State Budget Message

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2 State Budget Message Governor Brown Advises caution and to be prepared for the next recession. LCFF (Local Control Funding Formula) is projected to be at 95.7% of target or full funding. At full funding/target the supercharged funding increases are over and all educational agencies (LEAs) just get a cost-ofliving adjustment (COLA). The emphasis for the year should be on stabilizing expenditures, maintaining adequate reserves, and planning to sustain current programs. Source: SSC Fiscal Report May 20,

3 What is Budget Development? Districts are required to develop a budget using the stateadopted Criteria and Standards, to ensure expenditures are included necessary to implement the LCAP and in accordance to Ed Code. This report updates budget year and establishes the budget year. Budget Development reporting period for the year is January 31st though May 25, 2016 and the budget is based on the Governors May budget commitment. The budget document and LCAP must be submitted to Merced County Office of Education by June 30,

4 Budget Funding Assumptions Funding Assumptions 2016/ / /19 Annual COLA 0.00% 1.11% 2.42% Gap Funding Rate (SSC Dartboard) 54.84% 19.30% 34.25% Gap Funding Dollars $ 1,275,597 $ 181,118 $ 689,488 Projected Enrollment* 2,571 2,568 2,573 Unduplicated Pupils* 2,315 2,311 2,316 Unduplicated Percentage 90.04% 89.99% 90.01% Funded ADA* 2, , , Change in ADA over Prior Yr. (44.21) (14.27) 2.11 ADA Growth Funding $ (432,904.32) $ (141,608.87) $ 21, Other State Funding (COLA) 0.00% 1.11% 2.42% Federal Funding 0.00% 0.00% 0.00% Pre-School 0.00% 0.00% 0.00% Other Local (COLA) 0.00% 1.11% 2.42% *Includes district referred Special Ed students to MCOE 4

5 Budget Assumptions Declining Enrollment Grade CALPADS CALPADS Projected % 10 yr avg growth Projected Projected TK K Total 2,602 2,558 2,543 2,540 2,545 Change over PY (44) (15) (3) 5 Balance MCOE Sp Ed Enrollment Total Enrollment 2,636 2,586 2,571 2,568 2,573 P-2 Actual P-2 Actual Enrollment based on grade level shift and Estimated Estimated Estimated Est. 96% 2,506 2,462 2, , , ADA Change over PY (44.21) (14.27) (2.82) 4.93 Est. MCOE Attendance Total Est. ADA 2, , , , , Est. Funded ADA 2, , , , , ADA Change over PY (44.21) (14.27) 2.11 Enrollment projections based on grade level shift and 0.44% 10 yr. avg. growth funded on higher of prior year or current year ADA except for MCOE ADA Estimated loss of base funding is $329,007 due to declining enrollment 5

6 Attendance and Enrollment District only Enrollment Projections Average Daily Attendance (ADA) 2,620 2,600 2,580 2,560 2,540 2,520 2,500 2,480 2,460 2,440 2,502 2,515 2,537 2,578 2,562 2,602 2, Est 2,543 2, Est 2, Est 2,520 2,500 2,480 2,460 2,440 2,420 2,400 2,380 2,360 2,340 2,396 2,426 2,462 2,484 2,481 2,506 2, Est. 2,448 2, Est 2, Est Enrollment to ADA Trend 2,650 2,600 2,550 2,500 2,450 2,400 2, Est Est Est Enrollment ADA 6

7 Budget Expenditures Assumptions Expenditure Assumptions 2016/ / /19 Salary/Benefits Increase 0% 0% 0% Certificated/Mgt. Step & Col.* $ 278,420 $ 288,720 $ 326,595 Classified/Mgt. Step* $ 76,924 $ 75,652 $ 51,195 Certificated/Mgt. FTE Classified/Mgt. FTE Certificated Health Cap $ 16,023 $ 16,023 $ 16,023 Classified/Mangt. HW Cap $ 14,185 $ 14,185 $ 14,185 ACA Insurance $ 176,574 Fixed cost rolled Fixed cost rolled Retiree Health Contribution $ 507,670 $ 507,670 $ 507,670 STRS Employer Rates 12.58% 14.43% 16.28% PERS Employer Rates 13.89% 15.50% 17.10% Consumer Price Index 2.15% 2.26% 2.49% Routine Restricted Maint. 3% 3% 3% *Calculation includes Statutory Benefits 7

