The publicly posted audit covers the fiscal year ending June 30, 2023. Tallahassee Reports could not locate audits for the fiscal years ending in 2024 or 2025 on the Foundation’s publicly accessible financial information.

The 2023 findings take on added significance following the school district’s announcement that Deputy Superintendent Dr. Michelle Gayle and Foundation Executive Director Margaret Farris have been placed on administrative leave while LCS conducts a review of financial records related to the Foundation.

The district has stressed that placing employees on administrative leave is not a presumption or finding of wrongdoing.

Auditors Identify Two Material Weaknesses

The Foundation’s 2023 independent audit identified two material weaknesses in internal controls over financial reporting.

One involved the segregation of financial responsibilities. According to the audit, one Foundation employee was responsible for collecting payments, entering deposits into the accounting system and making the bank deposits. Another employee reviewed invoices, entered disbursements into the accounting system, and prepared and mailed checks.

Auditors also reported that there was no official review process for journal entries or credit card transactions.

The auditors concluded that the arrangement increased the risk that receipts and disbursements could be manipulated and potentially result in materially misstated financial statements or misappropriation of assets.

The auditors recommended increasing Board review of financial activity, including reviewing bank statements, journal entries and credit card transactions.

The finding does not mean auditors determined that money had been misappropriated. Rather, it identified weaknesses in controls designed to prevent or detect such problems.

Accounting Adjustments Required

The second material weakness involved the Foundation’s accounting records.

According to the audit, significant adjustments were necessary during the audit process to bring the Foundation’s financial statements into conformity with generally accepted accounting principles. The auditors reported that Foundation management had relied on the auditing firm to propose accounting entries that had not previously been recorded.

Because the adjustments resulted in a material change to the financial statements, auditors classified the deficiency as a material weakness.

Despite the two findings, the independent auditors ultimately issued an unmodified, or “clean,” opinion on the Foundation’s corrected financial statements. The auditors concluded that the statements fairly presented the Foundation’s financial position in all material respects.

Foundation Financial Activity Was Growing

The audit also shows an organization experiencing significant financial growth.

On the governmental-fund basis presented in the audit, the Foundation reported $757,930 in revenue for fiscal year 2023, substantially higher than its original budget of $408,734. Public contributions totaled $369,795, compared with a budget of $144,554, while grant revenue reached $241,492, compared with the $143,000 budgeted.

Foundation expenditures totaled $717,118.

The largest expenditure was $322,785 for classroom grants, followed by $242,038 classified as grants, contributions and programs. Together, those categories totaled approximately $565,000, or about 79% of expenditures.

Leon County Schools also provided significant support to the Foundation. The audit reported $137,829 in in-kind contributions from the district, including $100,389 in salaries and $37,440 for office space.

The Foundation is considered a direct-support organization and component unit of Leon County Schools because of its relationship with the district.

More Recent Audits Not Publicly Posted

The absence of more recent publicly available audits leaves an important unanswered question: Were the internal-control weaknesses identified in 2023 subsequently corrected?

That question is particularly relevant because the Foundation’s financial activity continued to increase after the 2023 audit.

Federal nonprofit filings show Foundation revenue subsequently exceeded $1 million annually, including approximately $1.5 million during fiscal year 2024. A significant portion of the increase was associated with grants and government-supported education programs.

Records from the Consortium of Florida Education Foundations also show a $672,759 payment to the Foundation for work associated with Resiliency Through the Community and the New Worlds Reading Initiative.

However, without the subsequent independent audits, the public cannot determine from the Foundation’s currently posted audit records whether auditors found that the 2023 material weaknesses were corrected, continued, or were replaced by other findings.

The timing is notable given the district’s current review.

LCS announced this week that Gayle and Farris were placed on administrative leave while officials review Foundation financial records. Farris became the Foundation’s executive director in 2025 and therefore was not serving in that position during the period covered by the 2023 audit.

The district has not publicly alleged financial misconduct by either official and has said administrative leave should not be interpreted as a finding of wrongdoing.

The Foundation’s 2023 audit consequently does not establish a connection between the earlier internal-control weaknesses and the district’s current review. It does, however, provide the latest publicly available independent assessment of the Foundation’s financial controls — an assessment that identified two material weaknesses.

Whether those weaknesses were subsequently corrected remains unclear from the financial audits currently available to the public.

