Monterey County Office of Education Report

Annual Review April 30, 2025 Monterey County Office of Education Michael H. Fine Chief Executive Officer April 30, 2025 Deneen Guss, Ed.D., Superintendent Monterey County Office of Education 901 Blanco Circle Salinas, CA 93901 Dear Superintendent Guss: In May 2024, the Monterey County Superintendent of Schools entered into an agreement with the Fiscal Crisis and Management Assistance Team (FCMAT) to perform the following: Prepare an annual follow-up evaluation of the county superintendent of school’s fiscal over- sight provided to the South Monterey County Joint Union High School District using FCMAT’s County Office Evaluation Tool [County Superintendent of Schools Oversight Evaluation Tool], and make recommendations for improvement, if any. This report contains FCMAT’s findings and recommendations from the fourth annual evaluation of the Monterey County Superintendent of School’s oversight of the South Monterey County Joint Union High School District. FCMAT appreciates the opportunity to serve the Monterey County Superintendent of Schools and extends thanks to all the staff for their cooperation and assistance during this review. Sincerely, Michael H. Fine Chief Executive Officer Michael H. Fine • Chief Executive Officer 1300 17th Street – City Centre, Bakersfield, CA 93301-4533 • Tel. 661-636-4611 • Fax 661-636-4647 www.fcmat.org Table of Contents Table of Contents About FCMAT ...................................................................................................ii Purpose and Services ..............................................................................................ii History .........................................................................................................................iii Introduction .......................................................................................................1 Background .............................................................................................................................1 County Superintendent of Schools Oversight Evaluation Guidelines ......................1 Study Team .............................................................................................................................2 County Superintendent of Schools Oversight Evaluation Tool ..........3 Summary ...........................................................................................................4 Findings ............................................................................................................6 Conclusions and Recommendations .......................................................14 Appendices .....................................................................................................16 Appendix A – Trustee Roles and Responsibilities ..........................................17 Appendix B – Annual Report on the Financial Condition of the School District ..................................................................................................20 Appendix C – Study Agreement ........................................................................45 Fiscal Crisis and Management Assistance Team Monterey County Office of Education i AB 1840 Annual Evaluation About FCMAT About FCMAT Purpose and Services FCMAT was created by the California Legislature to help California’s transitional kindergarten through grade 14 local educational agencies (LEAs) avoid fiscal insolvency. Today, FCMAT helps LEAs identify, prevent and resolve financial, management, program, data, and oversight challenges; provides professional learning; produces and provides software, checklists, manuals and other tools; and offers other related school business and data services. FCMAT may be asked to provide fiscal crisis or management assistance by a school district, charter school, community college, county superintendent of schools, the state superintendent of public instruction, or the Legislature. When FCMAT is asked for help with management assistance or a fiscal crisis, FCMAT management and staff work closely with the requesting LEA to meet their needs. Often this means conducting a formal study using a FCMAT study team that coordinates with the LEA for on-site fieldwork to evaluate specified operational areas and subsequently produces a written report with findings and recommendations for improvement. For more immediate needs in a specific area, FCMAT offers short-term technical assistance from a FCMAT staff member with the required expertise. To help meet the need for qualified chief business officials (CBOs) in LEAs, FCMAT offers four different CBO training and mentoring programs that consist of 11 or 12 diverse two-day training sessions over the course of a full year. For agencies with professional learning needs, FCMAT offers workshops on specific topics. Popular topics include associated student body operations, use of FCMAT’s Projection-Pro online financial forecasting software, use of FCMAT’s Local Control Funding Formula (LCFF) calculators, and data reporting for the California Longitudinal Pupil Achievement Data System (CALPADS). FCMAT staff and management also frequently make presentations at various professional conferences. The California School Information Services (CSIS) service of FCMAT helps the California Department of Education (CDE) operate CALPADS; helps LEAs learn about CALPADS, resolve data issues and meet reporting requirements; and provides LEAs with training and leadership in data management. CSIS also developed and continues to host and improve the Standardized Account Code Structure (SACS) web-based financial reporting system for all California LEAs, and provides ed-data.org, which gives educators, policy- makers, the Legislature, parents and the public quick access to timely and comprehensive data about TK-12 education in California. Since it was formed, FCMAT has provided LEAs with the types of help described above on more than 2,000 occasions. FCMAT’s administrative agent is the Kern County Superintendent of Schools. FCMAT is led by Michael H. Fine, Chief Executive Officer, and is funded by appropriations in the state budget and modest fees to requesting agencies. Workshop schedules, manuals, presentation slide decks, Projection-Pro software, LCFF calculators, past reports, an online help desk, and many other resources are available for download or use at no charge on FCMAT’s website. Fiscal Crisis and Management Assistance Team Monterey County Office of Education ii AB 1840 Annual Evaluation About FCMAT History FCMAT was created by Assembly Bill 1200 (Chapter 1213, Statutes of 1991) and Education Code 42127.8. Assembly Bill 107 (Chapter 282, Statutes of 1997) added Education Code 49080, which charged FCMAT with responsibility for CSIS and its statewide data management work, and Assembly Bill 1115 (Chapter 78, Statutes of 1999) codified CSIS’ mission. Assembly Bill 1200 created a statewide plan for county offices of education and school districts to work together locally to improve fiscal procedures and accountability standards. Assembly Bill 2756 (Chapter 52, Statutes of 2004) gave FCMAT specific responsibilities for districts that have received emergency state loans. In January 2006, Senate Bill 430 (Chapter 357, Statutes of 2005) amended Education Code 42128.7, and Assembly Bill 1366 (Chapter 360, Statutes of 2005) amended Education Codes 42128.7 and 84041. These new laws expanded FCMAT’s services to include charter schools and community colleges, respectively. Assembly Bill 1840 (Chapter 426, Statutes of 2018) changed how fiscally insolvent districts are administered once an emergency appropriation has been made, shifting oversight responsibilities from the state to the local county superintendent to be more consistent with the principles of local control, and giving FCMAT new responsibilities associated with the process. Fiscal Crisis and Management Assistance Team Monterey County Office of Education iii AB 1840 Annual Evaluation Introduction Introduction Background In September 2018, Governor Brown signed Assembly Bill (AB) 1840 (Chapter 426, Statutes of 2018), which introduced