8 Budget Assumptions Narrative District projects the declining enrollment financial impact in and Although our district is not projecting deficit spending, purchasing power is lost due to loss revenue for declining enrollment. Purchasing power is attributed to the district s ability to financially sustain projected student services and employee benefits. Utilization of Supplemental/Concentration dollars to continue services that meet the LCAP goals was a strategy the district used to offset the loss of base funding in No cuts were made to address the loss of funding in While LCFF gap funding is substantial, funding dependent on COLA will not receive an increase in For example, pre-school, special education, and food service. 8

9 As fixed costs in these COLA dependent programs increase, these programs will have trouble keeping financial sustainability and may in the future need to have the general fund make a contribution or substantial increases to existing contributions. FTE for Certificated and Certificated Management increases by 4 in This accounts for the two elementary music teaching positions that were not filled in , an additional 5 th grade teaching position, and an EL Coordinator. STRS and PERS year over year increases are equal to a 1.6%-2% increase in pension contribution. The estimated increase is $288,358 and $293,541 in in on-going costs. ACA cost are calculated by assuming every employee eligible for this benefit elects to be covered during open enrollment. This ensures we have set enough aside in the budget to cover the insurance requirement. The district continues to make the contribution equal to 3% of the total general fund expenditures in accordance to Ed Code (b)(1) and (2) to 9 the Routine Repair and Maintenance account.

10 Budget A B (A+B) UNRESTRICTED RESTRICTED COMBINED REVENUE LCFF Sources 1 $ 23,088,192 $ - $ 23,088,192 Federal Revenue 2-1,892,144 1,892,144 Other State Revenue 3 1,754,122 1,830,835 3,584,957 Other Local Revenue 4 127,107 34, ,293 TOTAL INCOME 5 $ 24,969,421 $ 3,757,165 $ 28,726,586 EXPENDITURES Certificated Salaries 6 $ 10,221,183 $ 1,667,491 $ 11,888,674 Classified Salaries 7 2,733, ,832 3,488,046 Employee Benefits 8 5,087,083 1,355,362 6,442,445 Books and Supplies 9 1,747, ,881 2,314,328 Service, Operations Expenses 10 1,758, ,780 2,497,400 Capital Outlay 11 81, , ,695 Other Outgo , , ,410 Transfers of Indirect/Direct Support Costs 13 (445,129) 241,141 (203,988) TOTAL EXPENSES 14 $ 21,398,355 $ 5,646,653 $ 27,045,009 OTHER FINANCING SOURCES/USES Transfers In 15 $ - $ - $ - Transfers Out 16 $ 1,044,460 $ - $ 1,044,460 Sources 17 - Contributions 18 - Special Education (1,084,740) 1,084,740 Routine Maintenance (752,760) 752,760 Misc. Grant (150) 150 TOTAL REVENUE OVER EXPENDITURES 19 $ (2,882,111) $ 1,837,650 $ 1,044,460 Net Increase/(Decrease) In Fund 20 $ 688,955 $ (51,839) $ 637,117 Beginning Balance 21 $ 6,896,946 $ 269,543 $ 7,166,489 Ending Fund Balance 22 $ 7,585,901 $ 217,704 $ 7,803,605 10

11 Line 20, Column A Page 10. Total Unrestricted Net Increase/(Decrease) $ 688, Adjustments For One-Time Spending Supplemental/Concentration $ (492,450.90) Math Textbook Adoption $ 118, Adjusted Net Increase/(Decrease) $ 315,

12 Components of Ending Fund Balance Unrestricted Restricted Combined TOTAL GENERAL FUND ENDING BALANCE $ 7,585,901 $ 217,704 $ 7,803,605 DESIGNATED COMPONENTS NonSpendable Revolving Cash $ 10,000 Committed Assigned Unspent Supplemental/Concentration Balance $ 882, Technology $ 250,000 Retiree Unfunded Liability $ 225,169 STRS/PERS Unfunded Liability $ 600,518 Reserve After Set Asides $ 5,617,895 Unassigned/unappropriated REU 20% Reserve Requirement $ 5,617,894 Balance $ 0 Restricted 5640 Medi-Cal Billing $ 26, Educator Effectiveness $ 188, Ongoing & Major Maintenance Account $ 1, Other Local Restricted $ 1,370 TOTAL CARRYOVER $ 217,704 12

