HomeMy WebLinkAboutAgenda 04-23-2019 Attachment C - Orange County Schools Board of Education FY2019-20 Operating Budget Request and CIP Orange County Scho
Board of Education
FY 2020
Approved Budget r'
r
-Qk%t*w Orange County Schools
FY 2020 Local Budget Request
Table of Contents
OCS Board of Education OCS 2017-2019 Budget Reductions
OCS Strategic Plan Changes in Local Education Agencies
Average Dailey Membership
Message from the Superintendent Percentage of Public School Students
In Charters
Budget Narrative NC 13 Years Cumulative Birth Cohorts
OCS Local Funding Request -® Changes in NC Population Ages 0 -17
OCS Projected Local Revenue NC Private, Homeschool and Public
Charter Students
OCS Approved Capital Improvement
Plan
Board of Education
The Orange County Board of Education is the local governing board of the Orange County Schools system. The
Orange County Board of Education consists of a seven member board, elected to serve four-year, staggered terms.
One of the primary functions of the board is to set policy for the district. The district's policies are then imple-
mented by the Superintendent and the administrative staff. In addition to setting policy for the district, the Board is
responsible for adopting and presenting a proposed budget each year. The proposed budget is submitted to the Or-
ange County Board of Commissioners. The budget includes the request for local funding, and it includes plans for
the expenditure of state and federal funds. The Orange County Board of Education does not have taxing authority.
Brenda Stephens Sarah Smyhe
Chair Vice-Chair
brenda.stephens@orange.kl2.nc.us sarah.smylie@orange.k12.nc.us
Will Atherton Dr.Stephen Halkiotis
will.atherton@orange.kl2.nc.us shhalkiotis@aol.com
4
t
Hillary MacKenzie Tony McKnight Matthew Roberts
hillarymackenzie@orange.k12. mcknightforschools@yahoo.com matthew.roberts@orange.kl2.nc.us
nc.us
1
Board's Strategic Plan
Our vision
We will provide a public school system that prepares all students to be creative, constructive thinkers who become
healthy,productive and responsible members of our community and the world.
Our Mission
We will provide learning opportunities that develop resourceful citizens prepared to engage in an ever changing and
diverse world.
Strategic Plan
Orange County Schools will be the First Choice For Families...
1. through the provision of engaging learning opportunities for all students to prepare them for citizenship,
higher education, and careers.
2. through consistent and effective engagement with our diverse community.
3. through retaining,recruiting and developing a diverse professional team accountable for the learning
opportunities for all students.
4. through the provision of safe and sustainable operations for all students.
5. through the accountable, equitable and transparent management of human and financial resources.
2
�NT}aa ®mange County Schools
200 East King Street,HiUslborough,NC 27278
]Phone:919-732-81261 ]Fax:919-732-81201 todd.wirt@orange.k12.mc.uns
www.orangecountyfirst.com
Dr. Todd Wirt, Superintendent
April, 2019
As planning and preparation begins for the 2019/2020 school year, Orange County Schools finds itself
facing many challenges, not all of which are unique to our county. Of the 117 Local Education
Agencies that comprise the public schools system in NC, seventy plus are projected to see no growth in
the 2019/2020 school year. The Office of State Budget and Management recently released NC 13 year's
cumulative birth cohorts which reflect the cohorts leveling and remaining relatively constant for the
period 2019-2027. Factor this with the forecasted change in NC population for ages 0-17 and a
continued decline in student enrollment can be expected for the majority of systems across the state.
Required budget reductions in the 2018/2019 school year presented new challenges for the district.
Class sizes in grades 4-8 were increased in order to reduce three local teaching positions and teacher
assistants were no longer permitted to work or use accumulated leave on non-student days. Even as we
faced these restraints, the district continued to improve academic achievement. We celebrate the
achievement that ten of our thirteen schools met or exceed growth and we outpaced the state in College
and Career ready as well as grade level proficient students.
Under the leadership and commitment of our Board of Education, Orange County Schools continues to
reflect commitment to the district vision and mission out lined in its Strategic Plan. Such commitment is
evidenced in:
• Implementation of a Dual Language Program at New Hope Elementary School. A two-way
dual immersion model for English and Spanish.
• Universal Breakfast Program in every elementary school providing a free hot breakfast or grab
and go option for every student.
• A summer feeding program which provided over 5,700 breakfast and 8,400 lunches to students.
February of this year, the Board of Education unanimously approved the district Equity Policy renewing
the focus on equity. Our continuation budget encompasses an Equity Director to lead and implement a
continual focus on equity, inclusion and cultural awareness. In collaboration with Chapel Hill Carrboro
City Schools,we plan to provide a series of Professional Development sessions for staff across the
district.
Orange County Commissioners have and continue to be responsive to our educational needs, but
we continue to face new mandates at the state and federal level. Our budget ask for the 2019/2020
school year includes $34.9 million in support of continued operations and $1.2 million in
expansion requests for a total request of$36.1 million.
Our budget request is comprised of the following:
$34,874,932 Continuation budget incorporating:
• An Orange County Schools Equity Director
• Universal Breakfast in every elementary school.
• Anticipated State mandated salary increases:
o Five percent certified staff
o Two percent all other staff
3 0 Employer retirement contribution increased to 20.36%per eligible employee
continued
• Employer hospitalization contribution increased to $6,354 annually per participating
employee
$ 1,220,000 Expansion budget incorporating:
• Equity Professional Development
• Human Capital Management Director to lead diversified recruitment efforts
• Reinstatement of 10 teacher assistant days
• Maternity leave for eligible staff
• Restoration of Class Size in grades 4— 8
• A literacy facilitator to support alignment of curriculum assessment and instruction for
middle and high schools
• Two additional guidance counselors to address acuity of need in our largest elementary
schools.
• Custodial Manager/Supervisor to oversee and manage custodial staff and required
professional development
• Recruitment and talent management initiative encompassing tuition assistance and
signing bonuses
We believe the budget presented for your consideration aligns with the Orange Schools Strategic
Plan and our core belief"First Choice for Families". We look forward to the year ahead and
celebrating the successes of our students, staff and families.
Sincerely,
qg
Dr. Todd Wirt
Superintendent
4
OCS Board
OCS 2017-2019 Budget Reductions
District Hip,,hfights - FY 2018-2019
Orange County Schools (OCS) continues to strive for excellence. We value the unique skills and
gifts the students and staff bring to Orange County Schools. We remain committed to continuous
improvement and building on the successes we experience each school year.