The statement notes that “Administrative leave should not be interpreted as a presumption or finding of wrongdoing. This action allows the district to conduct a thorough and appropriate review of circumstances and determine whether any official action is warranted.”

Background

Dr. Michelle Gayle is the Deputy Superintendent of Leon County Schools, serving as one of Superintendent Rocky Hanna’s senior administrators. She leads the district’s Office of Professional, Intervention and Community Services.

Gayle’s responsibilities are unusually broad. She oversees or works with School Board administration, prevention and intervention services, admissions, attendance and discipline, mental health and wellness services, purchasing, planning, marketing and events, School Choice, volunteers and mentors, business and community partnerships, the District Advisory Council and the Foundation for Leon County Schools.

Before becoming deputy superintendent, Gayle served as LCS Assistant Superintendent for Professional and Community Services. In that position, she acted as a liaison between the superintendent, School Board and community organizations and oversaw areas including communications, volunteers, school choice and the Foundation.

Margaret Farris is the Executive Director of the Foundation for Leon County Schools, the nonprofit direct-support organization associated with Leon County Schools. LCS lists Farris among its district administrators and places the Foundation under Deputy Superintendent Dr. Michelle Gayle’s Office of Professional, Intervention and Community Services. Farris works from the LCS administrative complex and uses an LCS email address and telephone number.

The available employment information indicates that Farris became executive director in April 2025, succeeding Eric Clark. A professional employment profile gives her tenure as April 2025 to present, and contemporaneous LinkedIn search results contain an announcement welcoming her as the Foundation’s new executive director.

The Foundation for Leon County Schools (FLCS) is a private, nonprofit 501(c)(3) organization that serves as the direct-support organization for Leon County Schools. It was created in 1986 to raise private and community resources for programs benefiting LCS students, teachers and schools.

The ranking places Leon County in the lower third of Florida counties for average teacher pay. The analysis also compares teacher compensation with the average wage of all workers in each county, providing another way to assess how competitive teacher salaries are within the local labor market.

Leon County’s average annual wage for all workers was $64,947 in 2025, ranking 13th statewide. That means the average Leon County teacher earned about 82% of the average wage for all workers in the county.

That produces a significant disparity between the two rankings.

Leon County ranked 44th for teacher pay but 13th for overall worker pay. In other words, while Leon County has relatively high wages compared with many Florida counties, its teachers’ average pay does not keep pace with the county’s broader labor market.

The analysis ranks Leon County 60th among the 67 counties when teacher wages are measured as a percentage of the county’s overall average wage. Only seven counties have a larger gap between teacher pay and the average wage of all workers.

That places Leon County in a notably different position from counties where teaching salaries are more competitive with local wages. In Bradford County, for example, teachers earned 129.6% of the county’s average wage, the highest ratio in Florida. Monroe County ranked second at 123.6%. At the other end of the spectrum, Miami-Dade teachers earned 69.8% of the county’s average wage.

The numbers have implications beyond the headline teacher salary.

For someone considering a teaching career in Leon County, the relevant comparison may not simply be what teachers earn in other school districts. Potential teachers can also compare the $53,226 average teacher wage with the $64,947 average wage available across the county’s broader workforce.

That makes teaching potentially less financially attractive to workers who have the qualifications to pursue other professions.

The same issue can affect retention. Existing teachers who can transfer their skills to other occupations or other Florida school districts may have an incentive to leave if competing opportunities offer higher compensation relative to the local cost of living and labor market.

The data therefore presents a two-part challenge for Leon County Schools. Its average teacher wage is already below the midpoint of Florida counties, ranking 44th, while the gap between teacher pay and other wages in Leon County is even more pronounced, with the county ranking 60th statewide on the teacher-to-overall-wage measure.

The figures do not, by themselves, establish that Leon County is losing teachers because of compensation or quantify the number of teachers who leave for higher-paying jobs. But they do show that teacher pay is comparatively weak both within Florida’s school districts and relative to the broader Leon County labor market.

For school officials seeking to recruit and retain high-quality teachers, that distinction could be important. Raising teacher salaries can make the profession more competitive not only against neighboring school districts, but against the other employment opportunities available to college-educated workers in Leon County.

Regional comparison raises additional concerns

The regional comparison provides another measure of Leon County’s competitiveness.