13 BUDGET CHANGES - Combined REVENUE (B-A) 2nd Interim June Update Difference % A B C D LCFF Sources 1 $ 23,009,934 $ 23,088,192 $ 78, % Federal Revenue 2 1,892,144 1,892, % Other State Revenue 3 3,584,957 3,584, % Other Local Revenue 4 158, ,293 2, % Contribution 5 0 (0) (0) 0.0% 6 $ 28,645,655 $ 28,726,586 $ 80, % TOTAL INCOME EXPENDITURES Certificated Salaries 6 11,855,008 11,888,674 $ 33, % Classified Salaries 7 3,456,073 3,488,046 31, % Employee Benefits 8 5,924,327 6,442, , % Books and Supplies 9 2,399,440 2,314,328 (85,112) -3.5% Service, Operations Expenses 10 2,600,466 2,497,400 (103,066) -4.0% Capital Outlay 11 81, , , % Other Outgo , ,410 7, % Transfers of Indirect/Direct Support C 13 (203,156) (203,988) (832) 0.4% Transfers Out 16 1,701,501 1,044,460 (657,041) -38.6% 14 $ 28,205,115 $ 28,089,469 $ (115,647) -0.4% TOTAL EXPENSES Net (Increase/-Decrease) 21 $ 440,539 $ 637,117 Beginning Balance Ending Balance 22 $ 7,166,489 $ 7,166, $ 7,607,028 $ 7,803,606 13

14 NARRATIVE TO BUDGET CHANGES The following narrative is a brief review of some of the most significant changes that have occurred in the combined budget (unrestricted and restricted) since the 2 nd Interim Report in March on page 13. REVENUE LOCAL CONTROL FUNDING FORMULA The district reported decline in ADA on the State P-2 attendance report of 2, or less than prior year. Since prior years ADA is higher, we will not realize this decline until next year. The increase in LCFF was the result of an increase in the GAP funding of 51.97% at 2 nd interim to 53.08% as reported on the May budget SSC dartboard. Other Local $2,673 adjustment to other local income was added to cover cost for a local reimbursement. EXPENDITURES Certificated Salaries Position turn over and adjustments made to accommodate the Summer Academy staffing needs as well as other supplemental programs were the primary budget activity in this classification. Classified Salaries Position turn over, vacation accrual payoffs and adjustments for extra duty to accommodate Summer Academy needs as well as other supplemental programs. Benefits There was $500,000 budget reclassification from the transfers out account line (line 16 page 13) to prefund the retiree health trust account opened with SISC. The origination of these funds was the one-time mandated cost funding of $1,326,458 that the district plan to move into fund 40 to use for capital facilities needs. As of now, $826,458 will be moved to fund 40 and $500,000 will be used to fund the retiree health trust account. Books, Supplies, Services, Operations There was a $70,879 saving in the Supplies category attributed to the Math textbook adoption. This was achieved by utilizing more of our restricted Lottery funding for the adoption. Services decreased due to eliminating the travel and conference budget of $176,811 in the Educator Effectiveness grant to allow carryover into Capital Outlay After evaluating the Deferred Maintenance plan, it was determined to use the Routine Repair Maintenance account in the general fund first before using fund 40. This resulted a $157,040 increase in this classification. Transfers Out This is the combination to the $500,000 reclassification of the mandated cost funding used to pre-fund the retiree health trust account and the $157,040 deferred maintenance expenditures as explained above. 14

