Opening Letter FY14 · 2013-06-28 · 200 E. Wilson Bridge Rd. Worthington, Ohio 43085 Phone:...

District Budget July 1, 2013 – June 30, 2014

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 ........................................................................................... 5 Executive Summary- Revenue Analysis ........................................................... 6 Executive Summary- Expenditure Analysis ..................................................... 10 Community Profile ........................................................................................... 15 Leaders/Organizational Chart ......................................................................... 16 Mission and Goals .......................................................................................... 18 Budget Timeline .............................................................................................. 20 Budget Process ............................................................................................... 21 Budget and Fiscal Management Policies ........................................................ 22 Budget Award ................................................................................................ 29 FINANCIAL SECTION

Fund Structure ............................... ………………………………………………33 All Funds Budget Summary ................. ……………………………………..……34

General Fund Budget: Five-Year Forecast ..................................................................................... 38 Summary .................................................................................................... 39 High Schools............................................................................................... 40 Middle Schools ........................................................................................... 42 Elementary Schools .................................................................................... 44 Departments ............................................................................................... 48 Debt Service Fund Budget .............................................................................. 74 Capital Projects Funds Budget: Permanent Improvements Fund ................................................................. 77 Building Fund .............................................................................................. 78 Special Revenue Fund Budgets: Food Service Fund ..................................................................................... 82 Other Local Sources Fund .......................................................................... 84 Uniform School Supplies Fund ................................................................... 85 Special Rotary Fund ................................................................................... 86 Public School Support Fund ....................................................................... 87


TABLE OF CONTENTS

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Other Local Grants Fund ............................................................................ 88 District Managed Activities Fund ................................................................. 89 Auxilliary Services Fund ............................................................................. 90 EMIS Fund .................................................................................................. 91 Data Communications Support Fund .......................................................... 92 Other Miscellaneous State Grant Funds ..................................................... 93 Education Jobs Fund .................................................................................. 94 Race to the Top Fund ................................................................................. 95 Special Education IDEA Grant Fund ........................................................... 96 Vocational Education (Perkins) Grant Fund ................................................ 97 Title II-D Technology Grant Fund................................................................ 98 Title III LEP Grant Fund .............................................................................. 99 Title I Economically Disadvantaged Pupils Grant Fund ............................ 100 Title IV Safe and Drug Free Schools Grant Fund ..................................... 101 Special Education Preschool Grant Fund ................................................. 102 Title IIA Improving Teacher Quality Grant Fund ....................................... 103 Other Miscellaneous Federal Grant Funds ............................................... 104 Internal Service Fund Budgets: Intra-District Services Fund ...................................................................... 105 Workers Compensation Self-Insurance Fund ........................................... 106 Private Purpose Trust Fund Budget .............................................................. 107 STATISTICAL SECTION District Comparisons ..................................................................................... 110 Operating Indicators ...................................................................................... 111 Demographic and Economic Statistics .......................................................... 112 Prinicpal Employers ...................................................................................... 113 Top Taxpayers .............................................................................................. 114 Property Tax Rates Direct and Overlapping .................................................. 115 Employees By Category................................................................................ 116 Glossary of Terms ......................................................................................... 117

Worthington Schools

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

June 24, 2013 Members of the Board of Education and Citizens of the Worthington School District: We are proud to present the proposed fiscal year 2014 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 accountable 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, 2013 to June 30, 2014 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 SHORT TERM GOALS The 2014 school year will be a very exciting yet challenging time for Worthington Schools. New state academic standards continue to be implemented, a new teacher evaluation system will be in place, renewal efforts will continue, and the District will begin online fee payment for all fees. Academic data for the 2012-13 school year will be available in August of 2013. This data will be used as the Superintendent of Worthington Schools engages with the district leadership team and the Board of Education to set specific measurable goals for the 2013-14 school year and beyond. In addition to the specific measurable goals, the District will be implementing multiple new and important objectives for the 2013-14 school year. These goals can be found on page 18 and 19. The District begins year four of the federal Race to the Top (RttT) program. These funds are being used to adopt the new academic content standards, develop and utilize data systems to improve student achievement, and design and implement a new teacher and principal evaluation system which incorporates student academic growth as one of multiple factors.

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CURRENT ECONOMIC IMPACT ON THE BUDGET The Worthington community overwhelmingly supported the District’s operating levy and bond issue in November of 2012. This funding has stabilized the operating budget for a number of years into the future as illustrated by the five year forecast on page 38. The new bond issue provides $40 million in capital for maintenance, transportation, technology and equipment needs. We anticipate these funds to meet the needs of the District for the next five years. While this is the best financial situation we have been for a significant period of time, challenges remain. The State of Ohio is currently debating the next biennial budget. We do not anticipate a significant change in state basic aide, and signs are hopeful an increase may occur. We are conservatively budgeting to lose another $2.2 million in tangible tax reimbursement during 2014, in addition to the $2.2 million lost in 2012 and 2013, and this pattern is scheduled to continue through 2017 until the District will have lost $15 million annually, which is approximately 13% of the 2013 operating budget. All parties have worked together to contain costs. Both certified and classified employees as well as administrators agreed to wage freezes for 2013. The District was also able to minimize its exposure to rapidly rising health insurance costs by negotiating a cap on the District’s portion of future increases in health insurance premiums. The District will enter into negotiations, in the spring, with both unions and the administrative staff. Savings continue to be achieved from self-insuring the District for worker’s compensation insurance, and collaborating with other Districts to renegotiate electricity contracts and purchase natural gas. 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,

Thomas Tucker, Superintendent Jeffrey S. McCuen, Treasurer

Worthington Schools . . . Absolute Excellence Exponential Impact 2


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2.502.00

Additional 0.5 FTE Reading Teacher to address needs 0.504.00

Net Budgeted Change in FTE of General Fund Positions 9.00

Budget At A Glance

Revenue Highlights

Special Revenue Federal Grant Fund revenue decrease of $0.25 million due to federal sequestration

Increase of $0.6 million Homestead and Rollback State reimbursements due to collection of approved new levy (portion of property taxes paid by the state)

State funding projected to remain flat

General Fund projected revenues total $125.4 million, an increase of $4.4 million

Increase of $6.3 million Local Property Tax revenue, $4.8 million due to collection of a new incremental tax levy and $1.5 million due to a timing difference with advance collections

Decrease of $2.2 million Tangible Property Tax reimbursement from the state

Special Education Classified Aides to address additional needs

Potential shift of 4 FTE from federal funds to the general fund

Expenditure Highlights

Building Fund budgeted at $11.6 million, $7.4 million for second year projects and the remaining $4.2 million for first year projects that will be spent this summer

Staffing Highlights

Special Education Certified Staff to address additional needs

Increase of $2 million in fringe benefits related to employee health insurance costs and retirement contributions on wage increases

Flat funded capital outlay and maintenance costs in the general fund due to approval of $40 million capital improvement bond issue to address busing, technology, and infrastructure needs

General Fund budgeted expenditures total $120 million, an increase 4%

Savings of $1.4 million in wages resulting from over 40 teacher retirements replaced with new teachers

Increase of $0.8 million due to base pay increase of 0.5-1.25% as well as 0.5% merit pay increase

Increase in estimated tuition costs of $0.8 million due to autism scholarships and the recently enacted Jon Peterson Scholarship as well as other special education tuition costs for high needs children.

Increase of $0.6 million in supplies, $0.2 million for textbook adoption related to implementation of the common core and $0.25 related to building unspent funds that will carry over.

At this time staffing levels are expected to remain consistent with the exception of the following:

Increase of $0.5 million related to 4 additional staff members to meet special needs students as well as 3 to 4 estimated positions funded locally due to a decrease in federal grant funds

Decrease of $0.25 million in federal grant fund expenditures related to having to move 3 to 4 FTE into the general fund due to decrease in federal revenue

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Executive Summary - Revenue Analysis

Total 2014 Projected Revenues All Funds: $145.1 Million

90,000,000

110,000,000

130,000,000

150,000,000

170,000,000

190,000,000

210,000,000

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

Total General

Revenue for all 24 District funds during 2014 is projected to total $145.1 million, a decrease of $47.6 million from 2013 total revenue. This decrease is the result of the sale of $40 million in capital improvement bonds and $10 million in bond anticipation notes that occurred during 2013 as well as a transfer-in of $1.1 million of interest earnings from another fund, creating a one-time $52 million increase in revenues. Excluding this $52 million in one time revenue, total revenue is projected to increase $4.5 million, mostly the result of the passage of an incremental operating levy offset by a projected loss in tangible tax reimbursement from the state and a decrease in federal grant revenues. Beyond 2014 total revenue is expected to remain flat, with the increase in property tax revenues from the incremental levy offsetting the loss in tangible tax reimbursement from the state. The State biennial budget for 2014-15 has not yet been approved, and at this time we are still expecting basic state funding to remain flat and the tangible tax reimbursement to continue to be phased out, although we are hopeful our continued statehouse efforts will minimize those losses. A detailed analysis of each fund category is described below. General Fund Total projected revenue for the General Fund is $125.4 million, an increase of $4.4 million from 2013. This is mainly the result of the passage of an incremental operating levy approved in November 2012 offset by a projected loss in tangible tax reimbursement from the state. During the 5 year period from 2013 to 2017, as illustrated on page 38, total general fund revenues are projected to remain relatively flat, with the increase in property taxes from the incremental levy continuing to offset the projected loss in state funds. While this does not allow us to expand programs, it does afford us the ability to maintain our current curriculum and meet the needs of new state standards, while continually adjusting to changing demographics. The three main sources of General Fund revenue are real estate property taxes (and Homestead/Rollback Reimbursement), tangible personal property taxes (and reimbursement), and basic state aide. A detailed analysis of each category follows.

86%

<1% 6% 1%

7% General

Special Revenue

Capital Projects

Debt Service

Trust & InternalService

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Executive Summary - Revenue Analysis 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

The graph above shows collections from real estate taxes gradually increasing from 2009 to 2012, and now again from 2013 to 2017. This is the result of two incremental property tax levies that occurred, with the dip in 2012 simply a timing issue due to advanced collections. In November 2012 voters approved a new incremental operating levy. This levied an additional 4.9 mills January 1, 2013, increasing to 5.9 mills on January 1, 2014, and finally continuing permanently at 6.9 mills beginning January 1, 2015. This translates into total projected collections of $86.5 million, $88.5 million, and $90 million in fiscal years 2014, 2015, and 2016, respectively, and represents an increase of approximately $10 million per year when fully collected in 2016. At that point, due to Ohio’s laws and the fact that Worthington does not have much area for new construction, total collection will remain relatively flat at $90 million. 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. 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 $9.7 million in 2014, an increase of $0.6 million due to the passage of the incremental levy. The reimbursement is projected to increase slightly in 2015 and 2016 due to the additional mill from the incremental levy and then is projected to remain flat at $10.1 million for 2017 and beyond. There is currently discussion in the state biennial budget hearings to eliminate or scale back this reimbursement. At this time we unable to determine that impact, as a loss in reimbursement due to elimination from this credit would most likely increase local property taxes collected from residents, having a neutral effect on total District revenues.

Homestead and Rollback Reimbursement

5,000,000

6,000,000

7,000,000

8,000,000

9,000,000

10,000,000

2009 2010 2011 2012 2013 2014 2015 2016 2017

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Executive Summary - Revenue Analysis

Tangible Personal Property Taxes Tangible personal property taxes, which are assessed on the equipment and inventory used in business, are a different story. The State eliminated this tax 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 in revenue from it. 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 State has not yet passed its biennial budget beginning July 1, 2013 and many questions still surround the continued phase out of the tangible tax reimbursement to school districts. Utilizing the best available data at this time, the District conservatively projects the continued phase out of this reimbursement at $2.2 million annually, continuing until 2018, when the District will have lost a total of $15 million annually. As the graph below illustrates, over the 5 year period from 2012 to 2017 the District will have lost a total of $46.2 million, which is one-third of the annual operating budget. We will continue to ask our state representatives to restore this lost funding and are hopeful the phase out will at least be reduced, but will not know for sure until the biennial budget is passed.

Tangible Tax and Reimbursement

0

10,000,000

20,000,000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Reimb.

Tax

State Basic Aide State Basic Aide is the third major component of funding for our District, and due to the economy and pending funding reform efforts, it is a major source of uncertainty. Again, there is currently no state biennial budget in place at this time for 2014-2015, and using the best available data, we project state aide to remain relatively flat at $14.5 million for 2014 and beyond. A portion of the State’s basic education budget for 2010, 2011, and 2012 was supported by Federal Stimulus dollars. For Worthington, that amount was $1 million in 2010 and 2011, and $0.75 million in 2012 through the Federal Ed Jobs program. Those were one-time revenues and were not received in 2013. Below is a graph illustrating the combined effects of the changes in State Aide inclusive of basic aide, casino revenue, stimulus funds, and Ed Jobs funding. As you can see, compared to 2009 levels, the District has lost $1.7 million annually in State Basic Aide.

Total Gross State Basic Aide

12,000,000

13,000,000

14,000,000

15,000,000

16,000,000

17,000,000

2009 2010 2011 2012 2013 2014 2015 2016 2017

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Executive Summary - Revenue Analysis Debt Service Fund Total revenue for the Debt Service Fund for 2014 is projected to be $8.1 million, a decrease of $10.3 million from 2013. This decrease is the result of the District issuing and paying off $10 million in bond anticipation notes during 2013. Effective millage will remain at 3.8 mills which will generate approximately $7.1 million. These property tax revenues, combined with a transfer-in from the General fund for operating debt payments of $1.1 million, will be sufficient to pay the District’s $8 million in principal and interest payments for 2014. Through passage of a capital improvement bond issue, discussed below, the District is able to keep effective millage at 3.8 mills approximately through 2019, at which point it is projected to gradually decrease as debt is paid off. The District may also have the ability to issue a no new millage capital bond issue at that point. In addition, through enhanced management controls, the passage of the operating levy, and implementing a post-issuance debt policy and minimum fund balance policy, which can be found on pages 24-28, the District’s rating was reaffirmed at Aa1 and AA by Moody’s and Standard & Poor’s, respectively, saving taxpayers thousands in higher interest costs. Capital Projects Funds The two capital projects funds are the Permanent Improvements Fund and the Building Fund. The PI fund has a beginning balance of $2.3 million, which is mostly the result of past years’ land sales as the District does not have a PI levy in effect. The fund has no budgeted revenue for 2014 since annual payments on the sale of the land were completed in 2013. The Building Fund accounts for any capital bond levy proceeds and related expenses. The District has almost exhausted the proceeds from the 2006 capital improvement bond issue, and issued $40 million of new debt in 2013 as approved by voters in November 2012. The proceeds will finance capital projects needed in the District for the next five years. Major projects for 2014 include renovation and enhancement of the outdoor education facility in partnership with the City, new roofing at Thomas Worthington High School, enhanced exterior security devices and locks including buzzed entryways and fortified windows for all schools, security cameras at Worthington Kilbourne High School, a new family resource center at the central office, and a new parking lot and bus loop design at Wilson Hill Elementary to ease traffic congestion. Please turn to pages 79-81 for a more detailed analysis of the District’s capital plan. The only projected revenue is $75,000 in interest income related to the unspent proceeds. 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 17 special revenue funds is projected at $9.6 million, a decrease of $1.5 million. This is mostly the result of the one-time transfer of $1.2 million into the Public School Support Fund in 2013 of capital improvement interest proceeds that was used to fund an expanded data network. Federal grant revenues are expected to decrease 5 to 10 percent due to sequestration, which translates into a loss of approximately $250,000 in the Title I economically disadvantaged, Title III limited English proficient, and Title IIA improving teacher quality programs. The District has budgeted to recapture several positions back into the general fund due to the loss of this grant revenue. For a more detailed analysis of each special revenue fund please turn to pages 82-104 of the Financial Section of this document.

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Executive Summary - Expenditure Analysis

Total 2014 Budgeted Expenditures All Funds: $151.5 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

2009 2010 2011 2012 2013 2014 2015 2016 2017

Total General

Expenditures for all 24 District funds for 2014 are projected to total $155.5 million, an increase of $3.6 million from 2013, or 2.3%. Beyond 2014, total expenditures for the General Fund are projected to increase approximately 3% annually, while all other funds are expected to remain flat, due to flat grant funding and steady capital funding. Analysis of each fund category is described below. General Fund The District has made great efforts to contain expenditures and stretch budget resources. General Fund expenditures for 2014 are budgeted at $120 million, which represents an increase of $5 million or 4%. The majority of the District’s General Fund expenditures are related to salaries and fringe benefits, accounting for 82% of total expenditures. Shown below is a graph of projected total salary expenditures:

Total Salaries

$60,000,000

$70,000,000

$80,000,000

2009 2010 2011 2012 2013 2014 2015 2016 2017

General Fund salaries are budgeted at $71.1 million, an increase of $0.5 million from 2013. This is a result of the following:

Savings of approximately $1.4 million as a result of over 40 retirees replaced with new teachers. Increase of $0.8 million due to 1% base pay for all certified staff and 1.75% classified staff. This

includes a budgeted 0.5% performance increase for achieving the District’s goals per the negotiated agreement.

Increase of $0.5 million related to 5 additional FTE to address special education needs and reading needs as well as having to a projected 4 FTE in the General fund previously funded through federal grants which have been reduced.

Future base increases beyond 2014 are estimated at 1% annually for all pay groups, and additional staff of 3, 4, and 2 are budgeted for FY15, FY16, and FY17 respectively.

77%

9%5% 1%

8%

General

Special Revenue

Capital Projects

Debt Service

Trust & InternalService

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Executive Summary - Expenditure Analysis Fringe benefits are budgeted at $27.8 million, an increase $2 million, or 7.7%, from 2013. Major expenditures in this category, as illustrated below, include retirement contributions and medical insurance.

