cover budget fy16 - worthington city school district · 2015. 6. 19. · anticipate the phase-out...

District Budget July 1, 2015 – June 30, 2016

Worthington City School District

Worthington, Ohio Franklin County www.worthington.k12.oh.us

WORTHINGTON CITY SCHOOL DISTRICT

TABLE OF CONTENTS

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INTRODUCTORY SECTION Page Introduction Letter ............................................................................................. 1 Budget at a Glance ........................................................................................... 7 Executive Summary- Revenue Analysis ........................................................... 8 Executive Summary- Expenditure Analysis ..................................................... 13 Community Profile ........................................................................................... 18 Mission and Goals .......................................................................................... 19 Leaders/Organizational Chart ......................................................................... 20 Budget Timeline .............................................................................................. 22 Budget Process ............................................................................................... 23 Budget and Fiscal Management Policies ........................................................ 24 Budget Award ................................................................................................ 21 FINANCIAL SECTION

Fund Structure ............................... ………………………………………………35 All Funds Budget Summary ................. ……………………………………..……34 Department/Fund Matrix ...................... ……………………………………..……38

General Fund Budget: Five-Year Forecast ..................................................................................... 40 Summary .................................................................................................... 41 High Schools............................................................................................... 42 Middle Schools ........................................................................................... 44 Elementary Schools .................................................................................... 46 Departments ............................................................................................... 50 Debt Service Fund Budget .............................................................................. 78 Capital Projects Funds Budget: Permanent Improvements Fund ................................................................. 79 Building Fund .............................................................................................. 80 Special Revenue Fund Budgets: Food Service Fund ..................................................................................... 84 Other Local Sources Fund .......................................................................... 86 Uniform School Supplies Fund ................................................................... 87


TABLE OF CONTENTS

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Special Rotary Fund ................................................................................... 88 Public School Support Fund ....................................................................... 89 Other Local Grants Fund ............................................................................ 90 District Managed Activities Fund ................................................................. 91 Auxilliary Services Fund ............................................................................. 92 Data Communications Support Fund .......................................................... 93 Straight A .................................................................................................... 94 Other Miscellaneous State Grant Funds ..................................................... 95 Race to the Top Fund ................................................................................. 96 Special Education IDEA Grant Fund ........................................................... 97 Vocational Education (Perkins) Grant Fund ................................................ 98 Title III LEP Grant Fund .............................................................................. 99 Title I Economically Disadvantaged Pupils Grant Fund ............................ 100 Special Education Preschool Grant Fund ................................................. 101 Title IIA Improving Teacher Quality Grant Fund ....................................... 102 Internal Service Fund Budgets: Intra-District Services Fund ...................................................................... 103 Workers Compensation Self-Insurance Fund ........................................... 104 Medical Self-Insurance Fund .................................................................... 105 Private Purpose Trust Fund Budget .............................................................. 106 STATISTICAL SECTION District Comparisons ..................................................................................... 108 Operating Indicators ...................................................................................... 109 Demographic and Economic Statistics .......................................................... 110 Prinicpal Employers ...................................................................................... 111 Top Taxpayers .............................................................................................. 112 Property Tax Rates Direct and Overlapping .................................................. 113 Employees By Category................................................................................ 114 Debt Service Statistics ................................................................................. 115 Glossary of Terms ......................................................................................... 117

Worthington Schools

Trent Bowers, PhD, Superintendent Jeffrey McCuen, CPA, Treasurer 200 E. Wilson Bridge Rd. Worthington, Ohio 43085 Phone: 614-883-3000 Fax: 614-883-3010

June 22, 2015 Members of the Board of Education and Citizens of the Worthington School District: We are proud to present the proposed fiscal year 2016 budget for the Worthington City School District. This document is intended to illustrate to all stakeholders, in an understandable manner, how District resources are being utilized to meet its goals and accomplish its mission. We hope this document helps to create a more open and transparent picture of the District so that informed decisions can be made and resources can be effectively allocated. This budget is prepared on a budgetary basis of accounting for the period July 1, 2015 to June 30, 2016 and includes all funds under the direct control of the District. This basis of accounting is different than the District’s CAFR which is prepared on a GAAP basis. The major differences are:

A. Revenues are recorded when received in cash (budget basis) as opposed to when susceptible to accrual (GAAP basis);

B. Expenditures are recorded when encumbered (budget basis) as opposed to when the liability is incurred (GAAP basis);

C. Encumbrances are recorded as the equivalent of expenditures (budget basis) as opposed to a reservation of fund balance (GAAP basis); and

D. Investments are recorded at cost (budget basis) as opposed to fair value (GAAP basis). INITIATIVES AND GOALS Worthington continues to be a leader among central Ohio school districts, both in terms of our academic achievement as well as our numerous opportunities for extra-curricular involvement and personal growth. Successful and the complete development of every child will always be our top priority. On a short term basis, the District will continue to implement year two of its three year technology plan, a summary of which can be found on page 82. Wireless capability and connectivity will be enhanced and equipment will be purchased as the District strives for 1:1 computing for all students through a combination of District-owned and student-owned devices. Busses will continue to be replaced and also be equipped with GPS to enhance scheduling and security capabilities. Major facility upgrades include completion of a secured, forced-entryway at TWHS, new roofs at Brookside Elementary and Kilbourne Middle, new energy efficient boilers and chillers at several locations, and the installation of athletic field turf at WKHS. We are very excited to open the Worthington Academy for its first year in the fall of 2015. The Academy will provide an additional educational setting for Worthington high school students that are advancing credit, credit deficient, or looking for a different education environment. It will provide a safe, respectful environment that integrates technology, personalized instruction, and supportive relationships. Placement includes a blended learning focus, career exploration, counseling services, and a family planning, goal oriented pathway.

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On a long term basis, the 2015-16 school year will be a year of transition for our District. Dr. Trent Bowers has accepted the position of Superintendent effective July 1, 2015, after serving as Assistant Superintendent for the past four years. He has further adjusted the structure of the leadership team to best reflect the needs of a changing 21st century educational organization. The Board of Education met with management for a two-day retreat this past May to rediscover where the District is at today and where we want it to be moving forward, with the intent of developing an updated, long-term set of goals by the spring of 2016. The overall framework of that plan will address four key areas:

Facilities: Are we utilizing our spaces in the most effective manner to deliver a 21st century education?

Programs: Are we offering programs that our community expects from us, and that ensure our students are prepared for success?

Enrollment: Do we have an accurate accountability of our enrollment, and an up-to-date projection of future enrollment?

Staffing: Are we utilizing our staffing levels in the most effective manner to deliver optimum programmatic offerings?

Over the course of the next year, both an enrollment study as well as a facility utilization study will be undertaken, and management will come together with the Board to not only determine objectives, as well as tactics to accomplish those objectives, but also to define what success looks like and how it can be monitored. Community feedback will be gathered relating to program expectations, as well as financial expectations, and a new 3 to 5 year plan will be developed by the end of this fiscal year. CURRENT ECONOMIC IMPACT ON THE BUDGET The central Ohio economy continues to improve from the recession, with unemployment rates having decreased to 4.2% as of March 2015. The City of Worthington in particular continues to experience substantial private sector interest in redevelopment of existing facilities and properties. Conveniently located north of Columbus, Worthington is home to many Ohio State University professors and employees, as well as major international employers such as Worthington Industries, Diamond Innovations, and Mettler Toledo, and is in very close proximity to Chase Bank’s McCoy center, which is over 2 million square feet and employs thousands, many of which are Worthington residents. New restaurant, retail, and service offerings continue to be added to the recently renovated Shops at Worthington Place, and the City is reviewing options on a once-in-a-generation redevelopment plan on a 42 acre site in the heart of the City formerly operated as the United Methodist Children’s Home. In addition, the Ohio Department of Transportation has invested nearly $95 million in a complete renovation of the I-270/US23 interchange that will greatly improve traffic flow and safety as well as improve automotive and pedestrian access to and from Worthington’s northern gateway. We encourage you to visit both the City of Worthington’s economic development webpage at businessworthington.org as well as ODOT’s webpage at http://www.dot.state.oh.us/projects/I-270/23/Pages/default.aspx for further details on these exciting projects. The statewide economy also continues to improve, with Ohio’s unemployment rate dropping to 5.1% as of February 2015, down from 6.2% a year ago. According to the Ohio Department of Development’s

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March 2015 newsletter, Ohio’s GDP ranked 7th in the nation, 4th in manufacturing, which is its largest sector. IMMEDIATE FINANCIAL CONDITION The operating budget for the near-term is stable, as illustrated in the most recent five-year financial forecast located on page 40. This is a direct result of tremendous voter support of an incremental operating levy and bond request in November 2012, as well state funding changes that impacted our District in a positive manner. Long term contracts with both labor unions are in place through fiscal year 2017. The agreements include modest 2% annual base increases along with potential step increases, and provide for a cap on the District’s exposure to potential future health insurance increases. It also allows for greater flexibility in the use of work time, a restructuring of summer school pay, and flexibility in evaluation procedures as related to the new Ohio Teacher Evaluation System. The District moved to self-funding its employee health insurance program in January 2014, and thus far claims expense has been better than anticipated and we anticipate low renewal costs in January 2016. We have secured fixed utility contracts for several years for natural gas and electricity, and installed a state of the art fiber network last year that connects our 21 locations with 10 gigabit internet service. This will provide the District plenty of bandwidth to implement the common core standards and any required online assessments that may occur in the near future, as well as implement portions of our 3 year technology plan, which is located on page 80 of this document. It also allows for better communication and security enhancements, all of which will require greater bandwidth usage that should easily be accommodated within 10 gigabits. LONG TERM FINANCIAL CONDITION While the near term financial condition is strong, long term operating challenges remain. As of the date of this budget, legislators and the Governor have not yet approved the next biennial state budget beginning July 1, 2015. We anticipate modest increases to state basic education funding, but we currently anticipate the phase-out of tangible tax reimbursement to resume during FY16 creating a loss of $2.6 million annually through FY19, at which point the entire original $15 million reimbursement will have been eliminated. This represents a local funding source for education that was eliminated by the State in 2005, and since has been reimbursed but never fully replaced by Ohio’s new Commercial Activity Tax. We will continue to work with legislators to ensure this revenue source remains in the next state budget, but at this time cannot reasonably predict that it will. We will be entering year four of a five year capital improvement plan funded by the November 2012 bond issue, and we anticipate these funds to meet the needs of the District for the next two years, with an additional $2.5 million for potential contingencies. We project that the millage requirement for our current debt payments will drop after 2019, which may allow us to request a no new millage capital bond issue at that time to fund future capital needs. An energy conservation project is scheduled to be complete in December 2015, as authorized by House Bill 264, with the savings from the improvements used to pay off the debt over the next several years.

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We invite you to explore this document so that you can gain a thorough understanding of the District’s financial picture. Feel free to contact our offices with any questions at 614-450-6000. Respectfully submitted,

Trent Bowers, Superintendent Jeff McCuen, Treasurer

Worthington Schools . . . Absolute Excellence Exponential Impact

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Budget At A Glance

Budget Highlights:

Revenues of the General Fund, the District’s main operating fund, are anticipated to increase 4% to $135.3 million, and expenditures are projected to increase 2% to $126.3 million, creating a positive surplus of $9.0 million for FY16. Long term, expenditures are projected to begin to outpace revenues beginning in FY18.

Budget includes additional staff of 18 FTE to address special needs, enrollment growth, as well as the opening of the new Worthington Academy, which will provide an additional setting for high school students who are credit deficient, advancing credit, exploring careers, or looking for a different educational environment.

Budget also includes $9.8 million in major capital expenditures, which include 4-6 replacement busses and vans, additional chromebooks as the District strives toward a 1:1 student to device environment, new roofs at two buildings, completion of an energy efficient HVAC project, and installation of athletic field turf at the high school.

Debt service revenue and expenditures remain flat, with property tax collection of 3.8 mills, as the District maintains its promise of “no new millage” during the 2012 capital bond issue campaign.

The chart below illustrates general fund operating revenues, both local and state, as compared to expenditures, projected over the last two years and budgeted next three years. As you can see, our District is growing ever more reliant on local property taxes for general operations.

Local Revenues $91.1 71% $91.3 70% $98.1 73% $94.8 73% $95.0 74%State Revenues 36.6 29% 38.7 30% 37.2 27% 35.6 27% 34.1 26%Total Revenues $127.7 100% $130.0 100% $135.3 100% $130.4 100% $129.1 100%

Expenditures $115.1 $124.3 $126.3 $130.3 $135.6

Surplus (Deficit) $12.6 $5.7 $9.0 $0.1 ($6.5)

General Fund Revenues and Expenditures Estimated FY18Actual FY14 Actual FY15 Estimated FY16 Estimated FY17

Local Revenue Sources State Revenue Sources

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Executive Summary - Revenue Analysis

Total 2016 Projected Revenues All Funds: $174.1 Million

90,000,000

110,000,000

130,000,000

150,000,000

170,000,000

190,000,000

210,000,000

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

Total General

Revenue of all 27 District funds for 2016 is projected to total $174.1 million, an increase of $4.6 million from the prior year. That increase is a result of the following:

General Fund total revenue is projected to increase $5.2 million, although that is almost entirely a timing issue between 2015 and 2016. Property tax advances received at year end FY15 for FY16 were $1.8 million less than anticipated, which caused FY15 revenue to be $1.8 million less and FY16 revenue to be $1.8 million more, for a total of $3.6 million. In addition, the general fund had to advance $1.8 million to other internal funds for cash flow needs at the end of FY15, which will be repaid in FY16.

FY16 will be the first full year of collection of a three year incremental operating levy approved by voters in 2012, creating an increase of approximately $2 million in local property tax revenue of the general fund that will partially offset a projected loss in state tangible tax reimbursement of $2.6 million.

Debt Service Fund revenue is expected to remain flat, as the District adheres to its 2012 bond issue “no new millage” promise, in which debt related property tax rates do not increase above 3.8 mills. The District is currently exploring opportunities to advance refund portions of existing debt to take advantage of better rates.

Special revenue funds total revenues are expected to decrease $0.6 million due to one-time state Straight A Grant funds received in 2015 not expected to be received again, although if the grant is reauthorized by the state the District could potentially submit new applications. All other grants are expected to remain stable.

Internal Service fund revenue is expected to increase $0.8 million. The Medical Self-Insurance Fund is projected to increase $0.6 million since the District will have a full calendar year’s increased premium revenue of 8.6% in 2015 as well as the projected increase of 2% in 2016. In addition, the Worker’s Compensation Fund is projected to increase $0.2 million due to a rate increase from 0.6% to 0.8% of covered payroll beginning July 1, 2016.

A detailed analysis of each fund category follows.

78%

<1%

5%

11%

5%

General

Special Revenue

Capital Projects

Debt Service

Trust & InternalService

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Executive Summary - Revenue Analysis General Fund The three main sources of General Fund operating revenue are real estate property taxes (and Homestead & Rollback Reimbursement), tangible personal property taxes (and reimbursement), and basic state aid. A detailed analysis of each category follows. Real Estate Property Taxes

Real Estate Tax Revenue

60,000,000

70,000,000

80,000,000

90,000,000

100,000,000

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

The District’s main source of revenue is real estate property taxes, accounting for almost 70% of total operating revenue. The graph above shows collections gradually increasing from 2012 to 2016, which is the result of an incremental levy approved in November 2012. The levy added 4.9 mills beginning January 1, 2013, another mill January 1, 2014, and will continue permanently at 6.9 mills beginning January 1, 2015. Collections are projected to reach $89.4 million in 2016 (with an additional $1.8 million for 2016 due to the timing difference discussed earlier), and at that point, due to Ohio’s laws and the fact that Worthington does not have much area for new construction, revenue is projected to remain relatively flat. This stair stepping effect is created because Ohio law states that no matter what the change in value of property is, the total dollar amount collected will not increase from the year in which the levy was first passed (except for 4.5 inside mills which do get growth). Therefore, unless a District passes a new levy or has tremendous growth, real estate revenues flatten out. Homestead and rollback reimbursements are linked to property taxes and are the result of tax credits the State provides to eligible homeowners on the first 12.5% of owner occupied residential property values and to senior citizens. The State currently reimburses the District the amount that otherwise would have been collected from the homeowner. The projections follow closely to real estate revenues above, with the District projected to receive $10.4 million in 2016, an increase of $0.2 million from the prior year due to full collection of the incremental levy.

Homestead and Rollback Reimbursement

6,000,000

7,000,000

8,000,000

9,000,000

10,000,000

11,000,000

12,000,000

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

The 2013-14 state budget bill eliminated the rollback provision for any new levies moving forward, and also placed an income threshold for future qualifying senior citizen’s homestead exemption. This means the state would no longer pay a portion of the property owner’s tax bill. While the net effect of this to total District revenue is zero, it does place more of the burden of education on the local taxpayer, and may hinder any future levy request. The current 2015-16 state budget bill deliberations have mentioned potential additional modifications, but at the time of this publication it is unknown if any of those will become law.

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Tangible Personal Property Tax Reimbursement Tangible personal property taxes, which are assessed on the equipment and inventory used in business, were eliminated by the state in 2005 (except for public utility property) in an effort to increase business growth in Ohio. However, school districts were dependent on this source of revenue, with our District receiving approximately $18 million annually from TPP. In an effort to lessen the impact, the State decided to gradually phase out this tax over 4 years (6 years for telecommunications equipment) and to “hold harmless” Districts by reimbursing them the funds they would have collected had the tax still remained in effect. In response to the economic recession and a potential $7 billion deficit in the 2011-12 state budget, the phase-out of this reimbursement was accelerated, and the District lost $2.2 million in FY12 and another $2.2 million in FY13. The 2014-15 state biennial budget maintained the reimbursement for FY14 and FY15 at $10.6 million. Utilizing the best available data at this time, the District projects the phase-out will resume in FY16 and the District will lose that $10.6 million gradually until FY19 when it is eliminated. As the graph below illustrates, when fully phased out, the District will be losing almost $18 million annually. We will continue to influence our local legislators to maintain this revenue source in order to lessen the impact on our local taxpayers, but will not know for certain until the next biennial budget is passed in 2015.

Tangible Tax and Reimbursement

0

10,000,000

20,000,000

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Reimb.

Tax

State Aid State aid is the third major component of funding for our District. The educational funding formula was restructured as part of the 2014-15 state budget, and our District benefited by receiving “capped” maximum annual increases of 6.25% in FY14 and 10.5% in FY15. However, because adequate resources do not exist to fully fund the formula, FY15 total aid was $5 million less than calculated. The 2016-17 state budget is currently being deliberated, and we are projecting the current formula to still exist in some capacity and the annual “cap” to increase 5% annually as well as the per pupil base amount to increase 1% annually. This translates into approximately $18.8 million, $900,000 additional dollars annually, beginning in FY16, but still leaves us under the cap by $3 million in FY19. We will monitor the budget deliberations closely regarding this funding source.

Total State Aid

12,000,00014,000,00016,000,00018,000,00020,000,00022,000,00024,000,000

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

A smaller portion of this category also includes Medicaid reimbursement of eligible services as well as funding from a portion of the state’s casino revenues and special education cost reimbursement.

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Executive Summary - Revenue Analysis Debt Service Fund Total revenue for the Debt Service Fund for 2016 is projected to be $8.0 million, which is consistent with 2015 levels. Tax rates will remain at 3.8 mills as promised when voters approved the 2012 capital bond issue, and eventually will begin to decline as the debt is paid off. We do not currently anticipate refunding debt again in FY16; however we are always monitoring market levels and callable debt to maximize taxpayer dollars. The District’s bond rating was reaffirmed at Aa1 by Moody’s during its 2014 refunding. Capital Projects Funds The two capital projects funds are the Permanent Improvements Fund and the Building Fund. The District began an energy conservation project, authorized under House Bill 264, in the PI fund during FY15 utilizing a low interest loan from the State of Ohio Department of Development's Energy Loan Fund. A portion of the proceeds were received in FY15, with the remaining $1.8 million to be received in FY16. This is the only revenue in the PI fund since the District does not have a PI levy currently in effect. The loan will be repaid by the general fund using the savings from decreased utility costs. The Building Fund accounts for any capital bond levy proceeds and related expenses. The District issued $40 million of new debt in 2013 as approved by voters in November 2012, with the proceeds being used over a five year period from FY13 to FY17 to fund various capital needs. Typically we have issued the debt in phases, but due to historically low interest rates, the entire proceeds were received in 2013. Therefore, the only projected revenue is $70,000 in interest income related to the unspent proceeds. Please turn to pages 80-83 for a more detailed analysis of the District’s capital plan. Special Revenue Funds Special revenue funds are used to account for specific revenue sources that are legally restricted to expenditures for certain purposes. These mostly include all local, state, and federal grants as well as athletics and food services. Total revenue of all 19 special revenue funds is projected at $9.5 million, a decrease of $0.6 million. This is mostly the result of a state grant, the Straight A Grant, which the District received in FY15 as part of a consortium with two Educational Service Centers, and is not expected to be received again in FY16. The largest of the special revenue funds, the Food Service Fund, is expected to maintain similar revenue totals as meal prices are not changing. For a more detailed analysis of each special revenue fund please turn to pages 84-102 of the Financial Section of this document. Internal Service Funds The District maintains 3 internal service funds, an Intra-District services fund that accounts for an all-day kindergarten program as well as an in-house copy center, a Workers Compensation Self Insurance Fund, and an Employee Health Benefit Self Insurance Fund. Revenue for the all-day kindergarten program is expected to increase slightly as rates charged to participants are increasing from $320 per month to $330 per month. This is to offset annual wage and benefit increases and keep the program cost neutral. Revenue for the Workers Compensation Fund is expected to increase approximately $175,000 due to a premium rate increase from 0.6% of covered payroll to 0.8%. This is necessary since the cash balance reserve has fallen to $1.1 million which is slightly below the $1.2 million target that represents coverage of three catastrophic claims above stop-loss reinsurance amount of $400,000.

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Revenue for the Medical Self-Insurance Fund is expected to increase $0.9 million which represents the second half calendar year’s 2015 premium increase of 8.6% and an expected first half of calendar year 2016 increase of 2%. Since the program is in its infancy (2nd full year), we will be examining claims over the next several months and will set premiums accordingly in the fall for 2016, with the dual goal of maintaining stability in premium costs as well as ensuring sufficient reserves are maintained to cover catastrophic events. We are hopeful that claims continue to run better than projected, in which case these revenue estimates would be reduced.

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Executive Summary - Expenditure Analysis

Total 2016 Budgeted Expenditures All Funds: $177.3 Million

90,000,000

100,000,000

110,000,000

120,000,000

130,000,000

140,000,000

150,000,000

160,000,000

170,000,000

180,000,000

190,000,000

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

Total General

Expenditures of all 27 District funds for 2016 are projected to total $177.3 million, an increase of $6.1 million from the prior year. The increase is the result of the following:

General Fund expenditures are projected to increase a total of $2 million. Projected salaries include 2% base wage increases and longevity steps as negotiated with both unions during 2014, as well as an estimated 2% increase in employee health benefit costs. In addition, year-end advances of $1.8 million that occurred in FY15, mainly for the energy loan project, are not expected to occur in FY16.

Capital Projects Fund expenditures are projected to total $12.4 million, a slight decrease of $1.3 million due to an energy conservation project in 2015 that will be completed. The District continues to spend down bond funds as part of its 5 year capital improvement plan established in November 2012.

Special Revenue Funds total expenditures are budgeted to increase $2.3 million, although over $2 million of that is in a rotary fund that accounts for facility rental activities and is appropriated in case of emergency, but nothing is planned at this time. Federal and state grants are expected to remain consistent, with the exception of a decrease of $0.9 million due to a one time Straight A grant received in 2015.

Long term, as the graph above illustrates, operating expenditures gradually rise over the next five years, as do total expenditures until 2018, when the capital improvement fund will be exhausted. However, the District would likely be able to ask for a no-new-millage bond levy request to continue its long term capital funding needs. A detailed analysis of each fund category follows. General Fund General Fund expenditures for 2016 are budgeted at $126.3 million, which represents an increase of $2 million from the prior year. The majority of the District’s General Fund expenditures are related to salaries and fringe benefits, which account for 82% of total expenditures. The District successfully negotiated long-term labor agreements with both unions through fiscal year 2017, which include 2% annual base wage increases as well as longevity step increases. The graph below illustrates projected wage costs over the next five years.

7%

5%

10%

71%

7%

General

Special Revenue

Capital Projects

Debt Service

Trust & InternalService

13


Total Salaries

$60,000,000

$70,000,000

$80,000,000

$90,000,000

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

General Fund salaries are budgeted at $74.1 million, an increase of $1.9 million from 2015. This is a result of the several factors:

An increase of 18.0 FTE, although 5.0 of these were previously funded through contracted services (purchased service expense category) and 1 was a vacant administrator, leaving a net increase of 13, which includes 4 special education staff, 3 teachers to address enrollment needs, 3.5 staff members at the new Worthington Academy, 0.5 guidance, a web designer, and one additional administrator.