15 Other Funds Child Development - Fund 12 Cafeteria - Fund 13 Building - Fund 21 Beginning Balance $ 41,019 $ 987,904 2,765,570 Income Capital Facilities Developer Fees - Fund 25 Special Reserve Capital Outlay- Fund 40 Bond Interest and Redemption - Fund 51 $ $ $ 3,875,956 $ 2,128, ,720 Revenue Limit $ - $ - $ - $ - $ - Federal Revenue 158,906 2,004,183 - Other State Revenue 1,239, ,230 - Other Local Revenue 64,658 25,898 18,000 79,120 18,000 - Total Income 1,462,718 $ 2,227,311 $ 18,000 79,120 $ 18,000 $ - COP Debt Payment Expenditure Certificated Salaries $ 356,875 $ - $ - $ - $ - $ - Classified Salaries 447, ,071 Employee Benefits 311, ,431 Books and Supplies 190,458 1,203, ,270 Services and Other Op 76,933 45,984 $ 6,240 5, ,593 Capital Outlay - 62, ,580 Other Outgo , Transfers of Indirect/Direct 86, ,025 Total Expenditures $ 1,469,947 $ 2,513,753 $ 6,240 $ 368,386 $ 514,443 $ - Other Financing Sources/Uses Transfers In $ ,044,461 - Net Incr/(Decr) $ (7,229) $ (286,442) $ 11,760 $ (289,266) $ 548,018 $ - Ending Balance $ 33,790 $ 701,462 $ 2,777,330 $ 3,586,690 $ 2,676,409 $ 314,720 QZAB 2005 $ (768,063) Net Balance $ 1,908,346 Deferred Maintenance and Capital Facilities Transfer 15

16 Livingston Union School District Budget 16

17 Budget A B (A+B) UNRESTRICTED RESTRICTED COMBINED REVENUE LCFF Sources 1 $ 24,363,789 $ - $ 24,363,789 Federal Revenue 2-1,497,041 1,497,041 Other State Revenue 3 426,228 1,526,716 1,952,944 Other Local Revenue 4 126, ,680 TOTAL INCOME 5 $ 24,916,697 $ 3,023,757 $ 27,940,454 EXPENDITURES Certificated Salaries 6 $ 10,701,136 $ 1,544,566 $ 12,245,702 Classified Salaries 7 2,757, ,186 3,497,956 Employee Benefits 8 5,261,637 1,430,961 6,692,598 Books and Supplies 9 1,697, ,025 1,912,730 Service, Operations Expenses 10 1,903, ,727 2,493,510 Capital Outlay Other Outgo , , ,428 Transfers of Indirect/Direct Support Costs 13 (477,720) 273,039 (204,681) TOTAL EXPENSES 14 $ 22,077,933 $ 4,949,309 $ 27,027,242 OTHER FINANCING SOURCES/USES Transfers In 15 $ - $ - $ - Transfers Out 16 $ 375,000 $ - $ 375,000 Sources 17 - Contributions 18 - Special Education (1,120,419) 1,120,419 - Routine Maintenance (812,130) 812,130 - TOTAL REVENUE OVER EXPENDITURES 19 $ (2,307,549) $ 1,932,549 $ 375,000 Net Increase/(Decrease) In Fund 20 $ 531,215 $ 6,997 $ 538,212 Beginning Balance 21 $ 7,585,901 $ 217,704 $ 7,803,605 Ending Fund Balance 22 $ 8,117,116 $ 224,701 $ 8,341,817 17

18 Budget COMPONENTS OF ENDING FUND BALANCE Livingston Union School District Budget Board Meeting 6/09/ Budget Unrestricted Restricted Total TOTAL GENERAL FUND ENDING BALANCE $ 8,117,116 $ 224,701 $ 8,341,817 3% State required Reserve 822, Remaining Balance to Substantiate Need 7,295, DESIGNATED COMPONENTS GASB 54 A) NONSPENDABLE FUND BALANCE 9711 Nonspendable Revolving Cash $ 10, Nonspendable Stores 9713 Prepaid Expenses 9719 All Others (Investments) B) COMMITTED FUND BALANCE 9750 Stabilization Arrangements 9760 Supplemental Concentration $ 1,154,903 C) ASSIGNED 9780 Unfunded STRS and PERS $ 415,257 Unfunded Retiree Liability $ 479,090 Technology Sustainability $ 250,000 Textbook Adoption $ 327,417 D) UNASSIGNED FUND BALANCE 9789 Reserve for Economic Uncertainties 20%* $ 4,658,381 (Difference between 3% State and 20% BP) 9790 Unassigned/Unappropriated Amount RESTRICTED BALANCE 5640 Medi-Cal Billing Option $ 26, Ongoing & Major Maintenance $ 197, Other Restricted Local $ 1,370 Total Restricted Balance $ 224,701 18