a significant change in the administration of insolvent school districts receiving state emergency appropriations. As codified in Education Code (EC) 41326(l), this legislation assigns the Fiscal Crisis and Management Assistance Team (FCMAT) responsibility of reviewing the fiscal oversight performed by the county superintendent of schools for any school district receiving an emergency apportionment. FCMAT must report its findings on the county superintendent’s oversight to the Legislature and provide a copy of the oversight evaluation report to the Department of Finance, the superintendent of public instruc- tion, and the State Board of Education president or their designee. Each report must include findings regarding the fiscal oversight actions taken or not taken and may also include recommendations for legisla- tive measures to improve the fiscal oversight of school districts. In the years following the initial FCMAT report on the fiscal oversight performed by the county superin- tendent, FCMAT will conduct annual reviews until the school district exits receivership. These reviews will assess the effectiveness of the county superintendent’s oversight and their involvement with the school district, including during the period that led to the district’s declaration of insolvency. On July 22, 2009, the governor signed Senate Bill (SB) 130 (Chapter 20, Statutes of 2009), placing the King City Joint Union High School District — later renamed the South Monterey County Joint Union High School District — under state receivership and approving a $13 million emergency appropriation. The district’s insolvency followed years of financial struggles, primarily driven by collective bargaining disputes. At the heart of the district’s challenges was a disagreement over the interpretation of a collective bargain- ing agreement negotiated in 2007. After multiple unsuccessful attempts at resolution, the dispute was escalated to the Public Employee Relations Board (PERB) for adjudication. PERB’s final decision exacer- bated the district’s financial distress, ultimately leading to insolvency. Although the county superintendent had previously raised concerns about the district’s total compensation costs, the district’s financial outlook might have differed had the dispute been resolved before escalating to PERB, whose decision ultimately overturned the district’s bargaining position. County Superintendent of Schools Oversight Evaluation Guidelines FCMAT entered into a study agreement with the Monterey County Superintendent of Schools on May 30, 2024 for the fourth annual evaluation required by EC 41326(l). A study team visited the county superinten- dent’s office on February 19, 2025 to conduct interviews, collect data, and review documents. After the fieldwork, the study team continued to analyze the gathered documents and data. This report summarizes the team’s activities and actions related to the current evaluation. FCMAT’s reports focus on systems and processes that may need improvement. Those that may be func- tioning well are generally not commented on in FCMAT’s reports. In writing its reports, FCMAT uses the Associated Press Stylebook and its own short internal style guide, which emphasize plain language, capital- ize relatively few terms, and strive for conciseness, clarity and simplicity. Fiscal Crisis and Management Assistance Team Monterey County Office of Education 1 AB 1840 Annual Evaluation Introduction Study Team The team was composed of the following members: Debbie Riedmiller Misty Key Chief Analyst FCMAT Consultant Nicolas Schweizer Sheldon Smith FCMAT Consultant FCMAT Consultant Cassady Clifton FCMAT Technical Writer Those members of this study team who are otherwise employed by a local educational agency were not representing their respective employers but were working solely as independent contractors for FCMAT. Each team member reviewed the draft report to confirm accuracy and achieve consensus on the analysis. Fiscal Crisis and Management Assistance Team Monterey County Office of Education 2 AB 1840 Annual Evaluation County Superintendent of Schools Oversight Evaluation Tool County Superintendent of Schools Oversight Evaluation Tool The Fiscal Crisis and Management Assistance Team (FCMAT) has developed the County Superintendent of Schools Oversight Evaluation Tool for both initial and annual evaluations. This tool is designed to help assess the effectiveness of a county superintendent of schools’ fiscal oversight and support of school dis- tricts that have received emergency apportionments. The annual oversight evaluation tool comprises 17 questions and is intended to satisfy the requirements of Education Code (EC) 41326(l) for reviewing and assessing the county superintendent’s fiscal oversight and support related to a school district’s recovery from insolvency. This tool focuses on the status of the district’s recovery, the ongoing implementation of its long-range recovery plan (LRRP), its multiyear projec- tion, the role of the administrator or trustee, and how the county superintendent is addressing elements that received an answer of “No” in the initial evaluation. FCMAT used the annual oversight evaluation tool during interviews with multiple staff members from both the district and the county superintendent’s office, as well as the trustee. The oversight evaluation tool identifies the key oversight responsibilities of the county superintendent in their fiscal oversight and support of the district, as well as their ability to communicate effectively with the trustee, district staff and governing board. FCMAT also gathered information through an initial document request before the on-site interviews. The team’s conclusions are compiled in the report as a narrative, with recommendations included where appropriate. In addition, the team addressed questions related to the overall implementation of EC 41326(l) and made recommendations to support that process, including a restatement of the trustee’s specific roles and responsibilities. The county superintendent’s objective, supported by the trustee and other components of an insol- vency recovery team (including FCMAT, the California Department of Education, and the State Board of Education), is to facilitate the full recovery of the South Monterey County Joint Union High School District. This involves addressing the major elements of the LRRP to ensure the district can govern independently, maintain solvency, and effectively support the education of its students. County Office: Monterey County Office of Education Date of Fieldwork: February 19, 2025 Fiscal Crisis and Management Assistance Team Monterey County Office of Education 3 AB 1840 Annual Evaluation Summary Summary The Monterey County Superintendent of Schools provides fiscal oversight to all the county’s school dis- tricts pursuant to Assembly Bill 1200, which was signed into law in 1991. This responsibility is outlined in Article 2, Chapter 6 of Part 24 of the California Education Code (EC), beginning with Section 42120, and in Article 2, Chapter 2 of Part 2, beginning with Section 1240(b). During the initial evaluation under EC 41326(l), FCMAT assessed the county superintendent’s involvement with the district throughout the course of their normal oversight responsibilities, up to and including the date of evaluation, and specifically during the period leading up to the district’s declaration of insolvency. This assessment involved analyzing historical and current documents prepared by county office staff, as well as asking a series of questions related to the time leading up to the insolvency. FCMAT also reviewed the county superintendent’s oversight practices and conducted interviews with district staff and other key individuals involved in the oversight process. The annual evaluation focuses on the status of the district’s recovery, assessing the progress made since the last review and evaluating the effectiveness of the county superintendent in supporting the district’s staff, governing board, and trustee in their efforts to help the district return to fiscal solvency. In addition, the annual review examines any areas