Goal I of Orange County Schools Strategic Plan states, "Challenge and engage every learner to
achieve at his/her full potential." In upholding rigorous standards through clear learning targets
that all learners will master in every grade level and subject, the District has 10 schools that
exceeded or met growth.
2017/2018 Exceeds Mets
Growth Growth
Orange County Schools 42% 33%
North Carolina aggregate 27% 46%
The district continues to outpace the State in the percentage of Students College and Career ready
as well as grade level proficient.
% College/Career % Grade Level
Ready Proficient
Orange County Schools 52.7 62.1
North Carolina aggregate 49.2 58.8
Through the strategy of providing equitable pathways to expand learning opportunities for all
students, a Dual Language program has successfully launched at New Hope Elementary School.
This program offers students a two way dual immersion for English and Spanish through a 50/50
model approach with instruction occurring in English one day and Spanish one day.
The multi-tiered support system (MTSS) implemented within OCS continues to focus and address
concerns surrounding student performance. In an effort to support the learning experience of
every OCS student population, a Universal Breakfast Program continues to be delivered at every
Elementary School. Students have the option of a free hot breakfast or grab and go option every
school day. Additionally, a free summer feeding program is offered to ensure students have
access to meals when school is not in session. Last summer, OCS served over 5,700 breakfasts and
8,400 lunches as part of this program.
OCS Board p
OCS 2017-2019 Budget Reductions
Budget Overview - FY 2019-2020
The 2019-2020 Board of Education approved budget represents Orange County Schools continued
commitment to "First Choice for Families". The District continues to be faced with the challenges
of meeting on-going critical needs of students and staff while balancing the ever-present
uncertainty of the many funding sources that make up the Revenue stream.
Orange County Schools continually strives to maximize revenues from State, Federal and Local
sources while ensuring optimal learning experiences for our students. Our budget request for the
2019/2020 school year reflects this commitment.
The district anticipates funding from State of North Carolina in support of staff, curriculum and
transportation at$47.7 million. Federal programs are anticipated to contribute $3.4 million in
revenue. Orange County Schools currently operates two Enterprise Funds, School Nutrition and
After School Care. As Enterprise Funds, these programs are fee based and operate as self
sustaining therefore not requiring funding support from other State, Local or Federal revenues
provided to the district in support of operational needs.
Child Nutrition Aker 5chol
Funding Sources Restricted
$47,746,932-State Funding
$ 3,351,730 -Federal Grants
$36,094,932-Local Funding Local_
State
y�
$ 2,791,928 -Restricted Local
$ 2,958,950 -School Nutrition
$ 1,559,510 -After School Care
$94,503,982
Federal
OCS Board Local Operating
OCS 2017-2019 Budget Reductions
CONTINUATION
The NC Department of Public Instruction (DPI) projects student average daily membership (ADM)
annually. Orange County Schools is projected to grow 43 students to a total ADM of 7,388. While
students living within the Orange County School district and attending a Charter School is
currently 843 and projected to reach 850 during the 2019/20 school year.
9000 850 900
923
769 Sap
700
fi19
600
519
500
7r.�_
Opp
300
200
100
7000 p
FY2016 FY2017 FY2p18 FY2019 FY2020
ADM —Charters
In order to continue operations at the current level and support the projected student growth,
Orange County Schools will require a total of$34.9 million in local revenues from the Orange
County Board of County Commissioners. This incorporates anticipated increases in local
expenditures of approximately $870 thousand to support
0 Projected 5% state mandated salary increase for certified staff
0 Projected 2% state mandated salary increase for classified staff
0 Projected Retirement of 20.36%
0 Projected Hospitalization of$6,354 annually per employee
0 Elementary Universal Breakfast Program
OCS Board
OCS 2017-2019 Budget Reductions
This continuation requirement is approximately$(850 thousand short), based on the current per
pupil funding of$4,165/student.
State mandated salary and benefit increases continue to be the driving force in the requested
budget increases. As seen in the data below, the employer portion of employee benefits have risen
upwards of 30% in the past five years. State mandated salary increases are provided to all staff, no
matter the funding stream. As a result, local budget requests continue to rise.
2015/2016 2016/2017 2017/2018 2018/2019 2019/2020*
Teacher Pay Increases 2.1% 4.7% 3.3% 6.9% av 5.0%
Classified Staff Increases $750 1.5% $1,000 2.0% 2.0%
Employer Retirement 15.32% 16.12% 17.13% 18.86% 20.36%
Contribution
Employer Hospitalization $5,471 $5,704 $5,869 $6,104 $6,354
Contribution
*Budgeted
EXPANSION
Beginning October 2018, the Board's Budget Committee met and worked with staff to discuss
critical budget issues facing the district. As a result of these conversations, the following
expansion items are requested for funding consideration in the FY 2020 local budget:
0 $350,000 in support of our Equity Initiative
o February 11, 2019 the Board approved Local Policy 1030 -Equity in Education. In
support of this commitment and in collaboration with Chapel Hill Carrboro City
Schools, as a result a series of professional development will be presented to cover
equity, inclusion and cultural awareness throughout the district.
o Furthermore, this initiative is intended to focus on diversity recruitment and hiring
resulting in an increase in the number of male and minority candidates hired into
teaching positions. A Human Capital Management position is requested to
coordinate district recruitment efforts and outreach to university partners providing
a strategic and intentional focus on leading a recruitment task force to address
district hiring barriers and challenges facing teachers of color.
❑ $160,000 to reinstate 10 paid workdays for teacher assistant
o In order to balance the 2018/2019 budget while protecting critical support positions,
it was necessary to no longer allow Teacher Assistants the ability to work, or take
OCS Board of Education Approved 2019-2020 Local Operating Budget
OCS 2017-2019 Budget Reductions
leave, on calendared non-student students. These positions offer tremendous
support to the classroom teachers and their absence on teacher workdays has been
impactful.
❑ $150,000 to offer maternity/paternity leave
o The Orange County School Strategic Plan commits to creating a career destination for
employees through strengthening recruitment and retention. In an effort to hire and
retain highly qualified staff, offering maternity/paternity leave as part of the
employee benefit package displays OCS commitment to creating a career destination
for employees.