Fringe Benefits By Type (in Millions)

$11.6

$11.5

$11.2

$10.9

$10.6

$11.0

$11.2

$18.3

$17.5

$16.7

$15.4

$13.8

$13.2

$12.6

$1.7

$1.7

$1.6

$1.6

$1.5

$1.7

$1.6

$0.0 $5.0 $10.0 $15.0 $20.0 $25.0 $30.0 $35.0

2017

2016

2015

2014

2013

2012

2011

Retirement Health Insurance Other

Retirement Contributions Retirement contributions are budgeted at $10.9 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 from 2013 since this category is directly related to salaries, which are also budgeted to slightly increase. State law was amended to increase the employee contribution rate 4%, phased in at 1% per year starting July 1, 2013. This increase is entirely the employee’s responsibility and the District’s portion remains unchanged at 14%. Health Insurance The District took some very positive steps toward containing rapidly rising employee health insurance costs that are reflected in the 2014 budget by capping its exposure to a large increase in premium cost. Should monthly certified premiums exceed $1,870 for a family plan, all costs beyond 86% of that will be borne by the employee. Should monthly classified premiums exceed $2,000 for a family plan, all costs beyond 90% of that will be borne by the employee. Although the District is expecting premium renewal increases of 13% in January 2014, leading to a projected increase in costs of $1.5 million, outlying years of 2015 and 2016 show 11% and 3% increases, respectively, which is the best available data at this time and assumes the District will reach the capped exposure. Management will continue to look for ways to contain these costs, including evaluating the most effective way to implement various provisions of the Affordable Care Act as required in January 2014. Other Benefits 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. In addition, as retirements occur from employees hired prior to 1986, Medicare costs increase since those employees were exempt from the requirement. The District is self-funded for Workers Compensation Insurance and has reached its targeted goal of having enough funds in reserve to meet 3 catastrophic claims. Therefore we will lower premiums charged to the funds beginning in 2014 to $0.006 of covered payroll, saving taxpayers an additional $70,000 annually.

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Executive Summary - Expenditure Analysis

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 below illustrates purchased services by major category.

Purchased Services (in Millions)

1.6

1.6

1.5

1.5

1.4

0.9

0.9

$3.1

$3.0

$2.8

$2.7

$2.4

$2.9

$2.5

$6.2

$5.7

$5.3

$4.9

$4.1

$3.8

$4.0

$5.3

$5.1

$4.8

$4.8

$4.2

$3.5

$2.5

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

2017

2016

2015

2014

2013

2012

2011

Maintenance Utilities Tuition Other

Total purchased services for 2014 are budgeted at $13.9 million, which represents an increase of $1.8 million from 2013. Tuition to other entities is the main reason for the increase, currently budgeted at $4.9 million, an increase of $0.8 million. 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. The Jon Peterson Scholarship related to special needs children and open school choice is also expected to increase tuition costs. The District contracts with the ESC and other organizations to provide services for severely handicapped children who are better served elsewhere, and those costs have risen as well. The District must also pay charter schools for the aid received from the state for those students. The proposed biennial state budget discussions have included an expansion of school choice vouchers, the use of which would also increase our tuition costs. We will continue to monitor and influence legislation against this, but the exact effect on the budget of these proposals are not known at this time. Utilities are budgeted to increase slightly to $2.7 million. The District has negotiated multi-year gas and electric contracts, saving $200,000 in electric costs compared to 2013 and holding steady gas costs. Weather during 2013 was very mild compared to other years, so we have budgeted for a slight increase in utility costs should weather change. We are also benefiting from the increase in domestic oil and gas production related to the country’s expanded shale drilling, holding down gas costs. Repairs and maintenance costs are budgeted at $1.5 million and are expected to remain flat through 2017. Major operating costs of repairs are avoided since voters approved the $40 million capital improvement bond issue, allowing the District to upgrade its fleet of busses, technology, and infrastructure. Other services are budgeted at $4.8 million and include substitute teachers hired through the County Educational Service Center, legal fees, consultants, and test scoring services. We have budgeted for a 3% inflationary increase in these areas. Supplies are budgeted at $3.5 million and represent an increase of $0.6 million. Buildings are allowed to carryover unused supply funds from the previous year, which total $0.25 million for 2014. Textbook adoptions also are budgeted at $0.7 million, an increase of $0.2 million, due to adoption of new content standards and the common core curriculum.

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Executive Summary - Expenditure Analysis Other expenditures are budgeted at $3.3 million, an increase of $0.2 million from 2013. The majority of other expenditures 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. These principal and interest payments are made with operating cost savings and not tax revenue. County auditor and treasurer fees related to the collection and distribution of tax levies are budgeted at $1.7 million, an increase of $0.2 million from 2013, which is due to the increase in collection of property taxes from the new incremental levy, since the county collects all property taxes on behalf of other governmental units. Debt Service Fund Total outstanding debt at the beginning of budget year 2014 is $82.0 million, an increase of $32.8 million which reflects principal payments of $4.5 million and $37.3 million in new par issuances during 2013. The budget for 2014 includes principal payments of $4.4 million and interest payments of $3.5 million. The District passed a no new millage bond issue in November, allowing the District to fund $40 million of additional capital outlay expenditures without increasing taxes. For a more detailed analysis of Debt Service schedules and calculations, see page 75 of the financial section of this document. Capital Projects Funds The two capital projects funds are the Permanent Improvements Fund and the Building Fund. The PI fund has a beginning balance of $2.3 million, which is mostly the result of past years’ land sales since the District does not have a PI levy in effect. Budgeted expenditures of the PI fund are $1.7 million, which includes warehouse facility rental of $42,000 and various energy control services of $100,000. The additional amount is appropriated in case of emergency and will follow all applicable competitive bidding requirements should it be needed. The Building Fund has a beginning available fund balance of $35.6 million due to the issuance of $40 million capital improvement bonds in 2013. These funds will be appropriated over a five year period in accordance with the District’s master capital improvement plan found on pages 79-81. Budgeted expenditures for 2014 total $11.6 million which includes the second year allocation of $7.4 million along with remaining unspent first year funds of $4.2 million. Major outlays for 2014 include 6 replacement busses, an upgraded bus radio system with GPS capability on the entire fleet, replacement of printers, switches, and laptops, an upgraded video production lab at each high school, a new family resource center, expansion of the outdoor education facility in partnership with the city, and various paving, roofing, and HVAC upgrades. For a complete listing of potential capital projects, please visit the District’s website at www.worthington.k12.oh.us. 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 $11.8 million, an increase of $0.6 million from 2013. The increase is mainly the result of an available fund balance of $1.7 million in the Special Rotary fund that is being appropriated in case of emergency. Federal and state grant funds have timing restrictions which can fluctuate expenditures. In total, 77.27 FTE are to be funded through various special revenue funds at a budgeted cost of $4 million in salaries. Each fund is unique and we encourage you to review the financial section beginning on page 82 for a description and analysis of each special revenue fund.

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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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Elected Worthington City Schools Board of Education June 30, 2013 Top Row (left to right):

Charlie Wilson 614-292-3079 David Bressman, President 614-507-6195 Jennifer Best 614-761-2746 Bottom Row (left to right): Marc Schare 614-791-0067 Julie Keegan, Vice Pres. 614-846-8825

Appointed Administrative Leaders

Randy Banks, Director of Human Resources ...............450-6017Trent Bowers, Assistant Superintendent ....................... 450-6040 TJ Cusick, Director of Financial Operations ................ 450-6171 Becky Dunn, Coordinator of Food Services ................. 450-6142 Tim Gehring, Director of Facilities .............................. 450-6177 Vicki Gnezda, Director of Communications ................ 450-6012 Shirley Hamilton, Director of Pupil Services ................ 450-6014 George Joseph, Executive Director of Admin Services .. 450-6031 Jeff Maddox, Director of Innovation & Sch Support ... 450-6029 Keith Schlarb, Director of Technology ......................... 450-6131 George Sontag, Supervisor of Transportation ............... 450-6600 Jennifer Wene, Director of Academic Achievement ...... 450-6000

Thomas Tucker, PhD Superintendent

614-450-6021

Jeff McCuen, CPA Chief Financial Officer

614-450-6121

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Board ofEducation

Treasurer

Director ofFinancial

Operations

Superintendent

Exec. Dir of Admin Svcs

Coordinator of Food Svc

Director of Facilities

Supervisor ofTransportation

AssistantSuperintendent

Director of ITDir. Of AcadAchievementAnd Prof Devl

Director of Innovation

Director ofPupil Svcs

Director of Communication Director of HR

Organizational Chart

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Mission & 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 met with community leaders in the Spring of 2010 to engage in the Ohio Improvement Process. The Ohio Improvement Process (OIP) is an integrated, research-based planning approach for districts to use as they develop and implement a focused improvement plan. District leadership teams, building leadership teams, and work groups analyze data using the decision framework tool, in order to make focused decisions and identify the root causes of defined problems. This process promotes a shared understanding of district data, rather than isolated district planning involving just a few individuals. The OIP follows a four-stage cycle:

Stage 1: Identify critical needs of districts and schools. Stage 2: Develop a focused plan. Stage 3: Implement and monitor the focused plan. Stage 4: Evaluate the improvement process.

As a result of this Ohio Improvement Process Worthington Schools has been focusing on three areas of improvement. The first two areas of improvement are centered on closing the achievement gap that our students with disabilities and our limited English proficient students exhibited in both reading and math. The third goal was designed to measure the growth of all students and was measured by the State of Ohio’s performance index. Over the past three years Worthington Schools has shown steady improvement in closing the achievement gap. More students with disabilities and students who are limited English proficient are succeeding academically than ever before. Furthermore, in 2012 Worthington Schools earned a performance index of 103.9 which is the second highest performance index the district has ever earned, while experiencing significant shifts in socio demographics. These measures were factored into the State of Ohio categorizing Worthington’s 2011-2012 achievement as Excellent with Distinction. Academic data for the 2012-2013 school year will be available in August of 2013. This data will be used as the Superintendent of Worthington Schools engages with the district leadership team and the board of education to set specific measurable goals for the 2013-2014 school year and beyond. In addition to the specific goals outlined by the Superintendent and Board of Education, Worthington Schools will be implementing multiple new and important objectives for in 2013-2014. Beginning in 2013 Worthington will be implementing the new Ohio Teacher and Principal Evaluation Systems. This system will provide educators with a richer and more detailed view of their performance, with a focus on specific strengths and opportunities for improvement. For the first time, this new system will utilize student achievement and growth data up to 50% of an educator’s final evaluation. In addition to evaluating teachers and principals under a new system, Worthington is working to make certain all students in grades K-3 are reading on grade level and will be providing intensive intervention to those students who need more time or more supports. In 2013 Ohio’s Third Grade Reading Guarantee law will be fully implemented. Worthington is taking seriously the law’s requirement that we offer additional reading support to K-3 students who are identified as reading below grade level. High-quality, student-centered, intensive intervention—especially for first and second graders—should help more students read on grade level by the end of third grade and prevent mandatory retentions.

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Mission & Goals Lastly, a major focus for 2013-2014 will be the continued implementation of the Common Core Standards in English language arts and Mathematics. In English‐language arts, the Standards require certain critical content for all students, including: classic myths and stories from around the world, America’s Founding Documents, foundational American literature, and Shakespeare. English teachers will still teach their students literature as well as literary non-fiction. However, because college and career readiness overwhelmingly focuses on complex texts outside of literature, these standards also ensure students are being prepared to read, write, and research across the curriculum, including in history and science. These goals can be achieved by ensuring that teachers in other disciplines are also focusing on reading and writing to build knowledge within their subject areas. In Mathematics, the Standards lay a solid foundation in whole numbers, addition, subtraction, multiplication, division, fractions, and decimals. Taken together, these elements support a student’s ability to learn and apply more demanding math concepts and procedures. The middle school and high school standards call on students to practice applying mathematical ways of thinking to real world issues and challenges; they prepare students to think and reason mathematically. The Standards set a rigorous definition of college and career readiness, not by piling topic upon topic, but by demanding that students develop a depth of understanding and ability to apply their knowledge to situations, as college students and employees regularly do. Worthington Schools is on a continual path to get better each day. We are constantly changing and adapting to meet the unique needs of all children. In 2013-2014 we will strive for continual improvement to ensure annual academic growth for all students and catch-up growth for those students who are behind.

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Adopt New Five Year Forecast

Adopt 2014 Tax Budget

Update Salary & Benefit Estimates Based on Actual

Staff

Distribute Building & Department

Allocations and Review Upcoming

Needs

Finalize Building &

Department Budgets

Review & Update Five Year Forecast

Begin FY15 staff planning based on enrollment

projections

Finalize FY15 Staffing Plan

Fiscal Year 2014 Budget Timeline

Feb Mar Apr MayOct Nov Dec JanJun 2013 Jul Aug Sept

Adoption FY14

Budget

Adoption FY15

BudgetReview and Monitor FY14 Budget, Modify as Necessary

Jun 2014

Complete Summer Capital Projects Identify District Capital Projects and Needs

Priortize Projects for the Coming Year,

Repriortize Future Projects, Determine

Cash Needs

Advertise, Bid, Award Projects

for Summer

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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]

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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.

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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]

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Fund Structure

This budget document includes 21 governmental funds, 2 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 17 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.

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.

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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 77,649,043 85,142,195

State Basic Aid 14,372,201 14,355,731

Other Intergovmntl. 21,254,258 19,828,227

Other Revenues 1,650,742 1,686,792

Salaries 72,890,455 70,623,616

Benefits 25,694,405 25,888,264

Purchased Svcs 11,137,104 12,074,256

Supplies 2,288,412 2,931,702

Capital Outlay 325,739 308,887

Other 1,443,339 1,895,335

Non Operating 1,541,825 1,256,047

Total General 43,006,708 114,926,244 115,321,279 42,611,673 121,012,945 114,978,107 48,646,511 Bond Retirement 2,552,617 8,014,921 8,412,681 2,154,857 18,419,164 16,797,298 3,776,723 Capital ProjectsPerm Improvements 2,553,508 118,897 370,756 2,301,649 71,429 38,909 2,334,169 Building 6,951,758 131,028 4,466,220 2,616,566 40,040,565 7,041,606 35,615,525

Capital Projects Total 9,505,266 249,925 4,836,976 4,918,215 40,111,994 7,080,515 37,949,694 Special RevenueFood Service 191,178 2,890,512 3,011,774 69,916 2,861,913 2,797,498 134,331 Other Local Sources 48,687 5,994 12,150 42,531 2,757 7,400 37,888 Uniform Sch. Supplies 213,396 381,696 423,544 171,548 367,164 398,063 140,649 Special Rotary 1,411,879 404,283 314,527 1,501,635 447,442 152,561 1,796,516 Public School Support 895,282 505,456 482,437 918,301 1,669,338 1,940,044 647,595 Other Local Grants 42,151 - 12,325 29,826 17,600 16,650 30,776 District Mng. Activities 336,130 719,698 746,554 309,274 698,344 700,787 306,831 Auxiliary Services 121,209 822,335 705,335 238,209 1,003,969 1,170,397 71,781 EMIS 4,616 - 4,616 - - - - Data Commun. - 32,400 15,131 17,269 32,400 49,669 - Alternative Education - - - - - - - Other State Grants 6,382 35,187 37,162 4,407 63,950 66,428 1,929 Education Jobs - 746,555 746,555 - - - - Race to the Top 245 207,004 206,656 593 368,683 367,690 1,586 Spec Ed IDEA 130 2,358,159 2,356,701 1,588 1,873,970 1,863,825 11,733 Vocation Education 86 76,568 76,654 - 54,573 39,090 15,483 Title IID Technology 67 7,145 7,212 - 4,646 4,646 - Limited English Prof. 13 107,299 106,814 498 196,486 195,539 1,445 Disadv. Children 5,316 1,119,377 1,124,246 447 1,209,505 1,209,447 505 Drug Free Schools 37 1,492 1,529 - - - - Spec Ed Preschool 7,098 20,648 27,682 64 30,244 29,876 432 Imrpoving Tchr Quality 100 235,575 235,547 128 232,880 232,811 197 Other Federal Grants 2,600 7,740 10,340 - - - -

Special Revenue Totals 3,286,602 10,685,123 10,665,491 3,306,234 11,135,864 11,242,421 3,199,677 Internal Service Intra-District Svcs 803,905 1,465,616 1,448,431 821,090 1,484,553 1,533,324 772,319 Workers Comp Insur. 832,854 539,711 400,236 972,329 531,038 359,819 1,143,548

Priv. Purp Trust 162,961 6,127 950 168,138 6,474 1,200 173,412 Total All Funds 60,150,913 135,887,667 141,086,044 54,952,536 192,702,032 151,992,684 95,661,884

Fund

Actual Fiscal Year 2012-2013Actual Fiscal Year 2011-2012

34

Worthington City Schools - All Funds Budget Summary

Estimated Revenues

Percentage Change from

Prior YearEstimated Expenses

Percentage Change from

Prior Year Ending Balance

91,493,744 7.46% 14,562,162 1.44% 18,362,891 -7.39% 1,055,000 -37.46%

71,151,737 0.75% 27,884,717 7.71% 13,908,426 15.19% 3,571,116 21.81% 234,549 -24.07% 2,213,885 16.81% 1,101,619 -12.29%

125,473,797 3.69% 120,066,049 4.43% 54,054,259 8,067,034 -56.20% 8,071,014 -51.95% 3,772,743

- -100.00% 1,700,000 4269.17% 634,169 75,000 -99.81% 11,632,236 65.19% 24,058,289 75,000 -99.81% 13,332,236 88.29% 24,692,458

