 Original Budget as approved September 11, ** Actual 2001 and Actual 2002 object category lines are expenditures Budget 2002 and Budget 2003 are appropriations. 13

28 PINELLAS COUNTY SCHOOLS 2002/03 OPERATING FUND RESOURCES $ Million Property Tax 39% Other Local 2% Fund Balance 11% Transfers 1% Other State 10% State FEFP 37% The primary sources of revenue for the Operating Fund are provided through the Florida Education Finance Program (FEFP). The FEFP was instituted by the Florida Legislature in 1973 to fund public schools education based on the number of students participating in a particular educational program rather than upon the number of teachers or classrooms. In 1997/98, the funding for adult education programs was removed from the FEFP and allocated through a new formula called Workforce Development. The State provides approximately two-fifths of the 2002/03 Pinellas District resources from the State s general revenue (mainly sales tax) and about 10% from other sources including Lottery funds. In order to receive the State FEFP funds, the District must levy property taxes at a required level; in 2002/03 this is mills. The District may also levy a discretionary property tax for operations. The regular discretionary property tax has been capped at mills since fiscal year In 1995, the legislature enacted authority for an additional levy; the 2002/03 supplemental authorization is mills. (The District also levies 2 mills in property taxes for capital improvements, not shown on this chart.) Other resources for the Operating Fund include adult vocational course fees, interest earnings, transfers from other funds such as capital outlay, and uncommitted funds in the Operating Fund balance. Less than 1% of the resources in this fund are received from the Federal government. 14

29 2002/03 OPERATING FUND BUDGET - REVENUE DESCRIPTION 2002/03 BUDGET FEDERAL SOURCES FLORIDA EDUCATION FINANCE PROGRAM (FEFP): Grades K - 12 Federal Impact Funds $20,000 Estimated Weighted FTE for , Other Federal, including Federal-Through-State 965,000 Times: Base Student Allocation (BSA) $3, TOTAL FEDERAL $985,000 $439,675,790 Times: District Cost Differential STATE SOURCES BASE FEFP $447,502,019 Base State FEFP $195,596,531 a Less: Required Local Effort Property Taxes (251,905,488) e Reconciliation to Property Appraiser's Certified Value 10,216 (5.808 Mills) Supplemental Academic Instruction 24,178,285 b ESE Guaranteed Allocation 51,108,769 c BASE STATE FEFP $195,596,531 a Safe Schools 3,823,656 d Workforce Development (Adult Education) 25,773,014 Plus: Supplemental Academic Instruction Allocation 24,178,285 b Discretionary Enhancement (Lottery) 8,401,445 Plus: ESE Guaranteed Allocation 51,108,769 c Adults with Disabilities 741,823 Plus: Safe Schools Allocation 3,823,656 d C.O. & D.S. 67,581 NET STATE FEFP 274,707,241 Florida Teacher Lead Program 711,135 Instructional Materials 9,676,144 TOTAL STATE ALLOCATION $274,707,241 Transportation 16,603,924 as shown in TRIM advertisement Educational Technology 2,804,097 Teacher Recruitment and Retention 0 Pre-K Intervention 0 LOCAL REVENUE: OPERATING PROPERTY TAXES Teacher Training 1,617,357 Other State Funds 10,583,657 Gross Taxable Value for Pinellas County, as certified by Pinellas Appraiser and verified by F.D.O.R.: $45,654,902,215 TOTAL STATE $351,697,634 LOCAL SOURCES The School Board is allowed to budget 95% District School Taxes $279,707,041 f of the taxable assessed value. One Mill's value is: Vocational & Other Course Fees 1,857,280 $45,654,902,215 x 95% = $43,372,157 Interest Income 5,800,000 Other Local Sources 8,597, /03 Operating Levy = 43,372,157 x Mills = TOTAL LOCAL $295,961,935 Required Local Effort $251,905,488 e Discretionary ,119,800 TRANSFERS 9,068,000 Supplemental Discretionary ,681,753 TOTAL DISTRICT SCHOOL TAXES $279,707,041 f TOTAL REVENUE AND TRANSFERS $657,712,569 BEGINNING FUND BALANCE Obligated Fund Balance $26,095,852 SUMMARY OF REVENUE AND BALANCES Committed Fund Balance 47,425,195 STATE SOURCES 47.5% $351,697,634 Unobligated Fund Balance 9,200,000 LOCAL SOURCES 40.0% 295,961,935 TRANSFERS AND BALANCES 12.4% 91,789,047 TOTAL BEGINNING FUND BALANCE $82,721,047 FEDERAL SOURCES 0.1% 985,000 TOTAL REVENUE & BEGINNING FUND BALANCE $740,433,616 TOTAL REVENUE & BEGINNING FUND BALANCE 100.0% $740,433,616