19 Ending Fund Balance Narrative AB 858 Disclosure Merced County Office of Education continues to support the need for reserves over the recommended minimum reserve levels. The experience of the past several years has clearly demonstrated these minimum levels are not sufficient to protect educational programs from severe disruption in an economic downturn. The typical 3% reserve minimum represents less than two weeks of payroll for many districts. Many LEAs have established reserve policies calling for higher than minimum reserves, recognizing their duty to maintain fiscal solvency. The adequacy of a reserve level should be assessed based on the LEA s own specific circumstances; reserve level determination is not a one size fits all formula. There are numerous models available for consideration. Examples include: The Government Finance Officers Association recommends reserves equal to two months of average general fund operating expenditures, or about 15-17%. Rating agencies like Fitch or Moody s typically assess the adequacy of a district s reserves by comparing them to statewide averages, which have hovered around 15% for California unified school districts in recent years. FCMAT (Fiscal Crisis & Management Assistance Team) emphasizes the need to assess not only fund balance but also actual cash on hand. There are many benefits to having higher than minimum reserves including: Financial flexibility to absorb unanticipated expenditures without significant disruption to educational programs. Protection against exposure to significant one-time outlays such as disasters, lawsuits, or material audit findings. Protection against the volatility of state revenues. Protection against declining enrollment. Protection to cover increases in fixed and statutory costs i.e. STRS and PERS increases. Financial flexibility to shift resources as priorities set through the LCAP process change. Planning for major projects such as information technology upgrades, deferred maintenance or facility needs. This is not an exhaustive list. Of all the reasons for carrying higher than minimum reserves, protecting against state revenue volatility is one of the most compelling. This is especially true during LCFF implementation because gap percentage funding is correlated with Prop. 98 growth. By providing a buffer from volatile state revenues, maintaining higher than minimum reserves creates stability to maintain instructional services and programs. SOURCE: MCOE Budget and Estimated Actuals Guidelines and Submission 19

20 Ending Fund Balance Narrative AB 858 Disclosure LUSD s Committed SCG Fund Balance: The District s intent is be transparent with Supplemental/Concentration (SCG) dollars and to track and report on all spent and any unspent amounts. By doing this, the district will ensure these dollars are not used for anything other than (SCG) purposes as stated in the Local Control Accountability Plan (LCAP) (EDUCATION CODE SECTION ). The $1,154,903 Supplemental/Concentration balance consists of $882,320 that is attributed to carryover funding from prior years and $272,582 is attributed to current year. While ideally, expenditures should equal revenues the reality is that in the past couple of years large amounts of SCG funding was released to school districts without adequate notice or time to plan for program spending. In addition, a shortage art/music teachers has made it difficult fill two needed positions. The consequence of not setting these unspent dollars aside for future LCAP needs would result in the district having to increase it s future SCG funding in excess of the new LCFF revenues it would receive in that year to meet its minimum proportionality percentage requirement when target funding is reached. During the transition years leading up to target, it is important to maintain proportionality with target to avoid inflating the base side of the budget. While there is no legislation that directs districts as how to treat unspent SCG funding, LUSD believes it has a fiduciary responsibility to protect these funds for its intended use of increasing and improving services. LUSD s fund balance Assignments : District has a 17%-20% fund balance board policy that addresses the issues discussed on the previous page. Future liabilities for unfunded STRS, and PERS are statutory costs that all school districts are having to address. Our district offers retirees Health Insurance that produces a fixed cost and future liability. Technology sustainability and upgrades. Will use reserves for one-time purchase of textbook adoption. Replacement of damaged or lost text books will come from year to year site allocation of Lottery funding. 20