Staff base wage increases of 2% annually as part of both negotiated labor agreements as well as longevity step increases which range from 0 to 5% depending on years of service.

Savings of approximately $1.6 million due to 40 retirements at the end of 2015 that are being replaced with entry level teachers with lower salaries. Severance payments in 2016 are also projected to be $0.8 million lower due to projections of 10 retirements instead of 40, since the District has turned over a large portion of retirement-eligible staff over the past several years.

Fringe Benefits By Type (in Millions)

12.7

12.2

$11.7

$11.4

$10.9

$10.6

$10.6

$11.0

18.6

18.2

$17.5

$16.8

$15.6

$14.5

$13.8

$13.2

1.7

1.7

$1.6

$1.6

$1.6

$1.5

$1.5

$1.7

$0 $5 $10 $15 $20 $25 $30 $35

2019

2018

2017

2016

2015

2014

2013

2012

Retirement Health Insurance Other

Fringe benefits are budgeted at $29.8 million, an increase of $1.7 million, or 6%, from the prior year. Major expenditures in this category, as illustrated above, include retirement contributions and medical insurance. Retirement contributions are budgeted at $12.7 million and represent the District’s share of annual contributions into the state retirement systems, which by law is currently set at 14% of the employee’s wages. This represents a slight increase of $0.5 million from the prior year and is directly related to wage increases. State law was amended to increase the certified employee contribution rate 4%, phased in at 1% per year starting July 1, 2013. This increase is entirely the employee’s responsibility, with the exception of administrators, and the District’s portion remains unchanged at 14%.

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Employee health insurance is the other major component of this category, and is budgeted at $16.8 million, an increase of $1.2 million, or 7.6%. The District moved to a self-funded medical plan on January 1, 2014, and claims expenses have been running better than expected. Therefore premium increases are currently projected at 2% in January 2016, which, blended with the second half of calendar year 2015’s rate increase of 8.6%, along with the additional 18 employees expected to be covered, creates a total projected increase of 7.6%. We will be monitoring claims closely over the next several months and will determine actual 2016 premiums at that time. In addition, the District took some very positive steps toward containing rapidly rising employee health insurance costs through its 2014-2017 labor agreements. If the monthly premium in 2016 for teachers exceeds $1,908 for a family plan and $707 for a single plan (indexed 1% annually in 2017), all costs beyond 86% of that will be the employee’s responsibility. Current 2015 premiums are $1,814 for family and $676 for single. Similarly, if the monthly premium in 2016 for support staff exceeds $1,925 for a family plan and $729 for a single plan, all costs beyond 90% of that will be the employee’s responsibility. These caps provide both management and labor unions incentive to continue to look for ways to contain costs, including plan design changes and addressing the Affordable Care Act. Other benefits include Workers Compensation insurance premiums and Medicare payments. Both of these are directly related to gross payroll and therefore will increase in correlation to salaries. The workers compensation premium rate is increasing from 0.6% of covered payroll to 0.8% in order to maintain sufficient reserves.

Purchased Services (in Millions)

1.6

1.6

1.5

1.5

1.4

1.8

1.4

1.4

$3.4

$3.5

$3.3

$3.0

$2.9

$2.8

$2.4

$2.4

6.5

6.4

5.9

$5.4

$5.0

$4.7

$4.5

$4.1

6.4

6.1

6

$6.0

$6.0

$6.1

$5.1

$4.2

$- $2 $4 $6 $8 $10 $12 $14 $16 $18

2018

2019

2018

2017

2016

2015

2014

2013

Maintenance Utilities Tuition Other

Purchased services include utilities, repairs and maintenance, consultant services such as legal and technical, teacher substitutes, and tuition paid to other districts and organizations that resident students attend. The graph above illustrates purchased services by major category. Total purchased services for 2016 are budgeted at $15.3 million, a decrease of $0.1 million from the prior year. As previously discussed, five contracted services in 2015 will be hired as employees in 2016, transferring the cost to the salaries line item from the other purchased services line item. In addition, one-time maintenance costs of $0.4 million in 2015 to renovate the building that will house the new Worthington Academy will not occur in 2016. Tuition to other entities is budgeted at $5.0 million, an increase of $0.3 million from the prior year. State law requires the District to fund up to $20,000 per child for those designated as autistic and who seek services elsewhere, and that population has risen rapidly the past few years. Recent state budget deliberations have expressed interest in increasing that amount to around $27,000, which would further escalate our costs if approved. The Jon Peterson Scholarship related to special needs children and open school choice is also expected

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Executive Summary - Expenditure Analysis to increase tuition costs. In addition, the District must also pay charter schools for the aid received from the state for students attending those schools but residing in our District. Utilities are budgeted to increase slightly to $2.9 million. The District has negotiated multi-year gas and electric contracts, and uses its leverage with several hundred other Districts in Ohio as part of a consortium. Savings of approximately $0.3 million are projected to be realized upon completion of an energy conservation project, with the savings going to pay back the debt proceeds used to fund the project. The Other category includes legal fees, consultants, substitute teachers, and test scoring services. Substitute teachers are budgeted at $1.7 million and are contracted through the Educational Service Center of Central Ohio. This represents an increase of $0.1 million. We have budgeted for a 3% inflationary increase in other areas. Supplies are budgeted at $3.7 million and represent an increase of $0.3 million. Buildings are allowed to carryover unused supply funds from the previous year, which total $0.3 million for 2016. Textbook and curriculum adoptions represent $1 million of the total, the same as the previous year, due to continued adoption of new content standards and the common core curriculum. This area is expected to decrease $0.5 million over the next few years as the curriculum becomes fully adopted and textbooks have been updated. Other expenditures are budgeted at $1.9 million, an increase of $0.1 million from the prior year related to increased auditor and treasurer collections due to increased property taxes estimated to be collected. Non-operating expenditures total $1.1 million, a decrease of $1.6 million from the prior year. The $1.8 million year end advance in 2015 to cover cash flows in the PI fund to cover the energy conservation project will not occur in 2015. Non-operating expenditures also include a $1.1 million transfer to the Debt Service fund for principal and interest on the District’s operating debt including energy conservation notes and certificates of participation. This is an increase from the prior year of $0.2 million due to the completion of the energy conservation project and the start of the repayment. These principal and interest payments are made with operating cost savings and not tax revenue. Debt Service Fund Total outstanding debt at the beginning of budget year 2016 is $72.9 million, a decrease of $4.6 million principal payments during FY15. The budget for 2016 includes principal payments of $5.2 million and interest payments of $2.7 million. For a more detailed analysis of Debt Service schedules and calculations, see page 78 of the financial section of this document and page 115 of the statistical section. Capital Projects Funds The two capital projects funds are the Permanent Improvements Fund and the Building Fund. The PI Budgeted expenditures of the PI fund are $2.7 million, which includes $1.8 million in repayment to the general fund for year-end advances related to the energy conservation project as well as the remaining $0.9 million of the balance from a prior year land sale. These funds are being appropriated in case of emergency, but nothing is planned at this point, and any project will follow all applicable competitive bidding requirements should the funds be needed. The Building Fund has a beginning available fund balance of $18.4 million remaining from the issuance of $40 million capital improvement bonds in 2013. These funds are being appropriated over a five year period in accordance with the District’s master capital improvement plan found on pages 80-83. We are entering year 4 of that plan, and budgeted expenditures for 2016 total $9.7 million. Major outlays include replacement busses with enhanced GPS capability, new roofs at Brookside Elementary and Kilbourne Middle, and field turf at WKHS, as well as completion of an ongoing security enhancement at TWHS. For a complete listing of potential capital projects, please visit the District’s website at www.worthington.k12.oh.us.

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Special Revenue Funds Special revenue funds are used to account for specific revenue sources that are legally restricted to expenditures for certain purposes. These mostly include all local, state, and federal grants as well as athletics and food services. Total budgeted expenditures are $11.9 million, an increase of $2.3 million from the prior year. The increase is mainly the result of an available fund balance of $2.2 million in the Special Rotary fund from facility rental income that is being appropriated in case of emergency. Federal and state grant funds have timing restrictions which can fluctuate from year to year. In total, 76.2 FTE are to be funded through various special revenue funds at a budgeted cost of $3.9 million in salaries and $1.7 million in benefits. Each fund is unique and we encourage you to review the financial section beginning on page 84 for a description and analysis of each special revenue fund. Internal Service Funds The District maintains 3 internal service funds, an Intra-District services fund that accounts for the all-day kindergarten program as well as an in-house copy center, a Workers Compensation Self Insurance Fund, and an Employee Health Benefit Self Insurance Fund that was created January 1, 2014 when the District became self-insured for employee medical benefits. Expenditures for the all-day kindergarten program are expected to increase 3.6% to reflect wage and benefit increases for staff. Expenditures for the Workers Compensation Self Insurance Fund are expected to decrease slightly since the District experience a few large claims and legal costs in FY15 that are expected to be resolved. Stop-loss premium costs and third party administrative costs are expected to remain consistent. Expenditures for the Medical Self Insurance Fund are projected at $16.5 million, an increase of $3.3 million from the prior year, or 25%. We expect third party administrative costs as well as stop-loss reinsurance premiums to increase approximately 10% as the plan matures into its third year, accounting for $0.3 million of the increase. Claims are budgeted at $14.5 million, an increase of $2.9 million from last fiscal year. This is due to entering into the second full year of maturity, in which the District is now responsible for a large portion of delayed “tail” claims. Management and the Insurance Committee will continue to monitor all aspects of the funds, including reviewing claims, plan design, and appropriate stop loss coverage levels to attempt to mitigate any cost increases while maintaining sufficient reserves.

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Community Profile

District Profile The Worthington City School District operates as an independent political subdivision of the State of Ohio subject to provisions of the Ohio Constitution and Ohio Revised Code. As such, there is no authority to have a charter or adopt local laws. The District is not a part of, or under the control of, the City of Worthington. The District encompasses approximately 20 square miles and includes all of the City of Worthington and Village of Riverlea, as well as portions of the City of Columbus and Perry and Sharon Townships. It is entirely located within Franklin County. Currently, the District operates 11 elementary schools, 1 preschool, 3 middle schools, 2 high schools, as well as both an alternative high and middle school. A five member Board of Education governs operations over an appointed Superintendent and Treasurer.

Social and Economic Setting The District contains a well balanced mix of residential and commercial properties. Easy access to Interstates 270 and 71 and State Routes 23 and 315 have attracted multinational corporations including Worthington Industries, Diamond Innovations, Anheuser Busch, Liebert Corp., and Anthem Blue Cross. Smaller quaint shops and restaurants dot downtown High Street. A mixture of luxurious home developments and newer condominium and apartment complexes allows for residential options for a range of family incomes. The Worthington

Community Center and the Parks and Recreation Department maintain top notch facilities and offerings to accommodate a well-balanced lifestyle. Worthington Libraries have continuously been nationally recognized as a top 10 library in the United States. All these factors as well as the short driving distance to Ohio State University, the Columbus Zoo and Aquarium, Polaris Fashion Place, and many other shops and restaurants make residing in the Worthington School District very attractive to potential homeowners and families.

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Mission, Vision, and Goals Worthington Schools is committed to ensuring annual academic growth for all students and catch-up growth for those students who are behind. In order to accomplish this broad academic goal school district leaders engage in continuous improvement planning by setting data informed improvement goals at both the district and building level. The 2015-16 school year will begin with a new superintendent, Dr. Trent Bowers, as well as several new administrative team members. This provides a good opportunity to reexamine who we are as a District and establish a new vision of where we want to be, especially in light of all the recent state changes in curriculum content, delivery, testing, as well as our own local demographic shift. The board and management met in May 2015 to develop the following basic framework of four goals for the upcoming school year, with the intent to meet again this coming summer to formalize a plan of action as well as metrics to measure accomplishments: 1. Undertake a comprehensive evaluation of the current state of the district including enrollment, programming, staffing, and facilities. The first goal is to conduct facilities and programming audits. The purpose of the programming audit is to identify exactly where we are in relation to other Central Ohio Districts, should we be offering additional opportunities or, conversely, are we offering opportunities that are no longer needed or desired. The purpose of the facilities audit is to identify useful classroom space and anticipated enrollment patterns. A few of our elementary schools are already overcrowded and we have pockets of construction in the district that could exacerbate the problem (e.g. the proposed UMCH development project). We are going to need long term solutions to these problems. In addition, many of our buildings are older and more costly to maintain. We need to determine if some of these buildings become candidates for replacement. 2. Create mission/vision statement that provides a filtering tool for future decisions. The second goal is to update the district's mission and vision statements with input from all district stakeholders. The district last conducted a visioning exercise about 10 years ago. Since that time, we've experienced demographic shifts in the community. The intent of the mission statement would be to serve as a filter for future programming decisions. 3. Maximize academic potential for each student by increasing # of students enrolled in AP, IB, CC+, Honors and decreasing # of D’s and F’s. The third goal is to maximize the potential of every student. Essentially, we are looking to stretch the academic boundaries of every student, so that a student would be encouraged to take more advanced classes, such as AP courses, but just as important, a student who has struggled would be similarly encouraged to take and pass classes that challenge their abilities. This will take the combined efforts of our guidance counselors, principals and above all, our teachers to accomplish this goal. 4. Ensure that students graduate remedial free for college and career ready. The fourth goal is to ensure that Worthington students graduate from high school "College and Career Ready". To be "College Ready", one must be remediation free. Throughout Ohio, a fairly significant number of students who graduate have to take remedial courses when they get to college. Worthington's stats are already very good in this area, but we feel they are not good enough. We want to make sure that every graduate is ready for college when they get there.

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Organization Chart and District Leaders

Chief Financial Officer

Assistant Treasurer

Director Special

Education

Chief Academic Officer

Compensation Supervisor

Coord. Special

Education

Coord. Professional Development

Elementary Principals

Coord. Gifted

Coord. LA/SS

Director Elementary Education

Instructional Coaches

Teacher Leaders

Coord. Special

Education

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Organization Chart and District Leaders

BOARD OF EDUCATION

Superintendent

Assistant Superintendent

Certified Specialist

Director Technology

Director Communications

Director Certified Personnel

Director Business Services

Comm. Specialist

Secondary Principals

Director Secondary Education

Computer Specialists

Food Services

Supervisor

Director Facilities

Classified Specialist

Custodial Specialist

Transportation supervisor

Land-scape

Specialists

Maint. Specialist

Transp. Specialist

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Budget Process

Development of the Annual Budget The Ohio Revised Code provides strict regulation over the budgetary process for local school districts. All budget documents are prepared using the cash basis of accounting, which recognizes both receipts and disbursements when they are received and paid for, respectively. This is different that the full accrual basis of accounting that the annual audited financial statements are prepared using, in which revenues are recorded when earned and expenses when the liability is incurred, regardless of the timing of the payment. School Board policies, which can be found on the following pages, further guide how the budget will be developed. Careful attention is paid to both the short and long term goals of the District as well as the overall mission when developing the annual budget. The first major document prepared is the tax budget, which is approved every January and outlines the financial resources available over the next school year. It serves as the basis for the establishment of tax rates. A certificate of estimated resources as well as an appropriations resolution must be on file and approved by the County Auditor's office. Appropriations can never exceed estimated resources, thereby creating a balanced budget. Both documents may be amended during the year to reflect changes to the estimates as information becomes available. The legal level of budgetary control is at the fund and 1 digit object level for the General Fund, and at the fund level for all other funds. All funds, with the exception of agency funds, must have an annual budget. A detailed five year forecast for the General Fund is updated in October by the Treasurer and serves as the overall financial guide in developing the annual budget. Staffing discussions are held every spring by the Superintendent and Treasurer with input from building administrators and a staff plan is developed. Building discretionary budget totals are given out to principals in April based on projected enrollment and detailed budgets must be returned to the Treasurer's office in May. These budget totals are then adjusted in the fall based on actual enrollment. Central Office Departmental budgets are also formed in May. A Capital Budget is maintained by Facilities Management that outlines major capital projects and replacement assets for the next five years. A detailed listing of the upcoming year's projects and needs is provided to the Treasurer and incorporated into the annual budget. Funds for these projects are usually from bond issuances but can also be from permanent improvement monies or general operating dollars. The budget is then reviewed and finalized in early June and presented for approval by the Board of Education at the end of June. Administration, Monitoring, and Amendment of the Budget The District utilizes the Uniform School Accounting System to monitor, control, and report all financial activity. USAS is an interactive, online budgetary and accounting control system maintained by the State of Ohio. A requisition is entered and then approved by the Treasurer as to the proper coding and availability of funds, which results in a purchase order or encumbrance. Utilizing the encumbrance system prevents the over-expenditure of each budget line item. At the close of the fiscal year, encumbrances are carried over while the unencumbered funds are subject to re-appropriation in the next fiscal year. Reports are provided to the Board each month detailing compliance and comparison with the approved budget. Both expenditures and revenues are monitored closely so that any necessary changes to the budget may be presented to the board for approval. Transfers within the general fund budget object codes may be made by the Treasurer so long as they remain within the same object level. Transfers occurring between object levels must be approved by the Board. For all remaining funds, transfers may be made among any account codes so long as the total does not exceed board approved appropriations for that fund as a whole.

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Budget and Fiscal Management Policies Fiscal Management Goals (Policy DA, 2002) The extent and quality of learning programs are directly dependent on the funding provided and the effective, efficient management of those funds. It follows that the District's purposes can best be achieved through excellent fiscal management. As trustees of the community's investment in plant, facilities, and operational funds, the Board has a responsibility to ensure that the investment is protected and used wisely. Competent personnel and efficient procedures are essential for sound management of fiscal affairs. The Board expects that the Superintendent and the Treasurer will keep them informed through both oral and written reports on the fiscal management of the schools. With the assistance of the Treasurer and other designated personnel, the Superintendent is expected to develop an efficient and businesslike procedure for fiscal accounting purchasing; the protection of plant, grounds, and equipment through prudent and economical operations, maintenance, and insurance. School officials will incorporate the use of computer technology to gain greater effectiveness and efficiency in the management of District resources. School officials will provide support and assistance necessary to help administrative and support personnel develop confidence in their own ability to use the computers as management information tools. The Board will seek to achieve the following goals:

1. to engage in thorough advance planning, with staff and community involvement, in order to develop budgets and to guide expenditures to achieve the greatest educational returns for the dollars expended;

2. to establish levels of funding that will provide quality education for the District’s students; 3. to use the best available techniques for budget development and management; 4. to provide timely and appropriate information to all staff with fiscal management responsibilities; 5. to establish effective procedures for accounting, reporting, business, purchasing and delivery,

payroll, payment of vendors and contractors, and all other areas of fiscal management. Annual Budget and Appropriations Measure/ Budget Modification Authority (Pol. DB/DBK, 2002) Budget The purpose of the annual tax budget is to identify adequate financial resources for the education program and to provide a basis for accountability in fiscal management. The District budget is also the legal basis for the establishment of tax rates. Public school budgeting is regulated and controlled by Ohio law and requirements of a board. A budget is required for every fund that a district uses in its yearly operation. The Superintendent and Treasurer are responsible for the preparation of the annual budget and the presentation of the budget to the Board for adoption. The Superintendent and Treasurer are responsible for preparing financial forecasts for at least five years.

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Budget and Fiscal Management Policies

Appropriations As permitted by law, at the start of the fiscal year, the Board may pass a temporary appropriations measure to provide for meeting the ordinary expenses of the District until such time as the Board approves the annual appropriations resolution for the year, which is not later than October 1. if by October 1 the county budget commission has not certified all amended certificates of estimated resources to the Board (or submitted a certification that no amended certificates are necessary), the Board can delay action on the annual appropriations measure until such time as the certificates are received. Modifications to Appropriations During the course of the fiscal year, amounts may be transferred between appropriation categories to meet current expenditure needs. Such modifications may be brought periodically to the Board for approval. Before the close of the fiscal year, the Treasurer will present to the Board a final appropriation resolution reflecting all such modifications for their approval. Fund Transfers Transfers among funds as permitted by statutes require Board action and may require approval from the Court of Common Pleas and Tax Commissioner. Budget Planning (Policy DBD, 2002) Annual Budget/Appropriations Budget planning for the District will be an integral part of program planning so that the annual operating budget may effectively express and implement all programs and activities of the District. Budget planning shall be a continuing process involving broad participation by administrators, supervisors, and other persons as needed. The proposed budget/appropriations shall reflect the needs and requirements of all segments of the local school community. The Board shall review the proposed budget/appropriations and shall attempt to comply with those requests it believes meet the following criteria:

are sound educational and business practices are directed toward the attainment of the goals and objectives of the District; and are planned expenditures that do not exceed anticipated revenue.

Five Year Forecast Budget projections should be prepared for at least five years. Budget planning will be related to the District's goals, objectives, and programs. These projections will be used for planning purposes and will reflect the educational programs previously approved. The Board shall be apprised of any changes or alterations in programs. Tax Budget The budget will be prepared by January 1 of each year and will cover the period from July 1 to June 30 of the succeeding year.

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Budget and Fiscal Management Policies Debt Guidelines (DCA 2013) This Debt Policy is intended to assist District officials by providing guidance on the following questions:

1. When is the proper time to use available cash for projects and borrow for projects? 2. Under what circumstances are voted general obligation bonds, un-voted general obligation bonds, special

revenue notes and lease purchase certificates appropriate? 3. What are the District’s goals with respect to interest rates, payment terms and other conditions of a financing? 4. What administrative policies should be in place with respect to debt management?

Definitions – For purposes of this policy, the term “debt” is defined as any type of borrowing for capital facilities and equipment. The word “security” refers to bonds, notes, lease purchase certificates, and other loan or debt obligations. CAPITAL FUNDING GUIDELINES Cash Funding – the District encourages funding capital projects with cash from the general fund’s capital outlay line item or its permanent improvement fund on a “pay as you go” basis, to the extent possible and prudent. Cash funding for this purpose includes the sale of short-term securities that are paid in full within five years or within the maximum life of the capital item, whichever is less. Cash funding is recommended under the following circumstances:

1. When unreserved cash balances are available for capital in the District’s general fund equal to or greater than 40% of the general fund’s annual expenditures. At no time will cash funding be recommended for projects in a year in which the general fund balance is projected to fall to 25% of expenditures or lower.

2. To finance the purchase of assets with average lives of five years or shorter, such as equipment and maintenance related items.

3. When market conditions are unstable or unattractive making it difficult to achieve acceptable borrowing terms and interest rates. To make this determination, District officials will review historical indices, market conditions and general market conditions when making financing decisions

General Obligation Bonds – after determining that borrowings will be used to fund all or a portion of a long-term capital project or projects, general obligation bonds (GOs) are the preferred funding option. GO bonds are expected to be the District’s lowest interest rate, lowest cost borrowing alternative. There are two distinct types of school district GO bonds in Ohio and each is defined below along with guidelines for pursuing either type of funding:

1. Voted general obligation bonds - Voted GO bonds are authorized by voter referenda. Ballot approval gives the District the authority to collect on an annual basis whatever amount of millage dollars are required to make that year’s bonds payments. The “unlimited tax” nature of this pledge creates a very strong and reliable security for investors and therefore is expected to achieve the highest bond rating and lowest interest cost financing possible. Voted bonds will be used for long-term projects when general fund capital line item dollars or permanent improvement levy dollars are insufficient to make the necessary debt payments. General obligation bonds will not exceed state debt limitations for school districts unless the District is authorized by the State to exceed those limits.

2. Un-voted general obligation bonds – Un-voted GO bonds are authorized by District resolution and paid from all eligible funds not otherwise obligated. State law severely restricts the amount of un-voted securities that a school district may issue to 1/10th of 1% of tax valuation. However, there are a few exceptions to this restriction such as for energy notes, bus notes, Classroom Facilities Program matching securities and Chapter 133.06(H) pilot payment supported securities. Un-voted securities are further restricted by Ohio’s 9/10th of 1% limit for certain types of securities that can exceed the 1/10th of 1% limit and the “ten mill” limitation. Before pursuing un-voted debt, District officials must confirm available debt capacity under the limits and judge the District’s ability to make debt payments from its general fund or other funds. Officials will pursue un-voted

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securities for projects that are limited in scope and better paid from available resources than voted revenues. Un-voted general obligation securities are expected to carry similar bond ratings and achieve similar to slightly higher interest rates as voted bonds depending upon final maturity and other fiscal factors. Therefore, un-voted GOs are preferred over other possible borrowing alternatives, such as permanent improvement notes and lease purchase certificates, when appropriate.