that were marked as “No” on the initial evaluation to determine if those issues are being addressed. FCMAT’s findings indicate that the fiscal oversight actions taken by the county superintendent during the study period were appropriate and effective in supporting the district’s full recovery. The county superin- tendent provided evidence of a thorough oversight process for reviewing budget and interim reports. The district, county superintendent, and trustee monitor the district’s status using FCMAT’s 2019 Standards for Comprehensive Reviews, which are reviewed annually and independently scored by the district, county superintendent, and trustee. To track progress on identified deficiencies, the county superintendent and chief business official (CBO) meet monthly with district staff, while the trustee meets separately each month with the county superintendent and CBO to monitor progress, address emerging issues, and coordinate support. Additionally, the county superintendent continues to assign county office staff to work alongside their district counterparts to provide targeted support aligned with the five operational areas in the comprehensive review. Although the district’s 2024-25 first interim report projects deficit spending in each of the three years of the multiyear projection, its reserves remain above the required minimum level required for economic uncer- tainties. The district also carries a sizable balance of prior-year supplemental and concentration grant funds and needs to collaborate with the county superintendent to allocate these funds for eligible actions and services aimed at improving student academic achievement. A new district CBO began in January 2025 and will require training and support from county office staff and the trustee. Further, the district anticipates compensation increase requests from bargaining units because the certificated and classified bargaining agreements expire at the end of the 2024-25 fiscal year. With the district superintendent nearing the end of her second year and all cabinet members returning for a second consecutive year in 2024-25, leadership stability has allowed the district to assess its educational program and begin implementing best practices to improve student outcomes. The county superintendent should continue ensuring that the district remains focused on improving its educational program and effec- tively using supplemental and concentration funds to support student achievement. A significant area of uncertainty involves a pending petition for district reorganization and transfer of terri- tory. In 2015, a petition to reorganize the Greenfield Union Elementary School District was submitted to the State Board of Education (SBE). The petition and accompanying staff recommendation were scheduled for Fiscal Crisis and Management Assistance Team Monterey County Office of Education 4 AB 1840 Annual Evaluation Summary consideration at the SBE’s November 13-14, 2024 meeting. However, the petitioners — Greenfield Union Elementary School District, the South Monterey County Joint Union High School District, and the Monterey County Committee on School District Organization — requested a continuance of the hearing to January 2025. The SBE has since indicated that it anticipates hearing the matter in July 2025. The petition proposes transferring territory from the district to a reorganized Greenfield Unified School District. This transfer would violate the Non-Impairment Provision of the emergency apportionment financ- ing agreement between the district and the IBank. An uncured violation would constitute a default under the agreement and could trigger the immediate defeasance of the outstanding bonds, posing a significant financial risk to the district. The parties to the reorganization are currently engaged in productive discus- sions to reach a resolution. Fiscal Crisis and Management Assistance Team Monterey County Office of Education 5 AB 1840 Annual Evaluation Findings Findings This section focuses on FCMAT’s review of the Monterey County Superintendent of School’s fiscal over- sight actions. Each assessed area is listed below along with an associated narrative, and where applicable, recommendations for improvement. Any material deficits identified in these areas are noted within the narrative. 1) Did the district develop the long-range recovery plan (LRRP) within the statutory timelines? Al- ternatively, did the county superintendent of schools adopt the FCMAT Comprehensive Review in lieu of an LRRP? Has the trustee and/or county superintendent been consistently updating the LRRP or comprehensive review? The district adopted and uses the FCMAT Comprehensive Review in lieu of an LRRP. Before last year’s FCMAT review, the county superintendent, trustee and district staff collaborated to transition from the standards originally used during the district’s February 2010 comprehensive review to the updated standards adopted by the SBE in March 2019. These standards are used to evaluate insolvent school districts and are reviewed annually, with progress independently scored by the district, county superintendent, and trustee. To document progress toward meeting a standard, district staff must upload supporting evidence to a shared Google Drive. The county superintendent and staff, district superintendent and staff, and trustee meet to review scores and address any discrepancies. Significant deviations prompt further discussion. Each district cabinet member regularly presents updates to the district board on their assigned stan- dards, and the trustee provides an annual report on the status of implementation of the standards. Using the revised 2019 standards for comprehensive reviews in 2023-24 has proven effective, allowing the county superintendent and district to maintain their momentum into 2024-25. With all parties aligned under a single set of standards and a unified recovery plan, the district has moved beyond the immediate fiscal solvency issues that led to receivership. It now focuses on meeting FCMAT standards, improving student outcomes, implementing industry-standard operational prac- tices, and strengthening governance. 2) What role has the county superintendent played in supporting the district with the LRRP or com- prehensive review? What process has the county superintendent used to monitor the progress of implementing the recommendations from the LRRP or comprehensive review? The county superintendent remains actively engaged in supporting the district, as documented in the previous annual report. Over the past three years, the county superintendent’s efforts to integrate district monitoring, assistance, and oversight into county office operations have produced positive results. Each county office department that interacts with the district understands the county superin- tendent’s expectations for support, with the goal of helping the district meet or exceed each standard. To formalize district monitoring and progress review, the county superintendent holds an annual in-person meeting with district and county office counterparts to assess progress and align expec- tations. Additionally, the county superintendent and staff, district superintendent and staff, and trustee conduct annual evaluations, scoring the district’s progress on comprehensive review stan- dards. The district board reviews progress on these standards at each meeting. Implementation status is tracked in a spreadsheet that outlines each standard across the five operational areas of the comprehensive review. Fiscal Crisis and Management Assistance Team Monterey County Office of Education 6 AB 1840 Annual Evaluation Findings The county superintendent and CBO meet monthly with district staff to track progress in addressing deficiencies identified in the comprehensive review. The county superintendent and CBO also meet monthly with the trustee to discuss emerging issues and coordinate support. County office staff also meet monthly with their district counterparts. The comprehensive review standards guide each discussion, ensuring a consistent focus on district progress and accountability. Interviews indicate that the district views the county superintendent as highly supportive and col- laborative. District staff noted that the county office team is always available to answer questions and provide assistance. Staff also praised the professional development opportunities offered by the county office. 