2,931,374 2.43% 2,906,374 3.89% 159,331 2,800 1.56% 12,000 62.16% 28,688

383,332 4.40% 517,041 29.89% 6,940 429,557 -4.00% 1,686,908 1005.73% 539,165 423,028 -74.66% 967,495 -50.13% 103,128

- 0.00% 30,776 84.84% - 674,311 -3.44% 864,012 23.29% 117,130 825,865 -17.74% 897,646 -23.30% -

- 0.00% - 0.00% - 32,400 0.00% 32,400 -34.77% -

- 0.00% - 0.00% - 116,663 82.43% 118,592 78.53% -

- 0.00% - 0.00% - 300,078 -18.61% 301,664 -17.96% -

1,933,685 3.19% 1,945,418 4.38% - 57,607 5.56% 73,090 86.98% -

- -100.00% - -100.00% - 105,754 -46.18% 107,199 -45.18% -

1,136,554 -6.03% 1,137,059 -5.99% - - 0.00% - 0.00% -

28,700 -5.11% 29,132 -2.49% - 206,492 -11.33% 206,689 -11.22% -

- 0.00% - 0.00% - 9,588,200 -13.90% 11,833,495 5.26% 954,382

1,496,689 0.82% 1,654,900 7.93% 614,108 453,500 -14.60% 617,770 71.69% 979,278

6,500 0.40% 6,500 441.67% 173,412 145,160,720 -24.67% 155,581,964 2.36% 85,240,640

Proposed Budget Fiscal Year 2013-2014

35



36

Approved 5_20_13WORTHINGTON CITY SCHOOL DISTRICTFRANKLIN COUNTY

SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCESFOR THE FISCAL YEARS ENDED JUNE 30 2008, 2009, 2010, 2011 AND 2012 ACTUAL;

FORECASTED FISCAL YEARS ENDING JUNE 30, 2013 THROUGH 2017

Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Percentage Fiscal Year Fiscal Year Fiscal Year Fiscal YearLINE 2008 Actual 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Forecasted Change 2014 Forecasted 2015 Forecasted 2016 Forecasted 2017 Forecasted

NUMBERRevenues

1.010 General Property Tax (Real Estate) $66,846,563 $68,411,599 $70,133,625 $76,463,347 $74,554,666 $83,201,519 11.6% $86,511,397 $88,511,256 $89,817,392 90,395,1331.020 Tangible Personal Property Tax 10,928,141 6,414,636 3,185,452 3,017,213 3,094,377 3,358,007 8.5% 3,471,747 3,509,765 3,528,774 3,528,7741.035 Unrestricted Grants-in-Aid (All 3100's except 3130) 16,046,713 16,203,295 14,970,620 14,595,580 14,280,914 14,357,605 0.5% 14,562,162 14,562,162 14,562,162 14,562,1621.040 Restricted Grants-in-Aid (All 3200's) 102,989 151,151 90,610 91,284 91,288 91,288 0.0% 91,288 91,288 91,288 91,2881.045 Restricted Federal Grants-in-Aid SFSF (4220) 0 0 976,509 1,187,598 768,676 180,000 -76.6% 200,000 200,000 200,000 200,0001.050 Property Tax Allocation (3130) 14,687,065 18,405,938 22,165,070 23,093,112 21,232,137 19,683,503 -7.3% 18,071,603 16,112,756 14,066,800 11,906,2591.060 All Other Revenues except 1931,1933,1940,1950,5100, 5200 3,456,051 2,399,766 1,901,581 1,397,854 1,137,112 990,000 -12.9% 875,000 865,000 850,000 825,0001.070 Total Revenues 112,067,522 111,986,385 113,423,467 119,845,988 115,159,170 121,861,922 5.8% 123,783,197 123,852,227 123,116,416 121,508,616

Other Financing Sources2.050 Advances-In (5200) 0 86,900 23,953 24,400 502,200 490,700 -2.3% 0 0 0 02.060 All Other Financing Sources (including 1931 and 1933) 1,421 14,077 12,343 8,916 11,429 7,565 -33.8% 0 0 0 02.070 Total Other Financing Sources 1,421 100,977 36,296 33,316 513,629 498,265 -3.0% 0 0 0 02.080 Total Revenues and Other Financing Sources 112,068,943 112,087,362 113,459,763 119,879,304 115,672,799 122,360,187 5.8% 123,783,197 123,852,227 123,116,416 121,508,616

Expenditures3.010 Personal Services 69,911,488 72,276,386 73,360,571 73,742,101 73,444,360 71,122,146 -3.2% 71,151,737 72,993,429 75,190,404 77,365,1033.020 Employees' Retirement/Insurance Benefits 22,908,493 24,903,681 25,061,661 25,320,571 25,864,996 26,483,103 2.4% 27,884,717 29,478,547 30,674,350 31,691,1463.030 Purchased Services 8,464,643 8,873,349 9,281,973 10,345,155 10,899,262 13,100,389 20.2% 13,908,426 14,625,597 15,386,662 16,194,6463.040 Supplies and Materials 2,235,216 2,220,862 2,075,920 2,292,184 2,330,804 3,164,856 35.8% 3,571,116 3,478,249 3,582,596 3,690,0743.050 Capital Outlay 507,588 324,332 181,297 238,750 216,757 353,942 63.3% 234,549 241,585 248,833 256,2983.060 Intergovernmental (7600 and 7700 functions) 04.300 Other Objects 1,615,922 1,206,819 1,611,214 1,689,853 1,445,866 1,956,145 35.3% 2,213,885 2,257,427 2,292,478 2,318,6034.500 Total Expenditures 105,643,350 109,805,429 111,572,636 113,628,614 114,202,045 116,180,581 1.7% 118,964,430 123,074,834 127,375,323 131,515,870

38 Other Financing Uses5.010 Operating Transfers-Out 749,500 942,302 966,144 987,401 1,051,125 1,076,047 2.4% 1,101,619 876,170 948,414 948,4145.020 Advances-Out 86,900 23,953 24,400 502,200 490,700 0 -100.0% 0 0 0 05.030 All Other Financing Uses 0 0 0 0 0 0 0 0 05.040 Total Other Financing Uses 836,400 966,255 990,544 1,489,601 1,541,825 1,076,047 -30.2% 1,101,619 876,170 948,414 948,4145.050 Total Expenditures and Other Financing Uses 106,479,750 110,771,684 112,563,180 115,118,215 115,743,870 117,256,628 1.3% 120,066,049 123,951,004 128,323,737 132,464,284

Sources over (under) Expenditures and6.010 Other Financing Uses 5,589,193 1,315,678 896,583 4,761,089 -71,071 5,103,559 7280.9% 3,717,148 -98,777 -5,207,321 -10,955,668

Cash Balance July 1 - Excluding Proposed Renewal/7.010 Replacement and New Levies 31,750,002 37,339,195 38,654,873 39,551,456 44,312,545 44,241,474 -0.2% 49,345,033 53,062,181 52,963,404 47,756,083

7.020 Cash Balance June 30 37,339,195 38,654,873 39,551,456 44,312,545 44,241,474 49,345,033 11.5% 53,062,181 52,963,404 47,756,083 36,800,415

8.010 Encumbrances June 30 1,484,732 1,537,148 1,868,686 1,305,837 1,629,802 1,868,686 14.7% 1,868,686 1,868,686 1,868,686 1,868,686

Reservation of Fund Balance 9.040 Contingency 3,118,000 3,118,000 3,118,000 3,118,000 3,118,000 3,118,000 0.0% 3,118,000 3,118,000 3,118,000 3,118,0009.045 Fiscal Stabilization 0 0 0 0 0 0 0 0 0 09.050 Debt Service 0 0 0 0 0 0 0 0 0 09.060 Property Tax Advances 5,122,700 7,507,520 7,838,250 9,245,600 6,515,500 7,500,000 15.1% 7,500,000 7,500,000 7,500,000 7,500,0009.070 Bus Purchases 0 0 0 0 0 0 0% 0 0 0 09.080 Subtotal 8,240,700 10,625,520 10,956,250 12,363,600 9,633,500 10,618,000 10.2% 10,618,000 10,618,000 10,618,000 10,618,000

15.010 Unreserved Fund Balance June 30 $27,613,763 $26,492,205 $26,726,520 $30,643,108 $32,978,172 $36,858,347 11.8% $40,575,495 $40,476,718 35,269,397$ 24,313,729$

Enrollment 9,404 9,562 9,438 9,229 9,286 9,499 9,668 9,730 9,827 9,835

See accompanying Notes to the Five Year Forecast

38

Appropriations Account # Salaries BenefitsPurchased

Svcs SuppliesNew Capital

Outlay Miscellaneous Other Uses Totals

Regular Instruction 1100 37,517,449$ 13,840,838$ 4,304,572$ 1,820,879$ 68,434$ 7,000$ 57,559,172$

Special Instruction 1200 7,740,438 2,710,201 2,404,650 43,897 6,000 1,200 12,906,386

Vocational Instruction 1300 420,244 163,009 500,000 500 - - 1,083,753

Adult/Continuing Instruction 1400 - - 800 2,000 - - 2,800

Subtotal Instructional Services 45,678,131 16,714,048 7,210,022 1,867,276 74,434 8,200 71,552,111

Pupil Support 2100 4,381,640 1,463,688 307,750 60,455 1,500 1,100 6,216,133

Instructional Staff Support 2200 5,602,808 3,418,185 720,150 152,997 71,900 250,700 10,216,740

Board of Education 2300 17,125 2,505 4,000 165 - 39,000 62,795

Administration 2400 5,582,609 2,474,677 605,808 106,807 15,380 20,500 8,805,781

39 Fiscal & Business Services 25/2600 603,108 239,477 440,000 7,499 - 1,892,885 3,182,969

Operation & Maintenance 2700 4,513,378 2,084,710 4,231,091 691,077 49,250 1,500 11,571,006

Transportation 2800 2,395,851 851,507 249,600 670,750 3,500 - 4,171,208

Central Support 2900 856,520 357,985 107,485 1,400 - - 1,323,390

Subtotal Support Services 23,953,039 10,892,734 6,665,884 1,691,150 141,530 2,205,685 45,550,022

-

Extracurricular Activities 4000 1,520,567 277,935 32,520 12,690 18,585 - 1,862,297

Transfers Out 7200 1,101,619 1,101,619

Advances Out 7400 - -

Refund of Prior Year Receipts 7500 - -

Grand Totals 71,151,737$ 27,884,717$ 13,908,426$ 3,571,116$ 234,549$ 2,213,885$ 1,101,619$ 120,066,049$

Gen

eral Fu

nd

Pro

po

sed 2014 B

ud

get S

um

mary

39

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Thomas Worthington HS Salaries 9,766,065$ 9,344,903$ 9,403,099$ 1%Benefits 3,442,607 3,409,633 3,625,123 6%Purchased Services 54,191 31,019 29,000 -7%Supplies & Materials 66,993 68,969 108,870 58%Capital Outlay 50,126 53,333 17,000 -68%Miscellaneous 5,766 5,127 8,000 56%Maintenance Services (Utilities) 471,539 485,471 453,555 -7%Maintenance Supplies 41,733 52,688 42,000 -20%Total 13,899,020$ 13,451,143$ 13,686,647$ 2%

Worthington Kilbourne HSSalaries 9,136,232$ 8,704,962$ 8,683,474$ 0%Benefits 3,220,587 3,176,142 3,349,582 5%Purchased Services 34,259 9,075 27,500 203%Supplies & Materials 73,426 91,509 89,195 -3%Capital Outlay 11,212 8,693 14,000 61%Miscellaneous 1,650 715 1,100 54%Maintenance Services (Utilities) 611,116 493,967 525,361 6%Maintenance Supplies 33,384 36,092 42,000 16%Total 13,121,866$ 12,521,155$ 12,732,212$ 2%

Linworth Alternative HSSalaries 844,308$ 764,173$ 774,044$ 1%Benefits 297,625 278,820 303,352 9%Purchased Services 8,357 5,411 4,000 -26%Supplies & Materials 4,998 4,926 9,870 100%Capital Outlay 1,234 918 1,650 80%Miscellaneous - - - 100%Maintenance Services (Utilities) 41,971 38,211 46,253 21%Maintenance Supplies 5,600 2,937 5,600 91%Total 1,204,093$ 1,095,396$ 1,144,769$ 5%

Total All High SchoolsSalaries 19,746,605$ 18,814,038$ 18,860,617$ 0%Benefits 6,960,819 6,864,595 7,278,057 6%Purchased Services 96,807 45,505 60,500 33%Supplies & Materials 145,417 165,404 207,935 26%Capital Outlay 62,572 62,944 32,650 -48%Miscellaneous 7,416 5,842 9,100 56%Maintenance Services (Utilities) 1,124,626 1,017,649 1,025,169 1%Maintenance Supplies 80,717 91,717 89,600 -2%Total 28,224,979$ 27,067,694$ 27,563,628$ 2%

High Schools

The District operates 2 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.

40

Thomas Kilbourne Linworth Total

Principals/Asst. Principals 4.00 3.00 1.00 8.00Athletic Director 1.00 1.00 0.00 2.00Counselors 5.00 4.30 0.50 9.80Librarian 1.00 1.00 0.00 2.00Regular Teachers 71.68 64.63 7.50 143.80Special Ed Teachers 12.00 10.20 0.00 22.20Vocational Ed Teachers 3.40 0.00 0.00 3.40Supplemental Svc Tchrs 1.00 0.00 0.00 1.00Other Educational Assgn. 2.00 2.00 0.00 4.00Psychologists 1.00 1.00 0.00 2.00Nurses 1.00 0.80 0.00 1.80Speech & Lang. Therapists 0.85 0.90 0.00 1.75Secretaries 9.00 9.00 1.00 19.00Teacher Aides 12.76 9.07 0.00 21.83Custodians 9.00 9.50 0.63 19.13Attendants 1.63 0.88 0.00 2.51

Total 2014 Budgeted FTE 136.31 117.28 10.63 264.22

Changes

Special Ed Teacher Aide 1.00 0.00 0.00 1.00Special Ed Teachers 1.00 0.00 0.00 1.00

Net Change 2.00 0.00 0.00 2.00

2013 Actual FTE 134.31 117.28 10.63 262.22

> Base wage increases of 0.5-1.75% offset by retirees replaced with lower wages at some buildings> Added 1 Certified and 1 Classified FTE for increase in special educational needs> Held building budgets constant at $97 per student> Projected increase in insurance benefit costs of approximately 13%

> Expand school ethos and strategies through seminars, conferences, and school visits> Integrate technology into the classroom through expanded use of school hardware and student personal devices> Develop curriculum-wide writing> Develop school presences on websites and social media

Budget Highlights

Goals

High Schools

2014 Budgeted FTE

The total high school budget for 2013 is $27.5 million, which represents an increase of 2% from the prior year. Certified staff salaries are budgeted to increase 1% while classified are budgeted at 1.75% per negotiated agreements, which includes a 0.5% performance raise projected to be attained based on District goals. Over 40 retirees will be replaced with entry level teachers, many at the high school level, which is why total salaries are projected to remain flat at this level.

41

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Kilbourne Middle SchoolSalaries 3,008,604$ 3,065,133$ 3,078,533$ 0%Benefits 1,060,554 1,118,362 1,206,492 8%Purchased Services 3,543 4,484 6,700 49%Supplies & Materials 34,579 36,389 32,623 -10%Capital Outlay 272 4,142 5,000 21%Maintenance Services (Utilities) 145,155 121,677 123,242 1%Maintenance Supplies 15,920 15,416 16,500 7%Total 4,268,627$ 4,365,603$ 4,469,090$ 2%

McCord Middle SchoolSalaries 3,641,926$ 3,522,741$ 3,542,340$ 1%Benefits 1,283,805 1,285,327 1,388,261 8%Purchased Services 1,482 417 1,850 344%Supplies & Materials 31,331 38,637 42,118 9%Capital Outlay 6,187 31,432 4,500 -86%Maintenance Services (Utilities) 143,195 86,970 112,783 30%Maintenance Supplies 16,749 16,513 16,500 0%Total 5,124,675$ 4,982,037$ 5,108,352$ 3%

Worthingway Middle SchoolSalaries 2,817,766$ 2,757,007$ 2,745,136$ 0%Benefits 993,282 1,005,937 1,075,832 7%Purchased Services 2,784 8,731 6,600 -24%Supplies & Materials 27,081 24,655 26,800 9%Capital Outlay 4,385 1,804 5,785 221%Maintenance Services (Utilities) 109,209 93,900 101,092 8%Maintenance Supplies 16,859 16,422 16,500 0%Total 3,971,366$ 3,908,456$ 3,977,745$ 2%

Perry/Phoenix Alternative Middle SchoolSalaries 1,518,808$ 1,439,961$ 1,419,131$ -1%Benefits 535,391 525,392 556,164 6%Purchased Services 316 180 1,750 872%Supplies & Materials 11,243 16,310 15,366 -6%Capital Outlay 3,183 - - 0%Maintenance Services (Utilities) 131,535 97,611 106,524 9%Maintenance Supplies 22,688 17,613 16,500 -6%Total 2,223,164$ 2,097,067$ 2,115,435$ 1%

Grand Totals Middle SchoolsSalaries & Benefits 14,860,136$ 14,719,860$ 15,011,889$ 2%Services, Supplies, & Outlay 126,386 167,181 149,092 -11%Maintenance 601,310 466,122 509,641 9%Total 15,587,832$ 15,353,163$ 15,670,622$ 2%

Middle Schools

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

42

KMS McCord Worthingway Phoenix Total

Principal/Asst. Principal 1.00 2.00 1.00 0.00 4.00Counselors 1.00 1.50 1.00 0.50 4.00Librarian 1.00 1.00 1.00 0.00 3.00Regular Teachers 22.00 31.60 23.00 14.60 91.20Special Ed Teachers 6.90 5.75 4.60 1.30 18.55Other Educational 1.00 0.00 1.00 0.00 2.00Psychologists 0.20 0.50 0.40 0.20 1.30Nurses 0.25 0.37 0.25 0.20 1.07Spch & Lang. Therapists 0.15 0.20 0.10 0.30 0.75Secretaries 2.00 2.00 2.00 1.00 7.00Teacher Aides 6.60 4.45 3.75 1.75 16.55Custodians 2.63 2.63 2.63 2.00 9.89Attendants 0.00 0.00 0.19 0.00 0.19

Total 2014 FTE 44.73 52.00 40.92 21.84 159.49

ChangesNone at this time 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00

2013 Actual FTE 44.73 52.00 40.92 21.84 159.49

> Held constant building budgets at $87 per student> Increase in insurance benefit costs approximately 13%> Base wage increases of 0.5-1.75% offset by retirees replaced with lower wages at some buildings

> Implement PBIS program to support positive building culture and climate> Increase reading achievement via building-wide Sustained Silent Reading Program> Increase math achievement through continued Math Extensions Program and integrate progress monitoring tools to monitor success> Ensure all classrooms have access to ceiling-mounted projectors and update said projectors as needed

Goals

Budget Highlights

2014 Budgeted FTE

Middle Schools

The total middle school budget for 2013 is $15.7 million, which represents an increase of 2%. The following chart illustrates 2013 budgeted FTE at each building, with the difference explained below.