$230,000 to restore class sizes in grades 4-8 to 1 teacher for every 25 students
o In order to balance the 2018/2019 budget, it was necessary to increase the class size
in grades 4 -8 to 1 teacher per 27 students. In doing so, OCS was able to reduce
expenditures by reducing three locally funded teaching position. The Board remains
committed to smaller class sizes to create optimal learning environments for students
and desire to restore the class sizes in these grades.
❑ $100,000 for the salary and benefits associated with the addition of 1 Literacy facilitator
o The literacy facilitator will support student learning and growth by ensuring the
alignment of curriculum, assessment and instruction in our middle and high schools.
In our middle schools, the literacy facilitator will help teachers utilize the Teachers
College Reading and Writing Project Units of Study in Reading as a common
curriculum resource for grades 6-8. The literacy facilitator will support teachers in
facilitating instruction through whole group mini-lessons, small group instruction,
and individual reading conferences. Middle school literacy coaches will receive
ongoing professional development from the literacy facilitator throughout the school
year.
o In our high schools, teachers will receive support from the literacy facilitator in using
district pacing guides and curriculum documents for English I-IV and Critical
Reading and Composition. The literacy facilitator will support teachers in using
College Board and International Baccalaureate for AP English and IB English.
Professional development for high school teachers will focus on conferring, daily
writing, and selecting culturally relevant texts to boost student engagement. The
literacy facilitator will support teachers, coaches, and principals with analyzing their
assessment data in order to inform decision-making. The literacy facilitator will
OCS Board Local1 Request
OCS 2017-2019 Budget Reductions
support school administrators with instructional leadership through walkthroughs,
creation of look-for tools, and by providing feedback to teachers.
❑ $137,000 to support the salary and benefits of 2 additional guidance counselors
o The two largest elementary schools in the district, New Hope Elementary and
Cameron Park Elementary, currently support over 600 students with one guidance
counselor each. Nationally, it is recommended that one guidance counselor serve
every 251 students. Furthermore, the North Carolina average is one counselor for
every 378 students. The acuity of need currently presented in schools leave
counselors having to triage service based on severity, leaving many students
unserved unfortunately.
❑ $57,000 to support the salary and benefits of a custodial manager/supervisor
o In an effort to provide managerial support and professional development to
custodial staff, the Board desires to add this position to enable other district leaders
the ability to focus on those large Bond Projects occurring throughout the district.
❑ $81,000 to implement signing bonuses and tuition assistance
o In support of the recently adopted Equity Policy as well as the Equity initiative
included in this budget ask, this initiative includes a grow-our-own component that
is aimed at growing classified staff into teaching positions through a one-year
alternative teacher preparation program that results in teacher certification. The
second component will include a$2,000 signing bonus to each newly recruited
special education teacher who signs an early contract prior to June 15.
The above expansion requests total $1.2 million. Based on the current per pupil funding of
$4,165/pupil, Orange County Schools will require an additional$150/pupil to support the
requested expansion items.
In summary, the Orange County Schools approved FY 2020 local budget presented for funding
consideration totals $36.1 million. In order to continue operating at current levels, the district
requires an additional $850 thousand with an additional$1.2 million to fund expansion items
supporting district initiatives directly aligned with the Strategic Plan. This equates to a per pupil
need of$4,438 for the 2019/2020 school year.
OCS Board Local Operating
ML-Al
OCS 2017-2019 Budget Reductions
Appendices:
* Appendix 1 - Orange County Schools Local Funding Request
* Appendix 2- Orange County Schools Projected Local Revenue Summary
* Appendix 3 - Orange County Schools Capital Improvement Plan (CIP)
* Appendix 4- Orange County Schools 2017-2019 Budget Reductions
Appendix 5 - Changes in Local Education Agencies Average Daily Membership
Appendix 6-Percentage of Public School Students in Membership in Charter Schools
Appendix 7-NC 13 Years Cumulative Birth Cohorts
* Appendix 8 - Changes in NC Population Ages 0 -4 and 5 - 17
* Appendix 9-NC Private, Homeschool and Public Charter Students
APPENDIX 1