30 PINELLAS COUNTY SCHOOLS ESTIMATED K-12 FEFP REVENUE FOR FISCAL YEAR As of July 30, 2002 Unweighted Cost Weighted FEFP CATEGORY FTE Factors FTE Revenue * BASIC PROGRAMS 101 BASIC K-3 26, , $ 95,119, BASIC , , ,818, BASIC , , ,461, BASIC K-3 WITH ESE 6, , $ 23,187, BASIC 4-8 WITH ESE 12, , ,419, BASIC 9-12 WITH ESE 5, , ,489,406 Subtotal 105, , $ 394,495,444 AT-RISK PROGRAMS 130 INTENSIVE ENGLISH/ESOL K-12 2, , $ 11,806,899 Subtotal 2, , $ 11,806,899 EXCEPTIONAL PROGRAMS 254 SUPPORT LEVEL IV 1, , ,602, SUPPORT LEVEL V , ,550,697 Subtotal 1, , $ 23,152,738 VOCATIONAL VOCATIONAL , , $ 15,057,655 Subtotal 3, , $ 15,057,655 ADVANCED PLACEMENT/IB ADJUSTMENT $ 2,989,283 TOTAL - K , , $ 447,502,019 ESE Guaranteed Allocation 51,108,769 Supplemental Academic Instruction 24,178,285 Safe Schools Allocation 3,823,656 Gross State and Local FEFP 526,612,729 * FEFP Revenue is computed by multiplying weighted FTE times Base Student Allocation (BSA), times District Cost Differential (DCD). For fiscal year , the proposed BSA is $ 3,537.11; the DCD is This means that each weighted FTE generates $ 3, in FEFP revenue for Pinellas. 16

31 PINELLAS COUNTY SCHOOLS ESTIMATED K-12 FEFP REVENUE FOR FISCAL YEAR As of July 30, 2002 Unweighted Cost Weighted FEFP CATEGORY FTE Factors FTE Revenue * BASIC PROGRAMS 101 BASIC K-3 26, , $ 95,119, BASIC , , ,818, BASIC , , ,461, BASIC K-3 WITH ESE 6, , $ 23,187, BASIC 4-8 WITH ESE 12, , ,419, BASIC 9-12 WITH ESE 5, , ,489,406 Subtotal 105, , $ 394,495,444 AT-RISK PROGRAMS 130 INTENSIVE ENGLISH/ESOL K-12 2, , $ 11,806,899 Subtotal 2, , $ 11,806,899 EXCEPTIONAL PROGRAMS 254 SUPPORT LEVEL IV 1, , ,602, SUPPORT LEVEL V , ,550,697 Subtotal 1, , $ 23,152,738 VOCATIONAL VOCATIONAL , , $ 15,057,655 Subtotal 3, , $ 15,057,655 ADVANCED PLACEMENT/IB ADJUSTMENT $ 2,989,283 TOTAL - K , , $ 447,502,019 ESE Guaranteed Allocation 51,108,769 Supplemental Academic Instruction 24,178,285 Safe Schools Allocation 3,823,656 Gross State and Local FEFP 526,612,729 * FEFP Revenue is computed by multiplying weighted FTE times Base Student Allocation (BSA), times District Cost Differential (DCD). For fiscal year , the proposed BSA is $ 3,537.11; the DCD is This means that each weighted FTE generates $ 3, in FEFP revenue for Pinellas. 16