3) What role has the trustee played in maintaining the financial recovery plan in collaboration with the county superintendent? The county trustee continues to assess the district’s progress across all five operational areas of the comprehensive review, monitor district operations, and support its long-term recovery efforts. To ensure a structured evaluation process, the trustee develops an annual review calendar that outlines deadlines for key tasks, including those for uploading supporting documents for each standard, scoring deadlines for the county superintendent, district, and trustee, and the presenta- tion of findings to the district’s board. Once scoring is complete, the county superintendent, district superintendent and trustee meet to review the results, after which the trustee prepares and delivers a report to the district board. The trustee remains actively involved in the district’s collaboration with the county superintendent, meeting monthly to track progress on the comprehensive review standards. Additionally, the trustee meets with the county superintendent and CBO each month and provides an annual report summa- rizing actions taken, current issues, and upcoming matters requiring district action. To support district governance, the trustee meets with the district superintendent monthly — or more frequently if needed — and before each board meeting to review the agenda and discuss con- cerns. The trustee also advises the governing board on governance issues and provides guidance as necessary during board meetings. The trustee maintains frequent communication with the district CBO, particularly on matters related to district solvency, collective bargaining, and financial reporting to the district board and county superintendent. A new district CBO was hired a month before FCMAT’s fieldwork, and the trustee plans to work closely with them, providing additional support and expertise, specifically in contract- ing and budgeting practices. The trustee also intends to collaborate closely with the new mainte- nance and operations director, who was hired in January 2025. The district’s collective bargaining agreements with certificated and classified employees expire at the end of the 2024-25 fiscal year. To ensure a smooth negotiation process and avoid agreements that could lead to fiscal distress, the trustee will work with the county superintendent, district super- intendent, and district board to ensure continued fiscal solvency. Since the last annual report, the trustee has completed FCMAT’s Fiscal Health Risk Analysis (FHRA) and continues to use the tool to assess the district’s fiscal health. As recommended in the previous report, the county superintendent and district also conducted an FHRA, with all three assessments rating the district at low risk for insolvency. Fiscal Crisis and Management Assistance Team Monterey County Office of Education 7 AB 1840 Annual Evaluation Findings During interviews, the trustee discussed plans to develop a historical timeline outlining the events and conditions that led to state receivership. The goal is to provide the community with a clearer understanding of the factors that contributed to receivership and help prevent future occurrences. The trustee’s role and responsibilities are outlined in Appendix A of this report. 4) What is the status of the district’s budget concerning deficit spending, fund balance, and reserve for economic uncertainties? The district’s first interim budget and multiyear projection indicate deficit spending of $7.7 million in 2024-25, $334,731 in 2025-26, and $1.5 million in 2026-27. The unrestricted general fund ending fund balance is projected to decline from $14.99 million at the beginning of 2025-26 to $5.46 mil- lion by the end of 2026-27. The district also maintains $4.67 million in Fund 17, the Special Reserve Fund for Noncapital Outlay. Including Fund 17, projected available reserves are 16.99% in 2024-25 and 17.00% in both 2025-26 and 2026-27, above the required 3.00% reserve. According to district and county office staff, the projected deficit spending in the current year stems from carryover of prior-year unspent funds. The district acknowledges the need to reduce expendi- tures in response to declining revenues due to stagnant or declining enrollment and average daily attendance. Per the district’s first interim report, enrollment is projected to decrease by 2.3% from 2023-24 to 2024-25, with a slight 0.3% decline in 2025-26. In interviews, district staff indicated that they will consider reducing certificated and classified positions for the 2025-26 fiscal year. Expenditure reductions will be necessary if salary schedule increases are to be considered. Minutes from the February 26, 2025 board meeting indicate that the board approved a resolution to reduce certificated staffing by 6.5 full-time equivalent (FTE) positions and classified staffing by 5.0 FTE, effective June 30, 2025. 5) What process does the county superintendent use to assess the district’s cash flow, and how fre- quently do they perform this assessment? County office staff review cash flow projections at each reporting period. This includes verifying beginning cash balances against those in the financial system, confirming that projected ending bal- ances for months with actuals align with financial system data, and ensuring that ending balances for each month are positive through the end of the fiscal year. These reviews are documented on oversight checklists and demonstrate that cash monitoring is a standard, prioritized component of the county superintendent’s oversight responsibilities for all districts. The county office CBO indicated that she reviews district cash flow projections and monitors cash balances monthly. Given the district’s fund balance level, cash flow is not a current issue. 6) Has the county superintendent performed a thorough examination of the district’s adopted budget and interim reports for compliance with the State Standards and Criteria for Fiscal Solven- cy, as evidenced by fiscal oversight review checklists or other documentation? Does the county superintendent identify and communicate to the district any necessary technical corrections? The county superintendent provided evidence of a thorough oversight process for reviewing district budgets and interim reports. This process includes evaluating each criterion and providing narrative explanations when concerns are identified. County office staff have developed and consistently use a detailed budget and interim report review tool that documents findings and corrections, with links to the original documents for reference. Review checklists indicate that county office staff verify Fiscal Crisis and Management Assistance Team Monterey County Office of Education 8 AB 1840 Annual Evaluation Findings budgeted and actual amounts against financial system data and assess the reasonableness of reve- nue and expenditure assumptions. Following the budget and interim report review, county office staff communicate any necessary technical corrections to the district CBO via email and require a formal response. County office staff then confirm that corrections are implemented by the next reporting period. This review process is standard practice for every school district in the county. The county office also applies a similarly structured process to its reviews of annual district audits and unaudited actuals for all school districts. 