ORANGE COUNTY • •
FY19 FY20 DIFF
PROJECTED ENROLLMENT 7,345 7,388 43
CHARTER SCHOOL Funded 769 843 (**) 74
less out of district county estimate 103 97 (6)
TOTAL STUDENT BILLING BASE 8,011 8,134 123
Revenue at FY 2019 per pupil(4,165) $33,365,815 $ 33,878,110 512,295
County Appropriation 33,365,815 33,878,110 512,295
Fund Balance 1,793,883 - (1,793,883)
Fines&Forfeitures(Orange Co.Civil penalities) 169,617 150,000 (19,617.00)
Interest 7,000 7,000 -
Total Local Revenue $35,336,315 $ 34,035,110 (1,301,205)
Fund Balance Appropriations 1,793,883 -
Local Budget 33,542,432 33,542,432
Continuation
Universal Breakfast 100,000 (1)
FB Appropriated to Balance Budget 362,500 (2)
State Mandated Increases (Salary&Benefits) 870,000 (3)
Total Continuation Budget $35,336,315 34,874,932 4,288 Per Pupil Required
Estimated Continuation Shortfall - $ (839,822) 123 Per Pupil Increase
EXPANSION REQUESTS
Equity Initiative Staff PD joint venture $ 180,000 (4)
Human Capital Management $ 125,000 (5)
Reinstate 10 TA workdays $ 160,000
Maternity/Paternity Leave $ 150,000 (6)
Restore grades 4-8 class Size 1:25 $ 230,000
Literacy Facilitator $ 100,000
2 Additional Guidance Counselors $ 137,000 (7)
Custodial Manager/Supervisor $ 57,000 (8)
Recruitment&Talent Management $ 81,000 (9)
Total Expansion Requests $ 1,220,000 4,438 Per Pupil Required
Estimated Continuation/Expansion Shortfall $ (2,059,822) 273 Per Pupil Increase
Notes
(**)Jan 2019 Actual
(1)Previous Fund Balance Appropriation
(2)Appropriated Fund Balance to Balance the FY2019 Budget
(3)Represents a 5.0%increase in Certified Salaries;2.00%increase in classified salaries;20.36%Retirement;6,354 hospitalization
(4)Represents anticipated professional development;Equity Director in Continuation Budget
(5)Coordinate district talent management/recruitment efforts;emphasis on diversity recruitment and hiring
(6)4 weeks paid maternity/paternity pay
(7)One additional counselor for New Hope and one for Cameron Park elementary
(8)Supervisor to manage custodial staff,duties and professional development
(9)Grown-Your-Own Alternative Licensure Tuition and Programming;Special Education signing bonus
4/13/2019
12
FY20 Appendix 1
APPENDIX 2
ORANGE COUNTY SCHOOLS
2019-2020 Local Current Expense • •
La. i 273 per pupil ' / '
2017-2018 2017-2018 2018-2019 2018-2019 2019-2020 2019-2020
Projected Student Enrollment Budget Actual Budget Estimate Supt Recom Board Appvd
State Projection of Students 7,544 7,544 7,345 7,345 7,388 7,388
Less: Out-of-County Tuition Paid 89 89 89 89 97 97
Existing Charter School Students 617 617 769 769 843 843
Total County Resident Students 8,072 8,072 8,025 8,025 8,134 8,134
County Appropriation 3,991 3,991 4,165 4,165 4,438 4,438
2017-2018 2017-2018 2018-2019 2018-2019 2019-2020 2019-2020
Local Revenues Budget Actual Budget Estimate Supt Recom Board Appvd
County Appropriation 32,215,326 32,215,326 33,365,815 33,365,815 36,094,932 36,094,932
Special District Tax CHCCS only) N/A N/A N/A N/A N/A N/A
Prior Year Special District Tax N/A N/A N/A N/A N/A N/A
One Time Discretionary Funding 837,900 837,900 - - - -
ABC Revenue 30,000 30,000 32,000 32,000 32,000 32,000
Appropriated Fund Balance 1,763,791 2,110,195 2,110,195 - -
Appropriated Fund Balance-Carryover 1,300,769 464,815 464,815 302,311 302,311
Burroughs Wellcome STEM Grant 51,500 51,500 120,000 120,000 120,000 120,000
Fines and Forfeitures 220,000 232,921 169,617 169,617 169,617 169,617
Indirect Cost 128,000 180,129 128,000 128,000 128,000 128,000
Interest Income on Investments 7,000 33,731 7,000 7,000 7,000 7,000
Medicaid Reimbursement 341,000 347,046 362,828 362,828 365,000 365,000
Miscellaneous Revenue 363,182 427,328 310,517 310,517 300,000 300,000
National Pawn Band Grant 2,000 - - - - -
N.C.PreK 220,000 368,462 250,000 250,000 250,000 250,000
Health&Safety 972,000 1,426,947 972,000 972,000 972,000 972,000
Sales Tax Revenue 60,000 91,660 60,000 88,974 80,000 80,000
Tuition-PreK 15,320 9,125 36,075 36,075 36,000 36,000
Tuition-Regular School 87,423 73,497 55,874 55,874 30,000 30,000
Total Local Revenues 38,615,211 36,325,573 38,444,735 38,473,709 38,886,860 38,886,860
13 ORANGE COUNTY SCHOOLS
FIRST CHOICE FOR FAMILIES
ORANGE COUNTY SCHOOLS
FY2020--2029 CAPITAL INVESTMENT PLAN
COMBINED SCHEDULE
MODIFIED INEW
W
z a e Year 1 Year 2 Year 4 Year 5 YEAR 7 YEAR 8 YEAR 9 YEAR 30
Year 3 2022 FIVE YEAR Year 6 2024 YEAR 6-10 TEN YEAR
Z DESCRIPTION LOCATION 2019-2020 2020-2021 2022-2023 2023-2024 2025-2026 2026-2027 2027-2028 2028-2029
m a a o m (FY20) (FY 21) 2022 (FY22) (FY 23) (FY 2q) TOTAL 2025(FY 25) (FY26) (FY27) (FY28) (FY29) SUMMARY TOTAL
c
X CLASSROOM BLDG IMPROVEMENTS: $225,000 $0 $225,000
CARPET/MASTIC CAMPUS WIDE:A L STANBACK ALS $225,000
X OUTDOOR LEARNING CLASSROOM ALS $ 25,000 $0
RESERVE: CENTRAL ELEMENTARY BUILDING
X ENVELOPE IMPROVEMENTS BASED ON $172,564 $0