43

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Bluffsview ElementarySalaries 2,753,789$ 2,649,332$ 2,731,743$ 3%Benefits 970,730 966,650 1,070,584 11%Purchased Services 5,483 943 4,150 340%Supplies & Materials 24,147 28,387 25,285 -11%Capital Outlay - - 2,650 Maintenance Services (Utilities) 101,956 86,318 95,329 10%Maintenance Supplies 15,020 14,691 15,000 2%Total 3,871,125$ 3,746,321$ 3,944,741$ 5%

Brookside ElementarySalaries 1,991,040$ 2,062,182$ 2,052,041$ 0%Benefits 701,856 752,419 804,205 7%Purchased Services 10,775 10,528 12,450 18%Supplies & Materials 14,982 12,550 7,750 -38%Capital Outlay 340 991 6,880 594%Maintenance Services (Utilities) 75,764 67,566 74,810 11%Maintenance Supplies 13,020 13,877 13,500 -3%Total 2,807,777$ 2,920,113$ 2,971,636$ 2%

Colonial Hills ElementarySalaries 1,983,432$ 2,096,434$ 2,179,346$ 4%Benefits 699,174 764,917 830,582 9%Purchased Services 872 612 1,450 137%Supplies & Materials 25,789 31,912 24,803 -22%Capital Outlay (5) - 450 100%Maintenance Services (Utilities) 96,956 75,248 81,438 8%Maintenance Supplies 12,420 12,276 12,079 -2%Total 2,818,638$ 2,981,399$ 3,130,148$ 5%

Evening Street ElementarySalaries 2,614,299$ 2,503,073$ 2,504,771$ 0%Benefits 921,559 913,285 981,632 7%Purchased Services 4,374 1,695 3,050 80%Supplies & Materials 30,922 39,946 29,941 -25%Capital Outlay 624 248 600 142%Maintenance Services (Utilities) 64,438 68,791 75,858 10%Maintenance Supplies 16,503 16,204 16,500 2%Total 3,652,719$ 3,543,242$ 3,612,352$ 2%

Elementary Schools

The District operates 11 traditional elementary schools and 1 preschool, Sutter Park. Attendance is determined by boundaries. Total Elementary budget is $45 million, which is an increase of 3%.

44

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Granby ElementarySalaries 2,677,902$ 2,520,184$ 2,558,083$ 2%Benefits 943,980 919,529 1,002,525 9%Purchased Services 17,120 1,861 5,500 196%Supplies & Materials 30,892 21,857 27,220 25%Capital Outlay 25,964 1,234 1,000 -19%Maintenance Services (Utilities) 73,809 69,293 69,096 0%Maintenance Supplies 11,000 11,903 12,000 1%Total 3,780,667$ 3,545,861$ 3,675,424$ 4%

Liberty ElementarySalaries 2,939,296$ 2,991,441$ 3,114,013$ 4%Benefits 1,036,123 1,091,474 1,196,883 10%Purchased Services 2,012 991 1,964 98%Supplies & Materials 38,568 32,643 36,524 12%Capital Outlay 3,402 3,414 3,200 -6%Maintenance Services (Utilities) 120,512 100,846 108,724 8%Maintenance Supplies 15,070 14,722 15,000 2%Total 4,154,983$ 4,235,531$ 4,476,308$ 6%

Slate Hill ElementarySalaries 2,903,935$ 2,996,612$ 3,067,627$ 2%Benefits 1,023,658 1,093,361 1,202,218 10%Purchased Services 1,774 1,594 2,400 51%Supplies & Materials 50,274 40,894 38,059 -7%Capital Outlay 373 (162) 5,000 -3186%Maintenance Services (Utilities) 94,116 81,847 89,120 9%Maintenance Supplies 14,145 15,625 15,000 -4%Total 4,088,275$ 4,229,771$ 4,419,424$ 4%

Sutter Park PreschoolSalaries 1,455,992$ 1,384,438$ 1,423,687$ 3%Benefits 513,248 505,134 604,979 20%Purchased Services - - - Supplies & Materials - - - Capital Outlay - - - Maintenance Services (Utilities) 62,560 46,074 56,386 22%Maintenance Supplies 8,074 8,698 9,000 3%Total 2,039,874$ 1,944,344$ 2,094,052$ 8%

Elementary Schools

45

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Wilson HillSalaries 3,038,791$ 2,882,488$ 2,729,686$ -5%Benefits 1,071,195 1,051,721 1,069,777 2%Purchased Services 969 881 1,300 48%Supplies & Materials 22,943 27,752 37,915 37%Capital Outlay 3,822 - - Maintenance Services (Utilities) 83,816 62,401 67,369 8%Maintenance Supplies 14,920 14,731 15,000 2%Total 4,236,456$ 4,039,974$ 3,921,047$ -3%

Worthington EstatesSalaries 2,810,386$ 2,942,045$ 2,942,190$ 0%Benefits 990,681 1,073,451 1,153,059 7%Purchased Services 694 751 1,350 80%Supplies & Materials 39,125 49,086 43,360 -12%Capital Outlay - - - Maintenance Services (Utilities) 96,535 85,743 91,713 7%Maintenance Supplies 14,920 15,238 15,000 -2%Total 3,952,341$ 4,166,314$ 4,246,672$ 2%

Worthington HillsSalaries 2,695,575$ 2,676,028$ 2,678,751$ 0%Benefits 950,209 976,391 1,049,816 8%Purchased Services 2,172 1,414 1,950 38%Supplies & Materials 28,259 28,305 27,051 -4%Capital Outlay 2,812 1,631 1,999 23%Maintenance Services (Utilities) 97,395 73,597 83,660 14%Maintenance Supplies 13,870 13,019 13,000 0%Total 3,790,292$ 3,770,385$ 3,856,227$ 2%

Worthington ParkSalaries 2,569,728$ 2,526,272$ 2,537,215$ 0%Benefits 905,847 921,750 994,347 8%Purchased Services 2,143 2,950 1,900 -36%Supplies & Materials 11,687 26,410 31,652 20%Capital Outlay - 290 300 100%Maintenance Services (Utilities) 84,123 75,900 83,257 10%Maintenance Supplies 13,870 12,821 13,000 1%Total 3,587,398$ 3,566,393$ 3,661,671$ 3%

Grand Totals All ElementarySalaries & Benefits 41,162,425$ 41,260,611$ 42,479,760$ 3.0%Services, Supplies, & Outlay 1,324,243 1,284,645 1,370,135 6.7%Maintenance 1,214,812 1,057,429 1,140,839 7.9%Total 43,701,480$ 43,602,685$ 44,990,734$ 3%

Elementary Schools

46

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 0.50 0.60 0.50 0.50 0.50 0.00 5.50Librarian 1.00 0.80 0.80 1.00 1.00 1.20 1.00 1.00 1.20 1.00 1.00 0.00 11.00Regular Teachers 23.00 17.10 19.20 24.90 22.90 27.70 26.00 24.90 27.00 24.30 23.40 0.00 260.40Special Ed Teachers 7.40 3.80 3.50 3.20 4.50 5.70 7.30 4.50 6.50 4.65 5.30 10.10 66.45Psychologists 0.50 0.40 0.40 0.40 0.50 0.50 0.50 0.40 0.60 0.00 0.00 1.50 5.70Nurses 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 0.00 0.28 0.10 0.00 0.00 0.00 0.10 0.10 0.10 0.00 0.10 0.42 1.20Spch & Lang. Thrpst 0.33 0.80 0.66 0.50 0.33 0.50 0.34 0.50 1.00 0.80 0.50 2.34 8.60Occupational Thrpst 0.40 0.10 0.20 0.10 0.00 0.20 0.00 0.00 0.50 0.20 0.00 0.60 2.30Secretaries 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 6.12 4.19 2.59 2.20 3.46 3.46 5.98 3.50 4.76 2.75 2.87 9.72 51.58Custodians 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.50 2.50 2.00 2.00 1.62 24.62Crossing Guard 0.31 0.00 0.00 0.00 0.00 0.31 0.00 0.00 0.00 0.00 0.00 0.00 0.62Attendants 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

2014 Budgeted FTE 44.56 33.00 32.20 37.05 37.44 44.32 45.97 40.25 46.91 38.58 37.92 28.55 466.74

Changes:Special Ed Teachers 1.00 1.00 1.00 2.00 5.00Special Ed Aide 1.50 1.50Regular Ed Teachers 0.50 0.50 Net Change 2.50 0.00 1.00 0.00 0.00 1.00 2.00 0.00 0.50 0.00 0.00 0.00 7.00

2013 Actual FTE 42.06 33.00 31.20 37.05 37.44 43.32 43.97 40.25 46.41 38.58 37.92 28.55 459.74

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

> Reduction of wages due to retirements > Projected increase in insurance benefit costs of approximately 13% > Increase of 1 Certified and 1.5 Classified FTE Bluffsview to address increase in special educational needs. > Increase of 4 FTE Intervention Teachers at Colonial, Liberty, and Slate due to anticipated decrease in grant funding > Increase 0.5 reading teacher at Worthington Estates (Please note: exact locations of new positions will be determined this fall once enrollment is finalized)

> Identify students who need intervention/enrichment support, provide the needed intervention/enrichment, and monitor success of the support through data > Increase leadership opportunities for students > Purchase non-fiction reading materials and anchor text to adequately prepare children to analyze, comprehend, and demonstrate understanding of text > Purchase technology including laptops and hand-held devices to assure student success on navigating technology tools for research and when faced with on-line assessments > Increase math manipulatives and materials in order to provide purposeful math instruction, intervention and accelerated instruction tailored to student need > Refine schedules and routines and incorporate supports to effectively implement those new routines and procedures to ensure appropriate structure for the school day > Ensure all students meet the requirements of the Third Grade Reading Guarantee through intensive summer intervention sessions > Increase vocabulary among elementary students through instructional focus and SLO development > Improve math achievement with focus on the Common Core and implementation of Stepping Stones math K-5

Elementary Schools

Bluffs

Brook

Col H

Eve St

Granby

Liberty

Estates

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.

47

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries -$ -$ -$ Benefits - - - Purchased Services (1,400) - - Supplies & Materials (58) - - Capital Outlay - - - MiscellaneousTotal (1,458)$ -$ -$

United Methodist Children's Home

The UMCH was organized and run by the Methodist Church and provided mental health care for hurting children and families. The District provided services to those children housed there since it resides in the District. However, the program was ended by the Church in December 2010 and children were relocated to other agencies.

48

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 261,900$ 183,142$ 186,553$ 2%Benefits 92,322 66,822 73,111 9%Purchased Services 71,233 27,111 49,700 83%Supplies & Materials 1,375 1,468 1,000 -32%Capital Outlay 1,500 - - Miscellaneous 13,544 14,280 18,000 26%Total 441,874$ 292,823$ 328,364$ 12%

2011-12 Actual

2012-13 Actual

2013-14 Proposed Change

Full Time Equivalent Staff:Superintendent 1.0 1.0 1.0 0.0Secretary 0.3 0.3 0.3 0.0

Total FTE 1.3 1.3 1.3 0.0

> Base wage increases of 0.5-1.75% per negotiated agreement which includes 0.5% for performance achievement.> Benefit increase due to projected health insurance premium increase of 13%> Purchased services include communications delivery of the newsletter, administrator mileage reimbursement and other services

> Ensure academic growth for all students and catch up growth for those who are behind> Continued engagement and communication with all stakeholders> Continued implementation of common core>Implement new teacher and principal evaluation system

Goals

Office of the Superintendent

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

Budget Highlights

> Complete an updated framework of specific measurable goals for the next 3 to 5 year period

49

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 631,048$ 599,665$ 603,108$ 1%Benefits 342,449 338,797 356,361 5%Purchased Services 4,946,132 5,508,881 6,387,000 16%Supplies & Materials 5,868 6,549 407,385 6121%Miscellaneous 1,139,721 1,630,110 1,892,885 16%Total 7,065,218$ 8,084,002$ 9,646,739$ 19%

2011-12 Actual

2012-13 Actual


Full Time Equivalent Staff:Treasurer 1.0 1.0 1.0 0.0Asst. Treasurer 1.0 1.0 1.0 0.0Accountant 1.0 1.0 1.0 0.0Payroll 2.0 2.0 2.0 0.0Receipts/Disbursements 3.0 3.0 3.0 0.0Secretary 1.0 1.0 1.0 0.0

Total FTE 9.0 9.0 9.0 0.0

> Purchased services include $4.9 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 0.8 million. The state may expand the voucher program which may further increase costs.> Purchased services also includes $1.5 million for teacher substitutes obtained through the county ESC> Increased county auditor/treasurer fees $200,000 for levy collection increase> Supplies includes $275,000 of building carryover from 2013 that will be distributed to the buildings

> Implement online student fee payment system that links with new student system> Enhance public transparency and accountability through refinement of this budget document> Continue to receive clean audit opinions and outstanding GFOA reporting awards> Monitor and maintain a comprehensive investment portfolio to maximize cash flows and returns with emphasis on the safety of public funds.> Begin implementation of online record retention for accounts payable documents.

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.

50

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 20,625$ 17,125$ 17,125$ 0%Benefits 7,270 6,248 6,711 7%Purchased Services 5,652 917 4,000 336%Supplies & Materials 50 65 165 154%Miscellaneous 278,516 242,981 289,700 19%Total 312,113$ 267,336$ 317,701$ 19%

> Miscellaneous includes $38,000 for various membership fees> Miscellaneous also includes $250,000 in state foundation aid deduction for the county ESC; fees of $6.50 per student as well as 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. The total budget for the Board of Education is $317,701. Salaries and benefits are for board members who are paid $125 per meeting.

Budget Highlights

51

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 140,833$ 137,614$ 140,271$ 2%Benefits 49,645 50,211 54,973 9%Purchased Services 56,041 67,913 79,393 17%Supplies & Materials 4,085 1,284 20,300 1481%Capital Outlay 35,955 770 2,000 160%Total 286,559$ 257,792$ 296,937$ 15%

2011-12 Actual

2012-13 Actual


Full Time Equivalent Staff:Asst. Superintendent 1.0 1.0 1.0 0.0Secretary 0.3 0.3 0.3 0.0

Total FTE 1.3 1.3 1.3 0.0

> Budget includes $44,000 in renewal services and supplies for building renewal plans.

> Support schools in their 21st century renewal efforts> Help move the district to greater use of online learning and to aide in improving both internal and external communication through the district website and annual culture and climate surveys> Support the shared professional learning necessary for all school administrators and the implementation of the Ohio Teacher and Principal Evaluation Systems

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. This department is also responsible for renewal and reform efforts of individual buildings.

The total budget for the Asst. Superindent's Office is $296,937. Staff is to remain consistent.

Budget Highlights

52

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 166,997$ 166,585$ 167,827$ 1%Benefits 58,868 60,781 66,948 10%Purchased Services 45,240 36,564 83,135 127%Supplies & Materials 3,196 595 3,400 471%Capital Outlay - - - Miscellaneous - - - Total 274,301$ 264,525$ 321,310$ 21%

2011-12 Actual

2012-13 Actual


Full Time Equivalent Staff:Director 1.0 1.0 1.0 0.0Secretary 1.5 1.5 1.5 0.0

Total FTE 2.5 2.5 2.5 0.0

> Purchased Services include printing/delivery charges of the Superintendent's newsletter, various financial documents, and survey consultants> Purchased Services were increased to cover the cost of website services previously funded by the Assistant Superintendent's Office.

> Align and simplify communication for all constituents.

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 $321,310, an increase of 56,785 from the prior year. This is due to a transfer in purchased services from the Assistant Superintendents office to fund website services. Staff is to remain consistent. Secretary includes 1 FTE for central office front desk attendant and 0.3 for a split secretary with the Superintendent and Asst. Superintendent's Office.