Among the seven North Florida counties examined, five pay their teachers more on average than Leon County. Jefferson leads the group at $59,241, followed by Santa Rosa at $58,498, Okaloosa at $57,408, Bay at $55,787 and Escambia at $53,556. Leon’s average of $53,226 is higher than only Wakulla at $52,646 and Gadsden at $50,533.

But the more significant difference is how teacher salaries compare with wages for other workers within each county.

In Jefferson County, teachers earned nearly 20% more than the average worker, while teachers in Wakulla earned about 4% more than the countywide average. Bay County teachers were essentially at wage parity with other workers, and Santa Rosa teachers earned nearly 10% more than the county average.

The situation is different in the counties where teacher salaries are closer to or below Leon’s. In Escambia, teachers earned 85.4% of the average wage for all workers, compared with Leon’s 82%. Okaloosa teachers earned 89.9% of the countywide average.

The regional numbers suggest that Leon County faces competition on two fronts. Several nearby counties offer teachers higher average salaries, while others make teaching more competitive relative to the wages available in their local economies.

For Leon County Schools, that means teacher recruitment is taking place in a regional labor market where candidates can find districts offering higher salaries or, in some cases, a stronger relationship between teaching pay and other local employment opportunities.

The data does not establish how many Leon County teachers have left for these counties or whether salary differences are the reason they leave. But it does show that Leon’s teacher compensation is less competitive than that of many nearby counties, adding another challenge for the district as it seeks to attract and retain teachers.

Rusty Edwards, who presented the update, provided the board with a breakdown of out-of-school suspensions and expulsions, distinguishing between total disciplinary actions and unique students involved. The data revealed a complex “expulsion process” that often carries over from one school year to the next.

Board members expressed concern over the “purgatory” or “limbo” students face while awaiting final board action. Edwards clarified that for Zero-Tolerance Offensives or incidents involving weapons or knives, state legislation mandates a minimum one-year expulsion. Also, depending on when an incident occurs, a student could be expelled for the remainder of a current semester plus the following two semesters, totaling three semesters in rare cases.

Edwards also noted that the process is often delayed if parents fail to attend required meetings, though the student remains recommended for expulsion in the interim.

The “Consistency” Argument

Board member Mr. Jones noted a troubling trend, stating that at one of his schools, the number of students being suspended has nearly doubled in just four years. He questioned whether these “burgeoning numbers” indicated a failing school climate or a lack of resources to mitigate behavior.

Edwards argued that the high numbers are actually a sign of improved administrative integrity. He explained that the district has moved away from a “willy-nilly” approach in favor of a “strict adherence to the Matrix,” a standardized set of discipline guidelines. “The actual consistency of application, I think, is a reason as to why some of the numbers seem to be going higher,” Edwards told the board. He predicted that as students realize expectations are being held consistently, the numbers will eventually “come back down”.

Mitigation and Community Engagement

To address the current trends, the district is implementing several strategies. An ad hoc committee recently “tightened” the Discipline Matrix to ensure more efficient and fair application across all schools. Also, the district has partnered with the State Attorney’s Office, the Sheriff’s Department, and the Tallahassee Police Department to deliver presentations to freshmen regarding the dangers of weapons, vaping, and fighting. These presentations are slated to expand to middle schools this year.

In addition, district leaders are holding ongoing “summits” and monthly meetings with Deans and Assistant Principals to review data and share alternatives to suspension
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Board members emphasized the need to communicate these changes to the public, ensuring the community understands that the high numbers reflect a “fair application” of rules intended to create a safer culture. “When you make certain that you respond to every incident fairly,” Mr. Jones remarked, “it then creates a culture of safety”.

A “Technology Center” in Crisis

The current TIS building, located at the corner of Appleyard and Pensacola Street, is a 46-year-old former electrical supply warehouse that has been “repurposed, repurposed, repurposed” over the decades. Justin Williamson, Director of TIS, warned board members that the facility’s infrastructure is no longer adequate to house the $5 million to $6 million worth of equipment that runs everything from district internet and security cameras to student data systems.

Williamson detailed several critical risks at the current site: The HVAC system, which must keep the server room at 68 degrees, is failing, risking equipment overheating. The fire suppression system is 30 years old, and the backup generators and power supplies are roughly 25 years old. The building suffers from constant leaks, including incidents where water poured directly into the server room.

If the current facility were to experience a total failure, Williamson estimated it could take at least a month to fully restore all district services.