ENGINEERING ANALYSIS CENTRAL $172,564 $172,564
X ROOF REPLACEMENT PER 2016 ASSESSMENT CENTRAL $94,320 $48,535 $132,855 $0 $132,855
X EXTERIOR RESURFACING CP $250,0001 $250,000 $0 $250,000
X ROOF REPLACEMENT PER 2016 ASSESSMENT CP $500,000 $175,000 $130,000 $8,720 $805,000 $0 $805,000
ROOF REPLACEMENTS PER 2016 ASSESSMENT(SEE
X BOND FOR BALANCE) CP $75,000 $75,000 $0
X WINDOW REPLACEMENT(phase 1 envelope project) CP $0 $0 $0
X METAL ROOF RECOAT CRHS $500,000 $0 $0 $0
X NEW SERVING LINE COUNTERS CRHS $35,000 $35,000 $0 $35,000
X C W STANFORD ROOF PER 2016 ASSESSMENT CWS $18,068 $10,395 $18,068 $422,475 $1,012,389 $163,245 $1,598,109 $1,616,177
X CANOPY IMPROVEMENTS CWS $50,000 $50,000 $100,000 $0 $100,000
X FOOD SERVICE FACILITY IMPROVEMENTS CWS $99,150 1 $99,150 1 $0 $99,150
X REPLACE COLD STORAGE UNIT CWS $50,000 $50,000 $0 $50,000
X REPLACE HOOD AND FIRE SUPPRESSION SYSTEM CWS $20,000 $20,000 $0 $20,000
X REPLACE STEAMER CWS $35,000 $35,000 $0 $35,000
Xi I I I MAINTENANCE LANDSCAPE EQUIPMENT DISTRICT $35,000 $35,000 $0
X AED REPLACEMENT(8 YEAR CYCLE PER UNIT) DISTRICT $0 $2S,0001 $25,000 $50,000 $50,000
X ATHLETIC FACILITIES RESERVE DISTRICT $100,000 $100,000 $200,000 $200,000 $300,000
CORPORATE DRIVE PROPERTY
X UPFIT/INFRASTRUCTURE DISTRICT $190,000 $190,000 $0 $190,000
X DISTRICT:TECHNOLOGY UPGRADES DISTRICT $172,808 $172,808 $172,808 $172,808 $163,292 $691,232 $163,292 $163,292 $163,292 $489,876 $1,181,108
X EMERGENCY GENERATORS FOR CRITICAL LIGHTING $100,000 $0
AND KITCHEN EQUIPMENT DISTRICT $50,000 $50,000 $100,000
INDUSTRIAL WASHER AND DRYERS FOR HIGH
X SCHOOLS DISTRICT $25,000 $0 $0 $0
X PAVING PARKING LOTS/DRIVEWAYS/WALKWAYS DISTRICT $165,000 $315,000 $0 $315,000
REPLACE WRESTLING MATS/SAFETY PADDING
X (MULTI-YEAR FUNDING) DISTRICT $25,000 $25,000 $0 $25,000
X RESERVE: DEFERRED MAINTENANCE DISTRICT $152,896 $150,000 $152,896 $150,000 $150,000 $150,000 $450,000 $602,896
X RESERVE:CLASSROOM/BUILDING IMPROVEMENTS-- $100,000 $2,061,715
FUTURE FACILITIES PLANNING DISTRICT $100,000 $399,815 $25,188 $50,565 $1,586,147 $2,161,715
X RESERVE:IMPLEMENTATION-FACILITIES USAGE $490,400 $0
ASSESSMENT DISTRICT $97,700 $392,700 $490,400
X RESERVE:SCHOOL SAFETY INITIATIVES--FACILITY $557,701 $0
IMPROVEMENTS(E.G.SECURITY VESTIBULES) DISTRICT $235,358 $93,580 $228,763 $0 $557,701
X ISCHOOL SAFETY INITIATIVES DISTRICT $127,896 $152,896 $280,792 $0 $280,792
X TECHNOLOGY DEBT SERVICE DISTRICT $570,079 $570,079 $600,000 $600,000 $600,000 $2,340,158 $600,000 $600,000 $600,000 $600,000 $600,000 $3,000,000 $5,340,158
X TECHNOLOGY UPGRADES DISTRICT ,664 $205,394 $206,596 $238,859 $286,410 $826,513 $321,866 $358,741 $397,090 $436,974 $436,974 $1,951,645 $2,778,158
X RESERVE: FUTURE FACILITIES PLANNING DISTRICT $377,896 $227,896 $377,896 $227,896 $227,896 $227,896 $541,188 $541,188 $1,766,064 $2,143,960
X ROOF REPLACEMENTS PER 2016 ASSESSMENT EFLAND $2,958 $45,152 $564,434 $48,110 $0 $48,110
X ADD 1-COMPARTMENT COMBI-OVEN GAB $0 $0 $0
X REPLACE COLD STORAGE UNIT GAB $0 $0 $0
14 COMBINED SCHEDULE--Page 1 of 3
ORANGE COUNTY SCHOOLS
FY2020--2029 CAPITAL INVESTMENT PLAN
COMBINED SCHEDULE
MODIFIED INEW
W
z a e Year 1 Year 2 Year 4 Year 5 YEAR 7 YEAR 8 YEAR 9 YEAR 30
Year 3 2022 FIVE YEAR Year 6 2024 YEAR 6-10 TEN YEAR
? Z DESCRIPTION LOCATION 2019-2020 2020-2021 2022-2023 2023-2024 2025-2026 2026-2027 2027-2028 2028-2029
r� a a o m (FY20) (FY 21) 2022 (FY22) (FY 23) (Fy 2q) TOTAL 2025(FY 25) (FY26) (FY27) (FY28) (FY29) SUMMARY TOTAL
c
X ROOF REPLACEMENTS PER 2016 ASSESSMENT GAB $102,800 $102,800 $0 $102,800
X I I I ROOF REPLACEMENT PER 2016 ASSESSMENT GHMS 1 $0 $305,9281 1 $305,928 $305,928
X FOOD SERVICE FACILITY IMPROVEMENTS HES $63,950 $63,950 $0 $63,950
X REPLACE COLD STORAGE UNIT HES $55,000 $55,000 $0 $55,000
X REPLACE COOKING EQUIPMENT HES $60,000 $60,000 $0 $60,000
X ROOF REPLACEMENT PER 2016 ASSESSMENT HES $328,865 $328,865 $0 $328,865
X IVEHICLE REPLACEMENT--DUMP TRUCKMAINT $0 $0 $0
X CLASSROOM BLDG IMPROVEMENTS: $225,000 $0
CARPET/MASTIC CAMPUS WIDE: NEW HOPE NH $225,000 $225,000
X MECHANICAL SYSTEM NH $0 $0 $0
X I I I ROOF REPLACEMENT PER 2016 ASSESSMENT NH $200,000 $384,607 $424,600 $584,607 $424,600 $424,600 $1,009,207
X ROOF REPLACEMENT PER 2016 ASSESSMENT OHS $295,222 $135,025 $740,430 $632,922 $149,308 $1,803,599 $0 $1,803,599
X TENNIS COURT RECONSTRUCTION OHS $0 $0 $0
X TRACK RESURFACING OHS $0 $0 $0
X I ILIP GRADE SCIENCE CLASSROOMS OHS 1 $0 1 $0 $0
X DRAINAGE ISSUES ADDRESSED PE $0 $0 $0
X HVAC REPLACEMENT PE $0 $189,8051 $1,545,499 $1,735,304 $1,735,304
X MECHANICAL SYSTEM REPLACEMENT DESIGN PE $0 $17S,0001 $17S,000 $17S,000
X ROOF REPLACEMENT PER 2016 ASSESSMENT PE $286,104 $446,844 $732,948 $435,804 $435,804 $1,168,752
SUB TOTAL ALL EXCEPT BOND PROJECTS $3,264,711 $3,327,840 $2,990,397 $3,047,156 $3,110,055 $12,605,104 $3,170,748 $3,233,239 $3,297,587 $3,364,309 $1,578,162 $14,644,045 $27,139,149
