The most significant part of the meeting was a detailed presentation by Christine Clancy, the DPW director, regarding the collaboration between the school department and the Department of Public Works (DPW) in maintaining school facilities. Clancy reported on the FY 24 work order summary, revealing that 1,425 work orders were created, with 1,182 completed, resulting in an 83% completion rate. This left 243 work orders still open. The high school generated the most requests, while smaller facilities had fewer orders. The current work order system, known as School Dude, was criticized for being outdated, having been developed in the 1990s. Clancy emphasized the need for a more efficient system to better track and manage repairs.

Questions arose about the unusually low completion rate for roof repairs, with Clancy reflecting on specific challenges faced in this area. The committee members speculated that factors such as the building’s age and size might contribute to the higher volume of work orders from the high school compared to other locations. Clancy noted the importance of timing in evaluating completion statistics, as many work orders were created at the end of the previous school year and were expected to be addressed during the summer break.

The discussion also touched on the potential upgrade of the work order management software, with inquiries about the cost-sharing arrangement between the school and town departments. Historically, the school department has borne most of the costs, but it was suggested that both entities could benefit from a shared system. The anticipated upgrade would not increase costs, remaining around $7,500 annually. Enhancements to the software could streamline operations, improving efficiency.

Following this, the committee reviewed the final year-end budget report for fiscal year 2024. The local budget amounted to $70,700,000, with expenditures reported at approximately $69,966,296 and open encumbrances totaling around $733,000. The committee aimed for an available budget of zero. A brief discussion occurred regarding grant and revolving funds, noting that some additional revenue had come in at the end of June, leading to minor adjustments in reports.

Another agenda item was the superintendent’s performance evaluation. Individual evaluations were submitted beforehand, and the ratings were presented across four key areas: instructional leadership received a rating of proficient, management operations was rated exemplary, family and community engagement also received an exemplary rating, and professional culture was rated proficient, culminating in an overall exemplary rating for the year. Comments from committee members commended the superintendent’s effective financial management, especially during the pandemic, which resulted in a strong financial position for the district. Communication with the community was recognized as a strong point, contributing to transparency and engagement. The report also shared recommendations for improvement, focusing on ongoing monitoring of specific programs, personalized instruction within curriculum parameters, and enhancing relationships among staff across the district.

The meeting also covered personnel updates, detailing new hires, transfers, and resignations within the district. The administration expressed confidence in making progress toward being fully staffed in time for the upcoming school year. A job fair was scheduled at Chelmsford High School to attract potential candidates for positions such as paraprofessionals and food service aides. This initiative, a first for the district, involved collaboration with the Greater Lowell Workforce Investment Board. The administration reported minimal resignations or retirements, with those that occurred being largely due to geographical relocations.

The conversation transitioned to student teaching opportunities within the district. Chelmsford is an approved site for student teachers from local universities like UMass Lowell and Merrimack College. The administration facilitates these experiences, allowing students to observe various teaching methodologies and special education settings. A proposal was mentioned regarding potential changes in how student teachers could observe teaching practices, involving a cohort observing the same classroom for enhanced learning through peer comparison and instructor-led debriefing.

Additionally, the committee discussed the town’s strategic planning process, emphasizing the importance of including school issues due to the financial ties between the town and the schools. The community visioning phase is approaching, and a webpage has been established to gather input from residents.

An update on kindergarten enrollment revealed that Center Elementary School’s enrollment had risen to the high 90s, prompting the addition of a fifth section of kindergarten. The committee expressed concerns about maintaining class sizes around 20 and discussed the spatial capabilities within schools to accommodate additional sections.

The meeting concluded with a discussion on the governor’s funding initiative for school lunches, indicating that breakfast and lunch would remain free for the start of the school year, supported by a $170 million allocation. The committee will monitor the effectiveness of this funding throughout the school year.