3. FROM THE “ASSESSOR’S MANUAL”:
Originally enacted in 1984 for Municipalities
3 levels: Wartime, Combat Zone, Disability
Applies only to primary residence—honorably
discharged veterans & next of kin
School Districts may now allow the exemption by
BOE resolution after a public hearing
Exemptions range from $6000 to $120,000--Specific
amount determined and set by BOE resolution
Eligible Vets already enrolled through county would
be automatically granted any new exemption
4. Each eligible parcel is assigned an exemption code
& granted the exempt dollar amount assigned to
that code. ( From Seneca County
Office of Assessment)
5. Reduced
maximums
Pursuant to
Local Law
State
Law
Basic
max.
Increased maximum pursuant to local law.
Wartime 6000 9000 12000 15000 18000 21000 24000 27000 30000 33000 36000
Combat
Zone 4000 6000 8000 10000 12000 14000 16000 18000 20000 22000 24000
Disability 20000 30000 40000 50000 60000 70000 80000 90000 100000 110000 120000
How does this work and what are the State law basic maximums?
A qualified residential parcel (Veterans who were on active duty during a period of war) receives an
exemption equal to 15% of its assessed value. Where the veteran can document service in a combat
theater or combat zone, the property receives an additional exemption equal to 10% of its assessed
value. Where a veteran has received a service-connected disability rating from the Veterans’
Administration or the U.S. Department of Defense, there is an additional exemption which is equal to
one-half of the disability rating, multiplied by the assessed value of the property. Each of these is
subject to maximum limits set by the municipality. The municipal choices of maximum exemptions
generally available are:
(From the Assessor’s Manual Page 2)
6. POSSIBLE IMPACT TO TAX BASE
District-Wide: 243 parcels presently eligible
Using “State Law Basic Maximums” ($12/8/40K)
$4,894,352 (est.) in taxable property value would
be lost over Seneca, Schuyler & Tompkins County
In actual tax dollars, this would result in $93,861
(est.) being shifted to the rest of the tax base
7. WHAT WOULD THE “TAX SHIFT” LOOK LIKE?
Tompkins County:
—@2014 Rates—
Shift would add 1.21% (est.)
to non-vets
$19.01/$1000 of assessed
value becomes $19.24/$1000
of a.v.
Impact: On a $100K property,
taxes go from $1901 to
$1924, an increase of $23
Seneca County:
—@2014 Rates—
Shift would add 1.89% (est.)
to non-vets
$20.89/$1000 of assessed
value becomes $21.28/$1000
of a.v.
Impact: On a $100K property,
taxes go from $2089 to
$2128, an increase of $39
(Calculations using data provided by each county’s assessment office)
8. WHAT WOULD THE “TAX SHIFT” LOOK LIKE?
(CONTINUED)
Schuyler County:
—@2014 Rates—
Shift would add 1.5% (est.)
to non-vets
$19.01/$1000 of assessed
value becomes
$19.30/$1000 of a.v.
Impact: on a $100K
property, taxes go from
$1901 to $1930, an
increase of $29
SUMMARY:
@ State law basic maximums:
Tax shift would range from an
increase of $23 to $39 on a $100K
property
@ Reduced rates of exemption:
tax shift would range from an
increase of $17 to $29 on a $100K
property for a 25% reduction
(reduced maximum, from table pg.4)
OR
tax shift would range from an
increase of $11.50 to $19.50 on a
$100K property for a 50% reduction
9. When school tax rate “catches up” to STAR cap, local taxpayers will
see an additional increase in school tax
10. SAMPLE IMPACT—VET EXEMPTION + STAR
Seneca County Parcel 20-1-56
$115,500 Taxable Value
Vet Exemption: $19,000
Vet Exemption dollar savings: $396.91
STAR Exemption: $28,500
Full Tax: $2412.80
Tax after exemptions: $1420.52
Combined Tax Savings:
$992.28
11. CONSIDERATIONS:
Legislation has passed allowing a school district
to adopt and rescind, as well as increase or
decrease the value of a Veteran’s tax exemption
Thank you!
12. WHAT ARE THE STATE LAW BASIC MAXIMUMS?
From the “Assessor’s Manual”, Page 2
13.