DEBT FINANCED REPLACEMENT FOR IMPACT FEES CRHS
X MECHANICAL SYSTEM ALS $4,000,000 $4,000,000
X ROOF REPLACEMENTS ALS $296,420 $240,015 $536,435
X MECHANICAL SYSTEM CENTRAL $1,638,200 $1,638,200
X ROOF REPLACEMENTS CENTRAL $0
X MECHANICAL SYSTEM CP $1,047,007 $239,993 $1,287,000
X ROOF REPLACEMENTS CP $274,764 $274,764
X OLDER FACILITY IMPROVEMENTS CP $1,000,000 $1,000,000
CLASSROOM WING ADDITION Total project: 14.5
X Million;$3.1 funded from School Construction
Impact Fees) CRHS $9,900,000 $4,600,000 $14,500,000
X CORPORATE DRIVE PROPERTY ACQUISITION DISTRICT $0
X HAZ MATERIAL MITIGATION:SOFFITS DISTRICT $0
X CAPITAL RESERVES FOR BOND PROJECTS DISTRICT $900,000 $900,000
X IMPLEMENTATION OF SCHOOL SAFETY INITATIVES DISTRICT $1,156,993 $343,007 $1,500,000
X MECHANICAL SYSTEM EFLAND $2,034,000 $2,034,000
X ROOF REPLACEMENTS EFLAND $350,821 $350,821
X MECHANICAL SYSTEM GAB $704,000 $704,000
X REPLACE WINDOWS/DOORS GAB $0
X ROOF REPLACEMENTS GAB $27,416 $539,3931 $566,809
X MECHANICAL SYSTEM HES $458,233 $458,233
X ROOF REPLACEMENTS HES $175,000 $175,000
X MECHANICAL SYSTEM NEW HOPE $2,002,738 $2,002,738
15 COMBINED SCHEDULE--Page 2 of 3
ORANGE COUNTY SCHOOLS
FY2020--2029 CAPITAL INVESTMENT PLAN
COMBINED SCHEDULE
MODIFIED INEW
W
z a e Year 1 Year 2 Year 4 Year 5 YEAR 7 YEAR 8 YEAR 9 YEAR 30
Year 3 2022 FIVE YEAR Year 6 2024 YEAR 6-10 TEN YEAR
Z DESCRIPTION LOCATION 2019-2020 2020-2021 2022-2023 2023-2024 2025-2026 2026-2027 2027-2028 2028-2029
r� a a o m (FY20) (FY 21) 2022 (FY22) (FY 23) (FY 2q) TOTAL 2025(FY 25) (FY26) (FY27) (FY28) (FY29) SUMMARY TOTAL
a
MECHANICAL SYSTEM REPLACEMENT—
X GEOTHERMAL OHS $0
REPLACE TRANSPORTATION FACILITY
X
(JOINT PROJECT WITH CHCCS--ASSUMES$3MILLION
CONTRIBUTION,NOT INCLUDED IN THIS AMOUNT) TRANSP $0
$13,877,600 $6,186,400 $11,864,0001 $0 $31,928,000
TOTAL AVAILABLE FUNDING FROM COUNTY:
DEBT FINANCING(AKA:PAY-AS-YOU-GO) $735,710 $1,607,075 $1,639,217 $1,672,001 $1,705,441 $7,359,444 $1,731,023 $1,756,988 $1,783,343 $1,810,093 $1,837,244 $8,918,691 $16,278,135
2/3 NET DEBT BONDS(AKA: PAY-AS-YOU-GO) $839,854 $839,854 $0 $839,854
ADDITIONAL PAY AS YOU GO(AKA:LOTTERY) $550,704 $550,704 $550,704 $550,704 $550,704 $2,753,520 $550,704 $550,704 $550,704 $550,704 $550,704 $2,753,520 $5,507,040
ARTICLE 46 SALES TAX $745,743 $775,573 $806,596 $838,859 $872,414 $4,039,185 $907,311 $943,603 $981,347 $1,020,601 $1,061,425 $4,914,287 $8,953,472
FACILITY IMPROVEMENTS TO OLDER SCHOOLS
(5-YR ALLOCATION) 1 $392,700 $392,700 $0 $0 $0 $785,400 $0 $0 $0 $0 $0 $0 $785,400
SUB TOTAL ANNUAL ALLOCATION $3,264,711 $3,326,052 $2,996,517 $3,061,564 $3128,559 $15,777,403 $3,189,037 $3,251,295 $3,315,394 $3,381,398 $3,449,373 $16,586,497 $32,363,900
DEBT FINANCED(AKA:SCHOOL CONSTRUCTION
IMPACT FEES) CRHS $O $0 $3,100,000
BOND REFERENDUM PROJECTS $13,877,600 $6,186,400 $11,864,000 $0 $0 $31,928,000 $0
GRAND TOTAL ANNUAL ALLOCATION $17,142,311 $9,512,452 $14,860,517 $3,061,564 $3,128,559 $47,705,403 $3,189,037 $3,251,295 $3,315,394 $3,381,398 $6,898,747 $33,172,994 $67,827,800
16 COMBINED SCHEDULE--Page 3 of 3
Reductions Enacted to Balance Local Budget
bov� FY 2017 Budget — FY2019 Budget
Absorbed 19 Positions thru Attrition
-------------------------------------------------------------
Since the 2016/2017 School Year, Orange County
Schools have decreased it's allotted positions by 29
staff. 10 positions were the result of ADM reductions
and 19 were an effort to balance the local budget
Increased Class Sizes
----------------------------------------------in---4-8------------
Increased class size for grades 4—8 to 1:27
Previous years had experienced a class size of 1:25
Central Office Reductions
-------------------------------------------------------------
FY18 - 10% reduction in departmental budgets
' FY19 - 7.25 Positions eliminated through reorgs
Central Office vacancies froze 90 days
lip Eliminated HR Director Position
Thorough review of staff funding
-------------------------------------------------------------
Efficiency review with School Efficiency
Consultants identified areas where State funding
could be leveraged more effectively.
TA s no longer work workdays
In an effort to balance the FY19 budget and not
cut positions, teacher assistants are no longer paid
nor work non-student days.
17
APPENDIX 5
Public Schools of North Carolina
Change between 2003-04 and 2008-09
n
Change in LEA .�
Average Daily Membership _
(ADM)
-�087F 10 Y 1x �SCR,0 6FR
Change between 2008-09 and 2013-14 Change between 2013-14 and 2018-19
r
..r
23.576 w-10.1%—°2.0%w A M f
100%la '?1% —50%la 155%
T 0%1.1 9%
Source:Actual ADM higher of Month 1 and 2
APPENDIX 6
2011 - 2012
Percentage of Public School _
Students in Membership in W
Charter Schools
D 0%Z 6991, SA°5 Go 11 9%
1.px w 3 6%6 17 p%m n i%
2014 - 2015 20 17 - 20 8
__n'�f[l Iwld+. +rf .... .! .... ynr. tame. •r rr
r c nrOogi .f Gw + T,nF.