7) Does the county superintendent evaluate whether the district’s budget aligns with its financial recovery plan and will enable the district to meet its financial obligations? This includes ensur- ing the budget will allow the district to satisfy its multiyear financial commitments and maintain a combined assigned and unassigned ending fund balance that meets or exceeds the minimum recommended reserve for economic uncertainties. The county superintendent conducts formal evaluations of the district’s financial condition and communicates any concerns through budget and interim report review letters. Documentation shows that the county office’s financial reviews include an assessment of the reasonableness of the district’s assumptions, budgeted revenues and expenditures, and whether the minimum reserve for economic uncertainties is met for the current and two subsequent years. In the first interim review letter, the county superintendent cautioned the district that continued deficit spending could deplete its reserves and jeopardize its long-term financial stability. The county superintendent closely monitors the district’s fiscal solvency through regular meetings with the district superintendent and trustee, as well as ongoing communication between county office staff and their district counterparts. All parties involved — including the district and county superintendents, district board, and trustee — are working collaboratively toward the district’s exit from receivership. With fiscal solvency concerns being addressed, the district has begun shifting its focus to improving student achievement and implementing industry-standard practices in human resources, purchas- ing, and maintenance and operations — areas that had previously been neglected due to the focus on financial recovery. 8) If the district is deficit spending, does the county superintendent note the levels of deficit spend- ing and communicate their concerns to the district governing board through the budget and/or interim report letters? The county superintendent identifies projected deficit amounts for the current and two subsequent years and communicates this information to the district board through formal review letters. These letters also highlight additional concerns and advise the district to monitor deficit spending to ensure it remains manageable. In the county superintendent’s 2024-25 first interim review letter, the superintendent cautions: Failure to minimize deficit spending could jeopardize the future financial standing of the District. It is critical that the District have a plan to eliminate structural deficit spending before educational programs are threatened. Fiscal Crisis and Management Assistance Team Monterey County Office of Education 9 AB 1840 Annual Evaluation Findings The county superintendent uses a standardized form letter for all districts in the county following the review of budget and interim reports. These letters typically include basic budget information — such as a summary, Local Control Funding Formula (LCFF) revenues, projected average daily attendance — but offer only brief comments. 9) Does the county superintendent verify whether the district’s budgeted expenditures are sufficient to implement its Local Control Accountability Plan (LCAP)? Oversight checklists provided by the county office indicate that staff verify whether the district’s budgeted expenditures are sufficient to implement its LCAP. In the county superintendent’s 2024- 25 LCAP review letter, it is noted that the district’s LCAP meets the criteria for approval and that the budget includes sufficient expenditures to support its implementation. The county superintendent performs a thorough review of the district’s LCAP using a detailed work- sheet that includes a checklist for each section of the plan, along with space for notes and comments intended for the district. The checklist was developed in conjunction with the California County Superintendent’s LCAP Approval Manual. This review process ensures that the district’s submitted budget aligns with and adequately supports and funds the goals and actions outlined in the LCAP. Although no documentation was provided showing communication between the county superinten- dent and the district regarding any omitted components or missing details in the LCAP, the county superintendent communicates that the plan meets state requirements through a standard, pro forma approval letter issued by the county office. 10) Does the county superintendent verify whether the district identified the amount of carryover of prior year supplemental and concentration grant funds in its LCAP? If these funds are being carried over, does the county superintendent verify whether the district has either included their expenditure in the LCAP for the subsequent year and in its budget and multiyear projection, or reserved the funds in its fund balance? The county superintendent has verified the carryover of prior-year supplemental and concentration grant funds totaling $6 million, as documented in the county office’s LCAP review worksheet. During interviews, both the district superintendent and the county superintendent acknowledged the growing LCAP carryover balance and emphasized the need to implement the actions and services included in their LCAP. Despite the significant carryover balance, the county superintendent has not addressed the issue in either the LCAP or budget approval letters. District staff indicated that the inability to fill positions funded through the LCAP contributed to the carryover; however, these unfilled positions were not documented in the LCAP Annual Update. The county superintendent’s LCAP review worksheet noted the need for a clearer explanation of the variance between budgeted and actual expendi- tures. If staffing challenges contributed to the carryover, the district should explicitly state this in the LCAP Annual Update and consider adjusting its actions accordingly. A substantial carryover balance is a key indicator of potential implementation issues in both LCAP development and county superintendent review. To strengthen alignment between the Business Services and Instructional Services departments, the district’s carryover balance should be closely monitored throughout the year and the county superintendent should provide guidance on how to reallocate unspent funds to deliver services to students and fulfill LCAP goals when staffing limita- tions prevent full implementation. Fiscal Crisis and Management Assistance Team Monterey County Office of Education 10 AB 1840 Annual Evaluation Findings 11) Does the county superintendent review the accuracy of the district’s public disclosures of collec- tive bargaining agreements, provide comments on the viability and affordability of these agree- ments, and verify whether the district has adopted all necessary budget revisions in the current fiscal year to meet the costs of the agreements? The county superintendent reviews the accuracy of the district’s public disclosures of collective bargaining agreements and provides feedback regarding their affordability. The most recent certificated and classified agreements, approved in 2022 and covering the period from July 1, 2022 through June 30, 2025, were reviewed by the county superintendent, who issued a letter stating that the agreements were affordable and that the district should be able to meet its financial obligations for the current and two subsequent fiscal years. The letter also directed the district to submit the board minutes reflecting approval of the agreements, along with board-ap- proved budget revisions. County office staff confirmed that the district adopted the required budget revisions. County office documents from a prior review period show that the county office conducts a thor- ough review of public disclosure documents, similar to its review of district budget and interim reports. The county office uses a detailed worksheet that includes a checklist of required items and a separate tab for content to be included in the county superintendent’s letter to the district. Additionally, a cover sheet is used to document correspondence with the district and confirm any required changes or clarifications. County office staff also provide annual training on public disclosure of collective bargaining agree- ment requirements for all school districts and request that disclosure documents be provided at least 10 days before school district board approval. 