Budget Highlights

Goals> Help to improve internal and external communication through the District's website

53

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 1,123,943$ 1,098,522$ 1,115,076$ 2%Benefits 396,198 400,813 437,004 9%Purchased Services 539,462 797,121 844,100 6%Supplies & Materials 58,234 82,033 79,100 -4%Capital Outlay 53,299 116,790 82,000 -30%Miscellaneous - - - Total 2,171,136$ 2,495,279$ 2,557,280$ 2%

2011-12 Actual

2012-13 Actual


Full Time Equivalent Staff:Director 1.0 1.0 1.0 0.0Tech Systems Support 4.0 3.0 3.0 0.0Network Specialist 3.0 3.0 3.0 0.0Instructional Integration Specialist 3.0 3.0 3.0 0.0Digital Tech Support 1.0 1.0 1.0 0.0Desktop Specialist 1.0 1.0 1.0 0.0Database Specialist 1.0 1.0 1.0 0.0EMIS Coordinator 1.0 1.0 1.0 0.0Secretary 1.0 1.0 1.0 0.0

Total FTE 16.0 15.0 15.0 0.0

> Purchased Services also include $142,000 for copier maintenance costs, $240,000 in management and technical services and $82,000 in server maintenance costs

common core standards> Continue support of curriculum initiatives through the use of technology

> Implement fee payment via MyPaymentsPlus

> Continue to update technology throughout District

> Continue to utilize Instructional Integration Specialists to support technology's integration with

> Complete bandwidth expansion project to meet the needs of students & staff

Goals

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 $2.5 million, consistent with prior years. Staff is to remain consistent.

Budget Highlights> Purchased services of $350,000 for consultant services previously funded in the Building Fund for new technology implementation

54

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 576,880$ 487,138$ 502,914$ 3%Benefits 203,354 177,740 197,094 11%Purchased Services 79,074 64,900 58,500 -10%Supplies & Materials 148,535 681,824 895,000 31%Capital Outlay - 1,388 1,000 0%Miscellaneous 325 325 500 54%Total 1,008,168$ 1,413,315$ 1,655,008$ 17%

2011-12 Actual

2012-13 Actual


Full Time Equivalent Staff:Director 1.00 1.00 1.00 0.00

Coordinator of Achievement & Prof Development 1.00 1.00 1.00 0.00Coordinator of Language Arts 1.00 1.00 1.00 0.00Teacher Leaders 2.00 2.00 2.00 0.00Secretary 1.38 1.38 1.38 0.00

Total FTE 6.38 6.38 6.38 0.00

> Supplies include $700,000 for textbooks and software licenses

> Continue to implement Race to the Top goals and strategies> Write curriculum formats for ELA, Math, Science and Social Studies using the new Ohio Learning Standards> Implement Building and Instructional Data Teams in every building> Increase achievement in Math 2 percent overall and by 5 percent in grade 5> Train 100% of teaching faculty on Formative Assessment Practices using the Battelle For Kids Online Modules> Fully implement the use of NWEA MAP for use with measuring student growth> Reduce the Achievement Gap with our Students with Disabilities and LEP subgroups

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 $1.65 million, which represents an increase of $0.2 million to fund new textbook adoptions related to curriculum updates.

Budget Highlights

55

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 162,338$ 156,844$ 135,789$ -13%Benefits 57,225 57,227 53,216 -7%Purchased Services 2,266 2,602 3,200 23%Supplies & Materials 15,007 17,763 16,600 -7%Miscellaneous 1,150 770 1,200 56%Total 237,986$ 235,206$ 210,005$ -11%

2011-12 Actual

2012-13 Actual


Full Time Equivalent Staff:Coordinator 1.00 1.00 1.00 0.00Coordinator of Projects 0.00 0.00 0.00 0.00Secretary 0.75 1.00 1.00 0.00

Total FTE 1.75 2.00 2.00 0.00

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 $210,005, which represents a decrease of 11%. The Director retired, accounting for the decrease in salary and benefits.

56

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 8,717$ 79,439$ 80,523$ 1%Benefits 3,073 28,985 30,382 5%Purchased Services 10,138 13,079 12,500 -4%Supplies & Materials 9,179 8,890 12,000 35%Total 31,107$ 130,393$ 135,405$ 4%

2011-12 Actual

2012-13 Actual


Full Time Equivalent Staff:Coordinator 0.00 1.00 1.00Secretary 0.25 0.25 0.25 0.00

Total FTE 0.25 1.25 1.25 0.00

> Purchased services include $6000 for interpreters> Supplies include instructional materials such as dictionaries, learning aids, etc.

> Oversee the new summer reading intervention program to ensure all third graders are caught upand meet the new requirements of the Third Grade Reading Guarantee

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

57

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 49,203$ 49,063$ 50,347$ 3%Benefits 17,344 17,901 19,731 10%Purchased Services 45,866 72,348 94,000 30%Supplies & Materials 47,410 4,902 6,000 22%Capital Outlay - - - Miscellaneous - - - Total 159,823$ 144,214$ 170,078$ 18%

2011-12 Actual

2012-13 Actual


Full Time Equivalent Staff:Testing Specialist 1.00 1.00 1.00 0.00

Total FTE 1.00 1.00 1.00 0.00

> Purchased services include $44,000 for grading/scoring services and $50,000 for MAP test licensing

> In conjunction with Dept. of Achievement, target necessary LEP and Disability subgroups to decrease below proficient students by 10% annually in reading and math

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 (OGT, OAT, OTELA, Alternate Assessment), district standardized testing, and all other district assessments, including but not limited to DRA, writing, math, science and social study diagnostics).

Budget Highlights

Goals

58

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 32,477$ -$ -$ Benefits 11,448 - - Purchased Services 29,155 - - Supplies & Materials (353) (190) - Capital Outlay - - - Miscellaneous - - - Total 72,727$ (190)$ -$ -100%

2011-12 Actual

2012-13 Actual


Full Time Equivalent Staff:Media Specialist 0.00 0.00 0.00 0.00

Total FTE 0.00 0.00 0.00 0.00

> Restructured duties to the buildings, saving over $200,000 annually

Educational Media Center

The Educational Media Center was responsible for the purchase and cataloging of educational resources to support the curriculum and staff. This included print and non-print materials, memberships, and subscriptions for the school media centers and the EMC collection. To maximize District resources, the EMC was eliminated in September 2011 and the responsibilities are now with the building librarians for these duties.

Budget Highlights

59

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries -$ -$ -$ Benefits - - - Purchased Services (402) - - Supplies & Materials (453) - - Total (855)$ -$ -$

Department of Intervention

The Department of Intervention provides necessary services for those students falling behind or are in need of additional services. Its also provides training to staff to increase awareness and follow-up of when intervention services are necessary. These services were moved into the Department of Academic Achievement for 2012.

60

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 174,914$ 175,061$ 211,408$ 21%Benefits 61,658 63,874 82,852 30%Purchased Services 1,411 2,666 8,700 226%Supplies & Materials 3,033 1,968 3,300 68%Total 241,016$ 243,569$ 306,260$ 26%

Summer School

The Summer School Department is responsible for providing coursework during the summer for those students in need of it.

The total budget for Summer School is $306,260, 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.

61

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 25,334$ 25,262$ 25,923$ 3%Benefits 8,931 9,217 10,159 10%Purchased Services 4,364 6,037 7,000 16%Supplies & Materials 6,186 4,605 5,000 9%Capital Outlay - - - Miscellaneous - - - Total 44,815$ 45,121$ 48,082$ 7%

2011-12 Actual

2012-13 Actual


Full Time Equivalent Staff:Secretary 0.5 0.5 0.5 0.0

Total FTE 0.5 0.5 0.5 0.0

> 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 Level 1 Wilson Reading certification training to Intervention Specialists throughout the District so that there is at least one Level 1 certified staff member in each building

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 is responsible for overseeing the curriculum and also helps to oversee special education services.

The total budget for Pupil Services is $48,082, consistent with prior year. The Secretary of the Department is shared between Pupil Services and Innovation and School Support.

Goals

62

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Purchased Services 10,596$ 13,378$ 16,125$ 21%Supplies & Materials 14,715 11,191 12,690 13%Capital Outlay 14,964 18,906 18,585 -2%Total 40,275$ 43,475$ 47,400$ 9%

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.

63

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 190,094$ 209,464$ 210,755$ 1%Benefits 67,010 76,426 82,596 8%Purchased Services 28,887 54,264 79,500 47%Supplies & Materials 10,936 14,141 17,000 20%Capital Outlay 1,459 730 1,500 105%Miscellaneous 100 200 500 150%Total 298,486$ 355,225$ 391,851$ 10%

2011-12 Actual

2012-13 Actual


Full Time Equivalent Staff:Director 1.0 1.0 1.0 0.0Teacher 0.0 1.0 1.0 0.0Secretary 0.5 0.5 0.5 0.0

Total FTE 1.5 2.5 2.5 0.0

> $13,000 is budgeted for nursing supplies and equipment> $41,000 is budgeted for counseling services

> Ensure the overall safety plan of the District by conducting trainings and reviewing procedures

Goals

Department of Innovation and School Support

The Department of Innovation and School Support oversees pupil support and safety throughout the buildings. It also contains the supply budget for the nurses of the District.

The total budget for the Department is $391,851, an increase of 10%. A secretary from Pupil Services is shared with this department.

Budget Highlights

64

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 158,828$ 202,342$ 203,472$ 1%Benefits 55,988 73,828 80,917 10%Purchased Services 70,087 88,772 95,000 7%Supplies & Materials 392 1,116 2,000 79%Capital Outlay - - - Miscellaneous - 232 500 100%Total 285,295$ 366,290$ 381,889$ 4%

2011-12 Actual

2012-13 Actual


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

Total FTE 2.00 3.00 3.00 0.00

> Purchased Services includes $8,700 lease of McConnell Arts Center for kindergarten (4% increase) and also includes $44,000 for crossing guard services (3.75% increase), $10,000 for graduation services, and $31,000 for mileage reimbursement for traveling employees> Includes a $500 overall increase in budget for supplies for the new Welcome & Registration Center

> Ensure operations of the district, including transportation, food services, and facilities, run effectively and efficiently to enhance overall school operations> Continue to monitor student enrollment and projections, comparing to building capacity at every level, including open enrollments in each building> Continue to refine our enrollment process for new student registration in the centralized Registration and Family Resource Center at the Worthington Education Center

Goals

Department of Administrative Services

The Department of Administrative Services oversees the District's transportation, food services, and maintenance departments as well as various other administrative functions including enrollment patterns and classified staffing.

The total budget for the Department of Administrative Services is $381,889, an increase 4%.

Budget Highlights

65

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 566,254$ 477,368$ 483,376$ 1%Benefits 199,609 174,175 189,829 9%Purchased Services 191,880 125,380 272,215 117%Supplies & Materials 19,193 14,964 20,000 34%Capital Outlay 9,103 - - 0%Total 986,039$ 791,887$ 965,420$ 22%

An increase of $80,000 was budgeted in purchased services to help pay for additional help in implementationof new teacher evaluation system.

2011-12 Actual

2012-13 Actual


Full Time Equivalent Staff:Director 1.00 1.00 1.00 0.00Coordinator 1.00 0.00 0.00 0.00Personnel Analyst 2.00 2.00 2.00 0.00Mentor Coordinator 0.00 0.00 0.00 0.00Secretary 3.75 3.75 3.75 0.00

Total FTE 7.75 6.75 6.75 0.00

> Recruit and train highly qualified and motivated teachers and support staff> Provide necessary background checks to ensure safety of students> Develop/Implement year 3 of the Ohio Residency Program> Implement Ohio Teacher Evaluation System

Goals

Human Resources

The Human Resource Department manages all personnel functions including recruitment, selection, induction, training, evaluation and contract administration.

66

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries -$ -$ -$ 0%Benefits - - - 0%Purchased Services 58,772 89,832 105,353 17%Supplies & Materials 25,174 28,094 18,947 -33%Capital Outlay - 1,467 700 -52%Miscellaneous - - - 0%Total 83,946$ 119,393$ 125,000$ 5%

Office of Professional Development

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

The total budget for the Office of Professional Development is $125,000 and includes speaker fees for training and consultations, meeting expenses and conference expenses.

67

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 3,761$ 7,876$ 3,619$ -54%Benefits 3,809 3,006 1,418 -53%Purchased Services 10,064 7,777 16,000 106%Supplies & Materials 2,800 9,973 5,000 -50%Capital OutlayMiscellaneousTotal 20,434$ 28,632$ 26,037$ -9%

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.

68

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 239,748$ 221,452$ 223,198$ 1%Benefits 84,513 80,800 85,905 6%Purchased Services 728,625 866,421 997,450 15%Supplies & Materials 21,805 43,468 30,000 -31%Capital Outlay - 5,943 6,000 0%Miscellaneous - - - Total 1,074,691$ 1,218,084$ 1,342,553$ 10%

2011-12 Actual

2012-13 Actual


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

Total FTE 3.81 3.81 3.81 0.00

> Purchased services include $80,000 in legal fees as well as $670,000 for tuition to other entitiesan increase of 15% due to increased demand for special needs services

> Decrease the number of IEP students who are achieving below proficient on the reading state assessments by 10% annually> Decrease the number of IEP students who are achieving below proficient on the math state assessments by 10% annually> Utilize a collaborative team process to determine appropriate educational programs in special education

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.

The Director and a coordinator are paid through a purchased service contract with the ESC

Budget Highlights

69

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 2,016,262$ 1,953,599$ 2,005,302$ 3%Benefits 710,747 712,801 779,402 9%Purchased Services 1,228,400 1,598,690 1,885,523 18%Supplies & Materials 342,691 380,601 371,398 -2%Capital Outlay 93,407 52,578 49,250 -6%Miscellaneous 2,567 594 1,500 153%Total 4,394,074$ 4,698,863$ 5,092,375$ 8%

2011-12 Actual

2012-13 Actual


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 2.00 0.50 0.50 0.00Custodian - Admin/Trans 1.25 1.25 1.25 0.00Secretary 2.00 2.00 2.00 0.00

Total FTE 33.25 31.75 31.75 0.00

> Conduct quarterly budget review meetings to evaluate if individual department expenditures are meeting identified targets> Implement years 1 and 2 of the new 5 year capital improvement plan> Continue to monitor and assess energy needs for a future house bill 264 project

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

70

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Salaries 2,394,227$ 2,345,807$ 2,395,851$ 2%Benefits 843,982 855,904 938,946 10%Purchased Services 116,538 234,640 249,600 6%Supplies & Materials 666,403 673,776 670,750 0%Capital Outlay 2,123 2,349 3,500 49%Miscellaneous - - - Total 4,023,273$ 4,112,476$ 4,258,647$ 4%

2011-12 Actual

2012-13 Actual


Full Time Equivalent Staff:Director 1.00 1.00 1.00 0.00Mechanic 3.00 3.00 3.00 0.00Bus Drivers 46.01 48.21 48.21 0.00Clerical 2.00 2.00 2.00 0.00

Total FTE 52.01 54.21 54.21 0.00

> Continue to provide safe and reliable transportation for students> Reduce bullying instances on school buses> Implement new digital radio system and GPS system to improve communications with buildings and parents.

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.

The total budget for the Transportation Department is $4.2 million, which represents an increase of 4%. A slight increase was budgeted for fuel as well as an increase in salary and benefits due to negotiated agreements.

71

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

SalariesTeacher Substitutes 3,986 - - Classified Substitutes 184,225 181,805 187,900 3%Termination Benefits 2,276,698 1,732,034 1,743,944 1%Performance Stipends 229,291 211,570 214,522 1%Longevity Stipends 44,760 55,091 53,126 -4%Classified Extratime/Other 39,237 20,340 24,898 22% Total Salaries 2,778,197 2,200,840 2,224,390 1%

Benefits 979,334 803,011 871,749 9%Other Uses 1,541,825 1,256,047 1,101,619 -12%

Total 5,299,356$ 4,259,898$ 4,197,758$ -1%

> Other uses for 2013 included a $180,000 advance to the federal grant funds that is not currently anticipated in 2014

Unassigned Expenditures

Unassigned expenditures include 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 remain constant in 2014.

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

72

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues

General Property Tax 5,743,031$ 5,828,924$ 5,987,365$ 2.7%Tangible Property Tax 137,471 147,763 148,000 0.2%Intergovernmental:

Homestead & Rollback 714,715 709,389 710,000 0.1%Tangible Tax Loss Reimbursement 214,655 132,301 40,000 -69.8%Federal Restricted 153,924 83,847 80,050 -4.5%

Total Revenues 6,963,796$ 6,902,224$ 6,965,415$ 0.9%

Expenditures

Auditor & Treasurer Fees 96,895$ 99,368$ 120,000$ 20.8%Principal 6,231,000 14,487,000 4,402,905 -69.6%Interest 2,084,786 1,789,597 3,548,109 98.3%

Total Expenditures 8,412,681$ 16,375,965$ 8,071,014$ -50.7%

Other Financing Sources (Uses)Sale of Bonds -$ 9,965,000$ -$ 0.0%Premium on Sale of Bonds - 475,892 - 0.0%Issuance Costs - (421,332) - 0.0%Transfers In 1,051,125 1,076,047 1,101,619 2.4%

Total Other Financing Sources (Uses) 1,051,125$ 11,095,607$ 1,101,619$ -90.1%

Net Change in Fund Balance (397,760)$ 1,621,866$ (3,980)$ Beginning Fund Balance 2,552,617$ 2,154,857$ 3,776,723$ Ending Fund Balance 2,154,857$ 3,776,723$ 3,772,743$

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.

Voters approved a new $40 million capital improvement bond levy in November 2012, and the District took advantage of issuing a Bond Anticipation Note to make the transaction Bank Qualified, saving taxpayers $1.3 million over the life of the bonds. The Bond anticipation note was issued and paid off during FY13, which explains the large increase in principal payments and other financing sources in FY13. For FY14, millage on property taxes will remain at 3.8 mills, thereby holding tax revenues constant in order to pay down the newly issued debt. The tangible tax reimbursement decrease is due to the District making final payment on the 2002 Refunding issue, so that levy is no longer in effect. 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 next page for schedules and funding requirements.