_...r'S Rau.• 7
4en1 i 1.6 YIt Irl �� i" L� f rrNe'—
\hoa+ 1 a4s' Mwr aa�
Rmuee
hTfr
Fete
o.ns �0 a.ss� — e.0%to'1.91%
1 0%t0 3 6% 12 0%to 10 19E boss la 9 vw 8 a56 10 110%
A 0%to 7 9g, 1 0%10 3 9% � 12 0%to 57 2%
aMto I
Source: Reported by LEAS. Represents the percentage of K-12 public
school students in membership in a charter school students residing in the
LEA and in membership in a charter school in the state.
Division of School Business
Public Schools of North Carolina
19 own#e e(1UAltt* sdia b
APPENDIX 7
NC 13 Years Cumulative girths Cohorts
The aggregate total enrollment in K-12 systems (LEA, Charters, Private, Home schooling included) is determined by the size of
the cumulative 13 years births cohorts combined with the amount of out of state born students.
Based on Birth Census provided by DHHS and on the projections published by OSBM, the 13 years cumulative cohorts
corresponding to fiscal years 2610 -2027 were computed for the chart below.
The cohorts size steadily increase until 2016-17, after which the totals remain relatively constant.
1.650 NC' 13 Years Cumulative Births Cohorts (in Millions)
1.592 1.593 1.594 1.S97
1.601 1.607 1.611 1.612 1.609 1.606
1.500 1.5$6
1.575
1.558
1.550 1.533
1.503
1.500
1.474
1.450
1.450 1A31
1.400
1350
1300
2010 20Li 2012 20n 20L4 2035 20IS 20V 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
Fiscal Year when the Cohort is enrolled in K-12
Ii Division of School Business
PUblic Schools of North Carolina
20 (9uww eeuttt* Schoob
APPENDIX 8
Change in the Population in Ages O - 4, 2000-2038
2a,0aa 800,0ao
Annual Change(Left) Population(Right)
Taa,aoo
1s,oao
soa,oao
sb,000
500,000
5.000 400,000
300,000
200,000
-5,000
100,000
-10,000 -
O r1 N qy% �r Vf L4 P+ 00 cn O r-1 eY rn �r Ln LR r- 00 m O r1 N M T 6R %0 r 00 M O r-4 N CA �r 6n SQ P Do
ri ri ri ri ri ri r-i 12" r-F —1 rV rJ N M r+l rL [V N eV N [ri M rYS rR 1, 11 MA rn to
2 Q2 Q2 o2 � o � o a � � � o � � � 0 4 0R � o 0 o a o
N i'tiP i'+1 eV fV N e'+1 N N N N N N N N N i+J N N
Source:NC 4SSM, 2000.2017 Population Estimates and 2018.2028 Population Projectlons.Population as ofJuly 1.
Division of School Business
Public Schools of North Carolina
21
APPENDIX 8
Change in the Population in Ages 5 - 17, 2000-2038
40,000 Annual Change (Left) Population(Right) 2,000,000
35,000 1,800,000
30,000 1,fiDD,000
1,400,000
25,000
1,20d,Q00
20,000
- - - - 1,000,000
15,000 - - - - -
8�0,d00
10,000
6oa,GOO
$' 400,000
O -m r -- — 200,Od0
-s,000 -
2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038
Source'NC OSBM- 2000-2017 Popul atlon Estimates and 2018-2038 Population ProWtl ons_Popul atlon as oFJu I y 1_
t & Division of School Business
Public Schools of North Carolil-I. I
22 Uwnge e"utt* sdio-ob
APPENDIX 9
Private, homeschool and Public Charter School Students
140,000
■Hameschool Students ■Charters Students ®Private Schools Students
120,000
ioo.acc �
80,OL'C
60.000
40,000
20,000
a
2008-09 2009-10 _. :'_1-12 2312-13 2015-16 __iL-17 2017.18
Division of School Business
Public Schools of North Carolina
Orange County Schools
200 East King Street
Hillsborough, North Carolina 27278
www.orangecountyfiirst.com
MEMO
FY 2
i
Orange County ools
Approved Local Operatin
g Budget
District Holghil
hts
Academic Growth
10 schools exceeded or met growth
during the 2017/2018 school year.
Bus Driver Pay/Incentive Program
am
Increased bus driver pay and implemented an
incentive of $75 for a referred bus driver that
remains at least 6 months
Dual Language Program PQ N_
Implemented at NHE. Two way dual
immersion for English and Spanish; 50/50
model; A/B day rotation
Summer Feeding Program
Served 5,719 breakfasts and 8,429 lunches
at eight different locations in the community
Equity Policy
Unanimously adopted an Equity Policy
reflecting the collaborative work of the
Board of Education and Equity Task Force.
own#e C'aunt* sdiaab
4
FY 2019 LocaBudgetI
..
_. _. .
Personnel
Salaries &
Wages
Certified Teachers,
Classified staff and 47.9% Benefits
Supplemental pay
for all locally paid
employees FICA, Retirement, Health
17.9% Insurance and all other
employer paid benefits
Charters
Local per pupil for students 8.9
18 5% Purchased Services
/o
domiciled in Orange County .4NEW
attending charter schools Contracted services,
4.6% workshops, travel
l �
2.2% Utilities, and Insurances Capital Outlay Supplies
p Y pp
Funded from local funds. gooks, Paper, Fuel, Tires,
(Corporate drive upfit) Food, Furniture & equipment own#e e"mt* sdi"b
4
Public Schools of North Carolina
Change between 2003-04 and 2008-09
n
Change in LEA .�
Average Daily Membership _
(ADM)
-�087F 10 Y 1x �SCR,0 6i�L
Change between 2008-09 and 2013-14 Change between 2013-14 and 2018-19
r
..r
2.0%w A M f
100%la 1% 50%la 155%
T 0%1.1 9%
Source:Actual ADM higher of Month 1 and 2
own#e e"Utt* sdio b
2011 - 2012
Percentage of Public School _
Students in Membership in W
Charter Schools
i.px to 3Bs'o- � 17¢%w 1$1°ly
2014 - 2015 20 17 — 20 8
__n'�f[l Iwld+. +rf .... .! .... ynr. tame. •r rr
r c nrOogi .f Gw + T,nF.