14.
15.
16.
17.
18.
19.
20.
21. TCSD provides caring, professional
transportation services to approximately
965 students daily. The staff includes 21
regular drivers, 7 substitute drivers, 10
part time school bus monitors, a head
mechanic, mechanic’s assistant &
transportation secretary.
Primary Budget Changes: 2014-2015
On campus programs
Five private school programs
TST BOCES Career &Tech
TST BOCES Exceptional Education &
Smith School
TCSD extra-curricular & athletic programs
On site fleet service and maintenance
Courier services
Buses travel 350,000 miles/year
13 propane buses, 12 diesel buses
4 vans & O&M Department vehicles
One transportation secretary provides all
clerical support for student database and
routing systems, accounts payable & payroll for
the O&M andTransportation Departments
plus all day-to-day functions of the office.
Transportation Department
Mission Statement
Services
Fleet Data
22. TCSD provides the community with a
clean, safe and efficient learning and
working environment. O&M provides all
cleaning, preventive maintenance and
repair services to the district’s buildings
& grounds, athletic fields and playground
along with all mechanical systems and
the components contained therein. The
staff consists of 10 Custodians, 1 Senior
Maintenance Mechanic, 1 Groundsman &
2 maintenance workers.
Primary Budget Changes: 2014-2015
Non-cleaning tasks
Snow removal
Materials delivery & storage
Facilities usage setup and teardown
Campus mail service
Building security
Safety equipment inspections
Emergency Response
Other tasks related to
300,000 square feet of building space
72 acres of grounds
Services outlined represent 30% of custodial
staff man hours
Operations and Maintenance
Mission Statement
Services
O&M Data
25. Thank everyone before departing and
make sure they have your number, so
they may call you right back and offer
you the position!
All roads leading to that first
SDBL job begin with a successful
interview. How, you ask, does
one have a successful interview?
The first step in success is to
do your homework. Find out eve-
rything you possibly can about the
district you will be interviewing
with and its finances. An excel-
lent source of information is the
school district’s website. The
more you know, the more intelli-
gent you’ll be able to speak about
the district. Show them you know
and care about your future em-
ployer.
First impressions are big.
Show up 10-15 minutes early,
dress ultra-professionally, smile,
make eye contact, shake hands,
take names and take no prison-
ers. Everyone you meet along the
way will remember these small but
important gestures.
Exude confidence. Be the new
SDBL, don’t take no for an answer.
Prove that your experience,
knowledge and persona fit the posi-
tion to a tee.
Be authentic. An experienced
educator is there for the enhance-
ment of student learning and
achievement. An interview is but a
snippet of what you bring, but it has
to be one that counts.
Finally, prepare, prepare and
prepare some more. Anticipate their
questions, have experience-based
answers prepared and ace the test.
Pause before answering to not
sound canned, but let them know
you are the right (wo)man for the
job.
Primary Roles & Responsibilities—SDBL
Staff Supervision
Payroll
Purchasing & Receiving
Fixed Assets
Accountant
Bidding
Budget
Insurance
Tax Collection
Benefits
Sales Tax
Investments
State Aid
Pupil Attendance
Non-Resident Tuition
PETER MECHALKE EDL699 DR. MACK
Volume 1, Issue 1
THE INSIDER’S GUIDE: BECOMING
AN SDBL SCHOOL DISTRICT
BUSINESS LEADER
Insider’s Only: VIP for the
SDBL
Controlling Health Care Costs
An SDBL’s “BFF”’s—Who’s on YOUR speed
dial?
Starting Out: The New SDBL
Points to Ponder—Are You Ready For the
Next Step?
Inside this issue:
Sample Budget Calendar 2
Calendar Notes 2
Veteran’s Tax Exemption for Schools 3
Resilience: How do you Bounce? 3
NYS Reserve Funds Chart 4
Culture & Change 5
Difficult Staff: What Tack is the Right Tack? 6
First Things First—The Job Interview
Caption describing picture or graph-
ic.