Debt Service Fund

74

FY Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest

2014 4,402,905 3,548,109 915,000 388,663 243,905 430,845 65,000 347,313 2,270,000 439,575 50,000 263,125 1,101,601 - 334,368 245,000 5,145 154,000 57,680 460,000 179,794 2015 4,582,624 3,128,509 950,000 351,363 221,090 458,660 880,000 337,700 121,534 404,741 675,000 255,875 1,070,000 838,500 - 270,500 160,000 50,992 505,000 160,178 2016 5,086,604 2,724,985 990,000 312,562 505,000 159,650 895,000 317,713 99,604 421,671 690,000 242,225 1,140,000 819,250 - 270,500 167,000 44,027 600,000 137,387 2017 5,188,084 2,639,868 1,025,000 264,575 530,000 134,975 920,000 288,125 83,854 442,421 645,230 288,896 1,190,000 801,775 - 270,500 174,000 36,764 620,000 111,837 2018 4,463,257 3,456,324 1,085,000 214,688 555,000 109,300 166,504 1,058,221 370,000 143,505 174,753 763,172 1,255,000 783,438 - 270,500 182,000 29,181 675,000 84,319 2019 5,527,482 2,468,262 1,125,000 170,487 580,000 86,600 457,482 760,681 390,000 127,448 715,000 213,988 1,325,000 764,087 - 270,500 190,000 21,257 745,000 53,214 2020 6,253,000 1,772,460 1,170,000 124,588 600,000 63,000 970,000 237,200 400,000 110,560 735,000 194,944 1,370,000 740,450 - 270,500 198,000 12,993 810,000 18,225 2021 5,206,000 1,571,213 1,220,000 76,787 625,000 38,500 1,005,000 197,700 420,000 92,825 755,000 173,513 975,000 717,000 - 270,500 206,000 4,388 2022 5,185,000 1,387,654 1,270,000 26,194 650,000 13,000 1,045,000 156,700 440,000 74,010 780,000 150,000 1,000,000 697,250 - 270,500 2023 4,650,000 1,205,157 1,090,000 114,000 460,000 54,095 800,000 125,312 2,300,000 641,250 - 270,500 2024 4,815,000 1,019,936 1,130,000 69,600 480,000 33,180 830,000 98,906 2,375,000 547,750 - 270,500 2025 5,000,000 819,750 1,175,000 23,500 500,000 11,250 850,000 63,750 2,475,000 450,750 - 270,500 2026 5,150,000 628,500 850,000 21,250 4,300,000 336,750 - 270,500 2027 5,275,000 437,250 5,275,000 166,750 - 270,500 2028 5,500,000 237,000 1,225,000 30,625 4,275,000 206,375 2029 5,690,000 71,125 5,690,000 71,125

TOTAL 81,974,956 27,116,100 9,750,000 1,929,907 4,509,995 1,494,530 9,798,986 3,908,451 - - 6,034,992 2,355,281 8,549,983 2,854,956 27,275,000 9,437,226 9,965,000 4,128,368 245,000 5,145 1,431,000 257,282 - - 4,415,000 744,954

CYEstimated

Growth

2013 0.00%

2014 0.50%2015 0.80%2016 0.80%2017 0.80%2018 1.00%2019 0.00%2020 0.00%2021 1.00%2022 1.00%2023 1.00%2024 1.00%2025 1.00%2026 1.00%2027 1.00%2028 1.00%

1,938,468,630 5,831,750 3.01

3.797,054,097

6,880,212

5,945,692

2.99

Bond Levy Supported Debt General Fund Supported Debt

3.55

5,817,750

5,929,6225,925,2505,864,250

Estimated Required Millage

3.79

Worthington Debt Schedule By Fiscal Year D

ebt S

ervice Fu

nd

Statistics an

d R

elated In

form

ation

3.02

Generally, in order for a school district to issue debt, a bond levy must be passed by the voters authorizing enough tax revenue to be collected to pay back that debt with interest over a period of years. While that levy may be advertised as a millage amount, the millage is based on the total value of property at that time. Each year, the county auditor then adjusts the millage based on updated property values so that enough tax is collected to pay back the principal and interest that is due that year. Districts do have the ability to issue debt up to 0.10% of assessed value without voter approval, although Worthington has no such debt. The chart to the left represents the most recent schedule of debt and related property values, illustrating the estimated required millage amount until all debt is paid off. It is listed by fiscal year for comparison, however the county certifies rates and values on a calendar/collection year basis.

3.143.113.083.05

Debt Service Requirement6,402,623

7,073,447 3.806,654,0366,664,615

3.79

3.79

3.57

1,803,067,0941,813,872,0191,824,763,383

2013 B GO Bonds

6,919,7146,961,6396,999,062

3.793.79

2010 Const & Refunding2002 Refunding 2000 COPS99 Energy Consv2007A GO Bond 2007B GO Bonds 2005 Airport2013 A GO Bonds

1,880,484,751

1,838,486,5031,838,486,5031,852,346,8531,866,345,808

2007 COPS2009 MAY GO BOND 2008 Const & Refunding

The 2013A, and the 2013B general obligation bonds were issued for $37.2 million bond issue approved by voters in November 2012 to finance capital improvements such as technology and bus upgrades, various maintenance improvements, and equipment replacement. The 2007A, 2007B, 2009 May, a portion of the 2008 Construction bonds, and the 2010 bonds were all part issuances of the $37.5 million bond issue approved by voters in 2006 to finance capital improvements such as technology and bus upgrades, various maintenance improvements, and equipment replacement. The 2002 refunding and a portion of the 2008 refunding were issued to take advantage of more favorable interest rates to retire previous general obligation debt. The four issuances in the box on the right are retired with operating dollars and each year, equal the transfer from the general fund to the debt service fund. The first two, the 99 Energy conservation notes and the 2005 Airport Authority Note were issued to in relation to HB 264 projects in which various controls and mechanical improvements are paid for up front through debt issuance and then related debt is then paid back through the cost savings from decreased energy consumption. The certificates of participation represent a financing arrangement for the WEC Administration Building, similar to a lease arrangement.

Totals

1,894,765,0841,909,188,2211,923,755,589

1,953,328,802 5,832,250

Worthington Schedule of Debt Requirements

Estimated Assessed Value

1,785,681,770

1,792,347,922

1,838,486,503

75



76

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Miscellaneous 47,468 - - 0.0%

Total Revenues 47,468$ -$ -$

Expenditures:

Purchased Services 49,264 41,471 500,000 1105.7%Supplies - - - Capital Outlay 321,492 (2,562) 1,200,000 46938.4%

Total Expenditures 370,756$ 38,909$ 1,700,000$ 4269.2%

Other Financing Sources (Uses):

Sale of Assets 71,429 71,429 - -100.0%

Total Other Financing Sources (Uses 71,429$ 71,429$ -$ -100.0%

Net Change in Fund Balance (251,859) 32,520 (1,700,000) Beginning Fund Balance 2,553,508 2,301,649 2,334,169 Ending Fund Balance 2,301,649$ 2,334,169$ 634,169$

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 in 2014 and beyond as the District has no PI Levy in effect. Past revenue of $71,429 was a five year installment sale of land to the City of Worthington and last payment occurred FY13.

Although no major projects or expenditures are known at this time for 2014 other than warehouse rental expense, $1.7 million is appropriated for various potential energy efficiency upgrades and repairs, equipment, and other potential improvements. Any major project would follow all applicable bidding requirements and be approved by the Board of Education.

77

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Interest 30,794$ 40,565$ 75,000$ 84.9%Miscellaneous 100,234 - - 0.0%

Total Revenues 131,028$ 40,565$ 75,000$

Expenditures:

Salaries - - - 0.0%Benefits - - - 0.0%Purchased Services 1,362,599 984,965 4,563,763 363.3%Supplies 35,426 20,788 317,885 1429.2%Capital Outlay 3,068,195 4,844,578 6,750,588 39.3%Miscellaneous

Total Expenditures 4,466,220$ 5,850,331$ 11,632,236$ 98.8%


Sale of Bonds - 40,000,000 - -100.0%Transfer Out (1,191,275) - -100.0%

Total Other Financing Sources (Uses -$ 38,808,725$ -$

Net Change in Fund Balance (4,335,192) 32,998,959 (11,557,236) -135.0%Beginning Fund Balance 6,951,758 2,616,566 35,615,525 1261.2%Ending Fund Balance 2,616,566$ 35,615,525$ 24,058,289$ -32.4%

Approved &

Issued

Expended &

Encumbered Remaining

Buses 2,276,222$ 397,592$ 1,878,630$ Technology 10,512,120 1,575,984 8,936,136 Maintenance 22,149,121 2,591,788 19,557,333 Equipment 2,562,537 295,953 2,266,584 Contingency & Interest 2,532,734 - 2,532,734

Subtotal 40,032,734$ 4,861,317$ 35,171,417$

Remaining 2006 Bond Issue proceeds 444,108$ Total Available Fund Balance 35,615,525$

For a complete listing of projects that have been funded with the above issue, please view our website at www.worthington.k12.oh.us/financial_stewardship.php.

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

78

Total 2013 2014 2015 2016 2017

Buses 2,276,222$ 414,000$ 509,232$ 437,090$ 450,200$ 465,700$ Technology 10,512,120 2,978,000 2,136,000 2,715,000 2,067,120 616,000 Maintenance 22,149,121 4,613,970 4,335,000 4,421,700 4,510,134 4,268,317 Equipment 2,562,537 500,000 500,000 500,000 500,000 562,537 Contingency 2,500,000 - - - - -

TOTALS 40,000,000$ 8,505,970$ 7,480,232$ 8,073,790$ 7,527,454$ 5,912,554$

Transportation

Technology

Maintenance

Equipment

Impact on the General Operating Fund

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 last year. 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 and we are embarking on the first year of a 5 year plan, management is always looking ahead toward the future. The chart on page 75 illustrates millage requirements based on the District's current outstanding debt obligations. As you can see, beginning in 2019, required millage begins to decrease. At that point, the District is projected to 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. In addition, a portion of the old bond proceeds is being used to upgrade bus radios to digital frequencies which will also allow management to track the entire fleet through GPS.

The technology director and committee collected information based on staff input and a review of past expenditures. Needs were grouped into two categories: access and infrastructure. Access included an increase in bandwidth needs and was funded in FY13. For FY14, the District is planning on continuing to expand wireless access as well as associated ports and switches. Infrastructure needs includes replacing servers, printers, and laptops, as well as expanding the Project Lead the Way engineering labs and video production labs. We are also focusing on ensuring equity in technology across all buildings. On the next page is the main 5 year technology plan, which will be flexible as the district will pilot small projects and evaluate them before expanding district wide.

The facility study completed last year identified an extensive list of infrastructure improvements. Projects were prioritized and grouped into categories and will be funded over a 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 new roofing at TWHS, security cameras at WKHS, enhanced exterior security devices and locks, restoration of the outdoor education facility in partnership with the City, a new family resource center for registration at the central office, and an enhanced parking lot and parent drop off loop at Wilson Hill Elementary to ease congestion. All of these projects are 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.

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.

Passage of the bond issue in November 2012 significantly impacted general fund operations in two main ways. First, it allows us to hold constant operating budgets for repairs and maintenance as well as capital outlay. Without the bond issue, the operating fund would have to replace buses each year, replace technology to meet new online testing requirements, and fund several million dollars of routine repairs and maintenance. In addition, by upgrading infrastructure and equipment rather than just repairing the old items, the District will experience cost savings on utilities and fuel efficiency.

79

Technology Capital Improvement Plan

Project Description CostHS Athletic Wireless 50,000$ Bandwidth Equipment 200,000$ Switches/Routers/Other Server Equipment 1,428,000$ Management laptops 200,000$ Food Service workstations 100,000$ Printers 400,000$ Smartboards 600,000$

2,978,000$

Project Description CostProject Lead the Way Engineering Labs 198,000$ Business/Multimedia/Programming Labs 216,000$ Servers year 6 end 420,000$ HS Video labs 202,000$ Smartboards 300,000$ Elementary laptops 600,000$ Video streaming equipment 200,000$

2,136,000$

Project Description CostElem Replacement $2,000,000Management $215,000Smartboards $300,000Video streaming equipment $200,000

$2,715,000

Project Description CostSecondary Replacement 1,435,000$ Smartboards 308,120$ Secondary laptops 324,000$

2,067,120$

Project Description CostProject Lead the Way Engineering Labs 198,000.00$ Business Multimedia 216,000.00$ HS Video Labs 202,000.00$

616,000.00$

Grand Total 10,512,120.00$

2013

2014

2015

2016

2017

80

Building Project Description CostWilson Hill Repaving Parking Lot and Entrance 298,800 Outdoor Education Building Improvements Including Roof, Doors and HVAC 163,200 Thomas Worthington High School Roofing 1,357,330 All School Buildings Exterior Door Security with Camera and Buzz-in 500,000 Various Exterior Tuckpointing and Paint 630,240 Colonial Hills Elementary Carpet Replacement 90,000 Bluffsview Elementary Replace Chiller $144,000Thomas Worthington High School Various HVAC Projects $91,200Kilbourne Middle School Various HVAC Projects $1,324,800Linworth Alternative Add Computer Split/System $14,400Total Year 1 Planned Projects 4,613,970

Building Project Description CostThomas Worthington High School Add Boiler Room Pump VFD 12,000 High Schools Aux Gymnasium Floor Replacement 288,000 Various Schools Carpet Replacement 504,000 Phoenix Middle School Ceiling Tile Replacement 192,000 Liberty Elementary School Chilled Water Pump 8,400 Various Schools Floor Replacement/Remediation 1,362,000 Various Schools Interior Painting 1,454,600 Middle Schools Outside storage building 144,000 Colonial Hills Elementary Ravine Culvert 42,000 Worthington Kilbourne High School Ravine Soils Stabilization 54,000 Various Buildings Replace Air Compressor 24,000 McCord Middle School Replace Boiler Expansion Tank 6,000 Wilson Hill Elementary Replace Classroom Window Coverings 14,400 Various Buildings Replace Combustion Air Unit - Boiler Room 40,800 Worthington Kilbourne High School Replace Goal Posts on Fields 60,000 Linworth Alternative Replace Tin Ceiling 43,200 Kingsmill Roofing 150,600 Total Year 2 Planned Projects 4,400,000

Maintenance Capital Improvement Plan

2014

2013

81

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Interest Income 240 393 125 -68.19%Food Service Sales 1,834,076 1,709,349 1,700,000 -0.5%Intergovernmental 1,056,096 1,152,171 1,231,249 6.9%Miscellaneous 100 - - 0.0%

Total Revenues 2,890,512$ 2,861,913$ 2,931,374$ 2.4%

Expenditures:

Salaries 1,270,975 1,165,615 1,189,825 2.1%Benefits 712,319 655,697 710,444 8.3%Purchased Services 27,607 24,439 28,500 16.6%Supplies 1,000,065 951,747 977,605 2.7%Capital Outlay 602 - - 0.0%Miscellaneous 206 - - 0.0%


Net Change in Fund Balance (121,262) 64,415 25,000 Beginning Fund Balance 191,178 69,916 134,331 Ending Fund Balance 69,916$ 134,331$ 159,331$

> Encourage students to form healthy eating habits by providing healthy, nutritious meals in a pleasant cafeteria setting> Follow the guidelines of the Ohio Department of Education National School Lunch Program> Provide meals in the most cost-effective way possible, continually looking to reduce waste.

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 748,000 meals last year, with almost 54% of those that were free or reduced price for disadvantaged children.

Food Service Fund

The revenue increase is a result of free and reduced reimbursement from the federal government due to a growing number of eligible students residing in the District and participating in the program. Appropriations were increased in order to meet expected increases in salaries, benefits and food costs. The food service department is also offering a summer feeding program for all eligible children at Slate Hill Elementary and the entire cost will be reimbursed by the federal government.

Goals

82

Revenues

Expenditures

Food supplies are the other major expenditure category. The District purchases food off various competitively bid contracts through alliances to keep costs as low as possible. The 2014 budget allows for a 2-3% inflationary increase, 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 2014. 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 lunches to economically disadvantaged children. These revenues are expected to increase slightly due to increases in 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, 23.88 workers, and 0.95 clerical FTE. Benefits are projected to increase 8% mainly due to a projected increase in health insurance preimiums of 13% January 2014.

$400,000

$600,000

$800,000

$1,000,000

2011 2012 2013 2014

Sales

Elementary

Middle

High

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

2009 2010 2011 2012 2013 2014

Free & Reduced Meals Served

Reduced

Free

83

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Interest Income 28 107 100 -6.5%Miscellaneous 5,966 2,650 2,700 1.9%

Total Revenues 5,994$ 2,757$ 2,800$ 1.6%

Expenditures:

Miscellaneous 12,150 7,400 12,000 62.2%

Total Expenditures 12,150$ 7,400$ 12,000$ 62.2%

Net Change in Fund Balance (6,156) (4,643) (9,200) Beginning Fund Balance 48,687 42,531 37,888 Ending Fund Balance 42,531$ 37,888$ 28,688$

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 2014 budget is $12,000. Amounts will be used to fund community scholarships.

Other Local Sources Fund

84

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Student Fees 381,696 367,164 383,332 4.4%

Total Revenues 381,696$ 367,164$ 383,332$ 4.4%

Expenditures:

Supplies 423,544 398,063 517,041 29.9%



The proposed 2014 budget is $517,041 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 2013 with the exception of the middle school fee going down from 38.40 to 30.00. In addition, the District will allow fees to be paid online beginning in 2014.