12) Does the county superintendent review the information provided by the district regarding the issuance of non-voter-approved debt and provide comment to the district governing board on the district’s ability to repay its obligations within 15 days of receiving the information? The district has not issued any non-voter-approved debt since the last review. 13) Has the county superintendent performed timely evaluations of the trustee? The county superintendent completed the trustee’s annual evaluation on January 30, 2025. The evaluation included an assessment of the trustee’s accomplishments over the past year and out- lined goals for the year ahead. Interviews indicated that the trustee has maintained positive working relationships with the county superintendent, district superintendent, the district board, and county office departments — an observation that was also reflected in the evaluation. 14) Is the trustee present at district governing board meetings and closed sessions? Has the trustee used stay or rescind authority and, if so, on what issue? The county trustee attends all district governing board meetings and closed sessions, either in person or via Zoom. Before each meeting, the trustee meets with the district superintendent to review the agenda and offer recommendations or suggestions. During the meetings, the trustee takes notes and subsequently provides updates to the county superintendent. Although the trustee occasionally attends meetings virtually, interviewees indicated that this has not hindered the dis- trict’s recovery efforts. The trustee has not exercised stay or rescind authority in the last 12 months. Fiscal Crisis and Management Assistance Team Monterey County Office of Education 11 AB 1840 Annual Evaluation Findings 15) What is the status of the district’s recovery? The district continues to make progress in its recovery under the leadership of the district super- intendent, who is nearing the end of their second year in the role. Every cabinet member returned for the 2024-25 school year, and only one new board member was seated, providing much-needed stability. However, the district’s CBO resigned in January and was replaced by a former county office employee, who will receive support from both the county office and the trustee. The com- bined expertise of the superintendent and the assistant superintendent of educational services, along with the board’s commitment to governance development — including training and clar- ity around its role and function — positions the district to become a well-functioning entity that improves student achievement. The district board is cohesive and works collaboratively with the superintendent. The recent update to the Governance Handbook has contributed to improved governance practices and a shift from adult-centered to student-centered decision-making. The board president expressed confidence in the district’s progress, highlighting the impact of clear, direct communication and a shared commit- ment to sustaining positive momentum. The county superintendent and staff, district superintendent and staff, and the trustee continue to collaborate on implementing the recommendations from the comprehensive review. Cabinet members provide regular progress updates to the board. Each year, the district, county superin- tendent, and trustee independently evaluate the district using FCMAT’s revised 2019 Standards for Comprehensive Reviews, with results reported to the board. In the trustee’s July 2024 report, four of the five operational areas received average scores of seven or higher. However, the Pupil Achievement area received an average score of 6.21 — based on the combined ratings of the dis- trict, county superintendent, and trustee — indicating a continued area for growth. In addition, district staff, county office staff, and the trustee each completed FCMAT’s Fiscal Health Risk Analysis, all rated the district at low risk for fiscal insolvency. Although the district’s 2024-25 first interim report shows projected deficit spending in the current and two subsequent fiscal years, it also shows the district will maintain available fund balances above the minimum required reserve for economic uncertainties. Nonetheless, fiscal challenges remain. The district hired a new CBO in January 2025, and both the county office CBO and the trustee will provide necessary support. This leadership change presents an opportunity to strengthen fiscal practices. One ongoing issue is the significant increase in the district’s carryover of supplemental and con- centration grant funds, largely resulting from unfilled LCAP-funded positions. The district’s difficulty in filling these positions, in addition to restrictive language in the certificated collective bargaining agreement, has limited its ability to implement improvements aimed at increasing student achieve- ment. Further, the district is overstaffed in certain areas and at the time of fieldwork, was consider- ing staffing reductions for 2025-26 to help address projected budget deficits. At its February 26, 2025 board meeting, the board approved resolutions to reduce certificated staffing by 6.5 FTE and classified staffing by 5.0 FTE, effective June 30, 2025. It also anticipates compensation increase requests during upcoming negotiations. A major barrier to overcoming the conditions that led to receivership is the district’s persistent low student achievement, driven in part by longstanding curricular and instructional shortcomings. The recent hiring of an experienced assistant superintendent of educational services brings hope, as Fiscal Crisis and Management Assistance Team Monterey County Office of Education 12 AB 1840 Annual Evaluation Findings this leader has a clear understanding of effective practices in high-performing school districts and can identify nonstandard approaches that have hindered progress. In previous years, the Educational Services Department’s instructional initiatives were frequently hindered by budget reductions in response to declining revenue and concerns about solvency. Instructional efforts and staff training were often undermined by low attendance, misapplication, and incomplete implementation, stemming from a lack of staff engagement. Leadership turnover in the department was common, largely due to the pressure placed on inexperienced district leaders. The district did not effectively implement instructional practices that support teacher development and academic outcomes, despite the potential impact that well-trained and academically supported teachers can have on student achievement. The district is now positioned to address the longstanding barriers to instructional improvement. The planned adoption of state-approved math and English language arts curriculums is a strong starting point. However, the greater challenge will be operationalizing and effectively implementing those materials. Sustained student progress will require the consistent and continuous implementa- tion of effective teaching practices across classrooms and schools. Addressing instructional inconsistencies resulting from leadership turnover and the use of unap- proved curriculums remains a key challenge for the Educational Services Department. Moving for- ward, the department must create opportunities for staff to build a shared understanding of the dis- trict’s approved curriculums, academic standards, and expectations for implementation. Achieving these goals will require sustained effort, persistence and strong leadership. Through the Local Control Funding Formula, the district receives additional funding to support low-achieving students. As it enters the 2025-26 fiscal year, the district holds a significant carryover bal- ance that must be strategically allocated to improve student outcomes. To ensure effective use of these funds, the county superintendent and trustee should strengthen year-round LCAP monitoring, enabling midyear adjustments and proactive planning. Minimizing carryover will require treating the LCAP as a multi-year, continuous improvement tool rather than a one-time, annual compliance document. The district’s final payment on the I-Bank loan is due in October 2028. The county superintendent is developing an evaluation tool to assess the district’s readiness to exit receivership. The district should also begin preparations for the required fiscal systems audit, which should be completed before the final loan payment. 