Permanent Improvement Notes – permanent improvement notes (PI notes) are special obligations authorized by Ohio law. PI notes can be issued in offering amounts equal to one-half of collections projected over the life of the levy, ten years in the case of a continuing levy, or in a greater amount upon state approval. This type of borrowing is exempt from the debt limitations. PI notes are recommended when PI revenues are available and not otherwise committed to pay as- you-go capital expenditures and when GO debt capacity is unavailable. Due to its restricted final maturity, a PI note is best used to finance smaller scale projects such as land acquisition or to finance projects with useful lives of ten years or less. PI notes are expected to receive similar ratings and interest rates to the District’s GO securities due to the pledged revenue source for repayment and short final maturity. Lease Purchase Certificates of Participation – lease purchase certificates of participation (COPs) are considered an appropriate funding alternative when GO bonds and PI Notes are unavailable or unsuitable. COPs are created through a series of complex legal agreements designed to set up a lease, lease-back arrangement. Once the lease is established, a trustee creates certificates of participation in the lease payments which are sold by the underwriter to investors. The price of the certificates funds the project. This type of financing requires participation by a third party lessor recruited or created by the District, preferably an independent Education Foundation or other non-profit entity. Due to the complex legal structure of a COPs issue and its higher transaction fees and interest rate expense, this funding alternative is not preferred and should be used only for critical projects and when other funding options are unavailable. COPs do not constitute a legally enforceable obligation of debt; therefore the District’s commitment and ability to make payments on the certificates is determined in part by the District’s desire to appropriate lease payments annually. The potential for “non-appropriation” increases risk to the buyers of the securities and thus increases the interest rate of the borrowing over the previously discussed alternatives, sometimes significantly. In the event of non-appropriation, the District will surrender the financed project to the Trustee on behalf of the certificate holders. For these reasons, the District will pursue COPs financings only when absolutely necessary and will attempt to structure them with the shortest final maturities possible. Type of Sale – District officials will sell the District’s securities through competitive or negotiated public offerings of securities or through private sale to investors, including local banks. The District will follow the lowest cost, most efficient process possible.

Short-Term Financing – for purposes of this policy, short-term financing refers to bond anticipation notes (BANs), defined as short-term obligations that typically mature within one year of issuance at which time they must be paid in full or refinanced with additional BANs or long-term obligations. BANs are often used for interim financing during the construction cycle of a project. Prior to or upon completion of the project, BANs are typically refunded with fixed rate, long-term bonds. BANSs are also sometimes used for permanent financing, most suitably for projects with average lives of ten or less years. Short-term financings such as BANs historically create lower cost borrowing due to comparatively lower interest rates and lower financing costs. However, BANs expose the District to interest rate risk, which is the risk that interest rates move higher in advance of the BANs maturity date when refunding BANs or bonds will be sold. BANs also expose a District to credit risk and market access risk, which may threaten or challenge the District’s ability to efficiently refund its BANs in the future. The District considers BANs to be appropriate under the following conditions:

1. As a source of permanent financing for projects with useful lives of less than five years, but only when there are alternative funding options in the event marketplace conditions or other events prohibit the sale of refunding BANs.

2. As a temporary funding source prior to and in anticipation of the sale of a long-term obligation, with a preference not to exceed three years.

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3. When the amount of financing is less than $1 million and therefore the cost of issuing bonds is cost prohibitive. 4. At no time will the District’s exposure to BANs, measured by the amount of BANs outstanding compared to

total debt obligations outstanding, exceed 20% of total authorized and outstanding debt obligations for a period greater than six months.

Long-Term Variable Rate Financing - variable rate bonds are defined as bonds that carry interest rates that change from time to time based upon market indices and conditions. Variable rate long-term bonds are prohibited by state law for school districts. Long-Term Fixed Rate Financing – long-term fixed rate financing (long-term bonds) is defined as fixed rate bonds with fixed payments and final maturities in excess of one year. The Board will consider the following prior to issuance.

1. For capital projects with useful lives of five years or greater and when issued in amounts of $1 million or

greater. 2. For energy conservation capital projects supported by a savings report from a qualified energy project

consultant and approved by the state documenting that the project’s annual energy savings in dollars will offset annual bond payments.

3. For terms up to forty years. However, every effort will be made to keep the final maturity of bonds less than forty years when and if market conditions and other factors provide the opportunity for a shorter term.

4. When the General Obligation 20 Bond Index, published by the Bond Buyer, (or an industry recognized index of a similar nature) is eighty-five percent or less of the index’s twenty-year average. Long-term bonds are considered less appropriate when the index is one hundred and twenty percent or more of the index’s twenty-year average. The District will make every effort to structure the terms of its bonds to take advantage of the conditions in the market at that time.

5. When the District’s underlying bond rating is Single A or higher and such rating is not unduly threatened by the issuance of new debt. Officials will work with the District’s financial advisor to review standard rating measures to make this judgment, primarily reviewing a collection of debt ratios, payment history, voter history, wealth and operating conditions.

6. Long-term bonds are preferred when the District is participating in state assisted building programs. Further, long-term bonds are considered especially attractive when the District is able to take advantage of state and federal programs designed to lower the District’s effective cost of borrowing, including credit enhancement programs and interest rate subsidy bond programs.

Refunding Securities – refunding securities are recommended when the District is able to achieve a material reduction in annual payments or a revision to its existing bond terms to achieve a valid governmental purpose. Stand-alone refunding securities are expected to achieve present value savings of 3% or greater. Exceptions to this include securities with maturities shorter than ten years and when securities are refinanced to re-structure annual payments to achieve a particular financial management goal. [Adoption Date: January 14, 2013]

28

Budget and Fiscal Management Policies Debt Guidelines (DCA-R 2013) ADMINISTRATIVE PROCEDURES Minimum General Fund Balance – the District recognizes the need to maintain sufficient yearend carry-over balances in its general fund to minimize undesirable programmatic reductions, including staffing reductions. Therefore it is essential to clearly define a fund balance level that triggers a decision to make budgetary adjustments and possibly seek voter approval of new taxes well in advance of a cash shortfall. Further, the District recognizes the value of such a policy with respect to its debt management practices and underlying bond rating. As such, the District defines its minimum unreserved general fund balance as 1/12 of annual expenditures in the third year of the forecast and will initiate budgetary actions or proposed levy to voters in a timely manner to address projected balances below this level. Managing Bond Subsidy Programs – in the event that the federal subsidy program of 2009/10 return and the District participates in them, the District will engage a bank paying agent/filing agent to apply for semi-annual and annual bond subsidy payments due to the District from any subsidy bond program on its behalf, if any, and to receive and disperse those funds at the District’s direction. District officials intend to use any such payments for debt service on the qualifying bonds, but retain the right to direct the payments to any other fund deemed appropriate. Subsidy payments directed to the bond retirement fund will be factored into the District’s annual certification of bond issue tax millage. For bond rating purposes, first year debt payments will be structured to create an excess bond retirement fund balance equal to or greater than the first full year’s subsidy payment. (See bond retirement fund below.) District officials recognize the fact that subsidy payments may be withheld by the federal government to make payment on any disputed and unrelated lien or past due obligation owed by the District to the federal government and that any such withholding could have a material adverse effect on its ability to make bond payments. As such, the District will make every effort to remain current on any obligations owed the federal government and will not issue such bonds without first verifying that it has no such lien or past due obligations at the time. Bond Retirement Fund – the District will strive to maintain an unreserved bond retirement fund year-end balance equal to its maximum semi-annual debt payment on bonds outstanding. Credit Enhancement – the District will participate in any available state credit enhancement program to the extent it qualifies for such program and the program’s “programmatic bond rating” reduces the District’s interest rates and thus cost. The District understands that if for any reason the District is unable to make a debt payment in full for securities issued under certain credit enhancement programs, such as the State of Ohio’s Foundation Credit Enhancement Program, that a paying agent/program trustee may direct the state to intercept the District’s monthly operational state aid payments to the extent necessary to cover the shortfall. The District may also explore the value of purchasing bond issuance or other credit enhancement facilities and will do so when advised by its financial advisors that such enhancements will lower its overall interest costs. Federal Tax Law – all financings will comply with the restrictions set forth in federal tax law. In addition, the size and timing of notes or bonds may be affected by options provided in the tax code, such as rebate exemptions. District officials will retain professional assistance to comply with all filing and post issuance compliance procedures regarding construction spending guidelines; rebate calculations and payments; private use rules; reimbursement of prior expenditures and subsidy payments, among others. Continuing Disclosure – the District will comply with its continuing disclosure obligations by filing required information annually with the appropriate national repository. This requirement will be satisfied through the filing of the audit and certain additional information as required in its compliance certificates, including material event notifications. Economic Development – District officials may consider opportunities to encourage economic development through the sale of debt on a case by case basis to the extent such development achieves a needed educational purpose. Such projects may include public private partnerships (P3) as well as inter-governmental collaborations.

29

Budget and Fiscal Management Policies Professional Services – professionals retained by the District in connection with the District’s debt program shall provide full disclosure to the District of any formal or informal relationships or agreements outside of the District that may be in conflict with the best interests of the District. The District shall retain professionals in connection with its debt issues based upon demonstrated qualifications, including past successful performance. Officials will review professional relationships periodically as appropriate. Debt Policy Review – the debt policy will be reviewed from time to time in keeping with District practices to all policies and as necessary to comply with state and federal law. [Approval Date: January 14, 2013]

30



32



34

Fund Structure

This budget document includes 23 governmental funds, 3 proprietary funds, and 1 fiduciary trust fund. The District also maintains 2 agency funds for student activities and other activities which is not required to be budgeted and therefore excluded from this report. Governmental Funds

General Fund: Accounts for the day to day operations of the District, which includes all revenues not designated for other purposes, such as property taxes and state basic aide. The legal budget level is by 1 level object. Debt Service Fund: Accounts for all resources and payment of general obligation bond and note principal, interest, and related costs. Resources are from taxes levied on properties to pay down debt. The legal level of control is at the fund level. Special Revenue Funds: Account for all resources from specific sources that are legally restricted to expenditures for specified purposes. The District has 19 such funds, most of which are state and federal grant funds. Detailed descriptions of each fund can be found in the financial section of this book. The legal level of control is at the fund level. Capital Project Funds: Account for financial resources to be used for the acquisition and/or construction of major capital facilities and equipment purchases. The District has 2 such funds, the Permanent Improvement Fund, which accounts for any energy conservation projects and proceeds from any land or building sales, and also the Building Fund, which accounts for revenues generated through the issuance of bonds. The legal level of control is at the fund level.

Proprietary Funds

Intra-District Services Fund: An internal service fund used to account for operations of the copy center, which provides goods and services to other funds on a cost-reimbursement basis to the various funds including the General Fund. The legal level of control is at the fund level. Workers’ Compensation Self Insurance Fund: An internal service fund used to account for the proceeds from premiums and claims related to the District’s workers compensation insurance. A premium is charged to the fund that each employee is paid out of. The legal level of control is at the fund level. Medical Self Insurance Fund: An internal service fund used to account for the proceeds from premiums and claims and stop loss insurance related to the District’s medical insurance. A premium is charged to the fund that each employee is paid out of. The legal level of control is at the fund level.

Fiduciary Fund

Private Purpose Trust Fund: Accounts for funds set aside for scholarship purposes. The income from such funds may be expended in accordance with the trust agreement, but the principal must remain intact. The legal level of control is at the fund level.

35

Worthington City Schools - All Funds Budget Summary

Beginning Balance

Actual Revenues Actual Expenses Ending Balance

Actual Revenues Actual Expenses Ending Balance

General:Local Prop. Taxes 89,668,182 89,255,173 State Formula Aid 15,454,603 17,033,821 Other Intergovmntl. 21,243,494 21,836,947 Other Revenues 1,324,177 1,908,892 Salaries 68,800,687 72,205,995 Benefits 26,560,141 28,057,808 Purchased Svcs 13,400,044 15,429,847 Supplies 3,175,795 3,449,968 Capital Outlay 256,574 634,081 Other 1,801,097 1,797,617 Non Operating 1,123,119 2,713,970

Total General 48,646,511 127,690,456 115,117,457 61,219,510 130,034,833 124,289,286 66,965,057 Bond Retirement 3,776,723 17,751,467 17,815,344 3,712,846 7,694,540 7,767,936 3,639,450 Capital ProjectsPerm Improvements 2,334,169 - 119,500 2,214,669 2,565,495 3,878,009 902,155 Building 35,615,525 165,048 7,982,739 27,797,834 487,744 9,852,198 18,433,380

Capital Projects Total 37,949,694 165,048 8,102,239 30,012,503 3,053,239 13,730,207 19,335,535 Special RevenueFood Service 134,331 2,900,607 2,816,110 218,828 3,066,457 2,877,162 408,123 Other Local Sources 37,888 2,685 5,786 34,787 4,342 7,300 31,829 Uniform Sch. Supplies 140,649 356,189 395,739 101,099 357,415 379,302 79,212 Special Rotary 1,796,516 504,325 184,615 2,116,226 549,276 115,673 2,549,829 Public School Support 647,595 498,901 529,822 616,674 581,932 476,257 722,349 Other Local Grants 30,776 - 23,548 7,228 3,950 6,288 4,890 District Mng. Activities 306,831 680,438 659,034 328,235 615,942 675,375 268,802 Auxiliary Services 71,781 885,619 721,061 236,339 946,232 1,136,267 46,304 Data Commun. - 32,400 32,400 - 30,600 30,600 - Straight A - - - - 936,211 935,961 250 Other State Grants 1,929 115,748 113,369 4,308 25,969 29,693 584 Race to the Top 1,586 271,686 273,134 138 14,398 14,536 - Spec Ed IDEA 11,733 1,798,696 1,787,535 22,894 1,777,839 1,766,812 33,921 Vocation Education 15,483 57,617 73,090 10 46,408 45,689 729 Limited English Prof. 1,445 128,632 128,786 1,291 92,175 93,363 103 Disadv. Children 505 993,479 981,678 12,306 922,855 916,109 19,052 Spec Ed Preschool 432 24,891 25,250 73 24,901 24,591 383 Imrpoving Tchr Quality 197 185,842 184,839 1,200 165,711 164,418 2,493

Special Revenue Totals 3,199,677 9,437,755 8,935,796 3,701,636 10,162,613 9,695,396 4,168,853 Internal Service Intra-District Svcs 772,319 1,607,420 1,448,731 931,008 1,501,224 1,919,096 513,136 Workers Comp Insur. 1,143,548 445,651 438,336 1,150,863 468,996 548,752 1,071,107 Medical Self Insurance - 10,035,199 5,471,871 4,563,328 16,652,538 13,275,892 7,939,974

Internal ServiceTotals 1,915,867 12,088,270 7,358,938 6,645,199 18,622,758 15,743,740 9,524,217 Priv. Purp Trust 173,412 3,679 51,323 125,768 895 800 125,863 Total All Funds 95,661,884 167,136,675 157,381,097 105,417,462 169,568,878 171,227,365 103,758,975

Fund

Actual Fiscal Year 2014-2015Actual Fiscal Year 2013-2014

36

Worthington City Schools - All Funds Budget Summary

Estimated Revenues

Percentage Change

from Prior Year

Estimated Expenses

Percentage Change

from Prior Year Ending Balance

94,927,507 6.36% 17,908,557 5.14% 19,372,927 -11.28% 3,094,628 62.12%

74,093,105 2.61% 29,796,777 6.20% 15,338,552 -0.59% 3,762,576 9.06% 282,522 -55.44% 1,931,876 7.47% 1,099,966 -59.47%

135,303,619 4.05% 126,305,374 1.62% 75,963,302 8,044,562 4.55% 8,045,404 3.57% 3,638,608

1,801,303 0.00% 2,703,458 -30.29% - 70,000 -85.65% 9,762,162 -0.91% 8,741,218

1,871,303 -38.71% 12,465,620 -9.21% 8,741,218

3,000,100 -2.16% 3,000,100 4.27% 408,123 4,166 -4.05% 5,800 -20.55% 30,195

353,696 -1.04% 431,305 13.71% 1,603 527,600 -3.95% 1,898,346 1541.13% 1,179,083 544,782 -6.38% 1,229,767 158.21% 37,364

74,200 0.00% 79,090 1157.79% - 619,100 0.51% 801,850 18.73% 86,052 936,700 -1.01% 983,004 -13.49% -

30,600 0.00% 30,600 0.00% - 76,107 0.00% 76,357 0.00% - 30,368 16.94% 30,952 4.24% -

- -100.00% - -100.00% - 1,970,256 10.82% 2,004,177 13.43% -

45,361 -2.26% 46,090 0.88% - 104,330 13.19% 104,433 11.86% - 987,648 7.02% 1,006,700 9.89% -

28,549 14.65% 28,932 17.65% - 169,964 2.57% 172,457 4.89% -

9,503,527 -6.49% 11,929,960 23.05% 1,742,420

1,520,000 1.25% 1,619,547 -15.61% 413,589 630,000 34.33% 515,000 -6.15% 1,186,107

17,260,000 3.65% 16,510,000 24.36% 8,689,974 19,410,000 4.23% 18,644,547 18.43% 10,289,670

800 -10.61% 800 0.00% 125,863 174,133,811 2.69% 177,391,705 3.60% 100,501,081

Proposed Budget Fiscal Year 2015-2016

37

Department/Fund Matrix

√ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √√ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √√ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √√ √ √ √ √√ √ √ √ √ √ √ √√ √ √ √√ √ √ √ √√ √ √ √ √√ √ √ √ √ √ √ √√ √ √ √ √ √√ √ √ √ √√ √ √ √ √√ √ √ √ √ √√ √ √ √ √

Elementary Education √ √ √ √ √Secondary Education √ √ √ √ √

√ √ √ √ √ √√ √ √ √ √√ √ √ √ √√ √ √ √ √ √√ √ √ √ √ √ √ √ √ √√ √ √ √ √√ √ √ √ √ √ √ √√ √ √ √ √ √ √ √√ √ √ √ √ √√ √ √ √

This table shows the relationship between the departments and the funds where monies are spent in able to support their operations and goals.

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Special EducationFacility Maintenance

Gifted

High SchoolsMiddle SchoolsElementary SchoolsSuperintendentTreasurer

Teaching and Learning

Assistant SuperintendentCommunicationsComputer Services

TransportationMiscellaneous

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English Language LearningAssessmentSummer School

Band and OrchestraSchool Support and Safety

Board of Education

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38

May 11, 2015WORTHINGTON CITY SCHOOL DISTRICTFranklin County

Schedule of Revenues, Expenditures and Changes in Fund BalancesFor the Fiscal Years Ended June 30, 2012, 2013, 2014

Forecasted Fiscal Year Ending June 30, 2015 through 2019

Actual Forecasted Fiscal Year Fiscal Year Fiscal Year Average Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year

2012 2013 2014 Change 2015 2016 2017 2018 2019

Revenues

1.010 General Property Tax (Real Estate) 74,554,666$ 81,690,919$ 86,311,963$ 7.6% 87,455,320$ 89,424,527$ 89,916,756$ 90,412,923$ 90,913,059$ 1.020 Tangible Personal Property 3,094,377 3,451,276 3,356,219 4.4% 3,733,344 3,629,180 3,629,180 3,629,180 3,629,180 1.035 Unrestricted State Grants-in-Aid 14,280,914 14,355,731 15,934,116 5.8% 17,494,382 18,418,581 19,293,783 20,214,290 21,178,408 1.040 Restricted State Grants-in-Aid 113,407 285,863 339,362 85.4% 408,993 412,598 415,356 418,155 420,997 1.045 Restricted Fed. SFSF Fd. 532 FY10&11/Ed Jobs Fd.504 FY 746,556 - - 0.0% - - - - - 1.050 Property Tax Allocation 21,232,139 19,683,504 20,424,617 -1.8% 20,791,774 18,450,305 15,963,329 13,477,050 10,633,201 1.060 All Other Revenues 1,137,512 1,035,371 1,089,314 -1.9% 1,298,328 1,248,328 1,223,328 978,328 953,328 1.070 Total Revenues 115,159,571$ 120,502,664$ 127,455,591$ 5.2% 131,182,141$ 131,583,519$ 130,441,732$ 129,129,926$ 127,728,173$

Other Financing Sources

2.050 Advances-In 502,200$ 490,700$ 180,000$ -32.8% 21,500$ -$ -$ -$ -$ 2.060 All Other Financing Sources 11,028 19,581 54,865 128.9% 533,000 10,000 10,000 10,000 10,000 2.070 Total Other Financing Sources 513,228$ 510,281$ 234,865$ -27.3% 554,500$ 10,000$ 10,000$ 10,000$ 10,000$ 2.080 Total Revenues and Other Financing Sources 115,672,799$ 121,012,945$ 127,690,456$ 5.1% 131,736,641$ 131,593,519$ 130,451,732$ 129,139,926$ 127,738,173$

- - - Expenditures

3.010 Personal Services 73,444,360$ 70,623,617$ 68,800,687$ -3.2% 72,841,626$ 74,093,105$ 76,306,212$ 79,585,373$ 83,526,660$ 3.020 Employees' Retirement/Insurance Benefits 25,864,996 25,853,892 26,557,038 1.3% 28,115,587 29,796,777 30,841,370 32,115,349 33,044,287 3.030 Purchased Services 10,899,262 12,223,794 13,422,946 11.0% 15,614,179 15,173,446 15,864,450 16,748,877 17,686,183 3.040 Supplies and Materials 2,330,804 2,761,158 3,357,022 20.0% 3,822,184 3,763,850 3,676,766 3,437,069 3,540,181 3.050 Capital Outlay 216,757 342,906 312,042 24.6% 704,706 344,195 354,521 365,157 376,112 4.300 Other Objects 1,445,866 1,897,285 1,801,312 13.1% 1,982,506 2,034,035 2,056,390 2,079,197 2,102,471 4.500 Total Expenditures 114,202,045$ 113,702,652$ 114,251,047$ 0.0% 123,080,788$ 125,205,408$ 129,099,709$ 134,331,022$ 140,275,894$

Other Financing Uses

5.010 Operating Transfers-Out 1,051,125$ 1,076,047$ 1,101,619$ 2.4% 877,670$ 1,099,966$ 1,245,705$ 1,273,604$ 1,312,575$ 5.020 Advances-Out 490,700 180,000 21,500 -75.7% - - - - - 5.040 Total Other Financing Uses 1,541,825$ 1,256,047$ 1,123,119$ -14.6% 877,670$ 1,099,966$ 1,245,705$ 1,273,604$ 1,312,575$ 5.050 Total Expenditures and Other Financing Uses 115,743,870$ 114,958,699$ 115,374,166$ -0.2% 123,958,458$ 126,305,374$ 130,345,414$ 135,604,626$ 141,588,469$ 6.010 Sources over (under) Expenditures and Other

Financing Uses (71,071)$ 6,054,246$ 12,316,290$ -4257.6% 7,778,183$ 5,288,145$ 106,318$ (6,464,700)$ (13,850,296)$

7.010 Cash Balance July 1 - Excluding Proposed Renewal/Replacement and New Levies 44,312,545$ 44,241,474$ 50,295,720$ 6.8% 62,612,010$ 70,390,193$ 75,678,338$ 75,784,656$ 69,319,956$

7.020 Cash Balance June 30 44,241,474$ 50,295,720$ 62,612,010$ 19.1% 70,390,193$ 75,678,338$ 75,784,656$ 69,319,956$ 55,469,660$

8.010 Estimated Encumbrances June 30 1,629,802$ 1,649,211$ 1,392,502$ -7.2% 1,900,000$ 1,400,000$ 1,400,000$ 1,400,000$ 1,400,000$

Reservation of Fund Balance

9.030 Budget Reserve 3,118,000$ 3,118,000$ 5,335,958$ 35.6% 9,771,874$ 13,855,716$ 17,587,484$ 20,515,723$ 20,515,723$ 9.060 Property Tax Advances 6,515,500 5,989,400 7,205,330 6.1% 7,500,000 7,500,000 7,500,000 7,500,000 7,500,000 9.080 Subtotal 9,633,500 9,107,400 12,541,288 16.1% 17,271,874 21,355,716 25,087,484 28,015,723 28,015,723

15.010 Unreserved Fund Balance June 30 32,978,172$ 39,539,109$ 48,678,220$ 21.5% 51,218,319$ 52,922,622$ 49,297,172$ 39,904,233$ 26,053,937$

ADM Forecasts

20.010 Kindergarten - October Count 731 757 776 3.0% 733 734 734 734 735 20.015 Grades 1-12 - October Count 8,604 8,553 8,622 0.1% 8,668 8,764 8,772 8,811 8,874

State Fiscal Stabilization Funds

21.010 Personal Services SFSF 553,906 0.0%21.020 Employees Retirement/Insurance Benefits SFSF 192,650 0.0%21.060 Total Expenditures - SFSF 746,556 - - 0.0% - - - - -

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General Fund Proposed 2016 Budget Summary

41

2013-14 Actual 2014-15 Actual

2015-16 Proposed Budget % Change

Thomas Worthington HS Salaries 9,104,656$ 9,560,523$ 9,839,752$ 3%Benefits 3,498,924 3,699,150 3,969,556 7%Purchased Services 22,602 36,283 26,000 -28%Supplies & Materials 101,340 98,951 100,600 2%Capital Outlay 19,197 19,872 35,300 78%Miscellaneous 5,244 6,953 8,000 15%Maintenance Services (Utilities) 431,555 482,574 527,432 9%Maintenance Supplies 37,325 51,983 43,979 -15%Total 13,220,843$ 13,956,289$ 14,550,619$ 4%

Worthington Kilbourne HSSalaries 8,589,076$ 8,810,385$ 9,092,084$ 3%Benefits 3,300,787 3,408,908 3,652,151 7%Purchased Services 17,145 22,213 56,140 153%Supplies & Materials 95,214 97,011 82,154 -15%Capital Outlay 33,999 23,868 6,000 -75%Miscellaneous 480 770 1,600 108%Maintenance Services (Utilities) 489,684 528,945 560,732 6%Maintenance Supplies 36,732 39,248 40,000 2%Total 12,563,117$ 12,931,348$ 13,490,861$ 4%

Linworth Alternative HSSalaries 791,456$ 839,431$ 869,032$ 4%Benefits 304,157 324,792 347,018 7%Purchased Services 2,426 11,076 12,208 10%Supplies & Materials 9,388 9,318 7,000 -25%Capital Outlay 203 - - 0%Miscellaneous - - - 0%Maintenance Services (Utilities) 42,910 37,420 46,748 25%Maintenance Supplies (950) 3,988 4,000 0%Total 1,149,590$ 1,226,025$ 1,286,006$ 5%

Worthington AcademySalaries -$ -$ 263,000$ 100%Benefits - - 105,324 100%Purchased Services - - 1,700 100%Supplies & Materials - - 6,600 100%Capital Outlay - - 1,500 100%Miscellaneous - - - 0%Maintenance Services (Utilities) - - - 0%Maintenance Supplies - - - 0%Total -$ -$ 378,124$ 100%

Total All High SchoolsSalaries 18,485,188$ 19,210,339$ 20,063,868$ 4%Benefits 7,103,868 7,432,850 8,074,049 9%Purchased Services 42,173 69,572 96,048 38%Supplies & Materials 205,942 205,280 196,354 -4%Capital Outlay 53,399 43,740 42,800 -2%Miscellaneous 5,724 7,723 9,600 24%Maintenance Services (Utilities) 964,149 1,048,939 1,134,912 8%Maintenance Supplies 73,107 95,219 87,979 -8%Total 26,933,550$ 28,113,662$ 29,705,610$ 6%

High Schools

The District operates 2 traditional high schools, Thomas Worthington on the east side of the Olentangy River and Worthington Kilbourne on the west side. Thomas is the original high school and was opened in 1951 while Kilbourne was opened in 1991. The District also operates a small alternative high school, Linworth, which serves the needs of non-traditional students, and in FY16 will be opening a second non-traditional high school environment called Worthington Academy which will include a blended learning focus. It will be located at the Phoenix Middle School building.