85

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Fees 110,155 113,028 111,657 -1.2%Rentals 282,504 313,695 300,000 -4.4%Miscellaneous 11,624 20,719 17,900 -13.6%

Total Revenues 404,283$ 447,442$ 429,557$ -4.0%

Expenditures:

Salaries 25,118 39,068 39,696 1.6%Benefits 4,563 8,808 8,152 -7.4%Purchased Services 143,230 64,860 752,960 1060.9%Supplies 83,685 44,948 106,100 136.1%Capital Outlay 57,931 (5,123) 780,000 -15325.5%Miscellaneous - - -

Total Expenditures 314,527$ 152,561$ 1,686,908$ 1005.7%

Net Change in Fund Balance 89,756 294,881 (1,257,351) Beginning Fund Balance 1,411,879 1,501,635 1,796,516 Ending Fund Balance 1,501,635$ 1,796,516$ 539,165$

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 $1.3 million of the cash balance is related to facility rental fees collected over the years. Approximately $1 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

86

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Tuition, Charges, and Fees 111,009 97,708 101,143 3.5%Donations and Other 394,447 380,355 321,885 -15.4%

Total Revenues 505,456$ 478,063$ 423,028$ -11.5%

Expenditures:

Salaries 9,362 2,834 13,371 371.8%Benefits 2,090 454 2,160 375.8%Purchased Services 256,407 1,704,269 580,201 -66.0%Supplies 135,404 140,699 237,618 68.9%Capital Outlay 61,063 80,149 127,645 59.3%Miscellaneous 18,111 11,639 6,500 -44.2%

Total Expenditures 482,437$ 1,940,044$ 967,495$ -50.1%


Transfers In - 1,191,275 - -100.0%

Total Other Financing Sources (Uses -$ 1,191,275$ -$

Net Change in Fund Balance 23,019 (270,706) (544,467) Beginning Fund Balance 895,282 918,301 647,595 Ending Fund Balance 918,301$ 647,595$ 103,128$

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. Leasing the District's towers to cellular companies generates approximately $95,000 annually, and current fund balance of $1,500,000 has been appropriated to purchase new fiber technology for the District

Public School Support Fund

87

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Local Grants - 17,600 - 0.0%

Total Revenues -$ 17,600$ -$ -100.0%

Expenditures:

Salaries 400 - 5,000 100.0%Benefits 64 - 807 100.0%Purchased Services 3,016 14,087 10,977 -22.1%Supplies 2,128 2,563 8,455 229.9%Capital Outlay 6,707 - 5,537 10.0%Miscellaneous 10 - - 0.0%


Net Change in Fund Balance (12,325) 950 (30,776) Beginning Fund Balance 42,151 29,826 30,776 Ending Fund Balance 29,826$ 30,776$ -$

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 2014 budget includes the remaining balances of STEM and Project More grants as well as the Jenning Foundation grant for WKHS IB training. No new local grants are known or anticipated at this time.

Other Local Grants Fund

88

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Admissions/Entry Fees 543,667 538,470 523,335 -2.81%Participation Dues and Fees 141,194 131,195 127,500 -2.8%Other 30,837 26,679 23,476 -12.0%

Total Revenues 715,698$ 696,344$ 674,311$ -3.2%

Expenditures:

Salaries 73,107 74,002 51,515 -30.4%Benefits 29,833 31,747 8,357 -73.7%Purchased Services 188,844 267,117 391,647 46.6%Supplies 116,365 206,141 293,121 42.2%Capital Outlay 53,693 39,818 70,867 78.0%Miscellaneous (Dues & Fees) 284,712 77,962 46,505 -40.3%



Advances In 4,000 2,000 - Advances Out - (4,000) (2,000)

Total Other Financing Sources (Uses 4,000$ (2,000)$ (2,000)$


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.

Admissions/Entry fee revenue and participation fee revenue are budgeted to remain steady.

Salaries and Benefits represent the cost of employees working at athletic events during the year.

89

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Intergovernmental 822,335 828,279 825,000 -0.40%Interest - 1,013 865 -14.61%

Total Revenues 822,335$ 829,292$ 825,865$ -0.4%

Expenditures:

Salaries 235,875 206,901 228,704 10.5%Benefits 66,675 60,023 52,946 -11.8%Purchased Services 133,550 172,295 242,410 40.7%Supplies 227,937 298,313 284,711 -4.6%Capital Outlay 41,298 192,077 58,575 -69.5%Miscellaneous - 66,111 30,300 100.0%

Total Expenditures 705,335$ 995,720$ 897,646$ -9.8%

Net Change in Fund Balance 117,000 (166,428) (71,781) Beginning Fund Balance 121,209 238,209 71,781 Ending Fund Balance 238,209$ 71,781$ -$

Auxiliary Services Fund

Funds are allocated based on pupil enrollment, with discretion given to each building's administration on how to best use them. Current allocation is expected to remain constant.

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 FY14 budget year, these include St. Michaels, Worthington Christian, Smokey Row Children's Center, Grace Brethren, and Worthington Adventist Academy, the same schools as in the current year.

90

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Intergovernmental - - - 0.0%

Total Revenues -$ -$ -$ 0.0%

Expenditures:

Purchased Services 4,616 - - 0.0%

Total Expenditures 4,616$ -$ -$ 0.0%

Net Change in Fund Balance (4,616) - - Beginning Fund Balance 4,616 - - Ending Fund Balance -$ -$ -$

The EMIS fund used to account for state funds that are provided to help offset the costs of operating the student information system. These funds were eliminated in 2011

Management Information Systems (EMIS) Fund

91

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Intergovernmental 32,400 32,400 32,400 0.0%

Total Revenues 32,400$ 32,400$ 32,400$ 0.0%

Expenditures:

Purchased Services 15,131 49,669 32,400 -34.8%


Net Change in Fund Balance 17,269 (17,269) - 0.0%Beginning Fund Balance - 17,269 - 0.0%Ending Fund Balance 17,269$ -$ -$ 0.0%

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.

92

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Tuition and Charges -$ -$ -$ Intergovernmental 27,187 36,950 116,663 215.7%

Total Revenues 27,187$ 36,950$ 116,663$ 215.7%

Expenditures:

Salaries 25,350 23,212 72,283 211.4%Benefits 4,901 3,748 5,003 33.5%Purchased Services 3,461 1,425 9,309 553.3%Supplies (550) 30,043 4,997 -83.4%Capital Outlay - - -



Advances In 8,000 27,000 - Advances Out (4,000) (8,000) (27,000) 0.0%

Total Other Financing Sources (Uses) 4,000$ 19,000$ (27,000)$ -242.1%

Net Change in Fund Balance (1,975) (2,478) (1,929) -22.2%Beginning Fund Balance 6,382 4,407 1,929 -56.2%Ending Fund Balance 4,407$ 1,929$ -$ -100.0%

The Early Literacy Grant, otherwise known as the Third Grade Guarantee Grant, was awarded in the amountof $81,800 and will be used to fund supplementals and supplies for an intensive summer interventionprogram to ensure all third grade students are caught up to the appropriate levels.

The School Psychologist Intern Grant was awarded at $25,000 and will pay salary and benefits of the District's intern, consistent with prior years.

Other Miscellaneous State Grant Funds

This fund is used to account for various minor state grants that are periodically awarded and not classified elsewhere. The main new grant is the Early Literacy Reading Readiness Grant, which the State has awarded to ensure all third grade students are proficient in reading. The other grant is the Psychologist Intern grant, in which the state pays the cost of an intern to work in the District.

93

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Intergovernmental 746,555 - -$ 100.0%

Total Revenues 746,555$ -$ -$ 100.0%

Expenditures:

Salaries 553,905 - - 100.0%Benefits 192,650 - - 100.0%

Total Expenditures 746,555$ -$ -$ 100.0%

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

Education Jobs Fund

The Education Jobs Fund was included as part of federal legislation passed on August 10, 2010 to provide funding to states to save education jobs. We received $746,555 and the funds were used to offset the loss of State Fiscal Stabilization funds received in 2011. Ten FTE were paid from these funds.

94

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Intergovernmental 104,304 335,683 300,078 -10.6%

Total Revenues 104,304$ 335,683$ 300,078$ -10.6%

Expenditures:

Salaries 86,557 101,464 103,769 2.3%Benefits 18,056 22,310 23,547 5.5%Purchased Services 84,167 124,773 121,162 -2.9%Supplies 16,028 (14) 5,505 39421.4%Capital Outlay - 16,457 14,681 100.0%Miscellaneous 848 - - 0.0%



Advances In 102,700 33,000 - Advances Out (1,000) (102,700) (33,000)


Net Change in Fund Balance 348 993 (1,586) Beginning Fund Balance 245 593 1,586 Ending Fund Balance 593$ 1,586$ -$

Race To The Top Fund

The Race to the Top Fund is a competitive grant fund provided under the federal ARRA program. It is designed to encourage creating the conditions for education innovation and reform that will improve student outcomes. Worthington was awarded approximately $500,000 to be received over a 4 year period beginning FY11. Funds will be used to increase student achievement and decrease performance gaps through implementing new standards of assessment and improving teacher quality.

95

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Intergovernmental 2,171,159 1,873,970 1,933,685 3.2%Intergovernmental - Stimulus - - -

Total Revenues 2,171,159$ 1,873,970$ 1,933,685$ 3.2%

Expenditures:

Salaries 1,344,993 1,209,960 1,402,187 15.9%Benefits 428,450 396,838 468,068 17.9%Purchased Services 152,472 60,836 61,748 1.5%Supplies 10,596 2,481 13,125 429.0%Capital Outlay - 6,710 290 100.0%

Expenditures (Stimulus):

Salaries 24,199 - - 0.0%Benefits 16,145 - - 0.0%Purchased Services (11,254) - - 0.0%Supplies - - - 0.0%Capital Outlay - - - 0.0%



Advances In 187,000 - - Advances Out (391,100) (187,000) - Refund of Prior Year Receipt - - -

Total Other Financing Sources (Uses (204,100)$ (187,000)$ -$ -100.0%

Net Change in Fund Balance 1,458 10,145 (11,733) Beginning Fund Balance 130 1,588 11,733 Ending Fund Balance 1,588$ 11,733$ -$

Budget Highlights> 19 FTE teachers and aides are budgeted to be paid out of this fund, consistent with prior year>The actual 2014 allocation is projected to remain the same. Increase in 2014 revenue is related to carryover of the 2013 award to be received in 2014

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.

96

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Intergovernmental 76,568 20,573 57,607 180%

Total Revenues 76,568$ 20,573$ 57,607$ 180%

Expenditures:

Salaries 4,098 2,000 2,000 0%Benefits 323 323 640 98%Purchased Services 13,308 13,191 23,000 74%Supplies 28,025 23,576 13,450 -43%Capital Outlay - - - 0%

Total Expenditures 45,754$ 39,090$ 39,090$ 0%


Advances In - 34,000 - Advances Out (30,900) - (34,000)

Total Other Financing Sources (Uses (30,900)$ 34,000$ (34,000)$

Net Change in Fund Balance (86) 15,483 (15,483) Beginning Fund Balance 86 - 15,483 Ending Fund Balance -$ 15,483$ -$

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.

The increase of 2014 revenues is due to the timing of receipts. The monies spent in 2013 will be reimbursed in 2014 by the grant.

97

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Intergovernmental 7,145 4,646 - -100.0%

Total Revenues 7,145$ 4,646$ -$ -100.0%

Expenditures:

Salaries - 4,000 - 100.0%Benefits - 646 - 100.0%Purchased Services 2,600 - -100.0%Supplies - - - 100.0%Capital Outlay 1,811 - -

Total Expenditures 4,411$ 4,646$ -$ -100.0%


Advances In - - - Advances Out (2,800) - -

Total Other Financing Sources (Uses (2,800)$ -$ -$

Net Change in Fund Balance (66) - - Beginning Fund Balance 66 - - Ending Fund Balance -$ -$ -$

Title II-D Technology Grant Fund

This federal grant fund is used to account for resources and expenditures related to the Enhancing Educational Through Technology Program, which is designed to integrate technology in the classroom and to assist students to become technologically literate. The grant was not funded for 2013 and the revenue is left over from the 2012 allocation. There is no anticipated revenues in 2014 or beyond at this time.

98

2011-12 Actual 2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:


Total Revenues 89,299$ 186,486$ 105,754$ -43.3%

Expenditures:

Salaries 45,989 46,256 45,209 -2.3%Benefits 36,935 26,964 34,686 28.6%Purchased Services - 37,233 3,767 100.0%Supplies 12,690 62,209 11,414 -81.7%Capital Outlay - 4,877 2,123 -56.5%



Advances In 18,000 10,000 - -100.0%Advances Out (11,200) (18,000) (10,000) -44.4%

Total Other Financing Sources (Uses) 6,800$ (8,000)$ (10,000)$ 25.0%

Net Change in Fund Balance 485 947 (1,445) Beginning Fund Balance 13 498 1,445 Ending Fund Balance 498$ 1,445$ -$

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.

2014 Budget highlights include 1.5 FTE bilingual assistance aides' salaries and benefits as well as supplies and services related to the ELL program. This grant, along with Title I and Title IIA are experiencing an approximate 5 to 10% reduction due to federal sequestration.

99

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Intergovernmental 929,986 1,202,505 1,136,554 -5.48%Intergovernmental - Stimulus 56,391 - -

Total Revenues 986,377$ 1,202,505$ 1,136,554$ -5.5%

Expenditures:

Salaries 723,382 780,859 774,147 -0.9%Benefits 238,557 259,943 323,568 24.5%Purchased Services 27,206 840 7,010 100.0%Supplies 65,078 26,559 20,956 -21.1%Capital Outlay 11,495 8,246 4,378 -46.9%


Salaries 19,760 - - 100.0%Benefits 4,108 - - 100.0%Purchased Services - - - 0.0%Supplies (223) - - 0.0%Capital Outlay 12,683 - - 0.0%




Total Other Financing Sources (Uses 110,800$ (126,000)$ (7,000)$ -94.4%

Net Change in Fund Balance (4,869) 58 (505) Beginning Fund Balance 5,316 447 505 Ending Fund Balance 447$ 505$ -$

Budget Highlights> 9 FTE teachers and 3 FTE coaches are budgeted to be paid out of this fundDepending on final allocations, it is expected that 4 FTE will need moved to the General Fund> Supplies include intervention materials including reading materials for low income students>This grant as well as Title III and Title IIA are experiencing a 5 to 10% reductionin allocation due to federal sequestration

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

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Intergovernmental 1,492 - -


Expenditures:

Salaries - - - Benefits - - - Purchased Services - - - Supplies - - - Capital Outlay - - - Miscellaneous 129 - -

Total Expenditures 129$ -$ -$



Total Other Financing Sources (Uses (1,400)$ -$ -$

Net Change in Fund Balance (37) - - Beginning Fund Balance 37 - - Ending Fund Balance -$ -$ -$

Title IV Safe and Drug Free Schools Grant Fund

This federal grant program was designed to help provide drug education and prevention activities in both the school and the community and was eliminated in 2011.

101

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:


Total Revenues 18,648$ 30,244$ 28,700$ -5.1%

Expenditures:

Salaries 13,432 19,049 20,668 8.5%Benefits 6,335 8,827 8,464 -4.1%


Salaries - - Benefits - - Purchased Services - - - Supplies 4,496 - - Capital Outlay 2,519 - -



Advances In 2,000 - - Advances Out (900) (2,000) - -100.0%

Total Other Financing Sources (Uses 1,100$ (2,000)$ -$ -100.0%

Net Change in Fund Balance (7,034) 368 (432) Beginning Fund Balance 7,098 64 432 Ending Fund Balance 64$ 432$ -$

> 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. For fiscal years 2010 and 2011, the American Recovery and Reinvestment Act provided additional funds that are accounted for in this fund, but broken out for illustrative purposes.

102

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:


Total Revenues 199,575$ 221,880$ 206,492$ -6.9%

Expenditures:

Salaries 124,734 135,112 147,708 9.3%Benefits 36,749 40,231 36,680 -8.8%Purchased Services 34,578 21,147 9,362 -55.7%Supplies 8,886 321 1,939 504.0%Capital Outlay





Net Change in Fund Balance 28 69 (197) Beginning Fund Balance 100 128 197 Ending Fund Balance 128$ 197$ -$

This grant along with Title III and Title I are experiencing a 5 to 10% reduction in allocation due to federal sequestration.

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.

The 2013 budget includes 1 full time coach and 2 curriculum leaders' extended days salary and benefits. It also includes supplies as well as meeting and conference expenses for professional development.

103

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Intergovernmental 7,740 - -


Expenditures:

Salaries - - - Benefits - - - Purchased Services 358 - - Supplies 2,708 - - Capital Outlay 1,174 - -

Total Expenditures 4,240$ -$ -$



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

Net Change in Fund Balance (2,600) - - Beginning Fund Balance 2,600 - - Ending Fund Balance -$ -$ -$

Other Miscellaneous Federal Grants Fund

This fund consists of other minor miscellaneous federal grants that the District receives. These grants are generally awarded on a year-by-year basis and are difficult to predict. For 2012 this consisted of the Learn and Serve Grant and a USDA grant, however that grant has been eliminated and no known grants are budgeted at this time.

104

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Tuition 885,001$ 946,534$ 946,689$ 0.0%Charges for Services 580,615 538,019 550,000 2.2%

Total Revenues 1,465,616$ 1,484,553$ 1,496,689$

Expenditures:

Salaries 752,217 796,756 839,742 5.4%Benefits 272,703 316,241 351,383 11.1%Purchased Services 136,198 149,907 161,775 7.9%Supplies 287,313 219,238 252,000 14.9%Capital Outlay - 51,182 50,000 100.0%Miscellaneous

Total Expenditures 1,448,431$ 1,533,324$ 1,654,900$

Net Change in Fund Balance 17,185 (48,771) (158,211) Beginning Fund Balance 803,905 821,090 772,319 Ending Fund Balance 821,090$ 772,319$ 614,108$

Budget Highlights

> Purchased services and supplies are all related to copy center and include toner, ink, paper, and maintenance agreements

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 2014.> Salaries also include 2 FTE copy center operators.