Community Relations
Audits
Collective Bargaining
Facilities Planning
Capital Projects
26. Sample Budget Calendar:
Calendar should be distributed to leadership team before the onset
of the school year
Budgets—(both present and future) should be discussed & updated
regularly with leadership team & BOE (strategic redundancy)
Purchases not budgeted for should be exceptions; leaders request-
ing change should properly shift funds from areas that were budget-
ed for
27. As of 2013, school districts
may now pass (by BOE reso-
lution) a property tax exemp-
tion for veteran’s primary resi-
dential properties.
For decades, veterans
have been eligible for munici-
pal tax exemptions. Despite
shrinking state aid and tax
caps, schools have an oppor-
tunity to reduce taxes for mili-
tary alumni and their families.
Any reduction in veteran’s
taxes would be spread across
the remainder of the tax base.
In Trumansburg, the change
in taxes for non-veterans
would be very small (based
on the ’13-’14 tax levy).
However, the district fac-
es a potential loss in STAR
reimbursement from the state
if a veteran’s exemption is
granted.
The good news for eligible
vets is that they would be
allowed both the STAR and a
local vet exemption if passed
by the BOE.
The district can also set
minimums—around $5000,
and maximum exemptions of
$50,000. Once enacted, the
district would not be able to
remove a veteran’s exemption,
only vary the dollar allowance.
There is legislation being con-
sidered to allow districts to later
remove a vet exemption; pres-
ently, municipalities have the
ability to do so but school dis-
tricts do not.
If you are or know a veteran,
more tax relief may be coming
your way in the near future!
does come? Counsel is one
good suggestion. Who is a
close confidant, professional
or personal, that you can de-
brief with?
Take a load off. What do
you do, in general, to deal
with stress? Maybe it’s a
good time to double up
when adversity arrives.
Walk away from it. Not
ready to bounce back?
Sometimes, the best part of
One crucial trait that
SDBL’s must exhibit is resili-
ence. Whether it happens
on day one (sure hope not!)
or day 1001, adversity will
occur.
The best advice when it
does? Be prepared. Know it
is coming. Perhaps not the
specific instance—no one
owns a crystal ball—but in
general, have a plan to
“bounce”.
What will you do when it
the day is leaving the job in
the rear-view mirror. It will
still be waiting there tomor-
row or the next day. Live a
little bit and bring back a
fresh you to face the day,
the job and the situation
with a clean slate and re-
newed positivity and sense
of dedication and vigor. You
play a tremendously im-
portant role in the district’s
business office.
Veteran’s Tax Exemption for School
Districts
Resilience: How Well Do YOU bounce?
SDBL’s “Best Friends”—Who Ya’ Gonna Call?
year, with trainings, so-
cials and expositions the
size of a football field.
Questar III is another
essential professional
membership for the Busi-
ness Leader. With online,
phone & in-person guid-
ance, the organization is
a “must-have” member-
ship to succeed in today’s
business office.
Also, always remember
where you came from. All
of the connections made
along the way—classes,
internships, conferences—
those business cards,
phone #’s and emails
should be in your contacts.
You will check in frequent-
ly with other present and
former SBA’s, treasurers
and even the BOCES CBO
as you move from being a
“newbie” to an experi-
enced, bona fide School
District Business Adminis-
trator.
An important part of
being a District Business
Administrator is profes-
sional connections. What
does that mean to a
SDBL in New York?
ASBO—The Associa-
tion for School Business
Officials—Is the most
important connection one
can make. They offer
ongoing, key professional
development statewide in
all areas relevant to the
new & experienced
SDBL. Major Confer-
ences occur twice and
When it comes
to acclimating
to the role of
School District
Business
Leader, “ Slow
is Fast!” says
SUNY Cortland
Ed. Leadership
Chairperson
Dr. Kevin
Mack.
Page 3 THE INSIDER’S GUIDE: BECOMING AN SDBL
28.
29. Health care costs will
be a constant source of
discussion in the busi-
ness office. Are there
ways to minimize their
effect on a district’s over-
all budget?
Consortiums are gen-
erally a district’s first—
and maybe best—line of
defense. When pooling
enrollees over a BOCES
region, it spreads the risk
out and reduces costs.