42

Thomas Kilbourne Linworth Academy Total

Principals/Asst. Principals 4.00 3.00 1.00 0.50 8.50 Athletic Director 1.00 1.00 - 2.00 Counselors 5.00 4.00 0.50 0.50 10.00 Librarian 1.00 1.00 - 2.00 Regular Teachers 75.08 62.30 8.50 4.00 149.88 Special Ed Teachers 11.00 10.63 - 21.63 Vocational Ed Teachers 3.00 - - 3.00 Other Educational Assgn. 2.50 2.50 - 5.00 Psychologists 1.00 1.50 - 2.50 Nurses 1.00 0.80 - 1.80 Physical Therapist - 0.05 - 0.05 Speech & Lang. Therapists 0.85 0.50 - 1.35 Occupational Thrpst - 0.10 - 0.10 Weight Room Tech 0.50 0.50 - 1.00 Secretaries 9.00 9.00 1.00 0.50 19.50 Teacher Aides 11.81 11.59 - 23.40 Stagecraft Tech 1.00 - - 1.00 Custodians 9.00 9.50 0.63 19.13 Attendants 1.63 1.50 - 3.13

Total 2016 Budgeted FTE 138.37 119.47 11.63 5.50 274.97

Changes

Regular Ed Teachers (1.00) (1.00) - 4.00 2.00 Special Ed Teachers 1.00 0.50 - - 1.50 Special Ed Teacher Aides - 1.50 - - 1.50 Counselor - - - 0.50 0.50 Principal - - - 0.50 0.50 Secretary - - - 0.50 0.50 Safe and Drug Free Coord. 0.50 0.50 1.00 Net Change 0.50 1.50 - 5.50 7.50

2015 Actual FTE 137.87 117.97 11.63 - 267.47

> Base wage increases of 2% and potential longevity step increases, as well as a 2% est. insurance increase> The new Worthington Academy will open with 5.5 staff, 2 of which were transferred from TWHS and WKHSalong with a shared secretary and principal previously at Phoenix Middle.> Special Ed teachers and teachers aides have been added to TWHS and WKHS to fulfill needs> The safe & drug free coordinator was transferred from Department of School Support to the high schools

> Continue the implementation of Formative Instructional Practices through consistent and focused teacher collaboration. Engage in "Lab Class" and other opportunities to share best practices of new instructional materials and teaching strategies> Continue to support the Worthington City Schools 3-year Master Technology Plan with integration of Google Classroom and other instructional technology resources in all classrooms> Continue the implementation of PBIS to build relationships that provide a safe and welcoming culture and climate where all learning is rigorous, relevant and engaging> Develop three methods to improve student participation in Experiential Education practices> Linworth staff will research and discuss at least four student evaluation practices> Develop three methods to improve student participation in Social Awareness and Community Service practices> Provide an alternative educational setting for Worthington students that meets appropriate educational, developmental, and social needs as well as providing connections with outside schools and agencies if the student desires

Budget Highlights

Goals

High Schools

The total high school budget for 2015 is $29.7 million, which represents an increase of 6% from the prior year. Staff salaries are budgeted for an increase of 2% to the base with additional amounts budgeted for longevity step increases. The increases to salaries will cause an increase to benefits for retirement, workers compensation and other related benefits along with a projected increase in premiums of 2% in January 2016.

2016 Budgeted FTE

43



Kilbourne Middle SchoolSalaries 2,880,839$ 2,933,686$ 3,020,275$ 3%Benefits 1,107,108 1,135,100 1,209,535 7%Purchased Services 6,369 3,826 4,500 18%Supplies & Materials 31,532 36,004 34,388 -4%Capital Outlay 1,439 1,814 - -100%Maintenance Services (Utilities) 105,347 124,164 129,110 4%Maintenance Supplies 6,919 15,886 15,000 -6%Total 4,139,553$ 4,250,480$ 4,412,808$ 4%

McCord Middle SchoolSalaries 3,459,352$ 3,514,530$ 3,603,086$ 3%Benefits 1,329,431 1,359,839 1,442,934 6%Purchased Services 1,104 1,191 2,246 89%Supplies & Materials 51,796 35,058 46,970 34%Capital Outlay 5,992 21,179 7,000 -67%Maintenance Services (Utilities) 98,654 126,257 127,576 1%Maintenance Supplies 3,372 15,842 15,000 -5%Total 4,949,701$ 5,073,896$ 5,244,812$ 3%

Worthingway Middle SchoolSalaries 2,639,046$ 2,824,317$ 2,914,752$ 3%Benefits 1,014,187 1,092,783 1,167,276 7%Purchased Services 6,482 7,623 6,950 -9%Supplies & Materials 26,797 30,936 26,300 -15%Capital Outlay 19,222 3,832 10,958 186%Maintenance Services (Utilities) 80,990 99,949 109,159 9%Maintenance Supplies 5,480 10,067 12,000 19%Total 3,792,204$ 4,069,507$ 4,247,395$ 4%

Phoenix Alternative Middle SchoolSalaries 1,406,812$ 1,453,458$ 1,492,279$ 3%Benefits 540,639 562,371 597,616 6%Purchased Services 351 753 700 -7%Supplies & Materials 11,660 12,453 15,144 22%Capital Outlay - 147 500 240%Maintenance Services (Utilities) 91,601 114,546 117,114 2%Maintenance Supplies 6,912 8,740 13,000 49%Total 2,057,975$ 2,152,468$ 2,236,353$ 4%

Grand Totals Middle SchoolsSalaries & Benefits 14,377,414$ 14,876,084$ 15,447,753$ 4%Services, Supplies, & Outlay 162,744 154,816 155,656 1%Maintenance 399,275 515,451 537,959 4%Total 14,939,433$ 15,546,351$ 16,141,368$ 4%

Middle Schools

The District operates 3 traditional middle schools and 1 alternative middle school program called Phoenix.

44

KMS McCord Worthingway Phoenix Total

Principal/Asst. Principal 1.00 2.00 1.00 0.50 4.50 Counselors 1.00 1.50 1.00 0.50 4.00 Librarian 1.00 1.00 1.00 - 3.00 Regular Teachers 24.70 29.60 25.02 14.60 93.92 Special Ed Teachers 5.80 7.82 5.40 1.13 20.15 Other Educational 1.00 - 1.00 - 2.00 Psychologists 0.30 0.50 0.30 0.41 1.51 Nurses 0.25 0.37 0.25 0.20 1.07 Physical Therapist 0.10 - - 0.08 0.18 Spch & Lang. Therapists 0.15 0.85 - 0.35 1.35 Occupational Thrpst 0.20 0.05 0.10 0.20 0.55 Secretaries 2.00 2.00 2.00 0.50 6.50 Teacher Aides 5.38 5.52 3.56 1.75 16.21 Custodians 2.63 2.63 2.63 2.00 9.89 Attendants - - 0.38 - 0.38

Total 2016 FTE 45.51 53.84 43.64 22.22 165.21

Changes:Teacher - - 0.50 0.50 Special Education Aides - - - Principal - - 0.50 0.50 Secretary - - (0.50) (0.50) Total Changes - - 0.50 - 0.50

2015 Actual FTE 45.51 53.84 43.14 22.22 164.71

> Base wage increases of 2% and potential longevity step increases, as well as a 2% est. insurance increase> Phoenix secretary will be shared with Worthington Academy. Former teacher leader stipend at Phoenix replaced with 1/2 licensed principal shared with Worthington Academy

> Students, parents, and staff will describe the school climate and culture as welcoming and emotionally safe> All staff will broaden their implementation of the Worthington adopted curriculum and instructional shifts> 100% of students will demonstrate a year's growth or better; those below grade level benchmark will exhibit more than a year's growth> Ensure technology is updated to support instructional and state-wide assessment changes.> Provided a dynamic technology curriculum within a safe and caring environment so they will develop the skills, aptitudes, and attitudes to be lifelong learners and citizens of good charisma who are equipped to contribute to an ever-changing, global society> Increase growth rate of students with disabilities in Reading and Math by more than one year as measured by the Progress Component of Ohio’s new local report card system to increase student performance and narrow the achievement gap> Increase growth rate of students identified as gifted / superior cognitive in Reading, Math, and Science by at least one year as measured by the Progress Component of Ohio’s new local report card system to increase student performance

Goals

Budget Highlights

2016 Budgeted FTE

Middle Schools

The total middle school budget for 2016 is $16.1 million, which represents an increase of 4%. The following chart illustrates budgeted FTE at each building.

45



Bluffsview ElementarySalaries 2,629,117$ 2,640,379$ 2,758,547$ 4%Benefits 1,010,371 1,021,614 1,088,701 7%Purchased Services 1,606 1,327 2,350 77%Supplies & Materials 26,894 32,248 29,218 -9%Capital Outlay 610 2,714 3,000 11%Maintenance Services (Utilities) 85,358 86,808 95,378 10%Maintenance Supplies 12,697 12,029 14,000 16%Total 3,766,653$ 3,797,119$ 3,991,194$ 5%

Brookside ElementarySalaries 1,913,115$ 2,070,216$ 2,178,880$ 5%Benefits 735,211 801,006 872,580 9%Purchased Services 10,693 10,189 11,700 15%Supplies & Materials 8,996 8,872 13,621 54%Capital Outlay 728 12,707 1,859 -85%Maintenance Services (Utilities) 64,574 71,404 75,455 6%Maintenance Supplies 10,184 11,343 13,000 15%Total 2,743,501$ 2,985,737$ 3,167,095$ 6%

Colonial Hills ElementarySalaries 2,126,869$ 2,250,018$ 2,353,880$ 5%Benefits 817,357 870,575 942,662 8%Purchased Services 1,049 529 1,650 212%Supplies & Materials 30,312 27,619 30,536 11%Capital Outlay - - 1,350 100%Maintenance Services (Utilities) 66,808 74,040 77,559 5%Maintenance Supplies 4,471 9,852 12,000 22%Total 3,046,866$ 3,232,633$ 3,419,637$ 6%

Evening Street ElementarySalaries 2,509,858$ 2,534,011$ 2,604,526$ 3%Benefits 964,540 980,458 1,043,039 6%Purchased Services 1,258 1,162 2,160 86%Supplies & Materials 26,262 37,012 34,257 -7%Capital Outlay 716 599 600 0%Maintenance Services (Utilities) 66,162 69,863 77,305 11%Maintenance Supplies 8,398 8,965 12,000 34%Total 3,577,194$ 3,632,070$ 3,773,887$ 4%

Elementary Schools

The District operates 11 traditional elementary schools and 1 preschool, Sutter Park. Attendance is determined by boundaries. Total Elementary budget is $46.6 million, which is an increase of 2%. Base wage and step increases are offset by teacher retirements, and building budgets will be finalized later in the summer when final placement has occurred.

46



Granby ElementarySalaries 2,511,456$ 2,718,651$ 2,767,936$ 2%Benefits 965,154 1,051,898 1,108,480 5%Purchased Services 1,477 1,420 1,470 4%Supplies & Materials 15,723 18,938 33,925 79%Capital Outlay 363 10,261 1,000 -90%Maintenance Services (Utilities) 58,870 67,619 70,840 5%Maintenance Supplies 13,546 16,401 17,000 4%Total 3,780,667$ 3,885,188$ 4,000,651$ 3%

Liberty ElementarySalaries 2,787,274$ 2,905,457$ 2,967,910$ 2%Benefits 1,071,151 1,124,177 1,188,564 6%Purchased Services 1,326 1,213 1,325 9%Supplies & Materials 44,983 36,549 40,657 11%Capital Outlay 97 - - 0%Maintenance Services (Utilities) 100,656 117,063 120,696 3%Maintenance Supplies 12,496 13,470 15,000 11%Total 4,154,983$ 4,197,929$ 4,334,152$ 3%

Slate Hill ElementarySalaries 2,885,353$ 2,971,903$ 3,088,896$ 4%Benefits 1,108,843 1,149,887 1,237,016 8%Purchased Services 1,220 1,490 2,300 54%Supplies & Materials 50,136 42,867 44,213 3%Capital Outlay 178 - 4,000 0%Maintenance Services (Utilities) 84,404 93,489 97,631 4%Maintenance Supplies 11,139 10,439 13,000 25%Total 4,141,273$ 4,270,075$ 4,487,056$ 5%

Sutter Park PreschoolSalaries 1,699,033$ 1,853,698$ 1,896,583$ 2%Benefits 652,939 717,231 759,528 6%Purchased Services - - - 0%Supplies & Materials - - - 0%Capital Outlay - - - 0%Maintenance Services (Utilities) 48,284 60,016 64,327 7%Maintenance Supplies 7,855 8,973 10,000 11%Total 2,408,111$ 2,639,918$ 2,730,438$ 3%

Elementary Schools

47



Wilson HillSalaries 2,614,311$ 2,713,785$ 2,800,630$ 3%Benefits 1,004,681 1,050,016 1,121,573 7%Purchased Services 994 940 1,400 49%Supplies & Materials 54,792 28,046 39,381 40%Capital Outlay 11,255 12,502 - -100%Maintenance Services (Utilities) 57,225 63,663 72,345 14%Maintenance Supplies 10,540 11,818 13,000 10%Total 3,753,798$ 3,880,770$ 4,048,329$ 4%

Worthington EstatesSalaries 3,064,269$ 3,302,364$ 3,429,116$ 4%Benefits 1,177,600 1,277,748 1,373,264 7%Purchased Services 1,155 660 1,550 135%Supplies & Materials 34,723 47,185 49,197 4%Capital Outlay - - - 0%Maintenance Services (Utilities) 87,103 97,230 100,500 3%Maintenance Supplies 12,910 20,606 17,000 -17%Total 4,377,760$ 4,745,793$ 4,970,627$ 5%

Worthington HillsSalaries 2,590,052$ 2,655,609$ 2,732,589$ 3%Benefits 995,358 1,027,506 1,094,325 7%Purchased Services 1,615 1,499 2,000 33%Supplies & Materials 28,861 30,700 28,833 -6%Capital Outlay 783 1,300 - -100%Maintenance Services (Utilities) 78,396 89,158 94,017 5%Maintenance Supplies 8,411 8,324 13,000 56%Total 3,703,476$ 3,814,096$ 3,964,764$ 4%

Worthington ParkSalaries 2,524,921$ 2,517,991$ 2,577,157$ 2%Benefits 970,329 974,259 1,032,079 6%Purchased Services 1,235 4,537 7,300 61%Supplies & Materials 27,268 16,570 19,237 16%Capital Outlay 88 5,672 10,500 85%Maintenance Services (Utilities) 75,187 91,396 93,786 3%Maintenance Supplies 9,424 12,128 13,000 7%Total 3,608,452$ 3,622,553$ 3,753,059$ 4%

Grand Totals All ElementarySalaries & Benefits 41,329,162$ 43,180,457$ 45,018,461$ 4%Services, Supplies, & Outlay 1,351,220 1,377,186 420,589 -69%Maintenance 995,098 1,126,097 1,201,839 7%Total 43,675,480$ 45,683,740$ 46,640,889$ 2%

Elementary Schools

48

Principal 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 12.00Counselors 0.50 0.40 0.50 0.50 0.50 0.50 1.00 0.60 1.00 0.50 0.50 0.00 6.50Librarian 1.00 1.00 0.80 1.00 1.00 1.20 1.00 1.00 1.00 1.50 1.00 0.00 11.50Regular Teachers 21.75 18.35 21.20 25.90 23.85 27.95 28.40 25.90 29.90 23.80 23.90 0.00 270.90Special Ed Teachers 6.70 4.70 4.50 3.70 5.12 4.00 5.30 5.00 8.70 4.20 4.80 15.10 71.82Psychologists 0.30 0.40 0.40 0.40 0.40 0.50 0.40 0.30 0.50 0.50 0.50 1.50 6.10Nurses 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.38 0.25 0.25 3.13Physical Therapist 0.05 0.06 0.00 0.04 0.04 0.04 0.04 0.00 0.13 0.00 0.00 0.52 0.92Spch & Lang. Thrpst 0.70 0.30 0.50 0.50 0.30 0.50 0.50 0.40 1.00 0.00 0.40 1.00 6.10Occupational Thrpst 0.40 0.10 0.20 0.10 0.05 0.20 0.20 0.20 0.50 0.26 0.20 0.80 3.21Secretaries 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 12.00Teacher Aides 5.93 4.70 3.63 2.00 4.38 3.76 6.01 3.12 5.13 2.75 3.13 11.77 56.31Custodians 2.00 2.00 2.00 2.00 2.00 1.00 2.00 3.50 2.50 2.00 2.00 2.00 25.00Crossing Guard 0.25 0.00 0.00 0.00 0.00 0.31 0.00 0.00 0.00 0.00 0.00 0.00 0.56Attendants 0.75 0.88 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.63

2016 Budgeted FTE 42.58 35.14 35.98 38.39 39.89 42.21 47.10 42.27 52.61 37.89 38.68 34.94 487.68

Changes:Counselor 0.25 0.25 0.50Special Ed Aide 0.50 0.50Special Ed Teachers 0.50 0.50Regular Ed Teachers** 0.50 1.50 1.00 0.50 1.50 0.50 5.50 Net Change 0.00 1.50 1.50 0.00 0.00 0.00 1.25 0.50 1.75 0.50 0.00 0.00 7.00

2015 Actual FTE 42.58 33.64 34.48 38.39 39.89 42.21 45.85 41.77 50.86 37.39 38.68 34.94 480.68**3.0 are instructional support coaches

Much of Sutter Park's budget is contained in the Special Education Department.

> Base wage increases of 2% and potential longevity step increases, as well as a 2% est. insurance increase > Additional counselor support to address needs > Increase of 3.0 instructional coaches so that all buildings now have instructional coaching support

> All faculty will broaden and enhance their implementation of the Worthington adopted curriculum in four central content areas with a particular focus on reading and writing across the content areas > 100% of students will demonstrate a year's growth or better as measured by MAP and/or Value-Added with catch up growth for those behind. Particular attention will be paid to the growth of gifted students and primary students who are determined to be off-track in reading > Expand on the instructional resources already in place by ensuring teachers and students have resources needed to meet new standards for learning > Improve the learning environment for students and staff including new furniture for classrooms > Ensure a year's growth for all and catch up growth for those behind through focused intervention and professional development > Prepare students for participation in the online state assessments by ensuring technology is updated and available to all > Ensure all teachers of ELA, Math, Science, & Social Studies are implementing the curriculum with fidelity including reading and writing across the curriculum with appropriate resources. > Enhance the district’s BYOD policy by encouraging families to send devices to school and providing secure storage during the school day. > Assist families in supporting their children’s physical, emotional, behavioral, cognitive and pre-academic growth at home through training and resources. > Implement new Early Learning and Development Standards

Elementary Schools

Bluffs

Brook

Col H

Eve St

Granby

Libert y

Estate s

Budget Highlights

Goals

The following chart illustrates budgeted staffing by building

Hills

W Park

Sutter

Total

Slate

Wilson

The above budgeted staffing is based on current year enrollment. We will adjust staffing at the end of summer based on actual enrollment.

49



Salaries 186,489$ 187,014$ 207,098$ 11%Benefits 71,668 72,359 82,937 15%Purchased Services 42,142 27,700 53,700 94%Supplies & Materials 729 539 1,000 86%Capital Outlay - - - 0%Miscellaneous 17,893 19,452 21,000 8%Total 318,921$ 307,064$ 365,735$ 19%

2013-14 Actual 2014-15 Actual 2015-16

Proposed ChangeFull Time Equivalent Staff:

Superintendent 1.00 1.00 1.00 0.00Secretary 0.33 0.33 0.67 0.34

Total FTE 1.33 1.33 1.67 0.34

> 1/3 shared secretary with Assistant Superintendent now 2/3> Increase in purchased services of $11,500 to assist in development of mission and vision statement> Other major items include $12,000 in legal fees and $21,000 for various administrator's professional membership dues to educational organizations

> Determine the current state of the District, including enrollment, programming, staffing, and facilities> Continued engagement and communication with all stakeholders> Maximize academic potential for each student by increasing the number of students enrolled in AP, IB, college credit courses, and other honors courses.> Ensure that students graduate remedial free for college and career ready

Goals

Office of the Superintendent

The Superintendent's Office is responsible for the overall management of the District.

Budget Highlights

> Create mission/vision statement that provides a filtering tool for future decisions

50



Salaries 599,802$ 625,103$ 641,340$ 3%Benefits 350,504 361,781 381,839 6%Purchased Services 5,464,256 6,169,265 6,532,300 6%Supplies & Materials 10,993 7,160 457,000 6283%Miscellaneous 1,701,272 1,682,561 1,782,711 6%Total 8,084,002$ 8,845,870$ 9,795,190$ 11%

2013-14 Actual 2014-15 Actual 2015-16


Treasurer 1.00 1.00 1.00 0.00Asst. Treasurer 1.00 1.00 1.00 0.00Accountant 1.00 1.00 1.00 0.00Payroll 2.00 2.00 2.00 0.00Receipts/Disbursements 3.00 3.00 3.00 0.00Secretary 1.00 1.00 1.00 0.00

Total FTE 9.00 9.00 9.00 0.00

> Base wage increases of 2% and potential longevity step increases. Staff to remain consistent.> Purchased services include $4.4 million in tuition to other entities. This includes estimates for Autism scholarships, the Jon Peterson scholarship, and other charter & community school tuition. This represents an estimated increase of $0.4 million. The state may expand the voucher program which may further increase costs.> Purchased services also includes $1.7 million for teacher substitutes obtained through the county ESC> Supplies includes $450,000 of estimated building carryover from FY15 that will be distributed to the building budgets at the beginning of the school year.

> Maintain clean audit opinion and GFOA recognition for CAFR, PAFR, and budget documents> Implement electronic payment to third party vendors to reduce costs and increase efficiency> Review opportunities to refund outstanding debt in the current low interest rate environment> Maximize safety and return on investment portfolio> Explore the possibility of implementing the Ohio Treasurer's Open Checkbook concept

Budget Highlights

Goals

Office of the Treasurer

The Treasurer's Office performs all financial and business functions for the District including payroll, accounting, purchasing, inventory, and insurance. Tuition payments to other Districts as well as all tax collection fees are budgeted in this department as well.

51



Salaries 15,375$ 19,500$ 15,974$ -18%Benefits 5,909 7,545 6,397 -15%Purchased Services 4,170 20,496 4,000 -80%Supplies & Materials 407 170 100 -41%Miscellaneous 73,730 74,218 109,765 48%Total 99,591$ 121,929$ 136,236$ 12%

> Miscellaneous includes $39,000 for various membership fees> Miscellaneous also includes $70,700 for the ESCCO; fees are charged per student along with various supervisor and extended service contracts for preschool and special education services

Board of Education

The Board of Education is elected by the residents to govern the overall activity and mission of the District. Meeting are open to the public and generally occur on the 2nd and 4th Monday each month at the Worthington Education Center.