The Proposed Solution

The Killearn Center property, which was appraised between $3.4 million and $3.9 million, was built specifically for digital broadcasting. Unlike the current TIS building, the facility features raised floors, gas fire suppression, and triple-redundant HVAC systems already in place.

Superintendent Hanna noted that the district’s current TIS property has been appraised at roughly $2.2 million to 2.3million Also, a buyer is already interested in purchasing it. After accounting for the sale and necessary move?in costs,Hanna estimated the net investment for the newbuilding would be approximately $1.5 million.

A Push for “One Roof” Consolidation

While board members generally agreed that the TIS department needs a new home, some pushed for a more comprehensive strategy to consolidate the district’s various administrative offices.

Board member Alva Smith argued against “piecemealing” buildings, suggesting the district should explore housing all employees under one roof to reduce overhead costs like roof maintenance and plumbing. “Now is an optimal time for us to be having this conversation,” Smith noted, pointing to the decline of commercial real estate prices.

The board has requested a comprehensive audit of all current administrative spaces, including the main administrative building and satellite offices like those on Bloxham Street. The goal of the audit is to determine the exact number of offices needed to potentially consolidate the entire district administration into a single, more efficient location.

Next Steps

The board requested a “menu” of options and a detailed plan of action before moving forward with the Karnes Center purchase. Superintendent Hannah agreed to reach out to local brokers to see if other properties could accommodate both the high-tech requirements of TIS and the general office needs of the district’s entire administrative staff.

The discussion also touched on the potential impact of the upcoming half-cent sales tax referendum, which could provide additional capital for long-term facility planning and physical plant improvements.

Augusta Raa Middle School accounts for the largest share of the district’s construction program. The school is slated for four major projects totaling $76.6 million, including two new classroom wings, a new gymnasium and performing arts center, and renovation of the administration and media wing along with site improvements.

Elizabeth Cobb Middle School is scheduled for three projects with a combined estimated cost of $49.5 million. Those include an 18-classroom wing, a second 18-classroom wing and a new cafeteria and performing arts center. Two of the three projects are identified as unfunded in the work plan.

John G. Riley Elementary School is planned to receive two projects totaling $41.5 million. The projects include construction of a new classroom wing and a new cafeteria and performing arts center. The classroom wing is currently listed as unfunded.

Griffin Middle School is scheduled for two projects totaling $15.5 million. Plans include construction of a new six-classroom wing, demolition of the existing gymnasium and remodeling of Building 12.

The district’s spending is heavily concentrated in the first three years of the plan. Capital expenditures are projected at $2.5 million in 2025-26, $32 million in 2026-27, $29.5 million in 2027-28, $16.5 million in 2028-29, and $103 million in 2029-30, bringing the five-year total to $183.5 million.

The budget passed on a 4-1 vote, with District 1 board member Alva Smith casting the lone dissenting vote. The approved budget is approximately $32 million smaller than last year’s.

Superintendent Rocky Hanna said district leaders continue to face many of the same financial pressures that shaped last year’s budget.

“None of us are happy about this budget situation,” Hanna said. “Our staffing plan, we only funded at 98% this year. Our emergency reserves are at the lowest that I’ve seen now in my 11th year as superintendent.”

The district previously announced $7.8 million in budget reductions for the coming school year, citing continued enrollment declines. The cuts affect staffing, administrative operations, arts and athletics programs, and funding for community organizations.

Hanna said district operations have already absorbed significant reductions in an effort to protect classrooms.

“We cut our district cost centers, all district operations, by over 6% this year by consolidating positions and reducing operating expenses,” Hanna said. “We’ll continue to look at ways to cut at the district and not affect the classroom, but at some point, the classroom is going to be affected.”

Smith argued the district has not gone far enough to reduce spending before asking employees to shoulder the burden.

“I’m going to be a no on the budget this year until we find a way to make the deep cuts to support our teachers and support staff,” Smith said.

Board Chair Marcus Nicolas disagreed, saying substantial work has already been done to reduce costs and that school consolidation has been discussed as a possible future option.

The budget also leaves little room for teacher pay increases. Hanna said the district may ultimately seek voter approval of a property tax increase to generate additional local funding for teacher and staff salaries.

The Leon Classroom Teachers Association posted a comment a social media account addressing the teacher pay issue.