No one district should be
the “decider” of a claim
being paid or denied—
terrible PR! A district
should be able to “blame”
the insurance company in
situations of denied
claims.
Retiree benefits are
another source of poten-
tial high cost to a district.
Is there a way to remove
Medicare-eligible employ-
ees from the district’s
health insurance line,
perhaps with an annual
contribution toward the
retiree’s premium costs?
Some area districts have
already made changes of
this nature.
A district must also pay
close attention to an em-
ployee’s eligibility for district
insurance. Districts can
mistakenly cover premiums
that an employee on leave
or former employee is not
presently eligible for.
Monthly reviews of employ-
ee eligibility should be per-
formed. It is much easier to
stop payment now then
attempt to recoup improper
coverage payments later.
how the district functions.
Spend time each day
talking to your colleagues,
who will shed light on the
operations for you. Ask
questions to help you
connect the dots.
You may want to keep
a notebook and a
“hierarchy” map to refer-
ence. Knowing the or-
ganization, its people and
its flow will be essential
What is the culture of
a given educational or-
ganization? Unless an
individual has worked
extensively or resides in
one’s boundaries, deter-
mining the culture will
take time.
Spend your first days
and months on the job
gauging your new organi-
zation. Get to know the
players, their roles and
for the next logical step—
change.
Change should gener-
ally be a gradual process.
Build your relationships,
float ideas, generate a
team and support—then
implement what will posi-
tively affect the learning
and achievement of your
district's children.
Controlling Health Care Costs
Culture: The Pulse of a School District
A New Beginning: Starting Out as an SDBL
who does what and
when—will be the next
task to conquer. No step-
ping on toes and learn
quickly who you answer
to, as well as who an-
swers to you. The SDBL
will inevitably have em-
ployees to supervise. A
brief meeting with each of
them to be clear on their
role and function can go a
long way toward avoiding
difficulties down the road.
Meeting with each
member of the leadership
team individually will also
be an important spring-
board. These relation-
ships will help define the
daily and long-term suc-
cesses of the business
office and the district as a
whole.
Expectations should
be clear all around—a
sure recipe for success.
And, most importantly,
show appreciation every
day to co-workers for their
efforts and dedication.
Unless you work at a
new job in the same dis-
trict, there will be many
transitions ahead. One
must survey the lay of the
land.
Start with a meet and
greet. Put on a happy
face, offer a firm hand-
shake with a confident
look in the eye. And
begin remembering the
names and functions of
those you cross paths
with each day.
The division of labor—
“ We must begin
where we are and
move forward
immediately by
starting small and
capitalizing on
what’s at hand.”
Michael
Schmoker
Page 5VOLUME 1, ISSUE 1
Caption describing picture
or graphic.
30. WATCH OUT!
Is that cross-district service bill correct & accurate?
They have been known to be incorrect by as much as
$40,000! If you are not sure, do not pay until the services
& amounts are 100% accurate.
Pete’s Points to Ponder:
$ Will the money spent directly affect student
achievement and learning?
$ Is your resume ready for prime time rather than
a laundry list of what you’ve done?
$ Are you ready to find something to thank your
people for every day?
$ What are your top three ideas to save money in
next year’s budget?
$ Your job is the make the Superintendent and
the district look good.
$ How will you gather data to compile the 360
degree view on issues of the business office?
$ Communication is Key: Are you ready to read,
write, listen & speak your way to success?
Peter Mechalke
27 Bradley Street
Trumansburg, New York 14886
Phone: 607-387-7103
Cell: 607-279-7385
E-mail: pmechalke1@hotmail.com
Member: NYSASBO
Looking for more? Try
WWW.NYSASBO.ORG
practice what he or she preach-
es: ensure they lead in the same
manner they would like to be
followed and teamed with.
When the inevitable issue
arises, be sure all of the infor-
mation gathered is correct and
accurate. Speak with all parties
and directly to the person the
issue is with.
If you are satisfied, be sure to
write a follow-up note to the per-
son. It should summarize the
discussion and clearly state what
each person will do moving for-
ward. A key to success—in em-
ployee interactions and across
the board—is document, docu-
ment, document. Without this
documentation, issues could
become substantially compound-
ed down the road.
