As part of a broader financial overview, it was suggested that closing Stony Brook School could save the district approximately $500,000 in operational costs, alongside $1.2 million annually in staffing expenses, including health benefits. The board discussed restructuring grades across the district, with proposals to relocate Pre-K and kindergarten to Cisco, grades one through three to Keel School, and grades four through six to PRM. The high school would accommodate grades seven through twelve. Current enrollment figures at PRM, with 362 students out of a 539 capacity, were cited to reassure attendees about available space and the feasibility of these changes.

The discussion also touched on the challenges of implementing the proposed realignment, such as adjusting sixth-grade schedules and managing parking and traffic flow. Emotional responses were acknowledged, particularly from parents concerned about changes in traditions for certain grades. However, it was emphasized that the district must prioritize efficient use of resources and the safety of students.

Despite these challenges, the board expressed a commitment to a cautious approach. Discussion also encompassed options for the property if the school were to close, including selling or renting it, or repurposing it for community use. Concerns about existing maintenance issues, such as mold and HVAC systems, were raised, with some board members favoring selling the property to avoid incurring further costs.

As the meeting progressed, the board shifted focus to transportation logistics, emphasizing the importance of optimizing routes for efficiency and cost savings. The potential consolidation of bus routes was forecasted to save approximately $70,000, although this figure was lower than initially expected. The transportation discussion also revealed that out of 1,462 students in grades K-8, 525 currently receive transportation, costing taxpayers $337,000 annually.

The board explored several academic initiatives, such as the freshman academy aimed at easing students’ transition into high school, and a behavior program at Kinnelon High School intended to reduce the need for sending students out of district for behavioral reasons. The strategic roadmap for the district was reiterated, with a focus on optimizing resources and addressing community feedback. The board also examined capital projects, detailing plans for renovations and improvements across the district, including HVAC installations, bathroom renovations, and upgrades to the culinary arts program.

Budget constraints were a recurring theme throughout the meeting, with discussions of potential tax increases and the impact of declining enrollment. A reported 19.1% decrease in student numbers since 2014 was highlighted, prompting inquiries into retention strategies and efforts to understand why families might choose private schooling.