16) On or before October 31, has the district governing board prepared a report on the district’s fi- nancial condition in accordance with Education Code 41321? Does the trustee review and approve this report? Has the district provided this report to the county superintendent? The district prepared a report on its financial condition in accordance with Education Code 41321 on October 11, 2024, and submitted it to the trustee. The trustee approved the report on October 16, 2024, and forwarded it to the county superintendent on October 24, 2024. The report is included as Appendix B of this report. 17) How has the county superintendent addressed the fiscal oversight actions that were designated as “No” on the initial evaluation? County office staff continue to ensure that the areas identified as deficiencies in the initial review are actively addressed through fiscal review checklists and oversight documentation. Fiscal Crisis and Management Assistance Team Monterey County Office of Education 13 AB 1840 Annual Evaluation Conclusions and Recommendations Conclusions and Recommendations The Monterey County Superintendent of Schools is leading a focused and collaborative effort to support the district in achieving long-term financial solvency. The superintendent has cultivated the relationships and trust necessary to influence change, overseen the district’s approval and implementation of key policy and procedural reforms, and brought an optimistic and solutions-oriented approach to the oversight process. The county superintendent and office staff effectively fulfill their fiscal oversight duties through well-doc- umented and thorough processes. The system used to monitor and document the district’s progress in implementing recommendations from the comprehensive review is structured and effective. Interviews revealed strong support and collaboration among the county superintendent’s team, the trustee, and the district. Evidence shows that both the county superintendent and the trustee have made significant efforts to guide the district in improving governance, hiring practices, leadership capacity, and services to students. The district remains financially strong, maintaining reserves above the minimum required level. However, it must continue to monitor and control deficit spending. With a foundation of sound fiscal management, skilled leadership, and effective governance, the district is making steady progress toward full recovery. To ensure continued progress, the county superintendent should: 1. Continue to support and monitor the district’s implementation of the comprehensive review recommendations and request that the trustee continue to provide an annual progress report to both the county superintendent and district board. 2. Continue to focus the district on improving instructional practices to support student achievement. 3. Continue to request that both the district and trustee complete the FHRA annually and compare the results to ensure alignment in assessing the district’s financial risk. 4. Focus support on ensuring the district’s long-term fiscal stability, including by providing assistance as needed as the district adjusts staffing and by helping explore strategies to increase enrollment and attendance. 5. Closely monitor the district’s LCAP expenditures and carryover throughout the year and provide guidance on alternative uses of funds to meet LCAP goals when planned positions remain unfilled. 6. Collaborate with the trustee to support the new district CBO in building their skill set, strengthening fiscal processes, and preparing for the district’s exit from receivership. 7. Work with the trustee to monitor the district’s collective bargaining process to ensure future agreements are fiscally sustainable and do not contain language that limits the district’s ability to take actions necessary to improve student achievement. 8. Continue efforts to develop an evaluation tool to assess the district’s readiness to exit receivership and prepare for the district’s required fiscal systems audit to be completed prior to the final loan payment. 9. Within the next 12 months, the district should initiate an audit of its fiscal systems pursuant to EC 41320.1(a)(4). This audit is a precursor to exiting receivership, because the district must demonstrate the adequacy of its internal control systems. Initiating the audit well before the final repayment of the emergency apportionment is essential to ensure sufficient time to identify and correct any deficiencies. Fiscal Crisis and Management Assistance Team Monterey County Office of Education 14 AB 1840 Annual Evaluation Conclusions and Recommendations The next annual review will assess the district’s progress toward these goals. The transition from state to county administration as a result of Assembly Bill 1840 (Chapter 426, Statutes of 2018) continues to evolve. The purpose of these annual reviews, in part, is to clarify the roles and responsi- bilities of all involved education partners so they can assist and support the district’s recovery. This report attempts to assess the district’s recovery status and the essential support and oversight provided by the county superintendent of schools, and to establish a baseline for the next annual review, which will occur approximately one year from the publication of this report. Fiscal Crisis and Management Assistance Team Monterey County Office of Education 15 AB 1840 Annual Evaluation Appendices Appendices Appendix A – Trustee Roles and Responsibilities Appendix B – Annual Report on the Financial Condition of the School District Appendix C – Study Agreement Fiscal Crisis and Management Assistance Team Monterey County Office of Education 16 AB 1840 Annual Evaluation Appendix A – Trustee Roles and Responsibilities Appendix A – Trustee Roles and Responsibilities Acceptance by a school district of an emergency state apportionment (i.e., loan) made pursuant to Education Code (EC) 41320 constitutes an agreement by the district that a trustee will be appointed to ensure its fiscal recovery and solvency per EC 41320.1. The trustee shall be appointed by the county superintendent of schools, superintendent of public instruction (SPI), and State Board of Education (SBE) president or their designee, by majority vote. They shall report directly to the county superintendent and act as an advisor to the school district’s governing board and superintendent, guiding them through the recovery process. The trustee holds the authority to stay and rescind any actions of the school district governing board that are inconsistent with the school district’s fiscal recovery plan. They shall serve in this capacity until the school district establishes adequate fiscal systems and controls, and the SPI assesses that the district is likely to comply with the fiscal plan approved pursuant to EC 41320. This trustee shall have recognized expertise in management and finance and shall be selected from a pool of candidates identified and vetted by the Fiscal Crisis and Management Assistance Team (FCMAT). When selecting a candidate pool for the trustee position, FCMAT shall consider candidates’ expertise in management and finance, experience in mitigating fiscal distress in districts, and ability to engage meaningfully with the school district’s local community. Note: With approval from the county superintendent, SPI, and SBE president or their designee, a trustee may be appointed with the authority and responsibilities of an administrator, as set forth in EC 41325. The trustee shall monitor and review the school district’s operations, and shall perform the following functions: 1. Serve in a fiscal oversight capacity until the school district establishes adequate fiscal systems and future compliance with its approved recovery plan is likely. 2. Provide advice and make recommendations to school district staff and governing board members regarding budgetary, fiscal, or other issues that may affect the district’s financial condition. 