The honeymoon is over and
reality is setting in. What does
one do with the employee who is
late/unproductive/inappropriate/
etc. ?
Each sub-group of employees
is a team—Leadership, district
office, transportation. What has
been done proactively to build
that camaraderie and trust nec-
essary for the team to function
efficiently? What can the SDBL
do to facilitate such needs?
The best medicine is truly
preventative. One should also
If the issue is not resolved
satisfactorily, perhaps a more
pointed counseling memo will
need to be written. Be sure to
follow any guidelines set down in
collective bargaining agreements
when meeting and writing the
follow up memo & summary.
An issue that is more serious
or one that ends up resulting in
disciplinary action should follow a
similar pattern. However, a sec-
ond district leader and legal
counsel should be consulted—
and likely included in the actually
meeting(s) when they occur.
Difficult Staff: Working Your Way To “Yes”
32. The BIG Three:
Cosers, Grants, State Contracts
Cosers: For curriculum related field trips
-TCSD: 69.3% reimbursement
-Merry-Go-Round Playhouse—Districts
pay only 1% net!
Grants:
-NYS archives—records transfer/ data
management
-NYSERDA—Solar panels ≈ 8% of RID MS
energy costs;TC solid waste management
-Title _____ Grants/Funds: Know, utilize
(in coop. w/central office); pay mostly
salary/benefits @ TCSD
33. State Contracts: Utilize as required
-Saves time and money
-Supplies, food service, equipment, etc.
-District-Wide “supply closet” vs. by
building
34. Cooperation: BOCES Services
Consulting Studies: Food service,TCSD;
How full is the compost bin?
-TST:Transportation & Maintenance
-CBO: Payroll, Benefits,Accounts Payable,
Treasurer,Tax Collection
-Distance Learning, IT support, Early
College Coser
35. Building/Department Budgets
TCSD: Building approach w/district vision
“Blank Slate”: Can you build from the
ground up?
Community values & contractual
obligations
Fiscal Responsibility:Trim the fat
36. General Fiscal Advice
Medicaid: Is it worth it? Are your
employees credentialed? Is
documentation & submission occurring
promptly?
Personnel issues: Communicate promptly
(atypical leaves, extended sick time, etc.)
Purchasing:What is the chain of
command? Learn & adhere to
37. In Closing:
If in doubt, call the business office
Better to ask for permission than
forgiveness ( in most cases…)
Auditors will be fishing…
39. COSERS 415, 416, 417
EXPLORATORY, ARTS IN EDUC. ENVIRON. EDUC.
2012-2013 2013-2014
from TST
paperwork 12-'13 13-14
Total Budget 38,151$ 44,107$
Program
Totals 40029 17432
Discovery Trail 19,602$ 20,582$
Administration 12,028$ 12,028$
Merry Go Round 4,550$ 4,550$
Balance for Trips 1,971$ 6,947$
Actual Spent 37059
Foundation Donation 9,158.44$
PTO for Merry Go Round 1,890$ ?