21 Vs COMBINED A B (B-A) % DIFFERENCE DIFF REVENUE LCFF Sources 1 $ 23,088,192 $ 24,363,789 $ 1,275,597 6% Federal Revenue 2 1,892,144 1,497,041 $ (395,103) -21% Other State Revenue 3 3,584,957 1,952,944 $ (1,632,013) -46% Other Local Revenue 4 161, ,680 $ (34,613) -21% TOTAL INCOME 5 $ 28,726,586 $ 27,940,454 $ (786,132) -3% EXPENDITURES Certificated Salaries 6 $ 11,888,674 $ 12,245,702 $ 357,028 3% Classified Salaries 7 3,488,046 3,497,956 $ 9,911 0% Employee Benefits 8 6,442,445 6,692,598 $ 250,153 4% Books and Supplies 9 2,314,328 1,912,730 $ (401,598) -17% Service, Operations Exp 10 2,497,400 2,493,510 $ (3,890) 0% Capital Outlay ,695 - $ (220,695) -100% Other Outgo , ,428 $ (7,982) -2% Transfers of Indirect/Dir 13 (203,988) (204,681) $ (693) 0% TOTAL EXPENSES 14 $ 27,045,009 $ 27,027,242 $ (17,766) 0% OTHER FINANCING SOURCES/USES Transfers In 15 $ - $ - $ - Transfers Out 16 $ 1,044,460 $ 375,000 $ (669,460) -64% Sources Contributions TOTAL REVENUE OVER EXPEND 19 $ 1,044,460 $ 375,000 $ (669,460) Net Increase/(Decreas 20 $ 637,117 $ 538,212 $ (98,905) Beginning Balance 21 $ 7,166,489 $ 7,803,605 Ending Fund Balance 22 $ 7,803,606 $ 8,341,817 21

22 Vs NARRATIVE The following narrative is a brief review of some of the most significant changes that have occurred between the and combined budget (unrestricted and restricted) on page 21. REVENUE Local Control Funding Formula The district reported decline in ADA of with gap funding of 54.84% as stated on the assumptions page 4. Federal Revenue Reduction of carryover balances in title I, title II and III, discontinued Program Improvement and no increase funding. Other State Revenue Elimination of one-time for mandated costs and Educator Effectiveness. Other Local Elimination of one-time donations and grants. EXPENDITURES Salaries/Benefits: See Budget Expenditure Assumptions page 7. Books, Supplies, Services, Operations Elimination of expenditures tied to carryover and one-time funding sources. Other fixed cost were assessed and reduced or increased as needed. $400,000 as added for the Language Arts textbook adoption. Capital Outlay Several Deferred Maintenance plan expenditures were taken from the Routine Repair Maintenance account in but are budget in to be fully funded in fund 40 in Transfers Out The primary reason for this difference is the one-time mandated cost funding in that was moved to fund 40 for capital facility purposes. The district continues with it s annual $275,000 contribution to the Deferred Maintenance account in fund 40 and $100,000 to the facilities account in fund 40 for emergency repair or facility improvements. 22

23 2016/2017 COMBINED 2017/2018 PROJECTED % 2018/2019 PROJECTED % A B C REVENUE LCFF 1 $ 24,363,789 24,544, % 25,234, % Federal Revenue 2 1,497,041 1,497, % 1,497, % Other State Revenue 3 1,952,944 1,974, % 2,022, % Other Local Revenue 4 126, , % 131, % Contributions % % $ $ 28,144, % $ 28,885, % Total Revenue 6 27,940,454 EXPENSES Certificated Salaries 7 $ 12,245,702 $ 12,487, % $ 12,755, % Classified Salaries 8 3,497,956 3,557, % 3,597, % Employee Benefits 9 6,692,598 7,044, % 7,407, % Books & Supplies 10 1,912,730 1,546, % 1,585, % Services & Other Operating Expenditures 11 2,493,510 2,370, % 2,429, % Capital Outlay % % Other Outgo , , % 424, % Direct Support/Indirect Costs 14 (204,681) (223,031) 8.97% (228,585) 2.49% Transfers Out 375, , % 375, % $ $ 27,577, % $ 28,346, % Total Expenses 15 27,402, Budget Development Multi Year Projection NET INCREASE/(DECREASE) IN FUND BAL 22 $ 538,212 $ 566,936 $ 538,741 BEGINNING FUND BALANCE 23 $ 7,803,605 $ 8,341,817 $ 8,908,753 ENDING FUND BALANCE 24 $ 8,341,817 $ 8,908,753 $ 9,447,494 23