Budget Highlights> Salaries and benefits are for members who are paid $125 per meeting

52



Salaries 147,812$ 156,434$ 185,804$ 19%Benefits 56,804 60,527 74,409 23%Purchased Services 78,837 51,953 107,500 107%Supplies & Materials 7,269 4,086 12,000 194%Capital Outlay 801 - 1,000 100%Total 291,523$ 273,000$ 380,713$ 39%

2013-14 Actual 2014-15 Actual 2015-16


Asst. Superintendent 1.00 1.00 1.00 0.00Secretary 0.30 0.33 0.75 0.42

Total FTE 1.30 1.33 1.75 0.42

> Base wage increases of 2% and potential longevity step increases.

> Lead the District's overall goal of evaluating the current state of the District, including enrollment, programming, staffing, and facilities

> Lead the District's overall goal of creating a mission/vision statement that provides a filtering tool for future decisions

Goals

Office of the Assistant Superintendent

The Assistant Superintendent manages the day to day educational activities of the District, including performance monitoring of educational staff and overseeing curriculum.

The total budget for the Asst. Superindent's Office is $380,713. Staff includes 0.75 FTE secretary transferred from Human Resources with the former 0.33 transferring to the Superintendent's Office.

Budget Highlights

> Includes $41,000 for counseling services from an outside agency and $8,000 for District wide nurses supplies, (formerly budgeted in School Support & Safety)> Purchased services also includes $20,000 for traveling teacher mileage, $12,000 for administrator mileage, and $32,000 for truancy officer services (formerly budgeted in Dept. of Admin Services)

53



Salaries 175,467$ 191,652$ 244,269$ 27%Benefits 67,432 74,154 97,823 32%Purchased Services 82,299 111,247 132,135 19%Supplies & Materials 1,762 1,217 3,000 147%Total 326,960$ 378,270$ 477,227$ 26%

2013-14 Actual 2014-15 Actual 2015-16


Director 1.00 1.00 1.00 0.00Web Design 0.00 0.00 1.00 1.00Secretary 1.50 1.50 1.50 0.00

Total FTE 2.50 2.50 3.50 1.00

> Base wage increases of 2% and potential longevity step increases

> Increase participants in key advisory groups and create a timeline for engagement> Create employee communication tool to update staff and also encourage two-way 3 communication

Communications Department

The Communications Department is responsible for all district correspondence with both the media as well as parents and staff. The department maintains the content of the District website as well as publishing numerous newsletters and electronic correspondence. Feedback is gathered through surveys and public meetings and then organized and shared with various departments so that informed decisions can be made.

The total budget for the Communication Department is $477,277, an increase of $98,957. This is mainly the result of an increase in staffing for a new web designer. Secretary includes 1.17 FTE for central office front desk attendant and 0.33 for a split secretary with the Superintendent.

Budget Highlights

Goals> Evaluate and improve upon current district website

> Purchased Services include $20,000 printing/delivery charges of the Superintendent's newsletter, $36,000 in communication consulting services, $45,000 for licensing the District's website, and $20,000 for other services such as surveys and design services.

54



Salaries 1,105,652$ 1,168,910$ 1,170,647$ 0%Benefits 424,903 452,274 484,830 7%Purchased Services 949,557 1,192,866 1,159,100 -3%Supplies & Materials 91,352 54,537 89,100 63%Capital Outlay 100,676 71,695 82,000 14%Total 2,672,140$ 2,940,282$ 2,985,677$ 2%

2013-14 Actual 2014-15 Actual 2015-16


Director 1.00 1.00 1.00 0.00Tech Systems Support 4.00 4.00 4.00 0.00Network Specialist 3.00 3.00 3.00 0.00Instructional Integration Specialist 3.00 3.00 2.00 (1.00)Digital Tech Support 1.00 1.00 1.00 0.00Desktop Specialist 1.00 1.00 1.00 0.00Database Specialist 1.00 1.00 1.00 0.00EMIS Coordinator 1.00 1.00 1.00 0.00Secretary 1.00 1.00 1.00 0.00

Total FTE 16.00 16.00 15.00 (1.00)

> Base wage increases of 2% and potential longevity step increases

> Provide professional development for instructional and management staff> Implement year 2 of the newly developed 3 year technology plan, which includes providing portable electronic devices at the elementary level at a ratio of 1:3

> Maintain daily operation of instructional and management technologyGoals

Computer Services Department

The computer services department provides consultation, development, training and support for instructional technology, management operations, including telecommunication circuits, phones, faxes, and district copiers. Department services include training for classroom teachers and management system as well as support for software, desktop/laptop, and printers. The department handles all system programming for EMIS, Federal Reporting, Human Resources, Students, Special Ed, Gifted, Athletics, Guidance, Grade Reporting and Event Scheduling to meet the management needs of the district.

The total budget for the Computer Services Department is $2.9 million, consistent with prior years. Staff potentially will decrease by 1.0 due to a retirement that has not been replaced and will be evaluated throughout the year.

Budget Highlights

> Purchased Services include $142,000 for copier maintenance costs and approximately $0.9 million for consultant and technical services as well as licensing

55



Salaries 481,744$ 531,247$ 424,791$ -20%Benefits 185,134 205,550 170,117 -17%Purchased Services 3,179 36,024 47,820 33%Supplies & Materials 910,109 1,184,010 970,000 -18%Capital Outlay - 26,171 50,000 91%Miscellaneous 325 475 500 5%Total 1,580,491$ 1,983,477$ 1,663,228$ -16%

2013-14 Actual 2014-15 Actual 2015-16


Director 1.00 1.00 1.00 0.00

Coordinator 1.00 1.00 0.00 (1.00)Teacher Leaders 2.00 3.00 3.00 0.00Secretary 1.38 1.50 1.00 (0.50)

Total FTE 5.38 6.50 5.00 (1.50)

> Coordinator & 0.50 secretary now budgeted in the Department of Professional Development > Base wage increases of 2% and potential longevity step increases

> Support the implementation of the new Worthington Learning Standards through curriculum revision, professional development and provision of resources as needed> Ensure that all students are growing and achieving through strong diagnostic assessment, data analysis, research based intervention and needed professional development for Teacher Based Teams.> Ensure that all students are able to successfully participate in the state online assessments by providing current technology and efficient access.

> Lead the District goal of maximizing academic potential for each student by increasing the # of students enrolled in AP, IB College Credit honors, and decreasing the number of D's and F's.

Goals

Department of Academic Achievement

The Department of Academic Achievement (formerly Teaching & Learning) is responsible for the overall content and development of curriculum, instruction, and assessment. It oversees all federal grants such as Title I, II, III and IDEIA.

The total budget for the Academic Achievement Department is $1.66 million, which represents a decrease of $0.3 million. New curriculum outlays are beginning to slow down, and the coordinator of professional development and part of a secretary are being budgeted in their own department this year.

Budget Highlights

> Supplies include new resource adoptions including $425,000 in English/Language Arts, $291,000 in math, $110,000 in social studies, and various other materials.

56



Salaries 129,429$ 169,763$ 174,059$ 3%Benefits 49,740 65,685 68,701 5%Purchased Services 1,863 3,795 3,500 -8%Supplies & Materials 15,405 14,990 15,900 6%Miscellaneous 635 1,655 1,600 -3%Total 197,072$ 255,888$ 263,760$ 3%

2013-14 Actual 2014-15 Actual 2015-16


Coordinator 1.00 1.00 1.00 0.00Secretary 1.00 1.00 1.00 0.00

Total FTE 2.00 2.00 2.00 0.00

> Base wage increases of 2% and potential longevity step increases > AP exam fees and expenses are budgeted in a separate Support Fund.

> Continue to identify students as gifted in areas of superior cognitive ability, specific academic achievement, visual and performing arts, and creative thinking as indicated in Ohio Administrative Code 3301-51-15.> Provide quality gifted services as prescribed in OAC 3301-51-15 to students identified as gifted in the areas of superior cognitive ability and math for grades 3-6 and superior cognitive ability and reading for grades 7 & 8.

Gifted Education Department

The Gifted Services Department manages the district’s Enriched Placement Program (EPP) for identified gifted students at the elementary and secondary levels. The Department offers a continuum of services including academic acceleration opportunities and enrichment programs such as Destination Imagination and Invention Convention. The Advanced Placement, SAT and ACT examinations are scheduled through the Gifted Services office.

The total budget for the Gifted Department is $263,760, which represents a increase of 3%. Staffing will remain consistent.

Budget Highlights

Goals

57



Salaries 104,127$ 99,191$ 102,762$ 4%Benefits 40,016 38,379 41,153 7%Purchased Services 7,227 9,918 13,000 31%Supplies & Materials 11,638 9,069 11,500 27%Total 163,008$ 156,557$ 168,415$ 8%

2013-14 Actual 2014-15 Actual 2015-16


Coordinator 1.00 1.00 1.00 0.00Secretary 0.25 0.25 0.25 0.00

Total FTE 1.25 1.25 1.25 0.00

> Purchased services include $7,500 for interpreters> Supplies include instructional materials such as dictionaries, learning aids, etc.> Base wage increases of 2% and potential longevity step increases

> Increase overall percentage of students attaining and sustaining proficiency of Engligh Language> Increase overall percentage of students passing state academic assessments;

Goals

ELL Department

The English Language Learning Department is responsible for ensuring proper services are provided for those students for which English is not their primary spoken language. Many additional services are provided through Federal Title III Grant funding.

Budget Highlights

58



Salaries 50,322$ 46,467$ 48,022$ 3%Benefits 19,339 17,979 19,231 7%Purchased Services 106,439 135,874 154,680 14%Supplies & Materials 6,858 6,504 4,000 -38%Total 182,958$ 206,824$ 225,933$ 9%

2013-14 Actual 2014-15 Actual 2015-16


Testing Specialist 1.00 1.00 1.00 0.00

Total FTE 1.00 1.00 1.00 0.00

> Base wage increases of 2% and potential longevity step increases > Purchased services include $110,000 for web based MAP assessments

> In conjunction with Dept. of Achievement, target necessary LEP and Disability subgroups to decrease below proficient students by 10% annually in reading and math> Using testing data, assist the Dept. of Intervention in ensuring all third graders are reading at level

Department of Assessment

The Department of Assessment and Accountability, as part of the Department of Academic Achievement and Leadership, is responsible for all matters involving testing, including state mandated tests, district standardized testing, and all other district assessments.

Budget Highlights

Goals

59



Salaries -$ 97,692$ 110,629$ 13%Benefits - 37,799 44,304 17%Purchased Services - - 76,000 100%Supplies & Materials 45,152 25,637 27,000 5%Total 45,152$ 161,128$ 257,933$ 60%

Full Time Equivalent Staff: 2013-14 Actual 2014-15 Actual 2015-16 Proposed Change

Secretary 0.00 0.25 0.25 0.0

Total FTE 0.00 0.25 0.25 0.00

> Program funded primarily through state grant funds for FY14 and transitioned to general fund for FY15> Salaries include performance contracts for teachers as well as a program coordinator> Purchased services include $66,000 for online learning instruction through APEX and META> Supplies include reading kits for the District's 3rd grade summer reading intervention program

> Ensure all third graders are reading at level and not retained> Provide the necessary credit recovery to ensure all students graduate remedial free

Department of Intervention

The Department of Intervention was funded in FY14 to provide a summer literacy intervention program to address the State mandated third grade reading guarantee. In order to ensure all students are reading at level, the District offers a multi-week literacy program during the summer. It expanded to include other credit recovery and remedial coursework as part of an updated summer program beginning in FY16.

Budget Highlights

Goals

60



Salaries 129,327$ 69,269$ 81,809$ 18%Benefits 49,700 26,802 32,762 22%Purchased Services 2,150 440 500 14%Supplies & Materials 1,587 1,112 1,000 -10%Miscellaneous 9,610 4,500 -53%Total 182,764$ 107,233$ 120,571$ 12%

> Salaries will paid at flat rate per hour according to the recently negotiated labor agreement> Staff includes 0.25 FTE secretary, as well as sub secretaries during the year at the summer school site.

> To provide additional learning opportunities during the summer break

Summer School

The Summer School Department is responsible for providing coursework during the summer for those students in need of it. It is primarily fee based and budgeted to be cost neutral, mainly focusing on credit advancement. Beginning in FY16 it now includes a summer enrichment program targeting gifted students.

The total budget for Summer School is $120,571, which is almost entirely Salaries and Benefits for teachers and staff. A small portion of the budget is related to services such as printing and postage for program documents and supplies.

Goals

Budget Highlights

61



Salaries -$ -$ 142,308$ 100%Benefits - - 56,990 100%Purchased Services - - 38,400 100%Supplies & Materials - - 15,000 100%Capital Outlay - - 1,000 100%Miscellaneous - - - 0%Total -$ -$ 253,698$ 100%


2015-16 Proposed Budget Change

Full Time Equivalent Staff:Director 0.00 0.00 1.00 1.00Secretary 0.50 0.00 0.50 0.50

Total FTE 0.50 0.00 1.50 1.50

> 0.5 secretary transferred from Dept. of School Support> Includes $16,000 for research consultants> Includes $10,000 estimate for lease payments for overflow at the McConnell Arts Center

> Maximize academic potential for each student by decreasing the number of D's and F's.Goals

Department of Elementary Education

The Department of Elementary Education was created beginning FY16 out of the Department reorganization. It is responsible for overseeing the all aspects of elementary education, including curriculum, enrollment, and facilities.

Budget Highlights

62



Salaries -$ -$ 141,895$ 100%Benefits - - 56,825 100%Purchased Services - - 89,500 100%Supplies & Materials - - 6,000 100%Capital Outlay - - 500 100%Miscellaneous - - - 0%Total -$ -$ 294,720$ 100%




Total FTE 0.00 0.00 1.50 1.50

> 0.5 secretary transferred from Dept. of Pupil Services> Purchased services include $30,000 for athletic trainer services, $10,000 for graduation facility rental $16,000 for research consultant services, and $20,000 for IB student exam fees

> Maximize academic potential for each student by decreasing the number of D's and F's.> Ensure that students graduate remedial free for college and career ready

Department of Secondary Education

The Department of Secondary Education was created beginning FY16 out of the Department reorganization. It is responsible for overseeing the all aspects of secondary education, including curriculum, enrollment, and facilities, and graduation.

Budget Highlights

Goals

63



Salaries 25,694$ 26,344$ -$ -100%Benefits 9,874 10,193 - -100%Purchased Services 12,164 10,849 - -100%Supplies & Materials (177) 1,101 - -100%Total 47,555$ 48,487$ -$ -100%



Full Time Equivalent Staff:Secretary 0.5 0.5 0.0 -0.5

Total FTE 0.5 0.5 0.0 -0.5

> Department eliminated due to reorganization

Department of Pupil Services

The Department of Pupil Services was created out of the Department reorganization and used to be Secondary and Elementary Education. It has been eliminated for FY16 due to reorganization.

Budget Highlights

64



Purchased Services 16,017$ 14,781$ 14,615$ -1%Supplies & Materials 10,478 12,903 11,830 -8%Capital Outlay 12,945 16,576 20,955 26%Total 39,440$ 44,260$ 47,400$ 7%

Band & Orchestra

Band and Orchestra receive General Fund money for supplies and repairs to equipment as well as the purchase of new instruments. Instructors are coded to their respective building.

65



Salaries 230,822$ 235,468$ -$ -100%Benefits 88,705 91,107 - -100%Purchased Services 53,570 75,129 - -100%Supplies & Materials 14,090 17,611 - -100%Capital Outlay 1,791 1,100 - -100%Miscellaneous 500 300 - -100%Total 389,478$ 420,715$ -$ -100%



Full Time Equivalent Staff:Director 1.00 1.00 0.00 (1.00)Teacher 1.00 1.00 0.00 (1.00)Secretary 0.50 0.50 0.00 (0.50)

Total FTE 2.50 2.50 0.00 (2.50)


Department of Innovation and School Support

The Department of Innovation and School Support used to oversee pupil support and safety throughout the buildings. It has been eliminated for FY16 due to reorganization.

Budget Highlights

66



Salaries 212,948$ 113,568$ -$ -100%Benefits 81,836 43,942 - -100%Purchased Services 46,647 57,407 - -100%Supplies & Materials 1,422 1,852 - -100%Miscellaneous - - - 100%Total 342,853$ 216,769$ -$ -100%



Full Time Equivalent Staff:Director 1.00 0.00 0.00 0.00Secretary 2.00 2.00 0.00 -2.00

Total FTE 3.00 2.00 0.00 -2.00


Department of Administrative Services

The Department of Administrative Services used to oversee the District's transportation, food services, and maintenance departments as well as various other administrative functions including enrollment patterns and classified staffing. It has been eliminated for FY16 due to reorganization.

Budget Highlights

67



Salaries -$ -$ 241,159$ 100%Benefits - - 96,577 100%Purchased Services - - 65,000 100%Supplies & Materials - - 2,000 100%Capital Outlay - - 500 100%Miscellaneous - - - 0%Total -$ -$ 405,236$ 100%



Full Time Equivalent Staff:Director 1.00 1.00Personnel Analyst 1.00 1.00Secretary 0.50 0.00 1.00 1.00

Total FTE 0.50 0.00 3.00 3.00

> New Director position; transfer of analyst and secretary from HR> Base wage increases of 2% and potential longevity step increases > Purchased services include $20,000 for legal fees, $10,000 for employment advertising, and

Department of Business Services

The Department of Business Services was created out of the department reorganization in FY16 and will oversee many of the operational duties of the District, including food services, maintenance, and transportation as well as oversee the human resource function for classified support staff.

Budget Highlights

68



Salaries 460,308$ 470,638$ 418,548$ -11%Benefits 176,897 182,099 167,617 -8%Purchased Services 176,499 125,626 95,000 -24%Supplies & Materials 16,665 22,246 7,500 -66%Capital Outlay 1,667 6,280 - -100%Total 832,036$ 806,889$ 688,665$ -15%



Full Time Equivalent Staff:Director 1.00 1.00 1.00 0.00Personnel Analyst 2.00 2.00 1.00 (1.00)Mentor Coordinator 0.00 0.00 0.00 0.00Secretary 3.75 3.75 4.00 0.25

Total FTE 6.75 6.75 6.00 (0.75)

> Analyst and secretary transferred to Business Services> 2.0 secretaries from Dept. of Admin Services transferred in, including 1.0 for the welcome center> 0.75 secretary transferred to Assistant Superintendent> Purchased services include $50,000 for legal fees, $30,000 for background and screening services, and $10,000 for meeting and travel expenses.

> Begin an in-depth review of staffing at each site/department compared with the number of students and changes in needs. This will involve licensed employees, classified employees and our related arts staff> Review our current practices for processing volunteers. We will consider the benefits and costs of using a new vendor to obtain more detailed reports. We will also discuss the possibility of sharing the costs with the individuals> Reexamine our opportunities for professional development for our classified staff. We will consider increasing both internal and external trainings

Goals

Department of Certified Personnel

The Department of Certified Personnel manages all teacher and other certificated personnel functions including recruitment, selection, induction, training, evaluation and contract administration.

Budget Highlights

69



Salaries -$ -$ 117,941$ 100%Benefits - - 47,232 100%Purchased Services 198,077$ 218,893$ 255,510$ 17%Supplies & Materials 33,675 19,012 19,000 0%Capital Outlay 615 - - 0%Total 232,367$ 237,905$ 439,683$ 85%




Total FTE 0.00 0.00 1.50 1.50

> Director and secretary transferred from Department of Teaching and Learning> Purchased services include staff training expenses, the 2016 Worth U Leaders Academy> Purchased services also include $108,000 for a consultant providing entry teacher mentor services

Office of Professional Development

The Office of Professional Development oversees certified staff development and continuing education.

Highlights

70



Salaries -$ 5,261$ 3,154$ -40%Benefits - 2,036 846 -58%Purchased Services 6,111 14,126 16,000 13%Supplies & Materials 4,672 4,141 5,000 21%Total 10,783$ 25,564$ 25,000$ -2%

Educational Support Professional Development Committee

The ESPDC is granted $25,000 annually for professional development related to classified support staff and can carry over funds depending on timing.

The total allocation for the ESPDC $25,000, which is the same amount as in prior years and in the negotiated agreement. Salaries and Benefits include stipends for professional development points per negotiated agreement. The fluctuation in salaries and benefits is the result of employees utilizing the professional development stipends, as this fluctuates from year to year subject to an annual cap.

71



Salaries 220,466$ 222,817$ 414,364$ 86%Benefits 84,725 86,212 143,951 67%Purchased Services 1,770,138 1,864,916 1,191,141 -36%Supplies & Materials 31,526 58,189 53,000 -9%Capital Outlay 6,120 7,164 2,000 -72%Miscellaneous - - - 0%Total 2,112,975$ 2,239,298$ 1,804,456$ -19%



Full Time Equivalent Staff:Director 0.00 0.00 1.00 1.00Coordinator 1.00 1.00 2.00 1.00Secretary 2.81 2.81 2.81 0.00

Total FTE 3.81 3.81 5.81 2.00

> Base wage increases of 2% and potential longevity step increases > Purchased services decrease of $380,382 due to elimination of IEP Specialist services

> Increase due to reorganization of Pupil Services Department of $12,000 moved into this department > Purchased services includes $660,000 in tuition services for students placed in special needs settings as well as $178,000 for social work consultants, $190,000 for specialized nursing, and $90,000 for legal fees.

> Decrease the number of IEP students who are achieving below proficient on the reading and math state assessments by 10 % annually.> Provide special education services to meet the needs of students with disabilities in the least restrictive environment> Educate students with disabilities to the maximum extent appropriate with students who are not disabled> Provide training in various levels of the Wilson Reading Program to Intervention Specialists throughout the District to support students' specialized needs in reading, including Fundations training, Introductory workshops, Level I and II certification training, and Just Words training

Goals

Department of Special Education

The Special Education Department is responsible for over-seeing all Special Education services for our district. This includes supervision of the school psychologists, Speech Pathologists and all Motor staff. We maintain and enter all information into the students’ files for in and out of district. The department maintains the Special Education General fund budget, IDEA and Preschool budgets. We also oversee the Preschool program at Sutter Park which is for special needs and peer model students. Our Transition Services helps high school special education students prepare for work related and life skills.

Budget Highlights

> Director and Coordinator position transferred from purchased services as consultants and hired as employees budgeted in salaries and benefits

72



Salaries 2,052,979$ 2,142,682$ 2,196,111$ 2%Benefits 788,961 829,045 879,480 6%Purchased Services 1,808,642 2,332,779 2,084,942 -11%Supplies & Materials 375,287 438,363 392,436 -10%Capital Outlay 33,094 387,977 41,000 -89%Miscellaneous 1,018 1,623 2,200 36%Total 5,059,981$ 6,132,469$ 5,596,169$ -9%



Full Time Equivalent Staff:Director 1.00 1.00 1.00 0.00Supervisors 3.00 3.00 3.00 0.00Delivery/Warehousing 3.00 3.00 3.00 0.00Technical Trades 8.00 8.00 8.00 0.00Building Maintenance 5.00 5.00 5.00 0.00Mechanic 1.00 1.00 1.00 0.00Landscape Maintenance 7.00 7.00 7.00 0.00Auditorium Manager 0.63 1.00 1.00 0.00Custodian - Admin/Trans 1.25 1.25 1.25 0.00Secretary 2.00 2.00 2.00 0.00

Total FTE 31.88 32.25 32.25 0.00

> Conduct quarterly budget review meetings to evaluate if individual department expenditures are meeting identified targets> Implement year four of the five year capital improvement plan> Complete house bill 264 project started in spring of 2015

Facility Maintenance Department

The Facility Maintenance Department oversees all aspects of facilities management including care and uptake of buildings, grounds, auditoriums, and custodial services.

Goals

73



Salaries 2,457,163$ 2,564,777$ 2,650,309$ 3%Benefits 944,289 992,362 1,049,336 6%Purchased Services 276,188 352,228 400,850 14%Supplies & Materials 690,357 629,080 672,000 7%Capital Outlay 3,993 651 - -100%Total 4,371,990$ 4,539,098$ 4,772,495$ 5%



Full Time Equivalent Staff:Director 1.00 1.00 1.00 0.00Dispatcher 1.00 1.00 0.00Mechanic 3.00 3.00 3.00 0.00Bus Drivers 43.97 47.92 47.92 0.00Clerical 2.91 2.00 2.00 0.00

Total FTE 50.88 54.92 54.92 0.00

> Base wage increases of 2% and potential longevity step increases > Purchased services include special education cab services of $200,000, an increase of $40,000> Increase GPS services (zonar/fleetvision) of $40,000

> Interesting and informative Bi-monthly safety meetings for staff to reduce accidents and develop safe drivers.> Implement Zonar to effectively document safe and precise pre-trip inspections and track vehicle positioning to better serve our customers.> Department flexibility to serve the needs of students that do not fit into the daily transportation model. This includes creative routing to Worthington Academy, service clubs, ALC, Acceleration, Robotics, swim practice, after school tutoring, sports practice schedules, etc

Goals

Transportation Department

The Transportation Department provides safe and efficient transportation for eligible school bus riders to and from school, public and nonpublic. This Department also provides transportation for students, teachers and coaches to athletic events and educational field trips.

