Isla Vista finance committee reports estimated actuals match projections; staff cites $1.5 million in revenue and a $111,000 middle‑scenario gain

On May 28 the Isla Vista Community Services District Finance Committee reviewed the district’s 2024–25 estimated actuals and early revenue forecasts and found revenues nearly identical to the forecast, with staff reporting $1,500,048 in estimated actual receipts.

The committee’s presentation showed the green (actual) and yellow (projection) columns nearly aligned. Staff said timing differences and a county finance-system transition (Workday) caused duplicate figures in some line items and explained several midyear adjustments were driven by staff turnover and one‑time equipment replacements rather than ongoing program increases.

"There were a lot of adjustments from position turnover during the summer," a staff presenter said, describing why some salary lines moved between the earlier projection and the final estimate.

Using a middle‑case projection, staff told the committee the district could expect roughly $111,000 of additional utility tax revenue next year. That projection informed discussion of whether to recommend a utility‑user tax measure to the board and how to size staffing and capital requests going into the budget process.

Committee members asked about specific line items, including higher janitorial costs (which staff said were largely covered by stronger reservation fees this year) and equipment purchases such as new tables and electronic lockboxes. Staff characterized many of these as one‑time or replacement expenses.

Staff also reviewed the district’s approach to budgeting personnel increases. The committee heard that the combined cost for cost‑of‑living adjustments and merit increases would add about $37,000 to the salary baseline; staff noted that raises are often prorated across hire dates to reduce end‑of‑year variance.

The committee did not take any formal votes on the estimates at the meeting; members directed staff to incorporate the numbers into the master spreadsheet, continue reconciling Workday coding issues, and bring final documents to a follow‑up session before the board’s adoption.