The statement said ” We have consistently advocated for consolidating non-school operations before considering the consolidation or closure of schools. At the same time, the District cannot continue to make two conflicting arguments: that declining enrollment requires school consolidation while also claiming that vouchers have had little impact on student enrollment. Both cannot be true to the degree they are being presented…..Our analysis of the District’s financial data from the 2017–18 through the 2024–25 school years shows that instructional spending increased by approximately 9%, while administrative site spending increased by approximately 42%. We have repeatedly asked Leon County Schools to explain the reasons for this disparity, but to date no rationale has been provided. Before discussing the consolidation of schools, this is one area that deserves careful examination as a potential source of savings.”

The board is scheduled to formally adopt the final budget at its Sept. 8 meeting.

Leon County Schools announced that Julie Lawson was not reappointed as principal and that Nikki Bradley would lead the Midtown elementary school beginning with the 2026-27 school year. The district did not publicly detail the findings at the time of the personnel change, but confirmed the decision followed an internal investigation.

According to reporting by the Tallahassee Democrat, the investigation centered on the school’s handling of an incident involving a student and examined whether administrators followed district policies for reporting, documenting and communicating with parents. The investigation also reviewed allegations involving Lawson’s treatment of employees who raised concerns about school operations.

The investigation concluded Lawson failed to comply with several district policies, including timely parental notification and appropriate administrative procedures following the incident. The report also detailed allegations of retaliation against employees who reported concerns.

Leon County Schools has not publicly released the complete investigative report, citing personnel confidentiality requirements under Florida law. The district has also not announced whether Lawson resigned or whether additional disciplinary action was taken beyond her removal as principal.

Lawson became principal of Kate Sullivan Elementary in 2021 after serving as an assistant principal in Leon County Schools. During her tenure, she was recognized by the district and community organizations for her leadership and school improvement efforts.

Kate Sullivan Elementary, one of Tallahassee’s oldest neighborhood schools, serves approximately 725 students in pre-kindergarten through fifth grade. Nikki Bradley assumed leadership of the school following the district’s decision not to reappoint Lawson.

During a comprehensive presentation, David Solz, Director of School Improvement and Accountability, reported that Leon County saw proficiency increases across every core subject area. English Language Arts (ELA) proficiency rose by 4% district-wide, while math scores saw a significant 5-point gain in grades 3-5. Science scores were particularly strong, increasing by 5 points across all levels and placing the district 7 points above the state average in Biology.

“I have never been more proud of our school district,” said Superintendent Rocky Hanna, noting the achievements of staff and students alike. “We’re point twenty-five. Point 25 away from an A”.

The individual school results were equally striking, with 85% of schools (33 out of 39) either maintaining or improving their letter grade. The district now boasts 28 schools rated “A” or “B,” the highest number since 2012. Notable highlights included:

• Bond Elementary earned the first “A” in the school’s history, with historic growth for its bottom 25% of students (88% in reading and 90% in math).
• Fairview Middle School jumped from a “C” to an “A”.
• Cobb Middle School and Sealy Elementary both secured “A” ratings.
• Griffin and Oak Ridge successfully exited “Differentiated Accountability” status.

Board members attributed the success to “intentional investments,” particularly in early learning and the introduction of the UFLI reading program. Board Member Jones remarked, “The proof has been in the pudding,” while highlighting the “full evolution” of the district’s budget investments in student preparation.

Comparing Leon County to similarly sized districts, Board Member Wood highlighted that Leon’s 72% performance metric significantly outpaced Alachua (59%), Bay (68%), and Escambia (63%). “That’s the kind of comparison we need to be making right there,” Wood said.

Board Member Smith added that the data serves as a powerful marketing tool for public education. “No matter what area of town you live in… you’re going to be successful in Leon County Schools,” Smith noted. Superintendent Hannah concluded that the district would “scream it from the mountain tops” to ensure the community recognizes these historic gains .

Board members voted to approve the district’s partnership with an international teacher recruitment program, allowing Leon County Schools to hire educators from abroad to fill difficult-to-staff positions. District officials have said the program helps recruit certified teachers in subject areas where local applicants remain in short supply while providing a cultural exchange experience for students and staff.

The board also unanimously approved hiring Caissa Public Strategies to lead a targeted student recruitment and retention campaign aimed at bringing former Leon County Schools students back to the district. According to the agenda item, the district will utilize a cooperative purchasing agreement originally established by the Houston Independent School District for communications support services.

