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Staff outlines levy structure, millage math and ballot timeline for Bethel Local
Summary
A district finance presenter reviewed continuing levies, inside millage rules, a substitute emergency levy (collecting $531,000 annually), earned-income tax renewal timelines (last collection years 2028 and 2030) and a permanent-improvement levy expiring in 2027; the presentation included valuation math (1 mill ≈ $270,000, district valuation $270 million) and next steps for a 5-year capital plan and ballot filing deadlines.
A staff presenter (introduced earlier as Jane) walked the board through existing levies, inside millage constraints and how continuing levies are currently collected at lower millage rates than their voted amounts because of valuation rollbacks. The presenter said the district’s total valuation is roughly $270,000,000 and explained the rule of thumb that 1 mill on that valuation generates about $270,000.
“1 mill generates $270,000,” the presenter said while walking through the schedule of levies and collected amounts. The presenter summarized continuing levies and reported that a 2021 continuing levy voted at 7 mills is currently collected at about 4.44 mills, and that an existing substitute emergency levy collects about $531,000 annually and expires in 2028. The presenter also said an earned-income tax renewal approved in 2025 has a five-year term and will last through 2030.
Staff flagged a permanent-improvement (PI) levy that expires in 2027 and explained that the board will need to decide whether to renew or pursue other revenue options to avoid losing that revenue stream. The presenter recommended preparing a 5-year capital needs plan and an interactive dashboard to show the community exactly what is needed, how funds would be used and potential ballot timing. Staff said May and November are the practical ballot opportunities and that January will be a key internal decision point for finalizing any plan to meet filing deadlines.
Board members discussed tradeoffs including voter fatigue and maintenance priorities and asked staff to produce a formal capital-needs and timeline recommendation for future meetings.
