A primary outcome of the audit was the spotlight on the district’s administrative structure, which was perceived by some community members as overly burdensome. The consultant, the Abraham’s Group, conducted a comprehensive evaluation, including salary comparisons with similar districts and interviews with personnel. A notable deviation from past practice was the use of districts with comparable enrollment and property values instead of the traditional “market basket” approach, which had been criticized for focusing too narrowly on factors like SAT scores.

Recommendations were expected to focus on clarifying job descriptions and potentially reducing the number of workdays for certain positions. The board discussed the requirement for job descriptions to include salary ranges, as mandated by a new law, and the need for clearer documentation for roles that currently lack detailed descriptions.

In addition to administrative concerns, the audit addressed the district’s approach to student services, particularly for those requiring special education. The percentage of students eligible for special education services has risen, with projections reaching up to 19% by 2025. The audit highlighted challenges in standardized assessment performance among students receiving these services, prompting discussions on improving classroom support and interventions.

The board also examined the potential restructuring of school facilities to achieve operational efficiencies. A proposal to relocate the Early Childhood Center (ECC) and merge students into the new Florence Roach building was debated. However, concerns over costs and logistical challenges, such as the need for additional classroom space and playground facilities, were raised. The audit cautioned against closing the Swallow Union Elementary School, warning of the significant educational disruptions this could cause and the potential legal challenges from the community.

A significant portion of the meeting was dedicated to discussing the condition of Swallow Union Elementary School. The board acknowledged the need for substantial investment in the aging facility, with repair costs estimated between $60 and $100 million. An application for funding assistance from the Massachusetts School Building Authority (MSBA) was submitted, with a decision expected by the end of October. If denied, alternative solutions, such as temporary repairs, were considered, although the consensus was that comprehensive renovations were necessary.

The board contemplated broader community planning to address anticipated population growth from new housing developments, which could impact school capacity. Discussions on forming a building committee to oversee feasibility analyses and future planning underscored the urgency of addressing the district’s infrastructural needs.

In other business, the board discussed appointing members to various town committees, including the Dunstable Commission on Accessibility and the Low Regional Transit Authority. The appointment of an Emergency Management Director was confirmed.

The meeting also addressed the upcoming Recreation Commission’s October Fest event, with a motion to authorize alcohol consumption under specific conditions. A one-day liquor license was approved for the Beer Guy LLC, with amendments to clarify the event’s policy on alcohol consumption.