32 FUNC- OBJECT DESCRIPTION AMENDED RECOMMENDED INCREASE/ TION BUDGET BUDGET (DECREASE) OPERATING (GENERAL) FUND - ANTICIPATED REVENUE. FEDERAL DIRECT FEDERAL IMPACT FUNDS $21,595 $20,000 ($1,595) R O T C 185, ,000 (20,159) MISC FEDERAL DIRECT 5,026 5,026 TOTAL FEDERAL DIRECT $211,780 $185,000 ($26,780) FEDERAL THRU STATE MEDICAID 3,133, ,000 (2,333,710) TOTAL FEDERAL THRU STATE $3,133,710 $800,000 ($2,333,710) STATE SOURCES FLA EDUC FINANCE PROGRAM 175,687, ,606,747 19,918, SAFE SCHOOLS 3,872,611 3,823,656 (48,955) SUPPLEMENT ACADEMIC INSTRUC 24,178,285 24,178, ESE GUARANTEED ALLOCATION 51,051,880 51,108,769 56, WORKFORCE DEVELOPMENT 25,589,227 25,773, , ADULT HANDICAPPED 440, , , CO & DS WITHHELD FOR ADMIN 67,581 67, FLORIDA TEACHERS LEAD PRGM 705, ,135 5, INSTRUCTIONAL MATERIALS 9,339,874 9,676, , STATE LICENSE TAX 714, ,000 85, DISCRETIONARY LOTTERY FUND 10,898,593 8,401,445 (2,497,148) TRANSPORTATION 16,631,133 16,603,924 (27,209) SCHOOL RECOGNITION 3,862,460 5,977,574 2,115, TEACHER RECRUITMENT 6,969,778 (6,969,778) PRE-SCHOOL PROJECTS 1,196,032 (1,196,032) EDUCATIONAL TECHNOLOGIES 2,854,759 2,804,097 (50,662) TEACHER TRAINING 1,652,107 1,617,357 (34,750) MISC. STATE REVENUE 2,609,832 3,806,083 1,196, CHARTER SCHOOL CAP OUTLAY FUNDING 106,886 (106,886) TOTAL STATE SOURCES $338,429,521 $351,697,634 $13,268,113 LOCAL SOURCES DISTRICT SCHOOL TAXES 265,582, ,707,041 14,124, TAX REDEMPTIONS 380, , , TUITION AND MATRICULATION 11,136 (11,136) RENTAL INCOME 974, ,000 (274,319) 343X 000 INTEREST INCOME 3,533,526 5,800,000 2,266, GIFTS, GRANTS, AND BEQUESTS 53,186 (53,186) 346X 000 STUDENT FEES 2,862,583 1,857,280 (1,005,303) CHARGES FOR SERVICES 1,585,132 1,459,160 (125,972) 349X 000 MISCELLANEOUS LOCAL SOURCES 11,288,227 5,938,454 (5,349,773) TOTAL LOCAL SOURCES $286,271,553 $295,961,935 $9,690,382 TOTAL ESTIMATED REVENUE $628,046,564 $648,644,569 20,598,005 OTHER FINANCING SOURCES 17

33 FUNC- OBJECT DESCRIPTION AMENDED RECOMMENDED INCREASE/ TION BUDGET BUDGET (DECREASE) OPERATING (GENERAL) FUND - ANTICIPATED REVENUE TRANSFERS TRANS. FROM WORKFORCE DEV 12,076,961 9,068,000 (3,008,961) TRANS. FROM CAPITAL PROJECTS 9,249,000 (9,249,000) TRANS FROM INTERNAL SERVICE FD 2,500,000 (2,500,000) TOTAL TRANSFERS $23,825,961 $9,068,000 ($14,757,961) OTHER LOSS RECOVERIES 226,232 0 (226,232) TOTAL OTHER $226,232 $0 ($226,232) TOTAL OTHER FINANCING SOURCES 24,052,193 9,068,000 (14,984,193) TOTAL ESTIMATED RESOURCES $652,098,757 $657,712,569 $5,613,812 OPERATING (GENERAL) FUND - ANTICIPATED REVENUE FUND BALANCE BUDGET FUND BALANCES-BEGIN ENCUMBERED 29,437,903 26,095,852 (3,342,051) COMMITTED 47,007,996 47,425, ,199 UNOBLIGATED 10,938,418 9,200,000 (1,738,418) TOTAL BEGINNING FUND BALANCE $87,384,317 $82,721,047 ($4,663,270) TOTAL ANTICIPATED REVENUE $739,483,074 $740,433,616 $950,542 AND FUND BALANCE 18