105

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Charges for Services 535,723 527,665 450,000 -14.7%Investment Income 3,988 3,373 3,500 3.8%

Total Revenues 539,711$ 531,038$ 453,500$ -14.6%

Expenditures:

Salaries 71,327 71,327 75,500 5.9%Benefits 38,027 39,324 42,270 7.5%Third Party Administrator 146,076 100,881 150,000 48.7%Claims 108,738 109,543 250,000 128.2%Stop Loss/Other 36,068 38,744 100,000 158.1%


Net Change in Fund Balance 139,475 171,219 (164,270) Beginning Fund Balance 832,854 972,329 1,143,548 Ending Fund Balance 972,329$ 1,143,548$ 979,278$

Now that the fund has accumulated $1.1 million, or 3 catastrophic claims with stop loss coverage, the ratecharged to the respective funds is set to decrease to 0.6% of covered payroll, down from 0.7% in prior years.This is expected to save taxpayers another $70,000 annually.

Claims are expected to remain approximately $100,000 and stop loss insurance at $38,000. However we havebudgeted additional amounts in case of a large claim.

> Maintain quality programs to reduce claims> Adjust rate to maintain a $1.1 million balance

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.

2013 Goals

106

2011-12 Actual

2012-13 Actual

2013-14 Proposed

Budget % Change

Revenues:

Interest 77 424 500 17.9%Gifts and Contributions 6,050 6,050 6,000 -0.8%

Total Revenues 6,127$ 6,474$ 6,500$

Expenditures:

Scholarships 950 1,200 6,500 441.7%

Total Expenditures 950$ 1,200$ 6,500$ 441.7%

Net Change in Fund Balance 5,177 5,274 - Beginning Fund Balance 162,961 168,138 173,412 Ending Fund Balance 168,138$ 173,412$ 173,412$

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.

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108

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 (2012)

District Comparisons

Residential Effective Millage Rate 2013 Cost Per Pupil 2012

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.

14% 12%12% 11%10% 10%10% 10% 9%

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24%

16%

15%

11%

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47.82

53.75

54.72

54.91

57.19

57.45

59.04

62.71

66.34

Upper Arlington

Olentangy

Worthington

Reynoldsburg

Dublin

Hilliard

Westerville

New Albany

Bexley

$9,599

$10,720

$11,336

$12,138

$12,709

$13,366

$14,347

$15,157

$15,318

Olentangy

Westerville

Hilliard

New Albany

Dublin

Worthington

Bexley

Upper Arlington

Grandview

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Function 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004Governmental Activities Instruction Per Pupil Cost based on Expenses as reported in the Statement of Activities u/a 14,050 14,999 14,197 13,680 13,244 12,459 13,062 11,614 11,671 Support Services Pupil Enrollment (Students) 9,491 9,369 9,098 9,477 9,567 9,586 9,492 9,553 9,619 9,651 Graduation Rate u/a 93.0% 95.0% 95.5% 95.5% 96.8% 96.3% 97.9% 96.6% 97.6% % of Students with Disabilities u/a 11.8% 11.8% 11.0% 11.9% 10.3% 9.7% 9.9% 10.1% 9.3% % of Limited English Proficient Students u/a 5.1% 4.8% 5.2% 5.1% 4.1% 3.8% 3.7% 3.1% 3.2% Instructional Staff IT Work Orders Completed 15,438 8,878 11,699 10,574 7,730 5,877 8,178 5,938 n/a n/a Administration Student Attendance Rate u/a 96.0% 95.8% 95.5% 95.7% 95.7% 95.8% 95.7% 95.8% 95.7% Fiscal and Business Purchase Orders Processed 6,824 6,947 6,988 7,367 7,942 8,689 11,253 15,610 n/a n/a Nonpayroll Checks Issued 10,255 10,459 10,612 11,215 12,052 14,946 12,893 13,301 n/a n/a Maintenance Maintenance Work Orders Completed 2,566 2,766 1,622 2,988 3,717 4,427 5,216 5,589 n/a n/a 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 4,651 4,763 4,797 4,620 4,517 4,800 4,800 5,233 n/a n/a Average Daily Bus Fleet Mileage 4,838 4,504 4,555 4,846 4,866 4,756 4,756 4,756 4,756 4,756 Number of Busses in Fleet 79 83 82 81 80 85 92 86 85 85 Co-Curricular Activities High School Varsity Teams 58 58 58 58 58 58 58 58 58 58 Food Service Meals Served to Students 747,907 621,172 610,051 584,693 542,830 541,049 490,081 468,987 491,305 482,524 % of Total Meals That Were Free Meals 44.8% 37.5% 36.8% 32.9% 29.3% 27.4% 26.3% 21.9% 17.7% 13.8% % of Total Meals That Were Reduced Meals 9.0% 8.2% 6.4% 8.0% 8.8% 8.4% 9.1% 6.9% 6.5% 6.5%

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

Operating Indicators

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Per CapitaPersonal Income (2) Personal Unemployment

Year Population (1) Income (1) Rate (3)

2003 58,687 2,024,408,065 34,495 6.1%

2004 59,063 2,037,378,185 34,495 5.9%

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

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

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

2008 61,153 2,311,828,012 37,804 5.7%

2009 61,492 2,246,671,712 36,536 9.0%

2010 61,549 2,209,116,708 35,892 9.2%

2011 59,374 2,124,223,598 35,777 7.4%

2012 59,529 2,129,769,033 35,777 6.2%

(1) Mid Ohio Regional Planning Commission; American Community Survey (2) Calculated based on Per capita income and population(3) Ohio Bureau of Employment Services, not available for Worthington CSD. Figures presented are for Franklin County

Note: 2012 figure for per capita income represent 2011 amounts as 2012figure were not yet available at the time of this publication

Sources:

Demographic and Economic Statistics

112

Number ofEmployer Nature of Business Employees Rank

Worthington Industries Steel Industry 1,352 1

Worthington School District Education 1,119 2

Liebert Corporation Energy/Power 1,000 3

Anthem Blue Cross Insurance 893 4

Anheuser Busch Production Plant 776 5

Huntington Bank Mortgage/Banking 525 6

Diamond Innovations Diamond Products 369 7

Medvet Medical Center Animal Care 328 8

American Automobile Association Automotive 246 9

The Laurels Healthcare Healthcare 240 10

Total 6,848

Source: Chamber of Commerce and Individual employer records.

Note: Above figures are estimates based on Chamber of Commerce information and employer data provided to the district. Actual information as well as information for 9 years prior was not available. Additionally, total employment of the District or City was not available.

Principal Employers

June 2012

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Percent of Percent ofAssessed Total Assessed Total

Name of Taxpayer Value Assessed Value Name of Taxpayer Value Assessed ValuePublic Utilities Public Utilities

1 Ohio Power Company $29,236,210 1.64% 1 Columbus Souther Power Company $22,884,640 1.33%2 Ohio Bell Telephone Company 11,917,370 0.72%3 Sprintcom Inc 9,001,150 0.32%

Real Estate Real Estate1 Anheuser-Busch Inc. 19,202,160 1.08% 1 Anheuser-Busch, Inc 17,729,950 1.10%2 Worthington Industries 9,324,870 0.52% 2 ASP Boma LLC 11,511,520 0.75%3 IS-CAN Ohio LP 8,548,770 0.48% 3 Eastrich No 167 Corp 11,450,970 0.65%4 EOP - Community Corporate 8,050,010 0.45% 4 Worthington Meadows 10,024,400 0.59%5 Worthington Meadows 7,533,770 0.42% 5 Worthington Industries 8,490,470 0.57%6 Fieldstone Trace Partnership 7,367,500 0.41% 6 Columbus Retail Inc 8,184,160 0.52%7 Stratford Chase 5,250,000 0.29% 7 EOP Community Corporate 8,050,000 0.49%8 Columbus Park Club 5,181,470 0.29% 8 Fieldstone Trace 7,334,260 0.46%9 Columbus Industrial Owner 5,020,770 0.28% 9 Regency Centers LP 7,039,510 0.42%

10 Alexander Square LLC 4,865,000 0.27% 10 Donald R Kenney TR 6,874,010 0.40%

All Others 1,676,101,240 93.86% All Others 1,637,741,330 92.10%

Total Assessed Valuation 1,785,681,770 100.00% 1,778,233,740 100.00%

Source: Office of the Auditor, Franklin County, Ohio

Note: Assessed Values are for the valuation year of 2011 and 2003 respectively.

2013 Collection Year 2004 Collection Year

Top Taxpayers 2012 and 2003

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Collection General Bond Total Franklin City of City of Village of Sharon PerryYear Fund Fund Direct County Worthington Columbus Riverlea Township Township Library

2004 72.49 5.22 77.71 17.64 3.00 3.14 6.00 1.57 20.40 2.202005 79.34 5.22 84.56 18.44 3.00 3.14 6.00 1.57 18.40 2.202006 79.34 3.89 83.23 18.44 3.00 3.14 6.50 1.57 18.40 4.802007 79.34 3.89 83.23 18.44 5.00 3.14 6.50 1.57 21.20 4.802008 79.34 3.89 83.23 18.49 5.00 3.14 6.50 1.57 21.20 4.802009 79.34 3.8 83.14 18.02 5.00 3.14 6.50 1.57 18.10 4.802010 83.24 3.80 87.04 18.07 5.00 3.14 6.50 1.57 18.10 4.802011 84.74 3.80 88.54 18.07 5.00 3.14 7.00 1.57 18.10 4.802012 86.24 3.80 90.04 18.07 5.00 3.14 7.00 1.57 17.67 4.802013 91.14 3.80 94.94 18.47 5.00 3.14 7.65 1.57 16.41 4.80

(Res/Agric) (50.92) (3.80) (54.72) (18.27) (5.00) (3.14) (7.65) (1.57) (16.34) (3.54)(Comm/Ind) (66.14) (3.80) (69.94) (18.42) (5.00) (3.14) (7.65) (1.57) (15.98) (4.60)

Source: County Auditor, Franklin County Ohio

Note: The Worthington City School District consists of the following five taxing districts: City of Worthington, City of Columbus, Village of Riverlea, Perry Township, and Sharon Township

Figures in parentheses reflect "effective" millage for residential/agricultural (upper) and commercial/industrial (lower) for the current collection year only. All other figuresreflect voted millage.

Ohio Revised Code Sections 5705.02 and 5705.07 requires any millage exceeding theunvoted or "inside" millage can only be done by a vote of the people.

Worthington City School District

Property Tax Rates Direct and Overlapping

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2005 2006 2007 2008 2009 2010 2011 2012 2013Official/ Administrative Associate Superintendent 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 Assistant Principal 6.00 6.00 6.00 5.00 5.00 5.00 6.00 6.00 6.00 Principal 18.00 17.00 17.00 17.00 18.00 18.00 18.00 18.00 17.00 Superintendent 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 Supervising/Managing/Directing 4.00 4.00 4.00 5.00 3.00 3.00 2.00 3.00 3.00 Treasurer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Coordinator 9.50 9.50 6.50 6.50 6.50 7.50 7.00 6.00 6.00 Education Administrative Specialist 3.00 3.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Director 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 Other Official/Administrative 2.00 3.00 3.00 2.50 2.50 2.00 2.00 2.00 2.00 Total Official/Administrative 46.50 46.50 42.50 42.00 41.00 41.50 42.00 42.00 40.00Professional - Educational Curriculum Specialist 0.00 0.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Counseling 20.90 20.40 20.40 19.90 20.40 19.40 18.90 19.40 19.40 Librarian/Media 18.00 17.00 16.98 17.00 15.10 16.10 15.00 15.00 15.00 Remedial Specialist 0.00 0.00 14.77 13.67 14.67 15.50 15.50 15.50 15.97 Teacher 648.57 640.90 620.93 630.65 641.65 637.95 616.67 606.87 610.17 Suppl Service Teacher - Special Ed 2.00 2.00 2.00 2.00 2.00 3.50 4.25 2.50 2.50 Teacher Mentor/Evaluator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Other Professional 15.00 15.00 15.50 16.20 17.70 19.80 20.50 21.60 22.10 Total Professional - Educational 705.47 696.30 693.58 702.42 714.52 715.25 693.82 683.87 688.14Professional - Other Accounting/Analyst 3.00 3.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 Psychologist 10.50 10.00 10.00 11.00 10.00 11.00 11.00 11.00 11.50 Registered Nurse 7.00 7.10 7.10 7.50 7.50 7.50 6.90 6.00 6.00 Physical Therapist 0.60 0.60 1.00 1.00 1.00 1.20 1.20 1.20 1.20 Speech and Language Therapist 11.40 11.70 11.70 11.70 11.70 11.70 11.55 12.10 11.91 Occupational Therapist 5.40 5.60 5.60 5.60 6.60 6.60 6.30 6.60 6.60 Adapted Physical Education Therapist 1.00 1.00 0.40 0.40 0.40 0.40 0.40 0.40 0.40 Planning/Research/Development 0.00 0.00 0.00 0.00 3.00 3.00 3.00 3.00 3.00 Total Professional - Other 38.90 39.00 39.80 41.20 41.20 42.40 41.35 41.30 41.61Technical Computer Operating 4.00 5.00 6.00 6.00 6.00 6.00 6.00 5.00 5.00 Purchasing Agent 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Library Technician 3.00 3.00 3.00 2.00 0.00 0.00 0.00 0.00 0.00 Other Technical 13.00 13.00 11.00 11.00 11.00 11.00 12.00 10.94 11.50 Total Technical 21.00 22.00 20.00 19.00 17.00 17.00 18.00 15.94 16.50Office/Clerical Bookkeeping 7.00 7.00 7.00 6.00 5.00 5.00 5.00 5.00 6.00 Clerical 70.35 67.66 63.66 61.91 62.54 61.04 59.79 59.60 63.67 Teaching Aide 101.58 100.94 91.16 87.33 91.70 91.01 88.69 87.97 94.02 Parent Mentor 0.81 0.81 0.56 0.50 0.50 0.50 0.50 0.50 0.50 Other Office/Clerical 2.00 2.00 2.00 2.00 4.00 4.00 4.00 4.00 2.00 Total Office/Clerical 181.74 178.41 164.38 157.74 163.74 161.55 157.98 157.07 166.19Crafts and Trades General Maintenance 14.00 14.00 14.00 14.00 14.00 14.00 13.00 13.00 13.00 Mechanic 4.00 4.00 4.00 4.00 4.00 3.00 4.00 4.00 4.00 Foreman 2.00 2.00 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 5.00 5.00 3.50 3.56 Total Crafts and Trades 25.00 25.00 27.00 27.00 27.00 26.00 26.00 24.50 24.56Operative Vehical Operator Non Bus 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Vehical Operator Bus 49.16 47.41 46.74 46.57 46.49 49.36 46.86 46.01 48.21 Total Operative 51.16 49.41 48.74 48.57 48.49 51.36 48.86 48.01 50.21Service Work/Laborer Custodian 59.90 59.53 57.53 57.90 56.90 56.90 54.27 55.77 56.90 Food Service 47.34 47.28 46.21 44.34 43.47 43.92 42.60 40.07 38.83 Security 1.01 1.01 1.01 1.01 1.01 0.94 0.94 0.94 0.94 Monitoring 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00 Groundskeeping 7.00 7.00 7.00 7.00 7.00 7.00 7.00 6.00 7.00 Attendant 2.43 0.69 0.69 2.07 3.23 2.94 3.26 3.26 4.14 Other Service Work/Laborer 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00 Total Service Work/Laborer 121.68 119.51 116.44 116.32 115.61 115.70 112.07 106.04 107.81

Total 1,191.45 1,176.13 1,152.44 1,154.25 1,168.56 1,170.76 1,140.08 1,118.73 1,135.02

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

Employees By Category

Actual

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Glossary of Terms

Advance – Money sent from one fund to another with the intent of repayment, normally to cover a shortage of cash Appropriation – Amount placed in the budget to be expended for a particular purpose Assessed Value – The value of a property that the tax rate is applied to. For home values, it is 35% of the market value Capital Outlay – Any expenditure exceeding $1,000 that has a useful life of at least 1 year. 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. Function – A group of related activities aimed at accomplishing a major service or program Fund – A particular accounting entity with a self-balancing set of accounts based upon a particular purpose. Fund Balance – The difference between fund assets and fund liabilities. The District is currently evaluating a minimum fund balance policy to enact. Mill – One mill equals $1 of tax for every $1,000 of assessed value of property Object – A classification of expenditures based on the underlying goods or services purchased (salaries, equipment, etc) Personal Property – Machinery and equipment used in business. In June 2005, the state tax on personal property was eliminated. Real Property – Land, buildings, and the rights and benefits inherent in owning them Reserved Fund Balance – Portion of fund balance not able to be currently appropriated due to legal or contractual obligations. Rollback – Amount of homeowner’s property tax reduced by the state. Currently, the State pays 12.5% of residential owner occupied property tax. 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. Unreserved Fund Balance – Amount available for appropriation Voted Tax Rate – The amount originally approved by voters as a property tax before being adjusted for annual changes in property values.

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Opening Letter FY14 · 2013-06-28 · 200 E. Wilson Bridge Rd. Worthington, Ohio 43085 Phone:...

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Transcript of Opening Letter FY14 · 2013-06-28 · 200 E. Wilson Bridge Rd. Worthington, Ohio 43085 Phone:...