24 Budget Development Multi Year Projection 2016/2017 UNRESTRICTED 2017/2018 % PROJECTED 2018/2019 PROJECTED A B C REVENUE LCFF 1 $ 24,363,789 $ 24,544, % $ 25,234, % Federal Revenue Other State Revenue 3 426, , % 441, % Other Local Revenue 4 126, , % 131, % Contributions 5 (1,932,549) (1,976,225) 2.26% (2,025,433) 2.49% $ $ 23,127, % $ 23,781, % Total Revenue 6 22,984,148 EXPENSES Certificated Salaries 7 $ 10,701,136 $ 10,912, % $ 11,146, % Classified Salaries 8 2,757,770 2,804, % 2,836, % Employee Benefits 9 5,261,637 5,562, % 5,873, % Books & Supplies 10 1,697,705 1,327, % 1,360, % Services & Other Operating Expenditures 11 1,903,783 1,946, % 1,995, % Capital Outlay % % Other Outgo , , % 246, % Direct Support/Indirect Costs 14 (477,720) (488,516) 2.26% (500,681) 2.49% Transfers Out , , % 375, % $ $ 22,685, % $ 23,333, % Total Expenses 16 22,452,933 % 2016/2017 RESTRICTED 2017/2018 % PROJECTED 2018/2019 PROJECTED A B C $ - $ - $ - 1,497,041 1,497, % 1,497, % 1,526,716 1,543, % 1,581, % % % 1,932,549 1,976, % 2,025, % 4,956,306 5,016, % 5,103, % $ 1,544,566 $ 1,575, % $ 1,608, % 740, , % 761, % 1,430,961 1,481, % 1,533, % 215, , % 225, % 589, , % 434, % % % 155, , % 177, % 273, , % 272, % % % $ 4,949,309 $ 4,892, % $ 5,012, % % NET INCREASE/(DECREASE) (6-16) 17 $ 531,215 $ 442,505 $ 448,159 BEGINNING FUND BALANCE 18 $ 7,585,901 $ 8,117,116 $ 8,559,621 ENDING FUND BALANCE 19 $ 8,117,116 $ 8,559,621 $ 9,007,780 Base $258,632 SCG $272,583 $ 6,997 $ 124,430 $ 90,582 $ 217,704 $ 224,701 $ 349,132 $ 224,701 $ 349,132 $ 439,714 24

25 Budget Development Other Funds FD - 12 FD - 13 FD - 21 FD - 25 FD - 40 FD - 51 Bond Child Development Cafeteria Building Fund Developer Fees Capital Outlay Interest/ Redemption Beg Balance $ 33,790 $ 701,462 $ 2,777,330 $ 3,586,690 $ 2,676,409 $ 314,720 Income LCFF $ - $ - $ - $ - $ - $ - Federal Revenue $ 158,906 $ 1,987,068 $ - Other State Revenue $ 1,217,171 $ 197,230 $ - $ - Other Local Revenue $ - $ 26,648 $ 18,000 $ 79,120 $ 18,000 $ - Total Income $ 1,376,077 $ 2,210,946 $ 18,000 $ 79,120 $ 18,000 $ - Expenditure Certificated Salaries $ 353,966 $ - $ - $ - $ - $ - Classified Salaries $ 460,443 $ 759,010 $ - Employee Benefits $ 363,876 $ 378,685 $ - Books and Supplies $ 41,034 $ 1,145,944 $ - $ 5,000 $ 83,000 Services and Other Op $ 68,453 $ 93,278 $ 6,240 $ - $ 285,057 Capital Outlay $ - $ 62,148 $ 100,000 Other Outgo $ - $ 365,931 $ - $ - Transfers of Indirect/Direct $ 88,305 $ 116,376 $ - Total Expenditures $ 1,376,077 $ 2,555,441 $ 6,240 $ 370,931 $ 468,057 $ - Other Financing Sources/Uses Transfers In $ - $ - $ - $ 375,000 Transfers Out Sources Uses Contribution Total Other Fin Sources/Uses $ - $ - $ - $ - $ 375,000 $ - Net (Increase/-Decrease) $ - $ (344,495) $ 11,760 $ (291,811) $ (75,057) $ Ending Balance $ 33,790 $ 356,967 $ 2,789,090 $ 3,294,879 $ 2,601,352 $ 314,720 QZAB 2005 $ (768,063) Net Fund Balance $ 1,833,289 25

26 SACS REPORTS FUND REPORTS AVERAGE DAILY ATTENDANCE MYP FORM BALANCE IN EXCESS OF MIN RESERVE CRITERIA AND STANDARD REVIEW 26

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