3. Attend all school district governing board meetings and review all materials before each meeting to determine if any items or intended actions will have a negative fiscal impact on the district’s financial condition. 4. Stay or rescind an action of the school district governing board or personnel commission when the action may adversely affect the district’s financial condition or conflict with its approved recovery plan. 5. Notify the county superintendent after staying or rescinding a decision by the school district governing board. The county superintendent shall then notify the SPI and the SBE president or their designee of this action within five business days. 6. Monitor the financial projections and cash balances of all school district funds for the current and two subsequent fiscal years, and assist district staff in preparing these projections if necessary. Fiscal Crisis and Management Assistance Team Monterey County Office of Education 17 Appendices Appendix A – Trustee Roles and Responsibilities 7. Monitor all collective bargaining activity and review all proposals being considered, including their resulting fiscal impact. 8. Meet regularly with the school district superintendent and the chief business official to obtain updates on the district’s efforts to reduce expenditures or increase revenues. 9. Help the county superintendent establish timelines and prescribe formats for reports and other materials to be used to monitor and review the school district’s operations. 10. Maintain open and ongoing communication with the county superintendent and the school district’s staff, governing board and community, and promptly inform the county superintendent of any critical issues or incidents. 11. Review and approve the school district’s required annual report on its financial condition, including the following information: I. Specific actions taken to reduce expenditures or increase income, and the cost savings and increased revenue resulting from those actions, to ensure they are aligned with the school district’s needs and recovery plan. II. The adopted budget for the current fiscal year. III. Reserves for economic uncertainties. IV. Status of employee contracts. V. Obstacles to implementing the adopted recovery plan. 12. Use FCMAT’s Fiscal Health Risk Analysis tool to annually evaluate the school district’s risk of insolvency in the current and two subsequent fiscal years, and communicate any findings to the county superintendent. 13. Determine, with concurrence from the county superintendent and SPI, whether the school district is likely to comply with its approved recovery plan. 14. Provide regular updates to the county superintendent regarding the school district’s progress toward fiscal stability. 15. Consult with and seek recommendations from the county superintendent, SPI and FCMAT about ensuring the school district’s fiscal recovery and solvency. 16. Assist, as needed and pursuant to EC 41320.1, 41321 and 41322, in matters pertaining to the school district’s fiscal recovery and solvency. 17. Review the school district’s financial and budgetary conditions, including an analysis of internal controls, to determine if the district may be unable to meet its financial obligations for the current or two subsequent fiscal years, or if it should receive a qualified1 or negative2 interim financial certification. 18. Meet with appropriate school district staff, as needed, to assess the district’s fiscal health, organizational structure and staffing, effectiveness of internal controls, and other related matters. 1A qualified certification is assigned when a district may not meet its financial obligations for either the current fiscal year or the two subsequent fiscal years. 2A negative certification is issued when a district cannot meet its financial obligations for the remainder of the fiscal year or the subsequent fiscal year. Fiscal Crisis and Management Assistance Team Monterey County Office of Education 18 Appendices Appendix A – Trustee Roles and Responsibilities 19. Consult with the school district governing board on fiscal and budgetary matters, facilities projects, debt obligations and other operational areas as needed. 20. Provide recommendations for improvements in school district processes related to the budget, such as position control, opportunities for cost containment, and reducing contributions from the general fund to restricted programs. 21. Ensure the school district conducts its business operations in accordance with statutory requirements and adheres to acceptable legal and professional standards. 22. Advise the county superintendent regarding potential actions to improve or protect the school district’s fiscal solvency. 23. Provide additional support, technical assistance, professional learning, and advice in the Long Range Recovery Plan (LRRP) for the five operational areas defined by EC 41327.1 (financial management, facilities management, personnel management, community relations and governance, and pupil achievement). Focus on helping the school district address the recommendations identified in the LRRP to support its recovery, organizational effectiveness and future solvency. Report annually to the county superintendent regarding the school district’s progress in implementing its LRRP. Fiscal Crisis and Management Assistance Team Monterey County Office of Education 19 Appendices Appendix B – Annual Report on the Financial Condition of the School District Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 20 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 21 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 22 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 23 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 24 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 25 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 26 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 27 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 28 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 29 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 30 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 31 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 32 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 33 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 34 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 35 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 36 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 37 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 38 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 39 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 40 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 41 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 42 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 43 Appendices Appendix B – Annual Report on the Financial Condition of the School District Fiscal Crisis and Management Assistance Team Monterey County Office of Education 44 Appendices Appendix C – Study Agreement Appendix C – Study Agreement Fiscal Crisis and Management Assistance Team Monterey County Office of Education 45 Appendices Appendix C – Study Agreement Fiscal Crisis and Management Assistance Team Monterey County Office of Education 46 Appendices Appendix C – Study Agreement Fiscal Crisis and Management Assistance Team Monterey County Office of Education 47 Appendices Appendix C – Study Agreement Fiscal Crisis and Management Assistance Team Monterey County Office of Education 48 Appendices Appendix C – Study Agreement Fiscal Crisis and Management Assistance Team Monterey County Office of Education 49 Appendices Appendix C – Study Agreement Fiscal Crisis and Management Assistance Team Monterey County Office of Education 50 Appendices Appendix C – Study Agreement Fiscal Crisis and Management Assistance Team Monterey County Office of Education 51 Appendices Appendix C – Study Agreement Michael H. Fine Digitally signed by Michael H. Fine Date: 2024.05.30 11:08:08 -07'00' Fiscal Crisis and Management Assistance Team Monterey County Office of Education 52