Budget Highlights

74



SalariesClassified Substitutes 160,963 182,292 185,180 2%Termination Benefits 773,794 1,378,286 485,374 -65%Performance Stipends 281,746 315,324 317,400 1%Longevity Stipends 46,500 85,886 89,819 5%Classified Extratime/Other 24,892 29,998 31,429 5% Total Salaries 1,287,895 1,991,786 1,109,202 -44%

Benefits 494,939 770,660 440,199 -43%Other Uses 1,123,119 2,713,970 1,099,966 -59%

Total 2,905,953$ 5,476,416$ 2,649,367$ -52%

> Longevity stipends increased as part of negotiated labor agreement

Unassigned Expenditures

Unassigned expenditures include classified substitutes, termination benefits, overtime, performance stipends and the benefits (payroll taxes, retirement, etc) related to those wages. It also includes the yearly transfer to the debt service fund for the general fund portion of annual debt payments related to COPS and energy conservation notes.

Budget Highlights

> Termination benefits are expected to decrease $0.8 million due only estimating 10 retirements rather than 40 in FY15

> Other uses includes the annual transfer to the Debt service fund for energy conservation debt

75



76

2013-14 Actual

2014-15 Actual


Revenues

General Property Tax 5,884,543$ 5,769,790$ 5,921,200$ 3%Tangible Property Tax 139,200 152,787 155,000 1%Intergovernmental:

Homestead & Rollback 722,843 739,334 747,000 1%Tangible Tax Loss Reimbursement 40,136 40,136 40,136 0%Federal Restricted 81,348 81,261 81,260 0%

Miscellaneous - 35,062 - -100%

Total Revenues 6,868,070$ 6,818,370$ 6,944,596$ 2%

Expenditures

Auditor & Treasurer Fees 97,632$ 96,517$ 120,000$ 24%Principal 4,909,000 5,125,000 5,210,807 2%Interest 3,026,934 2,546,419 2,714,597 7%

Total Expenditures 8,033,566$ 7,767,936$ 8,045,404$ 4%

Other Financing Sources (Uses)Sale of Refunding Bonds 8,865,000$ -$ -$ -$ Premium on Sale of Refunding Bonds 916,778 - - 0%Payment to Refunded Bond Escrow Agent (9,651,308) - - 0%Issuance Costs (130,470) - - 0%Transfers In 1,101,619 876,170 1,099,966 26%

Total Other Financing Sources (Uses) 1,101,619$ 876,170$ 1,099,966$ 26%

Net Change in Fund Balance (63,877)$ (73,396)$ (842)$ Beginning Fund Balance 3,776,723$ 3,712,846$ 3,639,450$ Ending Fund Balance 3,712,846$ 3,639,450$ 3,638,608$

The Debt Service Fund is used to account for all activity related to the payment of the District's general obligation debt. The main source of revenue is property taxes as a result of effective bond levies. Any refinancing issuances are also accounted for in this fund.

In FY15, the District had no new issuances but paid $5.2 million in principal on outstanding debt. For FY16, millage on property taxes will remain at 3.8 mills, thereby holding tax revenues constant. Transfers-In represent the General Fund portion of debt related to energy conservation and certificates of participation. Federally Restricted revenue includes interest subsidy payments related to the District's Qualified School Construction Bonds. See the statistical section for full schedules and funding requirements. The District will continue to look for opportunities to refund outstanding debt to save the taxpayers money.

Debt Service Fund

78

2013-14 Actual

2014-15 Actual

2015-16 Proposed

Budget % Change

Revenues:

Miscellaneous - - - 0%

Total Revenues -$ -$ -$ 0%

Expenditures:

Purchased Services 119,500 108,782 201,458 85%Capital Outlay - 3,769,227 700,000 -81%

Total Expenditures 119,500$ 3,878,009$ 901,458$ -77%

Other Financing Sources (Uses):

Loan Proceeds - 763,495 1,801,303 136%Advance In - 1,802,000 - -100%Advance Out - - (1,802,000) 100%

Total Other Financing Sources (Uses) -$ 2,565,495$ (697)$ 0%

Net Change in Fund Balance (119,500) (1,312,514) (902,155) Beginning Fund Balance 2,334,169 2,214,669 902,155 Ending Fund Balance 2,214,669$ 902,155$ -$

Permanent Improvements Fund

The PI Fund accounts for the acquisition, construction, or improvement of capital facilities as authorized by Section 5705 of Ohio Revised Code. The District has no ongoing permanent improvement levy in effect, so monies in this fund are the result of land sales and any house bill 264 energy conservation projects.

There is no expected revenue as the District has no PI Levy in effect. Loan proceeds are a result of the District performing a House Bill 264 energy conservation project, in which a loan from the Ohio Department of Development's energy loan fund was awarded and will be paid back through utility cost savings.

The District has no scheduled projects for FY16 that would utilize Permanent Improvement dollars. The remaining $.9 million is appropriated for warehouse rental expense, various potential energy efficiency upgrades and repairs, equipment, and other potential contingencies. Any major project would follow all applicable bidding requirements and be approved by the Board of Education.

79

2013-14 Actual

2014-15 Actual

2015-16 Proposed

Budget % Change

Revenues:

Interest 130,048$ 179,950$ 70,000$ -61%Miscellaneous 35,000 307,794 - 0%

Total Revenues 165,048$ 487,744$ 70,000$

Expenditures:

Purchased Services 1,244,788 1,266,087 1,569,698 24%Supplies 155,510 55,036 81,498 48%Capital Outlay 6,582,441 8,531,075 8,110,966 -5%Miscellaneous

Total Expenditures 7,982,739$ 9,852,198$ 9,762,162$ -1%

Net Change in Fund Balance (7,817,691) (9,364,454) (9,692,162) 3%Beginning Fund Balance 35,615,525 27,797,834 18,433,380 -34%Ending Fund Balance 27,797,834$ 18,433,380$ 8,741,218$ -53%

Approved &

Issued

Expended &

Encumbered Remaining

Buses 2,276,222$ 1,328,153$ 948,069$ Technology 10,512,120 7,031,560 3,480,560 Maintenance 22,742,315 12,634,320 10,107,995 Equipment 2,562,537 1,258,112 1,304,425 Contingency & Interest 2,592,332 - 2,592,332

Total Available Fund Balance 40,685,526$ 22,252,145$ 18,433,381$

Building Fund and Capital Improvement Plan

The Building Fund records revenues and expenditures related to bond issues, the most recent approved by voters in November 2012 for facilities, transportation, and technology upgrades.

2012 Bond Issue Summary

80

Total Actual 2013 Actual 2014 Actual 2015 Budgeted 2016 Budgeted 2017

Buses 2,276,222$ 397,592$ 491,087$ 439,474$ 482,369$ 465,700$ Technology 10,512,120 1,575,984 1,455,392 4,000,184 2,067,120 1,413,440 Maintenance 22,149,121 2,591,788 5,104,774 4,937,758 4,775,650 4,739,151 Equipment 2,562,537 295,953 487,377 474,781 631,889 672,537 Contingency 2,500,000 - - - - 2,500,000

TOTALS 40,000,000$ 4,861,317$ 7,538,630$ 9,852,197$ 7,957,028$ 9,790,828$

Transportation

Technology

Maintenance

Equipment

Long Term Capital Plans

Building Fund and Capital Improvement Plan

The 2012 Capital Improvement Bond Issue will be used to fund projects determined as part of a detailed facility study completed in 2011. The major areas include bus replacement, technology replacement/upgrade, maintenance and infrastructure, and loose furnishings and equipment replacement. $2.5 million was also identified as a contingency in any of those areas. Below is the five year projected spending plan by category.

While the most recent facility study was just completed in 2011, we are embarking on the fourth year of a 5 year plan. Management is always looking ahead toward the future. The chart in the statistical section page 115 illustrates millage requirements based on the District's current outstanding debt obligations. As you can see, beginning in 2020, required millage begins to decrease. At that point, the District may have the ability to fund a new capital bond issue without raising taxes, consistent with prior years. Many factors effect this, including changes in property values, and management will continue to monitor this and evaluate its long term capital plans.

2012 Bond Issue Capital Plan

New buses allow for increased fuel efficiency as well as a decrease in repairs and towing costs that occur with older buses. The District anticipates replacing 5 to 6 buses per year that are over 15 years old. As of the end of FY15, the District has replaced 16 buses in the fleet and expects to replace an additional 5 buses in FY16. It is estimated that repairing a bus engine and other parts costs approximately $1,000-20,000; therefore by replacing 5 busses we estimated the positive impact to the operating budget of $60,000-100,000 annually.

Technology needs are ever changing due to the rapid depreciation of technological equipment as well as the rapid advancement of software and student needs. The technology committee recently adopted a three year plan in June 2014 the represents the District's vision and recommendations, based on current technology, items viewed as critical components and desired outcomes for instructional technology. It is a comprehensive, 38 page document that can be found on our District website, and is flexible, yet specific enough to serve as a guide in decision making and budgeting funds. It focuses on four critical components including infrastructure, equipment, options for student learning, and training/PD. The infrastructure phase was addressed in 2014 and included establishing sufficient wireless infrastructure to support personal devices. The Equipment phase will be addressed in the coming budget year and includes striving for 1:1 computing for all students, accomplished through providing students district devices at a 1:3 ratio and allowing students to bring their own. In 2015, we purchased the devices for the elementary level. The secondary level will follow in 2016. The District will fund the new devices out of the Capital Projects fund, but a replacement cycle will need developed, with the intent of using future bond levy requests to fund those as well. Should a levy request fail, the impact would fall to the general fund, and we would estimate the impact of replacement at $3.4 million over a 5 year period, or $680,000 per year. Since the District has already upgraded bandwidth considerably above current need, we estimate the impact to utility costs to be negligible.

The master facility study identified an extensive list of infrastructure improvements. Projects were prioritized and grouped into categories and will be funded over the five year period. While the entire list is too long to include in this document, on the following pages we have included the upcoming year's projects. The entire list can be found on the District's website. Major projects for the coming year include roofing projects at Brookside and Kilbourne Middle, interior painting at various buildings, various flooring replacements and several boiler and chiller replacements. All of these projects allow the general fund to maintain current levels of funding for repairs and maintenance and also will make our buildings more energy efficient, saving taxpayer funds. It is estimated that approximately $14.5 million of the $22 million identified projects would have to have been addressed in some way even if the District was not able to secure capital funding. Therefore we estimate the positive impact to the general fund to be approximately $2-3 million annually.

Equipment includes school building items such as chairs, desks, cabinets, microscopes, and other equipment and follows the normal life cycle for these items. The $2.5 million will be allocated as follows: $60,000 for each elementary, $100,000 for each middle school, and $150,000 for each high school. In addition, $500,000 has been allocated to replace district maintenance vehicles, $150,000 to replace food service equipment, and $400,000 to replace various other equipment including special education and other department needs.

We encourage you to visit our website to view the entire Technology Plan document for a more detailed analysis.

81

Technology Capital Improvement Plan

Project Description CostPartial Server, replacement/refreshequipment, and miscellaneous updates

Total Cost 2,067,120$

Project Description CostPartial Server, and miscellanousupdates and purchases

Total Cost 700,000$

Project Description CostProject Lead the Way, business, programming refresh

Total Cost 700,000$

2016

2017

2018

For a complete listing and a more detailed analysis, please view our comprehensive technology plan at www.worthington.k12.oh.us

82

Building Project Description CostColonial Hills/Worthington Kilbourne Ravine Stabilzation 96,000$ Thomas Worthington/Worthington Kilbourne Tennis Court Resurfacing 84,000 Linworth/Phoenix Middle School Ceiling Replacement 235,200 Various Interior Painting 1,233,600 Various Flooring Replacement 282,000 Brookside/Kilbourne Middle Roofing 1,346,280 Colonial Hills Elementary Replace unitvent/Air handler Unit Systems 960,000 Colonial Hills and Wilson Hill Elementary Replacement Chiller System Electric 2,400 Colonial Hills/Wilson Hill Elementary Replace Chiller System 240,000 Liberty Elementary School and Worthington Kilbourne Replace Air Handler Units 132,000 Wilson Hill Elementary Replace Boilers 14,400 Worthington Kilbourne Replace High Security Key System 84,000 McCord Middle School Replace Boiler Expansion Tank 6,000 Worthington Estates Elementary Replace Control compressor and dryer 12,000 Worthington Hills Elementary Replace fan coil and condenser in boiler room 14,400 Linworth Alternative Add Receptacles in Classrooms 6,480


Building Project Description CostVarious Roofing 3,553,957 Thomas Worthington Replace Air Handler Units 36,000 Thomas Worthington Replace Auditorium Cooling Tower 72,000 Thomas Worthington Replace Chillers 432,000 Worthington Hills Elementary Replace Boilers 288,000 Evening Street Elementary and McCord Middle Replace Domestic Water Heater 36,000 Thomas Worthington Replace Gym exhaust fans 28,800 Education Center Replace plumbing carriers 18,000 Various Add TVSS on Switchgear 55,800 Various Thermostatic Mixing Valve 26,400 Worthington Kilbourne Replace Hood Wash System in Kitchen 61,200 Phoenix Middle and Thomas Worthington Replace Locker HVAC System and Basement VAV 50,400


Building Project Description CostWilson Hill Elementary Roofing 969,551$ Various Track Structural Spray 432,000 Brookside Elementary Snouffer multi use path 28,800 Thomas Worthington/Worthington Kilbourne Aux Gymnasium Floor Replacement 288,000

Worthington Kilbourne Replace goal posts on practice fields and the stadium goal posts 60,000

Thomas Worthington Replace Panel Boards and Switchgear 283,200 Various Replace Chiller and Electric Systems 595,200 Various Replace Boilers 720,000 Various Replace Air Handler, Condensing and Other Units 357,600

3,734,351$

Maintenance Capital Improvement Plan

2016

2017

For a complete listing and a more detailed analysis, please view our comprehensive maintenance plan at www.worthington.k12.oh.us

2018

83



Revenues:

Interest Income 63 1,735 1,100 -37%Food Service Sales 1,702,869 1,743,926 1,725,000 -1%Intergovernmental 1,197,223 1,319,296 1,274,000 -3%Miscellaneous 452 - - 0%

Total Revenues 2,900,607$ 3,064,957$ 3,000,100$ -2%

Expenditures:

Salaries 1,161,030 1,198,875 1,220,000 2%Benefits 657,693 676,871 710,000 5%Purchased Services 22,313 20,823 26,000 25%Supplies 975,074 980,593 1,044,100 6%



Transfers In - 1,500 - -100%

Total Other Financing Sources (Uses) -$ 1,500$ -$ -100%

Net Change in Fund Balance 84,497 189,295 - Beginning Fund Balance 134,331 218,828 408,123 Ending Fund Balance 218,828$ 408,123$ 408,123$

> Encourage students to form healthy eating habits by providing healthy, nutritious meals in a pleasant cafeteria setting> Follow guidelines of the Ohio Department of Education and Healthy, Hunger Free Kids Act 2010> Provide meals in the most cost-effective way possible, continually looking to reduce waste> Partner with the Worthington Food Pantry. Various schools donate unopened milk, cheese and yogurt to the pantry

The Food Service Fund accounts for all of the breakfast and lunch activities of the District. Revenues include fees from lunches as well as federal and state grants. The program provided over 690,000 meals last year, with almost 45% of those that were free or reduced price for disadvantaged children.

Food Service Fund

The revenue is projected to decrease by 2%. Appropriations were increased in order to meet expected increases in salaries, benefits and food costs. The food service department will again offer a summer feeding program for all eligible children at Slate Hill Elementary and the entire cost will be reimbursed by the federal government.

Goals

84

Revenues

Expenditures

Food supplies is the other major expenditure category. The District purchases food off various competitively bid contracts through alliances to keep costs as low as possible. The 2016 budget allows for a 6% increase in food costs and workers will continue to minimize food loss and waste.

Food Service Fund

Sales are the major source of revenue and are expected to remain flat for 2016. The District has experienced declining sales in recent years as a result of the enactment of Senate Bill 210 which limits offerings available to students. The supervisor and cooks will continue to research and monitor student behavior in an effort to increase participation in the program.

Intergovernmental revenue consists of reimbursement from the state and federal government for serving free and reduced priced luncheto economically disadvantaged children. These revenues are expected to remain flat the number of free and reduced eligible children residing in the District and participating in this program.

Salaries and benefits represent 65% of the program's budget, which includes 1 Coordinator, 14 Cook/Managers, 22.8 workers, and 0.94 clerical FTE. Benefits are projected to increase 5% mainly due to a projected increase in health insurance premiums in January 2016 and wage increases resulting in increases in retirement and other benefit increases.

$200,000

$400,000

$600,000

$800,000

2012 2013 2014 2015 2016

Sales

Elementary

Middle

High

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

2010 2011 2012 2013 2014 2015 2016

Free & Reduced Meals Served

Reduced

Free

85



Revenues:

Interest Income 141 242 166 -31%Miscellaneous 2,544 4,100 4,000 -2%

Total Revenues 2,685$ 4,342$ 4,166$ -4%

Expenditures:

Miscellaneous 5,786 7,300 5,800 -21%

Total Expenditures 5,786$ 7,300$ 5,800$ -21%

Net Change in Fund Balance (3,101) (2,958) (1,634) Beginning Fund Balance 37,888 34,787 31,829 Ending Fund Balance 34,787$ 31,829$ 30,195$

The Other Local Sources Fund is used to account for specific local revenue sources received from various contributors that are restricted to expenditures for specified purposes approved by board resolution. Such expenditures generally include community services and scholarships.

The proposed 2016 budget is $5,800. Amounts will be used to fund community scholarships.

Other Local Sources Fund

86



Revenues:

Student Fees 356,189 357,415 353,696 -1%

Total Revenues 356,189$ 357,415$ 353,696$ -1%

Expenditures:

Supplies 395,739 379,302 431,305 14%

Total Expenditures 395,739$ 379,302$ 431,305$ 14%

Net Change in Fund Balance (39,550) (21,887) (77,609) Beginning Fund Balance 140,649 101,099 79,212 Ending Fund Balance 101,099$ 79,212$ 1,603$

The proposed 2016 budget is $431,305 and reflects the spending down of fund balance.

The Uniform School Supplies Fund accounts for student fees that are charged for various high school and middle school courses and at the elementaries based on grade level. These fees are established by the Board annually. The purpose of the fees are to help cover the cost of consumable supplies used in the classroom such as art supplies, workbooks, paper, etc.

Uniform School Supplies Fund

Fees are to remain consistent with 2015 . The District's online fee payment system allows parents more options to pay outstanding fees.

87



Revenues:

Fees 129,023 127,687 130,000 1.8%Rentals 355,769 401,613 380,000 -5.4%Miscellaneous 19,533 19,976 17,600 -11.9%

Total Revenues 504,325$ 549,276$ 527,600$ -3.9%

Expenditures:

Salaries 32,261 10,865 30,400 179.8%Benefits 8,691 2,669 4,878 82.8%Purchased Services 51,628 22,963 726,145 3062.2%Supplies 67,744 77,701 155,116 99.6%Capital Outlay 24,291 1,170 980,807 83729.7%Miscellaneous - 305 1,000 227.9%

Total Expenditures 184,615$ 115,673$ 1,898,346$ 1541.1%

Net Change in Fund Balance 319,710 433,603 (1,370,746) Beginning Fund Balance 1,796,516 2,116,226 2,549,829 Ending Fund Balance 2,116,226$ 2,549,829$ 1,179,083$

The Special Rotary Fund accounts for the income and expenditures in conjunction with supplemental education classes, a special education preschool program, a life enrichment program, and facility rentals.

Approximately $2.1 million of the cash balance is related to facility rental fees collected over the years. Approximately $1.7 million of facility rental funds are being appropriated to cover any unanticipated expenditures that may arise. Any major projects would follow the normal bidding and approval process.

Special Rotary Fund

88



Revenues:

Tuition, Charges, and Fees 99,765 168,709 191,880 14%Donations and Other 399,136 413,223 352,902 -15%

Total Revenues 498,901$ 581,932$ 544,782$ -6%

Expenditures:

Salaries 2,810 16,731 20,442 22%Benefits 344 2,661 3,291 24%Purchased Services 242,838 264,696 761,156 188%Supplies 150,241 121,953 307,224 152%Capital Outlay 136,604 69,416 128,154 85%Miscellaneous (3,015) 800 9,500 1088%

Total Expenditures 529,822$ 476,257$ 1,229,767$ 158%

Net Change in Fund Balance (30,921) 105,675 (684,985) Beginning Fund Balance 647,595 616,674 722,349 Ending Fund Balance 616,674$ 722,349$ 37,364$

The Public School Support Fund is used for the proceeds of specific revenue sources, except for state and federal grants, that are legally restricted to expenditures for specified purposes. An example is a building specific principal's fund. Most commonly buildings will use these funds for staff development, classroom resources, or student activities.

The majority of this fund is related to building principal funds, staff funds, and library funds to account for book fairs and fines. The proposed 2016 budget is $1,229,767 and reflects the spending down of fund balance.

Public School Support Fund

Miscellaneous revenue is expected to decrease due to the District receiving a one time back payment for a District Tower Rental in FY15.

89



Revenues:

Local Grants - 3,950 74,200 0%

Total Revenues -$ 3,950$ 74,200$ 0%

Expenditures:

Purchased Services 7,170 2,650 9,470 257%Supplies 108 3,638 69,470 1810%Capital Outlay 16,270 - 150 10%


Net Change in Fund Balance (23,548) (2,338) (4,890) Beginning Fund Balance 30,776 7,228 4,890 Ending Fund Balance 7,228$ 4,890$ -$

The Other Local Grants Fund is used to account for specific local revenue sources other than taxes that are restricted to expenditures for specified purposes approved by board resolution.

The 2016 budget includes the remaining balances of Project More and Actuarial Foundation grants . The District was also awarded a grant from the Worthington Education Foundation Big Idea in FY16 in the amount of $74,200 for an early childhood literacy project.

Other Local Grants Fund

90



Revenues:

Admissions/Entry Fees 515,277 475,897 446,900 -6%Participation Dues and Fees 136,827 127,341 129,200 1%Other 28,334 12,704 43,000 238%

Total Revenues 680,438$ 615,942$ 619,100$ 1%

Expenditures:

Salaries 34,814 41,298 41,880 1%Benefits 5,260 6,526 6,569 1%Purchased Services 286,035 285,197 349,856 23%Supplies 238,061 217,772 275,045 26%Capital Outlay 51,683 82,271 87,664 7%Miscellaneous (Dues & Fees) 41,181 42,311 40,836 -3%



Advances Out (2,000) - - 0%

Total Other Financing Sources (Uses) (2,000)$ -$ -$ 0%

Net Change in Fund Balance 21,404 (59,433) (182,750) Beginning Fund Balance 306,831 328,235 268,802 Ending Fund Balance 328,235$ 268,802$ 86,052$

District Managed Activities Fund

The District Managed Student Activities Fund accounts for athletics and other extracurricular activities of the District. These funds are self-supporting through gate receipts, fees, and booster donations. Expenses include equipment, entry fees, and supplies. Coaches, athletic directors, and advisors are paid from the general fund, which gets 50-60% of all athletic pay to participate fees.

Participation fee rates and admission rates will remain the same as prior year

Salaries and Benefits represent the cost of employees working at athletic events during the year. Salaries for coaches are paid through the general fund. The increase in purchased services and supplies is a result of spending down balances in FY16.

91



Revenues:

Intergovernmental 884,940 943,985 936,000 -1%Interest 679 2,247 700 -69%

Total Revenues 885,619$ 946,232$ 936,700$ -1%

Expenditures:

Salaries 224,352 230,230 255,629 11%Benefits 59,056 62,641 64,522 3%Purchased Services 206,832 200,164 225,000 12%Supplies 141,757 341,933 337,102 -1%Capital Outlay 41,025 264,229 63,922 -76%Miscellaneous 48,039 37,070 36,829 -1%

Total Expenditures 721,061$ 1,136,267$ 983,004$ -13%

Net Change in Fund Balance 164,558 (190,035) (46,304) Beginning Fund Balance 71,781 236,339 46,304 Ending Fund Balance 236,339$ 46,304$ -$

> Allowable expenditures include secular textbooks, technology, and equipment

Auxiliary Services Fund

Funds are allocated to the non-public entities based on a per pupil amount, and the total allocation is expected to remain consistent absent any major change in budget.