Under the agreement, Caissa will contact families of students who previously attended Leon County Schools and encourage them to re-enroll. The company will be compensated based on results rather than a flat fee, receiving $935 for each former student who returns and is counted in the district’s October full-time equivalent (FTE) enrollment survey. If a student re-enrolls and is first counted during the February FTE survey, the company will receive $450, provided it has not already been paid for that student.

The student recruitment effort comes as Leon County Schools continues to experience declining enrollment, a trend that directly affects district funding because Florida distributes education dollars largely based on student enrollment. District leaders hope the outreach campaign will reconnect with families who have left the school system while highlighting the programs and services available in Leon County Schools.

Together, the two unanimous votes reflect the board’s strategy of investing in both the workforce needed to educate students and the enrollment needed to sustain the district’s long-term financial stability.

The district announced the facilities would close beginning June 20, 2026, saying the decision applies to all high school tracks and fields “for the foreseeable future.” The announcement comes approximately nine months after Leon County Schools reopened selected tracks following a nearly two-year period when community access had been restricted.

The original closure in 2023 was driven by concerns over liability, security, vandalism and the district’s responsibility for maintaining school facilities. At the time, community members argued that the tracks provided important free spaces for exercise, running clubs and residents who did not have easy access to similar facilities.

In September 2025, Leon and Chiles high school tracks reopened under new restrictions. The tracks were available from sunrise to sunset when school activities were not taking place, with security cameras installed to monitor activity and discourage vandalism.

The reopening was viewed as a compromise between residents seeking access and district officials concerned about safety and costs. Leon High School was initially identified as the first facility to return to public use, with Chiles later included.

The latest closure has renewed debate over the balance between public access and school district risk management. Supporters of open tracks say school athletic facilities are community assets that promote health and recreation. District officials have maintained that student safety, facility protection and liability concerns must remain priorities.

The district has not announced a timeline for reopening the facilities, saying the closure will remain in place until further notice.

Nicolas is the current School Board chair and president of ESPMedia, a local media company. His wife is an assistant principal at RAA Middle School.

Reilly currently works in the hospitality industry. Since announcing his campaign, he has regularly attended school board meetings. He graduated from Godby High School in 1988. His wife currently works in the district’s HR department, 

Nicolas addressed “administrative bloating” by stating that comparisons with similar districts that show LCS has more administrative positions is misleading. He explained that while Leon County’s administrative staff may appear larger than neighboring districts, it is because Leon County keeps those positions in-house whereas other districts subcontract those same roles. He specifically called the claim that the district has 210 more administrators than peer groups “factually incorrect”.

However, Nicolas did concede that the district had more assistant principals than were warranted and stated that they are currently “correcting that”.

On staffing, Reilly said he’d like to see the board take a more proactive approach, and he said he thinks reducing top-level staff could be part of that answer.

“I also feel that we have a very top-heavy school system—I think that’s proven,” he said. “We have more people than we need. We continue to hire more at the district level, and we need to cut those jobs instead of hiring more if we have less students.”

On school choice, Riley said charter, private, and religious schools provide “healthy competition.” He argued that parents should have options because public schools have created their own problems, specifically citing issues like bullying as a reason students leave the district.

While he supported the district’s recent move to hire a third-party recruiter to bring students back, he called it a “reactive thing” and emphasized that the board needs to address the root causes of why families are choosing other options. Riley even stated that, at the current time, he might not personally recommend Leon County Public Schools to a new resident, noting that his own daughter attended Florida High
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Nicolas disagreed that the current environment represents healthy competition, primarily because of a lack of shared accountability standards. He argued that private schools receiving voucher money are not held to the same standards as public schools and have the ability to “sift through” the students they want while shunning others.

Nicolas made a pitch for public schools by noting that graduation rates have increased by 8%, and the district now features unique partnerships like on-campus banks to teach financial literacy and dedicated college and career centers.

On the property tax increase that is scheduled to be on the ballot in November, Nicolas said he strongly supports the increase, framing it as a critical investment in the district’s workforce and security. He highlighted that Leon County teachers currently rank 44th in pay in Florida.

Riley opposes the property tax increase, arguing that the district should look inward to its current budget before asking taxpayers for more money. He stated he cannot justify an additional $300 per person per year in property taxes for community members who already feel “crushed.” His backup plan, should the tax fail, is to cut executive positions at the district level that he deems unnecessary.
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