_...r'S Rau.• 7
4en1 i 1.6 YIt Irl �� i" L� f rrNe'—
\hoa+ 1 a4s' Mwr aa�
Rmuee
hTfr
Fete
o.ns !0 a.ss� — e.0%to'1.9%
1 0%t0 3 6% 12 0%to 10 SSE 6 oss la 9 vw 8 a56 to�i 4R
A 0%to 7 9g, 1 0%10 3 Y4 � 12 096!a 53 2°i
AMto I
Source: Reported by LEAS. Represents the percentage of K-12 public
school students in membership in a charter school students residing in the
LEA and in membership in a charter school in the state.
Division of School Business
Public Schools of North Carolina
Mk
Uwn#e e'au tt* sdiaab
Fundming
History
900
8000 823 850
769 800
UZI 700
619
600
519
sw 500
7500
400
f ribm.
300
F 200
100
• 7,345
0
7000
FY2016 FY2017 FY2018 FY2019 FY2020
ADM — Charters
(9�crx�u�e C'ccuurtr� Sc wo6
�v Class Size Update
OWN
we
*Required Allotted Actual FY 2020
Kindergarten 1 : 18 1 : 18 1 : 17 . 64 AVG
1 : 1 �
First 1 : 16 1 : 16 1 : 16 AVG
� 1 : 19
Second 1 : 17 1 : 17 1 : 17 .65 AVG
1 : 19
rnim 1 : 17 1 :20 1 : 16 . 57 AVG
1 : 19
*zozo/zou
Reductions Enacted to Balance Local Budget
bov� FY 2017 Budget — FY2019 Budget
Absorbed 19 Positions thru Attrition
-------------------------------------------------------------
Since the 2016/2017 School Year, Orange County
Schools have decreased it's allotted positions by 29
staff. 10 positions were the result of ADM reductions
and 19 were an effort to balance the local budget
Increased Class Sizes
----------------------------------------------in---4-8------------
Increased class size for grades 4—8 to 1:27
Previous years had experienced a class size of 1:25
Central Office Reductions
-------------------------------------------------------------
FY18 - 10% reduction in departmental budgets
' FY19 - 7.25 Positions eliminated through reorgs
Central Office vacancies froze 90 days
lip Eliminated HR Director Position
Thorough review of staff funding
-------------------------------------------------------------
Efficiency review with School Efficiency
Consultants identified areas where State funding
could be leveraged more effectively.
TA s no longer work workdays
In an effort to balance the FY19 budget and not
cut positions, teacher assistants are no longer paid
nor work non-student days.
RecommendedFY20 BudgetAsk
FY19 FY20 DIFF
PROJECTED ENROLLMENT 7,345 L.5
CHARTER SCHOOL Funded 769 843 [*") 74
less out of district county estimate 103 97 (6)
TOTAL STUB ENT BILLING BASE 8,1311 8,134 123
Revenue at FY 2079 per pupil(4,165) S 33,365,815 S 3%978,110 512,295
County Appropriation 33,365,81.5 33,878,110 51.2,295
Fund Balance 1,793,1383 - (1171�31883)
Fines&Forfeitures(Orange Co-Civil penalities) 169,617 150,000 (19,617.00)
Interest 7,000 7,000 -
Total Local Revenue S 35,336,315 $ 34AS5,110 (1 301,205}
Fund Balance Appropriations 1,793,IM
Local Budget 33,542,432 33,542,432
Continuation
Universal Breakfast 100,000 (1)
FB Appropriated to Balance Budget 362,500 (2)
State Mandated Increases(salary&Benefitsl 870,000 (3)
Total Continuation Budget 535,336,315 34,674,932 4,288 Per Pupil REquired
Estimated Continuation Sharifall $ 1839,8m 123 Per Pupil Increase
EXPANSION REQUESTS
Equity Initiative Staff PO joint venture $ 180,400 (4}
Humarn Capital Managemem $ 125,000 (5}
Reinstate 10 TA workdays $ 160,000
Maternity/Paternity Leave $ 150,000 (6)
Restore grades 4-8 class Size 1.25 $ 230,900
Literacy Farilitator $ 100,000
2 Additional Guidance Counselors $ 137,000 (7)
Custodial Manager/Supervisor $ 57,000 (8)
Recruitment&Talent Management $ 811000 (9)
Total Expansion Requests $ 1,220,000 4,438 Per Pupil:Zaqu.red
Estimated ContinuatioflAxpa nsion Shortfall $ R115 ,8T2) 273 Per Pupil Increase
Motes
{'•)ian 2m9 Amm1
{i)Previous Fund Balance Appropriation
{z)Appropriated Fund Balance-to Baianoe the Frc6t9 Budget
j3)nepresentsa 5.oKincrease incerdfeedsalaries;2.CONincrease inclassified salaries;26.36%retirement;6,354 hospitalization
14)Repir pntsantocipated profeidonal development,Equity❑ired o in CDntlnriatgn Bulget
{5)coordinate district talent rnugemerf&ecnstrwnt efforts;emphasaon divers tyrecruitmentand hiring
{6)G waeU paid matemity4pa ity pay
[7)One additi�l mun9elorfar New Hope and anefor Cameron Park elementary (��Q �/J{a)supervisoz to rnanage custodial staff,duties and professional development o e_ t__ `7 dioob
js)orcwn-Your-cwn Alternative Lleensure Tuition and Progamming;special Education signing bonus LV/ [_L_L_/7_LJ/
10
FY 2019 Fund Balance Review
FY2019
Unassigned 0 $ 17183133
7
• Technology
• Student Reassignment
OAssigned
Safety Initiative
(h Universal Breakfast
• _``,h' 2 110 195 Corporate Drive Upfit
Environmental Enhancements
(Fund
Y2019
nd Total
Balance . $ 4147569*
7 7
PP, *$319,241 Stabilization by State Statute
own#e e"uttg sdiaob
11 FY 2020 Fund Balance App
Previous Year appropriation balances
$1 ,022,000
Carry-over balances. Corporate Drive Upfit, Student Assignment,
Safety/Security
Furniture - District
$ 250 000 Furniture upgrades to bring the district in compliance with DPI
rT standards as well as create more collaborative classroom spaces
across the district
Corporate Drive
Anticipated upfit of back building and potential parking needs
$ 500,000
Environmental Enhancements
Contracted mowing and snow removal
` $ 155,000
•
own#e e s `
l 1 IJ
Q
C-:> lb
Q