The Auxiliary Services Fund accounts for funds provided by the State of Ohio that flow to private schools within the District's boundaries. For the FY16 budget year, these include St. Michaels, Worthington Christian, Smokey Row Children's Center, and Worthington Adventist Academy, the same schools as in the current year.

Budget Highlights> 3.3 FTE funded through this grant including a secretary, psychologist, and counselor

92



Revenues:

Intergovernmental 32,400 30,600 30,600 0%

Total Revenues 32,400$ 30,600$ 30,600$ 0%

Expenditures:

Purchased Services 32,400 30,600 30,600 0%


Net Change in Fund Balance - - - Beginning Fund Balance - - - Ending Fund Balance -$ -$ -$

Funds are used to help offset general operating costs of providing data connection at each building.

Data Communications Support Fund

The Data Communications Support Fund is used to account for a state grant to supplement the costs associated with the Ohio Educational Computer Network connection. Funding is provided on a per building basis and is anticipated to remain consistent at $1,800 per building.

93



Revenues:

Intergovernmental - 912,211 76,107 -92%

Total Revenues -$ 912,211$ 76,107$ -92%

Expenditures:

Salaries - 2,500 - -100%Purchased Services - 933,461 52,357 -94%

Total Expenditures -$ 935,961$ 52,357$ -94%


Advance In - 24,000 - -100%Advance Out - - (24,000) 100%

Total Other Financing Sources (Uses) -$ 24,000$ (24,000)$ 0%

Net Change in Fund Balance - 250 (250) Beginning Fund Balance - - 250 Ending Fund Balance -$ 250$ -$

Straight A Fund

The Straight A Fund is used to account for state grants to help Ohio schools launch creative new ideas for improving education. The District has partnered with the Educational Service Center of Central Ohio and the Fairfield County Educational Service Center. The District accounts for their share of the state grants and expenditures for the grants awarded.

The first grant with Educational Service Center of Central Ohio is providing students in multiple districts with expanded pathways in IT, business and logistics, health management and advanced manufacturing. Participating students will get placement assistance. The District will be recording their share of the $8,878,249 project during the life of the project. The District has recorded $23,950 in expenditures which will be reimbursed in FY16.

The second grant with the Fairfield County Educational Service Center involves Math Matters which will transform the way math is taught and learned in the classrooms though the implementation of ST Math (a blended learning tool designed to personalize math for each student). The program increased the capacity for more than 1250 teachers serving 27,556 students in 71 buildings. The District will be record their share of the $7,771,873 project. The District has recorded $912,211 in revenues and expenditures as of the end of FY15 and is expected to receive the remaining $52,357 in FY16.

94

2013-14 Actual

2014-15 Actual


Revenues:

Intergovernmental 115,748$ 25,969$ 30,368$ 17%

Total Revenues 115,748$ 25,969$ 30,368$ 17%

Expenditures:

Salaries 68,346 23,125 26,058 13%Benefits 3,561 3,264 4,182 28%Purchased Services (185) 225 275 22%Supplies 14,647 3,079 437 -86%Capital Outlay - - -



Advances Out (27,000) - - 0%

Total Other Financing Sources (Uses) (27,000)$ -$ -$ #DIV/0!

Net Change in Fund Balance 2,379 (3,724) (584) Beginning Fund Balance 1,929 4,308 584 Ending Fund Balance 4,308$ 584$ -$

The Ohio Department of Natural Resources awarded McCord Middle School a grant in the amount of $2,341 to help implement the National Archery in Schools Program, similar to the elementary level program at Bluffsview. Funds will be used to offset the costs of supplies and equipment.

Other Miscellaneous State Grant Funds

This fund is used to account for various minor state grants that are periodically awarded and not classified elsewhere under major state funds.

The School Psychologist Intern Grant is expected to be awarded again for FY16 in the amount of $26,998 and will pay salary and benefits of the District's intern, consistent with prior years.

95



Revenues:

Intergovernmental 256,786 5,678 - -100%

Total Revenues 256,786$ 5,678$ -$ -100%

Expenditures:

Salaries 100,603 - - 0%Benefits 22,435 - - 0%Purchased Services 97,368 - - 0%Supplies 6,711 (10) - -100%Capital Outlay 13,017 (354) - -100%

Total Expenditures 240,134$ (364)$ -$ -100%


Advances In 14,900 8,720 - -100%Advances Out (33,000) (14,900) - -100%

Total Other Financing Sources (Uses) (18,100)$ (6,180)$ -$ -100%

Net Change in Fund Balance (1,448) (138) - Beginning Fund Balance 1,586 138 - Ending Fund Balance 138$ -$ -$

Race To The Top Fund

The Race to the Top Fund is a competitive grant fund provided under the federal ARRA program designed to encourage creating the conditions for education innovation and reform that will improve student outcomes. Our was awarded approximately $500,000 received over a 4 year period FY11-FY14. The grant has closed and we do not anticipate any further funding from this program.

The fund provided for substitute costs during teacher professional development as well as stipends for teachers serving as building data team trainers and curriculum liaisons for the purpose of implementing data driven changes to curriculum. These funds are budgeted in the general fund for FY16.

96



Revenues:

Intergovernmental 1,798,696 1,777,839 1,970,256 11%

Total Revenues 1,798,696$ 1,777,839$ 1,970,256$ 11%

Expenditures:

Salaries 1,179,755 1,278,037 1,394,974 9%Benefits 444,080 461,895 584,509 27%Purchased Services 138,961 234 - -100%Supplies 11,473 16,497 13,629 -17%Capital Outlay 13,266 10,149 11,065 9%


Net Change in Fund Balance 11,161 11,027 (33,921) Beginning Fund Balance 11,733 22,894 33,921 Ending Fund Balance 22,894$ 33,921$ -$

Budget Highlights

> Supplies and capital outlay are purchased for use in the special education department

Special Education IDEA Grant Fund

This is a federal grant fund provided to assist in the identification of handicapped children, development of procedural safeguards, implementation of least restrictive alternative service patterns, and provision of full educational opportunities to handicapped children. Common uses are for psychology, speech, hearing, and instructional assistance services.

> 15.2 FTE intervention specialists, 2.4 occupational therapists, 0.5 autism facilitator, 1.0 adaptive physical education specialist, and 1.0 speech therapist are budgeted to be paid out of this fund, consistent with prior year. In addition, non-public entities within our district boundaries receive funds which are used to pay 1.1 FTE therapist and aide.

> Allocation from the US Department of Education is expected to remain consistent with prior years

97

2013-14 Actual

2014-15 Actual

2015-16 Proposed

Budget % Change

Revenues:


Total Revenues 51,017$ 39,408$ 45,361$ 15%

Expenditures:

Salaries 2,000 - - 0%Benefits 321 - - 0%Purchased Services 22,414 14,546 28,750 98%Supplies 11,334 21,643 7,840 -64%Capital Outlay 3,021 2,900 2,500 -14%



Advances In 6,600 7,000 - -100%Advances Out (34,000) (6,600) (7,000) 6%

Total Other Financing Sources (Uses) (27,400)$ 400$ (7,000)$ -1850%

Net Change in Fund Balance (15,473) 719 (729) Beginning Fund Balance 15,483 10 729 Ending Fund Balance 10$ 729$ -$

Budget Highlights

> $6,300 budgeted for transportation for service learning projects and career vocational visits

Vocational Education Grant Fund

This is a federal grant fund used to account for funds related to the Carl D Perkins Vocational and Applied Technology Act of 1990. Common uses of funds include supplies for applied technology courses, stipends and training for teachers.

> $16,700 budgeted to provide ongoing engineering training for Project Lead the Way instructors> $13,590 budgeted for supplies and licensing for project lead the way

98



Revenues:


Total Revenues 128,632$ 88,875$ 104,330$ 17%

Expenditures:

Salaries 46,322 44,883 57,231 28%Benefits 27,549 41,367 34,505 -17%Purchased Services - - 5,000 100%Supplies 44,915 7,113 4,397 -38%Capital Outlay - - - 0%



Advances In - 3,300 - 0%Advances Out (10,000) - (3,300) 100%

Total Other Financing Sources (Uses) (10,000)$ 3,300$ (3,300)$ -200%

Net Change in Fund Balance (154) (1,188) (103) Beginning Fund Balance 1,445 1,291 103 Ending Fund Balance 1,291$ 103$ -$

Budget Highlights

Title III Limited English Proficiency Grant Fund

This federal grant fund is used to provide instructional programs and enhancements for english language learners. It is targeted at those students whose primary language at home is not English.


> 1.5 FTE Bilingual Assistants are funded through this grant, along with supplies for English Language Learners

99



Revenues:


Total Revenues 993,479$ 922,855$ 987,648$ 7%

Expenditures:

Salaries 685,010 642,605 703,203 9%Benefits 255,883 244,911 276,982 13%Purchased Services 3,497 - 5,120 100%Supplies 28,020 22,831 19,914 -13%Capital Outlay 2,268 5,762 1,481 -74%

Total Expenditures 974,678$ 916,109$ 1,006,700$ 10%


Advances In - - - 0%Advances Out (7,000) - - 0%


Net Change in Fund Balance 11,801 6,746 (19,052) Beginning Fund Balance 505 12,306 19,052 Ending Fund Balance 12,306$ 19,052$ -$

Budget Highlights

> 9 FTE teachers are funded through this grant> Supplies include intervention materials including reading materials for low income students

Title I Economically Disadvantaged Pupils Grant Fund

This is a federal grant fund that provides additional assistance to districts to help low income students meet the challenging state content standards that all children are expected to meet. It is designed to help close the achievement gap between high income and low income students.


100



Revenues:


Total Revenues 24,891$ 24,901$ 28,549$ 15%

Expenditures:

Salaries 16,990 16,652 19,562 17%Benefits 8,260 7,939 9,370 18%



Advances Out - - - 0%

Total Other Financing Sources (Uses) -$ -$ -$ 0%

Net Change in Fund Balance (359) 310 (383) Beginning Fund Balance 432 73 383 Ending Fund Balance 73$ 383$ -$

Budget Highlights> 0.50 FTE preschool aide is funded through this grant.

Special Education Preschool Grant Fund

This is a federal grant fund used to address the improvement and expansion of services for handicapped children ages 3 through 5.

101



Revenues:


Total Revenues 185,842$ 165,711$ 169,964$ 3%

Expenditures:

Salaries 135,677 123,361 134,529 9%Benefits 40,852 40,063 37,924 -5%Purchased Services (2,640) - - 0%Supplies (50) 994 4 -100%Capital Outlay



Advances Out (11,000) - - 0%


Net Change in Fund Balance 1,003 1,293 (2,493) Beginning Fund Balance 197 1,200 2,493 Ending Fund Balance 1,200$ 2,493$ -$

Budget Highlights> 1 FTE Instructional Teacher/Coach is funded through this grant> Stipends are funded to provide building curriculum leaders

Title II-A Improving Teacher Quality Grant Fund

This federal grant program is designed to improve teacher quality by increasing the number of highly qualified teachers in the District.

102



Revenues:

Tuition 976,992$ 958,824$ 980,000$ 2%Charges for Services 630,428 542,400 540,000 0%

Total Revenues 1,607,420$ 1,501,224$ 1,520,000$ 1%

Expenditures:

Salaries 766,010 791,747 817,549 3%Benefits 289,978 314,654 327,798 4%Purchased Services 131,799 129,876 147,200 13%Supplies 254,021 305,810 277,000 -9%Capital Outlay 6,923 377,009 50,000 -87%

Total Expenditures 1,448,731$ 1,919,096$ 1,619,547$ -16%

Net Change in Fund Balance 158,689 (417,872) (99,547) Beginning Fund Balance 772,319 931,008 513,136 Ending Fund Balance 931,008$ 513,136$ 413,589$

Budget Highlights

> Purchased services and supplies are all related to copy center and include toner, ink, paper, and maintenance agreements> Tuition is set at $330 per month, an increase of $10 over FY15, which is anticipated to maintain the all day kindergarten program as cost neutral> The large increase in FY15 for capital outlay is due to the purchase of new copiers for the District.

Intra-District Services Fund

This fund is used to account for the District's copy center fund as well as the K+ program the District operates.

> Salaries include 11 FTE K+ teachers to cover anticipated participation in the program for 2016> Salaries also include 2 FTE copy center operators.

103



Revenues:

Charges for Services 441,349 461,480 624,000 35%Investment Income 4,302 7,516 6,000 -20%

Total Revenues 445,651$ 468,996$ 630,000$ 34%

Expenditures:

Salaries 71,945 72,976 75,120 3%Benefits 40,280 41,397 42,880 4%Third Party Administrator 160,418 233,527 175,000 -25%Claims 127,893 158,000 175,000 11%Stop Loss/Other 37,800 42,852 47,000 10%

Total Expenditures 438,336$ 548,752$ 515,000$ -6%

Net Change in Fund Balance 7,315 (79,756) 115,000 Beginning Fund Balance 1,143,548 1,150,863 1,071,107 Ending Fund Balance 1,150,863$ 1,071,107$ 1,186,107$

> Maintain quality programs to prevent/reduce claims including a comprehensive safety program> Minimize future rate increases by maintaining a sufficient reserve to cover 3 catastrophic claimsequal to $1.2 million

Budget Highlights> Revenue increase due to increasing premiums to 0.8% in FY16 from 0.6% of covered payroll in FY15.> TPA budget includes $30,000 for claims processing, $85,000 for legal services, $ 10,000 for safety program activities, and $50,000 to Ohio Bureau of Workers Comp for tail claims and other mandates> Stop loss insurance renewal is budgeted at $47,000, with a $400,000 retention.> Salaries and benefits include a portion of the administrator overseeing the program

Workers Compensation Self-Insurance Fund

The District became self-insured for workers compensation on August 1, 2009. Board paid premium's are established and deposited into this fund from the fund in which the employee is paid. A third party administers claims and stop loss insurance coverage is purchased. The administrator in charge of insurance is paid from this fund as well.

2016 Goals

104



Revenues:

Charges for Services 9,198,024 16,612,026 17,200,000 4%Investment Income 5,816 40,512 60,000 48%

Total Revenues 9,203,840$ 16,652,538$ 17,260,000$ 4%

Expenditures:

Third Party Administrator 352,934 620,876 700,000 13%Claims 4,711,292 11,664,557 14,500,000 24%Stop Loss/Other 407,645 990,459 1,310,000 32%



Transfers In 831,359 - - 0%

Total Other Financing Sources (Uses) 831,359$ -$ -$ 0%

Net Change in Fund Balance 4,563,328 3,376,646 750,000 Beginning Fund Balance - 4,563,328 7,939,974 Ending Fund Balance 4,563,328$ 7,939,974$ 8,689,974$

> Maintain quality wellness programs to prevent/reduce claims

protection and premium cost containment.> Continue to evaluate program and make necessary improvements for future years

Budget Highlights> Claims are expected to increase due to entering the second full mature year of the program and timing of tail claims> Premium revenue expected to increase 2% beginning in January 2016> TPA budget expected toincrease to $700,000

having mature tail claims. > Stop loss insurance renewal expected to increase 10-15% due to being in second full year of program and

Medical Self-Insurance Fund

The District became self-insured for health insurance on January 1, 2014. Board paid premium's are established and deposited into this fund from the fund in which the employee is paid. A third party administers claims and stop loss insurance coverage is purchased. The administrator in charge of insurance is paid from this fund as well.

2016 Goals

> Work to establish formal policy regarding targeted reserve balance with emphasis on both sufficient

105

2013-14 Actual

2014-15 Actual

2015-16 Proposed

Budget % Change

Revenues:

Interest 629 845 750 -11%Gifts and Contributions 3,050 50 50 0%

Total Revenues 3,679$ 895$ 800$ -11%

Expenditures:

Scholarships 51,323 800 800 0%

Total Expenditures 51,323$ 800$ 800$ 0%

Net Change in Fund Balance (47,644) 95 - Beginning Fund Balance 173,412 125,768 125,863 Ending Fund Balance 125,768$ 125,863$ 125,863$

> Scholarships of $800 were issued during FY15 with the same amount anticipated for FY16.

Private Purpose Trust Fund

A trust fund used to account for money which has been set aside for scholarship purposes. The income from such funds may be expended in accordance with the trust agreement, but the principal must remain intact.

106

Economically Disadvantaged Limited English Disabled

Worthington's economically disadvantaged population has grown considerably in recent

years, surpassing 20%. This presents a unique challenge for staff as lower income students generally require greater resources

and services to maintain the highest standards of achievement.

Limited English Proficient students generally do not speak English as the

primary language at home, and the District must provide greater resources and services

so that these students do not fall behind.

Special Needs students are a growing population in our District and require greater

resources and services for their education. Staff prides itself in being able to provide a

nurturing and low pupil to teacher ratio services that these students need to attain

excellent achievement standards.

Student Composition (2014)

District Comparisons

Residential Effective Millage Rate 2015 Cost Per Pupil 2014

Worthington's effective residential property tax millage amounts is about average for all central Ohio districts.

Sustainability and careful budget planning continue to be the focus of the Board and Administration.

Worthington's cost per pupil is about average for central Ohio districts. Most older, established District's have a higher

amount, usually since capital expenditures on new buildings and land aren't included in this calculation, whereas

maintenance costs on older buildings are.

13% 13%12% 11%11% 11%10% 10% 9%

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11%

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48.49

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56.48

57.06

57.96

59.41

60.43

63.95

Upper Arlington

Olentangy

Worthington

Hilliard

Dublin

Reynoldsburg

Westerville

New Albany

Bexley

$8,342

$8,798

$9,747

$10,606

$10,641

$10,992

$12,750

$13,167

$13,176

Olentangy

Westerville

Hilliard

Dublin

New Albany

Worthington

Bexley

Grandview

Upper Arlington

108

ProjectedFunction 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007Governmental Activities Instruction Per Pupil Cost of Operating Expenditures 11,336 unav. 10,738 10,992 n/a n/a n/a n/a n/a n/a Support Services Pupil Enrollment (Students) 9,756 9,659 9,628 9,491 9,369 9,098 9,477 9,567 9,586 9,492 Graduation Rate 95.1% unav. 94.2% 92.0% 93.0% 95.0% 95.5% 95.5% 96.8% 96.3% % of Students with Disabilities 13.0% unav. 12.7% 11.9% 11.8% 11.8% 11.0% 11.9% 10.3% 9.7% % of Limited English Proficient Students 5.4% unav. 5.3% 5.2% 5.1% 4.8% 5.2% 5.1% 4.1% 3.8% Instructional Staff IT Work Orders Completed 10,541 13,341 15,368 15,438 8,878 11,699 10,574 7,730 5,877 8,178 Administration Student Attendance Rate >95% unav. 92.7% >95% 96.0% 95.8% 95.5% 95.7% 95.7% 95.8% Fiscal and Business Purchase Orders Processed 6,854 6,911 7,007 6,824 6,947 6,988 7,367 7,942 8,689 11,253 Nonpayroll Checks Issued 10,305 10,319 10,329 10,255 10,459 10,612 11,215 12,052 14,946 12,893 Maintenance Maintenance Work Orders Completed 3,049 3,299 2,616 2,566 2,766 1,622 2,988 3,717 4,427 5,216 District Square Footage Maintained By Custodians and Maintenance Staff 1,638,562 1,638,562 1,638,562 1,638,562 1,638,562 1,638,562 1,638,562 1,638,562 1,638,562 1,638,562 District Acreage Maintained By Grounds Staff 379 379 379 379 379 379 379 379 379 379 Transportation Average Students Transported Daily 4,502 4,447 4,594 4,651 4,763 4,797 4,620 4,517 4,800 4,800 Average Daily Bus Fleet Mileage 5,624 5,347 5,811 4,838 4,504 4,555 4,846 4,866 4,756 4,756 Number of Busses in Fleet 84 84 84 84 83 82 81 80 85 92 Co-Curricular Activities High School Varsity Teams 58 58 58 58 58 58 58 58 58 58 Food Service Meals Served to Students 696,118 691,291 660,210 747,907 621,172 610,051 584,693 542,830 541,049 490,081 % of Total Meals That Were Free Meals 41.5% 39.0% 36.3% 44.8% 37.5% 36.8% 32.9% 29.3% 27.4% 26.3% % of Total Meals That Were Reduced Meals 8.5% 8.3% 7.9% 9.0% 8.2% 6.4% 8.0% 8.8% 8.4% 9.1%

Sources: Ohio Department of Education Local Report Card and School District Records

unav. - Data unavailable as of the release of this reportn/a - Ohio Department of Education has changed their methodology of calculating this value in FY2013. Prior years information to FY13 will not be availiable to be reported.

Operating Indicators

109

Demographic and Economic Statistics

Per CapitaPersonal Income (2) Personal Unemployment

Year Population (1) Income Rate (3)

2005 60,248 2,078,254,760 34,495 (1) 5.6%

2006 59,983 2,069,113,585 34,495 (1) 4.8%

2007 60,347 2,081,669,765 34,495 (1) 5.3%

2008 61,153 2,120,786,040 34,680 (1) 5.7%

2009 61,492 2,246,610,220 36,535 (1) 9.0%

2010 61,549 2,248,692,715 36,535 (1) 9.2%

2011 59,374 2,169,229,090 36,535 (1) 7.4%

2012 59,529 2,174,892,015 36,535 (1) 6.2%

2013 59,689 2,135,493,353 35,777 (1) 6.3%

2014 59,689 (5) 2,770,823,069 46,421 (4) 4.8%

(1) Mid Ohio Regional Planning Commission; American Community Survey (2) Calculated based on Per capita income and population

Sources:

(4) Ohio Department of Education, information no longer availiable from MORPC, therefore, information gathered from foundation report

(3) Ohio Bureau of Employment Services, not available for Worthington CSD. Figures presented are for Franklin County

(5) 2014 population was not availiable as of release date, therfore, we used the 2013 population

110

Number ofEmployer Nature of Business Employees Rank

Worthington Industries Steel Industry 1,229 1

Worthington School District Education 1,156 2

Anthem Blue Cross Insurance 825 3

Liebert Corporation Energy/Power 800 4

Anheuser Busch Production Plant 776 5

Huntington Bank Mortgage/Banking 525 6

Diamond Innovations Diamond Products 369 7

Medvet Medical Center Animal Care 288 8

American Automobile Association Automotive 200 9

The Laurels Healthcare Healthcare 240 10

Total 6,408

Total Employment within the Metropolitan Area (a) 896,700

Unable to obtain information for June 2015 as of release of this report

Note: Above figures are estimates based on Chamber of Commerce information and

Principal Employers

June 2014

Source: Chamber of Commerce and Individual employer records. Source: Chamber of Commerce and Individual employer records. Metropolitan

111

Demographic and Economic Statistics

Per CapitaPersonal Income (2) Personal Unemployment

Year Population (1) Income Rate (3)

2005 60,248 2,078,254,760 34,495 (1) 5.6%

2006 59,983 2,069,113,585 34,495 (1) 4.8%

2007 60,347 2,081,669,765 34,495 (1) 5.3%

2008 61,153 2,120,786,040 34,680 (1) 5.7%

2009 61,492 2,246,610,220 36,535 (1) 9.0%

2010 61,549 2,248,692,715 36,535 (1) 9.2%

2011 59,374 2,169,229,090 36,535 (1) 7.4%

2012 59,529 2,174,892,015 36,535 (1) 6.2%

2013 59,689 2,135,493,353 35,777 (1) 6.3%

2014 59,689 (5) 2,770,823,069 46,421 (4) 4.8%

(1) Mid Ohio Regional Planning Commission; American Community Survey (2) Calculated based on Per capita income and population

Sources:

(4) Ohio Department of Education, information no longer availiable from MORPC, therefore, information gathered from foundation report

(3) Ohio Bureau of Employment Services, not available for Worthington CSD. Figures presented are for Franklin County

(5) 2014 population was not availiable as of release date, therfore, we used the 2013 population

112

Number ofEmployer Nature of Business Employees Rank

Worthington Industries Steel Industry 1,229 1

Worthington School District Education 1,156 2

Anthem Blue Cross Insurance 825 3

Liebert Corporation Energy/Power 800 4

Anheuser Busch Production Plant 776 5

Huntington Bank Mortgage/Banking 525 6

Diamond Innovations Diamond Products 369 7

Medvet Medical Center Animal Care 288 8

American Automobile Association Automotive 200 9

The Laurels Healthcare Healthcare 240 10

Total 6,408

Total Employment within the Metropolitan Area (a) 896,700

Unable to obtain information for June 2015 as of release of this report

Note: Above figures are estimates based on Chamber of Commerce information and

Principal Employers

June 2014

Source: Chamber of Commerce and Individual employer records. Source: Chamber of Commerce and Individual employer records. Metropolitan