BOCES AID 15,329$ 14,192$
BOCES Coser summary 12-13 13-14 v32/3/2017
40. Coser 415 year :2012-2013
Amt. OUT 1539 510 Total Balance
Date 7/1/2012 3/6/2013 2049 300
Amt. IN 300
Date 2/3/2013
Building Type/Location Activity Autho. Date End Date Paid Amount
CSD Coop. Enrich. Crea. Writ. Contest 7/1/2012 9/14/2012 Y 239
CSD Coop. Enrich. Music Assoc. 7/1/2012 9/14/2012 Y 1300
ES Genesee CM History Field Trip 1/23/2013 6/14/2013 510
Coser 415 year :2013-2014
Amt. OUT
Date 7/1/2013
Amt. IN 1668
Date 7/1/2013 Total Balance
1539 129
Building Type/Location Activity Autho. Date End Date Paid Amount
CSD Coop. Enrich. Music Assoc.(AC) 7/2/2013 Y 1300
CSD Coop. Enrich. Crea. Writ. Contest 7/1/2013 Y 239
41. Coser 416 year :2012-2013
Amt. OUT 19830 3496.5 Total Balance
Date 7/1/2012 6/5/2013 22816.5 0
Amt. IN 510
Date 3/6/2013
Building Type/Location Activity Autho. Date End Date Paid Amount
CSD Disc. Trl. TBG KE&D 3/22/2013 Y 9801
CSD MGR Playhouse Drama 2/22/2013 Y 4550
ES HFJ Museum OMNI China 9/27/2012 2/27/2013 Y 500
ES CC Orch. Youth Orec. Con. 3/18/2013 5/17/2013 Y 200
ES HFJ Museum OMNI Africa 9/27/2012 12/14/2012 Y 500
HS J. Campbell Music Assbly. 4/30/2013 4/29/2013 Y 2065
MS J. Cuevas Latin Dance Res. 1/23/2013 6/7/2013 Y 2400
MS CMOG FT-sandblast a glass 3/14/2013 1/11/2013 Y 729
MS V. Armstrong Can. Dance Res. 1/23/2013 3/29/2013 Y 1725
MS HFJ Museum Lit., Myth, Arch. Tour 12/4/2012 3/20/2013 Y 346.5
Coser 416 year :2013-2014 Total Balance
11483 13517
Amt. OUT
Date 7/1/2013
Amt. IN 25000
Date 7/1/2013
Building Type/Location Activity Autho. Date End Date Paid Amount
CSD MGR Playhouse Drama 3/31/2014 4550
MS CMOG Museum Tour & SC 9/4/2013 12/13/2013 Y 1258
42. ES HFJ Museum OMNI China 10/17/2013 2/14/2014 500
ES HFJ Museum OMNI Africa 10/17/2013 11/13/2013 Y 500
ES A. Malaspina Visit Author 3/14/2014 350
MS J. Cuevas Latin Dance Res. 6/13/2014 2400
MS V. Armstrong Can. Dance Res. 4/11/2014 1925
43. Coser 417 year :2012-2013
Amt. OUT 2500 1800 750 9663.5 Total Balance
Date 7/1/2012 3/6/2013 4/10/2013 6/5/2013 15163.5 450
Amt. IN
Date 3/6/2013
Building Type/Location Activity Autho. Date End Date Paid Amount
CSD Disc. Trl. TBG KE&D 3/22/2013 Y 9801
ES RG Zoo Zoo FT 3/18/2013 5/17/2013 175
HS Tiohero Trs. Float. CR 10/23/2012 9/26/2012 Y 1500
MS Syntony Sci. WS 1/23/2013 5/31/2013 Y 500
MS Roberson Mus. Forensics FT 10/30/2012 5/17/2013 Y 1260
MS Mus. Of Earth PRI FT 10/31/2012 11/15/2012 Y 287.5
MS Lime Hollow NC Hatchet WS 9/18/2012 10/3/2012 Y 440
MS Seward House VOID-paid from TCSD 10/23/2012 12/7/2012 Y 0
MS Tiohero Trs. Float. CR 3/14/2013 6/18/2013 1200
Coser 417 year :2013-2014 Total Balance
4410 -567
Amt. OUT
Date 7/1/2013
Amt. IN 3843
Date 7/1/2013
Building Type/Location Activity Autho. Date End Date Paid Amount
HS Tiohero Trs. Float. CR 9/27/2013 Y 1500
MS Roberson Mus. Forensics FT 9/4/2013 2/14/2014 1260
47. Copier# Term Con. Start Con. End
Inv. Date
(overage)
Copies
Made Location Make/Model
B/W
base
pmt
Meter
read-
start
Min.
Copies
Cost per
Addl.
2 6/1/2013 5/31/2014 HS Guid E Studio 202L 97877 $0.0167
5 11/27/2012 :69243 HS FS 105 Estudio 305 192956 $0.06
6 11/27/2012 :33687 HS Guid Estudio 305 147673 $0.06
7 60 months 10/31/2011 10/31/2016 HS Fac Rm EStudio905 60000
9 48 months 9/30/2011 9/30/2015 HS Bus. Off. EStudio855SE
14 48 months 9/30/2011 9/30/2015 Main Off. (DO) EStudio855SE
15 48 months 9/30/2011 9/30/2015 Main Off. (DO) EStudio3040C
18 HS Fac Rm Riso-390 UI
48. Billed Cost Serial #
Cnyric
Tag # Comment
Semi-Ann. CQD719929
Unsure of current
location
Semi-Ann. CMG911140 TR-3
Semi-Ann. CMG911200 TR-1
OCM con. $2960/mo. JAF110098 TR-09
8/16/12 HP
installed $450
CEH114598 TR-1
CEH114603 TR-7 B & W
CNG113837 TR-2 Color
81843404
49.