113

Employees By Category

Projected

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016Official/ Administrative Associate Superintendent 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Principal 6.00 5.00 5.00 5.00 6.00 6.00 6.00 6.00 6.00 6.00 Principal 17.00 17.00 18.00 18.00 18.00 18.00 17.00 17.00 17.00 18.00 Superintendent 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 Supervising/Managing/Directing 4.00 5.00 3.00 3.00 2.00 3.00 3.00 3.00 3.00 3.00 Treasurer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Coordinator 6.50 6.50 6.50 7.50 7.00 6.00 6.00 6.00 5.00 9.00 Education Administrative Specialist 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Director 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 0.00 0.00 Other Official/Administrative 3.00 2.50 2.50 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Total Official/Administrative 42.50 42.00 41.00 41.50 42.00 42.00 40.00 40.00 38.00 43.00Professional - Educational Curriculum Specialist 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 3.00 3.00 Counseling 20.40 19.90 20.40 19.40 18.90 19.40 19.40 19.50 19.50 20.50 Librarian/Media 16.98 17.00 15.10 16.10 15.00 15.00 15.00 14.00 14.00 14.00 Remedial Specialist 14.77 13.67 14.67 15.50 15.50 15.50 15.97 13.00 13.50 13.50 Teacher 620.93 630.65 641.65 637.95 616.67 606.87 610.17 619.10 627.60 637.60 Suppl Service Teacher - Special Ed 2.00 2.00 2.00 3.50 4.25 2.50 2.50 4.00 4.00 4.00 Teacher Mentor/Evaluator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 Other Professional 15.50 16.20 17.70 19.80 20.50 21.60 22.10 23.00 22.50 22.50 Total Professional - Educational 693.58 702.42 714.52 715.25 693.82 683.87 688.14 694.60 704.10 715.10Professional - Other Accounting/Analyst 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Psychologist 10.00 11.00 10.00 11.00 11.00 11.00 11.50 11.00 11.50 11.50 Public Relations 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 Registered Nurse 7.10 7.50 7.50 7.50 6.90 6.00 6.00 6.00 6.00 6.00 Physical Therapist 1.00 1.00 1.00 1.20 1.20 1.20 1.20 1.20 1.20 1.20 Speech and Language Therapist 11.70 11.70 11.70 11.70 11.55 12.10 11.91 11.80 12.00 12.00 Occupational Therapist 5.60 5.60 6.60 6.60 6.30 6.60 6.60 6.60 7.00 7.00 Adapted Physical Education Therapist 0.40 0.40 0.40 0.40 0.40 0.40 0.40 1.00 1.00 1.00 Planning/Research/Development 0.00 0.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total Professional - Other 39.80 41.20 41.20 42.40 41.35 41.30 41.61 41.60 42.70 43.70Technical Computer Operating 6.00 6.00 6.00 6.00 6.00 5.00 5.00 3.00 3.00 3.00 Purchasing Agent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Library Technician 3.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Other Technical 11.00 11.00 11.00 11.00 12.00 10.94 11.50 13.00 12.50 11.50 Total Technical 20.00 19.00 17.00 17.00 18.00 15.94 16.50 16.00 15.50 14.50Office/Clerical Bookkeeping 7.00 6.00 5.00 5.00 5.00 5.00 6.00 5.00 5.00 5.00 Clerical 63.66 61.91 62.54 61.04 59.79 59.60 63.67 63.61 60.16 60.16 Teaching Aide 91.16 87.33 91.70 91.01 88.69 87.97 94.02 97.52 98.13 100.13 Parent Mentor 0.56 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 Other Office/Clerical 2.00 2.00 4.00 4.00 4.00 4.00 2.00 2.00 2.00 2.00 Total Office/Clerical 164.38 157.74 163.74 161.55 157.98 157.07 166.19 168.63 165.79 167.79Crafts and Trades General Maintenance 14.00 14.00 14.00 14.00 13.00 13.00 13.00 13.00 13.00 13.00 Mechanic 4.00 4.00 4.00 3.00 4.00 4.00 4.00 4.00 4.00 4.00 Foreman 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Other Crafts and Trades 5.00 5.00 5.00 5.00 5.00 3.50 3.56 4.62 5.00 5.00 Total Crafts and Trades 27.00 27.00 27.00 26.00 26.00 24.50 24.56 25.62 26.00 26.00Operative Vehical Operator Non Bus 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Vehical Operator Bus 46.74 46.57 46.49 49.36 46.86 46.01 48.21 50.77 48.66 48.66 Total Operative 48.74 48.57 48.49 51.36 48.86 48.01 50.21 52.77 50.66 50.66Service Work/Laborer Custodian 57.53 57.90 56.90 56.90 54.27 55.77 56.90 57.28 57.27 57.27 Food Service 46.21 44.34 43.47 43.92 42.60 40.07 38.83 38.91 37.15 37.15 Security 1.01 1.01 1.01 0.94 0.94 0.94 0.94 1.19 0.88 0.88 Monitoring 2.00 2.00 2.00 2.00 2.00 0.00 0.00 0.00 0.00 0.00 Groundskeeping 7.00 7.00 7.00 7.00 7.00 6.00 7.00 7.00 7.00 7.00 Attendant 0.69 2.07 3.23 2.94 3.26 3.26 4.14 4.95 4.95 4.95 Other Service Work/Laborer 2.00 2.00 2.00 2.00 2.00 0.00 0.00 0.00 0.00 0.00 Total Service Work/Laborer 116.44 116.32 115.61 115.70 112.07 106.04 107.81 109.33 107.25 107.25

Total 1,152.44 1,154.25 1,168.56 1,170.76 1,140.08 1,118.73 1,135.02 1,148.55 1,150.00 1,168.00

Actual Projected

Employees by Fund 2015 2016 General 1,059.78 1,077.78 Food Service 38.65 38.65 Auxiliary Services 3.30 3.30 Other State Grants 1.00 1.00 Spec Ed IDEA 21.28 21.28 Limited English Prof. 1.50 1.50 Disadv. Children 9.00 9.00 Spec Ed Preschool 0.49 0.49 Imrpoving Tchr Quality 1.00 1.00 Intra-District Svcs 13.00 13.00 Workers Comp Insur. 1.00 1.00Total 1,150.00 1,168.00

Method: 1.00 for each full-time, part time FTE based on ratio of hours worked to full timeSource: School District Records, EMIS Staff Summary Report, Ohio Department of Education

Actual

114

FY

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2016

5,08

6,60

4

2,

684,

597

99

0,00

0

76,1

74

505,

000

39,2

50

895,

000

317,

713

99

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42

1,67

1

690,

000

242,

225

1,

140,

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819,

250

-

27

0,50

0

-

316,

400

16

7,00

0

44,0

27

600,

000

137,

387

2017

5,18

8,08

4

2,

599,

480

1,

025,

000

28,1

87

530,

000

14,5

75

920,

000

288,

125

83

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44

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1

645,

230

288,

896

1,

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801,

775

-

27

0,50

0

-

316,

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17

4,00

0

36,7

64

620,

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111,

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2018

4,46

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7

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-

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16

6,50

4

1,

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221

370,

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143,

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283,

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195,

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457,

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760,

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21

6,70

0

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21

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2020

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1,

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97

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110,

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206,

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4,

388

2022

5,17

5,00

0

1,

367,

560

-

-

-

-

1,

045,

000

15

6,70

0

440,

000

74,0

10

78

0,00

0

15

0,00

0

1,00

0,00

0

69

7,25

0

-

270,

500

1,91

0,00

0

19,1

00

20

234,

650,

000

1,20

5,15

7

1,09

0,00

0

114,

000

46

0,00

0

54

,095

800,

000

125,

312

2,

300,

000

641,

250

-

27

0,50

0

-

-

2024

4,81

5,00

0

1,

019,

936

1,

130,

000

69

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480,

000

33,1

80

83

0,00

0

98

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2,

375,

000

547,

750

-

27

0,50

0

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-

2025

5,00

0,00

0

81

9,75

0

1,

175,

000

23

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500,

000

11,2

50

85

0,00

0

63

,750

2,

475,

000

450,

750

-

27

0,50

0

-

-

2026

5,15

0,00

0

62

8,50

0

85

0,00

0

21

,250

4,

300,

000

336,

750

-

27

0,50

0

-

-

2027

5,27

5,00

0

43

7,25

0

5,

275,

000

166,

750

-

27

0,50

0

-

-

2028

5,50

0,00

0

23

7,00

0

1,

225,

000

30,6

25

4,27

5,00

0

20

6,37

5

-

-

2029

5,69

0,00

0

71

,125

5,69

0,00

0

71

,125

-

-

TO

TA

L72

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20

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2,01

5,00

0

10

4,36

1

1,

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000

53

,825

8,

853,

986

3,

223,

439

3,64

3,45

8

1,51

0,96

57,

824,

983

2,

335,

956

26,2

05,0

00

7,49

7,12

5

9,96

5,00

0

3,

523,

500

8,

865,

000

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374,

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1,11

7,00

014

8,61

0

3,

450,

000

40

4,98

2

CY

Est

imat

ed

Gro

wth

2015

0.80

%20

160.

80%

2017

0.80

%20

180.

80%

2019

0.80

%20

200.

80%

2021

0.80

%20

220.

80%

2023

0.80

%20

240.

80%

2025

0.80

%20

260.

80%

2027

0.80

%20

280.

80%

2029

0.80

%20

300.

80%

**C

Y15

doe

s no

t inc

lude

$1,

245,

190

in in

tere

st p

aym

ents

Jun

e 20

15, w

hich

was

in F

Y15

.

3.17

3.11

1,83

7,74

8,79

1

3.80

7,01

3,71

03.

80

6,61

4,42

8

2,00

3,12

3,78

40

0.00

3.62

6,92

1,25

16,

958,

675

1,99

0,68

9,77

30

0.00

1,96

6,11

7,01

65,

831,

750

3.06

1,84

8,95

9,27

4

3.04

Bon

d L

evy

Sup

port

ed D

ebt

5,81

7,75

0

5,92

9,62

25,

925,

250

5,86

4,25

0

Est

imat

ed R

equ

ired

M

illa

ge

2010

Con

st &

Ref

un

din

g20

13 B

GO

Bon

ds

5,73

4,66

3

Wor

thin

gton

Deb

t S

ched

ule

By

Fis

cal Y

ear

Deb

t S

ervi

ce R

equ

irem

ent*

*

2005

Air

por

t20

14 R

efu

nd

ing

Gen

eral

Fun

d S

uppo

rted

Deb

t

Debt Service Fund Statistics and Related Information

3.07

Gen

eral

ly, i

n or

der

for

a sc

hool

dis

tric

t to

issu

e de

bt, a

bon

d le

vy m

ust b

e pa

ssed

by

the

vote

rs a

utho

rizi

ng e

noug

h ta

x re

venu

e to

be

coll

ecte

d to

pay

bac

k th

at d

ebt w

ith

inte

rest

ov

er a

per

iod

of y

ears

. W

hile

that

levy

may

be

adve

rtis

ed a

s a

mil

lage

am

ount

, the

mil

lage

is b

ased

on

the

tota

l val

ue o

f pr

oper

ty a

t tha

t tim

e. E

ach

year

, the

cou

nty

audi

tor

then

ad

just

s th

e m

illa

ge b

ased

on

upda

ted

prop

erty

val

ues

so th

at e

noug

h ta

x is

col

lect

ed to

pay

bac

k th

e pr

inci

pal a

nd in

tere

st th

at is

due

that

yea

r. D

istr

icts

do

have

the

abil

ity

to

issu

e de

bt u

p to

0.1

0% o

f as

sess

ed v

alue

wit

hout

vot

er a

ppro

val,

alth

ough

Wor

thin

gton

has

no

such

deb

t. T

he c

hart

to th

e le

ft r

epre

sent

s th

e m

ost r

ecen

t sch

edul

e of

deb

t and

re

late

d pr

oper

ty v

alue

s, il

lust

rati

ng th

e es

tim

ated

req

uire

d m

illa

ge a

mou

nt u

ntil

all

deb

t is

paid

off

. It

is li

sted

by

fisc

al y

ear

for

com

pari

son,

how

ever

the

coun

ty c

erti

fies

rat

es

and

valu

es o

n a

cale

ndar

/col

lect

ion

year

bas

is.

3.22

3.19

2007

CO

PS

2009

MA

Y G

O B

ON

D20

08 C

onst

& R

efu

nd

ing

The

201

3A, a

nd th

e 20

13B

gen

eral

obl

igat

ion

bond

s w

ere

issu

ed f

or $

37.2

mil

lion

bon

d is

sue

appr

oved

by

vote

rs in

Nov

embe

r 20

12 to

fin

ance

cap

ital

impr

ovem

ents

suc

h as

tech

nolo

gy a

nd b

us u

pgra

des,

var

ious

mai

nten

ance

impr

ovem

ents

, and

equ

ipm

ent r

epla

cem

ent.

The

20

07A

, 200

7B, 2

009

May

, a p

orti

on o

f th

e 20

08 C

onst

ruct

ion

bond

s, a

nd th

e 20

10 b

onds

wer

e al

l par

t iss

uanc

es o

f th

e $3

7.5

mil

lion

bond

issu

e ap

prov

ed b

y vo

ters

in 2

006

to f

inan

ce c

apit

al im

prov

emen

ts s

uch

as te

chno

logy

and

bus

upg

rade

s, v

ario

us m

aint

enan

ce im

prov

emen

ts,

and

equi

pmen

t rep

lace

men

t. T

he 2

002

refu

ndin

g an

d a

port

ion

of th

e 20

08 r

efun

ding

wer

e is

sued

to ta

ke a

dvan

tage

of

mor

e fa

vora

ble

inte

rest

rat

es to

ret

ire

prev

ious

gen

eral

obl

igat

ion

debt

. T

he f

our

issu

ance

s in

the

box

on th

e ri

ght a

re r

etir

ed w

ith

oper

atin

g do

llar

s an

d ea

ch y

ear,

eq

ual t

he tr

ansf

er f

rom

the

gene

ral f

und

to th

e de

bt s

ervi

ce f

und.

The

fir

st tw

o, th

e 99

Ene

rgy

cons

erva

tion

not

es a

nd th

e 20

05 A

irpo

rt A

utho

rity

Not

e w

ere

issu

ed to

in r

elat

ion

to H

B 2

64 p

roje

cts

in w

hich

var

ious

con

trol

s an

d m

echa

nica

l im

prov

emen

ts a

re p

aid

for

up f

ront

th

roug

h de

bt is

suan

ce a

nd th

en r

elat

ed d

ebt i

s th

en p

aid

back

thro

ugh

the

cost

sav

ings

fro

m d

ecre

ased

ene

rgy

cons

umpt

ion.

The

cer

tifi

cate

s of

par

tici

pati

on r

epre

sent

a f

inan

cing

arr

ange

men

t for

the

WE

C A

dmin

istr

atio

n B

uild

ing,

sim

ilar

to a

leas

e ar

rang

emen

t.

Tot

als

1,87

1,65

0,00

91,

883,

131,

702

1,89

4,70

5,24

8

2007

A G

O B

ond

2007

B G

O B

ond

s20

13 A

GO

Bon

ds

3.80

7,03

3,06

0

1,94

1,93

2,75

5

1,91

8,13

0,84

71,

906,

371,

383

3.80

3.80

3.60

5,94

5,69

2

6,60

8,64

8

1,95

3,97

6,71

0

1,97

8,35

4,44

55,

832,

250

Wor

thin

gton

Sch

edu

le o

f D

ebt

Req

uir

emen

ts

Est

imat

ed A

sses

sed

Val

ue

1,86

0,25

9,44

1

1,82

6,62

7,28

0

1,92

9,98

4,38

7

115



116

Glossary of Terms

Accrual basis of accounting - A method of accounting that recognizes the financial effect of transactions, events, and interfund activities when they occur, regardless of the timing of the related cash flows. American College Test (ACT) - An optional test taken by high school students and used by colleges and universities as part of the admissions process. The test assesses English, mathematics, reading, and science. Admissions/Entry Fees (Revenue) - Money received from patrons of a school sponsored activity such as an advance or a football game. Admissions may be recorded in separate accounts according to the type of activity. Advance - Money sent from one fund to another with the intent of repayment, normally to cover a shortage of cash Appropriation - The amount of expenditure authorized by Board in an ordinance. Appropriations are specific as to fund, for operating funds, and as to department. An appropriation line item is a specific purpose of which spending is authorized. The appropriations line items are: salaries; benefits; purchased services; supplies and materials; capital outlay; miscellaneous; and fund transfers. Assessed Value - For real estate tax purposes, the assessed valuation is 35% of the total valuation of a parcel of property. For example, if the parcel has a value of $100,000, the assessed valuation would be $35,000. The appropriate millage would be levied on the assessed valuation. Balanced Budget – Projected resources equal projected requirements within a fund. Basis of accounting - The timing of recognition, that is, when the effects of transactions or events should be recognized for financial reporting purposes. Basis of accounting is an essential part of measurement focus because a particular timing of recognition is necessary to accomplish a particular measurement focus. Benefits - Amounts paid by the school district on behalf of employees. Not included in the gross salary, these amounts are over and above it. Such payments are not paid directly to employees; nevertheless, they are part of a school district's costs of salaries and benefits. Bond - A promise to repay a specified amount of money (the face amount of the bond) on a particular date (maturity date). Bonds are primarily used to finance capital projects. Board of Education -. The elected or appointed body, which has been created according to state law and vested with responsibilities for education activities in a given geographic area. Budget - .A plan of financial operation embodying an estimate of proposed expenditures for a given period or purpose and the purposed means of financing them Budgetary Basis - This refers to the basis of accounting used to estimate financing sources and uses in the budget. Budget Amendment - Any change in expenditure budgets, which results in a net increase or decrease in the total dollar amount budgeted. Budgetary Control - The management of the financial affairs of the division in accordance with the appropriate laws, regulations, and procedures of the various governing bodies with the responsibility to keep expenditures within the authorized limits. Capital Budget - The section of the budget that contains the capital improvement program along with the associated funding.

117

Glossary of Terms Capital Outlay - Expenditures for the acquisition of, or additions to, capital assets. Included are expenditures for land or existing buildings; improvements of grounds; construction of buildings; additions to buildings; remodeling of buildings; initial and additional equipment, furnishings and vehicles. Cash basis of accounting - Basis of accounting that recognizes transactions or events when related cash amounts are received or disbursed. Comprehensive Annual Financial Report (CAFR) - A financial report that encompasses all funds and component units of the government. The CAFR is the governmental unit’s official annual report. Debt Service - The amount needed to retire bonds issued by the District. Debt service includes both principal and interest. Department -The basic organizational unit of government which is functionally unique in its delivery of services. Donations (Revenue) – Money received from a philanthropic foundation, private individuals, or private organizations for which no repayment or special service to the contributor is expected. Economically Disadvantaged - Students participating in the free/reduced lunch program are considered to be economically disadvantaged. Encumbrance - A reservation of funds to cover arising obligations from purchase orders, salaries, or other contracts. Effective Tax Rate - The actual rate applied to determine the amount of taxes to pay. The voted tax rate (see below) is adjusted annually for the change in property values. Expenditure - The amount paid for goods and services. Expenditure also includes the portion of an encumbrance that has not been executed by the end of the calendar year. Fiduciary Funds - Funds used to report assets held in a trustee or agency capacity for others and which therefore cannot be used to support the government’s own programs. Fiscal Year - The twelve-month period, beginning July 1, and ending June 30, for which an appropriation line item is available for expenditure. Food Service Sales - Money received for dispensing food to students and adults. Full-Time Equivalent (FTE) - A position or group of positions that are budgeted for an entire fiscal year. Function - A group of related activities aimed at accomplishing a major service or program Fund - A fiscal and accounting entity, which has a self balancing group of accounts including: recording cash; and other assets; liabilities; fund equities; revenues; expenditures; or expenses. Funds are established to carry on specific functions or objectives in accordance with the Ohio Revised Code. Fund Balance - The difference between fund assets and fund liabilities. The District is currently evaluating a minimum fund balance policy to enact. General Property Tax - Taxes levied by a school district by the assessed valuation of real property located within the school district, which, within legal limits, is the final authority in determining the amount to be raised for school purposes.

118

Glossary of Terms Governmental Funds - Funds that account for the accumulation and spending of resources that provide the students with day-to-day operating services such as instructional, support, non-instructional and extracurricular services. The General Fund, Special Revenue Funds, Capital Project Funds and Debt Service Funds of the District are classified as Governmental Funds. Intergovernmental Revenue - Funds received from federal, state, and other local government sources in the form of grants, shared revenues, and payments in lieu of taxes. Internal Service Fund - A fund used to account for fiscal activities when goods or services are provided by one department or agency to other departments or agencies on a cost-reimbursement basis. Investment Income - Money paid to the City from the investment of idle funds. Investments are governed by the Codified Ordinances as to type and amount and are generally limited to securities of the U.S. government and high-grade commercial enterprises. Maintenance of Effort - A federal requirement that stipulates grant recipients and/or sub recipients to maintain a certain level of state/local fiscal effort to be eligible for full participation in federal grant funding. Measurement focus - The objective of a measurement or what is being expressed in reporting an entity’s financial performance and position. A particular measurement focus is accomplished by considering not only which resources are measured (for example, financial or economic resources), but also when the effects of transactions or events involving those resources are recognized (basis of accounting). Mill - One mill equals $1 of tax for every $1,000 of assessed value of property. Miscellaneous (Expenditures) - Amounts paid for goods and services not otherwise classified, such as expenditures for the retirement of debt, the payment of interest on debt and the payment of dues and fees. Miscellaneous (Revenues) - Other income from local sources which is not classified elsewhere. Modified Accrual Basis of Accounting - Basis of accounting used in conjunction with the current financial resources measurement focus that modifies the accrual basis of accounting in two important ways 1) revenues are not recognized until they are measurable and available, and 2) expenditures are recognized in the period in which governments in general normally liquidate the related liability rather than when that liability is first incurred (if earlier). Object - A classification of expenditures based on the underlying goods or services purchased (salaries, equipment, etc). Operating Budget - A guide that is developed and published annually to explain the budgetary process for the upcoming budget development cycle and promote a clear understanding of budget preparation and submission requirements. Participation Dues and Fees (Revenue) - Money received from pupils for membership in a school's pupil organization or club. Membership usually grants the pupil certain privileges such as the right to be admitted to dances or athletic contests without charge or at a reduced rate. Performance Indicators - Specific quantitative and qualitative measures of work performed as an objective of specific departments or programs. Personal Property - Machinery and equipment used in business. In June 2005, the state tax on personal property was eliminated.

119

Glossary of Terms Proprietary fund - A fund that focus on the determination of operating income, financial position and cash flows. There are two types of proprietary funds: enterprise funds and internal service funds. Proposed Budget - Financial and operating plan prepared by the budget officer. It is submitted to the public and the budget committee for review. Purchased Services - Amounts paid for personal services rendered by personnel who are not on the payroll of the school district, and other services which the school district may purchase. While a product may or may not result from the transaction, the primary reason for the purchase is the service provided in order to obtain the desired results. Other school districts are included under this definition. Real Property - Land, buildings, and the rights and benefits inherent in owning them Rentals (Revenue) - Money received from the rental of school property, real or personal, but not including the rental from real property held for income purposes. Reserved Fund Balance - Portion of fund balance not able to be currently appropriated due to legal or contractual obligations. Resolution- Formal document used to solidify and document votes on decision made by Board members.. Revenue - The yield of taxes, tuition, interest earnings, and other monetary resources that the District collects and receives into the treasury for public use. Rollback - Amount of homeowner’s property tax reduced by the state. Currently, the State pays 12.5% of residential owner occupied property tax. Salaries - Amounts paid to school district employees who hold positions of a permanent nature or who have been hired temporarily, such as substitutes for those in permanent positions. This category includes gross salary for personal services rendered while ON THE PAYROLL of the school district and payments made to board members as compensation for their personal services. SAT - This standardize testing tool was first introduced in 1926, and its name and scoring have changed several times. It was first called the Scholastic Aptitude Test, then the Scholastic Assessment Test. Special revenue fund - A fund used to account for the proceeds of specific revenue sources that are legally restricted for specified purposes State Foundation - Funds provided by the State under the current method determined by State Law to provide the general education programs of a school district. Supplies and Materials - Amounts paid for material items of an expendable nature that are consumed, worn out, or deteriorated from use, or items that lose their identity through fabrication or incorporation into different or more complex units or substances. Tangible Property Tax - Taxes levied by a school district on the assessed valuation of tangible personal property located within the school district which, within legal limits, is the final authority in determining the taxes to be raised for school purposes. Tax Budget - The budget submitted to the County Budget Commission that sets forth the funding requested from property taxes and other information as requested by the Board.

120

Glossary of Terms Title I Schools - A school that receives federal funds to help children in high-poverty areas who are behind academically or at risk of falling behind. Funding is based on the number of low-income children in a school, generally those eligible for free lunch or reduced-fee lunch programs. Transfers In/Transfers Out - Money transferred into or out of a fund from another fund. Tuition (Revenue) - Money received from patrons, other school districts, and other sources for education provided in the school of the district. Unreserved Fund Balance - The portion of a fund’s balance that is not restricted for a specific purpose and is available for general appropriation. Voted Tax Rate - The amount originally approved by voters as a property tax before being adjusted for annual changes in property values.

121

cover budget fy16 - worthington city school district · 2015. 6. 19. · anticipate the phase-out...

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