50.
51.
52.
53. Copier# Term Con. Start Con. End
Inv. Date
(overage)
Copies
Made Location Make/Model
B/W base
pmt
Meter read-
start
Min.
Copies
Cost per
Addl. Billed Cost
3 6/1/2013 5/31/2014 Trans E Studio 207 3035 $0.0167 Semi-Ann.
16 48 months 9/30/2011 9/30/2015 Bus Gar. Estudio 305SE
62. 611011 - TRUMANSBURG CSD
Contact Person: Budgeted Proposed Budget Percent
Telephone Number: 2012-13 2013-14 Change
(A) (B) (C)
22,908,108 24,362,140 6.35
9,741,443 10,071,121 3.38
13,252 30,519
9,728,191 10,040,602
9,728,191 10,040,602
0 0
1,124 1,107 -1.51
2.1%
Actual Estimated
2012-13 2013-14
(D) (E)
6,954,814 3,154,072
1,538,825 1,134,090
1,136,537 1,466,211
4.96 6.02
2013-14 Property Tax Report Card
Total Proposed School Year Tax Levy, Including Tax Levy to Support Library Debt
1
Assigned Appropriated Fund Balance
Public School Enrollment
School Tax Levy Limit , Not Including Levy for Permissible Exclusions
2
Adjusted Unrestricted Fund Balance as a Percent of the Total Budget
Total Proposed Spending
Proposed School Year Tax Levy, Not Including Levy for Permissible Exclusions
or Levy to Support Library Debt
Adjusted Restricted Fund Balance
Consumer Price Index
Difference (positive value requires 60.0% voter approval)
Adjusted Unrestricted Fund Balance
Permissible Exclusions to the School Tax Levy Limit
1 All proposed levies should exclude any prior year reserve for excess tax levy, including interest.
2 For 2013-14, includes any carryover from 2012-13 and excludes any tax levy for library debt or prior year reserve for excess tax levy, including interest.
2013-14 tcsd tax report card 2/3/2017
63. See Page 2 for an explanation of how to read your score report
SSN: XXX-X2-8484 Test Date: December 8, 2014
PETER MECHALKE
27 BRADLEY STREET
TRUMANSBURG NY 14886
31 to 40
11 to 20
Constructed-Response Assignment
Constructed-Response Assignment
Supporting the District Educational Vision...................
Change and Sustainability in the District....................
Supporting the District Educational Vision...................
Change and Sustainability in the District....................
Test: 105 School District Business Leader, Part One Total Score: 273
Status: Pass Minimum Passing Score: 220
Number of Questions in
Multiple-Choice Subareas Subarea Name
Subarea
Information
247
246
300
300
31 to 40
11 to 20
Constructed-Response Assignment
Constructed-Response Assignment
District Financial and Physical Resources....................
Human and Support Resources to Support Learning..............
Human and Support Resources to Support Learning..............
District Financial and Physical Resources....................
Test: 106 School District Business Leader, Part Two Total Score: 271
Status: Pass Minimum Passing Score: 220
Number of Questions in
Multiple-Choice Subareas Subarea Name
Subarea
Information
258
271
240
300
Summary Report for All Tests Within Assessment
Assessment Name Test Status Date Passed
School District Business Leader 105 School District Business Leader, Part One Pass 12/08/2014
106 School District Business Leader, Part Two Pass 12/08/2014
N TM
Your scores have been reported directly to the NYSED and
are automatically added to your certification application file.
This score report is for your records only.
PAGE 1 of 2
This barcode contains unique candidate information.
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EW YORK STATE TEACHER CERTIFICATION EXAMINATIONS
SCORE REPORT
